<narrative>Institutional Capacity Building within SASB</narrative>

NL-KVK-27195046-11469

VNG International

<narrative>Institutional Capacity Building within SASB</narrative>Enhancing the institutional capacity of SASB, piloting of tertiary drainage in Beira and improved donor coordination.Since the 1st of April 2023, VNG International has officially signed the project on “Institutional Capacity Building within SASB (the Beira Autonomous Sanitation Unit) and the development of tertiary drainage in the city of Beira” - in short, the “SASB-PRO project”. SASB-PRO is a four-year project that is being implemented with the Municipality of Beira to support the capacity development within SASB with the overall objective to mitigate the risk of flooding in Beira. The institutional assistance provided by SASB-PRO aims to enhance SASB’s overall service delivery with regards to (tertiary) drainage and urban planning in the city of Beira. Even though SASB is an autonomous unit within the city of Beira, there are close interlinkages between the Municipality of Beira (CMB) and SASB. When we look at tertiary drainage, we touch unavoidably on the issue of solid waste management, which is the responsibility of CMB, but it affects directly the functioning of the drainage system, which is the responsibility of SASB. The SASB-PRO project also works on improved coordination with donors, contributing to a more effective collaborative effort.

Embassy of the Kingdom of the Netherlands in Maputo

VNG International

Akvo Foundation

VNG InternationalESA

Michelle van Raalte

Project Manager

michelle.vanraalte@vng.nl

Nassaulaan 12, 2514 JS Den Haag

-19.8315949 34.8370183

4000000.00

Embassy of the Kingdom of the Netherlands in Maputo

VNG International

830336.001st advance payment

Dutch Ministry of Foreign Affairs

VNG International

181498.00

VNG International

705000.002nd advance payment

Dutch Ministry of Foreign Affairs

VNG International

670533.002024

VNG International

<narrative>Project photo</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0A -Water- # of cases of LGs - in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services in one or more areas relevant to water and/or climate change</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A - Water- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to deal with water and climate adaption</narrative>

<narrative>High level Outcome 2: Improved local governance (decision-making process, policies and services)</narrative><narrative>2A -Water- # of LG initiatives under implementation based on participatory plans /strategies addressing water and climate change.</narrative>

<narrative>2B - Water- % or proportion of demands/requests of citizens responded to by LG's in relation to water and climate change.</narrative>

<narrative>2C -Water specific- # of cases of municipalities with Increased investments in climate resilient infrastructure investment (incl. housing).</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Water- # policies passed by local governments based on a participatory process with citizens adressing issues of water and climate change.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Water- # new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery in the field of water and climate change.</narrative>

<narrative>Midlevel outcome 2.4: Local governments improve their participation intermunicipal cooperation</narrative><narrative># of LGs participating in an intermunicipal collaboration for improving service delivery.</narrative>

<narrative>Midlevel outcome 4.2: Societal groups improve their awareness, access to information and participation mechanisms</narrative><narrative>4.2A -Water- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein, related to issues of water and climate adaptation.</narrative>

NL-KVK-27195046-11448-PALOSR

VNG International

<narrative>Strategic Partnership VNG International Occupied Palestinian Territory (OSR)</narrative>Own Source RevenuePalestinian municipalities suffer from the lack of reliable property information and data management capacities, which hinders the improvement of municipal service provision. The lack of sustainable funding (cost recovery) and incomplete data are symptoms of an incomplete tax data base on the municipal level. To address this, the main objective of the SDLG programme – Own Source Revenue is that Palestinian local governments are able to improve their services in a financially sustainable way. VNG International has supported MoLG and the municipalities of Salfeet and Qalqilia over the years 2020-2023; to develop reference processes for property data management, amongst which are a guide for street and house numbering, standardized processes for data collection, data administration and the development of a GIS module. These newly designed processes and spatial interfaces allow the municipalities to make use of the newly collected or updated data on properties (location, ownership, tenants, characteristics), for spatial planning and other municipal services, and to exchange this data within the municipal departments, and to other Palestinian governmental organizations such as PLA and GDPT. The previous project (2018- 2023-Q1) has focused solely on the property data processes and GIS module. In this follow up project (OSR), this approach will be scaled up to other Palestinian municipalities. Based on the newly designed and implemented property data processes, the connection between data management, municipal services, and own source revenue will be made through the development of data driven improvement strategies for Palestinian municipalities. The type of municipal services will be focused on (drinking) water and waste management and an additional municipal service depending on citizens’ and municipal needs

VNG International

Akvo Foundation

VNG international

Miriam Collaris

Project manager

miriam.collaris@vng.nl

The Hague

31.9037641 35.2034184

2034833.00

VNG International

231236.00

VNG International

231236.00

VNG International

460986.002024

VNG International

460986.002024

VNG International

<narrative>Project photo</narrative>

<narrative>VNG International Palestine Enhances Waste Management in Qalqilya with New Containers and a Mini Truck</narrative>

<narrative>Municipalities of the Future: Reimagining the Citizen Experience with Municipal Services</narrative>

<narrative>Highlights From OSR Project First Steering Committee Meeting 2024</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0A -Local Revenue- # of cases of LGs - in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services due to increased financial resources.</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Local revenues -# of new/revised national policies and initiatives aimed at improving the mandate of Local governments in relation to their financial position through own source revenue or fiscal transfers.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Local Revenues- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to optimise own source revenue collection.</narrative>

<narrative>High level Outcome 2: Improved local governance (decision-making process, policies and services)</narrative><narrative>2A -Overall- # of LG initiatives under implementation based on participatory plans /strategies</narrative>

<narrative>2A -Local Revenue- # of LG initiatives to increase revenues under implementation based on participatory plans /strategies.</narrative>

<narrative>2B -Overall- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service.</narrative>

<narrative>Midlevel outcome 2.2: Local governments mobilise additional resources (increase budget) to respond to respond to citizens needs</narrative><narrative>2.2B -Local revenue specific - proportion of LG income derived from tax revenues.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Local Revenues- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support for own source revenue (among others tax administration & process, data management capacity, functioning IT systems and tax collection systems).</narrative>

<narrative>Midlevel outcome 3.2: Leadership act with integrity in line with their functions and duties</narrative><narrative>3.2A -Local Revenues- # of leaders who improved their understanding of their roles and mandates in relation to municipal finances</narrative>

<narrative>Midlevel outcome 3.1: Leaders improve their understanding of their roles and mandate and improve their capacity</narrative><narrative>3.1A -Overall- # of municipalities and their associations have mechanisms in place to hold leadership accountable.</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Local revenrue- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs promoting their financial position based on own source revenue and fiscal transfers.</narrative>

<narrative>High level Outcome 3: Improved Leadership within local government</narrative><narrative>3A -Overall- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues.</narrative>

NL-KVK-27195046-11448.ETHOSR

VNG International

<narrative>Strategic Partnership VNG International Ethiopia (OSR)</narrative>Property Tax Reform in EthiopiaSDLG Ethiopia is a 14-month support facility. The aim of this support facility is to support the Ministry of Finance (MoF) and the Ministry of Urban and Infrastructure (MoUI) with the implementation of a new federal proclamation on property taxation. The objective is that by the end of the support, the MoF/ Tax Policy Department has an implementation strategy for the new property proclamation, which includes (by-)laws, regulations, guidelines and tools that support a realistic, not-too complex, fit-for-purpose approach.

VNG International

Akvo Foundation

VNG International

Eva Peppelman

Project Manager

eva.peppelman@vng.nl

nassaulaan 12 Den Haag The Netherlands

8.9960024 38.7786956

644245.00

VNG International

129598.002024

VNG International

129598.002024

VNG International

<narrative>Project photo</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Local Revenues- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to optimise own source revenue collection.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Local Revenues- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support for own source revenue (among others tax administration & process, data management capacity, functioning IT systems and tax collection systems).</narrative>

NL-KVK-27195046-11448.LEB

VNG International

<narrative>Strategic Partnership VNG International Lebanon</narrative>Assisting local authorities in enhancing living conditions, promoting social cohesion, and addressing migration-related challengesThe Sustainable Development through Improved Local Governance (SDLG) program in Lebanon focuses on three core work streams to strengthen local governance and encourage citizen participation. These initiatives assist local authorities in enhancing living conditions, promoting social cohesion, and addressing migration-related challenges. At the local level, the Area-Based Planning (ABP) work stream in Deir El Ahmar and Minieh emphasizes data-driven decision-making and integrated planning to support sustainable livelihoods for both residents and refugees. This includes implementing a sorting-at-source and cost-recovery system for solid waste management, as well as developing GIS-based socio-demographic mapping and digitizing municipal operations to optimize services. Regionally, SDLG introduces “Active Citizenship Labs” in areas where municipal councils are dissolved. These labs empower citizens by equipping them with essential skills to actively engage in local governance and address community needs, ultimately preparing them for future municipal reforms and elections.Since 12 years Lebanon's population of 5 million is hosting 1,5 million refugees who fled the war in Syria. Deir El Ahmar in Baalbek-Hermel and Minnieh (just North of Tripoli) are hosting a high number of refugees. The last years the anti-Syrian rhetoric from national politics has increased and has influenced public opinion too. Tensions between communities are increasing.To strengthen long term resilience of Unions of Municipalities of Deir El Ahmar and of Minnieh and their host and refugee populations to deal with displacement. It will be done through concreate pragmatic measures of improvement of service delivery on a local level. The project also aims to improve social cohesion between the communities.

VNG International

Akvo Foundation

VNG International

Azza Derbali

Project Manager

0657127806Azza.Derbali@vng.nl

Nassaulaan 12, 2514 JS The Hague, Netherlands

34.1247875 36.129083934.4788556 35.9325815

2000012.00

122137.00

VNG International

122137.00

VNG International

2000012.00

VNG International

404804.002024

VNG International

404804.002024

VNG International

<narrative>Project photo</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0C- Migration specific- # of cases a LG/ LGA has contributed to increased social cohesion between host and displace communities in a non-violent and inclusive manner.</narrative>

<narrative>High level Outcome 2: Improved local governance (decision-making process, policies and services)</narrative><narrative>2A -Migration- # of LG initiatives under implementation based on participatory plans /strategies addressing migration.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Migration- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, including Sphere standards for host and displaced communities.</narrative>

<narrative>Midlevel outcome 3.2: Leadership act with integrity in line with their functions and duties</narrative><narrative>3.2A- Migration- # of leaders who improved their understanding of their roles and mandates in relation to issues of migration and displacement</narrative>

<narrative>Highlevel Outcome 4: Empowered social groups</narrative><narrative>4A Overall # of cases where women, youth and marginalised groups raise issues and put forward accountability requests during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>4A Migration - # of cases where women, youth and marginalised groups from host, refugee and IDP communities raise issues and put forward accountability requests during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

NL-KVK-27195046-11448.KEN

VNG International

<narrative>Strategic Partnership VNG International Kenya</narrative>SDLG Kenya Migration programme 2023-2026The programme focuses on local governments in Kenya and the role they play in the refugee space in Kenya, with a focus on Turkana and Garissa County. We support counties in taking ownership over service delivery within their devolved functions for both host and refugee communities by providing adaptable service solutions. This Action is built on the notion that whilst the traditional humanitarian efforts need to be sustained or even scaled up, it should be complemented by innovative development programmes targeting counties to address the medium to longer term socio- economic impacts of forced displacement.

VNG International

Akvo Foundation

VNG International

Bo Altena

Project Manager

bo.altena@vng.nl

Nassaulaan 12 Den Haag The Netherlands

-1.2920659 36.82194623.3122477 35.5657862-0.6906534 40.3088626

1935195.00

VNG International

72091.00

VNG International

72091.00

VNG International

692997.002024

VNG International

692997.002024

VNG International

<narrative>Project photo</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0A - Migration- # of cases of LGs - in the areas of mandate of and delivered by the programme in which both host and displaced communities are served by and benefit from good access to services.</narrative>

Proposal preparation phase

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Migration- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments acknowledging the role of LG in migration.</narrative>

<narrative>1B -Migration specific- # of cases in which humanitarian and development actors relate more productively to local government’s responsibilities and mandates.</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Migration- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs to deal with displacement.</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Migration- # of policies passed by local governments based on a participatory process with citizens, in particular groups of displaced people.</narrative>

<narrative>High level Outcome 3: Improved Leadership within local government</narrative><narrative>3A -Migration- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues, in particular related to migration and displacement policies.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Migration- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, including Sphere standards for host and displaced communities.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Migration- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to deal with displacement</narrative>

NL-KVK-27195046-11448.SouWater

VNG International

<narrative>Strategic Partnership VNG International South Sudan (water component)</narrative>More sustainable futures for the communities of Bor County and Bor Municipality through shaping of coping mechanisms to increase resilience to climate related hazardsThe SDLG South Sudan Water project aims to achieve a more sustainable future for the communities of Bor County and Bor Municipality through improved resilience to floods and other climate related hazards and natural disasters. The project aims to build a resilient local government in Bor for sustainable flood management, with a focus on climate and water-stressed areas. By enhancing disaster risk management, early warning systems, and evacuation planning, we strengthen stakeholder capacities for effective response. Supported by SDLG, the project promotes better governance through compliance with laws, increased transparency, and participatory decision-making. Our efforts ensure equal, inclusive consultation and establish reliable institutions through stakeholder roundtables, ultimately creating a more accountable and responsive local government for long-term flood resilience. Our approach focuses on building a resilient local government in Bor for sustainable flood management in climate and water-stressed areas. We prioritize disaster risk management and preparedness through early warning systems, evacuation planning, and capacity-building for key stakeholders. Through SDLG, we drive improved governance by fostering transparency, accountability, and compliance with laws and agreements. Our participatory approach emphasizes inclusive decision-making and equal consultation, ensuring that all voices are heard. Regular stakeholder roundtables create a platform for collaboration, strengthening institutions and building a responsive, reliable local government equipped to manage flood risks effectively.

VNG International

Akvo Foundation

VNG InternationalEast and Southern Africa

Karim Boussak

Regional Manager

karim.boussak@vng.nlhttps://www.vng-international.nl

Nassaulaan 12, The Hague, The Netherlands

6.2132663 31.5655424

1632787.00

VNG International

119879.002024

VNG International

119879.002024

VNG International

<narrative>Project photo</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Water- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments acknowledging the role of LG in climate and water policies.</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Water- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs for water and climate change.</narrative>

<narrative>Midlevel outcome 3.2: Leadership act with integrity in line with their functions and duties</narrative><narrative>3.2A - Water- # of leaders who improved their understanding of their roles and mandates in relation to water and climate adaption</narrative>

<narrative>0D -Water specific- # of cases a LG/ LGA has contributed to increased social cohesion between host and displace communities in a non-violent and inclusive manner.</narrative>

NL-KVK-27195046-11448.Ben

VNG International

<narrative>Strategic Partnership VNG International Benin</narrative>Supporting local governments to execute policies to manage community resilience in a safe and socially equal way for all on lands with climate and water-related risks in 5 municipalities of the BVO.Flooding, although affecting the population, is crucial for fishing and agriculture. An integrated IWRM approach is needed to balance local risks and benefits. Despite the establishment of national organs, their local application remains limited. SDLG Benin will work with local authorities to better operationalise local IWRM and involve citizens.

VNG International

Akvo Foundation

VNG International

Nicole Osuji

Project Manager

nicole.osuji@vng.nl

Nassaulaan 12, 2514 JS Den Haag, the Netherlands

VNG International

Maud Alberge

Junior Project Manager

Maud.Alberge@vng.nl

Nassaulaan 12, 2514 JS Den Haag, the Netherlands

6.4503024 2.34681956.7866154 2.3418876.524461199999999 2.4356966.4222758 2.63877956.478623799999999 2.6203212

1739000.00

VNG International

484765.002024

VNG International

484765.002024

VNG International

<narrative>Project photo</narrative>

<narrative>0D -Water specific- # of cases a LG/ LGA has contributed to increased social cohesion between host and displace communities in a non-violent and inclusive manner.</narrative>

<narrative>Midlevel outcome 2.2: Local governments mobilise additional resources (increase budget) to respond to respond to citizens needs</narrative><narrative>2.2A Amount of Income raised (from different sources) by local government</narrative>

<narrative>Highlevel Outcome 4: Empowered social groups</narrative><narrative>4A- Water # cases where women, youth and marginalised groups raise issues and put forward accountability requests in relation to water and climate adaptation during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

NL-KVK-27195046-11448.GHA

VNG International

<narrative>Strategic Partnership VNG-International Ghana</narrative>Extension TREE ProjectFrom 2018 until 2022, VNG International has supported 33 MMDAs in the improvement of their local taxation processes with the TREE project. This project has formally come to an end on the 31st of March 2022. In cooperation with the Dutch embassy in Accra and the Dutch MFA, VNG International has supported the particpating MMDAs until the 31st of December 2022 in a transition project under the SDLG partnership. The TREE transition project under SDLG had the following objectives: 1. To continue basic support to MMDAs on their revenue process during 2022 2. To facilitate a handover of project results to a Ghanaian counterpart

VNG International

Akvo Foundation

VNG International

Siebe Stellingwerff

Project manager

siebe.stellingwerf@vng.nl

Nassaulaan 12 Den Haag

5.1731682 -1.2987349

197182.00

VNG International

197182.00

VNG International

197182.00

VNG International

<narrative>Project photo</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Local Revenues- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to optimise own source revenue collection.</narrative>

<narrative>High level Outcome 2: Improved local governance (decision-making process, policies and services)</narrative><narrative>2A -Local Revenue- # of LG initiatives to increase revenues under implementation based on participatory plans /strategies.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Local Revenues- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support for own source revenue (among others tax administration & process, data management capacity, functioning IT systems and tax collection systems).</narrative>

NL-KVK-27195046-11448.GLO

VNG International

<narrative>Strategic Partnership VNG-Global and Overall activities</narrative>Promoting Local Governance WorldwideThis component involves both the programme management and the contribution from SDLG to VNG International global activities. The latter comprises support to the Capacity and Institution Building Working Group of world organization UCLG as well as the 'Development Partners Network on Decentralisation and Local Governance' (DeLoG), a network of 44 bi- and multilateral development partners and specialised institutions working in the field of Decentralisation and Local Governance (DLG). By promoting more harmonised and aligned interventions the network aims to improve development effectiveness in the field of DLG. Established in 2006, DeLoG operates as a hub and network for knowledge exchange as well as a platform for joint learning.

VNG International

Akvo Foundation

VNG International

Joppe Bastiaansen

Project manager

Joppe.Bastiaansen@vng.nl

Nassaulaan 12, 2514 JS Den Haag

VNG International

Karim Boussak

Programme manager

karim.boussak@vng.nl

Nassaulaan 12, Den Haag, The Netherlands

52.0704978 4.3006999

2310000.00

VNG International

254731.00

VNG International

254731.00

VNG International

340718.00

VNG International

340718.00

VNG International

424260.002024

VNG International

424260.002024

VNG International

<narrative>Project photo</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Overall- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments.</narrative>

NL-KVK-27195046-11448.moz

VNG International

<narrative>Strategic Partnership VNG International Mozambique</narrative>Building a sustainable futureThis project is part of the larger five-year umbrella programme in 9 countries between VNG International and the Ministry of Foreign Affairs: "Sustainable Development through improved Local Governance" (SDLG) programme. The intervention in Iraq/KRI aims to further resilience in areas with a large influx of displaced people. In such areas people’s rights, lives and livelihoods suffer regardless of whether they are displaced or host communities. Local governments are the first in line to be confronted by repercussions such as pressure on municipal services, competition for employment, corroding social cohesion and mental health, accelerated urbanisation and formation of slums, and inflation in the housing market. In recent years displacement has increased in scale, duration and complexity.The SDLG programme in Mozambique, running from 1 January 2022 until 31 December 2026, intends to achieve four outcomes all related to increased local revenue: 1. Increase of mandate of local authorities/municipalities with the aim to increase their responsiveness to changing circumstances 2. Increase of the capacity of service delivering departments and entities to deliver services and shaping futures of their citizens 3. Increasing leadership qualifies and skills of municipal leaders 4. Increasing the citizenship of citizens and their organizations i.e. their possibilities to participate effectively in decision making at the local level.

VNG International

Akvo Foundation

VNG International

Stan Abma

Project manager

0031683140750stan.abma@vng.nl

Nassaulaan 12, 2514 JS Den Haag

-19.8315949 34.8370183

2250000.00

VNG International

280399.00

VNG International

280399.00

VNG International

522802.00

VNG International

522802.00

VNG International

438175.002024

VNG International

438175.002024

VNG International

<narrative>Project photo</narrative>

03-09-2024: 0

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1B -Local Revenue specific- # cases of LGs with a LED strategy with a direct link to own source revenue.</narrative>

<narrative>2.1A -Local Revenues- # of policies passed by local governments based on a participatory process with citizens for budget priority setting in relation to collected revenues.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Local Revenues- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support for own source revenue (among others tax administration & process, data management capacity, functioning IT systems and tax collection systems).</narrative>

<narrative>3.1B -Overall - # of policies in place that encourage women and marginalised groups in leadership positions</narrative>

<narrative>High level Outcome 3: Improved Leadership within local government</narrative><narrative>3A -Local Revenues- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues in relation to municipal finance.</narrative>

<narrative>Midlevel outcome 4.1: Societal groups improve participation in local government decision-making, accountability and service implementation (processes, platforms agreements).</narrative><narrative>4,1A Overall- # (or %) of women, youth, marginalised groups participating in various meetings as organised by local governments.</narrative>

<narrative>Highlevel Outcome 4: Empowered social groups</narrative><narrative>4A Local Revenue # of cases where women, youth and marginalised groups raise issues and put forward accountability requests related to local government finances during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>Midlevel outcome 4.2: Societal groups improve their awareness, access to information and participation mechanisms</narrative><narrative>4.2A- Local Revenues- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein, related to issues of municipal finances</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Local Revenues- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to optimise own source revenue collection.</narrative>

NL-KVK-27195046-11448.UKR

VNG International

<narrative>Strategic Partnership VNG Ukraine</narrative>Support to recovery, rehabilitation and reconstruction of local governments and communities in UkraineThe project provides assistance to four war affected territorial communities in southern Ukraine. The overall objective is to improve local governance processes and capacities of local authorities in action planning and implementation for recovery of the communities. This is operationalized by: - support in the development of Local Recovery Plans, through transparent and accountable governance principles and a sustainable development approach to the reconstruction process; - expert, organizational, technical and financial support in the implementation of parts of the Local Recovery Plans; - establishing cooperation between Ukrainian local authorities’ representatives and citizens and Dutch municipalities; - transfer lessons learnt and best practices from the pilot projects to other territorial communities in Ukraine.

VNG International

Akvo Foundation

VNG International

Judith Geerling

Regional Manager

judith.geerling@vng.nl

Nassaulaan 12, Den Haag, The Netherlands

VNG International

Rik Ploeg

Project Manager

rik.ploeg@vng.nl

Nassaulaan 12, Den Haag, The Netherlands

46.635417 32.61686746.61876669999999 31.538794246.8433183 33.427364447.488789 33.5317111

999589.00

VNG International

64071.00

VNG International

64071.00

VNG International

455050.00

VNG International

455050.002023

VNG International

680330.002024

VNG International

680330.002024

VNG International

1000057.00phase 2

VNG International

<narrative>Project photo</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0A -Fragility- # of cases of LGs in conflict affected regions -in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Fragility- # cases of LGs in conflict affected areas making use of their discretionary space within (national) laws and implementation frameworks.</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

<narrative>2.1A -Migration- # of policies passed by local governments based on a participatory process with citizens, in particular groups of displaced people.</narrative>

<narrative>High level Outcome 2: Improved local governance (decision-making process, policies and services)</narrative><narrative>2A -Fragility- # of LG initiatives under implementation based on participatory plans /strategies in conflict affected areas.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

<narrative>Midlevel outcome 4.2: Societal groups improve their awareness, access to information and participation mechanisms</narrative><narrative>4.2A -Fragility- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein.</narrative>

NL-KVK-27195046-11448.PAL

VNG International

<narrative>Strategic Partnership VNG International Occupied Palestinian Territory</narrative>Building a sustainable futureWithin the wider SDLG programme, SDLG Palestine is part of the thematic priority Security & Rule of Law and is implemented in partnership with the Ministry of Local Governments (MOLG) in Palestine. The objective of this five-year programme is to increase legitimacy and stability in marginalized communities in rural Palestine. Currently SDLG is starting with a pilot cluster, the West Ramallah cluster, which consists of 7 village councils and one municipality (Der Qadis, Shuqba, Qibya, Shabtin, Ni’lin, Budrus, Kharbatha Bani Harith, and Al-Midya) with other clusters yet to follow. In line with the wider program’s objective, the four outcomes of the program include: 1. Palestinian LAs act more accountable, responsive and inclusive to residents’ needs. Under this outcome, VNG aims to improve the service delivery system and tools available in targeted LAs starting with the provision of operational smart systems of administrative and financial management, community service desks, while also prioritizing capacity building of LA staff and officials . 2. Palestinian LAs act in a more inclusive, sustainable and prepared manner on the basis of strategic and spatial plans through the creation of Participatory Community Planning Committees. 3. Palestinian national authorities provide an enabling environment to the development of Village Councils where national government actors understand/are aware of LA issues. 4. Palestinian relevant actors are aware of the evidence base to enhance resilience of communities in “Area C”

VNG International

Akvo Foundation

VNG international

Miriam Collaris

Project manager

miriam.collaris@VNG.NL

The Hague

31.9037641 35.2034184

2700000.00

VNG International

343375.00

VNG International

343375.00

VNG International

402745.00

VNG International

402745.00

VNG International

570230.002024

VNG International

570230.002024

VNG International

<narrative>Project photo</narrative>

<narrative>VNG International Launches Public Park Project in Southwest Ramallah Cluster</narrative>

<narrative>Turning Plans into Action: Bringing Services Closer to Communities in Southwest Ramallah</narrative>

<narrative>Empowering Local Governance: "Art of Negotiation" Workshop Builds Key Skills for Palestinian Leaders</narrative>

<narrative>Community Workshop in Southwest Ramallah and Al-Bireh Governorate Paves the Way for Sustainable Urban Development</narrative>

<narrative>SDLG – OSR: Memorandum of Understanding Between VNG International and Beit Jala Municipality</narrative>

<narrative>600 Containers, One Goal: A Cleaner West Ramallah</narrative>

<narrative>First Community Workshop: Shaping the Future of Southwest Ramallah and Al-Bireh Cluster</narrative>

<narrative>Kick-Off Meeting and Community Workshop Initiate Southwest Ramallah Cluster Implementation</narrative>

<narrative>Strategic Planning of Water Services Training For West Ramallah Cluster -Part 1</narrative>

<narrative>Launch Event of Southwest Ramallah Cluster Marks yet another Strategic Collaboration in SDLG Program</narrative>

<narrative>SDLG SRol Program Transforms Communities Through Strategic Initiatives</narrative>

<narrative>Charting a Course for Progress: SDLG Program Selects South West Ramallah as the New Development Frontier</narrative>

<narrative>Maximizing revenues through enhanced service delivery training</narrative>

<narrative>Evaluating Planning alternatives in the region</narrative>

<narrative>Workshop to discuss outputs of diagnostic phase</narrative>

<narrative>The first coordination and alignment meeting for developing partners in area C</narrative>

<narrative>First Technical Workshop for SDLG Palestine</narrative>

<narrative>Signing ceremony of the SDLG launch in Palestine</narrative>

<narrative>Formation of Advisory Committee</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Fragility- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Overall- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

<narrative>Midlevel outcome 3.2: Leadership act with integrity in line with their functions and duties</narrative><narrative>3.2A -Overall- # of leaders who improved their understanding of their roles and mandates</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0A- Overall- # of cases of Municipalities - in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services.</narrative>Sept. 2022

21-05-2023: Establishment of the three main committees, the core planning team, the Sectoral Committees, which include three other separate committees in the thematic areas of infrastructure, social development and economic development. And lastly the community committee. The total number of all committee members is 105 of which 35 are women.

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

NL-KVK-27195046-11448.BUR

VNG International

<narrative>Strategic Partnership VNG International Burundi</narrative>Citizen participation in inclusive local governance processesSDLG Burundi aims to contribute to the overall impact of Local Authorities in Burundi are able to engage in inclusive local governance processes with their citizens to address drivers of conflict. SDLG Burundi is a two-year programme designed to harness the results of the previous programme IDEAL (2017-2021). As this programme is an exit-programme, the focus will be on capitalizing on the impact of the previous IDEAL programme which addressed inclusive decision-making to make sure every citizen is represented and heard, to decrease human security issues. This programme will focus specifically on the issue of accountability. Citizens lack possibilities to hold their local governments accountable. They possess limited information on communal budget, execution of the budget or the quality of services. A lack of capacity within local authorities on financial management further exacerbates the issue. To contribute to the overall impact, SDLG Burundi has two main outcomes: 1. More legitimate policy development and implementation. Here activities focus on that communal budgets and Annual Investment Plans respond to community needs and improved Public Financial Management 2. Enabling environment and improved mandate for local governments. Here activities focus on lobby and advocacy initiatives from the Association of Municipalities in Burundi, ACO-Burundi and the Female elected officials network, REFELA. The project is implemented in the provinces of Bururi and Rutana and partners with 8 communes to improve their inclusive development planning processes. The implementation is done through our partner ACO-Burundi.

VNG International

Akvo Foundation

VNG International

Eva Peppelman

Project Manager

eva.peppelman@vng.nl

Nassaulaan 12 2514 JS Den Haag

-3.361378 29.3598782

625000.00

2000000.00

625000.00

VNG International

348399.00

VNG International

348399.00

VNG International

202006.00

VNG International

202006.00

VNG International

2000000.00

VNG International

620627.002024

VNG International

620627.002024

VNG International

<narrative>Project photo</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Fragility- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Fragility- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs asking for conflict sensitive policies.</narrative>

<narrative>2B - Fragility- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service in conflict affected areas.</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

<narrative>2.1A -Migration- # of policies passed by local governments based on a participatory process with citizens, in particular groups of displaced people.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

<narrative>2.3A -Local Revenues- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support for own source revenue (among others tax administration & process, data management capacity, functioning IT systems and tax collection systems).</narrative>

<narrative>3.1B -Overall - # of policies in place that encourage women and marginalised groups in leadership positions</narrative>

NL-KVK-27195046-11448.MAL

VNG International

<narrative>Strategic Partnership VNG International Mali</narrative>Adressing drivers of conflict in a nonviolent and inclusive mannerSDLG Mali aims to contribute to the overall impact of “Local authorities are able to address sources of conflict in a non-violent and inclusive manner”. There are several issues in Mali that drive conflict in which local governments play a key role: 1) One of the main sources of conflict in Mali is the management of natural resources, particularly water and land. Scarcity and pollution exacerbate the problem 2) There is a lack of trust between local authorities and citizens in Mali due to a low level of service delivery, low level of citizen inclusion in decision making and a lack of communication 3) Decentralisation of competences to the local level is accompanied by insufficient resources which leads to a lack of (financial) capacity. To address these issues SDLG Mali will work with four intercollectivités (intercommunal collaboration frameworks) that each were established to come up with a regional approach to water and land issues which go beyond municipal boundaries. These are Damanko, Yiriwakene, Numpagnon et Bassin de Sankarani. With each intercollectivité an activity plan will be made to work on the following results of the programme: 1. More inclusive, responsive and accountable local government policies and procedures 2. More effective, accountable and inclusive leadership of local governments and their associations 3. More empowered civil society organisations 4. Improved intergovernmental policy coordination Pathway four will be implemented in collaboration with AMM (Association of Municipalities of Mali).

VNG International

Akvo Foundation

VNG International

Robert Meerman

Project Manager

robert.meerman@vng.nl

Nassaulaan 12 2514 JS Den Haag

12.6392316 -8.0028892

3217500.00

VNG International

420968.00

VNG International

420968.00

VNG International

761949.00

VNG International

761949.00

VNG International

654093.002024

VNG International

654093.002024

VNG International

<narrative>Credit: Launch of SDLG Mali</narrative>

<narrative>Local governments and their representative bodies are able to shape more sustainable futures for their communities</narrative><narrative>0B - Fragility specific- # of cases a LG/ LGA has contributed to increased social cohesion in a non-violent and inclusive manner.</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Fragility- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Fragility- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs asking for conflict sensitive policies.</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

<narrative>High level Outcome 3: Improved Leadership within local government</narrative><narrative>3A _Fragility- # of leaders in local government in conflict affected areas make an active contribution to and act accountable for local development issues.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Fragility- # cases of LGs in conflict affected areas making use of their discretionary space within (national) laws and implementation frameworks.</narrative>

<narrative>1.1B -Overall- Municipal staff aware of their mandate from national government and acting on it.</narrative>

<narrative>Midlevel outcome 3.1: Leaders improve their understanding of their roles and mandate and improve their capacity</narrative><narrative>3.1B -Overall - # of policies in place that encourage women and marginalised groups in leadership positions</narrative>

<narrative>Midlevel outcome 3.2: Leadership act with integrity in line with their functions and duties</narrative><narrative>3.2A - Fragility- # of leaders who improved their understanding of their roles and responsabilities as to foster social cohesion</narrative>

<narrative>Highlevel Outcome 4: Empowered social groups</narrative><narrative>4A Fragility # of cases where women, youth and marginalised groups raise issues and/or put forward accountability requests (related to social cohesion) during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

NL-KVK-27195046-11448.SOU

VNG International

<narrative>Strategic Partnership VNG International South Sudan</narrative>SDLG, WASH ProgrammingYears of conflict in South Sudan's Greater Kapoeta and Torit regions have resulted in the devastation of livelihoods and social services, undermining people's rights to basic services such as WASH, democracy, safety and economic empowerment, especially for women and youth. This project aims to help build the capacity of local governments to provide basic services, include citizens in decision making and increase private sector participation.

VNG International

Akvo Foundation

VNG International

Daan Stelder

Project Manager

Daan.Stelder@VNG.nl

Nassaulaan 12, Den Haag, the Netherlands

Sanne van Amerongen

Project Manager

sanne.vanamerongen@vng.nl

Nassaulaan 12, Den Haag, the Netherlands

4.771316199999999 33.59239414.4102396 32.57403764.5060973 34.16988235.1791026 33.9750018

3149789.00

VNG International

581189.00

VNG International

581189.00

VNG International

728827.00

VNG International

728827.00

VNG International

833999.002024

VNG International

833999.00

VNG International

<narrative>Project photo</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Overall- Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative>

<narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Overall- # new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery.</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Overall- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments.</narrative>

<narrative>1A -Fragility- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments</narrative>

<narrative>2A -Fragility- # of LG initiatives under implementation based on participatory plans /strategies in conflict affected areas.</narrative>

NL-KVK-27195046-11448.IRA

VNG International

<narrative>Strategic Partnership VNG International Iraq</narrative>Building a sustainable futureThis project is part of the larger five-year umbrella programme in 9 countries between VNG International and the Ministry of Foreign Affairs: "Sustainable Development through improved Local Governance" (SDLG) programme. The intervention in Iraq/KRI aims to further resilience in areas with a large influx of displaced people. In such areas people’s rights, lives and livelihoods suffer regardless of whether they are displaced or host communities. Local governments are the first in line to be confronted by repercussions such as pressure on municipal services, competition for employment, corroding social cohesion and mental health, accelerated urbanisation and formation of slums, and inflation in the housing market. In recent years displacement has increased in scale, duration and complexity. The SDLG programme in Iraq and KRI, running from 1 January 2022 until 31 December 2026, intends to achieve four outcomes: 1. Increase of mandate of local authorities/municipalities with the aim to increase their responsiveness to changing circumstances 2. Increase of the capacity of service delivering departments and entities to deliver services and shaping futures of their citizens 3. Increasing leadership qualifies and skills of municipal leaders 4. Increasing the citizenship of citizens and their organizations i.e. their possibilities to participate effectively in decision making at the local level.

VNG International

Akvo Foundation

VNG International

Miriam Collaris

Project Manager

0620034930miriam.collaris@vng.nl

Nassaulaan 12

37.133389 43.130988836.229574 42.2362435

3900000.00

183124.00

VNG International

183124.00

VNG International

3900000.00

VNG International

619196.00

VNG International

619196.00

VNG International

814082.002024

VNG International

814082.002024

VNG International

<narrative>Project photo</narrative>

<narrative>Fierst advisory committee meeting Ninewa</narrative>

<narrative>Update February 2023</narrative>

<narrative>SDLG Iraq has officially been launched!</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Migration- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments acknowledging the role of LG in migration.</narrative>

12-05-2023: In 2022, 1 national policy to be modernized has been identified

<narrative>1B -Migration specific- # of cases in which humanitarian and development actors relate more productively to local government’s responsibilities and mandates.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1B -Overall- Municipal staff aware of their mandate from national government and acting on it.</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Migration- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs to deal with displacement.</narrative>

<narrative>2B -Overall- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Migration- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, including Sphere standards for host and displaced communities.</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Migration- # of policies passed by local governments based on a participatory process with citizens, in particular groups of displaced people.</narrative>

<narrative>Highlevel Outcome 4: Empowered social groups</narrative><narrative>4A Migration - # of cases where women, youth and marginalised groups from host, refugee and IDP communities raise issues and put forward accountability requests during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>Midlevel outcome 4.2: Societal groups improve their awareness, access to information and participation mechanisms</narrative><narrative>4.2A Migration - # (or %) of women, youth, marginalised groups from host, refugee and IDP communities being aware and understand about participation mechanisms and the role of local governments therein.</narrative>

NL-KVK-27195046-1446A

VNG International

<narrative>Improving Sustainability of the WASH Sector in Upper Egypt</narrative>Governorates of Qena, Sohag, Assiut, and Minya_**Improving Sustainability of the WASH Sector in Upper Egypt**_, is a 30-month project aiming to support improvement of the sustainability of Egyptian WASH investments, funded by the Embassy of the Netherlands to Egypt. The project is based on the needs of the MoLD, the Ministry of Housing, Utilities and Urban Development, and the Holding Company for Water and Wastewater Management (HCWW) through their positions as stakeholders in WASH governance in Egypt and their investments made into WASH at various levels. **Specific objectives: ** - Design and implement a citizens’ engagement and communication model to enhance transparency and accountability. - Analyse the current local complaint system and design and implement a responsive complaint system combined with a customer satisfaction tool specifically for WASH. - Provide technical assistance to the Water and Sanitation Companies in the four target Governorates for sustainable investment and O&M planning and monitoring. - Increase cross-stakeholder and peer-to-peer learning through the promotion and update of good practices and a twinning-like exchange with the Water Partner in the Netherlands **Expected results:** - Citizen accountability at governorate-level produces more locally responsive and needs-based WASH services. - Citizens can express WASH-related complaints and needs, and have these responded to, through a regulated and coherent system. - WASH services and capacities are rendered more sustainable through increasing stakeholder coordination and robust local-level planning. - Cross-stakeholder and peer-to-peer learning increased the promotion and uptake of good practices, allowing new and improved practices to be further rolled out in other Governorates

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG International

Sanna Hyötyläinen

Project manager

sanna.hyotylainen@vng.nl

Nassaulaan 12, 2514 JS Den Haag

26.2346033 32.9888319000000126.693834 32.17460527.2133831 31.445617928.284729 30.5279096

3748319.00

290000.00

Dutch Ministry of Foreign Affairs

VNG International

529576.00

VNG International

869024.00

VNG International

1044396.00

Dutch Ministry of Foreign Affairs

VNG International

1251155.00

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Project photo</narrative>

<narrative>4000005129 Budget</narrative>

<narrative>4000005129 ISWS Annual Report 2023</narrative>

<narrative>4000005129 Budget 2024-25</narrative>

<narrative>4000005129 Action Plan 2024-25</narrative>

<narrative>4000005129 Annual Plan 2024-25</narrative>

<narrative>4000005129 Annual Financial Report 2022 and Project Budget</narrative>

<narrative>4000005129 Annual Report 2022</narrative>

<narrative>4000005129 Annual Plan 2023-2024 Project Budget</narrative>

<narrative>4000005129 Annual Plan 2023-2024</narrative>

<narrative>4000005129 Financial Report 10/2021-5/2022 and Project Budget</narrative>

<narrative>4000005129 Narrative Inception Report 10/2021-5/2022</narrative>

<narrative>Cairo Water Week 2024 Showcasing Citizen Engagement and Energy Efficiency Achievements</narrative>

<narrative>ISWS Project Steering Committee & Training Awards Ceremony</narrative>

<narrative>Development of a Standard Citizen's Participation Guide</narrative>

<narrative>Cairo Water Week 2023 Side-Event on “The Sustainability of the WASH sector in Egypt”</narrative>

<narrative>Challenges in WASH Service Provision and Links to SDGs: Insights from the Knowledge Exchange Conference</narrative>

<narrative>Exchanging good case practices between Upper Egypt and Brabant (NL) in ISWS study visit</narrative>

<narrative>Community Score Card Open Sessions in Upper Egypt Municipalities</narrative>

<narrative>Citizen accountability at Governorate-level produces more locally responsive and needs- based WASH services.</narrative><narrative>Average number of consultation sessions annually</narrative>average of 4 governorates

<narrative>Average Number of citizens\NGOs participated in WASH consultancy sessions annually</narrative>average of 4 governorates<narrative>The degree of perceived consultation process quality</narrative>average of 4 governorates

75 in all 4 governorates

<narrative>Average % of achieved objectives indicators of the improvement plans after being implemented</narrative>average of 4 governorates

in all 4 governorates24-10-2025: 78% is the average of the 4 governorates. The values for each governorates are: 70% in Qena, 61% in Sohag, 111% in Assuit, 70% in Menia

<narrative>The difference between average % aggregated scores of Wash KPIs BEFORE and After implementation of improvement plans of CSC in each district</narrative>average of 4 governorates

20% increase in all 4 governorates24-10-2025: 64% is the average of the 4 governorates. The values for each governorate are: 64% in Qena, 71% in Sohag, 59% in Assuit, 60% in Menia

<narrative>Citizens can express WASH-related complaints and needs, and have these responded to, through a regulated and functioning system.</narrative><narrative>Average % of solved complaints from the total number of received complaints through all channels</narrative>average of 4 governorates

<narrative>The average time (Hours) of solving the complaints</narrative>average of 4 governorates

in all governorates28-10-2025: Average of the 4 governorates

<narrative>The satisfaction rate with WASH complaints system</narrative>average of 4 governorates

<narrative>WASH services and capacities are rendered more sustainable through increased stakeholder coordination and robust local-level planning</narrative><narrative>% of targeted reduction of non-revenue water as covered by water management strategic plans</narrative>average of 4 governorates

average of 4 governorates28-10-2025: Average of the 4 governorates

<narrative>% of increased in sales of water independent from possible increases in production as targeted by water management strategic plans (Mn. M3)</narrative>average of 4 governorates

average28-10-2025: Average of the 4 governorates

<narrative>% reduction in water consumption per capita (litre\day) targeted by water management awareness plans</narrative><narrative>% of savings in energy consumption targeted by water management strategic plans</narrative>

28-10-2025: Average of the 4 governorates

<narrative>Cross-stakeholder and peer-to-peer learning increases the promotion and uptake of good practices, allowing new and improved practices to be further rolled out in other Governorates</narrative><narrative>%Perceived Learning and collaboration level</narrative>

for all 4 governorates

<narrative># of WASH Networking and cooperation platforms created annually</narrative>

for all govs

<narrative># of Learning modules produced and updated annually</narrative>

28-10-2025: Average of the 4 governorates

<narrative># of learning tools/channels used</narrative>

28-10-2025: Total of the 4 governorates

<narrative>%Perceived Adaptation and application of National and international best practices</narrative>

for all govs

<narrative># of practices scaled up in wider scope than the selected Districts through the peer-peer cooperation</narrative>

for all govs28-10-2025: Total of the 4 governorates

<narrative># of strategic plans, policies and regulations updated through the WOP with Dutch water company</narrative>

for all govs

NL-KVK-27195046-11448.UGA

VNG International

<narrative>Strategic Partnership VNG International Uganda</narrative>SDLGWith the expected Uganda programme impact being “more sustainable development for those in fear of conflict, those who risk to be left behind and affected host and displaced communities” and an expected objective of “locally driven inclusive and accountable governance in 9 local governments in Uganda”, the programme contributes to 3 out of the 4 of the thematic fields of the overall partnership: 1. Security and rule of law: in Uganda the expected outcome is improved leadership engagements and collaborations to bring together conflicting perspectives into suitable local government service solutions 2. Migration: in Uganda the expected outcome is improved responsiveness of local governments and stakeholders in providing adaptable solutions to the needs of refugees and host communities 3. Economic development and taxation: in Uganda the expected outcome is improved own source revenue in support of local economic development (incl. youth employment) and social protection. With these objectives we aim to contribute to the Sustainable Development Goals (SDGs 5, 8, 10.3, 10.7, 11, 16.5, 16.6, 16.7, 17.1), the Addis Tax Initiative and to the objectives of the Multi-Annual Country Strategy 2019 – 2022 of the Royal Netherlands Embassy in Uganda: “Ugandan citizens better able to access their rights through fair, effective, impartial, independent and accountable governance institutions”, through ”(local) governance more inclusive and accountable”, and “improved legal and social protection for refugees and host communities”. Inclusive and accountable governance institutions; “includes improved planning and decision-making processes, financial management and local tax mobilisation and local economic development.”

VNG International

Akvo Foundation

Anne-Marie Tosserams

anne-marie.tosserams@vng.nl

Nassaulaan 12, The Hague, The Netherlands

0.3475964 32.5825197

7150000.00

VNG International

535155.00

VNG International

535155.00

VNG International

1254532.00

VNG International

1254532.00

VNG International

1726729.002024

VNG International

1726729.002024

VNG International

<narrative>Project photo</narrative>

31-05-2023: To be measured after completion of the programme. See progress on outcome level.

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Overall- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks.</narrative>

31-05-2023: Progress marker by 2022, needs for localization/gaps identified by LGs and stakeholders.

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Overall- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs.</narrative>

31-05-2023: i) The Urban Association of Uganda (UAAU) demonstrated legitimate leadership and guidance to its members during several local government meetings, while sharing and presenting peer cases, experiences and challenges faced by local governments with regards to Own Source Revenue (OSR). During these sessions, the experiences and challenges of LGs in enrolling onto the IRAS, adaptations required, usage and benefits were extensively discussed, with a view of lobbying the Local Government Finance Commission (LGFC) and the Ministry of Local Government (MoLG) to increase the number of Local Governments enrolled into the IRAS. (outcome statement UAAU)

31-05-2023: The average proportion of Local government revenue derived from own source revenue is 3% of the total revenue targets for the LGs within the SDLG programme. Trends in the local government where VNG has implemented local revenue management interventions indicate the following: Kalangala District, is highly dependent on central government grants for up to 98% to finance its annual budget. The district was able to collect 481,056,556/= from own source revenues, which is 3% of its local revenue target and contributes to only 2% of its total district budget for the FY 2021/22. Given that the district didn’t receive funds from any other source, the target is to increase local revenue mobilisation by 50% by the year 2025/26. Kasese Municipality collected Ug. Shs. 707,680,125/= in the FY2020/21 from its Own Source Revenue, contributing 2% to the total budget and 5% of its total own source revenue target. This has been the trend for last 3 FYs. The central government grant is not adequate to support all departments leaving Trade Industries and Local Economic Development with an allocation of only UGX 8Million per annum to finance key activities. Bushenyi_Ishaka Municipality: By the end of the 3rd quarter of the FY 2021/22, it’s noted that out of the total local revenue collection of UGX. 1,110,461,000, only UGX. 387,057,000, (35%), was recorded, which is way below the quarter 3 target of 75%. The total collection by the end of the 3rd quarter was making up to 4.8% of the total revenue to the Municipality.

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

31-05-2023: Progress marker: By 2022, 7 LGs prioritized cases where suitable service solutions are most needed. Outcome statements for Arua City & Koboko Municipality (E); Lira City (F); Terego District Local Government (G); Koboko Municipality (H).

<narrative>2A -Migration- # of LG initiatives under implementation based on participatory plans /strategies addressing migration.</narrative>

31-05-2023: Progress marker: By 2022, 4 LGs prioritized cases where adaptable service solutions are most needed. Outcome statements of: Yumbe District Local Government (D); Arua City & Koboko Municipality (E); Terego District Local Government (G);

<narrative>2A -Local Revenue- # of LG initiatives to increase revenues under implementation based on participatory plans /strategies.</narrative>

31-05-2023: Progress marker: By 2022, 6 of LGs identified ideas for initiatives and started strategizing on raising local revenue

NL-KVK-27195046-11448.SOM

VNG International

<narrative>Strategic partnership VNG International Somalia</narrative>Improving social contract through ILEDSDLG Somalia

VNG International

Akvo Foundation

VNG International

Joppe Bastiaansen

Project Manager

Joppe.Bastiaansen@vng.nl

Nassaulaan 12 Den Haag The Netherlands

8.4084158 48.4837239

2300000.00

VNG International

139510.00

VNG International

139510.00

VNG International

367543.00

VNG International

367543.00

VNG International

464750.002024

VNG International

464750.002024

VNG International

<narrative>Project photo</narrative>

<narrative>First Advisory Board Meeting held in Garowe, Puntland</narrative>

<narrative>SDLG Somalia officially launched</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Fragility- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs asking for conflict sensitive policies.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

24-07-2023: Targeted PAs express commitment to collaboration with youth (groups) in the promotion of ILED

NL-KVK-27195046-11443

VNG International

<narrative>Transition for inclusive development in Eastern DRC (TRIDE)</narrative>Transition for inclusive development in Eastern DRC (TRIDE)**General objective: ** Alleviation of insecurity and instability by promoting economic development and access to markets and land in Eastern DRC. **Key-objectives:** • Outcome 1: Access to land by smallholders is increased, security of tenure for smallholders is improved and land-related conflicts are reduced; • Outcome 2: Integrated Water Resources Management is strengthened to promote resilient agricultural systems in North and South Kivu; • Outcome 3: The local economy is revitalized through inclusive and profitable value chains and the development of market systems. **Target group:** • (Vulnerable) smallholder farmers and their families in rural villages, • Market actors, • (Local) Public authorities.

ZOA

VNG International

Akvo Foundation

VNG InternationalWCA

Adrien Trocme

Project Manager

adrien.trocme@vng.nl

Nassaulaan 12 2514 JS Den Haag

-2.5123017 28.8480284

157589.00

1473225.00

1313367.00

1015884.00

394724.00

4354789.00

ZOA

VNG International

520398.92

ZOA

VNG International

90680.91

VNG International

907526.74

VNG International

736612.38

ZOA

VNG International

843584.45

ZOA

VNG International

941955.95

VNG International

0.00no incoming funds from ZOA in Q1 2024

266110.33

1000000.00

ZOA

VNG International

0.00No incoming funds in Q1 2025

ZOA

VNG International

968308.00

VNG International

84189.00

VNG International

0.00No Incoming funds in Q3 2025

ZOA

VNG International

270393.00

VNG International

<narrative>Project photo</narrative>

<narrative>Output 3.1 Security and patrimonial governance problems (corruption, harassment and barriers) hampering the development of value chains in the villages of intervention are addressed through a multi-stakeholder partnership approach</narrative><narrative># of operational security plans (PAS) implemented at Groupement level</narrative>The Operational Security Plan (OSP) is a document in which the security problems of a cluster are identified and solutions proposed. It is often drawn up or updated by the Local Community Safety Councils (LCSCs) or the grouping forum, as appropriate. The target value of this indicator is the sum of the targets for each year of the life of the project.

11-04-2024: No security governance activities were implemented, as the activities related to this approach have been removed from the TRIDE project. The 12 are from the previous periods.

04-06-2024: During this quarter, no security governance activities were implemented, as the activities related to this approach have been removed from the TRIDE project.

07-01-2026: Indicator is not longer being measured. | 09-07-2025: During this quarter, no security governance activities were implemented, as the activities related to this approach have been removed from the TRIDE project.

<narrative>Number of decisions taken by governments to mitigate insecurity and patrimonial governance problems in the intervention area (desegregated by government level: local, provincial and national)</narrative>Here, we are talking about measure taken by a member of the relevant authority at local, provincial and national level in order to reduce impact of insecurity problems/ issues in its entity. The target value of this indicator is the sum of the targets for each year of the life of the project.

11-04-2024: No security governance activities were implemented, as the activities related to this approach have been removed from the TRIDE project. The 5 are from the previous periods.

04-06-2024: During this quarter, no security governance activities were implemented, as the activities related to this approach have been removed from the TRIDE project.

<narrative>Output 3.8 State actors and support institutions have improved their services for a value chain-friendly business environment</narrative><narrative># of decisions made by state actors to improve the business climate in the project areas</narrative>The indicator is defined by the approved law or regulations proposal, developed by a farmer´s organization or actors with the support of the project, targeted at public entities to obtain direct (e.g. transfer of resources, extension services) or indirect (e.g. tax incentives, new road) benefits for farmers or their organizations by implementing changes in the legal or economic system. Decisions taken by state actors to improve the business climate in the project areas refer to all administrative measures taken by local authorities at different levels to promote business in their entities. For example, setting minimum prices for products, harmonising land rental prices, harmonising or adapting taxes and fees to the standard of living of value chain actors, eliminating administrative and tariff barriers and red tape, setting up local sales outlets, improving the security of people and their goods, etc. The target value of this indicator is the sum of the targets for each year of the life of the project.

11-04-2024: The order relating to the registration of cooperative societies was signed by the Minister of Rural Development. This decree now makes it possible to resolve the problem of the legal status of cooperative societies.

04-06-2024: There has been no new decision during this quarter.

09-07-2025: No new decision have been taken during this quarter.

<narrative>Impact level indicators</narrative><narrative>% of community members who report feeling safe in their daily activities</narrative>Community members who report feeling safe are those who report being safe or very safe in their daily activities. Daily activities refer mainly to activities in the field as well as other activities of a social nature such as going to the market, hospital, church, visiting relatives, school, work, etc. The project target of this indicator will be progressive on the life of the project.

21-06-2023: To be measured at the MTR

10-04-2024: To be measured at MTR

04-06-2024: N/A To be measured at the MTR

<narrative>Conflict Sensitivity Indicators</narrative><narrative>% of community members who report that the project has never create voluntary or involuntary a kind of conflict in the project action area</narrative>Community members / beneficiaries who attest that they have never heard or observed that the project has done anything which was source of a certain conflict in the . We'd like to keep a high level of conflict sensibility (80% every year) The project target of this indicator will be progressive on the life of the project.

21-06-2023: To be measured at the MTR

10-04-2024: To be measured at MTR

<narrative>% of community members who report that the project has never done something exacerbating any existing conflict</narrative>Community members / beneficiaries who attest that they have never heard or observed that the project has done anything to aggravate a certain conflict that already existed in the area. We'd like to keep a high level of conflict sensibility (80% every year) The project target of this indicator will be progressive on the life of the project.

21-06-2023: To be measured at the MTR

10-04-2024: To be measured at MTR

<narrative>Output 2.1 Good land stewardship and resilient farming systems are scaled up and promoted through the PIP approach</narrative>Number of PDL at chefferie level integrating the PIP approach as an implementation strategy<narrative>Number of PDL</narrative>

07-01-2026: Value was not assessed in Q3 2025

09-07-2025: Have not been assessed this quarter

<narrative>Level of satisfaction of innovative farmers on the supervision mechanisms promoting the realization of their household visions</narrative>Level of satisfaction of innovative farmers on the supervision mechanisms promoting the realization of their household visionsBaseline value in 2024 was at the level "Satisfied", with 53,7 % reported being satifsfied

NL-KVK-27195046-11448

VNG International

<narrative>Sustainable Development through improved Local Governance (SDLG) Programme</narrative>Strategic Partnership VNG-InternationalThe Strategic Partnership between the Dutch Ministry of Foreign Affairs and VNG International is a 5-year programme, focused on 4 thematic priorities: Security & Rule of Law, Migration, Local Revenue Mobilisation, and Integrated Water Management. This programme called the Sustainable Development through improved Local Governance (SDLG) programme, is currently being implemented in countries (Benin, Burundi, Ethiopia, Kenya, Lebanon, Mali, Palestina, Somalia, South Sudan, Uganda, Iraq, Ukraine and Mozambique). Despite the diverging contexts and themes, the SDLG programme pursues one overall objective: To empower local governments and their representative bodies to shape a more sustainable future for their communities.

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG InternationalM&E

Robert van der Wolff

MEL Specialist

Robert.vanderwolff@VNG.NL

Nassaulaan 12, 2514 JS Den Haag

VNG International

Karim Boussak

Regional Manager

Karim.Boussak@vng.nl

Nassaulaan 12 Den Haag

52.0704978 4.3006999

46200000.00

17107222.00

46200000.00

Dutch Ministry of Foreign Affairs

VNG International

4000000.00

Dutch Ministry of Foreign Affairs

VNG International

5275000.00

Dutch Ministry of Foreign Affairs

VNG International

3380683.00

VNG International

6080834.00

VNG International

3228750.003th incoming fund

Dutch Ministry of Foreign Affairs

VNG International

5400000.004th incoming fund

Dutch Ministry of Foreign Affairs

Centre for Innovative Local Governace

915000.005th incoming fund

Dutch Ministry of Foreign Affairs

VNG International

6000000.006th incoming fund

Dutch Ministry of Foreign Affairs

VNG International

17107222.00

Dutch Ministry of Foreign Affairs

VNG International

9096920.002024

VNG International

<narrative>Project photo</narrative>

<narrative>0A -Fragility- # of cases of LGs in conflict affected regions -in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services.</narrative>

<narrative>0A - Migration- # of cases of LGs - in the areas of mandate of and delivered by the programme in which both host and displaced communities are served by and benefit from good access to services.</narrative>

<narrative>0A -Water- # of cases of LGs - in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services in one or more areas relevant to water and/or climate change</narrative>

<narrative>0A -Local Revenue- # of cases of LGs - in the areas of mandate of and delivered by the programme in which citizens are served by and benefit from good access to services due to increased financial resources.</narrative>

<narrative>0B - Fragility specific- # of cases a LG/ LGA has contributed to increased social cohesion in a non-violent and inclusive manner.</narrative>

<narrative>0C- Migration specific- # of cases a LG/ LGA has contributed to increased social cohesion between host and displace communities in a non-violent and inclusive manner.</narrative>

<narrative>0D -Water specific- # of cases a LG/ LGA has contributed to increased social cohesion between host and displace communities in a non-violent and inclusive manner.</narrative>

<narrative>High level Outcome 1: Improved mandate (Autonomy, decentralisation) of the local government in the intergovernmental relationship</narrative><narrative>1A -Overall- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments.</narrative>

<narrative>1A -Fragility- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments</narrative>

<narrative>1A -Migration- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments acknowledging the role of LG in migration.</narrative>

<narrative>1A -Local revenues -# of new/revised national policies and initiatives aimed at improving the mandate of Local governments in relation to their financial position through own source revenue or fiscal transfers.</narrative>

<narrative>1A -Water- # of new/revised national policies and initiatives aimed at improving the mandate of Local governments acknowledging the role of LG in climate and water policies.</narrative>

<narrative>1B -Migration specific- # of cases in which humanitarian and development actors relate more productively to local government’s responsibilities and mandates.</narrative>

<narrative>Midlevel outcome 1.1: Improved laws and implementation frameworks of (fiscal) decentralization, autonomy and intergovernmental cooperation</narrative><narrative>1.1A -Overall- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks.</narrative>

<narrative>1.1A -Fragility- # cases of LGs in conflict affected areas making use of their discretionary space within (national) laws and implementation frameworks.</narrative>

<narrative>1.1A -Migration- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to deal with displacement</narrative>

<narrative>1.1A -Local Revenues- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to optimise own source revenue collection.</narrative>

<narrative>1.1A - Water- # cases of LGs making use of their discretionary space within (national) laws and implementation frameworks to deal with water and climate adaption</narrative>

<narrative>1.1B -Overall- Municipal staff aware of their mandate from national government and acting on it.</narrative>

<narrative>Midlevel Outcome 1.2: Local governments improve their participation in intergovernmental cooperation and focal government associations to influence national policies</narrative><narrative>1.2A -Overall- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs.</narrative>

<narrative>1.2A -Fragility- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs asking for conflict sensitive policies.</narrative>

<narrative>1.2A -Migration- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs to deal with displacement.</narrative>

<narrative>1.2A -Local revenrue- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs promoting their financial position based on own source revenue and fiscal transfers.</narrative>

<narrative>1.2A -Water- # of cases of lobby and advocacy trajectories (towards national government) set up by LGs or LGAs for water and climate change.</narrative>

<narrative>2A -Fragility- # of LG initiatives under implementation based on participatory plans /strategies in conflict affected areas.</narrative>

<narrative>2A -Migration- # of LG initiatives under implementation based on participatory plans /strategies addressing migration.</narrative>

<narrative>2A -Local Revenue- # of LG initiatives to increase revenues under implementation based on participatory plans /strategies.</narrative>

<narrative>2A -Water- # of LG initiatives under implementation based on participatory plans /strategies addressing water and climate change.</narrative>

<narrative>2B -Overall- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service.</narrative>

<narrative>2B - Fragility- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service in conflict affected areas.</narrative>

<narrative>2B -Migration- % or proportion of demands/requests of citizens responded to by LG's in relation to a particular service addressing migration.</narrative>

<narrative>2B -Local revenue- % or proportion of demands/requests of citizens responded to by LG's in relation to increase revenues.</narrative>

<narrative>2B - Water- % or proportion of demands/requests of citizens responded to by LG's in relation to water and climate change.</narrative>

<narrative>2C -Water specific- # of cases of municipalities with Increased investments in climate resilient infrastructure investment (incl. housing).</narrative>

<narrative>Midlevel Outcome 2.1: Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative><narrative>2.1A -Overall- Local governments improve decision-making processes incl the identification of citizen needs, and representation</narrative>

<narrative>2.1A -Fragility- # of policies passed by local governments based on a participatory process with citizens in particular groups affected by conflicts (women, children).</narrative>

<narrative>2.1A -Migration- # of policies passed by local governments based on a participatory process with citizens, in particular groups of displaced people.</narrative>

<narrative>2.1B -Local Revenue specific- # cases of LGs with a LED strategy with a direct link to own source revenue.</narrative>

<narrative>2.1A -Local Revenues- # of policies passed by local governments based on a participatory process with citizens for budget priority setting in relation to collected revenues.</narrative>

<narrative>2.1A -Water- # policies passed by local governments based on a participatory process with citizens adressing issues of water and climate change.</narrative>

<narrative>2.2B -Local revenue specific - proportion of LG income derived from tax revenues.</narrative>

<narrative>Midlevel outcome 2.3: Local governments improve the formulation and implementation procedures, standards, registers, partnerships, participation and plans of policies</narrative><narrative>2.3A -Overall- # new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery.</narrative>

<narrative>2.3A - Fragility - # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, based on a conflict sensitivity analysis.</narrative>

<narrative>2.3A -Migration- # of new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery, including Sphere standards for host and displaced communities.</narrative>

<narrative>2.3A -Water- # new procedures or protocols developed -with participation of its constituencies- to support local government actors to support improved service delivery in the field of water and climate change.</narrative>

<narrative>3A _Fragility- # of leaders in local government in conflict affected areas make an active contribution to and act accountable for local development issues.</narrative>

<narrative>3A -Migration- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues, in particular related to migration and displacement policies.</narrative>

<narrative>3A -Local Revenues- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues in relation to municipal finance.</narrative>

<narrative>3A -Water- # of leaders in local government (among others women, youth and marginalised groups) make an active contribution to and act accountable for local development issues in relation to water and climate adaptation.</narrative>

<narrative>3.1B -Overall - # of policies in place that encourage women and marginalised groups in leadership positions</narrative>

<narrative>3.2A - Fragility- # of leaders who improved their understanding of their roles and responsabilities as to foster social cohesion</narrative>

<narrative>3.2A- Migration- # of leaders who improved their understanding of their roles and mandates in relation to issues of migration and displacement</narrative>

<narrative>3.2A -Local Revenues- # of leaders who improved their understanding of their roles and mandates in relation to municipal finances</narrative>

<narrative>3.2A - Water- # of leaders who improved their understanding of their roles and mandates in relation to water and climate adaption</narrative>

<narrative>4A Fragility # of cases where women, youth and marginalised groups raise issues and/or put forward accountability requests (related to social cohesion) during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>4A Local Revenue # of cases where women, youth and marginalised groups raise issues and put forward accountability requests related to local government finances during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>4A- Water # cases where women, youth and marginalised groups raise issues and put forward accountability requests in relation to water and climate adaptation during the various meetings as in which local governments, deconcentrated departments take part.</narrative>

<narrative>4.1B Overall # of CSO strenthened in facilitating women, youth and marginalised groups to engage with local governments for raising issues of their concern.</narrative>

<narrative>Midlevel outcome 4.2: Societal groups improve their awareness, access to information and participation mechanisms</narrative><narrative>4.2A -Overall- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein.</narrative>

<narrative>4.2A -Fragility- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein.</narrative>

<narrative>4.2A Migration - # (or %) of women, youth, marginalised groups from host, refugee and IDP communities being aware and understand about participation mechanisms and the role of local governments therein.</narrative>

<narrative>4.2A- Local Revenues- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein, related to issues of municipal finances</narrative>

<narrative>4.2A -Water- # (or %) of women, youth, marginalised groups being aware and understand about participation mechanisms and the role of local governments therein, related to issues of water and climate adaptation.</narrative>

NL-KVK-27195046-11435.NLD

VNG International

<narrative>We Are Able! The Netherlands</narrative>Country Programme the NetherlandsIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context. The Netherlands programme focuses on translation of local efforts in lobby and advocacy internationally.

ZOA

VNG International

Akvo Foundation

VNG International

Anne-Marie Tosserams

Senior Project Manager

anne-marie.tosserams@vng.nlhttp://www.vng-international.nl

Nassaulaan 12, The Hague

52.0704978 4.3006999

183198.00

94938.00

ZOA

690134.00

ZOA

38794.00

ZOA

6737799.00

ZOA

180086.00

806040.00WeAreAble 4th installment remaining 50% budget 2022

ZOA

813638.00

ZOA

253982.00

806040.00WeAreAble 3rd installment 50% budget 2022

ZOA

813638.00WeAreAble 5th installment 50% budget 2023

ZOA

665196.00

ZOA

908121.00tm 2024 9th instalment

ZOA

322321.00Expenditure NLD 2024

ZOA

VNG International

<narrative>Project photo</narrative>

NL-KVK-27195046-11435.UGD

VNG International

<narrative>We Are Able! Uganda</narrative>Country Programme UgandaIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context.

VNG International

Akvo Foundation

VNG InternationalASSALA

Anne-Marie Tosserams

anne-marie.tosserams@vng.nlhttp://www.vng-international.nl

Nassaulaan 12, The Hague

0.3475964 32.5825197

167126.00

188340.00

178090.00

196915.00

184063.00

116933.00

ZOA

207387.00

261992.00

157446.00

<narrative>Project photo</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - U3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - U3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - U3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11435.SSD

VNG International

<narrative>We Are Able! South Sudan</narrative>Country Programme South SudanIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context.

VNG International

Akvo Foundation

VNG InternationalEMENA

Miriam Collaris

miriam.collaris@vng.nlhttp://www.vng-international.nl

Nassaulaan 12, The Hague

4.859363 31.57125

177801.00

184904.00

172555.00

162892.00

151848.00

86377.00

ZOA

145062.00

ZOA

210655.00

201728.00

<narrative>Project photo</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - SSD3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities.</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - SSD3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - SSD3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11435.ETH

VNG International

<narrative>We Are Able! Ethiopia</narrative>Country Programme EthiopiaIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context.

VNG International

Akvo Foundation

VNG InternationalASSALA

Volkert Doop

volkert.doop@vng.nl

Nassaulaan 12, The Hague

9.3125556 42.12268258.9806034 38.75776059.6008747 41.850142

244292.00

241390.00

244292.00

51337.00

ZOA

209881.00

367233.00

371934.00

<narrative>Project photo</narrative>

<narrative>First introductory meeting of Disability Mainstreaming Committees in Eastern Ethiopia</narrative>

<narrative>Public Authorities are engaged in improving inclusivity of PWD in policy and practices</narrative><narrative>PWD inclusion (LIA score) measured by Public Authorities</narrative>This indicator will measure the **self- reflected capability of Public Authorities to ensure inclusive participation and policy development** targeting People With a Disability (PWD), thereby following the elements identified within the local inclusion agenda (LIA). The scores will be determined by the involved Public Authorities (PAs) themselves, through **focus group discussions (FGDs)** including technical experts (civil servants of the public authority) and political office holders (mayors, councillors, political appointees in central government etc.). Each LIA-step methodology is a translation of one of the 11 LIA-steps in the Dutch Local Inclusion Agenda.<narrative>Pathway 3 : Engaged Public Authorities - E3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - E3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - E3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11435.COD

VNG International

<narrative>We Are Able! DR Congo</narrative>Country Programme DRCIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context.The We are able! program targets people (including women, men, and youth) with a disability, while, as spin-off, the program will also create opportunities for other excluded groups,3 such as vulnerable women, persons affected by leprosy, youth in general, excluded ethnic groups, internally displaced persons (IDPs) and refugees, as much as possible or necessary in the specific context. Intersectional traits often make people particularly vulnerable. Refugees with disabilities or disabled women and men of particular ethnic backgrounds often face the most severe forms of food insecurity. We are able! identifies and targets groups and individuals with particular vulnerabilities while creating synergies that allow others to benefit as well.

VNG International

Akvo Foundation

Chloe Kranz

chloe.krantz@vng.nl

Nassaulaan 12 2514 JS Den Haag

-2.5123017 28.8480284

209872.00

248827.00

217703.00

171519.00

168005.00

145274.00

ZOA

219484.00

277357.00

206709.00

<narrative>Project photo</narrative>

<narrative>Public Authorities are engaged in improving inclusivity of PWD in policy and practices</narrative><narrative>PWD inclusion (LIA score) measured by Public Authorities</narrative>This indicator will measure the **self- reflected capability of Public Authorities to ensure inclusive participation and policy development** targeting People With a Disability (PWD), thereby following the elements identified within the local inclusion agenda (LIA). The scores will be determined by the involved Public Authorities (PAs) themselves, through **focus group discussions (FGDs)** including technical experts (civil servants of the public authority) and political office holders (mayors, councillors, political appointees in central government etc.). Each LIA-step methodology is a translation of one of the 11 LIA-steps in the Dutch Local Inclusion Agenda.<narrative>Pathway 3 : Engaged Public Authorities - DRC 3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - DRC 3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - DRC 3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11435.SDN

VNG International

<narrative>We Are Able! Sudan</narrative>Country Programme SudanIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context

VNG International

Akvo Foundation

VNG International

Anne-Marie Tosserams

anne-marie.tosserams@VNG.NLhttp://www.vng-international.nl

Nassaulaan 12, The Hague

15.5006544 32.5598994

231478.00

197392.00

200053.00

199802.00

184742.00

80110.00

ZOA

149284.00

152000.00

142371.00

<narrative>Project photo</narrative>

<narrative>Public Authorities are engaged in improving inclusivity of PWD in policy and practices</narrative><narrative>PWD inclusion (LIA score) measured by Public Authorities</narrative>This indicator will measure the **self- reflected capability of Public Authorities to ensure inclusive participation and policy development** targeting People With a Disability (PWD), thereby following the elements identified within the local inclusion agenda (LIA). The scores will be determined by the involved Public Authorities (PAs) themselves, through **focus group discussions (FGDs)** including technical experts (civil servants of the public authority) and political office holders (mayors, councillors, political appointees in central government etc.). Each LIA-step methodology is a translation of one of the 11 LIA-steps in the Dutch Local Inclusion Agenda.<narrative>Pathway 3 : Engaged Public Authorities - SDN3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - SDN3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - SND3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11435.BDI

VNG International

<narrative>We Are Able! Burundi</narrative>Country Programme BurundiIn the countries that are targeted by 'We are Able!' (DR Congo, Burundi, Ethiopia, South Sudan, Sudan and Uganda) food security is low. People with disabilities (PWDs) are even more likely to live in food insecure households. We are able! wants to see PWDs improving their right to food and food security by creating an enabling environment for right-to-food action at grassroots level. While PWDs are the core target group of the We are able! program, we create benefits for other excluded groups like vulnerable women, youth in general, marginalised ethnic groups and internally displaced persons (IDPs), as applicable per context.

VNG International

Akvo Foundation

VNG International

Volkert Doop

volkert.doop@vng.nl

Nassaulaan 12, The Hague

-3.361378 29.3598782

166501.00

165096.00

174769.00

178052.00

130709.00

124111.00

ZOA

216776.00

137270.00

190321.00

<narrative>Project photo</narrative>

<narrative>In Burundi, progress is made towards a Local Inclusion Agenda!</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - B3.1</narrative><narrative>(%) of CSOs/DPOs agree with the statement: ‘CSOs/DPOs feel their needs are taken more seriously by public authorities</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - B3.3</narrative><narrative># of committed actions (LIA agreements) between public authorities and CSOs/DPOs</narrative>

<narrative>Pathway 3 : Engaged Public Authorities - B3.4</narrative><narrative># of initiatives by public authorities (and LGAs, where applicable) to enhance the enabling environment for people with a disability</narrative>

NL-KVK-27195046-11433

VNG International

<narrative>Danwadaag</narrative>Improving the social contract through inclusive and transparent Disaster Risk ManagementDANWADAAG aims to increase government legitimacy through efficient and effective disaster risk management (DRM) based on access to information, inclusive policies and services. DRM is approached as a channel to improve the social contract between communities and public authorities. The outcomes are centred around the programme’s four target groups: 1. Increased community contribution towards inclusive and transparent DRM; 2. Improved support of and advocacy by CSOs for inclusive and transparent DRM.; 3. Improved provision and coordination of inclusive and transparent DRM by public authorities; 4. Increased contribution of media to disseminate relevant DRM information to all DRM stakeholders. The DANWADAAG programme uses an incremental piloting approach, whereby the Consortium will initially focus on the existing geographic strongholds. Afterward, the geographic scope of the project is expanded through building on the existing partnerships. The DANWADAAG consortium consists of four parters, namely VNG International (lead), CARE Netherlands, Free Press Unlimited and MediaINK. The DANWADAAG programme is financed by the Embassy of the Kingdom of the Netherlands in Nairobi and runs from 1 January 2021 until 31 March 2025.- Public authorities - Civil Society - Media - Communities

Dutch Ministry of Foreign Affairs

VNG International

Free Press Unlimited

CARE NEDERLAND

Media INK

Akvo Foundation

VNG International

M. Smeets

Project Manager

secretariaatvngi@vng.nl

Nassaulaan 12, 2514 JS Den Haag

9.525916600000002 45.53463079.562389 44.0770134

8499170.00

827000.00Advance Payment Y1 04-12-2020

Dutch Ministry of Foreign Affairs

VNG International

499447.00Advance payment Year 1

VNG International

CARE NEDERLAND

150000.00Advance Payment Y1

VNG International

Media INK

1713587.00Advance Payment Y2 02-12-2021

Dutch Ministry of Foreign Affairs

VNG International

188897.00Advance Payment Y1&Y2

VNG International

Free Press Unlimited

414822.00Advance payment year 2

VNG International

Media INK

400000.00Advance Payment year 2

VNG International

CARE NEDERLAND

1546856.00Advance Payment Y3 - 30-11-2022

Dutch Ministry of Foreign Affairs

VNG International

1300000.00Advance Payment Y4

Dutch Ministry of Foreign Affairs

VNG International

423467.48Advance Payment year 3

VNG International

CARE NEDERLAND

427261.00Advance payment Year 3

VNG International

Media INK

156412.00Expenditure Year 1

VNG International

521580.00Expenditure Year 2

VNG International

708548.00Advance Payment Year 3

VNG International

Free Press Unlimited

719876.00Expenditures Y3

VNG International

<narrative>Project photo</narrative>

<narrative>Danwadaag Annual Plan 2021</narrative>

<narrative>Danwadaag Inception Phase Final Report</narrative>

<narrative>Danwadaag Inception Phase Progress Report 2</narrative>

<narrative>Danwadaag Inception Phase Progress Report 1</narrative>

<narrative>DANWADAAG Program Conducts Validation Workshop on Annual Disaster Risk Management Work Plans for Key Urban Districts in Somaliland</narrative>

<narrative>Disaster Risk Profiles of Hargeisa and Burao Districts Developed and Validated</narrative>

<narrative>ALGAPL Board of Directors (BoD) Conference on Disaster Risk Management (DRM) and Roundtable Discussion on DRM by Local Government (LG) and Central Government (CG) in Gardo</narrative>

<narrative>Puntland DRM Stakeholders Gain Insights from Rwanda’s Disaster Risk Management Practices</narrative>

<narrative>Strengthening Transparency and Accountability in Disaster Risk Management in Gardo</narrative>

<narrative>Strengthening Crisis Leadership: Puntland Officials Trained on Public Leadership in Times of Crisis</narrative>

<narrative>Strengthening Disaster Risk Management: Puntland Revises DRM Policy to Enhance Resilience</narrative>

<narrative>DANWADAAG Facilitates a Roundtable Discussion in Hargeisa to Raise Awareness about Disaster Risk Management among School Children.</narrative>

<narrative>DANWADAAG Programme Organizes a Two-day Conference on Disaster Risk Management for Local Authorities in Somaliland.</narrative>

<narrative>DANWADAAG Programme Conducts a Two-day Review and Validation Workshop on Existing Structure of the Disaster Risk Management (DRM) Unit of Local Authorities in Somaliland to Further Clarify and Enhance the Role of the Unit in DRM .</narrative>

<narrative>Crisis Communication Training for Mayors and PAs Technical Staff in Puntland, Somalia</narrative>

<narrative>Danwadaag Expands Interventions to New Districts in Puntland (Waaciye and Carmo) with Multi-Stakeholder Outreach and Comprehensive DRM Training for Local Authorities, Councilors, CSOs, Media, and Communities</narrative>

<narrative>Danwadaag Programme, the VNG International Successfully Organized DRM roles and responsibilities induction Training for Elected Councillors and Key Technical Staff for 6 districts in Burtinle Puntland</narrative>

<narrative>DANWADAAG Conducted a Two-day Community Outreach Training Workshop for Disaster Risk Management Stakeholders from Five Districts in Somaliland,</narrative>

<narrative>On June 24 -25, 2024, DANWADAAG Program Conducted a Two-day Workshop on Participatory Planning in Disaster Risk Management for five Districts in Somaliland</narrative>

<narrative>On June 5 – 11, DANWADAAG Programme Conducted a Two-day Series Training Workshops on Lobby and Advocacy in Disaster Risk Management for Newly Selected Districts of Berbera, Boram and Gabiley, in Somaliland</narrative>

<narrative>Strengthening Disaster Risk Management Capacities: Study Tour to Kenya by Senior Public Officials from Key Disaster Risk Management Stakeholders in Somaliland</narrative>

<narrative>Final Action Review and Closing Event Marks Successful Completion of ToT Training in Garoowe, Puntland</narrative>

<narrative>Successful Disaster Risk Management Plan Dissemination Workshops Held in Garowe and Gardo</narrative>

<narrative>Community Engagement and Disaster Risk Communication Multi-Stakeholders Platform Meeting</narrative>

<narrative>World Press Freedom Day and Environmental Journalism - DANWADAAG present in Santiago Chile</narrative>

<narrative>International Women’s Day and Disaster Risk Management Town Hall Meeting</narrative>

<narrative>On March 02 -03, 2024, VNG International and the Association of Local Governments of Somaliland (ALGASL), collaboratively organized a two-day workshop on disaster risk management, in the coastal city of Berbera, for 20 local council subcommittee members from five districts - Hargeisa, Burao, Borama, Berbera, and Gebiley.</narrative>

<narrative>DANWADAAG Programme Advisory Committee Meeting in Somaliland</narrative>

<narrative>Study Tour to Turkey for Senior Officials from Key DRM Stakeholders in Somaliland</narrative>

<narrative>In December 27 – 28, 20203, VNG International has organized and conducted a two-day workshop on Political Transformative Leadership on disaster risk management for 15 members of the board of directors from the Association of Local Government Authorities of Somaliland (ALGASL)</narrative>

<narrative>DANWADAAG concludes training program enhancing the safety and security of journalists</narrative>

<narrative>A timely discussion is held in Burao on anticipated heavy rains</narrative>

<narrative>DANWADAAG holds a one-day multistakeholder meeting on media and climate change</narrative>

<narrative>Gardho’s 2-day multi-stakeholder forum on disaster risk management Garowe, Oct 13, 2023</narrative>

<narrative>DANWADAAG raises public awareness campaigns through a Media Interaction session in Puntland</narrative>

<narrative>DANWADAAG boosts ongoing public awareness campaigns through a Townhall in Gardho ahead of the expected El Niño rains.</narrative>

<narrative>Media and Security stakeholders forum on safety, protection of journalists and combating mis-disinformation</narrative>

<narrative>DANWADAAG held a Townhall event in Garowe on DRM and Climate Change</narrative>

<narrative>DANWADAAG holds a multi-stakeholder forum on disaster risk management and media in Garowe</narrative>

<narrative>DANWADAAG Program Facilitates Two-Day Workshops for Communications Strategy Validation and Partnership Building on DRM in Hargeisa and Burco</narrative>

<narrative>VNG International, Under Its DANWADAAG Program, Organized a Series of Meetings, Workshops and Data Collection Exercises to Facilitate the Formulation of Comprehensive, Participatory, and Stakeholder-Informed Five-Year Strategic DRM Plans for Hargeisa and Burao Districts.</narrative>

<narrative>2023 DANWADAAG- Capacity building for Media Practitioners Across Somaliland and Puntland</narrative>

<narrative>In Recognition of The Critical Role Effective Communication Plays in Crisis Management, VNG International, Under Its DANWADAAG Program, Recently Organized a Comprehensive 3-Day Workshop on Crisis Communication in Somaliland</narrative>

<narrative>Puntland: Outcome Harvesting Workshop and PDIA Review Meeting (13th-14th August 2023)</narrative>

<narrative>DANWADAAG Program supported Development of DRM Strategic Plans for Garowe and Gardo</narrative>

<narrative>Puntland: Annual DANWADAAG Program Advisory Committee Session Successfully Conducted to Formally Adapt the 2024 Work Plan</narrative>

<narrative>VNG International Plays A Crucial Role in Supporting the Annual Climate Change Conference, Organized by the Ministry of Environment and Climate Change in Hargeisa, Somaliland</narrative>

<narrative>VNG International Procured and Supplied 182 Pieces of Essential Firefighting Equipment To Local Authorities in Hargeisa and Burao, To Improve Fire Safety.</narrative>

<narrative>A Roundtable Policy Discussion on Disaster Risk Management in Hargeisa and Burao</narrative>

<narrative>DRM and Humanitarian Coordination Meeting between Sector Stakeholders Held in Garowe</narrative>

<narrative>Training and Coaching Program on Outreach Capacity for Association of Local Government Authorities of Puntland (ALGAPL)</narrative>

<narrative>A Comprehensive Change Management and Transformative Leadership Training Facilitated by The Hague Academy:</narrative>

<narrative>Training on DRM Roles and Responsibilities, Outreach Capacity Building, and Joint DRM Interventions for Local Government Councilors in Somaliland</narrative>

<narrative>Multi-stakeholder session on 25 June 2023 held in Hargeisa</narrative>

<narrative>Media Dialogue Session held in Garowe on 4 July 2023</narrative>

<narrative>Town Hall session in Hargeisa on 8 May 2023</narrative>

<narrative>Multi-stakeholder session on DRM and IDP reporting in Burao</narrative>

<narrative>Introduction to Participatory DRM Planning for LGs and PAs for Puntland</narrative>

<narrative>ToT Training on Public Leadership in Times of Crisis</narrative>

<narrative>Review and development of the DRM structures of Puntland Public Authorities and Local Governments to suit the DRM needs</narrative>

<narrative>Stakeholder Mapping/identification and Cooperation of Puntland government authorities with humanitarian actors</narrative>

<narrative>Empowering Community Leaders: DRM Training of Trainers - April 2023</narrative>

<narrative>Multi-stakeholder session focusing on finalization of position paper on the role of media in DRM</narrative>

<narrative>Multi-stakeholder session in Burao, Somaliland</narrative>

<narrative>First Media Dialogue Session focusing on DRM in Gardho</narrative>

<narrative>TOT Training on Sustaining Peace in Times of Crisis: The Role of Local Governance</narrative>

<narrative>DANWADAAG TOT Action Plan Implementation in Somaliland</narrative>

<narrative>Training on the concepts of DRM for Puntland government officials</narrative>

<narrative>Media Dialogue Session on DRM, with focus on gender-sensitive reporting</narrative>

<narrative>Media Dialogue Session focusing on DRM in Garowe</narrative>

<narrative>Workshop on Disaster Risk Management for the Board of Directors of the Association of Local Government Authorities of Puntland</narrative>

<narrative>Sensitization Workshops for the relevant DRM Policies and Frameworks held in Garowe and Gardo - Puntland.</narrative>

<narrative>Strengthen Technical and Operational Capacities of DANWADAAG Target CBOs</narrative>

<narrative>Establishment and Training of District Disaster Management Committees (DDMCs) in Puntland</narrative>

<narrative>Town Hall session focusing on media and DRM in Gardho</narrative>

<narrative>Town Hall Session focusing on media and DRM in Hargeisa</narrative>

<narrative>Quarterly multi-stakeholder platform meeting in Somaliland – 28 August 2022</narrative>

<narrative>Puntland Media Training on Disaster Risk Management, 18-20 July 2022</narrative>

<narrative>Townhall meeting raising community awareness on the role of media in disaster risk management – July 2022</narrative>

<narrative>Field visit to Hargeisa: Advisory Committee Meeting, Quarterly Session and a signed MoU</narrative>

<narrative>A series of ToT and Action Learning, The Kick Off!</narrative>

<narrative>Multi-stakeholder session focusing on DRM and the media in Somaliland</narrative>

<narrative>DANWADAAG: Somaliland Advisory Committee Meeting in Hargeisa</narrative>

<narrative>DRM Training focusing on lobby and advocacy to media professionals in Garowe</narrative>

<narrative>Early Warning Committee (EWC) Establishment in Puntland</narrative>

<narrative>ToT of Public Leadership in Times of Crisis in Hargeisa, Somaliland</narrative>

<narrative>Workshop on Participatory Planning in DRM:</narrative>

<narrative>Review & Development of DRM Coordination Structures for the Public & Local Authorities in Somaliland:</narrative>

<narrative>TOT in negotiation and mediation for DANWADAAG</narrative>

<narrative>Investigative Journalism and DRM – Media Dialogue session in Somaliland</narrative>

<narrative>The Role of Media on DRM – Media Dialogue session in Burao</narrative>

<narrative>DANWADAAG’s first results are taking shape</narrative>

<narrative>High-Level Advocacy and Fundraising Conference on Puntland Drought</narrative>

<narrative>DW Program Advisory Steering Committee Session held in Garowe Puntland</narrative>

<narrative>Capacity Building Training for Media Practitioners in Burao</narrative>

<narrative>Training of EWCs in Assessing, Collecting, and Reporting Early Warning Indicators Data.</narrative>

<narrative>DANWADAAG Launch Events in Puntland</narrative>

<narrative>Workshop on CSO Collaborations on DANWADAAG DRM Activities</narrative>

<narrative>Advanced Disaster Risk Management Training for Media Organizations in Somaliland</narrative>

<narrative>DRM TV Discussions on December.</narrative>

<narrative>Sensitization workshop</narrative>

<narrative>Handover Ceremony for Water Trucks to Hargeisa & Burao Districts</narrative>

<narrative>Introduction to DRM training</narrative>

<narrative>DANWADAAG Retreat 28-29-30 March</narrative>

<narrative>Training of Early Warning Committees in Hargeisa and Buroa</narrative>

<narrative>Kick-Off DANWADAAG Somalia</narrative>

<narrative>Establishment of Early Warning Committees in Hargeisa and Buroa Target Villages</narrative>

<narrative>Training of Trainers on Adult Training Methods and Action Learning:</narrative>

<narrative>Conference on DRM for ALGASL board of directors</narrative>

<narrative>Media Dialogue Platform meetings on the role of media in Disaster Risk Management</narrative>

<narrative>Introducing the upcoming Training of Trainers in Somaliland</narrative>

<narrative>Round Table Discussion on Disaster Risk Management in Hargeisa.</narrative>

<narrative>Disaster Risk Management Training for Media Organizations in Somaliland</narrative>

<narrative>Capacity Building Training for Media Practitioners in Hargeisa</narrative>

<narrative>Introduction to DRM for public authorities</narrative>

<narrative>From Inception to Implementation Phase</narrative>

<narrative>Work in progress: our Theory of Change</narrative>

<narrative>Meet our Consortium</narrative>

<narrative>Danwadaag has officially started!</narrative>

<narrative>Women, men, girls and boys from diverse and marginalised groups of Somali society benefit from an improved social contract (input legitimacy, output legitimacy and enabling environment) through increased resilience to external shocks and crises</narrative><narrative>Women, men, girls and boys from diverse and marginalised groups of Somali society benefit from an improved social contract (input legitimacy, output legitimacy and enabling environment) through increased resilience to external shocks and crises</narrative><narrative>Outcome 1: Increased community contribution towards inclusive and transparent DRM</narrative><narrative>% of targeted communities* with transparent** DRM structures in place that are inclusive*** of all members (youth, women, men, people with disabilities, etc.)</narrative><narrative>Intermediary outcome 1.1: Increased awareness of communities about their roles, responsibilities and mandates in DRM as well as those of other relevant stakeholders</narrative><narrative># of community members trained in political governance activities related to roles, responsibilities and mandates for DRM, with at least 30% women trainees, disaggregated by stakeholder group, sex and age</narrative><narrative>% of targeted community member trainees with moderate to high understanding of key stakeholders' roles, responsibilities and mandates in DRM (community, civil society, media and government as the four key stakeholder groups), disaggregated by stakeholder group, sex and age</narrative><narrative># studies on drivers of conflict or political governance perception surveys conducted with NL support</narrative><narrative>Intermediary outcome 1.2: Increased ability of communities to manage DRM structures (EWCs and DDMCs) in an inclusive and transparent way</narrative><narrative># of functional* Early Warning Committees (EWC) and District Disaster Management Committees (DDMC), with at least 30% women membership</narrative><narrative># of disaster risk management measures initiated by targeted Early Warning Committees (EWC), District Disaster Management Committees (DDMC), and targeted community-based organisations</narrative><narrative>Intermediary outcome 1.3: Improved ability of community members (women, men and youth) to analyse and voice their DRM concerns with public authorities</narrative><narrative># of community scorecard meetings in which communities voiced their needs and concerns on DRM to public authorities</narrative><narrative># of community members (on average) participating in community scorecard meetings to voice their concerns, disaggregated by location, sex and age</narrative><narrative>Outcome 2: Improved support of and advocacy by CSOs for inclusive and transparent DRM</narrative><narrative># of DRM forums with active and diverse CSO participation (youth, women's rights, etc.)</narrative><narrative>Intermediary outcome 2.1: Improved organizational strategies and capacities of CSOs to deal with shocks and stresses</narrative><narrative># of times that targeted CSOs succeed in creating space for CSO demands and positions through agenda setting, influencing the debate and/or creating space to engage in DRM</narrative><narrative># of CSOs included and trained by the project on relevant organizational, strategic and DRM capacities</narrative><narrative>Intermediary outcome 2.2: Improved skills of CSOs to lobby and advocate for effective and integrated DRM</narrative><narrative># of targeted CSOs with increased Lobby & Advocacy capacities, including on gender equality issues related to DRM</narrative><narrative># of lobby & advocacy initiatives implemented by targeted CSOs, for, by or with their membership /constituency</narrative><narrative>Intermediary outcome 2.3: Improved access to reliable DRM information by CSOs through media and knowledge institutes</narrative><narrative># of targeted CSOs that developed effective working relations* with the media and knowledge institutes</narrative><narrative># of targeted CSOs that regularly shared DRM communications through online and in-person platforms</narrative><narrative>Intermediary outcome 2.4: Improved capacity of CSOs to represent local communities and hold public authorities accountable on agreed DRM actions</narrative><narrative>% of targeted CSOs using performance monitoring tools (community scorecard) to assess and report achievements on target DRM milestones set by communities and public authorities</narrative><narrative>Outcome 3: Improved provision and coordination of inclusive and transparent DRM* by public authorities</narrative><narrative>%/total individuals (f/m) who feel that PAs effectively engage with them in DRM dialogues</narrative>Measured through FGD<narrative>%/total individuals (f/m) who feel that they receive DRM information by PAs more frequently / regularly</narrative>Measured through FGD<narrative>%/total individuals (f/m) who feel that they receive responsive DRM services by PAs</narrative>Measured through FGD<narrative># of cases of that demonstrate effective engagement including information-sharing of PAs with citizen groups (age, gender) on DRM issues</narrative>Measured through OH<narrative># of cases that reflect responsive DRM service delivery by public authorities</narrative>Measured through OH<narrative>Intermediary outcome 3.1: Improved understanding of roles, responsibilities, and mandates for DRM and how they relate to those of other stakeholders (governmental, nongovernmental, international) by public authorities</narrative><narrative># of public authority staff and senior offiicals trained on their roles, responsibilities and mandates for DRM (and those of other stakeholders), with at least 25% women, disaggregated by sex and age</narrative><narrative># of key governance and policy documents on roles, responsibilities and mandates for DRM developed by targeted public authority institutions</narrative><narrative>Intermediary outcome 3.2: Established or reinforced effective multi-sector/stakeholder (intergovernmental) DRM structures for joint analysis of problems and solutions, under the coordination of public authorities</narrative><narrative># of active* multi-stakeholder DRM structures and platforms in place for inter-governmental coordination, problem solving and analysis for DRM</narrative><narrative>Intermediary outcome 3.3: Improved capacity of public authorities to develop and implement inclusive and transparent DRM strategies</narrative><narrative># of public authority officials trained in DRM-related inclusive governance with at least 25% women, disaggregated by sex and age</narrative><narrative># of targeted public authority institutions that implement inclusive and transparent DRM strategies at the local level</narrative><narrative>Intermediary outcome 3.4: Increased engagement of public authorities with each other to share DRM best practices and lessons learned and promote joint DRM interventions</narrative><narrative># of public authority institutions actively sharing DRM best practices and lessons through online and in-person exchanges*</narrative><narrative>Intermediary outcome 3.5: Increased use of relevant communication channels by public authorities to inform stakeholders timely, efficiently and transparently</narrative><narrative># of targeted public authority institutions frequently using communication channels to inform stakeholders of DRM-content</narrative><narrative># of inclusive public consultations held by targeted public authorities on DRM-related laws and/or policies (including on gender-related DRM issues)</narrative><narrative>Outcome 4: Increased contribution of media to disseminate relevant DRM information to all DRM stakeholders</narrative><narrative># of DRM mechanisms* in which targeted MSOs and media houses are active members</narrative><narrative>Intermediary outcome 4.1: Increased capacity of Media Support Organisations (MSOs) to represent their members in times of crisis</narrative><narrative># of targeted MSOs that demonstrate capacity to effectively contribute to inclusive and transparent DRM through communications and dialogue spaces</narrative><narrative>Intermediary outcome 4.2: Improved capacity of journalists to professionally report on DRM-related issues</narrative><narrative># of journalists trained on professional, ethical and thematic, and safe reporting in crises, with at least 25% of women (sex and age disaggregated)</narrative><narrative>% of trained journalists reporting increased skills on professional, ethical and thematic, and safe reporting in crises (sex and age disaggregated)</narrative><narrative># of communication capacity building provided to Local Authorities (sex and age disaggregated)</narrative><narrative>Intermediary outcome 4.3: Increased use of multi-stakeholder spaces by media professionals and other DRM stakeholders to safely share and access information</narrative><narrative># of meetings held through the "platforms for dialogue"</narrative><narrative># of targeted stakeholder institutions that are participating in the meetings through "platforms for dialogue"</narrative><narrative>Intermediary outcome 4.4: Increased ability of media to create formats and content for dialogue between multiple stakeholders on inclusive DRM issues</narrative><narrative># of broadcasts organized by targeted media partners for direct engagement between DRM-stakeholders</narrative><narrative># of broadcasts organized by targeted media partners for direct engagement between DRM-stakeholders that integrate gender specific DRM content</narrative><narrative># of local media channels/media practitioners that have received grants and produce DRM related content</narrative>

NL-KVK-27195046-11411

VNG International

<narrative>LOGOReP II: the Second Local Government Resilience Programme</narrative>Improving resilience of host communities & refugees in IraqThe wider objective of the project is to improve prospects of vulnerable host communities, internally displaced persons (IDPs) and refugees by **improving resilience **of local authorities and communities in Iraq.LOGOReP II focuses on connecting humanitarian aid and subnational governments to long-term solutions that serve all, especially the most vulnerable, according to their (inter)national rights and standards. LOGOReP II targets Iraqi sub-national governments, because they are the ones that are both mandated ánd positioned to make the sustainable connection between short-term needs and long-term solutions. It builts on the extensive experiences of LOGOReP in Jordan and Lebanon by focusing efforts on anchoring proofs of concepts at higher levels of Iraqi governments and by finding synergies with other implementing and international development partners in order to leverage further development investments.The specific objective of the project is to increase access of Iraqis from host, IDP and refugee communities to improved basic services and by contributing to extra job opportunities. The expected results of the project are: (i) the number of people from host, IDP and refugee communities who have gained access to improved basic services has increased; (II) the number of people assisted by improved mobility and business environment who found decent work in our target area has increased; (III) the number of people who found decent work in (investment) projects in the target sectors, or their upgrading and maintenance has increased.

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG International

Elger Vermeer

Senior Project Manager

elger.vermeer@vng.nl

Nassaulaan 12, 2514 JS, The Hague, The Netherlands

VNG International

Mathijs Kuppen

Junior Project Manager

mathijs.kuppen@vng.nl

Nassaulaan 12, 2514 JS, The Hague, The Netherlands

36.190073 43.9930303

3199384.00

557792.001st advance payment LOGOReP

VNG International

817542.562nd advance payment LOGOReP

VNG International

<narrative>Project photo</narrative>

<narrative>LOGOReP Website</narrative>

<narrative>1.3.2a: Number of people assisted by improved mobility and business environment with access to income generating opportunities in our target area has increased</narrative>MoFA Indicator: number of people (m/f, r/hc) assisted to develop economic income generating activities<narrative>Output indicator 1.3.2a.pop: Number of people with access to income generating opportunities</narrative>X=0

X+0

X+2100

X+3700

X+6500

<narrative>Output indicator 1.3.2a.fem: Number of women with access to income generating opportunities</narrative>

X+0

X+1850

X+3250

<narrative>Output indicator 1.3.2a.you: Number of adult youth (18-23 year olds) with access to income generating opportunities</narrative>X=0

X+0

X+420

X+740

X+1300

<narrative>Output indicator 1.3.2a.vul: Number of vulnerable people with access to income generating opportunities</narrative>X=0

X+0

X+105

X+185

X+325

<narrative>1.2.a: Host populations, IDPs and refugees have access to basic services</narrative>MoFA Indicator: percentage of population living in households with access to basic services<narrative>Outcome indicator 1.2.a.pop: the percentage of people in the target areas with improved access to the selected basic services according to SPHERE standards or, failing those, standards of the Iraqi federal Government or the Kurdistan Regional Government</narrative>+30% of total population in target areas as defined in baseline and updated end of projectX% of total population in target areas as defined in baseline and updated end of project<narrative>Outcome indicator 1.2.a.fem: the percentage of women in the target areas with improved access to the selected basic services according to SPHERE standards or, failing those, standards of the Iraqi federal Government or the Kurdistan Regional Government</narrative>X+30% of total population in target areas as defined in baseline and updated end of project (explanation: the programme should counter existing gender bias in service delivery, so the project should not result in reaching fewer women than men, thereby improving the end-state over the existing situation)X% of total population of women in target areas as defined in baseline and updated end of project<narrative>Outcome indicator 1.2.a.you: the percentage of youth in the target areas with improved access to the selected basic services according to SPHERE standards or, failing those, standards of the Iraqi federal Government or the Kurdistan Regional Government</narrative>X+30% of youth in target areas as defined in baseline and updated end of project (explanation: this is ambitious because no less than around half of the population is 18 years old or younger)X% of total population of young people in target areas as defined in baseline and updated end of project<narrative>Outcome indicator 1.2.a.vul: the percentage of vulnerable people in the target areas with improved access to the selected basic services according to SPHERE standards or, failing those, standards of the Iraqi federal Government or the Kurdistan Regional Government</narrative>X+50% of the vulnerable people in target areas as defined in baseline and updated end of projectX% of total population of vulnerable people in target areas as defined in baseline and updated end of project<narrative>1.3.a: Host and refugee populations have increased access to job opportunities and/or business development</narrative>MoFA Indicator: Number and percentage of programme beneficiaries (m/f, r/hc) who started a business / self-employment activity and sustained it six months after they started<narrative>Outcome indicator 1.3.2a: Number of people who have access to income generating opportunities due to improved productivity, improved access to markets and new zones for business</narrative>x+6.500 income generating opportunitiesX=current number of people with access to income generating opportunities in targeted area, TBD by end of Inception Period<narrative>Outcome indicator 1.3.2b: Number of people who have access to income generating opportunities supported by the municipal investment, upgrading and maintenance in the target areas</narrative>x+1.500 income generating opportunitiesX=0, at end of Inception Period<narrative>1.2.1: The number of people in the target area that directly benefit from improved mobility/road safey, public spaces and/or solid waste services has increased.</narrative>MoFA Indicator: number of crisis impacted individuals (m/f, r/hc) directly benefitting from improved service delivery<narrative>Output indicator 1.2.1.pop: the number of people in the target areas directly benefitting from improved mobility/road safety, public spaces and/or solid waste services</narrative>X=0, at end of Inception Period

X+0

X+3500

X+17500

X+34500

<narrative>Output indicator 1.2.1.fem: the number of women in the target areas directly benefitting from improved mobility/road safety, public spaces and/or solid waste services</narrative>X=0, at end of Inception Period

X+0

X+1500

X+7500

X+15000

<narrative>Output indicator 1.2.1.you: the number of youth in the target areas directly benefitting from improved mobility/road safety, public spaces and/or solid waste services</narrative>X=0, at end of Inception Period

X+0

X+1500

X+7500

X+15000

<narrative>Output indicator 1.2.1.vul: the number of vulnerable people in the target areas directly benefitting from improved mobility/road safety, public spaces and/or solid waste services</narrative>X=0, at end of Inception Period

X+0

X+500

X+2500

X+4500

<narrative>1.3.2b: Number of people with access to income generating opportunities in (investment) projects in the target sectors, or their upgrading and maintenance</narrative>MoFA Indicator: Number of people (m/f, r/hc) assisted to develop economic income generating activities<narrative>Output inidcator 2.3.2b.pop: Number of people with access to income generating opportunities in (investment) projects in the targeted sectors</narrative>X=0

X+0

X+1000

X+1500

<narrative>Output indicator 1.3.2b.fem: Number of women with acess to generating opportunities in (investment) projects in the targeted sectors</narrative>X=0

X+0

X+500

X+750

<narrative>Output indicator 1.3.2b.you: Number of adult youth (18-23 year olds) with access to income generating opportunities in (investment) projects in the targeted sectors</narrative>X=0

X+0

X+200

X+300

<narrative>Output indicator 1.3.2b.vul: Number of vulnerable people with access to income generating opportunities in (investment) projects in the targeted sectors</narrative>X+0

X+0

X+200

X+75

NL-KVK-27195046-11369

VNG International

<narrative>TREE - Tax Revenue for Economic Enhancement</narrative>Ghana, Tax for DevelopmentThe Tax for Development Project focuses on local tax in Assemblies in Ghana which aim is to narrow the tax gap: the difference between what can be charged and the actual revenue collected. At present, capacity constraints in Assemblies result in limited revenue mobilisation and collection. The project will focus on improving property tax, business fees and revenue collection. Narrowing the tax gap will lead to a better financial position of the Assembly and improvement of service delivery and increase of the satisfaction of the public. Simple but effective IT solutions will support the main tax business processes. The capacity of an Assembly to communicate with its citizens will improve, that enables participatory planning processes including social contracts with citizens. In Ghana Assemblies are empowered to collect revenues from a range of sources to complement central government transfers and funding from development partners. The Ministry of Finance reported recently on the actual situation of limited revenue mobilisation and collection in Assemblies. For instance, the low rate of immovable property was characterised as problematic. In developed countries this contribute between 40 to 80 percent of local revenue, but in Ghana property rates are only 21 percent. Furthermore the Ministry indicated that there are no reliable databases with geo-location parameters to make billing and collection easy. In addition, most Assemblies handwrite bills, which is a cumbersome and time consuming process. The Ministry mentioned also factors which limit revenue mobilisation and collection, like weak costing practices in the Assemblies, high default rates in payment of property rates due to lack of effective sanctioning and enforcement, and dual role of mobilisation and accounting of revenues in the Assemblies that effects negatively financial accountability and prudence. The methodology in the Tax for Development Project includes five different modules. Module 1: Analysis and strategy. In each MMDA an appropriate strategy to solve existing problems will be developed, that focusses not only on improving the quality and performance of the tax administration, but also on improving service delivery to the public. Starting point of the strategy is to have a clear idea of the actual tax gap. An important input will be the priorities from citizens with regard to public services delivery. Thus the strategy will function as a social contract between local government and citizens. Module 2: Organisation, processes and procedures. In close cooperation with Ministries, two handbooks will be develop that will serve as a guideline for all MMDA staff in Ghana. Producing a handbook manual for all recovery staff, taking stock of all legal instruments available and all operational instruments developed, guarantees that all lessons learnt are written down and that this serves as an instruction to all on how to minimise local tax gaps to the maximum. A second handbook will focus on improving and describing the procedures for building permits and developing operational instruments to support the process. Module 3: Implementation of the TaxMan solution. A tested software solution, which supports the end-to-end (primary) process of a MMDA, plays a key role in the implementation of the change process. This type of software will boost the necessary changes because it will make the transformation tangible, measurable and sustainable thanks to the structure the software provides. The software will support the processes of property tax, business permits and revenue collection. Each MMDA will receive a sever on which the software will be installed. An implementation handbook and software manuals will be provided to all MMDAs. Module 4: Taxpayer communication and services. To obtain the buy-in of the public to pay taxes communication is vital. Based on a developed generic communication plan, each MMDA writes and implements a local communication plan, selects communication channels, develops communication materials and develops communication campaigns. The central theme for all communication efforts will be to inform and commit citizens in why paying tax is needed and which services will be rendered out of the extra revenues. Module 5: Project management. Improvements of tax collection and narrowing the tax gap needs attention to project management as well. At each MMDA, the chief executive will delegate a focal person from their own staff who will bear overall responsibility for the implementation at the MMDA level. During a training programme, the focal persons of the different MMDAs and the chief executives will be introduced in the principles of project management, the roles and responsibilities of MMDAs in the in the Project and the different modules of the methodology used in the project. Implementation of the modules takes place in clusters of MMDAs in four groups. All activities will be organised on cluster level, meaning that representatives of six or seven MMDAs will meet each other and attend the training sessions and workshops together. The cluster will function as a knowledge platform which will allow the MMDAs to learn from each other not only throughout the duration of the project but also during the post project era. Throughout the entire duration of the project a Ghanaian project team of experts will provide direct and continuous support at MMDA and Ministerial level. The Ghanaian project team will assure a permanent and regular presence and first line of support of experts in the field. The Ghanaian project team gets specialists’ support from VNG International’s tax experts, IT-experts and communication experts, that all have specific expertise in revenue collection. The Ghanaian project team together with the MMDAs will determine what kind of content and type of support is needed from the Dutch experts. Experiences in previous projects show the tax gap at the Assembly level in Ghana appeared to be between 65 till 90 percent. The project will start with a zero-measurement of the tax gap in each Assembly.The overall objective of the project is to realize a sustainable increase of local tax revenues to finance improved basic services to the citizens of the MMDAs involved. Specific objectives are: * to improve the institutional capacity and procedures of each MMDA to collect revenues and diminish the tax gap; * to implement IT in each MMDA to support the main tax business processes; * to improve the capacity of each MMDA to communicate with its citizens; * to implement participatory planning processes including social contracts with citizens; * to realize political commitment and leadership and project management expertise on ministerial level and in each MMDA to guarantee sustainability. 32 Assemblies in the Ashanti Region, Central Region and Western Region, more specifically leading politicians, chief executive and delegated focal persons, tax collectors, IT-staff, Communication / public relation staff.

Dutch Ministry of Foreign Affairs

Akvo Foundation

VNG International

Siebe Stellingwerf

Senior Project Manager

+31625007920siebe.stellingwerf@vng.nlhttps://vng-international.nl

P.O.Box 30 435, 2500 GK The Hague

5.560785 -1.0586135.390198 -2.1450246.747044 -1.520862

3993136.00

575000.00First advance payment

Dutch Ministry of Foreign Affairs

VNG International

1530000.00Second payment

VNG International

1050000.00Third payment

Dutch Ministry of Foreign Affairs

VNG International

1715822.00Expenses inception phase and year 1

VNG International

<narrative>Project photo</narrative>

<narrative>Final report TREE 2022</narrative>

<narrative>Annual Report 2020 - Ghana TREE</narrative>

<narrative>Work Plan Ghana TREE 2021</narrative>

<narrative>Annual report 2019 - Ghana TREE</narrative>

<narrative>Year Plan 2019 Ghana TREE</narrative>

<narrative>Annual report 2018 - Ghana TREE</narrative>

<narrative>Baseline Report Ghana TREE 2018</narrative>

<narrative>Inception Report - Ghana TREE - 2018</narrative>

<narrative>Narrative Report Q1 2022 - TREE Ghana</narrative>

<narrative>Narrative Report Q4 2021 - TREE Ghana</narrative>

<narrative>Narrative Report Q3 2021 - TREE Ghana</narrative>

<narrative>Narrative Report Q1 2021 - TREE Ghana</narrative>

<narrative>Narrative Report 2020 - TREE Ghana</narrative>

<narrative>Narrative Report Q3 2020 - TREE Ghana</narrative>

<narrative>Narrative Report Q2 2020- TREE Ghana</narrative>

<narrative>Narrative Report Q1 2020 - TREE Ghana</narrative>

<narrative>Looking back on 2018</narrative>

<narrative>Preparing the year to come</narrative>

<narrative>Planting the TREE</narrative>

<narrative>Launching the TREE project</narrative>

<narrative>From Inception towards implementation</narrative>

<narrative>MMDAs participating in the project</narrative>participating MMDAs<narrative>number of billing MMDAs</narrative><narrative>billable properties in the MMDAs</narrative><narrative>Number of billable properties</narrative><narrative>property rate bills</narrative><narrative>number of property rate bills generated</narrative><narrative>revenue potential</narrative><narrative>revenue potential in GHC</narrative><narrative>property rate payments</narrative><narrative>payments in GHC</narrative><narrative>property rate collection ratio in participating MMDAs</narrative><narrative>collection ratio</narrative>

NL-KVK-27195046-11371

VNG International

<narrative>Governance of Inclusive Green Growth in Cities (DEALS)</narrative>VNG International programmeDEALS will be implemented from September 2017 to August 2022. The inception phase is from September 2017 to February 2018.An increasing proportion of the world's population lives in cities. In 2030 this is expected to be sixty percent. Urban governments and governmental organisations face unprecedented challenges in terms of quality of life, employment, safety and the environment. Their vision and performance in the coming decades will be determinative for the future of cities. Governance of Inclusive Green Growth in Cities (DEALS) is a five-year programme to support seven fast-growing cities in the transition to inclusive and sustainable development. For this transition new forms of cooperation are needed between local government, companies, social organizations, knowledge institutions and funding partners. Our drive is to improve the performance of the local government in this cooperation. This is necessary because local and urban government is becoming increasingly important and complex. There is a growing need for a collaborative, responsive and flexible municipality. Our ultimate goal is to keep the cities of the future alive and sustainable. Our main focus is on the interests of people earning less than 1.25 US dollars a day. As part of VNG (Association of Netherlands Municipalities) we have over a hundred years of experience in the field of local governance. The cities in the DEALS programme are Kumasi (Ghana), Sèmè-Podji (Benin), Pathein (Myanmar), Pereira (Colombia), Beira (Mozambique) and Manila (Philippines). For each city, a program is tailor-made based on local priorities.We aim to guarantee sustainability of results through capacity development. Capacity development is the term we use to denote a process of improving the overall ability of a local government organisation to create value for its inhabitants by adequately executing its core mandates and tasks. Capacity covers awareness and attitude, knowledge and experience, including technical, administrative, managerial, political, and communication skills. The empowerment of local politicians and officials is context-specific, but can mean o.a. increased understanding of their roles and mandates, enhanced political will to collaborate and perform on responsibilities, developed attitudes and skills that make their approaches more inclusive, including systematic consideration of gender equality.Global impact: to contribute to the realisation of SDG 11; to make cities and human settlements inclusive, safe, resilient and sustainable. Programme impact: Improving the quality of life of poor urban residents Programme outcome: Performance of the DEALS urban governments in the field of inclusiveness, safety, resilience and sustainability has improved Programme outputs: 0. inception phase completed 1. The urban government capacity to govern sustainable urban development trajectories characterised by an integrated, multi-level, multi-stakeholder and inclusive governance approach has improved 2. The programme has contributed to learning and innovation to support the transition to sustainability at city levelThe main target group for DEALS is urban governments.

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG InternationalAsia Africa Latin America

Irene Oostveen

Senior Project Manager

+31703738773irene.oostveen@vng.nlhttp://www.vng-international.nl/

Nassaulaan 12, The Hague, The Netherlands

4.808717 -75.69060116.775361 94.7381016.6666 -1.6162716.422478 2.599084-19.796382 34.88448714.599512 120.98422

4976553.00

Dutch Ministry of Foreign Affairs

VNG International

1150000.001st term

Dutch Ministry of Foreign Affairs

VNG International

1050000.002nd term

Dutch Ministry of Foreign Affairs

VNG International

946000.003rd term

Dutch Ministry of Foreign Affairs

VNG International

928000.004th term

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Project photo</narrative>

<narrative>Roadmap</narrative>

<narrative>Animation video DEALS</narrative>

<narrative>Animation video integrated governance approach</narrative>

<narrative>DEALS end report in maps</narrative>

<narrative>VNGi received recognition for its contribution to Pereira’s sustainability</narrative>

<narrative>Pereira hosted its first regional fair and congress on sustainability and environment</narrative>

<narrative>4-day trianing for Unit Committee members of the Kumasi Metropolis</narrative>

<narrative>Building footbridges using waste in Kumasi</narrative>

<narrative>DEALS Pathein - How do we Ensure Continuation After the Project?</narrative>

<narrative>Three years of public-private cooperation to formalize waste pickers in Pereira</narrative>

<narrative>Pereira updates its Land Use Plan</narrative>

<narrative>DEALS Pathein - WUF Inspiration by Naw Htee Ku Paw</narrative>

<narrative>DEALS Pathein - When the Rain is Gone, the Water is Gone</narrative>

<narrative>DEALS Pathein - Turning Waste Into Gold</narrative>

<narrative>DEALS Sèmè-Podji at the 11th World Urban Forum in Katowice, Poland</narrative>

<narrative>Webinar: “The Brain Dump: Lessons learned on improving solid waste management in Myanmar, Colombia, and Benin”</narrative>

<narrative>Involvement of community leaders in social mobilization for street waste reduction</narrative>

<narrative>DEALS delegations from Benin, Ghana and Myanmar visit the Floriade in Almere</narrative>

<narrative>Closing of the DEALS partnership: municipality of Almere visits Kumasi</narrative>

<narrative>Resilient Building Regulations for Beira developed</narrative>

<narrative>Pereira teaches children about waste management with three guardian monsters</narrative>

<narrative>DEALS Pathein network-meeting: "We are hungry to meet each other!"</narrative>

<narrative>Raising awareness by example: the Mayor of the Commune of Sèmè-Podji is actively involved in the "zero waste" awareness week</narrative>

<narrative>Developments in Q1 2022: Kumasi</narrative>

<narrative>291 waste-picker received ID Cards in Pereira</narrative>

<narrative>DEALS Pathein - Our Road is a Clean Zone!</narrative>

<narrative>Facilitation of the anti-silo approach: a general agreement on sharing responsibilities between the Sèmè-Podji town hall and the Société de Gestion des Déchets et de la Salubrité Urbaine</narrative>

<narrative>Stakeholder meeting on 23 December: embedding the MoU’s signed by the Kumasi Assemblies</narrative>

<narrative>BLAS 2021: Milestones reached in the last 3 months</narrative>

<narrative>Business Analysis done for Manila Bay composting facilities</narrative>

<narrative>Impressive Results in the Plastic Reduction Incentive Campaign</narrative>

<narrative>Exchange in waste management practices between Pereira and Medellin</narrative>

<narrative>Let the mayors show you around virtually</narrative>

<narrative>Pereira’s recycling contest exceeded the goal in its second version</narrative>

<narrative>Advisory Committee meeting: Big shift in DEALS approach in Pathein</narrative>

<narrative>Looking for New Partners</narrative>

<narrative>A grand Mural</narrative>

<narrative>SDG flag day in Pereira</narrative>

<narrative>Beira: 3 Leadership Training Sessions Successfully Completed</narrative>

<narrative>Sèmè-Podji Focal Team/SGDS synergy workshop : excerpts from a VNG International mission to Bénin</narrative>

<narrative>The Transition Diaries in Pathein</narrative>

<narrative>Kumasi signs MoU with all municipal assemblies on decongestion strategy</narrative>

<narrative>Qualitative Assessment of Beira Municipal Organization: Moving in the Right Direction</narrative>

<narrative>DEALS city to city exchange meeting tackles exit strategy</narrative>

<narrative>Workshop: different views to converge towards a common waste management vision in Pereira</narrative>

<narrative>Aid for waste pickers victims of flood</narrative>

<narrative>Strong cohesion within the focal team: a major step forward in the anti-silo approach</narrative>

<narrative>Leadership training for municipality managers as part of the BLAS/DEALS Beira project</narrative>

<narrative>Manila Bay local governments come together to address increased flooding and solid waste problems</narrative>

<narrative>Additional in-depth information from the consultation meeting on Manila Bay's flooding and waste issues</narrative>

<narrative>Digital Safety and Security Training</narrative>

<narrative>2020 DEALS programme report</narrative>

<narrative>UCLG lobby for Myanmar</narrative>

<narrative>Waste pickers Census carried out by municipality of Pereira</narrative>

<narrative>Graduation!</narrative>

<narrative>Beira video captures land registry and more</narrative>

<narrative>“EcoBarrios”: a strategy to increase recycling rates</narrative>

<narrative>Raising awareness through a cartoon on household solid waste management</narrative>

<narrative>Preparing for the induction of newly elected politicians</narrative>

<narrative>Mayor of Pereira exchanged on waste management with other municipalities</narrative>

<narrative>A new focal team ready for a new year full of activities and dynamism</narrative>

<narrative>Our first hybrid training in times of Covid</narrative>

<narrative>Resettlement of families in Maraza by municipality of Beira, Mozambique</narrative>

<narrative>Customer approach courses for Kadaster International in Beira, Mozambique</narrative>

<narrative>Communication and learning hot topics in DEALS expert meeting</narrative>

<narrative>Capacity building main strength, involvement in design and monitoring weakness</narrative>

<narrative>Leveraging Public-Private Partnerships in Kumasi</narrative>

<narrative>Why are there so few cases of Covid-19 in Mozambique?</narrative>

<narrative>Improving the income of waste recyclers brings people together in workshop</narrative>

<narrative>With a competition they will encourage waste separation at the source</narrative>

<narrative>Polder Model in Myanmar</narrative>

<narrative>Defining the Sticky Concept of Citizen Participation in Myanmar</narrative>

<narrative>Including Squatters in Solving Waste Problems</narrative>

<narrative>Quarantine, time to invest in training</narrative>

<narrative>Recyclers organizations recognised as public cleaning service providers</narrative>

<narrative>Giving tools to those who exercise social control</narrative>

<narrative>Waste recyclers are licensed in Pereira</narrative>

<narrative>Mid-Term Evaluation of the programme</narrative>

<narrative>The first steps for a synergy between Deals and SGDS-GN have been taken</narrative>

<narrative>Illegal Settlements in Ward 12 - The Mohinga Shop of Daw Ngwe</narrative>

<narrative>Opening speech DEALS Multi-Stakeholder Module II - Day II</narrative>

<narrative>Ward 7 Dialogues</narrative>

<narrative>The destruction of illegal dumps for cleaner streets</narrative>

<narrative>Comparative analysis of the DEALS approach in two pilot wards in Pathein</narrative>

<narrative>Color red had to come and sell on Mondays</narrative>

<narrative>Pereira Recycling Festival via Facebook Live</narrative>

<narrative>This is the DEALS team</narrative>

<narrative>Luckily they already had tax income</narrative>

<narrative>Preventing an outbreak of Covid-19 in Beira takes leadership</narrative>

<narrative>Support to curbing COVID-19 in Kumasi</narrative>

<narrative>Probably the biggest impact is going to be on the Municipal Development Plan</narrative>

<narrative>Being available to a city has its value in its own right</narrative>

<narrative>People need to be aware</narrative>

<narrative>Cloud and Clock Theory</narrative>

<narrative>Together against COVID-19. Our objective goes beyond sinks and soap</narrative>

<narrative>A personal reflection from the DEALS/MAGIC training</narrative>

<narrative>Strenthening the team for a stronger anti-silo approach</narrative>

<narrative>Impressions of a Colombian scientist from his first UN-Habitat World Urban Forum</narrative>

<narrative>Action research conference in Kumasi</narrative>

<narrative>Cloudy Partnerships</narrative>

<narrative>Pereira City Guide</narrative>

<narrative>A good place to work...it's also important!</narrative>

<narrative>How to help the cleanup committees do even more for Sèmè-Podji</narrative>

<narrative>Setting up a circular hub in Kumasi</narrative>

<narrative>Waste or Water – like ‘potato - potato’?</narrative>

<narrative>Vice-Mayor presents citizen solutions to prevent flooding in The Philippines</narrative>

<narrative>Also with a growing city …you want a very reliable source of water (Podcast #6)</narrative>

<narrative>The first movers are the ones taking the risk (Podcast#5)</narrative>

<narrative>Theatre at school</narrative>

<narrative>Recycling campaign on water bill</narrative>

<narrative>Reports of the DEALS advisory committee meetings in Kumasi and Sèmè-Podji</narrative>

<narrative>Connecting the dots - waste and health in Ward 7</narrative>

<narrative>Roles and responsabilities of citizens and the TDOA</narrative>

<narrative>Waste collectors in Sèmè-Podji</narrative>

<narrative>4/6 organisations of waste pickers already met their annual formalisation goal</narrative>

<narrative>Inclusive waste management on the agenda of mayoral candidates in Pereira</narrative>

<narrative>DEALS podcast #2 Ap Reinders, Manila: Crucial is the cooperation between cities</narrative>

<narrative>There is work to be done at different levels</narrative>

<narrative>DEALS podcast #1 Peter van Tongeren: 'I realised Beira was disconnected'</narrative>

<narrative>Extensive data collection taking place in Kumasi</narrative>

<narrative>Their living conditions improve everyday</narrative>

<narrative>MoU – More Than the Expectation</narrative>

<narrative>MoU between Pathein and VNG International</narrative>

<narrative>Building Beira Back Better</narrative>

<narrative>Zero waste week in Sèmè-Podji</narrative>

<narrative>Inspiration leads to new initiatives</narrative>

<narrative>Improving infrastructure by talking a lot (and drawing a bit)</narrative>

<narrative>Annual update 2019</narrative>

<narrative>Task Force Rebuild Beira after IDAI</narrative>

<narrative>Monitoring integrated governance approach in cities</narrative>

<narrative>Pereira celebrated the Global Recycling Day with a fair in the town square</narrative>

<narrative>Waste Awareness Training of Trainers in Pathein</narrative>

<narrative>Supporting recovery and reconstruction in Beira after Cyclone Idai</narrative>

<narrative>On the way to developed informed strengthening-strategies for the waste pickers</narrative>

<narrative>Planning for communication and citizen engagement in Kumasi</narrative>

<narrative>Presidential Manila Bay Clean-Up</narrative>

<narrative>Get your stakeholder straight - Pathein's Multi-Stakeholder Workhop</narrative>

<narrative>Sèmè-Podji: the anti-silo approach underway</narrative>

<narrative>Darts and horse racing for a sustainable future</narrative>

<narrative>Finalising roadmap to enhance local taxation in Beira</narrative>

<narrative>Selection of the Wards - First DEALS Workshop in Pathein</narrative>

<narrative>Multi-stakeholder meeting on decongestion organised in Kumasi</narrative>

<narrative>Towards embracing an integrated approach to waste management in Sèmè-Podji</narrative>

<narrative>Dialogue with Cities on Manila Bay Sustainable Development Master Plan</narrative>

<narrative>Community at the core of Pereira City Lab Circular Economy</narrative>

<narrative>Getting Things Done – Multi-Stakeholder in Pathein</narrative>

<narrative>Team of experts on taxation conducts assessment in Beira</narrative>

<narrative>League of Cities on board</narrative>

<narrative>Sèmè-Podji: on integrated working and waste management</narrative>

<narrative>Getting local</narrative>

<narrative>A First Encouter with 'Bitterballs' and Much More</narrative>

<narrative>The first DEALS Advisory Committee meeting took place</narrative>

<narrative>City Deals to Deal with Cities</narrative>

<narrative>Dare to experiment with an integrated governance approach</narrative>

<narrative>Increased understanding of each other’s work</narrative>

<narrative>The way to the final</narrative>

<narrative>Mienskip in Myanmar</narrative>

<narrative>Improved land administration and taxation systems for sustainable and inclusive urban development in Beira</narrative>Beira, the third largest city in Mozambique, holds the regionally significant Port of Beira. This port acts as a gateway to both the central interior portion of the country, as well as the land-locked nations of Zimbabwe, Zambia and Malawi and acts as a corridor secondary city. Beira has around 550.000 inhabitants, expected to grow towards a million in 2035. In the case of Beira, Mozambique, DEALS will complement the initiatives of the Beira Land Administration System (BLAS) Capacity Development Project, implemented by VNG International. The DEALS Beira activities will consist of two focus areas, spread across these two projects. Whereas the BLAS project has its focus on Land Administration, the DEALS Beira project will mainly focus on pro-poor own-source revenue mobilisation. The project assumes that if the Municipality of Beira (CMB) has an improved Land Administration System (LAS), then 1) the level of corruption will be reduced, 2) citizens will regain trust in the CMB, and 3) the CMB will be more able to implement its urban development plans. This because the LAS will be complete, digital, and transparent and the recordation procedures have been participatory. Regarding taxation, the project assumes that if tax collection becomes more effective and efficient, and if citizens are better informed and involved in tax collection practices, then the CMB will collect more taxes and spend the extra own-source revenue in a pro-poor way. This because 1) the systems and the employees' skills of the CMB as well as the taxpayers' services have improved, and 2) citizens will get more space to voice their needs and concerns to local governments and service providers to demand their rights.<narrative>The maturity level for Strategy & Policy has stayed at the highest level</narrative>This part of the project is scheduled to be completed at the end of 2019. Update 2019: This part of the project is planned to be completed in 2020 after delays in activity implementation due to Cyclone Idai and its aftermath.5 (network)

5 (network)30-09-2019: A new measurement is planned for mid-2020 (delay due to Cyclone Idai). | 30-09-2019: A new measurement is planned for early 2020. Actual value is based on an estimation that there is no significant change since the baseline.

30-03-2021: Developments to monitor with new mayor.

<narrative>Property tax (IPRA) revenue collected</narrative>In New Meticais.

In New meticais.22-02-2019: A new measurement is planned for early 2020. Actual value is based on an estimation that there is no significant change since the baseline.

MZN (10%)27-02-2020: New data is expected in 2020. For now the 2017 data has been filled in. After Cyclone Idai we expecte the tax revenues in 2019 to be less than in 2018, because the Cyclone caused both a delay in our taxation activities and resulted in the CMB being very tolerant with tax collection, since a lot of companies suffered big losses. However, the property tax for 2019 appears to be no less than in 2018, because most of the tax arrives in the months of January and February (that was before IDAI). In addition, in 2018 the municipality had already conducted an information campaign among large contributors (companies) to apply the new formula from the legislation. This has generated a larger real estate tax revenue, despite the fact that later in the year a number of companies have suffered large losses from Hurricane IDAI.

target is NA, established over longer period (50%)30-03-2021: MZN

10-03-2022: for the year 2020 the updated number is 96219499 (this is an update as last year we did not have the fully updated results yet)

<narrative>Ratepayers have received services (paid from extra revenue) responding to their needs</narrative>Answer will be a perception from the ratepayer (scale: 1 - yes, 2 - partly, and 3 - no) with explanation. (we expect to have achieved results in this area from 2020 onwards)

30-09-2019: Not yet measured. Perception of the ratepayers is planned to be measured from 2021 onwards (delay due to Cyclone Idai). | 30-09-2019: Not yet measured. Perception of the ratepayers is planned to be measured from 2020 onwards.

yes30-03-2021: yes • Improvement of roads in the city center and other parts of the city, partly paid from IPRA, own resouces • Covid measure investments also partly financed from own resources.

10-03-2022: On a yearly basis the municipality collects the deamnds of the neighbourhoods and sets priorities for spending according to wishes of the neighbourhood. Marketplaces in the neighbourhood, access roads and water wells are partly paid from IPRA (property tax), own resources. | 10-03-2022: On a yearly basis the municipality collects the deamnds of the neighbourhoods and sets priorities for spending according to wishes of the neighbourhood. Marketplaces in the neighbourhood, access roads and water wells are partly paid from IPRA (property tax), own resources.

<narrative>The maturity level for the Organisation & Process has improved at least one level</narrative>This part of the project is scheduled to be completed at the end of 2019. Update 2019: This part of the project is planned to be completed in 2020 after delays in activity implementation due to Cyclone Idai and its aftermath.2 (basic)

3 (progress)30-09-2019: A new measurement is planned for mid-2020 (delayed due to Cyclone Idai). | 30-09-2019: A new measurement is planned for early 2020. Actual value is based on an estimation that there is no significant change since the baseline.

30-03-2021: Currently growing from 2 to 3

10-03-2022: Although parts of the organisation like the Cadastre and Finace departmen in the organisation are on level 3, the overall qualification for the organisation is basic (2).

<narrative>The maturity level for the Planning & Control has improved at least one level</narrative>This part of the project is scheduled to be completed at the end of 2019. Update 2019: This part of the project is planned to be completed in 2020 after delays in activity implementation due to Cyclone Idai and its aftermath.2(basic)

3(process)30-03-2021: A new measurement is planned for mid-2020 (delayed due to Cyclone Idai). | 30-03-2021: A new measurement was done at the end of 2020.

30-03-2021: Currently growing from 2 to 3

10-03-2022: The financial control developed positively according to the qualitative assessment done in 2021.

<narrative>The maturity level for the Information Technology has improved at least one level</narrative>This part of the project is scheduled to be completed at the end of 2019. Update 2019: This part of the project is planned to be completed in 2020 after delays in activity implementation due to Cyclone Idai and its aftermath.2 (basic).

3 (process)30-03-2021: A new measurement is planned for mid-2020 (delayed due to Cyclone Idai). | 30-03-2021: A new measurement was done at the end of 2020.

30-03-2021: Currently growing from 2 to 3

10-03-2022: Big improvement has been achieved in IT in the Cadastre and Finance department. However, generally the organsiation is still at a basic level.

<narrative>The maturity level for the People & Culture has improved at least one level</narrative>This part of the project is scheduled to be completed at the end of 2019. Update 2019: This part of the project is planned to be completed in 2020 after delays in activity implementation due to Cyclone Idai and its aftermath.2 (basic)

3 (process)30-09-2019: A new measurement is planned for mid-2020 (delayed due to Cyclone Idai). | 30-09-2019: A new measurement is planned for early 2020. Actual value is based on an estimation that there is no significant change since the baseline.

30-03-2021: Almost at level 3

10-03-2022: There has been development in some departments (Cadastre, Finances and General Secretary) but overall the organisation level remains the same (2 = basic).

<narrative>Responsive integrated, inclusive and multilevel governance of Kumasi Metropolitan Assembly on slum development, sustainability and decongestion in Kumasi</narrative>The city of Kumasi in Ghana is growing very quickly, mainly due to an influx of people from other parts of Ghana. This rapid growth forms its overriding sustainability problem, resulting in land use change, haphazard development, shortage of housing, congestion, waste and environmental pollution. The city's Zongo slums bear the brunt of these challenges. The development of these Zongos has strong links with the city's markets and its flows and social fabric, in particular the Central Market. The DEALS project in Kumasi will focus on strengthening the capacity of the Kumasi Metropolitan Assembly for integrated, multi-level and inclusive approaches to the challenges of slum development and decongestion of the central market area. The project assumes that if this capacity has improved, then market management and slum development will improve, because 1) local politicians will feel empowered to work both with communities and with other layers of government, 2) coordination among different sectoral actors, traditional leaders, and levels of government with respect to market management and slum development will improve, 3) participatory approaches in which all stakeholders, both men and women, are heard, are more likely to identify root causes of problems, resulting in 4) commitment of all actors to target efforts towards the priorities, thereby using limited resources more effectively and engaging the slum dweller communities and market users in the implementation of better market management and slum development.<narrative>Nr. of by DEALS influenced regulations and policies on decongestion and land use planning that promote gender equality and inclusion of Zongo residents</narrative>

1 gross list of proposals for revision of Dagombo Line Land Use Plan. 2022 > Land use plan adjusted on 2 proposals

30-03-2020: The data collection in the pilot zongo areas in 2019 is to inform policy changes and strategies, and thus has provided groundwork for progress on this indicator.

<narrative>Amount of functions and (social) amenities facilitated by KMA in targeted satellite market(s) responding to requests and concerns of stakeholders</narrative>Target market has been selected (September 2018).

2022 target: 4 functions or (social) amenities realised (updated target in 2019 from 2 to 4)

30-03-2020: Following multistakeholder consultation meetings, improvements in security and sanitation have been realised at the Race Course market with is a pilot area of the project. However, more significant improvements are needed.

10-03-2022: Lighting and internet was provided through the CUF project funds

21-12-2022: In 2022 no additional upgrades have been developed.

<narrative>Nr. of by DEALS influenced cooperation agreements between Kumasi Metropolitan Assembly and other (local and/or national) government actors within the framework of decongestion and slum development</narrative>Related to DEALS results

Target value: two cooperation agreements in 2022.

30-03-2020: Through multistakeholder meetings with other local governments in Greater Kumasi and line ministries, groundwork has been laid for a cooperation agreement on decongestion in Greater Kumasi.

10-03-2022: 7 Assemblies signed a collaborative approach to address the congestion and other challenges faced by the city of Kumasi. As the MoUs concern one theme, the value submitted is 1 instead of 7.

<narrative>Nr. of by DEALS influenced cooperation agreements between KMA and other (non-governmental) stakeholders in the framework of decongestion, sustainability and slum development</narrative>

Target value: 4 cooperation agreements with various (non-government) stakeholders in 2022.

30-03-2020: Groundwork for concrete cooperation agreements has been laid in 2019.

10-03-2022: There was a feasability done by the UNCD. Additionally there was a lot of collaboration and building up of partnerships. These partnerships have not been formally acknowledged yet. Therefore they are not counted for the year 2021.

<narrative>Nr. of co-creation initiatives on circular economy by Kumasi Metropolitan Assembly together with other stakeholders through the Circular Economy Hub</narrative>

Target value: three co-creation initiatives.

10-03-2022: 1) Circular design sprint for bridge design and 2) Environmental 360 group

21-12-2022: This includes small scale initiatives as well.

<narrative>Additional KMA revenues as result of DEALS activities (% of DEALS budget)</narrative>

Target value a total of 25% of DEALS Kumasi project budget.

30-03-2020: The selection of Kumasi for support through the UNCDF/UCLG International Municipal Investment Fund is a promising development. Revenues for KMA generated at the pilot Race Course Market have gone up, but it is difficult to measure how much of this is to be attributed to the DEALS project. However, it is to be expected that the improvements in sanitation and security at the market following DEALS multistakeholder meetings has contributed to the increase of market activity.

10-03-2022: There were external funds available through CUF (EUR 110,000) and funds from the Municipal Investment fund. However, internally Kumasi did not add funds/revenue to the programme. Therefore the value is 0.

21-12-2022: No direct extra income generated in 2022.

<narrative>To be a constructive Matching Partner of Deltares, within the Dutch Expert Team, contributing to the formulation of the Sustainable Development Master Plan for Manila Bay, by adding to the socio-economic objectives, the institutional development for the effective formulation and implementation of the plan</narrative>An estimated 4 million slum dwellers live in Metro Manila. The Master Plan Manila Bay foresees infrastructural works which will affect the lives of informal settlement families (ISF) living in many Local Government Units (LGUs). Social housing, other basic public services and urban planning are LGU responsibilities. Weak LGUs don’t have the capacity: 1.To influence the work of infrastructure financers or implementers or to be a partner in infrastructure project implementation, which includes the lack to address the needs of the urban poor or to reduce inequality. 2. To engage the urban poor when financing infrastructure.<narrative>IGC/LGU input to deliverables of MP in time to LCF/Deltares.</narrative>Input per IGC (collected and translated by VNG International)VNG International baseline August 2018.

2 IGC involved in Master Plan22-02-2019: Input to Manila Bay Situation Atlas via MBSDMP Full Team Meeting (october 2018), LCP boardmeeting (november 2018), inputs collected from at least the city Mayors from the provinces of Bulacan, Pampanga (Angeles City), Batangas, and Laguna (City of Santa Rosa).

5 IGC involved in Master Plan21-02-2020: There is no formal engagement structure of established interlocal cooperation figures that deliver input to the MP, but that is done through representation by the League of Cities, and directly through individual Mayors and municipal officers by invitation through NEDA.

6 IGC involved in Master Plan29-03-2021: Through LCP, IGCs provided formal comments to NEDA on July 3 2020, on The Action Plan and Investment Report of the Master Plan.

6 IGC involved in Master Plan11-02-2022: Solid Waste Management Composting facility report validation meetings with Bataan LGUs in December 2021. 52 persons, representing 25 local governments of Bulacan and the Metro Manila cities of Caloocan, Malabon, Navotas, and Valenzuela (CAMANAVA) gathered in an online consultation on 26 May 2021 to discuss shared strategies in addressing issues on Manila Bay flooding and solid waste management.

6 IGC involved in Master Plan20-12-2022: Governor Garcia, Balanga City Mayor Garcia, Dinalupihan Mayor Angela Garcia, and Hermosa Mayor Antonio Inton signed the declaration of commitment

<narrative>Improved capacity and policies of Pathein Township for integrated, multi-stakeholder and inclusive approaches to sustainable waste and water management for urban poor communities in flood-prone areas.</narrative>Pathein is Myanmar’s 6th largest city. Situated in the heart of the fertile Ayeyarwaddy Delta, it also is a corridor city with a population estimated at 380.985 (census of 2014). Among the factors contributing to spatial (land use, housing), environmental (flooding, waste), social (gender inequality) and economic (informality) problems is the expansion of squatter settlement associated with urbanization in Pathein. In general, it is residential areas in an urban locality inhabited by the poor who have no access to tenured land of their own. They have settled on currently vacant land like beside the railroads, around and above the creeks, small streams and gutters and also the backside of the central dumping ground. In Pathein, inclusivity and sustainability of squatter settlements around the creeks, small streams and gutters should be collectively addressed by different stakeholders on the initiative of Pathein Township. The project assumes that if the capacity of Pathein Township for implementing integrated, multi-level and inclusive approaches to challenges around squatter settlements in flood-prone areas improves, then environmental management in these areas will improve because  1) local officials and commission members will feel encouraged and empowered to work both with communities and with other layers of government;  2) coordination among different sectoral actors and levels of government with respect to environmental management and services needed in squatter settlements will improve;  3) participatory approaches in which all stakeholders, both women and men, are heard are more likely to identify root causes of problems and key priorities, resulting in:  4) increased commitment of all actors to target efforts towards the priorities, thereby using limited resources more effectively and engaging the squatter communities in the implementation of better environmental management and services.<narrative>% of urban poor (including informal settlers) and women that participate in policy making processes</narrative>revision ToC October 2019

30% women 20% informal settlers23-03-2021: Due to current situation in Myanmar only estimates available. The indicator is interpreted as a percentage of all the people that participated in policy making processes. In this case 180 of 355 classified as urban poor according to the standard of the Department of Social Welfare.

22-03-2022: Due to the coup Pathein citizens no longer engaged with the military government. Therefore, there is no data on this indicator

<narrative>Gender equality and needs of urban poor are adressed in sutainable waste management strategies</narrative>revision ToC October 2019

Qualitative analysis of waste strategy25-02-2021: In RDAO waste management strategy, they do not mention urban poor, marginalised groups or gender equality. The document is very technical about solid waste, liquid waste management, the master drainage plan and a landfill plan.

22-03-2022: Pilot initiatives sustained in ward 12, 1 and 2

<narrative>No. of measures/initiatives that enhance sustainable waste and water management implemented</narrative>revision ToC October 2019

25-02-2021: The RDOA waste management strategy describes measures for sustainable waste and water management.

22-03-2022: Sustainable initiatives from Thant Myanmar and Clean Pathein

02-08-2022: 4 CSOs created waste management action plans with support from Thant Myanmar. The selected wards are poor.

<narrative>% of poor urban residents that have participated in community meetings with regard to sustainability</narrative>38% has participated in environmental and climate change awareness raising activities. All resondants agree or strongly agree local people should have more chances to participate in environmental and climate change awareness-raising activities such as workshops, trainings, public talks, etc. revision ToC October 2019

23-03-2021: Urban poor are defined according to the description of living conditions by the Department of Social Welfare in Pathein Township. The indicator is interpreted as a percentage of all the people that participated in community meetings with regards to sustainability. In this case 140 out of 167 classified as urban poor.

22-03-2022: Urban poor are defined according to the description of living conditions by the Department of Social Welfare in Pathein Township. The indicator is interpreted as a percentage of all the people that participated in community meetings with regards to sustainability. In this case 5391 out of 7209classified as urban poor.

09-08-2022: Ward No. of resident join community activity No. of urban poor join community activity ward 1 72 70 Ward 2 157 120 Total 229 190 In ward 1, 42 people participated in the composting training. In the meeting on the cash-for work community activity a representatives of 30 households joined. Thus, the total in ward 1 is 72, of which 70 are poor. In ward 2 during three community meetings a total of (6+17+15) 37 poor community members joined. The activities around digging the drainages a total of 30 households, with an average of 4 joined. Thus, the total in ward 2 is 157, of which 120 are poor. People in ward 1 and 2 earn on average ward 1 is poor people living area and they earn below 5000 kyats (€2,60) per day and often don't have a an daily income.

<narrative>% of Pathein township staff and politicians increased awareness on sustainability</narrative>revision ToC October 2019

22-03-2022: TDAO has 147 staff members and there are 225 WSCG members. 106 TDOA staff and WSCG member received direct training from the DEALS project.

22-03-2022: 23 out of the 358 Sipin staff participated in the composting training and awareness sessions in Ward 12 in January 2021 (pre-coup).

<narrative>% of increased annual budget for integrated waste and water management service</narrative>revision ToC October 2019

16-03-2021: The 2019-2020 budget of TDAO was 1700.00 million. 39.73 million was allocated for water and waste.

20% increase in budget for sustainable waste and water management services16-03-2021: Total budget 2020-2021 of the TDAO is 2024.50 million and 90 million is allocated for water and waste related manners.

25-02-2022: Due to February 1st coup there is a non-engagement principle with the government. Therefore, there is no information about the annual Sipin budget

<narrative>No. of institutionalised public-private partnerships for sustainable waste and water management</narrative>revision ToC October 2019

25-02-2022: Though not formally institutionalised, the TDOA continued their engagement with Pathein University and Pathein Industrial City.

<narrative>No. of unmanaged waste sites in pilot wards 7 and 12</narrative>This indicator has become an impact indicator with the revision of the ToC end of October 2019 (annual plan 2020): 'No. of illegal waste sites in pilot area'

<narrative>Nr. of by DEALS influenced regulations and policies in Pathein Township that promote gender equality and the inclusion of the urban poor</narrative>This indicator was dropped with the revision of the ToC in October 2019, and replaced with indicator #2 'Gender equality and needs of the urban poor are adressed in sustainable waste management strategies'

26-03-2020: DEALS influenced the development of the Regional waste management strategy; though not yet finalised

<narrative>% of urban poor residents (including informal settlers) living in flood-prone parts of pilot-wards</narrative>This indicator has become an impact indicator with the revision of the ToC end October 2019, and was dropped as outcome indicator.

<narrative>7.1 No. of partnerships for sustainable waste and water management</narrative>

02-08-2022: CSO network of ten CSOs, partnerships between Thant Myanmar and four CSOs on sustainable waste management, group of twenty shops working together to reduce single-use-plastic

<narrative>2.1 Gender-equality and needs of urban poor are addressed in sustainable waste management initiatives</narrative>

02-08-2022: Ward 1 plan focussed on poor women and their economic development, ward 2 included urban poor and daily workers to conduct the pilot.

<narrative>Pereira: Responsive integrated (waste, social, environmental) municipal policies to the formalisation of informal solid waste workers (Decree 596) in Pereira</narrative>The 6th city of Colombia, Pereira has 443,554 inhabitants (census of 20 June 2005), others estimate the population of Pereira at 700.000. In comparison to the other cities in Colombia, Pereira is the most urbanising. Urban poverty (14,4% poverty, 6th city in Colombia with least poverty) and inequality (0,41 GINI, 2nd city in Colombia with least inequality) in relation to the local governments’ sphere of influences concern people living in immitigable high risk zones and people informally recycling waste. Changing governance perspective in both the issue of housing and integrated waste management generates opportunities for sustainable development of the city on the long term. The challenge for solving the problem of settlement in high-risk areas is to align the expectations of the municipal governments and the inhabitants creating a mutually beneficial relationship that replaces the zero-sum game in which they are trapped. A city deal between the involved waste management stakeholders could help the sustainable implementation of the formalisation of waste pickers in Pereira. It is still to be demonstrated that this model of inclusive urban management is viable and sustainable. The project assumes that if the capacity of Pereira municipality for integrated, multi-level and inclusive governance approaches to the challenges facing illegal settlers in immitigable risk zones and informal solid waste collectors, separators and users improves, then illegal settlement and inclusive waste management for and by people in Pereira improves, because 1) Conditions are modified that allow illegal settlements through changes in governance, the legal and regulatory framework, citizen culture and cooperation with other interest groups, and 2) Organizations dedicated to the collection, seperation and use of solid waste are formalised and strengthened in accordance with Decree 596 of 2016.<narrative># of waste recyclers organisations that participate in the policy making process</narrative>Intermediate Outcome: Inclusion of informal waste recyclers in the policy making process (process)revision ToC October 2019

30-03-2021: Las organizaciones en proceso de formalización con las que se está trabajando y que han expresado su posibilidad de participar en la formulación de políticas, su influencia y el acceso a actividades, servicios y beneficios a través de los beneficios que brinda la formalización. 1. Emaus: 13 2. Infinity Recicle: 15 3. Asopuntoverde: 21 4. Redcicladores: 101 5. Fundambiente: 36 6. Entorno Limpio: 16 | 30-03-2021: Progress Report 2018

<narrative>% of recyclers that express confidence in process</narrative>

02-09-2022: During the 2022 monitoring, an error in the fomulae for calculating the indicador was detected. This was fixed for all the years of monitoring. The new formulae is as follows: # recyclers represented by interviewee that express confidence / # recyclers represented by interviewee * 100 The new measurement is based on a sample of interviews that represent 50% (4 out of 8) of the organizations that have formalizing recyclers. In terms of number of number recyclers these organizations have 68% of the total formalizing recyclers (150 out of 222). Para la evaluación del indicador se entrevistaron 4 organizaciones cuyos recicladores de oficio suman en total 150 personas, de acuerdo con los datos reportados en el proceso de actualización del censo. Este dato representa a los recicladores de oficio entrevistados y que son liderados por la persona que atendió la entrevista. Organizaciones entrevistadas 1. Emaus: 13 2. Infinity Recicle: 15 3. Asopuntoverde: 21 4. Redcicladores: 101 El dato se divide por el total de recicladores que se encuentran en las organizaciones que se encuentran en proceso de formalización y los recicladores que están iniciando el proceso para integrarse a la Alianza (recicladores que pertenecen actualmente a Asoemsol-18 ) y dos (2) recicladores que pertenecen a un prestador de servicios privado. En total son 222 recicladores de oficio. Organizaciones no entrevistadas 5. Fundambiente: 36 6. Entorno Limpio: 16 7. Asoemsol: 18 8. Vitaplanet: 2

28-08-2022: The measurement is based on a sample of interviews that represent 57% (4 out of 7) of the organizations that have formalizing recyclers. In terms of number of number recyclers these organizations have 56% of the total formalizing recyclers. During this monitoring, an error in the fomulae for calculating the indicador was detected. This was fixed for all the years of monitoring. The new formulae is as follows: # recyclers represented by interviewee that express confidence / # recyclers represented by interviewee * 100

<narrative># of budget allocation in Municipal Waste Plan (PGIRS) to the planned activities/policies, and in line with the formalisation needs of the organisations of recyclers</narrative>% of total PGIRS budget

30-03-2021: El Municipio de Pereira ha apropiado recursos en su presupuesto anual 2020 por un total de COP $ 643.875.259 que equivalen a EUROS $ 148.318,37 con tasa de cambio de EUROS $4.341,17 Inclusion de recicladores: COP $11.682.000 Cultura ambiental para el manejo adecuado de Residuos solidos COP $212.062.000 Servicio publico de aseo COP $ 420.131.259

of PGIRS budget28-08-2022: The allocated budget is split in two lines. 79% for activities on the public service of waste and 21% for circular economy activities. | 28-08-2022: The municipality allocated COP 880.445.095 to the waste public service program and COP 250.000.000 to the circular economy program.

<narrative>% of municipal annual budget spending in relation to the formalisation needs of the organisations of recyclers.</narrative>

30-03-2021: El Municipio de Pereira ha ejecutado recursos en su presupuesto anual de 2020 por un valor total de COP $ 666,854,429 que equivalen a EUROS $ 153,611.68 con tasa de cambio de EUROS $4,341.17 Inclusion de recicladores: COP $11,682,000 Cultura ambiental para el manejo adecuado de Residuos solidos COP $212,062,000 Servicio Publico de Aseo COP $ 350,110,429 Contrapartida CEMPRE (Convenio): COP $93,000,000

because of the national government elections there are restrictions on spending in 202228-08-2022: The municipality spent COP 178,128,200 in the waste service and COP 191,381,400 in circular economy.

<narrative>% activity and policy implementation of PGIRS/MDP in relation to the formalisation needs of the organisations of recyclers</narrative>La Alcaldía Municipal de Pereira anualmente apropia y ejecuta recursos que en su totalidad se encuentran en la línea de Residuos Sólidos y que se desagregan en 4 grandes programas de los cuales 3 responden a la implementación de los programas del PGIRS y que van an la línea de los procesos de formalización de las organizaciones de recicladores de oficio.En el año 2019 la Alcaldía municipal priorizo 2 lineas de inversión de residuos sólidos, que fueron destinados a la implementación de actividades asociadas al PGIRS

30-03-2021: La alcaldía de Pereira ha dividido su inversión en residuos sólidos en un total de cuatro (4) líneas de inversión, al revisar el presupuesto ejecutado en las líneas de inversión y la correspondencia con las metas se ha identificado que tres (3) las líneas de inversión responden a la implementación de las metas del PGIRS. Es por esta razón que se priorizan las actividades que se han desarrollado en estas líneas de inversión y que responden al 75% del total de líneas de inversión. Al momento de la medición no fue posible determinar el detalle de actividades asociado a cada línea de inversión.

22-03-2022: La alcaldía de Pereira ha dividido su inversión apropiada y ejecutada en dos grandes rubros: servicios publicos de aseo y economía circular. Al revisar la línea de recursos públicos de aseo, se puede evidenciar que 4 de sus 5 líneas de inversión tienen relación directa y se implementan en actividades responden a la implementación de las metas del PGIRS. En el caso de economía circular el rubro corresponde con las actividades implementadas en el marco de la implementación del PGIRS. Es por esta razón que se priorizan los dos rubros y sus lineas de inversión asociadas que responden en el caso de Servicios públicos de aseo: 80% Economía circular: 100% Para determinar el indicador se promedia los rubros que corresponden con el indicador, incluyendo sus lineas de inversión, determinando el cumplimiento del indicador con un promedio: 90% Al momento de la medición no fue posible determinar el detalle de actividades asociado a cada línea de inversión.

28-08-2022: La alcaldía de Pereira ha dividido su inversión apropiada y ejecutada en dos grandes rubros: servicios publicos de aseo y economía circular. Al revisar la línea de recursos públicos de aseo, se puede evidenciar que 4 de sus 5 líneas de inversión tienen relación directa y se implementan en actividades responden a la implementación de las metas del PGIRS. En el caso de economía circular el rubro corresponde con las actividades implementadas en el marco de la implementación del PGIRS. Es por esta razón que se priorizan los dos rubros y sus lineas de inversión asociadas que responden en el caso de Servicio Público de Aseo: COP$ 880.445.090,25 (Recursos apropiados). COP $178.128.200 (Recursos ejecutados a 30 de julio de 2022). Economía circular total: $250.000.000 (Recursos apropiados) COP $191.381.400 (Recursos ejecutados a 30 de julio de 2022). Total recursos ejecutados: cop $ 369.509.600. Para determinar el indicador se promedia los rubros que corresponden con el indicador, incluyendo sus lineas de inversión, determinando el cumplimiento del indicador con un promedio: 100% Al momento de la medición no fue posible determinar el detalle de actividades asociado a cada línea de inversión. Servicio Público de Aseo: 20,23% Economía circular total: 76,6% Promedio ejecución de rubors a 30 de julio de 2022: 48,4%

<narrative>Increased influence of the municipality in relation to other actors in the waste management chain</narrative>delta indicator2018 establishment of multi-stakeholder deal circular economy

2020 national agency agendas influenced by Pereira30-03-2021: Target: 2020 national agency agendas influenced by Pereira Value: target reached with Ministerio de Vivienda, Ciudad y Territorio: La Alcaldía municipal de Pereira, ha estado trabajando en coordinación con el Ministerio de Vivienda, Ciudad y Territorio para diseñar, e implementar el acceso al Fondo de Incentivo a la Tasa de Aprovechamiento (IAT), permitiendo de esta manera estructurar los protocolos, reglas y requerimientos básicos que permita a las organizaciones de Recicladores de oficio acceder a recursos para el mejoramiento de las condiciones y prestación del servicio. Es importante resaltar que todas las actividades han contado con el apoyo de VNG-DEALS y que esto ha facilitado un mayor impacto, alcance y rapidez en el desarrollo del Fondo.

2021 multi-stakeholder deal circular economy renewed01-03-2022: The municipality and CEMPRE signed a cooperation agreement for third year in a row. The local government work in a collaborative manner with the Superintendence of Public Services, the Ministry of Housing, Asocapitales and other municipalities (Medellin, Villavicencio).

Consolidate the 2020/2021 result10-08-2022: Target accomplished. The municipality continue to work with key stakeholders at the local, regional and national level. By the end of the period the local government was defining the goals for a renewed cooperation agreement with CEMPRE (now the fourth year in a row). Also, there is a stronger collaboration with Asocapitales, and continuous communication with the Superintendence of Public Services and the Ministry of Housing. A collaboration commitment was signed by actors at all levels during Expoambiental looking for a better performance in sustainability aspects of the region.

<narrative>Nr. of by DEALS influenced regulations and policies that promote gender equality and the inclusion of the poor</narrative>Indicator now is impact indicator with the revision of the ToC end October 2019 (annual plan 2020)Pereira is in the process of formulating a public policy on gender equality for women (la “Política Pública de Equidad de Género para la Mujer”. In the area of informal waste pickers the Integral Solid Waste Management Plan (Plan de Gestión Integral de Residuos Sólidos (PGIRS)) and it's Inclusion programme are relevant. The programme is in process of updating. In the area of immitigable risk zones the Risk Control Department is reposponsible withthe Risk Control Policy (La DIGER (Dirección de Gestión del Riesgo).

Influenced regulations and policies (Gender, Waste, Risk Control)

<narrative>Nr. of informal social housing in pilot areas in high risk zones</narrative>Indicator was dropped with the revision of the ToC end october 2019 (annual plan 2020)In Pereira, 5256 houses are in immitigable risk zones (of 15281 houses in risk zones). Pereira POT presentation (2017). With an average of 5 people per household this gives over 25.000 people living in slums.

According to estimates of the Secretary of Housing of the municipality, the housing deficit is 9,700 units. The city in its development plan has incorporated the construction of 5 thousand homes until 2020. 5256 houses are in high risk zones (54% of total housing deficit), 54% of 5000 is 2709.06-03-2020: not measured during the monitoring

<narrative>Share of formal recyclers (waste pickers/workers)</narrative>Indicator now is impact indicator since revision of ToC end October 2019 (annual plan 2020) A recycler is considered in formality when fulfills these two criteria: - He/she belongs to an organisation that is transitioning towards formalisation (or succed at it) according to the Decree 596. - He/she is receiving payment for his/her services via tariff. Number (#) of formal recyclers / Total number (#) of recyclers (formal + informal)Informal waste pickers are covered by the Integral Solid Waste Mangement Plan (Plan de Gestión Integral de Residuos Sólidos -PGIRS) in the Exploitation and Inclusion programmes (both are being updated). Within the framework of el Decreto 596 (2016), a census of informal waste pickers was realised: 1124 waste pickers, of who 939 (83,5%) men, and 185 (16,5%) women. By July 2018, none of these was receiving payment via tariff. In the same revision, the municipality reports 800 recyclers associated in 10 different organisations (see other Indicator for details). Of these 800, only 103 belong to an organisation that comply with the criteria of the Decree 596 (see other Indicator), as follows: 1) FUNDAMBIENTE - 6; 2) ASORPEREIRA - 24; 3) EMAUS - 23; 4) INFINITY - 7; 5) PRECOOEMSOL - 33; 6) ECORISARALDA - 10.

06-03-2020: 12.3%

<narrative>Pereira: Responsive integrated institutional development of the municipal Pereira to the needs of informal solid waste workers</narrative><narrative>% of waste recyclers that express confidence (awareness, understanding, trust) in the responsiveness of the municipality on the formalisation policy.</narrative>

50% of the interviewed waste recyclers express confidence02-09-2022: During the 2022 monitoring, an error in the fomulae for calculating the indicador was detected. This was fixed for all the years of monitoring. The new formulae is as follows: # organizations of recyclers represented by interviewee that express confidence / # organizations of recyclers represented by interviewee * 100 The new measurement is based on a sample of interviews that represent 50% (4 out of 8) of the organizations that have formalizing recyclers. In terms of number of number recyclers these organizations have 68% of the total formalizing recyclers (150 out of 222). Para la evaluación del indicador se entrevistaron 4 organizaciones cuyos recicladores de oficio suman en total 150 personas, de acuerdo con los datos reportados en el proceso de actualización del censo. Este dato representa a los recicladores de oficio entrevistados y que son liderados por la persona que atendió la entrevista. Se divide por el total de recicladores que se encuentran en las organizaciones que se encuentran en proceso de formalización, que son en total 222 de acuerdo con lo reportado en el proceso de actualización del censo y que pertenecen en total a 7 organizaciones (220 recicladores de oficio) y dos recicladores de oficio que se encuentran afiliados a un prestador de servicio privado. Organizaciones entrevistadas 1. Emaus: 13 2. Infinity Recicle: 15 3. Asopuntoverde: 21 4. Redcicladores: 101 Organizaciones no entrevistadas 5. Fundambiente: 36 6. Entorno Limpio: 16 7. Asoemsol: 18 8. Vitaplanet: 2

<narrative># of recyclers organisations that received financial or material support from the municipal budget</narrative>La Alcaldía municipal ha priorizado inversión para las organizaciones que hacen parte del proceso de formalización a través de convenios, participación en campañas, inversión directa y procesos de fortalecimiento de capacidades. Estas organizaciones y los recicladores reportados son los que se cuantifican en el indicador. # recicladores que han recibido apoyo de la Alcaldía Municipal.

unknown30-03-2021: Los 230 recicladores de oficio pertenecen a un total de 7 organizaciones y se suman 26 recicladores de oficio recicladores de oficio que trabajan con el Centro Comercial Arboleda y los que se reconocen en la actualidad como Asoemsol, pero que se encuentran en proceso de integrarse a la organización denominada Alianza inclusiva para el aprovechamiento* que tambien recibieron beneficios. Los datos se toman de la actualización del censo que se está elaborando con la Alcaldía de Pereira y que ha contado con el apoyo de VNG DEALS, los datos además sirvieron como base para la inversión desarrollada durante la emergencia sanitaria. Listado desagregado por organización 1. Emaus: 13 2. Infinity Recicle: 15 3. Asopuntoverde: 21 4. Redcicladores: 101 5. Fundambiente: 36 6. Entorno Limpio: 16 7. Asoemsol: 18 8. Vitaplanet: 2 9. Centro Comercial Arboleda: 8 *Organización que se está formando a parti de la unión de Infinity Recicle, EMAUS y los integrantes de Asoemsol.

15-08-2022: The same vale from 2021 is taken considering the investment plan for 2022. Due to the congress and presidential elections in 2022, the municipality was not allowed to make any investment from January 29 until June 19 following a "national warranty law" that seeks to prevent corruption during election time.

<narrative>% involved municipal staff and politicians that indicate urgency to the formalisation policy because it believes it contributes to their objectives</narrative>Los funcionarios publicos de las diferentes dependencias identifican en los procesos de formalización la posibilidad de apoyar y acceder a población vulnerable que es prioridad para el cumplimiento de las leyes nacionales y que a su vez permiten avanzar en los programas de Gobierno. Se calcula a partir de los funcionarios que han sido entrevistados y que tienen en sus funciones a cargo los temas de residuos solidos. # total entrevistados que priorizan actividades asociadas a la formalización / total de entrevistados \*100

30-03-2021: En total se entrevistaron 3 funcionarios de la alcaldía municipal que expresan la urgencia, necesidad e importancia del proceso de formalización y de la actualización e implementación del PGIRS como una meta importante para el cumplimiento de los mandatos del Gobierno Nacional y el apoyo adecuado a las población de recicladores de oficio. Se calculo el indicador teniendo en cuenta 3 funcionarios entrevistados que representan a 3 dependencias, dos de ellas de manera directa y una por delegación del tema y de las metas especificas (Alcalde delega la función en la Secretaría de Desarrollo Rural y Gestión Ambiental), las dependencias son las encargadas de cumplir con las actividades encaminadas a cumplir con el proceso de formalización.

01-03-2022: 2 public servants from the municipality and Empresa de Aseo were interviewed.

10-08-2022: Based on responses from staff at the managerial level from the Mayor's office and the Waste Company (Empresa de Aseo).

<narrative>Increased effectiveness of procedures interinstitutional cooperation</narrative>Los procedimientos internos de la Alcaldía municipal asociados a las actividades encaminadas al proceso de formalización mejoran la temporalidad en la que se da inicio, e incrementan el tiempo en la ejecución.2019 procedures are met 21.03% Tiempo ejecución anual Convenio CEMPRE (Inicio 16 de octubre de 2019, fin 31 de diciembre de 2019) 21.03% (Número de dias de ejecución/total dias del año)

2020 acceptable time between start/end of joint actions

2021 procedures are effective

Consolidate 2021 results

<narrative>Sèmè-Podji: Make cities and human settlements inclusive, safe, resilient and sustainable (SDG 11)</narrative><narrative>Global impact - Sèmè-Podji has increased the income allocated to sustainable development as a % of its annual budget (SDG 11.3).</narrative><narrative>Sèmè-Podji: Enhanced living conditions for urban poor in Sèmè-Podji</narrative>Located between Benin’s two capitals (political and ecnomical), Cotonou and Porto Novo, Sèmè Podji is a municipality facing rapid and unplanned urbanisation. Geographically, Sèmè Podji is surrounded by water, and is affected on regular basis by the impact of water: recurring flooding and erosion. As such, the municipality faces severe land scarcity, both for living and for agriculture. Within this context the municipality is facing a challenge with waste which is being dumped ilegally and on fragile locations (such as canals, etc.). This in turn blocks the circulation and evacuation of water out of the city. The remaining water causes and reinforces more problems such as the scarcity of land and the spreading of epidemics. Also, waste is sometimes even seen as a solution to the scarcity of land because it can be used as a base for construction. Therefore, an accesible, inclusive and sustainable waste management system is needed taking into account the multitude of stakeholders and the complexity of the problem. The project assumes that if the capacity of Sèmè Podji municipality for integrated, multi-stakeholder and inclusive governance approaches to face the challenge of waste management is improved then environmental management in Sèmè Podji will become more sustainable and inclusive because 1) municipal officials and politicians will feel empowered to coordinate and responsabilise a multitude of stakeholders to lead development on its territory, 2) participatory approaches to engage all stakeholders lead to appropriate solutions for waste management to concrete problems of urban residents, 3) visible efforts and a leadership role of the municipality result in more cooperative attitudes and increased commitment to a cleaner and healthier living environment.<narrative>Specific impact - % of (poor) SP residents who are increasingly satisfied with municipal services and efforts to improve their living conditions (waste, health, inclusion and urban planning)</narrative>· **FR: % de résidents (pauvres) de SP qui sont de plus en plus satisfaits avec les services municipaux et les efforts pour améliorer leurs conditions de vie (des déchets, la santé, l’inclusion et la planification urbaine)** HowmanySP residents are satisfied with municipal services and efforts to improve their living conditions (waste, health, inclusion and urban planning)?Target 2022: extra 10%

20-12-2022: Within this proportion of satisfied residents, women represent 37.25% while men represent 38.24%. In the proportion of unsatisfied residents we observe that women reach 12.75% against 11.76% of men.

<narrative>Specific impact - % of SP residents who are increasingly aware of waste practices and waste-related health risks</narrative>Target 2022: extra 5%

20-12-2022: Within the 95.10% of satisfied residents, there is a slight disparity. In fact, 48.04% of women and 47.06% of men are satisfied. As for the proportion of residents unaware of waste practices and health risks, we observe a proportion of 1.96% of women and 2.94% of men.

<narrative>Specific impact - number of regulations and policies implemented that promote inclusive environmental management (sanctions, investment, etc.)</narrative>Target 2022: 2

20-12-2022: 2 acts of regulations or policies instituted: decree on the monthly salubrity and the decree forbidding to throw garbage in the streets or public places.

<narrative>Sèmè-Podji: Increased awareness at the municipal level of sustainable and inclusive waste management, practices and (health) risks</narrative><narrative>% of residents from Agblangandan that are increasingly aware of sustainable practices of waste and health risks related to waste</narrative>The baseline value of people aware is quite high because Agblangandan has been a target location for sensitization for a longer period now.

02-03-2020: Amount of memberships vary from month to month and the SMEs cannot provide reliable data.

20-12-2022: This proportion of conscious residents is made up of 51.16% women and 48.84% men.

<narrative>Sèmè-Podji: Participatory waste related policies and regulations formulated</narrative><narrative>Nr. of (DEALS) related policies and regulations adopted following a participatory procedure</narrative>

09-12-2022: * By-law prohibiting the throwing of garbage in the streets * Communal by-law instituting monthly sanitation In addition to the two by-laws, it should be noted that recently; in February 2022, a law was passed on public hygiene. But this regulation does not emanate from the commune.

<narrative>Sèmè-Podji: Implementation of the different policies and steps of the waste-management chain</narrative><narrative>Nr. SP staff and politicians increased awareness of sustainable and inclusive waste management, practices and (health) risks</narrative>

09-12-2022: * Finally, every opportunity for discussion, information or other (whether it is a focal team session, a communal session, a meeting with SMEs, an exchange with the SGDS or the Ministry, workshops, etc.), on this subject is taken into account for this indicator * The Mayor and the 3 CA members of the focal team are regularly informed about these issues (through meetings with the mayors, focal team meetings, DEALS project activities). * The other elected officials are sometimes informed when topics related to waste management are raised during communal sessions.

<narrative>Sèmè-Podji: Pilot project on waste management in Agblangandan</narrative><narrative>Nr. of Illegal dump sites in Sèmè-Podji</narrative>

09-12-2022: As part of its activities, the SGDS (with the pre-collection SMEs in operation), destroyed some illegal dumpsites.

<narrative>Sèmè-Podji: Multi-stakeholder cooperation deal</narrative><narrative>Number of multi-stakeholder collaborative initiatives supporting waste management and environmental services to citizens to improve living conditions (outside the project)</narrative>

09-12-2022: Clean city contest (organized by the city council and the state) Zero Waste Week Monthly cleanliness

<narrative>Sèmè-Podji: Pilot project on waste management in Agblangandan</narrative><narrative>Nr. of Illegal dump sites in Agblagandan</narrative>This indicator was dropped with the revision of the ToC in October 2019 (but part of the M&E overhauled system)

Diminish the amount of illegal dumps while also ensuring no new appearances

09-12-2022: Note that the dumps considered here are the large dumps that littered the streets. In addition to DEALS interventions, this result is also induced by the efforts of the SGDS.

<narrative>Sèmè-Podji: Coordination of strategies, plans, budget activities by a City Focal Team</narrative><narrative>Number of citizens targeted by a number of awareness campaigns on waste management and environmental sustainability initiated by the municipality</narrative>

09-12-2022: Clean City Contest Periodic rebroadcast of radio programs produced during Zero Waste Week

<narrative>Sèmè-Podji: Coordination of strategies, plans, budget activities by a City Focal Team</narrative><narrative>Nb of (DEALS related) interdepartmental meetings and initiatives</narrative>

09-12-2022: Statutory and non-statutory meetings of the focal team Meetings with the town hall and the SMEs

<narrative>Sèmè-Podji: Coordination of strategies, plans, budget activities by a City Focal Team</narrative><narrative>Number of DEALS activities, initiatives and products prepared by actors from several departments within the municipality</narrative>

<narrative>Sèmè-Podji: Multi-stakeholder cooperation deal</narrative><narrative>Number of meetings and initiatives involving ANE partners for multi-stakeholder consultation and collaboration organized/coordinated by the SP municipality (linked to DEALS themes)</narrative>

09-12-2022: Information has not changed from the end of December 2021. Besides DEALS interventions from previous years, 2 encounters. This is due to the restrictions of extended meetings due to COVID 19.

NL-KVK-27195046-11372

VNG International

<narrative>Making the Nexus Work</narrative>Empowering Refugee Hosting Districts in UgandaThe aim of this programme is to strengthen the resilience of local governments, in dealing with the huge impact of the influx of refugees within their area, thereby improving the living conditions of both the host communities as well as the South Sudanese refugees. Over the last year, Uganda saw a huge influx of refugees escaping conflict and famine, doubling Uganda’s refugee population to an estimated 1.25 million refugees. The response to the refugee influx (being refugee management and protection) is largely the responsibility of the central government, while Uganda otherwise deploys a decentralised political structure. When aiming for durable solutions, all stakeholders acknowledge there is a key role for District Local Governments to play, while in practice there is a gap between short term emergency response interventions and long term development solutions.Nexus aims to increase the social cohesion between host communities and refugees; to increase sustainable public service delivery (waste and food security sector) and enhance investments; and increase economic resilience (circular economy and agriculture) in host districts.

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG InternationalASSALA

Anne-Marie Tosserams

Project Manager

anne-marie.tosserams@vng.nlhttp://www.vng-international.nl/

VNG International, P.O. Box 30435, 2500 GK The Hague, The Netherlands

2.878003 32.718138

998495.00

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Regufee Hosting Districts in Uganda </narrative>

<narrative>Assessment of Persons with Disabilities in Koboko Municipal Council</narrative>

<narrative>Facilitating sustainable solid waste management in Uganda</narrative>

<narrative>Existence of Self- Settled Refugees Survey Report</narrative>

<narrative>Strengthening Local Government response through community structures</narrative>

<narrative>Ignored as Aliens by Government..</narrative>

<narrative>LGs in dilemma as their hands are tied to meet enormous refugee needs</narrative>

<narrative>Cultural adaptation - Working towards Social Cohesion </narrative>

<narrative>Koboko Marathon “Run for Health”</narrative>

<narrative>The dilemma of the Local Council I structure within the refugee hosting district</narrative>

<narrative>Tractor collecting waste in Yumbe town council</narrative>

<narrative>Border South-Sudan & Uganda | Kaya & Kobok</narrative>

<narrative>School class in Koboko DLG</narrative>

<narrative>$1 to get from the refugee camp to my city</narrative>

<narrative>Inception Report</narrative>

<narrative>Refugee Hosting District Local Governments Meeting- Challenges and Opportunities</narrative>

<narrative>Contributing to the humanitarian aid- development nexus and therewith improving the quality of life of host communities and refugees</narrative><narrative>Increase (%) of humanitarian and development aid actors that agree with the statement: "District local governments are sustainable humanitarian and development partners in service delivery and for investments"</narrative>

<narrative>Increased sustainable social cohesion between host communities and refugees (legitimacy and inclusion)</narrative><narrative>Increase (%) of host community citizens and refugees agree with the statement: “Host communities and refugees are treated equally by district local governments, humanitarian aid and development partners”</narrative>

<narrative>Increased sustainable public service delivery (waste and food security sector) and investments</narrative><narrative>Increase (%) of host community citizens and refugees that agree with the statement: "The district local government does more to improve on waste management/ food security service delivery in comparison to last year"</narrative>

<narrative>Increased economic resilience (circular economy and agriculture) in host districts</narrative><narrative>Increase (%) of host community citizens and refugees that agree with the statement "District local governments do more to promote circular economy and agricultural business in comparison to last year"</narrative>

NL-KVK-27195046-IDEAL.RW

VNG International

<narrative>Rwanda Programme</narrative>Inclusive Decisions At Local Level (IDEAL)IDEAL Rwanda works with Rwanda’s Secondary City Districts. It aims to support these districts in dealing effectively with the challenges brought by rapid urbanisation in an inclusive way, responding to the needs of citizens. The Rwanda Association of Local Government Authorities is an important partner in implementing the project, disseminating lessons learned and lobby and advocacy. Over the past 20 years, reforms in Rwanda aimed at improving the livelihoods of its population while ensuring peace and security. Challenges of job creation, providing opportunities, social protection for all and inequalities in economic participation remain. Furthermore, development is impeded by high population density, constrained private sector development, gaps in the regulatory framework and limited coordination capacity and service delivery at different administrative levels. Building on the LGCP Rwanda project, VNG International aims to continue its support to local governments in the 'secondary city' districts which are to play a key role in enabling employment generation and managing fast urban growth in their districts. IDEAL Rwanda aims to continue its support to these districts towards inclusive socio-economic development and service delivery to citizens with focus on women’s equal access and full participation in decision making. The Dutch city of Eindhoven, and its model Brainport of working together with knowledge instutions and the private sector, will act as a partner for the support to the targeted districts in terms of technical assistance and international exchange. Lessons learned will be disseminated through RALGA and support will be given to RALGA to feed these into lobby and advocacy activities. Lastly, RALGA will play an active role in making local government policies and services more gender sensitive. The IDEAL Rwanda programme will work towards achieving the following outputs: * Output 1.1: Secondary city district technical and political staff’s capacities to develop, implement and monitor pro-poor urban development plans are developed. * Output 1.2: Secondary city district technical and political staff’s capacities to develop and implement responsive LED policies that advance the distinct economic ambitions of the district are strengthened. * Output 1.3: Secondary city district technical and political staff’s capacities to develop and implement sound local social welfare strategies are improved. * Output 2.1: Rwanda’s Secondary City Districts have mechanisms in place to exchange with local private sector institutions, local education institutions and other local stakeholders on local development. * Output 2.2: Through local mechanisms, Rwanda’s Secondary City Districts consult local private sector institutions, local education institutions and other local stakeholders to shape policies on local development. * Output 2.3: Influential women and men from different levels of the secondary city districts’ institutions are strengthened to enable them to serve as local role models and agents of change within local decision-making processes. * Output 3.1: RALGA’s capacities to implement, monitor and regularly update its advocacy strategy and conduct an evidence-based lobby towards the central government and the international community are improved. * Output 3.2: RALGA’s capacities to mainstream gender in their own policies and services and those of its members and to facilitate women’s equal access to and full participation in decision making are improved.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Rwanda programme are: * Outcome 1: Secondary City Districts in Rwanda are more effective and responsive in managing the urbanisation. * Outcome 2: Local decision-making processes of Rwandan secondary city districts on urbanisation are more inclusive and participatory. * Outcome 3: RALGA represents all local governments in Rwanda and lobbies and advocates on behalf of them to make national frameworks more responsive to the needs of its members. This programme targets the Secondary City Districts of Muhanga, Huye, Rusizi, Rubavu, Musanze and Nyagatare. In addition, it supports the Rwanda Association of Local Government Authorities in lobby and advocacy and mainstreaming gender.

VNG International

Akvo Foundation

VNG International

Daan Stelder

Project Manager

Daan.Stelder@VNG.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

-1.679158 29.261134-2.080447 29.759976-2.60775 29.736813-2.475678 28.917927-1.289737 30.334902-1.503462 29.632531

306856.00

425060.00

456204.00

333024.00

449724.00

301145.00

VNG International

301145.00

VNG International

283781.00

VNG International

283781.00

VNG International

450311.00

VNG International

450311.00

VNG International

<narrative>Project photo</narrative>

<narrative>Closing Conference in Rwanda after 20 years of collaboration between VNG and RALGA</narrative>

<narrative>Where to from here? : Rubavu, Rheden and Langerberg Partnership</narrative>

<narrative>Concluding the Transformative Agents of Change programme</narrative>

<narrative>Online facilitation and learning workshop</narrative>

<narrative>Training on Social Protection</narrative>

<narrative>Mainstreaming gender equality</narrative>

<narrative>Umujyi Wanje - Rubavu</narrative>

<narrative>Umujyi Wanje Campaign - Huye</narrative>

<narrative>Engaging with private sector and higher learning institutions</narrative>

<narrative>Field inspection of sub-divided areas</narrative>

<narrative>Attention for COVID-19 in Rheden-Rubavu exchange</narrative>

<narrative>Streamlining RALGA's Advocacy and Lobby function</narrative>

<narrative>Video update: what does IDEAL do in Rwanda?</narrative>

<narrative>Site visit Mulindi and NAEB</narrative>

<narrative>Developing rural-urban agribusiness value chains</narrative>

<narrative>Session on municipal governance & financing models</narrative>

<narrative>Training on Urban Upgrading for Rwandan urban district staff</narrative>

<narrative>Consultation Meeting August 2019</narrative>

<narrative>Study Visit to the Netherlands</narrative>

<narrative>Continued partnership: Rubavu, Rheden and Langeberg</narrative>

<narrative>Working on inclusive affordable housing</narrative>

<narrative>MoU signed between Rheden, Langeberg municipality and Rubavu District</narrative>

<narrative>Umuyji Wanje Campaign (My City Campaign) - Rusizi</narrative>

<narrative>Umuyji Wanje Campaign - Huye District</narrative>

<narrative>Umuyji Wanje Campaign (My City Campaign) - Muhanga Site visit</narrative>

<narrative>Umuyji Wanje Campaign (My City Campaign)</narrative>

<narrative>Training Councillors on Consultation</narrative>

<narrative>Consulting with stakeholders</narrative>

<narrative>Building a partnership: Rubavu - Rheden</narrative>

<narrative>Benchmarking service delivery in urban planning</narrative>

<narrative>Implementing the Rwandan Urban Building and Construction codes</narrative>

<narrative>Inteko z'abaturage</narrative>

<narrative>Eindhoven visits 3 secondary cities</narrative>

<narrative>Secondary cities - Peer learning visit</narrative>

<narrative>Q3 2017: Implementation and consultation for IDEAL Rwanda</narrative>

<narrative>Q2 2017: Baseline study for IDEAL completed in Rwanda’s secondary city districts</narrative>

<narrative>Bringing the Rwandan mountain gorillas closer to the Hoge Veluwe</narrative>

<narrative>Q1 2017: Kick-starting IDEAL Rwanda</narrative>

<narrative>The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. </narrative>The contract between local governments and citizens is the mechanism by which everyone in a political community, either explicitly or tacitly, consents to state authority, thereby limiting some of her freedoms, in exchange for the state’s protection of their universal human rights and security and for the adequate provision of public goods and services.<narrative>Aggregated quality of the social contract index</narrative>The program impact is measured by the social contract index, which combines the three level II outcome indices: output legitimacy index, input legitimacy index and enabling environment index. The social contract index is scored on a range of 0 (very poor) to 100 (very good).

<narrative>Service delivery by local governments in key policy areas is more responsive and effective (Output legitimacy).</narrative>Output legitimacy is the part of the institution’s legitimacy that is constructed as a result of their perceived and observable achievements. By responsiveness we understand the capacity to address (identifiable) needs/demands by citizens and respond to existing (measurable) challenges in a community. By effectiveness we understand the degree to which policy objectives are achieved and the extent to which targeted problems are solved through concrete interventions of the local governments. <narrative>Output legitimacy index</narrative>The output legitimacy index combines the four indexes under Outcome 1 measuring responsiveness and effectiveness through perception and objective indicators. The index is scored on a range of 0 (very poor) to 100 (very good).

<narrative>Responsiveness (perception) index</narrative>This index is made up of 4 indicators measured through a citizen survey: 1. The local government does enough to address top challenges in the community in the policy area 2. The local political leaders understand the needs of the local community in the policy area 3. The policies of the local government address the most urgent needs of women | youth in the policy area 4. Citizens can identify one action of the local government to answer their needs in the policy area The responsiveness (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these four indicators, for the specific policy area selected in each country programme.

<narrative>Responsiveness (objective) Index</narrative>This index is made up of 2 indicators measured through focus group discussions with local government representatives and stakeholders: 1. Policies clearly target citizens' concerns (match with citizens answers to answer 1 on key priorities in policy area during analysis) 2. The local government addresses the needs of various groups in the community related to service delivery in the policy area. The Responsiveness (objective) index shows the average score attributed by an analyst across these two indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

<narrative>Effectiveness (perception) Index</narrative>This index is made up of 4 indicators measured through a citizen survey: 1. The local government has competent people to implement its strategy in the policy area. 2. The local government improves women's | young people’s lives in the policy area. 3. The local government is taking action to tackle factors which hinder its performance in the policy area. 4. Citizens are satisfied with the services related to policy area The effectiveness (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these four indicators, for the specific policy area selected in each country programme.

<narrative>Effectiveness (Objective) Index</narrative>This index is made up of 2 indicators measured through focus group discussions with local government representatives and stakeholders: 1. The services delivered by the local government solve the key issues in the policy area. 2. Roles of actors involved in policy implementation (incl. Services) are clearly defined in the policy area. The effectiveness (objective) index shows the average score attributed by an analyst across these two indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

<narrative>Decision-making processes at the local level in key policy areas are more inclusive and participatory (Input legitimacy).</narrative>Input legitimacy is the part of the institutions’ legitimacy, which is based on their capacity to both accommodate the active participation of citizens’ throughout the decision-making process (participation) and to ensure adequate representation of all interests in society at various levels of governance in a fair and equal manner (inclusiveness).<narrative>Input legitimacy index</narrative>The input legitimacy index combines the four indexes under Outcome 2 measuring participation and inclusiveness through perception and objective indicators. The index is scored on a range of 0 (very poor) to 100 (very good).

<narrative>Participation (Perception) Index</narrative>This index is made up of 4 indicators measured through a citizen survey: 1. The local government gets the inputs of citizens when making decisions on policies related to policy area 2. Every group (young, women, sick, elderly, religion, ethnicity) in the society participates in decision making processes related to policy area 3. Citizens know how they can participate in decisions of the local governments (in policy area) 4. Citizens feel their opinion is important to the local government (in policy area) The participation (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these four indicators, for the specific policy area selected in each country programme.

<narrative>Participation (Objective) Index</narrative>This index is made up of 3 indicators measured through focus group discussions with local government representatives and stakeholders: 1. Citizens are involved in participatory activities organised by the local government as inputs for policy making in the policy area 2. The participatory activities organised for the policy making process by the local government in the policy area are timely and regular 3. Information generated at the local government in the policy area is shared regularly with citizens The participation (objective) index shows the average score attributed by an analyst across these three indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

<narrative>Inclusiveness (Perception) Index</narrative>This index is made up of 4 indicators measured through a citizen survey: 1. The local government involves relevant people/groups/institutions/organisations in decisions for the policy area 2. Citizens feel they can disagree on topics related to policy area with the leaders or other individuals in public 3. The local government treats the views and opinions of different groups equally on the policy area 4. Women (citizens) take active part in the decision making process on policy area | Youth (citizens) take active part in the decision making process on policy area The Inclusivity (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these five indicators, for the specific policy area selected in each country programme.

<narrative>Inclusiveness (Objective) Index</narrative>This index is made up of 3 indicators measured through focus group discussions with local government representatives and stakeholders: 1. The local government policies in the policy area are informed by stakeholders 2. There is transparency in the selection of stakeholders in participatory mechanisms in the policy area 3. The local government decisions in the policy area reflects women’s | youth needs The Inclusivity (objective) index shows the average score attributed by an analyst across these three indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

<narrative>The policy and institutional environments of local governments has improved (Enabling Environment). </narrative>Enabling environment is a set of interrelated conditions that impact on the capacity of local governments to engage in development processes in a sustained and effective manner. By policy environment we refer to the set of legal, administrative and procedural frameworks that affect the capacity of the local governments to drive development process and change. By institutional environment we refer to the set of inter-institutional relations that determine the capacities of the local governments to carry out their functions. <narrative>Enabling environment index</narrative>The enabling environment index combines the four indexes under Outcome 3 measuring the policy and institutional environment of local governments through perception and objective indicators. The index is scored on a range of 0 (very poor) to 100 (very good).

<narrative>Policy Environment (perception) Index</narrative>This index is made up of 4 indicators measured through a survey with political actors and LG stakeholders: 1. The legal framework outlining the roles and responsibilities of the local government is clear for the policy area 2. The national policy making procedures for policy area allows participation of the local government and relevant stakeholders 3. The local government needs are reflected in national policy documents related to policy area 4. Women’s needs are integrated in the national policies in policy area | Youth’s needs are integrated in the national policies in policy area. The policy environment (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these four indicators, for the specific policy area selected in each country programme.

<narrative>Policy Environment (objective) Index</narrative>This index is made up of 3 indicators measured through focus group discussions with local government representatives and stakeholders: 1. Key documents relevant for service delivery in the policy area are published and circulated among stakeholders 2. Legislation and policies are informed by national or international good practices in the policy area 3. The advocacy of the local government association (or the LG) is reflected in national policy initiatives in the policy area The Policy Environment (objective) index shows the average score attributed by an analyst across these three indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

<narrative>Institutional Environment (perception) Index</narrative>This index is made up of 4 indicators measured through a survey with political actors and LG stakeholders. 1. The local government association participates in multi-stakeholders activities relevant to policy area 2. There is good coordination between stakeholders when it comes to improving the quality of service delivery in policy area 3. The local government is aware of the role of the local government association and the services it provides related to the policy area. 4. The local government association provides high quality services to its members in policy area. The Institutional Environment (perception) index shows the average percentage of respondents who answered ‘Strongly agree’, ‘Agree’, or ‘Yes' across these four indicators, for the specific policy area selected in each country programme.

<narrative>Institutional Environment (objective) Index</narrative>This index is made up of 3 indicators measured through focus group discussions with local government representatives and stakeholders: 1. Policy coordination mechanisms between stakeholders in the policy area are regularly implemented 2. The LG remunerates the local government association for its services in the policy area 3. The local government association provides support to LGs to provide gender sensitive policies and related services in the policy area The Institutional Environment (objective) index shows the average score attributed by an analyst across these three indicators on a scale from 0 to 100, based on whether these elements are embedded and sustainable (75-100%), existent and positive but with room for improvement (50-75%), existent but insufficient (25-50%), or inexistent, very poor, with a negative impact (0-25%).

NL-KVK-27195046-IDEAL.PS

VNG International

<narrative>Palestinian Territories Programme</narrative>Inclusive Decisions At Local Level (IDEAL)The focus of the IDEAL Palestinian Territories programme is to strengthen the capacities of municipalities and key supporting organizations to foster inclusive local economic development. Key supporting organizations are the Ministry of Local Governance, the Municipal Development and Lending Fund, and the Association of Palestinian Local Authorities. The IDEAL Programme in The Palestinian Territories builds the experiences and results of the Local Government Capacity Programme (LGCP, VNG International 2012-2016). VNG International has operated in The Palestinian Territories ever since the Oslo Accords of 1993. SInce then we have build an extensive track record on local initiatives to build peace, strengthen communities and foster economic growth. The IDEAL Palestinian Territories Programme will work towards achieving the following outputs: * Output 1.1 The institutional, staff and elected officials’ capabilities and knowledge within municipalities to create better conditions for economic growth and employment generation that benefits the community as a whole is improved. * Output 1.2 The implementation capacity of municipalities regarding initiatives to create better conditions for economic growth and employment generation that benefits the community as a whole is improved. * Output 1.3 The capabilities of municipal organizations (elected officials and staff) to create better conditions for employment opportunities for women is improved. * Output 2.1 Palestinian local governments, through LED Councils, involve local stakeholders in the policy-making process in the area of LED. * Output 2.2 The gender gap in the LED policy formulating process is reduced. * Output 3.1 APLA has made concrete efforts to lobby and advocate common interests in the field of LED vis-à-vis the national government. * Output 3.2 The capabilities of staff and leaders of the MDLF to support and serve the development of local governments in the area of LED is increased. * Output 3.3 The capabilities of staff and leaders of Palestinian Authority central government organisations to improve the policy and legal environment for local governments in the area of LED is increased and their attention to the LED policy area is maintained.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Palestinian Territories programme are: * Outcome 1: Palestinian municipalities, through LED, create better conditions for economic growth and generate more employment opportunities. * Outcome 2: Decision-making processes at the municipal level in the area of local economic development are more inclusive and participatory. * Outcome 3: The enabling environment of local governments to improve their LED services has been improved.The final selection of local governments will be made during the inception phase.

VNG International

Akvo Foundation

VNG International

Jarik Stollenga

Project Manager

jarik.stollenga@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

31.903764 35.203418

417203.00

637278.00

887073.00

542500.00

240864.00

309952.00

VNG International

309952.00

VNG International

429357.00

VNG International

429357.00

VNG International

532317.00

VNG International

532317.00

VNG International

<narrative>Project photo</narrative>

<narrative>Finance Scouting Webinar</narrative>

<narrative>There is always an opportunity with crisis</narrative>

<narrative>It Takes a Community to Build an Inclusive Economy</narrative>

<narrative>Video update: what does IDEAL do in Palestinian Territories?</narrative>

<narrative>Local Economic Development Units on the West Bank</narrative>

<narrative>Inspirational Lessons from the City of Peace and Melody</narrative>

<narrative>Palestinian municipalities take lead in fight against unemployment</narrative>

<narrative>Supporting the Palestinian New Town of Rawabi</narrative>

<narrative>Q2 2017: IDEAL baseline assesses social contract in the Palestinian Territories</narrative>

<narrative>Q1 2017: Palestine prioritizes LED as new IDEAL programme starts</narrative>

NL-KVK-27195046-IDEAL.BI

VNG International

<narrative>Burundi Programme</narrative>Inclusive Decisions At Local level (IDEAL)The Burundi country programme aims to enhance human security at local level and the legitimacy of local governments in Burundi and to strengthen social cohesion within communities. Given the current context it is difficult to judge how the political and security situation in Burundi will develop in the short and middle long term. However, VNG International intends to continue its support to ABELO, the local governments and their communities as we judge it crucial that, especially now, initiatives to support inclusive dialogue at various levels continue in order to build towards a peaceful solution of the current crisis and a more prosperous future for the young population of the country. Investing in more inclusive, transparent and accountable local governments may prove a positive catalyst for reinforcing the democratic dialogue, addressing drivers of fragility at local level and ultimately the restauration of the social contract between population and local government institutions. Building on the LGCP, the Restoring the Contract programme (in the framework of reconstruction tender phase I) and ABELO’s expertise and network, VNG International aims to support a eight pilot communes and its communities in terms of conflict prevention and participatory, transparent, inclusive and conflict-sensitive local decision making and budgeting processes. ABELO, as a representative body of all 119 Burundian communes, will be supported in to lobby and advocate on behalf of its members for a more secure and resilient policy and institutional environment at local level. Central in our approach will be women’s and youth’s equal access to and full participation in decision making and power structures at the local level and more gender sensitive local government policies and services.The IDEAL Burundi programme will work towards achieving the following outputs: * Output 1.1 In (pilot) municipalities, functional dialogue, coordination and monitoring structures for local human security are in place. * Output 1.2 The capabilities of (pilot) municipalities and their local human security committees to coordinate and monitor dialogue-based human security platforms open to the population are increased. * Output 1.3 The capabilities of (pilot) municipalities and their local human security committees to be responsive to gender-specific human security needs are increased. * Output 2.1 The capabilities of (pilot) municipalities and their local human security committees to plan and budget on human security in an inclusive, transparent and conflict-sensitive manner are increased. * Output 2.2 The capabilities of (pilot) municipalities and their local human security committees to facilitate women’s and youth’s equal access to and full participation in the decision making on human security are improved. * Output 2.3 The capabilities of civil society, in particular women and youth organisations, in (pilot) municipalities to effectively participate in local decision making processes on human security are improved. * Output 3.1 The capabilities of ABELO and its women network RFEL to develop, implement, monitor and regularly update its advocacy strategy in relation to human security and conduct an evidence-based lobby towards the central government and the international community. * Output 3.2 The capabilities of ABELO and its women network RFEL to deliver services to all its members on human security are improved. * Output 3.3 The capabilities of ABELO and its women network RFEL to mainstream gender in their own policies and services are improved.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Burundi programme are: * Outcome 1: Coordination and monitoring at municipal level on human security is more responsive (in particular to the needs of women and youth), effective and conflict sensitive. * Outcome 2: Decision-making, planning and budgeting processes at the municipal level in the area of human security are more inclusive, participatory and conflict-sensitive. * Outcome 3: ABELO’s services to municipalities and lobby and advocacy efforts contribute to improving the policy and institutional environments for municipalities in Burundi, so that they can address Human Security issues more effectively. The programme will be initially implemented in eight pilot communes (Province of Bururi (6): Bururi, Matana, Mugamba, Rutovu, Songa, Vyanda; Province of Rutana (2) : Gitanga, Bukemba). In the last two years of the programme, lessons learned and training materials will be disseminated to all 119 communes in Burundi through ABELO.

VNG International

Akvo Foundation

VNG International

Bo Altena

Project Manager

bo.altena@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

VNG International

Volkert Doop

Project Manager

volkert.doop@vng.nl

Nassaulaan 12, 2514JS, The Hague, The Netherlands

-3.361378 29.359878

408675.00

600000.00

450000.00

341325.00

419759.00

VNG International

419759.00

VNG International

450216.00

VNG International

450216.00

VNG International

598989.00

VNG International

598989.00

VNG International

<narrative>Project photo</narrative>

<narrative>Women in decision-making: a dialogue between wife and husband</narrative>

<narrative>Publication: Strengthening Local Authorities in Burundi</narrative>

<narrative>Outcome Story: Resource mobilisation in the commune of Vyanda</narrative>

<narrative>Communal forums - peer-to-peer learning</narrative>

<narrative>National Recognition for Local Authorities</narrative>

<narrative>Participatory Budgeting improves citizen participation and fiscal citizenship</narrative>

<narrative>"It is up to female administrators to take the wheel" - Orange the World 2020</narrative>

<narrative>IDEAL Burundi after the 2020 elections: Best practices for 2021 and beyond</narrative>

<narrative>Best Practices of IDEAL spread across all 119 communes in Burundi!</narrative>

<narrative>Video update: Building Better Futures in Burundi</narrative>

<narrative>2019 Results: Introducing Community Score Cards in Local Governments</narrative>

<narrative>2019 Results: More Gender-Inclusive Local Development Plans approved!</narrative>

<narrative>Digital Trainings in times of COVID-19 - how can we continue our activities?</narrative>

<narrative>IDEAL programme supports COVID-19 response of the municipalities in Burundi</narrative>

<narrative>Video update: what does IDEAL do in Burundi?</narrative>

<narrative>"Orange the World": 16 Days of Activism Against Gender-Based Violence in Burundi</narrative>

<narrative>Including Women and Youth in Decision-Making through Communal Investments</narrative>

<narrative>Empowerment and Transformative Leadership training in Matana, Burundi</narrative>

<narrative>Financial Accountability in the Communes - Local Public Finance Training</narrative>

<narrative>Sharing experiences and best practices - Exchange Visit ARC-IDEAL in Burundi</narrative>

<narrative>Training on Inclusive Governance: Sustainable Development for All</narrative>

<narrative>Day of the municipalities: Innovative local planning, improving local governance</narrative>

<narrative>Sow a seed, and reap the fruits: Capacity building CLBG members</narrative>

<narrative>Inclusiveness and Citizen Participation - a challenge for human security</narrative>

<narrative>Extraordinary Advisory Council in Rutana</narrative>

<narrative>Refresher Course Transformative Leadership in Rutana</narrative>

<narrative>Sharing experiences within IDEAL, a valuable experience for IDEAL Burundi team</narrative>

<narrative>Inclusive Governance & Citizen Participation at the Centre of Municipal Planning</narrative>

<narrative>Training on Inclusive Governance and Citizen Participation</narrative>

<narrative>Second Advisory Council IDEAL Burundi in Matana</narrative>

<narrative>Leadership, decentralisation and communication training in Matana, Burundi</narrative>

<narrative>Q3 2017 Fruitful kick-off meeting IDEAL Burundi has led to new insights</narrative>

<narrative>Q2 2017 Baseline and Gender & Conflict Analysis in IDEAL Burundi pilot communes</narrative>

<narrative>Q1 2017: Building a solid base for IDEAL Burundi</narrative>

NL-KVK-27195046-IDEAL.UG

VNG International

<narrative>Uganda Programme</narrative>Inclusive Decisions At Local Level (IDEAL)The main focus of IDEAL Uganda is to strengthen the governance capacity of local governments and their respective associations to play its role in the delivery of territorial development services.Whilst the re-centralization trend in Uganda, it seems that decentralization has boiled down to a central transfer of functions and resources, which is managed in a top down manner, without active engagement or empowerment of the local government. As a result, while by law Ugandan local governments enjoy a large degree of autonomy, in practice, they are very dependent on the central government, hampering the local governments’ discretionary space. This impedes local governments from having a general mandate/ competence over functions of their own choice, in addition to specific competences related to delegated services and functions. Yet, to be active actors in development, local governments need autonomy to effectively reach out to communities and offer them the opportunity to get involved. The performance of local governments in Uganda is hampered by several challenges, among which A) the impact national politics has on local government, B) the inability to meet citizen demand for services as the tax base of local governments continues to erode, C) the corrosive impact of social conflict stemming mostly from poverty and exclusion, complicated by tribal and ethnic differences and D) the challenges of developing honest and effective leadership in local government. These challenges impact on the legitimacy of local governments, which in a large part is influenced by the following three dimensions A) the extent to which local governments have (autonomous) space to act and respond to local needs B) the extent to which planning and budgeting processes are inclusive and C) the processes and mechanisms available for downward accountability to local communities. When strengthened, UAAU and ULGA will have the capacity to respond to and mobilize their constituents and in their lobby and advocacy role in relation to the national government and development partners (and have a coordinated voice where possible), so as to ensure that local government structures are sustainably reinforced. In addition, when the local governments are strengthened they will be able to effectively address the drivers of conflict in a more conflict and gender sensitive way, by planning their actions in a more inclusive manner . The IDEAL Uganda programme will work towards achieving the following outputs: * Output 1.1 The capabilities of technical and political staff to deliver and monitor territorial development services, which are responsive to local needs are strengthened * Output 1.2 The capability of relevant departments within Ugandan local governments to provide effective territorial development policies services (in collaboration with external partners where needed) is enhanced * Output 1.3 The provision of effective, responsive and sustainable territorial development services, by the relevant departments is gender sensitive * Output 2.1 The capabilities of Ugandan local government councils to use their discretionary space, guide decision making and to champion local legitimacy is enhanced * Output 2.2 The capability of ULGA and UAAU to represent its members’ interests, to advocate for an improved regulatory framework and to stimulate the use of discretionary space by local governments is strengthened * Output 2.3 The capability of technical staff within Ugandan local governments to manage inclusive and transparent decision-making, planning and budgeting processes is enhanced * Output 3.1 LG councils and relevant departments are sensitized and strengthened on the inclusion of gender in their decision making (planning and budgeting) processes.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Uganda programme are: * Outcome 1: The delivery and monitoring of services aimed for territorial development by Ugandan Local Governments is more effective and responsive. * Outcome 2: Local decision-making, planning, budgeting, (financing and Own Source Revenue) processes for the purpose of territorial development by Ugandan Local Governments are more inclusive and participatory. * Outcome 3: ULGA and UAAU enhance the enabling environment for Ugandan local governments to enact their roles and to use the discretionary space in improving territorial development. The main focus of this programme is to strengthen the governance capacity of local governments and their respective associations. The final selection of local governments will be made during the inception phase.

VNG International

Akvo Foundation

VNG International

Anne-Marie Tosserams

Project Manager

Anne-Marie.Tosserams@VNG.NLhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

0.347596 32.58252

351906.00

400000.00

450000.00

348094.00

311728.00

VNG International

311728.00

VNG International

448825.00

VNG International

448825.00

VNG International

500146.00

VNG International

500146.00

VNG International

<narrative>Project photo</narrative>

<narrative>BENCHMARKING AND EXPERIENCE SHARING IN KOBOKO MUNICIPALITY</narrative>

<narrative>Security for local businesses and citizen’s safety</narrative>

<narrative>SUPPORTING LGs IN IMPLEMENTATION OF CES FOR COVID 19 IN UGANDA</narrative>

<narrative>Adapting Gender Action Plans to COVID-realities</narrative>

<narrative>ENHANCING CITIZENS INCLUSION AND PARTICIPATION</narrative>

<narrative>How do Ugandan and Dutch local governments tackle the COVID-19 crisis?</narrative>

<narrative>COVID-19 and GBV in Uganda: Adapting inclusive community-based approaches</narrative>

<narrative>Citizens and government collaborate to keep Koboko and Lira clean!</narrative>

<narrative>Training Grass-Root Leadership in Uganda: LCI&II Induction Trainings</narrative>

<narrative>Video update: what does IDEAL do in Uganda?</narrative>

<narrative>More transparent and effective local taxes training with Gemert-Bakel</narrative>

<narrative>Palm trees as far as the eye can reach</narrative>

<narrative>Own Source Revenue (OSR) Training in 3 Ugandan LGs by Gemert-Bakel Municipality</narrative>

<narrative>Local Economic Development Conference (LED)</narrative>

<narrative>Local Economic Development Conference - sharing international perspectives</narrative>

<narrative>Local Economic Development (LED) conference</narrative>

<narrative>RPM presents shares the context for the Mid-Term Review requirment</narrative>

<narrative>Conducting Mid-Term Review (MTR) - Discussion</narrative>

<narrative>Mid-Term Review (MTR) Training</narrative>

<narrative>The National Planning Authority is a major partner with VNG</narrative>

<narrative>Conducting Mid-Term Review (MTR)</narrative>

<narrative>Mid-Term Review (MTR) training</narrative>

<narrative>Training of LGs on Mid-Term, Review</narrative>

<narrative>A gender study was conducted in 2018 - it was analysed by the LGs</narrative>

<narrative>Financial Management Training by Gemert-Bakel</narrative>

<narrative>Waste Management in Koboko</narrative>

<narrative>Youth participation in Koboko MC</narrative>

<narrative>Public Participation in Koboko MC</narrative>

<narrative>Koboko and Veldhoven meet in Koboko</narrative>

<narrative>IDEAL focal persons Arua visit</narrative>

<narrative>IDEAL Uganda adds a new LG to the programme - Koboko Munipality</narrative>

<narrative>Quarterly focal persons meeting</narrative>

<narrative>Lira and Valkenswaard Municipalities discuss plans for 2018</narrative>

<narrative>Global UN Urban Forum meeting places Ugandan LGs at center of refugee management</narrative>

<narrative>Local Economic Development Training for Local Governments in Uganda</narrative>

<narrative>Public-Private Partnersip (PPP) in Kamuli Municipal Council</narrative>

<narrative>Q3 2017 Ten LGs participating in the IDEAL Uganda programme! </narrative>

<narrative>IDEAL Uganda Programme Launched </narrative>

<narrative>Q2 2017: Baseline study Uganda on social contract </narrative>

<narrative>Q1 2017: Dutch municipalities commit to continuing to support Ugandan LGs</narrative>

<narrative>Participation (Objective) Index</narrative>

NL-KVK-27195046-IDEAL.ML

VNG International

<narrative>Mali Programme</narrative>Inclusive Decisions At Local level (IDEAL)The IDEAL Mali programme focuses on effective and responsive public service delivery and inclusive decision-making processes at the local level by 5 Malian municipalities in regard to integrated water resource management.The Malian decentralisation process started in 1999 and the first wave of decentralisation in Mali is considered to have lasted until 2004 under the motto “décentralisation immédiate et intégrale”. In principle, a functioning decentralisation in Mali potentially could provide with an appropriate service delivery, collaborative management of public infrastructures and resources and with decision-making of proximity (local democracy), as well as accountability mechanisms (citizens’ control). More recently, decentralisation has been endorsed as a sustainable way out of the crisis in Mali (Algiers agreement, 2015), through which both the central government and the international community once more recognise the enormous potential of decentralised governance in Mali, in spite of the mixed results of the decentralisation after 16 years. Nevertheless, Malian municipalities still lack the financial and technical resources to deliver appropriate services to the population. The transfer of competencies and resources from central to local governments is lagging behind, as well as the latter’s performance in effectively delivering services and bringing good management and governance to the citizens. IDEAL Mali (2017-2021) will essentially be a capacity development programme aimed at supporting Malian municipalities in strengthening public service delivery to citizens, particularly in the area of integrated water resource management (IWRM/GIRE), as a result of inclusive, conflict- and gender-sensitive decision-making processes, conducive national policies and legislation, as well as by enhancing participation of women in leadership thereby increasing capacity to prevent and manage conflicts. One of the main results of continued support of VNG International to AMM through LGCP (2012-2016) is the newly-developed Strategic Plan of the Association for 2016-2020. In this document, AMM acknowledges that local government can only gain legitimacy vis-à-vis their citizens by showing results in service delivery in their sectors of competence and has identified areas where Malian municipalities need most support in the coming years. The IDEAL Mali Programme will work towards achieving the following outputs: * Output 1.1: The capacity of municipalities’ elected officials and permanent staff to manage local water resources and deliver water-related services is improved. * Output 1.2: The technical capabilities of technical staff (including women) working with/in municipal water commissions have improved. * Output 1.3: The capability of the municipality to deliver water services that are more responsive towards the needs of their citizens, specifically women, has improved. * Output 2.1: Malian decision-making bodies (municipalities’ water commissions) are functioning to create public space for consultation and deliberation at the local level on management of water resources in link with the CLE (local water committees). * Output 2.2: Malian decision-making bodies (municipalities’ water commissions) manage participatory decision-making processes and take into account input provided by stakeholders. * Output 2.3: The leadership capacities of female decision-makers within municipalities have improved. * Output 3.1: Coordination mechanisms between national and decentralized (regional and municipal) level of government, including the GIRE programmes and the Ministry of Water, are in place and have capacity to improve integrated water resource management (IWRM) at the national level. * Output 3.2: AMM is better able to provide needs-based services to its members and implement its Strategic Plan 2017-2022. * Output 3.3: AMM, in coordination with other LGAs, improved its capability to influence national policies in favour of decentralized and gender-sensitive (water) management. * Output 3.4: AMM improved the capacity of the technical working commissions in order to better lobby their position towards national government. * Output 3.5: AMM is capable of applying a gender focus in implementing its Strategic Plan 2017 – 2022.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Mali programme are: * Outcome 1: IWRM service delivery by Malian municipalities is more effective and responsive, particularly to the needs of women and youth. * Outcome 2: In Mali, decision-making processes on integrated water resource management at the local level are more participatory and inclusive. * Outcome 3: AMM has effectively lobbied for the creation or adjustment of water policies and legislation at national level in coordination with the other existing LGAs in Mali. Also, AMM effectively improved the service delivery towards their members.The programme primarily targets pilot communes and the Local Government Association (AMM) as beneficiaries. The final selection of pilot communes will be made during the inception phase.

VNG International

Akvo Foundation

VNG International

Robert Meerman

Senior Project Manager

robert.meerman@VNG.NLhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

12.639232 -8.002889

419607.00

429607.00

400000.00

297435.00

VNG International

297435.00

VNG International

360854.00

VNG International

360854.00

VNG International

415487.00

VNG International

415487.00

VNG International

<narrative>Project photo</narrative>

<narrative>Sand and gravel miners unite against illegal practices</narrative>

<narrative>Resource Mobilisation</narrative>

<narrative>Inclusive Integrated Water Resource Management</narrative>

<narrative>Regional Cooperation: An Integrated and Sustainable Development Plan for the Sankarani Basin</narrative>

<narrative>Grant Update</narrative>

<narrative>Female Leadership</narrative>

<narrative>A boost to Integrated and Sustainable Development in the Sankarani Basin</narrative>

<narrative>AMM: Supporting local authorities across Mali with COVID-19 response</narrative>

<narrative>AMM in collaboration with VNG International: Training on COVID-19 response</narrative>

<narrative>An Integrated and Sustainable Development Plan for the Sankarani Basin</narrative>

<narrative>Grant Update: Restauration of Dam leads to better water resources for all!</narrative>

<narrative>Results of 2019: AMM in collaboration with VNG International (FR)</narrative>

<narrative>Involving marginalized groups in planning for local development in Mali</narrative>

<narrative>Bringing together citizens and government in one common goal</narrative>

<narrative>The IDEAL Mali team is expanding!</narrative>

<narrative>VNG International signs MoU with Join for Water</narrative>

<narrative>Video update: what does IDEAL do in Mali?</narrative>

<narrative>Thirty-two Malians visit Burkina Faso for knowledge exchange</narrative>

<narrative>Grants for integrated and inclusive water governance</narrative>

<narrative>Mobilising Malian youth as agents of change</narrative>

<narrative>VNG International and World Waternet sign MoU</narrative>

<narrative>New energy in Mali</narrative>

<narrative>IDEAL Mali 1st Advisory Committee: Discussing ‘hot’ topics in a hot environment</narrative>

<narrative>Visit to the municipalities: witnessing the need of an improved IWRM governance</narrative>

<narrative>Gender and conflict sensitivity training: making IWRM inclusive</narrative>

<narrative>Q3 2017: IDEAL Mali pilot communes gathered for the first time in Bamako</narrative>

<narrative>Q2 2017: Mali inception phase studies appraise needs of pilot communes and LGA</narrative>

<narrative>Q1 2017: Launch of IDEAL Mali prioritises IWRM and gender</narrative>

NL-KVK-27195046-IDEAL.SS

VNG International

<narrative>South Sudan Programme</narrative>Inclusive Decisions at Local Level (IDEAL)The main focus of IDEAL South Sudan is to strengthen the governance capacity of local governments to play their role in the delivery of basic services in the water, sanitation and hygiene (WASH) sector. The programme focuses on three counties in (former) Eastern Equatoria State. In a fragile context wherein politicians and officials are largely appointed instead of elected, development has stagnated and violent intercommunal clashes and criminality are occurring on a daily basis, basic service delivery is one of the few ways in which the local government can establish legitimacy and contribute to social cohesion. However, the insufficient capacity of the local government to fulfil its role shapes highly unreliable, ineffective and exclusive or non-participatory service delivery. While the Local Government Act calls for participative planning starting from boma and payam level, in practice no skills and funds are available at the county level to involve bomas and payams properly. The 2007 Water Policy promotes community management of water resources and services, but in reality water management is still centralised at county level; counties are the owners of all WASH infrastructure and are unable to manage the upkeep. County staff have limited skills for community interaction. Communication is top-down, finances are limited and there is no downward accountability. While many people working in local government personally feel that interventions should benefit the community, they only feel professional accountability to their superiors and donors. The resulting lack of ownership in communities leads to vandalism of water points, poor operation, no preventive maintenance, and continued poor sanitation. IDEAL South Sudan will therefore work on the capacity of local government to provide participatory service delivery in the WASH sector that is responsive to community needs, as well as gender and conflict sensitive. The programme will involve the political leadership and community representatives next to the technical county staff in order to foster community outreach and political commitment to service delivery. Using this strategy, social cohesion is fostered through (1) better trust in government and (2) better service delivery. Focusing on WASH provides a concrete channel through which to do so; the resulting improved connections and trust can lead to increased government legitimacy and community participation in other areas of service delivery, potentially causing positive spill-over effects. The IDEAL South Sudan Programme will work towards achieving the following outputs: * Output 1.1 WASH departments’ and CRWSBs’ basic skills and knowledge in relation to their own roles and responsibilities has increased. * Output 1.2 CRWSBs’ capability to fulfill their coordination and monitoring role and support the WASH departments is strengthened. * Output 1.3 The capability of the WASH departments and CRWSBs to support WMCs in their role of contributing to operations & maintenance of WASH facilities is strengthened. * Output 1.4 The WASH departments and CRWSBs are sensitized and capabilities are strengthened to provide gender sensitive WASH services. * Output 2.1 The capability of WASH departments and CRWSBs to implement participatory outreach programmes is strengthened. * Output 2.2 The capability of CRWSBs and WASH departments to promote the involvement of WMC’s in decision making processes on WASH services is strengthened. * Output 2.3 County Executive Councils are sensitized on community needs and their strategic leadership capability is improved for promoting inclusive and participatory decision making * Output 2.4 WASH departments’ and CRWSBs’ capability in inclusive planning and budgeting for WASH service delivery is strengthened. * Output 2.5 WASH departments, CRWSBs and County Executive Councils sensitized and capabilities strengthened on the inclusion of gender in their decision making processes * Output 3.1 The capability of County Executive Councils to identify relevant government and other (e.g. NGO, private sector) stakeholders has improved * Output 3.2 The capability of County Executive Councils to engage in intergovernmental relations and maintain relations with other stakeholders has improved * Output 3.3 The capability of County Executive Councils to lobby on operational space (mandate) and resources (financial, material and human) has improvedThe impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes for the IDEAL South Sudan programme are: * Outcome 1: The provision of WASH services, by the target counties, is more effective and responsive. * Outcome 2: Decision-making processes, on WASH services delivery, in target counties, are more inclusive and participatory. * Outcome 3: The County Executive Councils contribute to an improved policy and institutional environment for the counties to provide community-owned WASH services in the target counties. The target group for the IDEAL South Sudan programme consists of three local governments (counties) from (former) Eastern Equatoria State: Kapoeta North County, Kapoeta East County and Kapoeta South County.

VNG International

Akvo Foundation

VNG International

Chris van Hemert

Deputy Business Unit Manager

Chris.vanhemert@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS The Hague The Netherlands

4.771316 33.592394

590900.00

490000.00

460000.00

424248.00

414852.00

278033.00

VNG International

278033.00

VNG International

301183.00

VNG International

301183.00

VNG International

450072.00

VNG International

450072.00

VNG International

<narrative>Project photo</narrative>

<narrative>Better ears, stronger voices – bridging the gap between citizens and local governments in Kapoeta, South Sudan</narrative>

<narrative>Renewal Memorandum of Understanding with Local Government Board</narrative>

<narrative>Boma and Payam level community engagement planning Manual</narrative>

<narrative>County Development Coordination Meetings</narrative>

<narrative>Video update: what does IDEAL do in South Sudan?</narrative>

<narrative>South Sudanese exchange visit to Ethiopia</narrative>

<narrative>Conflict resolution exchange visit to Wau</narrative>

<narrative>Bridging the gap</narrative>

<narrative>Money talks: PFM training in Kapoeta</narrative>

<narrative>Midline survey and security challenges</narrative>

<narrative>Team building in South Sudan</narrative>

<narrative>Enabling county governments for activity implementation</narrative>

<narrative>Gender and conflict sensitivity analysis of target counties</narrative>

<narrative>Challenges and opportunities in an ever changing South Sudan</narrative>

<narrative>IDEAL South Sudan contributing lessons learned</narrative>

<narrative>Implementation of first IDEAL SS gender workshop</narrative>

<narrative>Q3 2017: Baseline Study conducted in IDEAL South Sudan target counties </narrative>

<narrative>Q2 2017: PEA and Gender analysis conducted in IDEAL South Sudan target counties</narrative>

<narrative>Q1 2017: Building the foundation: Methodology and geographical selection</narrative>

NL-KVK-27195046-IDEAL.SO

VNG International

<narrative>Somali Programme</narrative>Inclusive Decisions At Local Level (IDEAL)The target area for this programme is Somaliland. The programme focuses on strengthening the Association of Local Government Authorities of Somaliland to play its role in service delivery to members, lobby & advocacy and coordination, with the aim of enabling districts to contribute to resilience at the local level.Decentralisation in Somaliland is still in its early stages. While District Councils are mandated to provide services to citizens, there is still an unclear delineation of roles and responsibilities, as most sectors are (in practice) not yet decentralised from the line ministries and in many cases delivery been taken over by NGOs. Furthermore, there is a palpable mismatch between the responsibilities allocated to districts and the (financial and human) resources they have. The Association of Local Government Authorities of Somaliland (ALGASL) was established in 2006 by the mayors of 10 district councils. ALGASL aims to build strong local governments and support decentralisation, benefiting local communities, including marginalized groups such as women, youth and IDPs. At present, ALGASL has 10 paying members out of the 23 districts with elected district councils. Though ALGASL has potential, the association is constrained by a lack of human and financial resources, which hinders its ability to fulfill its mandate and attract additional members. If strengthened, ALGASL can play a pivotal role in working towards more legitimate local governments, because of its mandate to lobby and advocate for the interests of districts and to build their capacity. It is a highly relevant linchpin between central and local government, can provide nationwide outreach and can promote exchange of experience among districts through its platform function.In its first year(s), the programme will work towards achieving the following outputs: * Output 3.1 The institutional sustainability of ALGASL has been strengthened. * Output 3.2 The capability of ALGASL to provide services to members in policy areas related to resilience and to build capabilities of members has improved. * Output 3.3 The capability of ALGASL to engage in intergovernmental relations and carry out evidence-based lobby and advocacy in support of increased local autonomy and resources is strengthened. * Output 3.4 The capability of ALGASL to contribute to the localisation and implementation of the National Gender Policy has improved. * Output 3.5 The capability of ALGASL to provide coordination mechanisms between districts and other stakeholders has been enhanced. In subsequent years, the programme will also work towards achieving the following outputs: * Output 1.1 Services provided by ALGASL increase the awareness of pilot districts of their mandate, roles and responsibilities in service delivery in policy areas related to resilience. * Output 1.2 Services provided by ALGASL contribute to increased technical knowledge and coordination capabilities in pilot districts to deliver services in policy areas related to resilience. * Output 1.3 Services provided by ALGASL improve the awareness and capabilities of pilot districts to take community needs (especially marginalised groups – women, youth and IDPs) into account in delivering services in policy areas related to resilience. * Output 2.1 Services provided by ALGASL increase the awareness of pilot districts on the importance of community outreach and their capability for participatory planning and policy-making (especially involving marginalised groups). * Output 2.2 Leadership trajectories provided by ALGASL promote political participation of women and youth in pilot districts.The impact of the overall IDEAL programme is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. The outcomes of the IDEAL Som. programme are: * Outcome 1: ALGASL services contribute to more responsive and effective service delivery (in policy areas relating to resilience) in pilot districts. * Outcome 2: ALGASL services contribute to more inclusive and participatory decision-making processes (in policy areas relating to resilience) in pilot districts. * Outcome 3: ALGASL contributes to an improved policy and institutional environment of districts. The programme focuses on Outcome 3 for the first year(s) of implementation. Subsequently, Outcomes 1 and 2 will be phased into the programme in selected pilot districts. The programme primarily targets the Association of Local Government Authorities of Somaliland (ALGASL) as beneficiary and implementing partner. In later years of the programme, ALGASL will jointly implement interventions to contribute to Outcomes 1 and 2 together with the programme team.

VNG International

Akvo Foundation

VNG International

Chris van Hemert

Deputy Business Unit Manager

chris.vanhemert@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS Den Haag The Netherlands

Somaliland (not an option in the drop-down list)

9.562389 44.077013

401941.00

350000.00

280000.00

268059.00

200000.00

291873.00

VNG International

291873.00

VNG International

395790.00

VNG International

395790.00

VNG International

392283.00

VNG International

392283.00

VNG International

<narrative>Project photo</narrative>

<narrative>Learning from your peers in Somaliland</narrative>

<narrative>A picture is worth a thousand words</narrative>

<narrative>Finalizing the District Development Frameworks</narrative>

<narrative>Building Better Futures in Somaliland</narrative>

<narrative>Translating ALGASL’s vision into reality</narrative>

<narrative>Video update: what does IDEAL do in Somaliland?</narrative>

<narrative>VNG International supports launch of Holland House Hargeisa</narrative>

<narrative>Women Political Participation for Local Economic Development</narrative>

<narrative>Baseline studies in Zeila, Las Anod and Baligubadle</narrative>

<narrative>"It's our house, we built it"</narrative>

<narrative>ALGASL Membership Expansion</narrative>

<narrative>Somaliland Decentralization Conference </narrative>

<narrative>3rd Advisory Committee Borama</narrative>

<narrative>ALGASL's Strategic Plan 2019-2022 validated!</narrative>

<narrative>IDEAL co-funded EU project on inclusive LED starts</narrative>

<narrative>IDEAL Somaliland Advisory Committee in Berbera</narrative>

<narrative>Somaliland LGA adopts revised constitution!</narrative>

<narrative>IDEAL visits Somaliland's economic hub</narrative>

<narrative>IDEAL, JPLG team up on local revenue mobilization</narrative>

<narrative>ALGASL visits 17 districts for input for its revised Constitution</narrative>

<narrative>Puzzled: Organisational Development Workshop</narrative>

<narrative>Q3 2017: Gender and Local Governance Workshop in Somaliland </narrative>

<narrative>Q2 2017: IDEAL baseline assesses the enabling environment for Som. districts</narrative>

<narrative>Q1 2017: Consultations build a strong foundation for the coming 5 years</narrative>

NL-KVK-27195046-IDEAL

VNG International

<narrative>Inclusive Decisions At Local Level (IDEAL)</narrative>Overall ProgrammeIDEAL is a programme by VNG International that works on the involvement of citizens in local governance in seven countries facing fragility or conflict. The participation of citizens contributes to inclusive decision-making. It improves local governance and the delivery of basic services. It makes local governance more sustainable and increases welfare and stability. Our drive and expertise is to support local governments in building bridges with all their citizens - including marginalised groups. Being part of VNG (the Association of Netherlands Municipalities) we benefit from over a hundred years of experience in the field of local governance. IDEAL targets local governments and local government associations in 7 countries: Burundi, Mali, Palestinian Territories, Rwanda, Somalia, South Sudan and Uganda.Inclusive DEcisions At Local Level (IDEAL) is a new programme, funded by the Netherlands Ministry of Foreign Affairs, which targets 7 countries: Burundi, Mali, Palestine, Rwanda, Somalia, South Sudan and Uganda. These countries are or have been affected by past or present conflict and cope with various dimensions and degrees of fragility. We share the widely held view, expressed by OECD and many other organisations, that weak capacity or political will of government institutions to carry out basic governance functions in an effective and inclusive manner and to develop mutually constructive relations with the population are among the most significant causes of fragility and instability. The absence of a functioning 'social contract' between state and citizens reduces the prospects of human security, poverty alleviation, sustainable social and economic development and proper management of public and natural resources. It is therefore exactly this problem, the weak social contract, that the IDEAL programme aims to address, thereby contributing to the ability of local governments to better cope with fragility risks. The program will run for five years (Jan 2017 – Dec 2021), and has a budget of €17,5mln. IDEAL builds on the lessons learned from a previous programme (Local Government Capacity Programme, LGCP, 2012-2016).IDEAL will be implemented by VNG International, the International Cooperation Agency of the Association of Netherlands Municipalities, from 1st January 2017 until 31st December 2021. The programme started with a six-month inception phase, during which management structures have been set up, a communication & visibility strategy has been developed (incl. a website), the M&E methodology has been finalised, and the baseline has been carried out. Activity implementation started in July 1st, 2017. The overall programme is managed from VNG International headquarters in The Hague. The country programmes are managed by local teams (led by a Resident Programme Manager) jointly with programme managers based in The Hague. Each country programme works towards the three outcomes by focusing on a specific policy sector that is related to fragility at the local level. Various technical approaches are used, varying from on-the-job coaching, training, workshops, grants, study visits, and inter-municipal cooperation.The impact of IDEAL is: The stronger social contract between local governments and citizens has enhanced local governments' capacity to cope with fragility risks. In order for local governments to establish a strong social contract, they need to be perceived as legitimate actors (from an input and output point of view) and they need an enabling institutional and policy environment that empowers them. Therefore, the IDEAL programme outcomes are: * Outcome 1: Service delivery by local governments in key policy areas is more responsive and effective ("Output legitimacy"). * Outcome 2: Decision-making processes at the local level in key policy areas are more inclusive and participatory ("Input legitimacy"). * Outcome 3: The policy and institutional environments of local governments has improved ("Enabling Environment"). The main target group is local governments in selected target areas of the 7 countries. Furthermore, each country programme has selected a target group (usually the local government association) that can play a key role in contributing to a more enabling environment for local governments.

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG International

Nicole Ward-Boot

Senior Project Manager

nicole.boot@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS Den Haag The Netherlands

VNG International

Susan Paardekam

Project Manager

susan.paardekam@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS Den Haag The Netherlands

VNG International

Maxime Smeets

Project Manager

maxime.smeets@vng.nlhttp://www.vng-international.nl

Nassaulaan 12 2514 JS Den Haag The Netherlands

52.070498 4.3007-3.361378 29.35987812.639232 -8.00288931.952162 35.233154-1.970579 30.1044299.562389 44.0770134.859363 31.571250.347596 32.58252

3818945.00

3362566.00

4035319.00

3428011.00

2855159.00

3362566.00

Dutch Ministry of Foreign Affairs

VNG International

419759.00

VNG International

297435.00

VNG International

309952.00

VNG International

301145.00

VNG International

291873.00

VNG International

278033.00

VNG International

311728.00

VNG International

415047.00

VNG International

3818945.00

Dutch Ministry of Foreign Affairs

VNG International

450216.00

VNG International

360854.00

VNG International

429357.00

VNG International

283781.00

VNG International

395790.00

VNG International

301183.00

VNG International

448825.00

VNG International

400442.00

VNG International

4035319.00

VNG International

598989.00

VNG International

415487.00

VNG International

532317.00

VNG International

450311.00

VNG International

392283.00

VNG International

450072.00

VNG International

500146.00

VNG International

529533.00

VNG International

<narrative>Project photo</narrative>

<narrative>IDEAL Annual Plan 2021</narrative>

<narrative>IDEAL Annual Plan 2018</narrative>

<narrative>IDEAL Annual Report 2019</narrative>

<narrative>IDEAL Mid-Term External Evaluation Report 2019</narrative>

<narrative>IDEAL Annual Plan 2020</narrative>

<narrative>IDEAL Annual Report 2018</narrative>

<narrative>IDEAL Annual Plan 2019</narrative>

<narrative>IDEAL Annual Report 2017</narrative>

<narrative>IDEAL Advisory Board: towards the end of the programme</narrative>

<narrative>Online IDEAL Advisory Board: sticky notes and group photos</narrative>

<narrative>Exchange ‘Local Democracy in Action’ with VNG</narrative>

<narrative>Drawing and networking during the online IDEAL RPM Workshop</narrative>

<narrative>Online IDEAL Advisory Board</narrative>

<narrative>‘Exchange and Learn’ within the IDEAL programme</narrative>

<narrative>Conference of Francophone LGAs</narrative>

<narrative>Second IDEAL Advisory Board of 2019!</narrative>

<narrative>IDEAL RPM Workshop 2019: Day 3</narrative>

<narrative>IDEAL RPM Workshop 2019: Day 2</narrative>

<narrative>IDEAL RPM Workshop 2019: Day 1</narrative>

<narrative>IDEAL 2018 at a glance</narrative>

<narrative>How to support Civil Society Organisations?</narrative>

<narrative>First IDEAL Advisory Board of 2019!</narrative>

<narrative>Applying citizen participation methods from Haarlem to IDEAL </narrative>

<narrative>3rd IDEAL Advisory Board </narrative>

<narrative>Inclusiveness at heart</narrative>

<narrative>A WASH meeting in South Sudan almost washed away</narrative>

<narrative>Why support local governments to build bridges with their citizens?</narrative>

<narrative>Q3 2017: IDEAL country programmes kick-off with platform meeting in The Hague</narrative>

<narrative>Q2 2017: Baseline assessments on the social contract in IDEAL countries</narrative>

<narrative>Q1 2017: A new program to tackle fragility at the local level in seven countries</narrative>

NL-KVK-27195046-11391

VNG International

<narrative>Decentralisation of Property Tax in the Palestinian Territories</narrative>Property TaxResults of component 1, “Pilot projects in 5 different municipalities” are: - A performance analysis of the local taxes in place and an analyse of the municipality’s readiness to implement property tax. The analyses will include organization, staff, IT support and taxpayer communication. - An best practice reference model will be implemented for property tax in each municipality based on a collection led approach; - IT will be implemented in each municipality to support the new reference model to collect property tax; - Each municipality will be able to educate its citizens on the importance of paying taxes; - There will be political commitment and leadership in each municipality to guarantee sustainability. - A yearly evaluation of the performance (improvements) of the pilot municipalities will take place - A report with lessons learned and best practices for future implementations of property tax in municipalities will be written Results of component 2, “assist Ministry of Finance” are: - A performance analysis will be executed of the property tax operations of the ministry of Finance. The analyses will include organization, staff, IT support and taxpayer communication. - Procedures will be improved to collect property tax and IT support and thus budget transfers to municipalities in terms of quality, transparency and increased revenues; - A report with lessons learned and best practices for future implementations of property tax in municipalities will be written. Result of component 3 “Roadmap“ is: -A roadmap will be developed on the best kind of decentralisation of property tax in the context of the Palestinian TerritoriesThe overall objective is to investigate how decentralisation of property tax can contribute to enhance (property) tax revenues to enable municipalities in the Palestinian Territories to deliver improved basic services to citizens. Specific objectives are: 1. Enhanced property tax revenues and services to citizens when they are given a full mandate to collect property tax themselves (component 1); 2. Improved performance of the Ministry of Finance in terms of increased transparency and budget transfers to municipalities (component 2); 3. Roadmap developed on the best kind of decentralisation of property tax in the context of the Palestinian Territories (component 3).

Dutch Ministry of Foreign Affairs

VNG International

Akvo Foundation

VNG International

Siebe Stellingwerf

project manager

0031 610 84 47 74siebe.stellingwerf@vng.nl

Nassaulaan 12, 2514 JS Den Haag

32.003238 35.27613231.715999 35.1871489999999831.5798898 35.0999041999999732.251835 35.26817099999994

1333638.00

502888.00

157750.00

1994276.00

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Project photo</narrative>

<narrative>Financial report 2021</narrative>

<narrative>Annual Report 2021</narrative>

<narrative>Financial plan 2022</narrative>

<narrative>Annual plan 2022</narrative>

<narrative>Inception report covering 08/2018 - 03-2019</narrative>

<narrative>Annual report 2019</narrative>

<narrative>results framework 2019</narrative>

<narrative>Improved municipality finances and services</narrative>no target<narrative>Municipal finances</narrative>the baseline is set at 100% of municipal property tax revenue and 100% of municipal services budget<narrative>Improved processes and IT for property tax at the municipal level</narrative><narrative>Stakeholder commitment to process & IT implementation</narrative>(1) basic; (2) moderate; (3) substantial; (4) transformative<narrative>Improved tax communication and transparency at the municipal level</narrative><narrative>Commitment to communication strategy implementation:</narrative>(1) basic; (2) moderate; (3) substantial; (4) transformative.<narrative>Legal framework for decentralized PT in the pilots</narrative><narrative>Milestones legal framework</narrative>(3) moderate: policy paper receives political approval (4) transformative: compliance of stakeholders to the policy paper<narrative>Municipal implementation plan on Process & IT</narrative><narrative>Number of municipalities executing the Process & IT implementation plan</narrative><narrative>Municipal implementation plan on communication</narrative><narrative>Number of municipalities executing the communication implementation plan</narrative><narrative>Development plan for legal framework</narrative><narrative>Development of legal framework</narrative>(1) Explorative first draft has been discussed with the stakeholders (2) Final draft has been delivered to political decision makers (3) Final policy paper delivered to the political decision makers, including all proposed necessary legal changes

NL-KVK-2719504-11407

VNG International

<narrative>Projet d'Appui à la Synergie Locale pour L'Eau au Bénin</narrative>PSL Eau - ANE OmiDelta GIRELe projet s’inscrit dans le programme OmiDelta Fonds Acteurs Non Etatiques (ANE) et vise à faciliter l’opérationnalisation de la Gestion Intégrée des Ressources en Eau (GIRE) au niveau de la Basse Vallée de l’Ouémé (BVO), par le développement de synergies d’actions entre les Acteurs Non Étatiques (ANE) dans leur grand diversité, autour d’actions concrètes de gestion inclusive des crues. Il s’agit de mobiliser les populations de la BVO autour de leurs intérêts économiques, sociaux, culturels et environnementaux pour participer activement à des actions de gestion inclusive des crues, afin de les impacter positivement. Avec une approche innovatrice, le projet vise à faciliter la gestion inclusive des crues et la valorisation économique des ressources en eau, entre autre par la mise en place des cadres de concertation multipartites pour le partage continue de bonnes pratiques et la œuvre des actions pilotes, afin d’impacter les résiliences des populations. La zone ciblée pour l’intervention est cinq communes du Sous-Bassin du Delta de l’Ouémé, un territoire aux multiples contraintes liées à l’eau, des risques climatiques et d’urbanisation galopante et mal contrôlée. Il s’agit de Porto-Novo, Sèmè-Podji, et Abomey-Calavi dans le Delta métropolitain, de la commune de Zê, la commune de Sô-Ava et des localités rurales d’Abomey-Calavi, et de Sèmè-Podji dans le Delta rural.La Gestion Intégrée des Ressources en Eau (GIRE) est l’approche retenue par le Bénin pour réaliser l’ODD 6 intitulé «Assurer la disponibilité et la gestion durable de l’eau et de l’assainissement pour tous». L’analyse du secteur de l’eau a montré que, le développement d’une bonne gouvernance de l’eau, demeure un grand défi, à relever pour la transition du Bénin vers une gestion durable des ressources en eau. Aussi, il est fort malheureusement constaté que, les activités GIRE restent abstraites et difficilement quantifiables, sans réalisations concrètes, susceptibles de lui conférer une certaine visibilité sur le terrain. La zone ciblée pour l’intervention est cinq communes du Sous-Bassin du Delta de l’Ouémé, un territoire aux multiples contraintes liées à l’eau, des risques climatiques et d’urbanisation galopante et mal contrôlée. Il s’agit de Porto-Novo, Sèmè-Podji, et Abomey-Calavi dans le Delta métropolitain, de la commune de Zê, la commune de Sô-Ava et des localités rurales d’Abomey-Calavi, et de Sèmè-Podji dans le Delta rural. Le choix de ces communes se justifie par les problématiques représentatives du Delta de l’Ouémé qu’elles portent : les inondations, le comblement des plans d’eau, des exutoires, des canaux et couloirs de l’eau, les pollutions, l’extension non-contrôlée des agglomérations urbaines et les problèmes liés à l’utilisation des zones humides.Le projet vise à développer des synergies d’actions entre d’une part, les ANE, et d’autre part, les ANE et les Acteurs Etatiques (AE), pour conduire de façon optimale et efficiente, à des résultats efficaces et durables. Pour atteindre l’objectif spécifique du projet faciliter la gestion inclusive des crues et leur valorisation économique sur les terroirs des cinq communes du sous-bassin du delta de l’Ouémé, l’assistance technique et financière du projet sera organisée autour des trois piliers : 1) le renforcement des conditions cadres 2) la mise en œuvre des actions pilotes de gestion des crues 3) la capitalisation, la pérennisation et le partage des bonnes pratiques suivant les expériences sur les territoires de cinq communes cibles.

SNV Benin

VNG International

Akvo Foundation

VNG InternationalASSALA

Anouk Lodder

Project Manager

anouk.lodder@vng.nlhttps://www.vng-international.nl/

VNG International, P.O. Box 30435, 2500 GK The Hague, The Netherlands

Porto-Novo, Sèmè-Podji, Abomey-Calavi, Zê, Sô-AvaLa zone ciblée pour l’intervention est cinq communes du Sous-Bassin du Delta de l’Ouémé, un territoire aux multiples contraintes liées à l’eau, des risques climatiques et d’urbanisation galopante et mal contrôlée. Il s’agit de Porto-Novo, Sèmè-Podji, et Abomey-Calavi dans le Delta métropolitain, de la commune de Zê, la commune de Sô-Ava et des localités rurales d’Abomey-Calavi, et de Sèmè-Podji dans le Delta rural.6.512361 2.412429Activities supporting the Integrated Water Resource Management approach (IWRM)

2000000.00

SNV Benin

VNG International

400000.00Avance n.1

SNV Benin

VNG International

65599.00Dépenses au premier trimestre 2019(Janvier-Mars)

VNG International

72659.00Dépenses au second trimestre (avril-juin 2019)

VNG International

68459.00Dépenses au troisièmes trimestre 2019 (juillet-septembre)

VNG International

174061.00Dépenses au quatrième trimestre 2019 (septembre-décembre)

VNG International

802919.00Dépenses sur toute l'année 2020 (Janvier-Décembre)

VNG International

497875.00Avance n.2

SNV Benin

VNG International

168132.00Avance n°3

SNV Benin

VNG International

118133.00Avance n°1 de l'année 2021

SNV Benin

VNG International

50000.00Avance n°2 de l'année 2021

SNV Benin

VNG International

138877.00Avance n°3 de l'année 2021

SNV Benin

VNG International

517479.00Avance n°4 de l'année 2021

SNV Benin

VNG International

810905.00Dépense sur toute l'année 2021 (Janvier-Décembre)

VNG International

96663.00Avance n°1 de l'extension du projet PSL Eau (Avril 2022)

SNV Benin

VNG International

105106.00Avance n°2 de l'extension du projet PSL Eau (Avril 2022)

SNV Benin

VNG International

<narrative>Les effets de l'eau, credit: Anouk Lodder</narrative>

<narrative>Document de capitalisation : Proposition de démarche de GIRE locale</narrative>

<narrative>Document de capitalisation : Fiche de capitalisation SAPC</narrative>

<narrative>Document de capitalisation : Note sur la méthodologie des CC-GIRE - PSL Eau</narrative>

<narrative>Document de capitalisation : Poster action pilote 16_SAPC</narrative>

<narrative>Document de capitalisation : Poster action pilote 3_Kpahoue Do</narrative>

<narrative>Document de capitalisation : Poster action pilote 9_Djassin Tokpa</narrative>

<narrative>Document de capitalisation : Poster action pilote 6_Canal Ze</narrative>

<narrative>Document de capitalisation : Carte des actions pilotes PSL Eau et approches</narrative>

<narrative>Document de capitalisation : Infographie des actions pilotes PSL Eau</narrative>

<narrative>Document de capitalisation : Liens des vidéos du projet PSL Eau</narrative>

<narrative>Annexe : Rapport narratif final - Evaluation du projet</narrative>

<narrative>Annexe : Rapport narratif final - Suivi des indicateurs</narrative>

<narrative>Rapport narratif final (2019-2021)</narrative>

<narrative>Rapport consolidation de la durabilité (2022)</narrative>

<narrative>Rapport narratif annuel 2020</narrative>

<narrative>Rapport narratif annuel 2019</narrative>

<narrative>Une alerte précoce aux inondations pour tous au Bénin - fiche de capitalisation</narrative>

<narrative>L’application mobile « Pré Alerte Inondation » est opérationnelle</narrative>

<narrative>Célébration des 50 ans de présence de la SNV au Bénin, une participation remarquée de VNG International à travers le projet PSL Eau</narrative>

<narrative>LA RESILIENCE DES POPULATIONS FACE AUX CRUES ET INONDATIONS BIENTOT UNE REALITE</narrative>

<narrative>Implémentation du SAP Communautaire</narrative>

<narrative>Les résultats d’études techniques des actions pilotes sont validés</narrative>

<narrative>Démarrage des actions endogènes sur l’ensemble des sites du PSL Eau</narrative>

<narrative>Ateliers d’échanges : quels enjeux ? Quelles synergies et quelle durabilité</narrative>

<narrative>Dᴇᴜxɪᴇ̀ᴍᴇ sᴇssɪᴏɴ ᴅᴜ ᴄᴏᴍɪᴛᴇ́ ᴅᴇs Pᴀʀᴛᴇɴᴀɪʀᴇs ᴘᴏᴜʀ 2019</narrative>

<narrative>Mission de suivi des activités de la SNV et de l’Ambassade des Pays Bas</narrative>

<narrative>Dialogue communautaire</narrative>

<narrative>PSL Eau est lancée</narrative>

<narrative>PSL Eau Démarre</narrative>

<narrative>Contribuer à ce que « Les populations pauvres et vulnérables vivant dans le Delta de l’Ouémé bénéficient de la mise en œuvre de la GIRE ». (ODD 6.5.1)</narrative>Contribuer à : D’ici 2021 # Nombre de Personnes (h/f et jeunes) (à préciser dans l'étude de référence de démarrage du projet) bénéficient d’une meilleure gestion des bassins versants et de la sécurité des deltas.<narrative>Nombre de Personnes (h/f et jeunes) bénéficiant d’une meilleure gestion des bassins versants et de la sécurité des delta</narrative>Indicateur OS: Nombre de personnes (H/F) bénéficiant des plans opérationnels de gestion intégrée des ressources en eauL'étude de référence porte sur le debut de l'année 2019.

Les processus d'élaboration des plans communautaires d'opérations GIC/VERE sont en cours et aucun n'est prévus être élaboré en 2019

Nous n'avons pas de nouvelle cible car celle prévue pour l'ensemble du projet est atteinte. Nous allons concentrer les énergies pour la consolidation des acquis en 2021

<narrative>OS - La gestion inclusive des crues et leur valorisation économique sur les terroirs des cinq communes du sous-bassin du delta de l’Ouémé est facilitée</narrative><narrative>Nombre de personnes bénéficiant des plans opérationnels de gestion intégrée des ressources en eau</narrative>Cet indicateur de EKN est renseigné par l'indicateur de projet: OS - Nombre de personnes (h/f et jeunes) bénéficiant des plans opérationnels de gestion intégrée des ressources en eau

10-09-2020: Les processus de dialogues communautaires sont en cours et les plans communautaires seront élaborés en 2020.

La valeur cible finale est atteint en 2020. Reste à consolider ce chiffre

<narrative>R1 - Des conditions cadres à la mise en œuvre de la GIRE sont créées au niveau local et de la population à la base (conditions cadres)</narrative><narrative>Nombre de femmes avec des compétences et capacités renforcées pour des actions effectives en termes de capacitation</narrative>Cet indicateur de EKN est renseigné par l'indicateur de projet: 1.1 Nombre d'organisations renforcées sur la notion de la GIRE, les rôles et responsabilités des acteursLa valeur de base est celui de l'indicateur 1.1. du projet "nombre d'organisations renforcées sur la notion de la GIRE, les rôles et responsabilités des acteurs".<narrative>Nombre d'organisations renforcées pour des actions effectives en termes de capacitation des femmes</narrative>Cet indicateur de EKN est renseigné par l'indicateur de projet: 1.1 Nombre d'organisations renforcées sur la notion de la GIRE, les rôles et responsabilités des acteursDonnées à suivre

Le renforcement de capacité continu avec les organisations renforcées en 2019 et de nouvelle en 2020

Nous n'avons pas de nouvelle cible car celle prévue pour l'ensemble du projet est atteinte. Nous allons concentrer les énergies pour la consolidation des acquis en 2021

<narrative>Nombre des cadres de concertation multi-acteurs mis en place et fonctionnels dans les cinq communes sur la GIRE</narrative>Indicateur de projet 1.2Données à suivre

10-09-2020: Les stratégie de la mise en place des cadres de concertations sont en cours, ces cadres de concertations seront mis en place en 2020.

Initialement 15 cadres de concertation sont prévus pour être mis en place, mais un réajustement est fait dans le PTA réaménagé COVID-19. C'est donc ce contexte qui a amené à réduire l'ambition à 10 cadre de concertation à mettre place.

<narrative>Pourcentage de femmes et de jeunes actifs au sein des cadres de concertation</narrative>Indicateur de projet 1.2Données à suivre

La cible est en pourcentage : 60%

La cible est en pourcentage : 40%

<narrative>R2 – Des actions pilotes GIRE mises en œuvre, renforcent la résilience de la population aux inondations et promeuvent la valorisation économique des ressources en eau (Actions pilotes GIRE)</narrative><narrative>Nombre de personnes appuyées par des projets de protection contre les inondations</narrative>Cet indicateur de EKN est renseigné par l'indicateur de projet: 2.2 Nombre de personnes touchées par des projets communautaires du système d'alerte précoce (SAP communautaire) sur les inondationsDonnées à suivre

La valeur de base est calculée : 30.199 personnes dont 3.720 hommes, 3.830 femmes et 22.649 ≤35ans

<narrative>Nombre d'emplois créés en faveur des femmes et des jeunes grâce aux actions de la GIC/GIRE/VERE</narrative>Indicateur de projet 2.3

ces valeurs sont en ETP

<narrative>Nombre de personnes (h/f et jeunes) touchées par des projets de protection contre les inondations (réalisations physique, aménagements)</narrative>Indicateur 2.1

<narrative>R3 – La capitalisation des expériences et partage des bonnes pratiques dans le Delta de l'Ouémé est promue (Capitalisation au niveau local)</narrative><narrative>Nombre de bonnes pratiques d’opérationnalisation de la gestion inclusive des crues et la valorisation économique des ressources en eau capitalisées et diffusées</narrative>Indicateur de projet 3.1Données à suivre

<narrative>R-4: Des ménages ont opéré un changement positif de comportements en matière d’HA</narrative><narrative>Nombre personnes (f/h) touchées par les causeries sur les gestes barrières aux COVID-19</narrative>

c'est un nouveau indicateur créer en 2020 suite à l'avenement du COVID-19

<narrative>Nombre d’outils/supports informatifs distribués</narrative>

<narrative>R-5: Des personnes (f/h) usagères des institutions / lieux publics ont accès aux kits de riposte à la pandémie du Coronavirus</narrative><narrative>Nombre de kits d’hygiène & assainissement, conformes aux standards techniques mis en place</narrative>

NL-KVK-27195046-11403

VNG International

<narrative>IDEMA Tunisia</narrative>Decentralisation and Effective Municaplities InitiativeLe projet est mis en place pour soutenir le processus de décentralisation que la Tunisie implémente depuis la révolution de 2011 et plus spécifiquement depuis le nouveau Code des Collectivités Locales de 2014. Il s'agira aussi de renforcer les capacités de 12 municipalités cibles. Le projet est implémenté en Tunisie, au niveau central: Ministère des Affaires Locales et de l'Environnement, le Ministère de l'Équipement et plus particulièrement le Département de Plannification Urbaine. Le projet sera 'dans le même temps implémenté à un noveau décentralisé dans 12 municipalités réparties sur tout le territoire tunisien: Douar Hicher, Raoued, Ain Drahem, Béja, Krib, Thibar, Bir Hfay, Hessi Ferid, Benguerdane, Dehiba, Boughrara et Jemna. Les activités prévues se résument à : - Appui à la rédaction de régulations, feuille de route, documents directeurs afin d'aider les acteurs centraux dans la définition du processus de décentralisation tout en organisant des grtandes consultations afin d'implique le plus de parties prenantes possibles dans cet effort - Renforcement des capacités au niveau local des acteurs afin de répondre aux défis de la décentralisation avec les nouvelles prérogatives qu'elle amène. Des projets pilotes seront donc financés et implémentés autour de services publics essentiels: gestion des déchets et gestion de l'espace public - Appui aux gouvernements locaux pour une plannification plus inclusive et répondant aux besoins de tous sans discrimination, Cela impliquera des activités de formation, d'assistance technique, de mise en place de structures locales participatises et redevables.L’objectif général du projet est d’appuyer le processus de décentralisation en Tunisie et de renforcer les capacités des 12 municipalités cibles. IDEMA a trois composants principaux: 1) Décentralisation: aider MALE et MEHAT à renforcer leurs capacités de gestion du processus de décentralisation, en unissant les différentes agences et municipalités impliquées et en mettant en œuvre les réformes nécessaires pour que le processus de décentralisation devienne opérationnel. 2) Développement économique local et services municipaux: aider les municipalités à développer leur capacité à faciliter le développement économique local et à améliorer la qualité de leurs services municipaux. 3) Participation et responsabilité: améliorer le contrat social entre les gouvernements locaux et les citoyens (en mettant un accent particulier sur les femmes, les jeunes et les groupes vulnérables)

Dutch Ministry of Foreign Affairs

Centre for Innovative Local Governace

Akvo Foundation

VNG InternationalMENA

Marije Oude Hengel

Project Manager

0031 6 23 25 41 91marije.oudehengel@vng.nl

Nassaulaan 12, 2514JS Den Haag

36.8064948 10.181531633.13981 11.2160136.83173 10.0841336.94883 10.1846836.77829 8.6889736.32548 9.1316638.015621 -7.8652336.82935 10.0945336.83974 10.1243834.97833 8.9517933.5858 9.0113832.01164 10.7008633.54055 10.67162

1161932.00

706775.00

2893537.00

1294635.00

6056879.00

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Project photo</narrative>

<narrative>Quaterly progress update Q3 2022</narrative>

<narrative>Quaterly progress update Q2 2022</narrative>

<narrative>Rapport Financier 2022</narrative>

<narrative>Rapport Annuel 2022</narrative>

<narrative xml:lang="en">Quaterly progress Update Q1 2022</narrative>

<narrative xml:lang="fr">Rapport Financier 2021 IDEMA</narrative>

<narrative xml:lang="fr">Rapport Annuel 2021 - Rapport Technique</narrative>

<narrative xml:lang="en">Quaterly progress Update Q4 2021</narrative>

<narrative xml:lang="fr">Quaterly progress Update Q3 2021</narrative>

<narrative xml:lang="fr">Annual Plan IDEMA 2022 (Year 4)</narrative>

<narrative>Quarterly Progress Update Q2 2021</narrative>

<narrative>Quarterly Progress Update Q1 2021</narrative>

<narrative>IDEMA Financial Report 2020</narrative>

<narrative>IDEMA Annual Report 2020</narrative>

<narrative>IDEMA Financial Report 2018-2019</narrative>

<narrative>IDEMA Annual Report 2018-2019</narrative>

<narrative>Echange de connaissance en temps de covid-19</narrative>

<narrative>L’initiative des communes : Les projets pilotes de IDEMA à Tunisie</narrative>

<narrative>Lancement des activités virtuels d'IDEMA</narrative>

<narrative>Contribution du Programme IDEMA pour la lutte contre l’épidémie Covid-19</narrative>

<narrative>Atelier sur les cellules économiques municipales et les Business Fora locaux</narrative>

<narrative>Pour une approche participative aux Plans Annuels d’Investissement 2020</narrative>

<narrative>Le niveau de confiance de la population envers les intances de décentralisation et les autorités locales a augmenté (cf. Trust Index)</narrative>Notre indice de confiance est calculé comme la moyenne géométrique pondérée des scores de situation agrégés pour les trois domaines de résultats discutés dans la section précédente. Comme expliqué précédemment, la moyenne géométrique est utilisée car elle favorise un développement plus équilibré de tous les constituants de notre indice par opposition à l'utilisation de moyennes arithmétiques.<narrative>Engagement constructif</narrative>La performance des cadres participatifs dans les municipalités est améliorée et la responsabilité des gouvernements locaux est renforcée. La responsabilité des gouvernements locaux est renforcée.

TBD

<narrative>Des conditions de vie améliorées</narrative>La mise en œuvre d’une approche de la prestation de services fondée sur les droits améliore la couverture, l’accessibilité, l’efficacité et la qualité des services au niveau municipal. Les municipalités créent de meilleures opportunités de développement économique local (DEL) et de création d'emplois chez les jeunes

TBD

<narrative>Un cadre effectif pour la décentralisation</narrative>Le ministère des Collectivités locales et de l'Environnement (MoLAE) remplit son mandat en tant que moteur du processus de décentralisation et instaure une culture de dialogue qui permet aux parties prenantes de résoudre et de résoudre les conflits. Le cadre politique pour la décentralisation permet aux gouvernements locaux de prendre en compte la cohésion sociale et les besoins spécifiques des femmes, des jeunes et des groupes privés de leurs droits

<narrative>L'engagement constructif pour la cohésion sociale entre les citoyens et les gouvernements locaux est consolidé</narrative><narrative>La responsabilité des gouvernements locaux est renforcée</narrative>

<narrative>La performance des cadres participatifs dans les municipalités est améliorée</narrative>

<narrative>Un cadre effectif et opérationnel pour la décentralisation est mis en place</narrative>Le projet contribuera à créer un cadre permettant de faire avancer le processus de décentralisation. Ce cadre efficace et opérationnel devrait permettre au processus de décentralisation de renforcer la cohésion sociale. Cela serait possible si le ministère des Affaires locales et de l'Environnement (MoLAE) remplissait son mandat de moteur et de prévention des conflits dans le processus de décentralisation. Le transfert de la compétence d'urbanisme du ministère de l'équipement aux municipalités - tel que défini dans le code des collectivités locales - sera également accompagné. Comme la décentralisation est un processus multi-acteurs et qu'il existe un risque de divergence et de conflit entre les acteurs, le projet vise à mettre en place un mécanisme opérationnel pour un dialogue multipartite constructif et social pour la construction de la paix. Pour les mêmes raisons de paix sociale et afin de rendre la décentralisation crédible pour tous les citoyens, l'assistance aux réformes considérera que le cadre opérationnel de la décentralisation doit refléter les besoins spécifiques des femmes, des jeunes et des groupes privés de leurs droits.<narrative>Le Ministère des Affaires Locales et de l'Environnement (MALE) remplit son mandat de moteur du processus de décentralisation et instaure une culture de dialogue qui permet aux parties prenantes de résoudre et de résoudre les conflits</narrative>Notre analyse montre que, jusqu'à présent, le MoLAE remplit généralement son mandat de moteur du processus de décentralisation. Le score global de la situation à ce niveau de résultat (exprimé en pourcentage) est de 67%. Bien que ces résultats concordent avec le tableau qui se dégage de notre analyse de la capacité du MoLAE au niveau de la production, ils doivent également être pris avec prudence. Comme expliqué ci-dessous, ces résultats doivent être interprétés dans le contexte d'un processus de décentralisation qui ne fait que commencer avec le transfert effectif des pouvoirs, des finances et des capacités aux autorités locales nouvellement élues et où la marge de manœuvre pour un conflit interinstitutionnel a été quelque peu limitée. pour l'instant. Enfin, le point le plus faible reste la capacité du Ministère à impliquer les gouvernements locaux et leurs associations dans un système de dialogue institutionnel systématisé et efficace.

<narrative>Le cadre politique pour la décentralisation permet aux gouvernements locaux de prendre en compte la cohésion sociale et les besoins spécifiques des femmes, des jeunes et des groupes privés de leurs droits</narrative>Notre analyse montre qu’il est trop tôt pour évaluer dans quelle mesure le cadre politique de la décentralisation permet aux gouvernements locaux de traiter les problèmes de cohésion sociale et les besoins des femmes, des jeunes et des groupes privés de leurs droits. En effet, des éléments importants de ce cadre doivent être développés dans les mois à venir, notamment en ce qui concerne le transfert effectif des compétences aux municipalités. De même, à mesure que la pratique de la gouvernance décentralisée évolue, il est à espérer que les perceptions du cadre actuel de la décentralisation, qui restent assez positives pour le moment, seront modifiées. Notre score global de situation est de 34%. Cela reflète fondamentalement le travail effectué par CILG pour aider ses homologues nationaux à intégrer les besoins des femmes et des hommes et les femmes dans le cadre législatif de base de la décentralisation en Tunisie.

<narrative>Le cadre de vie de tous les citoyens est amélioré, ce qui renforce l'appartenance territoriale et décourage l'immigration illégale et la radicalisation chez les jeunes.</narrative>Le projet vise à adopter une approche plus axée sur les droits et les conflits en matière de fourniture de services sur le terrain dans les municipalités cibles, tout en maintenant les données classiques sur la couverture, l’accessibilité, l’efficacité et la qualité des services. Deux compétences principales des municipalités seront considérées: les espaces publics et la gestion des déchets. Ces deux compétences ont un impact important sur le cadre de vie du citoyen. Le projet veillera également à ce que cette amélioration des services municipaux réponde spécifiquement aux besoins des femmes, des jeunes et des groupes défavorisés. En plus d'une prestation de services améliorée et inclusive, le projet vise à aider les municipalités à créer de meilleures opportunités de développement économique local et de création d'emplois. Un meilleur cadre de vie n’est pas seulement une question de services mais doit également inclure le moyen d’améliorer les conditions économiques locales et la création d’emplois, en tant que solution de rechange pour les jeunes qui limitent la migration illégale et réduisent les risques de radicalisation.<narrative>Les municipalités créent de meilleures opportunités de développement économique local (DEL) et de création d'emplois chez les jeunes</narrative>Les gouvernements locaux jouent encore un rôle mineur dans la promotion du développement économique local. Dans le cas de nos cinq municipalités pilotes, même si on peut observer quelques exemples de planification du DEL, des capacités de mise en œuvre limitées et un système de collecte de données médiocre rendent difficile l’évaluation de l’impact réel de ces initiatives (si elles sont déjà mises en œuvre) ou de la résultats globaux en termes de renforcement de la participation des femmes à l'économie. En conséquence, aux fins du calcul de la note globale dans ce domaine de résultats, nous avons annulé nos indicateurs objectifs. Au niveau des perceptions, nous avons combiné les résultats des enquêtes de nos parties prenantes et de nos citoyens pour obtenir une perspective plus équilibrée des points de vue existants sur le rôle des gouvernements locaux en tant que moteurs du développement économique. Nous pouvons observer ici que les perceptions des parties prenantes ont tendance à être légèrement plus positives que celles des citoyens. Néanmoins, notre score agrégé montre que les municipalités, et plus généralement le processus de décentralisation, sont loin d'être perçues comme capables de générer de meilleures opportunités économiques. Le score de situation agrégé (basé sur nos indicateurs de perception) est de 30%. Une vision cohérente avec les capacités installées actuelles et le stade dans lequel se trouve le processus de décentralisation.

<narrative>La mise en œuvre d’une approche de la prestation de services fondée sur les droits améliore la couverture, l’accessibilité, l’efficacité et la qualité des services au niveau municipal.</narrative>Les municipalités ne sont pas encore en mesure de faire une différence significative dans la vie des citoyens grâce à la qualité des services publics fournis dans les zones sélectionnées par le programme. Comme mentionné ci-dessous, de nombreux indicateurs objectifs sur la prestation de services n'ont pas pu être complétés pour cette étude de base car les données fournies par les municipalités étaient incomplètes ou incohérentes. De même, comme nous en avons discuté dans nos sections précédentes, les municipalités tunisiennes n’ont pas encore mis au point un système clair de normes de performance permettant de mesurer la performance des institutions locales. Par conséquent, nous avons dû nous fier uniquement aux indicateurs de perception pour construire notre évaluation de la performance des municipalités dans ce domaine de résultats.Au niveau de la perception, nous mesurons deux aspects. Tout d'abord, nous demandons aux citoyens d'évaluer la qualité de la prestation de services en général et dans les domaines ciblés par le programme. Ici à peu près 25% des citoyens semblent satisfaits de la qualité générale de la prestation de services. Les résultats s'améliorent quelque peu en matière de gestion de l'espace public (niveau de satisfaction global de 35%) et tendent à être encore plus positifs dans le cas de la gestion des déchets (46,4%). Deuxièmement, nous demandons aux citoyens d’évaluer, sur la base des dispositions actuelles, s’ils souhaitent voir une expansion des capacités et des ressources des municipalités. Pris à première vue, nos résultats sont très positifs: environ 60% des répondants sont favorables à un élargissement du rôle et des fonctions des municipalités. Cependant, ces résultats doivent être contrebalancés par la connaissance très limitée que les citoyens déclarent avoir sur ce que les municipalités font réellement et comment elles fonctionnent. Compte tenu de cela, les niveaux de soutien chutent à 35%, les perceptions positives risquent de chuter

NL-KVK-27195046-11336

VNG International

<narrative>Projet d'appui à la gestion Foncière Locale au Bénin</narrative>Expérimentation du Code Foncier et Domanial dans les Communes de Dogbo et KlouékanmèDepuis le 14 août 2013, la loi portant Code Foncier et Domanial (CFD) a instauré au Bénin, un nouvel arsenal juridique et créé un nouveau cadre institutionnel avec principalement la mise en place de l'Agence Nationale du Domaine et du Foncier (ANDF). La mise en œuvre du CFD demande un investissement important, à la fois sur les plans institutionnel et opérationnel. Au niveau local, les acteurs éprouvent le besoin d'un accompagnement de proximité pour une appropriation des nouveaux dispositifs. Dans ce cadre, le consortium VNG International-LID Management avec les communes de Dogbo et de Klouékanmè renforcées par l'ANCB, ont soumis et obtenu de l'Ambassade du Royaume des Pays-Bas près le Bénin, une subvention de financement de 4.4 millions d'euros soit environs 3 milliards de FCFA en vue d'une expérimentation de la gestion foncière au niveau local sur la période 2015-2018. Ainsi, depuis janvier 2015, la VNG International a mis en route le Projet d'appui à la gestion Foncière Locale (PFL). Pour ce faire, elle a mis en place une équipe de coordination (Equipe d'Appui Technique - EAT basée à Lokossa et un expert foncier au niveau de l'ANCB) en vue de l'accompagnement opérationnel du projet. Le projet intervient essentiellement dans les communes de Dogbo et de Klouékanmè et s'emploie aux côtés desdites communes à mettre en place les organes locaux de gestion foncière ainsi qu'à élaborer/actualiser et faciliter la gestion d'outils de sécurisation foncière. L'ANCB est chargée quant à elle, de soutenir le dialogue national sur les préoccupations issues de la mise en œuvre du projet et la valorisation des bonnes pratiques issues de la capitalisation des expériences empiriques de terrain. Depuis Août 2013, un nouvel arsenal juridique (Le Code Foncier et Domanial - CFD et ses décrets d'application) aborde la question foncière dans sa globalité et crée aussi un nouveau cadre institutionnel avec principalement la mise en place de l'Agence Nationale du Domaine et du foncier (ANDF). Dans ce cadre, avec le consortium VNG International-LID Management, les communes de Dogbo et de Klouékanmê renforcées par l'ANCB, ont soumis et obtenu de l'Ambassade Royale des Pays-Bas au Bénin, une subvention de financement en vue d'une expérimentation de la gestion foncière au niveau local. Ainsi, depuis le 1er janvier 2015, la VNG International a mis en route le Projet d'appui à la gestion Foncière Locale (PFL). Il est basé à Lokossa et couvre essentiellement les communes de Dogbo et de Klouékanmê en vue de l'opérationalisation du nouveau cadre juridique foncier. Ce projet implique aussi l'ANCB en vue de soutenir le dialogue national sur les préoccupations issues de la mise en œuvre du projet et pour valoriser des bonnes pratiques issues de la capitalisation des expériences empiriques de terrain.Le plan du projet se résume en quatre étapes interactives à savoir: - Mettre en place de manière participative et inclusive les organes de gestion foncière prévus par le Code au niveau des deux communes et assurer leur fonctionnement; - Réaliser les outils de sécurisation foncière au communal (Plan Foncier Rural, PFR, états de lieu); - Accompagner la formalisation des transactions foncières; - Donner du feedback aux décideurs au niveau national sur la mise en œuvre du projet afin d'alimenter le dialogue sur l'opérationnalisation du Code Foncier et Domanial. En 2015 KIT a conduit une étude de référence dans 28 villages des 2 communes cibles (Dogbo et Klouékanmê) et 14 villages témoins dans les communes limitrophes. Les principales tendances observées sont résumées dans le paragraphe ci-après. Dans la majorité des ménages, c’est un homme qui occupe le rôle de chef de ménage. Les ménages sont composés en moyenne de 11 membres. À plus de 75%, il a été trouvé que ce sont les hommes qui décident de la location ou de la vente de la terre au niveau des ménages, avec peu de participation des enfants au niveau du ménage. Ce sont principalement les hommes qui décident majoritairement des spéculations à cultiver. Klouékamnè se distingue avec la participation plus élevée des femmes, mais une participation presque nulle des jeunes du ménage. La récolte est majoritairement une activité réservée aux femmes et aux filles des ménages, bien que les groupes de Klouékamnè exhibent une participation mixte assez élevée (48.7% traitement, 28.4% intermédiaire). Tous les ménages enquêtés sont propriétaires d’une certaine partie de la terre qu’ils exploitent. Dans plus de la moitié des cas, les ménages enquêtés font la location de terre. Le cout moyen varie entre 50 000 et 90 000 CFA par hectare et les profits réalisés se situent entre 28 000 et 89 000 CFA par hectare – un écart plus grand que pour les couts engendrés par la location de terre. Le mode de d’acquisition de la parcelle la plus importante est de façon prédominante l’héritage et l’achat de la terre en ligne avec le fait que tous les ménages enquêtés sont propriétaire de terre. En général c’est le document de présomption établi sous seing privé qui est le plus fréquent (47.5%) suivi des documents établis devant un officier public (30.0%). Très peu de certificat foncier rural ont été émis (6.8%). Le cout d’acquisition du document varie beaucoup avec des couts minimums entre 500 et 5000 FCFA, mais pouvant aller jusqu’à 500 000 dans la commune de Lalo. En moyenne le prix payé est de 31,352 FCFA. Les documents attestant des droits sur la parcelle offrent peu de bénéfices à leurs propriétaires et que ceux qui n’ont pas de documents ne souffrent pas de discrimination à grande échelle sur cette base. Cependant, les pourcentages demeurent faible – mais démontre que le document peut avoir un certain degré d’impact sur la participation à un projet, l’accès à un prêt bancaire et le règlement de litiges – en ligne avec les hypothèses du projet. Le type de conflit le plus présent est la contestation du droit de propriété suivi de la contestation de la limite de parcelle. Dans le cas de conflits sur les parcelles secondaires, le taux de résolution des conflits est plus faible: en moyenne dans 42.6% des cas. L'enquête quantitative réalisée à été complétée par une enquête qualitative qui a mis l'accent sur la situation des groupes défavorisés. Il en ressort que dans les communes cibles, la situation des groupes défavorisés (Jeunes et femmes) est préoccupante en matière d'accès à la terre. Ces groupes n'ont presque plus accès à la terre par héritage et La pression foncière fragilise leurs droits d'usage. La finalité du projet est que dans les années à venir, il y ait un système simple et efficace de gestion foncière en place dans toutes les communes du Bénin. La durabilité des actions du projet sera donc assurée à travers: - le développement de la gestion foncière dans une approche participative. ça veut dire que l’institutionnalisation des activités est partiellement la responsabilité de communes pilotes; - La mise en échelle du système de gestion foncière développé dans les 2 communes cibles qui sera assurée par le partenaire Association Nationale de Communes du Bénin (ANCB) qui est impliqué dans le projet depuis sa conception; - Le développement d'un système de feedback entre les communes pilotes et l'ANCB; - l'animation d'un dialogue permanent entre les bailleurs de fonds que investissent dans le secteur foncier pour surpasser le niveau de projets / programmes et aller vers une appropriation locale des approches et outils; - l’identification de bonnes pratiques de gestion foncière au niveau communal et leur mise à l'échelle/valorisation par à l'ANCB ; - L'institutionnalisation progressive de la gestion foncière communale à travers la budgétisation des ressources nécessaires pour le fonctionnement des organes communaux de gestion foncière.L'objectif général du projet est la Contribution à l'amélioration de la sécurité foncière et à une meilleure jouissance des droits de terre, de logement et des biens pour la population béninoise. De manière spécifique il s'agit de la Mise en œuvre du cadre institutionnel et des dispositifs du code foncier et domanial en vue de la gestion intégrée du foncier au niveau local Les groupes cibles du projets se présentent comme suit: - Mairie (Maires,Conseillers communaux et locaux) - Administration Communale (SG, SDLP, SRFU, Service foncier) - Organes de gestion foncière (BCDF, CoGeF, SVGF) - Préfecture et Services déconcentrés de l’Etat en lien avec le foncier (CARDER, Impôts, DDHU, etc.) - Tribunal de conciliation - Organisations de la société civile (organisations paysannes, groupements de femmes, chefferie traditionnelle, …etc.) - Populations en général, femmes jeunes et autres groupes défavorisés en particulier.

Dutch Ministry of Foreign Affairs

VNG International

Dogbo

VNG International

Mangement

Association Nationale des Communes du Bénin

Dogbo

Akvo Foundation

VNG International

Felix Braeckman

Directeur du Projet

+31 70 373 83 69vng-international@vng.nlhttp://www.vng-international.nl/

VNG International P.O. Box 30435 2500 GK The Hague The Netherlands

VNG International

SOSSOU Egy

Coordonnateur National

(229)97974055esossou.pfl@gmail.comhttp://www.vng-international.nl

Lokossa, Quartier Ahouamè

6.644809 1.7198216.80126 1.782828

4930356.00

450792.00

Dutch Ministry of Foreign Affairs

VNG International

450793.00

Dutch Ministry of Foreign Affairs

VNG International

971575.00

Dutch Ministry of Foreign Affairs

VNG International

450792.00

Dutch Ministry of Foreign Affairs

VNG International

450793.00

Dutch Ministry of Foreign Affairs

VNG International

1599489.00

Dutch Ministry of Foreign Affairs

VNG International

578824.00

660326.00

Dutch Ministry of Foreign Affairs

VNG International

1870868.00

Dutch Ministry of Foreign Affairs

VNG International

1211189.00

Dutch Ministry of Foreign Affairs

VNG International

<narrative>Le Projet d'appui à la gestion Foncière Locale</narrative>

<narrative>Project link</narrative>

<narrative>Fiche d'enquête pour noyau villageois</narrative>

<narrative>Note de capitalisation sur l'accès des femmes à la terre dans le Couffo</narrative>

<narrative>Note de capitalisation sur l'accès des jeunes à la terre dans le couffo</narrative>

<narrative>Note de capitalisation sur la cartographie participative</narrative>

<narrative>Note de capitalisation sur le choix des villages PFR</narrative>

<narrative>Remise d'équipements aux Communes</narrative>

<narrative>Échanges avec l'IGN sur le contrôle et la certification des PFR</narrative>

<narrative>Rencontre de développement de synergie d'actions à Klouékanmè</narrative>

<narrative>Résolution des conflits fonciers: les OPJ sont renforcés sur le CFD</narrative>

<narrative>Développement de synergie d'actions à Dogbo</narrative>

<narrative>Formation des équipes de terrain sur la conduite des enquêtes foncières</narrative>

<narrative>Démarrages des enquêtes foncières dans les premiers villages</narrative>

<narrative>Restitution du DFV à Davihoué (Klouékanmè)</narrative>

<narrative>Fin de la formation des géomètres sur le matériel technique </narrative>

<narrative>Formation des géomètres sur le matériel technique de travail </narrative>

<narrative>Restitution du DFV à Kégbéhoué</narrative>

<narrative>Réalisation de la carte terroire du village ADIDVO dans le cadre du DFV</narrative>

<narrative>Focus group avec les femmes de Kégbéhoué sur leur accès à la terre</narrative>

<narrative>Atelier recyclage sur diagnostic foncier</narrative>

<narrative>Resolution conflits fonciers : les juges echangent</narrative>

<narrative>L'ANCB échange avec les députés sur les dispositions du code foncier et domanial</narrative>

<narrative>Atelier d'orientation des modèles opérationnels des services fonciers</narrative>

<narrative>Validation des modalites d'adaptation des pratiques au CFD</narrative>

<narrative>Harmonisation du processus de mise en oeuvre du CF D en période transitoirei</narrative>

<narrative>Atelier de pré validation technique des outils et modalités d'adaptation</narrative>

<narrative>AUDIENCES PUBLIQUES DES DEPUTES DANS LE COUFFO </narrative>

<narrative>Campagne d'information et de sensibilisation sur le droit foncier des femmes</narrative>

<narrative>Visite de la DIrectrice Adjointe de la Coopération des Pays Bas au PFL</narrative>

<narrative>Validation du rapport de DIRO des services fonciers </narrative>

<narrative>Visite d'une délégation de l'Union Européenne au PFL</narrative>

<narrative>Recyclage des CoGeF sur le code foncier et domanial (CFD)</narrative>

<narrative>Formation des acteurs clés du PFL sur le genre et la gestion foncière</narrative>

<narrative>Formation des radios locales sur le CFD : Les femmes fortement représentées</narrative>

<narrative>Les animatrices et animateurs des radios locales formés sur le CFD</narrative>

<narrative>Formation des géometres pour les PFR </narrative>

<narrative>Validation des valeurs cibles des indicateurs du PFL</narrative>

<narrative>Mise en place des SVGF : Immersion des équipes de facilitation sur le terrain</narrative>

<narrative>Séance d'harmonisation de la démarche d'installation des SVGF</narrative>

<narrative>Séance d'harmonisation de la démarche d'installation des SVGF </narrative>

<narrative>Première session du Comité des partenaires du PFL</narrative>

<narrative>Visite de terrain pour observer une borne de référence</narrative>

<narrative>Bornes de référence mises en place</narrative>

<narrative>EAT en formation</narrative>

<narrative>Formation EAT PFL sur Akvo RSR</narrative>

<narrative>OBJECTIF GLOBAL: Contribution à l'amélioration de la sécurité foncière et à une meilleure jouissance des droits de terre, de logement et des biens pour la population béninoise </narrative><narrative>Pourcentage des Hommes, femmes et jeunes de la population cible qui reconnaissent la sécurité foncière</narrative>H 19,5%, F 9,5%, J 9,9%

05-02-2018: (Hommes:87,5%; femmes: 80%, jeunes:78%). Dans le cadre de la réalisation des activités prévus sous le résultat 1, une approche d'information des populations sur les dispositions du code a été mise en œuvre. Un plan d'information et de communisation a été élaboré et mis en œuvre. Aussi des actions ont été initiées avec la préfecture pour impacter les autres communes du Couffo non bénéficiaires du projets ou ce niveau est passé de 45 à 73%).

<narrative>Pourcentage des hommes, femmes et jeunes de la population cible qui reconnaissent l'amélioration de l'accès aux terres </narrative>H 89%, F 68%, J 49%

07-02-2018: (Hommes: 83%; femmes: 71%; Jeunes: 67,5%) : les actions d'information et sensibilisation et les actions de facilitation de l'accès à la terre aux femmes ont contribué à ce résultat. ces résultats seront améliorés lors de la période suivante du fait des actions spécifiques en cours de mise en œuvre pour la prise en compte des jeunes dans l'accès à la terre.

<narrative>Pourcentage des Hommes, femmes et jeunes de la population cible qui reconnaissent tirer davantage d'intérêts de l'exploitation des terres grâce à la sécurisation foncière</narrative>H 13%, F 09%, J 02%

01-02-2018: (Hommes: 53,3%; Femmes: 37%; Jeunes: 35,5%). Grace aux campagnes d'information et de communication sur le code et aux activités des ONG recrutées pour accompagner les femmes dans la recherche et la sécurisation de leurs droits fonciers, on observe une amélioration de l'accès à la terre pour les couches défavorisés. Cet travail sera amélioré par les actions spécifiques envisagées pour les jeunes.

11-04-2019: IG3. En 2018, 12% des hommes, des femmes et des jeunes de la population cible reconnaissent tirer davantage d'intérêts de l'exploitation des terres grâce à la sécurisation foncière. En 2015, 1% des cibles a déclaré de reconnaitre tirer d’avantages d’intérêts de l’exploitations des terres grâce à la sécurisation foncière. La théorie de changement derrière cet indicateur était que si la population bénéficie d’une meilleure sécurisation foncière, alors elle reconnaitra tirer d’avantage d’intérêts de l’exploitation des terres, parce que avec les Titres Fonciers la population et les institutions des crédits financiers sont plus susceptibles de faire des investissements d’exploitation des terres. Vu le délai dans les opérations foncières à cause de la suspension par le gouvernement béninois, le cible de 20% mise pour cet indicateur a été trop ambitieux pour pourvoir constater des impacts au-delà de la sécurisation foncière. Néanmoins, on a noté des témoignages positives, dont on rapporte dans l’analyse du résultat 3.

<narrative>OBJECTIF SPECIFIQUE: Mise en œuvre du cadre institutionnel et des dispositifs du code foncier et domanial en vue de la gestion intégrée du foncier au niveau local </narrative><narrative>Pourcentage des Hommes, femmes et jeunes de la population cible qui déclarent avoir une bonne connaissance des différents organes de gestion foncière au niveau local</narrative>(H 1,5%, F 0,5%, J 0%)

05-02-2018: Ce résultat est lié a un niveau de connaissance limitée des organes de gestion foncière (entre 1 et 3 organes identifiés sur 7). En 2015, il avait été conclu que la connaissance des organes de gestion était marquée par le système informel traditionnel axé sur le chef de village ou tout simplement le manque de connaissances. Tout comme en 2015, aucun enquêté atteint le niveau de reconnaissance totale des organes de gestion foncière. Tout de même on note une amélioration avec un tiers des enquêtés, en moyenne, ayant identifié 1 à 3 organes correctement. Dogbo à le score le plus élevé avec 55% des hommes avec une connaissance limitée, suivie de Klouékanmè avec 43%. Des efforts restent donc à fournir pour parvenir à une connaissance absolue (entre 6 et 7 organes). L'éloignement du BCDF des populations et le non démarrage de la délivrance d'actes fonciers par ce dernier au profit des populations ne facilitent pas sa connaissance.

Au moins 75% pour les femmes

<narrative>Niveau de performance des Communes en matière d'affectation de ressources pour le fonctionnement des CoGeF et SVGF </narrative>

Les Communes sont sensibilisées sur la nécessité d'assurer le fonctionnement des organes de gestion foncière. Des ressources sont prévus pour les organes en 2017. 01-02-2018: sur 2000000 prévus à Dogbo, environs 500000 ont été décaissées soit 25%. A klouékanmè, les 1000000 prévus ont été totalement décaissés. Par ailleurs on note une augmentation de la ligne budgétaire prévue pour le fonctionnement des organes de gestion foncière dans les deux communes pour 2018.

16-04-2019: L'appui des CoGeF aux SVGF reste faible et mérite d'être renforcé. Les ressources de fonctionnement nécessaires ne sont pas encore en place et ralentissent leurs interventions. La gestion de l'information foncière au niveau local reste également un élément de défi.

<narrative>Pourcentage des ayant droits sur les parcelles enrégistrées (PFR et plan d'états des lieux) qui demandent le Certificat de Propriété Foncière</narrative>Il s'agit de rapporter le nombre de personne ayant demandé le CPF au nombre de personnes enregistrées lors des enquêtes foncières (PFR et états des lieux). (cet indicateur dépend fortement des conditions qui seront fixées pour l'obtention du CPF)

14-02-2018: Actuellement, les enquêtes foncières sont quasiment achevées dans 8 villages. Dans ces villages 4894 parcelles ont été enregistrées environs pour une superficie totale qui avoisine 3800 ha.Ces parcelles feront l'objet très prochainement de publicité et un appui pourra être aux ayant-droits pour l'expression de leurs demandes de Titre Foncier.

16-04-2019: Les plans fonciers ruraux sont réalisés dans tous les 34 villages retenus. plus de 28000 parcelles sont enregistrées mais le processus d'obtention de titre foncier à partir des PFR n'est pas clarifié. Néanmoins, une base de données locales a été constituée dans les deux Communes et les données collectées sont transmises à l'ANDF pour leur intégration dans la base de données cadastrale en cours d'élaboration

<narrative>R1-1: Information des acteurs fonciers </narrative><narrative>Pourcentage des élus et les chefs services des deux communes d'intervention qui affirment connaître les dispositions du CFD, en rapport avec leurs fonctions</narrative>

10-01-2018: La prévision est de 25% et la réalisation est de 77%. Parmi ces 77%, 16% ont une bonne connaissance des dispositions du CFD les concernant (ils sont capables de l'enseigner à d'autres) et 61% ont une connaissance passable. Le défi est donc d'amener ces 61¨% à un bon niveau de connaissance qui leur permet aussi de l'enseigner à d'autres. les 16% qui ont une bonne connaissance sont essentiellement les chefs services communaux et certains membres de la CoGeF dont les capacités ont été fortement renforcées. Les autres (61%) sont les conseillers communaux et locaux qui ont essentiellement eu droit à des actions d'information sur certains aspects de la loi.

13-02-2018: Les chefs services et les élus des deux Communes ont participé à plusieurs types d"activités au cours de l'année (renforcement des capacités, diagnostic villageois, réalisation des enquêtes foncières, formation sur la résolution des conflits, formation sur la formalisation des transactions foncières etc.). au cours de ces différentes activités, les capacités des chefs services et des élus ont été renforcées sur les dispositions du code.

13-06-2019: On n'a pas fait d'autres activités spécifiques dans ce sens en 2018

<narrative>Pourcentage des responsables des services déconcentrés du Mono-Couffo, intervenant dans le domaine du foncier, qui affirment connaître les dispositions du CFD, en rapport avec leurs fonctions</narrative>ces 4% ont seulement une connaissance passable

10-01-2018: La prévision est de 25% et la réalisation est de 78%. Sur les 78%, 40% ont une connaissance passable et 28% ont une bonne connaissance. Le processus de renforcement des capacités se poursuit pour une bonne appropriation.

Avec l'hypothèse que les chefs services sont stables à leurs postes13-02-2018: Tous les responsables des services déconcentrés du Mono-Couffo sont appuyés dans le processus d'appropriation de la loi. Des activités spécifiques sont menées à leur endroit et ils sont associés aux activités en faveur des Communes.

13-06-2019: On n'a pas fait d'autres activités spécifiques dans ce sens en 2018

<narrative>Pourcentage des membres des organes de gestion foncière (CoGeF, SVGF, BCDF) des deux communes d'intervention qui affirment connaître les dispositions du CFD, en rapport avec leurs fonctions</narrative>

10-01-2018: La prévision annuelle est de 25 et la réalisation est de 76% mais cette valeur concerne les CoGeF uniquement et parmi les 76%, 21% des membres des CoGeF ont une bonne connaissances des dispositions du CFD les concernant et 55% ont une connaissance passable de ces dispositions.

07-02-2018: Les organes de gestion foncières installés dans les deux communes ont été continuellement renforcés tout au long de l'année. Ce renforcement s'est matérialisé par des ateliers de formation sur les thématiques spécifiques et par la participations aux différentes activités organisées dans le cadre de la réalisation des enquêtes foncières. Les CoGeF sont responsabilisées pour la coordination des activités d'élaboration des PFR, les SVGFsont responsabilisées pour la mobilisation des ayant-droits, la formalisation des droits d'usage, la résolution des conflits etc. Le BCDF est invité à toutes les réflexions qui se mènent dans le cadre de l'opérationnalisation de la loi. Ces différents organes sont dotés de toute la documentation issues des échanges et des deux versions du code.

13-06-2019: On n'a pas fait d'autres activités spécifiques dans ce sens en 2018

<narrative>Pourcentage de responsables des organisations de la société civile, des organisations paysannes ainsi que des groupements de femmes des deux communes d'intervention qui affirment connaître les dispositions du CFD, en rapport avec leurs domaines </narrative>Organisations confessionnelles, chefferie traditionnelle; organisations paysannes; organisation socio-professionnelles, organisation de participation citoyenne (cadres de concertation des OSC, CPC, GF, OP,ONG etc.)

10-01-2018: La première mesure pour cet indicateur est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies. Toutes fois, les groupements de femmes ont fait l'objet d'une attention particulière au cours de l'année

16-04-2019: Les activités de d'information et formation,d'implication dans la réalisation des PFR, les émissions radio, ont améloré énormement le niveau de connaissance des organisations de la société civile sur les dispositions du CFD

13-06-2019: Les diverses activités d'information et formation,d'implication dans la réalisation des PFR, les émissions radio, ont améloré énormement le niveau de connaissance des organisations de la société civile sur les dispositions du CFD

<narrative>Pourcentage des membres des ménages (Hommes,femmes et jeunes) des deux communes d'intervention qui affirment connaître les dispositions du CFD</narrative>H 11%, F 5%, J 11%

05-02-2018: (Hommes: 53,5%; Femmes: 37,02%; Jeunes: 43%) La mise en œuvre au niveau des deux communes du plan d'information et de communication a permis d'obtenir ses résultats. Par ailleurs, l'implication de la préfecture et des communes voisines dans certaines activités a permis d'améliorer le niveau de connaissance des disposions du CFD dans ces communes qui passe de 6 à18%

13-06-2019: H: 70% F: 50% J: 59%

<narrative>R1-2: Renforcement des capacités (techniques, organisationnelles et genre) des communes et des organes de gestion foncière au niveau local </narrative><narrative>Niveau de Performance des SVGF des deux Communes </narrative>

10-01-2018: La première mesure pour cet indicateur est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies

13-06-2019: Toutes les 101 SVGF sont en place dans les villages. Mais en terme de fonctionnement seuls les SVGF des villages ou il y a les PFR (34 de 101) sont opérationnels et aident à la formalisation, à la résolution des conflits, à la facilitation de l'accès à la terre

<narrative>Niveau de performance des CoGeF des deux Communes</narrative>

10-01-2018: La prévision annuelle est de 25% et la réalisation est de 45% pour l'ensemble des deux Communes. Les valeurs réelles sont 30% a Dogbo et 60% à Klouékanmè. Les paramètres utilisés pour mesurer cette performance sont l'organisation interne, la gestion administrative et financière, l'organisation et la gestion de l'infirmation foncière et domaniale et l'appui au Maire, aux SVGF, aux femmes et aux jeunes. Ces scores traduisent un bon démarrage surtout sur les questions d'organisation interne et d'appui au Maire. Des efforts restent à fournir sur les autres aspects.

CoGeF Fonctionnels13-02-2018: Le niveau de performance des CoGeF de deux communes évolue peu malgré les efforts fournis. Une analyse des déterminants de cette situation est prévue mais se pourra se faire sans la présence effectives des maires des deux Communes.

13-06-2019: Le COGeF des deux Communes sont fonctionnelles et opérationnels dans leur rôle d'accompagnement des SVGF. A la cloture du PFL, on conclu que les défis pour les CoGeF sont les efforts à faire en matière de rapportage et de planification des intervention de même qu'en matière de rapportage à l'autorité communale

<narrative>Nombre de bureaux exécutifs des organes locaux de gestion foncière (SVGF, CoGeF) des deux communes d'intervention qui comportent au moins une femme</narrative>Les deux CoGeF comportent une femme chacune

10-01-2018: Toutes les organes installés comportent en leur sein au moins deux femmes dont une dans le bureau exécutif. Dans certaines SVGF, on dénombre même jusqu'à 4 femmes. Cette situation traduit une bonne évolution au regard du contexte socio culturel peu favorable à l'accès des femmes à la terre.

13-02-2018: A klouékanmè,toutes les SVGF sont installées et la quasi totalité comportent une femme dans le bureau exécutif. A Dogbo sur les 18 SVGF installées seule une ne satisfait pas à cette exigence. les COGEF quant à elle remplissent parfaitement cette condition

13-06-2019: Dans sa composition, chaque de 02 CoGeF et 101 SVGF mise en place avec le soutien du PFL compte au moins 01 femme. La guide méthodologique élaboré par le PFL conseil à la répresentation des femmes dans la mise en place des organes foncières locales. Cette guide a été dissiminé aux 75 autres communes béninoises

<narrative>Pourcentage des usagers (hommes, femmes, jeunes) qui sont satisfaits des prestations foncières des deux communes d'intervention</narrative>On peut mesurer l'indicateur dans l'évaluation citoyenne

05-02-2018: (Hommes: 46,73% ; Femmes: 28,69% ; Jeunes: 32,01%). En général on note une amélioration nette du niveau de connaissance des services fournis potentiellement disponibles. En ce qui concerne l'utilisation de ces services, on note une tendance à la hausse au niveau des deux Communes.

13-06-2019: H: 48% ; F: 30% ; J: 37% Le niveau de satisfaction des prestations des communes est moins qu'attendu du fait de la longue interruption intervenue dans la formalisation des droits présomptifs. Le changement intervenu dans la délivrance de l'ADC du fait du lobbying mené dans le cadre de la révision du code a permis aux Communes de démarrer timidement la fourniture de ce services aux populations (amendement du CFD adopté en aout 2017).

<narrative>Poucentage des usagers (hommes, femmes, jeunes) qui sont satisfaits des prestations des BCDF installés pour les deux communes d'intervention</narrative>Les BCDF, structures déconcentrées de l’ANDF au niveau communal ne sont pas encore installées. Leurs prestations ne sont ni connues ni utilisées par les populations

05-02-2018: Les activités menées ont considérablement amélioré le niveau de connaissance des populations sur le rôles et les prestations du BCDF. Néanmoins, la non effectivité de ces prestations pour l'heure fait que les populations ont du mal a apprécier la qualité de ces prestations.

13-06-2019: Les BCDF ne sont pas du tout connus dans les villages d'intervention et n'offraient aucun service spécifique pendant la durée du projet. Il apparaissait donc difficile déjà pour les populations à la base de les connaitre encore moins d'exprimer une satisfaction sur les services qu'ils recevaient vu qu'ils n'en recevaient pas du tout. Au moment de clotûre du PFL, 13 parmis les 77 BCDF prévus par le Code sont installés au Bénin (maintenant au niveau de chaque département au lieu de chaque commune)

<narrative>Nombre de matériel roulant (voitures et motos) mis à disposition de l'ANDF et de ses structures déconcentrées pour renforcer leur fonctionnement</narrative>

10 voitures et 42 motos01-02-2018: tout le matériel prévu a été mis à disposition de l'ANDF.

<narrative>R1-3: Amélioration de la reddition de compte et de la participation citoyenne à la gestion foncière locale</narrative><narrative>Nombre d’espaces d’échange (y inclut la reddition de comptes publique) sur la gestion foncière communale qui sont organisés dans les Communes d'intervention</narrative>

10-01-2018: Une audience publique est organisée dans chaque commune avec les députés, les maires, les élus locaux et les populations pour le suivi de la mise en œuvre du nouveau code foncier et domanial (Loi n°2013-01 du 14 Aout 2013). En outre plusieurs assemblées villageoises ont été organisées pour informer les populations sur les dispositions du CFD et les actions en cours dans les Communes. D En outre plusieurs assemblées villageoises ont été organisées pour des échanges d'information avec les populations sur les dispositions du CFD et les actions en cours dans les Communes de Dogbo et de Klouékanmè. Ces AG ont été des occasions d'échange direct des conseillers communaux et des membres des CoGeF avec les populations.

05-02-2018: En 2017, les Communes ont organisé chacune un espace d'échange avec les organisation de la société civile sur la gestion foncière | 05-02-2018: En 2017, les Communes ont organisé chacune un espace d'échange avec les organisation de la société civile sur la gestion foncière

13-06-2019: Deux actions de reddition compte ont été organisées (1 par commune) déjà en 2017. Cela a été complété en 2018.

<narrative>Nombre d’initiatives volontaires de soutien des communautés aux opérations foncières développées</narrative>Il s'agit d'actions de mobilisation des populations autour des enquêtes dans un contexte de couverture intégrale des villages

05-02-2018: Dans les premiers villages ou les opérations foncières ont démarré, les femmes se sont organisées pour faire enregistrer leurs droits. Avec la facilitation des ONG d'appui aux femmes, une approche de soutien aux opérations foncière à travers la recherche et l'appui à la sécurisation des droits fonciers des femmes a été développée dans les 08 premiers villages d'intervention. Cette opération a pris appui sur les groupements de femmes existants dans les différentes localités

13-06-2019: En 2018, dans 12 nouveaux villages, des groupes femmes sont mobilisées pour aider à faire recenser leurs terres. En total cela fait 20.

<narrative>R1-4: Amélioration de l'assistance conseil aux communes </narrative><narrative>Nombre de programmes annuels d'assistance conseil de la Préfecture/Services déconcentrés qui intègrent les préoccupations foncières et domaniales des deux communes d'intervention</narrative>

13-02-2018: Le programme d'assistance conseil 2018 de la préfecture du couffo intègre les préoccupations foncières et domaniales des Communes. Des actions spécifiques ont été identifiées avec les acteurs et une planification est élaborée.

13-06-2019: Les PAC de la préfecture/Services déconcentrés intègrent l'accompagenent des communes en matière foncière systématiquement

<narrative>Pourcentage des chefs services déconcentrés en charge des questions foncières et domaniales formés et outillés (guides, manuels, documents, ...etc.)</narrative>

07-02-2018: Tous les chefs services déconcentrés des deux départements ont été formés sur les disposition du CFD. Un appui spécifique a été fait pour les OPJ et les magistrats.

<narrative>R2-1: Réalisation des outils de gestion foncière </narrative><narrative>Nombre de villages sélectionnés des deux communes d'intervention disposant de PFR </narrative>Les 03 représentent les anciens villages PFR/MCA que le PFL devra actualiser pour les rendre conformes aux exigences de la loi.

07-02-2018: Les enquêtes sont achevés dans 08 villages et les documents sont en préparation pour la publicité. Les enquêtes sont en cours dans 16 villages.

13-06-2019: les opérations foncières et enquêtes sont achévés dans 34 villages et les documents finaux sont produits et disponibles.

<narrative>Nombre de secteurs des deux communes d'intervention disposant de documents d'état des lieux conforme au CFD</narrative>

01-02-2018: Les secteurs devant bénéficier des états des lieux sont délimités; le processus de recrutement des prestataires est en cours et les travaux sont prévus pour être réalisés en 2018. | 01-02-2018: La première mesure pour cet indicateur est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies. Néanmoins, Il faut signaler que les activités préparatoires des plans fonciers ruraux et des états des lieux dans les périmètres urbains sont réalisés. La réalisation des travaux proprement dit n'a pas démarré à cause de la suspension momentanée des opérations d'élaboration de plans fonciers ruraux et d'autres plans et documents cadastraux prononcée par le gouvernement du Bénin.

les 11 secteurs correspondent à 6 quartiers dans les deux Communes (2 à Dogbo et 4 à Klouékanmè)13-06-2019: Les travaux de terrain sont achevés pour les 06 quartiers de villes (02 a Dogbo et 04 à Klouekanme). Ces 06 quartiers ont été subdivisés en 11 lots Conformément au CFD. Alors, il mentionne ici 11. Les documents finaux sont disponibles

<narrative>Nombre de document de planification réalisés/actualisés dans chacune des communes d’intervention, intégrant les nouvelles responsabilités en matière de gestion domaniale et foncière (PDC, SDAC/ PDU/Plan d’affectation de sol)</narrative>

01-02-2018: Les plans de développement communaux de Dogbo et Klouékanmè sont actualisés en prenant en compte les aspects fonciers du développement local au reagard du code

13-06-2019: Contribution à la réalisation du PDU à Klouékanmè et au démarrage du SDAC à Dogbo ont a pu été assuré par le PFL. La suspension des opérations foncière a abouti à un délai dans les opérations foncières (PFR et états de lieux). La réalisation/actualisation des documents de planifications se base sur les données subséquentes et ils ne peuvent être élaboré qu'àprès la collecte de ses données est achévés. La période du projet a donc été trop court pour atteindre le cible de cet indicateur.

<narrative>R2-2: Mise en place des dispositifs de confirmation des droits </narrative><narrative>Nombre de communes dont les données topo-foncières sont disponibles en vue de la réalisation du SIG/SIF intégré</narrative>Une base de données informatisée existe à Dogbo et pourra être renforcée dans son volet foncier

Disponibilité partielle des données pour les deux communes05-02-2018: Les données topo foncières des premiers villages des deux Communes sont maintenant disponibles. Le processus de réalisation du SIG/SIF est en cours de démarrage.

Disponibilité de toutes les données13-06-2019: Dogbo & Klouékanmè

<narrative>Pourcentage des parcelles enregistrées (PFR et état des lieux) qui font objet de demandes d'obtention du CPF</narrative>

05-02-2018: Les parcelles de 08 villages sont déjà enregistrées et prêtes à aller à la publicité. Néanmoins le processus de délivrance du TF à partir des PFR reste à clarifier avec l'ANDF/BCDF

13-06-2019: En total plus de 28000 parcelles sont enregistrées à la suite des opérations foncières aux zones rurales (PFR dans 34 villages) et urbaines (états de lieux dans 06 quartier de villes). Cependant, le processus d'obtention de titre foncier (à délivrer par l'ANDF) à partir des PFR n'est pas clarifié. Ensuite, la suspension des opérations foncières de 8 mois n'a pas permis au PFL de soutenir le processus de demande d'obtention d'un document attestant du droit foncier à partir des PFRs et états de lieux (opérations foncières terminées en décembre 2018). Néanmoins, une base de données locales a été constituée dans les deux Communes et les données collectées sont transmises à l'ANDF pour leur intégration dans la base de données cadastrale en cours d'élaboration

<narrative>R2-3: Amélioration de la prévention et de la résolution des conflits fonciers </narrative><narrative>Pourcentage des litiges résolus par rapport à ceux portés devant les SVGF des villages sélectionnés </narrative>Il s'agit de rapporter le nombre de litige résolus au nombre total de litige porté devant la SVGFA définir grâce aux résultats des diagnostics fonciers villageois que fourniront les PS

07-02-2018: Depuis le démarrage des enquêtes foncières dans les 8 premiers villages, 42 conflits ont été portés devant les SVGF de ces villages. Sur ces conflits, 30 ont été résolus soit un taux de 71%

13-06-2019: Aux cours des travaux, les conflits latents ont été mis à jour et poté devant les SVGF. Une grande partie de ces conflits ont trouvé de solution. La partie résidfuelle a été transférée vers les tribunaux de conciliation

<narrative>Proportion de réduction du nombre de conflits fonciers enregistrés par les tribunaux de conciliation des deux communes d'intervention</narrative>

10-01-2018: La première mesure pour cet indicateurs est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies.

13-06-2019: "Le démarrage des opérations foncières entrainé une augmentation des conciliations (devant le tribunaux de conciliation). Mais toutes les concilitations se soldent par un accord. En autre terme, ils sont aussi réglés à ce niveau et ne remontent pas vers le tribunal de première instance. Donc les opérations ont permis de mettre à jour les conflits latents, mais ont aidé à les résoudre rapidement. On doit conclure qu'en réalité il s'agit d'un trend positif contribuant à l'objectif ""amélioration de la prévention et la résolution des conflits fonciers"". Le résultat dédit indicateur est directement lié à l'indicateur 2.3.3."

<narrative>Proportion de réduction du nombre de conflits fonciers enregistrés par les tribunaux de première instance et provenant des deux communes d'intervention</narrative>Il faut rapporter le nombre de conflits enregistrés en année N+1 au nombre de conflits enregistrés en année N

10-01-2018: La première mesure pour cet indicateurs est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies.

13-06-2019: "Entre 2016 et 2018, les conflits enregistrés au tribunal de première instance d’Aplahoué et qui sont relatifs aux villages d’intervention dans la Commune de Klouékanmè ont baissé de 61%. Entre 2016 et 2018, les conflits enregistrés au tribunal de première instance de Lokossa et qui sont relatifs aux villages d’intervention dans la Commune de Dogbo ont baissé de 69%."

<narrative>R3-1: Mise en place des dispositifs de formalisation des transactions foncières </narrative><narrative>Nombre de contrats types adaptés aux besoins d'usage et conformes au CFD disponibles dans chacune des deux communes d'intervention</narrative>

07-02-2018: 4 modèles de contrats types sont maintenant disponibles dans les Communes et prêts à l'usage. Les Communes sont en train de remplir les formalités administratives (poinçonnement, désignation des interprètes assermentés, etc.) pour que ces documents soient mis en services. Les SVGF qui doivent utiliser les contrats de formalisation des droits d'usage sont déjà formés. | 07-02-2018: Des propositions existent; un travail technique est fait avec les chefs services affaires domaniales. Des ateliers de validation de des outils et modalités d'adaptation des pratiques communales de formalisation des transactions foncières aux dispositions du CFD sont prévus. Il s'en suivra l'adoption des outils par les conseils communaux et leur vulgarisation.

13-06-2019: Contrat de métayage, contrat de location, contrat de bail à plantation, convention de vente de parcelle, contrat de prêt à titre gratuit

<narrative>Nombre d’arrêtés communaux précisant les modalités de formalisation des transactions foncières portant sur les droits d’usage (prêt, locations, bail…) disponibles </narrative>

05-02-2018: Dans les deux Communes, les arrêtés sont pris. toutefois, des modifications seront apportés à ces documents pour faciliter leur application dans un esprit de facilitation de l'accès à la terre et de généralisation de la pratique de formalisation des transactions.

13-06-2019: Il s'agit de 02 Arrêté sur les modalités de formalisation des droits d'usage à Dogbo et Klouékanmè ; et 02 Arrêtés fixant les modalités d'affrimation des conventions de ventes à Dogbo et Klouékanmè

<narrative>Nombre d’accords de transactions foncières portant sur les droits d'usage (hommes, femmes, jeunes) formalisés dans les villages sélectionnés </narrative>

05-02-2018: Dans les 08 premiers villages, les enquêtes topo foncières ont été accompagnées avec le recensement des droits d'usage existants. Un cahier de ces droits existe pour chaque village. ces cahiers sont disponibles auprès des sections villageoises de gestion foncière. Un accompagnement sera fait à ces SVGF pour formaliser ces transactions. Plus de 300 droits d'usage ont été recensés dans les premiers villages.

13-06-2019: Dans les villages PFR, plus de 3000 accord non formalisés ont été recensés. La formalisation a commené et se poursuit (réalisé par la commune de manière autonome). Jusqu'à fin décembre 2018, 130 droits d'usage ont été formalisés dans les deux communes sur les 3124 recensés. Nous n'avons pas d'indications de ne pas s'attendre que tous ces 3124 accords seront formalisés dans la période directement après la cloture du projet.

<narrative>R3-2: Amélioration de l'accès aux terres sécurisées pour des investissements agricoles </narrative><narrative>Nombre de nouveaux projets d’investissement agricole suite à la sécurisation foncière</narrative>

10-01-2018: La première mesure pour cet indicateurs est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies.

13-06-2019: A dogbo 03 projets de valorisation de périmètres sécursiés sont en cours contre 02 dans la commune de Klouékanmè

<narrative>Nombre d’hommes/Femmes/jeunes des villages PFL des deux communes qui ont des terres ou des droits opérationnels sécurisés et sont porteurs/bénéficiaires des projets d’investissement agricole</narrative>

10-01-2018: La première mesure pour cet indicateurs est prévue pour 2017. Raison pour laquelle, les valeurs actuelles ne sont pas fournies.

13-06-2019: H: 57 ; F: 36 ; J: 24 Au cours de l'année 2018, les ONG d'appui aux femmes et aux ont fait un travail d'identification et d'accompagnement des personnes détentrices de terres et qui ont des projets d'investissement agricole. Un total de 117 personnes ont été accompagnées.

<narrative>R4-1: L'ANCB est un pôle d'expertise sur les questions foncières </narrative><narrative>Pourcentage des communes (élus et chefs services) béninoises qui reconnaissent l'ANCB comme un pôle de conseils sur les questions foncières</narrative>

10-01-2018: La prévision annuelle est de 10% et la réalisation est de 27%. Toutes les Communes du Programme LGCP (21 Communes) reconnaissent l'ANCB comme une source d'information potentielle sur les questions foncières

07-02-2018: En 2017, l'ANCB a organisé une tournée d'information et de sensibilisation des Communes sur le contenu du CFD et sur les mesures à prendre pour progressivement s'adapter aux dispositions prévues par la loi. Suite à cette tournée, les Communes ont commencé à solliciter davantage l'ANCB sur leurs préoccupations en matière foncière. La mise en place effective du Call center a été également une phase importante dans l'amélioration des échanges entre les Communes et l'ANCB sur leurs préoccupations.

13-06-2019: Avec l'organsation des ateliers regionaux, le processus de délivrance de l'ADC, la révision du code, les communes connaissent aujourd'hui l'ANCB comme un pôle d'expertise sur les questions foncières. L'équipe de l'ANCB à travers l'expert foncier mis à disposition se renforce peu à peu sur les questions foncières. les autres cadres acquièrent des connaissances et sont impliqués dans les actions envers les Communes

<narrative>R4-2: L'ANCB améliore l'efficacité de ses commissions techniques et de ses élus sur la gestion des questions foncières </narrative><narrative>Nombre d’actions de lobbying et plaidoyer menées par l'ANCB sur les difficultés de gestion foncière au niveau des partenaires nationaux et départementaux basées sur les expériences des projets en cours sur le foncier</narrative>

01-02-2018: L'ANCB a activement travaillé à la relecture du CFD en tenant compte des résultats de l'expérimentation en cours dans les communes. Par ailleurs, elle est également à pied d’œuvre pour la prise des décrets d'application des nouvelles dispositions prévues par la loi.

13-06-2019: En 2018, l'ANCB a travaillé avec l'ANDF pour obtenir la maitrise d'ouvrage de la production et de la mise à disposition des Communes des formulaires de l'ADC. Elle a aussi plaidé auprès du Ministre des finances et obtenu gain de cause sur l'allègement des procédures de décaissement au niveau des communes pour l'achat des imprimés de l'ADC. En 2017, un lobby mené par l'ANCB a abouti à l'amendement du CFD (aout 2017) pour prendre mieux en compte les intérêts des communes et les réalités sur terrain.

<narrative>R4-3: L'ANCB améliore les capacités des acteurs nationaux à s'adapter aux réalités locales </narrative><narrative>Nombre de documents de positions élaborés par l'ANCB à partir des expériences des projets en cours sur le foncier</narrative>

10-01-2018: Un document de position sur la répartition des revenus issus de la gestion foncière est en cours d'élaboration par l'ANCB. Aussi, certaines expériences capitalisées par le PFL (repérage des limites des villages, sélection des villages) ont été discutées aux sessions de la Commission AFAT de l'ANCB et feront l'objet de documents de prise de position.

06-02-2018: L'ANCB a travailler en collaboration avec le PFL sur la prise en compte des besoins des Communes dans le CFD. L'aboutissement de ce travail est la révision de la loi intervenue au cours de l'année 2017. Un autre document de position sur la répartition des flux financiers issus de la gestion foncière est en cours d'élaboration. L'ANCB travaille également sur les décrets d'application sur la délégation de la maitrise d'ouvrage des PFR.

13-06-2019: Entre 2016 et 2017, L'ANCB à travaillé sur les besoins des Communes en matière foncière, la répartition des ressources issues de la gestion foncière, les decrets d'application de loi sur les organes de gestion foncière, les decret d'application sur les SUGF, la prise en compte des besoins des communes dans le code. En 2018, deux nouveaux documents de positions ont été élaborés par l'ANCB sur l'ADC et le processus de décaissement des ressources pour son acquisition pour conduire les actions de lobbying