The document summarizes the establishment and activities of a Resource Centre in Lviv, Ukraine that aims to improve administrative services through public monitoring and engagement with civil society organizations. Key activities included launching the Resource Centre, conducting training and capacity building, monitoring administrative services, and granting funds to CSOs to support public monitoring initiatives. The Resource Centre has helped promote public monitoring among CSOs and provide guidance, but additional efforts are needed to establish it as a leading thematic resource center in Ukraine and ensure its long-term sustainability.

1. SMART PRACTICES
FOR OVERSIGHT BY NON-STATE ACTORS
ON ADMINISTRATIVE SERVICE PROVISION

2. KEY OBJECTIVE
• To improve the delivery of administrative services by
local authorities through better public monitoring
and creation of effective feedback loop with the civil
society organizations.

3. OUTPUTS 2013
Output 1:
The Resource Centre on
public monitoring of the
administrative service
provision is established
and functioning
Output 2:
The knowledge and
expertise of the Resource
Center “Samopomich” is
transferred to other CSOs

4. THE PROJECT IS LAUNCHED
AT NATIONAL LEVEL
• Project Document developed
and approved
• The Project Implementation
Team formed
• Partnerships established
• The Project is registered by
the Ministry of Economy of
Ukraine
• The Project Board is formed

5. LAUNCHING CONFERENCE
HELD IN KYIV
• “Civil society for improvement
of administrative services”
• 26 April 2013
• 80 participants (municipalities
and CSOs)
• Together with 8 other projects
of NCSF

6. RESOURCE CENTRE FOR CSOs
CREATED
• On the basis of
Samopomich in Lviv
municipality
• Resource Centre
Coordinator is engaged by
the project; 2 staffs allocate
time to RC activities

7. WHY WAS THE RESOURCE
CENTRE CREATED
• 65% of Ukrainians are not satisfied with the quality of
administrative service provision

8. Citizens expect higher quality standards of the
administrative services
There are such practices in Ukrainian cities

9. How the changes can be brought about?
If we engage the civil society organisations

10. OBJECTIVES OF THE RESOURCE CENTRE
• Consultations
• Advisory support
• Transfer of knowledge
and experiences on public
monitoring of the
administrative service
provision

11. WHAT’S DONE
• Resource Centre sector is
equipped in the office
• The library is collected and
maintained
• Database and e-mail list of
CSOs prepared

12. CAPACITY ASSESSMENT OF
SAMOPOMICH
• Assessment of over 40 documents
• Questionnaire survey by 15 staffs =
• Interview with 5 partners
Capacity
development
plan

13. CAPACITY DEVELOPMENT
OF THE STAFFS
• 23-24 September – capacity
development training for 20
staffs
• Three topics: 1) resource
centres for CSOs; 2)
administrative services; 3)
public monitoring
• Merged with the networking
event with 4 other CSOs

14. EXPOSURE VISIT TO IVANO-FRANKIVSK
•
•
•
•
10-11 October 2013
19 staffs and volunteers
Topics:
1) activities of the Centre
for Administrative Service
Provision; 2) Resource
Centre activities; 3) public
monitoring experiences

15. DEVELOPMENT AND IMPLEMENTATION
OF THE COMMUNICATION STRATEGY
• Changing concept of the
newspaper of Samopomich
• Changing work of media unit
• Engaging all units into media work
• Engaging famous people to the
organisations’ projects
• Adding major issues from the
strategy to the Strategic Plan of the
CSO and its media-plan

16. RESOURCE CENTRE’S WEB-PORTAL
http://forngo.samopomich.org/

17. NEW OPPORTUNITIES FOR CSOs
Existing practices of public
monitoring, 18 international and
Ukrainian approaches - updated
20 thematic presentations on
administrative services and
methodologies of public
monitoring

18. NEW OPPORTUNITIES FOR CSOs
Useful videos on the topic
News updates

19. LAUNCH OF THE WEB-PORTAL
• 18 October 2013
• International Conference “The Art of
Governance: Effective Tools and
Innovations for Local Authorities”
• More than 40 cities participated

20. MONITORING INITIATIVE –
LEARNING-BY-DOING
• November 2013
• Guided by the professional consultant
• 4 monitoring methods: observation,
questionnaire survey, “mystery shopping”,
interviewing the staffs of CASPs
• 8 entry points of admin service provision
• 200 respondents

21. PRELIMINARY RESULTS
Strengths:
-Availability of information materials
-Availability of templates of filled in
documents (leaflets, newsletters etc)
-Polite officials
Weaknesses:
-Too fast service provision
-Lack of clarifications on the problem
-No additional services (making copies)
-Lack of office space

22. VISIBILITY MATERIALS
• 1500 copies
each
(posters,
stickers,
leaflets)

23. WIDELY DISSEMINATED
IN MUNICIPAL INSTITUTIONS

24. NETWORKING MEETINGS WITH REGIONAL
CSOs
• 18 October – Workshop and discussion on fundraising for
monitoring initiatives and other CSO’s activities – 39
participants
• 31 October – Workshop and discussion on effective
communications during monitoring initiatives and other CSO’s
activities – 28 participants

25. CONCLUSIONS
• Samopomich Resource Centre is
known in L’viv and among certain
Ukrainian CSOs which were engaged
in project activities in 2013
• Additional efforts are needed to
promote it further in the civil society
sector of Ukraine as the thematic
Resource Centre
• For ensuring its sustainability and
neutrality, it is suggested to register
the Resource Centre as an NGO

26. •Legal
framework
•Global
approaches
•Practices
from
Ukrainian
cities
•“How-to”
guides

27. LAUNCH AND DISSEMINATION

28. SMALL GRANTS CONTEST FOR CSOs
• Purpose - to build the CSOs capacities on public monitoring
of the administrative service provision through learning-bydoing
• 2 stages selection process

29. SMALL GRANTS CONTEST FOR CSOs

31. FUTURE PLANS
• Further disseminate the collection of Smart Practices;
• Support 16 CSOs to assess different aspects of the quality of
administrative service provision in cities;
• Help CSOs to organise awareness campaigns at the municipal
level to strengthen their initiatives;
• Supplement the capacity development package developed
for the CSOs with the new experiences;
• Develop capacity of the municipal officials;
• Bring the lessons learned at the local level up to the national
level to further facilitate the process of reforms