Good Governance & Public Administration Strengthening Project (GGPAS)

Duration: August 2013 - August 2016

Funding level: $ 11,927,495

Implementing Partner: International Resources Group (IRG)

Key Partners: National and local GOK institutions, Local capacity development specialists, Civil society organizations

Activity Locations: Nationwide

Goal

The Good Governance and Public Administration Strengthening (GGPAS) program is a flexible, three-year initiative to help strengthen key public and private institutions critical to long-term stability and democratic growth. GGPAS provides targeted assistance for governance reform in order to:

• Improve management processes in key institutions to formulate better policies and deliver services more effectively and efficiently;

• Improve inclusiveness in policy-making and equitable service delivery for all citizens across the provinces.

GGPAS employs a unique management model to help USAID target assistance to reform-oriented institutions in the Kyrgyz Republic. It works across sectors as opportunities emerge, strengthening existing partnerships, and establishing new relationships with key institutions. Specific activities have been identified based on the demonstrated priorities of the government of Kyrgyz Republic and the comparative advantages of USAID.

Major Focus Areas

The project has identified a number of program focus areas including supporting institutions and processes key to:

• Government oversight and the coordination of reform;

• Public administration reform and more effective decentralization;

• Delivering touchstone public services, including:

o Provision of healthcare and education
o Social protection and development
o Citizen documentation
o Public safety and security
o Taxes and business registration processes
o Electricity and energy provision
o Agriculture and food security

Across focus areas, GGPAS supports partner efforts for more inclusive policies, greater provincial integration, and progress toward ethnic reconciliation.

Specific tools and approaches include:

• Employing Human and Institutional Capacity Development (HICD) assessments, performance gap analyses, or other inclusive processes to prioritize performance improvement solutions;

• Enhancing capacity of local management consultants as service providers;

• Supporting innovative pilot initiatives to “model” new behaviors and processes, expand services in the provinces, and better include ethnic minorities and other marginalized populations.

Achievements to Date

• Based on a participatory performance gap analysis of the central office, the Ministry of Social Development has initiated a series of performance improvement solutions outlined in a five phase “Systematization Enhancement Program” designed to improve efficiency and effectiveness within its central structure.

• Similarly, the State Tax Service (STS) has developed a phased plan to transform their personnel unit into a modern human resource management unit, capable of ensuring qualified and productive human resources necessary to deliver on the strategic objectives for the institutions.

• The STS has recently inaugurated two new service centers that will dramatically improve taxpayer services and reduce corruption in key locations: the first center will serve 7,000 traders and small businesses in Dordoi market, the largest wholesale bazaar in Central Asia; the second, at Aravan District Tax Office in Osh Province, will improve services for nearly 25,000 taxpayers. 

• The State Personnel Service (SPS) engaged a variety of stakeholders in a participatory process to develop an ethics code that establishes norms for more than 20,000 civil and municipal employees, a critical step for preventing corruption and improving the standards of conduct of government employees. The code was submitted for Presidential approval on December 30.

• NGO Taza Shailloo, in partnership with the State Registration Service (SRS) conducted nearly 160 round tables for citizens across the country to provide clear information about the ongoing governmental initiative to develop a unified citizen registry with biometric data. These efforts have helped the SRS collect data from nearly half of all eligible citizens by the end of December 2014.

• The SRS has also developed a detailed plan to optimize operations within its central apparatus and launched an initiative to improve information management and communications within the central office and with the six independent subordinate agencies. 

Last updated: March 03, 2015

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