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(#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ0ААааггггггггггггггггггггггггггггггггааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааDocument 3јШ6/JDocument 36ТШ=(џЏ8ŠІвШљ*џаШO:Џ8цШEnPлPмггггггггггггггггггггггггггггггггRight Par 3јШ6/JRight Par 3ТШ=(џЏ8ŠЇвШљ*џаШO:Џ8цШEo.н$оааааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџXА` P И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааггггггггггггггггггггггггггггггггааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааћџ2P›pЊЈqЊR“rЊќ•sЊІ˜Right Par 4јШ6/JRight Par 4ТШ=(џЏ8ŠЈвШљ*џаШO:Џ8цШEp.п$рааааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџXА` И Ј hРpШ xа 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16ТШ=(џЏ8Š­вШљ*џаШO:Џ8цШEu3щ)ъХХааааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџXА` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааггггггггггггггггггггггггггггггггааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааХХTechnical 5јШ6/JTechnical 5ТШ=(џЏ8ŠЎвШљ*џаШO:Џ8цШEv1ы'ьааааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџXА` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааггггггггггггггггУ УФ Фггггггггггггггггааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ` И hРpШ xа (#џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџААааTechnical 6јШ6/JTechnical 6ТШ=(џЏ8ŠЏвШљ*џаШO:Џ8цШEw1э'юааааџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџXА` И hРpШ xа 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С`–PћAСиD3 1, 4DиLеResumeЏ8јШ6/JResume formatТШ=(џЏ8ŠвШљ*џаШO:Џ8цШEбiЁЂб#єKф2МP]єP#ба ААHH аеPЅб#єKф2МP^єP#б кyxАИdddyк б#<ф2МP_P#бRCG/Hagler, Bailly, Inc. 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Since 1992, the U.S. has actively engaged in the development of a democratic and marketЉoriented Russia. In so doing, the U.S. seeks to build and consolidate new relationships with Russia, first as a constructive partner on a wide range of global issues, ranging from the maintenance of regional and world peace to the reduction of environmental threats, and second, as an active partner in a trade and investment relationship. A democratic and marketЉoriented Russia will continue to draw American exports and pose little or no threat to U.S. security. To date, the Government of Russia has pursued a course which has permitted these relationships to take root. Both public and private energies have been mobilized to: transfer a substantial volume of formerly stateЉowned assets to private individuals and companies; establish the outlines of a legal and regulatory framework which will allow private individuals and firms to operate in a competitive, market environment; provide investment and income incentives to thousands of small entrepreneurs and managers and employees of newlyЉprivatized firms both directly and by encouraging the growth of sound financial and training institutions; address the macroeconomic imbalances which led to debilitating inflation and budget deficits and develop new banking and budgetary mechanisms which will foster macroeconomic stability in the future; give Russian citizens the rights to participate in free elections as well as in other fora through which they can express their opinions and to make up their own minds about issues based upon independent sources of information; and begin to address the deterioration of health and housing services available to the population and to reverse the environmental pollution which affects the quality of life in Russia. USAID has contributed significantly to the pursuit of this lengthy agenda of change and innovation. USAID has mobilized technical expertise which has helped Russians in both private and public sectors to think through problems and devise solutions. Cooperative "pilot" activities have been worked out by RussianЉAmerican teams in a variety of sectors; the lessons of these pilots have been "rolled out" to the larger population of Russians attempting to address similar problems. Thousands and thousands of Russians have been personally exposed to American ways of working, doing business, and addressing issues characteristic of a democratic, marketЉoriented society. U.S. budgetary realities mean that program priorities must be more and more focussed in the coming months and years with special attention to fostering the sustainability of the important reforms already launched. Final funding for technical assistance programs will be provided in FY 1998 At the same time, some degree of flexibility will be maintained to respond to changing circumstances. Political realities in Russia demand this. It is certain that the political situation in Russia will evolve as the country moves through its first democratic presidential elections, but it remains in our national interest to help the reformЉoriented relationships which have just begun to develop to grow and thrive. During the technical assistance phaseЉdown period, USAID will place increasing emphasis on strengthening peopleЉtoЉpeople linkages outside the capital. The next year or two will be critical for the Russian economy. To qualify for $6.5 billion in IMF financing in 1995, Russia had to meet tough macroeconomic targets on a monthly basis. Inflation and the budget deficit were brought down. Industrial production at year's end was poised on the verge of real growth for the first time since the collapse of the Soviet Union. In early 1996, agreement was reached with the IMF on a new threeЉyear, $10.2 billion fund facility. This should provide the needed discipline to achieve financial stabilization and pursue muchЉneeded structural reform in the economy. Russia met each monthly target in 1995; the IMF arrangement will provide a further boost to the Russian economy and an incentive for deeper integration with the global markets. USAID expects that Russia will have the institutional and other resources to continue its own transition. Current plans are to phaseout Freedom Support Act (FSA) assistance within the next several years. ŒУ УХХThe Development Challenge. Ф Ф While Russia can look with satisfaction at progress already achieved, the tasks ahead continue to pose enormous challenges. Although the privatization process progressed much more rapidly than was ХХanticipated in early 1992, many of the privatized enterprises have not yet developed successful restructuring plans. The continued threat of growing unemployment has contributed to a widespread skepticism about the benefits of privatization and fueled a political debate about renationalization. Infrastructure and investment needed to facilitate industrial restructuring are not yet in place. Domestic investment capital has been slow to mobilize, in part because of high inflation (under control only in 1995 and related to a persistent deficit in government financing) and in part because of the high risks associated with the rapidly evolving economic and legal environment. Little progress has been made in increasing the productivity of farms and agricultural enterprises, inhibited in part by lack of agreement on whether and how to privatize farmland. While foreign investors are exploring the Russian market, actual investment levels remain relatively low as potential investors display caution in the face of uncertainties about Russia's political future, its poor credit rating, and the perverse economic incentives created by certain taxes, regulations and policies governing economic activity and foreign participation. Corruption and organized crime have emerged as major political and economic concerns, reflecting a lack of functioning systems to maintain the rule of law under open and democratic principles. The success of the Communists in the December 1995 Duma elections and the exit of key reformers from the Yeltsin government in early 1996 have created uncertainty about Russia's resolve to continue reforms, especially if the Communists capture the Presidency in the June 1996 elections. Although the tasks remaining are significant, U.S. assistance via the USAID budget, especially to central government entities, has already begun phasing out. Commitments in FY 1996 will be less than half of the level proposed in the Congressional Presentation for 1996. The last year of new obligations for most types of technical assistance is now planned for 1998, with resources declining rapidly over the 1997 to 1999 period. USAID has undertaken the development of exit strategies which will plan for the completion of specific assistance activities, look toward how they will be sustained by Russian institutions, or prepare them for transition to support from other donors. According to the World Bank, Russia's debt to the West at the end of 1994 was $94 billion. Over $4 billion in debt service was paid in 1994. Russia has assumed the external debt of the USSR under the "zero option" agreement with former Soviet republics. Its total external debt when liabilities to former CMEA partners are included was estimated to be about $122 billion at the end of 1994. Russian debts to official creditors have been rescheduled for the last three years in the Paris Club. As part of the 1995 rescheduling, the Paris Club agreed to consider a comprehensive rescheduling, provided Russia stayed on track with its IMF program and met other conditions. They also agreed a new deal would come into force when Russia entered into an Extended Fund Facility or other appropriate IMF arrangement. This is a top Russian priority. The first round of discussions between Russians and the Paris Club creditors took place in November. Russia reached agreement in principle with private (London Club) creditors on November 16 to reschedule $32.5 billion, including $7 billion in arrears over a 25-year period. The agreement will be "closed" (i.e., all details agreed and signed) following a process of reconciliation, which parties hope can be concluded within six months. The agreement reschedules Russia's debt for 25 years, with a sevenЉyear grace period. Payments drop off sharply in year 20. У УХХOther Donors.Ф Ф USAID coordinates closely with other donors on a sectoral basis, with particular emphasis on work collaboration in the energy, housing, land market development, agriculture, new business, and ХХenvironment sectors. Perhaps the most fruitful coordination to date has been in the urban development area, where US support for the development of a World Bank loan to Russia for transformation of the housing sector and the construction materials industry directly contributed to the signature of a $400 million loan in July, 1995. USAID's ability to provide upfront grant funding for research and development or "pilot" work has provided the opportunity for both Russians and the World Bank to work out the feasibility of a loan prior to finalizing the design of the loan package. USAID's ability to mobilize technical consultants with worldЉclass expertise and business experience has also contributed to the development of World Bank loan packages which involve the private sector; completion of a feasibility study for an electric power generating plant in Krasnodar is one concrete example in this area.Œ™USAIDЉfunded activities in various cities in Russia are also encouraged to coordinate with activities funded by other donors. Examples of such profitable collaboration can be seen in the small business sector where training and business support programs financed by USAID have provided clients ЉЉ and immediate startЉup ЉЉ for EBRD business financing loans. USAID has also developed coordination relationships with the British KnowЉHow Fund, EU/TACIS, and Canadian International Development Agency. A key factor in the success of USAID's exit or transition strategy will be the followЉon activities of other donors, especially the World Bank, which will permit the Russians to continue draw upon western experience and expertise as well as to tap into sources of external financing. USAID technical assistance funds are being used to finance and/or accelerate development of several new World Bank loans, and that approach will continue in FY 1997. USAID is currently assisting with the design of World Bank loans in the environment sector, energy sector, legal reform, the housing and urban development sector, the private sector, the agriculture and rural sector, the health sector, and the social sector. Additional loans to sustain USAIDЉinitiated activities are under discussion with the World Bank, the IBRD, and others. У У FY 1997 Program. Strategic Goal: Economic RestructuringС`(#PћKСƒ Ф Ф It is in the U.S. national interest that Russia ЉЉ and millions of private Russians ЉЉ become active partners in a trade and investment relationship with the U.S. and other countries in the global marketplace. Russia has vast untapped mineral reserves and other natural resources, an underutilized industrial sector in search of new technology and new methods, a highlyЉeducated and creative labor force, and 150 million consumers eager for products and services not yet available in Russia. As a trading partner for the U.S., however, Russia's potential is still limited by the relatively low levels of buying power and by the relative unfamiliarity of U.S. products. U.S.ЉRussian trade volumes increased by about 70 percent between 1992 and 1995, but remain relatively small in absolute terms with an estimate total turnover of about $6 billion in 1995. As an investment partner for the U.S., Russia's potential has been constrained by several factors which, together, mean high investor risk: the macroeconomic situation (inflation, monetary instability, etc.); a perception of runaway crime and corruption in the Russian business sector; a variety of infrastructural inadequacies (telecommunications, transport, etc.); and, perhaps most importantly, the quality of the enterprises in which there is a possibility to invest. As much as 60 percent of industrial resources in Russia were, for decades, dedicated entirely to military production; virtually all industries operated on the basis of state orders rather than responding to market forces. While peaceful relations between Russia and the U.S. have spurred a massive effort to convert defense industries to civilian uses, progress to date has been slow. The demands of a market economy are significantly different from the demands of a militaristic, stateЉcontrolled economy. New ideas, skills, products, distribution channels, accounting systems, and financing methods must all be developed, tested, and put in place before a company is ready to compete in the world or domestic economy for market share or new investment capital. With the essential completion of the mass privatization process, the U.S. assistance effort is focusing on regulatory reform and other measures to stimulate commerce, trade and investment. Building on the effort initiated in 1996 to assisting a comprehensive reform of the Russian tax system, U.S. assistance programs will continue to highlight implementation of tax reform at all levels, especially tax administration and collection. Assuming receptivity to further assistance, the U.S will continue to give priority to helping Russia build the legal and institutional infrastructure needed to permit the mobilization of savings for investment. USAID will complete the assistance programs in capital markets development, including support for an independent regulatory body, independent share registries, clearance and settlement organizations, recognized accounting, reporting and auditing standards and ethical codes for corporate officers, dealers and brokers to protect shareholder rights. In addition, U.S. programs will finish improvements in the Central Bank's capabilities for bank supervision and payments clearance. This assistance is closely linked to major World Bank funding. ŒConcluding programs begun in FY 1995 and FY 1996, emphasis on the energy sector will be on electric power restructuring, particularly extending support to the emergence of a viable, competitive nonЉnuclear electric power generation industry at the regional level. In addition, final support will be provided to partnerships between U.S and Russian energy organizations that have the potential to evolve into independentlyЉfinanced partnerships in the future. Limited U.S. environmental assistance will support pilot projects at the regional level to help Russia gain experience in countering the most severe health risks from industrial pollution, reducing urban pollution and managing natural resources such as the Lake Baikal watershed and the Far Eastern forests in ways to promote environmentally friendly development and support longЉterm biodiversity. These programs emphasize the economic benefits of sound environmental practices and encourage community participation. Local demonstration of such practices will lead to models that can be replicated in other regions. USAID has played a key role, along with other USG agencies, in working with Russian enterprise managers, policymakers, and financiers to bring about the needed transformations. Realization that there are mutual benefits to be realized from a RussianЉAmerican investment relationship are beginning to grow as Russian managers find, often through the faceЉtoЉface contacts fostered by the U.S. assistance program, that Americans have more to offer than straight financing. Recently, polls have begun to reflect this realization and the prospects for a true partnership in trade and investment are brighter. Specific Results to Date After a hectic four years' of work in Russia, USAID and our implementing partners are able to point with some pride to its contributions in an enormous range of areas which are critical to Russia's transition to a market economy. Only a few key results can be cited here; a more complete report is available upon request. РРТТУ УPrivatization of production capacityФ Ф: Majority ownership in about 120,000 enterprises was transferred in 1994 from the Government of Russia to private owners through two mechanisms: (1) the formation of joint stock companies by managers and employees; and (2) the purchase of shares in the company by individuals or institutions either for cash or using vouchers acquired in the nationwide voucher program. Massive public education campaigns supported this process and directly contributed to fully 98 percent of the population picking up their vouchers. Technical advisory services and material support for the management of the process were provided by USAID. ТТAs part of the mass privatization program, in August and December, 1992, Presidential Decrees 922 and 933 created a private electric power joint stock company, RAO EES Rossii, to provide reliable electric power and manage the 210,000 megawatt unified power utility. The company was given three years to develop a program for electric power sector restructuring. USAID supported the basic analytical work needed to develop proposals for alternative structures for the power sector. In July, 1995, the RAO EES Rossii management board approved a "Recommended Plan for the Continued Restructuring and Privatization of the Russian Power Industry" which emphasizes the growth of nonЉnuclear capacity and the safe operation of nuclear facilities where appropriate as well as opening the power generation sector to competition and international investment. РРТТУ УPrivate ownership of land:Ф Ф The title to 120 parcels of land was transferred to privatized industrial enterprises in St. Petersburg by September, 1995, after less than 11 months of USAIDЉfunded work in this area. 825 additional applications are pending. Seven parcels have been transferred in Nizhny Novgorod with 27 additional applications in process. In absolute terms, these numbers are trivial ЉЉ but the baseline figure for private ownership prior to the reforms was zero. The St. Petersburg land sales program was a pilot effort, and provides the regulatory and administrative basis for replication of such transfers in all other Russian cities. Those enterprises who have bought land are beginning to make the expected economic decisions and commitments necessary to improving the general postЉprivatization economic picture. РРТТУ УPrivate ownership of housingФ Ф: In 1990, 85 percent of urban housing and 46 percent of rural housing stock was in state ownership. By 1992, 8.6 percent of this housing had been transferred to private owners. By 1994, 32.4 percent of housing was in private hands. This represents a fourfold increase in home ownership in a two year period. Œ™РРТТУ УSustaining private sector development through private investmentФ Ф: ЉЉТТУУLaws and regulations appropriate for a market environment have been designed and implemented. ФФOn March 1, 1996, the new Russian Civil Code became effective after four years in the making. This broad set of laws is perhaps the most important Russian document to be passed since the disintegration of the former Soviet Union. For the first time, the Code clearly establishes, among other things, the legal right to buy and sell private property, borrow money, contract, and for non-governmental organizations to operate. It includes sections on corporations, property rights, contracts, and secured transactions. This modern Civil Code is a major advance in reform efforts, as it makes a fundamental break with past Soviet and Russian legislation by effectively guaranteeing both freedom of contract and protection of private property. The Code will also help protect against the proliferation of financial crimes that is undermining society's confidence in the market. It literally creates new regulatory systems to help enforce the laws and resolve economic disputes, and gives those institutions the authority and legal guidance necessary to promote commerce and business investments. The Code is also viewed by many Russian reformers as a bulwark against future attempts to retrench on hard-won economic and political gains. Foreign legal experts from the U.S. and Europe participated in the drafting of the Code, working with the Research Center for Private Law. USAIDЉfunded experts convened working sessions both to review the draft text and to examine the underlying theory of commercial law. USAID has been the primary supporter of virtually all of the key legal reformers working on the Civil Code over the last several years, including those working within the Office of the President as well as the Parliament. Key U.S. assistance has been provided by many of the leading U.S. experts in the commercial law field through multi-year programs with the University of Maryland/IRIS, the Rule of Law Consortium and the Harvard Institute for International Development. С` ` С A body of both national and local legislation (municipal and oblast level) has been developed as the basis for functioning land and real estate markets. The Presidential Decree "On the State Land Cadastre and the Registration of Documents on Real Estate Rights," passed in December, 1993, authorized the local Land Committees to register privatized land parcels. Local administrations have used this authority to establish real estate market regulations. The development of pilot Real Estate Information Systems (REIS) which USAID has funded in several cities has contributed to the implementation of the legal frameworks, furthering the growth of the private housing market. ЉЉТТУУA reliable and efficient financial system begins to be established.ФФ The Russian banking sector has grown rapidly. From a handful operating in Moscow in 1992, there are now more than 50 foreign banks listed in the Moscow phone directory and more than 3,000 Russian banks currently in operation. Many of the Russian banks are undercapitalized and poorlyЉmanaged, but a September crisis in the interbank loan market was successfully weathered through successful stabilization efforts by the Central Bank of Russia (CBR). Bank supervision has also been improved as the CBR has established and staffed Bank Inspection and Supervision Departments. Almost 200 senior CBR inspectors and supervisors have received USAIDЉfinanced training in onЉsite inspection of banks. ЉЉТТУУA stable currencyФФ УУprevents further erosion of savings and encourages investment.ФФ In the 1993Љ95 period, the Central Bank greatly strengthened its capacity to exertУ У monetary controls Ф Фas well, in part through close collaboration with, and following the discipline of, the International Monetary Fund (IMF). Use of Treasury bill auctions as a means of financing government debt has grown from a level of less than 5% of the central government deficit in 1993 to more than 85% of the deficit in 1995. The Financial Service Volunteer Corps (FSVC) has received funding from USAID to work with the Central Bank in this important area. ЉЉТТУУThe capacity to raise capital through the market increases.ФФ In 1993, no comprehensive securities law governed the emerging Russian securities markets. The markets were subject to a series of decrees and agency regulations, many of which were neither observed nor enforced. ŒThe Russian Federation Commission on Securities and Capital Markets (RFCSCM) was established through legislation by the end of 1994 (ahead of schedule) and began operation by the end of 1995. To date, more than 50 new personnel have been trained. A database on market participant activities, registrars, and new issues has been created. The leadership of the RFCSCM actively provides policy advice and oversight for Russia's capital markets. USAID's consistent support in this area has been important for this achievement. By September, 1995, there were 89 members in the Moscow BrokerЉDealers' Association and 70 members in three regional associations in St. Petersburg, Novosibirsk, and Yekaterinburg. These selfЉregulatory organizations provide market discipline complementary to that of the Russian Federation Commission on Securities and Capital Market. The Russian Trading System was developed in 1994/95 and went onЉline in July, 1995. The weekly volume of trade was $20 million. A Registrar Support Center (RSC) provides expert advice and market monitoring as well as conducting training seminars and carrying out audits. The RSC developed standards for voluntary certification of software for share registry; these were recently approved by the State Committee of Standards. The National Registry Company, established in spring of 1995, provides an independent share registration service which meets the professional standards in all areas of registrar operations and administration. It has attracted $10 million in startЉup capital from its shareholders: the Bank of New York, Nikoil, Unexim Bank, the International Finance Corporation (IFC), and the European Bank for Reconstruction and Development (EBRD). Its independence will ensure that the NRC will eliminate ownership risk for investors, guarantee the protection of shareholder rights, and facilitate Russian companies' ability to raise capital. Clearing and Settlement Organizations (CSOs) in Moscow, St. Petersburg, Yekaterinburg, and Novosibirsk clear and settle trades being made in the capital market. The Depository Clearing Corporation in Moscow is the only one currently linked electronically with the Russian Trading System. USAID has been the key bilateral donor supporting the development of both private and public organizations in their efforts to build a transparent and dynamic capital market. ЉЉТТУУOther institutions and organizations which support entrepreneurship and innovation are flourishing. ФФ Business incubators, a new approach to business startЉup in Russia where space to work is often a major constraint, are now operating in Nizhny Novgorod, St. Petersburg, and Moscow and supplying startЉup assistance to new, often microЉ or small businesses. Leasing programs are often associated with the incubators. A decree, "On the Development of Leasing in the Activity of Investment," was issued in June, 1995, to serve as the legal basis for such innovative programs. USAID helped stimulate the formation of this decree ЉЉ funding the development of a manual on leasing in 1994, sponsoring international experts who provided input on the future law, and organizing a conference attended by over 250 business leaders from all over Russia. The Government has taken on a new role in promoting small business. The Russian Federation State Committee for Small Entrepreneurship Development and Promotion was formed in June, 1995, and charged with improving the legislation for small business and operating a small business support program with a budget of 700 billion rubles (or about $155 million) in proceeds from the privatization program. This was a vital step, considering that no federal body formerly existed to promote small business growth. USAID resources helped the leadership and the staff to explore options in the small business area through a study tour to the U.S., and continue to provide information, advisory services, and limited equipment in support of the Committee. USAID support, through the State University of New York, to the Morozov Project, a Russian nonprofit organization dedicated to building the business skills and experience of Russians across the country has resulted in the development of business training network in 36 regions. Working through established educational institutions, the Morozov project creates, refines, and disseminates quality business training curriculum. 1,650 trainers have already completed intensive "train the trainers" programs at the headquarters in Moscow and have returned to their communities to further spread their newlyЉgained knowledge. The Project's most popular courses include Small Business and Entrepreneurship, Financial Management, and Corporate Governance. Eight regional Business Support Centers (BSCs) operated by Deloitte and Touche under a USAID contract have already provided over 19,000 Russian entrepreneurs and business managers with a range of consulting and training services in less than two years of operation. The Centers are currently actively supporting 77 business associations and business support organizations throughout Russia, and have already helped small businesses access financing valued at over $5 million ЉЉ even though the Centers themselves offer no credit facilities. ŒMore than 535 private agribusinesses and farming enterprises have been formed by the nearly 45,000 people associated with 74 former state and collective farms that have been legally restructured using a model procedure for farm reorganization developed with USAID financing. British KnowЉHow Fund support and Canadian assistance have complemented USAID's direct support to 21 farms to achieve this outcome. Approximately 25,000 privatized state/collective farms are estimated to require such restructuring, however, so the next area of focus will be in training more Russians to roll out the process on a wider scale. To encourage investment in Russia, USAID is providing venture capital through the U.S. Russia Investment Fund ("TUSRIF"). TUSRIF, which began operations in 1995, with a commitment of $440 million from USAID, replaced the Russian American Enterprise Fund and the Fund for Large Enterprises in Russia. б#Ш\2МPsєP#б ЉЉТТУУAnd efforts have been made to protect the environment and to promote development and income growth at the same time. ФФ Lake Baikal and its associated watershed are among the world's unique natural resources. The lake contains more than 20 percent of the world's fresh water and supports a tremendous assortment of biodiversity. The local governments' capacity to manage this environment has been strengthened through activities with carried out by a USAID grantee, Ecologically Sustainable Development, Inc. (ESD). Three stations with computerЉbased Geographic Information Systems (GIS) have been set up in Chita Baikal Department, the Buryat Baikal Department, and Irkutsk. The GIS is being used to implement the Lake Baikal Comprehensive Plan. This information on soil classification, taxonomy, and hydrology is being shared with scientists, government, and NGO personnel throughout the Lake Baikal watershed and beyond and applied in land use planning to determine approaches for both revenue planning and environmental protection. Two more GIS stations have been set up in scientific institutes in Khabarovsk and Vladivostok to develop the Ussuri Sustainable Land Use Plan. Through the Sustainable Natural Resources Management Project in the Russian Far East, the SikhoteЉAlin Biosphere Reserve (Primoryia Krai) received a GIS upgrade and training for the new equipment, for use in protected areas management. РРТТStrategic Objective: Increased transfer of stateЉowned assets to the private sector. РРТТStrategic Objective: Increased soundness of fiscal policies and fiscal management practices. РРТТStrategic Objective: Accelerated development and growth of private enterprises. РРТТStrategic Objective: A more competitive and marketЉresponsive private financial sector. РРТТStrategic Objective: A more economically sustainable and environmentally sound energy sector. У УStrategic Goal: Democratic Transition С`(#PћKСƒ Ф Ф USAID is helping Russian counterparts to establish and build the range of public and private institutions necessary to ensure a pluralistic, democratic society. Already established are a number of basic democratic institutions, including an election system, independent media, and literally thousands of grassroots nonЉgovernmental organizations which provide direct opportunities for citizen participation in the solution of a number of problems being faced by Russia. In addition, USAID is working with both public and private organizations tasked with assuring the rule of law. Efforts have also been focussed on increasing the capacities of local government to respond to the newlyЉdecentralized system of governance which has gradually evolved since 1992 and to the demands of the newlyЉarticulate citizenry. The media development program focuses nearly exclusively on the regions, and is helping develop a network of respected independent televisions stations, capable of providing credible alternative sources of objective information. Political party building activities have begun to shift their emphasis from working with central organizations to working with municipal and other structures in the regions. A broad and farЉflung program to help young NGOs is in place, and provides both technical and direct assistance in the form of small grants. ŒExamples of Results to Date РРТТLeaders of political parties representing a wide spectrum have been trained by the National Democratic Institute (NDI) and the International Republican Institute (IRI) in techniques for building grassЉroots support, mobilizing voters and developing platforms. IRI has developed a successful Women in Politics Program, which seeks to integrate women into the democratic party movements as activists and candidates in the next election cycle. РРТТUSAID grants to nonЉgovernmental organizations support the development of free labor unions and citizen organizations advocating public participation in areas such as environmental quality and human rights. РРТТIndependent broadcast and print media are delivering news throughout Russia (including objective reporting on Chechnya) with support from USAID advisors and trainers. РРТТFor the first time in Russia, a city government developed its own budget and published it, then held hearings to get citizens' views on the issues. This initiative by the city of Nizhny Novgorod showed how improved local government operations and financial management can be improved further when linked with citizen participation. РРТТJudicial reform is supported through workshops, training and exchanges, including a pilot program to reintroduce jury trials for serious criminal offenses in selected regions. Russia's progress toward the establishment of a participatory democracy has been substantial. The December 1995 Duma elections were the first consecutively held democratic elections in Russia's history. Multiple political parties are beginning to build constituencies on the basis of issues as well as personalities. Finally, at the grassroots, the community of nongovernmental organizations addressing social and economic issues continues to grow and strengthen ЉЉ by one recent estimate, more than 30,000 strong. Independent media provide all Russians with a variety of perspectives onУ У Ф Фissues of the day and, especially in 1995, played an important role in fostering public debate on governmental policy toward the breakaway region in Chechnya. A Presidential election is scheduled for June 16, 1996. РРТТStrategic Objective: Increased, better informed citizens' participation in political and economic decisionЉmaking РРТТStrategic Objective: Legal systems that better support democratic processes and market reforms РРТТStrategic Objective: More effective, responsive, and accountable local government. У УStrategic Goal: Social StabilizationС`(#PћKСФ Фƒ Russia's management of the difficult human dimensions of political and economic change has a major effect on the viability and durability of democratic and market reforms. Housing and health care services are critical social concerns for many Russians and are the focus of USAID efforts. Specific Results to Date To support private housing markets and ownership, USAID has helped establish condominium associations and private building maintenance, tested marketЉbased mortgage lending, trained real estate professionals and developed systems for titling land and property. USAID health programs help Russia restructure health care finance and service delivery with a focus on preventive care and quality improvement. A special initiative on women's reproductive health reduces abortion and increases access to modern family planning. U.S.ЉRussian hospital partnerships teach Russian health professionals stateЉofЉtheЉart practices in several specializations.Œаа