QUARTERLY REPORT #14

April 2020

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

Georgia Human and Institutional Capacity Development 2020 Activity HICD 2020

QUARTERLY REPORT #14January 1, 2020 – March 31, 2020

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

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

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

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

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

Enterprise Georgia ........................................................................................................................................................ 10 Georgian Young Lawyers’ Association ............................................................................................................... 11 Georgian Gas Transportation Company ........................................................................................................... 12 State Fund for Protection and Assistance of Victims of Human Trafficking .................................. 14

SECTION III: COMPONENT 2 - TARGETS OF OPPORTUNITY .......................................... 16

Public Defender of Georgia ..................................................................................................................................... 16 Zurab Zhvania School of Public Administration ............................................................................................ 18 Georgian Parliamentary Research Center ........................................................................................................ 20 Public Movement Multinational Georgia ........................................................................................................... 21 Georgian Democratic Initiative ............................................................................................................................... 22 Rights Georgia (Formerly Article 42 of the Constitution) ....................................................................... 23 Human Rights Education and Monitoring Center ........................................................................................ 24 The Peace Fund for a Better Future.................................................................................................................... 26

SECTION IV: COMPONENT 3 - PARTICIPANT TRAINING SUPPORT ........................... 28

SECTION V: COMPONENT 4 - BUILDING LOCAL HICD CAPACITY ............................ 29

Building Implementation Capacity of Local Service Providers ............................................................... 29

ANNEX A: RESULTS REPORTING TABLE ...................................................................................... 31

ACRONYMS ADS Automated Directives System ATIPfund The State Fund for Protection and Assistance of Victims of Human Trafficking CLA Collaborating, Learning, and Adapting CSB Civil Service Bureau CSO Civil Service Organization CTC Center for Training and Consultancy EMC Human Rights Education and Monitoring Center EU European Union EV Exchange Visitors GDI Georgian Democratic Initiative GGTC Georgian Gas Transportation Company GNERC Georgian National Energy and Water Supply Regulatory Commission GoG Government of Georgia GOGC Georgian Oil and Gas Corporation GPRC Georgian Parliamentary Research Center GYLA Georgian Young Lawyers’ Association HICD Human and Institutional Capacity Development HICD 2020 USAID/Georgia Human and Institutional Capacity Development 2020 Activity HR Human Resources HRM Human Resources Management IQS Indefinite Quantity Subcontract JSC Joint Stock Company LEPL Legal Entity of Public Law LTHICD Leading through HICD Training Program MEL Monitoring, Evaluation and Learning MoESD Ministry of Economy and Sustainable Development MoLHSA Ministry of Labor, Health and Social Affairs of Georgia NARUC National Association for Utility Regulatory Commissioners NGO Non-Governmental Organization PES Performance Evaluation System PDO Public Defender of Georgia PDP Performance Design Partners PITA USAID’s Promoting Integration, Tolerance and Awareness Activity PMCG Policy Management and Consulting Group PMES Performance Monitoring and Evaluation System PMMG Public Movement “Multinational Georgia” PR Public Relations PRoLoG USAID/Georgia Promoting Rule of Law in Georgia Program PSP Performance Solutions Package QMH Quality Management Handbook RFP Request for Proposals RFTOP Request for Task Order Proposals ROI Return on Investment

SARAS Service for Accounting, Reporting and Auditing Supervision SME Small and Medium Enterprise SoW Scope of Work SPRING Strengthening Physical Rehabilitation in Georgia STTA Short-Term Technical Assistance SWOT Strengths, Weaknesses, Opportunities and Threats TO Targets of Opportunity US United States USEP USAID’s Energy Project USAID United States Agency for International Development VCS Visa Compliance System ZSPA Zurab Zhvania School of Public Administration

6 HICD 2020 QUARTERLY REPORT #14

EXECUTIVE SUMMARY

Administrative notice: Due to the global outbreak of COVID-19, the World Health Organization and the Government of Georgia recommend to maintain social distancing. Thus, starting from March 16, HICD 2020 is temporarily working remotely. To eliminate close contact with our partners, service providers, and other counterparts, we conduct daily project activities through virtual means of communications. In response to this unprecedented situation, ME&A developed and shared with USAID a Mitigation Plan which focuses on assessing potential delays and disruption to the schedule, identifying alternative methods of communication and performing the project tasks, closely monitoring performance, and adapting the plan as needed based on implementation steps. This report describes the second quarter of the fifth year of implementation of the USAID/Georgia Human and Institutional Capacity Development (HICD) 2020 activity, implemented by ME&A in conjunction with its consortium members, Chemonics International (major subcontractor) and Performance Design Partners (PDP). During this quarter, HICD 2020 successfully implemented technical activities in all four project components and continued to accomplish important milestones of the project lifecycle. HICD 2020 successfully completed the HICD performance assessment of the State Fund for Protection and Assistance of Victims of Human Trafficking (ATIPFund). We also continued implementation of the Performance Solutions Packages (PSPs) for Georgian Young Lawyers Association (GYLA), Georgian Gas Transportation Company (GGTC), and Enterprise Georgia. In addition to the HICD initiatives, the project successfully continued implementation of Targets of Opportunity (TO) programs with Rights Georgia (formerly Article 42 of the Constitution), the Human Rights Education and Monitoring Center (EMC), the Public Defender of Georgia (PDO), the Zurab Zhvania School of Public Administration (ZSPA), the Georgian Parliamentary Research Center (GPRC), Public Movement Multinational Georgia (PMMG), and Georgian Democratic Initiative (GDI). Specifically, HICD 2020 supports Rights Georgia, EMC, and PDO to improve their public outreach capacities and create the human resource management (HRM) systems. We also assist ZSPA to enhance its operational effectiveness through improving its institutional setup, streamline its processes and re-design its functions. We will also develop the communications, public outreach and marketing strategies and their corresponding action plans for ZSPA. In addition, we support GPRC and GDI with the review and optimization of their organizational structures and assist PMMG to improve its human resource and finance management practices to properly manage the USAID funds in accordance with the U.S. Government and USAID requirements. Moreover, this quarter, HICD 2020 launched a new TO program for the Peace Fund for a Better Future to operationalize its activities. This quarter, we also planned to start several new actives with Civil Service Bureau (CSB), a group of partner local Civil Service Organizations (CSOs), and the Service for Accounting, Reporting and Auditing Supervision (SARAS). For example, we selected a service provider to deliver a project management training for CSB staff, developed scope of work for SARAS, issued a job advertisement for proposal writing training for our partner CSOs, however due to the COVID-19 situation, HICD 2020 will proceed with these programs after identifying alternative methods of

Main Accomplishments for this Quarter

• Completed the HICD program for ATIPfund; • Continued implementation of HICD program with

GYLA, Enterprise Georgia, and GGTC; • Launched TO activity for Peace Fund for a Better

Future; • Continued implementation of the following TO

programs: Article 42 of the Constitution, EMC, PDO, PMMG, ZSPA, GDI, GPRC;

• Met or exceeded most of the indicators in the HICD 2020 performance-monitoring plan.


implementation and ensuring that service providers and the Georgian institutions are comfortable with the new methods of implementation. As of this quarter, the project either met or exceeded 80% of the indicators in the HICD 2020 performance-monitoring plan, as demonstrated in the results reporting table (Annex A). For example, we assisted 52 organizations against the fifth-year target of 37 for the number of recipient institutions receiving performance improvement assistance. We also trained 400 individuals against a fifth-year target of 100 for the number of persons trained under the Contract, and 75% of the local service providers participated in the LTHICD program and are on track to complete by the end of the year, against a life-of-project target of 60% for the percentage of local service providers completing the HICD capacity building program. For the change in capacity of local service providers, our local subcontractors reported a 36% knowledge increase against the fifth-year target of 15%. Additionally, we have eight local service provider organizations this year against a target of five for the number of organizations providing human and institutional capacity development services under the Contract. Finally, our participant processing services continue to maintain a 100% satisfaction rate amongst the exchange visitors. As outlined above, this report describes this quarter’s primary activities for each of the project’s four components. The Results Reporting Table and Financial Report are in Annexes A and B.


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

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

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

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

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

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


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

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


SECTION II: COMPONENT 1 - HICD INITIATIVES Enterprise Georgia Background: Enterprise Georgia is a legal entity of public law (LEPL) operating under the Ministry of Economy and Sustainable Development of Georgia (MoESD). It plays a critical role in executing Government of Georgia’s objectives and policies in the area of promotion of entrepreneurship, exports, and encouragement of foreign direct investments to boost economic development. The agency is instrumental for implementing a number of governmental strategies designed and executed for the promotion of small and medium enterprises (SMEs). Over the past few years, the organization has achieved significant improvements and continues to focus on necessary reforms to ensure delivery of diverse quality services to customers and beneficiaries. In June-September 2019, HICD 2020 through its subcontractor PMCG implemented the performance assessment of Enterprise Georgia and evaluated the external and internal environments within which Enterprise Georgia delivers its mandate, as well as the overall institutional performance of the agency. We engaged Enterprise Georgia’s customers, beneficiaries and other external stakeholders in the assessment process and conducted research on the best international practices (including in Costa Rica, Slovakia, and Chile). The Performance Solutions Package (PSP) developed as the result of the assessment, provides seven key performance solutions for enhanced effectiveness and efficiency of the organization. In consultation with the senior management of the agency, we agreed on the following three priority solutions that HICD 2020 will assist Enterprise Georgia to implement:

1. Developing and implementing a customized business application framework to automate Enterprise Georgia’s business processes; (Due to the high priority, the leadership of Enterprise Georgia acquired a HubSpot software application to support the business process flow and build institutional memory of the organization themselves. This solution is complete.)

2. Creating and maintaining comprehensive organizational policies and process documentation; and 3. Improving Enterprise Georgia’s human resource management and internal communication systems.

Activities during the reporting period: Component II: Creating and maintaining comprehensive organizational policies and process documentation To optimize the use of the newly launched software and management of key processes, the agency needs to create and maintain comprehensive organizational policies and process documentation. With that in mind, on January 14, HICD 2020 issued the Request for Task Order Proposals (RFTOP) among HICD 2020 Tier I IQS holders. We selected a service provider for this intervention and were ready to start the program in mid-March, however, due to the global outbreak of COVID-19, and the fact that the intervention involves on-site visits of two international consultants from Ireland, we decided explore necessary implementation modifications to provide the services of these consultants remotely.

HICD Partner Organizations for this Quarter

• Enterprise Georgia • Georgian Young Lawyers’ Association (GYLA) • Georgian Gas Transition Company (GGTC) • State Fund for Protection and Assistance of

Victims of Human Trafficking (ATIPfund)


As the result of this five-month program, Enterprise Georgia will improve its business processes and develop a framework operating manual prescribing due business processes and Enterprise Georgia’s corporate policies. The agency will be able to effectively deliver its diverse quality services to customers and beneficiaries, maintain its institutional memory and establish itself as a longstanding reliable partner for international business and donor organizations. Performance Solution III: Improving Human Resource Management (HRM) System During the reporting period, we recruited a local HRM expert through open competition to modernize human resource management and internal communication system at the agency. The objective of the program is to make Enterprise Georgia a competitive employer at the market, and develop and maintain high motivation among its staff. Specifically, the HRM expert will deliver an employee satisfaction, engagement, loyalty and motivation survey, modify existing job descriptions, elaborate appropriate HRM policies and procedures and develop a corresponding Human Resource (HR) manual. In addition, the HRM expert will develop and operationalize a Performance Evaluation System (PES) and propose a staff motivation system. HR staff from the agency and relevant managers will get intensive

hands-on assistance and on-the-job training to implement new HRM policies and procedures, and PES. Following a virtual introductory meeting with the Head of the HR department of Enterprise Georgia on March 23, our HRM expert continued with intensive virtual exchange of information with the relevant representatives of Enterprise Georgia and analysis of provided legal documents. The estimated period of performance is from March to late July, 2020. As a result of this intervention, the organization will be modernized to ensure efficiency of each individual’s performance and properly manage its human capital.

Georgian Young Lawyers’ Association Background: Georgian Young Lawyers’ Association (GYLA) is a membership based, non-commercial legal entity established in 1994 with a mandate to: (i) promote public legal awareness and establish rule of law; (ii) develop a legislative basis for civil society and a state governed by rule of law; (iii) protect human rights and freedoms; and (iv) develop the legal profession in Georgia and establish professional ethics among lawyers. GYLA currently has central offices in Tbilisi and eight regional offices with a total of over 100 staff who are engaged in diverse projects, including providing vulnerable citizens with free legal services, monitoring activities of public agencies, conducting public awareness campaigns on legal rights, and observing the status of human rights in specific regions.

“Thanks to the successful performance assessment project carried out by HICD 2020, we will significantly improve our internal business processes and better manage our human resources.”

Tornike Zirakishvili, Deputy CEO, Enterprise Georgia

The HICD 2020 HR consultant conducts remote meetings with Enterprise Georgia.


In 2016, HICD 2020 conducted the performance assessment of GYLA, identified gaps in the organization’s performance and their root causes, as well as provided detailed recommendations on how to close these gaps. Since implementation of the PSP was not included in the initial scope of work (SoW), HICD 2020 completed the intervention with GYLA upon official acceptance of the performance assessment report and its corresponding PSP by GYLA’s previous management. In 2019, the new management of GYLA approached USAID with a request to continue receiving USAID assistance through HICD 2020. Specifically, GYLA requested assistance to: (i) streamline its human resource management system (completed); (ii) strengthen its regional network (in progress); and (iii) enhance its internal and external communications. During the period from January to July 2019, HICD 2020 assisted GYLA with development of a new HR policy and guidelines. This included a new job classification and salary scale system as well as performance evaluation and professional development recommendations. The new HR systems and policies were officially adopted by the Board in January 2020 after which GYLA began implementation of new systems. Activities during the reporting period: Component II: Strengthening the regional network Our subcontractor PMO Business Consulting, an HICD 2020 Tier II IQS holder, continued elaboration of a three-year development strategy to strengthen GYLA’s regional network. The strategy development was a participatory process and involved representatives of all regional offices. We submitted the first draft of GYLA’s Network Development Strategy to the management of GYLA in early January 2020. The document was developed based on the results of GYLA's regional network assessment conducted by the PMO experts in the previous quarter. The three-year development strategy sets four strategic directions for ensuring institutional effectiveness of the organization at the regional level. These strategic directions are:

1. Protection of human rights in the regions through legal assistance and oversight of the activities of democratic institutions;

2. Increasing effectiveness of regional offices through institutional development of the regional network; 3. Establishment of modern techniques of internal organizational communication; 4. Increasing funding to the regional network.

Currently, the PMO team is working on elaboration of a one-year action plan to ensure implementation of GYLA’s Network Development Strategy. The strategy along with its implementation plan will be submitted to GYLA’s Board for the final approval in the next reporting period. The anticipated completion of this component is the end of April, 2020. Georgian Gas Transportation Company Background: The Georgian Gas Transportation Company (GGTC) is a government-owned limited liability company under the Ministry of Economy and Sustainable Development of Georgia. It was established in 1999 and had operated

“New human resource management system proposed by HICD 2020 was fully established by GYLA. This new system replicates modern western trends of human resource management and makes GYLA a competitive employer at the Georgian NGO market.”

Irma Pavliashvili, Administrative Director, GYLA

Discussing the draft of GYLA’s Network Development Strategy with the management of the organization.


as the subsidiary of the Georgian Oil and Gas Corporation (GOGC) up until 2011. GGTC is a gas transportation licensee – license granted by the Georgian National Energy and Water Supply Regulatory Commission (GNERC) – exercising the right to transport natural gas through high pressure transmission pipelines across Georgia. Under the Natural Gas Transmission Grid Code adopted in September 2018, the new energy law (pending adoption), and the new natural gas market concept design, GGTC will assume new complex functions and responsibilities. Apart from the pipeline’s technical operation, it will also take responsibility for the commercial operations of the natural gas market. This is part of the GoG reform agenda in the energy sector for meeting the country’s obligations under the European Energy Community Treaty. GGTC is required to make swift transformation steps from 2018 to meet the new EU market requirements. Given GGTC’s strategic place in the Georgian energy sector, and the critical role it plays in the GoG social and economic development goals, USAID nominated GGTC for the HICD program. The performance assessment was carried out from January to May 2019, followed by development of the PSP in July 2019. Activities during the reporting period: Component II: Develop an IT Strategy and an IT Security Strategy In January, 2020, the Mission provided concurrence to HICD 2020 to support GGTC in implementing performance solution 5 from the PSP: Development of an IT Strategy and an IT Security Strategy/Policy. The absence of these strategies substantially compromises reliability and efficiency of GGTC’s information systems, as emphasized in GGTC’s institutional performance assessment. GGTC recently established an IT Department mandated to establish, monitor and maintain the information technology systems and services. It is therefore crucially important to support GGTC and its newly created IT Department in effectively charting its strategic IT course, and securing its IT platforms in line with the rapidly evolving business requirements and the redesigned natural gas market. The program objectives are to:

• Develop a robust and viable IT strategy and an action plan to guide GGTC’s activities and operations in the area of information and information security management;

• Create a viable framework for enhancing the reliability and cyber security of organization’s information systems and IT platforms;

• Strengthen the corporate IT function to effectively implement the updated information technology requirements imposed by the redesigned natural gas market.

On February 18, HICD 2020 met with the GGTC representatives, including their IT Department specialists, to discuss and finalize the SoW. On February 27, HICD 2020 released a Request for Proposals (RFP) to solicit applications from qualified companies, and on March 5, a question and answer session was organized, where the GGTC and HICD 2020 representatives responded to bidders’ questions on the upcoming program and the SoW. We are currently evaluating the proposals and will identify required changes to start date and implementation schedule as a result of current developments related to the COVID-19 pandemic and the ensuing limitations on face-to-face communications. The estimated period of performance is contingent upon the start date of this intervention (original dates: April through July, 2020).


State Fund for Protection and Assistance of Victims of Human Trafficking Background: The State Fund for Protection and Assistance of Victims of Human Trafficking (ATIPfund) is an LEPL under the Ministry of Labor, Health and Social Affairs of Georgia (MoLHSA). It provides care for and services to the victims of human trafficking and domestic violence, as well as supports individuals with disabilities, foster children, and the elderly. ATIPfund is the only organization in Georgia mandated to provide protection, rehabilitation, and reintegration services to the victims of trafficking and domestic violence across the country, and is, therefore, a critical institution in achieving the GoG’s social development goals. Given the important role it plays, USAID nominated ATIPfund for the HICD program in 2016. ATIPfund expressed its commitment to sustainable performance improvements as the recipient of HICD assistance. Activities for the Reporting Period: Component II: Elaboration of the Service Quality Management Handbook (QMH) On January 23 and 24, HICD 2020 organized a two-day workshop for ATIPfund’s managers and staff to educate them on the comprehensive aspects of the quality-centric care at the long- and short-term care institutions, and prepare them for the QMH implementation. The training covered all issues specified in QMH with special focus on the quality management concept, planning and implementation of the quality management system, development of documentation (Quality Management Manual, standard operational procedures, control forms), and quality assessment and monitoring. Specifically, the following topics were addressed:

• Quality assurance and management; • Long- and short-term care service standards; • Core directions for defining quality standards; • Quality assurance mechanisms and multidisciplinary teams; • Clinical supervision and case conferences; • Individual trajectory of services; • Defining beneficiary’s individual service plans; • Procedural framework; • Quality management cycle.

The workshop was delivered by GEC consultants, an HICD 2020 Tier I IQS holder, and its multidisciplinary team members (social development expert, psychiatrist, psychologist, public health expert and an occupational therapist). The trainees were split into two groups: (1) managers and staff of the long-term care institutions (branches), and (2) managers and staff of the short-term care institutions (shelters).

On January 23 and 24, HICD 2020 organized a two-day workshop for the ATIPfund’s managers and staff to educate them on the comprehensive aspects of the quality-centric care at the long- and short-term care institutions, and prepare them for the QMH implementation.


HICD 2020 received a fully validated package of the Quality Management Handbook in the previous quarter, and secured ATIPfund’s endorsement of this deliverable on February 6. ATIPfund’s Director conveyed deep gratitude to HICD 2020 for supporting the organization in strengthening its institutional systems, and in improving its service quality with a comprehensive set of the HICD interventions spanning almost a five-year period. Starting February 1, 2020, ATIPfund operates as a guardianship and care agency, with expanded functions. Its name has been changed to the “Agency for State Care and Assistance of Victims of Human Trafficking”.


SECTION III: COMPONENT 2 - TARGETS OF OPPORTUNITY Public Defender of Georgia Background: The Public Defender of Georgia (PDO) is an independent constitutional body mandated by the Constitution and the laws of Georgia to monitor protection of human rights and freedoms in the territory of Georgia, identify incidents of human rights’ violations and contribute to the restoration of the violated rights and freedoms. To eliminate all forms of discrimination and ensure equality, PDO monitors activities of administrative, state and local self-government authorities, public institutions and officials, physical and legal persons, detects the facts of discrimination, and acts on eliminating the consequences of discrimination. PDO plays a critical role in safeguarding human rights and freedoms in Georgia, and contributes to advancement of priority 1.4. under GoG’s program for 2019-2020, Protection of Human Rights, as well as implementation of Georgia’s National Human Rights Strategy for 2014-2020. HICD 2020’s support is therefore sought to strengthen its institutional pillars, as became evident during the drafting of its organizational strategy and an action plan with EU support in 2018. The strategy development process pointed to a number of issues yet to be addressed to close PDO’s current organizational gaps and pursue its mission more effectively. HICD 2020 will support PDO through a two-component program:

1. Improve PDO’s Human Resource Management (HRM) system; 2. Strengthen PDO’s public outreach function.

Activities for the reporting period: Component I: Improving the HRM system The HRM consultant hired in the previous quarter, continues to work with the PDO to improve their HRM system. As of the end or the reporting period, the consultant has completed the following activities:

• Interviewed the PDO leadership (Public Defender and her deputies), line managers and key performers on the goals, challenges and limitations of the performance management and appraisal system;

• Conducted workshops and focus groups with the PDO managers and key performers, including those from the regions, on proposed changes to the performance appraisal model, performance management skills, appraisal score standardization, indicators, competency-based evaluations and the appraisal goal-setting;

• Trained HR staff on facilitating individual appraisals, and on developing individual performance appraisal indicators;

• Drafted the performance appraisal procedures; • Interviewed HR staff on the existing HR business processes for the HR manual;

TO Partner Organizations for this Quarter

• Public Defender of Georgia (PDO) • Zurab Zhvania School of Public Administration (ZSPA) • Georgian Parliamentary Research Center (GPRC) • Public Movement Multinational Georgia (PMMG) • Georgian Democratic Initiative (GDI) • Article 42 of the Constitution / Rights Georgia • Human Rights Education and Monitoring Center (EMC) • The Peace Fund for a Better Future


• Held a series of discussions on workforce planning, recruitment and selection, learning and development; • Developed the first draft HR manual, including HR policies and procedures, employee motivation and

retention mechanisms and personal development plans. Parallel to working on the HRM-related practices and procedures, the consultant is continuing to develop recommendations on the feasibility of structural affiliation of the Tolerance Center with PDO (Tolerance Center represents an informal, unincorporated group of individuals advocating for issues that fall under the purview of PDO, and is supported by USAID’s Promoting Integration, Tolerance and Awareness (PITA) Activity. The group members function and meet within the PDO premises). HICD 2020 and the HRM consultant met with the PITA Chief of Party, Tolerance Center Director and the Public Defender to discuss this issue, and weigh in on several options. The respective recommendations will be finalized in the next reporting period. The program aims to institutionalize contemporary HRM practices at PDO through equipping the organization with the HRM policies to include the employee motivation and retention mechanism, personal development plans, internship procedures; HR strategy and an action plan; modified performance appraisal system responsive to the current PDO needs, and providing recommendations on introducing the mentoring and coaching practices at PDO. Component I spans the period from December 16, 2019 to May 18, 2020. The completion dates might be affected given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. The HRM consultant, PDO and HICD 2020 will continue to implement the program through telework, thus minimizing any possible disruptions. Component II: Strengthening the Public Outreach Function HICD 2020 contracted and onboarded PMCG, an HICD2020 Tier I IQS holder, to implement this component. On January 23, HICD 2020 organized a kick-off meeting with the PDO leadership, where the PMCG team presented the work plan, clarified PDO’s expectations, and aligned the activity timeline accordingly. As of the end or the reporting period, the consultants have completed the following activities:

• Finalized desk research of PDO’s existing documentation, including laws, regulations and bylaws; previous surveys and communications strategies/action plans; communications materials, such as press releases, press kits, advertising documents, announcements;

• Conducted in-depth interviews with the PDO leadership (Public Defender and her deputies), line managers and key performers to gain accurate understanding of the existing communications practices, limitations and challenges; PR structure and procedures; target audiences, communication modes, patterns, channels and priorities; external communication tactics, materials, resources, social media use; partners and competitors;

• Examined PDO’s organizational vision, mission and goals, and their linkages with the existing communications practices;

• Held in-depth interviews with senior and middle managers and staff to examine the internal communications system and practices, desired corporate

On January 23, HICD 2020 organized a kick-off meeting with the PDO leadership, where the PMCG team presented the work plan, clarified PDO’s expectations, and aligned the activity timeline accordingly.


culture, bottlenecks in internal communications; campaigns and events to strengthen internal communications; success stories, internal communication modes and media;

• Conducted several focus group meetings with PDO staff to collect their feedback on the internal communications practices and existing challenges;

• Held follow-up meetings with the Public Defender and her deputies to share and discuss findings of the internal and external communications analysis.

The consultants are now analyzing the desk research, interview and focus groups findings to incorporate them into a three-year communications strategy and an action plan, which will be completed in the next reporting period. They will also train the PDO managers and staff on implementation of the newly developed communications strategy and enforcement of the action plan, and deliver consultations on effective application of the PR/communications tools, techniques and methods. The program aims to strengthen PDO’s capacity to effectively communicate its activities and messages to the public, and hence, maintain and enhance its credibility as of the organization responsible for protecting the human rights and freedoms in Georgia. Component II spans the period from January 21 to April 14, 2020. The completion dates will likely be extended given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. PMCG consultants, PDO and HICD 2020 will continue to implement the program through telework, thus minimizing any possible disruptions. Zurab Zhvania School of Public Administration Background: Established in 2005, the Zurab Zhvania School of Public Administration (ZSPA) is an LEPL under the Ministry of Education, Science, Culture and Sport of Georgia, mandated to deliver a broad range of educational programs, courses and trainings. Since its inception, ZSPA has been administering the National Language Teaching program to individuals interested in learning or mastering the Georgian language in ten regional centers and through the mobile rural groups. Starting in 2014, the school offers the renewed curricula centered on Public Governance and Administration, which aims to build capacity and skills of public servants and other individuals interested in capacity building and professional development. ZSPA will soon become a core capacity building instrument for the Civil Service reform implemented by the GoG, catalyzing the decentralization initiative. It will strengthen capacity of local self-government bodies in municipalities densely populated with national minorities, as well as in the mountainous regions, hence, contributing to regional development and civil integration. While ZSPA will continue to administer its existing programs until the end of 2020, it will develop and launch the new curricula from 2021 to keep abreast of the Civil Service reform by successfully performing its key training provider functions at the national level. At that point in time, ZSPA will have a broad coverage of the entire country and a significant mission to accomplish, placing the school at the forefront of the decentralization process. Given ZSPA’s expanding role as a training provider and a catalyst in the Government’s decentralization efforts, ZSPA is in need of enhancing its operational effectiveness. HICD 2020’s assistance is sought to:

1. Improve ZSPA’s institutional setup, streamline its processes and re-design its functions; 2. Develop the communications, public outreach and marketing strategies and their corresponding action plans

for the newly established Public Outreach and Strategic Development Department, which combines PR, marketing, donor coordination and international relations functions.


These two activities will be combined into a single component: Enhancing ZSPA’s Operational Effectiveness. Activities for the Reporting Period: HICD 2020 selected and onboarded GEC, an HICD2020 Tier I IQS holder, to implement the program at ZSPA. The team of consultants is composed of a project manager, three domestic organizational development advisors, a marketing and communications expert, and an international field expert. On March 2, HICD 2020 organized a kick-off meeting with ZSPA leadership, where the GEC team presented the project implementation plan and a timeline, discussed anticipated outcomes and the possible challenges to be addressed. As of the end of the reporting period, the GEC team has completed the following activities:

• Discussed and explored ZSPA’s mandate, mission and goals with the ZSPA Director and the management team;

• Held in-depth interviews with line managers and key performers; • Conducted desk research through examining existing documentation such as statutes, procedures, strategies

and respective legislative acts; • Drafted the Strengths, Weaknesses, Opportunities, and

Threats (SWOT) matrix; • Discussed the vision regarding marketing and

communications strategies, and the marketing audit; • Organized external stakeholders’ discussions with

representatives of the Civil Service Bureau, the Ministry of Regional Development and Infrastructure, the State Minister of Georgia for Reconciliation and Civic Equality, the Samtskhe-Javakheti Municipality Administration and the Ozurgeti Municipality. Discussions covered the existing and anticipated modes of partnership with ZSPA, expectations towards the ZSPA training programs, and their previous interactions/experiences;

• Discussed ZSPA’s role and place under the Ministry of Education with the Deputy Minister of Education.

The GEC team is currently mapping as-is functions and processes, and analyzing the findings to draft recommendations for re-designing and improving ZSPA’s business model. They are successfully collaborating with the international field expert having extensive experience in building institutional capacity of the public administration organizations and in reforming training systems for public servants. The international expert is providing methodological guidance and pertinent recommendations to the GEC team.

Photo: by GEC On March 2, HICD 2020 organized a kick-off meeting with ZSPA leadership, where the GEC team presented the project implementation plan and a timeline, discussed anticipated outcomes and the possible challenges to be addressed.


The next steps include finalizing ZSPA’s business model and a functional setup; developing an organizational model and a marketing strategy; designing the operational and performance management models and a communications strategy. The program spans the period from February 20 to July 20, 2020. The completion dates will likely be affected given the ongoing developments due to COVID-19 pandemic, which disrupted travel and limited face-to-face communications. Our consultants, ZSPA and HICD 2020 will continue to implement the program through telework, thus minimizing any possible disruptions.

Georgian Parliamentary Research Center Background: The Georgian Parliamentary Research Center (GPRC) was created in 2019 to replace the existing Research Department at the Parliament, and to provide the Members of Parliament with competent, impartial, timely, and relevant analysis, as well as broader research output, to improve the Parliament’s legislative and oversight capabilities. The newly established Center needs assistance in organizational set up to streamline management and procedural processes and ensure long-term institutional and operational effectiveness. HICD 2020 will assist GPRC through three components:

1. Organizational development; 2. Improving internal and external communications, including enhancement of fundraising skills; 3. Improving research planning and methodology guidelines.

Activities during the reporting period: Component I: Organizational development Our subcontractor PMCG continued working on the first phase of the program – review and optimization of the organizational structure of GPRC. Specifically, the PMCG team reviewed the existing organizational structure and effective legal documents, and held structured interviews with the GPRC management and staff. Based on the data gathered, PMCG prepared early findings of the organizational assessment and outlined possible solutions to address several critical performance issues. In addition, the team prepared "as-is", as well as optimized process flowchart of one of GPRC's core processes. Recommendations were also delivered on establishing effective process monitoring and performance measurement system. The PMCG team has also studied best models of similar units within the structure of western parliaments and submitted the analysis paper to GPRC. The paper was highly appreciated by the staff and the Director of the Center.

Photo: by GEC Our consultants, ZSPA and HICD 2020 continue to implement the program through telework, minimizing any possible disruptions

Our subcontractor PMCG presenting early findings of the organizational assessment to GPRC.


Moreover, during this reporting period, the PMCG HR expert analyzed the GPRC Human Resource Management (HRM) system, conducted job analysis and revised existing job descriptions. PMCG submitted the draft HRM manual and draft performance appraisal indicators to GPRC. The review and discussion of these documents is ongoing and will be finalized by mid of April. In addition, the PMCG team started analysis of GPRC’s core working processes. The final document describing all business processes will be finalized by the end of April. This program will run through May; however, the completion date may be affected given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. Our consultants, GPRC and HICD 2020 will continue to implement the program through telework, thus minimizing any possible disruptions. As the result of this program, GPRC will be able to streamline the management and procedural processes and ensure long-term institutional and operational effectiveness. Public Movement Multinational Georgia Background: Public Movement Multinational Georgia (PMMG) unites citizens of Georgia representing different ethnic, religious, and linguistic groups residing in Georgia. It is an umbrella organization which provides resource support and cooperates with the representatives of more than 18 diaspora and 56 grassroots NGOs working in the protection of rights of ethnic, religious and linguistic groups residing in Georgia. Activities of the Movement cover the whole territory of Georgia with a special focus on the capital and five regions where the widest cultural diversity is observed: Kvemo-Kartli, Samtskhe-Javakheti, Shida-Kartli, Kakheti and Adjara. PMMG seeks to establish tolerance and diversity as natural conditions of the democratic society in Georgia. USAID has nominated PMMG as one of the USAID/Georgia new local partners which will have an important role during the upcoming elections. To ensure more reliable and resilient management capacity of the organization, HICD 2020 will assist PMMG to improve its human resource and finance management practices to properly manage USAID funds in accordance with the U.S. Government and USAID requirements. Activities during the reporting period: HICD 2020 contracted GEC to improve PMMG’s organizational performance and ensure its long-term institutional and operational effectiveness. Following a kick-off meeting on January 28, 2020, the GEC team carried out a number of working meetings and structured interviews with the internal and external stakeholders of PMMG to explore its institutional context, financial and managerial performance, core challenges and critical processes. During this period, the GEC team worked on conceptualization of upcoming deliverables, such as Ethics Guide, Rules and Procedures for Budget Variance Report, and Business Continuity Policy. In addition, GEC’s HR consultant studied PMMG’s HR management processes and is now developing job descriptions and HR administrative procedures, such as employee record keeping, recruitment, contracting and the like. All these documents will be discussed and finalized by our consultants in the upcoming quarter. The program will run through May, 2020. As the result of this four-month program, effective and flexible human resource and financial management systems will be developed and PMMG will be modernized to ensure proper management of its human capital and finances. In addition, we will develop a data back-up system, disaster recovery, and business continuity policy.


Georgian Democratic Initiative Background: Georgian Democratic Initiative (GDI) is an NGO committed to defending human rights, expanding inclusive society and promoting tolerance, strengthening democratic reforms and advancing the rule of law, enhancing transparency and accountability of public institutions. GDI pursues these ideals through monitoring, open debate, fact-based research and analysis of policy options to address the challenges facing Georgia. The organization brings together high-level professionals with an extensive record of research, advocacy and monitoring work in the key areas of GDI operation. The expertise, experience, impartiality, and credibility of GDI’s team position the organization to be effective on the frontlines of Georgia’s most critical policy debates on human rights and democratic development. In 2016, a local consulting organization, Center for Training and Consultancy (CTC), developed a strategic framework for GDI and a set of recommendations to improve its management practices. The new management of GDI seeks external assistance to revise the existing organizational structure and management system in order to institutionalize existing management practices and operational guidelines. In addition, the management acknowledges the need to improve its proposal writing and project management practices. HICD 2020 will assist GDI through two components:

1. Review and optimize organizational structure and management practices; 2. Enhance proposal writing and project management practices.

Activities during the reporting period: Component I: Review and optimization of organizational structure and management practices In December, 2019, HICD 2020 issued an RFP at a public job search website and selected GEPRA, the HICD 2020 Tier II IQS holder to improve the management processes at GDI. During the reporting period, the GEPRA team reviewed GDI’s organizational structure, effective legal documents and studied managerial practices. The consultants also conducted structured interviews with internal and external stakeholders, including representatives of media, local NGOs, and local and international donor organizations. Based on these activities, our consultants developed the assessment report with recommendations for effective organizational arrangements and managerial practices and submitted it to GDI leadership for their feedback and approval. The comprehensive document evaluates current challenges and needs of the organization to achieve its mission and strategic goals. The report also identifies factors that hinder the organization's performance and suggests how these challenges could be overcome. In addition, our consultants studied managerial practices of westerns organizations of similar profiles and included the analysis of best western cases in the document. Based on the results of the needs assessment, the GEPRA team has started preparation of a customized training program for GDI’s managers and staff. The training will be delivered in the next reporting period. The program will run through May, 2020. As the result of the program, organizational structure and management practices of GDI will be optimized. In addition, the managers and staff of GDI will receive training and intensive


coaching on advanced management techniques that will result in streamlining management processes of the organization. Rights Georgia (Formerly Article 42 of the Constitution) Background: Article 42 of the Constitution (recently renamed as Rights Georgia) is a non-governmental, non-political, human rights advocacy organization founded in 1997. The members of the organization are professional lawyers providing pro-bono legal assistance to victims of human rights abuses in local and international courts and other state agencies. The organization aims to promote the establishment of the rule of law in Georgia through the introduction of international standards for the protection of human rights and freedom, as well as through an increase in public awareness of these standards. HICD 2020 assists Rights Georgia to institutionalize modern management systems and improve prominence of the organization in four key operational areas:

1. Optimizing of the organizational structure (completed); 2. Developing the human resource management system (in progress); 3. Enhancing communication with the public (completed this quarter); and 4. Enhancing financial management system (completed).

From February to July 2019, HICD 2020 through its subcontractor GEPRA developed a three-year organizational development strategy and provided recommendations for the effective organizational arrangement of Rights Georgia. Each phase of the project was conducted in close cooperation with Rights Georgia’s management and staff, and as the result of this participatory process, all program deliverables incorporated their vision and insights. From September to December 2019, HICD 2020, through its subcontractor GEC, provided the organization with a comprehensive methodology for consolidated budget planning and maintenance. This methodology will support annual planning process and serve as a flexible tool for external communication. It will ensure that all costs and revenues are realistically planned and both leadership and employees have common understanding of organization plans and limitations. Activities during the reporting period: Component II: Developing human resource management (HRM) system HICD 2020, through our short-term technical assistance (STTA) HRM expert, continues consultancy to improve the HRM system of the organization. In the reporting period, we studied existing HR practices through desk research of relevant documentation and face-to-face consultations with the managers and staff of Rights Georgia. Currently, in active interaction with relevant representatives of the organization, we are finalizing the final deliverables: the HRM policy and procedures manual with specific rules for recruitment, compensation, overtime/bonus payments, professional development, enabling equal opportunities, and performance evaluation system tailored to the specifics of the organization. The program will run through June, 2020. As the result of the program, the organization will better ensure proper management of its human capital and the quality of organizational performance will improve by increased efficiency of each individual’s performance. Component III: Enhancing communication with the public


HICD 2020’s subcontractor GEPRA continued working to enhance Rights Georgia’s communication with the public. Our team of consultants performed detailed analysis of Rights Georgia’s internal and external environment and assisted it in developing appropriate strategic vision for improving its positioning and sustainability. As the result of participatory efforts, HICD 2020 provided the organization with:

• A four-year organizational development strategy and its implementation plan with viable instruments for reaching strategic goals;

• A two-year communications strategy and its implementation plan with detailed steps for pre-defined positioning of the organization, educational and behavioral change campaign tools in social media, and systemization of communication with the stakeholders;

• A new name “Rights Georgia”, that was selected as a result of engaging and participatory process. In the past, the name “Article 42 of the Constitution” replicated the corresponding article of the Constitution of Georgia protecting human rights. In the new Constitution, the protection of human rights is regulated by Article 31. We conducted a series of consultations and focus groups to verify the need to rename the organization;

• New logo and brand identity of the organization. The concept of a new authentic logo represents the diversity of the organization’s beneficiaries and stakeholders and emphasizes the principle of the universality of human rights.

The executive director of Rights Georgia expressed his high gratitude to HICD 2020 for assistance and requested to support them in organizing an event during which the organization’s new name and logo, as well as the strategic goals, will be presented to the representatives of media, local and international NGOs, international donor organizations, and other stakeholders. We plan to support Rights Georgia with conceptualization and organization of the event when situation stabilizes after the

Covid-19 outbreak. Human Rights Education and Monitoring Center Background: The Human Rights Education and Monitoring Center (EMC) is an NGO founded in 2012. It is one of the leading organizations in Georgia in the field of human rights (including social, women’s and minority rights), judiciary, law enforcement, and democratization. In addition to working on issues that are traditional focus areas for Georgian civil society organizations, such as religious freedom, judicial independence, criminal justice, ethnic minority rights, and women’s rights, EMC has been actively targeting problems that are considered as highly important by Georgian society, but do not receive sufficient attention from the Government. This includes labor rights, drug policy, right to housing, social justice, and security sector reform.

“HICD 2020 helped us in managing and overcoming the crisis. Rapid planning and implementation of programs by HICD 2020 in response to our needs was a great example of supporting partners and loyalty to the program goals.”

Vladimer Mkervalishvili, Executive Director, Rights Georgia

GEPRA facilitates discussions around the new name of the organization and its new logo and brand identity.


EMC operates across four program areas: social policy, equality policy, justice and democracy, and critical policy. These areas are managed by three directors. EMC seeks to optimize its organizational structure, streamline its human resource management practices, and enhance internal and external communications. From April to July 2019, HICD 2020 through its subcontractor PMCG worked on optimization of the organizational structure of EMC. Specifically, we conducted comprehensive analysis and developed viable recommendations to address areas of management and regulatory norms, program and project management, administration, financial management, human resource management, organizational management and sustainability. The EMC management expressed high gratitude for effective recommendations and declared commitment to carry out needed organizational changes. Activities during the reporting period: Component II: HR Management HICD 2020’s HR consultant continued assisting EMC to modernize its HR management systems. Currently, in close consultation with the leadership of EMC, we are finalizing the HRM policies and procedures with specific rules for recruiting, compensation, overtime/bonus payments, professional development, enabling equal opportunities and operationalization of the customized Performance Evaluation System. In the next reporting period, we will deliver on-the-job training on suggested rules and procedures to the EMC managers and other relevant staff. We planned to finish this component on May 2, 2020. However, the completion date might be affected given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. HICD 2020 moved to virtual means of communication to minimize this delay. Component III: Enhancing EMC’s Communication with the Public Our subcontractor PMCG in association with its subcontractor Branding.ge continued working to enhance EMC’s communication with the public. In the reporting period, the PMCG experts facilitated strategy development sessions for all three key program directions of the organization – Social Policy, Equality, and Justice and Democracy. It has to be noted that to ensure full dedication and participation of the staff in these exercises, the EMC leadership committed to finance off-site space for these workshops in Tbilisi. Based on this participatory process, the PMCG experts revised EMC’s mission, vision and developed strategies for Social Policy and Judiciary and Democracy programs. Development of the strategy for the Equality program is underway. Based on these three program strategies, the PMCG team will develop a comprehensive two-year PR/communications strategy and its corresponding action plan. The action plan will specify target audiences, target media, key messages, practical tactics, responsible managers and staff, as well as needed resources.

Our subcontractor PMCG facilitates strategy development sessions for EMC’s all three key program directions – Social Policy, Equality, and Judiciary and Democracy.


The program will run through May, 2020. However, the completion date might be affected given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. HICD 2020 moved to virtual means of communication to minimize this delay. The Peace Fund for a Better Future Background: The Peace Fund for a Better Future or the Peace Fund (the “Fund”) is a membership based not-for-profit legal entity operating in Georgia, established in August 2019 under the GoG’s peace initiative “A Step to a Better Future,” Facilitation of Trade Across the Dividing Lines (Abkhazia and Tskhinvali Region/South Ossetia). The founders of the Fund are the Office of the State Minister of Georgia for Reconciliation and Civic Equality, the Partnership Fund JSC and the Georgian Chamber of Commerce and Industry. The Fund’s mission is to:

• Support peaceful conflict transformation and peace building process; • Support implementation of the peace initiative “A Step to a Better Future”; • Facilitate dialogue, cooperation, reconciliation and confidence building between the divided communities; • Empower the conflict-affected population living on both sides of the dividing lines, and improve their

socio-economic condition. Tasked with an important mission to support conflict transformation and to reinforce peace-building processes through promoting cooperation across dividing lines and strengthening the socio-economic conditions in the conflict-affected areas, the Fund’s role cannot be overestimated. HICD 2020’s support is sought to guide the Fund in devising a robust and workable foundation on which it will build its operations to successfully fulfill its mission. This will be achieved through: (1) setting up an effective governance, management and organizational structure; (2) streamlining the reporting mechanism with the Fund’s founders and donors; (3) successfully administering grants applications based on the newly developed grants administration and management procedures; (4) developing a robust fundraising scheme. The newly appointed Director of the Fund acknowledges importance of the HICD 2020 support to operationalize its activities, and stands committed to working alongside the consultants’ and project’s team in the course of the activity. Activities during the Reporting Period: HICD 2020 and the USAID representatives met with the Fund’s Director on several occasions in January, 2020 to discuss the potential areas of assistance, and to develop and agree on the SoW which elaborates the program activities in detail. HICD 2020 contracted PMCG, our Tier I IQS Holder, to implement the program. The consultants’ team is composed of a team leader, organizational development consultant, business process analyst and an HRM consultant. On March 11, we organized a kick-off meeting with the Fund Director, USAID, PMCG and HICD 2020 to discuss the project timeline, planned activities and the anticipated program outcomes.


As of the end of the reporting period, the PMCG team has completed the following activities:

• Developed a draft organizational structure and governance document, which covers sections on the Fund’s Supervisory Board, its roles, functions and responsibilities; functions of the Director; generic structure of the Fund, and existing limitations and challenges. The document was drafted in close consultation with the Director and the representatives of the State Ministry on Reconciliation and Civic Equality;

• Drafted initial concept of the fundraising scheme, which outlines the key steps for effective resource mobilization (e.g. analysis of the resource needs, fundraising opportunities, forging partnerships, etc.), and is focused on the immediate, practical actions that the Fund can take in this domain;

• Drafted the initial concept paper of the program “Produce for Better Future”, which accommodates capacity of potential applications, and is focused on crossline economic linkages; developed description of the business matching grants project, in close consultation with the Director to assist the Fund in the grants program development;

• Developed draft job descriptions for all positions outlined in the strategy document. The job descriptions will be finalized following endorsement of the Fund’s final structure.

In the next reporting period, PMCG consultants will finalize the Fund’s governance, management and organizational structure, including staff composition and job descriptions; a mechanism for reporting and interfacing with founders and donors; standard operating procedures pertaining to grants administration and management, and the fundraising mechanism. The consultants continue to closely consult with the Fund, its founders and stakeholders to finalize the deliverables and to support the Fund in successfully launching its operations with an end goal of empowering communities in the conflict-affected areas, and contributing to improvement of their socio-economic condition. The program spans the period from March 10 to June 10, 2020. The completion date may be affected given the ongoing developments due to COVID-19 pandemic, which limited face-to-face communications. Our consultants, the Fund, and HICD 2020 continue to implement the program through telework, thus minimizing any possible disruptions.

A kick-off meeting attended by USAID, the Fund Director, PMCG and HICD 2020.


SECTION IV: COMPONENT 3 - PARTICIPANT TRAINING SUPPORT

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

During the reporting period, the HICD 2020 team processed 28 exchange visitors (EVs) – 16 male and 12 female – nominated by USAID Energy Program (USEP), Promoting Rule of Law in Georgia (PROLOG), National Association for Utility Regulatory Commissioners (NARUC), Strengthening Physical Rehabilitation in Georgia (SPRING) and HICD 2020. However, due to the global outbreak of COVID-19, all exchange visits were cancelled by their hosting institutions. All exchange visitors were notified about program cancellations. The participants who were entered into TraiNet and verified in Visa Compliance System (VCS) were also canceled in the system. To capture feedback on HICD 2020 services at the end of the visa process, each EV completes a survey. Thus far, the project enjoys a 100% satisfaction rate amongst EVs. Additionally, the USAID/Georgia Mission designated HICD 2020 to facilitate collection and submission of all training information to USAID/Washington through the USAID TraiNet system. At the end of each project quarter, all USAID partner organizations operating in Georgia are required to send data regarding in-country and third-country training activities financed in whole or in part by USAID to the HICD 2020 Activity. During this reporting period, HICD 2020 received training information for 30 in-country programs from 9 implementing partners. HICD 2020 will complete the data entry into TraiNet system during the next reporting period.

Female Male Total

In-country programs 342 221 563

Third-country programs 0 0 0

US-based Program 12 16 28

Total number of participants 354 237 591


SECTION V: COMPONENT 4 - BUILDING LOCAL HICD CAPACITY USAID’s strategy calls for implementers to invest in country-owned models of inclusive development and build sustainable capacity in the countries where USAID works. Through this strategy, USAID places a renewed emphasis on local capacity building, so that US assistance strengthens the actors and institutions responsible for transforming their countries. HICD 2020 is committed to USAID’s goal of strengthening local capacity and incorporates this vision into the project. Specifically, HICD 2020 works toward the goal of integrating HICD approaches into the operations and institutional culture of the selected local institutions and organizations. HICD 2020 aims to further transfer knowledge of the HICD methodology to key performers in Georgia. Building Implementation Capacity of Local Service Providers HICD 2020 continues to implement the second phase of its capacity development activities designed for Indefinite Quantity Subcontract (IQS) II holders, consisting of a series of the Leading Through HICD (LTHICD) training sessions and the HICD Virtual Academy.     Leading Through HICD (LTHICD) Training

  During Year 5 of the project cycle, HICD 2020 is scheduled to deliver five workshops under the LTHICD program.  HICD 2020 plans to conclude the program with a Capstone Workshop by September, 2020. During the Capstone session, participants will utilize their newly acquired knowledge and skills in practice through a case study. During this quarter, the LTHICD program completed three workshops. On January 29-31, 2020 HICD 2020 delivered a training course on Monitoring, Evaluation and Learning (MEL) to the project’s local subcontractors. The training was conducted by ME&A home office staff and HICD 2020 staff. Seventeen participants from seven service provider organizations attended the

workshop. The workshop covered the following topics: theory of change; introduction to MEL; approaches for collecting, analyzing, and using monitoring data; tools for using data visualization to communicate project results; and best practices of Collaborating, Learning, and Adapting (CLA) focusing on adaptive management. The trainers also discussed common challenges that projects face and what are solutions to overcome them, as well as the best practices for communicating data and learning. The training participants displayed 35% knowledge increase. On February 18-20, 2020, HICD 2020 delivered a training course on Change Management to the project’s local subcontractors. Twenty-two participants from seven service provider organizations attended the workshop. The workshop covered: theoretical foundations of change using different change models, scope of change (change on sector, organizational, organizational unit, team, and

The participants of MEL training course displayed 35%

knowledge increase.   

HICD 2020 local subcontractors attending training course on Change Management.


individual levels), resistance management, and preparing people for change. The trainers also discussed tools to use during change processes and success factors and barriers inventory for successful change tactics and architecture. The participants displayed 45% knowledge increase after the training. On March 10-11, 2020, HICD 2020 delivered a training course on Leadership and Supervision to the project’s local subcontractors. The workshop covered the following issue areas: defining management and leadership; measuring good management; feedback mechanisms; high performance teams; coaching and managing up; trust in teams; manager user manuals; expanding influence; time management; delegation; moving from crisis management; and organizational culture assessments. Eight participants from three service provider organizations attended the workshop. The upcoming LTHICD trainings are as follows:

1. Training and Development (June-July, 2020). We will confirm scheduling of this program as more information regarding the COVID-19 becomes available, considering the webinar option if needed. Meanwhile, we will discuss with the selected consultant the possibility of delivering this training remotely;

2. Capstone Workshop (September, 2020). We will confirm scheduling of this program when all our service providers enrolled into the Virtual Academy complete the course; meanwhile, we will contact our subcontractor PDP to plan remote delivery of this workshop if needed.

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

At this stage, the participants have covered 85% of the Academy’s level 1 curriculum and 37% of the level 2 curriculum. On February 21, the Academy coaches held a classroom session for the Academy participants. Throughout the session, the two coaches summed up the major lessons learned of the Academy's level 1 curriculum and introduced the consultant level cases and tools. The second round of the Virtual Academy will end in early Summer 2020.

HICD 2020 delivers a training course on Leadership and Supervision to the project’s local subcontractors.


ANNEX A: RESULTS REPORTING TABLE

Performance Indicator Name Baseline Year Program Year 1

2015-2016 Program Year 2 2016-2017 Program Year 3

2017-2018 Program Year 4 2018-2019 Program Year 5

2019-2020 Notes Quarter Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

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

1.1.1: # of recipient institutions receiving performance improvement assistance

0

Target       10       15       23       30       37 Yrs. 1, 2, 3, 4 & 5 include 35 counterparts (ATIPfund, ESCO, GYLA, ISFED, CiDA, GRS, National Intellectual Property Center “Sakpatenti”, GMG, CSB, CENN, CETF, MENRP, OSMEEAI, SPA, GASW, GNCC, ACDA, NAM, NFA, GWMA, EMC, Article 42, Ministry of Finance Service Agency, GNERC, DTRI, GGTC, MEC, Enterprise Georgia, SIS, ZSPA, PDO, GPRC, PMMG, GDI, Peace Fund) as well as 17 local service provider organizations (10 primes & 7 subs) receiving capacity building assistance through LTHICD modules (GEC, TBSC, PMCG (subs – Adelante, AYEG, GeoWel research, WEG, CRRC, ISET, Management Academy), ABCO, CTC, GEPRA, GIPA, LAG, PMO, PR Academy)

Actual 5 6  7  14  15  15 18   23 23  26  32  38    44  45  45 46 51  52     

1.1.2: # of persons trained under the Contract

0

Target       30       60       75       90       100 Yrs. 1. 2, 3, 4 & 5 include: 99 participants from the LTHICD workshops for local service providers; 9 participants from the CiDA facilitated organizational self-assessment training for key CiDA employees; 9 participants from GMG staff training on USAID rules and regulations; and 16 participants from CSB staff trainings; 3 participants from CENN grant’s manual management workshop. 12 participants from GASW public outreach strategy workshops; 30 participants from GASW Ethics of Supervision training and 6 persons from GASW fundraising training; 11 participants from CETF Fundraising Strategy training; 25 participants from Sakpatenti Staff Capacity Development training; 14 participants from NFA Communications Strategy and Action Planning Workshop. 8 participants from Waste Management Association attending PR and Communications Skills Development Training. 18 participants from GASW attending Advocacy training series. 13 participants from GYLA attending HR training. 36 participants from GNCC attending performance evaluation system training. 15 participants from Article 42 Strategic Planning workshop. 3 participants from DTRA attended the

Actual n/a n/a 40 49 72 74 77 105 118 173 216 228 260 309 324 324 350 400


performance appraisal methods workshop, and HR strategic planning training. 3 participants from Article 42 attended financial management training, 20 participants from Service Agency attended improving inventory management workshop. 50 participants from ATIPfund’s Quality Management Handbook implementation and enforcement workshop.

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

0

Target       N/A       N/A       2       4       6 The HICD assistance/ performance assessment completed for ISFED, ESCO, Sakpatenti, ATIPfund and SIS; see PMP, indicator 1.1.3. b) budget allocation. GYLA was approved for continued programming in November 2018. Other HICD programs are ongoing: GGTC, Enterprise Georgia.

Actual N/A N/A  N/A N/A N/A 1   1 1  1  2 3 3 2 3 3 3  4   5    

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

0%

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

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

2.1.2: Change in capacity of local service providers n/a

Target       10%       15%        15%       15%        15%  This indicator represents the average knowledge increase through series of LTHICD trainings. Actual N/A N/A 22% 22% 33% 27% 27% 27% 27% 27% 25% 25%  31%  31% 30% 37% 37% 36%

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

0

Target       1       2       3       4       5 Tier 1 service providers: GEC, PMCG (sub Management Academy), TBSC; Tier 2 service providers: CTC, GEPRA GIPA, PMO. Actual N/A 3  3  3  4 4   4 4  4  5  6 6   8 8   8 8    8  8    

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

n/a

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

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

0

Target       N/A       N/A       2       4       3 PMES was institutionalized at ATIPFund. Another HICD partner, Sakpatenti, is currently undergoing leadership change. The new Chairman was recently appointed by Georgia’s Prime Minister; however, due to Covid-19 pandemic, the introductory meeting was postponed. We could not introduce PMES to HICD programs ESCO, SIS and ISFED. ISFED and SIS underwent only performance assessment, while ESCO will be undergoing organizational transformation. See indicator 1.1.3. The remaining HICD Programs where we plan to introduce PMES

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


(e.g. Enterprise Georgia), are still ongoing. The PMES institutionalization takes place at the final stage of HICD program when PSP is implemented.

CLIN 3: Participant Training Support 3.1.1: # of persons processed through PPS 0 Target       30       50       50       55       60 Total number from the start of the

project through Year 5 includes 93 females & 81 males Actual 4 23 26  26 36  36   36  38  41 57   79 82   105  121 136  136  146  174     

3.1.2: Satisfaction with PPS services 0% Target       90%       90%       90%       90%       90%

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

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


U.S. Agency for International Development Caucasus Mission

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

Documents

QUARTERLY REPORT #14