CITYNET NATIONAL CHAPTERS REPORT · CITYNET NATIONAL CHAPTERS REPORT Seoul, November 2016 Contact...
Transcript of CITYNET NATIONAL CHAPTERS REPORT · CITYNET NATIONAL CHAPTERS REPORT Seoul, November 2016 Contact...
CITYNET NATIONAL CHAPTERS REPORT
Seoul, November 2016
Contact
CityNet Secretariat
Felix Kalkowsky
+82-2-723-0632
CityNet Secretariat 10F, Seoul Global Center, 38 Jongno, Jongno-gu, Seoul, Republic of Korea
Tel: 02-723-0632 | Fax: 02-723-0640 Email: [email protected] | Website: citynet-ap.org
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Contents 1. Introduction ....................................................................................................................................................................... 4
1.1. Background............................................................................................................................................................... 4
2. Roles and responsibilities ........................................................................................................................................... 5
2.1. CityNet Secretariat’s role and responsibilities ....................................................................................... 5
2.2. National Chapter’s roles and responsibilities ......................................................................................... 5
3. How to establish a National Chapter ..................................................................................................................... 6
3.1. Financial Aspects of Establishing National Chapter ............................................................................ 7
4. Annual Project ................................................................................................................................................................... 7
4.1. Process and Duration .......................................................................................................................................... 8
5. NC Profiles ........................................................................................................................................................................ 10
5.1. NC Bangladesh ..................................................................................................................................................... 10
5.2. NC India ................................................................................................................................................................... 13
5.3. NC Indonesia ......................................................................................................................................................... 16
5.4. NC Nepal .................................................................................................................................................................. 20
2.5 NC Sri Lanka .......................................................................................................................................................... 24
6. Analysis and Recommendations ........................................................................................................................... 28
6.1 Member Structure of NCs ............................................................................................................................... 29
7. Outlook ............................................................................................................................................................................... 30
Annex I: Extract from the CityNet Charter................................................................................................................. 31
Annex II: Guidelines for the Establishment of a CityNet National Chapter .............................................. 33
Annex III: Project Guidelines ............................................................................................................................................ 37
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List of Figures Figure 1: Process of establishing a NC ............................................................................................................................ 6
Figure 2: Funding of a NC Project ...................................................................................................................................... 7
Figure 3: Process of a NC Project ....................................................................................................................................... 9
Figure 4: Organizational Structure NC Bangladesh .............................................................................................. 10
Figure 5: Members of the NC Bangladesh .................................................................................................................. 11
Figure 6: Green Campus Initiative ................................................................................................................................. 12
Figure 7: Organizational Structure of NC India ....................................................................................................... 13
Figure 8: Members of the NC India ................................................................................................................................ 14
Figure 9: Improving Public Transport System – Addressing the missing links ..................................... 15
Figure 10: Organizational Structure of NC Indonesia .......................................................................................... 16
Figure 11: Members of the NC Indonesia ................................................................................................................... 17
Figure 12: Catfish Breeding for Business Development and Youth Empowerment ............................ 17
Figure 13: Improving waste management at the village’s public health center .................................... 18
Figure 14: Workshops in the Aksiku.bdg project ................................................................................................... 19
Figure 15: Organizational Structure of NC Nepal ................................................................................................... 20
Figure 16: Members of the NC Nepal ............................................................................................................................ 21
Figure 17: School Sanitation Improvement Project in Tansen Municipality ........................................... 22
Figure 18: School Sanitation Improvement Project in Ramgram Municipality...................................... 22
Figure 19: Organizational Structure of NC Sri Lanka ........................................................................................... 24
Figure 20: Members of the NC Sri Lanka .................................................................................................................... 25
Figure 21: Community-run Computer Learning Centre Project .................................................................... 26
Figure 22: Artistic Skill Training Project for Children of Low Income Communities.......................... 27
Figure 23: Member structure of NCs ............................................................................................................................ 29
Summary
The National Chapters (NCs) are part of CityNet’s decentralization strategy and support CityNet
Secretariat to reach out to its members, collect membership fees and recruit new members.
There are five NCs: Bangladesh, India, Indonesia, Nepal and Sri Lanka. Within the designated
countries the NCs work with municipalities, local non-governmental organizations (NGOs) and
other relevant stakeholders to implement projects on the community level.
This report gives an overview of the NCs and aims to provide a better understanding of the roles
and responsibilities of relevant stakeholders. The report portraits all NCs; describing their
structure and recent activities. Furthermore, the report features guidelines on how to establish
a NC and explains the requirements for the annual projects.
In a brief – mostly qualitative analysis – the report states differences between the chapters in
regard to their organizational and member structure. The main challenges of the NCs are lack of
funding and human resources. The report gives a few recommendations on how to overcome
these challenges and concludes that there is great potential to scale up activities and engage in
new partnerships.
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1. Introduction There are five CityNet National Chapters (NCs):
Bangladesh
India
Indonesia
Nepal
Sri Lanka.
The NCs are supporting the CityNet Secretariat in the designated countries. They are part of
CityNet’s decentralization strategy to help the Secretariat reach out to its members, collect
membership fees and recruit new members. NCs are registered in the countries of their
establishment as juridical institutions. The organizational structure of NCs varies: most NCs are
part of a local government, but they can also be non-governmental organizations (NGOs),
institutes or associations of cities. NCs can recruit members within their countries, and their
members don’t necessarily have to be CityNet members. Each NC has one leader and a focal
person who coordinates the communication between the NC and the CityNet Secretariat.
NCs promote more effective cooperation and facilitation of the exchange of expertise and
experience among CityNet members from the same country, thereby developing capacity of
members to discuss and solve local urban issues among themselves before approaching the
Secretariat. It builds strong partnerships among various stakeholders at the local level within a
country, and allows smaller cities which do not meet the requirements to become a CityNet
member to enjoy the benefits of CityNet activities through NCs.
CityNet Secretariat annually funds one small project in each NC. The Secretariat designs the call
for project proposals. Then the NCs disseminate the call within their countries. Applications for
this grant must be submitted through the NCs to the CityNet Secretariat (for further information
see chapter 4 and Annex III).
The NC leaders and focal points usually meet once a year at the CityNet Executive Committee
Meeting. In this meeting, they report on the past, current and planned activities; voice requests
to the Executive Committee and discuss challenges of their work.
1.1. Background The concept of the NCs was first conceived during the third CityNet Congress held in
Bombay (Mumbai) in November 1993. The key catalyst for this initiation was that members
from India noted that while they communicated actively with the CityNet Secretariat and
members from outside of India, the dialogue between members within India was
comparatively weak. These members believed that greater coordination of CityNet
members within the country itself would allow experience and expertise to be better shared,
and partnerships to be more easily established. This does not reduce the significance of
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sharing the experience with other countries; it does, however, strengthen the overall ability
of CityNet to reach its members even more effectively.
The NC concept was approved and recognized at the Seventh Session of the CityNet
Executive Committee in Makati in November 1994 as the most effective strategy for CityNet
to decentralize its operations and to be more responsive to the needs of its members. At the
same time, the Executive Committee advised the CityNet Secretariat to develop guidelines
for NCs.
In view of the necessity to clarify the status of NC, the Eighth Session of the CityNet
Executive Committee held in Lyon in October 1995 discussed the draft of Guidelines
prepared by the CityNet Secretariat and agreed to the same in principle. The CityNet
Secretariat tabled the agenda for the amendment to the Charter in relation to the
establishment of NC at this Session. The Eighth Session of the Executive Committee then
adopted the draft subject to certain modifications. The Third CityNet General Council held in
Yokohama in November 1997 adopted the Article on NCs as Article XIIA of the Charter of
CityNet. The Twelfth Session of the CityNet Executive Committee held in New Delhi in
October 1998 adopted the revision of the Guidelines.
2. Roles and responsibilities
2.1. CityNet Secretariat’s role and responsibilities CityNet Secretariat’s role is to maintain regular communication with the NCs through focal
points, support their independent projects through grants, and provide technical assistance
within an advisory and coordinating capacity to achieve NC’s goals and ensure its
effectiveness. The Secretariat’s main activity in regard to the NCs is to release the annual call
for project proposals and select applications for approval (further details about the annual
project can be found in chapter 4). Additionally, CityNet Secretariat aims to facilitate
requests from NCs (e.g. organizing a localized workshop on a specific urban topic such as
waste management) that go beyond their project related work.
2.2. National Chapter’s roles and responsibilities One of the main goals of CityNet is strengthening local authorities and NGOs in the Asia-
Pacific region by building their capacities and capabilities to meet the needs and demands of
the urban citizens more effectively and by involving the whole civic society in the decision-
making process. Therefore, NC will act as a focal point of CityNet activities at the local and
national level and play an active role in promoting CityNet’s vision and mission.
NCs enhance the reach of CityNet by disseminating CityNet-related information in a local
language and encouraging local authorities to join CityNet as members, and promoting
intra-country interaction between them by organizing workshops, seminars, training and
capacity building programs related to urban issues. The NCs also conduct fundraising for
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their own initiated activities. NCs not only enhance small-scale regional development
through such sharing of best practices between the local authorities in local language, but
also connect them to the bigger international network of CityNet as a whole to promote city-
to-city cooperation in exchanging expertise and experience in urban issues.
One of the key responsibilities of the NCs is to disseminate the call for project proposal
which is released by CityNet Secretariat and select suitable proposals to the Secretariat
(further details about the annual project can be found in the following chapter 4).
The NC focal point reports to the CityNet Executive Committee by submitting an annual
report, including a financial accounting report, list of members and list of activities (current
and next year) to the CityNet Secretariat.
3. How to establish a National Chapter CityNet members from the same country who are interested in establishing a NC have to first
discuss the preliminary issues among themselves. Afterwards members from the same country
hold a meeting to define the organization and structure of the NC they wish to establish. Key
points in this regard include:
Qualification for membership
Selection of Chairperson, Secretary General and main officers
Design charter of NC
Define location of NC office
Functional Structure, including job descriptions
Overall action plan
Financial Strategy
Figure 1: Process of establishing a NC
Organizational Structure
•Define representative, office location, design charter, action plan, functional structure and financial strategy, etc. of National Chapter
Approval Process
•Application submitted by focal point to Secretariat
•CityNet Executive Committee appoves
Registration
•Accredited representative registers NC in accordance to local laws
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After the organizational structure has been defined, the accredited representative of the NC
submits all required documents to the CityNet Secretariat, which will subsequently forward the
application to the Executive Committee for approval in accordance with Section 1 of Article XIIA
of the CityNet Charter. Upon approval by the CityNet Executive Committee, the NC has to be
registered in the country of establishment in accordance with the law of the designated country
(For details see Annex II).
3.1. Financial Aspects of Establishing National Chapter Although the CityNet Secretariat offers guidance to members planning to establish a new NC,
the Secretariat does not provide any financial support. The NC has to cover all related costs
from its own financial resources and undertake its own operations. NC is encouraged to
solicit funds from the private sector, national government organizations, international
organizations and donors.
The host city of each NC’s Secretariat shall provide in-kind contribution that includes staff
time and salary, operational costs and office space for NC. It is important that the leader of
the NC provides strong leadership in fostering the development of NC (See Annex II).
4. Annual Project The following section of this report features profiles of all CityNet NCs. It also displays various
projects that have been conducted recently. These projects are the main activity of the NCs.
CityNet Secretariat funds these small scale projects that have to be completed within one fiscal
year. The grant provided by CityNet Secretariat is 5,000 USD per project and should not exceed
70% of the total project expenditures (For details see Annex III).
Figure 2: Funding of a
NC Project
Third party grants
(optional)
Own Funds Project Lead
$5,000 CityNet Grant (max. 70%)
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Local NGOs, CityNet members or members of the NC are usually implementing the projects. The
organization that conducts the project has to be endorsed by the local government of the city in
which the project is being implemented.
4.1. Process and Duration In the beginning of the year, CityNet Secretariat sends out a call for proposals to NC leaders.
The NC leaders disseminate the call for proposals in their countries and support interested
organizations in the application process. All project proposals have to be submitted through
the NC leaders who will screen the applications and forward them subsequently to the
CityNet Secretariat. The Secretariat reviews the applications and informs the NC focal point
about the outcome. In the case of approval, Letter of Agreement (LoA) will be signed
between the applicant, NC leader and CityNet Secretariat, which will process the first
installment ($ 2,500) of the project grants afterward. The second installment will be
processed upon the submission of the final project report including receipts of all project
related expenditures. (See diagram on next page and details in Annex III project guidelines)
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Figure 3: Process of a NC Project
CityNet
Secretariat sends
call for proposals
to NC leaders
Application
Deadline
CityNet Secretariat will
inform the successful
NCs and issue the
Letter of Agreement
with the 1st installment
($ 2,500)
Final report and all
receipts must be
submitted; afterwards
CityNet will process
the 2nd installment
($ 2,500).
Project Implementation
Projects must
be completed
Application Process
JANUARY DECEMBER
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5. NC Profiles
5.1. NC Bangladesh
STRUCTURE AND MEMBERS
CityNet NC Bangladesh was established in 1994. It consists of six full members and six
associate members of CityNet. Its active members include six City Corporations (governing
body of a large city) and Municipal Association of Bangladesh (MAB). NC Bangladesh’s
organizational structure consists of President (Mayor of Dhaka North City Corporation),
Vice President (Mayor of Khulna and Rajshahi City Corporation), Secretary General (Chief
Executive Officer of Dhaka North City Cooperation – DNCC), Auditor (Center for Urban
Studies), focal point (Dr. Tariq Bin Yousuf) as well as 12 members.
Figure 4: Organizational Structure NC Bangladesh
Full Member
• Dhaka North City Corporation (DNCC) • Dhaka South City Corporation • Khulna City Corporation • Rajshahi City Corporation • Sylhet City Corporation • Barisal City Corporation
Associate Member
• Rajdhani Unnayan Koitripokkha (Capital Development Authority)
• Bangladesh Center for Advanced Studies (BCAS)
• Dustha Sastha Kendra (DSK) • Center for Urban Studies (CUS) • Chittagong Development Authority (CDA) • Municipal Association of Bangladesh
(MAB)
Host:
DNCC
President
Vice President
Secretary General
Auditor
Members (12)
Program Manager/ Focal Point
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Figure 5: Members of the NC
Bangladesh
PROJECTS
Green Campus Initiative through Climate and Disaster Resilient Activities in School (2014-
2015)
School environment is where students can learn about their surroundings such as the
climate change and disaster risk. Therefore, NC Bangladesh, together with Green Belt Trust,
Social Economic Enhancement Programme (SEEP) of Save the Children and Banani Model
High School, has initiated an educational project to raise students’ climate change and
disaster risk awareness. The project involved creation of plantation on school grounds, solar
panel and rainwater harvesting system installation, establishment of recycling points,
conducting of disaster drills, and assembling of evacuation route map and response plan to
natural disasters. At the end of the project, students at Mirpur Girls Ideal School and College
gained practical experience on waste and water management, energy conservation and
environmental management.
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Figure 6: Green Campus Initiative
CHALLENGES/ REQUESTS
Some of the challenges for NC Bangladesh are member cities’ heavy dependence on the
president city (DNCC), lack of staff that is dedicated to the National Chapter tasks, frequent
political and administrative changes, and lack of budget.
Contact
Name: Dr. Tariq Bin Yousuf
Email: [email protected]
Phone: +88-02-9855630; +88-0181 757 8326
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5.2. NC India
STRUCTURE AND MEMBERS
CityNet National Chapter-India was established in 2013. Housing & Urban Development
Corporation Limited (HUDCO) is its leading institution and host. The organizational
structure of the NC India consists of Chairperson Dr. M. Ravikanth, Secretary General Dr. D.
Subrahmanyam, Sr., focal point Dr. Harbans Gill, and fifteen members. The Vision of City Net
National Chapter is to establish healthy environment, an eco-friendly city in India. NC India
is to act as the focal point and facilitator to coordinate with CityNet and other agencies for
capacity building, research, technical study visits and documentation.
Figure 7: Organizational Structure of NC India
National Chapter Member
• HUDCO (Leader)
• Gangtok Municipal Corporation
• Siliguri Municipal Corporation • Pune Municipal Corporation • Ahmedabad Municipal Corporation • Surat Municipal Corporation • Guwahati Municipal Corporation • Greater Hyderabad Municipal Corporation
Tank • Shimla Municipal Corporation
• Jaipur Municipal Corporation • Agartala Municipal Council • Rajkot Municipal Corporation • Pimpri Chinchwad Municipal
Corporation • Greater Bangalore Corporation • Andhra Pradesh State Housing
Corporation • Indian Institute of Public Administration
Chairperson
Secretary General
Members (15)
Contact Person
Host:
HUDCO
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Figure 8: Members
of the NC India
PROJECTS
Improving Public Transport System- Addressing the missing links (2014)
The private vehicle growth in Delhi city has reached an alarming proportion since 2011,
despite the increased options of improved urban public transport. Therefore, the last mile
connectivity (LMC, movement of people from a transportation hub to their final destination)
is an important tool to achieve shift from private vehicles to public transit. The research was
conducted to understand the present condition of transportation, which builds onto the
primary survey conducted at 5 selected metro stations, to improve Delhi City’s last mile
connectivity. For the survey, not only metro users but also the non-metro users were chosen
for feedback as a control group. In addition, LMC service providers were included in this
survey for in-depth understanding of transportation issues and to evolve a framework in
which access to public transit services can be enhanced. The important questions that the
project tried to address are: assessment of comfort, time, space, and cost incurred in the
LMC as a ratio of the total journey for rapid transportation system users; user preferences
and alternatives available for LMC; whether lack of efficient LMC options is a decisive
element in the commuter’s choice of private modes and how it involves the overall efficiency
of a public transit organization.
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Figure 9: Improving Public Transport System – Addressing the missing links
Transit Corridor Development (TCD): Framework and Guiding Principles (2016)
A number of cities in India, including Delhi, underwent an extraordinary population growth
in the last few decades due to large influx of migrants. In response, the Government of India
has declared Smart Cities Mission and New Delhi Municipal Council (NDMC) have been
selected for financing during 2015-16 as one of the top 20 smart cities. The Smart city
concept promotes planning walkable communities and re-densification along transit
corridors. Hence, this study will focus on preparing a strategic framework for development
along selected transit corridor in Delhi. It will evaluate the concept of Transit Orient
Development (TOD) and identify its application along with the metro ring.
In short term, this project aims to identify influence zones along Delhi’s transit corridors
that have re-densification potential and evaluate the use of urban planning tools. In the long
term, it aims to prepare a strategy and guiding principles for re-densification along selected
transit corridor in Delhi, which will identify land parcels for urban poor residences. The final
outcome will be a report which contains the information about the assimilation of national
and international policy interventions for re-densification along transit corridors, effective
utilization of urban planning tools, and general guidelines for re-densification of transit
corridors.
CHALLENGES/ REQUESTS
NC India lacks of staff as the focal point is involved with many other tasks. However, NC
India aims to increase its activities and plans to conduct training programs together with
CityNet Secretariat, CityNet Yokohama and HUDCO / Human Settlement Management
Institute (HSMI).
Contact
Name: Dr. Harbans Gill
Email: [email protected]
Phone: +91 9999918346
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5.3. NC Indonesia
STRUCTURE AND MEMBERS
CityNet NC Indonesia was established in 2007 and is hosted by Balikpapan City Government.
Its organizational structure consists of a supervisory board, advisory board, followed by
executive board (president, two vice presidents, secretary, and treasurer). Its management
structure includes the Director of administration, Program director, as well as 25 members.
NC Indonesia holds a congress every four years to elect a new host and president city.
Figure 10: Organizational Structure of NC
Indonesia
Full Member
• Balikpapan City Government
• Banda Aceh City Government
• Bandung City Government
• Banjar City Government
• Banjarbaru City Government
• Bekasi City Government
• Bogor City Government
• Gorontalo City Government
• Palembang City Government
• Pangkal Pinang City Government
• Semarang City Government
• Sukabumi City Government
• Surabaya City Government
• Tarakan City Government
• Tomohon City Government
Associate Member
• Urban Research and Development Institute (URDI)
Other National Chapter Members
• Batu City Government
• Denpasar City Government • Kupang City Government • Sabang City Government • Sorong City Government • Karangasem Regency • Sidoarjo Regency • Sukabumi Regency • APEKSI
Secretariat
Vice President
Treasurer
Advisory Board
President
Secretary
Members (25)
Host:
Balikpapan
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Figure 11: Members of the NC Indonesia
PROJECTS
Catfish Breeding for Business Development and Youth Empowerment in Sidoarjo Regency
(2014)
The fishery industry in Sidoarjo Regency has great potential to provide economic growth
and jobs. The industry is experiencing rapid development as Sidoarjo is strategically well
located close to rivers and the sea. NC Indonesia together with DPD KNPI Sidoarjo carried
out a project to breed catfish at Sidoarjo, given the prospective environmental conditions
and the potential for regional profit. The two main purposes of breeding catfish are to meet
local and national food demands, and to promote community empowerment.
Figure 12: Catfish
Breeding for
Business
Development and
Youth
Empowerment
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The project was implemented in five districts in Sidoarjo Regency, which took turns to
create ponds, feed fish, and supervise pests or predators to manage the project. The project
led to harvesting of 500 seeds within 2 months of breeding 84 kilograms of catfish. The
project was able to generate a total gross profit of 2,100,000 IDR (160 USD) and the net
profit of 975,000 IDR (75 USD) during the first year.
Post project implementation, fish farmers have managed the catfish ponds together with
continuous youth support. This project helped to tackle unemployment and increase
business opportunities in selected rural districts.
Improving waste management at the village’s public health center in Sukabumi City (2015)
Public Health Center (PHC) is a basic health services center which is responsible for
increasing standard of public health at village level. PHC makes available health services
such as general medicine, immunization, motherhood and neonatal, dental, laboratory and
other services. However, PHC could potentially become a source of transmitted disease or
environmental pollution through the medical wastes, which therefore should be managed
effectively. Hence, NC Indonesia initiated a pilot waste management project for both medical
and non-medical waste at Sukabumi City’s Public Health Center (PHC). The project involved
provision or improvement of temporary bins, organic and toxic material bin, and
composting area. The improved facility in Public Health Center encouraged clear separation
between medical and nonmedical waste to prevent environmental contamination. This
helped Sukabumi city to become more sustainable because of increased awareness of
medical and non-medical waste, their effective management, as well as the promotion of
public and environmental health. This pilot project can act as a successful model that can be
replicated in other locations.
Figure 13: Improving
waste management
at the village’s public
health center
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Aksiku.bdg: A Digital Platform for Neighborhood Data Mapping (2016)
Indonesia has a large young population (65 million) that makes up 28% of the total
population. Progress has been made in Indonesia to support citizen-based democracy, but
youth participation in decision-making processes has been neglected. The youth in Bandung
needs a way to be engaged in critical thinking, voicing their concern and participating in
urban governance processes. Moreover, lower-income neighborhoods in Bandung need a
way to map their environmental challenges and address them with feasible yet innovative
solutions. To rapidly assess the environmental issues in Bandung, NC Indonesia, Urban
Planning Department (Institute Technology Bandung), Karang Taruna Bandung, Bandung
Creative City Forum (Non-profit organization, a creative community hub in Bandung),
Economic Department of Bandung Municipality and the Creative Economy Committee, have
collaborated together to initiate the Aksiku.bdg project. The project’s short-term goal is to
produce a set of digital platform as a learning tool for high school students along with
complementary modules and learning activities. It aims to facilitate students’ learning about
“society based security” conditions in their surrounding neighborhood, which is a form of
security enforced by the communities themselves. This project eventually intends to apply
Aksiku.bdg pilot-concept to other high schools in Bandung, Indonesia. Such neighborhood
participation leads to means of creative problem solving, as it enables the youth to convey
their views about neighborhood challenges to adult audiences, and encourages creative
problem solving through collaboration with adult partners.
Figure 14:
Workshops in the
Aksiku.bdg project
CHALLENGES/ REQUESTS
The major challenges for NC Indonesia are connecting with members that are scattered
throughout Indonesia, lack of dedicated staff for National Chapter tasks, scarce budget and
lack of current staff’s capacity to deal with obligations and duties of NC. NC Indonesia has
requested guidance on organizational matters as well as financial support and training from
CityNet Secretariat.
Contact
Name: Mr. Rahmat Sukandar
Email: [email protected]
Phone: +62-816 463 7763
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5.4. NC Nepal
STRUCTURE AND MEMBERS
NC Nepal was established in 2001 and is hosted by the Municipal Association of Nepal
(MuAN). The organization consists of the Chairperson (Mayor of Hetauda Municipality),
Focal Point Ambika Amatya and 36 members.
Figure 15: Organizational Structure of
NC Nepal
Full Members
• Bharatpur Sub-metropolitan City
(Secretary General)
Biratnagar Sub-metropolitan City
Birgunj Sub-metropolitan City
Butwal Sub-metropolitan City
Dharan Sub-metropolitan City
Hetauda Sub-metropolitan City (President)
Kathmandu Metropolitan City
Lalitpur Sub-metropolitan City
Pokhara Sub-metropolitan City
Siddharthanagar Municipality
Tansen Municipality
Associate Member
MuAN
Other National Chapter Member
Amargadhi Municipality
Birendranagar Municipality
Madhyapur Thimi Municipality (Vice-
President)
Rajbiraj Municipality (Treasurer)
Dhankuta Municipality
Janakpur Sub-metropolitan City
Nepalgunj Sub-metropolitan City
Ramgram Municipality
Banepa Municipality
Lekhnath Municipality
Tikapur Municipality
Dhangadhi Sub-metropolitan City
Gorkha Municipality
Waling Municipality
Gulariya Municipality
Baglung Municipality
Bidur Municipality
Jaleshwor Municipality
Mechinagar Municipality
Dhulikhel Municipality
Panauti Municipality
Putalibazar Municipality
Ilam Municipality
Tulsipur Municipality
Host: Municipal
Association of Nepal
Chairperson
Members (36)
Focal Point
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Figure 16: Members of the NC Nepal
PROJECTS
School Sanitation and Public Toilet Projects
In many Nepalese cities a majority of the population lack access to sanitation. NC Nepal
conducted two projects to improve sanitation in schools in Tansen and Ramgram
Municipality in 2010 and 2012. The projects aimed to improve sanitation in the two
municipalities by educating students about the importance of sanitation facilities and health
hazards, providing women-friendly sanitation facility within school, and to designate school
and the surrounding area as open defecation free (ODF) zone. As a result, sanitation facility
in the project areas has been improved, and girl-friendly sanitation facility became available
in the local school. Students became aware of the importance of sanitation facilities.
Public Toilets are important to guarantee good levels of health and sanitation. Declaring
specific zones as ODF has proven to be an effective tool to improve sanitation. However,
near public spaces with which are highly frequented by people, public toilets are important
to safeguard healthy living conditions. Open defecation is correlated with various public
health issues such as high child mortality, under nutrition, and extreme poverty. NC Nepal
conducted two projects to construct public toilets in Baglung and Gorkha Municipality in
2013 and 2016. The projects aimed to improve health and sanitation of the community by
construction of public toilet, and to aid the declaration of the municipality as an ODF zone.
The project in Gorkha Municipality was implemented one year after the devastating
earthquake in 2015. The project rebuilt a public toilet at the Chhepetar Health center, which
was severely affected by the earthquake.
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Figure 17: School Sanitation Improvement Project in Tansen Municipality
Figure 18: School Sanitation Improvement Project in Ramgram Municipality
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Installation of Streetlights in Putalibazar Municipality (2014)
Syangja district is one of the least affected regions by load-shedding, which only occurs 2
hours every week. The main purpose of the project was to promote further power cuts and
reduction in power outages, and to improve safety and street visibility of the Putalibazar.
Together with MuAN, Nepal Electricity Authority (NEA) and Nepal Chamber of Commerce
and Industries, NC Nepal carried out streetlight installation which benefitted the inhabitants
of different wards. Municipality successfully installed street lights in eight wards – reaching
1,100 households and 6000 residents. The number of nuisance and clatter incidences after
dusk dropped significantly after the completion of the project. The Tole Lane Organization
has been collecting tariffs from each ward to sustain and maintain the streetlights. Residents
within the project ward perceived enhanced visibility, aesthetic value, as well as heightened
security in public streets and alleys around the community.
Building Resilience of Municipalities and their Residents: Responding to the Nepal
Earthquake (2015)
Nepal was hit hard by the 2015 Nepal Earthquake of magnitude 7.8 at 11.56 NST on 25th
April, followed by a strong aftershock on 12th May of magnitude 7.4. The earthquake
resulted in more than 8,500 casualties. MuAN identified the need to support affected
municipalities to recover from the aftermaths of earthquake. The main objectives of the
project were to provide power backup support to Bhimeshwor, Nilkantha and Manthali
municipality, to conduct disaster management awareness TV program, and to assess the
aftermaths of Nepal Earthquake by having Disaster Technical Assessment Team (DTAT) –
including experts from Japan and South Korea – visit earthquake affected areas of Saankhu,
Khokana, Lalitpur and Kathmandu. After the site visit, CityNet conducted Teachers Training
on DRR Education and Awareness in Kathmandu, at which 16 teachers from various
earthquake-affected areas were trained in various means of combating aftermaths of
natural disasters. Additionally, the power backup systems have been purchased and
distributed, and “Disaster management TV program” has been completed and broadcasted
in Sagarmatha National TV Channel.
CHALLENGES/ REQUESTS
NC Nepal lacks dedicated staff to focus on the NC tasks, as well as insufficient financial
sustainability. High turnover rate of executive officers and members, lack of elected
representatives, as well as national plans and policies focusing not on urban but on the rural
sector are further challenges for the NC Nepal. NC Nepal requests training and guidance for
its members and staff from CityNet Secretariat. NC Nepal will continue publishing its e-
newsletter “Voice of Municipalities” which helps with Chapter’s communication with its
members as well as the broader audience.
Contact
Name: Ambika Amatya
E-mail: [email protected]
Phone: +977-1 4436725
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2.5 NC Sri Lanka
STRUCTURE AND MEMBERS
CityNet National Chapter Sri Lanka was established in 1997 with Colombo Municipal
Council as the host organization. Its organizational structure consists of president, two vice
presidents, treasurer, executive committee members which are confined only to Mayors of
municipal councils, as well as secretary general, consultant, auditor, and 23 members
(municipal councils).
Figure 19: Organizational Structure of
NC Sri Lanka
Full Member
Colombo Municipal Council
Dehiwala Mount Lavinia Municipal
Council
Galle Municipal Council
Kandy Municipal Council
Moratuwa Municipal Council
Negombo Municipal Council
Sri Jayawardenapura Kotte Municipal
Council
Matale Municipal Council
Nuwara Eliya Municipal Council
Kurunegala Municipal Council
Badulla Municipal Council
Ratnapura Municipal Council
Gampaha Municipal Council
Anuradhapura Municipal Council
Matara Municipal Council
Jaffna Municipal Council
Batticaloa Municipal Council
Kalmunai Municipal Council
Dambulla Municipal Council
Bandarawela Municipal Council
Akkaraipattu Municipal Council
Hambantota Municipal Council
Kaduwela Municipal Council
Associate Member
Sevanatha
Help-O
Management Resources for Good Governance
State Member
Sri Lanka Institutional of Local Governance
National Water Supply and Drainage Board
Urban Development Authority
President
Secretary General
Auditor
Members (23)
Consultant
Vice President
Host:
Colombo Vice President
ExCom Members
Treasurer
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Figure 20: Members of the
NC Sri Lanka
PROJECTS
Community-run Computer Learning Centre Project (2014)
A Computer Learning Centre Project for urban underprivileged children in Colombo was
successfully completed through partnership between NC Sri Lanka, Sevanatha, Colombo
Municipal Council, and the Community Development Council (CDC) of 241 Watta
(settlements). The project’s objective was to popularize community-based learning
centers for the children in poor urban communities, managed and operated by CDC of
respective communities. The project consisted of refurbishing of Community Hall as a
computer training center, purchase and installation of six computers, training of 60
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children from low-income communities, and capacitation of CDC of 241 Watta. The project
has provided basic computer skill training for 30 children from 241 Watta and another 20
children from surrounding communities. Some of these children have opted to join higher
level of training programs aimed for employment at formal sector institutions. Training of
children between the ages of 17-20 (school dropouts) from low-income communities is
being continued with the support of the local CDCs. The Colombo Municipal Council and
Sevanatha are providing continued assistance to the CDC of 241 Watta to sustain the
training activity as an ongoing program.
Figure 21: Community-run
Computer Learning Centre
Project
Artistic Skill Training Project for Children of Low Income Communities (2015)
According to a survey carried out by Colombo Municipal Council and Sevanatha between
2011 and 2012, there were a total of 1,053 Under Served Settlements (USSs) in the City of
Colombo alone. A large majority of children of these USS communities do not have access to
adequate education to foster their talents and skills, which causes them to give up education
at young age and enter the labor force with only basic skills. To engage children including
dropouts from school to join skill-fostering activities, selected communities were involved
in the project “Artistic Skill Training for Children of Low income Communities”. The training
program was held between July 2015 and March 2016. Following its success, the program
was continued and conducted in a different location in 2016. Its objective was to provide
opportunities for the children to engage in art, music and drama training classes in order to
explore their talents. Overall, this training program allowed after school time to be used for
beneficial purpose: identification and enhancement of hidden artistic and musical talents of
the children from marginalized communities.
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Figure 22: Artistic
Skill Training
Project for Children
of Low Income
Communities
CHALLENGES/ REQUESTS
NC Sri Lanka is facing challenges in collecting membership fees from Chapter members.
Dedicated staffs, insufficient communication facilities, small budgets for project
development are other challenges that the Chapter tries to overcome. NC Sri Lanka requests
funding for permanent staff dedicated to the Chapter’s activities and responsibilities from
CityNet Secretariat. Furthermore, training and study tours for the members of the chapter
would be an advantage. NC Sri Lanka also plans to work closely with other local authorities
through the Federation of Sri Lanka Local Government Authorities (FSLGA), as well as
initiating consultations with His Excellency the President of Sri Lanka and the Ministers
concerned on common urban issues.
Contact
Name: Ms. Thamara Mallawaarachchi
Email: [email protected]
Phone: +94 11 268 1198
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6. Analysis and Recommendations This section states a brief, mostly qualitative, analysis of the NCs. It has to be noted that this
report and analysis is mainly based on the information provided by the NCs. The information
stated in the NC profiles (chapter 5) is based on project reports and agenda reports that NCs
have to provide for the annual CityNet Executive Committee Meetings. These reports are not
peer-reviewed by an independent party and there is no monitoring mechanism in place that
checks validity of the information provided.
One challenge most NCs are facing is limited financial resources. If more funds could be raised to
support the work of the NCs, additional activities could be conducted, larger scale projects
implemented and a comprehensive monitoring established.
One thing that all NCs have in common is the crucial role of the focal point. They contribute their
work and coordination of the National Chapters in kind. If the focal point isn’t able to coordinate
the Chapter’s activities due to other engagements it will have an immediate negative impact.
Therefore it’s highly recommended that the focal point gets fully supported by the head of
her/his organization to fulfill her/his role in the NC.
One missed opportunity of almost all NCs is that their work does not exceed the scope of the
work related to the annual project. NC focal points know the challenges and strengths of the
cities in their countries best. They could – with support of the CityNet Secretariat – develop
further activities such as coordinating a localized workshop that is tailored to the needs of the
NC’s members. The reasons why this opportunity hasn’t been exploited yet are mainly lack of
human and financial resources. However, NC Indonesia has accomplished additional activities
(without financial support from CityNet Secretariat). In October 2016 NC Indonesia organized a
NC meeting in conjunction with a public health seminar. Also, NC Indonesia appears to be the
only NC that has successfully collected membership fees to support their work.
CityNet Secretariat is willing to endorse NCs when applying for additional project funds or
engaging with new partners and new activities. CityNet Secretariat will play this supporting role
when requested by the NC leaders.
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6.1 Member Structure of NCs
Figure 23: Member structure of NCs
The member structure varies among the NCs. Whereas NC Bangladesh only includes
CityNet members, NC India does not include any CityNet members at all – except for
HUDCO, which is the leader of the NC India. NC Nepal and NC Sri Lanka have around
twice as many non-CityNet members as CityNet members.
6
15
11
7
6
1
1
1
3 15
9
24
19
0
5
10
15
20
25
30
35
40
Bangladesh India Indonesia Nepal Sri Lanka
NCs Member Structure
National Chapter Members(non-CityNet members)
CityNet Associate Members
CityNet Full Members
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7. Outlook The NCs have great potential to contribute to CityNet’s mission and increase the network’s
outreach. Most of the NCs have gained experience throughout the past years and are a good
connector between municipalities within their countries and the CityNet Secretariat. Some of
the successfully conducted projects have been already replicated in other areas. However, it is
not possible to monitor the long-term impacts of the NC projects as there is no follow up after a
project has been completed and the final report been submitted.
One major challenge that all NCs are facing is lack of funding. The focal points are coordinating
the NCs in kind besides their work. There is no compensation for staff or administrative costs.
However, NCs can mitigate this to a certain extent through collecting membership fees; a
strategy that is so far only NC Indonesia has pursued more or less successfully. Furthermore,
NCs could try partnering with donor organizations and private companies that conduct
corporate social responsibility (CSR) initiatives.
CityNet members in the Philippines have expressed their interest in establishing a NC. This
report and the corresponding guidelines can support this undertaking. The 34th CityNet
Executive Committee Meeting is held in Makati, Philippines. This would be an ideal opportunity
to set a comprehensive roadmap for establishing a new NC for the Philippines.
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Annex I: Extract from the CityNet Charter
ARTICLE XIIA
NATIONAL CHAPTERS
SECTION 1: ESTABLISHMENT OF NATIONAL CHAPTERS
The Executive Committee of the Network may approve the setting up of National Chapters of the
Network subject to and upon such terms and conditions as the Network may decide.
SECTION 2: MEMBERSHIP OF NATIONAL CHAPTERS
Membership of a National Chapter shall be confined to city authorities and non-governmental
organisations, institutions and agencies who are accredited members of the Network and who
are located within the area of the country where any National Chapter is established.
Provided that membership may be accorded to any other city authority, non-governmental
organisation, institution and or agency at the sole discretion of the Network on the
recommendation of the National Chapter.
SECTION 3: ORGANISATION
For administration of the National Chapter, there shall be a National Centre; such a NATIONAL
CHAPTER may have any number of sub-centres and it may establish and or constitute such
number of committees or subcommittees it considers necessary for the purpose of discharging
its functions and duties.
SECTION 4: JURIDICAL PERSONALITY
The National Chapter shall be registered in the country of its establishment as a juridical person
in accordance with the law of that country.
SECTION 5: POWERS AND FUNCTIONS
Every National Chapter shall be responsible for the carrying out of policies of the Chapter and
may establish its own rules and regulations for the conduct of its affairs, provided that such
rules and regulations shall be void to the extent that they are inconsistent with the Charter of
the Network.
SECTION 6: DELEGATION OF FUNCTIONS
The Network may delegate and empower any National Chapter to undertake and discharge any
of its functions and activities, subject to and upon terms and conditions as may be decided by
the Network.
SECTION 7: DISSOLUTION
The National Chapter may be dissolved in the following manner:
(I) The Executive Committee may rescind the establishment of a National Chapter at any time
without cause being stated, and such rescission shall not be subject to review by any court of
law in any country whatsoever. However, in exceptional circumstances, the Network may
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require cause to be shown prior to rescinding the establishment of any National Chapter. The
Network shall not be liable to indemnify such dissolved National Chapter for any loss or
damages sustained by such dissolution.
(II) The dissolution of the National Chapter may be resolved by the National Chapter convened
for this purpose, with a three-fourths majority vote of the members of the National Chapter
present and voting at such meeting.
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Annex II: Guidelines for the Establishment of a CityNet National
Chapter Updated 16 March 2015
I. CityNet Vision and Mission
a) About Us: CityNet is the largest association of urban stakeholders committed to sustainable
development in the Asia Pacific region. Established in 1987 with the support of UNESCAP,
UNDP and UN-Habitat, the Network of cities has grown to include 135 municipalities, NGOs,
private companies and research centers. We connect actors, exchange knowledge and build commitment to more sustainable and resilient cities. Through capacity building, city-to-city
cooperation and tangible projects, we help our members respond to Climate Change, Disaster,
the Millennium Development Goals and rising Infrastructure demands.
b) Our Mission: To connect urban actors and deliver tangible solutions for cities across the Asia
Pacific region.
c) Our Vision:
i) Nurture an enduring network of urban actors that together create sustainable and
resilient cities
ii) Forge the largest network of urban stakeholders across the Asia Pacific region
iii) Observe and effectively respond to the changing urban landscape
iv) Promote the exchange of knowledge and best practices
v) Combat global climate change and champion disaster resilience
vi) Advance urban issues on the global sustainability agenda
vii) Support livable, inclusive, and equitable cities
d) Our Values:
i) Connect: We bring together local governments, civil society, and the private sector to
collectively act for more sustainable cities.
ii) Exchange: We unite key stakeholders to share knowledge and find innovative
solutions for urban challenges.
iii) Build: We believe in building a movement for more people-friendly, socially just, ecologically sound, economically productive, culturally vibrant, and globally
connected cities.
e) What we do:
i) We train city leaders and decision makers through customized capacity building
programs.
ii) We deliver tangible projects in response to long-term urban challenges.
iii) We stage international conferences to connect and share best practices face-to-face.
iv) We push innovation through collaborative research projects.
v) We transfer policy, technology and technical expertise between key urban
stakeholders.
vi) We advocate city-level issues in global-level discussions.
vii) We disseminate the latest information to our members through publications,
periodicals and social media.
II. CityNet National Chapters a) The concept of CityNet National Chapters (hereinafter referred to as “National Chapters”)
was first conceived during the third CityNet Congress held in Bombay (Mumbai) in
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November 1993. The key catalyst for this initiation was that members from India noted that while they communicated actively with the CityNet Secretariat and members from outside of
India, the dialogue between members within India was comparatively weak. These members
believed that greater coordination of CityNet members within the country itself would allow
experience and expertise to be better shared, and partnerships to be more easily established. This does not reduce the significance of sharing experience with other countries; it does,
however, strengthen the overall ability of CityNet to reach its members even more effectively.
Consequently, members from India expressed their intention to form a CityNet National Chapter in India.
b) The National Chapter concept was approved and recognized at the Seventh Session of the
CityNet Executive Committee in Makati in November 1994 as the most effective strategy for
CityNet to decentralize its operations and to be more responsive to the needs of its members. At the same time, the Executive Committee advised the CityNet Secretariat to develop the
Guidelines for National Chapters.
c) In view of the necessity to clarify the status of National Chapter, the Eighth Session of the CityNet Executive Committee held in Lyon in October 1995 discussed the draft of Guidelines
prepared by the CityNet Secretariat and agreed to the same in principle. The CityNet
Secretariat tabled the agenda for the amendment to the Charter in relation to the establishment of National Chapter at this Session. The Eighth Session of the Executive Committee then
adopted the draft subject to certain modifications.
d) The Third CityNet General Council held in Yokohama in November 1997 adopted the Article
on National Chapters as Article XIIA of the Charter of CityNet. e) The Twelfth Session of the CityNet Executive Committee held in New Delhi in October 1998
adopted the revision of the Guidelines.
III. Relationship between CityNet and the National Chapters a) National Chapters will act as a focal point of CityNet activities at a local and national level
and play an active role in promoting CityNet’s vision and mission.
b) CityNet will provide National Chapters with technical assistance within an advisory and
coordinating capacity to achieve National Chapter’s goals and ensure its effectiveness.
IV. Membership of National Chapter a) a. Any organization, including local governments, national level organizations, non-
governmental organizations and private companies, are eligible to become members of
National Chapter.
b) b. Non-CityNet members of National Chapter will not automatically become members of
CityNet. Those who are interested in becoming CityNet members should follow the formal procedure for application.
V. The Benefits of National Chapters a) In a general sense, National Chapters allow CityNet to develop a more dynamic and tailored
approach to reaching its members, providing a focused exchange of expertise and experience
both at the national and regional levels.
b) National Chapters will experience the following benefits: i) They will promote more effective cooperation and facilitation of the exchange of
expertise and experience among members from the same country, thereby providing
an opportunity for members to discuss and solve problems among themselves before approaching the Secretariat.
ii) It will increase its capacity-building by conducting various activities of CityNet.
iii) It will build strong partnerships among various actors at the local level within a country.
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iv) Non-members of CityNet will be able to enjoy the benefits of CityNet activities through National Chapter.
VI. The Function and Role of National Chapter a) National Chapter will provide service to its members in the country and it is recommended
that the services listed below be materialized step by step at the discretion of National Chapter
in consideration of its own capacity and sustainability.
b) To create opportunities for members within the country to discuss urban problems and build up their own capacities for action.
c) To disseminate information related to CityNet and its publications.
d) To promote the exchange of expertise and experience in urban issues among members in the country.
e) To promote CityNet activities in the local language.
f) To promote co-operation between National Chapter members and other organizations outside
the country. g) To conduct various activities including seminars, workshops, study visits and training
programs at the local and national levels for the benefit of members, in consultation with the
CityNet Secretariat. h) To conduct fund-raising for its own initiated activities.
i) To conduct any other activities beneficial to its members.
j) It is expected that National Chapter will support CityNet in the following:
i) To inform CityNet of any related urban issues, local opinions and local agenda which may be useful to explore further collaboration with other members outside the
country.
ii) To conduct need-assessment for members in the country which will be submitted to CityNet as substantive inputs to make program activities more effective and
beneficial to members.
iii) To assist CityNet in identifying possible partners, donors and resource persons for regional program activities.
VII. The Establishment of National Chapter
a) Financial Aspects of Establishing National Chapter
i) National Chapter shall cover all related costs from its own financial resources and
undertake its own operations. National Chapter is encouraged to solicit funds from private sector, national government organizations, international organizations and
donors.
ii) The host city of each National Chapter’s Secretariat shall provide in-kind contribution that includes staff time and salary, operational costs and office space for National
Chapter. The Chairperson and Secretary-General of each National Chapter shall
provide strong leadership in fostering the development of National Chapter.
b) Procedures for Establishing National Chapter
i) Some suggested steps for the formation of National Chapter are:
(1) Members from the same country communicate and discuss among themselves the preliminary issues regarding the establishment of National Chapter.
(2) Members from the same country hold a meeting to determine the organization
and structure of National Chapter, i.e.
(a) Qualification for membership
(b) Selection of Chairperson, Secretary General and main officers
(c) Draw up Charter of National Chapter
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(d) Location of National Chapter Secretariat
(e) Functional Structure, including job descriptions
(f) Overall Action Plan
(g) Financial Strategy
ii) The accredited representative of National Chapter should submit the above documents to the CityNet Executive Committee for approval in accordance with
Section 1 of Article XIIA of the Charter of CityNet. The documents should be sent
through the CityNet Secretariat.
iii) The CityNet Executive Committee will approve the establishment of National
Chapter and inform National Chapter of such approval by providing a certificate to
the accredited representative of National Chapter.
iv) Upon approval from the CityNet Executive Committee, the accredited representative
of National Chapter shall register National Chapter in the country of establishment in accordance with the law of the country under Section 4 of Article XIIA of the Charter
of CityNet.
v) Upon registration, the accredited representative of National Chapter will immediately submit a copy of the registration to the CityNet Secretariat
c) Name of National Chapter i) The name of National Chapter shall be styled as “CityNet National Chapter” followed
by a hyphen and the name of the country appearing in block letter immediately
thereafter, e.g. “CityNet National Chapter--India”.
VIII. National Chapter Reporting Guidelines a) The accredited representative of each National Chapter shall at the end of every fiscal year
submit to the CityNet Executive Committee not later than the end of April of the succeeding
year, the following: b) Annual report, including a financial accounting report, list of members and list of activities in
the fiscal year.
c) Proposed activities for any one year. d) If necessary, CityNet may require additional information from National Chapter.
IX. Financial Support a) CityNet does not provide any launching grant or any annual subsidies to National Chapter,
however, the CityNet Executive Committee may consider financial assistance to National
Chapter if CityNet’s budget permits and where the performance of National Chapter merits.
X. Inquiries a) More information can be obtained from:
The CityNet Secretariat
Phone: 82-2-723-0632
Email: [email protected]
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Annex III: Project Guidelines NATIONAL CHAPTER PROJECT PROPOSAL GUIDELINES
Introduction
This Request for Proposals welcomes ideas from CityNet National Chapters (NCs) that have
identified an urban concern, an appropriate method of addressing that concern, and are seeking
funding to complete the project. Applications for this grant must be submitted through NCs. NCs
should sufficiently disseminate this Call for Proposals and receive submissions prior to passing
them on to the Secretariat.
Objectives
This Request for Proposals has the following objectives:
1. To formulate and implement CityNet projects which deliver tangible solutions to CityNet
members
2. To develop projects that can be replicated and scaled up and which can benefit other
CityNet members
3. To strengthen the sustainability of urban communities through self-sustaining projects
Guidelines and Criteria
To be eligible for funding, a project proposal must satisfy all of the following:
A. Eligibility CityNet members in respective NCs who have not received NC Project Funding in the last year.
B. Funding The grant must only be used for the express purposes of project implementation.
Project funding cannot be used for research, salaries, DSA, food, alcohol, airplane tickets, transportation costs, or any other activity that is not directly related to purchasing materials for and implementing the specified project.
A breakdown of incomes and expenditures must be detailed in the budget (Annex III).
The grant received from CityNet should serve as a maximum of 70% (5,000 USD) of the total project costs.
The recipient should provide at least 30% of the total project costs. It is essential that the co-financing source is clearly outlined.
Funding will be provided in two instalments: 1) First, following the signing of the Letter of Agreement (LoA). 2) Second, upon completion of the project, submission of all receipts (in English) and fulfillment of all requirements stipulated in the LoA.
Receipts will be collected in November 1, 2016. Only receipts that are submitted by this date will be reimbursed through the 2nd instalment. Failing to submit any receipts by this date will result in the termination of the project and the recipient has to return funds received from the 1st instalment.
CityNet Secretariat 10F, Seoul Global Center, 38 Jongno, Jongno-gu, Seoul, Republic of Korea
Tel: 02-723-0632 | Fax: 02-723-0640 Email: [email protected] | Website: citynet-ap.org
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C. Project Design The project must have clear aims, objectives, activities, outputs, indicators and means of verification.
The activities must show measurable and tangible outcomes. The project must have a monitoring and evaluation strategy. The project must have a clear means of self-sustainability and/or
income generation. The project must concur with CityNet’s mission and values.
D. Theme The theme of the project should be aligned with the Mission and Values of CityNet and should focus on an urban challenge that is relevant in the region.
CityNet encourages cities to align their project with the objectives of their CityNet cluster.
Cities should be willing to share their projects on international platforms.
E. Project Lead and Contact Point
The project lead must have demonstrable experience in the field and proven financial, human and technical capacity to deliver the project.
The project lead must nominate an experienced coordinator as the main project manager and CityNet contact point.
F. Proposal Submission
The proposal must be submitted by a designated official (via the appropriate National Chapter).
The NC should adequately disseminate the announcement of the call for Proposals to cities within the constituency of their National Chapter.
G. Reporting Project Leads will be required to submit a final report on November 1, 2016.
CityNet may ask implementing cities to give presentations on their project at CityNet events.
H. Duration and Deadlines
February 29, 2016: Call for proposals is sent to NC leaders April 15, 2016: Deadline for applications. No applications will be
accepted or funded after this date. April 22, 2016: CityNet will inform the successful NCs and issue
the Letter of Agreement. November 1, 2016: Final report and all receipts must be
submitted December 1, 2016: Projects must be completed