Challenges/Remedial Actions Taken. Xxxxxx Xxxxxx resigned her position with the City of Lockland to take on the position of Director of Economic Development for the City of Cincinnati. In May of 2001, Xx. Xxxxxx resigned from her position with the City of Cincinnati. Due to the uncertainness of Xx. Xxxxxx’x future she had to terminate her participation in the partnership. The plans for the July trip are proceeding as scheduled, however there will be no work done on the economic development activities. ICMA, with support and cooperation from the City of Cincinnati, will identify another economic development expert and plan a trip in the late summer to Pancevo and Timisoara that will focus on economic development activities.
Challenges/Remedial Actions Taken. The City of Hai Xxxxx often attracts attention of the central government due to its high profile. Such attention often leads to delays, as the central government is slow to act. Hai Xxxxx officials attended the Asian Pacific Mayors Conference in Seattle in May 2001; according to Seattle and USAEP representatives, this trip established the necessary relationship between the two cities that facilitated the signing of the MOU.
Challenges/Remedial Actions Taken. Upon the completion of the Peoples Congress, ICMA worked with USAEP Country Director Xxx Xxxxxxx and XXXX/Director to initiate action on the partnership. The original pre- diagnostic mission report, prepared by Mr. Xxx Xxxxxxx in November of 2000, was reviewed and updated. Two candidate cities were contacted to determine their interest in the program, Hue and Vung Tau.
Challenges/Remedial Actions Taken. The Resource Cities Program experienced some delays due to the war in Iraq and the onset of SARs. ICMA implemented a temporary travel ban for staff and volunteers. The ban was lifted in mid-April and the program is again on track.
Challenges/Remedial Actions Taken. The continuing political unrest and episodes of periodic violence in Zimbabwe continue to be a concern. This concern resulted in the cancellation of the final exchange visit that would have included training conducted by NFBPA’s resource persons. UCAZ recruited local trainers (members and others) to take the place of resource persons that were unable to travel given the ongoing political unrest. While the earlier delays slowed the progress of the partnership, the consultative workshop along with the initial training represents immense momentum in the creation of the Institute. The challenge for the partnership is to turn that momentum and excitement into a vibrant institute in the midst of the challenging events that swirl around the local government managers in Zimbabwe.
Challenges/Remedial Actions Taken. Since the last quarter significant progress has not been made by GAM and the MOE. This has prompted USAID/Amman to consider canceling the partnership. Royal Scientific Society, our local partner organization, is following up with GAM and MOE to prompt and encourage progress concerning the outstanding issues. The following issues still need to be fully confirmed and/or implemented: • Written concurrence from the MOE/GCEP on the pilot project work plan as redrafted during the January 2003 MOE/GAM exchange visit to Des Moines. • A definitive contact list of responsible parties/managers from MOE/GCEP and GAM, i.e., the key individuals who will be in charge of and responsible for the implementation of the pilot project, and who are expected to provide consistent, accountable leadership and follow-through from start to finish. • Confirmation of the NGOs that GAM will engage to lead the public outreach component of the pilot project, and what their specific roles and responsibilities will be. A JES representative participated in the January exchange based on GAM’s indication that JES would lead the public outreach component of the pilot. However, Xx. Xxxxxx from JES told MWA and ICMA that his organization’s participation had not yet been definitively decided. • Confirmation that, as we discussed, the costs of the NGO participation in the pilot project (for labor, production and printing of public information brochures, etc.), will be born by XXX as indicated during the telephone conversation (February 26th) with ICMA partnership manager Xxxxxxx Xxxxxxxx. Xxxxx Xxxxxx xxxx travel to Amman to conduct the Diagnostic and MOU signing for the medical waste project with East Carolina University and the Jordan University of Science and Technology. While there, Mr. Xxxxxx xxxx attempt to meet with GAM (Xx. Xxxx), the XXX, Royal Scientific Society (RSS), in an attempt to determine whether to move forward or not. If so, develop a plan with discrete steps.
Challenges/Remedial Actions Taken. The Resource Cities partnership has experienced many delays. These delays have been caused by Vietnamese national elections that delayed the first exchange, changing World Bank personnel, and the death of Xxxxx Xxxx Xxxxxx, who served as partnership coordinator for the City of Seattle. Xxxxxxxx Xxxxxxxx then replaced Xx. Xxxxxx. Xx. Xxxxxxxx then left her position with the City of Seattle. Xx. Xxxxx Xxxxxx now serves as coordinator for the City of Seattle. As a result of these delays, the partnership had lost momentum. ICMA in coordination with the partner organizations asked that Xxxxx Xxxxxx, Senior Planner for the City of Seattle, travel to Haiphong the week of March 23, 2003 to identify appropriate focus areas for the RC partnership. Xx. Xxxxxx had developed strong working relationships with the Haiphong officials and could identify and adapt the urban planning activities. The partnership has now shifted towards sustainable tourism.
Challenges/Remedial Actions Taken. At the outset of the partnership, the Mayor of Almaty identified the Alatau Nuclear Village, about 10 miles outside of the City of Almaty, as a site to be re-developed— ideally for high-tech research and related business that would benefit from access to an active nuclear reactor. While the partnership explored this possibility, the President visited Bangalore, India, and decreed that Alatau should be re-developed in the image of Bangalore, and would become a center for information technology. Despite the President’s desires, many believe that there are significant roadblocks to this plan, including the fact that English is not a prevalent language in Almaty (as it is in Bangalore) and that having a nuclear reactor in the middle of an Information Technology Park was a significant detriment. Though some privately agree in Almaty, no one is able to object or modify this Presidential decree. Thus, the partnership chose not to continue to develop a business plan for Alatau. The partnership also undertook an initiative to enhance economic development in Almaty through micro-credit financing. A Tucson representative met with Almaty, and was encouraged by the possibilities. Subsequently, a short 14-28 day internship was arranged for a representative from Almaty to travel to Tucson to learn first-hand some of the procedures for a micro crediting program. Unfortunately, the person was not allowed to travel to Tucson, and without adequate replacement, the prospects for this task could not be achieved. Finally, some small progress was made in the area of solid waste management. Tucson and Almaty were able to exchange staff, and some operational improvements were made in Almaty as a result. The review of equipment specifications was not useful as decisions were made at the national level to determine which equipment should be purchased. ICMA determined that further work in the area was not useful.
Challenges/Remedial Actions Taken. In late June the partner cities decided to re-schedule the first technical visit of Winchester experts to Karlovo, which had been planned for the week of July 12-19, 2003 to the week of August 16-23, 2003. Since the implementation of the activities envisioned in the Action Plan is on schedule, the decision to postpone the trip by one month will not effect the overall project development and implementation.
Challenges/Remedial Actions Taken. As a result of an ICMA travel ban implemented in spring 2003 due to the international political climate, the first official visit of the partnership was postponed, thus causing a delay in the start-up of the technical projects to late summer-fall 2003, a time when the Bulgarian city will be involved with the local government elections. Though this delay has the potential to unfavorably impact the effectiveness of the technical cooperation, the demonstrated strong commitment of both partner cities will ensure final project development and implementation within the time frame of Phase IV.
