Nash Vek Public Foundation
Level of involvement in the CPDE:
Country focal point
Which is the most significant and paradigmatic story of a development
partnership that you have experienced?
Nash Vek Public Foundation has been involved in CPDE since 2013 and has monitored Official Development Aid and assistance (ODA) to Healthcare sector as well as other strategic ODA sectors in the Kyrgyz Republic, through a set of intermediate research and round tables together with Official Development Aid representatives, mass media, Healthcare departments, multilateral organisations and national / local CSO representatives being Nash Vek a coordinator of a national CSO Monitoring Working Group.
Nash Vek Public Foundation participated in the sub-regional conference held in Bishkek, Kyrgyzstan in August 2015 where Central Asian CSO representatives presented the monitoring results and associated recommendations on ODA allocation in the Kyrgyz Republic to all interested parties such as ODA representatives, Government and state departments, national / local CSOs and International Finance Institutions (IFI) such as the World Bank.
How was the process of Monitoring this Development Partnership?
After 2000s International Financial Institutions (IFI) decided to support CSOs of the Kyrgyz Republic through the Sector-Wide Approach (SWAP) scheme and nowadays this program includes three country level nation-wide governmental programs related to different performance phases / stages: a) MANAS, b) MANAS TALINII and c) DEN SOOLUK (Health) financed through external aid coming primarily from IFI, mainly through the World Bank, which embrace a total of 13% of the whole national budget allocated to the health sector.
In 2013-2014 in Bishkek, Nash Vek Public Foundation requested official information concerning sectorial aid (Health) as part of the organization’s process of evidence-based research and monitoring on health-allocated ODA in the country. Nash Vek Public Foundation conducted research, analyzed data and other official documents related to the health sector as well as on the transportation, infrastructure and energy sector and its associated projects channeled mainly through SWAP. Accordingly, Nash Vek
Public Foundation held meetings and interviews with Government and multilateral donors as well as sectoral meetings with implementing teams, health experts as to verify existing and missing data and explored additional sources of information with the participation and involvement of all interested parties.
As a result of this monitoring process, reports were finally submitted and presented ending up with specific operational recommendations to the World Bank regarding data and budget allocation as well as to the Ministry of Finance on disbursement procedures concerning the management of national budget with specific attention to the health sector. In sum, this process has reinforced not only Nask Vek’s cooperation and dialogue with national state authorities on a regular basis but has also strengthened its strategic approach to evidence-based research for monitoring and advocacy purposes.
What type of monitoring of government-led DPs is occurring in your country?
Some aditional information:
Open to all stakeholders,
and include their ideas
Open to all stakeholders, but doesn’t include their ideas
Open to a few, chosen stakeholders, and include their ideas
Open to a few, chosen stakeholders, but does not include their ideas
Not open at all
How could you define the dialogue process between the
multistakeholders involved in the Development Partnership?
Lack of proper listening, cycling the same arguments, no learning.
Encouraging listening and taking voices into account
Could you explain how the four-development effectiveness principles were used
as monitoring criteria in the experience you are presenting?
By clicking on the round circles in the graphic you could read more about how the principle has been used.
Key Primary Tool
Principle not used in the monitoring
Nash Vek has a clear focus on results when monitoring grants and credits allocated to the Kyrgyz Republic in the frame of the Monitoring Working Group’ activities.
Nash Vek has a clear mandate as to embrace the diversity of actors (CSOs) and interests in the frame of the Monitoring Working Group’ activities.
Nash Vek further integrates and shares the principle of transparency and shared responsibility when monitoring grants and credits allocated to the Kyrgyz Republic in the frame of the Monitoring Working Group’ activities.
Ownership of development priorities by developing counties
Recipient countries define the development model that they want to implement.
Focus on results
Having a sustainable impact should be the driving force behind investments and effort in development policy making
Partnerships for development
Development depends on the participation of all actors, and recognises the diversity and complementarity of their functions.
Transparency and shared responsibility
Development co-operation must be transparent and accountable to all citizens.
How has the Human Rights Based Approach been used as
monitoring criteria in the monitoring experience you are describing?
Human Rights Based Approach has not been used in the monitoring, although some evidence-based research on labour & working conditions with a human right approach has been conducted.
How did the government or other stakeholders react after
you have presented the monitoring initiative/some monitoring results?
In April 2014, right after the presentation of Nash Vek monitoring results the World Bank took a leading and collaborative role. While the representatives of government had a passive role and agreed on the World Bank conditions, the World Bank was receptive and cooperative in this dialogical process and nowadays stable dialogue
and cooperation has been reinforced in terms of information / data sharing between Nash Vek and the World Bank.
Which capacities do you consider as key in order to realise this monitoring experience?
Capacity to relate, by participation in coalitions and networks of CSOs to engage engaging at multiple levels,
with the community and a variety of stakeholders
Capacity to foster dialogue with government and other stakeholder. Convene around a common landscape
Communication and outreach capacity. Counting with media in reaching and influencing public opinion.
Capacity to conduct evidence-based research and policy papers.
Capacity to commit and act, through a well-elaborated strategy for lobby and advocacy.
Capacity to conduct Lobby and Advocacy representing right-holders, from a legitimate, accountable and trustworthy representation.
Capability to mobilise public support and create and maintain operational space. Contributing to the public debate and maintain legitimacy of representation.
Capability to ensure organisational sustainability (with financial sustainability and capability to attract and retain qualified staff)
Capacity to adapt and renew, pro-act to changing external contexts. Organizations should be able to monitor changing circumstances and respond accordingly.
Capacity of culture of learning and innovation in the organisation. Developing an own learning agenda
The capacity grown through the organisation trajectory:
Nash Vek Public Foundation has gained coordination and leadership capacity in the creation of the Working Group around ODA monitoring (credits and grants) for the Kyrgyz Republic (HEALTH CARE SECTOR).
Nash Vek Public Foundation has recently created in the Kyrgyz Republic this year an ad hoc working group specifically on healthcare sector monitoring as to analyse and monitor all external aid coming from international donors to the Kyrgyz Republic (comprising both SWAP and other health allocated credits and grants), apart from other SWAP oriented schemes on other sectors such as Education, which have allowed for a more institutionalized and regular relation with the State ministries.
Which are, in your opinion, the capacities needed to conduct a good monitoring of Development partnerships?
Despite our improved capacities in terms of journalism investigation, data collection and analysis or even CSO communication for lobbying and networking, Nash Vek Public Foundation conducts monitoring on a free basis and CPDE’s role in terms of his monitoring support has not been significant lately. Nash Vek Public Foundation should need technical and financial support in order to conduct a good monitoring with the help of new technologies (flying drons / monitoring apps) as well as more information and experience sharing at both regional and international levels.
To which extent has this experience been articulated through networks and
shared at regional level in other countries?
Nash Vek Public Foundation exchanged its experience with the representatives of Kazakhstan concerning the ODA monitoring results on health in the country in terms of Nash Vek’s monitoring methodology and how to access information / data
Which is the projection of the organisation/network at the moment
in their national and international context?
At national level and among other things, Nash Vek Public Foundation will further monitor the healthcare sector through an ad hoc working group apart from other sector-oriented schemes such as Education. In addition to this, Nash Vek will coordinate and organize several meetings with CSOs representatives (NGOs) concerning the monitoring of all external aid coming from international donors to the Kyrgyz Republic. At regional level, further cooperation with representatives of Kazakhstan concerning the ODA monitoring results on the healthcare sector
is also envisaged.