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Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
1
Increasing citizens’ engagement by using social innovation and social media
to enhance government’s transparency and accountability
Country: Montenegro
UNDAF Outcome(s)/Indicator(s): _____________________________________
Expected Outcome(s)/Indicator (s): Government structures (including Coordination Unit,
Ministry of Finance, Ministry of Interior, Human Resources
Agency) capable of coordinating and implementing PAR
Strategy 2011-2016 in accordance with the EU requirements
and with the aims of the Open Government Partnership
including enhancing citizens’ participation
Expected Output(s)/Annual Targets: Increased citizens’ participation in policy formulation,
decision making and reporting grey economy and other
wrongdoings
Executing Entity: UNDP CO Montenegro
Implementing agencies: UNDP CO Montenegro
Brief Description:
Transparency in public administration and public participation in policy making, as fundamental elements
of good governance, require strong government communications practices and rethinking of the ways the
Government engages with the public.
The project will focus on advancing conditions for enhanced citizens’ participation in: a) policy making
by means of electronic petitions and social media; b) curbing grey economy, c) enhancing government’s
transparency and accountability by using social media and social innovation.
Total Budget: US$ 97.742
Allocated resources: US$ 00,000
Government US$ 75.542
(EUR 57,000, app. as per August 2013 ex.
rate)
UNDP US$ 22.200
Unfunded budget: US$ 100,580
Programme Period:
Programme Component:
Project Title: Increasing citizens’
engagement by using social innovation and
social media to enhance government’s
transparency and accountability
Project ID: Project Duration: August 01, 2013 –
December 31, 2014
Management Arrangement: DEX
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
2
Increasing citizens’ engagement by using social innovation and social media
to enhance government’s transparency and accountability
.
Podgorica, August 2013
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
3
I. SITUATION ANALYSIS AND STRATEGY
I.A. Government Policy and Strategy
Inauguration of the 2010 Government and its interest to join the Open Government
Partnership (OGP) introduced a pronounced shift in citizen engagement in functioning of the
executive.
The Government of Montenegro made a major breakthrough in the policy making process by
launching the Consultation Days in 2011, a sequence of consultative meetings with key social
actors (including media, NGOs, the academia, religious leaders, political parties, ethnic
minorities, etc). The Consultation Days discussed the national policy priorities, during which
the Prime Minister expressed the Government’s strong commitment to greater transparency in
public administration, better accessibility of information to the media, civil society and the
general public and closer communication between the government and all relevant social
stakeholders (public). These efforts were backed by introducing a new instrument of
participatory policy making, i.e. “Citizens’ Voice” e-petitioning platform. The portal,
launched in October 2012, enabled the public to influence the process of policy making by
submitting e-petitions to the Government.
These processes were followed by dynamic developments in the information and
communication technologies and raised awareness on the benefits of digital technologies,
both at the national and EU level. Digital Agenda for Europe acknowledges, within Pillar 7,
that digital technologies have enormous potential to benefit citizens’ everyday lives and tackle
social challenges. Therefore, the Digital Agenda focuses on capability of digitalization to
reduce energy consumption, support ageing citizens' lives, revolutionise health services and
deliver better public services. Having this in mind, the Government directed its efforts
towards developing an information society. One of the development pillars, enshrined in the
2012 Action Plan for implementation of the 2012-2016 Strategy for the Development of
Information Society, relates to encouraging all members of the society to enhance their use of
information and communication technologies. This pillar encompasses e-Education, e-Health
and e-Participation aiming to set forth equal opportunities for all inhabitants of Montenegro,
regardless of their age and geographical location. Digitalization and provision of better quality
services, as well as reducing administrative barriers are the guiding principles in this regard,
as well as enhancing participatory democracy1.
Government’s efforts towards fostering participatory democracy with the support of
technology are related to the following:
1A recent survey on ICT usage in Montenegro in 2011indicates that computer household use varies by region and type of
settlement. Computer use is the lowest in the northern region, followed by urban settlements (38.9%), while it is the highest
in Podgorica, i.e. 61.6%. The northern region (rural settlements) has the lowest internet access, i.e. 21.0%. 64.9% of
households in Podgorica and settlements of urban type have Internet access. In the central region, in settlements of urban
type, there are 63.2% of households with Internet access. Almost half of the respondents (46.5%) indicate that they have used
the Internet in the last three months, whereas 50.1% of respondents report that they have never used the Internet.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
4
a. Open Government Partnership Initiative
In April 2012 the Government of Montenegro joined the Open Government Partnership, a
multilateral initiative that aims to secure concrete commitments from governments to promote
transparency, empower citizens, fight corruption, and harness new technologies to strengthen
governance. The Government joined the OGP on the basis of an annual action plan with five
key priorities: improving public services, increasing public integrity, managing public
resources more effectively, creating safer communities and increasing corporate
accountability. The plan was prepared in consultations with national stakeholders.
Notable achievements in implementing the action plan relate to the launch of the “Citizens
Voice – e-petitions” platform on October 9 2012, and producing a visualization of the national
budget in collaboration with the Ministry of Finance. Both initiatives were supported by
UNDP Montenegro. Despite the early success of the “Citizens Voice” in attracting the
attention of the public, only two civic petitions managed to reach the threshold of 6000
signatures. Civil society has been actively monitoring the developments in this area, and
proposing amendments to the service. Though some comments have been taken on board, the
major condition, i.e. 6000 signatories, has not been altered which has contributed to a lack of
interest for e-petitioning. At the same time, the bulk of submitted petitions pertain to the local
government’s remit signalling that local administrations could benefit from such a model of
policy making. On the other hand, the visualization of the central budget has not been
published yet.
Thus, the implementation of these initiatives revealed that a lot more remained to be done in
relation to engaging the citizens in a collaborative manner. Since UNDP formally joined the
initiative, with UNDP's Administrator having been invited by the Prime Minister of the UK to
join the upcoming OGP Annual Summit that will take place in London on 31 October/1
November, there is reason to foresee the pace picking up.
b. E-Government Portal
With the aim to allow for electronic communication channel for citizens and legal entities to
reach state bodies, as well as inter-ministerial communication, the Ministry for Information
Society developed an e-Government portal in 2011. It serves as an access point to different
information and public services provided by state bodies. E-Government portal’s launch
significantly enhanced provision of public services by means of strengthened democratic
participation and involvement of the public in the decision making and policy formulation.
In its section e-Participation, the portal provides the citizens with an opportunity to get
involved in creating laws and other strategic documents; it also serves as an avenue for
communicating opinions and participation in public discussions. E-Participation fully
correlates with digital democracy – e-Democracy and electronic administration – e-
Administration. Government has high ambitions with respect to further upgrading and
extending the performances and use of the e-Government portal. As stated by the Deputy
Prime Minister for Economic Policy and Financial System, state administration intends to
provide more than 200 services to the citizens by 2016 accompanied by advanced ICTs
infrastructure, lower prices of internet, more competition and more investment in this area and
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
5
vast usage of technology particularly in the education system. The overarching aim is to
increase efficiency and transparency of the public administration.
c. Government’s presence in social media
Following the change in public policy formulation, reflected in the widest possible
consultation process with all the relevant actors, favourable conditions were created for
communication between the Government and citizens via social media. Having in mind the
fact that citizens’ participation is steadily moving towards the online space, giving way to
direct exchange, these tools provide valuable insight into public attitudes towards an array of
important decisions and policies adopted by the Government.
The Government, a number of cabinet members and ministries are now involved in direct
communication with citizens, via social media such as Facebook, YouTube, and Twitter. The
Government of Montenegro is amongst the few European governments which have official
Twitter accounts in English, which is meant to increase accessibility of up-to-date information
on government affairs to the international public. The Twitter account in Montenegrin serves
the purpose of engaging the citizens in a two-way debate.
d. Combating Grey economy with the help of technology
Grey economy endangers fiscal discipline and budgetary revenues, whereas it also negatively
affects fair competition and functioning of the market. According to available estimates, grey
economy amounts to 20% of the GDP, roughly the same ratio as in the case of EU member
states (19.5%). In Montenegro, grey economy mostly pertains to the retail, tourism and
construction industries; the Government commissioned a study in order to gain a deeper
insight into the facets and patterns of grey economy. The study, produced in collaboration
with the Faculty of Economics will allow for synergies and cross-practice collaboration by
extending the knowledge on informal economy.
The Government of Montenegro adopted a comprehensive action plan to curb grey economy
by way of, inter alia:
1) Introducing zero tolerance for grey economy
2) Ensuring smooth and efficient inter-agency collaboration, along with building
administrative capacities
3) Amending legislation on Value Added Tax to introduce more rigorous fines
and penalties
4) Amending the Labour Law in order to regulate instances where labour rights
are not effectively protected, and introduce stricter penalties for non-compliance
5) Invest additional efforts into public awareness campaign, aiming to engage the
citizens in the fight against grey economy.
As indicated, citizen engagement in the fight against grey economy would be crucial for
success. However, disclosing instances of grey economy or other violation of rules is still
considered somewhat dishonest in the Montenegrin context. In order to change that, the
Government of Montenegro opted to rely on technology, i.e. to introduce a system whereby
anonymous users could submit report and as “citizen reporters” contribute to the effective
action of competent state bodies.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
6
I.B. UNDP Montenegro’s Strategy
UNDP has been closely following the Open Government Partnership since its formal
launching on September 2011 with several UNDP Country Offices engaging in national OGP
activities and supporting the implementation of priority areas. In Montenegro, the accession to
the OGP opened up a vast space for citizen-centred programmes. UNDP Montenegro was
mindful of the need to strengthen the civil society by introducing a new topic – the power of
technology in deepening democracy. In September 2012, the Government of Montenegro and
civil society convened to discuss the progress in meeting OGP requirements, the power of
technology and new media to better the lives of Montenegrin citizens. By doing so,
Montenegro took part in the global conversation Social Good Summit, which comprised 200
meetups around the world with 47 UNDP country offices hosting the events.
Since then, UNDP Montenegro was supporting further activities which aim to expand
citizens’ participation in vital processes in the society by creating a favourable environment
for citizens to take the lead in both problem definition and problem solution. The new
technologies provide unprecedented opportunities for collaboration and crowdsourcing of
ideas, whereas agile development of solutions has the potential to be more effective in
addressing problems at the community level than lengthy, process and resource heavy
reforms. Such approach also contributes to altering the dynamics of interaction between the
citizens and the authorities.
Therefore, in the last quarter of 2012, UNDP Montenegro and three NGO partners conducted
an outreach campaign throughout Montenegro to engage the citizens in defining problems in
relation to transparency and accountability of the public administration, anti-corruption,
equitable access to health, youth unemployment. 300 participants took part in 18 open
meetings which produced a plethora of ideas to employ technology to issues such as: mapping
problems in local communities, youth and education, effectiveness of local administrations,
public utilities and transport, health, employment, information provision and volunteerism.
Outreach was broadened via online community building through a dedicated web page and
social media (Facebook, Twitter) interaction. UNDP Montenegro brokered relations with the
citizens directly, which was not the predominant scenario in previous development projects.
At the final event held in May 2013, web/mobile application “Be Responsible” designed by
the creative team of teachers and students of the Faculty of Electrical Engineering was
awarded the first prize by the panel of judges. The application allows anyone to report cases
of misuse of Government vehicles, illegal waste dumps, irregular parking, issuance of non-
fiscal receipts, etc. and operates on a very simple 'capture and send' principle. The mobile
application amassed more than 1000 active users in a month’s time. The application is one of
the key elements under the initiative for curbing grey economy.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
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I.C. Objective and Intervention Strategy
Within the broader framework of the government’s commitment towards more transparency,
effectiveness and accountability, with institutions that empower citizens and are responsive to
their aspirations, this Project aims to advance the on-going activities and expand the tools,
mechanisms and areas for civic participation in democratic processes. In line with the OGP
principles, the project will strive to bring e-petitioning to the local level, further promote
social innovation and use of new media for constructive dialogue, enhance transparency and
accountability, apply technology for social good and attempt to demonstrate the value of open
data. To achieve these goals, the project will implement the following components:
1. Local level e-petitions – transfer of national e-petitions portal experience to the local
governance
The experience thus far with administering the central “Citizens’ Voice” e-petition portal
reveals that the bulk of submitted petitions do not pertain to the Government’s remit and
cannot be considered by the executive. In effect, they refer mostly to the competence of the
local self-government. Therefore, this component of the project will strive to introduce e-
petitioning portals at the level of municipalities. Key activities will pertain to transferring
knowledge and experience gained by running the central e-petition portal to the municipal
authorities which expressed the interest to introduce local petitioning systems. In addition, the
project might support a communications campaign in order to attract the public’s attention to
the e-petitioning portal(s).
These activities are subject to resources being mobilized, in partnership with interested
municipalities in Montenegro.
2. Citizen engagement in the “Grey Economy All Out” campaign
This component of the project was inspired by the principles enshrined in the Open
Government Partnership, that of improving governance, enhancing transparency, empowering
the citizens, and harnessing the power of technology. The component was designed with the
aim of curtailing grey economy by ensuring the maximum possible civic participation in
reporting and creating indispensable linkages between the public sector and civil society. As
such, it complements the ongoing efforts of the Government of Montenegro and forms part of
the comprehensive action plan to curtail grey economy, adopted at the session held on March
21 2013.
This component builds upon the web and mobile application “Be Responsible”, designed by
the creative team of teachers and students of the Faculty of Electrical Engineering, and
serving as the main reporting tool. The following forms of grey economy were selected as top
priorities for reporting, also due to the fact that they can be reported via the mobile
application:
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
8
Issuance of non-fiscal receipts,
Violation of labour regulations
Breach of consumer protection legislation
Irregularities on beaches/resorts.
The success of the endeavour is centred on motivating the citizens to take part in the fight
against grey economy. This component will support designing and conducting a
comprehensive public awareness campaign, which is the key determinant of success. The
campaign will be delivered both via traditional communications channels and the ever more
popular social media. Thus, we would make sure that citizens feel encouraged and
empowered to report wrongdoing, and that perceptions of grey economy are shifting towards
zero tolerance. Citizens will be motivated to play an active role since the portion of the value
generated by fines or seized goods shall be diverted to a social cause, to be identified by the
citizens themselves. The collection of funds shall be monitored and displayed at “Be
Responsible” web page.
For the time being, “Be Responsible” application can only be run on the web and Android
devices. However, the success of the project is centred on the widest possible outreach
making it necessary to encompass the users of iOS enabled devices. Consequently, this
component of the project will support the design of the mobile application for iOS smart
phones, and purchase of necessary equipment.
Finally, this component will ensure that appropriate human and financial resources are
available to administer the reports, and promptly share information between project partners
and interested publics. Through this component of the project, support to the Tax Directorate
and Directorate for Inspection Affairs will be provided. The Ministry of Finance will
regularly assess the effects of the endeavour in order to propose additional activities and
investment to the Government of Montenegro. Thus, the Government will secure institutional
sustainability for the component’s output. Technical sustainability will be ensured by the
project component itself, as the equipment and infrastructure will be in place. Consequently,
the foundations for a self-sustainable system will be laid out, with only operational expenses
would need to be covered once the project is completed.
3. Increasing citizens’ engagement by use of social innovation and social media
Initiatives under this component aim to enhance different models of civic engagement and
civic activism by harnessing new technology, use of open data and social media.
The first area to be tackled is public procurement. Public procurement in Montenegro makes
up around 12% of GDP; according to the European Commission Progress Report it is in the
six priority areas that are most prone to corruption while there is very high perception of
corruption in this sector; in this year’s CEDEM survey representatives of business sector
expressed almost undivided standpoint that majority of tenders organized in Montenegro are
“arranged”. However, there is still very small number of citizens’ reports and few cases in the
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
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court and one of the issues is the accessibility of data. Media, investigative journalists and
NGOs have been most active, creative and effective so far in relation to identifying and
exposing corruption in public procurement but accessibility of public data sets has been
slowing, if not preventing, their efforts. Therefore, as the laws are pushing for full
transparency of data, the toolkits that can browse public records and generate anti-corruption
alerts will be instrumental for journalists, experts, activists, citizens as well as institutions in
advancing further the anti-corruption efforts with impact on savings of public money,
competition and transparency.
Having this in mind, with the support from the UNDP Bratislava Regional Centre,
anticorruption regional team, UNDP Montenegro will facilitate the creation and testing of the
collaborative web-based prototype platform Veritza
(http://innovation.globalintegrity.org/veritza) and subsequently promote its use in Montenegro
and regionally (the Balkans) with potentially global outreach. The aim is to provide
journalists, experts, activists, citizens and interested institutions with a customizable toolkit to
browse multiple public records databases in order to increase effectiveness and transparency
of the public procurement by exposing potential corruption problems or outliers.
In the first instance, the focus will be on monitoring the design and testing of the platform, to
see whether it will generate the relevant information and alerts while the second stage would
be the promotion to the end users and exploring possibilities to scale up, extend the outreach,
ensure sustainability and effectiveness.
UNDP Montenegro in partnership with local NGO Center for Democratic Transition will run
a component of the project, as inspired by the Curators of Sweden initiative. In December
2011, Sweden became the first country in the world that handed over the country’s official
Twitter account to its citizens. Every week another person or rather a “curator” receives
exclusivity over the Twitter account @Sweden. Each curator shares their own and relevant
third party’s thoughts, stories, information and other content that is somehow linked to
Sweden. Currently, there are 66.400 followers of @Sweden account.
Growing popularity of Twitter in both Montenegro and the region led to an idea to apply the
concept in Montenegro. Montenegrin Twitter community, even not that big yet, sometimes
looks like the last resort of civic activism in the country. While Facebook is mostly used for
photos and likes, Twitter is becoming a place where politics and policies are discussed,
activism exercised, and initiatives are promoted. In the off-line world, in last few months,
events that brought together Twitter community proved to be gatherings of motivated and
active citizens, who don’t attend events for being obliged but for being committed. Therefore,
it seems like a perfect moment to use this channel of communication to strengthen civic
activism in Montenegro, but also to connect with regional initiatives and promote new “faces”
and image of Montenegro in the region.
In the selection of themes and people in Montenegro the overall framework will be the issues
identified in the post-2015 consultations while in the identification of concrete community
issues, the findings and results of UNDPs Open Ideas for Montenegro process, e-petitions,
etc. may be used. These two should provide a good framework and guidance as they
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
transparency and accountability
10
correspond to the major concerns/interest of people which makes this initiative “the public
voice” of ongoing or completed processes, efforts related to citizens’ engagement.
Taking into account the dynamics and complexity of the subject the project covers,
throughout project’s implementation, project components might be expanded, or components
added, depending on the requirements of project partners and availability of funding.
I.C. Gender Mainstreaming
Gender mainstreaming is a strategy for making women’s and men’s concerns and experiences
an integral dimension of design, implementation, monitoring and evaluation of policies and
programmes in all areas of UNDP’s work. Gender mainstreaming efforts in programming are
aiming to improve the gender equality situation in the country by addressing particular field
of programme intervention through gender responsive approach.
Bearing in mind the Project’s intention to establish equal opportunities for all citizens to take
an active part in shaping policies, the gender dimension will be fully integrated. Specifically,
the project will support public awareness and engagement campaign to encourage the citizens
to take part in reporting grey economy. The campaign design will be informed by the
available data on women entrepreneurs, among others. Weekly and monthly statistics on
campaign outreach will inform the project management team and allow for targeted and
effective activities.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
11
II. PROJECT RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Results and Resources Framework:
Fostering a democratic society that fully respects, protects and fulfils human rights through rule of law, government transparency and accountability Outcome indicators as stated in the Country Results and Resources Framework, including baseline and targets.
Indicators: Public Perception on Transparency and Effectiveness of Public Administration
Baseline: 2010 survey baseline 6 (10 being highest) on quality of service in public administration Applicable MYFF Service Line:
Partnership Strategy: The project will contribute towards building partnership with the Government of Montenegro, as a core partner and to strengthening the
communication and policy dialogue between the Government of Montenegro and general public.
Project title and ID (ATLAS Award ID): Increasing citizens’ engagement by using social innovation and social medial to
enhance government’s transparency and accountability
Intended Output
Output Targets
for 2013
Indicative Activities
Responsible
parties
Inputs
Increased citizens’ participation in policy
formulation, decision making and reporting grey
economy and other wrongdoings
Baseline: e-Government Portal set up but it does
not currently provide possibility to submit
e-petitions to the local
administration/municipalities
Indicator: Number of municipalities to which
experience related to setting up and
operationalizing e-petitions was transferred
E-petition platform
set up in at least
one Municipality
Key activity: 1. Increasing citizens’ participation through local
level e-petitions – transfer of e- petitions government portal
experience to the local level 1)
2) 1.1. Experience transferred and support provided to at least one
municipality volunteering to set up the e- petition platform at local
level
UNDP
Project
Manager
Local
Experts/Comp
anies
UNDP
Communicati
ons
Total Activity:
5.000 USD
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
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Baseline: No web platform or mobile application
available in government institutions for reporting
incidents of grey economy
No comprehensive public awareness campaign to
stimulate citizens’ engagement in reporting
incidents of grey economy
Indicator: Number of reports on issuance of non-
fiscal receipts received using the Be Responsible
web platform / mobile applications
Funds collected in the grey economy campaign
including using the web platform and mobile
applications
2.1.
Comprehensive
Public Awareness
campaign
encouraging
citizens’
participation in
reporting grey
economy designed
and implemented
2.2. 600 citizen
reports of grey
economy (100
reports per month)
2.3. At least
10.000 USD of
funds collected
during 6 months of
the project’s
implementation
Key activity: 2. Increasing citizens’ engagement in the “Grey
Economy All Out” campaign
2.1. Web and mobile application “Be responsible” upgraded in
relation to reporting instances of grey economy including
development of the iOS application and procurement of relevant
equipment
2.2. Specialized company to design and deliver a comprehensive
public awareness campaign to encourage citizens’ to report
instances of grey economy including through “Be responsible”
platform engaged
2.3. Develop communication’s strategy including defining key
messages, determining target groups and designing
communications products
2.4. Ensure additional administrative capacities to the Tax
Directorate and Directorate for Inspection Affairs
Project
Manager
Local
Experts/Comp
anies
team
UNDP
Communicati
ons
Total Activity:
92.742 USD
Baseline: No collaborative web based platform
available as a tool to directly engage citizens in
prevention and fighting corruption in public
procurement
Indicator: Number of key actors NGOs,
journalists, media involved in testing and
prototyping the “Veritza” collaborative web based
platform that allows browsing of multiple public
records databases and exposing potential
corruption problems or outliers
At least 3 key
actors (NGOs,
media, etc.)
involved in testing
and prototyping
the collaborative
web-based open
source platform
Key activity 3. Increasing citizens’ engagement by use of
social innovation and social media
3.1. Expert support provided to the “Veritza” team in engaging
key actors in consultations and subsequent testing and prototyping
“Veritza”, the web based platform
International
and Local
Experts/Comp
anies
Total Activity:
10.000 USD
BRC funded
Baseline: No country Twitter account that
promotes new “faces” and images of Montenegro
Indicators: Number of followers of the established
Twitter account, number of initiatives raised,
number of people who voted for the initiatives
1000 of followers
At least 5
initiatives raised
1000 of supporters
3.2.1. Creation/Opening of the country Twitter account
3.2.2. Development of rules for curators/“Twitter agents” and
selection of Twitter agents
3.2.3. Launch event
3.2.4. Monitoring and evaluation of Twitter dialogue including
raised initiatives,
Total Activity:
10.000 USD Micro-capital grant
awarded to the NGO
CDT funded by all three
clusters
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
13
ANNUAL WORKPLAN BUDGET SHEET - Year 2013 Project ID
Expected
Outputs
Key Activities Time Frame
Responsible
Party
Planned Budget 2013 in USD
Start End Donor Budget Description Donor UNDP
Increasing citizens’ participation
through local level e-petitions –
transfer of e- petitions government
portal experience to the local level
01/08/13 31/12/13 UNDP UNDP
72100 Contractual Services
Companies 5,000
Activity Total without GMS:
5,000
GMS 7%:
Increasing citizens’ engagement in the
“Grey Economy All Out” campaign 01/08/13 31/12/13 UNDP
Gov't of
Montenegro 71300 Local Consultants 18,000
01/08/13 31/12/13 UNDP
Gov't of
Montenegro 72200 Equipment and Furniture 7,000
01/08/13 31/12/13 UNDP
Gov't of
Montenegro
72100 Contractual Services
Companies 36,600
Activity Total without GMS: 61,600
GMS 7%: 4,312
01/08/13 31/12/13 UNDP UNDP 72615 Micro Capital Grants 10,000
Activity Total: 0 10,000
Project Management
01/08/13 31/12/13 UNDP UNDP
71400 Contractual Services-
Individ 7,200
01/08/13 31/12/13 UNDP
Gov't of
Montenegro
74200 Audio Visual&Print Prod
Costs 1,000
Activity Total without GMS: 1,000 7,200
GMS 7%: 70
TOTAL ACTIVITIES WITHOUT
GMS 62,600 22,200
GMS 7% 4,382
66,982 22,200
TOTAL 89,182
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
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ANNUAL WORKPLAN BUDGET SHEET - Year 2014
Project ID Expected
Outputs Key Activities
Time Frame
Responsible Party
Planned Budget 2014 in USD
Start End Donor Budget Description FUNDED
UNFUND
ED
Increasing citizens’ participation through local level e-petitions – transfer of e- petitions
government portal experience to the local level 01/01/14 31/12/14 UNDP unfunded
72100 Contractual Services Companies
10,000
01/01/14 31/12/14 UNDP unfunded 71300 Local Consultants 8,000
Activity Total without GMS: 0 18,000
GMS 7%: 1,260
Increasing citizens’ engagement in the “Grey
Economy All Out” campaign 01/01/14 31/12/14 UNDP
Gov't of
Montenegro 71300 Local Consultants 6,000
01/01/14 31/12/14 UNDP unfunded 71200 International Consultants 10,000
01/01/14 31/12/14 UNDP unfunded
72100 Contractual Services Companies
20,000
Activity Total without GMS: 6,000 30,000
GMS 7%: 420 2,100
Increasing citizens’ engagement by use of social innovation and social media 01/01/14 31/12/14 UNDP unfunded 71200 International Consultants 8,000
01/01/14 31/12/14 UNDP unfunded 71300 Local Consultants 5,000
01/01/14 31/12/14 UNDP unfunded 72615 Micro Capital Grants 10,000
01/01/14 31/12/14 UNDP unfunded
72100 Contractual Services Companies
5,000
Activity Total: 0 28,000
GMS 7%: 0 1,960
Project Management
01/01/14 31/12/14 UNDP unfunded
71400 Contractual Services-Individ
18,000
01/01/14 31/12/14 UNDP
Gov't of
Montenegro
71400 Contractual Services-Individ
2,000
01/01/14 31/12/14 UNDP
Gov't of
Montenegro 74200 Audio Visual&Print Prod Costs
Activity Total without GMS: 2,000 18,000
GMS 7%: 140 1,260
TOTAL ACTIVITIES WITHOUT GMS 8,000 94,000
GMS 7% 560 6,580
8,560 100,580
TOTAL 109,140
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
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III. MANAGEMENT ARRANGEMENTS
III. A. Institutional Framework
The Project Board will be responsible for providing general oversight to ensure achievement of
results on the primary project outcomes, and making consensus strategic management decisions
when guidance is required by the Project Manager, including approval of project plans and
revisions, as well as audit, including meeting the requirements of the Country Programme
Document between the Government and UNDP. The Board will meet at least once every six
months.
In the name of the Government of Montenegro, primary ownership of the project rests with the
Ministry of Finance and the General Secretariat of the Government of Montenegro, whereas
other line ministries and inter-ministerial teams may be involved depending on the remit. By way
of example, the Government established an inter-agency group composed of the representatives
of the General Secretariat, Ministry of Information Society and Telecommunications, Ministry of
Finance, Tax Directorate and Directorate for Inspection Affairs to coordinate the grey economy
component of the project. Similar coordination teams may be established to provide insight and
steer other components of the project.
The structure of the Project Board is depicted below.
Project Manager
Project Board
Senior Beneficiary
Representative of the
General Secretariat/ GoM
Executive
UNDP Deputy RR
Senior Supplier DG Team Leader
Project Assurance
Project Support
Programme Assistant,
Operations Unit
Project Organisation Structure
Local Governance Programme
providing inputs as necessary
UNDP Communications unit
providing input as necessary
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
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III.B. Project Roles and Responsibilities
The Project will be implemented under Direct Execution modality (DEX) in accordance with
UNDP rules and regulations, set forth is the Programme Implementation Manual, tailored for this
particular programme and based on the UNDP Programming Manual and the general UNDP
DEX Guidelines.
All day-to-day management duties will be conducted by the Project Manager appointed by
UNDP, under the supervision of Democratic Governance Team Leader, with strong engagement
of all involved partners and stakeholders. Roles and responsibilities regarding the Project
implementation will comply with the new UNDP’s Results Management Guide (which includes
PRINCE2 for the Project Management Framework), which defines the minimum requirements to
be met so that UNDP can accept responsibility for the use of resources during the
implementation of the Program activities.
UNDP Project Manager will submit regular progress report to the Project Boards when the latter
is being convened. The Project Manager may request and propose meetings of the Project Board,
involving UNDP senior management and the Government representatives, if he/she encounters
difficulties during the implementation of the Project.
The Project Manager will have the following role:
1) Coordinate technical, administrative and financial activities of the project;
2) Ensure monitoring and control of activities;
3) Financially manage the project (including effecting disbursements);
4) Resolve bottlenecks, and
5) Prepare substantive and financial reports for the Project Board, the donor(s) and UNDP.
UNDP Project Support Team: The UNDP Country Office in Podgorica staff will provide
strategic advice and administrative support as well as being responsible for financial
disbursements, controlling and reporting. UNDP Project support team, under overal guidance of
the Democratic Governance Team Leader will ensure that the project is informed by the lessons
of UNDP's prior project experience and is integrated into the ongoing project activities within
the Democratic Governance portfolio.
Project Beneficiaries: The project is implemented in partnership with the Government’s
General Secretariat, the Public Relations Bureau and line ministries, whereas citizens of
Montenegro will be direct beneficiaries of the Project, given the fact that their participation in
decision making will be simplified. Building the partners’ operational and professional capacities
throughout the project will allow for a more efficient integration of citizens’ inputs in the
decision making process of the executive.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
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III.C. Monitoring and Evaluation
III.C.A. Monitoring
The purpose of monitoring and evaluation will be to monitor progress towards the key outputs,
identify, in good time, where improvements are necessary to enable the project to achieve its
objectives, and to make preliminary assessments about further training needs of the target
groups.
The Project Manager will prepare monthly briefings. The Project Manager will be responsible
for ensuring the reports are shared with other donors and representatives of the Government and
that their comments are taken into consideration.
To evaluate the accountability of the project actors, the UNDP will apply its usual mechanisms
for assurance of project quality.
III.C.A.1Reporting responsibilities
Project manager must report on the status of indicators as well as on financial performance to the
Project Board on a six months basis.
III.C.A.2 Visibility
To keep the general public informed about project’s progress and to encourage positive and
constructive participation in the project, the building and sustaining of political commitment and
beneficiaries’ demand for the project, the project management will – whenever appropriate -
disseminate information through Internet web-sites, newsletters, press releases, videos and other
public relations efforts, and carry out feedback surveys, etc.
This project will follow an already established line of UNDP projects in the field, and will
therefore have a safe base and paved path. Nevertheless, it is necessary to conduct a short risk
analysis, presented in Annex 1.
IV. LEGAL CONTEXT
This project document shall be the instrument referred to such as in Article 1 of the Standard
Basic Agreement a copy of which is available at RBEC.
The following types of revisions may be made to this project document provided UNDP is
assured that other signatories of the project document have no objections to the proposed
changes:
a) Revisions in, or addition to, any of the annexes of the project document;
Increasing citizens’ engagement by using social innovation and social media to enhance government’s
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b) Revisions which do not involve significant changes in the immediate objectives, outputs or
activities of a project, but are caused by the rearrangement of inputs already agreed to or by
cost increases due to inflation, and
c) Mandatory annual revisions, which rephrase the delivery of, agreed project inputs or reflect
increased expert or other costs due to inflation or take into account agency expenditure
flexibility.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
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VI. ANNEXES Annex 1: Risk Analysis
Project Title: Increasing citizens’ engagement by using social innovation
and social media to enhance government’s transparency and accountability
Award ID: n/a Date: 19/08/2013
# Description Date
Identified
Type Impact &
Probability
Countermeasures /
Mngt response
Owner Submitted,
updated by
Last
Update
Status
1 RM unsuccessful,
lack of donor interest
19/08/2013 Strategic
(Donors, partnerships
fail to deliver)
If additional resources are
not (or not sufficiently)
mobilized to continue and
expand envisaged
activities the
impact/change in the
society will be limited.
I = 5
P = 3
Efforts are being
made to mobilize
resources with the
British Embassy,
German Embassy,
and other bilateral
donors
DG Team
Leader
UNDP
senior
management
Project
Manager
19/08/2013 No change.
2 Inability to engage
the citizens of
Montenegro and raise
their interest for the
project’s goals
19/08/2013 Political
(Government, non-UN
partners and CO
commitment)
Organizational
(Execution capacity)
Strategic
(Partnerships fail to
materialize in a
sustainable manner)
Project would have
difficulty in engaging
both the “online” and the
“offline” communities
for: reporting grey
economy, browsing
public procurement
records and fostering a
dialogue on social media.
This could lead to the
project having reduced
impact due to lack of
national/local stakeholder
ownership and citizen
engagement.
I = 5
P = 2
Efforts will be made
to design an effective
awareness and
engagement
campaign, including
enlisting a few
celebrities who
cherish UN values,
balancing the use of
new media and
traditional
communication
channels, and
continuously working
towards partnership
building nationally,
regionally and
globally.
Project
manager
UNDP
senior
management
Project
Manager
19/08/2013 No change.
3 Problems in the
functioning of the
19/08/2013 Operational
(Technical)
Project goals would be
hampered should the
Extensive quality
assurance through the
Project
manager
Project
Manager
19/08/2013 No change.
Increasing citizens’ engagement by using social innovation and social media to enhance government’s transparency and accountability
20
software
technology part fail to be
user-friendly, simple and
accessible to users, and of
an appealing design.
I = 4
P = 3
project management
structures and
stakeholder meetings.
Internal cross-
practice engagement
will ensure that the
lessons learned in
other UNDP projects
are applied.
UNDP
senior
management
4 Sustainability of the
project’s results
19/08/2013 Organizational
(Execution capacity)
Project results should
surpass the duration of the
project. The project might
not be able to establish
sustainable systems in the
first six months of its
implementation.
I = 3
P = 3
In addition to efforts
to mobilize additional
resources and foster
long-lasting
partnerships, the
project management
team will endeavour
to support the design
of self-sustainable
systems (e.g. where
mobile applications
or web platforms can
generate their own
income).
Project
Manager
DG Team
Leader
Project
Manager
19/08/2013 No change.