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critical role in promoting social accountability by informing local citizens about their legal rights regarding the market relocation, as well as their political rights to voice their objections (Finding WSP 5). WSP-UV AS A MODEL FOR SOCIAL ACCOUNTABILITY: TURNING AN NGI INTO AN NGO Clearly one of WSP-UV’s greatest strengths is the leadership of its coordinator. On the other hand, one of the greatest risks to the organization is that it may not be able to survive without her. Moreover, the WSP- UV’s success cannot be replicated without similarly qualified leaders. This problem has appeared even within the coordinator’s own aimag at the soum level, where WSP-UV is run by volunteers who are considered lacking “enough motivation to deal with everyday needs… [and] experience in either training or capacity building” to serve their communities (WSP-UV 2002). The difficulties in replicating the successes of the WSP-UV are clearly tied to the fact that WSP-UV is one of Mongolia’s many nongovernmental individuals (Finding WSP 6). Nevertheless, the coordinator strives for the institutionalization of WSP-UV. Whereas other NGIs operate with one paid staff member, the WSP-UV has expended resources to build a staff, which the coordinator mentors and involves in all of the organization’s activities. Moreover, the WSP-UV’s mission is to build the capacity of other CSOs. For instance, WSP-UV encouraged Business Women’s Association’s involvement in the campaign against the market relocation, which bolstered its reputation and overall capacity. Even if at the moment WSP-UV may be classified as an NGI, it is clearly embedded in and responsive to the local community. As such, WSP-UV represents an important departure from other NGO branches that maintain a dependent relationship with the national NGO (Finding WSP 7). One of WSP-UV’s long-term strategies is to transform itself into an autonomous NGO that could serve as a model for grassroots activism across the country, thereby thwarting the current model of UB-based NGOs that dictate the agendas of their financially dependent branches. Whereas the WSP-UV has undoubtedly been strengthened by its relationship with the WSP-UB, a key feature of this relationship has been the fact that the national director has encouraged WSP-UV to autonomously develop its own priorities and agenda. The benefits of such decentralized relationships should be considered by other NGOs seeking to build networks and by the Mongolian government, seeking to improve the opportunities for social accountability. FINDINGS AND RECOMMENDATIONS: WSP-UV Finding WSP 1. The capacity of the Women for Social Progress-Uvorkhangai to encourage citizen participation in local government and monitor its actions is attributable in part to both its challenge and collaboration with local and national public officials. Recommendation: Given the typically adversarial relationship between CSOs and public officials, both stakeholders should pursue collaborative relationships in various formal and informal forums while maintaining clear boundaries between political and civil society. 73
Finding WSP 2. Although significant and diverse international funding sources have permitted the WSP- UV to promote citizen participation in local governance and development, a limited resource base has also impeded certain of its social accountability activities such as the publication of Triangle News. Recommendation: CSOs such as the WSP-UV should continue to pursue various sources of sustainable, independent funding. The financial solvency of CSOs must be addressed collaboratively with the GoM, which could provide funding (for example, tenders and projects) on a competitive and transparent basis. Finding WSP 3. The WSP-UV newspaper has provided alternative information about local governance and development issues that are critical to civic engagement and social accountability. Recommendation: As the transition from state to public broadcaster remains incomplete (see annex 5), alternative media outlets should be pursued and expanded by CSOs. International donors should provide initial technical and financial assistance, as well as training in how to make such enterprises selfsustaining. Finding WSP 4. The Business Development Consultations serve as trilateral forums for local officials, CSO leaders, and representatives of the business community to engage in an ongoing dialogue and in negotiations. Recommendation: Such forums may be organized with limited resources and should be pursued by all stakeholders to foster an ongoing dialogue at both the national and local levels. Finding WSP 5. By informing them of their legal and political rights, the WSP-UV played a critical role in giving local citizens voice in local governance. The experience also highlighted Mongolians’ general lack of knowledge about their civic and political rights. Recommendation: With the support of the international donor community, the GoM should collaborate with CSOs to develop and implement civic education programs to educate Mongolians about their legal and political rights. These programs should target adult as well as school-age populations through the media (public radio and television advertisements and special programming), as well as special events and competitions (theatrical and essay contests). Finding WSP 6. Although WSP-UV’s success is in large part due to its leadership, the organization is building up the size and capacity of its staff to avoid the longer-term perils of NGI status. Recommendation: Both CSOs and the donor community should prioritize CSO capacity building through the training of staff and volunteers, and through practices that further the institutionalization of CSOs. Finding WSP 7. The WSP-UV represents an important departure from the dependent relationship that is common between national NGOs and their branch offices. Recommendation: Whereas CSOs should address the UB-centric nature of CSO, which restricts their ability to represent and provide services to rural Mongolians, the GoM and the international donor community should channel resources to CBOs and other locally based CSOs.
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Report No. 32584-MN The Enabling En
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Table of Contents Acronyms ........
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Boxes: Box 2.1.1 Proposed Changes t
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Preface This study on “The Enabli
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of civic engagement, namely, the ab
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Part I. Introduction 1.1 DEFINITION
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further and recognizes other types
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as resources. 13 The quantitative c
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parliamentary elections demonstrate
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As figure 2.1.2 clearly illustrates
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The Constitution also guarantees th
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ise of mass pro-democracy movements
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preferences of funders. This has le
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Recommendations: 1) The Ministry of
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PART III - Assessment of the Enabli
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and operations, or demand elections
Page 34 and 35: conferences and workshops, to more
Page 36 and 37: Capacity Building Program,” indep
Page 38 and 39: Efforts to transform the state broa
Page 40 and 41: 2) Given the culture and norms that
Page 42 and 43: Figure 3.3.1 Frequency of CSO Reque
Page 44 and 45: Box 3.3.1 Women for Social Progress
Page 46 and 47: These bureaucratic delays highlight
Page 48 and 49: Other ways for CSOs to generate alt
Page 50 and 51: development initiatives become more
Page 52 and 53: Box 3.4.1 The Community Scorecard:
Page 54 and 55: Negotiation also ensures that legis
Page 56 and 57: Although the Environmental Impact A
Page 58 and 59: Part IV—Conclusion This study on
Page 60 and 61: 4.2 SUMMARY OF FINDINGS AND RECOMME
Page 72 and 73: Currently, the NCAV works in six se
Page 74 and 75: Mongolian Federation of Senior Citi
Page 76 and 77: are reluctant to assume full respon
Page 78 and 79: FINDINGS AND RECOMMENDATIONS: NATIO
Page 80 and 81: WSP-UV’s coordinator remains in c
Page 82 and 83: program officer, the methodology us
Page 86 and 87: Annex 3: Social Accountability and
Page 88 and 89: khural chairs who served on the ORM
Page 90 and 91: is inadequate. Part of the problem
Page 92 and 93: plans, but there was no follow-up a
Page 94 and 95: Recommendation: Effective CSO colla
Page 96 and 97: wide mandate to manage and monitor
Page 98 and 99: Ulaanbaatar, asking them to identif
Page 100 and 101: Moreover, after a World Bank Superv
Page 102 and 103: Annex 5. Mongolian Media: Overview
Page 104 and 105: they would be unlikely to do so. CR
Page 106 and 107: discussion below), the director of
Page 108 and 109: Social and cultural considerations
Page 110 and 111: Findings and Recommendations: Mongo
Page 112 and 113: Annex 6. Survey of Civil Society Or
Page 114 and 115: How frequently has your organizatio
Page 116 and 117: Computer 95% up to 40 computers, 21
Page 118 and 119: No response 1% BB1. If you have req
Page 120 and 121: KK. Over the last year, how frequen
Page 122 and 123: C. What are the most important soci
Page 124 and 125: L. How much influence do citizens h
Page 126 and 127: U. Are most civil society organizat
Page 128 and 129: Annex 8. Stakeholders’ Map CSO NA
Page 130 and 131: CSO NAME Gandan Monastery Gandantse
Page 132 and 133: CSO NAME Liberal Women’s Brain Po
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CSO NAME Mongolian Information Netw
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CSO NAME Ongi River Movement (ORM)
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CSO NAME Press Institute Red Cross
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CSO NAME Women For Social Progress,
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AFFILIATION State Great Khural (Par
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AFFILIATION Mineral Resource and Pe
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AFFILIATION National Legal Center (
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AFFILIATION Mongolian Radio and TV
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AFFILIATION UNDP UNICEF CONTACT ANN
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AFFILIATION Mercy Corps CONTACT ANN
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Bibliography Ackerman, John M. 2004
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Finch, Christopher. 2002. “Mongol
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---. 2004. Rural Government Procure
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National University of Mongolia. 20
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UNDP. 2001. A Strategy for Poverty
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Zorig Foundation. 2004. “Monitori
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