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is a not-for-profit and nongovernmental policy and research organization established in 2003 to conduct research, develop policy recommendations, and implement activities in the field of the rural development.

Rural Development Fund

is a not-for-profit and nongovernmental policy and research organization established in 2003 to conduct research, develop policy recommendations, and implement activities in the field of the rural development.

Rural Development Fund

is a not-for-profit and nongovernmental policy and research organization established in 2003 to conduct research, develop policy recommendations, and implement activities in the field of the rural development.

Rural Development Fund




International Land Coalition (ILC) Asia Land Forum and Regional Assembly has conducted in Kyrgyzstan

Participation of RDF in ILC's Forum

RDF took part in festival "Shirge Zhyar" in Talas region

LOSL took part in a Global Forum on the Conservation of the Snow Leopard

Participation of members of international network “Land of Snow Leopard ” at the Forum on preserving Snow Leopard in Bishkek

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Assessing Gosregister's Performance: Building Monitoring Capacity and Public Opinion

The World Bank sponsored a project to build capacity within the State Agency for Registration of Rights to Immoveable Property (Gosregister) to measure performance in terms of stakeholder feedback.  The project consisted of initial capacity building for Gosregister monitoring specialists and then ‘learning-by-doing’ through conducting field work involving a survey. The team of Kyrgyz experts implemented the Project, conducted observations in registration offices, semi-structured interviews, and focus group discussions.   Capacity Building consisted of two formal seminars for monitoring specialists, one month of mentored field work to identify stakeholder assessments of Gosregister performance, data entry and its joint analysis. 


This work yielded a set of survey instruments, reference material in the form of handouts and a manual for conducting field work, and the emergence of 11 monitoring specialists with greatly enhanced performance monitoring capability.  With this increased capacity, it is recommended to broaden the terms of reference for these monitors from the current practice of compiling numbers on outputs to conducting more qualitative assessments, and institutionalizing their inputs into determining overall Gosregister’s policies and procedures. The primary component of performance monitoring was conducting a survey.  Following stakeholder meetings, four target groups were identified: regular clients (defined as those who had used registration services in 2006), non-clients (who had no interaction with Gosregister besides being covered by the systematic registration), professional organizations that work regularly with Gosregister (including realtors, notaries, local governments), and Gosregister staff. 


The survey was conducted over a two week period in May-June 2007.  It encompassed the 43 most active local registration offices (out of 50).  The sample population was comprised of:

- 549 were clients (50% of the sample),

- 198 (18%)were non-clients;

- 135 (12%) were representatives of various professional organizations providing services connected to the activities of Gosregister;

- 223 staff of Gosregister (20%).


Overall Evaluation

Gosregister’s services are generally evaluated as average, but its overall role is rated as valuable. Additionally, the Gosregister’s mission to facilitate property markets is widely understood and recognized. There is a large recognition in the importance of registration and the necessity of following the law, making a transaction, and receiving credit or protection of their rights.  However, there are many services that the Gosregister offers that are generally unknown to the public. There is a need to make such services more visible. The media and government can play a large and important role in this.


Respondents felt that the Gosregister should consider mandating and monitoring adherence to basic quality standards, such as heating premises, size of print for information stands, and organizing other services nearby to improve their overall positive image.


The fees collected from client’s were seen as mostly affordable, however almost a 25% felt the fees were not justified for the services provided.


Many respondents stated that competence and overall ethics were extremely important considerations in the overall quality of services. While the quality of the employees seems to be considered average, respondents made recommendations for improvements that include staff trainings and more accountability. Furthermore, Gosregister’s employees have made careless mistakes in regards to correctly documenting names, addresses, complaints, etc. This illustrates the need for further training and accountability, rather than incompetence. However, most respondents felt that the staff acted in a professional manner and were satisfied with services rendered.


Gosregister’s employees, as well as clients, complained that problems that they encountered in the process of registration are linked to low awareness of organizations providing associated services on registration, particularly local governmental agencies.  About 18% of all mistakes encountered by clients and 24% of organizations were made because of problems with local governments not providing the correct corresponding paperwork. Almost half of the Gosregister staff believes that the major reason for mistakes in their work is due incomplete or incorrect supporting documents (issued by other agencies). Streamlining supporting documents, ensuring that all agencies are operating in a collaborative manner would be greatly beneficial to both Gosregister’s employees and clients.


An important point that needs attention is that respondents were confused by what course of action can be taken when trying to dispute something or where to go when a Gosregister employee did not provide the sought out information. Some customers complained that they had unresolved issues with registration and didn’t know where to go for advice. Gosregister employees reportedly were not responding to questions because didn’t know how to deal with it.  Additionally, were a few instances when issues of corruption and informal payments were questioned, as well as the recourse that the clients can take if this does occur.  Gosregister should consider putting in place a formal complaint and appeals mechanism.  This will also heighten individual accountability of Gosregister staff.


The overall suggestions on how to improve and strengthen; there should be more transparency (financial and in hiring practices); improved training; a more rigid set of protocols; and employees should be promoted and rewarded on a competitive basis.  Moreover, there should be a systemic orientation in place for all staff in order to focus on performance and strategic objectives.

Rural Development Fund

Geologicheskiy str., Office 1

Bishkek, 720005, Kyrgyz Republic

Phone: +996 (312)590828 

Mob. phone: +996 (770)330106 

Email: general@rdf.in.kg

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