Three years on Ukraine's decentralisation reform programme — designing Administrative Service Centres for local authorities across the country, with equity, sustainability, and anti-corruption built into the design criteria.
Ukraine's decentralisation reform required local authorities across the country to establish or modernise Administrative Service Centres (ASCs) — the physical and procedural front door through which citizens access government services: registrations, permits, social services, documentation.
The hard part wasn't policy. It was service design at national scale: every local authority had different population sizes, budgets, political contexts, building constraints, and existing service maturity.
A one-size template would have failed. A bespoke approach for each one had to be defensible, fundable, and operationally workable.
Designed 135 unique Terms of Reference and personalised premises layouts for ASCs across Ukrainian local authorities. Each one tailored to that authority's population, budget capacity, political and social variables, and existing service infrastructure — while staying compliant with national standards and EU funding requirements.
Built the assessment methodology for whether a local authority could realistically launch and sustain an ASC: documentation verification, financial and budget capacity analysis, success modelling and forecasting. Embedded gender, environmental sustainability, and anti-corruption considerations into the analytical framework — not as afterthoughts but as ToR design criteria.
Launched and ran the programme's Help Desk as Expert Support Coordinator. Coordinated the expert team, monitored support requests, and analysed dynamics and progress across hundreds of local authorities. More than 223 local authorities received quality assessments and concrete recommendations through this channel.
Designed and ran the Internship Programme for ASC staff end-to-end — concept, process, and evaluation. Delivered individually-tailored 5-day internships during pandemic constraints. 97% of participants rated the peer-exchange programme useful and would recommend it; 30 ASC staff completed it.
Wrote the published handbook on peer learning for ASCs — How to Organise an Internship for ASC Staff — turning the programme's design into a reusable resource.
As Monitoring Officer, designed methodology for evaluating policy impact and translated findings into recommendations that fed directly into national policy and legislative updates on administrative services.
2.7 million residents gained access to quality administrative services through the centres I helped design and approve.
223+ local authorities received structured assessments and modernisation recommendations through the Help Desk.
National policy was updated based on monitoring data — field-level evidence informed recommendations to ministers responsible for administrative service policy and legislation.
The Internship Programme handbook became a reusable peer-learning asset, scaling the approach beyond the original 30 participants.
This wasn't a slide deck of journey maps. It was service design at scale, under real constraints — multiple stakeholders (citizens, local authorities, central government, EU funders), genuine equity considerations (gender, anti-corruption, sustainability built into the design criteria), measurable outcomes, and policy-grade defensibility.
Most service design portfolios show what was recommended. This one shows what was delivered, used, and felt by millions of people.
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