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Local Governance and Decentralization
committees in following up on the training, and for backstopping
the activities.
The project management structure ensured efficient
implementation, with all results produced within the
proposed timeframe. In addition, it enabled swift integration
of achievements into the Communities Programme.
Innovation
The project introduced a new implementation approach to
planning and budgeting in Tajikistan. This was elaborated in
the methodology for planning, budgeting, and monitoring
and evaluation at district and jamoat levels. At the same time,
the project supported a new planning and budgeting practice.
For the first time in Tajikistan, this integrated and coordinated
national (horizontal), and district and jamoats (vertical) planning
and budgeting processes.
The project tested an innovative model in capacity development,
which consisted of a well-balanced combination of training and
mentoring. Learning by doing with the support of experienced
peers proved an excellent tool for improving performance.
In terms of innovation, the project enabled the Communities
Programme to expand the scope of its intervention into a new
area, reform of public administration.
Catalytic effect
The project expanded the scope of the Communities Programme
to public administration reform, and built on the quality and
impact of past interventions. It strengthened UNDP’s presence
at the national level and enhanced partnerships with the key
national institutions.
The project supported the development of the methodology
for planning, budgeting and monitoring and evaluation at
district and jamoat levels. This methodology was endorsed by
the government and adopted as the official, national policy for
planning and budgeting at district and jamoat levels.
Although the policy framework was adopted, the issue of scarce
capacities for its implementation remained evident. Therefore,
after positive experience with DGTTF-funded activities and initial
success in implementation of planning, budgeting, monitoring
and evaluation in pilot districts, the project (including the
project team) was institutionalized in the Ministry of Economic
Development and Trade. The initial DGTTF project was followed
up with a larger (US$3 million) UNDP project, financed from
UNDP’s core resources. Within the framework of this larger
project, UNDP in partnership with the Ministry of Economic
Development and Trade expanded activities throughout the
country by providing technical assistance to implement the
new planning and budgeting model.
Sustainability
Engaging regional authorities and national actors into a standard
participatory planning methodology was deemed an absolute
priority. The sustainability of methodology for preparation of
district development plans was strongly supported by the
key national institutions (including the Ministry of Finance,
the Ministry of Economic Development and Trade, and the
Strategic Research Centre under the President), resulting in its
adoption as the national platform for planning at district level.
Implementing the participatory planning and budgeting
methodology has experienced some limitations, such as the
lack of financial resources (especially the unpredictable transfers
from the central level), insufficient links to sectoral programmes
and reforms, the State Mid-Term Expenditure Framework, the
ongoing public administration reform, and the overall discussion
over decentralization of responsibilities and fiscal powers.
The sustainability of training programmes on strategic planning,
participatory budgeting, poverty mapping, and monitoring was
ensured by their use by the Institute for Civil Service Training as
its regular curricula for civil servants’ professional advancement.
It is supported from the national budget and is an ongoing
activity of the centre.
Gender
Gender indicators were not included at the project design stage,
so gender mainstreaming was difficult to assess. Therefore, an
analysis of the gender dimension within this project was done
indirectly, reviewing activities and processes, and analysing
outputs.
Gender mainstreaming was addressed indirectly. The training
delivery reports show that all training sessions had an equal
number of women and men.
It is difficult to know whether gender mainstreaming was
considered during the design of the methodology for preparation
of district development plans. Nevertheless, during the review
it was confirmed that the Ministry of Economic Development
and Trade was working with local authorities to update the
methodology to consider cross-cutting issues, including gender.
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