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Tajikistan Project Assessment
the government’s information systems for planning, monitoring
and evaluation of public policy.
The project began on time and achieved all its planned
objectives. It introduced a unique and innovative approach in
Tajikistan in preparing district development plans. These applied
a participatory approach to identifying strategic priorities and
establishing transparent implementation mechanisms. For the
first time, a monitoring system based on specific local indicators
(aligned with NDS/PRSP indicators) was introduced, and financial
resources for implementation of priorities were identified.
A new mechanism for donor aid coordination was supported
by developing a comprehensive information system, collecting
data from jamoat, district, and national levels on a wide range
of issues.
The project offered a catalytic springboard for a further phase
of the Communities Programme: Building a Framework for Local
Planning and Budgeting. Funding for this came from the DGTTF,
the UK Department for International Development, and the
Canadian International Development Agency.
Partnership between UNDP and key national stakeholders
were strengthened further. This is reflected in the cooperation
agreements signed between UNDP and the Ministry of Economic
Development and Trade, the Strategic Research Centre, the
Institute for Civil Servants Training, the Ministry of Finance, the
State Statistic Committee, the Ministry of Labour and Social
Protection, and the Parliament.
The DGTTF provided US$150,000 for a third project, Building
a Framework for Local Planning and Budgeting. This
contributed to the development of a comprehensive Programme
of Reform of Tajikistan’s Planning, Budgeting, and Monitoring
and Evaluation Methodology at district and regional levels. It
also worked on a Guidelines and Training Curriculum for the
new methodology, and enhanced the capacities of 220 district
and regional officials to work with the new procedures.
a The project was effective in delivering results through
the Methodology for Planning, Budgeting, and Monitoring
and Evaluation at District and jamoat level, backed up
with a methodological guidelines and a training/mentoring
programme for planning, budgeting, and monitoring
and evaluation.
a The project was implemented efficiently through the existing
structure of the country programme’s head office in
Dushanbe and area offices.
a The project was highly innovative by introducing a new
implementation approach to planning and budgeting in
Tajikistan. This new approach was reflected in the Methodology
for Planning, Budgeting and Monitoring and
Evaluation at district and jamoat levels.
a The project supported the implementation of a new
planning and budgeting practice. For the first time in
Tajikistan, national, (horizontal) and district and jamoats
(vertical) planning and budgeting processes were integrated
and coordinated.
a The catalytic effect was recognized as the project expanded
the scope of the Communities Programme to
public administration.
a The project team was institutionalized in the Ministry
of Economic Development and Trade. The initial DGTTF
project was followed up with a larger UNDP project (US$3
million core funding), financed from UNDP’s own 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 the new planning and
budgeting model.
a The engagement of regional authorities and national
actors in introducing a standard participatory planning
methodology was recognized as a key priority for
Tajikistan. The methodology’s sustainability in preparing
district development plans was strongly supported by
national institutions.
a The sustainability of training programmes for strategic
planning, participatory budgeting, poverty mapping, and
monitoring was ensured, as they were adopted by the Institute
for Civil Service Training for its regular curricula for
professional advancement of civil servants.
Key lessons learned
a The Citizens’ Report Cards activities represent an effective
approach to articulating public perceptions of the performance
of public services. However, local authorities
directly concerned with the results of the citizens’ report
cards were not able to bring about change or invest in
service improvement. This activity should, therefore, be
implemented as a part of a broader decentralization
process, which should strengthen both downward and
upward accountability within the governance structures.
a Successful data-collection systems require national lead-
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