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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- 7
Local Governance and Decentralization ership and ownership, and should be part of the overall effort to increase the transparency and accountability of public management. Involvement of the national offices for statistics is crucial in ensuring that data collection methods, along with monitoring and evaluation, are properly integrated into the overall system of statistics and reporting at all levels. a Engagement of all key stakeholders in preparing the methodology for district development planning is crucial. It ensures that the critical views and comments from the national and regional decision makers are reflected and included. a A clearer link should be established between the financial resources needed for the implementation of district development plans and budget planning at the national level. a The sustainability of a participatory planning concept at the district level should be ensured. The district development councils should, therefore, be transformed into a more meaningful and sustainable institutionalized form of (district) development planning. a To facilitate horizontal learning and improve access to, and exchange of, knowledge developed during projects, it is recommended that DGTTF management works with the relevant regional service centre to establish a userfriendly knowledge management system. a Changes in the DGTTF implementation framework (extended duration of projects and increased budgets) will require a robust monitoring system. Given the two-year project period, it is recommended that mid-term reviews take place after the first year of implementation. 8
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