Project id: Duration: 2007 2009 Component (myff)

Annual Work Plan 2008

Risk Logs

Issue Logs

Monitoring and Communication Plan

Executive summary

I. Context

The Communities Programme is a multi-year initiative begun in 2004 that builds on the accomplishments of previous work initiated by UNDP in 1996. The Programme’s expected results are in line with benchmarks set by Tajikistan’s NDS/PRS to halve extreme poverty, eradicate gender inequality, and halve the number of people without access to drinking water by 2015, the target date for MDG achievement. It also intends to support the realization of three UNDAF outcomes of increased agricultural productivity, food security, and economic opportunities, better access to clean drinking water, and increased responsiveness and accountability of decision-making structures. This corresponds to CPAP Outcomes 1 and 2 of improved access for rural communities to finance, infrastructure, employment, and good governance and the five CPAP outputs of increased capacity for entrepreneurship, sustainable local capital, improved environment for businesses, safe water for the rural poor, and strengthened local governance.

The three UNDAF outcomes contributed towards by the Communities Programme fall within two of four priority areas identified by the Framework, Redistributing Responsibilities and Transforming Livelihoods. During the reporting period, within the Redistributing Responsibilities priority area, the Programme sought to achieve: i) enhanced partnerships between governments, civil society and the private sector in local development planning and project implementation; ii) improved civic awareness and social advocacy; and iii) equal access to new information and communication technologies for target communities. Within the Transforming Livelihoods priority area, targets for 2007 included: i) improved employment and income generation opportunities, and improved access to extension and advisory services in rural areas; and ii) improved sustainability for JRC revolving funds, diversified financial services provided to rural communities and labour migrant remittances leveraged for economic development.

The specific development challenges addressed by the Communities Programme include a local administration unclear about its responsibilities, accustomed to a top-down, exclusive process of decision-making, and lacking the human resources and fiscal independence necessary to plan and budget for community priorities. The weak capacity of jamoat and district authorities has manifested itself in the mismanagement and deterioration of communal services like health, education, water, and transportation since independence. As an example, only 61 percent of citizens in rural Tajikistan have access to safe drinking water and 40 percent are vulnerable to water-borne diseases.¹ In addition to the political and social challenges faced by Tajikistan’s rural people, nearly two-thirds of them remain in poverty even after strong growth in the agricultural sector. ² Access to land remains constrained for poor farmers and, as a result, many resort to subsistence agriculture. Lack of access to credit has led to a decline in capital and has constrained opportunities for farmers, both in agriculture and private enterprise.

The Communities Programme’s key partners in implementation are the Jamoat Resource and Advocacy Centres (JRCs) and District Development Councils (DDCs), whose establishment the Programme has supported, respectively at the jamoat and district levels of administration, throughout its areas of operation in Soughd, Khatlon, and the Districts of Republican Subordination (DRS). The Programme has also made a concerted effort to strengthen its partnership with the formal government structure at the jamoat, district, regional, and central levels, the latter reflected in the agreements signed between UNDP and both the Strategic Research Centre (SRC) and Institute for the Training of Civil Servants (ICST). Moreover, CP has also sought to include private firms and NGOs in its activities by subcontracting their implementation through competitive tender processes. For example, all infrastructure construction/rehabilitation works are carried out by private construction companies. Among the Communities Programme’s international partners are other UN Agencies (WFP, ILO, UNFPA, UNIFEM, IOM, UNICEF, UNCU), other UNDP projects (UNDRMP, TMAC, BOMCA, PTA, MDG/NDS), and international NGOs such as German Agro Action, Aga Khan Foundation, RosAgroFond, ACTED, Counterpart International, and Caritas.

The expected beneficiaries of the Communities Programme are its partners and the rural inhabitants of Soughd, Khatlon, and the DRS.

II. Performance review

Progress review

1. Overall progress towards the CPAP outcome and output(s)

By providing rural farmers and entrepreneurs with access to micro-loans through the 6 Microlending Funds (MLFs) it recently established and registered, UNDP will improve the access of rural communities to finance, which is a component of CPAP Outcome 1. At the same time, by providing these farmers and entrepreneurs with extension and consultation services, through Farmer Field Schools and Business Advisory and Information Centres, UNDP is trying to stimulate the demand for employment as these agricultural and non-agricultural businesses expand with increased productivity. Simultaneously, UNDP is trying to increase the supply of skilled labour through the provision of vocational training to the rural unemployed and the support of apprenticeships for them. The final contribution UNDP is making to CPAP Outcome 1 is through the identification and rehabilitation of priority social and economic infrastructure (roads, bridges, irrigation systems, drinking water supply systems, energy infrastructure, etc.), and putting in place mechanisms to ensure their sustainable operation and maintenance, such as Water User Committees and Associations.

In regards to CPAP Outcome 2, UNDP is building the capacity of district and jamoat authorities to be more inclusive and transparent in their decision-making processes, establishing development councils at the district level to put this capacity into practice (DDCs have representation from the public, private and civil society sectors), and building the institutional and organizational capacity of jamoat-level civil society organizations called JRCs.
In all its areas of operation, UNDP seeks to complement existing initiatives supported by the government, local and international NGOs, and other donors. As an example, in the Tacis-funded project “Enhancing Individual Incomes and Improving Living Standards in Khatlon,” Business Advisory & Information Centres (BAICs) were established in only 10 of the 13 target jamoats, because in 3 of the jamoats the decision was made to strengthen existing business advisory centres established by a local NGO “ATAC” and ACTED. This decision was made in order to avoid duplication and form collaborative links with other local and international NGOs working towards the same objectives.

2. Capacity development.

In 2007, the capacities of institutions and individuals were built through the provision of training and equipment, the subcontracting of project activities and subsequent ‘learning by doing,’ study tours to other areas both within and outside of Tajikistan, and awareness-raising through mobile theatre performances and the distribution of informative literature. Examples of institutions whose capacities were built include district and jamoat authorities, DDCs, JRCs, MLFs, Dehkhan Farm Associations (DFAs), the National Association of Dehkhan Farms (NADF), Water User Committees (WUCs), Water User Associations (WUAs), the Healthy Lifestyle Centre (HLSC), Sanitary and Epidemiologic Station (SES), SRC, ICST, BAICs, Land Degradation Units (LDUs), mobile theatres, and vocational training centres and workshops. Individuals whose capacities were built include rural residents in general, water users, loan beneficiaries, farmers and rural entrepreneurs, the unemployed, agricultural extension workers, and female health promoters responsible for raising community awareness in issues related to health, hygiene and sanitation.

UNDP’s building of the capacities of these institutional and individual actors throughout its areas of operation has ensured that the impact of programme activities last much longer than the programme itself through the transfer of knowledge to community beneficiaries and their leaders.

3. Impact on direct and indirect beneficiaries.

UNDP identifies the target population prior to project initiation. Depending on the type of activity, this could be the entire community (for e.g., the rehabilitation of a drinking water supply system), or it could be particular segments within the community (for e.g., a vocational training programme). In the latter example, UNDP gave preference to those in the community who represented the most vulnerable, i.e., women, landless, unemployed, and disabled, etc. UNDP has been able to reach all of its target groups, but continues to have trouble attracting women to take loans from the established MLFs (particularly in more conservative regions of the country such as the Rasht Valley), and to take up decision-making roles within the civil society organizations (JRCs and DDCs) which UNDP supports. This lack of economic and political activism amongst women can be attributed to a culture which tries to relegate women to those activities that take place within the home. To address this ongoing challenge, UNDP has hired both a national consultant, as well as an international consultant, to develop a strategy to mainstream gender within programme activities and improve female participation in SME development and local-level decision-making processes.

In the case of water supply system rehabilitation, project outputs have enabled beneficiaries to have access to clean drinking water. Other types of infrastructure (roads, bridges, energy infrastructure, irrigation systems) have also been rehabilitated, thus giving producers access to markets or patients access to health clinics (in the case of roads and bridges), rural households and businesses access to gas and electricity (in the case of energy infrastructure), and farmers improved land productivity (in the case of irrigation infrastructure). The disbursement of micro-loans from JRC Revolving Funds and the newly-registered MLFs has also enabled farmers to improve agricultural productivity and, at the same time, has stimulated non-farm business development and income generation. While these interventions have increased job opportunities, other UNDP interventions have made community members more employable through the provision of vocational training and opportunities to apprentice with skilled local craftsmen.


Implementation strategy review

1. Participatory/consultative processes

The inclusion of project beneficiaries in the implementation process (defining priorities, carrying out activities to address these priorities, and taking ownership of them once the project has ended) is a priority for UNDP as it enhances project sustainability and ensures that interventions are not forced upon a community by external actors but are instead internalized by them as their own. For example, a Participatory Rural Appraisal was held in each of the 47 target villages of the Community Agriculture and Watershed Management Project (CAWMP) prior to the formulation of Community Action Plans (CAPs), which defined development priorities and indicated the resources required to address them. Moreover once the CAPs were formulated, it was the responsibility of community members, associated into Common Interest Groups (CIGs), to propose subprojects based on the priorities identified. This implementation methodology has been replicated by UNDP throughout its areas and sectors of operation, most notably in infrastructure rehabilitation and the formulation of District Development Plans by multi-sectoral DDCs.

2. Quality of partnerships

While the quality of partnerships at the jamoat and district levels with the Government, other UNDP projects, other UN agencies, other donors, and NGOs (both local and international) are good, there is much to be desired at the meso- and macro-levels, though steps have been taken in 2007 to address this area of weakness. For example, UNDP is working with the Ministry of Finance in an ADB-funded project to improve district-level budgeting, with the National Association of Dehkhan Farms within the framework of a CIDA-funded project on agro governance, and with SRC through funding provided by UNDP’s Democratic Governance Thematic Trust Fund.

UNDP’s Communities Programme has proven its ability to work effectively at the micro-level with both local and international actors, and with those belonging to the public, private, and civil society spheres. However, in order to consolidate and sustain its achievements on the ground, CP needs to concentrate on scaling its activities up to influence and inform Tajikistan’s policy makers. It has taken important steps towards these ends in 2007 and should continue in this direction in 2008 as well.
There are intentions to strengthen cooperation at the national level through the implementation of joint initiatives together with the ministries and the Presidential Apparatus. Three levels of interventions at district, oblast and national levels will be incorporated into one strategy and the activities will be organized in all levels. UNDP CP plans to implement projects on effective local planning and budgeting together with the Ministry of Economic Development and Trade. This initiative is for the period of three years and will be started upon signing MoU between the UNDP and Ministry of Economic Development and Trade (MEDT). It is also anticipated that the project with MEDT will cover 15 districts of Tajikistan and 2 oblasts. MEDT will be playing a coordinating role in the project where other national level state organizations like Ministry of Finance, State Statistic Committee, Strategic and Research Center under the President and Institute for the Civil Servants will also be involved actively in the process of programme implementation. Planned experience of joint partnership of UNDP with state institutions at the national and oblast levels will create better opportunities to influence on positive changes at national level and their implementation at local level also by strengthening top-down and bottom-up internal cooperation/coordination within the state institutions.
Cooperation with the Parliament of Tajikistan and oblast and district councils will be strengthened in the future through conduction of capacity building programmes for deputies at different levels in order to create conditions for their active involvement in their lawmaking activities and towards their contribution for more transparent society with better and consulted service delivery.

3. National ownership

In addition to the participatory community consultations discussed above, national counterparts have been involved in project decision-making primarily in two projects implemented by UNDP; the Zarafshan Valley Initiative where the Project Steering Committee has government representation from the Soughd Oblast Hukumat, and the Community Agriculture and Watershed Management Project, for which the Tajik Government actually holds responsibility for project implementation, whereas UNDP provides technical assistance.

Within other projects, in the case that new institutions are established (for e.g., BAICs, JRCs, DDCs), mechanisms are put in place to ensure that they can continue to function independent of UNDP’s financial and technical support (BAICs charge a fee for their services, JRCs conduct chargeable services for the regional MLFs). Moreover, when public infrastructure is rehabilitated, upon rehabilitation completion, the infrastructure is handed over to a national owner, preferably a government agency (examples for water infrastructure include Vodokanal and Selkhozvodoprovodstroy), or any other private sector or civil society actor that has the necessary technical and financial competence to ensure the infrastructure’s continued operation and maintenance.

4. Sustainability

By building the capacities of national counterparts from the public, private and civil society sectors, and by ensuring national ownership of project outputs, UNDP sought to ensure that the outcomes of its interventions would be sustained for long periods of time. 2007, moreover, saw UNDP exit from direct administration of its microfinance activities by registering 6 regional MLFs staffed by professional staff that report directly to the National Bank of Tajikistan. There are also 9 Micro-Loan Organizations which have been registered separately and they continue their activities with the existing credit portfolio (30,000 USD each), though some of them tried to negotiate the wholesale credit with local commercial banks. After thorough analysis it was found that the terms of the credit are not reliable for MLOs to cover their expenditures and make surplus from the interest of loans. Now several MLOs, after being operational in the micro credit market for a year, are about to decide whether to join the regional MLF, which is more convenient for them in terms of economy of scale (i.e. loans with less interest rates and covering all their expenditures as the centralized MLF does better in this term). At the same time, UNDP has begun to consider a strategy to transfer responsibility for conducting tenders for project deliverables to district authorities, thus further enhancing governmental capacity in the project implementation process in preparation for UNDP’s increasing role as a development facilitator rather than implementer.

Management effectiveness review
1. Quality of monitoring

In addition to regular monitoring of project implementation by Area Office specialists (approximately once every two weeks), DFID conducted an evaluation mission of the Zarafshan Valley Initiative in June 2007. Recommendations to improve project implementation were made by the mission, which UNDP responded to by preparing a plan of action and presenting it to the Project Steering Committee in October 2007. Both a national representative and an international representative from EU/TACIS also visited project sites in Soughd and Khatlon for which it is providing funding through the two grants, Social Inclusion and Income Generation in Soughd and Enhancing Individual Incomes and Improving Living Standards in Khatlon. Missions to both project sites provided their recommendations (which were primarily concerned with the sustainability of new institutions created within the frameworks of the two projects such as BAICs) which have been taken into consideration by UNDP and will be incorporated into future planning. Finally, for the CAWMP project for which UNDP is a facilitating organization subcontracted by the Tajik Government, external monitoring and evaluation missions were undertaken by the World Bank, the Project Management Unit, and two independent consultants competitively selected by UNDP. Again, recommendations have been taken into consideration through brainstorming sessions among UNDP staff in Dushanbe and the Gharm Area Office, and either noting these recommendations down as lessons learned for future project implementation or addressing them within the 10-month period remaining in CAWMP’s duration.

2. Timely delivery of outputs

In a majority of cases, project outputs were achieved according to schedule. However, delays were experienced in the ECHO-funded Sustainable Water Systems Rehabilitation project due to weather conditions, payment delays related to UNDP’s transfer to a bank-based payment system, and unforeseen technical challenges. In the end, project outputs were achieved but with a two month delay. Delays have also been experienced in the GEF-funded project, Demonstrating Local Responses to Combating Land Degradation and Improving Sustainable Land Management in Southwest Tajikistan. Due to the initial unavailability of a specialized local NGO to provide awareness raising training for LDU personnel, this activity was delayed. However, a local NGO able to provide such training has since been found and the activity is expected to be completed by March 2008

3. Resources allocation

Zarafshan Valley Initiative

Development activity costs – 79%

Other project costs – 21%
Social Inclusion and Income Generation in Soughd Oblast

Development activity costs – 75%

Other project costs – 25%
Community Agriculture and Watershed Management Project

Development activity costs – 78%

Other project costs – 22%
Enhancing Agricultural Governance in Tajikistan

Development activity costs – 75%

Other project costs – 25%
Sustainable Water Systems Rehabilitation

Development activity costs – 73%

Other project costs – 27%
Enhancing Individual Incomes and Improving Living Standards in Khatlon

Development activity costs – 82%

Other project costs – 18%
Strengthening Local Governance in Eastern Khatlon

Development activity costs – 77%

Other project costs – 23%
Demonstrating Local Responses to Combating Land Degradation and Improving Sustainable Land Management in Southwest Tajikistan

Development activity costs – 35%

Other project costs – 65%
Stimulating Advocacy and Self-Help through Amateur Theatre in Rural Areas

Development activity costs – 53%

Other project costs – 47%
ADB-funded project

Development activity costs – 16%

Other project costs – 84%
DGTTF

Development activity costs – 89%

Other project costs – 11%

4. Cost-effective use of inputs

#	Inputs (USD)	Outputs	Input/Output Ratio (USD/output)
1	204,986	7 drinking water supply systems rehabilitated	29,283.71
2	37,189	Technical and financial capacity of 77 drinking water supply system owners/operators built	482.97
3	2,625	Water quality sampling and disease monitoring were conducted pre- and post-rehabilitation in the service perimeter of 5 drinking water supply systems	525
4	25,067	The awareness of 60,500 rural residents raised in health, hygiene, and sanitation	0.41
5	89,265	Rehabilitation of 3 irrigation systems	29,755
6	11,674	Construction of bucket-feed drip systems for 10 greenhouses	1,167.40
7	11,674	Construction of roof catchments for 10 greenhouses	1,167.40
8	44,040	Establishment, equipping and capacity building of 15 Dehkhan Farm Associations	2,936
9	81,711	Establishment of 21 agro-processing workshops	3,891
10	38,910	Establishment of 6 agricultural storage facilities	6,485
11	15,564	Construction of 10 greenhouses	1,556.40
12	11,674	Establishment of biomass systems for 10 greenhouses	1,167.40
13	120,242	Establishment of 15 agricultural tool banks	8,016.13
14	45,396	Establishment of 4 and capacity building of 7 BAICs	6,485.14
15	39,735	Capacity building of 13 Jamoat Administrations	3,056.54
16	5,510	2 study tours conducted	2,755
17	78,000	Rehabilitation of 3 small-scale infrastructure subprojects	26,000
18	12,963	Establishment of 2 Water User Associations	6,481.50
19	5,942	Establishment, staffing, equipping, and capacity building of 1 LDU	5,942
20	10,222	Installation of 3 hydro-technical facilities	3,407.33
21	116,028	Implementation of 98 farm productivity improvement subprojects	1,183.96
22	314,227	Implementation of 219 land resource management subprojects	1,434.83
23	40,598	Implementation of 13 rural infrastructure subprojects	3,122.92
24	2,875	Training for 8 JRCs and 141 CIGs in subproject M&E	19.30
25	13,115	Research conducted on 2 topics (alternative energy sources, and soil quality)	6,557.50
26	10,878	2 awareness raising campaigns conducted (on ecological issues, and the CAWMP project)	5,439
27	17,571	Progress evaluation for 1 project	17,571

From an analysis of the preceding table it is evident that the most cost consuming activities were infrastructure rehabilitation ($29,284 for drinking water supply system rehabilitation, $29,755 for irrigation system rehabilitation, and $26,000 for the rehabilitation of other small-scale infrastructure). This large investment, however, is justified as there are a large number of beneficiaries from infrastructure rehabilitation, which does not discriminate between groups within the target area. The most cost-efficient activities were capacity-building activities that target a specific group within the target area ($0.41 per beneficiary for awareness raising in health, hygiene, and sanitation, and $19.30 per JRC/CIG for M&E training). There is a risk that the organizations responsible for the maintenance and operation of the rehabilitated infrastructure have limited capacity to keep the system operational after rehabilitation. While there have been a series of capacity building activities for the organizations responsible for O&M, like procurement of equipment necessary for O&M and trainings tailored for them, it is still necessary to accomplish a number of works to put them on foot. There are several actors available to maintain the infrastructure, like WUAs for irrigation waters, UVKs and Tajikselkhozvodoprovod for maintenance of drinking water supply systems, and parent committees in rehabilitated schools. So for the smooth operation and any further necessary rehabilitation of the infrastructure, these actors should be approached and the capacity building on management and updating their material basis would be required. Otherwise the rehabilitation and procurement of equipment for infrastructure on its own is not a sustainable endeavour.

III. Project results summary
Outcome 1. The livelihoods of vulnerable rural residents, including both income and access to basic services, will be improved.

Result 1.1 The capacity of rural residents to become successful entrepreneurs is increased, including their employable skills and knowledge of enterprise creation and business processes.

• 
  16 Business Advisory and Information Centres (BAICs) were established and equipped in 16 jamoats of Soughd, Khatlon, and the Zarafshan Valley under the JRC umbrella. More than 55 consultants with backgrounds in economics, accounting, law, agronomy, and veterinary sciences were recruited and provided with capacity-building training.
  
• 
  2,200 rural entrepreneurs have thus far accessed the services of the BAICs, including training in “Starting Your Own Business” and “Tax Legislation.” The BAIC in Ayni also organized basic computer classes for a total of 60 people. Moreover, the 2 BAICs in the Zarafshan Valley each house an internet access point serving around 30 users per day.
  
• 
  Labour migrant households in 6 jamoats of the Rasht Valley were trained in “Starting and Improving Your Own Business.” An information resource centre was also established in the Rasht Valley.
  
• 
  8 workshops were established and the capacity of 16 workshops was strengthened (inclusive of the 8 established) in 4 jamoats of Soughd under the JRC umbrella in the following specializations: welding, cooking, hairdressing, carpentry, sewing, blacksmithery, and auto-mechanics. The purpose of workshop establishment was to build skills through practical experience. 435 apprentices attended the workshops, out of which 200 (46%) have been employed.
  
• 
  The staff of 2 District Employment Centres (DECs) in the Zarafshan Valley received training in conducting labour market analyses. 5 DEC classrooms were rehabilitated, and both DECs were provided with operational equipment, as well as equipment for their practical courses like sewing, welding, etc.
  
• 
  4 demonstration plots (ranging in size from 0.25-0.5 ha) were established and 20 agricultural extension agents recruited and their capacities built for the Farmer Field Schools in 4 jamoats of Soughd. Berries and potatoes were grown on the demonstration plots. As a result of these plots, 2,400 farmers received knowledge on crop production and diversification.
  
• 
  Within the framework of CAWMP, 98 farm productivity improvement subprojects have been approved and have commenced implementation.
  
• 
  Within the framework of the TACIS-funded project in Khatlon, 13 DFAs were established in the 13 target jamoats. 10 agricultural tool banks were established within these DFAs. Moreover, 6 agro-processing workshops for fruit, vegetables, wheat and oil were set up and equipped in the 6 target districts. The workshops employ 35 people, 20 of whom (or 60%) are women.
  

Result 1.2 Rural residents, particularly vulnerable households and women, have greater access to microcredit loans.

• 
  The MLF in the Zarafshan Valley, ‘Rushdi Vodii Zarafshon,’ was equipped with IT and office equipment. 24 cash points were established in the 24 jamoats of the Zarafshan Valley and staffed with credit specialists. The cash points were also equipped with IT and office equipment, and credit specialists received training in basic computer skills. The total number of loan beneficiaries in the Zrafshan Valley since project initiation has reached 12,966, of which 5,111 (or 39.4%) are female.
  
• 
  The loan portfolio of 36 JRCs (totaling more than 3.5 million TJS) was transferred to the 2 MLFs ‘Faizi Surkhob,’ and ‘Ehyoi Kuhiston’ in the Rasht Valley. The MLFs were equipped and staffed with qualified personnel.
  
• 
  The loan portfolio of 13 JRCs (totaling more than 1.3 million TJS) was transferred to the MLF ‘Imdodi Khutal’ in eastern Khatlon. The MLF was equipped with furniture and IT equipment, and an accountant, credit manager, credit officer, and 2 credit specialists were recruited. Currently there are 2,226 active borrowers, 43% of which are women.
  
• 
  The loan portfolio of 18 JRCs (totaling more than 1.5 million TJS) was transferred to the MLF ‘Vakhsh Microfin” in western Khatlon.
  
• 
  6,000 USD in microfinance was disbursed to 30 migrant wives in the Rasht Valley.
  
• 
  136 MHIG members in eastern Khatlon were provided with micro-loans totaling 40,000 USD. Moreover, 54 migrants’ wives also received micro-loans.
  

Result 1.3 Cooperation on business environment between the public and the private sector is improved.

• 
  During the past year UNDP in partnership with Association of Entrepreneurs of Soughd and Khatlon regions and using the experience of LLC “Business Consulting” completed the establishment and capacity building of two regional Business Advisory Centers (BAC). Currently these two regional Business Advisory Centers are functional and providing the consultation and support to SMEs. They also conducted mini-survey for identification of current situation of entrepreneurship in Soughd and Khatlon regions. The manual for marketing and identification of clients for BAC developed;
  
• 
  UNDP in partnership with International Finance Corporation organized the Training for Trainers on “What should entrepreneur know about inspections?” Around 4 trainings have been conducted in Soughd and 2 round of trainings in Western Khatlon. After conducting the trainings the brochures for registration of inspections have been disseminated among participants. It is expected that above 1,000 SME representatives will receive the trainings from local trainers.
  
• 
  Under the Silk Road Project this year several events have been accomplished, which gave the push for cooperation between the member countries. The Second Investment Forum was held in Xian city, China on October 2007, where the official delegation from Tajikistan participated and this was a great opportunity for Tajikistan to present the tourism sector.
  

Result 1.4 Rural residents have greater ownership and improved access to sustainable rural infrastructure.

• 
  9 drinking water supply systems were rehabilitated in Khatlon, providing more than 41,700 people with access to clean drinking water. 4 WUCs were established within the areas served by the rehabilitated systems to act as intermediaries between system owners and users. Moreover, 33 owners/operators of 11 drinking water supply systems rehabilitated in western Khatlon received technical and financial training and were provided with the tools and equipment necessary for system O&M.
  
• 
  The rehabilitation of 10 irrigation systems was begun in Soughd and Khatlon. Moreover, 4 WUAs were established, equipped and provided with capacity-building training in 4 jamoats of Soughd.
  
• 
  Within the framework of the TACIS-funded project in Khatlon, 3 greenhouses were constructed
  
• 
  Within the framework of the CIDA-funded project, “Strengthening Local Governance in Eastern Khatlon,” a dam and a road were rehabilitated, benefiting a total of 5,906 target area residents.
  
• 
  97 small-scale infrastructure subprojects were implemented in Soughd, Khatlon, and the Rasht and Zarafshan Valleys based on community priorities and with their cash and/or in-kind contributions.
  
• 
  20 Migrant Household Initiative Groups (MHIGs) were established and their capacities to mobilize labour migrant remittances for local development projects were built in 14 jamoats of Soughd and Khatlon. 150 MHIG members from 5 jamoats in eastern Khatlon participated in a training on “Cooperative Business Development.”
  
• 
  2 Migrant Wives Initiative Groups were established in 2 jamoats of the Rasht Valley under the JRC umbrella. Their awareness was raised through workshops in business planning, project design, microfinance activities, family planning, HIVV/AIDS, and gender issues.
  
• 
  1,500 community members in eastern Khatlon attended seminars and workshops on microfinance, domestic violence, HIV/AIDS, TB, reproductive health, project design, etc.
  
• 
  83,500 residents of Khatlon received household training in proper health, hygiene and sanitation from more than 404 female hygiene promoters trained by the Healthy Lifestyle Centre.
  
• 
  As a result of activities under this output almost 551 sub-projects in 94 target areas have been implemented and 553,000 rural people have improved access to better social and economic infrastructure. Besides some other small projects have been implemented in Shahrituz, Kulyab and Gharm areas under UNFPA IOM AENEAS projects.
  

Outcome 2. Local government and communities improve their ability to plan, budget and implement basic services in a participatory manner.
Result 2.1 Officials in local government and communities representatives are better able to plan, budget and manage finances in a participatory manner.

• 
  Within the ADB funded project “Local Governance Finance Capacity Building” 4 trainings were conducted together with the Ministry of Finance on effective formation of local budget for 2008. Representatives from local authorities, finance departments, budget organizations, NGOs and deputies from 4 target districts participated in the trainings. Trainings raised the capacity of project beneficiaries in better calculation of budget revenues, analyses of budget revenues and its sources, better formation of the local budget connected to the local priorities. 12 working sessions were conducted in 4 districts which gave opportunity for practical experience of budget formation using computer skills. Sessions were attended by representatives from all project target groups.
  

• 
  One of the main ideas of the ADB funded “Local Governance Finance Capacity Building” project is the promotion of transparency and participation of the population in decision making process on the local budgets. Taking it into consideration, 4 Public Hearings on draft local budget for each of target districts were conducted. Public Hearings gave opportunity for the beneficiaries to receive information about budget parameters and allocation of funds in the budget items was justified by finance specialists. Discussions allowed public to ask questions regarding the budget revenues and allocation of resources. Conduction of Public Hearings was the first experience of open discussions on the draft budget with participation of different stakeholders representing various society groups.
  

• 
  In November 2007, UNDP organized a study tour for DDC, JRC and government representatives from Tajikistan to Armenia, where a more experienced local government implements the planning in participatory manner. The tour was organized as part of the Zarafshan Valley Initiatives project funded by DFID. During the study tour, members discussed their role in planning and coordinating development processes. The process of elaborating the DDPs was also discussed among all stakeholders. The study tour allowed the DDCs in the 11 pilot districts to become aware of the experiences of Armenian colleagues and to better understand their own role in local development planning and coordination.
  

Result 2.2 Mechanisms are established to inform local policy-makers about poverty indicators, governance capacity and local socioeconomic trends.

• 
  A baseline survey was conducted in 11 districts based on established poverty indicators. 11 trainings were conducted for local authorities, civil society and private sector on conducting poverty monitoring. Surveys also covered the issues of local governance capacity and socio – economic trends. Result of the survey was analyzed in participatory manner and results were officially presented for the public. Local actors participated in the survey process and its analyses, which will enable them to implement various activities in the future by involving all society sectors’ representatives. The survey covered and analyzed the current status of the following spheres/subjects:
  
• 
  Distance of the settlement from distinct center;
  
• 
  Amount of each house members ;
  
• 
  Education level;
  
• 
  Family revenues.
  
• 
  Main and additional activities of inhabitants
  
• 
  Labor migration;
  
• 
  Food;
  
• 
  Agriculture production;
  
• 
  Livestock and avifauna;
  
• 
  Access to services;
  
• 
  Lodging and property;
  
• 
  Social life.
  

• 
  The main purpose for conducting the baseline survey is to support comprehensive analyses and development planning based on the baseline information.
  

• 
  A Citizen Report Card mechanism was introduced to the representatives of different society groups to make analyses and receive the opinion of population regarding the quality of services delivered. This mechanism will serve as a tool for constant analyses and receiving feedback of population regarding the services and contribute for improvement of services delivered. 11 districts have now capacity to use Citizen Report Card in their communities to better serve to the people. CRCs, as an instrument interconnecting service providers and consumers, have yet to be fully implemented. Currently, local stakeholders have received training to obtain the necessary skills and knowledge, and now the strategy for the future is to implement the CRCs in practice. It is anticipated that the CRCs will be conducted in all areas where the capacity building activities were conducted by the Strategic and Research Center, UNDP CP’s main partner on local planning. The capacity building on CRCs will be continued in those new districts which are selected as new pilots for CP Local Governance projects. As CRCs are one of the mechanisms that can influence on improving service delivery, the overall monitoring of implementation process and achievement of results under the given mechanism should be strengthened.
  

• 
  In order to build the capacity of the district-level administration in 11 districts officials responsible in each district for economic planning, statistics, employment services, strategic planning, reforms, financing and other key analytical and planning functions have formed a team capable of consulting civil society on local priorities, elaborating common strategies and explaining their understandings and plans.
  

• 
  A capacity gap assessment of Hukumats in the 11 districts were conducted with the assistance of the Strategic Research Center to determine their ability to contribute towards the development, implementation and monitoring of Tajikistan’s three-year Poverty Reduction Strategies. The capacity mapping exercise was completed and information about the local authorities’ level of capacity was uploaded onto in the internet site of Strategic Research Center The Information allows readers to learn about the capacity of local authorities in target project areas. This capacity mapping also serves as the basis for identifying priority themes for the trainings and workshops to be organized in the target areas by different projects.
  

Result 2.3 Participatory district planning mechanisms are in place which incorporate the needs of civil society and the private sector and are informed by local poverty indicators.

• 
  11 District Development Councils (DDCs) are created in the target districts which are represented by equal number of members from authorities, civil society and private sector. DDC creation implies promotion for joint and participatory planning at the district level which gives equal opportunities for all interested sides to be involved in the process of decision making on priority issues of the district. Officials responsible in each District for economic planning, statistics, employment services, strategic planning, reforms, financing and other key analytical and planning functions are encouraged to form a team capable of consulting civil society on local priorities, elaborating common strategies and explaining their understandings and plans. The establishment of DDCs created an enable environment that will engage these actors in acquiring a better understanding of citizen priorities through designing the district development plan. As a result of a new law on registering public associations, which was adopted in Tajikistan in 2007, all non-governmental organizations went through a re-registration process. An experienced lawyer was hired by CP to help with drafting of new charters of JRCs and DDC corresponding to the requirements of the new law. The structure of DDCs has changed and they now act as an association of organizations at the district level. State institutions, civil society and business organizations will become members of the association.
  

• 
  The 1st drafts of District Development Plans being elaborated in 3 districts of Zarafshan Valley and are based on locally identified priorities and results of baseline survey. Next version will further reflect the results of capacity mapping surveys and citizen report cards. The document is also being linked to NDS, PRS and MDG indicators to balance local needs with national priorities. Besides the capacity building of financial and economical management, putting DDPs in place allowed to see ways for translating DDPs into improving the public services delivery. Several round tables have been provided in11 pilot districts and as part of the agenda for round tables, DDCs reported on their achievement during 2007 and shared with the work plan for 2008.
  

• 
  Training on “Poverty reduction planning and monitoring” was held for representatives of the 11 pilot districts Hukumats from the Economic Reforms, Statistics, and Finance departments, the Land Committees, the District Employment Centers. As well, the training was attended by representatives of Jamoats, JRCs and DDCs in each district. The capacities of local stakeholders, including representatives from local authorities, civil society and private sector, on poverty monitoring and identifying poverty indicators have been improved. The skills and knowledge received during the trainings will be used by participants during their participation in the process of development planning mainly while conducting the baseline surveys and analyzing strategic plans’ correspondence to the poverty indicators identified in Poverty Reduction Strategy of the country.
  

Result 2.4 Civil society is better able to engage authorities and contribute resources to local development projects.

• 
  UNDP recognizes that strong partnership between the government and civil society contributes to making projects more effective in meeting the priorities and needs of the intended beneficiaries. To facilitate closer operational relationships within a partnerships framework, UNDP is committed to: (i) strengthening its internal capacity for civil society cooperation; (ii) strengthening CSO capacity to work with government; and (iii) nurturing government-NGO cooperation in UNDP programming and project development through training, skills development activities, and other specific activities.
  

• 
  12 more JRCs established in addition to 100 formed in recent years; JRC members elected by their constituents, while the JRC management board elected, in turn, by JRC members;
  

• 
  In many Jamoats, stakeholder consultations were facilitated by JRCs and Jamoat administrations to identify social and economic infrastructure priorities. After the priorities had been identified at the jamoat level, they were discussed with and agreed upon by both DDCs and District Hukumats. The role that each partner (local authorities, civil society, the private sector, and beneficiaries) was also discussed and agreed upon;
  

• 
  Under ongoing projects, mechanisms were set up and local capacities were built to undertake small scale community based projects aiming to improve the social and productive infrastructure and communal services. Practical opportunities for improving the living conditions by enhancing the partnerships between the local authorities and the target communities can further serve as examples of how decentralized system and participatory governance works in reality;
  

• 
  Civic awareness campaign being implemented under ZVI is composed of activities at community level, the Jamoat and the District as well as the national level. This awareness raising methodology involving different levels and different ways of information dissemination was found effective, because the same information is spread through several information sources at one time. The awareness campaign included publication of information materials, TV and radio broadcasting, round tables, publication of articles in local newspapers, community based events such as organization of theatre campaigns, drawing and essays competitions and etc. Such provision allows involvement of sector specialists of different backgrounds and expertise and also allows the different community groups to be part of the process, regardless of their age, gender and ethnic origin. Such combination of skills and community segments, added with variety of awareness rising/learning opportunities, significantly increases the impact of awareness campaign.
  

Outcome 3. Energy and Environment

Result 3.1 Environment and sustainable energy management

• 
  The resources for manufacturing of equipment for 3 MiniHPS with capacity of 10 kWts, 1 MiniHPS with capacity 30 kWt, 1 MiniHPS with capacity of 40 kWt and 1 MIniHPS with capacity of 100 kWt mobilized.
  
• 
  The project technical estimation documents for individual manufacturing of equipment for MiniHPSs of 30, 40 and 100 kWt developed. The equipment for MiniHPS with capacity of 10,30,40 and 100 kWts delivered from Saint-Petersburg Russia.
  
• 
  The equipment for MiniHPS of 10,30, 40 and 100 kWts delivered and mounted.
  
• 
  The equipment for MiniHPS with capacity of 100 kWt delivered by railroad.
  
• 
  The starting adjustment works on 3 MiniHPS with capacity of 10, 30 and 40 kWt completed and the personnel trained.
  
• 
  The project design and estimation documents are reviewed according to the comments of UNDP specialist.
  
• 
  The works are in progress and under completion on MiniHPS with capacity of 30,40 and 100 kWts.
  
• 
  In three communities people got access to secure energy supply.
  
• 
  The communities conducted the meeting on usage of electricity for mini-processing workshops of wheat and food oil for the local consumption.