Project id: Duration: 2007 2009 Component (myff)

Project issues and actions

A number of issues had risen during the reporting period and were addressed as appropriate thus having no negative effect on the project. There has been an issue of staff capacity and the staffing as a whole. UNDP Khujand AO had experienced an enormous outflow of specialists, who have been promoted for the project implementation. The project was without a manager for nearly 5 months and the water engineer was backstopping the area manger. Other staff members had similarly backstopped the economic advisor, project assistant and the governance advisor. Through proper planning and distribution of job responsibilities among the remaining staff the issue was solved and has helped to avoid failures in the project implementation. Khujand AO is now fully staffed and has initiated the project implementation under EU funding. Aside from Gharm AO where there is a need for economic advisor, all other AOs are fully staffed.

Another issue was untimely issuance of payments to the implementing partners. There was high probability that delayed funding would result in untimely or poorly implemented project elements. However, through continuous and intensive cooperation with the finance department of UNDP and the Communities Programme the issue has been resolved.

During the project realization under CAWMP, the major problems encountered were associated with poor-developed partnership among the project stakeholders i.e. the project partners were not aware of their duties and responsibilities, in other words, were not acquainted with the Operational Manual of CAWMP. This has much affected in the process of sub-projects approval by Watershed Development Committee (WDC) for some reason that some sub-projects proposed at WDC and which met the requirements were omitted by Project Coordination Unit (PCU) or some new sub-projects were included in the final list of approved sub-projects without UNDP AO’s awareness, although at the WDC both the PCU and the UNDP AO list of sub-projects did correspond. For addressing this issue, a workshop was conducted on effective realization of CAWMP, which brought together Project Management Unit (PMU), PCU, UNDP Gharm, WDC, JRCs and Common Interest Groups (CIGs) and explained the role and function of each partners in accordance with Operational Manual of CAWMP. Moreover, during each of monitoring and evaluation visit by the PMU and WB, all partners met together and led a discussion about the achievements and results as well as challenges faced during the project realization, which effectively contributed in proper management of the project. In future, it is recommended to develop such partnership and frequently organize meetings with project partners.

Beside this, there were some cases with delay of payments, which brought a great constraint on sub-projects dependant on season/spring like gardening. In addition, under the Rural Infrastructure Sub-component, although the realization of sub-projects is carried in few Jamoats, some problems have already foreseen with performance of sub-projects by CIGs. Firstly, this is connected with limited village budget, which do not allow for proposing and addressing the most vital issues like rehabilitation of drinking water supply system. Secondly, the CIGs could not attract high qualified specialists with limited budget. For solving this issue, the CIGs were convinced to contribute more than indicated in Operational Manual since there is impossible to increase or reduce the village budget. There is also another option but it is conditional i.e. it is possible to combine the budget of two neighboured villages, surely, if they have the same priority needs. In future, if the project will be extended, such issues should be considered with proposing an amendment in Operational Manual.

The ECHO project on Sustainable Rehabilitation Of Waters Supply System was successfully completed, nevertheless due to following reasons the implementation of ECHO 2006-2007 project activities were not finished in expected time: intensive atmospheric precipitation from the end of November 2006 to February 2007, almost full absence of power supply in areas since December, 5^th 2006 until the middle of May 2007, elimination of autocratic connection of large diameters pipes to main line in each yard, promoting reduction of water pressure and water shortages in other parts of the system, occurrence of numerous breaks after testing of pipelines which was not considered in the project (unforeseen and unconsidered works) and delays in receiving payments from local banks, due to opening new bank accounts by contractors in the process of project implementation.

Water supply system rehabilitation in Tugalan Jamoat - The system owner identified prior to water supply system rehabilitation proved incapable of providing the contribution to rehabilitation works that it had initially agreed to. As a result, this was viewed as a threat to the system’s sustainability and a decision was made by the responsible central government body, in coordination with UNDP specialists in its Shaartuz Area Office, to change the system owner (and thus, the body responsible for its operation and maintenance). As this change in ownership was both unexpected and in the middle of subproject implementation, slight delays were experienced.
Water supply system rehabilitation in Mehnatabad Jamoat - The contributions of both the District Hukumat and the system owner were delayed by, respectively, 10 and 15 calendar days. The District Hukumat was to replace an electricity pole within the water supply system’s perimeter, while the system owner was to procure and mount a pipe valve. As a result, overall rehabilitation works have been delayed for an equivalent amount of time.
Water supply system rehabilitation in S. Turdieva Jamoat - During a monitoring visit by UNDP Shaartuz Area Office’s Water Engineer, it was discovered that the rotary pump that was procured and mounted did not adhere to the specifications that had been set out prior to the initiation of rehabilitation works. The pump had to be unexpectedly replaced, and as it is not locally produced, it had to be imported and was procured only at the end of June. For the completion of all envisaged actions under the ECHO 2006-2007 project, justifications were submitted to ECHO/EU regional office for extension of duration of project up to two months.
Despite of successful accomplishment of activities under the project on Enhancing Living Standards in Khatlon some difficulties encountered during implementation of project. In Farkhor district of Eastern Khatlon during harvest season difficulties took place in terms of conduction of meetings, trainings, round tables as target beneficiaries and stakeholders were engaged in collection of cotton which bears strategic values for Tajikistan as a whole. As the result some meetings and trainings were postponed. For improving the situation it was decided by UNDP Kulyab AO that in future for smoothly and effective implementation of activities, the important events such as official meetings, trainings, round tables etc will be planned before or after harvest season.
Furthermore during establishment of BAICs it was discovered that in the three target jamoats already advisory centres were set up by NGO “ATAC” and ACTED and established advisory centres are functioning. Therefore it was decided to strengthen the activities of established advisory centres by provision of trainings, furniture and IT equipments. However one of the managers of consultative centres in Farkhor district was discontented with working under JRC umbrella. Therefore several meetings were conducted with representatives of ACTED on collaborations with the management of established Consultative and Information Centre (CIC) in Darqad jamoat of Farkhor district and the head of JRC Darqad and accordingly collaboration mechanisms were elaborated for future sustainable activities of abovementioned structures.