Success message
error message
warn message
Assessment of Development Results: Tajikistan
Commissioning Unit:Independent Evaluation Office
Evaluation Plan:2008-2009
Evaluation Type: ADR
Completion Date:10/2009
Unit Responsible for providing Management Response: Tajikistan
1. Recommendation: 1. UND should emphazise policy support and strengthening government systems. Interventions in the area of governance should be further strengthened. UNDP should be more responsive to governance needs in the country and coordinate with other agencies working in the area. Weak administrative and public finance management systems undermine development in Tajikistan. UNDP interventions need to focus on policy enhancement and governance issues. UNDP should prepare a strategy for interventions in the area of governance with an adequate time-frame (a minimum of five years). Some of the governance issues where UNDP can add value include implementation of civil service reforms, mechanisms to strengthen the capacity of government staff, strengthening budget systems, and local governance reforms. UNDP should broaden its earlier work in the area of anti-corruption, and should have specific interventions to enhance transparency and accountability in government administrative and financial management. UNDP has already outlined local governance as one of its priority activities. The time-frame of such efforts should be realistic to contribute to strengthening institutions and informing local government reforms. UNDP is well positioned to further government capacities in disaster management. Adequate measures should be taken by UNDP to strengthen the role of the CoES within the disaster management structures in Tajikistan. There are weak linkages between disaster management and development efforts in Tajikistan. UNDP interventions should be aimed at strengthening the capacity of CoES to coordinate mitigation, preparedness and response needs and integrating disaster management in national development strategy.
Management Response:

1.In governance area, UNDP will focus more on policy enhancement and has already started preparation of a strategy that will include administrative and public reforms for better public service delivery, capacity development of government staff, improving planning and budgeting mechanism within a 5-year time-frame. UNDP will also further broaden the intervention in accountability and transparency areas enhancing the administrative and financial management. Adequate measures will be taken to strengthen the capacity of partners especially for Committee of Emergency Situations. Communities Programme will increase its focus on governance through supporting official government structures. In Phase III of Communities Programme special attention will be given to support the local authorities at district and municipal levels. At the national level, the efforts will be focused on ensuring that the successfully piloted interventions are incorporated into policy level and this will be reflected w

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Capacity development mission under good governance area and preparation of strategy and programme for governance portfolio. UNDP Tajikistan Senior Management and Programme Unit 2009/12 Completed In 2009 UNDP CO invited Governance and Capacity Development mission from BRC to examine current support provided by UNDP to national partners and discern opportunities for improved coordination and synergies amongst UNDP and other partner?s programmes, as well as opportunities for future programming as input to the new CPAP.
1.2 Implementation of the strategy and new approach under the governance portfolio. UNDP Tajikistan Senior Management and Programme Unit, Government counterparts 2014/07 Completed The current governance portfolio is no longer security (border) sector dominated, but also includes local governance, aid coordination and rule of law programme providing a balance between core pillars (governance, rule of law, border management).
1.3 Policy enhancement and preparation of strategy for the governance to accelerate the public reform. UNDP Tajikistan Senior Management and Programme Unit 2015/07 Overdue-Initiated UNDP Comprehensive Governance Strategy is to be developed aiming to combine all existing strategies as well as develop new strategies to articulate public sector reform needs and propose innovative solutions to address those having an ultimate goal to foster public policy reform in Tajikistan
1.4 Broadening intervention in accountability and transparency through enhancing the administrative and financial management. UNDP Senior Management and Programme Unit 2012/12 Completed Starting from early 2009, UNDP provided a series of capacity development trainings in security sector, remarkably for staff of Anti-corruption agency and customs committee. Topics were about integrity, internal control, measures towards anti-corruption, etc. To acquire more knowledge and learning best practices of relatively advanced countries, several representatives of afore-mentioned entities went for study tours overseas. In 2010-2011, UNDP supported the Government of Tajikistan to conduct country-wide corruption perception survey. One of the findings of the survey was identification of sectors, which are most vulnerable to corruption. In two areas, i.e. water and education sectors, UNDP has implemented corruption-awareness raising campaigns and sector integrity vulnerability assessments during 2011-2012. With the support of UNDP, Anti-Corruption Agency established a separate department on corruption prevention under its structure. In 2012, by involving and international expert UNDP made a situation analysis on e-governance principles in Tajikistan, and piloting it at the Ministry of Foreign Affairs with the view of enhancing transparency and accountability. In future, UNDP will continue its intervention in the area of transparency and accountability by implementing new projects on anti-corruption and e-governance.
1.5 Taking adequate measures to build the national ownership in disaster management and enhancing local governance through Communities Programme. UNDP Senior Management, Programme Unit and UNDP Disaster Risk Management Project 2014/06 Completed Through promoting participatory development management process in 39 out of 67 districts also incorporating cross cutting themes such as disaster risk reduction, and conflict prevention, the Communities Programme enabled the national and local governments to better manage local development processes actively engaging civil society and private sector into the process.
2. Recommendation: 2. There should be more substantial support to the government in the area of MDGs. UNDP should strengthen its role in advocating for implementation of pro-poor policies and strategies. UNDP is recognized in Tajikistan as the lead agency in mainstreaming the MDGs in the national development strategy. There has also been success in government ownership to achieve the MDGs. While UNDP should continue its support to monitoring the MDGs, further efforts should be taken to ensure there is donor facilitation in the area of MDGs, particularly in the health sector, where achieving the MDGs by 2015 is challenging. There is need for sustained efforts to ensure adequate attention is paid by the government to achieving the MDGs among diverse development priorities. Human development is the guiding principle of UNDP interventions. UNDP should further strengthen its role in advocating for poverty reduction and human development. There should be continuous support to the NHDR which is a useful tool for advocating pro-poor strategies.
Management Response:

2.Based on the recently conducted assessment of MDG achievements, UNDP will improve efforts through facilitation of all key stakeholders especially donors and key governmental agencies to pay greater attention to achieving the priority objectives of MDG by 2015. The recommendation will be incorporated into the revised new Poverty Reduction Strategy (PRS) and Country Programme Action Plan (CPAP). Tajikistan has been selected as a pilot country alongside other 35 countries for assessment of the MDGs achievements. This assessment has been conducted in May 2009.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Recommendations from assessment of MDGs achievements to be incorporated into new PRS and CPAP. UNDP Tajikistan Senior Management and Programme Unit 2009/12 Completed After conducting assessment of MDG achievements, all recommendations given in the report have been reflected in a recently developed PRS -3 for 2010-2012 and CPAP 2010-2015.
2.2 UNDP provides support to improve the capacity of government in monitoring the MDGs and localizing its pro-poor objectives and linking with policies and local planning and budgeting processes. UNDP Senior Management and Programme Unit 2009/12 Completed UNDP is continuing its support to government in local development planning and budgeting process. After approval of PRS-3 UNDP started an initiative for improving the capacity of Government through Ministry of Economy on monitoring and supporting the implementation process of PRS indicators. Indicators under PRS are linked with MDG goals.
2.3 Enhancing national and local capacity for monitoring of MDG. UNDP Programme Unit with corresponding UNDP projects 2013/11 Completed UNDP is providing capacity development support to the Ministry of Economic Development and Trade as well as to the State Committee on Investment and State Property Management in monitoring and evaluation. As such, Aid Information Management System at was established and is frequently updated by the development partners. The district planning process is now aligned with national strategic documents such as long-term National Development Strategy and mid-term Living Standards Improvement Strategy which are both aligned with MDGs.
2.4 Advocating pro-poor and human development strategies through continuous support to NHDR. UNDP Programme Unit with NHDR project 2012/12 Completed By developing, publicizing and broadly disseminating the NHDR (2009-2010) UNDP is promoting Human Development concept at all levels including the decision-making level, so that it is acknowledged and recognized as a basis and main criteria in the social dialogue and in the formulation of the relevant future national policies. With involvement of UNDP, Gov-t of Tajikistan mainstreamed the Human Development Concept into its development strategy ensuring sufficient national capacity and contributing to formulation of policies consistent with Human Development principles. Human development is now included into the curricula of 4 Universities and 3 Institutes including the Civil Service Institute.
3. Recommendation: 3. Use programme partnerships to strengthen donor coordination for achieving development results. Strengthen UNDP positioning in donor coordination. Donor coordination in several areas of development in Tajikistan can be further enhanced, and UNDP is well positioned to play this role. In the GFATM HIV/ AIDS Project, UNDP should take sufficient measures to strengthen the CCM. UNDP should further coordination in the health sector and actively engage in the SWAp process. While the role of UNDP in the functioning of REACT is critical, UNDP should work out ways to shift the REACT Secretariat to CoES and strengthen the CoES capacity to lead coordination. Functioning of REACT needs to be gradually handed over to the CoES. UNDP should be more active in coordination forums such as DCC and JCSS. At the time of the ADR, the DCC was scheduled to function until September 2008. It was not clear if it will be extended beyond that period. UNDP should be proactive in ensuring the continuation of forums such as DCC and should adequately engage other UN organizations in the process. The programme partnerships should be furthered for more effective coordination in different sectors.
Management Response:

3.Coordination within the UN System and between UN agencies and other partners was significantly enhanced mid-2008 by the Joint Country Support Strategy (JCSS) process, including preparation of sector strategies for improving and revision of PRS and NDS. In January 2009, critical coordination gaps were closed with World Bank and ADB assuming lead agency responsibilities for energy and transportation respectively, and with UNDP leading water and environment and disaster management sectors. The PRSP, JCSS, UNDAF and CSN are inextricably linked, with the JCSS providing direction on "where Tajikistan wants to go and how it plans to get there." The JCSS outlines "how the international community will work more synergistically and effectively to support PRSP." UNDP will continue to build good partnership and networking with strategic partners to address the cluster issues considered as a priority for the country.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Stimulation of effective national aid coordination and investment promotion initiated by UNDP and supported by DFID. UNDP Tajikistan, State Investment and State Property Management Committee 2012/12 Completed Joint DFID/UNDP project on effective aid coordination and investment promotion has been initiated and currently effectively implemented.
3.2 Communities Programme (CP) used as an instrument for pool funding and its partnership to strengthen aid coordination for addressing development results. UNDP Programme Unit, UNDP Communities Programme 2014/07 Completed The Communities Programme (within its core mandate of local governance and local economic development) has become an umbrella and lead programme for many joint initiatives such as Rurale Growth Programme implemented by UNDP/CP, GIZ and IOM. UNDP part of RGP is further used by other smaller projects such as Aid for Trade and Poverty and Environment Initiative also implemented by CP; TAPRI and LITACA implemented by UNDP/CP, DRMP and EEP; UNTFHS funded programme led by UNDP/CP and implemented by UNFPA, UN WOMEN, UNICEF and UNWFP, etc.
3.3 UNDP's active participation in coordination forums such as DCC and JCSS and its continuation for enabling positive influence on strategic level. UN Resident Coordinator and UNDP Country Director 2015/07 Overdue-Initiated UNDP has played important role in preparation of the Joint Country Partnership Strategy signed with the Government in November 2009. Recently, RC/RR has been elected as a deputy chairman of the Principles Group and CD as a deputy chairman of the Donor Coordination Council.
3.4 Identification of opportunities for joint programming and for pooling and focusing resources to achieve maximum impact for development results. UN Resident Coordinator and UNDP Country Director 2011/12 Completed UNDP led the preparation of "Tojikistoni Hameshasabz" (Evergreen Tajikistan), a joint collaborative program between UNDP, FAO, WFP and UNICEF, targeting to tackle environmental risks, food insecurity, provide energy sufficiency and increase agricultural productivity. However due to changes in strategic priorities of the UN agencies involved, the program has not been funded
3.5 Better networking and partnership building for more effective coordination in different sectors. UNDP UN Resident Coordinator and UNDP Country Director No due date No deadline established Partnership with DFID, EU, Finland, Norway, GEF, GF has been improved for the sectors such as poverty reduction, security sector, climate change, health and other sectors
4. Recommendation: 4. Implement programmes through government agencies to improve national ownership and enhance local capacities. UNDP should, in a phased manner, move from direct implementation of the programme to national execution modality. Executing through government agencies enhances national ownership and is an opportunity to strengthen government administrative systems and capacities. Considering that financial and administrative systems in government are weak, UNDP should work with the government to discuss and plan measures to be taken to implement programmes by the government. All projects and programmes should be defined by what they contribute to enhancing national human resources, development policy and government institutions. In designing the projects, sufficient measures should be taken to follow the approach that will further national capacities. The large project staff of UNDP currently substitutes for government capacities. Alternate approaches, such as seconding staff to the government departments, should be followed. Developing capacities of CSOs should be a complementary process to enhance the performance of institutions of local government. The JRCs had a specific purpose to mobilize participation of communities and facilitate project implementation in the transition from humanitarian activities to development. However, this short-term solution did not sufficiently address strengthening the capacities of the Jamoat administration. As a long-term measure of strengthening government institutions, UNDP should work through the existing government systems in the next country programme and avoid creating parallel structures such as JRCs.
Management Response:

4.Concerns about the weak national capacity on administration, implementation, ownership and management of projects and ways to address them will be adequately incorporated in the design of the interventions. Though UNDP is gradually shifting from DIM modality to NIM, a great deal will depend on the national capacities to be able to implement the projects nationally. Also, with regards to the projects funded by GFATM, there is a serious capacity constraint for transfer to national implementation confirmed by donor's assessment. Communities Programme is multi-sectoral and there is no single counterpart for the project. The capacity development mission for government counterparts and CP partners will be conducted. The work with the civil sector is also significant.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Design capacity development strategies and programmatic approach for Ministry of Health for implementation of GFATM projects UNDP Senior Management, Programme Unit and corresponding UNDP projects, 2011/12 Completed In 2010 UNDP jointly with WHO conducted capacity assessment of MoH and National AIDS Center aimed at reviewing the opportunities for strengthening existing potential of national partners for oversight, coordination and further implementation of GFATM-funded activities. To follow up on assessment recommendations, UNDP undertook in 2010-2012 a series of trainings for national sub-recipients to improve capacities for M&E, supply management, financial management, as well as disease management. Discussions on transition of leadership role for GFATM grants to MOH and its structures continued in 2012 with establishment of technical working group under MOH and implementation of comprehensive readiness assessment of MoH. The health system strengthening component of GFATM Round 8 grant was implemented by UNDP according to plan in close coordination with other international partners involved in strategic planning and reform process in health system of Tajikistan.
4.2 Increase the number of programme components to be implemented by Government counterparts under Communities Programme portfolio. UNDP Senior Management, UNDP Programme Unit and UNDP projects, 2015/07 Overdue-Initiated UNDP CP is constantly increasing the number of projects to be implemented by government counterparts like MEDT, SSC, ICST, MoF, Parliament, State Committee on Investments and State property Management of RT.
4.3 Capacity development for national counterparts on human resources, policy design and project implementation. UNDP Programme Unit UNDP projects 2014/11 Overdue-Initiated UNDP strategy will be to further involve the government in projects and though, government capacity is still low UNDP will continue capacity development efforts.
4.4 Development of appropriate national execution mechanism. UNDP Senior Management UNDP Programme Unit Government of Tajikistan 2015/12 Overdue-Initiated UNDP took certain steps in the number of projects to strengthen its focus on developing NIM modalities, such as STMAP, SENACAM, Agrobiodiversity and others. HACT assessment results however confirm evident limitations and high risks associated with introduction of NIM procedures with majority of the national entities. Striving to find the best balance between national capacity building and risk management objectives, UNDP has found a solution through application of wider partnership options with the government under DIM projects (e.g. Trust Funds, cash advances to responsible government partners, joint M&E visits, joint planning, financial management coaching and regular spot checks of partners, etc), aimed at developing the national capacities for managing funds and implementation as well as promoting ownership for results. One of the most prominent example is support provided to the Ministry of Health on elaboration of capacity development and transition plan to take over future Principal role for the GFATM resources. Through providing support to activities envisaged under this Plan, UNDP is helping national key public health entities with building adequate policy and operational frameworks which would enable these agencies to take over the responsibility for implementation of GF resources in the next grant cycles.
4.5 To move Disaster Risk Management project to NIM modality and strengthen the national ownership. UNDP Senior Management UNDP Programme Unit Government of Tajikistan 2015/01 Overdue-Initiated In order to facilitate a shift to the NIM modality of UNDP?s Disaster Risk Management Programme, robust and continuous capacity building support is provided to the Committee of Emergency Situations to enhance strategic disaster risk reductionat national level, and improve coordination in disaster risk management. The evaluation of UNDP?s Disaster Risk Management Programme conducted in 2012 evaluated the results of UNDP support in enhancing national capacities. The evaluation pointed out that national institutions for disaster risk reduction are still very weak and highly dependent on international support, and recommended areas of further focus for capacity building work.
5. Recommendation: 5. Develop a programme strategy for consistency in interventions and for raising funds. It is important that UNDP develops a programme strategy to raise funds. UNDP should shift from the present approach of responding to project priorities of donor agencies to a more coherent approach of long-term and sustained interventions. The strong presence of UNDP at the local level should be used as an advantage to mobilize funds to achieve results in the Country Programme Action Plan. UNDP should take adequate efforts to strengthen micro-macro linkages. With exceptions such as district development plans, several projects were essentially pilots that were localized and were neither scaled up nor informed government planning and practices. UNDP should be selective in piloting new practices and ensure such pilots are linked to policies and strengthening government capacities.
Management Response:

5.UNDP has already developed the fund raising strategies for each project (which is part of the project documents). The thematic strategies are also intended to be developed annually (based on CPAP thematic areas). The "pooled funding" approach will be applied in fundraising efforts for such projects as Communities Programme, which is expected to improve donor coordination for achieving development results. After the Central Asia Regional Risk Assessment (CARRA), which has been primarily initiated in response to the compound crisis in Tajikistan, the country was selected as a pilot by BCPR for the implementation of UNDP's new Early Recovery policy to address the concerns raised in CARRA. As a result, UNDP has already concluded the agreement with BCPR for the overall amount of around $3.2. Additional Strategic Framework Agreement is also planned (for the overall amount of approximately $5mln.) in order to further address the comments outlined in CARRA.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Implement a strategy on pool-funding and shifting from the present approach UNDP Senior Management UNDP Programme Unit 2013/12 Completed Initially, Communities Programme was used as a main delivery mechanism for other programmes not having presence on the ground. Now the approach is extended to other clusters. For instance, Rule of Law Programme is implemented in consortium partnership with INGO Helvetas and also involves UNDP Tajikistan Mine Action Centre?s expertise under disability related interventions, plus UN WOMEN and OHCHR are involved based on their comparative advantages.
5.2 Establishing the micro-macro linkages on initiatives and efforts of UNDP. UNDP Programme Unit 2012/12 Completed UNDP through its interventions targeting a specific sectoral area and both national, subnational and local levels established the micro-macro linkages. CP will focus on linking levels and building institutional capital for reforms implementation (with main focus on the micro (district) level).
5.3 Strengthening government capacity through ensuring the linkages of new pilot practices with policy. UNDP Programme Unit 2014/08 Completed UNDP supported mechanisms such as Rule of Law Policy Dialogue which enables the CSOs to provide their feedback to the state institutions on actual implementation of judicial and legal reforms on the ground.
5.4 Conclude the Strategic Framework Agreement with BCPR UNDP Senior Management Programme Unit 2010/12 Completed The SPF agreement was drafted & submitted to BCPR. In October 2010 due to the change in BCPR policy, SPF is not eligable for funding any longer. Individual project proposals should be submitted. UNDP Tajikistan submitted one proposal on DRM which has been funded.
6. Recommendation: 6. UNDP should make an assessment of the role it can play in energy, environment and climate change concerns in Tajikistan. Integrate environment and climate change issues into poverty and disaster management interventions. UNDP supported the government in preparing several action plans-such as the 2007 National Environmental Action Plan, National Action Plan on Conservation of Biodiversity, National Action Plan on Mitigation of Climate Change, and revising legislation on Protected Areas and Forestry Code. Environment and climate change is an area where UNDP can define a structured response to further national policies and plans. There are other international agencies in Tajikistan working in the area of energy and environment. UNDP should carry out an assessment of the national needs, gaps in support to the government and the role UNDP can play in supporting the government in the areas of environment and climate change and efficient energy and water management. The forthcoming programme should take adequate measures to integrate environment and climate change issues into poverty alleviation and disaster management interventions. At the macro level, the World Bank is a major player in providing support in the area of energy. UNDP should initiate interventions to further practices and policy in cost-effective energy efficiency and facilitate government support to energy efficiency investments. UNDP should support advocacy for furthering government efforts to adopt and implement cost-effective energy efficiency as a high priority resource. Lessons should be learnt from the ongoing programme to ensure that micro-interventions in this area are not fragmented and compartmentalized. Efforts should be made to ensure that interventions such as demonstration of energy efficiency technology have sufficient linkages with the government programme to enable scaling up.
Management Response:

6.It should be noted that a thorough assessment of environment and energy was not conducted during the ADR exercise. As a result many of UNDP's current activities in energy and environment were not thoroughly taken into account. However, it is necessary to mention that UNDP will continue improving the efforts to integrate the issues related with climate change and the poverty environment initiatives into poverty alleviation and disaster management interventions. There was a significant increase in Environment and Energy portfolio.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 The increase in environment portfolio through the new interventions in Agrobiodiversity, transport and renewable energies sectors. UNDP Programme Unit 2009/12 Completed The implementation of new projects "Sustaining agrobiodiversity in the face of climate change in Tajikistan" (with total budget 4mln. USD),"Promotion of renewable and sustainable energy use for development of rural communities in Tajikistan", ?Technology Transfer and Market Development for Small Hydropower? "Supportto sustainable transport in Dushanbe" have been started.
6.2 Projects include the climate change and environment adaptation measures during the design. UNDP Programme Unit Government of Tajikistan 2012/12 Completed Within UNDP's project on "Capacity building for mitigating climate change induced disaster risks in Tajikistan", the methodology to incorporate aspects of disaster risk reduction (including climate induced disaster risks) into development programmes and project has been developed. Currently the methodology is being tested within several projects. It will be further considered for scale up to all relevant UNDP projects and programmes. The series of capacity building events were conducted within UNDP to integrate environmental considerations into programmes and projects
6.3 Initiate the interventions in energy efficiency investment and facilitate government support. UNDP Programme Unit Government of Tajikistan 2012/07 Completed In 2012, Tajikistan has been selected as a pilot country for UN Secretary General?s Initiative ?Sustainable Energy For All? (SEFA), energy efficiency being one of the key directions of this initiative. UNDP facilitated the consultancy and dialogue between the Government and SEFA team and provided technical expertise and support in the development of the Rapid Assessment and Gap Analysis for Energy Sector as part of the preparatory activities for SEFA
6.4 Enabling scaling-up of efforts through linkages with the government programmes. UNDP Programme Unit Government of Tajikistan 2015/03 Overdue-Initiated UNDP?s project ?Promotion of renewable energy use for development of rural communities in Tajikistan? is specifically designed to apply a scaling up approach. ?Renewable Energy Scaling Up Concept Note? has been developed by CO back in 2009 and currently is being implemented, e.g. UNDP supported development of the new law ?On the use of renewable energy? regulates the legal relations that occur between the public authorities, individuals and legal persons in the area of priority and effective use of renewable sources of energy, and defines legal and economic grounds for improving power saving level, reduction of manmade impact on environment and climate, conservation and preservation of non-renewable sources of energy for future generations. The activities targeted by UNDP are: 1) Formulation of the implementing rules and regulations of the new Law for RES, to further enhance the market environment for SHP, including support for the RE and EE Fund 2) Enhancement of the awareness and capacity of central and local government institutions to develop and coordinate SHP (and other RES) 3) Development of standardized solutions and approach for SHP (and other RES) projects 4) Compilation and dissemination of lessons learnt, experiences, and best practices related to the development of renewable energy projects 5) Formulation of a national program for scaling up of the demonstrations/pilots that will be carried out under the project with the aim of improving security of electricity supply in rural and remote areas of Tajikistan 6) Implementation of capacity building and technology needs assessment 7) Development and enhancement of the capacity local workshops and manufacturing industries to install, construct, manufacture and repair selected parts of SHP systems by means of technology transfer from selected countries 8) Support for the development of at least 20 SHP sites (including local capacity building)
7. Recommendation: 7. Strengthen gender mainstreaming in programme interventions. UNDP should pay immediate attention to mainstreaming gender in its programme interventions. UNDP should diversify its activities to include interventions that are critical for gender equality and women's rights, such as support to capacity building for women to participate in development, measures for confidence building and legal services. UNDP should facilitate the government in monitoring the implementation of the PRS, NDS and JCSS in relation to their impact on gender equality and women's rights. UNDP should work with other UN organizations (such as UNIFEM and UNICEF) to further government commitment to international agreements on women's rights and development, such as the Convention on the Elimination of All Forms of Discrimination against Women, MDGs and the Beijing Platform for Action.
Management Response:

7.UNDP is paying immediate attention to mainstreaming gender in its programme interventions. UNDP will diversify its activities to include interventions that are critical for gender equality and women's rights, such as support to capacity building for women to participate in development, measures for confidence building and legal services. Revision of strategy is already underway and UNDP is actively participating in UNCT gender group.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Gender Mainstreaming Strategy and Action Plan is developed and being implemented. UNDP Senior Management UNDP Gender Focal Point, 2010/05 Completed The Gender Mainstreaming Strategy has been finalized and being implemented.
7.2 Capacity building interventions for national stakeholders are facilitated through UN Gender Team Group. UN Resident Coordinator 2015/01 Overdue-Initiated
7.3 Development of specific gender projects and consistent strategy for resource mobilization on gender issues. UNDP Senior Management UNDP Programme Unit, 2012/08 Completed The Gender Mainstreaming Strategy developed by the Country Office, identified gender mainstreaming into projects and programmes as a strategic direction to be followed, since the donor funding is not available for stand alone gender projects. In 2012 UNDP, jointly with UNICEF and UNFPA, developed a joint application from UN Country Team to the UN Trust Fund on Elimination of Violence Against Women, on enhancing psycho-social services to victims of violence against women
8. Recommendation: 8. Strengthen monitoring systems. The monitoring and evaluation systems should be strengthened for the entire programme. Except for the GFATM programme, baseline information was not available for other projects. Baseline data was also lacking for outcomes outlined in the country programme. Baseline information should be prepared for all outputs and outcomes. Gender analysis and gender disaggregate data should be made available for all interventions. There should be adequate human resources allocated for monitoring and evaluation of the programme. Results-based management also needs to be further strengthened both in the national and area offices. In the present monitoring system, programme performance is largely tied to activities and outputs and performance indicators related to results are not properly defined or monitored. It is important to develop outcomes monitoring systems to establish linkages between programme outcomes and UNDP contributions to national development results. UNDP should also carry out periodic analysis of contributions to results for more efficient programme management.
Management Response:

8.UNDP Tajikistan was recognized as number one globally on "Project management and monitoring" in 2008, as measured in the Balanced Scorecard. The monitoring and evaluation system will be further strengthened for the entire programme. Results‐based management will be systematically integrated across all UNDP-supported programmes and projects. In addition, comprehensive participatory approaches for monitoring and evaluation will be developed and applied in partnership with Implementing Partners, beneficiaries and where possible with other donors and UN Agencies engaged in the same area. Financial monitoring tools will be further strengthened across all projects to ensure proper and effective use of resources channeled through UNDP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1. Country Programme Action Plan will align its monitoring and evaluation activities with national initiatives and seek opportunities to strengthen M&E capacities of partners with a view to enhancing implementation of initiatives. UNDP Programme Unit 2010/07 Completed New CPAP is in line with national initiative through UNDAF, JCPS and PRS.
8.2 Each AWP will include an allocated portion of funds for specific monitoring and evaluation activities. UNDP Programme Unit 2014/12 Overdue-Initiated Most of the projects already included specific M&E activities under their annual plans
8.3 The Government and UNDP will be responsible for setting up the necessary M&E mechanisms, tools and conducting reviews, in order to ensure continuous monitoring and evaluation of the CPAP, with the view to ensuring efficient utilization of programme resources as well as accountability, transparency and integrity. UNDP Programme 2014/12 Overdue-Initiated Each year UNDP Tajikistan undertakes an evaluation of one outcome of the CPAP

Latest Evaluations

Contact us

220 East 42nd Street
20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213