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MfDR Final Report Launch
TA 4860-TAJ: Strengthening Results Based Management in Support of Poverty Reduction in Tajikistan

Opening Remarks
Makoto Ojiro
Country Director, Tajikistan Resident Mission
Asian Development Bank

23 September 2009
Dushanbe, Tajikistan

Dear ladies and gentlemen, good morning and thank you for coming today.

On behalf of the Asian Development Bank, I would like to thank the Ministry of Economic Development and Trade and UNDP for the opportunity to launch the technical assistance report on strengthening results-based management in support of poverty reduction in Tajikistan. This technical assistance was implemented by the Ministry of Economic Development and Trade over the past two years, and its final report has just been issued. Let me also thank SIDA for their generous support to cofinance this work.

The report discusses the work that we did jointly with the Government of Tajikistan, and donor partners, including EC, to improve monitoring capacities in the central Government and make them more results oriented.

The key message of the report is that while much has been achieved with the help of the project, much still has to be done to improve the current monitoring system. Every country that has a well functioning monitoring and evaluation system has taken many years to develop and refine it, so regular assessment of the monitoring system is recommended, with adjustments to the system in response.

I would like to say a few words on where we were, what we achieved and what we should aim for in five areas:

1. Institutional Framework

Prior to TA

• Monitoring unit within the President's Office with sole responsibility for PRS monitoring.

Now

• National Development Council established as highest level body for PRS implementation management and monitoring.
• MEDT monitoring department given coordinating responsibility for PRS monitoring.
• MEDT acting in National Development Council Secretariat role.
• Some sector ministries and agencies have established PRS monitoring units. Others have nominated existing units to perform the function.
• Expert Methodological Council planned but not yet implemented.

The future

• Establish schedule of National Development Council meetings with program of work that contributes effectively to Government policy decision-making and budgeting.

2. Organisational Capacity

Prior to TA

• Analytical capability seen by donors as limited.
• Low level of results based management knowledge generally within the civil service.

Now

• Some development of capacity within MEDT monitoring department, however this has been limited by personnel turnover issues. Two staff in the monitoring department have increased their level of knowledge and skills from basic to intermediate.
• Growth of results based management awareness and knowledge through training of 20 personnel from various departments of MEDT, Goskomstat, Ministry of Finance, Ministry of Health and Ministry of Education.

The future

• Continuing knowledge and skills development will be required into the future, across the civil service. Options include engagement of local training providers in longer term programs, or further technical assistance projects by donors.
• Consider upgrading staff position descriptions within the monitoring department to higher-level analyst grades.
• Improve Ministry and line agency capacity for sectoral analysis.

3. Data Management

Prior to TA

• Reporting on PRS implementation manually based. Few quantitative indicators.

Now

• System established for reporting on quantitative indicators and qualitative reporting on implementation of PRS implementation measures, based on chapter 8 of the PRS.
• Database system established for transmission of quantitative and qualitative data from line ministries and government agencies to MEDT.

The future

• Rationalise indicator system, a line with MDGs.
• Provide interfaces between systems at Goskomstat, Goskominvest, Ministry of Finance and MEDT.

4. Analysis, Interpretation and Dissemination

Prior to TA

• Annual progress reports (APRs) issued under the first PRS (PRS-I).

Now

• APR remains the major output of the monitoring system. Efforts to make more timely are under way.
• System and procedure for the government to officially receive PRS monitoring ports is based on the President's Office receiving and passing on the reports. NDC will take over this role.
• PRS implementation management and monitoring reports do not yet find a place in the established reporting system of the government (quarterly/annual reports to President).

The future

• Re-examine the format, content and timing of APRs and their use by the Government and line ministries to ensure maximum value is derived from them.
• Strengthen MEDT's analytical capacity to improve analytical depths of the APRs. Strengthen analytical capabilities of line ministry and government agency monitoring units so they can provide adequate sectoral analysis for APRs.
• Develop the role of civil society organisations in PRS implementation monitoring.

5. Feedback to Programs and Policies

Prior to TA

• Ad hoc responses to APRs, in general driven by donors.

Now

• Due to the delay in establishment of high-level institutions, no clear process and system has yet been established.

The future

• Develop process and system for feedback to policies and programs, for example through establishment of rules under the budgeting process.

This is just a brief summary of key results, and you will find full details in the report. What I would like to see now is that the results of this technical assistance be used by the Government effectively to prepare the next PRS.

Thank you for your kind attention.