UNICEF ANNUAL REPORT for Tajikistan1. EXECUTIVE SUMMARYAchievements:In 2010, UNICEF Tajikistan office‟s work was dominated...
station in the northern city of Khujand gave rise to concerns about an increased terroristthreat1[1]. Armed confrontations...
to a much better understanding of the capacity constraints at that level, while offering amechanism to systematically addr...
The visit of a UNICEF Executive Board delegation in 2010 provided an excellentopportunity to bring about a better apprecia...
Another critical piece of research supported by UNICEF looks at the impact of the largescale labour migration from Tajikis...
and hard-to-reach areas with limited access or exposure to mass media to disseminatemessages about key influenza preventio...
strategic documents, reports and work plans, as well as in communication and advocacytools. The pay-off from sustained att...
3.2 Programme Components:Title:   Health and NutritionPurpose:Purpose of the Programme Component and the main results plan...
Result Achieved:Faced with the world‟s biggest Polio outbreak in 2010, emergency response dominatedthe workload and thus d...
scaled-up to 22 districts and was integrated into the antenatal services. Currently,almost 50% of pregnant women with at-r...
Emergency preparedness and disaster reduction is mainstreamed in all aspects of theprogramme, with the aim of immediately ...
In relation to IR2, approximately 25,000 students benefited from the WASH in Schoolspackage implemented in 50 schools in t...
1) Policy and system reforms, including timely completion of NSED and supporting solidaction towards 12-year education;2) ...
Result Achieved:In regard to IR1, UNICEF supported local authorities of the 8 priority districts to startusing and/or cont...
1)   Strengthening policy and sector reform both in social protection and justice as they   are relevant to CWD and childr...
on Girls‟ Education in Tajikistan: a needs assessment 2010; Situation Analysis of ECD;Impact of Labour Migration on Childr...
Future Workplan:In 2011, the work of Social Policy and Planning Programme will be centred around:     Completing the Migr...
The CO had a „satisfactory‟ rating in the Internal Audit of February 2010 for Governance,with positive observations in six...
The CO did not conduct any Evaluations in 2010, the first year of the 6 year programmecycle. An evaluation is planned in 2...
The CO prioritises the optimal utilisation of funds. The average utilisation level of PBAsexpiring in 2010 was over 95 per...
4.2.3 Supply:With the increased HR capacity in Supply Unit since mid 2009, the supply function isbetter managed with incre...
         The 2009 PER completion rate by all 3 parties by Feb. 2010 was 60%. E-Pas        completion rate by internationa...
   Implementing Partners who underwent micro-assessment under the HACT    framework will need to be trained in UNICEF‟s C...
Partners the need to more effectively invest resources in the social sectors, andparticularly in children.Challenges: Insu...
direct budget support to local authorities via Direct Cash Transfer to supportimplementation of the Work Plans. Although i...
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UNICEF Tajikistan 2010

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UNICEF Tajikistan Annual Report 2010

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UNICEF Tajikistan 2010

  1. 1. UNICEF ANNUAL REPORT for Tajikistan1. EXECUTIVE SUMMARYAchievements:In 2010, UNICEF Tajikistan office‟s work was dominated by a major outbreak ofpoliomyelitis. Though certified as polio-free in 2002, Tajikistan experienced the largestpolio outbreak this year, with 458 confirmed cases (65% of the world‟s total). The vastmajority of confirmed cases occurred in children (70% <5y, 90% <15y). UNICEF swiftlymobilised funds for vaccine provisions and social mobilisation and partnered closely withWHO to support the MOH in organising six national immunisation rounds and a mop-upround, reaching virtually all children under 15. The effective response to the poliooutbreak demonstrated UNICEF‟s capacity to respond decisively to emergencies. Thepolio outbreak has also alerted the Government, UNICEF, WHO and other stakeholdersto enhance routine immunisation, surveillance and take necessary steps to prevent anyfuture recurrence.The Office signed a tripartite Memorandum of Understanding with the Ministry ofEconomic Development and Trade (the de facto Planning Ministry) and 8 priority districtsto start a direct partnership. This decentralised approach has brought UNICEF supportcloser to targeted children and women. This approach is also applied to enhanceprogramme synergy and equitable basic social services. The first year of implementationhas shown promising results.UNICEF supported the MOE in developing a new National Strategy for EducationDevelopment 2010-2020 (NSED). UNICEF, working closely with the World Bank, hasplayed a pivotal role in education sector reforms.Shortfalls:Due to the response to the polio outbreak, the approval of the National ComprehensiveHealth Strategy for 2010-2020 and its costing were postponed.Due to the development of NSED and the expansion from 10 to 12 year education, thedevelopment of a girls‟ education strategy was delayed.The Office was unable to complete a SITAN as planned for 2010. This was due to thepoor response to two consecutive requests for proposals in the course of the year.Some deterioration in security affected UNICEF‟s ability to work in Rasht valley, whichcontains one of UNICEF‟s priority districts.Collaborative partnerships:UNICEF used its lead role in the WASH cluster to facilitate a swift response to themudflows that affected Khuroson District in 2009. The CO, with a tripartite partnershipwith DFID and ECHO, supported the construction of a new water supply system.UNICEF plays a critical role in the education sector, co-leading the education donorgroup.2. COUNTRY SITUATION AS AFFECTING CHILDREN AND WOMENDeteriorating internal security: 2010 has seen a marked deterioration in Tajikistan‟sinternal security. The escape of 25 armed convicts from a prison in the capital hasincreased concerns about stability in the country. A suicide bomb attack on a police
  2. 2. station in the northern city of Khujand gave rise to concerns about an increased terroristthreat1[1]. Armed confrontations took place in the Rasht Valley in eastern Tajikistan, astronghold of the United Tajik Opposition (UTO) during the civil war in Tajikistan in1992-1997.Global economic downturn and recovery: Tajikistan‟s economy was severely affected bythe global economic downturn, mainly through reduced labour emigration and thedramatic fall in foreign remittances by 31% in 2009. Though remittances recovered by27% in 2010, families and the economy continue to remain fragile and vulnerable toexternal shocks. Nearly half of the Government of Tajikistan‟s budget currently comesfrom international aid, adding to the country‟s vulnerability.Sub-regional tension: Sub-regional tensions influenced the development context forchildren and women in 2010, as they affected the economy and, to an extent, theavailability of commodities. As the Economist Intelligence Unit pointed out, “tensionswith Uzbekistan have remained high, owing to Uzbekistan‟s concerns about theconstruction of Tajikistan‟s Roghun hydroelectricity project”. (EIU, December 2010, p.3)In 2010 “freight trains destined for Tajikistan (were) being held up at the border”. (EIU,December 2010, p.10). There were fears in 2010 that ethnic unrest in southernKyrgyzstan could spill over into neighbouring countries, but this risk did not materialise.(EIU, December 2010, p.10)Natural disasters: Tajikistan had a difficult year coping with 236 natural disasters thatoccurred in the first 11 months of 2010, causing 61 casualties (CoES, 2010). Damagecaused by these disasters was estimated at 518 million TJS (about US$117 million).According to the Agency on Statistics under the President of the Republic of Tajikistan,45 countries provided USD81 million worth of humanitarian aid to Tajikistan in 2010.Joint Country Partnership Strategy (JCPS): In November 2009, Tajikistan Governmentsigned a JCPS with 12 international development partners, to enhance aid effectivenessand coordination. The UN System (including UNICEF) participated as one. On December3rd and 4th, the Government of Tajikistan and all related development partners organiseda high-level Development Forum to review development progress and remainingchallenges. The joint statement and action plan will shed light on development prioritiesand aid coordination.Polio Outbreak: Tajikistan had been certified by WHO as Poliomyelitis-free since 2002. In2010 the country experienced an outbreak of wild poliovirus (Type 1) with 458 confirmedcases. This is the biggest outbreak this year globally. The vast majority of the casesoccurred in children (70% <5y, 90% <15y). Although OPV coverage was as high as 97%in 2010 according to administrative data, the last population-based survey (TLSS) in2007 estimated the nationwide OPV-3 coverage at only 50.3%. The polio outbreaksuggests areas of weakness in the health system, in terms of cold chain management,safe immunisation practices, surveillance, and case definition and management that willneed to be addressed. Within UNICEF as well, further steps will be taken jointly with theWHO and others to support the Government to prevent polio‟s recurrence.3. CP ANALYSIS & RESULT3.1 CP Analysis3.1.2.1 Capacity Development:In 2010, the Tajikistan Country Programme (CP) made a significant shift in programmestrategy to cooperate directly with district governments. UNICEF‟s collaboration with thelocal authorities of eight of the most disadvantaged priority districts in Tajikistan has led
  3. 3. to a much better understanding of the capacity constraints at that level, while offering amechanism to systematically address these constraints, including capacity building ofdistrict governments to deliver results for children.The polio outbreak has drawn attention to capacity gaps in the health system.Immunisation personnel need improved knowledge and skills. Cold chain management,vaccine administration, safe immunisation practices, surveillance and case definition andmanagement were all found to be in need of strengthening. While a start was made toaddress these issues during the immediate polio response, it is clear that a lot moreneeds to be done to ensure sustained capacity for the implementation of the routineimmunisation programme and the prevention of future outbreaks.UNICEF continued to offer an integrated support package to strengthen capacity inschools in Tajikistan, based on the Child-Friendly School (CFS) concept. This entails thepromotion of the following priority activities: girls‟ education, WASH, life skills-basededucation, disaster risk reduction, and early learning. Capacity at the school level isenhanced by providing different types of support including hardware improvementswhere required; equipment, textbooks and other supplies; training; community outreachand mobilisation. Children are centrally involved in implementing these capacityenhancement initiatives and in acquiring improved lifeskills and knowledge, butimportantly, children are also taking on the role of change advocates in their familiesand communities.An essential aspect of capacity building through schools is the work on disaster riskreduction. Tajikistan is highly prone to natural disasters. Accordingly, UNICEF ispreparing school children, teachers, school management and the communitiessurrounding schools for emergencies in the most disaster-prone parts of the country.3.1.2.2 Effective Advocacy:In 2010, UNICEF finalised and published the results of a National Micro-Nutrient Study.The report was launched at a major advocacy event attended by the key governmentofficials and representatives from all regions and priority districts. The report revealsthat despite significant improvements in nutritional status, malnutrition remains a majorchallenge. Every third child under five in Tajikistan (29 per cent) is stunted and half ofthe children are iodine-deficient. A comprehensive but easy-to-read communicationpackage was developed and presented along with the report. A series of short videomessages were developed and is now airing at prime time.UNICEF advocated strongly for a new NSED. Key evidence produced to underpinadvocacy efforts included an assessment of factors influencing girls‟ school enrolmentand attendance and the demand-side interventions most likely to have an impact; and asituation analysis of early learning.One advocacy message UNICEF has consistently communicated throughout 2010 is theimportance of maintaining levels of social expenditure. Through its advocacy, UNICEFhas made a major contribution to the protection of social sector budget lines, partneringwith international financial institutions to ensure the floor of social expenditure.
  4. 4. The visit of a UNICEF Executive Board delegation in 2010 provided an excellentopportunity to bring about a better appreciation and understanding of Tajikistan‟s uniquedevelopment challenges in the Board and in UNICEF management. The visit increasedTajikistan‟s visibility both within the organisation and beyond.3.1.2.3 Strategic Partnerships:To respond to mudflows in Khuroson in 2009, UNICEF rapidly mobilised support from theUK Department for International Development (DFID) and ECHO to support theimmediate emergency response as well as the construction of a new water supplysystem and accompanying hygiene education for the new settlement. The response ledto a significant reduction of morbidity due to water-borne diseases.UNICEF co-leads the education donor group with the WB, and demonstrated itsleadership in coordinating the support to the development of the NSED and in the end-term review of the FTI II.To respond to the polio outbreak, UNICEF initiated a community-based rehabilitationprogramme for children affected by polio. It is implemented under the direct supervisionof the MOH, in collaboration with the MOLSP and the MOE, Operation Mercy, HandicapInternational, and Voluntary Service Overseas. The programme covers 40 localities inthe 24 most affected districts in Tajikistan.UNICEF collaborated closely with UNDP and other sister agencies to support theGovernment of Tajikistan (GoT) to develop the National Progress Report on theMillennium Development Goals (MDGs). The report was well received at the UN GeneralAssembly Summit.Together with UN sister agencies, UNICEF is part of the Joint Country PartnershipStrategy, which aims to enhance aid effectiveness and coordination. The high-levelDevelopment Forum held in December 2010 demonstrated the effectiveness of donorcoordination and the strong partnership with the GoT. UNICEF engaged actively in theDevelopment Forum.UNICEF‟s Country Office (CO) has developed a new partnership with the MOF. The COsupported the MOF and its 73 finance departments throughout the country to improvemonitoring and reporting in the social sectors.3.1.2.4 Knowledge Management:The National Micro-Nutrient Survey took stock of the nutritional status of the country‟schildren and mothers, presenting a clear overview of the progress made and theremaining challenges. The survey provides a solid foundation for an evidence-basedaction plan, targeted to those parts of the country and population groups that arelagging behind on specific indicators.In 2010, UNICEF commissioned a study on the increased incidence of suicide amongstchildren and young people (12-24 years of age) in Sughd. The study will advance theinternational knowledge base on suicide amongst children, while enabling UNICEF toassist the GoT to address the underlying causes.
  5. 5. Another critical piece of research supported by UNICEF looks at the impact of the largescale labour migration from Tajikistan and the impact this has on children and familiesleft behind. It is known that remittances from labour migration have so far been a majordriver in Tajikistan‟s poverty reduction. But to boost the positive impact of migration, theGovernment needs to appreciate the social impact of migration, and introduce measuresto support children left behind.UNICEF supported research into the reasons for dropout and poor attendance of girls,particularly at secondary school level. This research will inform the package ofinterventions UNICEF will roll out to improve gender equity in education.The CO participated in a study initiated by UNICEF Regional Office to learn how youngpeople perceive the quality of education. Although the report is not finalised, preliminaryfindings indicate that most of the respondents underlined the inadequate quality ofteaching, non-(child) friendly school environment (bad infrastructure conditions) andnon-participatory teaching, school management and decision making processes as themain problems in Tajikistan‟s education system. The results of the study will informpolicy discussions and programme responses.In all research efforts, UNICEF ensures that international experts partner with localresearchers and research institutes, so that a lasting contribution is made to localresearch capacity.3.1.2.5 C4D Communication for Development:In 2010, the CO made a major effort to strengthen the effective application ofCommunication for Development (C4D) in improving health, nutrition and other keysocial outcomes for children and women.Key interventions with a major C4D component in 2010 included the polio response andthe H1N1/Seasonal Influenza campaign. Both interventions involved broad partnershipsbetween the MOH, UNICEF, WHO, national and local media, NGOs, religious authoritiesand communities. Media and IEC materials for both interventions were pre-tested withparticipant groups; some were redeveloped using feedback from communities andlessons learnt during the implementation.As part of the emergency response to the polio outbreak, the CO supported the MOH ininforming the population about six national and one sub-national immunisation rounds,and mobilising communities to further spread the message and support the campaign,with a particular focus on isolated, marginalised and underserved communities. Theseincluded remote mountainous communities, people living in border areas, shepherds andtheir families, Romas and Afghan refugees. Religious authorities, community leaders andwomen activists were engaged to ensure that no children were left behind in the nationalcampaigns.In the H1N1/Seasonal Influenza campaign, the CO supported the MOH in raising thepopulation‟s awareness of key influenza symptoms and risk reduction practices through anationwide campaign that relied on a combination of approaches, including a mediacampaign, IEC materials, and community-based events involving children and theirfamilies. Community-based events focused on engaging local communities in isolated
  6. 6. and hard-to-reach areas with limited access or exposure to mass media to disseminatemessages about key influenza prevention practices. A KAP survey is being carried out onthe effectiveness of the campaign.The office-wide two-day training in October strengthened staff understanding of the C4Dprocess and equipped them with the knowledge of best practices, strategies andapproaches in C4D.3.1.3 Normative Principles3.1.3.1 Human Rights Based Approach to Cooperation:The CO supported the National Commission on Child Rights (NCCR) under the TajikistanGovernment to present Tajikistan‟s second periodic report on the implementation of theCRC to the UN Committee on the Rights of the Child. The CO also had consultations withthe NCCR to identify priority activities in responding to the Committee‟s ConcludingObservations. The NCCR presented Concluding Observations to the GoT and chargedrelevant ministries and agencies to come up with urgent measures to address mainareas of concern.The CO consistently strives to reach out to the most disadvantaged groups of childrenespecially children with disabilities, children in conflict with the law and children withHIV/AIDS. In the juvenile justice sector, half of the judges in the country were trainedon both national and international juvenile justice standards and the importance of achild-friendly approach to children in conflict with the law.In the response to the polio outbreak, health workers were mobilized to reach out to allthe children between 0-15 years of age, but special emphasis was placed oncommunities that are hard to reach and whose children might have been missed out.Special community mobilization and communication efforts were made to reach out toRoma children, Afghan refugee children and children living in remote, hard to accesscommunities.The rights of children with disability risk being violated especially on account of theexisting considerable stigma and discrimination towards the disabled. Services forchildren with disabilities are few and there is over-reliance on institutionalization. UNICEFstrives to make community-based services available for children with disabilities,particularly those paralysed by polio, and to address stigma and discrimination so thatchildren with disabilities can live, grow up and participate in their own communities.3.1.3.2 Gender Equality and Mainstreaming:Tajikistan ranks 89 out of 134 countries according to the World Economic Forum 2010Global Gender Gap Report. Deterioration is noticeable in all areas – health, education,economic activity and political empowerment of women.In 2010 a gender assessment was undertaken to investigate the extent to which genderhas been effectively mainstreamed in the CP, and to assess what efforts have beenmade by the CO to strengthen its own capacity for gender mainstreaming. Theassessment found a significant commitment in the CP to achieving the goal of girls‟empowerment and addressing women‟s and girls‟ needs, particularly in the field ofeducation, health, and social protection. The focus on girls‟ education is reflected in key
  7. 7. strategic documents, reports and work plans, as well as in communication and advocacytools. The pay-off from sustained attention to girls‟ education is visible at the levels bothof national policy and the school. In addition, girls‟ education is an area in which the COis developing innovative approaches such as, the planned demand-side intervention(social transfers) to prevent girls‟ absenteeism and drop-out in upper grades ofsecondary education.Within the broader UN team, particularly through the Joint Programme on violenceagainst women, UNICEF continued to build capacity of the Dushanbe Child Right Centreand Family Medical Centre in tackling child protection issues including the cases ofviolence against children, and referral of such cases to relevant structures. UNICEF alsosupported gender sensitisation trainings for the inspectors of the Ministry of Interior.The CO will further enhance and systematise gender mainstreaming in the CP. Toperform more effectively in this area, the CO team itself will need training for capacitybuilding in gender mainstreaming. The CO is keen and committed to pay specialattention to gender-specific issues pertaining to boys and men. The development ofspecific information material for fathers on parenting and early child development, forinstance, could add to ongoing efforts to improve child nutrition and development.3.1.3.3 Environmental Sustainability:The CO conducted a review of the WASH in Schools implementation strategy in 2010.This recommended a new direction for WASH in schools, broadening the concept to a“life skills education” package. The suggested new package aims not only to addressschool hygiene and sanitation but to integrate emerging issues, such as climate changeand environmental management. This holistic approach is particularly critical inTajikistan, which is highly prone to the impacts of climate change. The revised strategyproposed the phased integration of life skills education into the national educationsystem, highlighting children‟s potential as agents for behaviour change both in schoolsand in their communities.As water, sanitation and hygiene are key factors affecting child mortality and morbidityin Tajikistan, the CO also leveraged other partner programmes to pay attention toWASH. Examples include advocacy for inclusion of WASH under FTI school construction,and collaboration with KfW on WASH in schools.This new initiative complements the on-going efforts to integrate a Disaster RiskReduction (DRR) component into the national education system. Tajikistan is highlydisaster-prone and the DRR approach provides not only for increased emergencyresponse capacity in schools and families but also a longer-term view of preventionthrough enhanced knowledge and behaviour change in environmental management andconservation. UNICEF advocated for these issues to be incorporated in the new nationaleducation strategy, which is currently under development and expected to be finalized in2011.The newly approved National Comprehensive Health Strategy (NCHS) for 2010-2020identifies environmental issues amongst the major health determinants. The strategyenvisages provision of safe water and sanitation, clean air and a healthy livingenvironment free from risks to be enjoyed by all, including women and children.
  8. 8. 3.2 Programme Components:Title: Health and NutritionPurpose:Purpose of the Programme Component and the main results planned for 2010By the end of 2015, more children, young people and women benefit from qualityprimary health care and nutrition services in accordance with international standardsprovided by the MoH.Specifically, the following interim results (IRs) are to be achieved by 2015:IR1. The Ministry of Health increases the allocation of resources to maternal and child survival/nutrition strategies within its budgetary frameworks, including SWAp.IR2. The Ministry of Health provides all women as well as newborn infants in all maternal facilities of 8 priority districts with quality antenatal and essential obstetric and newborn care services in accordance with international standards.IR3. At least 80% of households in 8 priority districts practise interventions on child survival, care and nutrition.IR4. In all reproductive health centres and maternity houses of 18 districts, pregnant women with an „at risk‟ profile receive VCT, and if HIV positive, receive ARV in accordance with PMTCT protocol; and HIV positive children have access to ARV prevention, treatment and social services.IR5. Outreach services and STI/HIV voluntary counselling, testing and treatment for MARA are provided in all 25 YFHS clinics nationwide.Resources Used:Resources used:Total approved for 2010 as per CPD: US$1,500,000Total available for 2010 from all sources: RR US$895,286; OR US$1,327,991; Total:US$2,223,277Any special allocations (list)  UNICEF Set aside funds to support H1N1 influenza prevention  Micronutrient Initiative (IDRC) (in-kind support)List of donors  Global Thematic contribution for Young Child Survival & Development  Japan  Japan Committee for UNICEF  Netherlands  Office of U.S. for Foreign Disaster Assistance (OFDA)  Rotary International  The Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM)  The United Kingdom of Great Britain and Northern Ireland  The World Bank  United Nations Foundation Inc
  9. 9. Result Achieved:Faced with the world‟s biggest Polio outbreak in 2010, emergency response dominatedthe workload and thus delayed the achievement of some results outlined in the RWP,including approval of the National Comprehensive Health Strategy for 2010-2020. Thecosting of the strategy and its plan of action were postponed to mid-2011.In relation to IR1, the GoT approved the National Comprehensive Health Strategy for2010-2020, for which UNICEF spearheaded the development of the MCH component.UNICEF also contributed to the finalisation of the comprehensive multi-year plan onimmunisation for 2010-2015. The MoH jointly with MoF approved regulation forsustainable operation of Youth-Friendly Health Services (YFHS) – a significant stepforward in institutionalisation of YFHS.A joint MoU with GTZ was signed to pave the way for the adoption of improved qualityneonatal care in the country. A first set of neonatal protocols was reviewed andsubmitted for approval to the MoH.The presentation of the results of the 2009 National Micronutrient Survey was a majoradvocacy event attended by key government officials. Despite significant improvements,the survey revealed that malnutrition remains a major challenge. Nearly every third childunder five in Tajikistan (29 per cent) is still stunted and half of the children are iodinedeficient. As follow-up, UNICEF is supporting the MoH in outlining a national nutritionstrategy and an action plan.Regarding IR2, almost three million children 0-15 years are now protected from Polioafter six nationwide and one sub-national immunisation days (NIDs). As a swiftemergency response, after consultation with the GoT and partners, UNICEF madeavailable 10.3 million doses of mOPV-1 to immunise all children 0-15 years, mobilisingthe emergency reimbursable polio funds provided through US CDC and an additional 7.0million doses of trivalent OPV vaccine for the last two rounds of NIDs with funds from theGovernments of Japan and India and Japan Committee for Vaccines. UNICEF was alsoable to mobilise US$95,000 from the UN CERF, US$75,000 from the UK Department forInternational Development (DfID), US$250,000 from the Rotary International andUS$75,000 from UNICEF‟s regional budget to support the social mobilisation efforts.More than half a million women 15-29 years received their dose of MR vaccine as a partof the national strategy to eliminate Measles and Rubella.In 2010, more than 50,000 newborns and close to 200,000 children under five haveimproved access to better quality neonatal care services in priority districts, as a resultof the equipment of maternities and PHC facilities.More than 814,300 children under five (>95%) received two doses of Vitamin A. Around72,793 children 6-24 months in 16 districts benefited from micronutrient supplements.More than 170 severely malnourished children received care and treatment inTherapeutic Feeding Centres. Around 31,511 (74%) pregnant women and 58,736 (72%)lactating mothers in the Region of Republic Subordination received iron pills andmicronutrient supplements.With reference to IR3, more than 30,000 mothers and caregivers in priority andemergency-affected districts improved their knowledge on infant and young childfeeding, care and management of childhood diseases.In relation to IR4, UNICEF was one of the sub-recipients of the GFATM. A significantresult achieved this year was approval of the governmental resolution to provide socialassistance to HIV-positive children. In 2010, the coverage of PMTCT interventions
  10. 10. scaled-up to 22 districts and was integrated into the antenatal services. Currently,almost 50% of pregnant women with at-risk profile have access to counselling and HIVrapid testing. As of 1 October 2010, 86% of HIV-positive pregnant women (125)received ARV prevention.In relation to IR5, six new YFHS (Youth-Friendly Health Service) facilities wereestablished and equipped with medical supplies for STI/HIV diagnosis and treatment foryoung people, increasing the total number of YFHS in the country to 17. The WHOquality standards are used to monitor the quality of services provided by the YFHS. In2010 approximately 7,000 Most At Risk Adolescents (MARA) used the YFHS.Future Workplan:In 2011, the major focus will be on the following:1. Support to the costing of the national health strategy will continue;2. As a lesson learned from the Polio outbreak, UNICEF will assist the MoH in strengthening routine immunisation services, whilst Polio eradication interventions will continue to be pursued, including four additional Polio NIDs; A national Diphtheria immunisation campaign might also be pursued at the request of the Government, as the MOH feared that the coverage of DTP/DT was significantly lower than reported;3. Scaling up evidence-based interventions in pre-pregnancy, neonatal and early childhood stages will dominate service delivery in priority districts, including PMTCT and Paediatric AIDS.Title: Basic Education and Gender EqualityPurpose:Using the Child Friendly School (CFS) approach as a conceptual framework, the BasicEducation and Gender Equality (BEGE) Programme component intends to achieve thefollowing result:By 2015, the education system ensures increased completion of basic quality educationby girls and expands access to preschool programmes.The above will be achieved by accomplishing the following Intermediate results (IRs).By 2015:IR1 The Ministry of Education implements in eight priority districts specific interventions(e.g. cash transfers, school vouchers, scholarships) to increase attendance andenrolment in Grades 7-9;IR2 In 65 per cent of schools in eight priority districts, all students use safe water andimproved gender-sensitive facilities;IR3 A total of 825 secondary schools, including 200 schools in eight priority districts,deliver HIV/AIDS LSBHE classes in Grades 7-9; andIR4 The Ministry of Education (MoE) coordinates a mixed model pre-school system ineight priority districts and the expansion of these services.
  11. 11. Emergency preparedness and disaster reduction is mainstreamed in all aspects of theprogramme, with the aim of immediately restoring education services in emergencies.Recognizing that progress towards the IRs depends on a strong policy framework andinstitutional capacity in Central and District Governments to ensure equitable access toquality education, UNICEF supports the MoE‟s on-going reforms. These includedeveloping a new National Strategy for Education Development, and a phased expansionof compulsory education from ten to twelve years. UNICEF is actively engaged in thedonor coordination process as the co-Chair, along with the WB, of the Education DonorsGroup, which functions under the Donor Coordination Council mechanism. UNICEF alsoworks closely with the WB in coordinating the implementation of the Fast-TrackInitiative; it co-leads, jointly with Save the Children, the Education Cluster under REACT;and it leads the WASH Cluster in emergencies.Resources Used:Total approved for 2010 as per CPD: US$1,330,000Total available for 2010 from all sources: RR: US$170,583; OR: US$1,752,537; Total:US$1,923,120Any special allocations (list)  UNICEF EPF funds to respond to Vanj earthquake emergencyList of donors: European Commission/ECHO Global Thematic contribution for Basic Education and Gender Equality Netherlands Government Government of Norway UNICEF National Committee -Norway The Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM)  The United Kingdom of Great Britain and Northern Ireland.Result Achieved:The focus of UNICEF support in policy work in 2010 was on the development of the NSED2010-2020. As the co-Chair of the education donors group together with the WB,UNICEF led donor coordination in the above process. UNICEF works closely with theWorld Bank on the implementation of the Fast Track Initiative (FTI), taking active part inthe FTI-II End-Term Review.With respect to IR1, the girls‟ education initiative was launched in 80 schools benefitingaround 5,000 girl students in Grades 5-9 who were at risk of dropping out. Some 150local education department officials, school teachers and parent-teacher association(PTA) members were trained on the community-based Education ManagementInformation System, School Management Plan and Partnership Defined Quality. UNICEFsupported a gender audit by the Centre for Gender Pedagogies under the Academy ofEducation on nine new text books and associated teaching aids, to ensure that theforthcoming 12-year education system will be adequately gender-sensitive. Anassessment on the key reasons for girls‟ poor attendance and drop out at the secondarylevel was carried out yielding valuable insights on the merits of different types ofdemand-side interventions.
  12. 12. In relation to IR2, approximately 25,000 students benefited from the WASH in Schoolspackage implemented in 50 schools in three districts, wherein hygiene education waspromoted by 200 trained teachers. Some 14 target schools were equipped withsanitation facilities. UNICEF assisted the MoE in developing guidelines on WASH inschools. The WASH in Schools implementation strategy was reviewed and revised.For IR3, LSBE was integrated in 150 schools reaching around 45,000 students in Grades7-9. Some 950 school teachers, local education officials, and staff of teacher traininginstitutes were trained to conduct interactive LSBE classes in 150 targeted schools.Based on success achieved with it so far and continued advocacy, the LSBE programmewas approved as part of the forthcoming 12-year education standard curriculum.For IR4, a situation analysis of Early Learning was carried out to inform the NSED. Earlylearning and development standards were finalized. School/community-based and two-shift kindergarten (those that operate on two shifts a day) models have beenmainstreamed with UNICEF support in 31 newly established ECD centres covering about1,000 children aged 5-6 years.Under the ECHO-funded DIPECHO-V, the Disaster Risk Reduction (DRR) interventionscontinued in 510 schools, where more than 1,000 school teachers obtained knowledgeand skills on DRR and over 120,000 school children benefited from training on familydisaster preparedness plans. In 2010, 16 schools in four most disaster-prone districtswere identified for a new school-based DRR model under DIPECHO-VI and a baselinesurvey is currently underway. Training of trainers was conducted with participation ofMoE and CoES officials.Emergency response. In 2010, emergency relief was provided in Vanj after anearthquake and in Kulob after floods. Around 2,000 people in Kulob benefited from anemergency hygiene campaign that included distribution of chlorine tablets. Around 300households (2,100 people) received water containers, hygiene kits, soaps and waterpurification tablets. Construction of one school in the district is currently underway.About 750 children and 560 adults in Vanj received psychosocial support. As part of therecovery process from the natural disasters in 2009, one new school with fourclassrooms was built in mountainous Mastchoh district where 85 school children regainedaccess to quality schooling. About 3,000 people affected by mudflows in Khurosondistrict gained access to safe drinking water through construction of a new drinkingwater supply system, and sanitation and hygiene education was promoted amongst4,700 affected people in the new Shohruh and Oftobak settlements.Challenges in 2010 related to the limited capacity of partners at the district level. Lowlevels of funding in WASH in 2010 also had a significant impact on implementation ofRWP activities. Limited flexibility in the use of OR funding for LSBE and DRR haspresented challenges for programmes. Delays in filling key posts and difficulties inattracting consultants of adequate quality have also impacted on RWP implementation.Future Workplan:Future Work Plan 2011In 2011, the BEGE programme will support MoE and its partners with the following fourpriorities:
  13. 13. 1) Policy and system reforms, including timely completion of NSED and supporting solidaction towards 12-year education;2) Consolidated support with a quality education package at school level, focusing ondisadvantaged and marginalized children;3) Institutional and human resources capacity building at all levels; and4) Emergency response and preparedness.All these interventions will be focused on UNICEF‟s priority districts.Title: Child ProtectionPurpose:By 2015, there is an increase in the proportion of vulnerable children who benefit fromalternative community-based social services and family substitute care rather than beingconsigned to institutional care; furthermore, incarceration and institutionalization ofchildren are deemed as judicial decisions of last resort.Interim result 1 (IR1)By 2015, the child care system is transformed into a comprehensive set of services thatrely more on community-based family-support services, family substitute care, and theprevention of family separation.Interim result 2 (IR2)By 2015, the juvenile justice system respects the best interests of the child, andcommunity-based alternative practices aiming at minimizing deprivation of liberty areavailable and used.In 2010, the Child protection Programme targeted 3 main results:1) Social services are in place for children in need of special care, especially those withdisabilities, including through strengthened gatekeeping mechanisms in 8 prioritydistricts;2) Alternatives and diversion schemes for juvenile justice are introduced and enhancedin 8 priority districts;3) Communication for development efforts on priority and emerging child protectionissues are initiated and intensified.Resources Used:Total approved for 2010 as per CPD: US$920,000Total available for 2010 from all sources: RR US$350,000; OR US$577,944; Total:US$927.944Any special allocations (list)List of donors  Global Thematic contribution for Child Protection  Swiss Agency for Development and Cooperation
  14. 14. Result Achieved:In regard to IR1, UNICEF supported local authorities of the 8 priority districts to startusing and/or continue to use a database on children with disabilities (CWD). The localauthorities registered 6,059 CWD since they started using this database.UNICEF supported the MLSP to draft a guidance note for collaboration between socialworkers of Social Assistance at Home Units (SAHU) and Child Rights Units (CRU) toensure a common approach to delivery of social services to vulnerable children andfamilies at the local level.UNICEF negotiated with MLSP to develop a long term vision for building the capacities ofstaff carrying out social work functions. UNICEF and the EC project on Social ServiceDevelopment supported the drafting of a curriculum for a long-term in-service trainingprogramme that will enable existing staff of MLSP to become re-qualified.UNICEF supported the establishment of the Republican Psychological Medical PedagogicalConsultation Centre (PMPC). Two more Medical Pedagogical Centres (MPCs) weretransformed into PMPCs in Panjakent and Khorog and were equipped with rehabilitationmaterial. More than 200 CWDs have been referred to the PMPC in the priority districtsand were registered to get their social assistance entitlements.In three districts, UNICEF supported the continuation of the work of Parent EducationCenters (PEC). These centres provided counselling-training to parents of CWD to ensureintegration of children in regular schools; 120 children with disabilities (3- 9 yrs old)were served through the PECs.As requested by the Sughd Regional Authority, UNICEF commissioned a study onprevalence of suicide among children and young people (12-24), to be completed in2011.With respect to IR2, UNICEF supported the MoJ to finalise the Guidance on the JuvenileJustice Alternative Project (JJAP) which will facilitate the project‟s implementation at thedistrict level. UNICEF supported capacity building for the MoJ and the MoE employees.Forty-five members of the referral organs (district courts, police departments and childrights units) and 47 staff of the Out of School Curriculum Centers in nine districtsreceived initial training on diversion and alternative schemes and mechanisms. Already,107 children in conflict with the law have been diverted and 100 at-risk children havebeen served through the project.UNICEF supported the Judicial Training Centre to inform 140 out of 300 judges from 64district courts about international legislation related to children in conflict with the law.UNICEF supported the Ministry of Interior and its two Reception and Referral Centres.Future Workplan:Future Work Plan for 2011In 2011, the Child Protection Programme will support MLSP, MoJ, as well as other keyplayers such as MoH, MoE, MoI as follows:
  15. 15. 1) Strengthening policy and sector reform both in social protection and justice as they are relevant to CWD and children in conflict with the law, including developing regulations, and bylaws related to JJAP and social service delivery;2) Development of institutional and human capacity of social welfare and justice sectors at all levels with focus on systematised in-service training programmes to re- qualify the staff to carry new functions , including the child and family module of the long term in-service training for existing staff of MLSP, and establishment of the JJ unit under the MoJ;3) Strengthening gate-keeping mechanisms and coordination among key players in both social welfare and justice sectors that is complemented by concrete service delivery, especially community based rehabilitation for children affected by polio, early rehabilitation for CWD and diversion and alternatives schemes through the Out of School Curriculum Centres that are fully owned by the government.Title: Policy and PlanningPurpose:By 2015, Government allocates proportionately more resources to critical socialprotection sectors (preschool education, neonatal care, family based care and protection)based on evidence and general public support.IR1. By 2015, quality, reliable, and up to date data is available to policy implementers to inform policy and its implementation;IR2. By 2015, public policy and budgeting supports child-friendly social sector development;IR3. By 2015, a strong partnership for children is further strengthened for the promotion of children‟s rights.Resources Used:Total approved for 2010 as per CPD:Total available for 2010 from all sources: RR: US$715,402; OR: US$393,602; Total:US$1,109,004Any special allocations (list)  UNICEF Set aside funds to support H1N1 influenza prevention  UNICEF Set aside funds to provide system-wide support to countries mitigating the impact of the global economic slowdown and continuing volatile food prices with particular emphasis on social protection in Tajikistan  UNICEF EPF funds to respond to Vanj earthquake emergencyList of donors  Global Thematic contribution for Policy Advocacy and Partnership  Rotary International  The United Kingdom of Great Britain and Northern Ireland  UN Office for the Coordination of Humanitarian Affairs (UN OCHA)Result Achieved:With respect to IR1, the CO has conducted the Tajikistan Living Standards Survey 2009(jointly with the WB); Micronutrient Status Survey 2009/10; Demand-side interventions
  16. 16. on Girls‟ Education in Tajikistan: a needs assessment 2010; Situation Analysis of ECD;Impact of Labour Migration on Children Left Behind 2010 (to be completed in March2011); Suicide Study (to be completed in March 2011).The Comprehensive Situation Analysis of women and children is underway and will becompleted next year.The CO supported the Government Agency on Statistics to conduct a national Census inSeptember 2010. The UNICEF-supported TojikInfo website continues to serve as aplatform for dissemination and sharing of household surveys and other data.With regard to IR2, the CO successfully influenced the Government‟s Crisis Action Planto protect social expenditure. Notably, the social sector was the only sector that did notexperience budget cuts in 2010. The CO also contributed substantive inputs to thedevelopment of Poverty Reduction Strategy – 3.The CO supported the MoF and its 73 finance departments nationwide to strengthen theircapacities. Through this partnership, the MoF employees have acquired improvedknowledge and skills related to finance operating systems, and performance indicators inthe social sector.The CO has established a partnership with the MoEDT (the de facto Planning Ministry)and 8 priority districts, by signing a tripartite MoU on programme cooperation. UNICEFprovided technical and financial support directly to the district governments. Thisdecentralised approach of programme implementation has directed resources closer totargeted children and women.Through a strengthened partnership with the IMF, the CO was able to ensure the socialexpenditure floor of the public budget. Frequent information sharing between the twopartners is a common practice. Importantly the next IMF Country Report will includeanalysis on child malnutrition based on UNICEF data and analysis.With respect to IR3, the CO supported the National Commission on Child Rights underthe GoT for the second periodic report on the implementation of the CRC to the UNCommittee on the Rights of the Child.The CO hosted the visit of the UNICEF Executive Board delegation to Tajikistan. The visitenabled the CO to showcase UNICEF‟s work for children and women in Tajikistan andhighlight the need for additional support to the country.The CO supported the Water for Life International Conference in Dushanbe andorganised a national children‟s drawing exhibition. The exhibition enabled children topresent their views and opinions on safe drinking water through art to the high-levelparticipants in the Conference. The CO organised a one-minute video workshop. Some20 short videos developed by young people were showed during the Conference.The CO issued 22 press releases and five human interest stories, and organized sixmedia events, two press tours and several interview opportunities with local and regionalmedia.
  17. 17. Future Workplan:In 2011, the work of Social Policy and Planning Programme will be centred around: Completing the Migration Study, the Suicide Study, and the Situation Analysis. There is a preliminary agreement to include additional modules (Education, Early Learning, Child Disability) into the DHS, which will be conducted in the second half of 2011. Strengthening MIS at the district level jointly with other stakeholders and development partners (UNDP). Expanding decentralised programme cooperation to 4 new districts (Aini, Istravshan, Murgab and Rumi) and bringing the total number of priority districts to 12. Supporting the GoT in the implementation of the MTEF and the PFM reform, to ensure that the social sector budget work is more effectively channelled towards children, women and poor families. Strengthening partnerships for the sustained realisation of children‟s rights. C4D will be expanded, focusing on polio vaccination, WASH and CWD. Supporting exchange of experience on decentralised programme implementation, to learn from, and build on, the relevant experiences of other countries.4. OPERATIONS & MANAGEMENT4.1 Governance & Systems4.1.1 Governance Structure:The Annual Management Plan 2010 (AMP) included key programme and managementpriorities and defined key results and responsibilities of staff to achieve the officeobjectives. The achievements of the AMP were reviewed at mid-year and end-yearManagement Review meetings. EWEA is an active document.In-house committees are functioning well based on TORs. All staff are kept informed ofrisk mitigating factors in times of emergencies and options available to them. The DSSwas under-staffed from April 2010 but is fully staffed since October 2010 and is able toprovide full support.The CMT met 3 times in 2010 and made recommendations on a) management of in-house publications, b) group trainings, and c) addressing areas emerging from the StaffMorale Survey. Progress on Internal Audit Recommendations has been on the CMT andStaff Meeting agenda regularly.Weekly Section Chiefs meetings are one of the mechanisms used for reporting on keymanagement indicators.
  18. 18. The CO had a „satisfactory‟ rating in the Internal Audit of February 2010 for Governance,with positive observations in six areas. The only area for improvement (use of SSA forservices not of temporary nature) has subsequently been addressed and OIA informed.The Contract Review Committee had 23 meetings in 2010 reviewing 36 cases. The COCRC ceilings are low at US$15,000 for Contracts and US$10,000 for Supplies. The CO didnot have any Post-facto Notifications to report, as per FC 19, Rev. 3. The CO staffingstructure would need to be re-visited in the next BSB to fill the HR gaps, mainly inProgramme Communications, and Operations Management for a more equitablemanagement structure with added responsibilities attached thereto.4.1.2 Strategic Risk Management:a) & b) The recently developed Risk Control & Self Assessment (RCSA), consisting of theCO Risk Profile and the Risk Control Library, was an office-wide initiative within UNICEF‟sRisk Management Framework. This is a working document to be used as a benchmarkfor assessing risks periodically, with a Control Library for mechanisms in place tomitigate or manage the risks at a tolerable level.c) All programmes have an emergency component with standard minimum level ofreadiness to enable timely response to emergencies. The Disaster Risk Reduction unit(DRR) within Education Section works in close collaboration with the Committee ofEmergency Situations and the Rapid Emergency Assessment & Coordination Team(REACT) to ensure timely response.d) The Business Continuity Plan was last updated in February 2010 with the next updateto be done when DSS completes the Country Security Risk Assessment.e) The Risk Control Library of the RCSA has identified the Risk Responses and Controlsfor the moderate to highly rated risks of the office. The Office Risk Profile needs to bekept abreast capturing all internal and external operating changes. RCSA will be visitedquarterly at CMTs, or as warranted.4.1.3 Evaluation:The CO has systematised the development, as well as the monitoring of the progress, ofthe 2-year and the 6-year Integrated Monitoring and Evaluation Plans (IMEP). The twoIMEPs are developed based on the Government and CO data needs. Both IMEPs arereviewed by RO whose comments are incorporated. Final versions are reviewed at theCMT and approved by the Head of OfficeIMEP implementation is one of the management indicators of the CO and its progress isreviewed on a quarterly basis. IMEP‟s progress is also reviewed at internal Mid-year andAnnual Review meetings. Any changes follow the established mechanism. The M&EOfficer is responsible for monitoring the IMEP and provides technical support for planningand implementing studies, surveys and evaluations. The M&E Officer also keeps the ROinformed about the progress of IMEP and gets additional support if needed.All IMEP activities are conducted jointly with the relevant Government and DevelopmentPartners. The findings are widely used and disseminated for advocacy on result-basedpolicy development, implementation and reporting.
  19. 19. The CO did not conduct any Evaluations in 2010, the first year of the 6 year programmecycle. An evaluation is planned in 2011 in the Health programme, preparations for whichare underway.4.1.4 Information Technology and Communication:The following initiatives were taken by the offices based on the on-going management ofcustomers‟ requirements and performance assessment of the ICT services and accordingto the recommendations of the regional office colleagues: Establishing country ICT Working Group as per the recommendation of the UNICEF Regional Telecommunication Officer as a legal entity for inter-agency cooperation towards common approach for planning, conceptualising and implementing the ICT part of Business Continuity and routine ICT initiatives (2 meetings held since October 2010 involving UNDP, UNICEF, WFP & WHO). The Working Group‟s Terms of Reference are being formalised. Installation of the video conference equipment as a RO initiative and purchased out of the RO funds, to improve collaboration activities among different groups within the region and any other relevant parties. Substituting legacy 3Com switches with Cisco 3560 network switches to increase core throughput, sustainability and overall security of the office local area network. Taking into account the security situation within the country and in the adjacent countries, the CO remains with the existing connectivity plan (ISP for Internet, VSAT for ProMS and email as well as back-up for the entire link). ProMS version 9.1 has been successfully installed in the office.4.2 Fin Res & Stewardship4.2.1 Fund-raising & Donor Relations:Strengthening donor relations, particularly with the aim of raising additional resourcesfor the Country Programme and response to polio outbreak, was a major priority for theCO in 2010. The CO mobilised 130% of the resources required to meet the annual ORceiling. Ten per cent of total OR funds mobilised by the CO were raised to respond to thepolio outbreak in Tajikistan.In addition to raising funds for the Country Programme, the CP supported Tajikistan‟sNational Coordination Council on HIV/AIDS, Tuberculosis and Malaria in identifyingpriority areas for and developing a five-year country proposal and budget for Round 10of the GFATM Call for Proposals.All donor reports were submitted by the CO on time. The timely submission of donorreports is ensured through regular review of the status of reports during weekly SectionChief Meetings and monthly Programme Meetings. Donor report quality is ensuredthrough the review by Section Chiefs and the Deputy Representative and the subsequentclearance by the Head of Office.
  20. 20. The CO prioritises the optimal utilisation of funds. The average utilisation level of PBAsexpiring in 2010 was over 95 per cent. Only one out of 16 PBAs expiring during thereporting period was extended upon the CO‟s request. The effective monitoring of theuse of funds, particularly with the aim of avoiding unwarranted extension of PBAdurations, is ensured through the regular review of expenditure status during weeklySection Chief Meetings, monthly Programme Meetings, and quarterly CountryManagement Team Meetings.To showcase the impact of UNICEF programmes on the lives of children and women inTajikistan, the CO arranged field visits for several donors including the UK Departmentfor International Development (DFID) and Japan Committee Vaccines for the World‟sChildren. Donor agencies were regularly updated by the CO on the progress ofinterventions they supported.In 2011, the CO will further strengthen its fund-raising effort through packagingprogramme proposals and more proactive engagement with potential donors, both in thecountry and outside.4.2.2 Management of Financial and Other Assets:The CO received „partially satisfactory‟ rating in Operations Support in the recent internalaudit of February 2010. The only high risk area was in CRC processes. This auditrecommendation has since been fully implemented.The CO has a well functioning Contributions management mechanism. The M&E officerinforms the relevant programme and allocates the funds as approved by theRepresentative and based on the contribution agreement with donors. Budget utilisationprogress is tracked regularly in weekly Section Chief meetings, and in more detail at themonthly Programme Coordination meetings. The CO practises a non-extension policy oncontributions and makes all possible efforts to ensure the funds are used effectively ontime. The CO consults PARMO on contributions regularly and involves them in proposalwriting and reporting.Tajikistan is one of the 44 country offices submitting Bank Reconciliations on a quarterlybasis. Liquidation of Direct Cash Transfers (DCT) outstandings has been controlled belowthe benchmark levels in the first 3 quarters. However, as at 23rd December 2010, DCToutstandings between 6-9 months is 32% and outstandings > 9 months is 0.4% of totaloutstanding DCTs. The CO has submitted one DCT write-off request to the Comptrollerand response is awaited. Recent HACT Spot Check results show misappropriation offunds and discussions on remedial measures are on-going with the relevant partners.The RR and OR expenditures as of 23rd December are 92% and 94% respectively(excluding OBOs).The CO is unable to fund any exchange rate fluctuations after PBA expiry date, e.g.SM/2009/0280 (refer recent communication with Programme Accounts Unit of AccountsSection, DFAM).The CO would like to propose a regional hands-on training for Finance Assistants onVISION, now that they are certified in the IPSAS courses.
  21. 21. 4.2.3 Supply:With the increased HR capacity in Supply Unit since mid 2009, the supply function isbetter managed with increased oversight and fair distribution of work. The CO has alarge component of Supply delivery, amounting to approx. 30% of total expenditures in2010, compared to 37% in 2009.The number of PGMs in the Supply Plan at the end of 1st Q (59) differed considerablyfrom the number of total PGMs raised by the end of 2010 (121). This could be due toMOUs with de-centralised district governments that were signed only in the 2nd Q.Procurement Service clients are mainly Global Fund (through UNDP) and the RepublicanImmuno-prophylactic Center (RCIP). The RCIP does not have the capacity to workindependently with the PS orders and needs a significant amount of assistance from theCO.A Local Market Research was recommended by the Internal Audit. Only 7 biddersresponded and 5 already work with UNICEF. Tajikistan‟s local market is limited andsuppliers agreeable to working with UNICEF‟s terms and conditions are few (reluctanceto complete Supplier Profile information). The Market Research is not expected to bringmuch added value.The CO shares bidding documents and LTAs with other agencies to avoid duplications,e.g. printing. UNDP and UNICEF share and accept bid results for other categories, whena need arises. Logistics Capacity Assessment (LCA) report was shared by WFP withOperations Management Team.UNICEF rents one commercial warehouse for emergency stocks and another is a UNDPrented warehouse. Government warehouses are not available or with very poorconditions. UNITRACK works well for Tajikistan.CO has made progress in listing all key government counterpart Ministries as theConsignees for off-shore supplies, making them responsible for customs clearance,handling and transportation from entry ports.The CO received valuable and timely support from SD in raising Construction Contracts>US$100k.4.3 Human Resource Capacity: In 2010 the CO recruited two international officers, four national officers and five assistants. During this year, one NO and two assistants resigned to pursue advanced studies. As of Dec. 2010, the office is fully staffed, except for one NO post. The L3 post in ECD is unfunded and vacant. The trend of young, talented staff applying for scholarships overseas and leaving the organisation is worrying. A high turn-over rate therefore is a concern, especially when the CO has invested in staff development/training and considerable efforts in refilling the posts.
  22. 22.  The 2009 PER completion rate by all 3 parties by Feb. 2010 was 60%. E-Pas completion rate by international staff was 100% by set deadlines. Work overload is a common concern across the office and the work/life balance is hard to meet. A Peer Support Volunteer has been appointed but has not yet been trained. This is planned for early 2011.  The 10 minimum standards on HIV in workplace were displayed on the office bulletin board for a period of 3 months earlier in the year.4.4 Other Issues4.4.1 Management Areas Requiring Improvement: A well developed Monthly Travel Plan has resulted in joint field trips by different sections. UNICEF will be using the Logistics Capacity Assessment done by WFP in late 2010 and will not be conducting its own. Recruiting 3 Field Monitors on SSAs from April 2010 has reduced office staff travels from Dushanbe to the field. Two of the three Field Monitors share UN premises, rent-free or for a minimal rent. Sharing of second warehouse with UNDP is a common premises initiative. Another office move was averted, with a considerable cost saving to UNICEF. UNRC was close to making a final decision on agencies to move out of the current Common Premises 2, due to security reasons related to the structural soundness of the building. UNICEF HQ and RO staff visited Dushanbe for an assessment and considered the current building as adequate and appropriate, compared to other options proposed. With some more security measures to be implemented in the current building, UNICEF informed UNRC and UNDSS of UNICEF‟s position to remain in the current building (finally, other agencies also did not move).The initial cost saving in yr. 1 was approx. US$225k and the savings in annual rent was approx. US$70k.4.4.2 Changes in AMP: The CO will be making a submission to PBR in February 2011 for a change in the office structure to fill HR gaps. Upgrading of the Operations Manager‟s post, establishing a L3 Programme Communication Specialist‟s post and establishing a national ECD Officer post at NOB are among the priorities. Evaluating the programme priority districts and making changes, based on lessons learnt from 2010. The CO had signed MOUs with 8 priority districts for 2010/2011 and is considering some additions in 2011, while scaling down with 2 or 3 districts with better social indicators in 2011. Out-posted Field Monitor (FM) positions to be evaluated in early 2011 for cost benefit analysis, since 2010 was the first year that the CO engaged Field Monitors. If it is found to work well for the programme, then the contracts of the FMs and their duty stations will need to be reviewed and changed as necessary.
  23. 23.  Implementing Partners who underwent micro-assessment under the HACT framework will need to be trained in UNICEF‟s Cash Transfer modalities and financial procedures. A Project Manager‟s Manual should be developed for their easy reference.5. STUDIES, SURVEYS, EVALUATIONS & PUBLICATIONS5.1 List of Studies, Surveys & Evaluations:1. The impact of migration on the children left behind2. Adolescent and youth perspectives on education quality in Tajikistan3. Situation Assessment and Analysis of Children’s and women’s Rights4. Baseline assessment in the priority districts focusing on availability of basic socialservices5. Study on Suicide among children and youth in Tajikistan6. Demand-Side Interventions on Girls’ Education in Tajikistan: a Needs Assessment7. Gender Assessment of Country Programme5.2 List of Other Publications1. Micronutrient Status Survey in Tajikistan, 20096. INNOVATION & LESSONS LEARNED:Title: Decentralised support to deliver equitable results for children inTajikistanContact Person: Hongwei Gao, hgao@unicef.orgAbstract:The main purpose of sharing is to highlight some of the CO‟s effective initiatives centredaround decentralization and social budgeting work. Building on field experience andworking in alliance with other development partners, the CO collaborates withgovernments at all levels to stimulate dialogue on macro-level policies that guidenational frameworks, legislative reform and budgetary allocations affecting children andwomen. The CO continues advocating for actions, building capacities and leveragingresources to ensure that budget and policies support children‟s needs and rights.Innovation or Lessons Learned:Strengthening partnerships: Through regular interaction and collaboration with thegovernment at central and local levels, the CO intends to build on achieved results,which include, among others, the government‟s improved appreciation of children‟srights and main social sector challenges, as well as an agreement to increase socialsector expenditure.Technical expertise and advocacy: The CO has proven itself as a leading agency inproducing diverse technical materials and evidence-based, action-oriented policies tosupport the implementation of the government‟s social development agenda and protectthe rights of children. This helps demonstrate to both the Government and Development
  24. 24. Partners the need to more effectively invest resources in the social sectors, andparticularly in children.Challenges: Insufficient institutional and human capacities of central and localgovernments as well as fragmentation of the budget process and the evolving system ofintergovernmental relations. Transparency and public discussion of spending priorities inthe legislature, civil society, and the media are still at an early stage.Potential Application:Decentralization and social budget work should be focused on building long-termcapacities and institutions at all levels for child-friendly policies. In hard economic timeswhen public sector and household resources are tight, it is particularly important toensure that public finance policies and local development plans are geared towardsprotecting services for children. Without this protection, not only the progress towardachieving the MDGs could be threatened, but the foundation for future economic growthwould be weakened.Issue/Background:As part of its decentralised strategy the CO started a direct partnership with localgovernments of eight poor districts in 2010, in order to enhance programme synergyand provide equitable basic social services for poor children and women.In 2010, the country office has continued working closely with the governments atcentral and district levels as well as with DPs on the implementation of the Medium TermExpenditure Framework (MTEF) (in the MoF and social sector ministries) and the PublicFinancial Management (PFM) reforms to support policy dialogue for leveraging resourcesfor social development.Strategy and Implementation:A tripartite MOU between UNICEF, local authorities of eight priority districts and theMinistry of Economic Development and Trade was signed on 11 th April 2010. Within theframework of the Local Development Plans, local authorities developed Work Plans whichserved as the basis for development action. This is done in cooperation with the CO andwith the participation of Oblast Governments, MoEDT and other line ministries. Thisinitiative intends to build capacity and commitment to prioritize and increase socialsector allocations in local budgets and development plans.On 9th June 2010, the CO signed a MOU with the MoF on implementation of keycomponents of the PFM strategy. A joint project aims to support implementation ofready-to-use software for preparation and execution of budgets in all financedepartments across the country. This will facilitate monitoring, reporting and informationexchange. The MoF employees have also acquired necessary skills in operating thesystem, including producing required statements and performance indicators ineducation, health and child-sensitive social protection, and transmitting the data to theMOF. The overall objective is to build long-term capacities for child-friendly budgeting.Progress and Results:Results achieved within the framework of decentralization approach included: (i)providing support to eight local district authorities in the elaboration of socialdevelopment plans to promote social development for children and women, (ii) providing
  25. 25. direct budget support to local authorities via Direct Cash Transfer to supportimplementation of the Work Plans. Although it is premature to assess the impact of theapproach, there are encouraging improvements in social sector outcomes.Under the joint UNICEF- MoF project, budget planning/ execution software has beeninstalled in all 73 finance departments. The MoF‟s specialists have also been trained onfinancial issues.Next Steps:In 2011, the CO will expand the decentralized cooperation programme to 4 new districts,bringing the total number of priority districts to 12.The CO will also continue implementation of the MTEF and PFM reform to ensure that thesocial sector budget is more effectively channeled towards the priority needs of childrenand women.7. SOUTH-SOUTH COOPERATION:The Government of Tajikistan, following the polio outbreak, appealed to internationaldonor agencies for support. They also used GoT channels to request assistance fromnon-traditional donors. In response to the polio outbreak, the Government of Indiacommitted US$330,000 to support the Ministry of Health of Tajikistan through the supplyof polio vaccine, facilitated by UNICEF. The Indian Government support was timely andhighly appreciated by GoT and UNICEF. Through bi-lateral agreement the IndianGovernment intends to continue supporting MoH in renovation of some hospitals andprovision of basic medical equipment in 2011 and 2012.In 2010 the CO supported the GoT in organising the high-level international conferenceon the mid-term comprehensive review of the implementation of the InternationalDecade for Action “Water for Life”, 2005-2015, from June 8-10 in Dushanbe. Theconference provided a venue for southern countries to share their views on water-relatedissues, discuss cooperation, and come up with concrete plans for the implementation ofinternationally agreed water-related goals. At the request of the Government, the COorganised a national children‟s drawing exhibition “Water Through Children‟s Eyes” aspart of the Conference. The exhibition enabled over 120 children to present their viewsand voice concerns about various problems related to the lack of safe drinking water inhouseholds and schools across the country. The exhibition was visited by the Presidentof Tajikistan, Mr. Emomali Rahmon, and UN Under-Secretary General for Economic andSocial Affairs, Mr. Sha Zukang.

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