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Key achievements and priorities
UNDP Tajikistan Country Office
UNDP Tajikistan in a snapshot
Key achievements in 2010:oThe highest (and record!) delivery in the region –oalmost $40 million (~$42 million including management budget) oDespite 10% decrease in TRAC funding;o2010 Delivery is 14 million higher that in the previous year.oThe champions on delivery (83% of CO delivery):
o GFATM Projects – $24.9 milliono Communities Programme – $5.3 milliono DRMP – $3.3 million
Position in RBEC Landscape Tool in 2010
Delivery Overview 2010:
oProgramme Budget 2010: $45,5 milliono2010 Delivery Target: $40 millionoDelivery Ratio out of Programme Budget: 87%oDelivery Ratio out of Annual Delivery Target: 100% (!!!)
oProgramme Budget 2010: $45,5 milliono2010 Delivery Target: $40 millionoDelivery Ratio out of Programme Budget: 87%oDelivery Ratio out of Annual Delivery Target: 100% (!!!)
Delivery 2010 by Thematic Areas
Fundraising Efforts in 2010oGood fundraising of the Country Office in the amount of $23 million (as compared to planned $20 million);oMain donors:
o EU – $9.8 millionoDFID – $8 millionoBCPR – $1.8 million
oGood fundraising of the Country Office in the amount of $23 million (as compared to planned $20 million);oMain donors:
o EU – $9.8 millionoDFID – $8 millionoBCPR – $1.8 million
Delivery Trends 2005-2010:
Delivery Trends for future years: Government expressed concerns about budget in CPAP (high resource mobilization planned);However, with current tendency we can significantly overcome this figure:
With current trend the delivery may go even beyond $230 million
This means possible 138% delivery for CPAP
Government expressed concerns about budget in CPAP (high resource mobilization planned);However, with current tendency we can significantly overcome this figure:
With current trend the delivery may go even beyond $230 million
This means possible 138% delivery for CPAP
Other Achievements in 2010oFirst time for the last several years the CO received “Satisfactory” rating for NIM audit;oUnified programmatic approach to Environment and Energy Projects;oEnhanced cross-practice cooperation;oJoint effort of several projects for development of TAPRI project.
oFirst time for the last several years the CO received “Satisfactory” rating for NIM audit;oUnified programmatic approach to Environment and Energy Projects;oEnhanced cross-practice cooperation;oJoint effort of several projects for development of TAPRI project.
Key achievements in 2011:New Initiatives
oCatalyzing Capacities for Mine Action in Tajikistan and Going Beyond to Development;oSupport to NDS/PRS Monitoring;oSupport for the Preparation of TNC to the UNFCCC;o(expected) Promotion of Technology Transfer of Renewable Energy
Key achievements in 2011:New Initiatives (potential)
oJoint Agency Programme for the Rasht Valley is discussed to be submitted to UNTFHS;oConflict prevention initiatives are discussed for funding by BCPR and PBF;oCross-cooperation between Tajikistan and Kyrgyzstan;oPPCR Phase 2 discussed (potentially for DRM and E&E Programmes)
Key achievements in 2011:Scaling-Up
Two projects prepared and funded as a follow up to Scaling-Up Report of J.Linn:oSupport to Local Economic Initiatives in Khatlon (to be implemented by CP)oScaling Up Effective Management Planning in Protected Areas of Tajikistan (to be implemented by Energy and Environment Programme)
Key achievements in 2011:Visit of UNDP Administrator
oSuccessful visit with good impressions from Administrator;oIntegrated Rural Development Model in Vakhdat presented as one of the most successful examples in HQ (also mentioned in UNDP Rio+20 successful examples)
Key achievements in 2011:Current Delivery: $34.8mln.
Planned delivery (as planned in Strategic Note): $37mln.Current delivery is higher (by $5mln. as compared to the same period of 2010Current Budget: $48,8mln.Will definitely go beyond the planned amount (have potential of higher delivery than in 2010; with 1mln less core resources)
Delivery Overview 2011:
oCurrent Programme Budget 2010: $48,8 milliono2011 Delivery Target: $37 millionoCurrent delivery ratio out of Programme Budget: 71%oCurrent Delivery Ratio out of Annual Delivery Target: 94%
oCurrent Programme Budget 2010: $48,8 milliono2011 Delivery Target: $37 millionoCurrent delivery ratio out of Programme Budget: 71%oCurrent Delivery Ratio out of Annual Delivery Target: 94%
Current Resource Mobilization status :Current Fundraising: $12.5mln.
Additional $32mln expected through contracts with GFATM (confirmed)Additional $2mln expected from GEFPlanned Fundraising (SN): $40mln.If all plans are realized office may fundraise at least $6.5mln. more than planned
Current Resource Mobilization status (cont) :
Current Resource Mobilization status (cont) :
Current Resource Mobilization status (cont):
Strategic objectives:- Poverty reduction and economic development conditions reimproved, with particular focus on the rural poor, women and marginalized people.•Linking NDS/PRS implementation and monitoring with sub-national development programmes (regional strategic plan and District Development Plans);•Advocating of MDG Acceleration Framework among UN and other agencies for speeding up achievement of MDGs;•Scaling up of sustainable local development initiative both horizontally and vertically;•Develop and promote Public Private Partnership;
-Funding for 2010-2015 (as per CPAP): 15,2 million USD- Geographic coverage: whole Tajikistan with focuses on Soughd and Khatlon regions
Strategic objectives:- Poverty reduction and economic development conditions reimproved, with particular focus on the rural poor, women and marginalized people.•Linking NDS/PRS implementation and monitoring with sub-national development programmes (regional strategic plan and District Development Plans);•Advocating of MDG Acceleration Framework among UN and other agencies for speeding up achievement of MDGs;•Scaling up of sustainable local development initiative both horizontally and vertically;•Develop and promote Public Private Partnership;
-Funding for 2010-2015 (as per CPAP): 15,2 million USD- Geographic coverage: whole Tajikistan with focuses on Soughd and Khatlon regions
Poverty Reduction & Achievements of MDGs
Key achievements in 2011
• MDG progress report identified the Goals where Tajikistan is behind the target;
• MDG Acceleration Framework Action Plan with small energy as a driving sector for achieving MDG;
• Poverty Reduction Strategy-3 for 2010-2012 with improved M&E system;
• Local Economic Development approach applied in those districts, where District Development Plans elaborated;
• Improved women access to local services (3500 women)• Scaling up of Area Based Development approach through Rural
Growth Programme and Tajik-Afghan Poverty Reduction Initiative;
Partnership & Resource mobilization:• MEDT, Statagency, MLRWR, NBT, MOA• DFID, ADB, SDC, WB, Government of Finland, Government of Japan,
Government of Norway • About 2 mln USD will be mobilized under Poverty portfolio
• MDG progress report identified the Goals where Tajikistan is behind the target;
• MDG Acceleration Framework Action Plan with small energy as a driving sector for achieving MDG;
• Poverty Reduction Strategy-3 for 2010-2012 with improved M&E system;
• Local Economic Development approach applied in those districts, where District Development Plans elaborated;
• Improved women access to local services (3500 women)• Scaling up of Area Based Development approach through Rural
Growth Programme and Tajik-Afghan Poverty Reduction Initiative;
Partnership & Resource mobilization:• MEDT, Statagency, MLRWR, NBT, MOA• DFID, ADB, SDC, WB, Government of Finland, Government of Japan,
Government of Norway • About 2 mln USD will be mobilized under Poverty portfolio
Key constraints
• Complicated business and investment environment with weak business intermediary institutions and low capacity and expertise of authorities in economic development;
• The economic reforms including agrarian are not localized and public-private partnership and dialogue is not existent;
• No clear linkage between planning and budgeting processes and slow implementation of country reforms.
• Complicated business and investment environment with weak business intermediary institutions and low capacity and expertise of authorities in economic development;
• The economic reforms including agrarian are not localized and public-private partnership and dialogue is not existent;
• No clear linkage between planning and budgeting processes and slow implementation of country reforms.
Duration: 2003 – 2014Overall Funding: 111 mln USDBudget for 2011: 25,3 million USD Program Funding for 2010-2015: 90 million USD as per CPAPGFATM pipeline for 2011-2014: 35 mln USDGeographic coverage: nationwide
CPAP outcome:The spread of HIV/AIDS and TB epidemics is halted and Malaria is eliminated by 2015, in line with MDGs
Duration: 2003 – 2014Overall Funding: 111 mln USDBudget for 2011: 25,3 million USD Program Funding for 2010-2015: 90 million USD as per CPAPGFATM pipeline for 2011-2014: 35 mln USDGeographic coverage: nationwide
CPAP outcome:The spread of HIV/AIDS and TB epidemics is halted and Malaria is eliminated by 2015, in line with MDGs
HIV/AIDS, TB and Malaria Control Program
Resource mobilization:GFATM Round 8 Phase 2: 35 mln USD for 2011-2014 (UNDP PR)GFATM Round 11: TA for country proposal –100mln USD
Key achievements and impact•Successful resource mobilization and scaling up HTM program (8 GFATM grants, 115 mln USD for 2003-2014)
• Accelerated treatment of PLWH (from zero in 2006 to 712 in 2011).
• Notable knowledge and behavior changes among MARPs and young people (>80 % of condom and syringe use)
• Sustainable success cure rate for TB – 82,7% and 80% in prisons
• Successful piloting of MDR TB in 2009 – 590 patients enrolled
• Continuous decrease of malaria morbidity (37% less than in 2009) and 80% coverage of vulnerable households by vector control
• Support to strategic planning of national HIV, TB and Malaria response
Strategic priorities in health• Build country capacity by strengthening the programmatic implementation capacities of government, local implementing partners serving as SRs, and CCMs in their national responses
• Support community system strengthening through promotion of the role of CSO/NGOs in health governance, enabling environment and service delivery.
• Alignment of GFATM grants with national development plans and poverty reduction strategies and promotion of appropriate public sector reform and anti-corruption initiatives in health care sector.
• Advance human rights and gender equality agenda for the HTM response in line with UNDP’s role as a cosponsor of UNAIDS and UNDP’s core mandates .
• Build country capacity by strengthening the programmatic implementation capacities of government, local implementing partners serving as SRs, and CCMs in their national responses
• Support community system strengthening through promotion of the role of CSO/NGOs in health governance, enabling environment and service delivery.
• Alignment of GFATM grants with national development plans and poverty reduction strategies and promotion of appropriate public sector reform and anti-corruption initiatives in health care sector.
• Advance human rights and gender equality agenda for the HTM response in line with UNDP’s role as a cosponsor of UNAIDS and UNDP’s core mandates .
Key constraints
• Insufficient capacities of local implementing partners to ensure management of complex health care programs in transparent and efficient manner in compliance with rigid donor requirements;
• Lack and frequent turnover of qualified human resources due to very low salary scale for health care;
• Minimum government contribution to the sector – only 2% of GDP, which creates high dependence of health care sector on external donors support and hence, lack of ownership for the donor-driven programs.
• Insufficient capacities of local implementing partners to ensure management of complex health care programs in transparent and efficient manner in compliance with rigid donor requirements;
• Lack and frequent turnover of qualified human resources due to very low salary scale for health care;
• Minimum government contribution to the sector – only 2% of GDP, which creates high dependence of health care sector on external donors support and hence, lack of ownership for the donor-driven programs.
Good Governance Strategic objectives:
- Good governance and economic growth are jointly enhanced toreduce poverty, unlock human potential, protect rights and improvecore public functions. There is improved access for the vulnerableto quality basic services in health, education and social welfare.
- Duration: 2010-2015- Funding for 2010-2015 (as per CPAP): 21 million USD- Geographic coverage: Nationwide and northern Afghanistan
Strategic objectives:
- Good governance and economic growth are jointly enhanced toreduce poverty, unlock human potential, protect rights and improvecore public functions. There is improved access for the vulnerableto quality basic services in health, education and social welfare.
- Duration: 2010-2015- Funding for 2010-2015 (as per CPAP): 21 million USD- Geographic coverage: Nationwide and northern Afghanistan
• Portfolio consolidation through Governance Strategy;• New Human Development Initiative foster policy advice in
key socio-economic areas;• Aid Transparency enhanced by supporting Foreign Aid
Database, reports & mapping;• Investment Promotion through Agribusiness Forum in
Tajikistan;• Strengthened corruption prevention capacity & public
awareness raised;• Border control capacity along Tajik and Afghan borders
reinforced
• Portfolio consolidation through Governance Strategy;• New Human Development Initiative foster policy advice in
key socio-economic areas;• Aid Transparency enhanced by supporting Foreign Aid
Database, reports & mapping;• Investment Promotion through Agribusiness Forum in
Tajikistan;• Strengthened corruption prevention capacity & public
awareness raised;• Border control capacity along Tajik and Afghan borders
reinforced
Key achievements & impact
• Foster Public Administration Reform/Institutional Strengthening;• Mainstream Human Development Concept at all levels;• Seize opportunities in financing for development through aid
effectiveness and FDI Promotion;• Promote coordination and aid alignment through Joint Country
Partnership Strategy;• Assess Corruption Integrity Risk Water & Education Sectors;• Tajik-Afghan border management & poverty reduction in trans-
boundary territories;• Improve cross-border cooperation between Afghanistan,
Tajikistan & Uzbekistan;
Partnership and resource mobilization:• Gov-t of TJK, DFID, Gov. of UK, EU, ADB, SDC, SIDA, OGC;• At least, 2 mln USD to be mobilized under Good Governance.
• Foster Public Administration Reform/Institutional Strengthening;• Mainstream Human Development Concept at all levels;• Seize opportunities in financing for development through aid
effectiveness and FDI Promotion;• Promote coordination and aid alignment through Joint Country
Partnership Strategy;• Assess Corruption Integrity Risk Water & Education Sectors;• Tajik-Afghan border management & poverty reduction in trans-
boundary territories;• Improve cross-border cooperation between Afghanistan,
Tajikistan & Uzbekistan;
Partnership and resource mobilization:• Gov-t of TJK, DFID, Gov. of UK, EU, ADB, SDC, SIDA, OGC;• At least, 2 mln USD to be mobilized under Good Governance.
Strategic priorities
• Poor capacity of Government institutions and lack of intergovernmental cooperation to implement sound Governance reforms in an inclusive and participatory manner;
• Civil society institutions do not effectively participate in governance reform and have low capacity to be engaged in local development, social advocacy and social service delivery;
• Weak border control capacities along Tajik-Afghan border to facilitate local economic development initiatives.
• Poor capacity of Government institutions and lack of intergovernmental cooperation to implement sound Governance reforms in an inclusive and participatory manner;
• Civil society institutions do not effectively participate in governance reform and have low capacity to be engaged in local development, social advocacy and social service delivery;
• Weak border control capacities along Tajik-Afghan border to facilitate local economic development initiatives.
Key constraints
Crisis Prevention and Recovery/Support to Tajik Mine Action Program
Key achievements & impactKey achievements & impact
•1,9 sq.km of the land cleared annually and 75% since beginning of program• 52 sqm km of safe land released for population since 2003. •21 % of total number of victims and victims’ families received different social-economic and medical rehabilitation.•75000 people receive mine risk education annually•Reduced number of casualties among civil population
•1,9 sq.km of the land cleared annually and 75% since beginning of program• 52 sqm km of safe land released for population since 2003. •21 % of total number of victims and victims’ families received different social-economic and medical rehabilitation.•75000 people receive mine risk education annually•Reduced number of casualties among civil population
Strategic priorities
• Nationalisation of mine action authority and building technical capacities of this national body;
• Implementation of Ottawa mine ban treaty obligations (clearance of all priority areas by 2015);
• Ensure the socio-economic support for up to 60 % of the mine/ERW victims and their family members through mainstreaming MVA to broader PR and PwD programs.
• Ensure gender-responsive and quality MRE in all mine-affected regions (coverage of 75000 people annually).
• Nationalisation of mine action authority and building technical capacities of this national body;
• Implementation of Ottawa mine ban treaty obligations (clearance of all priority areas by 2015);
• Ensure the socio-economic support for up to 60 % of the mine/ERW victims and their family members through mainstreaming MVA to broader PR and PwD programs.
• Ensure gender-responsive and quality MRE in all mine-affected regions (coverage of 75000 people annually).
Key constraints
• Lack of national ownership for the program and unwillingness of the Government to take responsibility for management and coordination of demining works (as a result delayed nationalization of Tajik Mine Action Center);
• Funding constraints to ensure full-scale implementation of mine risk education in hazard areas;
• Tajik-Uzbek political complications preventing implementation of comprehensive survey at the Tajik-Uzbek border and, thus, lack of clear data on the scope and location of mine hazard at the border areas.
• Lack of national ownership for the program and unwillingness of the Government to take responsibility for management and coordination of demining works (as a result delayed nationalization of Tajik Mine Action Center);
• Funding constraints to ensure full-scale implementation of mine risk education in hazard areas;
• Tajik-Uzbek political complications preventing implementation of comprehensive survey at the Tajik-Uzbek border and, thus, lack of clear data on the scope and location of mine hazard at the border areas.
-Duration: 2010-2015 as per CPAP and DRMP ProDoc-Funding for 2010-2015 (as per CPAP): 10.8 million USD- Geographic coverage: country wide with focus on areas at risk and affected by disasters
Strategic objective:
Decreased risk of natural and man-made hazards to rural and urban livelihoods; infrastructure and recovery mechanisms in place.
-Duration: 2010-2015 as per CPAP and DRMP ProDoc-Funding for 2010-2015 (as per CPAP): 10.8 million USD- Geographic coverage: country wide with focus on areas at risk and affected by disasters
Strategic objective:
Decreased risk of natural and man-made hazards to rural and urban livelihoods; infrastructure and recovery mechanisms in place.
Crisis Prevention and Recovery/Disaster Risk Reduction
Key achievements & impact
• National Disaster Risk Management Strategy and Action Plan 2010-2015 were approved by the Government of RT;• Risk monitoring and warning system nationalized/transferred to MoEDT:• DRM mainstreamed into local planning through 16 District Development
Plans; • National DRM capacity strengthened (COES capacity building);• Effective support to coordination, response and recovery operations
(REACT, response/recovery to earthquake in Vanj and floods in Khatlon);• Unified National Risk Assessment Methodology developed and piloted;• Over 160,000 people supported in recovery from compound crisis and
natural disasters through UNDP AOs;
• National Disaster Risk Management Strategy and Action Plan 2010-2015 were approved by the Government of RT;• Risk monitoring and warning system nationalized/transferred to MoEDT:• DRM mainstreamed into local planning through 16 District Development
Plans; • National DRM capacity strengthened (COES capacity building);• Effective support to coordination, response and recovery operations
(REACT, response/recovery to earthquake in Vanj and floods in Khatlon);• Unified National Risk Assessment Methodology developed and piloted;• Over 160,000 people supported in recovery from compound crisis and
natural disasters through UNDP AOs;
Strategic priorities
• DRR mainstreaming into development toolkit/Piloting with UNDP projects.• National Platform for DRR established;• NDRMS monitoring and funding mechanisms operational;• National Risk Monitoring and Warning System operational;• National Recovery Framework agreed by GoT and REACT/ER
Capacity built;• Integration of climate risk management into DRM;• Integration of Gender issues into DRM;• Ensuring Safe-housing during the disaster recovery;• Improving disaster preparedness and response capacities of
GoT and REACT
• DRR mainstreaming into development toolkit/Piloting with UNDP projects.• National Platform for DRR established;• NDRMS monitoring and funding mechanisms operational;• National Risk Monitoring and Warning System operational;• National Recovery Framework agreed by GoT and REACT/ER
Capacity built;• Integration of climate risk management into DRM;• Integration of Gender issues into DRM;• Ensuring Safe-housing during the disaster recovery;• Improving disaster preparedness and response capacities of
GoT and REACT
Key constraints
• Limited pool on disaster risk management expertise in the country;
• Lack of coordination within the Government on disaster risk management issues;
• Disaster risk management issues are not prioritized on the government agenda.
• Limited pool on disaster risk management expertise in the country;
• Lack of coordination within the Government on disaster risk management issues;
• Disaster risk management issues are not prioritized on the government agenda.
Strategic objectives:Improved environmental protection,sustainable natural resources management and increased access to alternative renewable energy.
-Duration: 2010-2015-Funding for 2010-2015: 12 million USD- Geographic coverage: whole Tajikistan with focus on Districts of Republican Subordination, Soughd regions
Strategic objectives:Improved environmental protection,sustainable natural resources management and increased access to alternative renewable energy.
-Duration: 2010-2015-Funding for 2010-2015: 12 million USD- Geographic coverage: whole Tajikistan with focus on Districts of Republican Subordination, Soughd regions
Energy and Environment
Key achievements & impact
• Legislative and regulatory framework and affordable financing mechanisms developed for promotion of small-scale renewable energy;
• Integrated Rural Development Model piloted in Vahdat, in order to develop capacities in deployment of renewable energy technologies;
• Protected Areas (PA) system strengthened through introduction and development of PA management plans, including financing plans for 3 PAs;
• Poverty and environment linkages integrated into planning methodology applied in 14 districts;
• Models for environmental sustainability at the community level demonstrated through 25 demo projects, to promote energy efficiency, agrobiodiversity conservation, sustainable land and forestry management.
• Legislative and regulatory framework and affordable financing mechanisms developed for promotion of small-scale renewable energy;
• Integrated Rural Development Model piloted in Vahdat, in order to develop capacities in deployment of renewable energy technologies;
• Protected Areas (PA) system strengthened through introduction and development of PA management plans, including financing plans for 3 PAs;
• Poverty and environment linkages integrated into planning methodology applied in 14 districts;
• Models for environmental sustainability at the community level demonstrated through 25 demo projects, to promote energy efficiency, agrobiodiversity conservation, sustainable land and forestry management.
Strategic priorities• Scaling up Integrated Rural Development model to facilitate
technology transfer and build capacities of stakeholders to efficiently deploy renewable energy technology;
• Strengthening the institutional framework for climate change, environmental education, land management & protected areas;
• Introduction of poverty-environment linkages into PRS monitoring;
• Support development of the national policy for agrobiodiversity conservation;
• Promotion of sustainable transport management in Dushanbe;
• Contribution to Water Sector Reform through development of Integrated Water Resource Management framework.
• Scaling up Integrated Rural Development model to facilitate technology transfer and build capacities of stakeholders to efficiently deploy renewable energy technology;
• Strengthening the institutional framework for climate change, environmental education, land management & protected areas;
• Introduction of poverty-environment linkages into PRS monitoring;
• Support development of the national policy for agrobiodiversity conservation;
• Promotion of sustainable transport management in Dushanbe;
• Contribution to Water Sector Reform through development of Integrated Water Resource Management framework.
Key constraints• Lack of expertise to develop functioning supply chains for
renewable energy systems;
• Weak institutional framework for issues, such as climate change, environmental education, land management & protected areas;
• Limited knowledge and expertise on environmental issues within the country.
• Lack of expertise to develop functioning supply chains for renewable energy systems;
• Weak institutional framework for issues, such as climate change, environmental education, land management & protected areas;
• Limited knowledge and expertise on environmental issues within the country.
Communicating for results
Key achievements and impact• Systematic coverage of UNDP activities through regular
issues of “Cooperation” tabloid in Asia Plus newspaper and website, in Tajik, Russian and English, 7 press-conferences, 40 thematic press-releases and articles, 13 TV programs;
• UNDP activities in the field covered through 21 mobile theatre performances, 6 press tours for journalists, etc.;
• Political involvement covered through MDG documentary with President’s interview demonstrated at UNDP HQ in September 2010, and video UNDP Administrator’s visit to Tajikistan broadcasted on CNN;
• To build staff capacities on communication, competition on success stories held among field offices, and a series of media trainings for staff conducted.
• Systematic coverage of UNDP activities through regular issues of “Cooperation” tabloid in Asia Plus newspaper and website, in Tajik, Russian and English, 7 press-conferences, 40 thematic press-releases and articles, 13 TV programs;
• UNDP activities in the field covered through 21 mobile theatre performances, 6 press tours for journalists, etc.;
• Political involvement covered through MDG documentary with President’s interview demonstrated at UNDP HQ in September 2010, and video UNDP Administrator’s visit to Tajikistan broadcasted on CNN;
• To build staff capacities on communication, competition on success stories held among field offices, and a series of media trainings for staff conducted.
Communicating for results
Strategic priorities
• Systematic coverage of UNDP activities through regular issues of “Cooperation” tabloid in Asia Plus newspaper and website, in Tajik, Russian and English, mobile theatre performances;• Promotion of UNDP through modern social
media: Facebook and Twitter;• Update new UNDP TJ Website;• Publish at least 9 success stories brochure on
Tajik and English to promote UNDP nationally and globally;
• Systematic coverage of UNDP activities through regular issues of “Cooperation” tabloid in Asia Plus newspaper and website, in Tajik, Russian and English, mobile theatre performances;• Promotion of UNDP through modern social
media: Facebook and Twitter;• Update new UNDP TJ Website;• Publish at least 9 success stories brochure on
Tajik and English to promote UNDP nationally and globally;
QUESTIONS?
