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Economic and Social Connections: A Multi-‐Input Area Development Financing Facility for Tajikistan

(ESCoMIAD)

Quarterly Report #5 Reporting Period: October 1, 2015 – December 31, 2015

USAID Grant Number: AID-‐176-‐A-‐14-‐00009

Agreement Signatory: Aga Khan Foundation U.S.A.

Total Alliance Duration: October 1, 2014 -‐ September 30, 2019

Submitted on: January 31, 2016

By: Amin Virani, Program Coordinator Aga Khan Foundation Tajikistan

137 Rudaki Street Dushanbe, Tajikistan [email protected]

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Table of Contents

I. Acronyms 3 II. Executive Summary 5 III. Goals and Objectives during the Reporting Period (October 1, 2015 – 6

December 31, 2015)

Objective 1 -‐ Improve socioeconomic conditions for residents of the target areas 6

Objective 2 -‐ Create flexible, sustainable financing facility to fund private 20 investment and social development activities for decades to come

IV. Challenges Encountered and Lessons Learned V. Monitoring and Evaluation VI. Looking ahead: Plans for the next three months VII. Environment VIII. Budget

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I. Acronyms AKDN Aga Khan Development Network AKF Aga Khan Foundation AKF Tjk Aga Khan Foundation Tajikistan AKF USA Aga Khan Foundation U.S.A. AKFED Aga Khan Fund for Economic Development AKHS Aga Khan Health Services AKHS Afg Aga Khan Health Services, Afghanistan AMEP Activity Monitoring and Evaluation Plan AMFOT Association of Microfinance Organizations in Tajikistan AOR Agreement Officer's Representative BSC Business Service Center CBHP Cross Border Health Programme CBSG Community-‐Based Savings Group CHC Comprehensive Health Clinic CIG Common Interest Group CYST Committee of Youth Affairs, Sport and Tourism DED District Education Department DFO District Field Officer DoH Department of Health ECoP Education Community of Practice EMMP Environmental Mitigation and Monitoring Plan ENT Ear, Nose and Threat ERC Environmental Review Checklist ESCoMIAD Economic and Social Connections: A Multi-‐Input Area Development

Financing Facility for Tajikistan

FMFB-‐T The First MicroFinance Bank, Tajikistan GBAO Gorno-‐Badakhshan Autonomous Oblast HPP Hydro Power Plant IPD Institute for Professional Development IR Intermediate Result ITB Internationale Tourismus-‐Börse KOGH Khorog Oblast General Hospital M&E Monitoring and Evaluation MC Mahalla Committee MDO Micro Deposit Organization MERL Monitoring, Evaluation, Research and Learning MFS Mobile Financial Services MIS Management Information System MLO Micro Loan Organization MSDSP Mountain Societies Development Support Programme MSME Micro, Small and Medium Enterprise

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MTD Methodological Training Day NBT National Bank of Tajikistan P2P Peer-‐to-‐peer PE&L Pamir Express and Logistics PECTA Pamirs Eco-‐Cultural Tourism Association PSIB Public Self-‐Initiative Bodies PWC Pamir Welcome Centre RP Relevancy Pedagogy SDH Shuroobod District Hospital SMBM Small and Medium Business Management SPCE School for Professional and Continuing Education SUDVO Social Union for Development of Village Organizations TNP Tajikistan National Park ToT Training of Trainers ToR Terms of Reference UBL United Bank Limited UCA University of Central Asia VDF Village Development Fund VO Village Organization VDP Village Development Plan VDPP Village Development Planning Process

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II. Executive Summary During the reporting period, the Alliance Steering Committee (ASC) met for its final meeting of the first project year. Members assessed project performance against agreed key outputs representative of the year one work plan, reviewed challenges and lessons learned, and expressed satisfaction with achievements to-‐date, including progress on the first investment. The year two work plan and new key outputs to track year two performance were put to ASC members for discussion. Members approved the work plan and the plan to initiate the research and learning component of the Monitoring, Evaluation, Research and Learning (MERL) agenda. AKF and its Alliance Partners began implementing the year two work plan in October 2015. Partners built on the momentum of foundational activities in Khatlon and GBAO to advance strategic project objectives in governance, access to finance, non-‐financial services, micro-‐, small and medium enterprise support, energy production, education and health. In governance, capacity needs of the 90 newly registered Mahalla Committees (MC) were identified for development; and, in addition to establishing 16 new community-‐based savings groups (CBSG), the 64 CBSGs set up in year one functioned more effectively as evidence by sophisticated lending and more shares purchased by members. In financial services, the five micro-‐loan organizations neared consolidation to avoid non-‐compliance with revised National Bank of Tajikistan capital requirements and to safeguard rural clients from the negative effects while enhancing preparedness for the eventual transition to a micro deposit organization. In non-‐financial services, aspiring and existing entrepreneurs demonstrated greater interest in expanding knowledge and skills around managing small and medium-‐sized businesses. In micro-‐, small and medium enterprise support, procurement was initiated for equipment and supplies to support growth in the income-‐generating activities of economic associations, the Pamir Express & Logistics business plan draft was discuss internally to progress thinking on the potential lead firm concept, and due diligence activities on the two finalist lead firms in GBAO approached their end point. Furthermore, in tourism, participation in international events and the expansion of stakeholder networks yielded collateral to assist marketing to a broader base. In energy production, a first draft of the feasibility study was submitted and reviewed in detail. In education, primary and secondary teachers and school management deepened understanding on the application of relevance pedagogy strategies. In health, access to Tajik professionals and facilities continued for Afghan patients in Afghanistan and Tajikistan with concurrent improvements to the health infrastructure – equipment and specialized trainings – in Tajikistan.

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III. Goals and Objectives: Accomplishments during the Reporting Period

Overall project performance has maintained its positive trajectory through the diligence of partners in implementing activities where prior knowledge and experience(s) exist and navigating new approaches and activities where concurrent capacity development is required. The initiative to increase familiarity with USAID environmental assessment tools and new methodologies, such as the lead firm methodology, has improved the accuracy of timelines despite the challenges associated with implementing innovation. Budget performance will be within USAID standards following the drawdown of investment funds early in the next quarter. AKF reviewed and approved a four-‐step plan to identify key topics and research questions for the research and learning component of the MERL agenda to be presented at the next Alliance Steering Committee meeting. The USAID AOR and AKF Program Coordinator conducted two site-‐visits, one to Mahalla Committees and CBSGs in Kumsangir, and the other, to Rasht Valley to become better acquainted with MCs, CBSGs, common interest groups (or economic associations) and the hfunctioning for upwards of five years.

Objective 1: Improve socioeconomic conditions for residents of the target areas IR 1: Local governance practices improved through better relations between communities and local government

The overarching goal of ESCoMIAD is to improve quality of life for people living on the Tajik-Afghan border, through two Strategic Objectives.

The first Strategic Objective of ESCoMIAD is to improve socioeconomic conditions for residents of the target areas. This will be achieved through three social sector development intermediate results (IR):

o IR 1: Local governance practices improved through better relations between communities and local government

o IR 2: Utilization of economic opportunities improved for individuals and micro, small and medium enterprises

o IR 3: Access to quality social services sustained The Aga Khan Fund for Economic Development (AKFED) will work with AKF and the First MicroFinance Bank (FMFB-T) to carry out the second Strategic Objective for ESCoMIAD: Create a flexible, sustainable financing facility to fund private investment and social development activities for decades to come. This goal will be reached via the following IRs:

o IR 4: Strategic investments made in businesses that generate profit o IR 5: A trust fund-like mechanism established social development activities in the target

areas

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Outcome 1.1 Level of community engagement with local government increased

Output 1.1.1: Creation/strengthening of VOs/MCs During the reporting period, MSDSP assisted each of the 90 newly registered Mahalla Committees (MC) with obtaining an official seal and stamp as one of the final requirements under the Public Self-‐Initiative Bodies (PSIB) law. This step concludes formal recognition of MCs to not only build more constructive partnerships with local governments, non-‐governmental organizations and public organizations, but also to drive the development of priorities identified in Village Development Plans (VDP). All 90 MCs in Kumsangir (spelling corrected from previous reports), Panj, Farkhor and Hamadoni installed information boards in available offices to promote greater communication and information sharing amongst constituents. MCs lacking office space are keeping information boards in the homes of MC heads. Each information board contains basic information, including: project name (i.e., ESCoMIAD), donor names (i.e., USAID and AKF), information on trainings available in 2016, MC governance structure, and VDP information. This transparency helps raise awareness about the project and encourage members to participate more actively in development processes of their respective villages.

Picture 1: MC Kumsangir describes increased participation resulting from the VDP process. MSDSP distributed to MCs different booklets (e.g., main, ledger, inventory, and warehouse) to track demographic data, socio-‐economic changes, and village assets amongst other essential information. Monitoring visits confirmed most MCs are using main books to record meeting minutes, with work under way to document initial information relevant to other books. Activities planned for the next quarter will augment MCs’ capacity through trainings on general and financial management. Specifically, MCs will develop capabilities around managing recordkeeping, Village Development Funds, and \strengthened governance.

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A monitoring visit by MSDSP, AKF Tjk and USAID representatives to MCs and CBSGs in Kumsangir increased visibility of USAID’s role as a partner, and provided opportunities to interact directly with MC structures and increase familiarity with this first phase of MSDSP’s community mobilization approach. Dialogue with MC management committees about experiences thus far highlighted successes and challenges and provided openings to offer and request technical support on effective management and documentation. Output 1.1.2: Effective participatory planning with focus on economic development MSDSP’s Village Development Planning Process (VDPP) conducted for each MC expanded thinking around collective prioritization of development and opportunities benefitting communities while empowering MCs for greater sustainability in the long-‐term. MCs have begun playing a lead role in mobilizing local resources, and where projects are larger in scale, will receive support in the articulation of needs for proposals and fundraising opportunities. All 90 VDPs have been recorded electronically and shared with district offices following MSDSP management review and approval. Hard copies of VDPs were also shared with sub-‐district and district government offices, and MSDSP district and regional offices to ensure awareness of ongoing local development initiatives, priorities, and resource needs. Initial selection criteria to evaluate micro-‐development project proposals were drafted, and a meeting to finalize criteria and establish an equitable process for MCs to compete is set for early in quarter two. Once complete, MSDSP plans to formulate and disseminate a request for proposals, and support MCs wishing to submit proposals for funding available for 12 micro-‐development projects in year two. The objective is to select projects seeking to enhance livelihood opportunities. IR 2: Increased use of sustainable and appropriate non-‐financial services for MSMEs in Tajikistan

Outcome 2.1: Access to finance improved in the target area

Output 2.1.1: CBSGs developed in Khatlon province

During the reporting period, field facilitators (FF) established an additional 16 community-‐based saving groups (CBSG) bringing the total to 80 CBSGs throughout Kumsangir, Panj, Farkhor, Hamadoni. CBSG members received trainings on accumulating savings, disbursing and collecting loans, and managing transactions and operations. Trainings delivered by FFs in year two were more effective as a result of experiences in year one and ongoing monitoring and refresher training of trainer modules. During the reporting period, data collected in the SAVIX MIS to track CBSGs’ progress and performance revealed: (i) CBSG membership soared to 1,448 members (1,247 or 86% females); (ii) total assets equaled TJS 160,371 from which TJS 154,738 was available for loans and TJS 5,633 for a social fund (i.e., safety net); and, (iii) demand has been increasing steadily with the growing impact of the Russian economic crisis. CBSG loans enabled members to meet basic needs, such as purchasing food, electricity bill payment, medical treatments and other urgent expenses. At the end of the reporting period, there were 135 outstanding loans representing 9% of members and a total of TJS 117,768 or 76% of funds available for loans. The average loan size per member increased to TJS 872 or by 67% in comparison to the previous quarter demonstrating a greater level of comfort in using CBSGs.

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In order to continue the evolution of the CBSG model’s utility for members, the Regional CBSG Officer and heads of four CBSGs from target districts in Khatlon participated in an MSDSP CBSG Regional Conference in Gorno-‐Badakhshan Autonomous Oblast (GBAO) to share experiences and learn from advanced groups that have been operational for five to seven years. Additionally, site-‐visits to CBSGs and common interest groups (CIG) were organized to enhance practical knowledge through discussions with members, existing and former heads of CBSGs and CIGs, and Social Unions for the Development of Village Organizations, on the interplay between the second and third phases of MSDSP’s community mobilization approach.

Picture 2: Meeting of CBSG ‘Fayoz’ in Panj district. Output 2.1.2: MLOs transformed into MDOs MSDSP made progress against the regulatory requirements (e.g., Anti-‐Monopoly Committee) of consolidating micro loan organizations (MLO) Avrangzeb, Rushdi Darvoz, Rushdi Ishkoshim, Rushdi Pomir and Shuroobod (spelling corrected from previous reports) into a single entity. This effort started towards the end of year one in response to changes in capital requirements for different types of financial institutions announced by the National Bank of Tajikistan (NBT). As part of MSDSP’s ongoing dialogue with the Association of Microfinance Organizations in Tajikistan (AMFOT) and Center for Training and Development of Microfinance in Tajikistan, a two-‐day Housing Microfinance training delivered by Habitat for Humanity was organized for 11 senior management and credit staff from all MLOs. The focus was on effective lending for habitat improvement, understanding energy efficiency, and thermal insulation initiatives. Participants found the training to be timely given the growth anticipated in this area. Output 2.1.3: Mobile payments system rolled out in GBAO Leading up to the reporting period, Tcell resources for launching ‘Tcell Money’ were put on hold indefinitely following the announcement of TeliaSonera’s exit from the Eurasia region. During

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this reporting period, MSDSP continued exploring alternative mobile money product options relevant to rural areas with FMFB-‐T. To further this work, MSDSP clearly articulated the perspectives of Social Union for the Development of Village Organizations (SUDVO), or mobile money agent and network manager perspectives for FMFB-‐T. FMFB-‐T engaged Megaphone, Beeline and QIWI in strategic discussions to gauge interest in partnering on such a product. In terms of the regulatory environment, NBT advised FMFB-‐T that legislation is delayed to February based on feedback from an executive-‐level government office, which likely means policies will be available by mid-‐Spring at latest. In parallel, MSDSP identified United Bank Limited (UBL) and Omni in Pakistan as a relevant example from which to draw experiences in launching mobile financial services and other banking innovations targeting rural and vulnerable populations. The expert responsible for designing and rolling out UBL’s peer-‐to-‐peer (P2P) transfer and branchless banking services will help translate the Pakistan experience to the Tajikistan context given NBT’s preference for a bank-‐led approach (as opposed to mobile-‐led). A revised plan for this activity is expected to near completion by the end of quarter two. Output 2.1.4: Payments terminals installed across Tajikistan

Of the 15 payment terminals purchased, 11 payment terminals were installed and made operational in December 2015 with the full suite of payment services and deposit/loan repayment functions to FMFB-‐T clients. From the remaining four payment terminals, which were allocated for Dushanbe, one terminal was installed close to the Banking Service Center (BSC) in B. Gafurov district close to large markets in Khujand instead. This decision responded directly to clients from as far off as Khatlon who travel regularly to Khujand to replenish inventories of sellable goods. This added benefit for clients means travelers to B. Gafurov district can also repay loans through the terminal at all hours of the day. The remaining three payment terminals are scheduled for installation in Dushanbe in February 2016. Delays in installation were caused by difficulties in identifying suitable and secure locations with reliable landlords open to long-‐term cooperation. Outcome 2.2: Use of non-‐financial services increased

Output 2.2.1 SMBM program initiated

During the reporting period, the UCA School of Professional and Continuing Education (SPCE) commenced a 17-‐day promotional campaign, including admission tests, for the Small and Medium Business Management (SMBM) program on December 24, 2015. Staff covered GBAO district centers, Alichur and Vrang villages in Murghab and Ishkashim districts, respectively, and Khorog. SPCE continued canvassing local and regional authorities for support in disseminating information and leveraged MSDSP’s network of community-‐based organizations to attract potential applicants. The result was close to 250 attendees in information sessions, and 190 applications and admissions tests completed, including 76 from Khorog. SPCE finished administering make-‐up exams for the first two Business Planning course intakes. A total of 15 out of 48 learners successfully graduated and received certificates at SPCE’s annual graduation ceremony in Khorog on November 14, 2015.

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Table 1: Information on new intakes of the Business Planning course

Apps Admitted Drop Out Pass Fail In

Progress Number of learners 224 48 9 15 24 -‐

Percentages (%) 21% 18% 31% 50% 0 The fail rate can be attributed to a number of factors, including, but not limited to: (i) intensity and demanding nature of curriculum; 2) learning materials and examinations in the Russian language challenged some learners from Vanj and Darvaz districts; and, 3) course delivery was also a learning experience for first-‐time instructors. SPCE is taking several corrective measures to improve future outcomes. Plans are underway to provide instructor consultations for learners who find the course curriculum especially challenging and possibly even additional IT courses to ensure learners have adequate Microsoft Word and Excel knowledge to develop business plans. Similar to the option of make-‐up exams, SPCE is considering introducing a make-‐up business plan defense for learners unsuccessful in defending their business plans the first-‐time around. Moreover, learning materials and course exams have been translated into Tajik with learning materials designed and printing near complete. UCA also provided refresher trainings to instuctors in Tajikistan. As a result of the earlier promotional campaign and admission tests conducted in September 2015, 48 new learners (16 women) were admitted out of 108 applicants. A group of 25 learners started the Business Planning course on October 13, 2015, and a second group of 23 started on October 30, 2015. Two learners have since withdrawn due to conflicts with work and study schedules. Of the 48 newly admitted learners, three are fee-‐paying from Khorog and the rest are scholarship recipients from GBAO districts. Several applicants from Khorog were unable to join the intensive course targeted at learners from GBAO districts due to conflicting schedules, and numbers were insufficient to form a separate part-‐time group. The ten SMBM instructors received their Master’s degree in Management from the Kyrgyz-‐Russian Slavic University at SPCE’s annual graduation ceremonies on November 14, 2015 and December 5, 2015 in Khorog and Dushanbe, respectively. This marked the culmination of the professional development activity initiated under the Small and Medium Enterprise Growth project funded by USAID, which entailed successful completion of courses, examinations and defense of theses. However, professional development is a continuing endeavor as noted above with senior UCA instructors delivering refresher trainings to SMBM instructors with the aim of improving the quality of instruction and consultations for learners. Additional IT equipment (e.g., three-‐in-‐one printer, projectors, UPS batteries) was purchased per the procurement plan covering supplies necessary for the effective program implementation. Outcome 2.3 MSMEs strengthened through locally-‐driven capacity building

Output 2.3.1 Emerging micro-‐to-‐small enterprise supported

MSDSP completed environmental assessments for the seven CIGs focusing on fruit and vegetable processing, milk and dairy, and cement block and clothing manufacturing selected to

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receive financial and technical support. Six of the seven assessments were submitted to and approved by the Mission Environmental Officer with the seventh slated for submission early in quarter two. MSDSP Administration announced through local media (e.g., Asia Plus) a call for quotes on equipment, supplies and accessories and are compiling information on interested vendors in preparation for decisions. In Farkhor and Hamadoni, preliminary meetings were conducted with CBSG members to introduce the CIG approach and delve deeper into the type and breadth of income-‐generating activities in order to determine focus value chains. This information will eventually provide the foundation necessary to facilitate the establishment of CIGs. Output 2.3.2 Inclusive SME growth in priority sectors taking a “lead firm” approach

During the reporting period, MSDSP gathered additional information and documentation from the two prospective GBAO lead firms – Pamir Travel and Shiri Kuhiston – through interviews and other tools for the performance assessment portion of the due diligence. A final decision on which lead firm receives support is expected early in quarter two. A draft business case for the Pamir Welcome Center/Rest-‐Stop in Darvaz connected to the Pamir Express and Logistics lead firm concept was completed and presented internally. A second draft is under development to address comments focused on increasing overall feasibility. Designs were reviewed for environmental considerations and plans are underway to submit an environmental assessment next quarter. During the reporting period, MSDSP presented Community-‐Based Tourism as an Economic Driver for Sustainable Local Rural Development at the ACTED-‐hosted Community-‐Based Tourism Conference in Dushanbe attended by over 60 donors, and tourism and government stakeholders, including the national Committee of Youth, Sport and Tourism (CYST). Participants hailing from Afghanistan, Kyrgyzstan and Iran were well-‐represented during discussions on cross-‐border tourism collaboration. The Pamirs Eco-‐Cultural Tourism Association (PECTA) presented its best practices and thinking around cross-‐border tourism products involving Afghanistan and Kyrgyzstan. MSDSP also provided support to CYST on a Bus and Coach Transport on the Silk Road Routes: Time to Drive roundtable on November 24, 2015. At the international level, MSDSP’s Tourism Advisor promoted tourism in Tajikistan to German audiences to enhance marketing to European tourism stakeholders and tourists. The first engagement presented the Pamir Mountains at Globetrotter Akademie, while the second focused on Tourism Opportunities in Tajikistan at University of Applied Harz Wernigerode Harz.

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Picture 3. MSDSP Tourism Advisor presenting Pamir Mountains at Globetrotter Akademie. Activities extend beyond advocacy, conferences and presentations to developing diverse local and international partnerships and networks to enhance promotions. Following on the German TV team visit to Tajikistan towards the end of year one, a documentary was filmed and aired in November to showcase the Pamirs thereby increasing awareness amongst the German public. 1 MSDSP’s relationship DIAMIR has enabled greater print and web-‐promotion: (i) second edition of a Tajikistan brochure (http://www.diamir-‐katalog.de/tadschikistan/index.html); (iv) products online (https://www.diamir.de/start/land/tadschikistan.htmlr.de/start/land/tadschikistan.html) and in the main DIAMIR catalogue; (iv) Pamir Tourism presented at “Globetrotter Days” in Dresden (http://www.globetrottertage.de/aussteller/). A collaborative effort with GIZ brought a renowned international German blogger and journalist to Tajikistan to increase familiarity with tourism opportunities and related services. During the trip, the blogger met with PECTA staff, local tour operators, homestay owners and students, and exchanged information on tourism prospects in GBAO. PECTA facilitated visits to Hisor to showcase historical sightseeing, as well as provided accompaniment from Dushanbe to Khorog, and organized excursions to Alichur in the Wakhan Corridor. The blogger also arranged two How to Promote Opportunities through Different Social Media workshops at Khorog State University. This resulted in shooting a movie short entitled “Tajikistan’s Pamir Highway,” which was posted to Facebook2, Youtube3 and Vimeo. Over 76,000 users watched the short on Facebook, which received 1,260 ‘likes’ and 1,119 ‘shares’. The trip also included a one day in Shugnan, Afghanistan to understand some of the tourism potential in cross-‐border areas. A full account of the trip is available online (http://www.justtravelous.com/2015/12/spuerst-‐du-‐es-‐auch/). Finally, MSDSP through PECTA contributed to a short-‐term GIZ-‐funded expert mission on improving roadside service along the M41 transport corridor to collect information on gas

1 http://www.mdr.de/mediathek/suche/mediatheksuche102.html?q=Biwak+im+ganz+wilden+osten&x=0&y=0 http://www.3sat.de/mediathek/index.php?mode=play&obj=56103 2 https://www.facebook.com/justtravelous/videos/935924126479300/?theater 3 https://www.youtube.com/watch?v=Ko2lGNRqw5o

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stations, tourism facilities, health services, car repair, as well as sanitation and hygiene of cafés. A PECTA volunteer assisted with navigation and information collection along the Pamir Highway. Outcome 2.4 Access to energy improved

Output 2.4.1 Feasibility study conducted for Sebzor hydropower plant (HPP) During the reporting period, Pamir Energy finalized the environmental assessment for the Sebzor Feasibility Study’s geological exploration and received USAID approval. A geological specialist from SWECO visited Pamir Energy in mid-‐November to inspect the work of the local contractor, LLC Kashf, specifically to ensure drillings and test pits were in line with technical requirements and minimized environmental impacts. Additional SWECO staff – geologist and geophysicist – joined the inspection to examine other aspects of the work, including surveying the Dushanbe Geological Laboratory to ensure it is adequately equipped to process drilling samples. LLC Kashf completed the geological exploration as scheduled in December 2015 with a final report expected in early quarter two. SWECO shared with Pamir Energy a first feasibility study report draft for comment prior to in-‐person discussions set for early quarter two. IR 3: Access to quality social services improved Outcome 3.1 Children's learning outcomes improved Output 3.1.1 Teachers trained in the Relevance Pedagogy (RP) and Education Community of Practice (ECOP) in targeted schools followed by in-‐depth support

During the reporting period, three nine-‐day Relevance Pedagogy (RP) training courses were conducted for teachers, key teachers and heads of methodological cabinets from 24 newly selected schools -‐ four schools from Shuroobod, and 20 schools from Darvaz, Vanj, Rushan, Shugnan Roshtqala and Ishkashim – on October 15-‐23, 2015. Each training consisted of 54 sessions – 18 theoretical and 36 practical. All 13 invitees from Shuroobod schools and 62 out of 63 invitees from GBAO districts’ schools took part in the training courses. Table 2: Number of training course participants

District Number of Participants Number of Female participants Shuroobod 13 4 Darvaz 10 0 Vanj 10 3

Rushan 6 3 Shugnan 7 4 Roshtqala 9 1 Ishkashim 12 4 Khorog 8 2

The main course objectives were to introduce: (i) RP and its strategies; (ii) use of RP strategies; (iii) developing students’ personal competencies through field trips, extracurricular activities, experts in the classroom and subject integration; (iv) the importance of reflection to teaching and learning; and, (v) information communication technology (ICT) in teaching and learning. Delivery through modern interactive methodologies, including visual and participant-‐led presentations, brainstorming, discussions, question and answer, and practical activities ensured

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participants were engaged and left with a strong foundational understanding of RP strategies, usage in the classroom and in designing lesson plans. The first session devoted to RP and RP strategies started out with grouping participants into teams to discuss and present their definitions of ‘pedagogy’ and ‘relevance’ prior to trainer explanations. A facilitated question and answer period revealed a very limited understanding of RP amongst participants before a formal introduction to RP and its strategies. In covering extracurricular activities, trainers explained different ways to develop primary level reading skills, such as the use of ‘Best Reader’, ‘Story Telling’ and other events that enhance children’s engagement in reading. Participants brainstormed other examples, including but not limited to: poetry recitation, singing, performances and skits commemorating national days and religious holidays. It was understood that through planning, researching and conducting extracurricular activities children develop comprehension and personal competencies. In-‐depth knowledge was also acquired on RP approaches to develop basic reading skills. The teamwork approach was also applied to lesson plan development and micro-‐lesson demonstrations. This helped teachers get involved in discussions and learn from one another. One example is a teacher from School #1 in Shuroobod who developed a subject integration lesson plan and delivered a micro-‐lesson covering history and Tajik literature. The topic of the Somonid state covered state establishment and transitioned to literature and science during statehood. A second example is a teacher from School #8 in Ishkashim who developed an expert speaker lesson plan and delivered a micro-‐lesson on the law with assistance from a lawyer. This led to a vibrant discussion amongst participants, which enabled a deeper understanding around lesson planning and the use of strategies. Trainers summarized key points from the discussion and suggested involving the visiting expert(s) in lesson planning for effective delivery. Participants found the training to be enjoyable and useful because of the added clarity around RP strategies’ effect on a student’s ability to explore knowledge and build skills useful in their everyday lives. Participants found useful the time allocated for reflection during each training course to solidify learning from sessions and previous materials in instilling analysis and learning. During the reporting period, mentoring visits took place in newly selected schools in December 2015 to provide hands-‐on support to all primary and secondary teachers, and heads of methodological cabinets. Mentoring visit objectives included: (i) observing lesson delivery and providing in-‐class support on effective use of RP strategies; (ii) upgrading teacher knowledge and effective implementation of RP strategies through half-‐day seminars in each school; (iii) distributing and providing support on using self-‐assessment tools to all teachers; and, (iv) identifying teachers to act as focal points for self-‐assessment tools to help key teachers apply RP strategies in schools.

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Table 3: Beneficiaries of mentoring visits

District

Scho

ols

(lesson

s ob

served

) Teachers

Key Te

ache

rs

Dire

ctors

Dep

uty

Dire

ctors

Head of

Metho

dological

cabine

ts

Primary Secondary

Shuroobod* 3 (20) 16 40 20 4 4 0 Rushan 5 (20) 26 108 32 5 5 5 Shugnan 5 (15) 70 24 24 5 9 5 Roshtqala 5 (16) 45 20 5 4 9 5 Ishkashim 2 (9) 8 25 2 2 2 2 Khorog 3 (6) 12 45 13 3 3 3 Total 23 (86) 177 262 96 23 32 20

* Mentoring support not provided to School #4 in Shuroobod due to road blockages from snowfall. Mentoring visits consisted of methodologists observing classes, conversing with key teachers, deputy directors and directors, and conducting a half-‐day seminar for all teachers, deputy directors and directors in each school. Class observations confirmed teachers are applying knowledge and methodologies from RP trainings. For example, a teacher from School #15 in Rushan conducted research with her Grade Four classes focused on plants with healing properties. Students were required to identify which types of plants exist in their villages through the following process of: (i) planning, (ii) dividing responsibilities – who, where and when; and, (iii) conducting research. In a subsequent class it was revealed that students in small groups consulted parents, doctors and elders to identify which plants exist and their exact healing properties. Through the teacher’s questioning, students indicated that elders and parents provided initial information, which was used to – with the assistance of older students – identify books and newspapers containing relevant information. Students presented verbally and in writing findings related to the availability of plants, including mint and sunflowers, and their properties. In addition to recounting this lesson, methodologists reviewed written assignments and provided feedback to understand what changes could be made to further improve RP application. The same process was used in observing teaching methodologies in classes using expert visits, subject integration, and field trips. Overall, observation showed children to be enjoying learning through field trips, expert visits and research. Furthermore, interviews with children revealed practical learning is more engaging and enjoyable than sitting in class and reading textbooks. Most teachers who have gone through training courses are actively relating classes to the real lives of students. For example, a teacher from School #1 in Shuroobod integrated a Grade Two math lesson with science by talking about different types of trees and asking students to describe the trees in their gardens, and tell the class about the number of apples, apricots and cherries available. Children were given five minutes to think through their response and then report to the class the number and types of trees and fruits. In comparison to previous mentoring visits, there was a marked change in children’s confidence and level of engagement with books, other resources and amongst peers as involvement in extracurricular activities, research, field trips and other activities grow. This validates the effectiveness of RP strategies as an approach to enhance children’s learning.

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The half-‐day seminar conducted for all teachers on RP strategies and use in classrooms involved teachers participating in each other’s lessons and providing feedback on how to better relate lessons to students’ lives. In spite of these achievements, teachers still find it challenging to use low-‐ or no-‐cost materials and to use time effectively. In most observed lessons, time was not properly managed leaving very little time to mark or provide feedback on performance. Recommendations focused on techniques to plan activities that make better use of resources and time available. Self-‐assessment tools, developed by the Institute for Professional Development’s (IPD) Monitoring and Evaluation (M&E) department, were disseminated and discussed with all teachers during mentoring visits. Through class observation and analyses of mentoring visits, methodologists identified two potential key teacher candidates to assume responsibility for tools, as well as four teachers from each school responsible for overall application of RP and ECoP strategies. Output 3.1.2 Key teachers introduced with RP and ECOP via biannual key teachers forum

No activities were undertaken during this reporting period as District Education Departments were delayed in setting dates for the biannual key teachers forum. Output 3.1.3 IPD Kulyab staff trained in RP and ECOP During the reporting period, a six-‐day Planning, implementing and controlling the application of RP strategies in schools seminar was designed for IPD Kulob staff and delivered in Shuroobod on December 7-‐12, 2015. In total, eight directors, four DED staff and three IPD methodologists participated. The course objectives were to: (i) introduce children’s competencies; (ii) refresh knowledge of rules and regulations of the education system; (iii) introduce RP and its strategies; (iv) enhance skills and knowledge of RP strategies to control application in schools; (v) develop and manage implementation of school improvement plans; (vi) enhance skills in lesson observation and the provision of constructive feedback; and, (vii) upgrade the knowledge of participants on learning and expanding best pedagogical practice. Delivery through the aforementioned modern interactive methodologies ensured participants were engaged. Sessions started with a review of the legal normative acts on education, such as the Strategy of the Education Development to 2020 and Tajik Republic Law on Education, and thereafter moved into introductions to RP strategies. Course participants gained a comprehensive understanding about each of the five strategies, and developing children’s personal competencies. Although these topics were new, participants actively engaged in discussions and exchanging views. The other major session focused on reading and comprehension skills by introducing participants to methodologies of developing skills around vocabulary enrichment, reading practice, questioning, developing short stories and other relevant areas. Fruitful discussions among participants on effectiveness in developing reading comprehending skills resulted in a brainstorm of related activities: (i) organize reading days; (ii) secondary students reading books

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to primary students; (iii) organizing ‘Best reader’ competitions; and, (iv) advocating and promoting within communities reading amongst students and with their children. Course participants were also given techniques to approach methodological cabinets and methodological training day (MTD) activities to incorporate RP strategies into daily activities and promote RP application throughout schools. Participants found the various sessions of the seminar to be extremely enjoyable as they could envision the utility of RP. Specifically, encouraging students to explore knowledge and skills that draw from their context – location, history, culture – and provide practical learning for everyday life. This was further evidenced by participants freely expressing opinions, sharing experiences and knowledge, and active involvement in discussions. The sessions were rated as highly effective stressing the relevance of the content to the realities of schools. Output 3.1.4 IPD GBAO endowment fund established with 7% annual revenue

Activity completed in year one, quarter three. Outcome 3.2 Access to health services for border populations sustained

Output 3.2.1 Enabling environment created for implementation of the cross-‐border health program During the reporting period, AKHS Tajikistan (AKHS Tjk) discussed with the head of the GBAO Military the impact of unofficial closures of the Tem Bridge border crossing from November to December 2015. The political and security situation in Shugnan, Afghanistan were cited as the main reason. Although unresolved, ongoing negotiations between the Cross Border Health Program (CBHP), AKHS Afghanistan (AKHS Afg), Department of Health (DoH)-‐GBAO, Afghan Consulate, and Afghan and Tajik Border Agencies aim to legitimize activities. The CBHP Internal Working Group conducted its regular meeting to: (i) identify common health problems in bordering areas of Badakhshan, Afghanistan; (ii) analyze and prioritize needs; and, (iii) address needs using resources available to improve access to specialized health care for Afghans in and out of Comprehensive Health Clinics (CHC). An additional regular meeting was conducted with Tajik health professionals involved in CHC visits to understand challenges to cross-‐border cooperation, including official crossing bridges, logistics, living conditions, health professionals’ perceptions towards health care in Afghanistan. Health professionals on both sides are doing their best to address systemic challenges. The Afghan Consulate in Khorog continues to be supportive of CBHP through timely visa issuance. During the reporting period, CHCs articulated their needs for Tajik health professionals to AKHS Tjk for onward transmission to DoH-‐GBAO and the Afghan Consulate. Requests included: general surgery, orthopedist, neurologist, ear, nose and throat (ENT), ophthalmologist, endocrinologist and anesthesiologist. Output 3.2.2 Improving access to specialized health care

Tajik health professionals remained keen to respond to CHC emergency calls involving patients in critical condition and contribute to deficiencies of the Afghan health system. During the reporting period, 26 Tajik health professionals crossed into Afghanistan for emergency and

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routine care. 19 Tajik health professionals responded to emergencies at CHCs and ended up examining 122 patients – 32 from Darvaz, 90 from Shugnan of which 65 were female and 57 were male – resulting in 26 patients undergoing surgical operations. Seven Tajik health professionals conducted three-‐ to five-‐day routine visits and ended up examining 401 patients – 184 from Darvaz, 117 from Shugnan, 100 from Ishkashim of which 175 were female and 266 were male – resulting in 59 patients undergoing surgical operations. Three Afghan patients – 2 from Ishkashim, 1 from Shugnan of which 1 was female and 2 were male – received specialized health care in Khorog Dental Centre. The lack of technical and human capacity at CHCs does not permit complicated surgical operations or treatments to be conducted in Afghanistan. Therefore, access to quality health care and facilities in Tajikistan remains an area of great need for Afghans. Cooperation between the Tajik and Afghan governments enabled emergency Afghan cases to cross into Tajikistan and receive specialized health care. During the reporting period 23 Afghan patients – 2 from Darvaz, 8 from Shugnan, 13 from Ishkashim of which 7 were female and 16 were male. High quality diagnostic services were provided for Afghan patients through the Khorog Regional Diagnostic Unit (KRDU). During the reporting period, 365 samples from 139 patients were crossed from CHCs to KRDU for a total of 338 pathology tests – 48 hematology, 68 biochemistry, 23 immunology, and 199 microbiology. Patients also received 27 radiology and ultrasound services – 12 X-‐rays, 1 CT Scan, 14 ultrasounds. The following additional activities related to the year two work plan were undertaken: (i) AKHS Tjk and CBHP staff met with the Shuroobod District Hospital (SDH) chief doctor and staff, and DoH-‐Khatlon representative to handover surgical equipment and discuss training needs; (ii) medical instruments and equipment handover to Khorog Oblast General Hospital (KOGH); (iv) ophthalmological equipment shifted from CHC Nusai to CHC Ishkashim per annual practice; (v) biomedical engineer sent to CHC Bashor for installation of new X-‐ray machine provided by AKHS Afg; (vi) announced tender, conducted bid analysis, selected supplier and commenced environmental assessment for ambulance; (vii) KOGH anesthesiologist participated in a 10-‐day training at the Republican Institute of Gastroenterology in Dushanbe; (viii) 10 KOGH health professionals commenced a four-‐month English course at UCA SPCE in Khorog; (ix) SDH X-‐ray and ultrasound doctors commenced a four-‐month training course at Post-‐Graduate Medical Institute; (x) supported MoH with six doctors from Khorog Ophthalmology Centre sent to the first International Forum of Ophthalmologists in Dushanbe; (xi) KRDU X-‐ray technician provided two-‐day training for use of a newly installed X-‐ray maching at CHC Bashor; (xii) CBHP staff member participated in a five-‐day strategic management training in Moscow.

Objective 2: Create flexible, sustainable financing facility to fund private investment and social development activities for decades to come Intermediate Result 4: Funds invested in viable economic drivers Following on year one approval of a $2M investment in FMFB-‐T and recognition of KfW’s $1.2M investment as part of the AKFED Financial Services commitment, NBT approval was secured, loan agreements were executed by AKF USA and FMFB-‐T, and arrangements were made to initiate drawdown early in quarter two.

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Intermediate Result 5: Trust mechanism established During the reporting period, structures for the investment vehicle – capable of sustaining itself independent of AKDN – into which ESCoMIAD funds and investments will eventually be transferred were examined. Potential structures include, but are not limited to: independent US, Swiss, UK, or Tajik nonprofit organizations and endowment funds.

IV. Challenges Encountered and Lessons Learned Challenges:

• SMBM program applicants from Vanj and Darvaz remained low despite commitments from both district heads to support attracting more learners. The probable cause is cultural differences associated with Tajik-‐speaking GBAO districts, which often consider educational opportunities in Dushanbe first. To increase applicants from these two districts, SPCE will target peripheral villages and district centers during the next promotional campaign.

• The launch of the second stage of the SMBM program – a certificate course in Small and Medium Business Management using Low-‐Cost Technologies – has been slightly delayed due to unavailability of an appropriate loan product for SMBM alumni to access for startups. UCA has approached several donor agencies inviting them to join UCA and MSDSP-‐supported MLOs in establishing a revolving fund with low-‐interest loans for entrepreneurs in GBAO. Although some leads have emerged, concrete results have not yet been achieved. SPCE has decided internally to allow learners who already run businesses to advance to the second stage given their access to existing loan products. Once the revolving fund is set-‐up, remaining learners successful in the first stage will be invited to start the second stage.

• Afghanistan’s security situation has led to unpredictable border closures on both sides negatively impacting CBHP’s ability to facilitate timely access to quality health care for Afghan patients through Tajik health professionals and Tajik health facilities. The Tem Bridge border crossing was closed unofficially for 60 days meaning no formal communication and patients being brought to the border and unable to cross. So far, Afghan patients have only been able to cross in emergency situations, while Tajik health professionals have been able to cross to provide emergency and routine care at CHCs.

• AKHS Afg medicine shortages not covered in facility-‐specific Ministry of Public Health lists challenges Tajik health professionals’ ability to serve patients during visits to CHCs.

• Obtaining visas for Afghan health professionals to be trained at KOGH and KRDU. • More resources needed to accommodate Afghan patients in order to receive proper dental

services at Khorog Dental Clinic.

V. Monitoring and Evaluation UCA

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The participants of the Business Planning course were asked to evaluate each module following completion. In their evaluations, learners made the following recommendations by module: (i) Financial Literacy • Learners feel it would be useful to have tests at the end of each theme to sufficiently

prepare for the final exam; and, • As part of homework, learners are asked to study practical examples related to lessons.

Since many learners, especially women, have household responsibilities, it is challenging to complete homework and so exploring practical examples in class would be preferred.

(ii) Marketing • Learners wish to do more practical exercises; and, • They say that it would be helpful to have a separate course book on this subject.

(iii) Legal Aspect of Business • Learners would like the instructor to simplify the teaching method in order help them

understand this challenging module more easily. (iv) IT for Business • Learners wish to do more practical exercises.

(v) Business Communication • Learners wish to do more practical exercises.

IPD A monitoring study of the 24 schools of GBAO and Shuroobod selected in year one was conducted in November 2015. The study included data collection through questionnaires and interviews to see whether RP strategies and ECoP are being applied. During monitoring visits, 45 primary teachers were interviewed and had their classes observed. 13% of teachers were using group work and applying methodologies, such as games and questioning, in classes. 7% of teachers are using RP strategies to deliver lessons. 46% of teachers interviewed and observed were limiting use of RP to reading and comprehension, and only 4% of teachers organized out-‐of-‐school reading activities. Overall, this indicates interactive methodologies are not used properly or regularly. 98% of primary teachers confirmed Methodological Training Days (MTD) are being held, and 44% mentioned the application of RP strategies are being discussed in sessions. Only 4% out of 44% specifically referenced subject integration and expert visits as points of discussions, and 2% out of 44% mentioned extracurricular activities were discussed in MTD sessions. 52% of teachers mentioned that they learned new methodologies through MTD sessions. During monitoring visits, 64 secondary teachers were interviewed and had their classes observed. 23% of teachers were using RP strategies and relating lessons to students’ lives. 39% of teachers are effectively using group work in classes and applying critical thinking methodology. However, 15% of teachers are still using traditional teaching methods and remain unaware of RP strategies. 31% of teachers mentioned they are using RP strategies to enhance reading and comprehension skills. Overall, this indicates teachers are using interactive methodologies in classes and students are enjoying the approaches. Most secondary teachers confirmed MTDs are being held. Only 7% of teachers said they were participating in MTDs every month. The remaining teachers are participating in MTDs at every

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third session or once in three months. MTDs for secondary teachers are still focused on traditional teaching methods. Only 10% of teachers said problem solving methodologies, open discussion and group work are used in MTD delivery. During monitoring visits, 19 school directors mentioned they are supporting the application of RP strategies in schools. Directors indicated that major problems or barriers to the effective application of RP strategies are: (i) inadequate learning materials and financial constraints; (ii) insufficient time for planning and implementing RP strategies; and, (iii) teachers lack motivation to participate in MTDs and each other’s classes. Directors mentioned parent-‐teacher association meetings are held twice a month, and issues related to student attendance, school repairs, student conduct outside of schools and similar matters dominate the agenda. All directors said they are participating and observing classes of teachers who have received RP training and those who are aware of RP strategies through MTDs or short seminars held in schools.

VI. Looking ahead: Plans for the next three months Outcome 1.1 Level of community engagement with local government increased • Conduct capacity building trainings for MCs on financial management, overall management

and project design. • Raise awareness of local governments and MCs on preparations for submitting proposals for

micro-‐development projects to be conducted in year two. • Monitor ongoing MCs activities, including regular meetings, record-‐keeping, etc. • Establish 24 new CBSGs in target districts and provide technical assistance, mentoring and

coaching. • Conduct district-‐level CBSG refresher workshops in Kumsangir, Panj, Farkhor and Hamadoni,

and monitor existing groups.

Outcome 2.1: Access to finance improved in the target area • Continue work with FMFB-‐T on potential plans for rolling out mobile financial services

through SUDVOs in GBAO • Contract and support an international consultant well-‐versed in the Pakistani experience

with mobile financial services and branchless banking to examine in detail opportunities and approaches for Tajikistan.

• Identify training needs and providers for ongoing capacity development of MLOs’ staff and negotiate training delivery.

• Develop blanket environmental assessment for MLOs Banking Services Centers (BSC). • Complete installation of remaining banking terminals, and provide training on payment

terminals for relevant customer service officers and accountants. • Conduct marketing activities related to the services provided by payment terminals

Outcome 2.2: Use of non-‐financial services increased • Finalize the design and publication of all 11 Tajik-‐language learning materials. • Enroll three new groups – two intensive (full-‐time), one regular (part-‐time) – in the Business

Planning course. • Launch the second stage of the SMBM program.

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Outcome 2.3 MSMEs strengthened through locally-‐driven capacity building • Meeting with CBSG members through MCs in order to gather information and inform roll-‐

out of the CIG model in Kumsangir, Panj, Farkhor and Hamadoni, starting with identification and training potential members on CIG methodology.

• Identify four potential CIGs within selected value chains to assess needs, conduct trainings for new CIGs and identified types of financial and technical support required.

• Prepare one business plan for a CIG in Hamadoni district, commence environmental assessment for intervention and conduct tendering process for equipment and supplies.

• Monitor implementation of CIG roll-‐out in Khatlon • Identify existing, high-‐potential CIGs for intervention in target areas and commence

environmental assessments. • Review information gathered through due diligence of two potential lead firms in GBAO,

select the most promising lead firm, begin to finalize intervention plans and environmental considerations.

• Prepare overall Pamir Express & Logistics business plan, including finalization of the Pamir Welcome Center/Darvaz Rest-‐Stop plan and environmental assessment.

• Support the annual PECTA board meeting. • Conduct two workshops: (i) Planning activities for 2016 for PECTA members and other

tourism stakeholders; and, (ii) Improving quality of services for Tajikistan National Park (TNP) staff and tourism stakeholders.

• Organize meeting between tour operators and TNP staff focused on the development of new tour products.

• Prepare to support PECTA and the Committee for Youth Affairs, Sport and Tourism with presenting Tajikistan at the Internationale Tourismus-‐Börse Berlin 2016 travel fair.

Outcome 2.4 Access to energy improved • Meet with SWECO to review the first draft feasibility report and identify next steps. • Review final geological report, including laboratory analyses and annexes, from LLC Kashf.

Ensure SWECO feedback has been incorporated within the final version. • Meet with SWECO to review the second draft feasibility report prior to submission of the

finalized feasibility report due next quarter. Outcome 3.1 Children's learning outcomes improved • Conduct two six-‐day RP and ECoP – Phase Two seminars for 20 schools in GBAO, and two

six-‐day RP and ECoP – Phase Two seminars for four schools in Shuroobod. • Participate in biannual primary and secondary key teachers forum in GBAO and Shuroobod. • Provide mentoring support to primary level teachers and key teachers, and heads of

methodological cabinets for all schools – 40 in GBAO and eight in Shuroobod.

Outcome 3.2 Access to health services for border populations sustained • Conducte meeting with DoH to request Tajik health professionals in line with CHCs’ needs. • Apply and obtain visas from the Afghan Consulate for Tajik health professionals, and

facilitate crossing for emergency and routine health care visits. • Facilitate crossing of Afghan patients to Tajik health facilities, Afghan patient samples to

KRDU, and revert with test results. • Arrange trainings for Afghan health professionals.

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• Monitoring visit at CHC Nusai. • Negotiate price and finalize ambulance procurement. Prepare documents for receiving of

ambulance (e.g., custom clearance, good received form, number plate and all documentation according to procurement and environmental policies).

VII. Environment During the reporting period, an environmental screening of the year two work plan was conducted by implementing partners and approved by USAID. UCA, MSDSP and Pamir Energy collectively submitted and received approval from USAID for eight environmental assessments – Environmental Review Checklists (ERC) and Environmental Mitigation and Monitoring Plans (EMMP, where applicable) on activities largely related to procurement. A further three environmental assessments were conducted AKF USA-‐funded AKHS and FMFB-‐T activities using the ERC and EMMP format and submitted for review and approval.

VIII. Budget Please refer to the Q4, 2015 Quarterly Financial Reporting completed template attached.

Documents

EconomicandSocialConnections:AMulti5Input ...pdf.usaid.gov/pdf_docs/PA00MPCS.pdf · MIS* Management"Information"System" """ MLO* Micro"Loan"Organization" """ ... UBL* United"Bank"Limited"