The PMU will prepare and distribute to the SLSC in advance of the meeting the meeting agenda and summary briefing materials, work plans, budgets, subproject proposals pending SLSC approval (if any) , monitoring and project progress reports and comments on policy and other project issues. The PMU will draft the minutes of the SLSC meetings. The PMU will prepare the overall project work plans and budgets, update operational manuals, facilitate inter-ministerial coordination, and carry out project administration (e.g., procurement, specialist recruitment, disbursement, accounts, audits, monitoring, evaluation, and reporting).  

 At the inception of project activities in each of the four project areas, a WDC for that project area will be established for the remainder of the project duration. The WDC will include as voting members the head(s) of the raion administration(s), and elected representatives coming from the various JDCs who are elected by the JDCs to take part in the WDC. Raion-level line agency representatives shall serve as ex-officio, non-voting members of the WDC. NGO and PCU staff will attend WDC meetings and play an advisory role. None of the WDC members will receive honoraria or fees for their participation, although travel and lodging expenses associated with meeting attendance will be covered by the project. WDCs will be legally established by the local Government charter as associations. WDCs will meet on a bimonthly basis. The raion head will chair the WDC, and decisions will be taken by a simple majority of voting members, provided there is a 70% quorum of voting members. Where there is more than one raion within a project area watershed, the WDC chairpersonship will be rotated on an annual basis among the raion heads. WDC meetings and associated records will be open to public observers.  

The PCU will prepare the meeting agenda and summary briefing materials, and distribute these together with the subproject proposals and associated village submissions to all WDC members in advance of the meeting, as well as monitoring and project progress reports. Details of the overall monitoring and progress reporting arrangements are outlined in a separate operations manual. The PCU will draft the minutes of the WDC meetings. The PCU will also liaise with line agencies to ascertain the status of required permits and clearances and including information in this regard in the briefing materials. Where required, the NGOs and PCU will encourage prompt processing of clearances by line agency, both those required to complete the subproject proposal, and those required during subproject implementation.  

1. In parts of Tajikistan, including the Sorkhob valley project area where project will first be implemented, the United Nations Development Program (UNDP) under its Reconstruction, Rehabilitation, and Development Program (RRDP) has supported the establishment of JDCs. These committees include elected representatives of village organizations and CIGs. The JDC also includes the government-appointed jamoat head as a member, although this individual cannot chair the JDC itself. The JDC chairperson is elected by the JDC members on a fixed term basis, and is paid an honorarium out of JDC funds. The role of the JDC is to coordinate resources coming into the sub-district and to ensure wide distribution between the many groups operating at the village level. Accordingly, JDCs usually have a loan management committee (with a paid accountant/bookkeeper) which provides oversight for the JDC expenditures and revolving funds. Some JDCs also have tender committees and women’s centers. The JDC interacts with raion officials and the raion development development council. The intention is to integrate JDCs into official subdistrict government structure in due course, thus providing the foundation of well functioning jamoat councils, although the time frame for this development is not clear.  
2.  In other project areas, existing NGO initiatives could also evolve into JDCs. For example, in the Vanj valley, the Agha Khan Foundation, under its Mountain Societies Development Support Program (MSDSP), has formed Jamoat-level Committees of Village Organizations (CVOs). All village organization leaders are members of the general body, and the CVO executive committee comprises all village organization presidents and all women group leaders. The Chairperson is elected for a two year term for a maximum of two terms. The CVO leadership includes a chairperson, vice-chairperson, and accountant. The CVOs are currently functioning informally and using MSDSP facilities for functions requiring official registration. The role of the CVO includes coordination with the jamoat.  

The hope is that JDCs or their equivalent will fully cover the project areas by the time project activities initiate there. If not, the project financed NGO contracts will need to include provision of support for JDC formation, along similar lines, building on the lessons learned from the UNDP and other initiatives. Under the project, all JDCs or equivalent organizations will be required to be registered as a nonprofit, nongovernment, member service providers.  

1. Farm productivity subprojects may be proposed either by individual households, or by common interest groups (CIGs) or households.  
2. Land resource management investments have to be proposed by CIGs of nine or more households who use the investments to cover a contiguous land area currently under jamoat jurisdiction, with slope greater than 30%. For the village as a whole, the relatively poorer members shall participate in and benefit from the land resource management subprojects at least in proportion to their numbers, based on social mapping or wealth ranking exercises.
3. Rural infrastructure investments have to be proposed by CIGs who are committed to undertaking the contributions and follow-up ongoing contributions for operations and maintenance, and who make arrangements to ensure that vulnerable people (who would also use the infrastructure but may be unable to make the full contribution) are not excluded. Investments should directly or indirectly address requirements arising from improved farm productivity and land resource management investments. Depending on the circumstances, these CIGs may involve participants from more than one village.  

CIGs should build upon existing groups wherever appropriate. This should help avoid the proliferation of organizational structures, and build upon capacities that have already been developed in the past with the support of other projects or donors.