世界银行-2025财年塔吉克斯坦国家意见调查报告（英）-2025_45页_787kb

FY 2025 Tajikistan Country Opinion Survey Report Summary

Core Content

This report presents the findings of the FY 2025 Tajikistan Country Opinion Survey conducted by the World Bank Group (WBG) Business Intelligence (BI) team. The survey aimed to evaluate stakeholder perceptions of the WBG's role, effectiveness, and collaboration in Tajikistan, as well as the impact of its development projects and instruments.

Main Objectives

1. Assess overall stakeholder familiarity and trust in the WBG.
2. Evaluate the effectiveness of the WBG's work on development priorities.
3. Analyze perceptions of the WBG's financial and knowledge instruments.
4. Measure the WBG's operational effectiveness and engagement with stakeholders.
5. Understand preferred communication channels and stakeholder information needs.

Key Findings

1. Overall Views of the WBG

• Familiarity: Slightly lower than FY22 (mean = 6.9 vs. 7.2), but still higher than global and regional averages. Government stakeholders were most familiar, while academia and media were least familiar.
• Trust: Consistently high across all stakeholder groups. The WBG was the second most trusted institution after the Government of Tajikistan.
• Relevance and Effectiveness: Perceptions of relevance and effectiveness have significantly improved since FY22. Tajikistan's WBG is seen as more relevant and effective than in other countries in Europe, Central Asia, and IDA countries surveyed in FY24.

2. Development Priorities

• Top Priorities: Education, health, energy, water/sanitation/irrigation, agriculture/food security, and jobs.
• Government Perceptions: The WBG's work on strengthening the power sector, health and education services, and tax/statistics offices was highly rated, with 98% of respondents finding it helpful and 80% saying it was "very helpful."
• Private Sector Concerns: Lower ratings for the WBG's support in improving the effectiveness of the Tax/Statistics Offices.
• Future Focus: Stakeholders emphasized the need for greater support in digital inclusion and human capital development.

3. Operational Effectiveness

• Improvements: 68% of stakeholders believed the WBG became significantly better at improving people's lives. 58% noted improvements in the business environment.
• Collaboration: The WBG is highly rated for collaboration with the national government (mean = 8.6), National Bank of Tajikistan (mean = 8.1), and other donors (mean = 8.0). Collaboration with the private sector (mean = 7.1) and civil society (mean = 6.9) was rated lower.
• Stakeholder Suggestions: Greater collaboration with local governments, the private sector, and civil society to improve outcomes.

4. WBG Instruments

• Financial Instruments: 66% of stakeholders considered financial resources the greatest value of the WBG. Financial instruments were consistently rated positively, with a mean of 7.9 for meeting country needs and 7.8 for timeliness.
• Knowledge Work: 78% of respondents used WBG knowledge products, including research reports, training courses, and data resources. These were seen as contributing to institutional capacity and development results.
• Policy Influence: 74% of respondents who used WBG's advisory services said the Bank's policy advice influenced government policy, particularly in tax and customs reforms, and the development of the national financial inclusion strategy.
• Communication Recommendations: The WBG should increase the visibility of its knowledge work through diverse channels such as social media, traditional media, and training programs. Stakeholders also emphasized the need for greater availability of materials in Tajik and Russian.

5. Communication and Outreach

• Preferred Channels: WBG events (58%), social media (40%), and e-newsletters (35%) were the top three preferred channels.
• Recall: 66% of respondents recalled seeing or hearing about the WBG recently, most often through social media.
• Stakeholder Needs: Case studies of WBG projects and information on how to work with the WBG were highlighted as the most useful types of information.

Stakeholder Demographics

• Government Institutions: 82% of participants
• Civil Society Organizations: 15%
• Academia / Research Centers: 12%
• Private Sector: 8%
• Bilateral / Multilateral Agencies: 7%
• Media: 5%
• Other: 2%

Summary of Key Recommendations

• Private Sector Development: Support SMEs, cooperatives, and agribusiness; improve access to finance and infrastructure; streamline business procedures.
• Public Service Delivery: Enhance governance, digitalize public services, build institutional capacity, and collaborate with non-governmental institutions for better project monitoring.
• Better Lives: Expand access to health, education, and social protection, especially for women and people with disabilities; improve roads and basic infrastructure.
• Community Empowerment: Increase funding for civil society organizations (CSOs) and promote inclusive programs.
• Communication Strategy: Use social media and events more effectively; increase awareness through targeted outreach and ensure transparency and accessibility of knowledge materials in local languages.

Conclusion

The survey indicates that the WBG is generally viewed positively in Tajikistan, with high levels of trust and relevance. Stakeholders recognize the Bank's contributions to development in key sectors and suggest areas for improvement, particularly in collaboration with the private sector and civil society, as well as enhancing communication and outreach efforts. The WBG is advised to focus on digital inclusion, human capital development, and ensuring greater inclusivity and accessibility of its knowledge products.