Final evaluation: Policy research project with IFMR and CER

Report Cover Image
Evaluation Plan:
2016-2020, Uzbekistan
Evaluation Type:
Final Project
Planned End Date:
12/2019
Completion Date:
12/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

Share

Document Type Language Size Status Downloads
Download document TOR_revised_.pdf tor English 488.14 KB Posted 82
Download document Final Evaluation Report of UNDP Project PRSD 00105734.pdf report English 1632.79 KB Posted 108
Title Final evaluation: Policy research project with IFMR and CER
Atlas Project Number: 00103941
Evaluation Plan: 2016-2020, Uzbekistan
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2019
Planned End Date: 12/2019
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
SDG Target
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 17.19 By 2030, build on existing initiatives to develop measurements of progress on sustainable development that complement gross domestic product, and support statistical capacity-building in developing countries
  • 17.9 Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the Sustainable Development Goals, including through North-South, South-South and triangular cooperation
Evaluation Budget(US $): 15,000
Source of Funding:
Evaluation Expenditure(US $): 1,500
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Ulugbek Kamaletdinov MR ulugbek.kamaletdinov@gmail.com UZBEKISTAN
GEF Evaluation: No
Key Stakeholders: Center for Economic Research
Countries: UZBEKISTAN
Lessons
1.

? Development of the project document (ProDo?), including PRSD strategy, as well as guidelines concerning the development of the necessary capacities at three levels - individual, organizational and system-ensures the effective implementation of measures with a holistic approach and sustainability of results.
? Establishing a clear relationship with a major Government initiative on national development (implementing the National Sustainable Development Goals and Tasks for the period up to 2030) enabled UNDP CO to develop, with limited resources and time, a small, well-thought-out and goal-oriented project to ensure long-term sustainable results.
? Providing clear roles and duties to the project, as well as adequate mechanisms to participate by the stakeholder at the initial stage and ensuring an effective approach to monitor the implementation by PRSD, served as a basis for "good links" with the Government for enacting the necessary legislation.
? When developing similar projects in the future, real, relevant requests from the Government should be taken into account, which should be evaluated through the prism of the UNDP mandate and the achievement of the SDGs, as well as strictly based on the UNDAF until 2025.
? Any achievements of PRSD in the form of initiatives, recommendations or proposals by the end of the project have a limited chance to be sustainable in the future and can quickly disappear after the project is finished. Therefore, in order to increase the level of long-term impact and sustainability of project results, it is extremely important that the achievements are institutionalized and approved by the Government in the course of the project implementation.
? The use of adaptive management and flexible models of promotion of initiatives, include facilitating on co-financing and in-kind contributions, allows the project to manage events effectively and at the same time to maintain its effectiveness.
? There is a clear link between the performance of PRSD and the extent to which the project meets the national priorities. The project implemented in the national priorities and needs in the SDGs area, which affected its efficiency.
? In general, we can state that even if an excellent inclusive system is developed, it may not work in Uzbekistan. The following barriers exist for involving women in the process of conducting research in the field of socio-economic development and policymaking: the backlog of social capital in the country; family bias towards a woman leader; family priority to a career; lack of knowledge and research skills in women.
? When the project staff has operational experience in Government agencies, there is a better understanding of the Government's functioning. A project, where the skills of staff and consultants with state knowledge and experience are applied, benefits from this. As a result, it is easier to link the project with the newly created and restructured state and public bodies, and effectively carry out activities. This is especially important when the “institutional memory” is lost in the base partners of the project, where there was large staff turnover.
? Establishment of the multi-channeled co-financing of activities with strict adherence to UNDP project management procedures (mandate), such as procurement, recruitment and contracting, as well as a global link with access and exchange of international experience, may be preferable for the national partner-executor and the basis for increasing co-financing.


Findings
1.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.1. Analysis of Logical Framework (LFA)/Results Frameworks 

Initially, the project was logically structured in accordance with the requirements of the LFA. Project meets the guidelines of UNDP (objectives and results), with the corresponding figures for assessing its effectiveness compared with baseline (shown in Fig. 2). The target values at end of PRSD and the sources of verification and assumptions made during the design phase were also identified.


Tag: Relevance Results-Based Management Theory of Change

2.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.2. Assumptions and Risks

The risks associated with the implementation of the project were discussed in another project document. At the initial stage, a list of 3 risks was compiled: 2 strategic risk and 1 operational. For each risk, influence and probability, response measures, as well as responsible persons and status were identified.


Tag: Sustainability Human and Financial resources Country Government Promotion of dialogue Capacity Building SDG Integration

3.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.3. Lessons from other Relevant Projects incorporated into Project Design

While the immediate target (beneficiary) group of the project are staff of the think tanks, the ultimate beneficiaries of the project constitute the Government policy makers, ministries, agencies implementing national policies, as well UN and UNDP, which are mandated to support the national SDG implementation process and promote sustainable development. 

The project is being implemented since 2017 within the frameworks of UNDAF 2016-2020 and Country Programme Document (CPD) 2016-2020. This project is a logical continuation of the work carried out by the Office of the UN Representative in 2014-2015, on the transition from the MDGs to the SDGs, in accordance with the resolution of the UN General Assembly in September 2015.

The main output of the Project is OUTPUT 1: National data collection, measurement and analytical systems improved to monitor progress on the post-2015 Agenda and SDGs5 . The project is in harmony with Output 2 of CPD 2016-20206 . The primary goal of the project - strengthen national capacities to undertake and pursue sustainable economic and social development through improved evidence-based policy analysis and research.

Before discussing lessons from other relevant projects, it is important to consider that this project specifically addresses some of the priorities identified in the partnership between UNDP and Government of Uzbekistan, which has been ongoing since mid 1990's. UNDP has been supporting Government efforts to build and deepen national capacities for policy analysis in Uzbekistan's think tanks - primarily the CERR, but extending support to other think tanks (including the IFMR, since 2009) as well. There is clear evidence indicating that the Government's and UNDP's efforts have paid off, in terms of think-tank development. 

But, things have changed in the 17 years since CERR was founded. The numbers of dedicated think tanks, research institutes and private consultancy firms dealing with socio-economic development issues in Uzbekistan has increased - along with their abilities to apply modern statistical, analytical, and econometric tools for evidence-based policymaking. At the same time, UNDP-Uzbekistan's ability to provide significant funding to CERR (and other think tanks) has declined precipitously.


Tag: Effectiveness Ownership Country Government Capacity Building

4.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.4. Planned Stakeholder Participation

The National Executive Partner of the Project - The President's Office of the Republic of Uzbekistan (OPU). Government bodies, key state institutions and NGOs, universities and private companies were involved:

• Ministry of Economy and Industry (former Ministry of Economy)

• Ministry of Employment and Labor Relations

• Ministry of Innovative Development

• Ministry of Finance

• SCS

• CBU

• CERR

• IFMR

• IFR

• CDS

• UN agencies

This list was confirmed at the initial stage and these stakeholders were involved in the project through their participation in the PRSD Council (see subsection 4.1.8.).


Tag: Partnership Country Government UN Agencies

5.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.5. Replication Approach

The replication of the results of the PRSD was discussed in the project document and was mainly aimed at national SDG localization process. The focus was on launch and regular updates of a web-portal on national SDGs, targets and indicator, in order to ensure better visibility of knowledge products to wider range of stakeholders and general public. 

At the national level, Government think tanks have been chosen as key partners. They can ensure institutional memory and long-term capacity for the knowledge. 

In future, flagship knowledge products of the PRSD will be used for discusses through Development Dialogues involving wider groups of stakeholders including representatives of international organizations.


Tag: Relevance Anti-corruption Strategic Positioning Agenda 2030 SDG Integration

6.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project.

4.1.7. Linkages between the Project and other Interventions within the Sector

PRSD and its Activities have been developed in accordance with national activities in the sector and are largely adapted to them. 

As a result of the negotiations between UNDP CO, the Government, OPU and donors participating in the design phase, activities were planned that were almost "linked" to the reform activities included in the relevant Government programs (see Annex 4).

The project is consistent with the objectives of the National Programs: − Following the Government's Resolution to localize SDGs (issued on 15 February 2016), a Coordination Committee headed by MEI has been set up, together with six Working Groups, which correspond to the six thematic groups of UNDAF 2016-2020. − Government has adopted a medium-term Action Strategy on Further Development of the Republic of Uzbekistan for 2017-20217 , which covers five important directions:

1. Public administration and civil reform;

2. Rule of law and judicial reforms;

3. Development and liberalization of economy;

4. Social sector development; and

5. Security, tolerance, and foreign policy.

Clearly, these have strong linkages with the global 2030 Agenda and SDGs and targets. − During 2016-2017, in accordance with the decisions of the President and Government, a number of measures were taken to improve organization, management and financing of research activities in Uzbekistan

It should be noted that all these prerequisites were "Excellent Basis" for positioning PRSD within the framework of Government reform and undoubtedly contributed to its success. With a relatively small budget for business environment reform, the project was able to develop synergies with the overall reform program implemented by the Government.


Tag: Relevance Policies & Procedures Programme/Project Design Country Government Donor Agenda 2030 SDG Integration

7.

4.1. PROJECT DESIGN / FORMULATION

This section discusses the evaluation of PRSD formulation and its overall design; especially its relevance for the implementation of the project

4.1.8. Management ArrangementsThe project strategy is largely based on the past successful cooperation and support to process of national consultation for preparation of the National MDG Report. Based on the OPU's political and institutional authority, as well as the capacity of Government agencies, it was agreed that the implementation mechanisms for PRSD would be within the National Implementation Model (NIM).


Tag: Gender Equality Implementation Modality Country Government SDG Integration

8.

4.2. PROJECT IMPLEMENTATION

The project was officially launched after signing the ProDoc on June 20, 2017. The activities of the PM and AFA began in fact on August, 2017 with the start of PRSD activities, the Research Coordinator was hired on December, 2017.

4.2.1. Use of Adaptive Management

Monitoring the overall objectives of the project and adaptive management has been well applied since the start of PRSD implementation. There was a well-organized interaction between UNDP CO, OPU, NPC and PMU. The partners were focused and active in identifying possible problems, searching for opportunities to implement alternative action plans throughout the duration of the project.


Tag: Effectiveness Monitoring and Evaluation Partnership Programme Synergy Results-Based Management Country Government Mainstreaming, Acceleration and Policy Support (MAPS) Voluntary National Review

9.

4.2. PROJECT IMPLEMENTATION

The project was officially launched after signing the ProDoc on June 20, 2017. The activities of the PM and AFA began in fact on August, 2017 with the start of PRSD activities, the Research Coordinator was hired on December, 2017.

4.2.2. Partnership Arrangements

Partnership strategy of PRSD was successfully implemented and all key local stakeholders and decision-makers actively participated in its implementation. 

MEI, MAR, MWR, SEEPC, SCS, CERR, IFR, IFMR, CDS and others actively participated in PRSD initiatives (PB, seminars, development of appropriate regulatory framework, etc.), and extensive and regular exchange of information between the project and relevant departments of other relevant Government agencies was carried out. These relations have played an important role in the adoption of some legislative recommendations, and the adoption by the Government bodies of a new methodology on SDGs. 


Tag: Global Climate Fund Resource mobilization Gender Equality Oversight Partnership Country Government Donor International Financial Institutions UN Agencies Capacity Building South-South Cooperation Data and Statistics Mainstreaming, Acceleration and Policy Support (MAPS) SDG Integration

10.

4.2. PROJECT IMPLEMENTATION

The project was officially launched after signing the ProDoc on June 20, 2017. The activities of the PM and AFA began in fact on August, 2017 with the start of PRSD activities, the Research Coordinator was hired on December, 2017.

4.2.3. Project Finance

Previous work experience in UNDP projects as Project Manager and Administrative / Finance Assistant contributed to professional management and project administration. Selective analysis of financial statements shows ordered and well-managed records. Since the UNDP projects are administered through the ATLAS-UNDP accounting system, the project is not a subject to the regular financial auditing. 


Tag: Efficiency Operational Efficiency

11.

4.2. PROJECT IMPLEMENTATION

The project was officially launched after signing the ProDoc on June 20, 2017. The activities of the PM and AFA began in fact on August, 2017 with the start of PRSD activities, the Research Coordinator was hired on December, 2017.

4.2.4. Monitoring and Evaluation (M&E) Approach

The M&E plan was developed during the design phase in accordance with UNDP’s programming policies and procedures, the operational conditions of which are as follows. (See table in the report)

On a quarterly basis (later on a semi-annual basis), quality assessment recorded progress in achieving key results based on Quality Assurance Questions. The problem log was activated offline and updated by the Project Manager to facilitate tracking and resolving potential problems or requests for changes that could be raised on the PB. Based on the initial risk analysis presented in ProDoc, the risk journal was activated in Atlas-UNDP and updated regularly, by analyzing the external environment. 

Quarterly Progress Reports (QPR) are submitted by the Project Manager in PB through the Head of Sustainable Development Cluster (SDC) using the standard report format available in Executive Snapshot. PRSD Implementation Lesson was activated and regularly updated to provide continuous learning and internal adaptation, and to facilitate the preparation of the Lesson Report at the end of the project.

A set of performance indicators (implementation of activities) within the components of PRSD was reviewed at the initial stage, in June 2017, and documented in the original ProDoc. The initial set of 17 performance indicators (implementation of activities) was presented (see Table 6).

The evaluation of these indicators shows that some of them may be SMARTer11, which is especially true for the indicators 1.2, 1.3, 1.5. But, these improvements require more time and resources. However, this set of indicators, accompanied by the Atlas-UNDP evaluation card, is a good basis for monitoring PRSD and assessing progress, achieved in the development of the Government's potential (MEI, SCS, CERR, IFMR, IFR, etc.).


Tag: Effectiveness Monitoring and Evaluation Quality Assurance Results-Based Management

12.

4.2. PROJECT IMPLEMENTATION

The project was officially launched after signing the ProDoc on June 20, 2017. The activities of the PM and AFA began in fact on August, 2017 with the start of PRSD activities, the Research Coordinator was hired on December, 2017.

4.2.5. Contribution by Implementing and Executing Agencies 

UNDP CO provided the necessary project support for PMU to ensure the effective use of the project's resources, and also actively participated in the activities of the PB. UNDP CO provided the necessary recommendations for the application of UNDP project management procedures, such as procurement, hiring consultants and contracting. It also provides a global link to access and exchange of international experience. UNDP CO played the role of quality assurance in the implementation of PRSD, ensuring that the required quality is maintained for the project activity. It also provided guidance for reporting on the progress of the project and played an important role in enhancing the effectiveness of PRSD.


Tag: Efficiency Operational Efficiency Quality Assurance SDG Integration SDG monitoring and reporting

13.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.1. Overall Achievements / Results

As presented in the sections above, PRSD had one Output in terms of two activities, which were further divided into 5 Indicative activities. The key results of the activities are performance indicators that were used to assess the progress of the project and the relevant targets planned for the end of PRSD (see also Annex 7). According to the Consultant, in order to adequately assess the most significant achievements of the project, it is advisable to consider these results in the context of all PRSD activities. On the implementation of 1.1 Activity: SDG localization facilitated and development of National Programme for SDG Implementation supported. The project assisted six working groups in preparing a draft resolution of the Cabinet of Ministers of the Republic of Uzbekistan, which was adopted on 20.10.2018 No. 841 "On measures to implement the National goals and objectives in the field of sustainable development for the period until 2030." By a Decision of the Presidium of the Cabinet of Ministers No. 38 dated April 9, 2018, a Work Plan was approved to ensure the effective implementation of the Roadmap of Practical Measures for the further development of cooperation between the Republic of Uzbekistan and the UN for 2018-2020. The basic direction of the document is the implementation of the SDGs. By the decision of the Coordination Council meeting on the implementation of the National Sustainable Development Goals and Tasks for the period up to 2030, dated 12.24.2018, the composition of Expert Groups and distribution by groups were approved. The composition of the Interdepartmental Working Group on the Development and Monitoring of National Indicators of the SDGs was also approved. In addition, Uzbekistan came up with an initiative to prepare a Voluntary National Review (VNR) to achieve the SDGs in 2020.


Tag: Communication Partnership Programme Synergy Capacity Building Jobs and Livelihoods Data and Statistics SDG Integration Voluntary National Review

14.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.2. Attainment of the Project Objective

Before assessing how well the goal is achieved, it is interesting to consider the rationale for PRSD at the development stage that was described in the project document: «The primary aim of the project is to support the Government of Uzbekistan in policy research, formulation, planning and monitoring for the post-2015 sustainable development agenda, in particular the Sustainable Development Goals». Indeed, after more than 2,5 years of implementation of PRSD, the results of the assessment indicate that the objective of the project was achieved according to the scheduled plan (see Annex 8). Recognizing that bureaucracy and high turnover of staff in national partners may be a very serious barrier for the project for legislative base formation, this project has benefited from the strong commitment of state partners and OPU to SDG localization and development of National Programme for SDG Implementation. Interviews conducted in the process of preparation of this report show that stakeholders appreciate the results of PRSD activities. The project carried out specific measures to launch the National SDGs implementation Programme, there was no dispersion of resources, which is observed in many similar projects.

PMU has operational experience in Government agencies and better understanding of the Government functioning. A project, where the skills of staff and consultants with state knowledge and experience are applied, benefits from this. As a result, it was easier to link the project with the newly created and restructured state and public bodies, and effectively carry out activities. This is especially important when the “institutional memory” is lost in the base partners of the project, where there was a large staff turnover. Two main factors were critical for PRSD's success: (i) the use of adaptive management in project implementation (see subsection 4.2.1.). PMU was able to adapt the project to the local context and improve the efficiency of its implementation; (ii) partnerships with OPU, as a national implementing partner, as well as with think tanks and other Government bodies (main beneficiaries).


Tag: Operational Efficiency Partnership Country Government SDG Integration

15.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.3. Gender equality and empowerment of women

When implementing PRSD, the gender aspect was taken into account to a large extent, however, one aspect that PRSD has not changed is the low participation of women in socio-economic research and policy making. In recent years, UNDP, other international organizations and the Government have made considerable efforts to ensure gender development in all areas of the economy. However, this issue is still relevant and political dialogue continues; although any change can only happen in the long run. 


Tag: Gender Equality Gender Parity Women's Empowerment Promotion of dialogue

16.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.4. Effectiveness and Efficiency of the Project

The project has strengthened and significantly expanded cooperation with OPU and interested state bodies on the SDG localization and development of National Programme for SDG Implementation, including with MEI and SCS. For these purposes, conditions have been created for establishing a dialogue between the Government and UN, successfully implemented internationally recognized analytical tools and methodologies. The researches results were used by beneficiaries to develop legislative and regulatory proposals (see Annex 7).


Tag: Effectiveness Efficiency Country Government Data and Statistics SDG Integration Voluntary National Review

17.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.5. Long-Term Sustainability of Achievements

Prospects for long-term sustainability of the achievements of PRSD are very likely. Most of the achievements have already been institutionalized and can be used. The relevance of the SDGs will not be lost until 2030, and the results of research have already formed the basis of many Government policy documents. Now we need to think about a lot of analytical work on monitoring the implementation of the national SDGs until 2030.


Tag: Sustainability Government Cost-sharing Resource mobilization Gender Equality Women's Empowerment Communication Monitoring and Evaluation Risk Management Technology Data and Statistics SDG Integration

18.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.6. Contribution to Capacity Development

PRSD has made a significant contribution to the development of beneficiaries and think tank's potential for more effective activities in the sphere of national SDGs and targets, including by strengthening the capacity of the newly created CERR, IRF, CDS. The integrated approach used by the project is aimed at transferring its skills and knowledge at different levels to achieve long-term sustainability. Using lessons learned from previous relevant projects, PRSD was influence the process of localization of SDGs, together with national targets and indicators, as well as facilitating the adoption, implementation, and monitoring of national programmes (policies and legislation) (see Annex 7). PRSD has largely benefited from the support of many Government agencies and organizations, especially after the intensification and deepening socio-economic reforms, started in autumn of 2016, which in effect imply the construction of a new "open" economic model in the country.


Tag: Sustainability Knowledge management Civil Societies and NGOs Country Government Capacity Building SDG Integration

19.

4.3. PROJECT RESULTS

This section discusses the evaluation of the results of PRSD: effectiveness, efficiency, sustainability, impact and gender mainstreaming, i.e. how effective was the project to achieve the expected results, and how sustainable these achievements will be in the long term.

4.3.7. Catalytic Role and Long-Term Impact

Given the high degree of convergence of the Action Strategy for 2017-2021 with the SDGs, especially the ongoing reform in the field of social development and investment in human capital, the catalytic role of the project is increasing. Good preparation for prioritizing the SDGs made it possible to quickly adapt and localize the SDGs for Uzbekistan. The nationalization of the SDGs will undoubtedly have a positive multiplier effect in solving problems that impede progress towards national development priorities. Now it is necessary to coordinate the work of UNDP CO, especially in promoting and awareness of the SDGs in the Senate, NGOs, the media, and civil society. The MAPS team took these national priorities as a starting point for identifying “areas of acceleration”. Within this framework, this report and its recommendations are structured around three broad “acceleration areas”: (1) towards more efficient and accountable governance systems; (2) social policy for inclusive development; and (3) sustainable and resilient natural resource management. 


Tag: Civic Engagement Parliament Strategic Positioning International Financial Institutions Capacity Building Mainstreaming, Acceleration and Policy Support (MAPS) SDG Integration Voluntary National Review

Recommendations
1

It is recommended to organize a seminar for exchanging of experiences on the implementation of this type of the project (in EN and RU), with the participation of potential beneficiaries, international development organizations, as well as donors and possibly other countries of the RBEC / CA (UNDP) region, with the publication of the report.

2

It is recommended all research results created by the project and not being confidential be published in paper format and distributed. Information products on them should be posted on the UNDP CO and OPU web portals.

3

It is recommended to periodically conduct consultations in the “focus group” format (with heads of ministries and departments) on the relevance of studies planned by UNDP. It is important to increase synergies among UN agency projects, conducts joint discussions of action plans in order to eliminate duplication, and achieve the effectiveness of the work of interdepartmental teams. Besides, UNDP CO needs to rethink its approaches and take a more meticulous approach to the recruitment process. Here, it becomes critical to participate as a team leader of an expert who received a Ph.D. in leading Western universities, has skills in modeling and econometrics, and systems analysis methods.

4

It is recommended in the future to consolidate the efforts of other donors (WB, EBRD, IFC, IDB, EU, etc.) in the field of in-depth research, with a special emphasis on the Evidence-based policy (EBP) development. Taking into account the great need for a unified coordination of efforts to promote an awareness of the SDGs (in the Senate, NGOs, Mass-media, civil society), as well as the initiative of Uzbekistan to prepare a Voluntary National Review (VNR) on the SDGs achievement in 2020, UNDP CO needs to continue to work in the following areas:

a. Creating conditions for enhancing the potential of experts involved in the nationalization of the SDGs and tracking indicators, including by: i. Methodological assistance on nationalization of indicators and adaptation of methodologies, direction for advanced training and knowledge in the field of SDGs; ii. Seminars for employees of territorial divisions of ministries and departments on the implementation of the SDGs, methods for calculating and nationalizing indicators; iii. Rendering assistance to newly created centers (CERR, IFR, IFMR) in capacity building by involving leading international experts in the process of “becoming” and organizing targeted training; iv. Abandonment of the practice of conducting research on the basis of outdated and questionable data, which were prepared during the period of “widespread” restriction of access to data in the country.

b. Assistance in the quality preparation of the Voluntary National Review (VNR) on achieving the SDGs in 2020: i. The provision of methodological and technical assistance in the preparation of VNR-2020; ii. Conducting online courses in the context of the SDGs and the preparation of VNR; iii. PR-events to promote the SDGs in the media and in the Parliament; iv. Support of works on improving the site www.nsdg.stat.uz, on the interface, content updating, additions with infographics and maps.

VNR-2020 should demonstrate the relationship between the nationalization of the SDGs and ongoing reforms. That is, there is a need to compare Global indicators and National indicators in order to create a single matrix to track the results of the achievement of the SDGs.

5

It is recommended that UNDP consider establishing, together with the Government, a project to increase the capacity of women researchers. There is a need to create a target group (critical mass) with which they will work on a long-term basis to create a “new female face” of science in the context of each region of the country.

The multiplicative effect to strengthen and equalize the gender balance can be achieved by:

  • a. Involvement of women educated in foreign universities in the process;
  • b. Creating the conditions under which the participation of experts of both sexes will be ensured in each research project (50/50).
  • c. “Point-by-point” involvement of UNDP in attracting international experts;
  • d. Adequate funding from the Government to increase the motivation of experts, especially youth.
1. Recommendation:

It is recommended to organize a seminar for exchanging of experiences on the implementation of this type of the project (in EN and RU), with the participation of potential beneficiaries, international development organizations, as well as donors and possibly other countries of the RBEC / CA (UNDP) region, with the publication of the report.

Management Response: [Added: 2020/02/03] [Last Updated: 2020/11/08]

Agree. The program will benefit from the learning experience of other UNDP offices in the implementation of this type of project. Yet, it will be more cost-efficient to conduct the analysis based on the desk review of the existing project and program document and skype call with the relevant focal points in the UNDP COs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 In future programming, where possible, ensure consultation with regional and country teams and review of the project document, lessons learned and Quality Assurance report of the projects with a similar focus
[Added: 2020/02/03]
SDC team 2020/12 Initiated
2. Recommendation:

It is recommended all research results created by the project and not being confidential be published in paper format and distributed. Information products on them should be posted on the UNDP CO and OPU web portals.

Management Response: [Added: 2020/02/03] [Last Updated: 2020/11/08]

Agree. UNDP practices the approach where all the documents elaborated are available for the use of a wider audience and are saved in the open repository / available in the e-format on the UNDP website. All the documents elaborated in the framework of the project are open for the public.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that the reports and other knowledge products are available on the UNDP website, easily accessible, searchable and downloadable.
[Added: 2020/02/03]
SDC Team and PR Specialist 2020/12 Initiated
3. Recommendation:

It is recommended to periodically conduct consultations in the “focus group” format (with heads of ministries and departments) on the relevance of studies planned by UNDP. It is important to increase synergies among UN agency projects, conducts joint discussions of action plans in order to eliminate duplication, and achieve the effectiveness of the work of interdepartmental teams. Besides, UNDP CO needs to rethink its approaches and take a more meticulous approach to the recruitment process. Here, it becomes critical to participate as a team leader of an expert who received a Ph.D. in leading Western universities, has skills in modeling and econometrics, and systems analysis methods.

Management Response: [Added: 2020/02/03] [Last Updated: 2020/11/08]

Agree. UNDP closely tracks the reform agenda and priorities indicated by the GoU. All the research products prepared by the project were relevant, demand-based and often never conducted before. UNDP project closely collaborates in conducting research work and quarterly meetings are a good platform that helps to find synergies and avoid duplication. It is a common practice that the head of the research team is a person with an advanced degree from a foreign institution with skills that are the most relevant for each particular research work.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue working closely with the GoU to follow the policy priorities and address the needs of the Government in a timely manner.
[Added: 2020/02/03]
SDC 2020/12 Initiated
4. Recommendation:

It is recommended in the future to consolidate the efforts of other donors (WB, EBRD, IFC, IDB, EU, etc.) in the field of in-depth research, with a special emphasis on the Evidence-based policy (EBP) development. Taking into account the great need for a unified coordination of efforts to promote an awareness of the SDGs (in the Senate, NGOs, Mass-media, civil society), as well as the initiative of Uzbekistan to prepare a Voluntary National Review (VNR) on the SDGs achievement in 2020, UNDP CO needs to continue to work in the following areas:

a. Creating conditions for enhancing the potential of experts involved in the nationalization of the SDGs and tracking indicators, including by: i. Methodological assistance on nationalization of indicators and adaptation of methodologies, direction for advanced training and knowledge in the field of SDGs; ii. Seminars for employees of territorial divisions of ministries and departments on the implementation of the SDGs, methods for calculating and nationalizing indicators; iii. Rendering assistance to newly created centers (CERR, IFR, IFMR) in capacity building by involving leading international experts in the process of “becoming” and organizing targeted training; iv. Abandonment of the practice of conducting research on the basis of outdated and questionable data, which were prepared during the period of “widespread” restriction of access to data in the country.

b. Assistance in the quality preparation of the Voluntary National Review (VNR) on achieving the SDGs in 2020: i. The provision of methodological and technical assistance in the preparation of VNR-2020; ii. Conducting online courses in the context of the SDGs and the preparation of VNR; iii. PR-events to promote the SDGs in the media and in the Parliament; iv. Support of works on improving the site www.nsdg.stat.uz, on the interface, content updating, additions with infographics and maps.

VNR-2020 should demonstrate the relationship between the nationalization of the SDGs and ongoing reforms. That is, there is a need to compare Global indicators and National indicators in order to create a single matrix to track the results of the achievement of the SDGs.

Management Response: [Added: 2020/02/03] [Last Updated: 2020/11/08]

Agree. SDG nationalization process is ongoing and will require joint effort to tackle all the unsolved issues with mainstreaming into national development policies, accelerating, monitoring and financing.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will continue working on the SDG nationalization through the existing projects. There will resource mobilization activities undertaken in order to mobilize financing for the work on support to SDG monitoring with Goskomstat. Good collaboration has been established with UNECE and UNEP on finalizing the national SDG indicators, which needs to be continued and expanded. The work on updating the SDG website was been finalized, but further work on supporting and updating the web-site will be conducted.
[Added: 2020/02/03]
SDC team 2022/12 Initiated
5. Recommendation:

It is recommended that UNDP consider establishing, together with the Government, a project to increase the capacity of women researchers. There is a need to create a target group (critical mass) with which they will work on a long-term basis to create a “new female face” of science in the context of each region of the country.

The multiplicative effect to strengthen and equalize the gender balance can be achieved by:

  • a. Involvement of women educated in foreign universities in the process;
  • b. Creating the conditions under which the participation of experts of both sexes will be ensured in each research project (50/50).
  • c. “Point-by-point” involvement of UNDP in attracting international experts;
  • d. Adequate funding from the Government to increase the motivation of experts, especially youth.
Management Response: [Added: 2020/02/03] [Last Updated: 2020/11/08]

Partially agree. In light of the large gender gap in labor force participation as well as access to higher education, there is vast importance in creating equal opportunities to women to participate in every sphere of life.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project Support to Youth Employment is designed to create opportunities for women to develop skills that will enhance their ability to get engaged in the labor market. The project will elaborate on training material and conduct a start-up program targeting women entrepreneurs.
[Added: 2020/02/03]
SDC team 2020/12 Not Initiated

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org