TA 4729-UZ: Effective Management of Investments and Reforms in Basic Education
Since 2004, the reform process in Uzbekistan has focused on strengthening public sector resource management and effectiveness. A key component of the reform agenda is to achieve effective management of investments and reforms in basic education, including raising the effectiveness and efficiency of investment projects financed by external development partners. Moving forward, the Ministry of Public Education (MOPE) wishes to create a Center for Effective Management of Investments and Reforms in Basic Education. The Center’s mandate is to achieve significantly improved management of investments and reforms in basic education, especially with respect to externally funded investment projects, and coordination among aid agencies, and between MOPE and other government ministries and agencies. Support for this government initiative is consistent with the Asian Development Bank’s (ADB) sector strategy in basic education—that of building national capacity for managing reforms and investments in key areas of need.
To implement the National Program for Basic Education Development (NPBED) 2004–2009, the Government receives foreign investments from multilateral and bilateral development partners during that period. This significant increase in funding from external development partners compared with the past will place a high demand on the Government, particularly MOPE, to effectively manage projects and coordinate aid for maximum effectiveness. To address the challenge, MOPE will need to develop effective institutional mechanisms for (i) ensuring that funding agencies complement each other in assistance and avoid overlapping and duplication of efforts; and (ii) exercising effective long-term leadership in planning and implementing external assistance.
Effective management of large investment projects and complex reform programs requires proactive cooperation and coordination with a number of ministries/agencies to ensure successful planning and implementation. The Center will be required to ensure good information flow and effective dialogue among all involved parties within MOPE and with other government agencies.
The main purpose of the Center is to rationalize project implementation and ensure capacity building and institutional memory by mainstreaming operational and management expertise within the wider MOPE structure.
The Technical Assistance (TA) will contribute to improved effectiveness and efficiency in planning, managing and implementing investments and reforms in the education sector in Uzbekistan. The outcome of the TA will be MOPE’s improved capacity to manage investments and reforms in basic education.
The TA will be implemented over 2 years, April 2006–April 2008, and will produce three major outputs: (i) the Center, established and operational; (ii) MOPE’s capacity developed for effective management, implementation, monitoring and evaluation (M&E) of basic education investments and policies; and (iii) aid coordination strengthened.
Number of people working for the TA at the moment is the following: Team Leader -Mrs. Karine Harutyunyan (International Consultant), Coordinator of the Center- Mrs. Guzal Tugeeva, Coordinator Assistant- Mrs. Firuza Makhmudova, Monitoring & Evaluation Specialist- Mr. Farkhod Pulatov, and other specialists.
Contact phone : +998 71 150 06 24/25
5 Mustakillik Ave.,
Tashkent 700000
Republic of Uzbekistan
Room #110
Activities with Milestones
1. Establish the Center
1.1 Analyze of institutional structure and law
1.2 Design required institutional and organizational structure, including work flow, institutional relationships, tasks, staff needs, job descriptions, regulations and procedures
1.3 Define and implement the transition program from current PIU system to the Center
2. Build capacity for effective implementation and sustainable planning of investments in education
2.1 Identify training needs of staff consultants of the Center
2.2 Coordinate with aid agencies for training material and training opportunities
2.3 Design and implement training program for capacity development of the Center
2.4 Design and implement transition from PIU system to the Center
2.5 Coordinate training and capacity building workshops with donors (including those held at other institutions)
2.6 Monitor capacity building results, through evaluation and assessment of competencies (on baseline, and as assessed by aid agencies, government officials, and selected sample among beneficiaries)
2.7 Recommend sustainability options
3. Evaluate benefits of having a centralized aid coordination unit
3.1 First meeting with aid agencies: baseline is formalized (surveys, assessments and evaluation format are finalized), together with indicators, evaluation methods and timing (on coordination, effectiveness, policy capacity, financial benefits, government and aid agency satisfaction)
3.2 Second meeting with aid community and government takes place.
3.3 Third meeting with aid agencies and government takes place (focus on monitoring and sustainability).
3.4 Fourth meeting with aid agencies and government takes place (focus on evaluation and way forward).
3.5 Final workshop takes place and paper recording process and lessons learned are produced. (month 22)
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