[{"bbox": [85, 146, 1058, 1179], "category": "Table", "text": "<table><tr><td></td><td></td><td></td><td>The Action will support to the GESF technical secretariat, including through an embedded long-term expert.</td></tr><tr><td>Economic</td><td>Fiscal constraints in the wake of COVID-19 and Russia's military aggression against Ukraine hamper the scale-up of green expenditures.</td><td>Medium</td><td>Medium</td><td>Low risk of over-indebtedness of Uzbekistan (cf. IMF DSA, 2021).<br>High-level of support of development partners to scale up concessional financing to assets in support of the green transition.<br>Green budgeting will provide the EU and the implemented entity data to engage the GoU on its level of green expenditure.</td></tr><tr><td>Technical</td><td>High-turnover within the administration, weak middle-management and lack of prior knowledge of the green agenda lead to an implementation backlog and delays.</td><td>High</td><td>High</td><td>The Action will invest in capacity-building at the middle management and technical level – combining it with long-term technical assistants and national experts to create the conditions necessary for sustainable skill transfer. Additionally, in-house expertise will be mobilised all along the project, both in coordinating the Action and in providing guidance to the stakeholders.</td></tr><tr><td>Technical</td><td>Limited interest from beneficiaries to be involved in the project or limited and uncoordinated outreach and limited understanding of the project objectives by the target stakeholders or project partners.</td><td>Low</td><td>Medium</td><td>Actions will be revised, along with the methodology, participation criteria and support conditions.</td></tr></table>"}, {"bbox": [100, 1181, 244, 1204], "category": "Section-header", "text": "Lessons learnt"}, {"bbox": [100, 1206, 1046, 1313], "category": "Text", "text": "**Sustaining policy dialogue at multiple levels** is instrumental in understanding the GoU priorities and constraints so as to be able to propose relevant and viable solutions. In the case of the current Action, regular policy dialogue mission will be organised to discuss the output and outcomes, progress in achieving the associated policy actions."}, {"bbox": [100, 1318, 1046, 1425], "category": "Text", "text": "**Combining long-term and iterative technical assistance.** High turnover within the administration makes it necessary to set up reliable teams of technical experts – either in the form of long-term experts embedded into GoU agency or stable teams effecting missions on a repeated basis. These experts help both in building institutional memory and establishing a lasting rapport with the beneficiaries."}, {"bbox": [100, 1430, 1046, 1564], "category": "Text", "text": "**Mixing international and national expertise.** The Uzbek public administration has to bear a very heavy reform agenda while often lacking implementation capacities. This often limits the absorption capacity of technical assistance. Past experiences have shown that mobilising teams combining international experts – conducting frequent missions, bringing perspective and know-how – with national experts – working locally and alongside the administration, yields more sustainable results."}, {"bbox": [100, 1569, 1046, 1623], "category": "Text", "text": "**Taking a proactive stance for institutional coordination.** As highlighted above, Uzbekistan is characterised by a heavy reform agenda, strained capacities, multiple development interventions and a"}, {"bbox": [1026, 1680, 1142, 1704], "category": "Page-footer", "text": "Page 12 of 24"}]