Summary of Evaluation
1. Outline of the projectCountry: Kyrgyz Republic

Project title: IT human resource
development (National IT Center)
project

Issue/sector: Information and communications

Cooperation

scheme:Technicaltechnology

cooperation project

Division in charge: Transportation and ICT

Total cost: approx. 487,920,000 yen (asDivision 2, Transportation and ICT Group,of evaluation)

Economic Infrastructure Department, JICA
PeriodCooperationofOctober 1, 2004 throughstPartner

Country’sImplementing

March 31, 2005 (1 phase)

Organization: National IT Center (NITC)

June 1, 2005 through MaySupporting

nd31, 2008 (2 phase)

OrganizationinJapan:

Ministry of Economy, Trade and Industry(METI)
Other Related Cooperation Projects:
・“Management of IT training centers”
Country-focused training(Fujitsu Learning Media Limited)・“Management of IT training,development of software”
Country-focused training (IBM Japan)
・“Network security”(Keio University)

1-1 Project Background
The Kyrgyz Republic considers information technology (IT) as one of its most importantindustries, as it has fewer natural resources, such as oil, than its neighboring countries.
However, it has a shortage of software development engineers and network engineers witha high level of expertise who are needed to lead the IT industry. Therefore, it has decided toestablish a new national IT center, with the purpose of developing software and high-level IT
human resources. In order to support the “development of high-level IT human resources”
from among these issues, JICA has decided to implement a technical cooperation project,which aims mainly to develop the abilities of the staff at the National IT Center.
This project is divided into two phases; the “first phase” started in October, 2004 and the“second phase” in June, 2005. While the first phase focused on laying a foundation whichallows the National IT Center to accept technologies transferred from JICA, the second one

aimed at enabling the National IT Center to function properly as a training institute forhigh-level IT engineers.
1-2 Project Overview(1) Overall Goal
For the Kyrgyz Republic to have a pool of high-level IT human resources enough to meetthe demand in its domestic IT market.
(2) Project Purpose
For the National IT Center to be able to function properly as a training institute for high-level
IT engineers, when the second phase has ended.
(3) Output
1st Phase
1. Establishing the management system of the project.
2. Establishing the process of technology transfer from JICA experts to Kyrgyz instructors.
3. Establishing the process to recruit students.
4. Staff members on the Kyrgyz side understand each application procedure required for
JICA’s technical cooperation.
5. Being able to understand technical development and changes in the market.
6. Improving the equipment.
2nd Phase
1. C/Ps (counterparts) improve their skills.
2. Curriculums for the training courses are prepared properly and renewed each year.
3. Facilities and equipment necessary for the training are organized properly.
4. Training textbooks and subject manuals for instructors are organized properly.
5. Training courses are managed properly, maintaining a certain quality.
6. Third country training is implemented properly, maintaining a certain quality.
(4) Input (as of evaluation)
Japan Side
Long-term experts dispatched: 1 person (operational coordination), approx. 487,920,000
yen
Short-term experts dispatched:11 persons (28 dispatches in total), equipment provided
approx. 94,380,000 yen
Trainees received: 12 persons, local cost approx. 7,810,000 yen
Kyrgyz SideCounterparts deployed: 16 persons, local cost approx. 16,430,000 som (subsidies)
Facilities provided

2. Overview of the Evaluation Team
Members of theTeam Leader: Mr. Hiroyuki IDE, JICA Senior Advisor, JICA

Evaluation Team

Cooperation Planning: Mr. Tadao TAMUKAI, Transportation and ICTGroup 3 (Social Infrastructure), Transport and ICT Team 2, JICA
Evaluation Analysis: Mr. Atsushi TOKURA, IC Net Limited

Period ofFebruary 17, 2008 throughEvaluation

March 13, 2008

Type of Evaluation: Terminal

3. Overview of Evaluation Results
3-1 Results of Evaluation
According to our understanding, this project is achieving its goal of “the National IT Center
being able to function properly as a training institute for high-level IT engineers, when thesecond phase has ended.” Specifically, the project is achieving the following four indicators:①The number of those who have completed the courses goes beyond that of the initial goalof 420 persons. ②Over 75 percent of the employers who sent trainees are satisfied with theimproved abilities of those trainees who have completed the courses. ③Majority of thetrainees are satisfied with the center. ④The center has the ability to be financiallyindependent. The financial independence of the center, however, will be based on subsidies
from the Kyrgyz government.
3-2 Summary of Evaluation Results(1) RelevanceThe relevance of this project, which was considered high at the mid-term evaluation, is stillhigh. The two policies formulated in 2002 for the promotion of IT in the Kyrgyz Republic, the“strategy related to information and communications technology for the development of theKyrgyz Republic” and the “national development strategy 2007 – 2010,” have not changed.
Thus, this project maintains its high relevance in terms of the Kyrgyz Republic’s policies, aswell as Japan’s aid policies. The relevance of this project is high, with regard to the needs ofits target group, both “potential IT engineers and IT engineers who are currently engaged inthe IT business.” Furthermore, Japan has a technical advantage in the field of thedevelopment of IT human resources. However, the Kyrgyz government has become lessenthusiastic about promoting IT than it used to be.
(2) Effectiveness
Similarly to the mid-term evaluation, the effectiveness of the project is relatively high at thismoment, as long as the Kyrgyz government continues to pay subsidies required for theproject to achieve its own goal. However, the project will become less effective, if ourcounterparts leave their job or there is a remarkable brain drain from the Kyrgyz Republic.
(3) Efficiency
We can say that the project has become more efficient since the mid-term evaluation, in lightof the following two points. Firstly, the project has maintained a relatively high efficiency,
because dispatch of Japanese experts, deployment of necessary counterparts and training
for our counterparts in Japan were all carried out in a proper fashion. Secondly, the numberof trainees has been steadily increasing. However, one issue is that the center has sufferedfrom a low enrollment rate of a little more than 50 percent on average. If the center improves
this low enrollment rate, it can possibly further increase its efficiency.
(4) Impact
We have confirmed that there has been no negative impact, while positive impact hasincreased, in comparison with the mid-term evaluation. Since the number of trainees whocompleted the training has been on the rise each year, it is expected that the overall goal will
be achieved. Because of this, the project is expected to have an impact on the managementof the companies and organizations which the trainees who have completed the training
belong to. Moreover, the output of this project contributes to the success of other projects.
For instance, textbooks which were prepared for this project are used for the programs of IT
human resource development in other countries.
(5) Sustainability
Sustainability of this project has remained vulnerable since the mid-term evaluation. Thecenter ensures its sustainability, by introducing a wide range of activities outside theframework of the project. As mentioned in “Indicator 4: The center has the ability to befinancially independent,” “Chapter 3: Overview of Evaluation Results” of this report, thecenter has also improved its financial sustainability. However, its organizationalsustainability remains an issue. For example, there are no mid-term management andfinancial plans, while some of the instructors and staff lose their motivation, stay at thecenter for shorter hours and do not take part in staff meetings. In addition to these issues,
there is a problem that the right to use the building of the National Science Academy will
expire in May, 2009.
3-3 Factors promoting better sustainability and impact(1) Factors concerning Planning
In the early stage of the second phase, technology transfer could not be completelyexecuted, due to lack of time necessary for technology transfer. However, all ourcounterparts were able to acquire the necessary knowledge and skills, because they wereenthusiastic about learning those skills. Furthermore, Japan Development Service Co., Ltd.,a contractor to manage the project, implemented technology transfer activities in an efficientmanner.
(2) Factors concerning the Implementation Process
Smooth technology transfer from the Japanese experts contributes to achieving successful
results for the project goal.
3-4 Factors Inhibiting Better Sustainability and Impact
Issues faced by the project are as follows:(1) Factors concerning Planning・Lack of mid-term management and financial plans: Not only does the center fail to clarify its
future direction or mission, but it does not have any mid-term management and financialplans.
・Lack of promotional activities: In order to function properly as a training institute, it isnecessary that the center get involved in promotional activities and increase the number oftrainees.
(2) Factors concerning the Implementation Process
The project director does not play his/her role to the full extent: The incumbent director has
neither visited the center nor attended the joint coordinating committee held at the terminal
evaluation. Today, the project manager takes on the responsibilities to manage the project,which becomes too heavy a burden for the manager.
3-5 Conclusion
The project goal is being achieved through smooth technology transfer. The project
maintains a relatively high effectiveness and efficiency, along with its high relevancy. Also,no negative impact has been seen. However, there remain a couple of issues in its
sustainability, especially in terms of its organization and human resources.
In the light of all of these, we can conclude that technology transfer has been successfullyexecuted. However, this success cannot be considered as being a robust one. There aresome possibilities that our counterparts might leave their job because their paychecks areless than those of IT companies and they fear that Japan will cease its technology transfer inthe future. If that happens, the results of the project will disappear. In addition, if the IT
center can neither receive support from relevant organizations nor secure government
subsidies and facilities, it will go into a deadlock immediately.

The terminal evaluation team thinks that the project requires continued funding from theKyrgyz government to strengthen the management foundation of the center and JICA’scontinued support for a new expanding business field including software development, inorder to ensure the results and enhance its sustainability.
3-6 Recommendations (Specific measures, suggestions and advice for this project)＜Establishing a mid-term vision＞
・ The Kyrgyz government and the center should establish the center’s missions and goals.
As the center has no future direction, there are concerns about the future among staff
members.
・ With such missions in mind, the center should consider expanding the business into a
new field, aiming to cement the center’s management foundation. If the center succeeds inexpanding the Kyrgyz Republic’s IT industry itself, there will be an increase in demand for ITtraining, which will bring more income to the center.
・ The center should come up with mid-term management and financial plans, taking into
account its missions, goals and a new business field.
・ The center should start discussions with the National Science Academy right now, inorder to extend the lease period of the facilities.
＜Reinforcing the organization＞
・ The Kyrgyz government should make sure of the role of the project director.
・ The center should hire (or develop) staff who are responsible for promotional activities
immediately. Promotional activities do not refer only to posting advertisements in the mass
media. It might be a good idea to increase the number of trainees, by approachingcompanies and universities and building partnerships with them. Promoting the center toKazakhstan would be worthy of consideration.
・It is necessary that the center enhance communications between staff members. All staff
members should participate in the staff meeting which is held every Monday.
＜Others＞
・ It is necessary for the Kyrgyz government and the center to improve their third-country
training. They should make sure of the target field of the training and rearrange the levels ofthe training participants, considering that there was a wide gap in the number of participants
who successfully completed the training courses held last year between the participating
countries.

3-7 Lessons Learned (Matters that can be used as a reference to find/create, implement andmanage other similar projects that were taken from this project)＜Support for management＞
When you establish a new organization like the IT center of this project, it is indispensable toprovide support for not only the technical aspect but also for managing an organization.
Although short-term experts were dispatched to provide support for management in 2007,
support for the same field should have been provided in the early stage of the project.
＜Financial Independence＞
Since the IT center is a national training institute, it is not required to be financiallyindependent like a private company. However, some of the persons concerned expressed
their hope for the center’s independence. How much you want to be independent would
largely change your project plan. Therefore, it is necessary to create a consensus among
those concerned, at the beginning of the project.
＜Flexible arrangements of the courses＞
As the IT market in the Kyrgyz Republic had not been fully developed, it was difficult topredict the training needs. When you provide training not only in the IT business but also
any other business whose market is underdeveloped, it is necessary to arrange yourcourses in a way that is flexible enough to adapt to changes in demand, rather than sticking
to your project plan.
3-8 Follow-up Situation
In “Chapter 6: Future direction of the project” of this report, we raise the three types ofcooperation that are expected to be needed in the future: ①improving the ability to manage
marketing activities of the IT center, ②promoting cooperation to develop the IT service
industry and ③improving the ability to develop software.