Harm Reduction Drug Project Uzbekistan - Contact Netz

6. Project implementation
6.1 Phase One - October 2002 – July 2003
Phase One consisted mainly of familiarisation with the political situation,
networking at professional and political levels, and selecting suitable local partner
organisations.
It very soon became clear that the ideas put forward by the representative of the
Uzbek Ministry of Health were very different from the objectives that had been
formally set out in the project agreement. Above all, the MoH representative
expected all the doctors working in the project to be managed directly by and
report to the Ministry. This difference of opinion resulted in long and often difficult
discussions not only about content (“What is harm reduction?”) but also about
structure and strategy. During this phase it was important to build a relationship of
trust, but also to agree jointly on the role of the Ministry of Health. Whereas on the
Swiss side priority was given to the political dimension (gaining acceptance of the
idea of harm reduction and the four-pillar model) and to coordinating the various
players, the Uzbek MoH focused its attention very strongly on the control aspects.
Discussions constantly returned to these points and led to repeated debates and
clarifications of position.
6.1.1 Successful search for partner organisations
At the same time, the Project Leader began to look for suitable partner
organisations. The prerequisite was an organisation’s readiness to carry out
development work in collaboration with Swiss project leadership, so that the
project could be adapted to local circumstances and customs.
From the point of view of the Contact Net, it was clear from the beginning that only
a process-oriented approach could ensure successful implementation. The Swiss
experience in this area would provide guidelines and inputs. But the question --
“What should a harm reduction project for Uzbekistan look like?“ -- could only be
answered through a joint development effort and would involve a considerable
learning process for all concerned.
This manner of proceeding caused considerable uncertainty for many NGOs. They
are used to being presented with clear requirements by donors, not only at the
strategic level but also at the operational level. Moreover the whole harm reduction
approach met with resistance from some organisations. They stressed the primary
importance of prevention and had doubts about the feasibility of a harm reduction
project, partly because of the current political situation and partly due to what they
perceive as the Uzbek mentality.
The definitive choice of partner organisations therefore took place only after a twoday
seminar in which the project objectives and Switzerland’s experience were
presented and a first view of how implementation could proceed in their own
environment was prepared with the help of the participants. This created a basis
for decision-making on both sides which has certainly proven its worth.
Subsequently two NGOs, SABO in Tashkent and Ayol in Samarkand, were chosen
as partner organisations. The work began in March 2003 under the leadership of
Contact Net.
In this first phase, various international organisations already in Uzbekistan
(UNODC, WHO, UNDP, USAID, etc.) which were working mainly to prevent or
combat illegal trafficking in drugs, were contacted so as to make the best of any
possible synergies.
16
Networking
Role of the
Ministry of
Health
Process
orientation,
approach based
on participation
Need for
partnership
NGO
uncertainty
NGOs in
Tashkent und
Samarkand