 |
UNITED NATIONS DEVELOPMENT PROGRAMME
Project of the Government of India
PROJECT DOCUMENT
Table Of Contents
A. CONTEXT
1. Description of Subsector - the UN & SDNs
2. Host Country Strategy
a) Government Commitment to SD
b) National Telecom Policy
3. Prior On-Going Assistance
a) SDNP-India & SDNP Global
b) National Informatics Centre
c) ENVIS & Info Terra
d) ERNET
e) IDRC
B. PROJECT JUSTIFICATION
1. Problem/Present Situation
a) Problems
b) Who identified the problem, link to UNDP
c) Present situation
2. Expected E-O-P Situation: Goals/Objectives
3. Target Beneficiaries
a) Government
b) Academia
c) Business
d) NGOs
4. Project Strategy/Implementation Arrangements
a) Goals/Objectives
b) Growth Plan
c) Implementation Arrangements
5. Reasons for Assistance from UNDP
6. Special Considerations
7. Coordination Arrangements
a) Institutional systems
b) National Steering committee
c) National Programme Director
d) SDNP Office
e) Core partners
f) Association
8. Counterpart Support Activity
C. DEVELOPMENT OBJECTIVE
D. IMMEDIATE OBJECTIVES/OUTPUTS/ACTIVITIES
1. Establish & Operate a Distributed Info.Clearinghouse
2. Organize an SDNP-India Association
3. Coordinate and Manage SDNP-India
E. INPUTS
F. RISKS
G. PRIOR OBLIGATIONS AND PRE-REQUISITES
1. Prior Obligations
2. Pre-Requisites
H. REVIEWS
I. LEGAL CONTEXT
J. BUDGETS
1. UNDP Contribution ($)
2. GOI Contribution (Rs.)
3. For Objective 1: Clearinghouse
a) UNDP Contribution ($)
b) Government of India Contribution (Rs.)
4. For Objective 2: Association
a) UNDP Contribution ($)
b) Government of India Contribution (Rs.)
5. For Objective 3: Management
a) UNDP Contribution ($)
b) Government of India Contribution (Rs.)
ANNEXURES
1. Workplan
2. Review Schedule
3. Legal Text
4. Training Programme
5. Equipment Requirements
6. Job Descriptions
7. Participation Framework
8. Financial and Accounting arrangements
ATTACHMENTS
1 Request for advance of funds from UNDP
2 Status of Funds advanced by UNDP
3 Project Delivery Report for funds provided by UNDP
4 Annual report of UNDP - finance non-expendable equipment
5 Schedule of Advances
LIST OF FIGURES
1. Options at a Glance
2. Profile of Information Users
3. Phases of SDNP-India's Evolution
4. Organizational Structure
5. Examples of Systems Necessary for SDNP
6. Details of MOEF Contribution
7. Objectives and Indicators of Growth
| Number and Title | IND/95/019/A/01/99 - Establishment of
Sustainable Development Networking Programme |
| Duration | Three years |
| Project site | New Delhi, and National |
| ACC/UNDP sector & subsector | 0900 - Communication
0940 - Development Support Communication |
| Government sector & subsector | Environment Information |
| Government Counterpart Agency | Department of Economic Affairs, Ministry of Finance. |
| Government implementing agency | Ministry of Environment & Forests (ENVIS) |
| Executing agency | Ministry of Environment and Forests |
| Co-operating or associated agency | National Centre for Software Technology, (NCST), Bombay |
| Estimated starting date | January 1997 |
| Government inputs | (in kind) Rs.16,412,000 |
UNDP and cost sharing/financing
| UNDP/IPF | US$ 205,638 |
| IDRC | US$ 205,636 |
| SDNP | US$ 205,636 |
| Government | US$ NIL |
| UNDP+CostSharing | US$ 616,910 |
Brief description:
The SDNP-India intends to establish a distributed clearinghouse
of information on Sustainable Development and an association of
information users, carriers and providers by involving government,
academia, business and NGOs.
On behalf of:
| Signature | Date | Name/Title |
| The Government: | | |
| Executing agency: | | |
| UNDP: | | |
United Nations official exchange rate at date of last signature
of project document $1.00 = 35.50
4
Subsector: The Exchange of Information on Sustainable Development.
The United Nations Conference on Environment and Development
(UNCED), The Earth Summit, held in Rio de Janeiro in June 1992,
resulted in a global plan of action, Agenda 21, which was endorsed
there by over 179 countries. Agenda 21 emphasizes the importance
of environmentally sound technologies, education, public awareness
and training. The plan also emphasizes capacity building, which
refers to co-operation with developing countries that encourages
them to develop human and organizational resources to plan and
implement sustainable development.
The Earth Summit gave the United Nations Development Programme
(UNDP) the leading role for capacity building within the UN development
system. UNDP swiftly responded with Capacity 21, a broad plan
of action to help developing countries formulate economic, social
and environmental goals, plans, programmes and policies that lead
to sustainable development. Capacity 21 also embraced the Sustainable
Development Networking Programme (SDNP), a UNDP initiative launched
in 1990 to make relevant information on sustainable development
readily available to decision makers responsible for planning
sustainable development strategies.
Available and accessible information on sustainable development
will be one of the primary ways of ensuring that development in
the future progresses in a sustainable manner. Such development
will be based on better decision-making with better information.
Exchange of information on sustainable development will eliminate
the need to begin each project from scratch:teams can learn from
others' experiences. It will also promote sharing and joint ventures
to achieve the common goal of sustainable development.
Through an active pilot group of some thirty-five local and regional
SDNPs, a number of developing countries have begun to obtain information
that will help them prepare their own national Agenda 21s.
SDNPs combine face-to-face meetings, electronic and other means
of communication to link sources and users of information on sustainable
development. Participants include government bodies, research
institutes, non-governmental organizations, and grassroots and
entrepreneurial organizations worldwide.
The SDNP is more than an information network. SDNP foster informed
dialogue and communications to encourage and empower stakeholders-
the people upon whom development depends or who are most influenced
by it - to become more active participants in the development
process. Roundtable processes that bring together donor and developing
country personnel, and public or community meetings involving
participator decision making are examples of the types of consultations
with which SDNPs become involved".
Currently there is no network in India providing information on
sustainable development which is equally accessible to all participants:
government bodies, NGOs, Academia and Business. SDNP-India will
uniquely fill this need. The type of information to be addressed
by SDNP-India is given in Box 1.
|
Box1: Prospective SDN Subject Scope |
| ENVIS Subjects | Additional Topics |
| Appropriate technology | Toxic chemicals | Climatology |
| Energy | Himalayan ecology | Population |
| Wildlife conservation | Waste management | Water resources |
| Human settlements | Environmental Management | Agriculture |
| Occupational health and safety | Mining | Poverty |
| Eastern & Western Ghat ecology | Pollution | Forestry |
| Desertification | Animal ecology |
| Environmental education | Environmental law |
| Mangroves & the marine environment | Biodiversity |
Voluntary organizations and media |
Based on subjects being currently handled by ENVIS and additional topics
suggested by the SDNP-Task Force.
Strategy formulation for the exchange of information on sustainable
development is in its infancy. However, two lines of government
policy are particularly relevant to the SDNP-India initiatives:
the government's commitment to sustainable development and the
environment; and its recent liberalization efforts, of which the
Telecommunication Policy is a key part.
The three major government contributions to environment and sustainable development over the past one and half decades may be summarised as:
- establishment of basic infrastructure and agencies at Central
and State levels;
- formulation and enforcement of policy and legal instruments:
egs. Conservation Strategy, amendment of outdated Acts or enactment
of comprehensive new ones like the Forest Conservation Act and
the Environment (Protection) Act; and
- formulation and implementation of programmes and projects:egs
ecodevelopment plans, Ganga Action Plan.
The National Conservation Strategy formulated in 1990 recommended
six primary tasks aimed at sustainable development: Stabilisation
of population growth, Integrated land use and water management,
Conservation of biological diversity, Sustainable energy and resource
utilisation, Pollution control, and Improvement of human habitats.
This was followed by more specific plans such as the Environmental
Action Program (EAP) and the National Forestry Action Plan (NFAP).
The EAP aims to improve environmental services in India and to
facilitate integration of environmental considerations into development
programmes by improving environment assessment, environmental
awareness and the role of NGOs. The NFAP will seek to increase
and sustainably manage forests such that it contributes to bio-diversity,
conservation, climatic needs and national development goals.
India has also contributed to international understanding on issues
of environment and development since the Stockholm Conference
in 1972. The Brundtland Report was officially released at New
Delhi in 1987 and India was an active participant at Rio 1992,
where the Prime Minister addressed the United Nations Conference
on Environment and Development.
One of the major operational obstacles has been the lack of coordination
both within and outside government. The National Environmental
Council recently set up under the chairmanship of the Prime Minister
should contribute to bringing in more focused efforts towards
the goal of sustainable development.
The Ministry of Environment and Forests (MOEF) oversees the government
efforts in environment and sustainable development with activities
like survey and conservation of natural resources, environment
impact assessment and pollution control, regeneration and development
research, education and information, legislation and institutional
support, and international cooperation. There are also several
other ministries and agencies within the GOI addressing issues
of sustainable development.
One of the major parts of the MOEF is the Education, Training
and Information Division, which has information distribution as
one of its goals and realizes this through its Environmental Information
System (ENVIS). At present ENVIS is a system of distributed databases.
The concept links its Centres, known as ENVIS Centres, on priority
subject areas on Environment and its associated fields. ENVIS
also deals with the 'Centres of Excellence' related to environment.
There are 20 ENVIS Centres concerned with a variety of subject
areas related to environment. Nearly 6000 queries are received
by the ENVIS network per year, which responds to these with substantive
information as far as possible.
India's new Economic Policy aims to boost exports, improve global
competitiveness, attract direct foreign investment and stimulate
domestic investment. The success of this hinges considerably
on improved telecommunications which is what the new Telecom Policy
strives for.
The main objective of the new Telecom Policy is"Telecommunications
within the reach of all". More specifically, it aims to:
- ensure basic services covering all villages as soon as possible
at reasonable and affordable rates;
- improve quality of telecommunications;
- improve complaint redressals, dispute resolution and public
interface;
- encourage India to become a major exporter of telecommunications
equipment; and
- ensure security of information transmitted.
In July 1992, some Value-Added Service like e-mail, voice-mail,
video conferencing, radio paging, audiotext services, video-text
services, and cellular mobile phones were opened to the private
sector. In addition, private companies are now also allowed to
offer basic telephone services, provided they follow certain guidelines.
The Telecom Policy encourages pilot projects in basic and value-added
services.
On the technological front, the Policy hopes to simplify procedures
for the inflow of foreign technology, encourage indigenous technology,
and set up a suitable funding mechanism for indigenous research
and development.
The major implications of the new economic and telecom policies
is that privatization of services will reduce government's monopoly
in telecommunications. This, in turn, will create more competition,
possibly improve services and give consumers more choice.
With the progress being made in telecommunications, the SDNP could
evolve into a major contributor to the process of sustainable
development in the country, given an equally supportive implementation
environment.
Other actors in society, including business, academia, and NGOs
are also becoming more aware of issues of Sustainable Development.
Both access to existing information as well as exchange of information
between decision-makers are important and GOI is making progress
on both fronts.
Several other programmes are also addressing the same subsector.
With the catalytic support of UNDP, SDNP today is at some stage
of initiation or operationalization in more than 35 countries.
Although each country's SDNP is designed according to its own
conditions and operates autonomously, the SDNP head-office in
New York suggests the ventures and facilitates communications
between the various efforts. One example is the Annual SDNP Coordinators
Workshop.
Prior assistance was provided by UNDP for the preparation of a
Feasibility Study. The study showed the need for a SDNP in India
today and suggested structural features. This was verified via
a national consultation in February 1995. SDNP-India is now on
the threshold of being established, as per the recommendations
made in the study.
National Informatics Centre (NIC) was established to act as a
focal point for the development of methodologies for; designing
and implementing national information systems and data management
techniques; maintaining inventories of primary data; establishing
procedures and standards for data collection and dissemination;
training users of and specialists in information systems; and
data management and computing techniques.
NICNET, which initially was assisted by UNDP, is now found in
all Central Government departments, 32 states and more than 500
district administrations.
DISNIC database, Informatics Development Programme, covers the
sectors of agriculture, animal health and production, water resources,
fisheries, cooperatives, forestry, natural resources, weather
data and rural development etc.
RENNIC, Research and Education Network programme of NIC Services,
provides NICNET connectivity to all the Academic and Scientific
Institutions recognized and funded by both Central and State Governments.
NIC has in accordance with the recommendations of the Agenda-21
initiated the implementation of NICNET based Informatics for Sustainable
Development Programmes. In the field of sustainable development,
NIC took part in organizing in 1995 a national conference on Informatics
for Sustainable Agricultural Development. Furthermore, NIC is
involved in the implementation of the national Watershed Development
Programme in Rainfed Areas.
INFOTERRA was established in 1976 by UNEP to promote the exchange
of environmental information within and among countries. It is
a decentralized international network incorporating diverse environmental
information systems, i.e. a grid of designated national focal
points. Each national focal point refers its users to the most
appropriate information source.
ENVIS acts as the National Focal Point (NFP) as well as Regional
Service Centre (RSC) for South Asia Sub-region of INFOTERRA. The
queries responded to by ENVIS network are the largest number among
INFOTERRA Focal Points Worldwide. Presently ENVIS is being networked
with all of its partners through ERNET (described below) so that
it can access various national and international databases for
catering to the information needs of its varied users groups.
ERNET, the Indian Educational & Research Network, is a project
of the Department of Electronics, Government of India, assisted
by the UNDP. ERNET offers a variety of services such as electronic
mail, electronic bulletin boards, directory services, access to
public domain information and free software, and a distributed
information system named Gopher and the World-Wide-Web, both of
which use client-server technology. NCST operates the international
gateway and the main switching centre of ERNET. NCST also plays
a major role in offering technical assistance to educational and
R & D institutions in the form of information, advice, and
training for setting up e-mail connections.
Fifteen nodes of ERNET are connected to each other using 9600
bps leased lines. These lines are being upgraded to 64 kbps links,
one by one. Over three hundred academic and R&D groups exchange
e-mail with each other using ERNET. Over 50,000 users are estimated
to have access to ERNET facilities. Internet access is provided
using a 64 kbps leaded line from NCST, Bombay, to the USA and
128 kpbs link from Bangalore to USA. Plans for ERNET include
the expansion of a satellite communication system to enable ERNET
to reach locations which do not have good data communication links.
IDRC is also investigating the concept of a Pan Asia Networking
programme: a computerized network to facilitate the exchange of
information on development in Asia. IDRC also provided support
for the SDNP-India's Feasibility Report.
The agencies and institutions involved in addressing issues of
sustainable development in India are regularly confronted by two
key problems:
i) Lack of effective exchange of information:
Most users in NGOs, academia, business and government are unable
to access available information on sustainable development in
the form and time they require it. Very often it is only a matter
of automating the available information and adding value according
to the users' needs.
ii) Lack of substantial interaction among users, providers
and carriers of information on sustainable development:
There is no formal structure to bring together parties concerned
with sustainable development in India to encourage such interaction.
One extreme case of this is different parties working on the
same problem separately. An unified and focused effort would
produce greater and faster results.
The concept of a global Sustainable Development Networking Programme
(SDNP) to facilitate effective exchange of information on environment
and development evolved during the preparatory discussions for
the Earth Summit at Rio in June 1992. With the catalytic support
of the UNDP, SDNP today is at some stage of initiation or operationalisation
in more than 35 countries.
After a series of discussions with the UNDP, the Ministry of Environment
and Forests, Government of India, with the support of UNDP and
IDRC, initiated efforts to explore the possibilities of setting
up an SDNP-India. In early 1994, they established a Task Force
consisting of eminent experts and senior representatives from
the Ministry of Environment and Forests, Department of Electronics,
National Informatics Centre, National Centre for Software Technology,
UNDP and IDRC. Additional members were to be co-opted as required
depending on the interest of the institutions to be involved in
SDNP-India.
The first fundamental issue before the Task Force was to determine
whether an SDNP-India was required at all. In case there was
a positive indication, their primary responsibility would then
be to outline the most appropriate design and implementation strategy
for SDNP-India.
A Pre-feasibility Study Team was asked to make a rapid assessment
and report back to the Task Force. They met several government
agencies, NGOs, academic institutions and companies in different
parts of the country and established the need for a SDNP in India.
The Pre-Feasibility Study, established the need for SDNP-India
and also broadly outlined the scope of subjects to be covered,
geographical spread and technological reach.
The Task Force then appointed Development Alternatives to undertake
a Feasibility Study to suggest various options that are possible
for SDNP-India. The SDNP-India Feasibility Study (Jan.1995) outlines
five options that have evolved from an assessment of the present
situation in India and the guiding principles distilled from experiences
of SDNP initiatives globally. Based on the primary functions they
are expected to perform, the options may be labelled as a Clearing
House, an Association of Networks, a high speed Backbone, a User
Network and a Network Service Provider. In each case, the functions,
operational requirements and financing opportunities are described.
The predominant strengths, weakness, opportunities and threats
are also presented. Figure 1 presents all the five optional frameworks
at a glance.
The Task Force met in October 1994 to discuss the five different
optional frameworks evolved for SDNP-India. A combination of
Option 2 (Association of Networks) and Option 4 (User Network)
was selected to form the framework of SDNP India. The Task Force
further suggested that elements of Option 1 (Clearinghouse Programme)
be included, leaving the work of Option 3 (High Speed Backbone)
and Option 5 (Network Service Provider) to be managed by existing
electronic networks in the country.
There are several networks currently operating, however:
- some are computerized and some are not
- few are specializing in aspects of sustainable development
- few are inclusive of all the categories of participants
- NGOs have relatively less access when compared to other groups.
- there is inadequate exchange of information either between
groups or even with each group.
A technically and economically viable system will be established
to facilitate effective exchange of information on sustainable
development between all participants.
The Networking Programme established will include:
Figure 1: Options at a Glance
|
|
Optional Framework
|
| Characteristics | 1 | 2 | 3 | 4 | 5 |
| Title |
Clearinghouse Program |
Association of Networks |
High Speed Backbone |
User Network |
Network Service Provider |
| Role of SDN Office |
Middleman ("Bridge") |
Facilitator |
Transporter |
Daughter Network |
Mother Network |
| Primary Participants |
Info providers |
networks (electronic & manual |
-info providers
-info users
-networks (electronic)
|
- network
-Info users
|
-Info providers
-Info users
|
| Housing Possibilities |
anywhere |
anywhere |
government |
government |
NGO, independent |
| Hardware Involved |
PCs,modems |
PCs,modems |
routers, modems,hi-speed lines |
router,modems, PCs, hi-speed links |
Specific indicators at the end of year 1 and 3 are given in Figure 7.
The most direct beneficiaries of SDNP-India will be the information
users involved in the sustainable development process. They can
be categorized into four functional groups:government, academia,
industry and NGOs. See Figure 2 for examples of each.
SD information users within government range from policy and planning
bodies, line departments, and other agencies at Central, state,
district and local levels. They require hard statistical data
and also textual information for programme planning, monitoring,
decision support, early warning, and disaster management responsibilities.
Individuals and groups within educational and research institutions
need both factual and textual information for their evaluation,
design and policy advice functions, besides basic educational
activities. Their requirements are currently fulfilled primarily
from government and academic sources.
Business and industry users typically require information on industrial
and related policies, conditions on industrial sites in various
locations, technologies, finance and markets. Presently this information
is obtained from sources within industry like the associations
and also government, very often through specifically commissioned
consultancy studies and surveys. A bulk of the effort and resources
goes into collection of routine data. There is no one place to
get all the required information.
NGOs are involved in action research, awareness generation, development
action, watchdog and policy advocacy; a major part of which can
be easily classified within the ambit of sustainable development.
About 100 work at the national level and have access to various
resources, including automation. Some 20,000 work at grassroot
level, with little access to resources, including information.
If the above four groups benefit from the information exchange
and knowledge from SDNP-India and are able to incorporate it into
their operations to ensure more sustainable development, then
the general population and the country as a whole also benefit.
Figure2: Profile of Information Users
(indicative examples based on functions)
GOVERNMENT AGENCIES
|
ACADEMIC & RESEARCH INSTITUTIONS
|
* Planning and Policy Formulation
-Planning Commission
-State Planning Boards
* Regulation and Monitoring
-Central Pollution Control Board
-Bureau of Indian Standards
* Programme Implementation
-Agriculture department
-Forest department
* Early Warning
-Indian Meteorological department
* Judicial/Arbitration
-Consumer Protection Tribunals
-Courts
|
* Policy Advise
-Centre for Policy Research
-Indian National Science Academy
* Evaluation and Design
-Indian Institute of Technology
-Indian Institute of Management
* Methodology and Technique Development
-Indian Statistical Institute
-Central Leatwr Research Institute
* Education and Training
-Jawaharlal Nehru University
-Gandhigram University
|
BUSINESS & INDUSTRY
|
NON-GOVERNMENTAL ORGANIZATION
|
* Manufacturing
-Bajaj Auto Ltd.
-Tata Iron & Steel Co.
* Financial Services
-State Bank of India
-Small Industries Development Bank of India
* Development Services
-Lipton India Ltd.
-Tata Steel Rural Development Society
* Consultancy Services
-Envirotech Consultants
-Engineers India Ltd.
|
* Awareness and Education
-Centre for Environmental Education
-Centre for Science & Environment
* Watchdog
-Consumer Education and Research Centre
-Traffic India
* Policy Advise
-Society for Promotion of Wasteland Dev
-Indian National Trust for Art, Culture & Heritage
* Action Research
-Development Alternatives
-Society for Rural Industralization
* Development Action
-Sulabh International
-Social Work Research Centre
|
Note: Most Institutions undertake more than one function.
The goal of the Sustainable Development Networking Programme (SDNP)
in India as brought out by the Feasibility Study sponsored by
the Task Force, will be to facilitate effective exchange of information
on sustainable development by:
The Creation Phase in the first year will focus on laying the
foundations for establishing a distributed clearinghouse and an
association of interested participants. Considerable effort will
go into mobilising core members of the association and channelising
their current efforts such that at least the manual and some automated
clearinghouse activities can start immediately after inception.
The Growth Phase over the next two years will build upon the base
established in the first phase in terms of expanding participant,
technical, geographic and subject coverage. The focus at this
stage will be to attain credibility and confidence among the participants
and society at large.
During a third stage the Sustenance Phase, over the following
two years, the programme will channel its efforts to ensure that
it can sustain itself on a cost recovery basis. Outputs may appear
to plateau temporarily but this will be essential to differentiate
between the genuinely interested and committed participants and
the free-ride passengers.
A graph depicting the phases of the SDNP-India evolution is given
in Figure 3.
In order to implement this plan, this project will adopt the following
steps:
SDNP-India will be initiated by the Government of India with donor
funding from UNDP, IDRC, SDNP-NY, as well as important contributions
in cash or kind from other key players. However, it will rely
on the entrepreneurship of the participants to make it self reliant.
Financing can be mobilised from the donor community and also through
collaboration among participants. A group of users may be organized
to pay in advance for customised information that can be generated
by providers who are SDNP Association members. If a business
user needs information on recycling, he could finance a SDNP database
on the subject. A NGO could sponsor a BBS pertaining to its area
of work.
SDNP-India will have to provide information services virtually
free for the first couple of years to convince users it is important
and worthwhile. Cost-recovery schemes can be implemented thereafter.
The exact cost structure can be detailed after seeing the demand
for services during the first years.
The Ministry of Environment and Forests (MOEF), Government of
India, will be the Executing Agency for the SDNP-India Project.
ENVIS will be the Implementing Agency while NCST will provide
technical support and linkage with ERNET.
National Project Director (NPD) will be guided by the advise of
the SDNP National Steering Committee to oversee the execution
and effective implementation of the project. The NPD, in consultation
with Steering Committee, will appoint a National Project Coordinator
(NPC) to oversee day-to-day operations. The NPC will work under
the direct supervision and control of the NPD. One of the computer
professionals of SDNP-India will be located at NCST.
The NPC and team will work towards building the Nodes and executing
the Clearinghouse and Association activities envisaged in SDNP-India.
The need for SDNP-India was very clearly established in the Feasibility
Study. Assistance has now been requisitioned from UNDP to catalyze
the setting up of SDNP-India.
UNDP is uniquely positioned to assist SDNP-India because:
- of its global experience in general institutional building
and specially SDNPs in 35 other countries.
- it is seen as a neutral agency with the credibility to promote
such an initiative
- it was a prime-mover in setting up the SDNP-India Task Force,
sponsoring the Feasibility Study and catalysing the entire venture.
Special considerations for a national SDNP have evolved from several
documents released by UNDP/IDRC. These consists of many broad
guiding principles but there are some key ones that this project
should keep in mind in terms of the process of setting up and
operating a national SDNP and its outputs (products and services).
Experience till date indicates that for a national SDNP to have
better chance of establishing itself, the process needs to encourage
participation of all potential actors from the beginning of thereby
evolve from local circumstances. Similarly, products and services
will benefit the potential users more if they meet local needs
and are more easily accessible.
The structure envisioned for SDNP-India consists of the National
Steering Committee, National Programme Director (NPD), SDNP Office,
Core Partners and the Association. NCST and ENVIS would also be
involved. Please refer to Figure 4 for an organization chart.
Figure 4. Organizational Chart
While SDNP-India will evolve from a small number of participants,
it is important that players from all concerned constituencies
are involved from the beginning. The initial participants must
assimilate and own the concept to successfully expand the process.
The role of the National Steering Committee will be to guide the
operations of the SDNP-India, including the tasks of selecting
the NPD, setting up policies, advising on the appointment of the
NPC, reviewing work plans, and monitoring operations from time
to time. The NSC will also decide the criteria and performance
specifications for selection of nodes. It will have about a dozen
members who are credible and represent the needs of committee
participants. These will include general users, carriers and providers,
SDNP Nodes, Primary SDNP Carriers, SDNP Office, and financing
agencies. The composition should also cover government, academia,
business and NGO interests. They will meet twice a year or more
often if required.
The NPD will be a Senior Officer from the MOEF, responsible for
ENVIS. The NPD will oversee the execution and effective implementation
of SDNP-India in close collaboration with ENVIS. The NPD will
work for the SDNP under the advise and direction of the National
Steering Committee.
The SDNP Office will coordinate/manage the activities of the programme
and be responsible for the Clearinghouse and Association functions.
It will also liaise with ENVIS and NCST as well as act as the
main SDNP-Node. The SDNP office will be managed by the National
Project Coordinator (NPC).
The SDNP office will be located in ENVIS as it is currently performing
most of these functions and has working links with a majority
of the constitutiences involved in sustainable development issues.
It has a nationwide network and a query-response service covering
a fair number of subjects related to sustainable development.
It is also the regional hub of the global INFOTERRA programme
of UNEP. While ENVIS involves government, academia and NGOs, its
links with the business community will have to be considerably
strengthened.
The SDNP Office will consist of a Team of professional and support
staff headed by a National Project Coordinator (NPC). To initiate
the programme, the NPC will have to be selected at the earliest
by the host institution in consultation with the National Steering
Committee. Experience has shown that the NPC needs to have the
following skills and capabilities:managerial skills, leadership,
communication skills, understanding of technology, entrepreneurial,
good business sense, change agent, problem-solver, marketing abilities,
good reputation and acceptable to all participant groups.
SDNP Team to be chosen by the NPC will consist of a maximum four
professionals, two computer professionals, one information scientist
and one professional for promotion and training activities and
four support staff.
A number of operational systems (guidelines and procedures) need
to be developed by the NPC, with the assistance of the Association
and the Team, in the early stages. Figure 5 gives some important
examples.
Figure 5: Examples of Systems Necessary for SDNP
- System for updating SD Sources directory.
- System for maintaining inventory of information providers
and information.
- System for transformation of data into useful information
and forms that will be helpful in decision making.
- System to encourage and enable players to share information.
- System to make information accessible and transparent.
- System for timely dissemination of information to automated
and non-automated users.
- System for improved coordination among different types of
information providers.
- System for training SDNP Coordinator and staff.
- System for training users how to utilize the information.
- System for training providers how to collect, store, assess,
transform data into useable information, computerise and mount
the information on SDNP.
- SDNP can use universities, specialised institutes (e.g.NIIT),
SDN Coords Workshop, special course, etc. to provide training.
- System for awareness building among all participant groups
on the importance/usefulness of information in general and SDNP
in particular. Possible use of radio/TV shows to answer queries.
- System for collecting feedback from users (automated and non-automated):
data received, data correct, response time, action taken as a
result of information, impact of action.
- System for monitoring progress and determining success. Performance
indicators will be needed to compare actuals against planned targets:
qualitative and quantitative;short-term and long-term. Examples
of some measures of success are the number of SDN node sites,
the number of IPs, the number of automated databases, and the
number of regular users. Can also ask other networks in India
how they are measuring their performance.
- System to report to National Steering Committee (Association),
donors, and SDNP-NY.
- System of checks:internal and external audits.
Core partners of the SDNP-India will include ERNET/NCST and the
SDNP-India Nodes who will coordinate with the SDNP Office.
ERNET/NCST will provide electronic network services to the Project.
The head of NCST will also be a Project Advisor (PA) to SDNP-India.
The SDNP Nodes will be the most critical link between the participants
of the Programme. Any user will see these nodes as the window
for the SDNP products and services. While these Nodes will be
independent entities, they will receive nominal technical, financial
and other support from the SDNP Office.
Initially there will be about 10 Nodes distributed across the
country. Eight of these initial nodes will be ENVIS centres, run
by the ENVIS Department of MOEF. These Nodes may be selected from
among credible and interested institutions representing regions,
subjects and participant group. They should currently be information
providers or carriers in a position to mount some databases on
sustainable development subjects almost immediately. They need
to have demonstrated the ability to perform the other clearinghouse
functions both electronically and manually with wide user base.
An indicative list of potential Nodes is provided in Appendix
1 of the SDNP-India Feasibility Study. Over a period of three
years, SDNP-India can have about 30 Nodes.
The Association will be composed of a General Body, Working Groups
and a Management Group. The SDNP Office will be the secretariat
to the Association.
Any individual or institution concerned with exchange of information
on sustainable development will be eligible to become a General
Body Member. The primary purpose of becoming a member will be
to resolve common problems, and develop and work on projects jointly.
It will be very useful for the Association to evolve some form
of a Code of Conduct. The Association can be initiated by a critical
mass of about 50 concerned information users, carriers and providers
from government, academia, business and non-governmental organizations
and grow to about 200 members.
Working Groups will be constituted as and when the requirement
arises to address the specific needs of a particular group of
members or an issue of common concern. The General Body will
elect a Management Group which represents the various constituencies
of the membership to oversee the activities of the association.
The General Body will meet twice in the first year and after that
on an annual basis. The working groups can meet as required,
while the Management Group will meet once every quarter. In addition,
bulletin board systems will be used as a means of discussion.
SDNP New York acts as a focal point for SDNP globally, by facilitating
the exchange of SDNP-related information between countries and
providing advice on administrative policy and operational procedures.
The Ministry of Environment and Forests (MOEF) is in a position
to place various resources at the disposal of SDNP-India by leveraging
the activities of their Education and Information Division (including
education, ENVIS Centres, NNRMS, grants, Centres of Excellence),
seminars and Paryavaran for which the total annual budget is
currently approximately Rs.10 crores). MOEF will contribute substantively
and also financially towards initiating and operationalizing SDNP-India
by:
The specifics of the proposed contribution of the MOEF to SDNP-India
during the first year versus the total required funding its outlined
in Figure 6.
For operational efficiency, NCST Bombay will provide technical
support and linkage of SDNP-India with ERNET.
NCST will also contribute in terms of:
Figure 6: DETAILS OF MOEF CONTRIBUTION DURING YEAR 1
| SUMMARY BUDGET: (Rupees) |
| Budget heads | SDNP year 1 | MOEF
contribution | Balance |
| SDNP Office |
| Frontened
costs | 2530000 | 530000 | 2000000 |
| Recurring costs | 2247000 | 0 | 2247000 |
| Catalytic Funds |
| for nodes | 1500000 | 1200000 | 300000 |
| for databases | 3000000 | 2400000 | 600000 |
| training/promotion | 3100000 | 1500000 | 1600000 |
| Total 1 | 2377000 | 5630000 | 6747000 |
DETAILED BUDGET:
| Budget heads | SDNP year 1 | MOEF contribution | Balance |
| SDNP Office |
| FRONTEND COSTS: |
| Hardware |
| 1. 486 Server (2) | 500000 | 500000 | 0 |
| Modems (2) | 120000 | 0 | 120000
| | Router | 900000 | 0 | 900000
| | Software |
| Unix w/TCP/IP | 200000 | 0 | 200000 |
| RDBMS | 600000 | 0 | 600000 |
| leased line (9600 bps) | 150000 | 0 | 150000 |
| 2. telephone lines (2) | 60000 | 30000 | 30000 |
| Total frontend costs:
2 | 530000 | 530000 | 2000000 |
The budgetary estimates regarding MOEF's contribution are
purely provisional and tentative at this stage and are subject
to final approval by the GOI.
DETAILED BUDGET: (RS.)
RECURRING COSTS:
| Budget heads | SDNP year 1 | MOEF
contribution | Balance |
| line rental for 9600 bps line | 150000 |
0 | 150000 |
| HW & SW
Maintenance | 253000 | 0 | 253000 |
| Miscellaneous costs | 500000 | 0 | 500000 |
| 3.Staff costs (9) | 744000 | 0 | 744000 |
| Rent for premises | NIL | NIL | NIL |
| Travel & local | 200000 | 0 | 200000 |
| Office expenses | 200000 | 0 | 200000 |
| Telephone costs | 200000 | 0 | 200000 |
| Total recurring costs: | 2247000 | 0 | 2247000 |
*** Catalytic Funds***
FOR SDNP NODES:
| Budget heads | SDNP year 1 | MOEF
contribution | Balance |
| 4. Node Costs (10) | 1000000 | 800000 | 200000 |
| 5. Subscription costs | 500000 | 400000 | 100000 |
| FOR DATABASE DEV. |
| 6. Automating (5) | 1000000 | 800000 | 200000 |
| 7. Developing (5) | 2000000 | 1600000 | 400000 |
| FOR TRAINING/PROMOTION |
| 8. Meetings | 1000000 | 1000000 | 0 |
| 9. Fellowships (10) | 1100000 | 0 | 110000 |
| Promotions | 500000 | 0 | 500000 |
| 10. Training (5) | 500000 | 500000 | 0 |
| Total Catalytic funds: | 7600000 | 5100000 | 2500000 |
EXPLANATORY NOTES;
The column titled 'SDNP Year 1' gives SDNP-India's Year 1 budget,
taken from section 4.4 of the Feasibility Report. The column
titled 'MOEF Contribution' shows MOEF proposed contribution for
Year 1. The column titled 'Balance' gives the outstanding balance,
i.e. the amount yet to be financed in Year 1.
Proposed contributions from the Information Division of the MOEF:
(This represents the funds which are already being committed/spent
on the ENVIS focal point and the ENVIS Centres)
C. DEVELOPMENT OBJECTIVE
The primary development objective of the SDNP-India will be to
promote the process of sustainable development through organised
accessibility to and exchange of information among all concerned
parties. The secondary objective of SDNP-India will be to link
up with the global SDNP.
The primary aim is to assist in building national capacity to
operationalise SDNP-India. More specifically, the capacity building
assistance will include the following objectives, outputs and
activities.
Each objective has associated with it certain outputs: key indicators
or outputs by which the evolution process can be monitored and
controlled. This will enable evaluations at critical milestones
for considered change in strategic or operational directions.
The outputs are achieved by performing several specific activities.
The basic intent is to begin with activities that will quickly
result in useful and visible products and services (e.g. a referral
point office, SD Sources directory and database) and then proceed
to more complex tasks and service. Prototype information products
and services will have to be developed during the early stages
to enable users to understand what SDNP can offer.
Objective 1: Establish and Operate a Distributed Clearinghouse
The primary aim of the distributed Clearinghouse will be to answer
and channel queries related to sustainable development. The Clearinghouse
programme will address the specific needs of both the manual and
automated users. Initially there will be more manual users communicating
via post, on the telephone and in person. When the electronic
network is well established, automated access will become more
predominant.
Outputs:
Activities:
Objective 2: Organise an SDNP ASSOCIATION
This Association will be open to individual and institutions concerned with exchange of information on sustainable development. They may be information users, carriers or providers from among government, academia, business, and non-governmental organisations.
The primary purpose of the Association will be to provide its members a forum to evolve and take up activities jointly such that efforts for exchange of information on sustainable development are complementary and mutually reinforcing. Project evolved jointly will stand a better chance of financial, technical and other support from members and other agencies. The Association will also be in a position to arrange for training, fellowships and other interactions among members. In the process, the Association will enable its members to discuss problems and concerns, actively involve themselves in information exchanges activities and promote the concept of SDNP in India, besides becoming part of a global community.
Outputs:
Activities:
Objective 3. Coordinate and manage SDNP-India
The concept and functions of SDNP-India can evolve over a course
of five years, leading to the establishment of a reasonable complex
entity capable of major information-related initiatives. It will
begin mainly as a manual Clearinghouse, introducing automated
facilities gradually, and yet maintaining the active involvement
of manual participants through a vibrant Association composed
of about 250 members.
The primary task of operationalising this endeavour will fall
on the SDNP-India Office. This will include planning, executing
and monitoring the specific task of the Clearinghouse and Association
and also managing the finances of the Programme. Their activities
will be monitored and approved by the National Steering Committee
at appropriate milestones.
Outputs:
Activities:
Figure 7 gives the three objectives discussed above, the main
activities associated with each and goes further to offer some
key indicators/outputs that have been developed to define the
end of the Creation, Growth and Sustenance phases (refer to Figure
3) of each objective.
Tangible indicators have been determined wherever possible. In
most cases they reflect a measure of product or service, while
in other cases they refer to an internal requirement, such as
management reporting. Since the programme itself is visualised
as an enabling mechanism, the results to be achieved by the SDNP
Office and efforts of participating members have been indicated
separately.
The budget of SDNP-India has been given in Section J.
Inputs/Support to be provided by Government of India, in particular
by the Ministry of Environment and Forests (MOEF), have been explained
in Section B.8 of this report. In summary, it includes some frontend
costs of the SDNP-Office and significant portions of the catalytic
funds needed for nodes, databases, and training.
SDNP-India budget is to be subjected on a cost-sharing basis from
IDRC, SDNP-NY and UNDP, given over a period of three years. It
includes project personnel, sub-contracts, training, locally procured
equipment, operation and maintenance and reporting costs.
Any further funds required by SDNP-India will have to be self-generated
on an entrepreneurial basis.
Delay in the provision of concessional telecommunications tariff
will cause delays in project implementation. The MOEF, UNDP and
other stakeholders will continue to impress upon DOT to provide
concessional tariffs.
A lack of full/active participation of Nodes will result in fewer
members, fewer services/products. To prevent this from happening,
SDNP-India Management needs to do the following:incentive schemes,
regular audits, clear, frequent and regular communication of goal/objectives
and progress; good interaction between nodes and carriers; good
marketing plan and implementation.
If non-commercial users are not convinced of having to pay for
information, SDNP-India will not be economically self-sustainable.
Therefore, SDNP-India Management needs to have and implement
a good marketing plan.
These are fairly general risks to be expected of such a project
but all equally important. The common theme is 'lack of participation'.
However, being fully aware of the risks and their effects, the
SDNP-Coordinator should ensure that all necessary systems (such
as those mentioned above and those listed in Figure 5) are put
in place to avoid them.
SDNP-India UN Project Document December 1995
Figure 7: Objectives and Indicators of Growth
Objectives
|
Indicators(products & services)
| | | |
|
| |
Creation (end of
|
Phase
year 1)
|
Growth (end of
|
Phase
year 3)
|
| |
by SDNP office
|
by members
|
by SDNP office
|
by members
|
1. CLEARING HOUSE
a) Operate Query-Response Service
|
- No. of queries responded/annum
|
2,750
|
13,750
|
6,250
|
70,300
|
b) Moderate BBSs/Conference
|
- No. of conferences on SDNP operationalised
- No. of conferences on SD general operalised
- No. of conferences on SD components operationalised
- No. of conferences on networking (technical) operationalised
|
1
1
-
1
|
1
3
10
1
|
1
2
-
1
|
1
10
30
2
|
c) Mount database (automate existing or develop new databases)
|
- No. of directories on SD sources mounted
- No. of databases on SD general mounted
- No. of databases on SD components mounted
- No. of databases on networking technologies mounted
|
1
1
-
-
|
2
1
10
1
|
1
1
-
-
|
5
1
30
2
|
d) Provide E-mail and Gateway services
|
- No. of SDNP nodes established
- No. of automated users registered
- No. of manual users registered
- No. of transactions/year
- No. of transactions/year with national networks
- No. of transactions/year with international networks
|
1
100
200
7000
5600
1400
|
10
500
1000
35000
28000
7000
|
1
200
200
19000
15200
3800
|
30
2,250
2,250
213,750
171000
42750
|
SDNP-India UN Project Document December 1995
Figure 7: Objectives and Indicators of Growth (continued)
Objectives
|
Indicators(products & services)
| | | |
|
| |
Creation (end of
|
Phase
year 1)
|
Growth (end of
|
Phase
year 3)
|
| |
by SDNP office
|
by members
|
by SDNP office
|
by members
|
2. ASSOCIATION
a) Establish a forum for SDNP participants
|
- No. of members' joint ventures developed
- No. of international collaborations forged
- No. of (diagreements) differences ironed out
- No. of instances of lobbying and fulfilling members' needs
- Code of Conduct developed and accepted
- Packages of SD info services designed
- Models for effective use of SD info developed
- No. of members
|
-
2
*
*
_/
-
-
25
|
1
2
*
*
_/
-
-
25
|
-
4
*
*
1
1
50
|
5
5
*
*
2
2
200
|
b) Educate/Train SDNP participants
|
- No. of training programmes organised
- No. of national fellowships/interactions arranged
- No. of international fellowships/interactions arranged
|
-
10
3
|
5
-
-
|
-
30
9
|
15
-
-
|
c) Promote SDNP
|
- No. of question/answer programmes organised on AIR/Doordarshan
- No. of regular column articles in a periodical
- No. of queries on SDNP on toll-free telephone
- No. of issues/annum of SDNP periodical
- No. of presentation/phase on SDNP at seminars
|
2
4
500
4
6
|
2
4
-
-
-
|
6
16
2500
6
6
|
6
16
-
-
-
|
d) Support fundraising of SDNP members
|
- Quantum of funds generated for members projects
- No. of members projects funded due to association support
| |
Rs.3m
10
| |
Rs.9m
30
|
SDNP-India UN Project Document December 1995
Figure 7: Objectives and Indicators of Growth (continued)
Objectives
|
Indicators(products & services)
| | | |
|
| |
Creation (end of
|
Phase
year 1)
|
Growth (end of
|
Phase
year 3)
|
| |
by SDNP office
|
by members
|
by SDNP office
|
by members
|
3. COORDINATION/MANAGEMENT
a) Plan detailed functions of SDNP
|
- Detailed Business Plan developed
(including cost-recovery structure)
- Post 5-year Plan developed
|
_/
-
|
-
-
|
-
-
|
-
-
|
b) Monitor activities of SDNP
|
- Detailed tracking mechanism developed
- Half yearly progress reports submitted
|
_/
_/
|
-
-
|
-
-
|
-
-
|
c) Manage SDNP finances
|
- Available SDNP funds managed within 10% of budget
- Additional resources mobilised through projects
- Funds disbursement system evolved and streamlined
|
_/
-
_/
|
-
-
-
|
_/
_/
-
|
-
-
-
|
- Numbers are not meaningful at this stage.
- Legal agreements or MOU are needed from MOEF and NCST regarding
their participation/assistance/roles in SDNP-India.
- The Department of Telecommunications (DOT) should be involved
in the discussions regarding the set up and operation of SDNP-India
and positively enable the SDNP-India process via various methods,
including a concessional tariff for non-commercial users.
- The project document will be signed by UNDP and UNDP assistance
to the project will be provided only if the prior obligations
stipulated above have been met to UNDP's satisfaction.
Other systems necessary for the smooth running of SDNP-India are listed in Figure 5.
The project document will be signed by UNDP, and UNDP assistance
to the project will be provided, subject to UNDP receiving satisfaction
that the pre-requisites listed above have been fulfilled or are
likely to be fulfilled. When anticipated fulfillment of one or
more pre-requisites fails to materialize, UNDP may, at its discretion,
either suspend or terminate its assistance.
The project will be subject to tripartite review (joint review
by representatives of the Government (DEA), executing agency (MOEF/ENVIS)
and UNDP at least once every 12 months, the first such meeting
to be held within 6 months of the start of full implementation. The
national project coordinator shall prepare and submit to
each tripartite review meeting a Project Performance Evaluation
Report (PPER). Additional PPERs may be requested, if necessary,
during the project.
A project terminal report will be prepared by the NPC/NPD for
consideration at the terminal tripartite review meeting. It shall
be prepared in draft sufficiently in advance to allow review and
technical clearance by the executing agency at least four months
prior to the terminal tripartite review.
Apart from the annual reviews described above, the content, organization,
terms of reference and timings of other reviews/reports will be
decided in consultation between the parties involved in the project-including
the SDNP-India Coordinator, the SDNP-India Steering Committee,
MOEF, NCST, SDNP-NY and UNDP.
This project document shall be the instrument envisaged in the
Supplement Provisions to the Project Document, attached hereto.
The host country implementing agency shall, for the purpose of
the Supplement Provisions to the Project Document, refer to the
government co-operating agency described in the Supplemental Provisions.
The following types of revisions may be made to this project document
with the signature of the UNDP Resident Representative only, provide
he or she is assured that the other signatories of the project
document have no objections to the propose changes:
The Government executing agent designated on the cover page to
this Project document has been duly delegated by the Government
coordinating authority, the Department of Economic Affairs, Ministry
of Finance, to carry out this project and accordingly will follow
the NEX accounting, financial reporting and auditing procedures
set forth in the following document as may be amended by UNDP
from time to time.
The above documents are an integral part of this project document
alongwith incorporated herein only by reference. They have already
been provided to the Government and said Government Executing
Agent.
Auditors to the project will be officially designated. Such auditor,
and/or other officially appointed auditors shall undertake periodical
management and financial audits of the project in accordance with
UNDP auditing procedures for nationally executed projects, pursuant
is the Government's overall national execution responsibilities
under the Project Document and as set out in the document listed
above.
In addition, all accounts maintained by the Government for UNDP
resources may be audited by the UNDP internal Auditors and/or
the United Nations Board of Auditors or by public accountants
designated by the United Nations Board of Auditors.
During the first three years, SDNP-India will be funded by the
UNDP, Government of India and IDRC. The contributions of the UNDP
and the Government of India are shown in the following budget
charts:
The first two charts show total project contributions. The remaining
six charts show contributions as they relate to each objective.
SDNP1
SDNP2
CHART 2: Total GOI Contributions (Rs.)
Budget Notes
- Line 21: SDNP Node Support Costs; Rs.100,000 per node; 8 nodes
per year
- Line 22: ERNET subscriptions; Rs.50,000 per node; 8 nodes
per year
- Line 23: Database automation; Rs.100,000 per database; 8 databases
per year
- Line 24: Database development; Rs.200,000 per database, 8
databases per year
- Line 33: In-Service training; Rs.100,000 per programme; 5
programmes per year;
- Line 34: Meetings/Workshops; Rs.500,000 per General Body,
- Line 40: Equipment ' - Local Procurement
SDNP4A
SDNP4B
SDNP5A
SDNP5B
SDNP6A
SDNP6B
WORKPLAN
The workplan will elaborate on the three objectives and their
main activities, as given in Figure 6. It will give detailed tasks,
timings and responsibility. It should be the first thing developed
by the SDNP-India Coordinator. This will form part of the document.
ANNEXURE II
REVIEW SCHEDULE
Apart from the standard annual reviews, the content, organization,
terms of reference and timings of other reviews/reports will be
decided in consultation between the parties involved in the project
- including the SDNP-India Coordinator, the SDNP-India Steering
Committee, MOEF, NCST, SDNP-NY and UNDP.
This will be one of the initial responsibilities of the SDNP-India
Coordinator, after developing the Workplan.
ANNEXURE-III
Standard Annex to project documents for use in countries which are not parties to the Standard Basic Assistance Agreement (SBAA)
General responsibilities of the Government, UNDP and the executing
agency
- Upon commencement of the project the Executing Agency shall
assume primary responsibility for project execution and shall
have the status of an independent contractor for this purpose.
However, that primary responsibility shall be exercised in consultation
with UNDP and in agreement with the Cooperating Agency.
Arrangements to this effect shall be stipulated in the Project
Document as well as for the transfer of this responsibility to
the Government or to an entity designated by the Government during
the execution of the project.
- Part of the Government's participation may take the form
of a cash contribution to UNDP. In such cases, the Executing Agency
will provide the related services and facilities and will account
annually to the UNDP and to the Government for expenditure incurred.
- Patent rights, copyright rights and other similar rights to
any discoveries or work resulting from UNDP assistance in respect
of this project shall belong to the UNDP. Unless otherwise agreed
by the Parties in each case, however, the Government shall have
the right to use any such discoveries or work within the country
free of royalty and any charge of similar nature.
- The Government shall assist all project personnel in finding
suitable housing accommodation at reasonable rents.
- The services and facilities specified in the Project Document
which are to be provided to the project by the Government by means
of a contribution in cash shall be set forth in the Project Budget.
Payment of this amount shall be made to the UNDP in accordance
with the Schedule of Payments by the Government.
- Payment of the above mentioned contribution to the UNDP on
or before the dates specified in the Schedule of Payments by the
Government is a prerequisite to the commencement or continuation
of project operations.
Rights, Facilities, Privileges and Immunities
Suspension or termination of assistance
ANNEXURE IV
TRAINING PROGRAMME
The Training Programme will also be developed by the SDNP-India
Coordinator, as one of many systems listed in Figure 5.
ANNEXURE V
EQUIPMENT REQUIREMENTS
The foreseen equipment required is listed in following attachment.
The SDNP Coordinator will need to review this, change it if necessary
and then present it to the National Steering Committee.
ANNEXURE V
EQUIPMENT REQUIREMENTS
Consolidated Budget (Million Rupees)
_____________________________________________________________________________________________
Year 1 Year 2 Year 3 Total
____________________________________________________________________________________________
a. SDNP Office
1. Frontend Costs 2.530 - - 2.530
2. Recurring Costs 2.247 2.247 2.247 6.741
b. Catalytic Funds
1. for Nodes 1.000 1.750 2.250 5.000
2. for Databases 3.000 3.000 3.000 9.000
3. Training/Promotion 3.100 3.100 3.100 9.300
____________________________________________________________________________________________
Total 11.877 10.097 10.597 32.571
___________________________________________________________________________________________
Detailed Budget (Rupees)
a. SDNP Office
1. Frontend Costs
___________________________________________________________________________________________
i) Hardware Nos. Rate(Rs.) Value(Rs.)
486 Server 2 250,000 500,000
Modems V.32bis 2 60,000 120,000
Routers 1 900,000 900,000
Sub-total 1,520,000
Unix with TCP/IP 1 200,000 200,000
RDBMS 1 600.000 600.000
Sub-total 800,000
iii) Cost of 9600 bps leased line 1 150,000 150,000
Telephone Lines 2 30,000 60,000
Sub-total 210,000
_____________________________________________________________________________________________
Total Frontend Costs 2,530,000
____________________________________________________________________________________________
2. Recurring Costs
_____________________________________________________________________________________________
i) Line rental for 9600 bps line 1 150,000
ii) Hardware & Software Maintenance 253,000
Total staff cost 744,000
v) Rent for premises NIL
vi) Travel + Local 200,000
vii) Office expenses 200,000
viii) Telephone costs 200,000
_____________________________________________________________________________________________
Total recurring cost pa 2,247,000
_____________________________________________________________________________________________
b. Catalytic Funds
1. Catalytic Funds for SDNP Nodes
_____________________________________________________________________________________________________
Year 1 Year 2 Year 3
_____________________________________________________________________________________________________
i) Node costs 1,000,000 1,750,000 2,250,000
ii) Subscription
@Rs.50,000/site 500,000 1,000,000 1,500,000
iii) Sub Total 1,500,000 2,750,000 3,750,000
2. Catalytic Funds for Database Development
i) Automating 1,000,000 1,000,000 1,000,000
ii) Developing 2,000,000 2,000,000 2,000,000
iii) Sub Total 3,000,000 3,000,000 3,000,000
3. Catalytic Funds for Training/Promotion
i) Meetings 1,000,000 1,000,000 1,000,000
ii) Fellowships 1,100,000 1,100,000 1,100,000
iii) Promotional 500,000 500,000 500,000
iv) Training 500,000 500,000 500,000
Sub Total 3,100,000 3,100,000 3,100,000
____________________________________________________________________________________________________
Total Catalytic Funds 7,600,000 8,850,000 9,850,000
Notes:
- Funding would be subject to the node being used by a minimum
number of users per site and achieving a minimum amount of traffic/transactions.
- Database relevance would be decided by the SDNP Office in
consultation with the association.
- 10 new nodes would be funded per year for the first three
years. Nodes will be selected by the NSC. 30 nodes would be funded
by SDNP. These nodes would be funded for three years with the
funding reducing by 25% of the initial amount in each subsequent
year.
ANNEXURE VI
JOB DESCRIPTIONS
The type and number of staff required is listed in section 4.4.2
of the SDNP-India Feasibility Report. The SDNP Coordinator will
need to review this, change it if necessary and then present it
to the National Steering Committee. Specific job descriptions
of each staff person will need to be developed at a later date.
ANNEXURE VII
PARTICIPATION FRAMEWORK
Figure 4 shows the proposed Organization Structure for SDNP-India.
UNDP/IDRC personnel are foreseen to participate in the SDNP National
Steering Committee and possibly in the Management Group and as
an SDNP Node site.
MOEF personnel are foreseen to participate in the SDNP National
Steering Committee, the SDNP Office, the SDNP Node and possible
the Management Group.
ANNEX VIII
FINANCIAL AND ACCOUNTING ARRANGEMENTS
A. General
Attachment 1
GOVERNMENT OF____________
REQUEST FOR ADVANCE OF FUNDS FROM UNDP
FOR PROJECT______________________________NO: /
For the period from___________19___to__________19____
Currency
|
Cash in hand at beginning of period
|
Estimated disbursements to end of period
|
Net advance required
|
Payment details
__________________________________
Bank
Name and Account Number address title
|
| | |
| | | |
Certified by:
______________________
Attachment 2
Page 1 of 2
GOVERNMENT OF__________________
STATUS OF FUNDS ADVANCED BY UNDP a_/
FOR PROJECT___________________________________________NO.__/_____/________
For the period 1 January to__________19________
(currency)
A. Summary of funds received and expended
Amount
(In currency of advance)
Balance at 1 January 19____
xxx xxx
Add: Advances received from UNDP
xxx xxx
Total funds available for project purposes
xxx xxx
Deduct: Total expenditure for year-to-date
xxx xxx b_/
Balance at .............19___
-------
Represented by:
Cash in bank
xxx xxx
Cash on hand
xxx xxx
Balance at.....................19___
xxx xxx
________
a_/ A separate statement is required for each currency advanced
by UNDP.
b_/ This amount should be the same as the total expenditure
(in currency of advance) in table B.
Page 2 of 2
B. Summary of expenditure by month
Expenditure UN operational
Expenditure
(In currency rate of exchange
(In US$ equivalent)
of advance
Total a_/
Certified correct by: Approved
by:
____________________________________ __________________________
Name (typed) Name (typed)
Chief Accountant
Title
Government agency (department) Government
agency (department)
______________________________________
AUDIT CERTIFICATE
(As issued and signed by the Auditors)
REQUIRED ONLY FOR ANNUAL AUDITED
AND FINAL AUDITED FINANCIAL STATEMENTS
_____
a_/ This amount should be the same as the total expenditure for
year-to-date in Table A.
Attachment 3
GOVERNMENT OF____________
PROJnECT TITLE________________________________UNDP Project No.
(___________ )
Project delivery report
for funds provided by United Nations Development Programme (UNDP)
for the period 1 January to______________19_
(Prepared in US dollars)
Budget Line
|
Description
|
Budget per year
|
Government
|
Expenditure
________________________________________
UNDP direct Co-ooperating
payments agency
Total
|
(1)
|
(2)
|
(3)
|
(4)
|
(5)
|
(6)
|
(7)
|
| | |
| | | |
99.00
|
Total
| |
a_/
|
| | |
Certified correct by: Approved by:
____________________________________ __________________________
Name (typed) Name (typed)
Chief Accountant Title
Government agency (department) Government agency (department)
______________________________________
AUDIT CERTIFICATE
(As issued and signed by the Auditors)
REQUIRED ONLY FOR ANNUAL AUDITED
AND FINAL AUDITED FINANCIAL STATEMENTS
a_/ Total of US dollars equivalent shown in each attachment 2.
Attachment 4
GOVERNMENT OF________________
Annual report of UNDP- financed non-expendable equipment a_/
for project No.________________________
For the year ended 31 December 19___
Description
_________________
| |
Government identification number
|
Maker's serial or registration number
|
Cost in US dollars b_/
|
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
| | |
| |
Total
| | | |
|
Certified by
____________________
a_/ Includes those items of equipment valued at $400 or more,
and with a serviceable life of at least five years, and those
items of equipment although valued at less than $400, which are
office furniture, filing cabinets, office machines, attractive
items (such as cameras, projectors, stop watches, briefcases)
or other similar items as determined by the Government.
b_/ US dollar equivalent at time of purchase calculated at the
United Nations operational rate of exchange.
Attachment 5
(PROJECT NUMBER AND TITLE)
SCHEDULE OF ADVANCES a_/
US$
A. Funds advanced to date xxx xxx
B. Funds to be advanced in forthcoming 12 months b_/
Date Amount
___________ _______
__________ _______
Total
xxx xxx
ii) To co-operating agency
xx xxx
C. Funds to be advanced in subsequent periods
xxx xxx
TOTAL ALLOCATION PER PROJECT BUDGET (LINE 99)
_________
xxx xxxx
---------
_________
a_/ To be included in the project document immediately following
the budget for UNDP's contribution (part IV). Advances should
only cover anticipated cash requirements for a maximum of three
months.
b_/ The period to be covered should be the 12 months following
the date of approval of the project revision.
| Project Summary Status |
Africa |
Arab States |
Asia |
Europe/CIS |
LA/Caribbean |
|
