UNITED NATIONS DEVELOPMENT PROGRAMME IN PAKISTAN
SUSTAINABLE DEVELOPMENT NETWORKING PROGRAMME
PROJECT NUMBER: : PAK/95/006
PROJECTBUDGET REVISION DOCUMENT
UNITED NATIONS DEVELOPMENT PROGRAMME BUDGET REVISION
Country: Pakistan
Number: PAK/95/006
Title: Sustainable Development Networking Programme
Last Revision date: 22December3 December 1996The attached budget of the above project is hereby revised to cover the extension period of the project up to April 1999 including an increase in the UNDP input of US$ 200,000 as per justification given in this document. The change to the project budget, the UNDP input is as follows:
Previous UNDP Input - Project budget code "B" $ 61,500
Revised UNDP Input - Project budget code "C" $ 261,500
UNDP Input Increase $ 200,000
AOS Input $ 46,214
TABLE OF CONTENTS
A. CONTEXT AND BACKGROUND 21B. PROJECT JUSTIFICATION 21
C. DEVELOPMENT OBJECTIVE
D. IMMEDIATE OBJECTIVES
E. INPUTS
F. RISKS
G. PRIOR OBLIGATIONS AND PREREQUISITES
H. PROJECT REVIEW, REPORTING AND EVALUATION
I. LEGAL CONTEXT
JI. UNDP BUDGETS
K.J. ANNEXES
ANNEX I. Work plan
ANNEX II. Job descriptions
ANNEX III. Schedule of project reviews, reporting and evaluation
ANNEX IVII. Financial and accounting arrangements
ANNEX IV. Budget estimate and assumptions
ANNEX V. Request for waiver
ANNEX VI. Sub-contract
A. CONTEXT AND BACKGROUND
B. PROJECT JUSTIFICATION The Sustainable Development Networking Programme in Pakistan was started by UNDP in 1992 by UNDP and managed by IUCN. It and it has been working since then to promote access to information on sustainable human developmentsustainable development by different sectors of society. When it started, there was little electronic networking in Pakistan and SDNP was a pioneer in promoting the use of electronic mail and computer networks in general in Pakistan. Since there was no generally available networking infrastructure at the start of the project, SDNP had to invest considerable effort in establishing such a network. These efforts, along with a dramatic rise of interest in the Internet globally, have led to significant developments around the Internet in Pakistan. There are now a number of private-sector Internet Service Providers (ISPs) who provide connectivity for a fee. Thus SDNP can now focus its efforts on promoting the availability and exchange of quality information on sustainable human developmentsustainable development; this is what is planned for the extension phase, described in this document.
1. Problem to be addressed
A brief overview of the project and progress thus far has been provided to put the revision in perspective. SDNP has been operational since December 1992. It has been supported from the start by IUCN Pakistan, who have been much more than traditional managers of a project – providing advice and direction on almost a day-to-day basis. During this period, SDNP During this period, it has successfully achieved the objectives proposed, by setting up operational email nodes in four major cities (Islamabad, Karachi, Lahore and Peshawar) with a large number of users (around 4,500 nodes). SDNP has also played a major role in raising awareness about the use of electronic networks and trained a large number of users in this. In addition, it has undertaken other activities to promote electronic information in Pakistan, such as creating repositories for public domain software, setting up electronic bulletin boards, working with other networking groups, and providing good technical support to users. SDNP has been active in Internet education in Pakistan, conducting free weekly workshops and having on-line response to queries. SDNP also hosts Cybermart, a daily electronic leaflet for advertisements and announcements. SDNP's email service has operated successfully on a cost-recovery basis, an innovation suggested by IUCN that has positively affected the project and the design of the new phase.
SDNP's email service has operated successfully on a cost-recovery basis.
Apart from connectivity, SDNP's mandate was to further information exchange related to sustainable human development. To achieve this, SDNP has setup various electronic mailing lists and discussion groups on thematic areas like environment, health, economics, women's issues and so on. SDNP subscribes to international newsgroups for some of these and distributes them to its members. Also Pakistan-wide discussion groups have been setup and are exchanged with other networks in Pakistan. Numerous periodicals related to SHD are distributed on the network. SDNP also works with the Sustainable Development Policy Institute to setup a clipping service (maintained by SDPI and hosted by SDNP) on environment, economic planning and development, agriculture and national security.
SDNP has provided consultancy free of charge to organizations working in the development sector to help them with their communication needs.
SDNP has also helped organizations get vital information, some of which was used to deal with emergencies. Some of this information has helped in disaster management, public litigation and policy planning. One such incident was the help provided to Shirkat Gah-Women’s Resource Center, Lahore to get critical information related to a chlorine gas poisoning accident. However, such activities have been conducted mostly on an informal and ad hoc basis, answering queries when received.
SDNP has also assisted in setting up a local web server with web pages for SDNP, UNDP and Edunet, bringing the entire resources of Edunet -- the largest educational database (600MB) in Pakistan with thousands of articles on various topics -- on-line. At the moment, it is only a trial service accessible in Islamabad and Lahore.
Thus SDNP has been instrumental in initiating a number of activities to help achieve the development objectives of the project and to promote sustainable human developmentsustainable development. It has made some efforts to improve the implementation of Agenda 21 through the NCS in Pakistan by facilitating increased access to information, knowledge and expert advice and by increased communications between stakeholders locally, nationally and globally. This has been all the more possible because of its association with IUCN Pakistan, as IUCN’s own member and partner networks have been shared with SDNP. In addition all the SDNP offices have been housed within IUCN’s programme offices It has helped that, with the exception of the node in Lahore. This has helped to engender greater understanding of sustainable development among SDNP staff, all the SDNP offices are housed within IUCN’s programme offices.
Based on discussions with various target beneficiaries the following picture emerges:
- A lack of organized information on sustainable human development
- Time and resources wasted looking for information because of lack of training.
- High cost of organizing and disseminating information, and duplication of efforts by different agencies.
- Ensuring that SDNP is a sustainable entity at the end of the project period. SDNP has done an excellent job during the initial phase of setting up an electronic network. Now that the infrastructure is present, it is time to move on to the task of helping organizations develop and implement an "information strategy", training staff in how to look for information on the Net, what information is worth publishing electronically, helping them setup of web pages, and so on. To achieve these objectives, SDNP’s existing network infrastructure needs to be put to good use. It will need to be upgraded to full Internet (with at least a 64kbps link to the Internet) to access information effectively, but the project’s major efforts will be to help create repositories of sustainable human developmentsustainable development information on-line, and to build capacity in institutions to manage and use this information effectively.
The existing infrastructure (after being upgraded to full Internet) can be used for achieving the following objectives, which are:
- Improving the capacity of the beneficiaries to effectively utilize existing information.
- Improving the capacity of the beneficiaries to access sustainable human developmentsustainable development information. - Improving the capacity of the beneficiaries to organize and disseminate development information.
It was agreed by all parties in the first tri-partite meeting that the project should now place more emphasis on building capacity within Pakistan's public and not-for-profit sectors to utilize the current information and communication technologies effectively for the promotion of sustainable human developmentsustainable development and to interact with and benefit especially from the resources available on the Internet. The main function of the emerging SDNP will be facilitation of access to information on sustainable human developmentsustainable development to the target groups. Since the current contractual arrangement under which the project operates ends, in April 1997, (?) the project needs to be extended by 2 years untill March 2000April 1999 to complete theits development objectives.
SDNP ais a sustainable entity 2. Expected end of project situation
With efforts focused more on the development objectives and on the target beneficiaries, the situation at the end of the project period is expected to improve considerably particularly in the following areas:
Improved access to existing information
- SDNP will be a repository of meta-information, providing pointers to information or databases available elsewhere. AAt the end of this effort, it is expected that the utilization of the existing information will improve.
- While SDNP will not develop any databases, it will assist organizations to improve dissemination of information or databases, especially using electronic networks.
Improved capacity to access information
The capacity of target beneficiaries to access sustainable human developmentsustainable development information will have been considerably improved. The target organizations would be connected to the Internet, with staff trained in using electronic networks to find information and to interact with each other.
Improved capacity to organize, and disseminate information and impart training
SDNP would also help other organizations devise an "electronic information policy", on what existing information of theirs should be made available electronically or on-line, and how organizations could network with one another to utilize information more effectively.
Some of these organizations may setup web servers of their own; others may just create web pages hosted at a suitable ISP.
The strategy that will be employed, is to work with organizations to strengthen their information capabilities, and depend on them for outreach to other organizations.
Capacity of target beneficiaries to impart training
The project will develop capacity within selected institutions to act as resource centers and train others in the use of information technology.
Capacity to access information A detailed midterm review/feasibility study will be undertaken after a year to come up with the best option for sustaining the current work of SDNP after the 2-year period. The study will focus on how SDNP can become a self sustaining not-for-profit entity promoting its current development objectives after the 2-year period. 3. Target beneficiaries
The primary focus of the project is on those organizations that are working with information in the area of sustainable human developmentsustainable development. In this transition phase of the project, organizations which are more receptive to adopting new technologies and are making some efforts to develop information would be given preference. Support and subsidy will be provided to only those institutions which are not in a position to invest in such efforts. Those which have the rresources likesuch as Lahore University of Management Sciences and Institute for Educational Development will not be eligible for any subsidized services.
Target beneficiaries will belong to different sectors, and will be selected according to their existing efforts in the field of information for sustainable human developmentsustainable development, as well as the potential benefit to all SDNP members of their information being available on-line. Some possible beneficiaries are listed below.
Government
Ministry of Environment, Environmental Protection Agencies and Ministry of Planning and Development, in Islamabad and the provinces will benefit from training and connectivity. It is also proposed that SDNP provide input into policy-making for information, networking and telecommunication in Pakistan.
Academia and research institutions
These will benefit primarily from the training programmes. Just as SDNP played a crucial role in popularizing the idea of electronic mail and networking, it should now bring public attention, especially in academia, to the importance of a coherent information strategy for all organizations.
NGOs
NGOs will benefit from all the project activities. Some may setup web servers to publish information, others may attend training courses and maybe act as trainers for their target audiences.
Development projects
Other projects working in the area of sustainable human developmentsustainable development will benefit from assistance in their information needs.
Donors
Donor agencies will benefit from having more information about organizations working for sustainable human developmentsustainable development, and more information about past and ongoing projects. SDNP can also assist the donor organizations themselves in working out an information strategy (for a fee).
Business
Information policy is an important part of business today. When SDNP develops a model for organizations to deal with information, this can be marketed to the business community as something useful to them. This service can eventually turn into a revenue stream for the project.
The specific organizations in each of these categories will be selected keeping in mind the selection criteria.
4. Project sstrategy and implementation aarrangements
Project strategy
The strategy being adopted for the extension period is based on feedback obtained in the first tri-partite meeting and lessons learnt during the first phase. It aims at maintaining the focus on the development agenda and working to ensure that the target audience is the major beneficiary of SDNP. SDNPs globally work in three areas: connectivity, content (information) and capacity-building (training). In Pakistan, so far much of the emphasis has been placed on the connectivity angle (and understandably so, since there was little or no connectivity infrastructure available when it, SDNP, began in 19932), but it is now time to attend to the other two. All SDNP activities are being planned so as to be sustainable in the long run. ?
Connectivity and future services
At present SDNP is providing email services to approximately 4,500 nodes through its offices in Islamabad, Karachi, Lahore and Peshawar. These nodes generate revenue of roughly Rs. 1,000375,000 /= per month. Technology has moved on, and an email-only service is no longer acceptable as full Internet is available in Pakistan, provided by a number of Internet Service Providers (ISPs), and will be demanded by users. SDNP should not compete with the commercial ISPs, rather it should concentrate on its niche in the area of sustainable human developmentsustainable development. SDNP provides connectivity at the moment, but it is a means to an end. The main value added by SDNP is consultation on theirinstances,’ specific information needs, a source of SHD information and training for users in the use of e-mail and the Internet.
Since SDNP has been a leader in raising awareness about electronic networking, it is in a good position to provide assistance in policy-making in the field of telecommunications, information and networking. SDNP mailing lists can be used to debate existing legislation, and recommendations put forward to government and other parties.
SDNP's impartial position can also be useful in acting as a mediator between the different Internet Service Providers to create a Pakistan Internet Exchange (PIX) so that the different networks can exchange information with each other within the country without going abroad and wasting precious international bandwidth.
The overall strategy, therefore, is to benefit from the work already done in the connectivity area (a large userbase which can broaden the scope of SDNP as well as prove a source of revenue) and concentrate further efforts in the region of information and training. In addition, a n SDNP provincial node will be established in Quetta in December April 1999.? SDNP will work to develop provincial information centers, housed at suitable institutions which are interested in and capable of this sort of activity.
Information services and the future
In the new phase, SDNP is to focus on information for sustainable human development, both in the provision of such information and its development. This is to be done in a number of ways, as follows.
Improve access to existing information
SDNP will attempt to be a repository of "meta-information", a source that can provide pointers to quality information available electronically or otherwise, on specific topics related to Ssustainable Human Ddevelopment. Typically sectoral information requirements that are of general interest worlduld include the following:
- List of projects in a given subject and brief description.
- List of institutions and brief description.
- List of experts with brief resume.
- List of publications with abstract or summary.
- Quantitative information specific to the sector.
- NGOs with brief description of each.
IUCN Pakistan’s environmental libraries in Karachi, Islamabad, Peshawar and Quetta can assist in this task. Relevant information can be put on-line or can point to existing web sites. For example, IUCN HQ is in the process of creating a global Biodiversity Conservation Information System that SDNP could tap into. In addition, both IUCN and WWF fund the World Conservation Monitoring Centre that houses material on Pakistan’s biodiversity. - Information on seminars and itrelateds publications and important recommendations. - Information on training opportunities with details of the courses and institutions.
- Technology advances and information of suppliers and vendors.
- List of journals and newsletters and possibly their contents.
- Government rules and regulations and laws.
- Government policies and major initiatives.
- Initiatives of the international donors.
- International information relating to the sector.
Provide training Access to information is dependent on being connected to e-mail and the Internet and having the capacity to use these tools for getting the relevant information. Thus SDNP will assist the target beneficiaries in getting connected to the Internet and then train them ion using the necessary tools. Some institutions may require financial assistance while others may require only technical advice and training.
Capacity to organize and disseminate information
SDNP will focus on establishing centers of reliable information on Sustainable Human Development and will follow two ways of achieving this.
One, SDNP will work with a suitable partner organization in each province to establish a center of information either on the entire spectrum of Ssustainable Human Ddevelopment or on a particular sector. Ideally, these centers will not be located at SDNP offices, but within the partner organization whose staff can be trained and who can eventually carry on and promote this activity. SDNP will provide these organizations with personnel to help to help them develop an information strategy and get started.
The aim is to build capacity in a variety of Pakistani institutions so that they can publish information related to their activities electronically. The SDNP web site can carry pointers to these information resources, and perhaps mirror them for efficiency, but all maintenance and updating of this information is to be carried onut by the "owners" of this information.
Two, SDNP will assist a number of organizations in designing an electronic "information strategy" for themselves. For example, SDNP can help them setup web pages, discuss the issue of regular updates (an issue often ignored in this sort of strategy) and help them find a host for their web pages if necessary.
Implementation arrangements SDNP will be involved in a number of training initiatives. One effort will focus on strengthening the capacity of other organizations to act as trainers in the future, both in accessing electronic networks for information (including how to search for information efficiently on the Internet) and in providing information electronically.
The second effort will be to provide training on the above topics directly to the beneficiaries. Some of this will be conducted through group workshops and some at the organizations themselves.
SDNP as a sustainable entity
SDNP will continously examine the the options for sustaining the current work after the 2-year period. It will focus on how SDNP can become a self sustaining not-for-profit entity promoting its current development objectives after the 2-year period
Role of UNOPS SDNP will continue to be executed by the United Nations Office of Project Services (UNOPS). UNOPS will sub-contract the implementation to IUCN, as it has done before. The Ministry of Environment, Local Government and Rural Development will be the Government Cooperating Implementing Cooperating Implementing Agency. This arrangement has worked satisfactorily in the past and all partners are in agreement into continuinge it. A feasibility study which will include a business plan will be carried out during the transition period to work out the modalities of SDNP becoming a permanent sustainable entity on its own after the project. The project activities are such that divided into two halves, a Connectivity Services component and an Information Services component. UNDP/Pakistan funding (through PAK/95/006) will be used for certain budget lines the information component, while the connectivity component will be financed from savings and interest from e-mail activities of the previous phase as well as projected revenues generated revenues during the extension phase will fund others. A separate accounting entity will be established to account for the income and expenditure of the connectivity component.
5. Reasons for UNDP assistance
The Assistance from UNDP is required for the project as the lead responsibility for further promoting this SDNP concept has been given to remains with UNDP. Along with IDRC, it has been providing the resources for the project to date. IDRC is not in a position to fund the project anymore. Thus being the initiator, it is logical that UNDP fund the transition period as well so that the project is successful in achieving its long term objectives. The assistance will ensure that the project is successfully converted into a sustainable entity. The Government of Pakistan is not in a position to provide funding for this project. Other donors are also reluctant to provide funds as they believe that UNDP is responsible for this project.
6. Special considerations
At this stage of the project there are a number of issues which need special attention. These are presented below:
The project needs to ensure that special attention is paid to link the activities to Sustainable Human D development and to the implementation of the NCS.
In the past, due to the poor electronic networking environment, the basic infrastructure had to be developed. In the future, the development agenda must be given priority over the connectivity.
7. Coordination arrangements
Role of Project Management Committee (PMC)steering committee The United Nations Office for Project Services (UNOPS) will be the Executing Agency. It will implement execute the project through a sub-contract with IUCN. However, UNOPS will directly implement an independent end-of-project evaluation if requested. Role of IUCN
IUCN under a sub-contract with on behalf of UNOPS will continue to implement the project in Pakistan. It will be responsible for the overall management of the project. IUCN will ensure that the project is implemented according to the approved Project Revision Document and as per the agreed schedule. IUCN will provide regular progress as well as financial reports to UNDP. As in the past, IUCN will be much more than project managers – they will assist the SDNP team take innovative actions in the field of environmental communications.
IUCN Management Team
Since overall project coordination will be carried out by IUCN, the organizationlatter will form a management team of two persons specifically for this purpose. One person will assist in offering advice on policy, personnel and day-to-day financial management, while the other will advise on the programmatic aspects of the project, for example on the choice of provincial institutions and more importantly, on sustainable human development.. IUCN’s experience in publishing information will also be used towards web publishing.
These will not be IUCN staff dedicated solely to SDNP but will be giving a percentage of their time to the above activities.
This arrangement will ensure IUCN's timely input as well as delivery of outputs.
Role of UNDP Pakistan
UNDP Pakistan's main role would be to provide guidance and financial support to the project. whenever required. Its help will be needed when dealing with the Government of Pakistan especially on issues which relate to the proper functioning of SDNP. It may also be called upon to request for licenses and permits which may be needed for operating electronic networks. UNDP will also be effective in helping SDNP link up with other UNDP projects, which are likely to find SDNP services useful. Finally, UNDP Pakistan will participate in the inteviews of the candidates for the Programme Director post and approve the final selection.
Role of SDNP, New York
SDNP New York will continue to provide advice and technical support but without any financial obligations to the project. Their input will be useful in bringing experiences from a number of other SDNPs around the world, but SDNP in Pakistan will be free to evolve its own policies and guidelines keeping in view the national environment.
Role of the Ministry of Environment, Local Government and Rural Development
The Ministry is the Government Cooperating Cooperating/Implementing Agency of the project and will continue to remain so during the extension phase as well. The Ministry will be represented in the PMC.
C. DEVELOPMENT OBJECTIVE The Role of the Steering Committee has been weak in the past, but a more powerful role is being envisaged for the new PMCit in this next phase that is replacing the Steering Committee. The new PMC will consist of a reduced number of participants, namely, UNDP (Chair), EAD, IUCN, Ministry of Environment, Local Government and Rural Development and PTCL. Other members, such as the Secretary, Ministry of Information, may be invited depending on the agenda of the meeting. The PMC will have the authority to take decisions concerning overall project implementation and direction. For this purpose, IUCN is to provide reports containing comprehensive and up to date financial information. The PMC steering committee will meet once/three times the first a year and twice the second year. Role of Programme Director
The Programme Director is responsible for the day to day management of the project and in ensuring that project activities are following the work plan. S/he is responsible for keeping all parties informed of SDNP’s activities through regular formal and informal reports. A complete job description is available in Aannex II.
Role of target beneficiaries clients
The target group/clients are is expected to be an active members of the project. They may be invited to join meetings of the represented on the PMC Steering committee. At each node, a quarterly meeting of the target group will be held to discuss common implementation problems especially regarding the information services component. The meeting will be organized by the Coordinators. Minutes will be circulated to all relevant parties. As part of the information strategy, a few target organizations will be selected to act as "partners" and SDNP will work closely with them to develop and implement an information strategy, which they will then help in extending to other organizations. Role of management committee
A management committee consisting of representatives of Ministry of Environment, UNDP, IUCN and SDNP will meet once every six months to discuss issues related to the project. Meetings will be convened by the Programme Director.
8. Counterpart support capacity
IUCN has provided satisfactory support during the previous phase. It is recommended that IUCN continue as sole sub-contractor during Implementing Agency for this phase. IUCN is in a strong position to facilitate the work of SDNP and assist in the various sectors that SDNP will operate inand with the institutions. Annex VI ("Request for Waiver") provides the detailed justification for waiving the normal requirement for competitive bidding for sub-contracts above US$ 100,000 for UNOPS executed projects.
D. IMMEDIATE OBJECTIVES, OUTPUTS AND ACTIVITIES The development objective of the project remains the same which is to promote sustainable human development and the implementation of Agenda 21 through the NCS in Pakistan by facilitating increased access to information, knowledge and expert advice and by increased communications between stakeholders locally, nationally and globally. Another objective is to strengthen the capacity of organizations in Pakistan to package, access and disseminate deal with information. These efforts will be concentrated on, but not limited to, organizations working in the field of sustainable human development. This section describes the immediate objectives, activities and outputs of this phase of the project. Objective 1: Improved access to existing information by setting up SDNP as a source of reliable information about Ssustainable Human Ddevelopment in Pakistan Output 1.1 An SDNP web server with information on sustainable human development established.
Activities: Carry out an assessment of the market of the necessary equipment.
- Procure necessary equipment.
- Setup the SDNP web server in Islamabad.
- Contact relevant organizations to establish pointers to relevant sustainable human development information in Pakistan.
Output 1.2: Target beneficiaries will have access to local and international mailing lists and newsgroups.
Activities: Set-up mailing lists on relevant topics (some of these are already setup e.g. Environment, Sustainable Ddevelopment, Health, Economics, Women Iissues, and Information ttechnology, etc.).
- Select the relevant Internet newsgroups, get a newsfeed and distribute it to interested parties.
- Select Internet mailing lists and distribute them locally gateway them to news groups.
- Establish gateway news groups to mailing lists if there is demand among the target organizations.
- Maintain and distribute to target organizations updated lists of the available news groups/mailing lists with information about their topics of discussion.
- Maintain archives of local mailing lists on the web server, where they can be searched.
- Provide assistance to new users to access these information resources.
Islamabad May 1998-June 1997 If feasible, sub-contract some of these services to the commercial service providers. Otherwise, the SDNP staff, staff from the provincial information centers or the master trainers will carry out this training. Output 1.3: Disseminate information on Sustainable Human Development. Activities: Continue to facilitate the existing Pakistan-wide off-line news groups conferences on more than 30 different topics ranging from computers to environment.
Encourage newsletters and other publications to publish on SDNP, such as the SDPI weekly newsletters and other digests already available.
Output 1.4: Develop capacity to assist institutions in a national emergency or accident.
Activities: Use the electronic networks to assist institutions by providing the latest technical information on an emergency.
Output 1.5: Awareness of and demand for Ssustainable Human Ddevelopment information services created.
Activities: The project will encourage the use of electronic communication and networking for development purposes.
Conduct (at least two) seminars at each SDNP node on Internet and e-mail; only one in Quetta.
Conduct (at least two) seminars at each SDNP node on publishing information on the Internet (creating web pages, converting existing data into web-publishable formats, maintenance of web pages, etc.); only one in Quetta.
Make sure that the schedules for these seminars are published well in advance.
Output 1.6: IUCN’s environmental libraries to provide information on sustainable human development.
Activities: IUCN Pakistan’s libraries will provide some of the information needed for SDNP to act as a meta-repository. Some of this information may be available on-line (such websites would be indicated to SDNP), whereas in other cases, the information would have to be put on-line – however in either case IUCN would be able to provide the information.
For this purpose, information assistants/librarians,specialists will be hired in a phased manner for Karachi, Islamabad, Peshawar and Quetta.
Karachi 24 months
Islamabad 2324 months
Peshawar 1624 months
Quetta 712 months
Objective 2: To build capacity among target beneficiaries in accessing electronic networks for information.
Output 2.1: Approximately 270 persons (10 participants per workshop x 27 workshops) are trained in how to access information from the Internet.
Activities: Prepare Terms of Reference (TORs) for the group training workshops in the use of the Internet and electronic networks for accessing information.
Contact the commercial Internet service providers for assessing the possibility of sub-contracting these services to them.
If feasible, conduct training on-site at the target organizations. Output 2.2: Approximately 30 master trainers trained in certain target organizations to train people in the use of the Internet.
Activities: Work with staff at the provincial information centers and other organizations so they are capable of conducting this training.
At the training programmes, emphasize that the people attending them should be capable of going back and training others in their own organizations and elsewhere.
Objective 3: To build capacity among target beneficiaries to organize and disseminate information
Output 3.1: Five information centers in the provinces functional. These centers will be operational as follows:
Karachi July 1998August 1997
Quetta September 1999April 1998 Lahore September 1998-October 1997 Peshawar December 1998- January 1998
Activities: Initiate discussions/negotiations with potential organizations to become provincial information centers. Obtain agreement and sign sub-contracts with selected organizations and assist them in becoming provincial information centers.
Assist these five organizations in reaching out to other institutions: in conducting training in accessing the Internet and electronic publishing.
Output 3.2: The 70 target Seventy organizations assisted in providing their information electronicallyImproved access to existing information; in particular, information located on the Internet, for at least 70 target organizations. [this output is not achieved through the activities given below – it should be rewritten as "a number of organizations assisted in providing their information electronically"]
Activities: Assist organizations to publish information on the web, either using SDNP or any commercial ISP.
Assist target organizations in putting information already in electronic form on-line, thus making it available to a larger number of people. This may involve showing them how to use the appropriate conversion utilities.
Assist target organizations and others holding information in non-electronic form, to develop a strategy for making this information available on-line.
Objective 4: To promote connectivity among the target group so that they can effectively use electronic information available on SDNP and the Internet.
Provide information service (mailing lists, newsgroups, local web server) to users. Output 4.1: Creation of a provincial SDNP node in Quetta. Activities: Select a site, hire staff and procure equipment (for off-line connectivity).
Start providing an e-mail service to users.
Output 4.2: Provide connectivity and training to the 70 target organizations working in sustainable human development
Activities: Select the above institutions.
If necessary, provide them with relevant equipment such as modems and upgrading of PCs.
Provide them with connectivity.
Provide them with the initial training and assistance in using this facility.
Output 4.3: Ensure optimum utilization of resources, such as the 64kbps link, providesion e-mail and Internet connectivity to SDNP users.
Activities: Operationalize the 64 kbps bandwidth by signing agreement with UNDP/UN Agencies and a commercial ISP.
- Install new telephone lines from the new SDNP office tat o the UN House (Saudi-Pak Tower).
- Sign agreement with an ISP for the domestic connectivity.
- Procure the new computers/communications equipment
- Provide facilities to target users for hosting web sites.
- Market and promote the new services of SDNP.
- Undertake the necessary office renovations.
- Obtain the required licenses.
- Provide Internet service, including web access, to users.
Location Novug 1998 DEC 1997 Octoberul 1999 DEC 1998Marchec 1999 APRIL 1999 2000 The following targets, in terms of SDNP clients, have been set: ------------------------------------------------------------------------------------------------
Islamabad
e-mail 2600 3800 4100
Internet 200 500 500
Karachi 2600 3800 4100
Lahore 833 1033 1083
Peshawar 163 238 256
Quetta 50 100
-----------------------------------------------------------------------------------------------
Total 6396 9421 10139
Marketing and promotion will have to be undertaken to promote the services of SDNP.
Provide facilities for hosting web sites.
Operationalize the 64 kbps bandwidth c.
Sign agreement with an ISP for 19.2 kbps for the domestic connectivity.
The total project expenditures for the two years extension are US$ 1,090,499. These expenditures will be covered as follows: Inputs to the project are explained below. Install the new telephone lines. Procure the new computer/communication equipment
Undertake the necessary office renovations.
Obtain the required licenses.
Provide Internet service, including web access, to users.
Output 4.4: Provide assistance to the government in policy-making in the field of telecommunications, information and networking.
Activities: Have discussions on SDNP mailing-lists on new or proposed legislation in the relevant areas.
Study and actively engage in dialogue on the existing political situation in Pakistan and other countries on thewith regard to legislation and policies concerning the electronic networking environment.
Submit recommendations (backed by the PMCSteering Committee and/or other "experts" in the field) to the relevant government bodies.
Output 4.5: Creation of a neutral "Internet Exchange" in Pakistan for the different ISPs to be able to exchange traffic for each other within the country, without having to go via the expensive international links.
Activities: Promote discussions on mailing lists (and maybe mass media) about the need for and benefits of such an exchange.
Initiate discussions with the relevant bodies (ISPs, PTC etc.) about this proposal. If feasible, facilitate signing of agreement for a designated organization to host the exchange.
Objective 5: To have a plan for a sustainable SDNP by the end of this project.
Output 5.1: SDNP services sustainable after the life of this project, by having SDNP consider the viability of various optionsbecome an independent organization fully capable of sustaining its operations.
Activities: A detailed feasibility will be undertaken during this transition period (up to Oct. 1998June 1999) to come up with the best option for sustaining the current work of SDNP after the 2-year period. The study will focus on how SDNP can become a self sustaining not-for-profit entity promoting its current development objectives after the 2-year period. It will also consider the possibility of SDNP as an organization shutting down or moving on to different activities and letting the different SDNP members (who have been trained and started off by SDNP) continue with this task of keeping information updated.
An Independent end-of-project mid-term review of project activities evaluation will be carried out.out by the IUCN/SDNP team with the management committee to redirect activities if felt necessary.
Output 5.2: Capacity developed, at SDNP and other organizations, to continue with these activities even after the duration of this project.
Activities: SDNP staff and those at the provincial information centers will be trained, so as to be capable of providing training/assistance in the field of information networking.
SDNP will develop an efficient system, which can continue after the life of this project if felt necessary. It is hoped that SDNP will find other "champions" to continue its activities even after UNDP funding runs out.
SDNP may decide to expand the scope of the project and include more beneficiaries and extend the service to other areas of development.
Output 5.3: Revenue-generating activities of SDNP identified and marketed.
Activities: Some SDNP activities (e.g. helping an organization develop an information plan) are more "marketable" than others. These activities should be noted and explored during the course of the project.
UNDP can use SDNP to handle the information needs of its other projects, e.g. the Regional Governance Fsacilitygovernance project.
Most recent UNDP projects have some sort of an "information" component, much like they have a "communications" component. SDNP can assist some of these projects inwith developing this component.
INPUTS
1. UNDP and SDNP inputs
UNDP will provide funding for certain activities and e-mail and interest income will fund other activities the Information Services component of the extension phase as indicated in the budget.UNDP/Pakistan will fund certain activities with TRAC resources while others will be funded by project generated e-mail income and interest during the previous phases and estimated revenues to be generated in the two year extension period. The details of the budgetary calculations, and working assumption, have been prepared by a consultant, based on a market survey and consultations with SDNP, IUCN and UNDP staff. Operational data has been provided by the SDNP office in Islamabad while financial data has been provided by IUCN Finance Department in Karachi. A detailed report of development costs and cash-flow analysis has been prepared in a separate document available with UNDP Pakistan and IUCN Pakistan. It will also be part of the management committee to oversee the project. It will help in discussions and negotiations with the government regulatory authorities, as and when needed.
PAK/95/006 (carry-over) US $ 40,000
The inputs covered by UNDP and SDNP financial inputs will fall under in the following components: PAK/95/006 (increase) US $ 200,000 Project generated e-mail revenues and interest from the previous phases
(total income as at 31 December 1997
converted at US $ 1 = Rs. 43.90): US $ 500,000
Estimated project revenues generated during the next two years through its
various activities and services US $ 350,449
Personnel/sub-contracts
The Information and Connectivity Coordinators in Islamabad will be the senior most people within their group and responsible for coordinating the activities of the others. The Project Director based in Islamabad will be responsible for the overall management of the project. In addition, he/she will study the information networking and telecommunication policy in Pakistan, and compare it with the situation in other countries. He/she will develop recommendations which could be debated by the SDNP members on mailing lists and provide input to the government as well as raise public awareness. IUCN will provide management and administrative support to the project, comprising the part-time use of the Head and of a Coordinator of the Communications Unit, a driver, guard and cleaner. IUCN will also be responsible for maintaining the project accounts. The Project Accountant will maintain the accounts, especially the revenue generated and allow the Project Director to tailor activities based on the current financial status. An administrative assistant position to support the project and deal with users accounts has also been established.
Information Assistants/Librarians. A person in each city, will assist the information coordinator in searching for non-electronic material that needs to be put on-line or within web pages. Each SDNP node (i.e. the SDNP centers in Karachi, Peshawar, Lahore and Quetta) will also have a Coordinator and one or more User Support Staff who will assist users with their information requests and training, and also provide technical support in the case of connectivity problems. Additional User Support Staff will be recruited as and when the number of users and the workload is large enough to justify them. Islamabad 23 months The current strength of the project staff is 9. Up to an additional 17 persons may be recruited, mainly for providing information services. Detailed job descriptions are provided in Annex II. An information services team -- consisting of one Information Specialist and one Networking Trainer -- in each city of operations is also required; however, in all other cities than Islamabad, these will not be recruited as project personnel, but sub-contracted to the partner/target organizations. Also this team will not be located at the SDNP office, but at a suitable "partner organization" who will host the provincial information center. Their phasing is as follows:
Karachi 21 months
Lahore 19 months
Peshawar 16 months
Quetta 7 months
The staffing details are as follows:
POSITION ISLAMABAD KARACHI LAHORE PESHAWAR QUETTA
Programme 1 (21)
Director
Accountant 1 (23)
Admin.
Assistant 1 (23)
Coordinators 2 (24) 1 (23) 1 (23) 1 (23) 1 (7)
User Support 4 (24) 3 (24) 2 (24) 1 (24) 1 (7)
Information 1(23) 1 (24) 1 (16) 1(7)
Assistant/librarian
Information 1 (23)
Specialist
Networking 1 (23)
Trainer
Total staff = 123 5 3 3 3 = 26
Office accommodation
Financial SDNP will require new premises in Islamabad. IUCN is expected to provide an additional space or new premises at Karachi and Peshawar. In Lahore, Edunet or a suitable location will be identified for the office. Networking equipment
This will mainly include computers for hosting the web sites, and other networking equipment such as modems and routers. In some of the cases, the offices need some renovation and/or expansion; this has been provided for. The main equipment for Internet connectivity in Islamabad will be placed in the UN House.
Seminars and workshops
Assistance of local institutions may be required for holding seminars etc..
Communication
Communication costs for the Internet connection, and for intercity VSAT links have to be paid for.
License fee
It may cost approximately Rs. 505,000 and has to be obtained. There is a possibility of SDNP obtaining a license free of charge, but that is not certain yet.
IUCN input
In addition to providing management and administrative services, IUCN's input will also be required in providing guidance on information relating to Ssustainable Human Ddevelopment. In addition UCN’s its many contacts established over the years will be a great asset to the project when approaching the government or non-governmental organizations. Its experience in the area of environment and NCS will also be of great help. IUCN will also participate in the management committee.
Target beneficiaries input
The target beneficiaries are expected to provide the necessary staff, office space, furniture, utilities, stationery and other back-up for the support and technical assistance provided by SDNP.
4. Government input -- Ministry of Environment, Local Government and Rural Development
The Ministry is the Government Cooperating Implementing Agency of the project and its input will be needed during the implementation stage. Help will be needed from the Ministry when dealing with government institutions.
The total project expenditures for the two years extension are US$ 1,257115,422. These expenditures will be covered as follows:
PAK/93/003 US $ 40,000
Personnel PAK/95/006 US $ 450,000 ? E-mail revenues and interest incurred during the previous phases
(total income as at 31 December 1997
converted at US $ 1 = Rs. 45/=39.9): US $ 500,000
revenues generated during the next two years through its
various activities and services US $ 307,000
the first months of , and will furnish a list of assets annually and assets and liabilities.
The current strength of the project staff is 9. Up to an additional 14 persons may be recruited, mainly for providing information services. Detailed job descriptions are provided in the annexes. The Programme Director based in Islamabad will be responsible for the overall management of the project. IUCN will provide management and administrative support to the project, comprising the part-time use of the Head and of a Coordinator of the Communications Unit, a driver, guard and cleaner. IUCN will also be responsible for maintaining the project accounts. IUCN will be assisted by the Project Accountant in this regards, who will maintain the accounts, especially the revenue generated and allow the Programme Director to tailor activities based on the current financial status. An administrative assistant position to support the project and deal with users accounts has also been established. Secretary
In addition, a Policy Assistant post has been established. This policy assistantS/he will study the information networking and telecommunication policy in Pakistan, and compare it with the situation in other countries. S/he will work with the Programme Director to create recommendations which could be debated by the SDNP members on mailing lists and provide input to the government as well as raise public awareness. The reason a full-time post has been included is that this is one of the areas in which SDNP has a unique position because of its practical experience with networking, as well as an impartial position. The work of this advisor can also lead to further work in academic institutions by others. Total of 23 months input has been provided.
The Information and Connectivity Coordinators in Islamabad will be the senior most people within their group and responsible for coordinating the activities of the others.
Each SDNP node (i.e. the SDNP centers in Karachi, Peshawar, Lahore and Quetta) will also have a Coordinator and one or more User Support Staff who will assist users with their information requests and training, and also provide technical support in the case of connectivity problems. Additional User Support Staff will be recruited as and when the number of users and the workload is large enough to justify them.
Karachi 21 months An information services team -- consisting of one Information Specialist and one Networking Trainer -- in each city of operations is also required; however, these will not be recruited as project personnel, but subcontracted to the partner/target organizations. or commercial service providers, if this is feasible. ? Also this team will not be located at the SDNP office, but at a suitable "partner organization" who will host the provincial information center. Their phasing is as follows: Islamabad 23 months
Lahore 19 months
Peshawar 16 months
Quetta 13 months
The staffing details are as follows:
POSITION ISLAMABAD KARACHI LAHORE PESHAWAR QUETTA
Programme 1 (214)?
Director
Policy
Assistant 1 (23)
Accountant 1 (23)
Admin.
Assistant 1 (23)
Coordinator 1 (224) 1 (23) 1 (23) 1 (23) 1 (13)
User Support 4 (24) 3 (24) 2 (24) 1 (24) 1 (13)
[[Information 1(24) 1(24) 1 (24) 1(12)
Assistant/librarian]]
Information 1 (23)
Specialist
Networking 1 (23)
Trainer
Total staff = 113 5 3 3 3 = 272
For the purpose of budgeting and accounting, since most staff will be involved in both the connectivity and information components, personnel costs have been split roughly between information and connectivity, in proportion to the estimated fraction of their work in each area. The details of this apportionment are provided in Annex V.
F. RISKS Office accommodation IUCN premises will be used at Islamabad , Karachi, and Peshawar. IUCN is expected to provide an additional space or new premises at Karachi and Peshawar. Additional office space will be made upstairs in the Islamabad office by closing the lounge. In Lahore, Edunet or a suitable location will be identified for the office.
Networking equipment
This will mainly include computers for hosting the web sites, and other networking equipment such as modems and routers. In some of the cases, the offices need some renovation and/or expansion; this has been provided for.
Seminars and workshops
Assistance of local institutions may be required for holding seminars etc..
Communication
Communication costs for the Internet connection, and for intercity VSAT links have to be paid for.
License fee
It may cost approximately Rs. 505000 and has to be obtained. There is a possibility of SDNP obtaining a license free of charge, but that is not certain yet.
As designed the project needs to generate a large percentage of its financing as revenues if it is to successfully implement the planned activities. Revenues have been estimated conservatively; yet there is always a risk of the project being unable to raise the required revenues. The current SDNP is a very innovative project in the sense that a large part of the project financing is linked to the revenues generated by the project. This poses a financial risk in addition to the many operational risks. These risks are listed below: Financial
A change in Government policy may have an adverse impact on the project. This can be tackled to some extent by proactively engaging the relevant government departments in discussions; e.g. granting a license for network services to SDNP, but there is a risk. Technology Technology moves rapidly in this area. This may make the SDNP equipment or plans obsolete. This project does not cater for the purchase of new equipment to keep up with changes in the technology.
Policy
- Competition
Keen competition is expected from the other service ISPs. This competition may result in the lowering of prices and improvement in performance. SDNP revenues will be adversely aeffected due to the lowering of prices in the market. Outputs
The project has a large number of outputs. Most of the outputs are reasonable and can be readily achieved. Some are more ambitious (e.g. policy input to government, assisting formation of a Pakistan Internet Exchange etc.) and the project may not succeed in actually achieving these, but it is still a progress if it encourages public debate which leads to action in a longer time-frame. The number of users estimated may be too high; leading to reduction in expected revenues (which, in turn, will affect other activities).
A phased/modular approach to Modular approach?the projected outputs/activities will be taken by the project [[ if the number of cities are scaled down]] as a means of keeping a reality check on the state of both the connectivity and the information content market. This will help in assessing project sustainability at the end of the first year, and will feed into the feasibility and the business plan that would be prepared at this period.
Sustainability of SDNP after 2 years
Some SDNP activities are sustainable and can continue even after UNDP funding runs out. The question of what to do after two years is valid, but cannot be answered now; a feasibility study at the end of one year and progress review meetings should help decide the course of future actions. Institutions not interested in Information services
There is a risk that the institutions do not show much interest in sharing information and in developing new databases. There is little risk in the training component as most institutions are keen on getting training.
- Staff continuity
In the present status there is great dependency on one or two individuals. Availability of project staff with the requisite skills is necessary for project success. Delay in inputs
The project has a very short time to achieve its objectives and outputs. If staff recruitment and input of other items is not on time then it may lead to lower outputs.
Non-availability of telephone lines
G. PRIOR OBLIGATIONS AND PREREQUISITES The projects output depends to a great extent on the availability of telephone lines. If these are not provided then the activities can suffer a major setback. IUCN will open a separate account with an opening balance equivalent to all the income plus interest earned by SDNP as of 31 December 1997. IUCN together with UNDP will prepare a financial reporting and monitoring system for the project. It must provide the necessary information on income and expenditures., A list of assets will also be furnished assets and liabilities on an annual basis. Donors to the previous project phase must have no objection to this extension, as e-mail revenues generated from the previous phase is being used to cover expenditures during the two year extension. In doing so, UNDP Pakistan will forward a copy of the project revision document to the donors/investors, i.e. SDNP in New York and IDRC in Canada, to ensure that they do not object to this extension.
H. PROJECT REVIEW, REPORTING AND EVALUATION
The new PMC will play an important role in monitoring the project, as it will have more authority than the previous Steering Committee. The current mechanism of review, reporting and evaluation was not very effective. A better and more effective system is recommended.
- Monthly user statistics The project is to be jointly reviewed midway in order to prepare for a feasibililty studyafter one year by UNDP, MoE.LG&RD, IUCN and SDNP. . Comments from the target beneficiaries at the time of review can be sought through e-mail. [[The terminology here should match what has been stated earlier under output 5.1 on page 18 to prevent confusion on who does the internal review]] Feasibility, External Review, Joint review? How many reviews/evaluations? The second meeting will be held at an appropriate date. The Programme Director shall prepare and submit to each review meeting a Project Performance Evaluation Report (PPER). Additional PPERs may be requested, if necessary, during the project.
The steering committee set up as part of UNDP's requirement for SDNP, chaired by the UNDP Resident Representative met only twice since the start of the project. Thus to make it effective, IUCN or the Programme Director should be made responsible for holding the meeting to which UNDP should be invited. The views of the target beneficiaries and their input can be taken through E-mail for the meeting. Meeting should be held once a year.
The informal reporting system was quite extensive but the regular reporting system was weak, especially the financial reporting. Thus a brief formal quarterly report needs to be prepared and submitted to the relevant persons and institutions. A written feedback is essential on the report. The Programme Director must ensure that a such a feedback is provided even if there are no comments. The report must include the following:
- Monthly income/expenditure statements sorted, at least, by city (node) and service component (Information and Connectivity)
- Annual Fixed Assets position
- Annual Financial Status (Budget/Funds) Reports
I. LEGAL CONTEXT A project terminal report will be prepared for consideration at the terminal review meeting. It shall be prepared sufficiently in advance (at least 4 months before) by the Programme Director to allow for review by all the parties.
The project will be subject to an independent end-of-project evaluation during the last year of the project. The terms of reference, and exact timing will be decided after consultation between the parties. [[ Please specify if this will be an external evaluation, who it will be conducted by and its source of funding . There is no provision for this in the current budget]]
JI. BUDGETS
UNDP/Pakistan will fund certain activities while others will be funded by email income and interest from the previous and revised phase. The details of the budgetary calculations and working assumption upon which they are based are provided in the annexes. The UNDP TRAC budget is as follows:
The budget is based on the discussions held with SDNP, IUCN and UNDP staff. The operational data has been provided by the SDNP office at Islamabad while the financial data has been provided by IUCN finance department in Karachi.
JK. ANNEXES Planing for the Independent end-of-project Evaluation can be initiated by UNDP 6 months before the end of the project in order to give sufficient time for coordinating the excercise. ANNEX I: Work Plan
The elements of aA rough work plan has been incorporated in section D, as a number ofunder the activities. [[Where is this?]] A more detailed and time bound plan will be is being developed by the project team, as the first main task. Immediate activities to be undertaken are as follows:
The recruitment of staff, in particular the Project Director, should be undertaken immediately, as it has an impact on all the activities. The recruitment of some of the new staff of the Connectivity Division Activities can be postponed if a delay is foreseen in getting the infrastructure ready for the 64kbps bandwidth.
Equipment can be purchased immediately.
The business plan needs to be developed by June 1999October 1998. This is to provide some time for the Internet services to be operational.
ANNEX II: Job descriptions An external evaluation can be undertaken by UNDP 6 months before the end of the project in order to give sufficient time for taking further action. After one year ? Ses above
[[ Does not match with earlier reference to external evaluation at end of project]]
ANNEX II: Job descriptions
2. Coordinators: 1. Programmeject Director: The Project Director will be responsible for the management of the SDNP project. He/she will report to the relevant unit in IUCN managing the SDNP on a day-to-day basis, under the overall guidance of the IUCN Country Representative and the Project Management Committee . Under the overall direction of the UNDP Resident Representative and the day to day supervision of IUCN, the Programme Director will be responsible for the management of the SDNP project.
The Projectgramme Director will be expected to have a very good understanding of the issues related to and if possible the main players involved in promoting sustainable human developmentsustainable development, a regional person will not know the players a demonstrated understanding of the use of information technology for computer mediated communications, demonstrated and strong managerial skills, have good writing skills, and have good interpersonal and communication skills along with initiative and drive.
The Programmeject Director will be responsible for helping to develop, adapt and implement the programme of work. He or she will be responsible for managing the SDNP secretariat, for making recommendations regarding priorities and the expenditure of funds, and for doing this in consultation with members of an the SDNP Management Committee. Who?
The Programmeject Director will also be responsible for setting up and managing the information teams in the various centers, and directing their activities.
The Programmeject Director will also be responsible for developing a marketing and business plan and/or other plans for the ongoing operation of the SDNP. He or she will direct the activities of the Accountant and present the required reports to IUCN and the Project Management Committee when required. The Programmeject Director will be responsible for submitting timely reports to UNDP and others as required.
43. User support staff: The Connectivity Coordinator: S/he will be responsible for the connectivity activitiesdivision of the project and will work under the guidance ofreport to the Programmeject Director. The primary function of the coordinator will be to ensure the trouble free operation of the network. This would involve liaison with the vendors providing the 64 K line and the domestic 19.2 Kconnectivity line. S/he will be responsible for developing the necessary systems and procedures for the safe and reliable functioning of the network. The coordinator will also recommend actions for the improvement of the network. S/he will assist the User support staff in trouble shooting. The coordinator will also manage and supervise the activities of the User Support staff. In addition he will also keep track of the user statistics of the network. The Islamabad Coordinator will be the over all coordinator most senior coordinator ? not necessarily most senior? and will have the additional duty of coordinating the overall connectivity activitiesdivision. S/he will formulate the policies and develop the necessary long term and short term plans for the connectivity activitiescomponent. The coordinator will also assist the information team in searching for information on sustainable human developmentsustainable development on the Internet and advise on the most efficient way for disseminating the information. The Coordinator will need to have a strong linkage with the information services. The Information Coordinator: This person will be responsible for developing and managing the information component of the SDNPfor the over all coordinationng of all the information work of SDNP. This will involve surveys of users and producers of information within the organization, and plans for electronic dissemination of the information. He/she will manage and work closely with the Information Team in Islamabad. The Information Coordinator and Information Team will train staff of sub-contracted organizations (provincial information centres) in publishing information, searching for it and assisting these institutions implementing the information component in each of the cities. While working closely the Information Team and the provincial information centers (sub-contractors), the Information Coordinator will also have the responsibility to supervise the performance. S/he will be responsible for analysing the SHD information needs of the target beneficiaries and of ensuring that pertinent material is put on the SDNP web server at least. The Information Coordinator will report to the Project Director
3. Information Assistants/ (librarians): A person in each city, will assist the information coordinator in searching for non-electronic material that needs to be put on-line or within web pages.
54. Information services team/sub-contracts: Under the supervision of the local Coordinator and/or his or her designated representative, the User Support staff will be responsible for assisting SDNP users. A small part of the assistance will be with connectivity-related problems, but the major part of the work will be to help users with their information queries; teach them how to look for information on the Internet in Pakistan and outside, some basic training in creating web pages, maintaining resource lists (lists of mailing lists, newsgroups etc.) They will also assist the Information Services Team as and when required, with training or other activities.
Based on the level of activity, the number of such staff will be decided by the Coordinator at each node in consultation with the Projectgramme Director.
This will consist of two peoplestaff members in the SDNP Office in Islamabad (an Information Specialist and Networking Trainer) and sub-contracts (to provincial information centres) in each of the other target cities. The team/sub-contractors will be responsible for developing and managingimplementing the information component ofin each of the target citiesthis project. They will work closely with the provincial information centers to assist that institution develop and implement an information policy. This will involve surveys of users and producers of information within the organization, and plans for electronic dissemination of the information. They will train staff at the organization in publishing information as well as in searching for it. Once thise provincial information centers is have been established, the Information tTeam will proceed to use this expertise gained to extend the model to other organizations in the region. They will also conduct training programmes to further spread this knowledge.
The team will have a good understanding of and demonstrated experience using computer mediated communications, especially computer networking. The ideal candidates will also have a good understanding of sustainable human developmentsustainable development and of the information needs of the user community.
They will have good communication skills and the ability to express himself or herself in writing and orally. Good presentation skills are necessary, as it will be necessary for this team to train other users. Flexibility and willingness to undertake other tasks as necessary will also be required.
65. Accountant The SDNP Accountant will keep track of all the project revenues and expenses. He will provide reports to the Programmeject Director in whatever format required, and assist in financial planning for the project.
s/he will provide some backstopping to the user support staff if required. 76. Administrative Assistant S/he will assist the SDNP team in the Administrative running of SDNP.
S/he will be in charge of all secretarial duties; in addition to the following: assisting with creating user accounts and collection of fees from users, documentation management and filing; storekeeping of office and working materials, supplies and consumable. User support should do this.
S/he will sometimes be delegated for duties related to demonstration or presentations of the SDNP services and monitoring of the needs of users. No S/he should have computer skills on word processing, spreadsheet, databases and computer graphics. Knowledge of accounting and office practice will be an added advantage. Why databases
Usual communication skills and the ability to express self in writing and orally are useful. Good presentation skills are also needed. Why?
8. Quetta team: is Quetta different from the others? Quetta will not have any information activity 7. Policy Assistant: Under the guidance of the Programme Director, the policy researcher will study the information networking and telecommunications policy in Pakistan. S/S/he will use the Internet to get information about the situation in other countries, and also contact people in Pakistan working in relevant areas. The output of this activity would be to generate papers or proposals that could be debated by SDNP members and finally presented to government. This work could also lead to further studies in academia or policy institutes.
The accounts must clearly indicate the balance amounts available on each budget line. The SDNP team at Quetta will consist of two people: a coordinator and a user support officer. The coordinator will be responsible for directing activities of the team. Together, they will be responsible for creating and running the node. This will involve setting up systems to provide (at least) email connectivity, marketing it to local users and providing new information services when possible. The coordinator will also be responsible for reporting to the Projectgramme Director periodically. In addition, there would be an information assistant.
Details provided in section H. ANNEX III. Schedule of project reviews, reporting and evaluation
ANNEX IIIIV. Financial and accounting arrangements
Project Account
A separate project account will be maintained for the project.
UNDP/Pakistan will advancereimburse IUCN funds for the services covered by the sub-contract under PAK/95/006, Budget Line 213.01. IUCN will provide quarterly financial statements of expenditures. For details see Annex VII "sub-contract". Installments
The revenue and interest generated during the previous phase of the project will be deposited in the SDNP project account at the beginning of this phase. In addition, all revenues generated from the connectivity services during the extension phase are to be deposited in the SDNP project account as well.
Financial Statements and Reporting
IUCN will maintain the accounts as per the standard accounting procedures. IUCN will submit a complete financial statement with the quarterly progress report. This financial statement will consist of monthly expenditure and income statement. IUCN will also submit an annual expenditure and income statement. In addition, IUCN will also furnish annually a list of fixed assets relating to the project.
Equipment purchases
Under the project, SDNP will be entitled to duty free import of equipment for the project. However, it can opt to buy from the local market if conditions are more favorable.
Reallocations of budget heads
Given the nature of the project and the rapidly changing environment, the project management has the flexibility of reallocating up to 10% of a budget line provided the total project amount is not exceeded.
[[IUCN would require approval of the Project Management Committee for reallocation of budget lines in excess of a variation of 10%?]]
ANNEX IV. Budget Estimate and AssumptionsBudget estimates and assumptions
BUDGET FOR THE ACTIVITIES TO BE FUNDED BY UNDP/Pakistan
1. SDNP financing arrangement and funding gap.
2. PAK/95/006 (Sub-contract only)
3. SDNP cash flow summary
4. Detailed Recurring/Development Budget by nodes
5. Revenues Estimation
BUDGET FOR THE ACTIVITIES FUNDED BY PROJECT REVENUES AND INTEREST.
1. SDNP financing arrangement and funding gap
2. Budget
3. SDNP cash flow summary
4. Detailed Recurring/Development Budget by nodes
5. Revenues Estimation
BUDGET FOR THE TOTAL PROJECT
1. SDNP financing arrangement and funding GAP
2. Budget
3. SDNP cash flow summary
4. Detailed Recurring/Development Budget by nodes
5. Revenues Estimation
UNDP will provide funding for certain activities while project generated e-mail income and interest will fund other activities of the extension phase. The tabele below presents the overall budget for all costs to be incurred during the two year extension of the project. (it does not include costs already incurred by SDNP during the previous phases). The total budget for the two year period is US $ 1,090,449. TRAC will fund US $240,000 while the remaining costs will be covered by the income and interest generated from e-mail services.
Table: SDNP: Total budget for 1 April 1998 - 31 March 2000 (US $)
BL Description Budget Funding/Comp. 10 Project personnel 11 International Experts 11.01 Consultant (Feasibility) 12,500 11.02 Project Director 89,000 TRAC (BL21.01) 13 Admin support personnel 13.01 Admin. Assistant/Support 26,400 13.02 Accountant 9,000 15 Travel 15.01 International (w'shops) - 15.02 In country 15,975 TRAC (BL21.01) 16 Evaluation 16.01 Evaluation 20,000 TRAC (BL16.01) 17 NPPP 17.01 Project Director - 17.02 Coordinators (All cities) 80,375 17.03 User Support Staff 65,700 17.04 Policy Assistant - 17.05 Information Specialist(Isb) 18,000 17.06 Networking Trainer (Isb) 11,500 17.07 Information Coordinator-Isb 30,000 17.08 Head Comm Unit (IUCN) 11,040 17.09 Coord. Comm Unit (IUCN) 9,000 17.10 Interns (Canadians) 1,875 17.11 Library Staff 16,500 17.99 Sub Total 243,990 19.99 Component Total 416,865 20 Sub-Contracts 21.01 Karachi 38,250 TRAC (BL21.01) 21.02 Lahore 29,750 TRAC (BL21.01) 21.03 Peshawar 20,500 TRAC (BL21.01) 21.04 Quetta 8,625 TRAC (BL21.01) 29 Component Total 97,125 30 Training 31.01 Group Training 12,963 31.02 Seminars 5,000 31.99 Sub Total 17,963 45.01 Local equipment 46.02 International equipment 49.99 Component Total 196,300 50 Miscellaeneous 51 Operating costs 51.01 Rental (All cities) 52,750 51.02 Utilities 24,025 51.03 Telephone 18,875 51.04 Misc. Office Costs 30,708 51.99 Sub Total 126,358 52 Publications 52.01 Publications 1,663 53 Networking costs 53.01 New York Dialing - 53.02 In Country Direct Dialing 8,250 53.03 19.2 K (Domestic Conn.) 47,600 53.04 64 K (Internet Conn.) 61,100 53.05 Tel rental network 600 53.06 License Fee 12,625 53.07 UNDP CO Sundries 4,000 TRAC (BL53.01) 53.99 Sub total 134,175 54 IUCN Management Fee 100,000 TRAC (21.01)/Email 59 Component Total 234,175 99 Total Costs 1,090,449 SDNP: Funding/Income 1 April 1998 -31 March 2000 Total costs funded by TRAC 240,000 PAK/95/006 carry-over 40,000 PAK/95/006 additional 200,000 Total Costs funded by e-mail income 850,449 Income generated as at 31 Dec 1997 500,000 Estimated income - extension phase 350,449 Total 1,090,449
ANNEX VI Sub-contract (draft)
| Project Summary Status | Africa | Arab States | Asia | Europe/CIS | LA/Caribbean |