Project Budget Number: PAK/98/005/01/NEX

Project Title: Support to Good Governance Group

Project Short Title: Support to G-3

Start Date: 15/10/1999

Estimated End Date: 15/10/2002

Executing Agent: NEX National Execution
                            Good Governance Group

Government Coop. Agent: Good Governance Group

Implementing Agent (s): National Execution (NEX) Good Governance Group

Project Site: National

Beneficiary Countries: Pakistan

LPAC Approval Date: 31 December 1998

UNDP Staff : Farhan Sabih

Total UNDP inputs for 3 year (Oct. 1999 – Oct. 2002) = $600,000 (Oct. 1999-Dec.2001: $500,000)

(Jan. 2002-Oct.2002: $100,000)

Brief Description: The purpose of this support is to enable the Good Governance Group, Government of Pakistan, to design and facilitate the implementation of a strategic governance reform programme. The project has three distinct but interrelated objectives geared to: (1) conclude and finalize the consultative process that has been supported during the preparatory phase of this project; (2) enable G-3 to achieve the specific outputs identified in the approved PC-1; and, (3) the identification and implementation of a selective governance reform agenda to be supported by UNDP. Due to resource allocation constraint, UNDP assistance to this project shall initially be for the period October 1999 to December 2001. Upon release of TRAC resources for the period beyond 2001, the remaining project budget for the period January 2002 to October 2002, shall be restored.

On behalf of Signature Date Name/Title

Government __________________ ________________ ____________________________

Executing Agent __________________ ________________ _____________________________

UNDP __________________ ________________ ____________________________
 
 

VI. Inputs *

VIII. Risks *

IX. Prior Obligations and Prerequisites *

X. Project Review, Reporting, Monitoring and Evaluation *

XI. Legal Context *

Annex I Project Budget *

Annex II IMPLEMENTATION AND MANAGEMENT STRUCTURE *

Annex III JOB DESCRIPTION: NATIONAL PROJECT DIRECTOR *

Annex IV DRAFT JOB DESCRIPTION: PROJECT MANAGER *

Annex V DRAFT TERMS OF REFERENCE NATIONAL CONSULTANTS *

Annex V1 INDICATIVE TERMS OF REFERENCE INTERNATIONAL CONSULTANTS *

Annex VII PROPOSED LIST OF EQUIPMENT *

Annex VIII OUTPUT BUDGET *

Annex IX TENTATIVE WORK PLAN *

I. Background and Context
 
 

I.a Problem to be Addressed
 
 

There is a strong realization in Pakistan that it stands at a turning point: If it is able to reform its governance structures it can start its journey to become a Newly Industrialized Country (NIC), but if it fails to do so Pakistan’s own national integration could come into jeopardy. State machinery at federal, provincial and local levels, judiciary, political institutions and various organs of the civil society require a thorough review. Pakistan needs a paradigm shift in its governance framework.

The present pattern of administration in Pakistan is based on a system evolved by the British, largely to suit the needs of colonial rule and protecting the state from the people. In the very nature of things, the system was a bureaucracy, efficient and competent but naturally limited in scope and outlook. It was an effective and flexible set-up mainly concerned with the collection of taxes and the maintenance of law & order. These still remain obligations of the state but the emphasis has now shifted to a planned action for promoting the social and economic welfare of the people. With the great expansion in the functions and responsibilities of the government, the tasks facing the administration have become larger in magnitude and far more complex and diverse. To achieve them, it is necessary to bring the people and the administration closer to each other in order to translate government policies into action.

It is generally acknowledged that governance structures have become outdated, weak and even counterproductive in some cases. This view about governance is shared both by leaders in power and by those in opposition. Intellectuals and writers portray a dismal picture of the functioning of the government. Civil servants themselves are critical of the performance of state institutions. And yet not much has happened to reverse the situation. Ironically, Pakistan has been struggling to grapple with this problem since its inception in 1947, which is reflected by the fact that so far a total of 26 Commissions or Committees etc. have been formed to look into this subject. Thus, there has been an average of approximately one such report for every two years of Pakistan's existence.

Neither sustained economic growth nor improvement in social services is possible without the restoration of good governance in the country. The crisis of governance has many features. At the most dramatic level is the breakdown of law and order, threatening the very life and livelihood of citizens because of crime, civic conflict and terror. The loss of public confidence in major state institutions (especially the police and security agencies), and in some cases even the criminalization of the latter further complicates the already grim picture.

The second major issue is the pervasive corruption in the three branches of government; the executive, the legislature, and the judiciary. The result is that none of the three branches acts as a check upon the malfeasance of the other two. Absence of accountability and integrity of the decision makers has imposed an enormous social, economic and political cost to the society as a result of which social frustration feeds upon and encourages civic violence, generalized dysfunctional behavior, and involvement in criminal or terrorist activities.
 
 

A third issue is policy ineffectiveness, including for example the inability to raise revenues for the government, target policies to selected groups or regions, ensure that governmental assets are used and maintained efficiently, provide social services of adequate quality to citizens, regulate or monitor potentially hazardous economic activities, or generally protect the lives and livelihood of citizens. This inability results in a widening gap between announcements and results, and leads to an erosion of confidence in the government. Indeed, the greater the ineffectiveness, the higher is the propensity to make grandiose announcements.

Finally, as already mentioned, ad-hoc policy making contributes directly to economic instability and unpredictability, discouraging long-term investment, and encouraging lobbying and influence peddling.

Although the crisis of governance is generalized, it is neither insoluble nor is it attributable to an amorphous "culture of corruption". In order to find a way forward, it is necessary to understand the effects of bad governance and then formulate a vision and plan of action for good governance.

The effects of poor governance include:

• Policy ineffectiveness;

• Conflict instability and insecurity;

• Environmental degradation;

• Human and social costs (such as illiteracy, high morbidity and mortality and unmanageable inequality);

• Poor targeting (i.e. policies cannot be targeted to relevant social and
• economic groups because institutional performance is so poor);

• Corruption; social frustration; stagnant economic growth, non-competitive
• economy and poverty; and

• The erosion of government's legitimacy.

Pakistan is extremely vulnerable to the economic and social effects of poor governance. Some elements of a vision of good governance in Pakistan grow out of a definition of governance that is focused on the use of political authority (leadership) and the exercise of control over society (justice), as well as the management of its resources (stewardship) for social and economic development.

The 9^th Five Year Plan has placed particular emphasis on the need for good governance to ensure sustainable development. For the first time a separate chapter is proposed to be included in the Plan document, which provides a conceptual framework to relate governance and development. The GOP recognizes clearly that the management of the economic system should be a participatory activity, with a deliberate focus on the improvement of the poor communities, NGOs, and lower echelons of the government. Local government reforms will be the key element of the new system. The district set up would be strengthened and given more autonomy. It would thus bring the government to the doorstep of the public. A fair and quick legal and judiciary process and better quality of socioeconomic administration can only inspire confidence of the public in the system.

Consequently, much of the good governance reform package focuses on "making things work", namely changing the system of institutions and incentives that affect the behavior of public officials business entrepreneurs, and citizens. Besides the specific measures described in the areas identified above, across the board reforms are needed for the restoration of governance in the country. These reforms can be divided into the categories viz.; civil service reform, legal and judicial reform, legislative reform, decentralization, eradication of corruption, police reforms, local government reforms, taxation reforms, education reforms, health reforms, sports reforms, procedure simplification, anti-corruption and pro-integrity measures and the promulgation of a citizens charter. The conceptual entry point of this reform proposal is the principle of incentive compatibility. It starts with a pragmatic perspective on how to make the government more, responsive, efficient, and legitimate, rather than dwelling upon political moral or philosophical questions.

The Pakistan 2010 Programme aims to realize this vision. Its immediate goals are restoring governance, doubling per capita income, and ensuring equitable access to economic opportunity and quality social services. Six key enabling conditions are necessary to achieve the 2010 vision: (1) a sound system of governance with political stability and a reasonably competent and honest public service; (2) high investment in education and research; (3) a culture of high savings, investment and exports; (4) the ability to take advantage of emerging international opportunities; (5) responsible economic and financial institutions; and (6) collaborative partnerships between the government the private sector, and the citizens.

In keeping with the partnership approach, the Pakistan 2010 programme has not been developed in isolation. Rather, it is based on extensive stakeholder consultations with a wide cross section of society; academic scholars, journalists, NGO leaders, government officers, lawyers, politicians, business leaders.
 
 

I.c Prior or Ongoing Assistance

UNDP assistance to the governance reforms process in Pakistan was initiated in 1994. It supported the creation of the original Institutional Reforms Group and its continuation and expansion as the Good Governance Group. The institutional support to the IRG and G3 has been the establishment of a Secretariat. During the preparatory phase and support to the implementation of a work plan whose major thrust has been an extensive consultative process at the national and sub-national levels. In addition to generating a substantive dialogue on the major governance issues in Pakistan this process has also identified opportunities for action and implementation of a reform process, which is proposed to be supported under the proposed project. The result has been that UNDP is clearly seen as a key supporter of the institutional reform process in Pakistan. Without UNDP assistance, the G3 would probably not have been formed in the manner it was.

UNDP currently provides assistance to the IRG/G3 through PAK/96/030: Management Development Programme. The objective of this preparatory assistance (PA) project is to support the design and implementation of policy, strategic and operational level initiatives for improving governance systems in Pakistan. The project has provided a catalytic input for designing most of the initiatives that have been launched independently under the Governance programme of UNDP. In addition, the following projects of the Governance Programme have a direct or indirect relationship with the possible outcomes of the workings of the G3.

Approved Projects:

• PAK/96/030 -- Management Development Programme: The objective of this project is to support the design and implementation of policy, strategic and operational level initiatives for improving governance systems in Pakistan. The project has provided a catalytic input for designing most of the initiatives, which have been launched independently under the Governance programme of UNDP

• PAK/97/006 -- NWFP Institutional Reforms Programme: This PA will build capacity within GoNWFP to design and manage the implementation of an institutional reforms programme which is aimed at providing equitable access to a system of high quality public services and decentralized governance.

• PAK/96/011 -- Supporting Democratic Electoral Process in Pakistan: The PA will initiate activities to make the mainstream political process more open, democratic and inclusive of both genders. The focus will be on preparing for substantial strengthening of electoral process and on the issues of gender parity in the mainstream of political system.

• PAK/97/019 -- Institutional Support to Social Action Programme: The purpose of this PA is to address the governance and community aspects of SAP by strengthening the capacities of the Federal SAP Secretariat and the SAP Multi-Donor Support Unit.

• PAK/96/021 -- Balochistan Trial District Management Project: This project will initiate decentralized governance on a pilot basis in two districts of Balochistan province. The project objectives include: (1) Provincial policy reforms; (2) Institutional capacity building for participatory development; and (3) Community participation in planning, implementing and monitoring of local development initiatives.

• PAK/97/010 – Support to Parliamentary and Democratic Processes in Pakistan: The PA will initiate a process to strengthen the parliamentary and democratic process by building capacities of: (1) the parliamentarians to play an effective role in the parliament through skills building in parliamentary practices and constituency management; and (2) the parliamentary secretariat to provide technical and substantive support to the parliamentarians.

• PAK/97/009 – Strengthening the Geo-Information and Digital Mapping Capacity of Survey of Pakistan/Survey Training Institute. The project aims at strengthening national capacities for efficient digital information management that promotes delivery and access to key socio-economic data in support of sustainable human development and democratic governance. It will also assist in establishing standards and systems for digital data management.

• PAK/97/023 -- Management Services Wing: The project aims at strengthening the capacity of the Management Services Wing GOP to provide advisory services on public administration and management. This project is seen as a key link in the implementation of the reform agenda to be developed and implemented by the G3.

• PAK/98/xxx – MDP Extension Project

The Good Governance Group:

The Good Governance Group has been set up by the Government for the development of reforms agenda for providing good governance. The objectives of the Good Governance Group are:-

1. Focal point for the institutional reforms in the country.

1. Dissemination of information and debate program through newsletters, TV program services and radio program services on institutional reforms.
2. Prepare structure design for the operation and performance of selected programs
3. The G3 will focus on special topics like: (1) an overall institutional reform strategy for the NGOs; (2) reviewing the Government policy on NGOs; (3) proposals for enhancing accountability and transparency in Government operations; (4) the role of the state in development; (5) decentralization/ devolution strategies; (6) mechanisms to promote public private dialogues; and (7) the adjustments of contradictory or ambiguous legislation and operating mechanisms

The Task Force on Administrative Reforms:

The Task Force on Administrative Reforms has been set up under the chairmanship of Mr. Ahsan Iqbal, Deputy Chairman, Planning Commission, which has identified the following areas for improvement: i.) Performance Based Organization; ii.) Compensation & Incentives; iii.) Depoliticization, Modernization & Corporatization; iv.) Training and Change Process; v.) Devolution, Decentralization and Local Government; and vi.) Administrative Issues of managing large cities.

The Commission for Administrative Restructuring:

The Commission for Administrative Restructuring has been set up under the chairmanship of Syed Fakhar Imam, MNA, which is reviewing the Public Sector Organizations for rightsizing through Professionalization, Modernization and Corporatization.

In addition the following GOP departments, private sector and civil society organizations have direct relevance to the project activities:

1. Cabinet Division: Management Services Wing (MSW) and Pakistan Public Administration Research Center (PPARC): Mandated as the management consultants of the GOP, both the MSW and its research center do consultancies, (e.g., procedural reviews, organizational restructuring) research into administrative best practices, simplification of GOP forms, and manuals. MSW does 70% of consultancies as well as short-term, focused management training for other GOP divisions and public organizations, per request. PPARC does a Public Administration quarterly Journal, but publication tends to be sporadic.
2. Establishment Division: Mandated to do GOP staff recruitment, appointments and training, this division conducts pre-service training at the Civil Services Academy; mid-service training for civil servants (after 12 years of service) at the four National Institutes for Public Administration (NIPAs); and senior civil service training (after 17 years of service) at the Pakistan Administrative Staff College.
3. Economic Affairs Division: Mandated with GOP acceptance and coordination of foreign assistance to Pakistan, as well as economic matters pertaining to UN agencies, and technical assistance programs, this division also coordinates Technical Assistance from Pakistan to other countries.
4. Planning and Development Division: Mandated to coordinate and monitor the nuts and bolts aspects of technical assistance and GOP development projects.
5. Provincial and District Governments: Pakistan’s administrative setup includes four provincial governments, as well as separate governing systems for federally administered areas. In regard to political governance, Pakistan has 207 national constituencies and 407 provincial constituencies.

 

 
 
 

6. Civil Society: Included countrywide are approximately 20, autonomous or semi-autonomous (independent but totally GOP-funded) policy research and training institutes, as well as more than 8,300 local NGOs and CBOs.
7. Other public and private sector institutions: The G3 will make critical links with partner organizations in the public and private sector. Potential partners will include, but not limited to, the Management Services Wing, Quaid-e-Azam University, International Islamic University, Allama lqbal Open University, Institute of Business Administration, Lahore University of Management Sciences, Pakistan Administrative Staff College, National Institutes of Public Administration (NIPAs) , Punjab University, Karachi University, Pakistan Institute of Development Economics (PIDE), Pakistan Television Corporation (PTV), Pakistan Broadcasting Corporation (PBC), Pakistan Academy for Rural Development, Planning & Development Division, Sustainable Development Policy Institute (SDPI) and Social Policy and Development Centre (SPDC).

II.a Pre-Project Situation

The most fundamental obstacle to good governance in Pakistan is perverse incentives that reward behavior that is not conducive to the common good, which is self-seeking, inefficient dishonest or exploitative. The system of perverse incentives contributes substantially to the governance crisis and results in public functionaries fail to act in the public interest. A key feature of good governance is incentive compatibility, or ensuring that public functionaries are provided with incentives to act in the public interest. The system should ensure that citizens get the incentive to behave in a manner that supports the public interest in good governance - a manner in which they themselves probably wish to act most of all.

The growing and increasingly unmanageable inequality is an additional obstacle. The incidence of absolute poverty has risen in the 1990s to 30 percent of the population despite of an increase in income per capita of more than 200 percent since 1970, by far the highest rate in South Asia. The economic imbalance is also reflected in and perpetuated by the social structure. Unlike other South Asian neighbors, Pakistan's land ownership is still skewed despite three attempts at land reform.

To a much greater degree than its other South Asian neighbors, Pakistan’s history is marked by the discouragement of freedom of information and a vigorous non-profit sector. A lack of social cohesion in Pakistan has caused a severe gap between the modernizing, industrializing, westernizing elements of Pakistan's civil society, and the more traditional religious, "personal", rural elements. Such a diverse group of "visions" presents a significant challenge for good governance.

Pakistan's experience with respect to policy reform is clear: the identification of policy options is a good deal easier than the implementation of policy recommendations. Setting the right priorities and generating momentum for the implementation of good governance measures through early and achievable successes is critical. In its most basic terms, governance is about setting priorities and generating and using power to achieve these priorities.

Pakistan must develop a structure to set in motion certain processes from which sustainable and strategic governance reform can emerge. The process requires vision, commitment mobilization and action. To mobilize, a stakeholder consultative process is urged and specifically designed to identify, prioritize and sequence a governance reform process. From the consultative process, target areas for reform begin to emerge: where reform needs have been identified, where strong commitment to reform process has been expressed by stakeholders, where credible collaborative and consultative mechanisms can be devised to implement reforms, and where there is assured political support for the mechanism and the process.

In the backdrop of repeated attempts to diagnose the problem without proceeding to cure the disease, there is growing impatience about implementation. More and more people seem to be saying: "no more Commissions and Committees, please focus on implementation, because the malady and perhaps the solutions are by now fairly well known. Certain common themes appear to recur in the findings of various Commissions and Committees. These may be summarized as below:-

• Corruption: Decisions at various levels of government are influenced by personal whims and unfair considerations, motivated by illegitimate financial transactions or political and personal favours.

• Inefficiency: Public institutions fail to provide the service for which they were established. Thus law & order, justice, education, health, civic services and public utility organizations do not appear to deliver the goods for winch they are paid by the exchequer or the taxpayer. In course of time they have come to perceive themselves as rules and regulators rather than service providers who should be accountable to their clients.

• Ineffectiveness: State institutions are ineffective when it comes to meeting new challenges thrust upon the society by changing local and international environment new technology, new social climate and new expectations.

• Inaccessible: (Distant and alienated from clients) Public servants are not easily accessible to citizens. They plan and make their policies without consulting those who are affected by those policies. The system is not participatory.

• Intractable: (Too big): The public sector has grown out of proportion. It operates in areas, which should be best left to the private sector, even within its own legitimate areas of operation it can operate with a leaner strength

• Unattractive: (Unattractive for functionaries in terms of motivation and fair incentives) The incentives and motivations offered by public service system do not attract the best people. It does not motivate them to improve personal skills or to work towards excellence.

II.b Expected End of Project Situation

Capacity to propose public sector reforms and provide management consultancy to the government will have been enhanced within the Good Governance Group and its partner organizations.

To achieve meaningful, sustainable, administrative change, the GOP needs system-wide synergies and linkages for development of transparent and accountable management systems. A necessary precursor must be a strengthened, effective GOP-owned mechanism for organizing and implementing management development reform initiatives from within.

By the end of the present project, the Good Governance Group will have been enabled to contribute to and support a strategy for public sector management reform, leading to better problem-solving ability and accountability in National GOP organizations and offices. Provincial governments and mid-level managers will have benefited from G3 training and other support to facilitation of the institutional reform process.

II.c Project Strategy

The G3 will play a catalytic role to promote good governance by identifying strategic elements of the broad (beyond the public sector) governance reforms agenda, by sponsoring research and analysis to support implementation of reforms and by monitoring the implementation process. G3 would not take on direct implementation responsibilities. The implementation of the proposed reforms would be done through strategic linkages with partner organizations in the public, private and civil society organizations. Suitable partnership arrangements, with clear terms of partnerships between G3 and partner organizations, will be developed by the project management and endorsed by the Review Committee and UNDP.
 
 

II.d Target Beneficiaries

1. Direct

 

 

Project impact will directly benefit national and provincial GOP policy decision-makers from official, bureaucratic, and academic sectors, GOP management development consultants and trainers, as well as a partner and civil society organizations that will be involved in the design and implementation of the reform process.

2. Indirect

II.e Reasons for Assistance from UNDP

Governance and Poverty Eradication Link:

Poverty eradication is the primary goal of UNDP programmes. UNDP recognizes that sound governance is a precondition for poverty eradication. Sound governance provides people access to basic social services and productive assets. It promotes decentralized decision-making and strong local organizations that empower people and give them voice in matters affecting their lives, including management of resources. Globally UNDP invests significant part of its resources in governance programme, which is one of the global Program Themes. This project is relevant in this context of governance as being a primary means to achieve poverty eradication and sustainable development.

CCF and Governance Programme:

Governance is one of the three focus areas under the Country Cooperation Framework for the 1998-2003. The Objective of the Governance Programme is to "create an enabling environment within which the people of Pakistan can influence the direction and conduct of their governing institutions". The programme has four components: policy development, governing institutions, decentralization, and information and communications technology. The G3 which is engaged strategic reform initiates is most relevant to the policy development component of the CCF. This project also has synergic links with other projects of UNDP, such as PAK/96/011-Supporting Democratic Electoral Processes in Pakistan, PAK/97/010-Support to Parliamentary and Democratic Processes in Pakistan, PAK/97/021-Support to Government Information House and the proposed assistance to the Management Services Wing.

Links with the United Nations System:

According to the UN System document, Pakistan in the 21^st century: A Renewed Alliance, "If there is one development issue that is quintessentially the Pakistani challenge, it is the issue of sound governance. The UN development agencies believe that the problems in this area are a common feature of development programmes throughout the country. By this token, a successful programme to address the issue of sound governance offers the solution to many of the other challenges outlined above". Thus improved governance, while providing a solution to many of the development problems of Pakistan, will also ensure effective and sustainable utilization of UN systems support to Pakistan. Certainly this project is an effort to address the governance issues in Pakistan at the policy and strategic level. The objectives and strategies of the Pakistan Governance Program and of this project reinforce and support the common theme of the UN System in Pakistan.

Gender Dimension of Governance:

The G3 also offers a good platform to incorporate the policy level gender dimensions of governance as reflected in the United Nations Pakistan’s Statement on Gender Issues in Pakistan and in the outline of the Gender Program under CCF. This project would enable the G3 to mainstream gender concerns in the design and formulation of governance reform proposals.

Links with Regional Governance Program and Sub-Regional Resource Facility:

This project has strong synergy with the Regional Governance Program (RGP) and with the Sub-Regional Resource Facility (SURF), which are based in the UNDP Pakistan office. These can provide complementary support to the project through exchange of learning experience and by establishing links with similar initiatives in the region, possibly by sponsoring policy-level missions for strategic advice to G3. The RGP and SURF can also act as a resource and information database that can provide comparative analysis tools and information to this project. The G3 could also benefit by joining the network of governance institutions and individuals being developed by RGP and SURF. The RGP is sponsoring the development of Governance Index (GI), as measurement tool of governance and other related issues within a country. The G3 can easily utilize the GI as a methodological tool for its analytical work.

Owing in part to the perceived neutrality of the UNDP, and to the implementing agency’s track record in governance development, a unique opportunity exists, favorable to the augmentation of Government’s capacity for systemic reforms. Additionally, since past support to the Good Governance Group has come from UNDP, prior assistance should be sustained and built upon in order to support the implementation of the reform package.

III. Project Management
 
 

III.a Project Implementation and Management Arrangements

The G3 of the Planning and Development Division, Government of Pakistan will be the national executing agency of the project. The G3 Secretariat will serve as the project management unit of the project while the Director General of the G3 will be the National Project Director. The NPD will be assisted by the Project Manager who will be recruited under the project.

The Advisory Committee of the G3 will provide strategic direction to the activities of the project. The expanded TOR of the G3 Advisory Committee reflects its role in project implementation and management. It will endorse the annual work plan of the project and undertake periodic monitoring of the project activities. The G3 Secretariat will prepare quarterly progress reports of project activities and share these reports with UNDP and development partners.

The project implementation will be guided by the principles and procedures for national execution described in the Project Cycle Operations Manual (Volume I & II) Version 2.0.
 
 

III.b Counterpart Support Capacity

During the preparatory phase of the project the G3 Secretariat has demonstrated ample capacity to implement the G3 programme. In addition to coordinating with UNDP on project related matters, it has also shown strong organization and management capacity by organizing a series of workshops and seminars. It has also developed strong links with national counterparts and potential partner organizations. The Director General, MSW, who has extensive project management experience, heads the G3 Secretariat. Furthermore, adequate provision has been made in the approved PC-1 to provide professional and administrative support staff from the GOP resources. During the preparatory phase the G3 team has learned significantly about UNDP practices and procedures for project management and is now ready to take on responsibility for full implementation of the project.

IV. Development Objective

A sustainable, national momentum of reform is established for development of sound governance as a means to the achievement of human development goals in Pakistan.

V. Immediate Objectives, Outputs and Activities

The main purpose of this support is to enable the Good Governance Group to design and facilitate the implementation of a strategic governance reform programme. While the mandate and agenda of the G3 is large and diverse, the UNDP support will focus primarily on selective governance reform agenda, which would relate to civil society and go beyond the confines of the public sector reforms. This does not in any way undermine the need for public sector reforms, which UNDP continues to support through other specific interventions, but to ensure that UNDP assistance is utilized to address the strategic governance issues.

The project objectives are split in three segments. These segments though distinct are highly inter-related and fall within the framework of this project. Segment one, which is covered under objective 1, relates to the conclusion and finalization of the consultative process that has been supported during the preparatory phase of this project. Segment two, which is covered under objective 2, is to enable the G3 to achieve the specific outputs which have been identified in the approved PC-1. The third segment, which is covered under objective 3, relates to the identification and implementation of a selective governance reform agenda to be supported by UNDP.

Following are the specific objectives, outputs and activities:

Immediate Objective I:

Support a consultative process involving key stakeholders, including civil society representatives in order to build a consensus on the reform agenda.

Success Criteria for Objective I: An agreed reforms agenda approved by the Government for implementation. During the preparatory phase of the project the G3 has carried out an extensive consultative process to identify the key governance issues and to develop a set of recommendations for actions. An outcome of this process will be an approved package of reforms.

• Conclude the extensive consultative process, which has been initiated in the preparatory phase of the project.

• Develop a comprehensive reform strategy and an implementation plan on the basis of the deliberations and recommendations of this process. The reform strategy and the implementation plan will propose reforms, which directly benefit the civil society and incorporate specific activities to involve civil society in the reform process.

• Develop global reform process indicators.

• Identify and mobilize the required technical inputs for the formulation of the reform package and its implementation strategy. This could include sponsoring research and analysis of policy options and design of implementation strategies based on national and international experience of similar efforts. G3 could also utilize the services of UNDP’s Regional Governance Program (RGP) and Sub-Regional Resource Facility (SURF) projects, which are based in UNDP Pakistan in order to learn from comparable experiences of other countries in the region; develop links with other similar efforts; and to tap regional/international expertise.

• G3 is keen to incorporate gender perspective in its activities; address gender related aspects of governance; and to reflect gender dimension in the reform agenda and its implementation strategies. For this purpose it is proposed that a Gender and Development consultant would advise the G3 to identify gender issues of governance and incorporate gender dimensions in the activities, outputs and recommendations of governance reforms. The consultant will also advise G3 in the implementation of the proposed recommendations.

• Process Government approval of the reform packages.

Support the achievement of G3 outputs, which are covered under the approved PC-1.

Success Criteria for Objective II: Performance indicators for selected public sector organizations developed; concerned officials trained to adopt client charter, modern reporting systems, and result-based performance evaluation systems. Print and electronic media fully utilized to advocate governance issues and awareness of reform process.

1. Hold seminars, workshops and conferences on Mission Statements, Performance Indicators.
2. Prepare guidelines on Mission Statements & Performance Indicators.
3. Set target date for the Public Sector Organizations to have Mission Statements and Performance Indicators.
4. Issue instructions to use Mission Statements and Performance Indicators for the appraisal of organization and individual performance.
5. Incorporate Mission Statement and Performance Indicators in the Rules of Business.
6. Initiate a learning process based on results achieved and opportunities related to maximizing impact.
7. Design and implement performance-based evaluations of public sector organizations and in this regard propose effective mechanisms for accountability of civil servants.

1. Assess the training needs and requirements of the public servants related to change management.
2. Develop training modules.
3. Incorporate training modules in the existing training set up.
4. Develop incentive structures for training.

1. Train public sector organizations in the development of client charter.
2. Develop client charters.
3. Exhibit client charters in front of offices.
4. Publicize client charters through media.

1. Frame IT policy related to achievement of electronic government;
2. Appoint IT focal points in each Public Sector Organization to facilitate implementation of modern reporting system through IT policy implementation;
3. Organize IT and IS orientation/training courses to implement modern reporting system;
4. Develop guidelines for standardization of hardware and software for reporting system.

1. Organize seminars, workshops, and conferences on public policy issues related to the reform process.
2. Publish newsletters & journals.
3. Publish articles, press releases news items in print media.
4. Sponsor programmes for radio & TV.

Support the implementation of selective strategic reform initiatives involving civil society, which will be agreed in advance between UNDP and GOP/G3.

UNDP will also assist the G3 in identifying resource mobilization opportunities through a network of interested donors to support the reform agenda that would be outside the scope of UNDP assistance.

Success Criteria for Objective III: The selective areas for UNDP assistance, as well as the related performance indicators, identified following the project approval through a participatory process involving key stakeholders. These reforms will be implemented through strategic linkages with partner organizations including civil society organizations. Key success indicators will be the design and implementation of specific reform proposals, partnership arrangements with public, private and civil society organizations and commitment of additional donor resources.

• UNDP and GOP/G3 to initiate a consultative process involving key stakeholders in order to identify and prioritize the elements of the reform package, which will be implemented through this project;

• Prepare a strategy to link G3 with partner organizations including civil society and agree on the modalities of partnerships between G3 and these organizations;

• Design and implementation of specific reform actions;

• Design and process partnership agreement between G3 and partner organizations including civil society;

• Identify and mobilize required expertise to assist in the implementation of reforms;

• Develop performance indicators to enable regular monitoring of reform efforts;

• Organize regular consultative meetings of interested donors in order to mobilize donor interest in the proposed reform agenda, and to explore co-financing opportunities. Donors interested in cost-sharing arrangements may also be invited to participate in G3 activities in areas of their interest.

VI.a Government Inputs

The Government of Pakistan will contribute Rs.17.70 million for the FY period 1998-99 to 2000-01 from the budget provision of the Planning & Development Division to meet the salary and allowances of the G3 Secretariat staff, commodities and services including electricity and telephone bills and office rent. The G3 Secretariat will be drawn from within the existing Officers/Staff in the system and no fresh recruitment is contemplated.

VI.b UNDP Inputs

The United Nations Development Programme will fund the project with a proposed budget of US$1,300,000. UNDP inputs will include:

7. Arrangements for Financial Management

Generally, the governance institutional environment in Pakistan has been unstable for most of 1900s. There have been several changes in the Government during this period. Even during individual government tenures the turnover rate among senior bureaucrats has been exceptionally high.

However, the survival of the IRG/G3 through three governments attests to the recognition of the institutional constraints that have plagued Pakistan’s development efforts in the past. UNDP made no overt attempt to encourage the government to continue the IRG. UNDP felt that it was best to let the present government decide for itself whether to continue the assistance programme. In the end, UNDP has ended up being associated with an activity that is clearly owned by the Government. The strong political commitment for the G3 backed by actual evidence of acceptance by the bureaucracy bodes well for the future.

The final risk is whether a set of reforms proposed by G3 is approved and effective implementation is initiated. This risk is not unique to this project but is applicable to the entire governance programme. However, there is enormous convergence in Pakistan society across all political affiliations that basic governance issues must be addressed or a traumatic institutional crisis will ensue.

As with all projects, which aim to influence a change in the fundamental institutional framework of a society, the risks associated with support to the G3 are far outweighed by the potential benefits. The changes in rhetoric that are evident in the recent past indicate that this is an idea whose time has come.
 
 

IX. Prior Obligations and Prerequisites

UNDP funds will be available for value added technical inputs to the G3 for the design and implementation of strategic reforms initiatives, which are mutually agreed between G3 and UNDP as priority initiatives. Equipment procured for the G3 secretariat during the preparatory phase will be adjusted against the equipment required for the full-scale project. G3 will confirm the availability and release of counterpart funding of the project. GOP will provide the required staff and resources to meet the operational cost (office rent, utilities, telephone, maintenance of office premises) of G3 secretariat. The G3 Advisory Committee will have been notified and it will endorse the project document before its approval by UNDP.

The project document will be signed by UNDP and UNDP assistance to the project will be provided, subject to UNDP receiving satisfaction that the prerequisites listed above have been fulfilled or are likely to be fulfilled. When anticipated fulfillment of one or more prerequisites fails to materialize, UNDP may at its discretion either suspend or terminate its assistance.

X. Project Review, Reporting, Monitoring and Evaluation

The Advisory Committee (AC) of the G3 will be responsible for the overall management of the project. The AC will meet on a six monthly basis to review progress of the project and to resolve major implementation issues. The G3 secretariat will prepare quarterly progress reports of the project, which will be reviewed by the AC in its six monthly meetings.

The NPD will be responsible to prepare and present the Annual Progress Report in the yearly Tripartite Review Meeting of the project. The Economic Affairs Division, the Executing Agency and United Nations Development Program will attend the TPR meeting.

In view of the strategic nature of the project, it is proposed that an independent mid-term and end of project evaluation of the project be conducted. The evaluations will be mainly focussed on the project design, implementation strategy, sustainability and impact. In addition the evaluation will focus on the implementation of reforms initiated by the G3. UNDP and NEX agency will determine the TOR for the respective evaluations.

The project will also be reviewed during the planned annual review of the governance programme and the triennial review envisioned in the CCF for Pakistan (1998-2003).

A yearly audit will also be conducted to meet the NEX audit requirements.

11. Legal Context

This Project Document shall be the instrument (therein referred to as a Plan of Operation) envisaged in article 1, paragraph 2, of the agreement between the Government of the Islamic Republic of Pakistan and the United Nations Development Programme concerning assistance under the Special Fund Sector of the United nations Development Program.

UNDP-assisted programmes and projects for Pakistan are planned and executed in accordance with the global UNDP Financial Rules and Regulations and the project Cycle Operations Manual for Pakistan.

The following types of revisions may be made to this project document with the signature of the UNDP resident representative only, provided he or she is assured that the other signatories of the project documents have no objections to the proposed changes:

1. Revisions in, or addition of, any of the annexes of the project document;

1. Revisions which do not involve significant changes in the immediate objectives, outputs or activities of a project, but are caused by the rearrangement of inputs already agreed to or by cost increases due to inflation; and

1. Mandatory annual revisions, which rephase the delivery of agreed project inputs or increased expert or other costs due to inflation or take into account agency expenditure flexibility.

Annex I Project Budget
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Annex II IMPLEMENTATION AND MANAGEMENT STRUCTURE

(A) Advisory Committee Composition:

1. Chairperson.
2. Senior Advisor, a person with intimate knowledge of governance and institutional reforms.
3. Secretary, Cabinet Division.
4. Secretary, Establishment Division.
5. Secretary, Finance Division.
6. Secretary, Economic Affairs Division
7. Secretary, Planning & Development Division.
8. A Nominee of the Speaker, National Assembly.
9. A Nominee of the Chairman, Senate.
10. Representative of the Chief Minister of each Province having relevant academic background and at least 15-20 years relevant work experience.
11. An expert in the Institutional Reforms and Governance from Private Sector or Retired Civil Servant.
12. Director General, G3 Secretariat, Secretary of the Committee and National Project Director

The Terms of Reference of the Advisory Committee are given below:-

• Identify areas for research and policy design.
• Provide strategic direction to the activities of the G3 Support Project.
• Review and endorse the project document and annual workplans of the project, undertake periodic monitoring of project activities and resolve major implementation issues, if any. The AC will meet on six monthly basis to formally review the progress of the project on the basis of quarterly progress report to be submitted by the G3 Secretariat and to endorse the work plan for the following six months.

G3 Secretariat is meant to provide support to the G3. The Secretariat will function as the analytical arm of the G3 in directing research, preparing documentation, dissemination and publishing reports and organizing periodic meetings with various agencies.
 
 

Annex III JOB DESCRIPTION: NATIONAL PROJECT DIRECTOR

Background

The National Project Director (NPD) is the focal point for responsibility and accountability in a national executing agency/G3 for the UNDP-funded project. The NPD should be a staff member of the executing agency at the secretary or director-general level for most projects. While the NPD has many duties and responsibilities, his/her primary function is to ensure that project objectives are achieved and to supervise the Project Manager. Thus, the NPD position will be a part-time job in addition to the NPD’s regular work.

Duties and Responsibilities

1. Acting as the focal point and responsible party for the project in the Government executing agency;
2. Ensuring that all Government inputs committed to the project are available to the project;
3. Selection and recruitment or appointment of the Project Manager in consultation with UNDP and EAD;
4. Ensuring that the Project Manager is empowered to implement the project;
5. Assisting the Project Manager, as necessary, to resolve implementation problems;
6. Selection of candidates for project expert and consultant positions in consultation with UNDP and EAD;
7. Supervision of the work of the Project Manager;
8. Approval of certain payments of project funds according the procedures in the Project Cycle Operations Manual;
9. Representing the project at meetings of the parties to the project agreement;
10. Providing assistance in the coordination of project activities that involve other agencies of Government.

1. Authority and seniority in executing agency that is appropriate to the project
2. English language reading, writing and speaking skills
3. Technical knowledge and experience related to project
4. Leadership and supervisory experience
5. Time available according to needs of project

Background

The Project Manager has responsibility for the operational management, implementation and monitoring of the project. The Project Manager is responsible for the day to day business of the project. He/she will actually plan, initiate and manage project activities under the direct supervision of the NPD.

Duties and Responsibilities

1. In general, operational management of the production of project outputs according to the project document and the procedures in the Project Cycle Operations Manual;
2. In collaboration with the UNDP country office, ensuring that all implementing agency letters of agreement are prepared and negotiated with any participating UN agencies;
3. Initiation of mobilization of all project inputs not covered by implementing agency letters of agreement in accordance with the relevant procedures in Project Cycle Operations Manual; authorization of expenditures for these inputs;
4. Preparation and revision of the project work plans, budgets, PLEA and financial plans;
5. Organization and management of project activities according to the work plan in order to produce the outputs;
6. Coordination and supervision of project technical personnel;
7. Timely preparation and submission of the Annual Project Report (APR) and any other required progress reports and assurance that reports prepared by project personnel or participants are prepared as required;
8. Monitor, record and report on the contributions of the project to the achievement of Strategic Results Framework (SRF) for Pakistan;
9. Reporting to the NPD on a regular basis.
10. Identification and resolution of implementation problems, with the assistance of the NPD/UNDP, if necessary.

1. Masters degree in social sciences, management or related discipline
2. Management skills and experience
3. Problem-solving skills and results orientation
4. English language reading, writing and speaking skills
5. Communication and leadership skills
6. Sensitivity to gender issues

Annex V DRAFT TERMS OF REFERENCE NATIONAL CONSULTANTS
 
 

The consultant will work under the overall guidance of the NPD. The indicative tasks and responsibilities are:

1. Assist the G-3 to examine any issue relating to gender and good governance in the context of national and international policies, programmes and activities of the GOP, and UN Statement on Gender in Pakistan.
2. To assist the G-3 to build linkages with National Plan of Action (NPA).
3. To assist G-3 to reflect as far as possible gender dimensions within the agreed reform agenda to be approved by the Government for implementation. The GAD consultant will ensure that women are adequately represented in consultations leading to the finalization of the reform agenda.
4. To assist the G-3 and UNDP to identify gender issues in the selective areas of UNDP support, as well as the related performance indicators, identified following project approval.
5. To assist the G-3 in formulating gender sensitive mission statements.
6. To assist the G-3 in development of gender sensitive training modules.
7. To assist the G-3 in implementation of gender sensitive Civil Service reforms.
8. To assist the G-3 in planning and organizing gender training programmes.
9. To assist the G-3 consultants to reflect gender dimensions in their work. For example: preparation of operational plans; publishing of newsletter; developing radio and TV programmes on selected issues of governance; introduction of TQM culture, etc.
10. To ensure gender balance as much as possible in all training workshops; conferences, seminars and committees supported under this project.

The consultant will be recruited on a retainer basis to provide services to G3 on the basis of quarterly work plan to be agreed mutually between G3 and the consultant.

Qualification:

• Masters in Social Sciences
• Demonstrated 5-8 experience of mainstreaming gender issues and analysis of gender issues at the policy level. Additional experience in cross-sectoral gender and governance issues preferred.
• Experience of working with the government and donors

• Expert in the design and implementation of strategic governance reforms policies & Strategies.
• Consultant would have extensive international & national experience in strategic governance reforms, change management & policy development.

• Master in Social Sciences
• 10-15 years consultancy experience in strategic governance reforms
• Working experience with government & donors.

• The consultant will assist the G-3 in promoting the concept of Electronic Government & in the resolving Y2K issues.
• In the first instance the G-3 will be modernization & fully computerized and at the later stage all the public sector organizations will be modernized.
• Assist the G-3 in assessing the information needs & requirements of the public sector organizations
• Assist the G-3 in the development of guidelines for the software & Hardware to be installed in the public sector organization.
• To assist the G-3 in the development of modern reporting system relating to Personnel Information System, Inventory Information System, Training Information System, Financial Information System.
• To assists the G-3 in planning & organizing the IT related Training programs.

• Master degree in Computer Sciences System Designing & Analysis
• 10-15 years experience of MIS Consultancy.
• Working experience with government & donors.

The consultant will assist the G-3 in the development of mission statement, performance standards for the public sector organizations in order to have performance based public sector.

• Master degree in Social Sciences
• 10-15 years consultancy experience in development of performance standards.
• Working experience with government & donors.

5. TOR of Short Term National Consultant on Development of Training Modules

• In order to develop the capacity of the public sector organizations, competency based training programs will be developed.
• Self-learning training modules will be developed for the civil servants in various competencies.

• Master degree in Social Sciences.
• 10-15 years experience in development & implementation of training modules.
• Working experience with government & donors.

• the consultant will assists the G-3in working out the operational details of the recommendations of the conferences, seminars & workshops
• Public sector reforms proposal will be made with assistance of the consultant.

• Master degree in Social Sciences.
• 10-15 years experience in documentation of reforms package.
• Working experience with government & donors.

• Assist in the development of various programs for print as well electronic media. To create awareness among the stakeholders of key governance issues

• Master degree in Mass Communication.
• 10-15 years experience in Programme Development for Media
• Working experience with government & donors.

8. TOR of Short Term National Consultant on Total Quality Management

• in order to indicate quality culture in the public sector the consultant will assist the G-3 in developing various programs for the quality ethics.

Three months

Qualification:

• Master degree in Social Sciences.
• 10-15 years experience in Management Consultancy.
• Working experience with government & donors.

The Consultant will work under the overall guidance of the National Project Director. The indicative task and responsibilities are:

1. To assist the G-3 in identifying the information needs of the public sector organizations.
2. To assist the G-3 in promoting the concept of Electronic Government and in resolving the Y2K issues.
3. To assist the G-3 in the development of modern reporting system.

Qualification:

1. Master in Computer Science
2. 10-15 years consultancy experience in IT&IS
3. Experience of working with Government and Donors

The consultant will work under the overall guidance of the National Project Director. The indicative task and responsibilities are:

1. To assist the G-3 in the development of Mission Statement, Performance Measurements System for the public sector organizations.
2. To assist the G-3 in developing a mechanism for the implementation of performance measurement system.

Qualification:

1. Master in Public Administration /Business Administration
2. 10-15 years consultancy experience in Performance Measurement
3. Experience of working with Government and Donors.

The consultant will work under the overall guidance of the National Project Director. The indicative task and responsibilities are:

1. To assist the G-3 in the development of the concept of Development Communication;
2. To assist the G-3 in designing the system for development communication
3. To assist the G-3 in developing a mechanism for monitoring the Development Communication System

Qualification:

1. Master in Economic/Journalism/ Business Administration
2. 10-15 years consultancy experience in Development Communication
3. Experience of working with Government and Donors.

The consultant will work under the overall guidance of the National Project Director. The indicative task and responsibilities are:

1. To assist the G-3 in the designing a Departmental Performance Scrutiny System
2. To assist the G-3 in introducing the concept of Departmental Performance Scrutiny
3. To assist the G-3 in developing an Efficiency Plan

Qualification:

1. Master in Public Administration/ Business Administration
2. 10-15 years consultancy experience in Department Performance Scrutiny
3. Experience of working with Government and Donors.

The consultant will work under the overall guidance of the National Project Director. The indicative task and responsibilities are:

1. To assist the G-3 in the developing reform package for the local government reforms
2. To assist the G-3 in developing Quality Award Scheme for Local Government
3. To assist G-3 in developing a system for the decentralization and devolution of powers and responsibility to the Local Government.

Qualification:

1. Master in Community Development/ Rural Development/Development Economics
2. 10-15 years consultancy experience in Local Government
3. Experience of working with Government and Donors.

1. Vehicles

Expendable

TOTAL PROCUREMENT $70,000
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Annex VIII OUTPUT BUDGET
 
 

 

(1)	(2)	(3)	(4)	(5)	(6)	(7)
Outputs	Personnel	Sub Contracts	Training	Equipment	Miscellaneous	Total Cost
Inputs for project	Project Manager $3,000 Duty Travel (DSA etc) $2,000			$37,000	Sundries:- $1000	$43,000
Output 1.1 Consolidation of Recommendations.			Inservice Training (Conferences) $ 10,000		Printing of Reports $ 3,000	$13,000
Output 1.2:- Governance Reforms Package	International Consultant on Information Technology One Month) $10,000/- National Consultant Short term: 8,000		Study Tour  Of NPD  $ 9,000 Conferences & Meetings: Meetings of Working Groups $1000.			$ 28,000
Output 1.3:- Approval of the Reform Package			Group/Inservice Training $15,000			$ 15,000
Out put 2.6 Projection of Public Policy issues					Printing of Newsletters & Journals $1,000	$ 1,000
Total Year 1999	$ 23,000	$ 0	$ 35,000	$ 37,000	$ 5,000	$ 100,000

 

 

Outputs	Personnel	Sub Contracts	Training	Equipment	Miscellaneous	Total Cost
Inputs for Project	Project Manager $12,000 Mission Cost $14,000 Duty Travel $5,000	Audit $ 1,100		$ 17,000	Sundries $4,900	$ 54,000
Output 1.3:- Approval of the Reform Package	National Consultant       Short-term consultant $4000 International Consultant on Performance Measurement $10,000.		Group training Study Tours of Chairman & secretary P & D Div. $ 20,000 Group Training $4,000			$ 38,000
Out put 2.1 Identification of Key Reform Areas	National Consultant Short-term Consultant $6000 International Consultant on Departmental Performance Scrutiny $10,000/-	Sub Contract  $25,000	In service Training  $13,000			$ 54,000
Output 2.2 Performance Indicators					Printing of Guidelines  $1,000	$ 1,000
Output 2.3 Training Modules					Printing of Guidelines  $ 1,000	$ 1,000
Output 2.4 Client Charter					Printing of Guidelines  $ 1,000	$ 1,000
Output 2.5 Modern Reporting System					Printing of Guidelines  $ 1,000	$ 1,000
Output 2.6 Projection of Public Policy Issues	International Consultant on Development Communication $ 10,000		In service Training  $12,000		Printing of Guidelines  $ 1,000 Printing of Newsletter & Journals $10,000	$ 33,000
Out put 3.1 Development of Potential reform package.	International Consultant on Local Govt. Quality Award $ 10,000				Printing of Reports $5,000	$ 15,000
Out put 3.2 UNDP & GOP agreement			Conferences & Meetings $400			$ 400
Out put 3.3 Strategy for agreement			Conferences & Meetings $400-			$ 400
Out put 3.4 Agreement with partner organizations			Conferences & Meetings $400/-			$ 400
Out put 3.5 Network of G-3 Partner Organizations			Conferences & Meetings $200/-			$ 200
Out put 3.6 Implementation of selective reform agenda			Conferences & Meetings $200/-			$ 200
Out put 3.7 Co-financing Strategy			Conferences & Meetings $200/-			$ 200
Out put 3.8 Network of Donors			Conferences & Meetings $200/-			$ 200
Total year 2000	$ 81,000	$ 26,100	$ 51,000	$ 17,000	$24,900	$ 200,000

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 

Outputs	Personnel	Sub Contracts	Training	Equipment	Miscellaneous	Total Cost
Inputs for Project	Project Manager $ 12,000 Duty Travel $5,000	Audit $1,200		$ 12,000	Sundries $7,800	$ 38,000
Output 2.1 Identification of Key Reform Areas	National Consultant  Short-term consultants on performance indicators. $10,000	Sub-Contract  Performance indicators. $40,000	Group Training/Study Tours  $ 30,000			$ 80,000
Output 2.6 Projection of Public Policy Issues					Printing of Newsletter & journals $ 8,000	$ 8,000
Out put 3.1 Development of Potential reform package.			Conferences & Meetings $1000/-		Printing of Report  $ 8,000	$ 9,000
Out put 3.6 Implementation of selective reform agenda	National Consultant  Long-term Expert $4,000		In service Training TQM IT Policy Decentralization Modern reporting system Civil Services $ 60,000			$ 64,000
Out put 3.7 Co-financing Strategy			Conferences & Meetings $500/-			$ 500
Out put 3.8 Network of Donors			Conferences & Meetings $500/-			$ 500
Total year 2001	$31,000	$ 41,200	$ 92,000	$ 12,000	$ 23,800	$ 200,000

 
 
 
 
 
 
 
 

 

Outputs	Personnel	Sub Contracts	Training	Equipment	Miscellaneous	Total Cost
Inputs for Project	Project Manager $ 9,000 Mission Cost $ 16,000 Duty Travel $2,000	Audit $1,200		$4,000	Sundries $1,800	$ 34,000
Output 2.1 Identification of Key Reform Areas	National Consultant  Short-term consultants on performance indicators.$1,000	Sub-Contract  Performance indicators. $10,000	Group Training/ Study Tour  $ 11,000			$ 22,000
Output 2.6 Projection of Public Policy Issues					Printing of Newsletter & journals $ 4,000	$ 4,000
Out put 3.1 Development of Potential reform package.	National Consultant  Short-term Consultants. $2,000		Conferences & Meetings $1,000/-		Printing of Report  $ 6,000	$ 9,000
Out put 3.6 Implementation of selective reform agenda			In service Training TQM IT Policy Decentralization Modern reporting system Civil Services $ 30,000			$ 30,000
Out put 3.7 Co-financing Strategy			Conferences & Meetings $500/-			$ 500
Out put 3.8 Network of Donors			Conferences & Meetings $500/-			$ 500
Total year 2002	$ 30,000	$ 11,200	$ 43,000	$4,000	$ 11,800	$ 100,000
Grand Total	$ 165,000	$ 78,500	$ 221,000	$70,000	$ 65,500	$600,000

Annex IX TENTATIVE WORK PLAN
 
 

 

ACTIVITIES

JAN – MAY*

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOV

DEC 1999

2000

2001

2002

Responsibility

Establishment of G-3 Secretariat

G-3

Clearance of Project Documents from external LPAC and Advisory Committee

G-3 & UNDP

Creation of Posts for the G-3 project

G-3

Requisitioning of staff for G-3 project

G-3

Recruitment of staff for G-3 project

G-3

Recruitment of Project Manager

UNDP

Procurement of vehicles, equipment and furniture

UNDP

Operation and Maintenance of equipment, furniture and vehicles

UNDP

 
 
 

* Approval and Initiation Phase: January – May 1999

Objective-I Consultative Process to build consensus on the reforms agenda
 

Output/activities

JAN –  MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DECEMBER 1999

2000

2001

Responsibility

Output - I.1 Consolidation of Recommendations Conducting seminars, workshops, conferences for developing recommendations on the following:

G-3 & UNDP

Promoting Good Governance in Education through Depoliticization

G-3 & Partner Organization

Good Governance through Continuity of Economic Policies

G-3 & Partner Organization

TQM

G-3 & Partner Organization

Client Charter

G-3 & Partner Organization

New Millennium Governance Challenges

G-3 & Partner Organization

IT Policy

G-3 & Partner Organization

Gender and Governance Issue

G-3 & Partner Organization

Training Modules

G-3 & Partner Organization

xi. Civil Service

G-3 & Partner Organization

x. Performance standards and Mission Statement

G-3 & Partner Organization

Output/activities

JUNE

JULY

AUG

SEPT

OCT

NOV

DECER 1999

2000

2001

2002

responsibility

Synthesizing  Recommendations for Operational Details

G-3 & Partner Organization

3. Report Writing

G-3 & Partner Organization

4. Report Printing

G-3

Study Tour The NPD will visit relevant institutions in Malysia, Thailand, Singapore, Philippine and Korea to learn from their experiences relating to promotion of good governance and institutional reforms. The visit will take place in September 99 and the NPD on his return will be in a better prosition to contribute in the process of preparing reforms package and implementation strategy

Output - I.II Reforms Package with Proposed Implementation Strategy

G-3 & Working Groups and Consultants

Activities: Formation of Seven Reform Groups on  Science & Technology Rural Development Urban Development Police Criminal Justice State owned enterprises Civil Service

Collection of Relevant Documents

G-3 & working group & consultants

review of Documents

G-3 & working group & consultants

Development of Operational Details for selected seven areas mentioned under Activity (1)

G-3 & working group

Consenses for proposed operational details through meeting with stakeholders

G-3 & working group & consultants

Drafting Action Plan Specifically for  Activity (1) – seven areas Mission Statement Performance Management     a. Efficiency Plan b. Business Excellence Practices c. Departmental Performance Scrutinies TQM Civil Service  Client Charter  Skill Development &Training Modules  Modren reporting system  Gender and Governance Issues Public-Private partnership Decentralization

G-3 & working group & consultants

Output/activities

JAN - MAY

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DEC. 1999

2000

2002

Responsibility

Output-I.III Approval of Reform Packages 1.Preparation of summary report of proposed reform agenda for PM/Cabinet – under Activity (6) of output I-II

G-3 & consultants

Study Tour: The Chairman, G-3 will visit relevant institutions in USA, UK, Netherlands and France to exchange experience relating to good governance and institutional reforms. The visit will take place in November 1999. The Chairman on his return will be in a better position to steer the activities of the G-3 towards the attainment of its objectives.

2. Submission for approval to PM/Cabinet

``

3. Approval of reforms agenda

PM/Cabinet

Group Training Group Training led by Director (G-3) to visit institutions relating to Administration Reforms and Project Management

Study Tours The Secretary, Plananing and Development Divison will visit to relevant countries to share experiences on civil service reforms

 
 
 

Objective-II "Supporting the achievements of G-3 Output"
 

Output/ activities

JAN - MAY

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DEC. 1999

2000

2001

2002

Responsibility

Output – II.1 1. Identifing the key reform areas for implementation

G-3 & Consult-ants

2. Following five key reform areas will be addressed on parallel basis for implementation: II.2 Performance Indicators

``

Preparing Guidelines

``

Printing Guidelines

G-3

Dissemination of Guidelines

``

Orientation Courses

G-3 Partner Organiza-tions

II.3 Training Modules

-

Preparing Guidelines.

G-3 Consultants

Printing of Training Modules

G-3

Dissemination of Training Modules

G-3

iv. Orientation Courses

G-3 Partner Organiza-tions

Output/ activities

JAN - MAY

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER 1999

2000

2001

2002

Responsibility

II.4 Client Charters

-

i.Preparing Guidelines

G-3 Consultants

Printing of Client Charter:

G-3

Exhibition of Client Charters at offices of government organizations

G-3 Partner organiza-tions

Media Projection of Client Charters

G-3 Partner organiza-tions

Orientation Courses for Public Servants

G-3 Consultants

II.5 Modern Reporting System

i. Preparing Guidelines

G-3 Consultants

ii. Printing of Guidelines

G-3

iii. Pilot Trials

G-3 Consultants

iv. Dissemination of Guidelines

G-3 Partner Organiza-tions

v. Orientation Courses

G-3 Consultants

II.6 Projection of Public Policy Issues

Media Projection of Public Policy

G-3 Partner Organizations

Output/ activities

JAN - MAY

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER 1999

2000

2001

2002

Responsibility

Printing of Newsletters/Journals

G-3

Orientation Courses

G-3 Consultants

Group Training     Group Training led by Chief 2010 to visit relevant countries to share experiences on Pakistan vision-2010 with special rerference to governance issues

Study Tour     Study visit of Project Manager to relevant countries to share experiences relating to governance and institutional reforms

Study Tours Study visit of Senior Advisor G-3 to relevant countries to share good governance experiences.

 

Objective - III UNDP Support for Implementation of Selective Reform Package
 

Objectives/outputs/

Jan-May

Jun

July

Aug

Sep

Oct

Nov

Dec 1999

2000

2001

2002

Responsibility

III.1. Development of following selective Potential Reform Package  TQM IT policy Gender Issue  Public-private Partnership Decentralisation Clients' Charter Modern Reporting System Criminal Justice System in collaboration with M/o Law: Police Reforms Training Modules Media Role in Promoting Good Governance Civil Service Reforms

G-3 Partner Organizations & Consultants

III.2. UNDP and GOP agreement

G-3 & UNDP

III.3. Strategy for Partnership

G-3 Partner Organizations

III.4. Agreement with Partner Organizations

``

III.5. Network of G-3 Partner Organizations

``

III.6. Implementation of selective reform agenda

G-3 & UNDP

III.7. Co-financing Strategy

``

III.8. Network of Donors

``

 
 
 
 
 
 
 
 
 
 
 
 
 

CALENDAR FOR CONSULTANCY, SUB-CONTRACTING AND STUDY TOURS 1999-2002
 

CONSULTANTS

JAN - MAY

JUNE

JUL

AUG

SEP

OCT

NOV

DEC 1999

JAN 2000

FEB 2000

MAR 2000

APR 2000

NOV 2000

DEC 2000

JAN 2001

APR 2001

JAN 2002

International Information Technology Performance Measurement Communication  Departmental performance Scrutiny  Local Government – Quality Award

National Documentation Governance reform policy Modren reporting Performance standards Training modules TQM Gender Media Civil Services

*

*

+

+                 *

Sub-Contract TQM Client Charter Performance Indicators &Mission Statement Training Modules Survey & research Other reform Areas

Study Tour & Group Training

Note: + National Consultant for total 10 PM during the year 2001 & 2002.

* National Consultant for whole respective year