PAKSTRAN Capacity Developement Plan- Saadullah Ayaz

CAPACITY DEVELOPMENT PLAN

Final Draft

www.pakstran.pk

The designation of geographical entities in this report and the presentation of the material, do not imply the expression of any opinion whatsoever on the part of IUCN concerning the legal status of any country, territory, or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. The views expressed in this publication do not necessarily reflect those of IUCN Published by: Government of Pakistan and IUCN Pakistan Copyrights: 2014 IUCN, International Union for Conservation of Nature and Natural Resources.

Capacity Development Plan for Pakistan Sustainable Transport Project was prepared by IUCN Pakistan. This publication was supported by the United Nations Development Programme/Global Environment Facility.

Citation is encouraged. Reproduction and/or translation of this publication for educational or other non-commercial purposes is authorised without prior written permission from IUCN Pakistan, provided the source is appropriately acknowledged.

Reproduction of this publication for resale or other commercial purposes is prohibited without prior written permission from IUCN Pakistan/Government of Pakistan.

The opinions expressed in this document do not constitute an endorsement by the Government of Pakistan and United Nations Development Programme/Global Environment Facility.

Citation: IUCN Pakistan (2014). Capacity Development Plan for Pakistan Sustainable Transport (PAKSTRAN) Project.

Author: Saadullah Ayaz

Technical editors: Dr. Saleem Janjua, Danish Rashdi and Syed Kamran Haider Naqvi

Editor: George Sadiq

Design: Hassan Ruvi Zaman

Available from: IUCN Pakistan- Islamabad Programme Office No. 02, Street 83, G-6/4, Islamabad, Pakistan Tel +92 (51) 2271027-34 Fax +92 (51) 2271017

www.pakstran.pk/ www.iucnp.org

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft i

TABLE OF CONTENTS

ABBREVIATIONS AND ACRONYMS ....................................................................................................iii

LIST OF FIGURES ................................................................................................................................. v

LIST OF TABLES ...................................................................................................................................vi

EXECUTIVE SUMMARY .......................................................................................................................vii

1. INTRODUCTION ............................................................................................................................ 1

1.1. Issues related to transport sector in Pakistan ........................................................................... 1

1.2. Sustainability in Transport Sector ............................................................................................. 2

1.3. Pakistan Sustainable Transport Project (PAKSTRAN) ............................................................. 2

a. Objective of PAKSTRAN ..................................................................................................... 2

b. PAKSTRAN Partners .......................................................................................................... 3

1.4. IUCNs Role in PAKSTRAN .................................................................................................... 3

2. CAPACITY DEVELOPMENT FOR SUSTAINABLE TRANSPORT ............................................... 4

2.1. Definitions ................................................................................................................................ 4

a. Components of Capacity Development- The Spheres ........................................................ 4

2.2. Capacity Development Planning/Process ................................................................................ 6

a. Capacity Assessment (CA) ................................................................................................. 6

b. Capacity Need Assessment (CNA) ..................................................................................... 6

c. A Capacity Development Plan ............................................................................................. 7

2.3. Capacity building under PAKSTRAN ....................................................................................... 7

3. PAKSTRANS CAPACITY DEVELOPMENT PLAN ......................................................................10

3.1. Objective of PAKSTRANs Capacity Development Plan .........................................................10

3.2. Methodology ...........................................................................................................................10

3.3. The Approach- Roles and Responsibilities .............................................................................11

3.4. PAKSTRANs Capacity Development Process .......................................................................12

a. Stakeholder input (STEP 1) ................................................................................................13

b. Capacity Assessment and Capacity Need Assessment (STEP 2) .....................................14

c. Development of Content for Capacity Building (STEP 3) ...................................................18

d. Implementation of Capacity Building Content (STEP 4) .....................................................22

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft ii

e. Evaluation the Capacity Developed (STEP 5) ....................................................................25

ANNEX- II ...........................................................................................................................................31

ANNEX- III ..........................................................................................................................................38

ANNEX- IV ..........................................................................................................................................42

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft iii

ABBREVIATIONS AND ACRONYMS (In alphabetical order)

BRT Bus Rapid Transit

CAA Clean Air Asia

CA Capacity Assessment

CNA Capacity Need Assessment

CDA Capital Development Authority

CDM Clean Development Mechanism

CIU Component Implementation Unit

CO2 Carbon-dioxide

CRM Capacity Resource Mapping

DNA Designated National Authority for CDM

DNV-GL Stiftelsen Det Norske Veritas and Germanischer Lloyd

EIA Environmental Impact Assessment

ENERCON National Energy Conservation Center, Ministry of Water and Power

GDP Gross Domestic Product

GDRC Global Development Research Centre

GEF Global Environment Facility

GFCF Gross Fixed Capital Formation

GHG Greenhouse Gases

ITDP Institute for Transportation and Development Policy (ITDP)

IEE Initial Environmental Examination

ITS Intelligent Transport Systems

IUCN International Union for Conservation of Nature and Natural Resources

LRT Light Rail Transit

NAMA Nationally Appropriate Mitigation Action Plan

NED Nadirshaw Edulji Dinshaw (NED) University of Engineering and Technology, Karachi

NPM National Project Manager, PAKSTRAN

NPD National Project Director, PAKSTRAN

NEQs National Environmental Quality

NIT National Institute of Transportation at NUST

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft iv

NTRC National Transport Research Centre, Ministry of Communications, Government of Pakistan

NUST National University of Science and Technology, Islamabad

OECD The Organisation for Economic Co-operation and Development

Pak-EPA Pakistan Environmental Protection Agency, Government of Pakistan

PAKSTRAN Pakistan Sustainable Transport Project

PIDE Pakistan Institute for Development Economics

PMU PAKSTRANs Project Management Unit, Ministry of Water and Power

PPP Public Private Partnership

ProDoc Project Document, PAKSTRAN

RP Responsible Party of PAKSTRAN

SCAT Simple Capacity Assessment Tool

SLOCAT Partnerships of Low Carbon Transport

SUT Sustainable Urban Transit

ToT Trainings of Trainers

UNCED United Nations Conference on Environment and Development

UNCSD United Nations Conference on Sustainable Development (Rio, 1992)

UNDP United Nations Development Programme

USAID United States Aid for International Development

UU The Urban Unit, Planning & Development Department, Government of Punjab

WCED World Commission on Environment and Development

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft v

LIST OF FIGURES

Figure 1. The Spheres of Capacity Development ............................................................................... 5

Figure 2. Schematic representation of Capacity Development Process .......................................... 6

Figure 3. UNDP's Capacity Development Cycle as adopted for PAKSTRAN ..................................13

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft vi

LIST OF TABLES

Table 1. Roles and Responsibilities for implementation of Capacity Development Plan ............... 12

Table 2. Capacity Resource Mapping for PAKSTRAN ....................................................................... 16

Table 3. Template of a General Training Module ................................................................................ 21

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft vii

EXECUTIVE SUMMARY

The environmental, social and developmental issues related to transport sector have led the authorities around the world to develop and promote the sustainability concepts and approaches in transportation systems to minimize the dependence on motor vehicles for commuting and to encourage use of options of mass transit, particularly in urban areas. The root cause of degrading urban mobility in Pakistan has been the absence of enabling policies to facilitate sustainable urban transport development and market transformation to energy efficient motor vehicles. Being implemented through support from United Nations Development Programme and Global Environment Facility (UNDP/GEF), the Pakistan Sustainable Transport (PAKSTRAN) Project is an initiative of Ministry of Water and Power, Government of Pakistan, which aims at reduction of carbon emission from transport sector in Pakistan to improve air quality/urban environment and increase Pakistans trade competitiveness. Capacity building has been made an integral part of the Project, for which, IUCN, International Union for Conservation of Nature and Natural Resources has been designated as a Responsible Party (RP) to implement all the necessary activities aiming at building the capacity of PAKSTRAN partners and raise awareness on sustainable transport concepts, through adopting a demand based approach. As an Activity under PAKSTRAN, this Capacity Development Plan has been developed through partner/stakeholder input, adopting the UNDPs five step Capacity Development Cycle for identifying, facilitating and supporting the strengthening of capacities of PAKSTRAN Partners (specifically) and other relevant institutions and individuals to support achievement of the PAKSTRANs Objective, though adopting a strategic and result-oriented approach. This document outlines the methodology and roles and responsibilities for the development of individual and institutional capacities for sustained urban transport and explains the complete (step-wise) process that will be deployed for capacity building to successfully achieve the Projects objective. The description of the capacity building process under this plan includes: obtaining stakeholder input, approach to Capacity Assessment and Capacity Need Assessment, development of content for capacity building, process for implementation of capacity building content and the methodology to be deployed for monitoring and evaluation of the whole process for capacity development. This document provides PAKSTRAN partners with a broader understanding of core capacity issues in country specific context and outlines the flexible approach to cater for the capacity building activities on the basis of very specific and desired needs of Project Partners and shall remain a guiding document for the entire life of PAKSTRAN. It is expected that this plan would be flexible and dynamic enough for bridging the capacity gaps for meeting the ever-evolving and urgent needs of all the Project Partners.

PAKSTRANS CAPACITY DEVELOPMENT PLAN Final Draft 1

1. INTRODUCTION

Transport sector is the fastest growing energy user and major producer of greenhouse gas emissions around the world. Amongst this sector, the road transport leads the polluters list. According to a report from Wards Auto, there are more than 1.0 billion cars in the world and about 87 million barrels of oil are produced per day to meet their requirements, putting severe stress on the environment1. The related issues to transportation have led the authorities around the world to develop and promote the sustainability concepts and approaches in transportation systems to minimize the dependence on motor vehicles for commuting and to encourage the use of options of mass transit, which allows citizens to access their needs and destinations without causing undue harm to the environment.

1.1. Issues related to transport sector in Pakistan The transportation sector accounted for about 10.5 percent of the Countrys Gross Domestic Product (GDP) and 27.4 percent of Gross Fixed Capital Formation (GFCF) in fiscal year 2006-2007 in Pakistan. The inefficiencies of transport sector in Pakistan with long waiting and traveling times, high costs, and low reliability are dragging the countrys economic growth. These factors also reduce the competitiveness of the countrys exports, increase the cost of doing business in Pakistan, and constrain Pakistan's ability to integrate into global supply chains which require just-in-time delivery. The poor performance of the sector is estimated to cost the economy 4-6 percent of GDP each year.

The root cause of degrading urban mobility in Pakistan has been the absence of enabling policies to facilitate sustainable urban transport development and market transformation to energy efficient motor vehicles. The consequence of this absence has been:

Lack of sustained investments in public transport;

Increasing reliance by most urban citizens either on their private motor vehicles or the informal transport sector for urban transport;

Decreased urban mobility from overcrowded roadways and a lack of organized parking spaces resulting in longer commute times and reduced opportunity for productive work, education or social activity;

Declining urban livability due to increased vehicle emissions, noise pollution and degradation of the urban landscape;

Continued operation of outdated and fuel inefficient commercial vehicles, buses and trucks, on marginal incomes and a lack of proper maintenance increasing the consumption of fossil fuels, raising vehicular pollution levels and increasing public safety risks;

Adverse impacts on global economic related activities including increased cost of freight through urban areas; and

Exposure of Pakistan to externalities of world prices for fossil fuels.

1 Wards Auto. http://wardsauto.com/ar/world_vehicle_population_110815


1.2. Sustainability in Transport Sector According to World Commission on Environment and Development (WCED/Brundtland Commission), sustainable development is defined as one that meets the needs of the present without compromising the ability of the future generations to their own needs2. Based on the above definition, the Centre for Sustainable Transportation (2002)3 provided a widely accepted definition of a sustainable transportation system that states that A sustainable transportation system is one that:

Allows the basic access needs of individuals and societies to be met safely and in a manner consistent with human and ecosystem health, and with equity within and between generations,

Is affordable, operates efficiently, offers choice of transport mode, and supports a vibrant economy,

Limits emissions and waste within the planets ability to absorb them, minimizes consumption of non-renewable resources to the sustainable yield level, reuses and recycles its components, and minimizes the use of land and the production of noise.

1.3. Pakistan Sustainable Transport Project (PAKSTRAN) To address the transport and related problems in the Country, the Pakistan Sustainable Transport Project (PAKSTRAN) is being implemented by Government of Pakistan.

a. Objective of PAKSTRAN The objective of the Programme is to reduce the growth of energy consumption and related

greenhouse gas emissions from Pakistans transport sector while simultaneously improving urban environmental conditions and improving Pakistans competitiveness.

Expected Outcomes/ Outputs Expected Outcomes and Outputs of PAKSTRAN are; Outcome 1: Operational urban transport system in Punjab Province Outcome 2: Operational urban transport system in Sindh Province Outcome 3: Improved energy efficiency in truck freight transport Outcome 4: Increased public awareness and institutional capacity on sustainable transport

concepts.

2 Report of the World Commission on Environment and Development: Our Common Future. Transmitted to the General Assembly as an Annex to document A/42/427 - Development and International Co-operation: Environment. http://www.un-documents.net/wced-ocf.htm

3 Centre for Sustainable Transportation. 2002. Definition and Vision of Sustainable Transportation.

http://cst.uwinnipeg.ca/documents/Definition_Vision_E.pdf. October 2002


The output of PAKSTRAN is Environment mainstreamed across the development sector plans and programmes. PAKSTRAN is guiding this through:

ii. Demonstrating international best practices planning and implementation of integrated urban transport systems,

iii. Strengthening the institutional and policy framework for urban transportation, iv. Demonstrating international best practices for modernizing the trucking fleet; creating

an investment environment with widespread stakeholder acceptance, v. Raising public awareness and knowledge of issues in sustainable urban transport and

fuel-efficient transport in Pakistan.

b. PAKSTRAN Partners PAKSTRAN is supported by Global Environment Facility (GEF) and United Nations Development Programme (UNDP) and is being implemented by Government of Pakistan, through Ministry of Water and Power (the Implementing Partner). The Responsible Parties are: i. Government of Punjab, through Urban Unit (UU), Planning & Development Department, ii. Government of Sindh, through Transport Cell, Transport Department, iii. Component 3 (decision pending), iv. IUCN, International Union for Conservation of Nature and Natural Resources

1.4. IUCNs Role in PAKSTRAN Based on its global experience and activities and specific strengths to address environment related issues in Pakistan, IUCN has been given responsibility, as a Responsible Party (RP) to implement Component 4 of the Project, i.e., Increased public awareness and institutional capacity on sustainable transport concepts. Work under this component is expected to lead to greater awareness and knowledge of sustainable transport concepts for urban areas and fuel efficiency. This Component focuses on the rapidly growing cities of Karachi, Lahore and Islamabad/Rawalpindi.


2. CAPACITY DEVELOPMENT FOR SUSTAINABLE TRANSPORT

2.1. Definitions

The term capacity has been defined by number of experts in different way, however the most widely accepted definition, which also adopted by the United Nations Development Programme (UNDP)4 is the ability of individuals, institutions and societies to perform functions, solve problems and set and achieve objectives in a sustainable manner. At its most basic, capacity can be understood as the ability of people, organizations and society as a whole to manage their affairs successfully (OECD, 2006)5. Organizational capacity can be defined as the capability of an organization to achieve effectively what it sets out to do (Fowler et. al, 19956).

The capacity of an individual, an organization or a society is not static. It changes over time, and is subject to both internal and external influences. Many of these changes are unplanned. For example, an organization can lose capacity if key individuals leave or change positions within that organization.

Capacity development can be seen as a more deliberate process whereby people, organizations or society as a whole create, strengthen and maintain capacity over time. The United Nations Conference on Environment and Development (UNCED, 1992)7 defines capacity building as; capacity building encompasses the human, scientific, technological, organizational, institutional and resource capabilities.

a. Components of Capacity Development- The Spheres

Capacity comprises three separate components; i.e., i. Capacity of systems (sometimes referred to the governing laws and broader

policies/plans and networks/partnerships): by which capacities can be strengthened within and across settings and important for using resources effectively and priority setting,

4 http://europeandcis.undp.org/uploads/public/File/Capacity_Development_Regional_Training/ UNDP_Capacity_Assessment_Users_Guide_MAY_2007.pdf

5 Evaluation of Development Programmes. OECD, 2006 http://www.oecd.org/dac/evaluation/evaluatingcapacitydevelopment.htm 6 Fowler, A. et al. (1995). Participatory Self-Assessment of NGOs Capacity: INTRAC Occasional Paper Series no. 10,

INTRAC, UK.

7 Capacity Building-Agenda 21s definition (Chapter 37, UNCED, 1992.)


ii. The organizational/ institutional capacities: the systems and structures necessary to allow the people referred to above to be effective,

iii. Individual capacities/ Human resources: people and the knowledge and skills they require,

These components are known as points of entry and can also be defined using the whole Spherical model of the capacity development. The Schematic diagram of the approach to capacity development as per this model is represented in Figure 1.

Figure 1. The Spheres of Capacity Development8

If capacity development is understood as an internal process, capacity building is more often understood as a purposeful, external intervention to strengthen capacity over time. Capacity development is thereby the process through which the abilities to do so are obtained, strengthened, adapted and maintained over time. A fundamental goal of capacity building is to enhance the ability to evaluate and address the crucial questions related to policy choices and modes of implementation among development options, based on an understanding of environment potentials and limits and of needs perceived

8 Adopted from Capacity Development for All. UNESCO, 2011

Laws, policies and plans/Networks

Organizational capacities

Individual capacities


by the people of the country concerned. The capacity development process can be diagrammatically represented as per Figure 2.

Figure 2. Schematic representation of Capacity Development Process

2.2. Capacity Development Planning/Process

a. Capacity Assessment (CA)

Viable capacity development plans and strategies nurture and reinforce existing capacities. A capacity assessment (CA) determines capacity needs by comparing desired capacities against existing capacity assets. This is widely considered essential for capacity development planning. It also enables mapping of available capacity resource, which can be utilized during the capacity development process.

b. Capacity Need Assessment (CNA)

A needs assessment is a part of planning processes, often used for improvement in individuals, education/training, organizations, or communities. It can refine and improve a product such as training. It can be an effective tool to clarify problems and identify appropriate interventions or solutions (like capacity building). Broadly, Capacity Needs Assessment (CNA) is a systematic process for determining and addressing needs, or gaps between current conditions and desired conditions or wants. The discrepancy between the current condition and wanted condition must be measured to appropriately identify the need.

Engage partners, build

consensus

Capacity need assessment

Define prioroty (situation/project bound)

Capacity development

(activities/events)

Monitoring and evaluation


Needs assessments are only effective when they are ends-focused and provide concrete evidence that can be used to determine which of the possible means-to-the-ends are most effective and efficient for achieving the desired results. It is now well established by the world's leading agencies engaged in capacity development, that CNA is an essential to the development of a detailed capacity building plan. The identified needs are then grouped into homogeneous professional categories under the plan.

c. A Capacity Development Plan

A plan is typically any diagram or list of steps with description timing and resources, which is used (or can be used) to achieve any desired objective. It is commonly understood as a temporal set of intended actions through which one expects to achieve a goal. The most popular ways to describe plans are by their breadth, time frame, and specificity.

It is common for less formal plans to be created as abstract ideas, and remain in that form as they are maintained and put to use. More formal plans as used for business and military purposes etc., while initially created with and as an abstract thought, are written down, drawn up or otherwise stored in a form that is accessible to multiple people across time and space. This allows more reliable collaboration in the execution of the plan. These capacity development plans may be applied to address capacity needs in a variety of sectors and are predicated on integrated approaches to development:

A successful capacity development plan is one which:

Is owned by all the partners,

Is dynamic, having sufficient flexibility to adopt to ever evolving needs for capacity development,

Has a clear mandate for change,

Must be based on sound methodology and is developed through comprehensive need assessment,

Involves all types of (relevant) stakeholders, at all levels,

Links sector reform to broader reform processes in the country (such as policy mandate and plans),

Addresses capacity development through individual, organizational and institutional perspectives,

Is governed by sound monitoring and evaluation approach,

Builds and promotes mechanisms for learning from experience and sharing lessons and strengthening of partnerships/networks.

2.3. Capacity building under PAKSTRAN

As a political priority and based on urgent demand to improve urban mobility, Pakistan is fast moving towards initiatives, which aim at bringing sustainability aspects in the urban transport sector. Besides other, the technical capacities (professional) in soft areas i.e., urban transport


planning, holistic designing, transport engineering operations and integration with existing transport systems, etc., is a limiting factor.

Capacities for comprehensive planning and execution of mass transit systems for urban transport are extremely important and piecemeal solutions have not been effective. For instance, efforts that only focus on construction, such as building flyovers or high-cost mass transit systems, are inadequate unless accompanied by suitable land-use planning and demand-side measures. It is also essential to consider the transport needs of different population groups, such as women, senior citizens, people with disabilities, and children. Each of these groups needs mobility and their travel needs and patterns vary widely.

Capacity building has been made an integral part of the design of PAKSTRAN. While analyzing the barriers to promotion of sustainability in transport sector in Pakistan Article 11, Section 1 of the Project Document (ProDoc), while analyzing the Stakeholder and Situational Analysis mentions that lack of capacity for holistic planning for integrated urban transit as one of the major barriers in integrated urban transit.

The Outcome 4 of the PAKSTRAN, besides awareness raising, specifically deals with capacity building for sustainable transport. The capacity building is emphasized in the ProDoc at several places, an account of which is presented below:

Section 1, Item 14 While analyzing the barriers to sustainability of transport sector, this Section mentions that; Currently, Pakistans largest cities have poorly regulated public transport systems with severe structural and operational problems that deliver poor quality urban transport services with a high incidence of accidents. There is a lack of technical, managerial and fiscal capacity to deliver safe reliable public urban transport; as a result, organization of existing public transportation is almost non-existent with a wide variance of service quality and a low public perception of the bus system.

Section 1, Item 14 (iii)

Likewise, this Section says that; Lack of capacity for holistic planning for integrated urban transit. In general, government stakeholders have been under-exposed to international best-practices for integrated urban transit planning and demonstrated urban transit models with financial mechanisms that profitably sustain a transport operation. Current approaches to resolving urban transit issues are related to technology-driven solutions without due regard to broader and integrated approaches that ensure successful adoption of the technology. Examples include: The past LRT and BRT studies in Karachi and Lahore where the LRT and BRT lines were planned in isolation without consideration to feeder routes, operational costing, environmental and social impacts, formulation of realistic business cases for private sector participation and estimates of subsidies.

Section 2, Item 43 This item, while defining other key activities that will enhance the sustainability aspects of mentions about:


Supporting curriculum development in national technical and academic institutes on sustainable urban transport and urban planning;

Targeted research that will increase the knowledge base of urban and transport fuel efficiency issues and assist in preparing GHG emissions baselines. This will include specific fuel consumption and GHG emissions data for various road transport vehicles used in Pakistan.

Section 2, Item 61 While describing the Output 4.2 of PAKSTRAN mentions that: Completed training program on strategic urban, land use and transportation planning conducted at various training, academic and vocational institutes in Pakistan. Training programs in collaboration with various higher educational institutes throughout Pakistan that will target existing professionals in urban planning, city development and transport system planning will be designed. The training programs will focus on energy-integrated urban development planning, its impact on urban transport, and examples from growing urban centers outside of Pakistan that have successfully dealt with urban transport issues.

Section 2, Item 67 While describing the Key Indicators, Risks and Assumptions, this item says that; PAKSTRAN has been designed to complement and strengthen ongoing efforts in Pakistan to develop sustainable transport initiatives and to continue to facilitate close coordination and consultation between the relevant stakeholders in each of the proposed activities. Project activities will enhance local technical capacity to implement sustainable transport projects, clarify institutional responsibilities and strategic sustainable transport development, build effective awareness programs and training curriculum targeted to optimize knowledge diffusion on sustainable transport concepts, build the confidence of private investors and financing institutions to reduce risks of loans to finance urban transport projects and develop policies and regulations to guide the sustainable development of holistically planned urban transport and a modernized trucking fleet. A major assumption for the success of PAKSTRAN is the commitment of all stakeholders involved to work towards the intended outcomes.

Section 2, Item 76 Detailing the Sustainability, this item mentions that; The capacity building efforts of the GEF project will identify capacity building needs based on international best practices involving delivery of capacity building that fully engages the beneficiaries with international and national practitioners in urban transport. This will contribute to the sustainability of the GEF interventions.


3. PAKSTRANS CAPACITY DEVELOPMENT PLAN As part of its approved Work Plan for year 2013, this Capacity Development Plan has been prepared, as a guiding document to plan, and execute the capacity building activities under the PAKSTRAN, targeting specifically the PAKSTRAN partners, and generally the policy/decision makers, planners/operators and academicians/researchers, to support fulfilment of the Projects Objective. This Capacity Development Plan provides PAKSTRAN partners with a broader understanding of core capacity issues in context of Pakistan and to focus need for increase capacities as an important component of achieving sustainability in transport sector and how external partners can support in this regard. The Plan intends to provide a comprehensive view of the issues that could be addressed in a capacity, yet be a development process through PAKSTRAN, that is flexible enough for adaptation to the needs of any given capacity assessment situation.

3.1. Objective of PAKSTRANs Capacity Development Plan The Objective of this Capacity Development Plan is to serve as a guiding document for identifying, facilitating and supporting the strengthening of capacities of PAKSTRAN Partners (specifically) and other relevant institutions and individuals to support achievement of the PAKSTRANs Objective, though adopting a strategic and result-oriented approach.

3.2. Methodology

Many capacity assessment/development methodologies, frameworks and tools are globally available, most of which are tailored to achieve specific objectives and need. More common methodology (also called default) is widely used by development practitioners, which is based on conduction of a comprehensive Need Assessment. The same default methodology has been adopted for development of this Capacity Development Plan for PAKSTRAN. Use of this methodology benefits in a number of ways, like:

Provides a comprehensive view of the issues that could be addressed through conduction of periodic capacity need assessment,

Brings rigor and a systematic method to determining future capacity needs and assessing existing capacity assets (also termed as capacity mapping),

Provides a structure for discussion about the scale and scope of the capacity need assessment exercise and about expectations of the capacity development effort more generally,

Provides a method for generating quantitative as well as qualitative data to support the implementation of the Capacity Development Plan,

Makes sense of complex development situations, when it is not always obvious where best to intervene to promote capacity development,

Improves the consistency, coherence and impact of the work of the Partners,

Increases the ability to share experiences.


3.3. The Approach- Roles and Responsibilities The approach of IUCN as RP of Component for Capacity building under PAKSTRAN would be the development of this Capacity development Plan through a consultative process and ensuring that all capacity building activities are executed effectively through adopting a need based approach in order to ensure that the results are effectively achieved and in a more cost effective and time effective manner. IUCN would also be responsible for conduction of regular Capacity Assessment and Capacity Need Assessment. IUCN team would comprise of Component Manger-PAKSTRAN (CIU-IUCN), who would be taking overall responsibility to ensure timely and effective delivery of capacity building activities as per approved work plans and as per desired standards. The Programme Coordinator of IUCN Pakistan will be responsible for oversight of all the deliverables in terms of quality and delivery, and will ensure monitoring of the progress. The Urban Specialist of IUCN Pakistan would be engaged from time-to-time (on need basis), wherever any support is required for design and conduct of capacity building activities. Manager Communication, IUCN Pakistan will be involved in design and preparation of material/publications and event related support. The Project Manager Unit, under the leadership of National Project Manager (NPM) and patronage of National Project Director (NPD) and support of the Planning and Evaluation Officer will ensure that all activities are adequately designed and executed and are in accordance with this Capacity Development Plan. Regular Monitoring and Evaluation will also be conducted by PMU of all the capacity building activities. PAKSTRAN Partners (including CIU Sindh and Punjab) will participate in regular Capacity Need Assessment (CNA) and would help in design of the capacity building activities, identification of necessary technical resources, establishment of linkages, expert advice and support in execution. The Roles and Responsibilities for implementation of this Capacity Development Plan is presented in Table 1 below:


Table 1. Roles and Responsibilities for implementation of Capacity Development Plan

Role Responsibility

Development of Capacity Development Plan

IUCN through partner consultation

Conduction of periodic Capacity Assessment and Capacity Need Assessment

IUCN through Component Manager and support from Urban Specialist

Effective execution of Capacity Development Plan

IUCN through partner consultation (as per approved work plans and as per guidance of this document)

Internal oversight and monitoring IUCN through Programme Coordinator

Support design and conduct

IUCN through Urban Specialist

Support on design and preparation of material/publications and event related support

IUCN through Manager Communications, Education and Outreach

Oversight, Monitoring and evaluation National Project Manager, under patronage of National Project Director and support from Planning and Evaluation Officer, PMU

Participate in Capacity Need Assessment Support in design of capacity building activities Support in identification of technical resources Expert advice

PAKSTRAN Partners (CIUs)

3.4. PAKSTRANs Capacity Development Process

Since, capacity development is not a one-off intervention but an iterative process of design-application-learning-adjustment the Five Step Capacity Development process has been suggested for PAKSTRAN, which has also been adopted by UNDP9, as part of UNDPs Capacity Assessment Framework. The Process is described below (refer to Figure 3),

9 Capacity Assessment Methodology-Users Guide. UNDP, 2008 http://www.undp.org/content/dam/aplaws/publication/en/publications/capacity-development/undp-capacity-assessment-methodology/UNDP%20Capacity%20Assessment%20Users%20Guide.pdf


STEP 1: Stakeholders input in Capacity Development,

STEP 2: Capacity and Capacity Need Assessment,

STEP 3: Development of Content for Capacity Building,

STEP 4: Implementation of Capacity Building Content,

STEP 5: Evaluation of Capacity developed,

Figure 3. UNDP's Capacity Development Cycle as adopted for PAKSTRAN

The PAKSTRANs Capacity Development Plan has been developed based on the approach described above. The step-wise (based on the steps explained under 3.3 above) process that will be deployed for capacity development is elaborated below:

a. Stakeholder input (STEP 1)

For capacity development, multiple stakeholders will be engaged which would be a continuous process. IUCN being the Responsible Party (RP) for Component 4, has been continuously interacting specifically with Project Partners and generally with all other relevant stakeholders; including institutions and experts with regards to the sustainable urban

STEP 1

Stakeholders input in

Capacity Development

STEP 2

Capacity Assessment and Capacity

Need Assessment

STEP 3

Development of Content for

Capacity Building

STEP 4

Implementation of Capacity

Building Content

STEP 5

Evaluation of Capacity

Developed


transportation. This ensures that the overall capacity development process is inclusive and has buy-in of all the Partners/stakeholders. Involving partners and stakeholders helps ensure that the capacity development is well adapted to the local context and needs, so that its results are relevant and useful. It promotes ownership of the process, helps translating a commitment into its results and offers opportunities to develop the capacities of partners and stakeholders for planning and execution of capacity development activities. Engagement of partners and stakeholders helps determine how a capacity development can support other planning and programming processes.

Since the stakeholder input ensures a clear and consensual understanding of the capacity

building activities and their effectiveness, this process would continue throughout the entire duration of PAKSTRAN. Also, the Project partners would regularly be consulted (formally and informally) to receive additional input wherever possible, which would also be beneficial for quick assessment of capacity needs. An inclusive and participatory approach to capacity development will help all the stakeholders to agree on priorities and commit to moving forward together. It will also help in strengthening ownership of the process and responsibility for its results.

An effective capacity building process must encourage participation by all those involved. If stakeholders are involved and share ownership in the process of development they will feel more responsible for the outcome and sustainability of the development. Engaging stakeholder's who are directly affected by the situation allows for more effective decision-making, it also makes development work more transparent. The key stakeholder who will be engaged in this continuous process will be: i. PAKSTRAN Partners, ii. Key national institutions with regards to SUT, including academia, research institutions,

regulatory bodies, etc. iii. Independent experts/scientists (national and international), iv. Relevant regional and international institutions and experts.

b. Capacity Assessment and Capacity Need Assessment (STEP 2)

Since, capacity building is a continuous and dynamic process, both the CA and CNA will go together for the entire Project life and will be conducted periodically (in principle, during the first quarter every year). This will ensure that the ever evolving needs of PAKSTRAN Partners are catered for and the proposed activities for capacity building are designed and delivered to fulfill the existing capacity gaps.

Capacity Assessment/Resource Mapping Through a consultative process, existing performance, knowledge, skill levels and

capabilities of implementing partners will be identified as part of CA. This will ensure that any existing capacities are mapped and further plans are built on the same. Also, the capacity


assessment would be beneficial for PAKSTRAN, as it would be utilized for the capacity development.

Generalized tool for CA will be deployed as developed by Beryl Levinger and Evan Bloom10

known as0 Simple Capacity Assessment Tool (SCAT) at the Global Development Research Centre (GDRC) and widely adopted by development agencies across the world, including UNDP. The use of SCAT is widely deployed for individual and institutional CA because;

i. It provides support organizations with procedures for assessing the organizational

capacity of potential partners, and, ii. Provide a process through which relevant, context specific indicators can be

developed in a collaborative manner. For periodic CA, specially designed Performa as suggested by SCAT will be used to obtain

feedback from experts/institutions with regards to their relevance to impart any training. This Performa is attached as Annex-I.

For CA the available expert pools/institutions would be targeted. For this purpose, this

Capacity Development Plan encompasses a broader Capacity Resource Mapping (CRM), which includes generic mapping of existing resources (at intuitional level only) with regards to SUT, nationally as well as regionally and internationally. This is broader enlisting of the resources will be used for reference only during CA exercises (to be held every year) and would be helpful in making a decision for engaging necessary technical resources of capacity building activities for PAKSTRAN.

The CRM, which is an integral part of this plan, outlines the capacities in the following

broader/generic area of expertise with regards to SUT, along with available technical resources, to be utilized for PAKSTRAN. This is identified in Table 2 below:

10 Beryl Levinger and Evan Bloom. A Simple Capacity Assessment Tool. Global Development Research Centre http://www.gdrc.org/ngo/bl-scat.htm


Table 2. Capacity Resource Mapping for PAKSTRAN

Broader Area of Expertise Available Technical Resources (Institutional Level)

Greenhouse gas emissions calculations/carbon finance for transport sector

Clean Development Mechanism (CDM) Cell, Climate Change Division, Government of Pakistan

Hagler Baillys Pakistan

Carbon Services Private Limited

Certification/Validators for CDM (including; TV NORD, Det Norske Veritas and SGS etc.)

Air Quality Modelling (management of fuels and vehicles)

Pakistan Environmental Protection Agency

Institute of Space Technology, SUPARCO

Clean Air Asia (CAA)

Land use and Urban Transport Planning/Use of Geo-informatics

Department of Urban and Infrastructure Engineering, NED University

Institute of Space Technology, SUPARCO

National Institute of Transportation, NUST

The Urban Unit, Planning and Development Department, Government of Punjab

Urban Transport Planning, approaches/Statistical modelling



Bus Rapid Transit, Design Elements and Operations


Punjab Metro Bus Authority

National Transport Research Centre


Taxila Institute of Transportation Engineering


Financial modelling for BRT


Pakistan Institute for Development Economics

Corridor identification/feeder services for BRT





Business and Institutional Regulatory Structure for BRT



National Highways Authority

Design and Management of BRT Supporting Infrastructure




Technology options/Intelligent Transport Systems (ITS)


Punjab Metro Bus Authority


Modernized trucking fleet National Transport Research Centre



National Energy Conservation Centre (ENERCON)

Social and Environmental Safeguards for BRT (Construction and Operations), including; Environmental Impact Assessment

Pakistan Environmental Protection Agency

Environmental Protection Agencies (Sindh and Punjab)

Hagler Baillys Pakistan

Clean Air Asia

Long-term Sustainable Urban Transport Planning

Planning Commission of Pakistan


Sindh Transport Department



Clean Air Asia

Institute for Transportation and Development Policy (ITDP)

Partnerships of Low Carbon Transport


Broader analysis of the outcome of the CRM, as conducted for preparation of this Capacity Development Plan is attached as Annex-II

Capacity Need Assessment The periodic/yearly capacity needs assessment (or capacity building needs assessment) will

be an essential step in developing/designing and imparting rigorous and practical capacity development activities (in order of priority) to support in successful achievement the Projects objective. For periodic CNA, a tailor made Performa will be used to obtain feedback for PAKSTRAN partners with regards to identifying needs for capacity building during that specific year. Input would be sought for preferred timeframe (Quarter wise) as to ensure that the capacity building activity in in sync with the Project implementation status and as per requirement. This Performa is attached as Annex-III.

The CNA Performa designed for PAKSTRAN would also obtain feedback on level of

expectation from the capacity building component under the project, which would help in improving the quality of any activities. The matrix given in the Performa would identify the broad areas of capacity building, along with the type of capacity building activity required against each and would also obtain feedback on tentative timeframe for conduction of such activity during the year. It would also capture information about the interviewee in relation to his/her role in organization.

The identified need would certainly be based on the existing situation with regards to

implementation of PAKSTRAN and would keep on changing as the progress of Projects activities would pace up. However, the CNA may reveal opinion that is too demanding and could be beyond the Projects scope under the defined work plan or exceeding the financial provision. In such a case, results would be made rationalized through guidance and discussions with Partners and advice from PMU.

The results of CA and CNA would be analyzed to define specific capacity building activities

to be conducted during that specific year. Both CA and CNA would be conducted at the beginning of every year (or end of year) during entire life of Project, so that the annual work plans are designed accordingly.

Both CA and CNA will be conducted by team of experts, who have diverse experience in

allied disciplines and would include Urban Specialist, IUCN and Component Manager, PAKSTRAN.

c. Development of Content for Capacity Building (STEP 3)

The findings of the capacity needs assessment will help in formulating the capacity development response; content (i.e. based on the information gathered) will be developed to bridge the gap between whats required and current performance to improve the productivity, quality and capabilities of the implementing partners to successfully meet the objectives of the project.


The finding of the CA will help in identifying available technical/human resource which would be utilized to develop the content for trainings (STEP 3) and also implementation of trainings (STEP 4). The content for capacity building activities would be developed, adopting a participatory and inclusive approach of the target beneficiaries (Project partners only). The prime responsibility for this task would be of IUCN (RP of Component 4), which would utilize available in-house expertise and the expertise identified through the CA exercise to tailor the content in order to meet the specific needs. The content would then be finalized through Partners input. The following broad types of capacity building content are being proposed for PAKSTRAN. However, depending upon the very specific requirements (would be stage specific) enough flexibility would be provided to include any other specific type of capacity building content:

i. Professional trainings/coaching Based on periodic (yearly CA and CNA, several professional training events would be designed and conducted under PAKSTRAN in subsequent years. The module and content would be designed on the basis of ever changing needs of PAKSTRAN projects that would depend on the specific stage of PAKSTRAN implementation. Such training and coaching sessions would ensure acquisition of knowledge, skill, and competencies through teaching of vocational or practical skills and knowledge that relate to SUT related competencies for the benefit of PAKSTRAN Partners. Such trainings would have specific goals of improving the capability, capacity, productivity and performance with regards to Project implementation and successful delivery of the overall objective. Such trainings/coaching sessions would be designed to maximize learning experiences and acquisitions of essential learning skills required by PAKSTRAN partners specifically and broader stakeholder generally.

ii. Training of Trainers (ToT) The concept of ToT revolves around the concept of lifelong learning, which seek to help a core of trainers to steadily engage in a continuous capacity building process to improve upon the design, delivery and management of the capacity building programs that they deliver. The capacities developed through any ToT module reside permanently in an institution to ensure continuity of any future capacity building programmes, through constant mentoring. The ToT model will be applied, targeting particularly PAKSTRAN Partners, to benefit process-oriented capacity building activities in a post-project scenario.

iii. Seminar/lectures, Several continuous seminars and lecture will be organised to engage key stakeholders, partners and particularly researchers and media on the emerging topic during the life of PAKSTRAN as the activities would take up pace. Such events would be on a


specialized subject or topic and would comprise singed (high impact) learning session, which would be devoted to presentations and discussion on specialized topics. Opportunity of bringing eminent experts/researchers and practitioners on topics relevant to SUT would be invited from time to time for such events. All such events would be appropriately covered in media to ensure that the teachings are disseminated widely for the benefit of all. Such events would preferably be conducted in academic institutions for the benefit of young researchers in the field of SUT in Pakistan.

iv. Team building events Depending upon the situation during Project implementation, essential team building activities would be organized. Such events focus on figuring out what challenges the Project team would be facing at certain points and would be based on practices and exercises to focus more on strengths and weaknesses of the Project team and finding ways to build a stronger and more coherent team, which is essential for project implementation. High-class team building experts and mentors will be engaged for conduction of such activities, where and when required.

v. Consultations/dialogue (for example, facilitating dialogue, expert advice etc.) Depending upon a partners requirements at any specific stage of project implementation, specific consultative dialogues would be organized to seek advice from relevant experts. Such requirement could be obtaining feedback on any technical aspects of a project activity, moderated sessions of review of progress on Project implementation or facilitated discussions on topic of interest to partners. Experts would be engaged on any relevant topic for organizing and moderating such sessions.

vi. Exposure/sensitization visits For sake of constant learning from best examples and benefit of planning of work under the PAKSTRAN project, exposure or sensitization visits would be made a prominent feature of all capacity building activities. Such visits would be organized from time to time (preferably every year) during the entire life of the Project. The objective of exposure/sensitization visits would be to learn from best practices that are viable elsewhere (both nationally, regionally and internationally) so that the lessons from these can be incorporated in planned work under the PAKSTRAN. Such visits would be greatly instrumental in terms of helping integration of best practices, which are being catered for in successful BRT models, choice of approach and technology and design that are adopted in the world and would help in minimizing social, political and technological risks that the proposed interventions under PAKSTRAN could face.

Capacity Building/Training Modules and their Design For each type of capacity building/training, a complete module would be prepared to describe the type and extent of content, method and means of delivery and the objectives


that are to be met. To make the sessions more meaningful and interactive, sufficient time would be provided for discussions, group exercises and practical demonstration in order to promote learning as a two way process. Preparation of modules would also be beneficial to obtain partner inputs on the modules for sake of improvements and obtain input from stakeholders and allow further refinement. All such modules would be shared with PAKSTRAN Partners, particularly the Project Management Unit (PMU) for obtaining feedback before finalization. A broader (general) template of such a module is presented in Table 3, below: Table 3. Template of a General Training Module

ACTIVITY RESOURCE PERSON/REMARKS

TIME/ VENUE:

DAY AND DATE:

0800 Inaugural session/opening speech

0900- 0930 Aims and objectives of training Resource person 1

0930-0945 Tea Break

0945-1100 Topic 1: Urban transport planning, definitions

Resource person 2

1100-1300 Mass transit systems, BRT models and success examples

Resource person 3

1300-1400 Lunch/ prayer break

1400-13430 Transport Modelling An overview Resource person 4

1430-1445 Tea break

1445-1530 Four transport modelling stages (Group Exercise)

Resource person 5

1530-1600 Recap of learning/recommendation Moderated session

1600-1630 Training Evaluation Organizers/Resource Persons/PMU

Selection of Resource Persons/Experts For any capacity building activity, it would be ensured that best available professional capacities are utilized to serve as resource persons for imparting the capacity building sessions. Utmost efforts would be made (to the best possible level) to utilize available expertise within Pakistan. Such expertise would be identified during the periodic (annual) CA exercise (as per description of STEP 2 above). Final decision for engaging any expert/resource person would be made in consultation with PAKSTRAN partners. The professional profile of the proposed resource person would be shared and discussed to determine the suitability and relevance to execute any capacity building activity. This would ensure utilization of indigenous expertise for the benefit of the


Project and also broadly, for the promotion of sustainable transport concepts in Pakistan. Also, utilization of national resource persons would ensure cost effectiveness of the capacity building activities and avoiding undue burden on the Projects financial resources. However, for very specialized capacity building sessions, regional and international expertise would be drawn on a need-basis with prior consent of the Project partners and as per availability of resources. Duration and Time of Capacity Building Activities Depending upon the type of session and objectives, the training sessions would designed between one day (for capacity building activities like; seminars/lectures, team building events, consultations and networking opportunities) to up to seven days (for capacity building activities like; professional trainings, ToTs and exposure/sensitization visits). However, the duration would be decided keeping in view the objectivity, available resources and particular needs to the participants and provisions of the approved work plan of the Project. The time for any capacity building activity would be determined by the provision of the activity in the work plan. Besides, key Partners would be consulted to decide on a suitable time as per the convenience of key/target participant and to ensure maximum and effective participation.

d. Implementation of Capacity Building Content (STEP 4) Selection of Candidates/Institutional Representatives for Capacity Development Activities In order to select most appropriate trainees/participants for capacity development activities, IUCN would develop and maintain a database of concerned personnel, who would be involved in the capacity building activities from time to time. This would be done through support and input from PAKSTRAN partners and would be identified through regular interaction with stakeholders. The identified personnel would be categorized in terms of their relevance with the proposed theme of the capacity building activity and the potential role that they could play in implementation of PAKSTRAN project. Also, the candidates would be identified for any specific capacity building activity on the basis of their level of interest, institutional role and capacity to demonstrate their involvement in implementation of PAKSTRAN. For any specific capacity building activity, the candidates would be selected through guidance/advice from PAKSTRAN partners, in order of their relevance to the type of activity. In case, where institutions are to be involved, a request would be made to the head of the institution to nominate the most suitable representative from their institution to take part in any specific capacity building activity. The final number of candidates to be included in certain capacity building activity would however be based on the availability of resources and on the type of capacity building activity. However, a balance would be maintained in terms of preferring quantity of


candidates over the objectivity of the capacity building activity. Also, direct preference would be given to PAKSTRAN partners. To call suitable nominations from institutions, the formal request would be made (at least 7 days before the proposed training session) in order to allow sufficient time to institutions to nominate more suitable candidates and ensure full participation. A very balanced and select representation would also be sought particularly from research institutions and academia, in order to ensure that the institutional capacity building is sustained in longer terms at least at institutional level (beyond the Project period). Such institutions would include (but not limited to) the following: Public sector Institutions (federal and provincial) i. Clean Development Mechanism (CDM) Cell, Climate Change Division, Government of

Pakistan ii. Pakistan Environmental Protection Agency (Pak-EPA), Climate Change Division,

Government of Pakistan iii. National Energy Conservation Centre (ENERCON), Ministry of Water and Power,

Government of Pakistan, iv. National Transport Research Centre (NTRC), Ministry of Communications,

Government of Pakistan v. Pakistan Institute for Development Economics (PIDE), Planning Commission of

Pakistan vi. Institute of Space Technology, Pakistan Upper Space and Atmospheric Research

Commission (SUPARCO) vii. Provincial Environment Protection Agencies (EPAs) viii. The Urban Unit, Planning and Development Department, Government of Punjab ix. Punjab Metro Bus Authority

Research Institutions/Universities

x. Urban & Infrastructure Engineering Department, Nadirshaw Edulji Dinshaw (NED) University of Engineering and Technology, Karachi,

xi. Department of Transportation Engineering and Management, University of Engineering and Technology, Lahore,

xii. Department of Transportation Engineering, National Institute of Transportation National University for Science and Technology (NUST) , Islamabad,

xiii. National Transport Research Centre (NTRC), Ministry of Communications, Government of Pakistan,

xiv. Taxila Institute of Transportation Engineering, University of Engineering & Technology, Taxila,

Private Sector xv. Hagler Baillys Pakistan xvi. Carbon Services Private Limited


xvii. Certification/Validators for CDM (including; TV NORD, Det Norske Veritas and SGS etc.)

International Resource

xviii. Clean Air Asia (CAA) xix. Institute for Transportation and Development Policy (ITDP) xx. Partnerships of Sustainable Low Carbon Transport (SLoCaT)

Generally, the following criteria would be considered for selection of representation:

- Sufficient level of the candidate within the administrative structure of nominating organization (including the decision-making/implementation),

- Power for implementing the results of the training, - Basic knowledge of transport problems/issues, - Sufficient professional and management experience of the sector, - Capacity development and learning potential, - Personal interest in capacity development to pursue as a carrier in future,

Selection of City/Venue The city for organizing any capacity building activity would be selected purely through the consent and convenience of PAKSTRAN partners, with the objective of ensuring maximum participation. However, except if otherwise necessary, the cities would be alternately Karachi, Lahore and Islamabad (focal cities for intervention of PAKSTRAN activities). For some very specific activities, alternate options could be considered, provided they are agreeable by all partners. For activities like seminars/lectures, consultations, coordinating alliances/networking opportunities, selection of city would be based on the objective of the activity. For capacity building activities like exposure/sensitization visits the cities would be selected through rigorous process of expert consultation and mutual agreement of PAKSTRAN partners. Generally, the principle of objectivity would be considered. For any capacity building activity, the venue would be selected in terms of availability of all requisite and necessary facilities (audio-visual aids), convenience of access, livability as to ensure maximum effectiveness of the event. Also, for selection of any venue, the opportunity of promoting institutional development/support and establishment of institutional linkages would also be preferred (wherever possible). Generally, the principles of convenience, comfort and cost effectiveness would be considered.

Design of Sessions Any capacity building sessions would be designed in order of priority of topic and flow of delivery of content. Sufficient time for presentations/delivery would be allowed. It would be ensured that all the sessions ensure two-way communication to maximize learning experience. Sufficient time would be provided for question/answers and discussions.


Use of Audio-visual Aids During the session, maximum use of audio visual aids would be ensured to enhance effectiveness of capacity building sessions. Such aids could include: sound systems, audio recordings, multi-media projector etc. Still photography and video recording (wherever possible and needed) would be done which would also be made available on the Project website.

Training Material/Reporting All training material including presentations, handouts/publications, pictorial references etc., would be disseminated amongst the trainees to maximize learning and also to be later used as reference. Such material would also be made available in soft form, through the dissemination of CDs, would be made available at the PAKSTRAN website and would be disseminated widely, free of any cost. A comprehensive report of the training event would be prepared (not later than 15 days of the event) and would be made available on PAKSTRAN website. Participation Certificates Participation Certificates would be distributed among all the trainees after successful completion of the training event. Such Certificates would be duly signed by the resource person and host (IUCN/Implementing Partner).

e. Evaluation the Capacity Developed (STEP 5)

An evaluation of any capacity building session is a continual and systematic process of assessing the value or potential value of a training/capacity building programme. It is expected to generate practical information on the results of capacity development initiatives. Such evaluation focuses on how effective the trainer was in designing and delivering the training, rather than on content acquisition by the trainee. Results of the evaluation are used to guide decision-making around various components of the capacity building activity, e.g., instructional design, delivery (quality), results and its overall continuation, modification, or elimination of any specific part. Hence, a capacity development activity can be improved by clarifying the focus and purpose, expanding professional development and knowledge-sharing among evaluators, drawing on systems thinking, and shifting attention from accountability to learning and programme improvement. The evaluation of capacity building programmes will help address the following basic questions: What capacity support was provided and to whom?

How well was it organized and carried out?

How was it received?

What changes can be seen in the way individuals behave?


What changes have there been at organizational level?

What are (or might be) the ultimate effects of these changes on the organization?

There are several methods available for evaluation of capacity building activities. Most common approach to do so is through Formative Evaluation, which aims to promote learning and to improve an ongoing capacity building programme. The approach for evaluation of capacity building under PAKSTRAN aims to improve the capacity building process or programme. Tool for Evaluation-Questionnaire The most common and simplest way of measuring the outcome of a training program is through a questionnaire, or training evaluation form. This is often called a happy sheet. This is usually a short list of questions that the learners answer before leaving the classroom or the online course. They ask whether the learner felt they learned anything, whether they liked the teaching style, and for any other relevant feedback. The value of the training evaluation Questionnaire is that they give immediate feedback and they are inexpensive to set up and process. The same tool would be applied to all capacity building activities under PAKSTRAN. The following basic principles will be applied for evaluation for PAKSTRANs capacity building activities: i. The evaluation will be kept short (one page and about 5 minutes to complete),

ii. The questions will be tied to the objectives of the training, inquiring about both whether they understood the material presented and whether they feel they can apply the material,

iii. Will ask only about things that could be changed, e.g., different sequencing of material, different length of session, different venue, response person, etc.,

iv. Primarily close ended questions will be used, i.e., questions where they choose from response options, as these are the easiest and quickest to complete and also the easiest to score. Such questions will have maximum of five response options,

v. It will include at least two open ended questions to allow participants to provide specific

feedback,

vi. The evaluation Questionnaire will be anonymous so that the trainees feel they can be honest in providing their opinion,

The Training Evaluation Questionnaire to be used is attached as Annex-IV.

Results of Evaluation The results of each evaluation of a capacity building session would be analyzed using statistical methods and would be appropriately reflected in graphical form (charts) in the report.


Charts will be used to ease understanding of response received from evaluation of a training session. This would ensure that the results can be easily understood and interpreted.


ANNEX- I Performa for Capacity Assessment

To be filled by interviewers (IUCNs PAKSTRAN Component Manager and/or Urban Specialist) through interview with senior-most/technical official of the organization or through circulation and periodic follow-up

1. Organizational Information

1.1. Type of Organization:

PAKSTRAN Partner Name of Partner: ...

Other Name of Organization: ..

1.2. Organizational Domain:

Public Sector Federal government Provincial government

Civil Society/NGO Research organization/academia Private sector entity/consultancy (Validator) Media Other (specify)

1.3. Relevance of organization to Sustainable Urban Transport:

Greenhouse gas emissions calculations/carbon finance for transport sector Air Quality Modelling (management of fuels and vehicles) Land use and Urban Transport Planning/Use of Geo-informatics Urban Transport Planning, approaches/Statistical modelling Bus Rapid Transit, Design Elements and Operations Financial modelling for BRT


Corridor identification/feeder services for BRT Business and Institutional Regulatory Structure for BRT Design and Management of BRT Supporting Infrastructure Technology options/Intelligent Transport Systems (ITS) Modernized trucking fleet Social and Environmental Safeguards for BRT (Construction and Operations), including;

Environmental Impact Assessment

Long-term Sustainable Urban Transport Planning Explain how?

1.3.1 Specify work domain of organization

Policy/ planning Executing entity/ implementation/operator/contractor Research and development Financial institution Others (specify) .........................................

2. Mapping of existing Capacities

2.1. What type of expertise exists in your organization in relation to SUT?

Sufficiently qualified professionals (number of such professionals ..) Non-qualified but sufficient related work experience (number of such professionals ..) All of the above None of the above

2.2. Are these expertise being effectively utilized for benefit of your organization/ promotion of ST in Pakistan?

Yes (if yes, explain how? and what practical has been done so far?) .

No (if no, explain why? Identify barriers) . Explain what can be done to improve effective utilization of these expertise for promotion of SUT


.

2.3. Has the staff ever received any relevant training/s relevant to SUT?

Yes (if yes, explain how often? the type of training, duration and info about the resource person) .

No (if no, give any specific reasons) .

2.4. Are any of your staff members a professional trainer relevant to SUT?

Yes (if yes, give name, contact info and details of his/her expertise) i. .. If yes, will he/she be willing to become a resource person for capacity building under PAKSTRAN?

Yes No


ANNEX- II Analysis of the Outcome of the Capacity Resource Mapping

Public sector Institutions (federal and provincial) 1. Clean Development Mechanism (CDM) Cell, Climate Change Division, Government of

Pakistan www.cdmpakistan.gov.pk The Clean Development Mechanism (CDM) Cell has been established under the Climate Change Division, Government of Pakistan in Islamabad with the objective of supporting implementation of Pakistan National Operational Strategy for CDM and facilitating the development of carbon market in Pakistan as a support to the Designated National Authority (DNA) for CDM in Pakistan. The CDM Cell houses professional capacities for:

Policy and strategic advice with regards to CDM/carbon finance

Advice of development of carbon finance projects, process and procedures

Preparation of Nationally Appropriate Mitigation Action Plans (NAMAS)

Review and approval of CDM Projects

2. Pakistan Environmental Protection Agency (Pak-EPA), Climate Change Division, Government of Pakistan http://www.environment.gov.pk/ Pakistan Environmental Protection Agency is an attached department of the Climate Change Division, Government of Pakistan and responsible for implementing the Pakistan Environmental Protection Act, 1997; an Act to provide for the protection, conservation, rehabilitation and improvement of the environment, for the prevention and control of pollution, and promotion of sustainable development. Pak-EPA houses expertise in relation to:

Advice on relevant legislation (law, policy, strategy and plans)

Advice on conduction of Initial Environmental Examination (IEE) and Environmental Impact Assessment (EIA)

Advice (review and finalization) of environmental and social safeguards including National Environmental Quality Standards (NEQs)

Monitoring of relevant parameters related to air quality etc.

Data/information related to environmental aspects of BRT/SUT (air quality, GHSs, etc.)

GHG mitigation and technological options for air quality management


3. National Energy Conservation Centre (ENERCON), Ministry of Water and Power, Government of Pakistan

http://www.enercon.gov.pk/ The National Energy Conservation Centre (ENERCON) is an attached department of the Ministry of Water and Power, Government of Pakistan, with a vision to Steer Pakistan towards an Energy Efficient and Environment Friendly Tomorrow and a mission of cultivating a new energy culture focusing on achieving sustainable development through conservation and efficient use of energy resources, It houses expertise in relation to:

Advice on law, policy, strategy and plans related to energy efficiency and energy codes

Advice on energy efficiency in BRT/SUT and related aspects including standardization

Guidance on energy audits and certifications with regards to transport

Advice on Rules and regulations related to energy efficiency and technological parameters

Supporting linkages with sectoral initiatives

4. National Transport Research Centre (NTRC), Ministry of Communications, Government of Pakistan http://ntrc.gov.pk/ The National Transport Research Centre (NTRC) is an attached institution of the Ministry of Communications, Government of Pakistan. Its mission is to achieve self-sufficiency in the fields of Transport Planning, Road Engineering and Road Safety through indigenous research and development work. NTRC houses expertise in relation to; Undertaking and supporting research studies in the field of Transport Planning and

Engineering Providing countrywide transport information especially in the highly fragmented sub sectors of

Roads and Road Transport Technical guidance/advice in relation to infrastructure design, safety and technological options Support in implementation/execution pilot demonstration projects with regards to SUT Support in capacity building in the field of Transport Planning and Engineering Policy advice with regards to BRT/SUT

5. Pakistan Institute for Development Economics (PIDE), Planning Commission of Pakistan http://www.pide.org.pk/ Pakistan Institute for Development Economics (PIDE) is part of the Planning Commission of Pakistan and engages in research and trainings with regards to development economics and financial analysis. PIDE has expertise in: Financial modelling with regards to SUT Sectoral analysis with regards to long-term development of transport Review of business opportunities in transport planning, analysis of best practices Advice on development aspects with regards to SUT Support in planning and future outlook for sustainability of transport sector


6. Institute of Space Technology, Pakistan Upper Space and Atmospheric Research Commission (SUPARCO) http://www.ist.edu.pk/ Institute of Space Technology, Karachi is part of Pakistan Upper Space and Atmospheric Research Commission (SUPARCO). It houses high class expertise in; Research on geo-informatics and its application in land use/transport planning Advice on development plans for transport research Access to data/informational for spatial and temporal analysis for transport plan Capacity building and research advisory with regards to transport/urban planning

7. The Urban Unit, Planning and Development Department, Government of Punjab http://www.urbanunit.gov.pk/ The Urban Unit, Lahore is part of the Planning and Development Department, Government of Punjab. It houses expertise in: Advice on urban development plans, and transport planning (laws, best practices, policies etc.) Geospatial analysis for transport/urban planning Advice on transport engineering, design and operations including Intelligent Transport Systems Economic and financial analysis of SUT/BRT schemes (business development) Support in development of institutional linkages Capacity building with regards to BRT development/design of SUT systems

8. Punjab Metro Bus Authority, Government of Punjab http://www.pma.punjab.gov.pk/ Punjab Metro Bus Authority, Government of Punjab aims to provide safe, efficient and comfortable urban transportation systems and construction, operation and maintenance of mass transit system. Its expertise pertain to: Advice on construction, operations and maintenance of BRT/SUT systems Showcase best practices with regards to BRT/SUT Sustainable transport planning/BRT development Advice on constructions of support infrastructure for BRT Urban transport engineering

Research Institutions/Universities 9. Urban & Infrastructure Engineering Department, Nadirshaw Edulji Dinshaw (NED) University

of Engineering and Technology, Karachi http://www.neduet.edu.pk/UE/index.htm The Urban & Infrastructure Engineering Department, Nadirshaw Edulji Dinshaw (NED) University of Engineering and Technology, Karachi is a premier research and training institute with regards to urban and transport engineering. The department has strengths in: Transport construction and material engineering


Design of BRT infrastructure, operations Road and transport infrastructure design (including supporting infrastructure) Traffic and ridership modelling Road/transport safety Intelligent Transport Systems (design and deployment) Trainings on air quality modelling

10. Department of Transportation Engineering and Management, University of Engineering and

Technology, Lahore http://www.uet.edu.pk/faculties/facultiesinfo/department?RID=introduction&id=25 The Department of Transportation Engineering and Management, University of Engineering and Technology, Lahore is a premier institution with regards to improving the existing transportation infrastructure for safe and timely movement of people and goods and to develop human resource. This Department houses expertise in: Urban infrastructure engineering (including roads and transport infrastructure) Traffic management, logistics and freight transport Statistical analysis of traffic counts, ridership estimation

11. Department of Transportation Engineering, National Institute of Transportation, National University for Science and Technology (NUST) , Islamabad http://nust.edu.pk/INSTITUTIONS/SCHOOLS/SCEE/INSTITUTES/NIT/Pages/default.aspx The National Institute of Transportation (NIT) is a modern and progressive Civil Engineering Institute of the National University of Sciences and Technology and is regarded as an academic as well as research and development organization, which provides engineering research support to the problems identified by national & international organizations. The Institute endeavors to provide a forum for exchange of knowledge in the field of transportation infrastructure engineering. The NIT houses expertise regarding: Transportation engineering, designing of transport infrastructure, material engineering Research on resilient road infrastructure and design of mass transit systems Preparation of feasibilities and development plans for transport infrastructure Technological options including Intelligent Transport Systems Sustainable urban development, urban environmental management, Public Private Partnership

(PPP) for sustainability

12. National Transport Research Centre (NTRC), Ministry of Communications, Governme

PAKSTRAN Capacity Developement Plan- Saadullah Ayaz

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