PAKSTRAN Capacity Developement Plan - Saadullah Ayaz

CAPACITY DEVELOPMENT PLAN
Final Draft
www.pakstran.pk
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2014 IUCN, International Union for Conservation of Nature and Natural Resources.
Capacity Development Plan for Pakistan Sustainable Transport Project was prepared by IUCN Pakistan.
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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
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

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

ANNEX- II ...........................................................................................................................................31
ANNEX- III ..........................................................................................................................................38
ANNEX- IV ..........................................................................................................................................42

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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

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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

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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

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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

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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.

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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 20062007 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 justin-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.
Wards Auto. http://wardsauto.com/ar/world_vehicle_population_110815

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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:
Outcome 2:
Outcome 3:
Outcome 4:
Operational urban transport system in Punjab Province

Operational urban transport system in Sindh Province
Improved energy efficiency in truck freight transport
Increased public awareness and institutional capacity on sustainable transport
concepts.
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
Centre for Sustainable Transportation. 2002. Definition and Vision of Sustainable Transportation.
http://cst.uwinnipeg.ca/documents/Definition_Vision_E.pdf. October 2002

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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.

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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,
http://europeandcis.undp.org/uploads/public/File/Capacity_Development_Regional_Training/
UNDP_Capacity_Assessment_Users_Guide_MAY_2007.pdf
Evaluation of Development Programmes. OECD, 2006

http://www.oecd.org/dac/evaluation/evaluatingcapacitydevelopment.htm
Fowler, A. et al. (1995). Participatory Self-Assessment of NGOs Capacity: INTRAC Occasional Paper Series no. 10,
INTRAC, UK.
Capacity Building-Agenda 21s definition (Chapter 37, UNCED, 1992.)

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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.
Laws, policies and

plans/Networks
Organizational
capacities
Individual
capacities
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
Adopted from Capacity Development for All. UNESCO, 2011

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by the people of the country concerned. The capacity development process can be
diagrammatically represented as per Figure 2.
Monitoring and
evaluation
Engage
partners, build
consensus
Capacity
development
(activities/events)
Capacity need
assessment
Define prioroty
(situation/project bound)
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.

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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:
2.3.
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.
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

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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:

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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.

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3.
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.

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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:

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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 designapplication-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),
Capacity Assessment Methodology-Users Guide. UNDP, 2008

http://www.undp.org/content/dam/aplaws/publication/en/publications/capacity-development/undp-capacity-assessmentmethodology/UNDP%20Capacity%20Assessment%20Users%20Guide.pdf

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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,
STEP 1
Stakeholders
input in
Capacity
Development
STEP 2
STEP 5
Evaluation of
Capacity
Developed
Capacity
Assessment
and Capacity
Need
Assessment
STEP 4
STEP 3
Implementation
of Capacity
Building
Content
Development
of Content for
Capacity
Building
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

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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 decisionmaking, 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

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

capacity of potential partners, and,
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

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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 Pakistan Environmental Protection Agency

fuels and vehicles)
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


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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 Energy Conservation Centre
(ENERCON)
Social and Environmental Safeguards Pakistan Environmental Protection Agency

for BRT (Construction and
Environmental Protection Agencies (Sindh and
Operations), including; Environmental
Punjab)
Impact Assessment
Hagler Baillys Pakistan
Clean Air Asia
Long-term Sustainable Urban
Transport Planning

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Planning Commission of Pakistan

Sindh Transport Department
Clean Air Asia
Institute for Transportation and Development
Policy (ITDP)
Partnerships of Low Carbon Transport
17
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.

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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

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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

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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
0945-1100
Tea Break
Topic 1: Urban transport planning,
definitions
Resource person 2
1100-1300
Mass transit systems, BRT models and

success examples
1300-1400
1400-13430
Lunch/ prayer break

Transport Modelling An overview
1430-1445
1445-1530
Tea break
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
Resource person 3
Resource person 4
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

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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

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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,
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

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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.

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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?

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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.

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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.

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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 followup
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

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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)
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

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.
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

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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:
2.
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
Pakistan Environmental Protection Agency (Pak-EPA), Climate Change Division,

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

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

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

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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

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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, Government of

Pakistan
http://ntrc.gov.pk/
The National Transport Research Centre (NTRC) is one of its Technical Sections of Ministry of
Communications, Government of Pakistan, to provide much needed research and development
support for planning and appraisal of transport sector projects/plans in a coordinated and cost
effective manner. The NTRC has strengths in:
Conduction of research in urban transport planning, engineering and development

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Planning and appraisal of transport sector plans

Providing countrywide transport information especially in the highly fragmented sub sectors of
Roads and Road Transport
Implementing/executing pilot demonstration projects to establish the viability of research efforts
Arranging training courses, seminars, etc. in the field of Transport Planning and Engineering
13. Taxila Institute of Transportation Engineering, University of Engineering & Technology,

Taxila
http://www.uettaxila.edu.pk/tite/Contact.htm
The Taxila Institute of Transportation Engineering has been established at the University of
Engineering and Technology, Taxila:
Research and collection of data with regards to road infrastructure (engineering and uses)
Support in curriculum development and awareness raising with regards to urban
engineering/transport
Research and advisory of road engineering materials and design of supporting infrastructure,
road safety, urban mobility (in general)
Support in strategic urban planning with emphasis on urban transportation
Private Sector/Consulting
14. Hagler Bailly Pakistan

http://www.haglerbailly.com.pk/
Haigler Bailly Pakistan is a well-known research and development consultancy firm, with strengths
in:
Environmental research with regards to GHGs, clean air policies, plans
Studies on strategic urban planning, clean fuels and vehicles (energy/fuel efficiency)
Financial analysis, barrier analysis for transport sector planning and development
Environmental Impact assessment of road infrastructure
Policy analysis with regards to strategic urban planning
15. Carbon Services Private Limited
http://carbon.com.pk/
Carbon Services (Private) Limited is Pakistan's first carbon consulting company, with strengths in:
Development of CDM Projects (in transport sector), feasibilities and assessments

Carbon finance advisory, baseline development
GHG estimation, emission surveys, accounting and business development (investment)
Certification/Validators for CDM

16. Stiftelsen Det Norske Veritas and Germanischer Lloyd (DNV-GL)
http://www.dnvgl.com
Stiftelsen Det Norske Veritas and Germanischer Lloyd (DNV-GL) is worlds largest ship and
offshore classification society, the leading technical advisor to the global oil and gas industry, and a

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leading expert for the energy value chain including renewables and energy efficiency. DNV offers
various services including:
Carbon accounting/validation of CDM Projects
Carbon registry, methodology development
Certification for carbon finance
17. TV NORD
http://www.tuv-nord.com
TV NORD takes responsibility for people, technology and the environment and acts as a
technology advisor
Emission estimation, advisory on measuring/inspection and baselines
Carbon accounting, business development and validation of CDM Projects
Methodology development CDM projects
Certification for carbon finance projects
18. SGS
http://www.sgs.com/
SGS is the worlds leading inspection, verification, testing and certification company. SGS Group
has expertise in:
Managing risk and increasing business efficiency in environment sector

Energy management advisory, mission estimation/testing
Advisory on measuring/inspection and baselines
Carbon accounting, business development and validation of CDM Projects
Methodology development CDM projects
Certification for carbon finance projects
International Resource
19. Clean Air Asia (CAA)

http://www.cleanairinitiative.org
Clean Air Asia (CAA) is a premier air quality network for Asia by the Asian Development Bank,
World Bank and United States Aid for International Development (USAID). Its mission is to promote
better air quality and livable cities by translating knowledge into policies and actions that reduce air
pollution and greenhouse gas emissions from transport, energy and other sectors. Clean Air Asia is
a UN recognized partnership of more than 250 organizations in 31 countries in Asia and worldwide
and 8 Country Networks. CAA has strengths in:
Research and policy campaigning for clear air, air quality management, clean fuels and
vehicles
Policy planning for improved urban mobility and sustainability of transport sector
Support initiatives on green freight and logistics
Campaigning for low-emission urban development
Establishment and strengthening of institutional networks
Capacity building and awareness raising for clean air and sustainable transport, including
public sector engagement

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20. Institute for Transportation and Development Policy (ITDP)

https://go.itdp.org
Institute for Transportation and Development Policy (ITDP) promotes transport solutions that
reduce greenhouse gas emissions and air pollution, while improving urban livability and economic
opportunity. Our projects inspire cities towards more environmentally and people-friendly
transportation. ITDP specializes in:
Climate change and transport policy (standards and guidelines)

Campaigning and policy advise on alternate mode of transport/green transport
Outreach and awareness for sustainable urban mobility
Sustainable urban transport advisory (policy perspective)
Sustainable urban development and planning
21. Partnerships of Sustainable Low Carbon Transport (SLoCaT)

http://www.slocat.net/
The SLoCaT Partnership on Sustainable Transport (SLoCaT) is a multi-stakeholder partnership of
over 80 organizations (representing UN organizations, multilateral and bilateral development
organizations, NGOs and Foundations, Academe and the Business Sector). SLoCaT promotes the
integration of sustainable transport in global policies on sustainable development and climate
change. It has strengths in:
Measuring and standardization of transport data, development and deployment of assessment
tools:
Support climate change and transport policy
Promotion of non-motorized transport for increased urban mobility
Mainstreaming of sustainable transport in global and national development agenda
Institutional development/strengthening of clean air and urban transport
Development of sustainable urban transport
Promotion of green-freight transport

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ANNEX- III
Performa for Capacity Need 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 followup
1. Capacities Need Assessment
1.1. What are the expectations of your organization from the capacity building component of
PAKSTRAN?
High expectations
Average expectations
Low expectations
No expectations at all
(if no, give any specific reasons) .

1.2. What type of capacity building does your institution require in relation to SUT/PAKSTRAN?
Broader Area
Type of Capacity Building Activity
Preferred Timeframe
Greenhouse gas
emissions
calculations/carbon
finance for transport
sector
Professional training/coaching
Training of Trainers (ToT)
Seminar/lecture
Consultation/dialogue
Seminar/lecture
Quarter 1 (Jan-Mar)
Quarter 2 (April- Jun)
Quarter 3 (July-Sep)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Air Quality Modelling

(management of fuels
and vehicles)
Land use and Urban

Transport Planning/Use
of Geo-informatics

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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
Seminar/lecture
Exposure/sensitization visit
Seminar/lecture
Seminar/lecture
Team building
Seminar/lecture
Seminar/lecture
Seminar/lecture
Team building
Seminar/lecture

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Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
39
Technology
options/Intelligent
Transport Systems (ITS)
Social and Environmental

Safeguards for BRT
(Construction and
Operations)
Long-term Sustainable
Urban Transport Planning
Seminar/lecture
Seminar/lecture
Seminar/lecture
Seminar/lecture
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
Quarter 1 (Jan-Mar)
Quarter 4 (Sep-Dec)
2. Interviewees Information
2.1. Current position:
Administrative head of organization

Policy head of organization
Technical head of organization
Other .
2.2. Education level:
Below Masters
Masters
M.Phil
Ph.D

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Other
2.3. Years of service (in present position):
Less than 3 years

3-7 years
7-10 years
10-15 years
More than 15 years

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ANNEX- IV
Capacity Building Activity/Training Evaluation Questionnaire for PAKSTRAN
Name of Capacity Building Session: Training on Carbon Finance (example)

Duration/Date: __________________
Venue: ____________________
NOTE:
Please tick () the Pre -Training Evaluation Part (marked in Pink) at the beginning of the Training and
the Post-Training Evaluation Part (marked in Green) at the end of the Training Session
Please indicate your impressions of the items listed below (please tick the answer of choice):
PART 1
Evaluation Questions
Expert
Level
Good
Understanding
Some
V. Little
Understanding Understanding
No
Understanding
Question 1: Your general understanding about concept of Carbon Finance

Pre-training
Post-training
Question 2: Your general understanding about integration in Carbon Finance in Mass Transit Projects
Pre-training
Post-training
Question 3: Your understanding about Carbon Finance Project Cycle

Pre-training

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Post-training
Question 4. You understanding about role of institutions in CDM project cycles/ timelines
Pre-training
Post-training
Question 5. Your understanding about eligibility criteria for CDM Projects in Pakistan
Pre-training
Post-training
Question 6. Your understanding about PIN/PDD development, selection of Methodology, Validation,

Verification and Certification
Pre-training
Post-training
Question 7. Your understanding about Conversion of Mass-transit Projects (metro bus/circular railways) into a
CDM Project
Pre-training
Post-training
Continued
PART 2
Evaluation Questions
Strongly
Agree
Agree

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Neutral
Disagree
Strongly
Disagree
43
1. The training objectives

for each topic were
identified and followed
2. The content was

organized
3. The distributed materials

were useful
4. The trainers were

knowledgeable
5. The quality of instruction

was good
6. Training material was of

good quality
7. The training met my

expectations
8. Audio/visual aids were

appropriate
9. Venue arrangements
were good
10. How do you rate the trainings overall?
Excellent
Good
Average
Poor
Very poor
11. What aspect of the trainings could have been improved?

___________________________________________________________________________
___________________________________________________________________________
12. Any other comments?
___________________________________________________________________________
___________________________________________________________________________
NOTE: This Questionnaire is anonymous. You do not need to sign

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The Project Management Unit

Pakistan Sustainable Transport Project
Ministry of Water and Power
H. No 7, Street 56, Sector F-8/4
Islamabad. Pakistan
Phone: +92 (51) -----Email: pmu@pakstran.pk
IUCN, International Union for Conservation of Nature

Islamabad Programme Office
House No. 2, Street 83, Sector G-6/4
Islamabad. Pakistan
Tel: +92 (51) 2271027-034
Fax: +92 (51) 2271017
Email: info@pakstran.pk
Web. www.pakstran.pk

PAKSTRAN Capacity Developement Plan - Saadullah Ayaz

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CAPACITY DEVELOPMENT PLAN

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

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

PAKSTRANS CAPACITY DEVELOPMENT PLAN

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

PAKSTRANS CAPACITY DEVELOPMENT PLAN

ABBREVIATIONS AND ACRONYMS

Bus Rapid Transit

Clean Air Asia

Capacity Need Assessment

Capital Development Authority

Clean Development Mechanism

Component Implementation Unit

Capacity Resource Mapping

Designated National Authority for CDM

Stiftelsen Det Norske Veritas and Germanischer Lloyd

Environmental Impact Assessment

National Energy Conservation Center, Ministry of Water and Power

Gross Domestic Product

Global Development Research Centre

Global Environment Facility

Gross Fixed Capital Formation

Institute for Transportation and Development Policy (ITDP)

Initial Environmental Examination

Intelligent Transport Systems

International Union for Conservation of Nature and Natural Resources

Light Rail Transit

Nationally Appropriate Mitigation Action Plan

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

National Project Manager, PAKSTRAN

National Project Director, PAKSTRAN

National Environmental Quality

National Institute of Transportation at NUST

PAKSTRANS CAPACITY DEVELOPMENT PLAN

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

National University of Science and Technology, Islamabad

The Organisation for Economic Co-operation and Development

Pakistan Environmental Protection Agency, Government of Pakistan

Pakistan Sustainable Transport Project

Pakistan Institute for Development Economics

PAKSTRANs Project Management Unit, Ministry of Water and Power

Public Private Partnership

Project Document, PAKSTRAN

Responsible Party of PAKSTRAN

Simple Capacity Assessment Tool

Partnerships of Low Carbon Transport

Sustainable Urban Transit

United Nations Conference on Environment and Development

United Nations Conference on Sustainable Development (Rio, 1992)

United Nations Development Programme

United States Aid for International Development

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

World Commission on Environment and Development

PAKSTRANS CAPACITY DEVELOPMENT PLAN

PAKSTRANS CAPACITY DEVELOPMENT PLAN

PAKSTRANS CAPACITY DEVELOPMENT PLAN

PAKSTRANS CAPACITY DEVELOPMENT PLAN

Issues related to transport sector in Pakistan

Lack of sustained investments in public transport;

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

PAKSTRANS CAPACITY DEVELOPMENT PLAN

1.2. Sustainability in Transport Sector

According to World Commission on Environment and Development (WCED/Brundtland