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A.
CONTEXT
1.
Description of the subsector (Macroeconomic policies; institutional
development and related training activities)
Independent since August 1991, the Uzbekistan Republic is in the
process of designing major macroeconomic policy and institutional
reforms. The government now is fully responsible for its external
relations and for the formulation of economic and sectoral policies that
in the past were decided at the union level.
So far the government has avoided the political and social unrest
that accompanied institutional changes and economic reforms in a number
of Eastern European and CIS countries. However, the Uzbekistan economy
is highly dependent on external trade, which is equivalent to 70% of the
country’s GDP. Exports to and imports from CIS countries account for
about 85% of total external trade. Imported inflation (Uzbekistan is a
member of the ruble zone and has no control on the monetary policy of
the Russian Central Bank), lack of raw materials, industrial goods and
other inputs essential for the Uzbek agricultural and industrial
sectors, the loss of markets, the sharp decline in the world price of
cotton (by far the main source of foreign exchange earnings) and the
virtual elimination of the subsidies Uzbekistan received from the Soviet
Union: all these factors had a profound negative impact on the overall
performance of the Uzbek economy. After many years of sustained economic
growth, the country’s GDP declined by about 25% since 1990.
The government has
already adopted a number of important economic reform measures,
including partial liberalization of prices and privatization of several
State enterprises. It has also initiated a reform of the taxation system
and has considerably reduced central government expenditures. The
government has announced its intention to continue the reform process,
but has decided to adopt a step-by-step approach, which, in its opinion,
will better serve its major objective of protecting the country’s
political and social stability.
While
significant changes have been made in the organization and
responsibility of a number of Ministries, public sector institutions and
other government agencies, the country has by and large maintained the
complex government structure, operational procedures and managerial
practices that have been tailored to the special needs of a centrally
planned economy. As macroeconomic and sectoral policy reforms are
implemented, as non-government institutions and private enterprises
begin to expand their activities and assume a larger role, the
government will want to adjust existing structures and processes to the
new priorities of a public sector in market economic systems. Such a
public sector determines the policies and the legal environment,
developing the infrastructure and the social services necessary for the
mobilization of the country’s economic and social potential, but does
not attempt to manage the country’s productive activities directly. At
this stage, however, institutional reforms per se are less urgent than
the definition and initial implementation of an appropriate policy
framework.
Uzbekistan is a country with a sound basic and technical
education system and a reasonably well-trained civil service eager to
broaden its horizon and to learn the lessons of the economic and
managerial experience of other countries. The government has always
accorded a very high priority to the training of its economists and to
the retraining of public-sector staff. It encourages existing
universities and management institutes to develop their contacts with
foreign universities, acquire equipment and textbooks, attract teachers,
train Uzbek instructors, and develop a national capacity of (i) teaching
the economic analysis techniques and the managerial processes in use in
market economies and (ii) organizing special retraining courses for
senior and middle-level civil servants.
2.
Prior or ongoing assistance for macroeconomic policy and economic
management reforms
The Uzbek government has developed contacts and initiated
cooperation agreements with a large number of multilateral and bilateral
donor agencies. Most of these agencies are ready to provide policy
advice and technical assistance to a variety of government agencies and
to assist existing Universities and other training institutions. Most of
these donor programs, however, are still at the formulation stage and
few projects have reached implementation yet.
The World Bank is preparing a comprehensive report on
macroeconomic and sectoral policy reform priorities. A list of technical
assistance activities to be financed by the Bank and other donors has
been prepared by a World Bank mission, to be discussed at a special
donor meeting in Tashkent in May 1993. The proposed activities listed in
the document remain very general and will need to be operationalized by
future programming missions, to be organized by the donors, who will
assume responsibility for specific components. The programme emphasizes
macroeconomic policy design and implementation, public finance and
external debt management, improvement of statistical services, financial
sector management, development of the appropriate legal framework for
the development of private enterprises and foreign direct investment,
training of trainers in market economics etc. Both the government and
the World Bank recognize that the terms of IERD lending are not
eminently suitable for technical assistance and training activities, and
will encourage other donors, including the UNDP, to assume full
responsibility for the financing of major components of the overall
list. The World Bank will formulate the details of its own project after
the meeting, when the intentions of the other donors have been fully
identified.
The European Commission will also be an important player in the
field of economic and management training. A number of program
activities have been identified (creation of a National Academy of
Management in the Tashkent State University of Economics, training of
trainers for small and medium-sized enterprises, assistance to the
Ministry of Labor), but another programming mission will visit the
country in June to develop a larger program, which the representative of
the European Commission wants to develop in close cooperation with other
institutions, particularly the UNDP.
A number of bilateral donors (USAID, Germany and Japan) are also
ready to implement significant programs of assistance to Uzbekistan,
including in the field of human resource development. In most cases,
additional identification and preparation work will be needed before
actual project implementation begins on a large scale.
3.
Institutional framework
Macroeconomic policy formulation and public sector management are
important functions currently divided between a large number of
Ministries, Departments, State Committees and other agencies. However, a
Deputy Prime Minister is primarily responsible for the design and
implementation of macroeconomic and public finance policy decisions. His
supervisory responsibilities extend to the Committee of Forecasting and
Statistics (formerly the main planning agency of the country), the
Ministry of Finance, the Central Board of Taxation, and the Central
Bank. Another Deputy Prime Minister is responsible for the education
sector and other social services.
A number of institutes of higher education are involved in the
training of economists and the retraining of civil servants. The
Tashkent State Economics University provides a wide variety of courses
on macroeconomic analysis and applied economics. An Institute of Finance
trains and retrains public sector specialists in budget policies,
taxation, public enterprise management, banking services, accounting,
auditing etc. A recently created University of World Economy and
Diplomacy, which reports directly to the President’s Office, is
responsible for the familiarization of senior public sector officials
with the policies and processes of market economies. Within the
University, an Institute of Management provides short courses on
management, organizes seminars and interministerial study groups on
specific economic, institutional, managerial and technical issues of
special interest to a number of government agencies and wants to develop
its relations with foreign universities for the
The special attention accorded by the government to the
development of a competent civil service is encouraging. The
proliferation of training institutions is not a major problem as long as
a cooperative spirit will be maintained between these institutions,
which exchange views and borrow teaching staff from each other. Most of
these universities and institutes can play a major role in developing a
corps of officials and public sector economists capable of integrating,
in their own economic policy and management philosophy, the most
important lessons of the experience of the world community.
B.
PROJECT JUSTIFICATION
1.
Problem to be addressed: the present situation
The dual tasks of establishing the institutions and policies
required by sovereignty, and changing the economic system from a command
to a market economy, are especially challenging because Uzbekistan has
not had to face anything resembling these issues in the past century. It
is these tasks, not the routine improvement of governmental structures
and civil service procedures, upon which the project will focus.
In seeking solutions to its wide range of problems, there are few
reliable models to follow, but much relevant experience to learn from.
Government officials are interested in learning how alternative policy
and institutional innovations actually function in countries with a long
experience of market mechanisms, and how other countries facing problems
similar to those of Uzbekistan have analyzed the political, economic,
fiscal and social implications of alternative policy and program options
and selected the most appropriate courses of action for their
circumstances. No package of foreign practices can be adopted by
Uzbekistan wholesale, but familiarization with the experience of others
can help avoid some pitfalls.
The government will want to adapt and refine lessons from abroad
to the particular economic, political, social, cultural and geographic
realities of Uzbekistan before it can proceed with confidence to
implement radical changes. It will need to involve its own officials and
academicians in considering the likely impact of policy alternatives on
the society. New mechanisms and methodologies may need to be introduced
for this process to be effective.
In addition, the government wishes to enhance the analytical
skills of the economists and economic policy makers in both university
and official positions through their engaging in guided applied research
on real policy issues. Through economic analysis and comparative
studies, policy issues can be examined before decisions are taken.
Any policies and systems eventually selected by the government
for implementation will need to be understood by a wide variety of
public servants. Extensive training and retraining of officials and
scholars will be required in order to ensure that the agencies of
government are equipped to perform their allotted tasks. Here, too,
foreign courses and teaching materials will provide useful starting
points, but they will need to be translated and adapted to Uzbek
conditions before they are most effective.
2.
Justification for the project
The case for carefully defined foreign assistance is seldom as
clear as in Uzbekistan. The country was until two years ago a
functioning unit of one of the world’s major powers. It consequently
has a relatively developed system of education, housing, health
services, transportation, irrigation, and other instruments of social
and economic activity. These systems and services could, of course, be
improved, but they are operational and in the normal course of events
they could have been upgraded through domestic effort.
Now, having become independent with little advance notice, the
country has recognized the need to transform the economic system that
has prevailed over the last seventy years. A new set of macroeconomic
policies and economic management systems and institutions must be
developed in a relatively short time, to guide the transformation and
establish international economic relationships. This is a massive, and
for Uzbekistan, unprecedented, set of tasks, which clearly requires
substantial exposure to foreign experience through visits or
consultations.
The new policies and systems adopted by the country will, of
course, have a profound impact upon all of the previously functioning
systems of social welfare and economic production. Centrally determined
policies will create a wave effect, requiring adjustments in civil
service organization and style of operations, revenue systems,
incentives, and ownership of the means of production. These adjustments
will depend upon the fundamental changes of policy and economic
management systems now under consideration at senior levels of the
government.
This project, therefore, will concentrate both on facilitating
access of the policy-makers and economic analysts of the government to
advice and experience available elsewhere, and on the adaptation of that
information to the circumstances of Uzbekistan. The objective of the
project will be to enhance the capacity of government officials and
academicians to acquire, evaluate, and adapt experience and advice on
macroeconomic and management issues to their own purposes.
3.
Expected end of project situation
Within three years, the government will have enhanced its
capacity to inform itself of the likely outcomes of policy decisions
through economic analysis and comparative research. It will have
experience in organizing study groups composed of officials, managers
and academicians for the purpose of conducting policy-oriented research.
Government officials will have a better understanding of economic
management systems as employed in other market-oriented countries,
acquired through on-site visits. Finally, a process for importing
foreign short courses and workshops, and translating and adapting them
to the needs of Uzbekistan, will have been initiated.
These accomplishments would be the minimum to be expected of the
project. A higher objective would be that within three years a
foundation will have been laid for the establishment, at the University
of World Economy and Diplomacy, of an economic policy research institute
similar in function to the Korean Development Institute or the Thai
Development Research Institute. This outcome, which depends upon the
actions of other major donors as well as of the Government, seems quite
possible at this time, but should not be considered essential to the
success of the current effort.
4.
Target beneficiaries
The immediate beneficiaries of the project will be the senior
policy-makers and economic analysts who participate in project
activities, either by undertaking observation or training trips abroad,
interacting with consultants and resident experts, participating in
study groups, or engaging in the training program. All those who
participate in one way or another in project activities should gain an
enhanced awareness of the experience of other countries with market
economies, and of the factors to be taken into account when considering
policy options for Uzbekistan.
In the longer run, of course, target beneficiaries are the
officials who must learn the economic principles, policies and
management systems appropriate to a market economy. They will benefit
from the training program as it produces indigenous training materials
for dissemination through a number of institutions in the country.
Ultimately, it is to be hoped that the people of Uzbekistan will
benefit from policy formation enriched by the careful consideration of
the experience of other countries, and the adaptation of foreign
experience to Uzbek conditions, which will result from the project.
The strategy that forms this project is based upon a number of
factors unique to Uzbekistan as well as several general principles:
- Uzbekistan
has an experienced and competent government, determined to proceed
gradually with the reform process in order to avoid the political
and social instability that sometimes results from rapid policy
change;
- The
Government has at times resisted pressures for more rapid change
emanating from bilateral and multilateral development organizations,
and may be reluctant to accept the direct provision of advice on
sensitive policy issues;
- The
Government nevertheless recognizes the value of the experience of
other countries in dealing with similar economic and management
challenges;
- Economic
policy and management systems are unlikely to be directly
transferable from other countries to Uzbekistan without modification
or adaptation;
- Senior
officials and economic analysts need training or retraining in
analytical techniques and management systems common to modern
economies; and
- Training
materials themselves will need to be translated and adapted over
time to Uzbek circumstances.
- In
the light of these factors, the strategy selected for the project
is:
- to
find ways to make available to policy makers, through visits and
short-term consultants, the relevant experience of other countries;
- to
organize study groups of Uzbek officials and academicians to analyze
and consider the implications of policy alternatives;
- to
send trainers and officials to attend appropriate short courses and
workshops offered in advanced development institutions abroad, and
then to arrange for these courses to be presented at the University
of World Economy and Diplomacy; and
- to
translate and adapt imported course materials to the needs and
circumstances of Uzbekistan, and to disseminate the product to
appropriate educational and training institutions.
Institutionally, the project will be based at the Management
Institute of the UWED, with support from the UNDP office. UWED is a new
university, less than a year old, but it has unusual connections with
the Government, reporting to the President’s office. The creation of
the University was a deliberate attempt to gain rapid mastery of western
economics and to train the diplomatic corps. It has the explicit task of
retraining senior governmental officials, while other important
educational institutions, such as the Tashkent State Economics
University and the Financial Institute, older and well established, have
been assigned the task of retraining middle level officials.
UWED got off to a fast start because it was allowed its choice of
faculty from other universities, and it admitted transfer students from
among the best students at other institutions.
The Rector of UWED is Said Kasimov, personal councilor to the
President. The Director of the Institute of Management, Dr. A.
Faizullaev, is an organizational development specialist with a PhD from
the University of California in San Diego. The Institute has abundant
space for the project and has the flexibility to respond adeptly to new
opportunities.
The project will establish a policy analysis and training unit in
the Institute of Management, to be staffed by a senior macroeconomist
and a senior training specialist and their national counterparts,
supplied by the UNDP. The unit will also employ an administrative
assistant, two secretaries, two translators/interpreters, and two
drivers.
A program committee, composed of selected government and
university officials, will guide the unit. This committee will ensure
that the agenda of the unit conforms to topics of genuine high priority
to the government. The unit will be responsible for organizing study
groups of government economists and academicians, to analyze and do
comparative research on topics designated by the program committee. It
is anticipated that the unit will work on three to five such topics each
year.
The unit will also be engaged in importing and adapting short
courses and workshops on topics of special interest to the government.
Short-term consultants and course leaders will be supplied by the
project to the study groups and the training program respectively.
Another economics specialist will be based in the Office of the
UNDP Resident Representative. This person will be responsible for
acquiring the services of short-term consultants and trainers;
identifying appropriate short courses and workshops, arranging for the
participation of Uzbek officials and trainers in them, and engaging for
their later presentation in UWED; and defining and scheduling visits
abroad for policy-makers and analysts when requested by the program
committee. This specialist will work closely with the policy analysis
and training unit at UWED and may participate in study groups or
training sessions as time permits.
6.
Reasons for assistance from UNDP
The UNDP has had residential representation in Uzbekistan for
less than six months, but it has already demonstrated an impressive
ability to organize assistance. Many agencies have sent missions to the
country, but until now very little material support has flowed from
their visits. The UNDP-sponsored seminar on privatization held early in
1993 was highly visible and much appreciated by the government.
The respect with which the UNDP is held is also based upon the
fact that it has not adopted a preachy role towards Uzbekistan
concerning the pace of reforms. Many agencies make no secret of their
belief that only a rapid, wholesale change of policies to a free market
system can accomplish results, and some are thought by the government to
go slow with their assistance pending the government’s adoption of
their point of view. Again, this may or may not be a fair assessment of
the position of other donor organizations, but in any case it is an
accusation which has not been applied to the UNDP.
For these reasons, the UNDP is well situated for work on
policy-related issues.
C.
DEVELOPMENT OBJECTIVE
Uzbekistan is at a critical point in its short history as an
independent state. Although blessed with substantial natural resources,
and inheriting a sound social and economic infrastructure, the country
is facing difficult times in the next few years. It will take time to
establish new markets, new productive processes and new sources of
supply of intermediate and consumer goods, or to restore economic ties
ruptured by the break-up of the union. It will also take time for
economic reforms to have effect so that the country can realize the
potential of its favorable human and natural resources.
Central Asia is threatened by potential political instability, as
the recent civil conflict in neighboring Tajikistan illustrates.
Economic failures could contribute to the spread of unrest more widely
in the region, including to Uzbekistan.
The next few years are likely to be vital to the success of
Uzbekistan in realizing the potential of its trained people, its
advanced infrastructure, and its abundant resources. Within five years,
Uzbekistan could be well on the way to sustained high levels of annual
growth. Alternatively, it could be floundering in a volatile region of
economic and political instability. Many factors will determine the
outcome, but the quality of the country’s economic policies and
economic management is not the least of them, and this project is aimed
squarely at helping the government develop the kind of analytical and
management capacities that it so badly needs.
D.
IMMEDIATE OBJECTIVES, OUTPUTS AND ACTIVITIES
The project will have four main foci of activities:
1.
The exposure of Uzbek policy-makers, economic analysts and
managers to the experience of other countries in dealing with selected
policy and management issues, through visits abroad and short-term
consultations;
2.
The organization of study groups of government officials,
academicians and managers to conduct applied economic analysis and
comparative research the same set of issues;
3.
The importation and adaptation of short courses and workshops
pertaining to relevant issues for training and retraining of government
officials; and
4.
The translation and adaptation of the imported courses to make
them more suitable to the needs of Uzbekistan.
The immediate objectives of the project will be the selection of
two or three issues for concentrated attention. These should be selected
by a program committee of government officials with the assistance of
the macroeconomist assigned to the project. Once these priority topics
are identified, study groups can be organized, visits abroad arranged,
and short-term consultants, if needed, identified.
The training program related to these two or three priority
themes will necessarily lag behind the work of the study groups.
Training will become necessary once the policy directions of the country
are determined, presumably with the help of the study groups and other
project activities. The training unit need not await these decisions
before commencing its activities, however, because there are many areas
of economic change where the course has already been charted, but new
skills need to be introduced. In other cases, methodologies for
analyzing policy options can be the subject of training courses.
Two appropriate courses have already been identified as
containing methodologies of priority interest. The are the Program in
Investment Appraisal and Management (PIAM) and the Workshop on
Macroeconomic Adjustment and Food/Agriculture Policies, both given at
Harvard University in the summer. Three participants for each course
will be identified from UWED and the government, and their attendance
supported by grants from USAID, so that when this project is approved,
these courses can be put on in Russian at UWED at an early date. The
project will support the participation of a course director for each
from the parent university. Translation of course materials can begin as
soon as the project is approved.
E.
INPUTS
This project will require three resident international experts,
approximately sixty months of short-term consultants, two national
experts, and approximately 500 months of short-term, often part-time,
national consultants. International travel for forty officials will be
provided. Equipment for the project analysis and training unit and books
and journals will be required.
Job descriptions for the international experts are attached in
Annex 1. The Chief Technical Adviser (CTA) will be a senior
macroeconomist based at UWED, who will be responsible for helping to
organize study groups on topics identified by the program committee, and
for guiding the work of these groups through assistance with
methodologies and comparative data. The CTA will also identify the need
for short-term advisers to work with study groups or to advise
government agencies with respect to priority topics, and will propose
institutions where appropriate for Uzbek officials to visit on study
tours abroad.
A training specialist, also attached to the policy analysis and
training unit at UWED, will be responsible for identifying appropriate
courses for importation and adaptation to the needs of Uzbekistan. The
specialist would help select candidates to attend such courses and later
to become instructors when the courses are offered at the training unit.
The specialist would also help to arrange for the translation and
adaptation of course materials, and for the training of trainers.
Another economics specialist, based in the UNDP Office in
Tashkent, will be responsible for acquiring the services of short-term
consultants as required by the policy analysis and training unit, and
for arranging for the visits by Uzbek officials to institutions abroad
when requested by the program committee. The specialist will work
closely with the policy analysis and training unit at UWED and may
participate in study groups or training sessions as time permits.
Counterpart national specialists will be recruited under the
project to serve with the CTA and the training specialist in the UWED
unit. It is anticipated that in the third year of the project, the
counterparts would replace the foreign specialists.
The project will contain funds for compensating government
officials and academicians from UWED and other educational and training
institutions for participation in study groups and for the translation
and production of training materials.
A proposed list of audio-visual and other equipment required by
the project is found in Annex 2.
F.
RISKS
The principal risk associated with the project is that its base
at UWED will be too far removed from the policy-makers in the economic
agencies of government, with result that the work of the unit will
become irrelevant to the policy process. This risk has been guarded
against in several ways:
- A
Program Committee of government officials from the economic policy
and management agencies will meet monthly to determine priorities
for the work of the study groups and to monitor progress of the
unit.
- The
UWED was selected as a base for this activity because it has already
been designated as the principal institution responsible for
retraining senior officials. Moreover, a close presidential adviser
serves as its head.
- The
unit will have the ability to provide visits abroad for senior
officials and to obtain the services of expert consultants on
subjects of high government interest: both activities are likely to
be of interest to key economic agencies.
- Study
groups will involve participation by officials from key economic
agencies, thus ensuring their continuing awareness of the activities
of the unit.
Another risk is that the visits abroad could be used by
government officials as rest and relaxation tours. This can be avoided
by ensuring that the visits are closely related to the priority topics
on the agenda of the unit, and by requiring written reports on the
institutions visited and insights gained.
A further risk is that the imported courses will prove to be of
little relevance under Uzbek conditions. This can be remedied through
the careful selection of courses to be imported, the testing of the
courses by sending Uzbek participants to them before deciding upon their
importation, and the modification of courses with local materials and
case studies after they have been tested and imported.
G.
PRIOR OBLIGATIONS AND PREREQUISITES
This project carries a budget higher than can realistically be
expected to come from UNDP sources alone. The Resident Representative
will explore interest in joint funding with the EEC and several
bilateral donors. If prospects for additional funding do not appear
within two or three months, the program should be contracted, either by
shortening the project to two years and the residential assignments to
eighteen months, or by reducing the number of residential staff and
international consultants made available under the project.
H.
MONITORING, EVALUATION AND REPORTS
1.
Tripartite reviews (TPR) - Technical reviews
The project will be subject to periodic reviews, in accordance
with the policies and procedures established by UNDP for monitoring
project and program implementation. Tripartite reviews, including
representatives of the Government, UNDP and executing agency, will be
held at the project site, according to a schedule to be determined by
the UNDP office in Tashkent in consultation with the GOU, once every 12
months. The Chief
Technical
Advisor (CTA) will be responsible for preparation and submitting a
Program Performance Evaluation Report (PPER) a minimum of six weeks
before TPR.
2.
Evaluation
The project will be subject to formal in-depth evaluation after
24 months from the start of full implementation, in order to examine any
need for possible improvement in the project’s implementation and
effectiveness. Representatives of the Government, UNDP and executing
agency will take part in this evaluation, for which a tentative
allocation has been made against Budget Line 16. The details of the
timing, duration, composition and terms of reference of the evaluation
team will be decided by mutual agreement two months before the
evaluation.
3.
Progress and terminal reports
Progress reports will be prepared, in the format prescribed by
the UNDP, by the project management every twelve months from the
inception of the project. The project management will prepare a draft
Terminal Report four months before the scheduled end of the project, for
review by the executing agency in advance of the terminal tripartite
review at which it will be discussed.
I.
BUDGET
Project
Personnel
w/m
$ Cost
International
Personnel
-Expert
(Economist in UN Office)
24
280,000
-Expert
(Economist in PAU)
24
280,000
-Expert
(Trainer in UWED)
24
280,000
-Sh.Term
Cons.PAU (Econ./Mang. Spec.)
30
450,000
-Sh.Term Cons.
UWED (Teachers/Course devel.)
30
450,000
SUB-TOTAL
132
1,740,000
Administrative
support
-Bilingual
Secretary (Eco.UN Office)
24
9,600
-2 Bilingual
Secretaries (Eco.team PAU)
60
24,000
-2 Bilingual
Secretaries (UWED team)
60
24,000
-l Admin.
Assistant
36
18,000
SUB-TOTAL
80
75,600
Duty travel
48,000
Other travel
7,000
SUB-TOTAL
55,000
Mission costs
75,600
Other mission
costs
6,000
SUB-TOTAL
81,000
National
Professionals
-2Nat.Prof.for
PAU (Eco./Manag.Specialist)
36
21,600
-2Nat.Prof.for
UWED (Trainer/teacher)
36
21,600
-Sh.Term Cons.
PAU (Economist/Manag.Spec.)
225
90,000
-Sh.Term Cons.
UWED(Teacher/Course devel.exp.)
270
108,000
-Interpreter/Translator
for PAU
30 15,000
-Interpreter/Translator
for UWED
30 15,000
SUB—TOTAL
372
271,200
Other national
staff
108
40,000
TOTAL
COMPONENT
792
2,302,800
-Training
abroad (Short Courses for
officials and future trainers, 20
3-month courses x $20,000)
400,000
-In-country
courses
100,000
TOTAL
COMPONENT
500,000
Procurement:
International
Procurement
-2 vehicles
40,000
-7 computers;
2 printers;
software
30,000
-Fax UWED
2,000
-2
Photocopiers
25,000
-Audiovisual
equipment, additional computers, miscellaneous teaching equipment
for UWED
100,000
-Books,
documents, journals
70,000
SUB-TOTAL
267,000
Local
Procurement
-Office and
training supplies
20,000
-Office
furniture
15,000
-Maintenance
and technical supplies
25,000
SUB-TOTAL
60,000
TOTAL
COMPONENT
327,000
Miscellaneous
80,200
TOTAL
COMPONENT
80,200
TOTAL UNDP
COST
3,200,000
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