liveNET Mongolia Strategy Report

NET
Ten Steps for ICT Adoption in the

Agro-Livestock Sector of Mongolia
(Prepared under the Livestock and Agriculture Marketing Project (LAMP) for the Ministry
of Food and Agriculture, Government of Mongolia)
Strategy and Pilot Project Design Report

October 2016
1
Table of Contents
1. Project Context and Background ..................................................................................... 1

1.1 Agro-Livestock Sector in Mongolia ....................................................................................................... 1
1.2 ICT in the Agro-Livestock Sector........................................................................................................... 4
1.3 Principal Recommendations implementation ..................................................................................... 5
2. Strategic Approach for ICT in the Agro-Livestock Sector ................................................ 9

3. Strategic Framework for ICT in the Agro-Livestock Sector ........................................... 12
3.1 The ICT Vision for the Agro-Livestock Sector .................................................................................... 12
3.2 Strategic Themes and Goals ............................................................................................................. 13
3.3 Strategies to Achieve the Goals ........................................................................................................ 14
3.4 Interventions to be Implemented ..................................................................................................... 16
4. Action Plan for the Recommended Interventions ......................................................... 50

5. Project Design and Pilot Implementation ...................................................................... 55
5.1 Terms of Reference for Multi-Disciplinary Consultancy Firm .......................................................... 62
5.2 Selection Criteria for a Firm .............................................................................................................. 70
5.3 Critical Success factors ..................................................................................................................... 73
5.4 Budgetary Requirements................................................................................................................... 75
5.5 Implementation Risks and Mitigation Measures ............................................................................. 77
6. Annexure I: High Level Minimum Functionalities associated with the modules of the
liveNET Mongolia System ............................................................................................... 81
6.1 Value-Added Utilities .......................................................................................................................... 81
6.2 Extension Utilities .............................................................................................................................. 84
6.3 Core Organisational Utilities .............................................................................................................. 96
Document Author ................................................................................................................. 100
i
List of Figures
Figure 1 Strategic Approach for Formulating the Comprehensive Strategy for ICT adoption in the Mongolian Agro-
Livestock Sector ..................................................................................................................................................... 11
Figure 2 Strategic Framework ............................................................................................................................................... 12
Figure 3 Proposed Institutional Matrix for liveNET Mongolia .............................................................................................. 27
Figure 4 Indicative Minimum Functions of the liveNET Mongolia technology system ....................................................... 41
Figure 5 Components of the liveNET Mongolia Technology Solution .................................................................................. 47
Figure 6 The Complete Strategic Framework for liveNET Mongolia .................................................................................... 48
Figure 7 liveNET Mongolia Complete Strategic Architecture ............................................................................................... 49
Figure 8 Categorisation of Budgetary Requirement for liveNET Mongolia for one year of pilot implementation ............. 77
List of Tables
Table 1 Strategic Themes and Description .......................................................................................................................... 13
Table 2 Strategic Themes and Associated Goals to be Achieved ....................................................................................... 14
Table 3 List of Interventions under the Strategic Theme: Foundational Support .............................................................. 19
Table 4 Description of Interventions recommended under Strategic Theme: Foundational Support ............................... 20
Table 5 List of Interventions under the Strategic Theme: Enabling Environment .............................................................. 28
Table 6 Description of Interventions recommended under Strategic Theme: Enabling Environment .............................. 28
Table 7 List of Interventions under the Strategic Theme: Information and Service Delivery Mechanism ........................ 36
Table 8 Description of Interventions recommended under Strategic Theme: Information and Service Delivery
Mechanism ............................................................................................................................................................. 36
Table 9 List of Interventions under the Strategic Theme: Information and Service Exchange .......................................... 42
Table 10 Description of Interventions recommended under Strategic Theme: Information and Service Exchange........ 42
Table 11 Proposed Action Plan for the Recommended Interventions ................................................................................ 50
Table 12 Involvement of Teams in the Implementation Process ........................................................................................ 55
Table 13 High-level Budgetary Requirement for the proposed interventions .................................................................... 75
Table 14 Categories deployed for estimation of liveNET Mongolia budget ........................................................................ 77
Table 15 Modules and Functionalities under the Category Value-Added Utilities ............................................................. 81
Table 16 Modules and Functionalities under the category Extension Utilities ................................................................... 84
Table 17 Modules and Functionalities under the category Core Organisational Utilities .................................................. 96
ii
NET
Ten Steps for ICT Adoption in the Agro-Livestock Sector of Mongolia
1. Project Context and Background

Mongolia, often considered far and distant, is sandwiched between the two powerful
nation-states of Russia and China, with a landlocked territory of 1.5 million square
kilometers and a small population of about 3 million people. Although Mongolia’s vast
territorial area is divided into 21 administrative units called Aimags with further
jurisdictional sub-divisions for purposes of administration, there is a disproportionate
concentration of its population in urban areas, particularly in the capital Ulaanbaatar. An
increasing trend of urban migration from distant areas owing to myriad reasons (including
livelihood) has resulted in the rural Mongolian population to be one of the sparsest in the
world with few parallels.
Consequently, the rural Mongolian population faces considerable isolation- economic,

political, social and geographical. Whereas the geographical isolation stems from vast
distances that separate remote areas of habitation from spaces of urban concentration
and amenities and is accentuated by poor physical transport infrastructure, the social
isolation is more because of the traditional nomadic lifestyle of the rural people in
Mongolia that continues even in the face of a rapidly changing economic landscape,
climate change and desertification. Similarly, political isolation is experienced by the rural
populations owing to scant and infrequent communication with local government
authorities on policies and services leaving the affected populations without the necessary
information and knowledge and a general inability to participate in policy decisions.
However, it is the economic isolation that hits the rural population the hardest and on a
recurring basis owing to remoteness from markets, high transport costs, and few
marketing options with low prices for producer goods, but high rates for consumer goods.
It is understood widely that "information hunger" can be considered both a cause and a
consequence of isolation of the rural Mongolian people in all its different dimensions and
any solution that attempts to uplift the socio-economic conditions of the people must
address handicaps felt because of lack of sufficient and timely information with rural
constituents.
1.1 Agro-Livestock Sector in Mongolia

Exceeding a 30% contribution into the Gross National Product, the agro-livestock sector
continues to enjoy a pride of position in the Mongolian economic landscape. The livestock
component of this sector, which accounts for over 80% of the sectoral output and is the
only source of income for more than 34% of all households in Mongolia, mostly nomadic
or semi-nomadic herders, is also one of the country’s major sources of export earnings, in
the form of raw materials, preliminary and semi-processed products, and finished goods.
While the main products of the livestock sector are milk, meat, hide and skins, and
wool/cashmere, the crop production sub-sector comprises wheat, cereals,
potato/vegetables and fodder crops.
Strategy and Pilot Project Design Report 1

NET
The agro-livestock sector is still in a state of transition from what it was in the erstwhile
socialist system that was dismantled in the 1990s when almost all state-owned livestock
was transferred to herders, thereby encouraging a rapid increase in the number of herds.
Participating stakeholders of the sector are still coming to grips with this change from a
state-owned protectionist regime to one of free market.
Predominance of Livestock
Mongolian agro-livestock sector is predominantly livestock oriented as harsh weather
conditions force agriculture to be largely limited to a small grain belt in the lakes region
and in Darkhan province and small scale vegetable farming near settlements. In livestock
most herders follow a transhumant production system whereby livestock serves not only
as a source of livelihood but also as food stock and wealth in a manner that requires
minimal labour deployment. Further, the reared livestock must be moved around pastures
in seasonal cycles depending upon availability of fodder and feed. A peculiarity associated
with such a system is that it does not lend itself to easy credit availability as animals are
not considered collaterals because their value and risks are linked.
Problems faced in the Agro-Livestock Sector

In the context of this assignment, the following could be considered as the principal
problems facing the sector:
 An acute lack of access to inputs and information related to the same acts as a major
limiting constraint to optimal livestock production, productivity and further growth of the
sector. Livestock and crop producers have little or no access to affordable inputs (or
information related to the same) needed to improve production efficiencies.
 Access to markets for the grower/herder community and the middlemen involved is
grossly inadequate; there is no available platform on which market-related information
could be extracted to let producers respond to changing demand for livestock products.
 Pastureland management is not institutionalized; the allocation and use of pastures
often betray ecological unsoundness and favouritism in treatment towards the
wealthier among the herders.
 Rules of livestock management and trade are not well-defined and standardised; this
makes livestock processes unpredictable and undermines proceeds that could
potentially result from the sector. This discourages farmers/herders from making
investments to improve their produce and productivity.
 There are a number of unresolved policy and regulatory issues including access to easy
and convenient finance, registration and licensing requirement, access to land,
definition and enforcement of grades and standards, animal health regulatory issues
and access to some basic infrastructure (for example, transport and logistics).
 Relationships among the different actors of the agro-livestock operational processes,
cornerstones of a well-functioning sequence of operations, are unreliable and
piecemeal.
 Collectors/Changers take advantage of producers’ limited knowledge of markets
leading to distortional pricing, almost always benefiting the collector; further, owing to

NET
the vast distances that separate the sites of production from processing units, the agro-
livestock produce changes hands several times before it reaches the processing units-
this tilts the pricing even more to the disadvantage of the producers.
 Export earnings from livestock are very low as most of the livestock businesses bypass
a well-regulated value-chain based operation and are sold in domestic markets. Further
there is a serious lack of certifications and acceptable international standards that
differentiates different categories of agro-livestock produce and certifies their quality in
respect of processes followed in their production.
 Accentuating the absence of online platforms to access services is the lack of adequate
numbers of physical points of extending agro-livestock extension services. Equally
seriously, there is also a shortage of extension services personnel, including
veterinarians, breeding specialists, drug suppliers, credit facilitators, development
agents and the like.
 There are few integrated research and training facilities available for the agro-livestock
extension actors that would empower them with the right skills and knowledge required
to provide extension services of high utility.
Focus on Value-Chains
In light of the aforesaid problems the Government of Mongolia (GoMN) has recommended
the adoption of intensively managed and diversified crop and livestock production systems
that would cushion the impact of external environmental factors, contribute to
safeguarding food security and encourage diversified production to meet changing market
demand. It is widely concluded that the change that needs to be brought about is to treat
the different steps of operations in the agro-livestock sector not in isolation but as
components of a holistic and integrated value-chain where stakeholders are working in
coordination and there is predictability in the processes that are followed supported by
well-defined and implemented governance mechanisms.
A Value Chain essentially represents the range of activities required to bring a product from
the initial input-supply stage, through various phases of production, to its final market
destination, by involving a combination of physical transformation and participation of
various actors through the different constituent stages of the value-chain. Taking a cue
from literature produced and published by the UNIDO on agro-livestock products and
services, the value-chain for the Mongolian agro-livestock sector has been considered to
comprise five sequential stages of Input Supply, Production, Collection, Processing and
Marketing/Sale for each of the following four sub-sectors:
1. Meat Products;
2. Hides/Skin/Leather/Wool/Cashmere;
3. Dairy; and
4. Crops.
Essentially improvements in the sector through a value-chain orientation must happen in

terms of the following:
 increasing the quantity and improving the regularity and continuity of production;
 improving the quality and safety of products;

NET
 reducing the time needed to reach the customer;

 minimizing transactional costs; and
 improving chain actors’ capacity to follow/assimilate technology and market
developments.
1.2 ICT in the Agro-Livestock Sector

As has been discussed above, rural areas in Mongolia suffer isolation of various kinds
across different sectors of social and economic activity. Information and communication
technologies, particularly mobile and Internet technologies, have the potential to
overcome isolation and alleviate associated encumbrances. In the past the Government
of Mongolia and other agencies including donor organisations have made efforts to
provide Internet directly to rural population by establishing Internet Service Points in
provincial centres. However, this approach has not been successful despite high literacy
rates in the targeted populations. Problems have been largely identified as the lack of an
appropriate last-mile point of service, more suitable content and services, and
intermediaries who could act as a bridge and a facilitator between the external world and
the local context.
Agricultural extension services essentially aim at increased agricultural production through

information, advice, training and technology transfer. However, the existing agricultural
extension network, though the largest operational network in Mongolia, does not quite
offer timely and accurate information; this leads to lower productivity levels in the value-
chain and poor linkages with the market. In this context, therefore, the agricultural
extension infrastructure and the provision of ICTs have a synergistic relationship between
them through intermediaries provided by the existing extension network. In course of time
this ICT-enabled network could also act as a nucleus around which to offer services beyond
the agro-livestock sector.
There are powerful change drivers for adoption of ICT in the agro-livestock sector. On the
demand side, the increasing global interlinking of markets with producers, outsourcing of
parts of the value-chain to where they would be the most profitable to execute, competition
from other producer countries and the needs of the Mongolian agro-livestock sector itself
including, most importantly, from the herder community prompt higher adoption levels of
ICTs that can bring about the desired transformation in the sector and overcome many of
the problems above.
On the supply side, ubiquity of converged IP-based ICT networks, overbearing presence of
web-based applications and services, cloud computing/services from third parties and
democratization of ICT are leading to an explosion of communication volumes. Additionally,
the worldwide explosion of mobile apps and adoption of mobile money, particularly in
developing countries and possibilities of services being conducted end-to-end over mobile
devices are making an irresistible case for ICTs, particularly mobile technologies (with or
without Internet), for stakeholders in the agro-livestock sector.

NET
Within ICT mobile technologies are particularly suited for the Mongolian agro-livestock
context because (a) mobile penetration rates are high in the country and mobile devices
are becoming progressively more affordable; (b) mobile phones provide delivery in an
instant and more convenient way; (c) mobile networks are cheaper to deploy and have a
far larger coverage/penetration than other utilities like power, Internet etc; and (e) mobile
devices are already catering to both computation and communication functions.
Principal Benefits from the Adoption of ICTs

ICTs stand to bring a host of benefits through shrinking time (by performing data
processing and calculations faster and accurately) and collapsing distances (by enabling
those separated physically to communicate, synchronously or otherwise, in real-time).
Additionally, the fact that the adoption of ICTs presupposes existence of well-defined
processes of value-chain operations, also prepares the sector to address many of the
sectoral inefficiencies discussed above and thereby prepares the sector for a wider
participation within Mongolia and beyond. In essence, ICTs promise to benefit the agro-
livestock sector through the provision of:
 Better access to information on the different stages of the agro-livestock value-chains;
 Better access to extension and other services provided by stakeholders through the
different stages of the value-chains;
 Better market links and distribution networks for agro-livestock products and services
available in Mongolia;
 Better access to finance and credit for the stakeholders of the sector; and
 Better access to payment related transactions related to sector operations between
stakeholders.
1.3 Principal Recommendations

Continued deliberations with stakeholders on shortcomings in the current state,
juxtaposition with global success stories of ICT adoption in similar contexts and thrust from
the GoMN towards a more intensive value-chain oriented agro-livestock sector have
revealed the following principal considerations that influence recommendations for the
adoption of ICT in the agro-livestock sector (or eAgro-Livestock) in the envisioned state:
A. INFORMATION HUNGER IN THE STAKEHOLDERS: Across the subsectors and through the
stages of the value-chain there is considerable "information hunger" with stakeholders,
where demand for information remains largely unsatisfied as information required is
often not available or, when available, is untimely. This results in sub-optimal
productivity and significantly less proceeds from agro-livestock activities than would be
possible if the required information was available predictably and accurately.
B. VALUE-CHAIN BASED OPERATIONS SUPPORTED BY WELL-DEFINED PROCESSES AND

GOVERNANCE MECHANISMS: It is clear that different steps of operations in the four
sub-sectors (Dairy, Meat, HSL/Wool/Cashmere, and Crops) cannot be treated in
isolation but as components of a holistic and integrated value-chain where stakeholders

NET
are working in coordination and there is predictability in the processes that are followed,
supported by well-defined and implemented governance mechanisms.
C. CONDUCIVE CONDITIONS FOR ICT IN THE AGRO-LIVESTOCK LANDSCAPE: High levels of

literacy, concerted push by GoMN to develop a knowledge society, rapidly expanding
network coverage throughout Mongolia allowing for richer transmission of data and
increasing affordability of ICT devices including mobile phones, have together created
conditions that are conducive for ICT to plug many of the information-related gaps in
the current state.
D. HORIZONTAL AND VERTICAL INTEGRATION AMONG STAKEHOLDERS THROUGH THE

AGRO-LIVESTOCK VALUE-CHAIN: A system which brings together the advantages of
value-chain based agro-livestock ecosystem and ICT and is managed properly can do a
great deal to alleviate many of the information-related concerns of the current state. It
will make agro-livestock operations work to a plan, bring about networking between
stakeholders (thus reducing the undue advantages middlemen extract) and link the
producers directly to their markets and improve the economic returns from operations.
The DrumNet case study of Kenya offers a successful model to emulate.
E. ICT PLATFORM FOR AGRO-LIVESTOCK VALUE CHAIN: ICTs should create a platform that
empowers stakeholders through the stages of the Value-Chain in respect of four
aspects: (a) it must provide stakeholders with better access to information about
operations and services/facilities available with other stakeholders; (b) it must facilitate
better access to extension and other services available at different stages of the value-
chain; (c) it must provide producers (including herders) with better and direct market
links and distribution networks for agro-livestock products; and (d) it must facilitate
better access to finance and credit facilities for their operations.
F. MULTI-CHANNEL PLATFORM TO ACCESS INFORMATION AND SERVICES: It is clear that

mobile devices (including mobile phones) have a very high degree of suitability as a
physical interface to interact with the ICT system created. However, the mobile device
as an interface and mobile network as a network to interact with the system should co-
exist with other channels of service delivery including the Personal Computer and the
phone, depending upon the situation and convenience of the stakeholders interacting
with the system.
G. MULTIPLE CHANNELS OF INFORMATION AND SERVICES ACCESS ON MOBILE DEVICES:

For mobile devices and the mobile networks as a channel of information/services
delivery several ways must be available including the mobile web for information and
mobile apps for services. Further, as there is a high percentage among stakeholders
that do not use mobile broadband and for reasons of affordability, Short Messaging
Services and other low bandwidth solutions (for example, USSD) must also be available
through appropriate mobile apps.
H. MOBILE MONEY AS CURRENCY OF TRANSACTION: In keeping with recommendations

made for mobile as a device of interaction with the eAgro-Livestock system it is also

NET
helpful to note that mobile money can be adopted as an easy currency of transaction
for information and services exchanged on the eAgro-Livestock platform. Further, it Is
also apparent that mobile-apps that circumvent the need to go through mobile
broadband to access the eAgro-Livestock solution could be deployed.
I. INTERMEDIARIES AND AGENTS ON THE GROUND: Besides the eAgro-Livestock solution

it is also necessary that physical facilities attended to by intermediaries are available
on the ground that stakeholders can reach out to in times of need. Modalities and
models by which to utilize intermediaries and physical facilities catered by them would
need to be worked out in detail though.
J. AN INSTITUTIONAL STRUCTURE AND AN OMBUDSPERSON: For an eAgro-Livestock

system to be created virtually from scratch coordinated multi-stakeholder action on
several fronts will be required. This will be possible only if there is an empowered
institutional structure entrusted with driving and managing the exercise with the trust
and collaboration of all involved stakeholder groups. It is important therefore that rules
and processes of governance be defined clearly and recourses be available whenever
a breach is observed in respect of any of the rules defined. For this purpose, besides
the institutional structure responsible for driving the eAgro-Livestock initiative there
must be an Ombudsperson to remedy grievances reported by any of the stakeholders.
K. AN APPROPRIATE BUSINESS MODEL: As the system envisaged cannot be sustained by

any government or other support in perpetuity, business models must be evolved,
discussed threadbare with stakeholders and finalised to ensure that this initiative
creates its own revenues in at least the medium to long term. Even if GoMN kickstarts
the initiative by injecting some funds, the system must find its own revenue streams as
time progresses and activities acquire momentum.
L. INTERVENTIONS AT THREE LEVELS: It is also clear that interventions are required at

essentially three levels: (a)operational, including the creation and operation of ICT
solutions and facilities required for the ICT-enabled agro-livestock system; (b) the
enabling environment, or the creation and maintenance of processes and management
regime required to run the ICT system in a smooth way; and (c) the foundational
structure to create the legal, policy and institutional basis and support on which the
other two levels would exist.
Recommendations
It is amply clear that a comprehensive eAgro-Livestock solution must include many
elements that together lend it completeness:
1. E-AGRO-LIVESTOCK FOUNDATION must include elements that provide a foundational

structure in which the initiative must operate, comprising (a) Legal and Policy
Foundations; (b) Institutional Structure; and (c) Monitoring & Evaluation Framework.

NET
2. E-AGRO-LIVESTOCK ENABLING ECOSYSTEM must include components that assume the

existence of the foundations and define operational basis on which information and
services are to be delivered, comprising (a) Bye-laws, guidelines and rules framed under
the legislations/ statutory provisions defined; (b) Core and Access infrastructure; and
(c) Stakeholder Capability and Capacity Building.
3. E-AGRO-LIVESTOCK SERVICE DELIVERY must comprise (a) Business Model being

deployed; (b) Operational Model, or the rules of participation, service delivery including
service level parameters and the like; (c) Multi-Channel/Device Access Infrastructure;
(d) eAgro-Livestock Access Staff responsible for knowledge exchange and service
delivery; and (e) Knowledge Content/ Service Delivery/ eAgro-Livestock Tools and
Utilities.

NET
2. Strategic Approach for ICT in the Agro-

Livestock Sector
This chapter provides a brief overview of the approach adopted for the formulation of the
strategy for ICT adoption in the Mongolian agro-livestock sector in the stages described
below.
Stage 1: Mongolian Agro-Livestock Sector ICT Stocktaking and

Benchmarking with Best Practices
The current state of ICT adoption in the Mongolian agro-livestock sector was examined in
three different domains:
A. Sector Management, comprising a categorisation of stakeholders, their respective

roles and a high-level assessment of the efficiency with which the activities are carried
out and the current levels of adoption of ICT as a tool to facilitate the performance of
the said activities.
B. Sector Development, consisting of activities that are required for growth of the sector
including reaching agro-livestock products and services to the market, adoption of
requirements in different export markets and connecting the different service seekers
with the service providers in the Mongolian agro-livestock sector.
C. Intra-sectoral Collaboration, principally connected with platforms and facilities with

which stakeholders of the agro-livestock sector with connect with one another to
exchange knowledge and expertise, besides the services stakeholders might have to
offer.
Stage 2: Analysis of Interventions

Analysis of interventions was done in the different domains with a view to conclude
whether:
 More activities or interventions needed to be taken up in addition to the ones that
have already taken place in the country (EXPANSION); or
 The activities or interventions that were taken up needed to be conducted differently
from the way they were carried out in the past (ENHANCEMENT).
Stage 3: Envisioning ICT adoption in the Agro-Livestock Sector

Based on the findings from stocktaking and the Best Practice study, the Vision for ICT
adoption in the agro-livestock sector was conceptualized, discussed and then finalized
with participating stakeholders. The Vision formulated is long-term, realistic and captures

NET
all elements of the agro-livestock sector that must be accounted for while pursuing ICT
adoption in the sector.
Stage 4: Identify Strategic Themes and Associated Strategic Goals

For the Vision formulated above to be realized, Strategic Themes in which interventions
were to be taken up were also conceptualized with each of the Strategic Themes being
associated with a Goal that had to be met in the intervening years till the Vision is realised.
As against the Vision, the Goals are of narrower remit but together work towards making
integrated ICT adoption along all the aspects covered in its conceptualization.
Stage 5: Formulation of Strategies and Interventions to realize the Goals

Each of these Goals and Strategic Themes was then associated with different strategies
following which identified interventions would be implemented. An intervention is the most
atomic implementation construct that is finite in time with a well-defined start and finish
or could be defined as time-unbound or recurring (for example, the conduct of capacity
building). In either case, however, the implementation was associated with an "output".
Stage 6: Formulation of the Complete Action Plan for ICT adoption in the
Agro-Livestock Sector in Mongolia
Once the different interventions were defined, they were put together into an Action Plan
that took into account the prioritization factors and inter-dependencies, different pre-
requisites and post-requisites for the projects, and the associated resource requirements
for implementation of the Action Plan. Concurrently, it has been ensured that clear
ownership structures are identified and the requisite institutional framework is also in
place for the implementation of the plan.
Figure 1 graphically summarizes the above approach.

NET
Principal Domains of Approach for Analysis Identified Thrust Vehicles of Details of

Assessment Areas Implementation Implementation
STRATEGY “1” Action Plan for
Theme
Livestock Sector ICT
Enhance Associated Implementation

DOMAIN 1
One
Mongolia Agro-
Goal STRATEGY “2” Budgetary

Stocktaking
liveNET Mongolia Vision

(Sector Management)
List of all Recommendations

Expand STRATEGY “3” Allocations
Prioritization of
Theme
Associated STRATEGY “4”
Two
Interventions
Enhance Goal
DOMAIN 2 STRATEGY “5” Intervention
(Sector Development) Outcomes
Expand STRATEGY “6”
Theme
Three
Associated Intervention
Trends and Best
Goal STRATEGY “7”

Practice Study
Ownership
DOMAIN 3 Enhance STRATEGY “8” Institutional
Framework
Theme
(Inter & Intra Sectoral STRATEGY “9”
Four
Associated
Collaboration) Expand Goal Monitoring and
STRATEGY “10” Evaluation
The ICT adoption in the Countries/contexts were first From the current state, Each theme would have Holistic Focus
consultations will lead

Strategic Approach
Mongolian agro-livestock sector identified to see if requirements for the Vision a goal associated with it including Policy/Legal
was broken down into several benchmarking is tenable. Gap Deliberations and and the slew of broad that will be realised Clear Ownership
to the Vision
Guidelines
domains of interventions in identification has 2 forms: (a) recommendations, through strategy(ies). Exclusive Institutional
which assessment was done. For existing interventions to be Strategic Themes (STs) Strategies, in turn, would Framework
every domain (a) current state done differently (“ENHANCE”) were identified. Each of be implemented through Outcome based M&E
assessment and stocktaking or (b) existing interventions are these STs was associated interventions. They Framework
was accompanied by (b) incomplete and new initiatives with a Goal area and target would be prioritized Evolutionary Approach
benchmarking study with best need to be taken up value to be realised as part based on their logical that will proceed on a
practices and global trends . (“EXPAND”) of the Vision. relation. pilot-testing basis
Figure 1 Strategic Approach for Formulating the Comprehensive Strategy for ICT adoption in the Mongolian Agro-Livestock Sector

NET
3. Strategic Framework for ICT in the Agro-

Livestock Sector
Figure 2 brings out the hierarchy of the
strategic framework, comprising, a ICT in the Mongolian
comprehensive Vision for adoption of ICT in Agro-Livestock Sector
Agro-Livestock sector, constituent identified Vision
strategic themes in which activities need to Strategic Themes
be taken up, strategies to be pursued in each (GOALS)
of the identified themes and interventions
with which the strategies must be realised. Strategies
Interventions are the most atomic level of the

framework and imply activities that must be Interventions
performed within prescribed timelines
according to an Action Plan (provided later in
this document) and are associated with
defined outputs. Figure 2 Strategic Framework
3.1 The ICT Vision for the Agro-Livestock Sector

The principal findings as provided in Section 1.3 informs the ICT Vision for the Agro-
Livestock sector, including, without attempting to repeat, the following aspects:
 Before ICT is inducted into the agro-livestock system the same must be run on Value-
Chain based principles in a holistic manner;
 Rules by which the value-chain based system would be run must be defined for
predictability in the system operations and their compliance by all who join the system
must be ensured through well-defined governance mechanisms;
 The system must work on a self-sustainable basis (at least in the medium to long-term);
 ICT must then be introduced into the system to bring about the greatest good for all who
are a part of it through better sharing of information and services.
With the above background the ICT Vision for the Agro-Livestock sector for Mongolia has
been formulated as in Box 1. For easier reference and mnemonics, the envisioned system
has been referred to as liveNET Mongolia.
liveNET Mongolia
Vision: Predictable, Self-Sustainable and well-regulated ICT-driven ecosystem based
on the Agricultural and Livestock Value-chain that provides greatest benefit to its
participating stakeholders through timely and efficient sharing of information and
services.
Box 1 ICT Vision for the Mongolian Agro-Livestock Sector

NET
As an objective way of ascertaining whether the Vision has been realised the following are
the Impact Targets associated with the above Vision Statement for liveNET Mongolia. The
targets specified are in line with the value chain conceptualisation for the agro-livestock
industry enunciated by the United Nations Industrial Development Organisation (UNIDO):
1. Transaction Losses betray embedded inefficiencies in the linkages of value-chains, in
this context, owing to incomplete information availability. As such transaction losses
are targeted to be reduced by at least 60% by the year 2023.
2. Categorisation and Standardisation of agro-livestock produce is one way to ensure
that products earn the deserved price in the marketplace unlike the current situation
where all agro-livestock produce is dealt with under the same omnibus category
without drawing any distinction between them. Although not especially dependent
upon the induction of ICT, this target category has nevertheless been retained and it
is targeted that 90% of all produce would be appropriately categorised and
standardised.
3. Ultimately, recommended interventions will be worth the investments if the same
result in augmentation of output and that increased information availability will
empower the farmers/herders and other stakeholders with enough information to stay
prepared for untoward events (for example, related to weather). This should bring
about a reduced variability and greater predictability in the outputs. Targets
associated are that (a) overall output would rise by at least 25%; and (b) variations in
the output would be capped at 10% on a Year-on Year basis by 2023.
4. To bring about greater predictability in the processes it is important that the defined
rules are complied with by respective stakeholders and instances of reported non-
compliance are penalized. It is targeted that at least 80% compliance rate to defined
rules and processes will be achieved by 2023.
5. As a measure of self-sustainability, it is also targeted that all investment costs would
be fully recovered by 2023.
3.2 Strategic Themes and Goals

To realize the above Vision four (4) Strategic Themes have been identified as explained in
Table 1.
Table 1 Strategic Themes and Description
Strategic Theme Description

Foundational This theme includes all elements that render foundational
Requirements support on which other interventions will come into play. This
will comprise, broadly, the areas of policy support, legal and
quasi-legal framework, institutional apparatus and the
monitoring framework for progress assessment required for
the recommended ICT interventions. However, once actualized,
will not need to be revisited frequently.
Enabling This theme consists of interventions that use the support
Environment structure created under the "foundational support" theme as a
basis and defines the governance mechanisms to ensure
compliance with the rules defined for liveNET Mongolia.

NET
Strategic Theme Description

Additionally, this will also include interventions related to
building stakeholder capability to participate in the system and
installing an appropriate technology infrastructure
(storage/networks/access) to serve as the technology
backbone. Unlike in the first interventions in this theme will
need to be periodically revisited to ensure whether the
"enabling environment" created continues to be
commensurate with what the system requires it to be.
Information and This theme will entail defining the operational basis on which
Service Delivery to run the liveNET Mongolia initiative from two perspectives: (a)
Mechanism defining the operational processes and their service level
benchmarks where relevant; and (b) describing the business
plans on which liveNET Mongolia would be run so as to achieve
self-sustainability in the medium to long term.
Tools for Information This theme consists of interventions that would result in the
and Service ICT tools and utilities component of liveNET Mongolia and the
Exchange concurrent awareness campaigns that must be conducted to
reach the message of availability of such a platform to all
concerned stakeholders.
Further, each of the Strategic Themes (STs) has been associated with a Goal. Table 2
brings out the STs and their respective goals.
Table 2 Strategic Themes and Associated Goals to be Achieved
Strategic Theme Goals Defined

Foundational  By 2020 the complete institutional apparatus to be
Requirements established in all Aimags besides at the Central Level
Enabling  By 2022 all stakeholders will have gone through minimum
Environment capacity enablement to benefit from the liveNET Mongolia
system
 By 2021 the complete institutional setup required for
liveNET Mongolia system Ombudsman to be established
Information and  By 2017 the first version of the complete operational
Service Delivery model, rules, processes and guidelines to be defined
Mechanism
Tools for Information  By 2018 the complete technology solution should be ready
and Service and gone live with in the first pilot implementation
Exchange  Awareness exercises to be accomplished concurrently
3.3 Strategies to Achieve the Goals

Each of the Goals identified above is planned to be achieved through strategies. Thus, for
example, the goal corresponding to the theme of “Foundational Support” is identified to

NET
be achieved by 3 (three) strategies. The following brings out the complete configuration of
Strategic Themes, Goals and strategy (ies) to achieve the goals.
Strategic Theme: FOUNDATIONAL SUPPORT

This theme includes the three areas of institutional structure, policy and legal support, and
a monitoring framework for liveNET Mongolia. Accordingly, three strategies are
recommended to be realised for interventions under this theme:
Strategy One: Setup and Operationalize a multi-stakeholder comprehensive

institutional apparatus to drive and monitor the liveNET Mongolia
Initiative
Strategy Two: Bring into effect the complete legal and regulatory support structure
required to conduct recommended operations of the liveNET Mongolia
ecosystem
Strategy Three: Design and Institutionalize an elaborate Monitoring and Evaluation

framework
Strategic Theme: ENABLING ENVIRONMENT

This theme includes the three areas of capacity building, ICT infrastructure, and a
governance framework for liveNET Mongolia. Accordingly, three strategies are
recommended to be realised for interventions under this theme:
Strategy Four: Undertake role and need-based capacity building of participating

stakeholders of the liveNET Mongolia ecosystem
Strategy Five: Design and Implement minimal ICT infrastructure required at storage,
network and access levels to ensure uninterrupted operations
Strategy Six: Design and put into operation complete governance framework to
regulate the activities of the liveNET Mongolia ecosystem
Strategic Theme: INFORMATION AND SERVICE DELIVERY MECHANISM

This theme includes the two areas of operational model (including process definitions) and
business models (including business planning) for liveNET Mongolia. Accordingly, two
strategies are recommended to be realised for interventions under this theme:
Strategy Seven: Collaboratively define the complete set of processes and benchmarks
to be followed to conduct the operations of the liveNET Mongolia
ecosystem.

NET
Strategy Eight: Develop a Business Plan aimed at making liveNET Mongolia ecosystem
self-sustainable in a scalable manner with collaboration of stakeholders
entrusted or otherwise participating in its implementation
Strategic Theme: TOOLS FOR INFORMATION AND SERVICE EXCHANGE

This theme includes the two areas of technology design and deployment, and a wider
outreach campaign among stakeholders for liveNET Mongolia. Accordingly, two strategies
are recommended to be realised for interventions under this theme:
Strategy Nine: Design and Implement from a functional and technology perspective the
comprehensive liveNET Mongolia solution in a phased manner
Strategy Ten: Launch an appropriate Outreach and Awareness campaign to bring

liveNET Mongolia ecosystem to its beneficiaries and elicit their
participation
3.4 Interventions to be Implemented

This section provides a brief description of the interventions recommended. The
descriptions are covered under the respective strategies according to the strategic themes
in which they fall and outline the methodology of carrying out the interventions. Every
intervention has been codified uniquely with a number that follows the number associated
with the strategy that the intervention seeks to implement.
Principal Points of Relevance on the Operating and Business Model as

Preface to the description of the Interventions
In line with the Vision defined above, the liveNET Mongolia system is expected to be a self-
sustainable value-chain based agro-livestock ecosystem that (a) connects all involved
stakeholders on a voluntary basis; (b) is run on commercial lines but on transparent and
codified processes that promise a high degree of predictability; (c) is supported by well-
defined governance mechanisms and institutions; and (d) continuously strives to improve
the output of the agro-livestock sector in Mongolia through efficient sharing of information
and services.
The following points are brought to attention as recommendations towards operating and
business model of liveNET Mongolia:
A. Institutional Matrix
1. At the central level a Multi-Stakeholder Taskforce1 is proposed to drive,
supervise, regulate and coordinate the liveNET Mongolia initiative. The taskforce
1 The entity of a taskforce is used here loosely more in appreciation of the urgency with which it needs to be set up so as not to delay
the implementation process after the pilot. As the success of this initiative critically depends upon the accretion of stakeholders into
the liveNET system it is recommended that as the system picks up pace and gathers stakeholders across Aimags, this agency should
function more like a “Board” or, alternatively, like a “Commission”. The exact type of entity this would be is left to the Intervention
(1.1) to deliberate and recommend.

NET
is also expected to resolve conflicts as and when they arise between

participating entities. Figure 3 provides an outline of the institutional matrix
involved and is to be read with details as provided below.
2. The taskforce will facilitate, supervise and approve deliverables emerging from
exercises aimed at a host of activities including defining operating rules and
guidelines related to the operation of liveNET Mongolia. The National Agriculture
Extension Centre will act as custodians and copyright holders for all knowledge
projects created under this initiative.
3. In the full implementation phase (after the pilot phase) invitations will be
extended publicly by the taskforce for all entities (or combinations thereof) to run
this initiative at the Aimag level (including all the Soums under it) on commercial
lines using the technology solution provided by the taskforce that runs on pre-
agreed and well-defined operating rules and guidelines as has been stated
above.
4. It is expected that, either singly or in combination, mobile network operators,
transport and logistics providers, mobile money providers, banks and
microfinance institutions, industry associations or civil society organisations will
respond to this initiative. However, regardless of the mode in which "bidders"
express interest the entity(ies) that gets to run this initiative at the Aimag level
(or the Aimag-level liveNET Operator henceforth) will need to be financially and
operationally separate from the core business of the bidding entities in order to
keep accounts of liveNET Mongolia at every Aimag level separate and to preclude
any conflicts of interest that might result between the Aimag-level liveNET
Operator and the core business of the entity(ies). The Aimag-level liveNET
Operator will need to appropriately registered under extant Mongolian laws to
carry out its business.
5. Until the taskforce is formally constituted and instituted a Multi-Stakeholder
liveNET Mongolia Implementation Committee will be established to steer the
implementation process. The Committee will perform all tasks envisaged for the
Taskforce (as stated above and as emerges from the Intervention No (1.1)) till
such time that the Taskforce formally begins operations.
B. Sources of Revenue
1. Indicatively, the sources of revenue for the Aimag-level entities are suggested to
be as follows:
 Enrolment/Registration of users into the liveNET Mongolia system and Annual
Renewals;
 Subscription Services for the various types of services available, for example
customised weather alerts based on user location;
 Commissions on all transactions conducted between goods/service seekers
and their providers;
 Advertisements on the liveNET portal and/or mobile app.
2. However, this does not exclude any other sources of revenue that the Aimag-
level liveNET operator might deem fit. The specific sources of revenue that the
operator will deploy will be as in the proposal offered by the entities at the time
of responding to the public invitations. Selection of the Aimag-level operator will

NET
be for a period of two years after which either the contract will be renewed or
fresh selections will be ordered depending upon the performance of the
operator.
C. Operational Rules, Processes and Guidelines

1. Operating rules will need to be defined clearly and in detail on which all
operations of the liveNET system will be conducted. These rules will not only
cover processes and procedures to be followed in respect of liveNET’s
operations but will also specify the time within which different components of
liveNET operations will need to be performed efficiently. An indicative outline of
functionality that need to be covered under this system is described in Figure 4.
2. Appropriate legal, quasi-legal and/or statutory steps will be taken to ensure that
operations that take place over the system are legally enforceable and any
breach that takes place from the promised levels of delivery can be addressed
through legal and/or statutory recourses.
3. Procedures for undertaking such recourses and institutions to which breaches
in service delivery or any other infraction from what was committed are taken,
need to be established. The first level of such action will be with the Taskforce
itself which is considered to be sufficiently neutral in this case to be followed, if
required, by an Ombudsman as judicial/statutory institution entrusted to
address such concerns.
D. Technology to be Used
1. Based on the rules and guidelines framed in large functional blocks, Figure 4
indicatively represents a schematic construction of the sub-systems and
modules that would make up the liveNET technical system. This representation
should not be considered as final but instead as indicative and minimum. An
exercise has been recommended to lend finality to the functional composition of
the liveNET technical system.
2. The liveNET technical system should be available on both platforms of a
computer connected to the Internet and a mobile device including the mobile
phone through a mobile app. The complete system will be designed and
constructed as part of the pilot exercise in a Soum over both the platforms with
the mobile app coming up first. This application will be built and tested using live
data in a selected Soum during the pilot exercise. Once the pilot exercise is
accomplished the system will be in the custody of the National Agriculture
Extension Centre to whom the ownership of the solution will vest and will be
available for use by all the liveNET Aimag Operators on payment of an
appropriate royalty fee as part of the Aimag-level operations. As a measure of
further clarity, the same liveNET technical solution must be run on the operators’
own hardware and infrastructure with the responsibility of procuring any product
licenses (hardware or software) being the operator’s.
3. During the roll-out (or even later) should any changes be felt required to be made
into the technical system the same will be highlighted to the central taskforce
and, if agreed, the change will be effected by one of the teams available with the
taskforce and rolled out uniformly to all Aimags.

NET
4. A first level description of expected minimum functionalities is found in

“Annexure I: High Level Minimum Functionalities associated with the modules of
the liveNET Mongolia System” of this document.
E. Phased Implementation from Pilot to Countrywide Roll-out

1. The implementation is planned to take place in two large phases of "Pilot" and
"Roll-Out" with the pilot taking place at the level of a Soum and the roll-out
happening subsequently to all the other locations in different Aimags across the
country based on the model described above.
2. A set of interventions as envisaged under the Action Plan reflected in Table 11
is expected to prepare the ground for the roll-out with a few of them happening
as precursor to the technology implementation during the pilot and others
concurrently with the pilot. Deliverables emerging from the exercises during the
pilot phase are those that will be required during the roll-out.
3. During the Roll-out Aimag-level liveNET Operators will be selected through
responses to public invitations for bidding as has been explained above.
F. Flexibility with Governance

1. A blend of flexibility and compliance with pre-defined rules and technology with
well-articulated and unambiguous governance mechanisms is recommended as
part of the roll-out implementation.
2. Whereas the institutional matrix defines a high-level taskforce and its
constituent units at the central level with appropriate roles of the taskforce as
described above, the institutional composition at the level of Aimag and Soum
as reflected in Figure 3 is only indicative and is left to the liveNET Operators at
the Aimag level to define. However, for the sake of uniformity and a level-playing
field the operators across Aimags (a) must follow the same operational rules and
guidelines defined during the pilot exercise for liveNET operations; (b) be subject
to the same rules of governance as defined during the pilot exercise; (c) use the
same technology solution in both the computer and mobile versions; and (d)
largely perform the same high-level activities identified (for example, capacity
building, awareness generation etc) as identified.
Strategic Theme: FOUNDATIONAL SUPPORT

Table 3 provides a list of interventions under this strategic theme:
Table 3 List of Interventions under the Strategic Theme: Foundational Support
Strategy Int. Code Name of the Intervention
Strategy One: Setup and 1.1 Define Organisation Design for institutional
Operationalise a multi- apparatus to drive, monitor and regulate
stakeholder liveNET Mongolia initiative
comprehensive 1.2 Design complete Organization Structure with
institutional apparatus to staffing, job descriptions, reporting

NET
drive and monitor the e- relationships and other details for defined
Agriculture Initiative Organization Design
1.3 Define interacting relationships, frequency
and other forms of engagement between
liveNET Mongolia institutional apparatus at
central level with those at the Aimag Level
1.4 Define, design and situate office of
Ombudsperson for appeal of stakeholder
grievance on operations of liveNET Mongolia
ecosystem
Strategy Two: Bring into 2.1 Draft/enact legislation or formulate a statute
effect the complete legal as basis for liveNET Mongolia institutional
and regulatory support setup
structure required to 2.2 Draft/enact appropriate legislation/statute
conduct recommended to legal foundations for mobile money and
operations of the e- other related matters of liveNET Mongolia
Agriculture ecosystem 2.3 Draft/enact appropriate legislation or
formulate a statute to provide for office of
the liveNET Mongolia Ombudsperson
Strategy Three: Design and 3.1 Adopt and institutionalize the liveNET
Institutionalize an Mongolia readiness model
elaborate Monitoring and
Evaluation framework
Table 4 provides a brief description of the intervention including the expected output from
the exercise and recommended agencies responsible for implementation of the same.
Table 4 Description of Interventions recommended under Strategic Theme: Foundational Support

Expected Output
Intvn. Agencies
Brief description of the Intervention and any inter-
Code Responsible
dependencies
1.1 Operations as part of liveNET Mongolia  liveNET  Output- Multi-
system ought to be run on a self- Mongolia stakeholder
sustainable basis on commercial lines. Implementing liveNET
Therefore, it is envisaged that at the Committee to Mongolia
Aimag and soum level different entities oversee the Taskforce
will be in place that will run the system performance Organisation
at the Aimag level involving of this Design
stakeholders. However, there needs to intervention  Recommend-
be a multi-stakeholder entity at the and ation on
central level that will be tasked with associated whether it
driving, monitoring and regulating the approval of needs to be a
initiative so as to ensure that across

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
the Aimags operations are run on emerging Board or a
similar lines following common rules deliverables Commission
and procedures and using the same  Exercise to  Setting up the
technology system. be performed liveNET
by a multi- Mongolia
Figure 3 represents an outline of the disciplinary Implementing
organisation design involved. At the consultancy Committee is a
Central level a multi-stakeholder firm as pre-requisite
taskforce is proposed to be set up that described in  Setting up of
will be responsible for driving, this the taskforce
coordinating, conflict resolution, document. is a pre-
regulation, governance and addressing requisite for
the first level of grievance redressal installation of
functions. No new physical the Aimag-level
infrastructure needs to be created and entities
the taskforce will comprise individuals
working in an ex-officio capacity.
However, teams will need to be
stablished as indicated in Figure 3. The
taskforce could be assisted by a
Secretariat that will facilitate meetings
of the taskforce with a diverse group of
stakeholders.
It is suggested that the National

Agriculture Extension Centre may house
the entities created as described above
while the Centre could serve as the
custodians and copyright holders of all
knowledge products created at the
central level.
The objective of this exercise will be to

 Finalise the mandates and
objectives of the central institutional
set up;
 Draw up a detailed Terms of
Reference for the taskforce;
 Draft specific and detailed Terms of
Reference for the teams working
under the taskforce;

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
 Design and agree upon Organisation
Design for the taskforce mentioned
above; and
 Recommend the type of entity for
the taskforce as liveNET acquires
momentum (for example, Board,
Commission etc).
1.2 Based on the Organisation Design  liveNET  Output- full
defined in 1.1 this Intervention aims to Mongolia Org. Structure
define the complete organisation Implementing of the liveNET
structure for the taskforce, its Committee to Taskforce
secretariat and it constituent teams as oversee  Setting up of
reflected in Figure 3. The description of performance the taskforce
the organisation structure will include and approval is a pre-
descriptions of the roles and of emerging requisite for
responsibilities, job descriptions, deliverables installation of
reporting relationships, performance  Exercise to the Aimag-level
evaluation criteria and, in case a be performed entities
resource needs to be selected from by a multi-  Intervention no
outside, the selection criteria for such a disciplinary (1.1)
candidate. consultancy
firm as
described in
this
document.
1.3 As the liveNET Mongolia ecosystem  liveNET  Output-
provide flexibility with governance, this Mongolia Operations
exercise aims to develop the rules of Implementing Manual of the
engagement between the central level Committee to liveNET
taskforce and the Aimag-level liveNET oversee Taskforce
Operators in order that uniformity and performance  Setting up
level playing field is maintained. This and approval liveNET
intervention will aim to define: of emerging Implementing
 Regime of compliance checks from deliverables Committee is a
the central taskforce for the Aimag-  Exercise to pre-requisite
level entities on whether the be performed  Intervention no
processes defined are being by a multi- (1.2)
followed; disciplinary
 Suo-moto reports of compliance consultancy
from the operators to the taskforce firm as
periodically or as and when described in
required; this
document.

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
 Frequency and type of interactions
between the operators and the
taskforce either on a periodic
and/or on a need basis; and
 Any other aspect emerging from the
operating rules and processes
defined under the Intervention 7.1.
1.4 With liveNET Mongolia critically  liveNET  Output-
dependent on commitments made by Mongolia Organisation
stakeholders to one another to work in Implementing Design and
the value-chain it is important that Committee to Structure of
commitments made by stakeholders oversee liveNET
between themselves and by the system performance Ombudsperson
to its stakeholders are upheld and any and approval  Setting up
breaches/infractions attract of emerging liveNET
appropriate penalties. deliverables Implementing
 Exercise to Committee is a
It is expected that the central taskforce be performed pre-requisite
with its mandate works as a natural by a multi-  Intervention no
regulator for the system; however, if disciplinary (7.1)
stakeholders are not satisfied with consultancy
resolution provided by the taskforce an firm as
appeal would lie with an described in
Ombudsperson as a statutory authority this
much like a public service document.
Ombudsperson. This could either be an
existing position in the sector or any
other office with similar mandates or a
new office proposed to be instituted.
Considering the above, this intervention
aims at the following:
 Finalise the mandates and
objectives of the Ombudsman
institution;
 Draw up a detailed Terms of
Reference for the same;
 Draft any specific and detailed
Terms of Reference for teams
proposed to be working under the
Ombudsperson; and
 Any other matter felt necessary to
describe the office and its activities

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
in sufficient detail for the institution
to be set up swiftly.
2.1 This intervention aims at putting in  liveNET  Output- Draft
place an appropriate legal and/or Mongolia Law/Statute
statutory basis for the liveNET Implementing for liveNET
Taskforce as the principal regulator for Committee to Mongolia
operations conducted using the liveNET oversee Taskforce/
system. At the minimum, the activities performance Board/
that must be performed include (a) and approval Commission
drawing from the mandate of the of emerging  Setting up
taskforce as defined above to define deliverables liveNET
objectives under which this institution  Exercise to Implementing
must be established; (b) activities on be performed Committee is a
which this institution must adjudicate; by an pre-requisite
(c) levels of authority in the taskforce individual  Intervention no
and their powers if applicable; (d) legal (6.2, 6.4, 7.1)
mechanisms by which to define specialist
regulatory rules under this legislation with
/statute; (e) consultation with expertise and
stakeholders to obtain comments on experience in
recommendations; (f) preparation of ICT including
the draft legislation/statute; and (g) mobile
proclamation/enactment/adoption of money
the statute.
In addition, either under this statute or

outside of it legal and/or statutory
support needs to be put in place in
order that communication messages,
agreements, obligations under the
liveNET system are legally enforceable.
In particular, this must look at
according legal enforceability to online
contracts concluded between parties
on the liveNET system, communication
messages to be treated at par with
written and authenticated
communication, any data protection/
privacy issues involved, and
appropriate changes required to
facilitate the obtaining of applicable
licenses/permits through the liveNET
system.

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
2.2 Through this intervention  liveNET  Output- Legal
legal/statutory provisions are needed to Mongolia and Statutory
be made in respect of mobile money at Implementing proposals
least in the following requirement Committee to including draft
areas: oversee enactments for
 Safeguarding customer money to performance liveNET
ensure it is available when customer and approval Mongolia
wants to redeem; of emerging operations and
 Interest on the money held by deliverables for mobile
subscribers in their mobile accounts  Exercise to money
in line with that practised by savings be performed  Setting up
banks; by an liveNET
 KYC rules to be applied particularly individual Implementing
for mobile money accounts; legal Committee is a
 Number of accounts a customer can specialist pre-requisite
hold, the frequency and volume of with  Intervention no
transactions that can be conducted, expertise and (6.2, 6.4, 7.1)
and the amount that can be experience in
transferred within a certain time ICT including
period; mobile
 Transparency and customer money
recourse to enhance customer
protection, and interventions to
safeguard data protection and
privacy; and
 Interoperability between different
mobile payment systems.
2.3 This intervention aims at putting in  liveNET  Output- Draft
place an appropriate legal and/or Mongolia Law/Statute
statutory basis for the liveNET Implementing for liveNET
Ombudsman as an appellate authority Committee to Mongolia
over the Taskforce for complaints oversee Ombudsperson
regarding operations in the liveNET performance  Setting up
system. At the minimum, the activities and approval liveNET
that must be performed include (a) of emerging Implementing
drawing from the mandate of the deliverables Committee is a
Ombudsman as defined above to  Exercise to pre-requisite
define the objectives under which this be performed  Intervention no
institution must be established; (b) by an (6.2, 6.4, 7.1)
activities on which this institution must individual
adjudicate; (c) levels of authority in the legal
taskforce and their powers if specialist
applicable; (d) mechanisms by which to with

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
define regulatory rules under this expertise and
legislation /statute; (e) consultation experience in
with stakeholders to obtain comments ICT including
on recommendations; (f) preparation of mobile
the draft legislation/statute; and (g) money
proclamation/enactment/adoption of
the statute.
3.1 This intervention aims at  liveNET  Output-
institutionalizing the ICT readiness Mongolia liveNET
index (covered under the Stocktaking Implementing Mongolia
Report as part of this assignment) as a Committee to Readiness
monitoring indicator for the evaluation oversee Model
of ICT adoption in the agro-livestock performance  Setting up
sector in Mongolia. The following and approval liveNET
activities are seen as being part of this of emerging Implementing
intervention: deliverables Committee is a
 adoption of the ICT readiness index  Exercise to pre-requisite
by the Workgroup with or without be performed  Intervention no
amendments; by a multi- (7.1)
 concluding the periodicity of data disciplinary
collection to arrive at values for the consultancy
constituent indicators for different firm as
categories and parameters that described in
make up the ICT readiness index; this
 recommending modes of data document.
collection including how the data will
be sourced, processed and analysed
and transformed into values the
index requires; and
 finalising ways and formats to
disseminate the value of ICT
readiness index among
stakeholders.

NET
Central Level (Coordinating Body in the Ministry)
Multi-Stakeholder Taskforce on liveNET Mongolia

(Representations from all Stakeholder Groups Involved plus representations from Aimag Level Operators)
National Level
Sectoral
Ombudsman
Operations & Support Categorisation and Research & Data and Statistics
Team Standards Team Innovation Team Team
(Guidelines, Processes & Tech. Support) (Definition/Revision/Custody) (Markets, Products and Standards) (Monitoring & Benchmarking)
Aimag Level Business Entity
Aimag Level
Multi-Stakeholder Group at the Aimag Level Sectoral
(including Association, MNO, Government, Banking Institutions, Transport/Logistics, Ombudsman
Extension Services Providers)
Technology Compliance & Awareness &

Business
Support Enforcement Troubleshooting
Planning Team
Team Team Team
Soum Level Team (Part of the Aimag Level Entity)
TEAM LEADER
(AWARENESS AND TROUBLESHOOTING)
Development Development Development

Agents Agents Agents
Figure 3 Proposed Institutional Matrix for liveNET Mongolia

NET
Strategic Theme: ENABLING ENVIRONMENT

Table 5 List of Interventions under the Strategic Theme: Enabling Environment
Strategy Four: Undertake 4.1 Undertake a thorough/decentralized survey

role and need-based for capacity building needs of liveNET
capacity building of Mongolia stakeholders
participating stakeholders 4.2 Design a comprehensive capacity building
of the e-Agriculture strategy as guideline in consonance with the
ecosystem needs assessment and liveNET Mongolia
offerings
Strategy Five: Design and 5.1 Develop operational guidelines for putting in
Implement minimal ICT place the most optimum storage and
infrastructure required at network infrastructure for best real-time
storage, network and performance
access levels to ensure 5.2 Develop operational guidelines for putting in
uninterrupted operations place the ideal last-mile service delivery
infrastructure with the help of intermediaries
Strategy Six: Design and 6.1 Prepare complete classification,
put into operation categorization, grading, process and
complete governance standards framework for components of the
framework to regulate the liveNET Mongolia in consonance with
activities of the e- international practices
Agriculture ecosystem 6.2 Define and obtain stakeholder inputs on the
complete liveNET Mongolia Grievance
Redressal processes including any appeals
that may lie to judicial or quasi-judicial
bodies superior to the Ombudsperson
6.3 Recommend incentives/disincentives to
stakeholders participating in the liveNET
Mongolia ecosystem
6.4 Recommend comprehensive
inspections/compliance regime
Table 6 Description of Interventions recommended under Strategic Theme: Enabling Environment

Expected Output
Intvn. Agencies
Code Responsible
dependencies
4.1 This intervention is aimed at  liveNET  Output-
undertaking a survey among different Mongolia liveNET
stakeholder groups of the liveNET Multi- Mongolia

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
Mongolia system across the country Stakeholder Capacity
using a suitable sample size that will be Taskforce to Building
representative of the stakeholder oversee Needs
population to examine the current performance  Setting up
levels of capability in diverse activities and approval liveNET
related to the respective roles the of emerging Implementing
stakeholders would perform in the deliverables Committee is
liveNET Mongolia system. At the  Exercise to a pre-requisite
minimum the following areas must be be performed  Intervention
examined for stakeholder capability: by a multi- no (7.1)
 stakeholders' understanding of agro- disciplinary
livestock value chains and related consultancy
concepts from the perspective of the firm as
roles they are expected to perform in described in
the value-chain; this
 stakeholders’' understanding of document.
processes, benchmarks, service
levels, complaint mechanisms and
the like related to the operations of
the liveNET Mongolia system from
the vantage point of the roles they
would occupy;
 stakeholders' understanding and
comfort level with mobile devices
including phones, they are expected
to use, comfort level with the use of
simple mobile phone functions like
speaking, messaging, use of apps (in
both standard and smart phone
formats), use of camera embedded
in the phones/mobile devices etc;
 stakeholders understanding and
comfort level with the usage of
computers, Internet etc; and
 any other capability felt required by
the surveyors or reported by the
stakeholders themselves.
4.2 Based on the findings of the survey in  liveNET  Output-
(4.1) this intervention would Mongolia liveNET
recommend a capacity building strategy Multi- Mongolia
to be followed more as a guideline to Stakeholder Capacity
potential liveNET Mongolia operators at Taskforce to Building
the Aimag level to follow. oversee

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
performance Strategy and
Among other things the strategy will and approval Guidelines
outline the minimum requirements to of emerging  Setting up
be fulfilled for capacity building of deliverables liveNET
stakeholders including, at the  Exercise to Implementing
minimum, (a) different stakeholder be performed Committee is
groups to target with their respective by a multi- a pre-requisite
capacity building requirements; (b) disciplinary  Intervention
contents of capacity building to take consultancy no (4.1)
place; (c) formats and media of such firm as
capacity building; (d) periodicity with described in
which capacity building must take this
place; and (e) methodology to evaluate document.
the efficacy of such capacity building
carried out.
5.1 Beyond the pilot for the Aimag-level  liveNET  Output-
implementation, "bidders" responding Mongolia liveNET
to the public invitation for proposals Multi- Mongolia
would be proposing their own storage Stakeholder Guidelines for
and networking infrastructure measures Taskforce to Storage and
they propose to deploy in order to meet oversee Network
the service levels emerging from the performance Infrastructure
intervention (7.1). However, this and approval  Setting up
intervention proposes to prepare of emerging liveNET
guidelines and minimum requirements deliverables Implementing
for such infrastructure.  Exercise to Committee is
be performed a pre-requisite
As part of this exercise, at the least, by a multi-  Intervention
guidelines and minimum requirements disciplinary no (7.1)
need to be prepared for availability, consultancy
redundancy (both in storage and firm as
power), security features described in
(physical/logical), protection against this
malware like document.
spam/virus/phishing/denial of service
etc, scalability (run-time or otherwise)
and any other factors considered
necessary for such infrastructure to
follow. Additionally, this intervention
would also explore the feasibility to
deploy appropriate and dedicated
cloud-based infrastructure services
(Infrastructure-As-A-Service) facilities

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
available that could meet the
requirements and make necessary
requirements for the purpose.
Additionally, the guidelines must also
stress the need for separation of data
storage from the operator's parent
business facilities (if any).
5.2 Although the liveNET Mongolia system  liveNET  Output-
is to be used on ICT platforms with all Mongolia liveNET
interaction and transactions being Multi- Mongolia
conducted online it is felt necessary Stakeholder Guidelines for
that physical facilities in terms of Taskforce to Last Mile
manned helpdesk facilities be oversee Infrastructure
adequately present within comfortable performance  Setting up
access of the stakeholders, particularly and approval liveNET
herders for the latter to approach such of emerging Implementing
help desks for assistance in working the deliverables Committee is
system whenever they feel the need.  Exercise to a pre-requisite
Such last mile infrastructure could be be performed  Intervention
co-located with agro-livestock extension by a multi- no (7.1)
arrangements already available in disciplinary
Mongolia or infrastructure available consultancy
with brokers and middlemen involved in firm as
the livestock value-chain. Again, described in
although "bidders" responding to the this
public invitation for proposals would be document.
proposing their own last mile measures
they would deploy in order to meet the
service levels emerging from the
intervention (7.1), this intervention
seeks to develop guidelines and
minimum requirements towards
offering last mile facilities particularly
for the herders and other stakeholders.
The following are areas where
guidelines must be developed:
 The number and density of such last
mile facility in the Aimag being
considered;
 The minimum infrastructure required
and conveniences to be offered at
the last mile facilities;

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
 Manpower resources required and
their availability at the last mile
facilities; and
 Typical scope of work for manpower
resources deployed at the last mile
facilities.
6.1 Addressing one of the principal  liveNET  Output-
problems that agro-livestock produce in Mongolia Classification,
Mongolia is not adequately categorised Implementing categorization,
and graded resulting in less proceeds Committee to grading,
than would be possible for herders oversee process and
besides undermining the export performance standards
potential, this intervention will attempt and approval framework for
to put in place a comprehensive of emerging the agro-
categorisation, standardisation and deliverables livestock
certification regime for all agro-livestock  Exercise to sector in
produce in Mongolia. At the minimum, be performed Mongolia
the following activities are envisaged by an  Setting up
from this intervention to be carried out individual liveNET
in consultation with all groups of agro- Implementing
stakeholders in the agro-livestock livestock Committee is
industry: specialist a pre-requisite
 Categorisation and Classification of with  No other pre-
all agro-livestock produce in considerable requisites
Mongolia; to exposure
 Standards to be followed in respect to
of all agro-livestock produce; international
 Classification and Standards to be trade in agro-
followed in respect of livestock livestock
value-chain infrastructure facilities products
used;
 Extent of alignment in respect of the
elements for standardisation
mentioned above with global
standards such as Codex
Alimentarius and/or any other
standards system being followed;
 Certification systems to be followed
in respect of the standards
mentioned above to certify the
fulfillment of the stated standards;
and

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
 Any processes to be followed in
relation to such certificates having
global acceptability or at least
acceptability from export markets
that might be targeted.
6.2 The liveNET Mongolia system is  liveNET  Output-
essentially a system of collaborating Mongolia liveNET
interworking between stakeholders with Implementing Mongolia
an objective of raising the output of the Committee/ Grievance
agro-livestock sector. The system Taskforce to Redressal
essentially proceeds on the basis of oversee Code and
commitments made on the technical performance Process
platform of the system with and approval Manual
stakeholders committing their of emerging  Setting up
investments (monetary or otherwise) on deliverables liveNET
the basis of such commitments. Should  Exercise to Implementing
any of the commitments made on the be performed Committee is
system between stakeholders breached by a multi- a pre-requisite
this will cause economic loss to other disciplinary  Intervention
parties participating in the endeavour. consultancy no (7.1)
Therefore, this intervention will define firm as
the process of making complaints described in
following any observed breach or this
infraction that has taken place any document.
promised services as part of the liveNET
Mongolia system. At the minimum, the
following activities are envisaged:
 Process and platforms on which
such complaints can be made;
 Categorisation of the different types
of complaints possible under this
system';
 Authorities to which complaints can
be made depending upon the type of
complaint being considered;
 Timelines in which complaints must
be resolved;
 Forums and process of appeal in the
event that the complainant is not
satisfied by the resolution awarded
by the authority adjudicating such
complaints.

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
6.3 This intervention is aimed to explore the  liveNET  Output-
possibility of encouraging stakeholders Mongolia liveNET
of the agro-livestock sector to adopt the Implementing Mongolia
liveNET Mongolia solution through a Committee/ Incentives/
system of incentives; alternatively, Taskforce to Disincentives
disincentives for those who choose to oversee Report
stay out should also be investigated. performance  Setting up
Findings/recommendations of this and approval liveNET
exercise should be factored in for the of emerging Implementing
awareness generation campaign and deliverables Committee is
should answer concerns reflected by  Exercise to a pre-requisite
the stakeholders (including herders) in be performed  Intervention
the survey contemplated under the by a multi- no (7.1)
Intervention No 7.1. incentives could be disciplinary
both the fiscal (for example subsidies, consultancy
tax and duty waivers etc) and non-fiscal firm as
(for example, more convenient described in
approvals) variety. The following this
activities are envisaged under this document.
intervention:
 analyzing survey responses to
examine the suitability of different
types of incentives;
 undertaking a secondary desktop
survey of incentives provided in
other countries under similar
circumstance and in similar
contexts;
 proposing a suite of incentives/
disincentives including those that
could be provided by liveNET
Mongolia operators (for example
bonus reward points etc);
 obtaining stakeholder agreement
and/or feedback; and
 recommending operationalising
instruments.
6.4 This intervention is aimed at proposing  liveNET  Output-
a comprehensive regime of inspections Mongolia liveNET
and checks for compliance with all Implementing Mongolia
standards, guidelines and processes Committee/ Compliance
recommended as part of different Taskforce to Regime Code
interventions that are supposed to bring oversee

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
uniformity and level playing between performance  Setting up
different Aimag-level liveNET Operators. and approval liveNET
Compliance are anticipated to be of emerging Implementing
brought about both by proactive and deliverables Committee is
reactive means including, (a) periodical  Exercise to a pre-requisite
reports in designated formats to report be performed  Intervention
compliance; (b) periodical and surprise by a multi- no (7.1)
inspections by teams designated by the disciplinary
central taskforce; and (c) inspections consultancy
and checks that are response to firm as
specific complaints of any described in
breach/infractions reported. In each of this
the above instances a compliance and document.
inspection report must be submitted to
the taskforce designated authority.
At the minimum, the following are the

specific areas in which to examine
compliance or otherwise:
 whether processes followed are the
same as the ones proposed by
intervention (7.1);
 whether categorisation,
classification and standardisation of
agro-livestock produce is being
performed as agreed;
 whether appropriate standardisation
is being performed for infrastructure
and other facilities reported;
 whether traceability tags are being
adopted in accordance with agreed
norms and guidelines;
 whether data standards as
recommended under intervention
(7.1) are being adhered to;
 whether technology systems are the
same as the ones agreed upon in
respect of hardware, application,
last mile infrastructure etc;
 whether appropriate capacity
building and awareness generation
initiatives are being taken up in line

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
with what has been agreed upon;
and
 any other matter.
Strategic Theme: INFORMATION AND SERVICE DELIVERY MECHANISM

Table 7 List of Interventions under the Strategic Theme: Information and Service Delivery Mechanism
Strategy Seven: 7.1 Comprehensively define and obtain

Collaboratively define the stakeholder agreement on the complete
complete set of processes liveNET Mongolia Process Manual that
and benchmarks to be captures processes to be followed along with
followed to conduct the service delivery benchmarks
operations of the e-Agro- 7.2 Define a proper management process
Livestock ecosystem. whereby existing processes captured in the
Process Manual can be amended
Strategy Eight: Develop a 8.1 Design a common strategic architecture for
Business Plan aimed at the Business Plan that needs to be followed
making e-Agro-Livestock for the liveNET Mongolia ecosystem in
ecosystem self-sustainable different Aimags
in a scalable manner with
collaboration of
stakeholders entrusted or
otherwise participating in
its implementation
Table 8 Description of Interventions recommended under Strategic Theme: Information and Service Delivery Mechanism
Expected Output
Intvn. Agencies
Code Responsible
dependencies
7.1 This intervention aims at drafting the  liveNET  Output- liveNET
complete functional process design Mongolia Mongolia
on which operations of liveNET Implementing Comprehensive
Mongolia system will be conducted in Committee to Process
the most efficient manner possible. oversee Manual
Figure 5 offers an indicative minimum performance  Setting up
of the different functional areas of the and approval liveNET

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
system; however, the functional of emerging Implementing
blocks depicted in the figure should deliverables Committee is a
not be considered as final. The  Exercise to pre-requisite
following activities are envisaged to be performed  No
take place under this intervention: by a multi- interventions
 Identification of the different disciplinary are pre-
stakeholder groups involved in the consultancy requisites
system and their respective needs firm as
for information and services as described in
well as the data they can provide this
into the system; document.
 Conducting an optimally designed
representative survey among
herders to ascertain their
information and services
requirements, hindrances they
face in sourcing information they
need, performing a segmentation
among them to ascertain the most
appropriate ICT device for them
including the type of mobile
phones, the nature of incentives
they might need from the system
and any other aspect considered
necessary to draw up
recommendations towards a
functional design;
 Using the user needs identified as
above conceptualising the
different functional areas of the
system using the value-chain
concepts and treating the system
holistically as against in parts;
 Clearly defining the processes that
would be used to perform activities
required under the functional
areas conceptualised as above,
stakeholder roles that would be
performing the different sites of
the processes, benchmarks for the
different steps of the processes
and service delivery timelines to
be offered;

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
 identifying channels in which
different components would be
available, for example which
components would be available
through mobile apps and the
communication formats involved;
and
 any other aspects felt necessary to
be covered so as to ensure
complete uniformity of treatment
in different Aimags including but
not limited to, data interoperability
between the Aimags and easy
consolidation of data at the central
level from the Aimags.
7.2 As all of the processes defined under  liveNET  Output- liveNET
7.1 ought to allow possible Mongolia Mongolia
improvements felt necessary (though Implementing Comprehensive
in a well-regulated manner) this Committee to Process
intervention aims to define the oversee Manual
management process that will be performance  Setting up
followed to change any of the process and approval liveNET
definitions that result under 7.1 or of emerging Implementing
have an additional process included deliverables Committee is a
in the processes that together define  Exercise to pre-requisite
the liveNET Mongolia system. At a be performed  Intervention no
minimum, the following activities by a multi- (7.1)
must be performed as part of this disciplinary
intervention: consultancy
 Management process definition for firm as
proposing change/addition in the described in
existing processes including a this
rationale for the same; document.
 Approval authorities involved in
accepting the proposed changes;
 Process by which stakeholder
feedback will be invited;
 Process by which changes will be
made in the liveNET technical
system (if required);
 Process by which the new/revised
process definitions will be updated

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
with the knowledge repository held
with the custodian and
 Process by which all stakeholders
across Aimags will be intimated of
this change.
8.1 This intervention aims at providing  liveNET  Output- liveNET
common architecture and a template Mongolia Mongolia
for a business plan (financial Implementing Common
proposal) expected from potential Taskforce to Architecture for
Aimag level liveNET operators oversee Aimag Level
responding to the public invitation for performance Business Plan
proposals at the Aimag level. The and approval and Guidelines
template must provide for, at the of emerging  Setting up
least, the following items: deliverables liveNET
 the different identified sources of  Exercise to Implementing
revenue; be performed Committee is a
 expected transactions from the by a multi- pre-requisite
system, transaction volumes, disciplinary  Intervention no
transaction fee and commission consultancy (7.1)
for the operator; firm as
 expected advertisements, their described in
placement in the mobile app/web this
portal and ways to account for the document.
same;
 royalties and any other levies to be
imposed on operations conducted
over the liveNET Mongolia system
and accruing to the central
authorities as a way to recover
investments made in respect of
liveNET technical system and the
operational expenses of the staff
to be maintained at the central
level attached to the taskforce;
 penalties and/or other
compensation to be imposed in
the event of breaches in service
delivery by the operator; and
 methodology to invoke all the
above and any other elements
related to the business
plan/financial proposal to
calculate the financial "score" in

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
the evaluation of proposals from
bidders (potential liveNET
operators).

NET
TECHNOLOGY COMPONENTS (FUNCTIONAL PERSPECTIVE)

VALUE ADDED UTILITIES
Traceability & Complaint &
Mobile Money Alerts and Reminders Push Feeds and Over the Top
Other Searches Service Tracking
(V1) (V2) Notifications (V3) Services (V6)
(V4) (V5)
EXTENSION UTILITIES
Input Supply Production Collection Processing Sales
Feed and Forage Weather Information (E4) Enum. & Forecasting Traceability & Lifecycle Asset Movmt &
Management (E1) (E6) (E13) Sale (E14)
Enum. & Forecasting (E6)
Breeding & Healthcare Traceability &
Inputs Goods and Asset Movmt & Sale (E14)
Breeding & Healthcare Mgmt (E7) Lifecycle (E13)
Services (E2)
Management (E7) Livestock Nutrition Forecasting & Business eMarket Place
Weather Plan Support (E17)
Information (E4) Pasture Rotation(E9) Management (E11) (Matchmaking)
Contract Management (E16)
Pasture Livestock Nutrition Asset Movmt & Sale
(E21)
Rotation(E9) Management (E11) (E14) Contract
Transportation Traceability & Lifecycle Transportation Management
(E23) Asset Movmt & Sale (E14) (E13) Management (E23) (E21)
Cross-Stage Extension Utilities

Billing Mgmt Scheduling & Standards & Loans and Credits Benefits Transfer Facilities
(E5) Appointments (E10) Certifications (E15) (E22) (E8) Management (E12)
Licenses and Classification, Grades eMarketplace Grievance Mgmt Registration & Inspection, Testing
Permits (E3) & Standards (E19) (Matchmaking) (E16) (E24) Enrolment (E18) & Control (E20)
CORE ORGANISATIONAL SYSTEMS

Customer
Custom-Built Bolt-on Assets and Inventory Systems Financial Management Sales & Distribution
Relationship
Systems (C1) (C2) Systems (C3) Systems (C4)
Systems (C5)
Figure 4 Indicative Minimum Functions of the liveNET Mongolia technology system

NET
Strategic Theme: TOOLS FOR INFORMATION AND SERVICE EXCHANGE

Table 9 List of Interventions under the Strategic Theme: Information and Service Exchange
Strategy Nine: Design and 9.1 Design the complete liveNET Mongolia
Implement from a system in line with the survey findings based
functional and technology on the needs of beneficiaries of such a
perspective the system
comprehensive e-Agro- 9.2 Develop and implement the liveNET
Livestock solution in a Mongolia in a phased manner
phased manner 9.3 Exploit lessons learnt in the phased
implementation to recommend the most
optimum approach for scaling up the
system.
Strategy Ten: Launch an 10.1 Develop operational guidelines for a
appropriate Outreach and comprehensive multi-channel awareness
Awareness campaign to campaign for the liveNET Mongolia initiative
bring e-Agro-Livestock to drive the usefulness of the system
ecosystem to its
beneficiaries and elicit
their participation
Table 10 provides a brief description of the intervention including the expected output
from the exercise and recommended agencies responsible for implementation of the
same.
Table 10 Description of Interventions recommended under Strategic Theme: Information and Service Exchange
Expected Output
Intvn. Agencies
Code Responsible
dependencies
9.1 Whereas the intervention mentioned  liveNET  Output- liveNET
in (7.1) aims to develop the user of Mongolia Mongolia
functional requirements Implementing Technology
specifications complete with the Taskforce to Design
processes and benchmarks involved oversee Document
this intervention has the objective to performance  Setting up
develop a technical design document and approval liveNET
for the liveNET Mongolia technical of emerging Implementing
solution to be available on both the deliverables Taskforce is a
PC and mobile platforms. This assisted by pre-requisite
intervention should result in detailed the multi-  Intervention no
user interfaces required, data disciplinary (7.1)
elements involved and outputs that consultancy
would result from the system. An firm as

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
indicative solution framework that described in
depicts all components involved in this
the solution is as represented in document.
Figure 4. However, this is only  Exercise to
indicative and is expected to be be performed
revised by further findings revealed by
under Intervention 7.1 and under this Technology
intervention. At the minimum, the Design,
following are envisaged to take place Development
under this intervention: and
 translating user requirements Deployment
from (7.1) into complete technical Specialists
design documents for the liveNET (Firm)
Mongolia solution t be served over
both the interfaces of a PC and a
mobile device; and
 ensuring that all guidelines
recommended under interventions
<>, <> are adhered to while
preparing the design documents.
It is expected that, given the

complexity of the exercise involved
and that technology development and
deployment is best found with parties
different from the ones who
specialize in preparing process
designs, project management and
other associated activities, this
intervention will be carried out by a
firm/organisation different from the
one involved for (7.1)
9.2 Under this intervention the liveNET  liveNET  Output- liveNET
Mongolia technical system will be Mongolia Mongolia
developed in both the formats Implementing Technology App
(PC/Mobile), tested with dry as well Taskforce to (Web and
as live data, user feedback obtained oversee Mobile)
during testing, change requests performance  Setting up
emerging from the user feedback and approval liveNET
process incorporated into the design of emerging Implementing
and then implemented in the pilot deliverables Taskforce is a
Soum with live data for the necessary assisted by pre-requisite
duration and functionalities over the multi-

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
both the PC and mobile interfaces till disciplinary  Intervention no
such time that the pilot consultancy (9.1)
implementation process is considered firm as
completely satisfactory from all described in
stakeholder groups involved in the this
pilot implementation process. The document.
criticality of the implementation  Exercise to
process requires that the pilot be performed
implementation be declared by
successful by all stakeholder groups Technology
closely involved including the Design,
following: Development
 Project Managers of the Exercise; and
 Representative team from the Deployment
central taskforce; and Specialists
 Representative team from (Firm)
different stakeholder groups
including those representing the
herder community.
9.3 This intervention is aimed at  liveNET  Output- liveNET
capturing lessons learnt from the pilot Mongolia Mongolia Pilot
implementation after consultation Implementing Implementation
with all stakeholder groups involved, Taskforce to Report
sharing the findings with them and oversee  Setting up
incorporating such lessons learnt into performance liveNET
the post-pilot implementation and approval Implementing
programmes. of emerging Committee is a
deliverables pre-requisite
 Exercise to  Intervention no
be performed (9.2)
by a multi-
disciplinary
consultancy
firm as
described in
this
document.
10.1 An awareness campaign for liveNET  liveNET  Output- liveNET
Mongolia among its stakeholders, Mongolia Mongolia
particularly farmers /herders is Implementing operational
absolutely critical for the success of Taskforce to guidelines for a
this initiative. A multiplicity of media oversee comprehensive
and channels should be considered performance multi-channel

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
depending upon the targeted groups and approval awareness
to spread awareness leading to of emerging campaign
higher adoption of liveNET among deliverables  Setting up
stakeholders, a key requirement for  Exercise to liveNET
success of this initiative. Essentially be performed Implementing
awareness building should focus on by a multi- Committee is a
(a) conveying the message of liveNET disciplinary pre-requisite
Mongolia including information and consultancy  Intervention no
services on offer; (b) assisting in firm as (7.1)
making use of facilities made described in
available; (c) reassuring stakeholders this
that data specific to them are subject document.
to required norms of privacy and
information sent through liveNET
channels are secure; and (d)
evaluating satisfaction levels from
information and services made
available or on any other aspect of
liveNET initiative.
As part of this initiative efforts must

focus on building the liveNET brand
among stakeholders and the country
at large which would further lead to
reinforcing confidence in the system.
Although it is upto the liveNET

operators to decide the activities they
wish to take up minimum
requirements and guidelines must be
developed under this intervention
including guidelines on the following:
 how to disseminate information
through a variety of channels and
media, including the following:
o New Media including Social
media (Facebook, YouTube,
Mobile Apps etc),
o Conventional Online (Web
features),
o Printed publications
(newsletters etc),

NET
Expected Output
Intvn. Agencies
Code Responsible
dependencies
o Assisted Telephone services
including IVR-based Call centre
facilities,
o Electronic Media including
Radio, TV, Community Radio
etc, and
o Assistance at last mile facilities
provided and by other
designated experts, and
o Events and forums like
workshops, roadshows etc;
 how to facilitate/assist
stakeholders with information and
services being provided by liveNET
and including last mile facilities
being provided;
 how to reassure and build trust/
confidence in stakeholders on
aspects of information security
and data privacy; and
 how to elicit feedback from
stakeholders and measure their
satisfaction level with liveNET's
offerings.

NET
THE COMPLETE TECHNOLOGY SOLUTION WITH ALL LAYERS

Cooperatives
Individual Agro-pastoralists Agro-livestock Ministry of
Collectors Corporate Partners
User Traders User Firms
Banks Agriculture
Processors
Middlemen Exporters
Mon. Post Officials/Staff
Users MNO
App
Other Ministries
Developers
LAMP-POST
IVR Mobile App PC PC or eCommerce Interface Mobile App PC
Kiosks
Access Layer
Internet
Mobile and Web-based Consolidated Agro-Livestock Platform (location-configured)

Presentation Layer
User or Location-based Configuration Content Management
Security Layer Identity Management PKI Authentication SSL/Encryption Solution
Integration Layer SMS Gateway Payment Gateway Service Bus- Oth Apps
VALUE ADDED UTILITIES

Traceability & Complaint &
Mobile Money Alerts and Reminders Push Feeds and Over the Top
Other Searches Service Tracking
Services (V6)
Applications Layer (V1) (V2) Notifications (V3)
(V4) (V5)
Input Supply Production Collection Processing Sales

Feed and Forage Weather Information (E4) Enum. & Forecasting Traceability & Lifecycle Asset Movmt &
Management (E1) (E6) (E13) Sale (E17)
Enum. & Forecasting (E6)
Breeding & Healthcare Traceability &
Inputs Goods and Asset Movmt & Sale (E17)
Breeding & Healthcare Mgmt (E7) Lifecycle (E13)
Services (E2)
Management (E7) Livestock Nutrition Forecasting & Business eMarket Place
Weather Plan Support (E20)
Information (E4) Pasture Rotation(E9) Management (E11) (Matchmaking)
Contract Management (E19)
Pasture Livestock Nutrition Asset Movmt & Sale
(E24)
Rotation(E9) Management (E11) (E17) Contract
Transportation Traceability & Lifecycle Transportation Management
(E26) Asset Movmt & Sale (E17) (E13) Management (E26) (E24)
Cross-Stage Extension Utilities

Billing Mgmt Scheduling & Standards & Loans and Credits Benefits Transfer Facilities
(E5) Appointments (E10) Certifications (E18) (E25) (E8) Management (E12)
Licenses and Classification, Grades eMarketplace Grievance Mgmt Registration & Inspection, Testing
Permits (E3) & Standards (E22) (Mtchmakng) (E19) (E27) Enrolment (E21) & Control (E23)
CORE ORGANISATIONAL UTILITIES

Customer
Human Resources Assets and Inventory Systems Financial Management Sales & Distribution
Relationship
Systems (C1) (C2) Systems (C3) Systems (C4)
Systems (C5)
Livestock Geographical Farmer Firm Standards Partner Other Dynamic

Data Layer Data Data Data Data Data Data Data
Infrastructure Layer Storage Infrastructure Network Infrastructure Service Delivery Infrastructure
Policy Layer Security Interoperability Standards/ Guidelines Regulations
Figure 5 Components of the liveNET Mongolia Technology Solution

NET
liveNET Mongolia
Vision: Predictable, Self-Sustainable and well-regulated ICT-driven ecosystem based on the Agricultural and Livestock Value-chain
that provides greatest benefit to its participating stakeholders through timely and efficient sharing of information and services.
Theme GOAL Strategies Interventions

10 Appropriate Outreach and
1
liveNET Mongolia
Tools for
2018: Go-Live Pilot
9 10 awareness campaign for liveNET
with Awareness 9 Phased Implementation of the
3
Information & 2022: Go-Live with liveNET Tech. Outreach & liveNET Technology Solution
Service Exchange nation-wide rollout Solution Awareness 8 Scalable and sustainable

1
business plan for liveNET
liveNET Mongolia
Information &
2017: Complete 7 8 7 Define complete set of processes
and benchmarks for liveNET 2
definition of the
operational model
Processes & Business 6
Service Delivery Install place complete governance
4
Mechanism and “rules engine” Benchmarks Plan framework for liveNET
5 Minimal ICT infrastructure at

2
liveNET Mongolia
2022: Capacity Bldg
(all stakeholders)
4 5 6 storage, network & access levels
Enabling ICT 4 Role and need-based capacity

2
2021: Institutional Capacity Governance building for liveNET stakeholders
Environment setup (Ombudsman) Building Infrastructure Framework 3 Institutionalize a Monitoring &
Evaluation Framework for liveNET 1
liveNET Mongolia
2021: Complete 1 2 3 2 Legal and Regulatory Support
3
institutional Structure for liveNET
Foundational
apparatus in all Institutional Legal & Monitoring &
Requirements Regulatory Evaluation 1 Multi-stakeholder institutional
Aimags at the centre Apparatus apparatus to drive and 4
monitor liveNET
DESIGN FRAMEWORK IMPLEMENTATION

Figure 6 The Complete Strategic Framework for liveNET Mongolia
NET
liveNET Mongolia- The Complete Strategic Architecture

1.1 Define Organisation Design for institutional apparatus to drive, monitor and regualte liveNET Mongolia initiative
Strategy 1
Vision Theme Setup and Operationalise a multi-stakeholder
1.2 Design complete Organization Structure with staffing, job descriptions, reporting relationships and other details for
defined Organization Design
Create a predictable, self- liveNET Mongolia comprehensive institutional apparatus to drive and
1.3 Define interacting relationships, frequency and other forms of engagement between liveNET Mongolia institutional
monitor the liveNET Mongolia Initiative
sustainable and well- Foundational apparatus at central level with those at the Aimag Level
1.4 Define, design and situate office of Ombudsperson for appeal of stakeholder grievance on operations of liveNET
regulated ICT-driven Requirements Strategy 2 Mongolia ecosystem
ecosystem based on the Bring into effect the complete legal and regulatory
agricultural and livestock support structure required to conduct recommended
operations of the liveNET Mongolia ecosystem 2.1 Draft/enact legislation or formulate a statute as basis for liveNET Mongolia institutional setup
value-chain that provides 2.2 Draft/enact appropriate legislation/statute to legal foundations for mobile money and other related matters of
greatest benefit to its liveNET Mongolia
Strategy 3
participating stakeholders Design and Institutionalise an eleborate Monitoring 2.3 Draft/enact appropriate legislation or formulate a statute to provide for office of the liveNET Mongolia Ombudsperson
through timely and efficient and Evaluation frameork based on objectvely
sharing of information and verifiable indicators 3.1 Adopt and institutionalize the liveNET Mongolia readiness model
services. Theme Strategy 4
liveNET Mongolia Undertake role and need-based capacity building of 4.1 Undertake a thorough/decentralized survey for capacity building needs of liveNET Mongolia stakeholders
the participating stakeholders of the liveNET
Enabling Mongolia ecosystem
4.2 Design a comprehensive capacity building strategy as guideline in consonance with the needs assessment and
liveNET Mongolia offerings
Environment
Strategy 5
Design and Implement minimal ICT infrastructure 5.1 Develop operational guidelines for putting in place the most optimum storage and network infrastructure for best real-
required at storage, network, access levels to ensure time performance
uninterrupted operations of the liveNET Mongolia 5.2 Develop operational guidelines for putting in place the ideal last-mile service delivery infrastructure with the help of
intermediaries
Strategy 6
Design and put into operation the complete
governance framework to regulate the activities of 6.1 Prepare complete classification, categorization, grading, process and standards framework for components of the
the liveNET Mongolia ecosystem liveNET Mongolia in consonance with international practices
Theme 6.2 Define and obtain stakeholder inputs on the complete liveNET Mongolia Grievance Redressal processes including any
appeals that may lie to judicial or quasi-judicial bodies superior to the Ombudsperson
liveNET Mongolia Strategy 7 6.3 Recommend incentives/disincentives to stakeholders participating in the liveNET Mongolia ecosystem
Collaboratively define the complete set of processes 6.4 Recommend comprehensive inspections/compliance regime
Information and and benchmarks to be followed to conduct the
Service Delivery operations of the liveNET Mongolia ecosystem
Mechanism
Strategy 8 7.1 Comprehensively define and obtain stakeholder agreement on the complete liveNET Mongolia Process Manual that
Develop a Business Plan aimed at making liveNET captures processes to be followed along with service delivery benchmarks
Mongolia ecosystem self-sustainable in a scalable 7.2 Define a proper management process whereby existing processes captured in the Process Manual can be amended
manner with collaboration of stakeholders entrusted
or otherwise participating in its implementation
8.1 Design a common strategic architecture for the Business Plan that needs to be followed for the liveNET Mongolia
Theme ecosystem in different Aimags
liveNET Mongolia Strategy 9
Design and Implement from a functional and
Tools for technology perspective the comprehensive liveNET
9.1 Design the complete liveNET Mongolia system in line with the survey findings based on the needs of beneficiaries of
Information and Mongolia solution in a phased manner
such a system
Service Exchange 9.2 Develop and implement the liveNET Mongolia in a phased manner
Strategy 10 9.3 Exploit lessons learnt in the phased implementation to recommend the most optimum approach for scaling up the
Launch an appropriate Outreach and Awareness system.
campaign to bring liveNET Mongolia ecosystem to its
beneficiaries and elicit their participation 10.1 Develop operational guidelines for a comprehensive multi-channel awareness campaign for the liveNET Mongolia
initiative to drive the usefulness of the system
Figure 7 liveNET Mongolia Complete Strategic Architecture
NET
4. Action Plan for the Recommended Interventions
Table 11 Proposed Action Plan for the Recommended Interventions
Year 1 Year 2 Year 3 Year 4 Year 5

Tasks/Interventions
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Setting up the liveNET Mongolia
Implementation Committee
Selection and Recruitment of a Multi-
Disciplinary Consultancy Firm for
assistance in execution of interventions
specified
1.1: Define Organisation Design for
institutional apparatus to drive,
monitor and regulate liveNET
Mongolia initiative
1.2: Design complete Organization
Structure with staffing, job
descriptions, reporting relationships
and other details for defined
Organization Design
1.3: Define interacting relationships,
frequency and other forms of
engagement between liveNET
Mongolia institutional apparatus at

NET

Tasks/Interventions
central level with those at the Aimag
Level
1.4: Define, design and situate office of
Ombudsperson for appeal of
stakeholder grievance on operations
of liveNET Mongolia ecosystem
2.1: Draft/enact legislation or formulate
a statute as basis for liveNET
Mongolia institutional setup
2.2: Draft/enact appropriate
legislation/statute to legal
foundations for mobile money and
other related matters of liveNET
Mongolia
2.3: Draft/enact appropriate legislation
or formulate a statute to provide for
office of the liveNET Mongolia
Ombudsperson
3.1: Adopt and institutionalize the
liveNET Mongolia readiness model
4.1: Undertake a thorough/decentralized
survey for capacity building needs of
liveNET Mongolia stakeholders
4.2: Design a comprehensive capacity
building strategy as guideline in
consonance with the needs

NET

Tasks/Interventions
assessment and liveNET Mongolia
offerings
5.1: Develop operational guidelines for
putting in place the most optimum
storage and network infrastructure
for best real-time performance
5.2: Develop operational guidelines for
putting in place the ideal last-mile
service delivery infrastructure with
the help of intermediaries
6.1: Prepare complete classification,
categorization, grading, process and
standards framework for
components of the liveNET Mongolia
in consonance with international
practices
6.2: Define and obtain stakeholder
inputs on the complete liveNET
Mongolia Grievance Redressal
processes including any appeals
that may lie to judicial or quasi-
judicial bodies superior to the
Ombudsperson
6.3: Recommend incentives/
disincentives to stakeholders

NET

Tasks/Interventions
participating in the liveNET Mongolia
ecosystem
6.4: Recommend comprehensive
inspections/compliance regime
7.1: Comprehensively define and obtain
stakeholder agreement on the
complete liveNET Mongolia Process
Manual that captures processes to
be followed along with service
delivery benchmarks
7.2: Define a proper management
process whereby existing processes
can be amended
8.1 Design a common strategic
architecture for the Business Plan
that needs to be followed for the
liveNET Mongolia ecosystem in
different Aimags
9.1 Design the complete liveNET
Mongolia system in line with the
survey findings based on the needs
of beneficiaries of such a system
9.2 Develop and implement the liveNET
Mongolia in a phased manner
9.3 Exploit lessons learnt in the phased
implementation to recommend the

NET

Tasks/Interventions
most optimum approach for scaling
up the system.
10.1 Develop operational guidelines for a
comprehensive multi-channel
awareness campaign for the liveNET
Mongolia initiative to drive the
usefulness of the system
Involvement of Teams in the Implementation Process

liveNET Implementation Committee
liveNET Multi-Stakeholder Taskforce
Multi-disciplinary Consultancy Firm
Legal and Mobile Money Specialist
(Individual)
Technology Design, Development and
Deployment Specialists (Firm)
Agro-Livestock Specialist (Individual)
LAMP Authorities (Facilitation Role)
liveNET Mongolia Aimag Level Operators

NET
5. Project Design and Pilot Implementation

As shown in Table 11 for the Action Plan the following are the main teams involved in the
implementation process in the pilot stage:
 liveNET Multi-Stakeholder Taskforce;
 Multi-disciplinary Consultancy Firm;
 Legal and Mobile Money Specialist (Individual);
 Technology Design, Development and Deployment Specialists (Firm); and
 Agro-Livestock Specialist (Individual).
Table 12 brings out their involvement in the different interventions mentioned in Section
3.4. This section must read with the preface provided in Section 3.4. As mentioned therein
the technical implementation of the web/mobile app is proposed to take place at the Soum
level (interventions (9.1), (9.2) and (9.3) below) after which the upscaling would take place
as shown in the Action Plan (Table 11).
Table 12 Involvement of Teams in the Implementation Process
liveNET Multi-Stakeholder
Agro-Livestock Specialist
Legal and Mobile Money
Specialist (Individual)
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
Taskforce
1.1 Define Supervise, Executes No Role No Role No Role

Organisation Review
Design for and
institutional Approve
apparatus to
drive, monitor
and regulate
liveNET Mongolia
initiative
1.2 Design complete Supervise, Executes No Role No Role No Role
Organization Review
Structure with and
staffing, job Approve
descriptions,
reporting
relationships and

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
other details for Taskforce
defined
Organization
Design
1.3 Define Supervise, Executes No Role No Role No Role
interacting Review
relationships, and
frequency and Approve
other forms of
engagement
between liveNET
Mongolia
institutional
apparatus at
central level with
those at the
Aimag Level
1.4 Define, design Supervise, Executes No Role No Role No Role
and situate office Review
of and
Ombudsperson Approve
for appeal of
stakeholder
grievance on
operations of
liveNET Mongolia
ecosystem
2.1 Draft/enact Supervise, Uses Executes No Role No Role
legislation or Review Output of
formulate a and the Study
statute as basis Approve
for liveNET
Mongolia
institutional
setup

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
2.2 Draft/enact Taskforce
Supervise, Uses Executes No Role No Role
appropriate Review Output of
legislation/ and the Study
statute to legal Approve
foundations for
mobile money
and other related
matters of
liveNET Mongolia
2.3 Draft/enact Supervise, Uses Executes No Role No Role
appropriate Review Output of
legislation or and the Study
formulate a Approve
statute to
provide for office
of the liveNET
Mongolia
Ombudsperson
3.1 Adopt and Supervise, Executes No Role No Role No Role
institutionalize Review
the liveNET and
Mongolia Approve
readiness model
4.1 Undertake a Supervise, Executes No Role No Role No Role
thorough/decent Review
ralized survey for and
capacity building Approve
needs of liveNET
Mongolia
stakeholders
4.2 Design a Supervise, Executes No Role No Role No Role
comprehensive Review
capacity building and
strategy as Approve
guideline in

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
consonance with Taskforce
the needs
assessment and
liveNET Mongolia
offerings
5.1 Develop Supervise, Executes No Role No Role No Role
operational Review
guidelines for and
putting in place Approve
the most
optimum storage
and network
infrastructure for
best real-time
performance
operational Review
guidelines for and
putting in place Approve
the ideal last-
mile service
delivery
infrastructure
with the help of
intermediaries
6.1 Prepare Supervise, Uses No Role No Role Executes
complete Review Output of
classification, and the Study
categorization, Approve
grading, process
and standards
framework for
components of
the liveNET
Mongolia in

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
consonance with Taskforce
international
practices
6.2 Define and Supervise, Executes No Role No Role No Role
obtain Review
stakeholder and
inputs on the Approve
complete liveNET
Mongolia
Grievance
Redressal
processes
including any
appeals that may
lie to judicial or
quasi-judicial
bodies superior
to the
Ombudsperson
6.3 Recommend Supervise, Executes No Role No Role No Role
incentives/disinc Review
entives to and
stakeholders Approve
participating in
the liveNET
Mongolia
ecosystem
6.4 Recommend Supervise, Executes No Role No Role No Role
comprehensive Review
inspections/com and
pliance regime Approve
7.1 Comprehensively Supervise, Executes No Role No Role No Role
define and Review
obtain and
stakeholder Approve

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
agreement on Taskforce
the complete
liveNET Mongolia
Process Manual
that captures
processes to be
followed along
with service
delivery
benchmarks
7.2 Define a proper Supervise, Executes No Role No Role No Role
management Review
process whereby and
existing Approve
processes
captured in the
Process Manual
can be amended
8.1 Design a Supervise, Executes No Role No Role No Role
common Review
strategic and
architecture for Approve
the Business
Plan that needs
to be followed for
the liveNET
Mongolia
ecosystem in
different Aimags
9.1 Design the Supervise, Review No Role Executes No Role
complete liveNET Review and
Mongolia system and Project
in line with the Approve Mgmt
survey findings
based on the

NET
Technology Design,
Deployment (Firm)
Development and
Name of the
Consultancy Firm
Multi-disciplinary
No
Intervention
(Individual)
needs of Taskforce
beneficiaries of
such a system
9.2 Develop and Supervise, Review No Role Executes No Role
implement the Review and
liveNET Mongolia and Project
in a phased Approve Mgmt
manner
9.3 Exploit lessons Supervise, Executes No Role Facilitates No Role
learnt in the Review
phased and
implementation Approve
to recommend
the most
optimum
approach for
scaling up the
system.
operational Review
guidelines for a and
comprehensive Approve
multi-channel
awareness
campaign for the
liveNET Mongolia
initiative to drive
the usefulness of
the system

NET
5.1 Terms of Reference for Multi-Disciplinary Consultancy Firm

The scope of work for the multi-disciplinary consultancy firm can be categorised into the
following large groups of exercises:
 Organisation Design and Structure Exercises;
 Capacity Building Exercises;
 Operational Modelling Exercises;
 Business Modelling Exercises;
 Monitoring and Evaluation Exercises;
 Awareness Generation Exercises; and
 Project Management and Procurement Assistance Exercises.
A. Organisation Design and Structure Exercises
1. liveNET Mongolia Taskforce

There is planned to be a multi-stakeholder taskforce at the central level tasked with
driving, monitoring and regulating the liveNET Mongolia initiative so as to ensure that
across the Aimags operations are run on similar lines following common rules and
procedures and using the same technology system and that operations are run on sound
principles of governance.
The taskforce will be responsible for driving, coordinating, conflict resolution, regulation,
governance and addressing the first level of grievance redressal functions. The taskforce
will comprise individuals working in an ex-officio capacity in the beginning with the entity
transitioning into a Board/Commission as time progresses and volume of operations goes
up. However, teams will need to be established as indicated in Figure 3. The taskforce
could also be assisted by a Secretariat that will facilitate meetings of the taskforce with a
diverse group of stakeholders.
The scope of the multi-disciplinary consultancy firm will be the following:
a. Organisation Design
 Finalise the mandates and objectives of the central institutional set up;
 Draw up a detailed Terms of Reference for the taskforce;
 Draft specific and detailed Terms of Reference for the teams working under the
taskforce;
 Design and agree upon Organisation Design for the taskforce mentioned above;
and
 Recommend the type of entity for the taskforce as liveNET acquires momentum (for
example, Board, Commission etc).
b. Organisation Structure
The scope of the consultancy firm will include description of the organisation structure
of the taskforce comprising roles and responsibilities, job descriptions, reporting

NET
relationships, performance evaluation criteria and, in case any resource needs to be

selected from outside, the selection criteria for such a candidate.
c. Inter-Organisational Relationships
This exercise aims to develop the rules of engagement between the central level
taskforce and the Aimag-level liveNET Operators in order that uniformity and level
playing field is maintained. The scope of this exercise will be to define:
 Regime of compliance checks from the central taskforce for the Aimag-level entities
on whether the processes defined are being followed;
 Suo-moto reports of compliance from the operators to the taskforce periodically or
as and when required;
 Frequency and type of interactions between the operators and the taskforce either
on a periodic and/or on a need basis; and
 Any other aspect emerging from the operating rules and processes defined under
Operating Model exercises.
2. liveNET Mongolia Ombudsperson

It is important that commitments made by stakeholders between themselves and by
the system to its stakeholders are upheld and any breaches/infractions attract
penalties. Though the central taskforce with its mandate works as a natural regulator
for the system, in the event that stakeholders are not satisfied with resolution provided
by the taskforce an appeal would lie with an Ombudsperson as a statutory authority. In
light of the above, the scope of work for this component includes the following:
 Finalise the mandates and objectives of the Ombudsman institution;
 Draw up a detailed Terms of Reference for the same;
 Draft any specific and detailed Terms of Reference for teams proposed to be
working under the Ombudsperson; and
 Any other matter felt necessary to describe the office and its activities in sufficient
detail for the institution to be set up swiftly.
B. Capacity Building Exercises for Stakeholders

Largely, the capacity building intervention includes (a) ascertaining capacity building
requirements; and (b) drawing guidelines for capacity building to be undertaken by Aimag
level liveNET operators.
1. Capacity Building Requirements

This exercise includes undertaking a survey among different stakeholder groups of
liveNET Mongolia system across the country using a suitable sample size that will be
representative of the stakeholder population to examine the current levels of capability
in diverse activities of the respective roles in the liveNET Mongolia system. The scope
of survey should examine the following areas for stakeholder capability:
 stakeholders' understanding of agro-livestock value chains and related concepts
from the perspective of the roles they are expected to perform in the value-chain;

NET
 stakeholders’' understanding of processes, benchmarks, service levels, complaint

mechanisms and the like related to the operations of the liveNET Mongolia system
from the vantage point of the roles they would occupy;
 stakeholders' understanding and comfort level with mobile devices including
phones, they are expected to use, comfort level with the use of simple mobile phone
functions like speaking, messaging, use of apps (in both standard and smart phone
formats), use of camera embedded in the phones/mobile devices etc;
 stakeholders understanding and comfort level with the usage of computers,
Internet etc; and
 any other capability felt required by the surveyors or reported by the stakeholders
themselves.
2. Capacity Building Minimum Requirements and Guidelines for liveNET Operators

Based on the findings of the survey the consultancy firm would recommend a capacity
building strategy to be followed as a guideline to potential liveNET Mongolia operators
at the Aimag level. The firm would also facilitate capacity building sessions to be
undertaken by the selected liveNET system implementers for the pilot implementation
at the Soum level. Among other things the strategy will outline the requirements to be
fulfilled for capacity building of stakeholders including, at the minimum:
 different stakeholder groups to target with their respective capacity building
requirements;
 contents of capacity building to take place;
 formats and media of such capacity building;
 periodicity with which capacity building must take place; and
 methodology to evaluate the efficacy of such capacity building carried out.
C. ICT Infrastructure Exercises

While Aimag level liveNET Operators would propose their own storage and networking
infrastructure in order to meet required service levels, this intervention aims to prepare
guidelines and minimum requirements for such infrastructure. This exercise can be
conceptualised as two major sub-exercises in the following two domains:
 Storage and Networking Infrastructure for liveNET Mongolia at the Aimag level; and
 Last Mile Infrastructure for liveNET Mongolia at the Aimag level.
1. Storage and Networking Infrastructure for liveNET Mongolia at the Aimag level
As part of this exercise, at the least, guidelines and minimum requirements need to be
prepared for availability, redundancy (both in storage and power), security features
(physical/logical), protection against malware like spam/virus/phishing/denial of
service etc, scalability (run-time or otherwise) and any other factors considered
necessary for such infrastructure to follow. Additionally, this intervention would also
explore the feasibility to deploy appropriate and dedicated cloud-based infrastructure
services (Infrastructure-As-A-Service) facilities available that could meet the
requirements and make necessary requirements for the purpose. Additionally, the

NET
guidelines must also stress the need for separation of data storage from the operator's
parent business facilities (if any).
2. Last Mile Infrastructure for liveNET Mongolia at the Aimag level

It is felt necessary that physical facilities in terms of manned helpdesk facilities be
adequately present within comfortable access of stakeholders, particularly herders for
the latter to approach for assistance in working the system whenever they feel the need.
Such last mile infrastructure could be co-located with agro-livestock extension
arrangements already available in Mongolia or infrastructure available with brokers and
middlemen involved in the livestock value-chain. While liveNET operators would be
proposing their own last mile measures they would deploy in order to meet the service
levels, this intervention seeks to develop guidelines and minimum requirements
towards offering last mile facilities particularly for the herders and other stakeholders.
The following are areas where guidelines must be developed:
 The number and density of such last mile facility in the Aimag being considered;
 The minimum infrastructure required and conveniences to be offered at the last
mile facilities;
 Manpower resources required and their availability at the last mile facilities; and
 Typical scope of work for manpower resources deployed at the last mile facilities.
D. Operating Model Exercises

Operating model exercises are covered under the following components:
 Designing business processes;
 Undertaking Process Amendments;
 Complaints and Grievance Redressal; and
 Inspection and Compliances.
1. Designing Business Processes

This exercise aims at drafting complete functional process design on which operations
of liveNET Mongolia system will be conducted in the most efficient manner possible.
Figure 5 offers an indicative minimum of the different functional areas of the system;
however, the blocks depicted should not be considered as final. The following activities
define the scope of work:
 Identification of different stakeholder groups involved and their respective needs
for information and services as well as the data they can provide into the system;
 Conducting an optimally designed representative survey among farmers/herders to
ascertain their information/services requirements, hindrances they face in
sourcing information they need, performing a segmentation among them to
ascertain most appropriate ICT device for them including the type of mobile phones,
the nature of incentives they might need from the system and any other aspect
considered necessary to draw up recommendations towards a functional design;
 Using needs identified as above conceptualising the different functional areas of
the system using value-chain elements and treating the system holistically as
against in parts;

NET
 Clearly defining the processes that would be used to perform activities required
under the functional areas conceptualised as above, stakeholder roles that would
be performing the different steps of the processes, benchmarks for the process
steps and service delivery timelines to be offered;
 identifying channels in which different components would be available, for example
which components would be available through mobile apps and the communication
formats involved; and
 any other aspects felt necessary to be covered so as to ensure complete uniformity
of treatment in different Aimags including but not limited to, data interoperability
between the Aimags and easy consolidation of data at the central level from the
Aimags.
2. Amendment of Processes
As all of the processes defined above ought to allow possible improvements felt
necessary (though in a well-regulated manner) this exercise aims to define
management process to change any of the process definitions emerging from the above
or having an additional process included as part of the liveNET Mongolia system. At a
minimum, the following activities must be performed as part of this exercise:
 Management process definition for proposing change/addition in the existing
processes including a rationale for the same;
 Approval authorities involved in accepting the proposed changes;
 Process by which stakeholder feedback will be invited;
 Process by which changes will be made in the liveNET technical system (if required);
 Process by which the new/revised process definitions will be updated with the
knowledge repository held with the custodian and
 Process by which all stakeholders across Aimags will be intimated of this change.
3. Complaints and Grievance Redressal

The liveNET Mongolia system is essentially a system of collaborating and interworking
between stakeholders with an objective of raising the output of the agro-livestock
sector. The system essentially proceeds on the basis of commitments made on the
technical platform of the system with stakeholders committing their investments
(monetary or otherwise) on the basis of such commitments. Should any of the
commitments made on the system between stakeholders be breached this will cause
economic loss to other parties participating in the endeavour. Therefore, this exercise
will define the process of making complaints following any observed breach or infraction
that has taken place against any promised services as part of the liveNET Mongolia
system. At the minimum, the following activities must be performed:
 Process and platforms on which such complaints can be made;
 Categorisation of the different types of complaints possible under this system';
 Authorities to which complaints can be made depending upon the type of complaint
being considered;
 Timelines in which complaints must be resolved;

NET
 Forums and process of appeal in the event that the complainant is not satisfied by
the resolution awarded by the authority adjudicating such complaints.
4. Inspection and Compliances

This exercise aims to propose a comprehensive regime of inspections and checks for
compliance with all standards, guidelines and processes emerging from the other
exercises that are supposed to bring uniformity and level playing between different
Aimag-level liveNET Operators. Compliance is anticipated to be brought about both by
proactive and reactive means including, (a) periodical reports in designated formats to
report compliance; (b) periodical and surprise inspections by teams designated by the
central taskforce; and (c) inspections and checks in response to specific complaints of
any breach/infractions reported. In each of the above instances a compliance and
inspection report must be submitted to the taskforce designated authority.
At the minimum, the following are the specific areas in which to examine compliance or
otherwise:
 whether processes followed are the same as the ones proposed;
 whether categorisation, classification and standardisation of agro-livestock
produce is being performed as agreed;
 whether appropriate standardisation is being performed for infrastructure and
other facilities reported;
 whether traceability tags are being adopted in accordance with agreed norms and
guidelines;
 whether data standards as recommended are being adhered to;
 whether technology systems are the same as the ones agreed upon in respect of
hardware, application, last mile infrastructure etc;
 whether appropriate capacity building and awareness generation initiatives are
being taken up in line with what has been agreed upon; and
 any other matter.
E. Business Model Exercises

Business model exercises are covered under the following components:
 Business Model Design; and
 Incentives and Disincentives.
1. Business Model Design

This intervention aims at providing common architecture and a template for a business
plan (financial proposal) expected from potential Aimag level liveNET operators
responding to the public invitation for proposals at the Aimag level. The template must
provide for, at the least, the following items:
 the different identified sources of revenue;
 expected transactions from the system, transaction volumes, transaction fee and
commission for the operator;

NET
 expected advertisements, their placement in the mobile app/web portal and ways
to account for the same;
 royalties and any other levies to be imposed on operations conducted over the
liveNET Mongolia system and accruing to the central authorities as a way to recover
investments made in respect of liveNET technical system and the operational
expenses of the staff to be maintained at the central level attached to the taskforce;
 penalties and/or other compensation to be imposed in the event of breaches in
service delivery by the operator; and
 methodology to invoke all the above and any other elements related to the business
plan/financial proposal to calculate the financial "score" in the evaluation of
proposals from bidders (potential liveNET operators).
2. Incentives and Disincentives

This exercise aims to explore the possibility of encouraging stakeholders of the agro-
livestock sector to adopt the liveNET Mongolia solution through a system of incentives;
alternatively, disincentives for those who choose to stay out should also be investigated.
Findings/recommendations of this exercise should be factored in for the awareness
generation campaign and should answer concerns reflected by the stakeholders
(including herders) in the user survey contemplated under Operational Model.
incentives could be both the fiscal (for example subsidies, tax and duty waivers etc) and
non-fiscal (for example, more convenient approvals) variety. The following activities are
envisaged to be performed:
 analyzing survey responses to examine the suitability of different types of
incentives;
 undertaking a secondary desktop survey of incentives provided in other countries
under similar circumstance and in similar contexts;
 proposing a suite of incentives/ disincentives including those that could be
provided by liveNET Mongolia operators (for example bonus reward points etc);
 obtaining stakeholder agreement and/or feedback; and
 recommending operationalising instruments.
F. Monitoring and Evaluation

This exercise aims at institutionalizing an ICT readiness index as a monitoring indicator for
the evaluation of ICT adoption in the agro-livestock sector in Mongolia. A base version of
the readiness concept and index is already available as an output from another
consultancy assignment. The following activities are seen as being part of this exercise:
 adoption of the ICT readiness index by the Workgroup with or without amendments;
 concluding the periodicity of data collection to arrive at values for the constituent
indicators for different categories and parameters that make up the ICT readiness
index;
 recommending modes of data collection including how the data will be sourced,
processed and analysed and transformed into values the index requires; and
 finalising ways and formats to disseminate the value of ICT readiness index among
stakeholders.

NET
G. Awareness Generation
An awareness campaign for liveNET Mongolia among its stakeholders, particularly farmers
/herders is absolutely critical for success of this initiative.
A multiplicity of media and channels should be considered to spread awareness leading to

higher adoption of liveNET among stakeholders. Essentially awareness building should
focus on (a) conveying the message of liveNET Mongolia; (b) assisting in making use of
facilities made available; (c) reassuring stakeholders on information security and privacy;
and (d) evaluating satisfaction levels from information and services made available or on
any other aspect of liveNET initiative.
Minimum requirements and guidelines must be developed on the following:

 how to disseminate information through a variety of channels and media, including:
o New Media including Social media (Facebook, YouTube, Mobile Apps etc),
o Conventional Online (Web features),
o Printed publications (newsletters etc),
o Assisted Telephone services including IVR-based Call centre facilities,
o Electronic Media including Radio, TV, Community Radio etc, and
o Assistance at last mile facilities provided and by other designated experts, and
o Events and forums like workshops, roadshows etc;
 how to facilitate/assist stakeholders with information and services being provided by
liveNET and including last mile facilities being provided;
 how to reassure and build trust/ confidence in stakeholders on aspects of information
security and data privacy; and
 how to elicit feedback from stakeholders and measure their satisfaction level with
liveNET's offerings.
The firm would also, in addition to the above, organize one national liveNET Conference
involving all stakeholder groups in consultation with the liveNET Taskforce.
H. Project Management including Procurement Assistance

This exercise is covered under two broad groups:
 Procurement Assistance; and
 Project Management.
1. Procurement Assistance
At a minimum, the following activities must be performed:
 Preparing Bidding Documents for the Technology Design and Development Firm;
 Assisting in the evaluation of responses to the above bidding documents;
 Assisting in the award of contract to the best-evaluated firm;
 Prepare sample bidding documents for liveNET Mongolia Aimag operators; and
 Provide selection criteria and any other guidance notes for the Taskforce to help
the latter in their evaluation of bids from potential liveNET operators.

NET
2. Project Management
At a minimum, the following activities must be performed with respect to the supervision
and project management of the technology design, development, deployment and pilot
implementation at the selected Soum:
 Supervise, provide project management advisory services to the technology
implementation firm on scope, cost, quality and timeliness of activities conducted
by the later;
 Review all activities performed by the technology firm including the documents and
applications emerging from the latter;
 Ensure functional coverage and correctness and error-free working of the
applications developed; and
 Highlight timely any issues that emerge to the Taskforce or an authority deputed by
the Taskforce.
5.2 Selection Criteria for a Firm

The Selection criteria for the multi-disciplinary consultancy firm is covered under two
components:
 Eligibility Criteria, as a qualifying condition; and
 Evaluation Criteria, as the selection condition for those firms that qualify.
A. Eligibility Criteria
The following are proposed to be the eligibility criteria that the multi-disciplinary
consultancy firm as the Bidding Firm or the Lead Firm, in case of a consortium/JV bid, must
satisfy:
 Must be a Global Multi-Disciplinary Consultancy Firm with at least 10 years of
experience in undertaking multi-disciplinary consultancy projects with distinct
technology components;
 At least three similar successfully completed projects each of which was of value at
least 2 million USD (Client's certificates required) and at least one of which involves the
design of ICT-enabled electronic services implemented using an appropriate Public
Private partnership model;
 At least 200 employees on the firm's full-time staff in a consultancy role of which at
least 100 are full time employees rendering technology consulting services;
 At least 20 million USD as the firm's turnover over the last five years; and
 Past experience of having worked in the CIS region, preferably undertaking consultancy
work of similar nature.
B. Evaluation Criteria
The technical evaluation criteria may comprise the following three components:
 Past Experience;
 Resources Proposed; and
 Approach, Methodology and Workplan.

NET
1. Past Experience (10%), including

 Credentials of the Bidding Firm or Lead Firm, in case of consortium/JV bid (2%); and
 Past Experience of having undertaken similar consultancy work (8%)- three similar
projects to be evaluated amounting for 6% and the remaining 2% for other
experiences.
2. Resources Proposed (50%)

Five Resources to be Evaluated as follows:
a. Team Leader (15%)

 At least 20 years of experience of which at least 10 years in a team leadership
role on similar consultancy assignments with distinct ICT components;
 Experience of leading ICT strategic consultancy assignments in the agricultural
and/or livestock sector;
 At least one assignment in a leadership role that involves the design of ICT-
enabled electronic services implemented using an appropriate Public Private
partnership model;
 Experience in the preparation of bidding documents, extending project
management support during implementation, procurement assistance etc;
 Experience in the region is an advantage; and
 Client credentials are mandatory.
b. Operational Modelling Expert (7%)

 At least 15 years of experience of which at least 8 years in an operational process
modelling role on similar consultancy assignments with distinct ICT components;
 Experience of leading or being involved in key substantive roles in assignments
involving process modelling, business process re-engineering, ICT-assisted
services delivery etc;
 Experience of process modelling on assignments in the agricultural and/or
livestock sector;
 Client credentials are highly desirable.
c. Business Modeling Expert (7%)

 At least 15 years of experience of which at least 5 years in a business modelling
role on similar consultancy assignments;
 Experience of leading or being involved in key substantive roles in assignments
involving business modelling, public private partnership modelling, preferably on
eGovernment projects or involving ICT-assisted services delivery;
 At least three assignments in a leadership or a substantive role that involves the
design of ICT-enabled electronic services implemented using an appropriate
Public Private partnership model or any other revenue model that aims at self-
sustainability;

NET
d. Technology Specialist (7%)

 At least 15 years of experience of which at least 10 years in a leadership or a
substantive technology leadership role on similar consultancy assignments with
distinct ICT components;
 Experience of having designed large integrated technology systems (including
mobile technologies, interfaces with payment gateways, messaging and OTT
services) with at least one such assignment in the agricultural and/or livestock
sector;
 At least 2 assignments in a technology leadership role that involves the design of
ICT-enabled electronic services or eGovernment services;
 Experience of having designed services rendered over mobile devices including
mobile apps, SMS/USSD services, mobile financial services etc;
 Experience in the CIS region is mandatory, preferably in Mongolia; and
e. Capacity Building Specialist (7%)

 At least 15 years of experience of which at least 8 years in a leadership or a
substantive capacity building role on similar consultancy assignments with
distinct ICT components;
 Experience of having undertaken survey-based needs assessment directly from
stakeholders, preferably in the agricultural and/or livestock sector;
 Experience of having prepared capacity building roadmaps on assignments
dealing with ICT-enabled service delivery;
 At least 2 assignments in a leadership or a substantive capacity building role that
involves capacity building of stakeholders including service beneficiaries for ICT-
enabled electronic services or eGovernment services; and
 Experience in the region is an advantage.
f. Agriculture and Livestock Specialist (7%)

 At least 20 years of experience in the agro-pastoral sector at least 15 of which is
field experience working directly or closely with farmers, livestock breeders, and
other stakeholders;
 Knowledge and experience in agro-livestock supply chains (either direct
experience or by virtue of being part of consultancy or any other involvement);
 Experience in the CIS region is mandatory, preferably in Mongolia; and
 Knowledge of agro-livestock industry and trade.
3. Approach, Methodology and Workplan (40%)

This should be evaluated on the following:
 Overall conceptualisation of the project including an indicative depiction of the solution;
 Description of stakeholders and their respective roles and responsibilities;
 Indicative view of the proposed solution including an illustration of how the web and
mobile-apps will be deployed in the country and different technology components
involved;
 Conceptualisation of the operational and business modelling; and

NET
 Appropriateness of the approach to the scope of work and the workplan proposed.
5.3 Critical Success factors

The liveNET Mongolia initiative has the potential of bringing about a watershed change in
the agro-livestock sector to the benefit of all concerned. However, for this to happen the
following are identified to be key Critical Success Factors:
A. INVOLVEMENT OF THE ASSOCIATIONS AND BIG PLAYERS

In the current arrangement operations in the sector work in quite an unregulated and
piecemeal way with "systems" being established, if at all, by big players, mostly processing
units, aided by middlemen (changers, brokers, traders et al). The introduction of a well-
regulated whole-of-the-sector system with predictability and transparency may be
perceived to be a threat by these stakeholders with deep entrenched vested interests in
the current arrangement who may, therefore, choose to stay out. However, in course of
time, the big players, need to brought around to being part of the system with a clear
business case of how they stand to gain. Similarly, the industry associations are currently
fragmented with uncertain hold over industry participants. A consolidation of the
association will help a great deal in expanding the ranks of those who join the liveNET
system. Similarly, powerful incentives and disincentives can also help.
B. POWERFUL BUSINESS CASE FOR EVERYONE

As this is not a government-run (at best a government-facilitated) venture run on budgetary
support it is critical that a powerful business case is offered by the liveNET Mongolia
system to all stakeholders whereby everyone stands to gain out of increased volumes
(through participation and growth of business) helped by predictability and transparency.
The business architecture intervention, complete with tariffs, incentives/disincentives,
commissions, and (most importantly) discounts should be properly explained to all
concerned particularly the farmers/herders. The liveNET model in some ways would be
similar to any eCommerce initiative, for example, Amazon, that thrives on discounts, user
conveniences and high volumes of business.
C. INTERCONNECTION
In course of time as liveNET initiative evolves and multiple Aimags have their own and
different operators it will become critical how the different operators cooperate between
themselves. Since sellers/buyers cannot be constrained to buy/sell from the same Aimag
it is important to have stable and sustained interconnection agreements between liveNET
operators of different Aimags. Although not foreseen at this stage in the intervention
related to the Business Plan this will acquire significance as time progresses.
D. TESTING OF THE SOLUTION

Error-free working of the solution, developed and tested with live data in the field during
the pilot is a critical requirement for success. It should be ensured that the developed

NET
solution is tested out in both the web and mobile formats for coverage of functionalities,
errors and lessons learnt from pilot to be incorporated in the roll-out phase.
E. CRITICALITY OF LAST MILE

A well-functioning last mole duly assisted with customer-focused competent individuals
will be critical at least in the beginning when stakeholders will need offline handholding to
features offered by liveNET application. Last mile facilities assisted by intermediaries who
have knowledge of local conditions and requirements are one key critical success factor
in the implementation process. Care should be taken in the recruitment and capacity
building of the last mile and its facilities. In fact, the last mile facilities could even become
the nuclei for conveniences associated with other domains and this aspect should not be
overlooked or precluded from the design.
F. CUSTOMER SERVICE
For stakeholders not too conversant with ICT particularly the usage of mobile apps and
mobile money a well-functioning customer service arm of liveNET becomes very critical
pre-requisite for success. A multi-channel customer service agency available on a 24X7
basis is something which should be offered that meets customer expectations in terms of
availability, affordability, accuracy, promptness and accessibility. Failure to provide this will
lead to unnecessary stakeholder attrition and may do a lot of harm.
G. COMING ON BOARD OF ALL LIVENET STAKEHOLDERS

Being a national level plan the ambit of the plan covers all stakeholders in the agro-
livestock sector. Should the involvement be less than envisaged the benefits emanating
out of this exercise will be less than expected. This may even set an unwelcome precedent
when the upscaling from the pilot takes place. Every effort needs to be made to rope in as
many stakeholder groups of interest as is possible without causing undue delay in the
implementation.
H. BUDGETARY SUPPORT FOR THE PILOT

For the pilot implementation it is important that there be sustained commitment and
budgetary support all through its course. In fact, across agencies, there must be continued
commitment which is a pre-requisite for a successful implementation of the pilot stage
during which may problems may surface.
I. PROPER SELECTION/ RECRUITMENT OF INDIVIDUALS

Care must be taken while selecting individuals and consultancy firms with their teams who
take up these roles since they play a very central role in the overall implementation of the
plan
J. EXPECTATION MANAGEMENT
Concerted measures are required for managing expectation of liveNET technical
application from stakeholders in all quarters. There is a need to convey that the app is only

NET
an enabler and will work when systems on the ground work and that stakeholders
collaborate in their supposed roles.
5.4 Budgetary Requirements

For a high-level exercise of this nature with self-sustainability as a principal theme and
pending a detailed user requirement analysis it is not really feasible to outline the
budgetary requirements at this stage with a great deal of accuracy. The following have
been assumed:
 The pilot location will be a Soum with an estimated average user base of about 5000
users concurrent;
 Data to be used for the system will measure upto 2TB scalable upwards; and
 In accordance with the workplan provided in Chapter 4, the plot implementation (post
solution development) will be carried out for a period of 12 months.
Table 13 provides a high-level budgetary requirement for the proposed interventions and
the grand total budgetary estimate in line with the workplan proposed in Chapter 4.
Table 13 High-level Budgetary Requirement for the proposed interventions
Total for the

Code Name of the Intervention Intervention (in
‘000 USD)
1.1 Define Organisation Design for institutional apparatus to
drive, monitor and regulate liveNET Mongolia initiative 142.00
1.2 Design complete Organization Structure with staffing, job
descriptions, reporting relationships and other details for
defined Organization Design 110.00
1.3 Define interacting relationships, frequency and other forms
of engagement between liveNET Mongolia institutional
apparatus at central level with those at the Aimag Level 165.00
1.4 Define, design and situate office of Ombudsperson for
appeal of stakeholder grievance on operations of liveNET
Mongolia ecosystem 187.00
2.1 Draft/enact legislation or formulate a statute as basis for
liveNET Mongolia institutional setup 71.00
2.2 Draft/enact appropriate legislation/statute to legal
foundations for mobile money and other related matters of
liveNET Mongolia 33.00
2.3 Draft/enact appropriate legislation or formulate a statute to
provide for office of the liveNET Mongolia Ombudsperson 33.00
3.1 Adopt and institutionalize the liveNET Mongolia readiness
model 55.00
4.1 Undertake a thorough/decentralized survey for capacity
building needs of liveNET Mongolia stakeholders 130.00

NET
Total for the

‘000 USD)
4.2 Design a comprehensive capacity building strategy as
guideline in consonance with the needs assessment and
liveNET Mongolia offerings2
5.1 Develop operational guidelines for putting in place the most
optimum storage and network infrastructure for best real-
time performance 55.00
5.2 Develop operational guidelines for putting in place the ideal
last-mile service delivery infrastructure with the help of
intermediaries 55.00
6.1 Prepare complete classification, categorization, grading,
process and standards framework for components of the
liveNET Mongolia in consonance with international practices
137.00
6.2 Define and obtain stakeholder inputs on the complete
liveNET Mongolia Grievance Redressal processes including
any appeals that may lie to judicial or quasi-judicial bodies
superior to the Ombudsperson 88.00
6.3 Recommend incentives/disincentives to stakeholders
participating in the liveNET Mongolia ecosystem
33.00
6.4 Recommend comprehensive inspections/compliance
regime 33.00
7.1 Comprehensively define and obtain stakeholder agreement
on the complete liveNET Mongolia Process Manual that
captures processes to be followed along with service
delivery benchmarks 75.90
7.2 Define a proper management process whereby existing
processes captured in the Process Manual can be amended 43.00
8.1 Design a common strategic architecture for the Business
Plan that needs to be followed for the liveNET Mongolia
ecosystem in different Aimags
181.50
9.1 Design the complete liveNET Mongolia system in line with
the survey findings based on the needs of beneficiaries of
such a system3
9.2 Develop and implement the liveNET Mongolia in a phased
manner 986.64
9.3 Exploit lessons learnt in the phased implementation to
recommend the most optimum approach for scaling up the
system. 33.00
2 Budgetary requirement for 4.2 is considered under 4.1 as these are related to be performed by the same set of people
3 Budgetary requirement for 9.1 is subsumed under 9.2 as these are related to be performed by the same set of people

NET
Total for the

‘000 USD)
10.1 Develop operational guidelines for a comprehensive multi-
channel awareness campaign for the liveNET Mongolia
initiative to drive the usefulness of the system 65.00
TOTAL 2712.04
Further, the anticipated budget has been categorised under the following heads (Table 14)
Table 14 Categories deployed for estimation of liveNET Mongolia budget
Capital Expenditure Items Operational Expenditure Items
 Consultancy/ Planning and Design Costs  Operations and Maintenance
 Recruitment/ Procurement Costs  Data Entry and Survey Staff
 System Development Costs  Training/ Capacity Building
 Promotional/ Others  Event Organizing Expenses
 Infrastructure  Miscellaneous
Figure 8 provides a split of the budgetary allocation requirement expected in the above
categories.
Categorisation of Expenses Envisaged for liveNET Mongolia

(One Year of Operations at Pilot Location in an average Soum)
1600.00
1400.00
1200.00
1000.00
800.00
600.00
400.00
200.00
0.00
Consultancy/ Recruitment/ System Promotional/ Infrastructure Operations and Data Entry and Training/ Event Miscellaneous
Planning and Procurement Development Others Maintenance Survey Staff Capacity Organising
Design Costs Costs Costs Building Expenses
Figure 8 Categorisation of Budgetary Requirement for liveNET Mongolia for one year of pilot implementation
5.5 Implementation Risks and Mitigation Measures

The following are a few risks identified and the mitigation measures already built into the
recommendations and/or could be adopted during implementation to alleviate such risks:
A. Accretion of Stakeholders
Given the self-sustainable nature of the endeavour it is important that stakeholders
including operators, industry associations, financial institutions, agro-livestock extension

NET
providers, logistics operators and others come around to participate in this endeavour to
offer a complete online solution. At no stage, must the user be required to go outside of
the liveNET Mongolia system to meet any of their requirements.
Mitigation: As part of the strategy formulation exercise discussions were undertaken with
all the stakeholder groups mentioned above and there is an overwhelming positive
response for this initiative from the stakeholders. Further, as part of the pilot
implementation process awareness generation and other exercises are outlined; the pilot
implementation process itself is expected to lay a strong foundation for liveNET with
stakeholders through, among other factors, a powerful business case which benefits every
stakeholder participating.
B. Accretion of Users
The liveNET Mongolia system is critically dependent upon a user base that uses its facilities
without which its sustainability will be significantly impacted.
Mitigation: As the initiative in its roll-out implementation is critically dependent upon the
volume of user base, including herders, their participation in this is critical. The pilot
implementation process, as in the above risk highlighted, is expected to lay a strong
motivation for the user's participation to their benefit. Awareness exercises to spread the
message of the system as well as a successful pilot implementation process are also
expected to encourage adoption by the herders. Further, this risk already stands
transferred to liveNET operators who will undertake due diligence on this aspect before
they put in their bids. Other factors that will work towards encouraging user participation
include (a) strong governance mechanisms to allay any apprehensions users might hold;
(b) incentives/disincentives from the operators and/or the government; (c) promise of
higher proceeds as part of the business case; and (d) little or no expenditure from the
herders to begin with.
C. Possible Exploitation of the System

This risk particularly focuses on the possibility of users discovering their customers or
suppliers through the liveNET system and then striking a deal with them outside of the
system thus undermining the revenues accruing to the operators through the system.
Mitigation
Such risks underlie every eCommerce system and standard ways including masking of
identities coupled with governance and penal provisions (in case any wrongdoing is
discovered) can be adopted. Moreover, should deals be struck outside of the system the
assurances available from the liveNET system will not apply and this would also discourage
users from resorting to such practices.
D. Interconnection

NET
Users of the liveNET Mongolia system would not like to restrict their exchanges (for both
goods and services) within the boundaries of their respective Aimags.
Mitigation
It will be unfair to ask users of the system to restrict their operations (exchange of goods
and services) within the Aimag in which they operate because of the bidding nature of the
system. This is like area-based licenses given to mobile operators for their area of
operation. In much the same way, as part of the rule forming exercise, interconnection
rules also need to be defined (particularly for tariff and commission sharing) when users
of two different liveNET operators interact. Well-defined governance mechanisms to
regulate such interconnections will facilitate adherence to rules defined for such
exchanges.
E. Completeness and Error-free working of the Solution

During the roll-out implementation stages it is critical that the liveNET technical system
works in an error-free manner failing which the system will not sustain as operators are
expected to use a common solution.
Mitigation
A comprehensive pilot implementation that, among other things, includes a rigorous
testing of the solution will address this aspect. Moreover, further protection to the
operators from this can be provided at least through (a) proper demonstration of the
solution before bidding; and (b) including a self-testing of the solution in the operators' own
premises prior to rolling out for live usage in their Aimags.
F. Vested Interests
There is also a chance that well-entrenched vested interests with stake in the current way
sector operations are conducted may come in the way of uptake and adoption of the
liveNET solution by stakeholders and users.
Mitigation
Well-defined rules as part of the relevant interventions recommended will go a long way to
assuage such interests. Such operating rule formulation exercises must necessarily
involve all stakeholders and must present a strong business case to each one of them
including those vested interests that thrive on the lack of information availability. In fact,
a successful design of liveNET Mongolia system must offer value-added roles to such
interests (including typically the middlemen) who would stand to gain from the system
through increased transaction volumes.
G. Conflicts of Interest
Conflicts of interests may arise between the core business of liveNET operators and a fair
and just handling of all service providers in the liveNET system. For example, if the
operator's core business is that of logistics provider, a conflict of interest may lie since, as

NET
an operator, he may favour through the operations of the liveNET system his own logistics
business over those of his competitors.
Mitigation
Well-articulated governance mechanisms and transparent operations as defined by the
rules proposed under the respective interventions are expected to address this aspect.

NET
6. Annexure I: High Level Minimum

Functionalities associated with the
modules of the liveNET Mongolia System
Figure 4 is referred. High level minimum functionalities are covered below under three
broad categories:
A. Value-Added Utilities represent simple utilities that could be invoked across modules
are not module-specific. A few of them also work independently on their own without
necessarily being linked to any of the modules mentioned here.
B. Extension Utilities form the very backbone of the liveNET Mongolia technology system
and comprise modules either specific to one or more of the stages of the value-chain
across different types of agro-livestock produce or more generic in their application
across different stages of the value-chain.
C. Core Organisational Utilities represent core systems of the liveNET Mongolia Aimag-
level operators and are indirectly linked to the extension utilities but house key data
elements relevant to the extension utilities. This is more so as each operator is to be
treated as separate entities from their parent companies.
The modules comprising the different categories of solution are described below in brief.
It should be borne in mind that these are only indicative minimum functionalities or
functional areas at this stage. The intervention (7.1) will provide a more definitive answer
to the set of modules and functionalities that are required for operation of the liveNET
Mongolia technical system and will override the modules and functionalities mentioned
below.
6.1 Value-Added Utilities

Table 15 provides a brief description of the modules under this category and
functionalities.
Table 15 Modules and Functionalities under the Category Value-Added Utilities

Stage of the
Utility
Name of the Value-Chain
Unique Brief Description of Functionalities
Utility with which
Identifier
associated
V1 Mobile Money All Stages Mobile money as a value-added
independent utility should be available
both within and without the liveNET

NET
Stage of the
Utility
Utility with which
Identifier
associated
Mongolia mobile app. For all monetary
transactions that take place over the
liveNET system the mobile money app
should be seamlessly invoked, the
amount of balance available be displayed
to the user and the transaction amount
be debited/credited into the account. It
should be possible to charge the mobile
money account through liquid cash
payments at the last mile facilities or
through debiting from a regular bank
account held by the user in bank also
registered within liveNET system.
Necessary rules and statutory provisions
under which this would work are
envisaged under intervention numbers
(2.1).
V2 Alerts and All Stages This is a common shared utility that
Reminders should be available across all modules
for any deadlines, schedules,
appointments etc generated within any
module. The alerts and reminders
module developed on a shared basis
should be invoked thus obviating the
need to develop it separately for different
modules. Besides making changes into
the calendaring system within the
application it should also be possible for
this module to interface with the alarm
system of the phone that will be set off
when the time arrives.
V3 Push Feeds All Stages This is envisaged as a shared utility
and available to be used within the liveNET
Notifications system particularly (though not
exclusively) to be used with possible
advertisements on the web/mobile app.
The user should be able to opt for feeds
and notifications from providers of such
services with appropriate deductions
taking place (wherever applicable) from
the mobile money accounts and a

NET
Stage of the
Utility
Utility with which
Identifier
associated
commission accruing to the liveNET
operator.
V4 Traceability All Stages This is also a shared facility that should
and Other be available with all modules without
Searches requiring necessarily a development of
the same separately in the different
modules in which it might be invoked.
This is envisaged as a search
functionality into the database whereby
the system will allow the matching entries
in the database to be shown even as the
user is typing the text he is searching for.
The search should be executable over the
data held locally (that is in the PC/phone)
or in the liveNET cloud of that Aimag.
Functionalities on the mobile like
selecting a particular search output and
performing functions (for example,
selecting a “contact” output as a result of
a search by name and then calling the
same contact using utilities provided by
the phone (for example, a regular voice
call) or by the liveNET app (for example
an OTT messaging over liveNET) should
also be possible.
Traceability queries are seen as a special

case of the search functionalities more
generically available.
V5 Complaint All Stages This shared utility is envisaged as a
and Service functionality that will be available across
Tracking all modules that provide a service with
each service being associated with a
unique number. As in other cases having
a shared utility will help as the same will
then not require to be developed
separately in the different modules. It
should be possible to ascertain the
stages of the different services under
process by feeding in the service number.
A special case of this is seen to be that of
tracking complaints registered under the

NET
Stage of the
Utility
Utility with which
Identifier
associated
Grievance Redressal system of the
liveNET application.
V6 Over the Top All Stages Over the TOP services are envisaged to
Services be available either within the mobile app
itself using the liveNET’s own programme
or by calling/invoking third party apps like
WhatsApp/Viber etc
6.2 Extension Utilities

functionalities.
Table 16 Modules and Functionalities under the category Extension Utilities
Stage of the
Utility
Utility with which
Identifier
associated
E1 Food and Input Supply Based on the location-based services
Forage embedded with the mobile device and
Management the profile of the user (farmer/herder),
the system should be able to identify
both feed and forage facilities available
in the immediate vicinity within the same
Aimag along with the respective owners/
managers/ contact persons of the facility
in question. In case of forage the system
should also be able to recommend an
appropriate forage site for the number of
animals held and based on the carrying
capacity of the forage facility.
Once the matchmaking services are

concluded the system should be able to
facilitate SMS or IP-based voice/
messaging services between the parties
and conclude the transaction using
mobile money after accounting for
commissions for the liveNET operator.
E2 Input Goods Input Supply Based on the location-based services
and Services embedded with the mobile device and
Information the profile of the user, the system should
be able to identify all appropriate input

NET
Stage of the
Utility
Utility with which
Identifier
associated
goods and services providers including
veterinary and breeding specialists, plant
pathologists, manure suppliers,
medicines/ seeds/pesticide/insecticide
suppliers, water/power/Internet
suppliers, and the like.
Conversely, for the input goods and

services providers the system should be
able to identify all farmers/herders in the
immediate vicinity within the same Aimag
along with the respective owners/
managers/ contact persons of the facility
in question.
Once the matchmaking services are

concluded the system should be able to
facilitate SMS or IP-based
voice/messaging services between the
parties and conclude the transaction
using mobile money after accounting for
commissions for the liveNET operator.
E3 Licenses and All Stages The system should facilitate the
Permits application, processing and the
obtainment of appropriate
licenses/permits for the activities being
pursued by the user. In this endeavour
the KYC (Know Your Customer) norms
invoked at the time of registration of the
user into the liveNET Mongolia system
should be used for convenient and
secure identification of the user for
licenses/permits as appropriate. The
system should allow the licenses/permits
to be applied for, processed and
completed within the liveNET Mongolia
system only with the monetary
component of the transactions being
completed using mobile money after
accounting for commissions for the
liveNET operator.

NET
Stage of the
Utility
Utility with which
Identifier
associated
E4 Weather Input Supply The liveNET Mongolia mobile/web app
Information and should allow the user a facility to access
Production weather data and predictions for his
location which will be picked up using
location-based services or data fed
earlier for the user. The system should
also offer the user the facility to
subscribe to weather alerts from the
liveNET Mongolia system; weather alerts
could be staggered along a range of
options including both free and priced
weather inputs. Upon subscription of the
user to a priced weather input the
system should be able to deduct the
amount from the mobile money account
held by the user in the system. Other
functionalities like alarms, to-dos etc
should also be possible for the system to
offer.
E5 Billing All stages The liveNET mobile app should be able to
Management enroll all service providers (for example
water, power, Internet suppliers) that
wish to use its functionalities and
maintain accounts of enrolled users in
respect of the usage of the services
mentioned. At a periodicity to be decided
by the service providers the system
should be able to provide bills to the
service subscribers through both
attachments (documents) and also
authenticated SMS delivered on the
system itself. Other functionalities like
payment history, availability of past bills
on the format of the app should also be
available. The system should be able to
conclude the transaction through
payment using mobile money (after
accounting for commissions for the
liveNET operator) of the above bills and
generate receipts acceptable as proof of
payment made.

NET
Stage of the
Utility
Utility with which
Identifier
associated
E6 Enumeration All stages The system should offer the functionality
and of enrolment and enumeration of every
Forecasting agro-livestock asset held by the
farmers/herders and details of the same.
Using this data, the system should, using
a pre-determined algorithm be able to
forecast the agro-livestock production
volume in each of the livestock product
categories with respect to time. Rolling
up facilities such as agro-livestock
produce at the level of a soum or Aimag
and other regional combinations should
also be possible. This data could be
made available on a subscription basis
to desirous users of the system on
different subscription formats with
appropriate commissions accruing to the
liveNET operator at the Aimag level.
E7 Livestock Input Supply, Through this module the system should
Breeding and Production be able to maintain complete animal
Healthcare and treatment and breeding history of all
Management Collection livestock species being reared and
Stages associate the livestock species with the
tags (for traceability) with which they
been uniquely identified. Other details
like veterinary specialists associated
should also be captured.
E8 Benefits All stages All payments made on the liveNET
Transfer Mongolia system should be at market
rates; however, depending upon the
extant government policies the
government may like to offer subsidies
on market rates for some of the items
purchased (for example, subsidies for
power or water usage). While the
government could allow such subsidy
amount to be credited directly into the
account of the user held in a designated
bank, the latter (provided it is also a
registered user of the system) should be
able to use the system to provide alerts
of credited amounts that may have

NET
Stage of the
Utility
Utility with which
Identifier
associated
happened and offer a choice to the user
for conversion of the said amounts into
mobile money.
E9 Pasture Input Supply This module is envisaged to suggest the
Rotation most optimum pasture for grazing
livestock based on past records of
grazing on the same and the carrying
capacity as well as the proximity to the
concerned grazers to the grazing area
besides factoring into the
recommendations the time it takes for
regeneration of the grazing areas.
Provisions of existing arrangements (for

example legal or statutory provisions
related to tariffs or any other controls
exercised by the government in respect
of such public grazing areas) will also be
taken into consideration. Communication
and monetary transactions as covered
under other modules will be incorporated
as applicable. A geographical
representation is not envisaged at this
stage and grazing areas will be
distinguished by alphanumeric unique
identifiers.
E10 Scheduling All stages This module should facilitate the
and scheduling of real and virtual meetings
Appointments between service seekers and service
providers preceded either by past history
through an earlier interaction or through
on-the-spot matchmaking. Once the date
and time of the appointment is fixed the
module would make a calendaring entry
and issue alerts and alarms either
through IP-based messaging or through
regular SMS/USSD services. It should be
possible for the module to charge a
transaction fee to be deducted from the
participant’s mobile money account
every time such a professional/

NET
Stage of the
Utility
Utility with which
Identifier
associated
commercial meeting is decided on the
app and takes place.
E11 Livestock Input Supply, This module is envisaged to help
Nutrition Production farmers/herders with nutrition supply to
Management and their crops/livestock produce as
Collection applicable. The module should allow the
Stages user to place a query on the ideal regime
for nutrition for the agro-livestock assets
under their control either from (a) an
expert; or (b) an existing database in the
liveNET system. The farmers/growers
should be allowed to maintain a nutrition
history in the system.
Appropriate subscription fee should be

allowed in both the cases mentioned
above with transactions taking place
using the mobile money accounts as
offered in the liveNET operator's financial
proposal at the time of bidding.
E12 Facilities All stages This module maintains the availability
Management and operational condition status of the
infrastructural facilities available with
different stakeholder groups (for
example cold storage facilities). By
accessing records available with the
facilities it should be possible for the
farmers/herders to approach the right
infrastructural facility through the value-
chain (for example, with existing unused
capacity and in working condition within
a certain geographical proximity).
E13 Traceability Production, With the help of the unique identifiers
and Lifecycle Collection, associated with every livestock asset
Management Processing including the traceability tag this module
and Sales should provide the functionality of tracing
the lifecycle for every livestock asset
through the different stages of the value-
chain to the extent possible. Essentially,
the lifecycle module, with the help of
data emerging from other modules,
should be able to provide a single source

NET
Stage of the
Utility
Utility with which
Identifier
associated
reference for all data related to the
livestock asset through the different
stages (including the different types of
inputs received, classification/grades
details, location related details, whether
quarantined or not and other such
details). Based on the business model
offered by the liveNET operators this
could also be made available on a
subscription basis. Should such be the
case it should be possible for the module
to charge a transaction fee to be
deducted from the participant’s mobile
money account every time the
transaction is concluded and takes place
with necessary commissions being
credited into the liveNET operators'
account.
E14 Asset Production, This module records all transactions that
Movement and Collection, result in the change in ownership of agro-
Sale Processing livestock assets; for example, this would
and Sales record the transaction that takes place
from the farmer/herder to the
changer/collector/broker/trader and
from these middlemen to the processing
units and from thereon to where
consumption takes place. At every stage
all classification, categorisation and
standardisation norms defined must be
followed as well as complete record of
every asset thus exchanged including the
traceability tag. At every stage, except in
the last stage under some defined
conditions, the system should allow the
possibility of monetary component of
transactions being performed using
mobile money as in other modules. This
is expected to be a very critical module
capturing the backbone of the value-
chain and the data that results from this
would be widely used in several other

NET
Stage of the
Utility
Utility with which
Identifier
associated
modules (for example, in E16 defined
above).
E15 Standards and All Stages This module should facilitate the
Certifications obtaining of appropriate certifications of
infrastructure facilities and other
amenities offered at different agro-
livestock facilities in accordance with the
guidelines and norms agreed upon for
the purpose. The requester should be
able to access the application on a
device of his convenience through
authenticated access and send a request
for certification to an appropriate agency
offered by the system. Once the date and
time of the visit leading to the
certification is fixed the module would
make a calendaring entry and issue
alerts and alarms either through IP-
based messaging or through regular
SMS/USSD services. It should be
possible for the module to charge a
transaction fee to be deducted from the
participant’s mobile money account
every time such a meeting is decided
and takes place factoring in the
commissions for the operator.
E16 eMarketplace All Stages This module is envisaged to be a
(Matchmaking) matchmaking engine whereby any
goods/service seeker will feed in his
requirements into the database held by
the liveNET system with the system
responding to him with an output of
results that match his requirements. The
goods/service seeker can then select the
appropriate provider and conclude his
transaction with him. The usual
communication and transaction facilities
applicable in other modules will apply
with commissions accruing to the liveNET
operator.

NET
Stage of the
Utility
Utility with which
Identifier
associated
E17 Forecasting Processing On the basis of records existing in the
and Business system this module should allow the
Plan Support facility to different agro-livestock
processing units to source their raw
material requirements from different
farmers/herders, contact the right
stakeholder groups in different stages of
the value-chain and construct a business
plan to respond to market requirements.
The business plan preparation would

involve all stakeholders of the value-
chain and obtain commitments as to
their contribution into the plan and bind
them legally into a contract (dealt with
under a different module). This module
should offer the facility to communicate
through IP-based messaging or through
regular SMS/USSD services.
E18 Registration All Stages This module should allow the facility of
and Enrolment registration and enrolment of a user into
the liveNET system. Easy and convenient
options must be provided for such
enrolment without compromising
requirements of security. If a user
desirous of enrolment into the system is
an existing authenticated user of any
system outside of liveNET it is
recommended that user credentials
available from that system be invoked
into the liveNET system with appropriate
checks. For example, an existing
customer who is a registered user with a
mobile network operator (MNO) and for
whom all checks have been performed
by that operator in question, should be
facilitated easy entry into the liveNET
system which can use the KYC
credentials available with the MNO.
Room should also be left for self-

declarations and post-registration checks

NET
Stage of the
Utility
Utility with which
Identifier
associated
according to well-defined processes.
Every user while being registered must
enter complete details about him/her
including profile, assets relevant to the
system, location, mobile money account
and the like.
E19 Classification, All Stages The Classification, Grades and Standards
Grades and module is envisaged more as a database
Standards in the liveNET system that will capture
the results of the exercise under
Intervention No (6.1) in this document. It
should work more as a library that will be
uniformly followed by all the Aimags; as
such, user privileges (data entry,
modification, deletion, viewing) will need
to be defined carefully for the module.
Once the library has been defined it
should be possible to change it only after
requisite approvals have been obtained.
E20 Inspection, All Stages This module is expected to capture the
Testing and result of all inspections and compliance
Control checks carried out including the results
of any testing of agro-livestock produce
involved in the process. Every such
inspection should be provided a unique
identification number and the results of
the inspection be stored against the
number including action taken by the
agencies inspected whenever necessary.
Only after required action is taken must

the inspection case be closed. The
module should also provide the facility of
partial/complete debarment of any
facility which has an open unresolved
inspection case(s) against it.
Functionalities like tracking the status of
the inspection and alerts and
notifications through channels of
communication as described in other
modules should be available in this
module.

NET
Stage of the
Utility
Utility with which
Identifier
associated
E21 Contract All Stages The contract is envisaged here as a
Management futures document that connects the
different signatory parties of the contract
into an obligation to meet the terms of
the contract based on prior agreements
concluded between the parties. Typically,
this is conceptualised as being driven by
processing units to meet their output
requirements of agro-livestock produce
(which in turn they have committed to
their clients/purchasers). The module
should allow these units to locate the
different stakeholders required within
the Aimag based on their output
requirements, conduct negotiations with
them on their offerings of goods/services
to facilitate the production of the said
outputs in the agreed time-periods and
bind the different parties with a legally
enforceable contract generated by the
liveNET Mongolia system. For this
purpose, the system should also have in
its repository different contract templates
each of which needs to have been legally
reviewed for their soundness. Once the
parties agree to such a system-generated
contract they can give their acceptance
using the mobile app through
appropriate secure and authenticated
means. Contracts generated from the
system shall be treated at par with other
contracts produced without the use of
ICT.
E22 Loans and All Stages This module should facilitate the
Credits application of loans and credits from
participating banks/financial institutions
in the liveNET system by users on the
basis of contracts concluded on the
liveNET system (see module above) or on
the basis of any other collateral recorded
in the system. It should be possible for
the user to complete the application

NET
Stage of the
Utility
Utility with which
Identifier
associated
process completely over both PC and
mobile devices even as the system helps
the user with the "best" loan/credit
facility that he would be eligible for with
the assets as recorded in the system.
Once the loan process has been

successfully concluded the module
should provide functionalities of alerts
for the repayment process and
blacklisting in the event of a default.
Once the loan has been successfully
obtained it should be possible for the
loan applicant to have the amount
credited either in full or partial into his
mobile money account.
Communications for alerts and alarms

could be either through IP-based
messaging or through regular SMS/USSD
services. It should be possible for the
module to charge a transaction fee to be
deducted from the participant’s mobile
money account every time the process is
completed with a commission being
credited into the liveNET operator's
account.
E23 Transportation All Stages From the registered users with the role of
a transporter complete with the fleet of
vehicles in their possession, this module
should be able to suggest to any user the
vehicles available within the Aimag for
the desired use and their location. The
transporter also should be able to input
into the system the respective locations
of the different vehicles in their fleet and
update this data frequently to reflect
correctness. Based on the suggested
vehicles the user should be able to
contact the transporter and place an
order for the latter's services. The
transaction would be completed through

NET
Stage of the
Utility
Utility with which
Identifier
associated
mobile money accounts of the user with
a transaction fee for the system accruing
as commission to the liveNET operator.
Communication messages should be
available either through IP-based
messages or through SMS/USSD
functionalities.
E24 Grievance All Stages This module should enable any aggrieved
Management user with filing a complaint whenever any
commitment or promised service delivery
has not taken place in accordance with
pre-agreed prescriptions for the same.
The aggrieved user should be able to
refer to a particular case and
commitments made therein and point
out where deviations have taken place
and submit the complaint to the
appropriate authority. The system should
be able to automatically categorise the
complaint or offer the user with a
complaint category and discover for the
user the relevant authority responsible
for the redressal of such complaints. The
system should be able to alert the user
with progress of the complaint through
both push and pull alerts (over both IP-
based communication and SMS/USSD
channels) and intimate him, with
upcoming appointments in this regard.
6.3 Core Organisational Utilities

functionalities.
Table 17 Modules and Functionalities under the category Core Organisational Utilities
Stage of the
Utility
Utility with which
Identifier
associated
C1 Custom-Built All Stages Whereas the remaining modules as part
Bolt-On of Core Organisational Utilities can be
Systems considered similar to off-the-shelf

NET
Stage of the
Utility
Utility with which
Identifier
associated
packages available that can meet the
requirements of financial management,
materials management and the like, this
module is envisaged as a custom-built
sub-system/module that constitutes the
core application off which the above
utilities/services can be extended
(referred to above as "Extension
Utilities"). This module is therefore a
custom-made application that maps all
processes captured as part of the
intervention (7.1) and forms the
application platform from which the
services/utilities (E1 to E24) can be
provided.
C2 Materials All Stages This module is envisaged as one that
Management maintains records of all material assets
Systems held in managed by the liveNET
operator. A full-fledged Asset
Management System (AMS) is not
envisaged but instead one which fulfills
requirements of the value-chain based
operations by this operator as would be
emerging from the intervention no (7.1).
However, this does not prevent the
operator from having a separate more
complete AMS system that uses the
same data. As a shared software across
Aimags only the components envisaged
to meet the value-chain operation
requirements are covered.
C3 Comprehensive All Stages This module is envisaged as one that
Financial keeps complete data on the financials
Management of the liveNET operator with revenue
Systems and expenditure figures being sourced
from the other modules as applicable. A
full-fledged financial management
system is not envisaged but instead one
which fulfills requirements of the value-
chain based operations by this operator
as would be emerging from the
intervention no (7.1). However, this does

NET
Stage of the
Utility
Utility with which
Identifier
associated
not prevent the operator from having a
separate more complete financial
management system that uses the
same data. As a shared software across
Aimags only the components envisaged
to meet the value-chain operation
requirements are covered.
C4 Sales and All Stages This module is envisaged as one that
Distribution maintains all records of sales and
Systems distribution of agro-livestock produce
taking place on the liveNET system or
reported into it if the deals take place
outside of the system typically in the
Processing Stage though not always in
that stage. A full-fledged Sales and
Distribution system is not envisaged but
instead one which fulfills requirements
of the value-chain based operations by
this operator as would be emerging from
the intervention no (7.1). It should be
borne in mind that agencies typically
involved in selling agro-livestock
produce themselves will not be the
operators; therefore, this module
attempts to record sales figures
reported by other entities or generated
from the system itself where the selling
entities conduct their transaction on
liveNET system itself.
C5 Customer All Stages This module is envisaged as one that
Relationship maintains records of all customer
Systems relationship data in the system and
associated functions. A full-fledged
CRMS system is not envisaged but
instead one which fulfills requirements
of the value-chain based operations by
this operator as would be emerging from
the intervention no (7.1). However, this
does not prevent the operator from
having a separate more complete CRMS
system that uses the same data. As a
shared software across Aimags only the

NET
Stage of the
Utility
Utility with which
Identifier
associated
components envisaged to meet the
value-chain operation requirements are
covered.

Document Author
Kamal K Mukherjee
eGovernment and ICT4D Expert
Phone: +91 98104 86255 (Mobile- India)
Skype: kakeema
Email kamalkmukherjee@yahoo.co.in; kamal@acumenconsulting.in
Web https://www.linkedin.com/in/kamalkmukherjee
Copyright Livestock and Agriculture Marketing Project (LAMP) 2016-2018

liveNET Mongolia Strategy Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

liveNET Mongolia Strategy Report

Uploaded by

Copyright:

Available Formats

NET

Ten Steps for ICT Adoption in the

Strategy and Pilot Project Design Report

1. Project Context and Background ..................................................................................... 1

2. Strategic Approach for ICT in the Agro-Livestock Sector ................................................ 9

4. Action Plan for the Recommended Interventions ......................................................... 50

Document Author ................................................................................................................. 100

1. Project Context and Background

Consequently, the rural Mongolian population faces considerable isolation- economic,

1.1 Agro-Livestock Sector in Mongolia

Strategy and Pilot Project Design Report 1

Problems faced in the Agro-Livestock Sector

Strategy and Pilot Project Design Report 2

Essentially improvements in the sector through a value-chain orientation must happen in

Strategy and Pilot Project Design Report 3

 reducing the time needed to reach the customer;

1.2 ICT in the Agro-Livestock Sector

Agricultural extension services essentially aim at increased agricultural production through

Strategy and Pilot Project Design Report 4

Principal Benefits from the Adoption of ICTs

1.3 Principal Recommendations

B. VALUE-CHAIN BASED OPERATIONS SUPPORTED BY WELL-DEFINED PROCESSES AND

Strategy and Pilot Project Design Report 5

C. CONDUCIVE CONDITIONS FOR ICT IN THE AGRO-LIVESTOCK LANDSCAPE: High levels of

D. HORIZONTAL AND VERTICAL INTEGRATION AMONG STAKEHOLDERS THROUGH THE

F. MULTI-CHANNEL PLATFORM TO ACCESS INFORMATION AND SERVICES: It is clear that

G. MULTIPLE CHANNELS OF INFORMATION AND SERVICES ACCESS ON MOBILE DEVICES:

H. MOBILE MONEY AS CURRENCY OF TRANSACTION: In keeping with recommendations

Strategy and Pilot Project Design Report 6

I. INTERMEDIARIES AND AGENTS ON THE GROUND: Besides the eAgro-Livestock solution

J. AN INSTITUTIONAL STRUCTURE AND AN OMBUDSPERSON: For an eAgro-Livestock

K. AN APPROPRIATE BUSINESS MODEL: As the system envisaged cannot be sustained by

L. INTERVENTIONS AT THREE LEVELS: It is also clear that interventions are required at

1. E-AGRO-LIVESTOCK FOUNDATION must include elements that provide a foundational

Strategy and Pilot Project Design Report 7

2. E-AGRO-LIVESTOCK ENABLING ECOSYSTEM must include components that assume the

3. E-AGRO-LIVESTOCK SERVICE DELIVERY must comprise (a) Business Model being

Strategy and Pilot Project Design Report 8

2. Strategic Approach for ICT in the Agro-

Stage 1: Mongolian Agro-Livestock Sector ICT Stocktaking and

A. Sector Management, comprising a categorisation of stakeholders, their respective

C. Intra-sectoral Collaboration, principally connected with platforms and facilities with

Stage 2: Analysis of Interventions

Stage 3: Envisioning ICT adoption in the Agro-Livestock Sector

Strategy and Pilot Project Design Report 9

Stage 4: Identify Strategic Themes and Associated Strategic Goals

Stage 5: Formulation of Strategies and Interventions to realize the Goals

Figure 1 graphically summarizes the above approach.

Strategy and Pilot Project Design Report 10

Principal Domains of Approach for Analysis Identified Thrust Vehicles of Details of

STRATEGY “1” Action Plan for

Enhance Associated Implementation

Goal STRATEGY “2” Budgetary

liveNET Mongolia Vision

List of all Recommendations

Goal STRATEGY “7”

consultations will lead

Strategy and Pilot Project Design Report 11

3. Strategic Framework for ICT in the Agro-

Interventions are the most atomic level of the

3.1 The ICT Vision for the Agro-Livestock Sector

Strategy and Pilot Project Design Report 12

3.2 Strategic Themes and Goals

Strategic Theme Description