Systematization of the Peruvian Scientific Network Experience
José Soriano
Peruvian Scientific Network Introduction Since its establishment in December 1991, with 43 institutions affiliated, the Peruvian Scientific Network, or Red Científica Peruana (RCP ), has developed a model markedly different from those in other countries. After 4 years, this network has expanded from 43 to more than 2,000 affiliates. Even more important, however, is the model that supports its growth and sustainability. This paper offers, first, an explanation of the objectives, model, and strategy of the RCP, and, second, a more in-depth treatment of the political and organizational components that define its uniqueness. 1. International background Over the last 10 years, Latin America has begun developing both corporate and individual networks. These networks can be classified three ways: commercial, nongovernmental organization (NGO), and academic. Following the trend toward user segmentation, international agencies promoted the goal of connecting Latin American countries, mainly through thematic networks (human rights, environment, sustainable resources, et cetera) that would gather the different user sectors. That, with the support of the United Nations Development Program (UNDP), among others, gave birth in Brazil to the Latin American Alternet networks, also known as Association for Progressive Communications ( APC ) networks. Within this framework, the Latin American and Caribbean Networks ( REDALC) emerged as a product of a joint drive by the European Community and the Latin Union. Meetings took place in Madrid, Costa Rica, and Santiago de Chile that, given the support of the Organization of American States (OAS) and the United Nations Educational, Scientific, and Cultural Organization (UNESCO), boosted the startup of Latin American networks and culminated in the creation of the Permanent Forum on Latin American and Caribbean Networks. The technologies applied to each type of network varied. For instance, among Latin American networks, there were some connecting mainframes, usually IBM, into a worldwide network (called Earn in Europe and Bitnet in the United States) oriented to large group computer centers distributed among the academic population. Similar technology lay behind certain networks installed in Colombia, Chile, Mexico, and Brazil. Other universities connected networks using only electronic mail and Unix-to-Unix Copy (UUCP). As these networks grew, they received funding from international agencies (Chile), the government (Mexico and Brazil), or a private university (Colombia). Because of this diversity, networks from country to country vary according to their objectives (type of user and thematic base), origin (particular organizational strategy), sponsorship received or strategy to obtain funds, and technological characteristics and potential. 2. National background Networks that emerged in Peru over the last 10 years include the medical network of the Cayetano Heredia University, the education network of the Ministry of Education , and the librarian networks. Two attempts to create communication networks were significant. The first, Pernet, begun in 1985, was funded by IBM with the objective of connecting five state universities. This project did not succeed, primarily because the connections were made amongst administrative units, which could not offer useful information to other universities. Afterwards, Mario Padrón, from the NGO DESCO, attempted to create an NGO network "to connect with their counterparts abroad by using the X.25 network of Perunet, a resource which regrettably was not affordable for many users." The project led by M. Padrón did not succeed because it did not resolve interorganizational tensions. In communication networks such tension typically arises when network development focuses too heavily on technological needs and too little on political realities. 3. RCP objectives 3.1 National integration The RCP represents an effort to contribute to the Peruvians' national integration through communication. This is an especially relevant objective since, as is often the case in any nation, internal sectors have different objectives, and conflicts are inevitable. Peru is further plagued by an unfortunately centralist political development that has aggravated its traditional patterns of social and cultural segregation. Integration of the national sectors At the beginning, RCP planned to group academic sectors, NGOs, and organizations with commercial purposes, as well as government and private companies, in order to constitute a national network and to overcome the tendency toward segmented networks. RCP was created through an affiliation of NGOs and universities. Because of their role as disseminators of knowledge, these entities were most likely to be interested in an information exchange, especially in view of the fact that they had already tried to develop a network. RCP took the additional step of incorporating more participants and contributors into the network: the state as well as private companies, hospitals, schools, and other organizations. From RCP's perspective, creation of a national network complements further national development. This statement could be considered as its institutional mission. Fulfillment of this mission remains difficult to evaluate. However, the contribution to the national development constitutes a true objective, which has been partially achieved with the RCP network by its including a variety of national sectors. The analysis of the specific difficulties faced in this process is treated in the fifth section. What is important here is to draw attention to the situation of Peru as a country traditionally not well integrated, a country that has excluded huge sectors from participating in developing policies and enjoying the benefits of policies. This practice has contributed both to a prevailing distrust within various sectors and to the tendency to compete for generally scarce financial resources. Furthermore, the country has suffered from continued violence and terrorist activity for more than a decade. Such circumstances have reduced public and private investment in basic national infrastructure and increased national isolation. Geographic and cultural integration It is within this framework that RCP attempts to achieve national integration. As a corollary goal, RCP envisions the creation of a national backbone to connect the 24 departments of the country. This project began in 1994 and consists of creating department consortiums with a dedicated line connecting to Lima, initially of 64 Kb. "The main objective is to create a national communication backbone allowing institutions affiliated with the Peruvian Scientific Network Association, regardless of their geographic location, to have the same ability to access information and to communicate as institutions in Lima, and thus avoid being technically or economically penalized." The specific objectives of this project are to develop a national IP infrastructure providing access to the resources available in Lima, allowing more cooperation among institutions at the national level, lowering communication costs for the national research system, and offering training for the use of new equipment and technologies. The development of the national backbone has been hindered by two factors. First, the necessary dedicated telephone lines were not installed early enough. Second, RCP has lacked capital to form the department nodes, acquire infrastructure, and buy the telecommunication services from Telefónica del Perú. At present, the connection of 23 department capital cities would represent an initial payment to Telefónica of approximately $150,000 and a monthly fee of $80,000. In these circumstances, the RCP has promoted the idea that department consortiums be formed under the same self-funding model developed in Lima, looking for credit alternatives to supplement local efforts. In terms of national integration, concurrence of the different national sectors has been achieved, but the entire country has yet to be connected to the fledgling network. 3.2 Democratization of educational technology The other important objective of the RCP is to offer Peru's population the educational opportunities of the Internet. The traditional political exclusion has its economic counterpart. Official 1994 data about poverty reveal that 54 percent of the population is poor and 20 percent lives in extreme poverty or indigence. Of these people, approximately 2.5 milllion live in Lima, the capital city; the other 3 million are distributed among peasant communities of the highlands. Extreme poverty thus affects the families of the rural highlands most heavily: half are indigent. Poverty became more widespread after the strict stabilizing policies undertaken by the first government of President Fujimori in 1990. However, the problem was rampant before then. Chronic poverty has long been a significant social issue. Economic segregation within the Peruvian population translates into difficulties accessing basic services such as housing, sanitation, health care, and education. Limits on the use of telecommunications Access to the Internet is still an objective of restricted scope. Economic and technical difficulties are evident in the limited access to telephone lines and computers. Lack of access to technology and communications is therefore not restricted to the poor and indigent. In Lima, there is one telephone for every three households. Elsewhere in Peru, there is one for every 10. Only an estimated 4 percent of households in Lima boast a computer. This shortage carries over into the school system. "In an accelerated manner during the last years, a split has been produced: on the one hand, schools with blackboards and chalk; on the other hand, those with computers, libraries, and the most modern implementation, producing children and professors with different educational conditions and more opportunities. ... Public education in its present form seems condemned to disappear; it becomes more and more outpaced and isolated from everyday reality, full of innovations and new ways of thinking and doing." Furthermore, in social and economic terms, exposure to and training in the use of information media are limited. Efforts to rectify this deficit have broadened in recent years, especially in leading private and government institutions. Sadly, this situation is not unique to Peru. Special services To make technology and education readily available to the entire population, the RCP adopted a variety of approaches. First, it was necessary to translate into Spanish--and more recently into Quechua--the software and texts, since the use of English is not widespread among the population. Such perspective gives priority to internal development and complements RCP's attempt to be a window through which the world can look into Peru rather than the reverse. To a certain extent, this has been achieved: incoming traffic is higher than outgoing and internal electronic mail is heavy. Second, the RCP offers introductory courses in the use of Internet tools and has created public booths for those without a computer. The public booth service was created in 1995 and consists of offering Internet access to its users for 3 hours a week at a $15 fee. The latter two services are currently being provided only in Lima, but there are plans to expand them to the departments, which will reproduce the dynamics generated by the RCP in Lima. The RENACE project There is also a project oriented specifically to education centers: the National Education Network (Red Nacional de Educación--RENACE). This project began in 1994 as a feasibility study and planning exercise carried out with the Ministry of Education. RENACE was conceived as a multiservice network supported by the infrastructure and services provided by the RCP and by information systems that would be prepared by the Ministry of Education. It would allow access to e-mail, data transport (FTP), news, data banks, and national and international lists of interest. Its general objectives are to encourage principals, teachers, and students to make use of the technologies available in the RCP and to provide an integrated system allowing the formation, evaluation, and exchange of experiences in the education system. A resolution in April 29, 1994, resolved to create the National Education Network as a pilot project of the Ministry of Education, but the network has not began to operate yet. The objective of encouraging access to the RCP and to Internet tools among the population as a whole is now facing obstacles: on the one hand, poverty and limited knowledge of the information media by the population, and on the other hand, the lack of a policy to democratize telecommunications. Nevertheless, the RCP has designed services and projects that are permitting it, little by little, to offset a national context otherwise adverse for the achievement of its goals. Joint and nonprofit property From its inception, the RCP has firmly intended to avoid centralizing information, to eliminate the possibility that any one sector could monopolize decisions about what should circulate and at what price. The model proposes that users may have access to--and may provide--all the information they consider necessary. This is the basic logic of the model; it is reflected in the definition of the RCP as a consortium owned by its users with no profit-making purposes--thus avoiding possibility that sectors with the lowest economic resources would be excluded. As a nonprofit organization, the RCP has two types of owners: (1) commercial entities and individual users have the right to give their opinion on the functioning of the net; (2) nonprofit organizations (NGOs, universities, and the state) also have the right to vote. There are currently 2,149 owners: 73 percent are companies and individual users and 27 percent are members with the right to vote, e.g., NGOs; health, education, and military entities; and government agencies. The growth rate of affiliates has accelerated in the past few months. In December 1995 there were 1,062 users; in March, there were more than 2,000 (a 105 percent increase). 4. Self-sustainability The RCP does not depend on state subsidies, so that its development will not be affected by changes in the government, either of policies or people. During its first years, RCP accepted donations from international agencies for the acquisition of infrastructure. (Network operation is supported through the increase in the number of affiliates.) Until early 1993, the RCP was a store-and-forward UUCP node with limited equipment; donations funded the first months of operation and the acquisition of the infrastructure for a dedicated connection to the Internet. Without denying the importance of international support, the RCP has proved that a cooperative association can become self-sustaining through an increase in the number of affiliates. Also, as a nonprofit organization, the RCP pays proportionally less for its services as the number of affiliates increases. The current monthly fee is US$19 for UUCP and interactive connections and US$43 for UUCP + SLIP. 5. The strategy 5.1 The pyramid Most emerging organizations resolving technical difficulties first, then attend to organizational and funding needs, and finally to political problems. The RCP reversed this process, dealing first with political issues, since they will ultimately determine the decisions regarding organization, fundraising, and technological development. Thus, from the beginning, emphasis was placed on making the different national sectors converge, paying special attention to the final user rather than to the organizational and technical characteristics of the net. 5.2 Stages in the development of the RCP The RCP has undergone four stages in its development. The first stage-- promotion --began in 1990 and ended in late 1992, a year after the official establishment of the RCP. In this stage the main efforts were at a political level. During the second stage, in 1993, integration of all the national sectors was promoted, with the focus on the organization and sustainability of the RCP. The third stage began in February 1994 with the incorporation into the Internet and an emphasis on technological development . We are currently in a fourth stage: the decentralization of the RCP through the development of a national backbone , which gives priority to the political efforts at a regional level. First stage: establishment and promotion Two conditions favored the creation of a national network that would be welcomed by the academic sector and NGOs. First, the RCP project began with the sponsorship of the Latin Union and a contribution from UNDP, which helped to generate expectations in some institutions in terms of the financing that could be obtained for its further development. Second, some information networks already existed. However, previous efforts to create communication networks in the country had been unsuccessful. When the RCP was established, universities and NGOs played a leading role. Some businesses were pessimistic about the sustainability and efficiency of a nonprofit organization. On the other hand, the state was not interested in participating in a consortium in which other institutions also would have decision-making powers. In this atmosphere, the RCP proposed a "neutral" ownership model, namely, that the network would be owned by all the institutions taking part in it. There is a professional staff in charge of the operation of the RCP, but the model considers that decisions are in the hands of the affiliated institutions (Articles of Incorporation of the RCP). In September 1991, during the First Forum on Latin American and Caribbean Networks, financing for the acquisition of the first node for the RCP was obtained. Likewise, ESAN agreed to take part in the project, offering three telephone lines, an X.25 connection, and an office. (The National Telecommunications Company [ENTEL] had earlier refused to cooperate, because it believed that the RCP would be a competitor of its own X.25 system.) During the First Forum, two technicians--Teodoro Hope and Randy Bush--offered support. In addition to financing concerns, the first installation faced technical difficulties because of the lack of local technicians with experience in connectivity. Consequently, during the last quarter of 1991, a training program was launched aimed at getting UUCP connections from PC computers to UNIX. Likewise, the connection of the first node via telephone with Oregon was established. The RCP began with a provisional Executive Board and a Technical Committee, made up of specialists from different agencies, which were not part of the permanent staff of the network. In this first stage, software in Spanish was obtained and lists were generated to create groups of virtual discussion and list servers for electronic mail. Since a self-financing scheme was used, the first months of the year were difficult in economic terms. For instance, in the first quarter of 1992, telecommunications costs equalled the amount budgeted for the whole year. However, the number of new affiliates was higher than expected; consequently, the first year of operation ended without major financial difficulties. Second stage: organization and sustainability 1993 was particularly important in political and organizational terms. The incorporation of different national sectors was continuously promoted. At the organization level, traffic problems occurred due to the intensive use of e-mail by large institutions, which forced an increase in the rates. Previously, the main organizational problem had been the self-sustainment of the RCP, but another important problem began to appear: the tendency of the Executive Board to act as a group of final users in relation to an institution providing services to them rather than as a consortium with the power to make decisions about a association owned by them. At the technical level, the need for support for users was apparent; a permanent team was organized of young people who had been trainees at the RCP. That year, the RCP organized the First Workshop for Latin America and the Caribbean Region, with outstanding results such as the OAS decision to finance a satellite antenna for Perú and the resolution to establish a Coordination Committee for the Andean Networks. Third stage: technological development The third stage began with the incorporation into the Internet and the acquisition of new technology. Currently the RCP has two 256 Kb international channels under lease but not yet in operation yet. One goes through the telephone company, with a connection to New Jersey. The other is the original channel of the network with a 256 Kb connection to Florida. The RCP has two facilities. One is the original facility on the premises of ESAN. It has a router and servers for communications with modems, as well as equipment that connects modems to telephone lines. In the second facility, owned by the District Municipality of Miraflores, 120 telephone lines have been installed. There is a direct connection from ESAN to Miraflores. Fourth stage: national backbone project Currently, we are in the fourth stage, which aims at decentralizing the RCP by creating regional (departmental) consortiums that will make up the national backbone. One of the problems is that only those institutions located in the capital city can use all the Internet resources since there is a lack of infrastructure that would permit dedicated lines throughout the country. 5.3 Tridimensional communication In contrast to commercial networks that decide what information is to be disseminated and are oriented to serve population segments with higher income, the RCP has configured a tridimensional communication system of intra- and interconglomerates. This system emphasizes the importance of creating natural interfaces for the final user, in this case, in Spanish. The system allows three conglomerates to interact while, at the same time, their members can communicate among them in a horizontal relationship. One conglomerate is made up of the general public. Another is made up of persons and institutions that offer services, products, and knowledge (companies, NGOs, and universities). The third is made up of the government and international agencies. In this transverse communication, the population has access without intermediaries to the other two conglomerates; consequently, the actions or projects of these sectors will be more like to be publicized and possibly challenged. 6. Current situation and challenges 6.1 Lack of a state communications policy The development of the Internet in the United States took more than 20 years, with massive support from commercial companies that financed local development and from the state, which financed the connection of the local and regional networks into the National Science Foundation backbone. In the case of Latin America, almost without exception, the state has taken part, but without a full understanding of the strategic importance of this development, except in Brazil, where the investment has been permanent and is supported by law. The development of the Internet has been favored by the support of companies, above all by the telephone companies, since this kind of development results in a huge amount of traffic and, consequently, high profits. For instance, the operation of the RCP in 1995 generated over $1 million in telephone connections alone. In the Peruvian case, state regulations give the monopoly on national and international connections to Telefónica del Perú, which results in high operation and telecommunication costs, strong centralization in the capital city, and the concentration of infrastructure in urban areas, hindering the design of national policies to promote and develop the Internet. It is necessary to allow a greater involvement of the civil society and businesses in the plans and infrastructure investments in telecommunications. Only in this way will it be possible to implement models for community use or multiple private suppliers as is the current trend in countries all over the world. 6.2 Lack of a regional backbone One of the main concerns of the RCP is to achieve regional integration. In 1992 the RCP promoted the strengthening of the Coordination Committee for Andean Networks, which links the academic networks of Bolivia, Colombia, Ecuador, Perú, and Venezuela. The Coordination Committee submits plans to third parties and financing agencies for development at a regional level. Based on resolutions made during the Fourth Forum of Latin American and Caribbean Networks, which took place in November 1994 in Buenos Aires, the RCP took part in the establishment of the Consortium of Andean Networks (CRA) along with BOLNET from Bolivia, REUNA from Chile, InterRed from Colombia, Intercom Ecuanex Node from Ecuador, and REACCIUN from Venezuela. The CRA has as one of its goals cooperation in the supply of services, the development of value-added services in Spanish, and the development of the Trunk Network for Regional Communications. Efforts continue toward the development of a South American communication structure to replace the current dependency on the American communication system. Acknowledgments Thanks to Traductores Asociados s.r.l. <postmaster@traduc.com.pe> for translation assistance. Systematization Workbook Thu, 10 Jul 1997 01:57:29 -0600 (CST)
Barkin David -CE (barkin@servidor.dgsca.unam.mx) BOOK ANNOUNCEMENT
Documenting, Evaluating and Learning from our Development Projects: A Systematization Workbook by Daniel Selener, with C. Purdy and G. Zapata. IIRR: New York. 1996. 107p. Available in Spanish and English In spite of a growing interest and need, there are few, clear practical guidelines on how to design, follow-up, and evaluate development projects and social work programs or activities in a participatory way. In general terms, formal evaluations focus almost exclusively on measuring results without the active participation of beneficiaries. Many development and social work practitioners are departing from the traditional practice of measuring only project results and are seeking a more comprehensive understanding of its processes as well. Staff of non-government organizations, grassroots and citizen organizations, and government agencies need to understand the operating processes of projects in which they are involved. Social workers, evaluators, researchers and community members often reflect informally on how projects have been designed and implemented and can be improved. This knowledge is rarely documented, analyzed and shared in a systematic way in order to improve the project through on-going learning about its process and results. Systematization is a continuous process of participatory reflection on a project's processes and results, undertaken by both project staff and participants. This systematic analysis generates lessons which are fed back to improve the project, thus strengthening the learning and organizational capacities of development organizations. The project experiences are documented and can be shared with other organizations. This practical workbook provides an understanding of the concept of systematization; as well as guidelines for planning the systematization process, and for conducting follow-up and evaluation activities to improve project processes and results. It also includes useful tools for implementing the systematization process. The workbook contents are: Section 1: What is systematization?
Section 2: Objectives of systematization
Section 3: Planning of systematization
Section 4: What to systematize: areas of analysis
Section 5: Sharing lessons learned
Section 6: Toolbox HOW TO ORDER: The cost of the workbook is U$S 20, mailing included. Please make check payable to IIRR in US Dollars from a bank located in the US, or check in any European currency equivalent to 20 U$S from a bank located in Europe, and send it to:
IIRR
Apartado Postal 17-08-8494
Quito, ECUADOR (South America) For more information contact us at:
fax: (593-2) 443 763
e-mail: daniel@iirr.ecx.ec MANUAL DE SISTEMATIZACION PARTICIPATIVA DE PROYECTOS DE DESARROLLO Documentando, Evaluando y Aprendiendo de Nuestros Proyectos de Desarrollo: Manual de Sistematizacion Participativa por Daniel Selener, con Gabriela Zapata y Christopher Purdy.
IIRR: Quito, ECUADOR. 1996. 107 paginas.
Muchos trabajadores de desarrollo se están distanciando de la práctica tradicional de medir únicamente los resultados de un proyecto, buscando un entendimiento más global de sus procesos. El personal de ONGs, organismos gubernamentales y organizaciones populares, necesitan comprender los procesos operativos de los proyectos en los cuales están involucrados. Los técnicos/as y los beneficiarios de proyectos, a menudo reflexionan sobre la forma en la cual los proyectos de desarrollo han sido diseñados y ejecutados, y pueden ser mejorados. Sin embargo, estos conocimientos son raramente documentados, analizados, y compartidos de manera sistemática, para mejorar el proyecto a través de la reflexión y el aprendizaje continuos, de sus procesos y resultados. La sistematización es un proceso continuo de reflexión participativa acerca de los procesos y resultados de un proyecto. Este análisis sistemático genera lecciones que son retroalimentadas al proyecto para lograr su mejoramiento, fortaleciendo así la capacidad organizativa y de aprendizaje de las organizaciones de desarrollo. Las experiencias del proyecto son documentadas y compartidas con otras organizaciones. Este manual practico explica el concepto de sistematización; ofrece métodos para planificar, hacer seguimiento, evaluar, y mejorar los procesos y resultados de proyectos de desarrollo; y comparte algunas herramientas útiles para ejecutar un proceso de sistematización. El manual consta de las siguientes secciones: Sección 1: Que es la sistematización?
Sección 2: Objetivos de la sistematización
Sección 3: Planificación de la sistematización
Sección 4: Que sistematizar: las áreas de análisis
Sección 5: Compartiendo las lecciones aprendidas
Sección 6: Caja de herramientas COMO PEDIR EL MANUAL DE SISTEMATIZACION: El costo total (incluyendo envío) del Manual de Sistematización es de 20 USD (dólares americanos). De estar interesado/a en adquirirlo, Ud. Puede enviarnos el pago en cualquiera de estas tres maneras: 1) Un cheque por 20 US dólares a nombre de "IIRR", pagadero en banco ubicado en los Estados Unidos de Norteamérica. 2) Un cheque en cualquier moneda europea (equivalente al valor de 20 US dólares) a nombre de "IIRR", pagadero en banco ubicado en EUROPA,
3) Enviar los 20 dólares en efectivo en un sobre por correo aéreo. Esta manera es la menos segura, pero perfectamente viable para las personas o instituciones que no tengan acceso a cheques extranjeros. El cheque o efectivo lo deberán enviar a: IIRR
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Correo electronico: daniel@iirr.ecx.ec ACEER job opening Thu, 10 Jul 97 15:31:00 PDT
Mustalish, Roger W. (rmustalish@wcupa.edu) Dear ELANeros:
The Amazon Center for Environmental Education and Research (ACEER) Foundation has an immediate opening as Field Coordinator at our research and education station in the Peruvian Amazon. Applicants should have educational and/or scientific backgrounds, preferably in the neo-tropics, with priority going to Latin American applicants with experience in the Amazon Basin. English and Spanish language capabilities are a must. Responsibilities will include a wide range of activities associated with our educational workshops and courses, assisting researchers at the station, community outreach programs, presenting interpretation programs on the ACEER to visitors, and coordinating the Foundation's field programs with those at
our office in Iquitos and in the US. Salaries and benefits will be based on experience. Interested individuals should contact Yvonne Mejia, Director of Peru Programs in our Iquitos office: La Fundacion ACEER
912 Sargento Lores
Iquitos, Peru
Telefax: 51-94-232659
e-mail: rmustalish@wcupa.edu Fourth Year of RCP-IP by Jose Soriano
js@cahuide.rcp.net.pe Copyright © 1996 by the author.
This article is freely redistributable. From Matrix News , 6(2), February 1996
mids@mids.org> , http://www.mids.org
+1-512-451-7602, fax: +1-512-452-0127 Translated from the Spanish by John S. Quarterman <jsq@mids.org> Peruvian Scientific Network (RCP), General Coordination Because we've been very busy we almost let pass an important milestone: the fourth anniversary of RCP. Four years ago on the first of December an idea solidified that even today many consider crazy: to create a part of the Internet in Peru that would promote cooperation and cause user institutions to join forces. One model proposed the creation of a national nongovermental network (without subsidies), a bit commercial, becoming self-sustaining and extending service to all of Peru and all Peruvians. Today, four years later, we have the pleasure to form part of a project recognized internationally, and to be one of the viable and successful Latin American networks. The first message of RCP was produced by the cooperation of many persons and institutions, both national and international, who pressed forward through personal and institutional difficulties in organizing the network. In this new year we can only think that this is the beginning and there is yet much to be done. Some Statistics According to our statistics to date, in Peru there are 17,716 end users, distributed in 983 nonprofit institutions that are the owners of RCP. 61 mailing lists connect more than 5,800 people in debate or dissemination of information on subjects of their interest. We have more than 80 leased lines, 60 dialup lines, and nearly a thousand end users directly connected to RCP who use programs that handle the Spanish language (Eudora, pmail, wingopher, wintalk, Netscape, etc.), specially converted by RCP. They also have at their disposition 14 manuals in our language and with the benefit of our direct experience. We have exceeded 2,000 weekly hours of dialup telephone connection at 14.400 bps between the months of June and November of this year. Electronic mail traffic has passed 300,000 Kilobytes, rising from 700 Kilobyes in January. Two 256 Kbps lines at two distinct points on the international backbone give RCP redundancy. This will be reinforced by interconnection with the Chilean and Venezuelan networks via 512 Kbps links to each that will commence operations at the beginning of the year. This will be the foundation of a Latin American backbone that we hope will connect the rest of the countries in the region in 1996. Already there have formed 11 consortiums of autonomous departments that facilitate local and nearby access. This is by means of the telecommunications company finally agreeing to start a service to connect the 23 departments of our country with dedicated liens. An Inexpensive Network On 1 July of this year we could --- to augment the critical mass of users --- reduce prices considerably for all types of connection, so that no matter the traffic or length of connection RCP-IP becomes the least expensive network in the region, even though the relative costs in Peru are higher than in most countries in Latin America and the Caribbean (ALyC). Despite an increase in infrastructure problems and the open opposition of certain persons, institutions, and businesses that wish to promote their own interests, we believe that in 1996 we will be able to repeat what we've done in the region and convert RCP-IP into the least expensive cooperative and unsubsidized network in the world. Cooperation All this only has been possible thanks to the solid cooperation of hundreds of institutions and thousands of end users. Now commercial companies are beginning to appear that provide access services. We are endeavoring to convince them that a national and regional backbone better prepares our countries for global competence and of the possibility of our country developing as one of the main international Internet providers. There are new problems. RCP is prepared to face them and to continue increasing, at the rate of more than 100 institutions, persons, or businesses per month, enabling participation of more and more Peruvians in this fundamental railroad of development that must be our future and that is becoming a complicated and passionate present. The group that currently has operational responsability for our network is user-friendly towards all and each one of our end users is the reason for our work. And in a very special manner for the postmasters who sacrifice their time and anonymous efforts to construct RCP in their institutions. CYBERNAUTAS O CIBERNOMADES
HACIENDO CAMINO AL ANDAR Por José Soriano M. Cinco años han pasado desde que los primeros 15 peruanos mandaron su
primer mensaje desde la recién fundada Asociación sin fines de lucro, Red
Científica Peruana. Con solo tres mil dólares, una computadora 386, cuatro
modem y muchísima voluntad decenas de peruanos nos lanzamos a la aventura
de construir un modelo cooperativo, que permite hoy, cinco años despues,
a casi 7 mil asociados ser propietarios de un patrimonio mayor a los 2
millones de dólares y un modelo probado y admirado en todas las latitudes
que nos llena de orgullo. Son 80 mil cibernomades conformando nuestra red nacional. Un infoducto
nacional que permite integrar nuestra nacion mas allá de nuestras fronteras
físicas consolidando nuestras culturas e idiomas. Algo mas de 15,000
llamados telefónicos diarios, 260 web nacionales que reciben algo mas de 6
millones de visitas por mes, 151 listas de interés con mas de 26,825
personas inscritas desde todo el mundo, atestiguan lo valioso de la
información Peruana y el notable desarrollo que hemos logrado en este
ultimo año. Los nodos concentradores distribuidos en Trujillo, Tacna,, Pasco, Arequipa,
Iquitos, Cajamarca y Cusco son los primeros ya operativos. Pronto estaran
conectados, Lambayeque, Ilo, Tumbes y Puno. Esperamos en 1997 poder contar
con puntos de presencia distribuidos en todos los departamentos y comenzar
con la interconexion de las provincias y los distritos. Las cabinas publicas son el eje fundamental de un desarrollo autosostenido
y autonomo en una realidad donde no existe la infraestructura necesaria
para seguir creciendo y llevando esta herramienta de desarrollo a la
mayoria de los peruanos. Por ello esperamos poder instalar 30 Cabinas
Publicas propias y 300 autonomas en el curso del proximo an~o. Podriamos abundar en la estadistica y en los ejemplos, pero como para
muestra basta un boton, creemos que hemos demostrado que un modelo distinto
es posible y que en el Peru, lo estamos construyendo, haciendo camino al
andar. La falta de politicas del Estado que apoyen este tipo de desarrollos, como
se esta haciendo en Argentina Brasil, Chile, Colombia, Costa Rica; y las
exageradas tarifas de telecomunicaciones que acompan~an la inconducta de
la empresa monopolica dominante, que se resiste a cumplir las leyes y
regulaciones nacionales, retrasan una mayor participacion de los peruanos
en la globalizacion pero nos han hecho fuertes ante la adversidad. SUPERAUTOPISTA O INFODUCTOS, Signo de los tiempos, todos los dias recibimos informaciones diversas
acerca de un concepto llamado =B3autopistas de la informacion=B2 cada vez mas
extraño. Se trata de algo que no se sabe muy bien que es, pero suena a
moderno y vende, resulta comercial. El concepto de autopista de la informacion (information superhighway) fue
acun~ado por el Vicepresidente de Estados Unidos. Al Gore, para designar
los servicios de telecomunicacion de la proxima generacion basados en
tecnologias hoy conocidas como Internet. El nombre surgio como un homenaje
a su padre quien hace algunas decadas presento ante el Congreso de los
Estados Unidos el proyecto de Carreteras terrestres que integraron el
territorio de dicho pais. Una red mundial adaptada a las necesidades del nuevo comercio globalizado y
con la tentacion de imponer un pensamiento unico, aculturado, que favorece
los intereses de las grandes multinacionales. Pero la globalizacion de las
relaciones internacionales, basada en la explosion de los mercados
financieros y las redes de informacion, ''verdaderas columnas vertebrales
de la sociedad moderna'', encierran tambien una oportunidad de desarrollo. Si somos capaces de pensar al Internet no solo en terminos de lucro, tal
vez estemos frente a una oportunidad unica en la historia. Si logramos
adaptar estas nuevas tecnologias a nuestras necesidades de desarrollo y
establecer, diferencias competitivas para nuestras empresas, universidades,
colegios, organizaciones de base puede ser que tengamos una oportunidad en
los nuevos escenarios mundiales. Por primera vez en la historia de la humanidad la inteligencia de la
informacion no esta solo en manos de quien la emite, sino que estara en
manos de quien la recibe. El usuario tendra la capacidad de elegir que
recibe, cuando y en que tipo de soporte final. Lo mas importante es que
cualquier persona tiene la capacidad de producir y poner informacion en
esta red mundial en igualdad de condiciones. Lo que cualquiera puede hacer en Internet desde su casa, convertirse en un
nomada recorriendo territorios y laberintos borgianos sin jamas perderse.
Recorrer varias tiendas para comprar articulos siguiendo los consejos y
explicaciones de expertos vendedores. Enviar y recibir faxes. Examinar su
historial medico para recordar el nombre de esa medicina que tiene que
comprar. Aprender cualquier lengua del planeta recibiendo clases
personales de nativos del pais. Tambien puede hacerse hacia el Peru,
debemos aprender a construir masivamente los infoductos que provean nuestra
informacion al mundo. Vale la pena intentarlo. Si no lo abordamos como proyecto estrategico no tendremos ningun lugar, ni
como pais, ni como instituciones, ni como personas en los nuevos
escenarios. De eso podemos estar seguros. Pero todo esto que ya se ha logrado puede perderse. Las multinacionales de
telecomunicaciones estan estableciendo estrategias que les devuelvan la
propiedad absoluta de los medios. Los monopolios buscan expulsar del
mercado a quienes puedan significar competencia. El libre mercado mal
entendido enfrenta proyectos autogestionados, autonomos y autofinanciados
de aplicacion intensiva para el desarrollo, con grandes multinacionales de
recursos casi ilimitados ejecutando politicas de perro del hortelano. En el Peru existen actualmente algo mas de un millon cuatrocientos mil
telefonos y poco menos de 465 mil computadoras en los hogares. Para el an~o
2000 el crecimiento anunciado es el doble de telefonos y un aumento anual
de 60 mil computadoras. Esto quiere decir que, de aceptar el modelo propuesto por las
multinacionales, para el nuevo siglo, menos del 5 % de los peruanos podran
navegar =B3autopistas=B2 que seran propiedad exclusiva de las empresas de
telecomunicaciones, orientadas hacia el exterior, y buscando ganancias de
corto plazo siguiendo el modelo de la television. Los infoductos, termino que me parece mas apropiado, acun~ado en Europa
hace 8 an~os, son y seran propiedad de la gente. Por eso en la RCP-IP
seguiremos =B3haciendo junto con la gente Peru al andar=B2. ----> PERULLAQTAMANTA LLAPANYACHANAJPA LLIKAN <-----
----> RED CIENTIFICA PERUANA <-----
Peruvian Internet Network
Jose Soriano - Coordinador General - e-mail : js@rcp.net.pe
Av. Larco 770 - Miraflores Telf. (51 1) 4455168
4455797=20
un abrazo, js
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PERULLAQTAMANTA LLAPANYACHANAQPA LLIKAN - RED CIENTIFICA PERUANA Jose Soriano - Coordinador General - e-mail : js@rcp.net.pe Av. Larco 770 - Miraflores - Lima 18 - Peru Telefono: (511) 241 5689, (511) 954 4799 Fax (511) 241 1320
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La Libertad, Sancho, es uno de los mas preciosos dones que a los hombres dieron los Cielos; con ella no pueden igualarse los tesoros que encierra la tierra, ni el mar encubre; por la Libertad, asi como por la Honra, se puede y se debe aventurar la vida" (Don Quijote II:58) |
Artículos sobre Políticas Públicas 
