lacip background paper

7/27/2019 LACIP Background Paper

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Background

Paper

Livelihood Support & Promotion of Small Community Infrastructure Project

L A C I P


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

2. PROGRAM OVERVIEW..............................................................................2 to 9

3. OTHER PROGRAMS IN THE PROJECT AREA (KP)..........................................10

4. PROGRAM AREAS................................................................................11 to 12

5. PROGRAM COMPONENTS...................................................................13 to 15

6. SUMMARY OF INVESTMENT..................................................................16 to 18

7. PARTICIPATING PARTNER ORGANIZATIONS.......................................19 to 37

2.1 Program Introduction2.2 Program Objectives2.3 Expected Outputs and Outcomes

2.4 Project Implementation Principles2.5 Program Activities2.6 Monitoring and Evaluation2.7 Steering and Coordination2.8 Reporting

5.1 Institutional Development (ID)5.2 Community and Physical Infrastructure (CPI)5.3 Livelihood Enhancement and Protection (LEP)5.4 Establishment of basic health and educational services (H&E)5.5 Disaster Preparedeness and Management measures (DPM)

6.1 Program Investment6.2 Apportionment by Districts6.3 Component wise Apportionment

3.1. Poverty Reduction through Rural Development in Balochistan, KhyberPakhtunkhwa and the Federally Administered Tribal Areas

3.2. KfW funded Development of Hydropower, Renewbale Energy &

Biodiversity Conversation Program in KPK

TABLE OF CONTENTS


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LIST OF ABBREVIATIONS

AKRSP Agha Khan Rural Support ProgramART Advisory Review Team

CPI Community Physical Infrastructure

CO Community Organization

CUP Community Uplift Program

DNH No no harm Approach

DPM Disaster Preparedness and Mitigation

DRR Disaster Risk reduction

ESMF Environment & Social Management FrameworkGBI Grants Based Interventions

HADAF Hazara Development and Advocacy Foundation

H&E Health and EducationKfW (German Development Bank)

KP Khyber Pakhtunkhwa

LACIP Livelihood Support and Small Community Infrastructure Project

LEP Livelihood Enhancement and Protection

MER Monitoring, Evaluation and Research

MIS Management Information System

MIED Mountain Institute for Educational Development

MGPO Mountain and Glacier Protection Organization

NRSP National Rural Support Program

NWFP North West Frontier Province

O&M Operation and Maintenance

PSC Poverty Score Card

PO Partner Organization

PPAF Pakistan Poverty Alleviation Fund

RDP Rural Development Program

SABAWON Social Action Bureau for Assistance in Welfare andOrganizational Networking

SIE Senior International Expert

SRSP Sarhad Rural Support Program

SWWS Support with Working Solutions

TOP Terms of Partnership

VO Village Organization


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Pakistan Poverty Alleviaon Fund (PPAF) as an instuon serves poor, marginalized and disadvantaged

households by facilitang their access to resources and opportunies. This considerable lack of

opportunies necessitated creaon of an intermediary apex organizaon equipped with the resource

backed capability to furnish nancial and non-nancial services to the impoverished and excluded secons

of the community, through a community-based framework.

As a lead apex organizaon of the country, PPAF works through 126 Partner Organizaons (POs), selected

through a stringent and comprehensive appraisal process. The enre infrastructure program of PPAF is

community based and demand driven. The POs interact intensively with the local communies in helping

them form into Community Organizaons (COs) through the process of social mobilizaon. Once the COs

are formed, they are given informed choices for the selecon and priorizaon of the projects to be

implemented through PPAF assistance. When the project is idened, the Terms of Partnership (TOP) are

signed, which clearly indicate the responsibilies of the PO and the CO.

The TOP inter alia includes the minimum share of the CO in the capital cost of the project and an

undertaking that the built facility will be maintained and operated by the CO with out any external support.

The CO also assumes the primary responsibility of construcon management, with the technical supportof the PO. For this purpose, it is mandatory to have in place a project management commiee, an accounts

commiee, an audit commiee and an operaon and maintenance (O&M) Commiee.

At a wider level, it is crical to cinch ownership, commitment, and parcipaon from diverse stake

holders for poverty reducon eorts to be successful over the long-term. To that end, PPAF has endeavored

to crowd-in partnerships (both nancial and non-nancial) with the public sector, private sector, and civil

society organizaons at internaonal, naonal and sub-naonal levels.

The unique role of PPAF, therefore, goes beyond mere nancing of civil society organizaons but extends to

sector development, market making, and quality assurance in terms of inclusion, outcomes, and impact.

The Background Paper consists of the following:

I. An outline of what LACIP comprises of in terms of the ve major components; instuonal

development at community level in project region, community and physical infrastructure, livelihood

enhancement and protecon of weakest secons of the populaon, establishment of basic health and

educaon services at grass root level and the preparaon of the communies to respond to natural

disasters in disaster prone areas.

II. A detailed investment program giving the yearly schedule of outlays, apporonment of cost by the pro-

gram components and at the district level.

1. INTRODUCTION

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2.1 Program Introducon

The Livelihood Support & Promoon of Small Community Infrastructure Project (LACIP) is co-nanced by

the Federal Republic of Germany through KfW and executed by PPAF over a period of three years. It aims to

reduce the poverty levels by increasing economic opportunies in the project region.

The project has started with the end of the Incepon Phase and the Funding Phase One in April 2012. The

project is mandated to work in Instuonal Development (ID), Community Physical Infrastructure (CPI)

development, Livelihood Enhancement & Protecon (LEP), Health & Educaon (H&E) and Disaster

Preparedness and Migaon (DPM) in the 5 selected districts (Chitral, Buner, Swabi, Charsadda and D.I.

Khan) of Khyber Pakhtunkhwa (see Annex 1). The esmated total cost underlying the project appraisal is

31.563 million Euros.

The LACIP acvies will be implemented in close coordinaon with the Partner Organizaons. Where ap-

propriate, the Consultant will coordinate acvies to ensure that the proposed standards, systems, meth-

ods, etc. are compable and complementary as much as possible, and to avoid duplicaon of eorts or

inconsistencies of the approach.

The implementaon of the LACIP required PPAF to adjust and develop its management systems and

structures to suit the implementaon of the projects; Project Management Unit (PMU) was established at

the end of August 2012.

Community Physical Infrastructure (CPI) will respond to the community basic needs and demands following

the Community Driven Development approach. In total approximately 2,350 CPI schemes (2000

convenonal and 350 innovave) will be implemented through the Project in the 5 target Districts.

In addion to the small infrastructure schemes, livelihood support is a major component in the Project.

PPAF has acquired useful and valuable experience in the livelihood sector with a limited number of well-tar-

geted iniaves. However, the seng up of this scale of livelihood support (7000 units) with successful

implementaon and eecve control of this overall component is considered to be a major challenge for all

the pares involved.

Through the Health and Educaon (H&E), support would be provided to villages with exisng health or

educaon facilies operated by the government or community organizaons requiring physical and

funconal improvements.

Disaster Preparedness and Migaon (DPM) is also a major focus to the Project not only to mainstream

DRR in the small community infrastructure schemes but also to enhance capacies of the communies toprepare for and cope with likely disasters.

PPAF has selected 20 Partner Organizaons (POs) and the rst 60 Union Councils (UCs) for the

implementaon of the Project acvies. PPAF has conducted a preliminary poverty assessment and has

also done preliminary social mobilizaon of the target communies.

During the Incepon Phase of the LACIP, the Consultant HELVETAS Swiss Intercooperaon had prepared the

Incepon Report, which provided an analysis of the current situaon of the LACIP, provided an updated

Project Implementaon Concept and reviewed the scope of the consulng services.

A baseline Survey has also been commissioned to an external consultant to be prepared for the LACIP. Thebaseline has covered the target UCs in all the 5 Districts of the LACIP.

2. PROGRAM OVERVIEW

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2.2 Program Objecves:

Populaon and poverty is to be reduced through the creaon of sustainable condions of social and

physical development, including income and producon capacity increase.

The overall objecve of the Project is to contribute to the improvement of the general living condions and

quality of life of the poor populaon in the Project region with a special focus on the poorest.

The project objecves are:

(i) Increased access to and sustainable ulizaon of social and economic infrastructure by thepopulaon of the Project region;

(ii) Increased employment and income opportunies, especially for the poor

(iii)Strengthening of the local civil society and enhanced parcipaon of the populaon in thedecision making process and its disaster preparedness capacies at the local level.

The Project shall be regarded successful if during the nal project review - approximately 3 years aerProject compleon the following three goals are reached:

At least 60% of the infrastructure schemes nanced through the Project are used, stay resistant to natural

disasters and are operated and maintained by the target communies;

At least 40% of the target groups have an increased income of 20% as compared to a baseline value

baseline and reference me e.g. annually or over a mul-annual period which sll needs to be dened

based on the ndings of the inial poverty assessment at the beginning of the Project.

At least 33% of the community organizaons supported through the Project connue to be acvely

involved in the planning and implementaon of local development iniaves, have access to externalsupport programmes and their capacity is built to cope with natural disasters.

2.3 Expected Outputs and Outcomes:

The Project Outputs are as follows:

1. Populaon in project areas is mobilized and organized in the form of community organizaons 2. Community Physical Infrastructure is built

3. Assets are transferred and especially the poorest communies are trained

The intermediate Outcomes are as follows:

1. Community instuons (COs/VOs and clustered bodies) formed and funconing sasfactorily 2. Living standards of targeted households improved and vulnerability to shocks reduced 3. Poor communies gained increased access to quality infrastructure services 4. Access to quality educaon is improved and ulized by all primary school age children in PPAF

priority areas

5. Men, women and children gain increased access to quality primary, prevenve and maternalhealth services.

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2.4 Project Implementaon Principles

PPAF follows implementaon principles and approaches which can be characterized as pro-poor,

community-driven/boom-up, parcipatory and with special support to marginalized groups within the

communies.

2.4.1 Pro-Poor Approach

The project region and beneciaries will be selected by using methodologies such as the poverty score

card. Wherever possible, priority shall be given to community physical infrastructure schemes which are

labor intensive and thus create provision for a source of income for local unskilled labor above any

community contribuon provided in kind.

Furthermore, local contributors in cash or kind to any intervenon scheme shall be in general accordance

with PPAFs standard procedures as outlined in the Operaonal Manual but with more exibility towards

poorer communies and beneciaries. There will be 0% local contribuon for the rst scheme in very poor

communies, 10% for the second and third scheme and 20% for any addional schemes. However, in case

of a natural disaster or war hit zones, the community contribuon may be waived for a maximum period of

two years from the occurrence of the disaster.

2.4.2 Parcipatory Approach

All project intervenon proposals are idened by the communies, as such the project is demand driven

in nature. Therefore, communies have to be organized in the form of groups to take collecve decisions,

undertake implementaon of projects and then accept responsibility for operaon and maintenance of

development intervenons, whether infrastructure, educaon or health or any other form of development

intervenon. During community mobilizaon, special support will be given to marginalized groups within

the communies.

2.4.3 Integrated approach

The LACIP Project follows an integrated approach, which means that a range of intervenons will be carried

out simultaneously in selected union councils and villages. The number of project intervenons per village

shall be based on a comprehensive needs assessment. A minimum of ve intervenons shall be

implemented per village. At least 30% of villages in a union council shall be covered by the Project. Based

on the minimal rao of ve intervenons per village, Project acvies will be limited to a maximum of 60

union councils in the ve selected Project districts.

2.4.4 Do no harm approach

All project intervenons will be planned and implemented in a conict sensive manner. PPAF will avoid

any negave impact on the conict. Regular results monitoring compliant with Do No Harm criteria and

the relevant reporng will be carried out.

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2.5 Program Acvies:

The Total Cost and Financing of the LACIP is EUR 31.5 million, comprising of Programme Costs of EUR 27.5

million, Administrave Costs PPAF of EUR 1.060 million, Internaonal Consultant Costs of EUR 1.8 million

and Conngencies of EUR 1.006 million.

The total budget of the Program is 31.5 million Euros that will be used by PPAF has been shown in Table 1

and Figure 1 in accordance with the component wise breakdown:

Sr. No Program Component Investment Allocaon (EUR) %age

1 Small and Medium Scale Infrastructure (CPI) 13,765,400 49.86%

2 Livelihood Enhancement & Protecon (LEP) 4,910,657 17.79%

3 Health & Educaon Services (H&E) 2,000,000 7.24%

4 Disaster Preparedness and Migaon (DPM) 1,000,000 3.62%

5 PO Implementaon Cost (Including ID Cost) 5,934,482 21.49%

Total 27,610,539 100.00%

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49.86

17.79

7.24

3.62

Investment Allocation

Small and Medium Scale

Infrastructure

Livelihood Enhancement

& Protection

Health & Education

Disaster Preparedness &

Mitigation


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2.6 Monitoring and Evaluaon

The POs report on outputs, achievements and budgets on the basis of indicators developed for the Project

on monthly and quarterly basis using standard formats of PPAF. Performance monitoring and evaluaon is

conducted at bi-annual basis by the Advisory Review Team (ART) jointly with PPAF. The focus of bi-annual

reviews is to review processes and overall progress. During regular bi-annual reviews by the ART the

following acvies are performed:

Field visits and discussions with PPAFs sector Units and the Senior Management, Partner Organizaons,

Community Organizaons and local communies

Review of LACIP acvies and their eecveness in coordinaon with PPAF, with regard to achieving the

Project objecves

Development of and/or review of specic proposals to adjust or further opmize Project performance,

presentaon and transparency, etc.

The Consultant may also support PPAF in Impact Assessment and Evaluaon tasks as outlined in the PPAF

OPs Manual. Apart from reviews and progress reports, regular audits by internal and external audits arealso conducted.

2.7 Steering and Coordinaon

The coordinaon between PPAF, KfW and HELVETAS Swiss Intercooperaon is done through the project

PMU, the regular Tuesday Meengs and other mechanisms of exchange (see also Incepon Report,

chapter 3.4). The organizaonal Chart is aached in Annex 2.

The implementaon of the project is technically supported by an internaonal consultant, HELVETAS Swiss

Intercooperaon. The team is led by a Team Leader based in Switzerland. The Pakistan team comprisestwo full-me and one half-me employees and support sta. The services consist of support to the PPAF in

technical, social and monitoring tasks (with a change in focus of experse from engineering to livelihood for

the SIE) and will be complemented through a combinaon of short term internaonal and naonal experts

and through Advisory Review Team (ART) assignments. The pool of internaonal and naonal experts can

also be drawn from to conduct Special Studies (ref. Annex 9 of Incepon Report, which are budgeted

separately).

2.8 Reporng

PPAF reports KfW on monthly and quarterly basis; these reports are jointly prepared by PPAF and theConsultant. PPAF has charged the Consultant to write the progress reports but provides all required data

and comments on reports and acknowledge its content by countersigning the reports. Review and advisory

reports are also prepared by the consultant. Project Compleon report will be developed at the end of the

project.

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There are two other projects being either started or going to start during 2012 in the project area of Khyber

Pakhtukhwa, Balochistan and FATA. PPAF is being the implementaon agency for both of these projects,

and will provide technical and nancial assistance.

3.1 Poverty Reducon through Rural Development in Balochistan, Khyber Pakhtunkhwaand the Federally Administered Tribal Areas

The proposed program Poverty Reducon through Rural Development in Balochistan, KP and FATA to be

nanced by the Government of Italy through the Directorate General for Development Cooperaon aims at

contribung to poverty reducon for the populaon of Balochistan, Khyber-Pakhtunkhwa and FATA

(Federally Administered Tribal Areas). These provinces bordering with Afghanistan are suering from

poverty, as well as from on-going conicts and they have to be considered the most vulnerable areas of the

country.

The Italian program will be nanced by the Italian Cooperaon with a provision of 40 million Euros so

loan facility and a grant of 380,739.00 Euros for provision of Italian technical assistance. The so loan willbe transferred to PPAF by the Pakistani Government for nancing social, livelihood and rural development

acvies. In line with the PPAF model, all intervenons will be operated through Partner Organizaons.

3.2 KfW funded Development of Hydropower, Renewable Energy & Biodiversity Conservaon Program in KP

This project is ancipated to start in (2012) in 10 selected districts (Chitral, Dir (upper & lower), Swat, Bun-

er, Swabi, Bannu, Lakki-Marwat, Hangu & Karak) of Khyber Pakhtunkhwa.

Total project investment is 22.5 million Euros which will be implemented in two phases; 10 million Euros

will be spent during Phase-I of the Project on Social Mobilizaon, Instuonal Development and Water &

Renewable Energy infrastructures. The remaining 12.5 million Euros will be spent during Phase-II of the

project on Renewable Energy projects and Biodiversity & Conservaon acvies.

Although the Renewable Energy (RE) Project is purely technical and innovave in nature but the two proj-

ects together will certainly create synergies in terms of social mobilizaon, capacity building and infrastruc-

ture development of the local communies in at least 2 combine districts (Lakki-Marwat & D.I Khan) of

Khyber Pakhtunkhwa.

3 Other Programs in the Project Area (KP)

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The Project covers 5 target Districts of Khyber Pakhtunkhwa, namely Chitral, Swabi, Buner, Charsadda and

D.I. Khan. The selected Districts represent topographical dierences varying from high altudes in the north

to irrigated plains in the central valley and dry lands in the south. The total area covers 26,580 sq. km with

a populaon of more than 4 million people. Generally, land holdings are relavely small and self-operated.

With the excepon of Charsadda, these Districts are spaally and economically marginalized, but all experi-

enced recurring natural disasters.

These districts are selected on the basis of their poverty ranking and deprivaon. The ve Project districts

selected are presently considered sensive due to recent history of violent conict and a likely risk of being

engulfed with such troubles again. Large areas in these districts were also aected by oods of 2010. It is

expected that a tangible improvement of the living condions of the poor in these districts will contribute

to reducing the risk of further social and polical unrest, instability, further marginalizaon of poor and an

exponenal increase in poverty.

The Idencaon and selecon of Union Councils, Villages and Target Communies is carried out using the

Poverty Score Card technique. A situaon analysis of the infrastructure and an analysis of instuons pres-

ent in the idened UCs has also been carried out. At least 50% coverage of the rural households is manda-tory in a selected UC to comply with the saturaon approach spulated by PPAF.

A workshop in regard to the Mul Sectoral Approach was conducted by PPAF. The POs parcipated in the

workshop, and a number of key lessons and perspecves were shared for the benet of the LACIP. This

was the rst me that parcipants from dierent organizaons worked together for the same area in the

district, and in the process, informal learning was imparted to each other

Geography:

Khyber-Pakhtunkhwa, formerly known as the North-West Froner Province (NWFP), is located in thenorth-west of the country. It borders Afghanistan to the north-west, GilgitBalstan to the north-east, Azad

Kashmir to the east, the Federally Administered Tribal Areas (FATA) to the west and south, Balochistan to

the south and Punjab and the Islamabad Capital Territory to the south-east. The main ethnic group in the

province is the Pashtuns; other smaller ethnic groups include most notably the Hindkowans, Gujjars and

Chitralis. The principal language is Pashto. The provincial capital is Peshawar.

Khyber Pakhtunkhwa is largely located on the Iranian plateau and Eurasian land plate, while peripheral

eastern regions are located near the Indian subconnent and this has led to seismic acvity in the past. It

covers an area of 74,521 km (28,773 sq mi). According to the 1998 census, the total populaon of Khyber

Pakhtunkhwa was approximately 17 million out of whom 52% are males and 48% females. The density of

populaon is 187 per km.

Geographically the province could be divided into two zones: the northern one extending from the ranges

of the Hindu Kush to the borders of the Peshawar basin; and the southern one extending from Peshawar to

the Derajat basin.

The northern zone is cold and snowy in winters with heavy rainfall and pleasant summers with the excep-

on of Peshawar Basin, which is hot in summer and cold in winter. It has moderate rainfall. The southern

zone is arid with hot summers and relavely cold winters and scantly rainfall. Its climate varies from very

cold (Chitral in the north) to very hot in places like D.I. Khan. The major rivers that cross the province are

Kabul River, Swat River, Chitral River, Panjgora River, Bara River, Karam River, Gomal River and Zob River.

4 PROGRAM AREAS

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Its snow-capped peaks and lush green valleys of unusual beauty aract tourists from far and wide while

its art and architecture is no less known than the historic Khyber Pass. Once the cradle of Gandhara civi-

lizaon, the area is now known for its devout Muslims who zealously guard their religion and culture and

the way of life that they have been following for centuries. The region varies in topography from dry rocky

areas in the south to forests and green plains in the north. Given the extremes in weather, agriculture

remains important and viable in the area. The hilly terrain of Swat, Kalam, Upper Dir, Naran and Kaghan is

renowned for its beauty and aracts a great many tourists from neighboring regions and from around the

world. Swat-Kalam is also termed a piece of Switzerland as there are many landscape similaries between

it and the mountainous terrain of Switzerland.

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The Project follows an integrated approach, which means that a range of intervenons will be carried out

simultaneously in the selected Union Councils and Villages. The selecon of intervenons will be

determined in a demand based, parcipatory process by the communies with the support of the POs and

in accordance with PPAFs Operaonal Policies Manual for Grant-Based Intervenons. Special focus will be

given to marginalized and women-headed households entailing the formaon of women community

organizaons and their acve parcipaon.

The Project will nance the following components:

5.1 Instuonal Development

Instuonal Development (ID) has been included a component (approx. EUR 2 million) to help POs achieve

their objecves by increasing capacies of individuals, enabling them to take advantage of available

opportunies and choose for themselves an opon that could help them come out of the vicious circle of

poverty to the virtual cycle of opportunies.

5.2 Community Physical Infrastructure (CPI)

Community Physical Infrastructure will respond to a community demand and follow a Community Driven

Development approach. Approximately 50% of the overall investment cost budget of approx. EUR 15

million will be used for the provision of CPI projects. In total approximately 2,350 CPI schemes

(2000 convenonal and 350 innovave) will be implemented through the Project in the 5 target Districts.

Local contribuon to any intervenon scheme shall be in accordance with PPAF standard procedures,

but with more exibility towards poorest communies; in general this comprises 0% contribuon in very

poor communies for the rst scheme, 10% for the second and third scheme and 20% for any addional

schemes. However, in the case of natural disaster or in war hit zones the CO contribuon may be waivedbut on the average a 10-15% contribuon is expected.

CPI projects include both convenonal and innovave schemes as follows:

The Convenonal CPI include the construcon and/or rehabilitaon of i) irrigaon water management

schemes, ii) road sector, iii) soil conservaon, DRR, migaon and preparedness structures, iv) water supply

and sanitaon, v) school buildings and renovaon and /or repair of exisng school infrastructures vi) health

center buildings and renovaon and or/ repair of exisng health infrastructures.

Preference will be given to rehabilitaon, modernizaon and/or extension of exisng schemes. Where not

possible, new schemes will be implemented using low cost local materials. Such schemes are relavelysimple and can be constructed to a great extent by the communies themselves with technical support of

the POs. The Average cost is assumed to be EUR 6000.

The innovave CPI schemes require more technical assistance and in some cases are larger in scale and

they are usually more costly. These schemes include i) solar and wind pumps, ii) wind turbines, iii) mini/

micro hydro-electric power projects up to 200 Kw capacity, iv) slope stabilizaon, v) drought migaon, vi)

high eciency irrigaon systems (including drip and sprinkler etc).

An average cost of EUR 9000, excluding community contribuons, has been allocated for such schemes.

Due to the higher cost and complexity and the lower involvement of unskilled labor in the construcon of

these schemes, their number shall be limited to a maximum of 15% (350 units) of the overall number of

schemes or 20% of overall costs (EUR 3.15 million).

5 PROGRAM COMPONENTS

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An Operaon and Maintenance (O&M) plan for each scheme will be established and discussed with the CO

beforehand to ensure sustainability of the intervenons. Consultants and PPAF will inspect the operaon

and maintenance of projects during their joint eld visits. The exisng monitoring procedures will be

reviewed, e.g. by using the PPAF O&M Technical Guidelines. These guidelines will be updated and/or

developed with the assistance of the Consultant. This applies parcularly to complex and innovave CPI

projects, as well as to health and educaon facilies.

5.3 Livelihood measures including Skills Training of Beneciaries (LEP)

Livelihood iniaves have been included within the project (approx. EUR 5 million). Measures include

targeted and appropriate skills, enterprise trainings (Ustaad-Shagird or Teacher-Student Principle) and

targeted asset transfers for beneciaries with Poverty Score Card scores less than 18.

Households with scores up to 18 and those with scores up to 23 on the Poverty Score Card (PSC) are eligible

for trainings but not asset transfers. Iniaves include advice on agricultural intensicaon, local job oppor-

tunity analyses, etc.

PPAF supports innovave approaches to promote best pracces and a thorough value chain analysis. The

experiences of HELVETAS Swiss Intercooperaon in livelihoods enhancement approaches and value chainswill add value to this component.

The iniaves in the LEP component will include i) job market trends analysis, ii) vocaonal trainings , iii)

agricultural intensicaon, iv) asset transfer, and v) business plans.

All these measures are part of the overall strategy to help the targeted communies and families to

graduate out of poverty.

5.4 Community Health and Educaon Schemes and Intervenons (H&E)

H&E intervenons have also been included in the project (approx. EUR 2 million).Through this component,support would be provided to villages with exisng health or educaon facilies operated by the

government or community organizaons requiring physical and funconal improvements. New schools or

health facilies would only be provided in rare cases (e.g. if there is no facility within a 2 km radius) and if

the sustainable operaon of the facilies can be guaranteed.

PPAFs strict and very specic criteria about when to support such investments must be applied to ensure

sustainability and to avoid replacing the role of the Government. Prior to construcng new health and/or

educaon facilies coordinaon with the relevant district and provincial departments is mandatory.

However, some innovave intervenons may be introduced with interested communies to iniate

establishing self-operated schools. To this eect, services of the reputed model school will be engaged for

skills training.

The schemes to be iniated under Health will include i) health management commiees, ii) sta trainings,

iii) rehabilitaon of BHUs, iv) provision of labs and medicines, and v) health awareness.

The schemes to be iniated under Educaon will include i) school management commiees, ii) teach-

ers training programmes, iii) lab equipment and libraries, iv) toilet facilies, v) addional rooms, vi) play

grounds, vii) boundary walls, and viii) water tanks.

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5.5 Disaster Preparedness and Migaon measures (DPM)

Disaster Preparedness and Migaon (DPM) has been added to the project in view of its importance coun-

try-wide (approx EUR 1 MIllion) Focus will also be put on strengthening disaster preparedness capacies

of the vulnerable communies (men, women and youth) in the target Districts by introducing a package of

acvies such as i) raising community awareness on DPM, ii) formaon/training of Emergency Response

Teams, iii) systemac vulnerability assessments and iv) implementaon of early warning systems.

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The overall me frame for the execuon of the Project is 36 months starng from February 1, 2012 com-

prising of four phases. The planned compleon of the Project is thus end of May 2015.

6.1 Program Investment

The proposed program will be completed in 3 years comprising of four phases. The rst 3 months of thestarng year had been devoted mainly to the eld appraisal of the partner organizaons (POs) and their

approvals by the PPAFs in-house Credit Commiee and the PPAF Board of Directors, followed by signing of

nance agreements between PPAF and various parcipang POs.

The POs then carried out social mobilizaon in the areas of their operaon, in order to establish communi-

ty organizaons (COs), village organizaon (VOs) and sign Terms of Partnership (TOP) with them, following

which the work on implementaon of the project was started.

The total Cost and Financing of the LACIP is EUR 31.508 million comprises Programme Costs of EUR 27.6

million, Administrave Costs PPAF of EUR 1.060 million, Internaonal Consultant Costs of EUR 1.8 million

and Conngencies of EUR 1.006 million.

The summary of the investment program has been provided in the Table 2 and the year wise cost allocaon

has been shown in Figure 1 below:

Table 2: Summary of Investment Program

Summary of Investment Program (Million Euros)

Sr# Project Component Year 1 Year 2 Year 3 Year 4

%

Distribuon

A: Program Cost

1Construcon and Improvement of small-scale

Community Infrastructure

3.44 5.51 4.82 13.76 43.87%

2 Livelihood Enhancement and Protecon 1.23 1.96 1.72 4.9 15.54%

3Establishment of Basic Health and Educaon

Services

0.50 0.80 0.70 2.00 6.35%

4 Disaster Preparedness 0.00 0.60 0.40 1.00 3.17%

5 PO Implementaon Cost (Including ID Cost) 1.48 2.37 2.08 5.93 18.80%

Sub-Total (A) 6.65 11.24 9.71 27.61 87.73%

Year wise % Distribuon 24% 40.7% 35.3% 100%

B: Operang Costs of PPAF 1.06 3.36%

C: Consultancy Services 1.80 5.70%

D: Conngency 1.01 3.20%

Total (A+B+C+D) 31.53 100.00%

6 SUMMARY OF INVESTMENT

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Figure 2: Year wise Investment Program

The investment program of LACIP with the amounts allocated for all four phases and POs involved for theparticular time span has been given in the Table 3 below:

Table 3: Allocated amount for Funding Phase I-IV

Funding PhaseAmount

(Million Euros)No. of POs Name of POs Time Span

One (Commied) 12.13 6 AKRSP, SRSP, NRSP,

SWWS, RDP, SERVE

Apr 2012 to Sep 2014

Two (Commied) 5.87 6 SABWON, HADAF, CUP,

MGPO, MIED, SDF

Jul 2012 to Dec 2014

Three (Proposed) 4.22 8 EPS, CIE, SDF, GBTI, AHO,

CGN-P, SPADO

Oct 2012 to Sep 2014

Four 4.34 6 Performance based

selecon of POs

April 2013 to March 2015

Total 27.6 20

0.50 1.5

2

8

14

4

10

16

66.65

11.24

9.71

12

18

1 2 2.5 3.53

MillionEuros

Years

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Sr. No District No of UCs Phase-1 Phase-2 Phase-3 Phase-4Total

Million Euros

(Apr 2012

to

Sep 2014)

(Jul 2012

to

Dec 2014)

(Oct 2012

to

Sep 2014)

(Jan2013

to

Jun 2015)

1 Buner 8 0.64 2.52 1.42 2.6 6.8

2 Charsadda 7 2.71 0 0.54 2.6 6.9

3 Sawabi 7 4.37 1.1 1.63 0 5.5

4 Chitral 7 3.84 0.2 0 0 4.0

5 DI Khan 7 0.56 2.1 0.62 0.80 4.4

Total 36 12.13 5.92 4.21 5.34 27.6

Table 4: District wise apporonment of Program Cost

6.2 Apporonment by Districts

The amount of KfW investments in each district for Phase I, II, III and IV of Khyber Pakhunkhwa province

is given in Table 4 and Figure 2 shows the district wise apporonment of KfW and PPAF investments. The

more funds were allocated for the districts where less funds were disbursed under previous PPAF inia-

ves.

16


19/35

There are around 20 matured/specialized partner organizaons of PPAF who will be working in the selected

districts for intervenons under KfW funded project for Phase I-III. Due to the diverse nature of interven-

ons (Instuonal Development, Infrastructure, Water & Energy, Health & Educaon and Livelihood En-

hancement & Protecon) under this project, more than one partner organizaons will be working in some

districts to undertake dierent acvies. e.g. there will be specialized POs working for the implementaon

of engineering (infrastructure, water & energy) acvies while acvies relang to the establishment ofbasic Health & Educaon services will be implemented through dierent POs in the same district.

The intervenons being carried out by the POs are based on the plaorms of Community Organizaons,

Village Organizaons and the Local Support Organizaons. Every PO is designated target Union Councils in

which they iniate schemes and intervenons for the various components of LACIP.

The UC based distribuon of the Funding Phase I-III POs is as follows:

Charsadda

The district covers an area of 996 square kilometers. Charsadda is administravely subdivided in to 2 Tehsilswhich contain a total number of 46 Union Councils.

District Charsadda UC No of Ucs

SRSP

Dhakay

3Mandani

Hisra Nehri

SPADO 1

Total 4

Swabi

The total area of Swabi comprises of 1,543 square kilometers. There are 5 Tehsils in Swabi.

District Swabi UC No of Ucs

SWWSChecknodha

2Anbar

NRSP

Asota

3Bachai

Parmolai

SDF

Sara Cheena

5

Yaqobi

Yarhussain Gharbi

Sudher

Dhobian

GBTIKota

2Batakra

Total 12

7 PARTICIPATING PARTNER ORGANIZATIONS

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DI Khan

DI Khan has an area of 7,326 square kilometers. The district is subdivided into 3 Tehsils.

District DI Khan UC No of Ucs

SERVE Shorekot 1

CUP

Korai

2Yarik

SABAWONDaraban

2Chaudhwan

AHO Mehra 1

CIE

Korai

4Yarik

Daraban

Chaudhwan

Total 6

Chitral

The total area of Swabi comprises of 1,4850 square kilometers. There are 2 Tehsils in Chitral.

District Swabi UC No of Ucs

SRSP Shishikoh 1

AKRSP

Yar Khoon

6

Khot

OveerMulkhow

Chitral II

Koh

MIED

Yar Khoon

6

Khot

Oveer

Koh

Mulkhow

Chitral II

Total 7

Buner

The district of Buner is divided into two Tehsils. Buner comprises of a total area of 1,865 square kilometers.

District Buner UC No of Ucs

RDP Gulbandi 1

HADAF Mukhranai 2Amazai

MGPO Chagalai2

Ghorghosto

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List of the 12 parcipang POs for Funding Phases I, II and III

Sr. No District No of UCs Parcipang Organizaons (POs)

1 Buner 7

Rural Development Program (RDP)

Hazara Development And Advocacy Foundaon

(HADAF)

Mountain and Glacier Protecon Organizaon

(MGPO)

Childrens Global Network- Pakistan (Guarantee) Ltd.

(CGN-P)Environmental Protecon Society (EPS)

2 Charsadda 4Sarhad Rural Support Programme (SRSP)

Sustainable Peace and Development Organizaon

(SPADO)

3 Swabi 12

Support with Working Soluons (SWWS)

Naonal Rural Support Program (NRSP)

Salik Development Foundaon (SDF)

Ghazi Brotha Taraqia Idara (GBTI)

4 Chitral 7

Sarhad Rural Support Program (SRSP)

Aga Khan Rural Support Programme (AKRSP)

Mountain Instute for Educaonal Development

(MIED)

5 D.I. Khan 6

SERVE

Community Upli Program (CUP)

Social Acon Bureau for Assistance in Welfare and

Organizaonal Networking (SABAWON)

Asia Humanitarian Organizaon (AHO)

Change In Educaon (CIE)

Performance Based Selecon of Partner Organizaons will be carried out for the Fourth Phase of the LACIP.

EPSKoga

2Nawagai

CGN-P

Mukhranai

3Amazai

Gulbandi

7

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GOVT.

OF

PAKISTAN

Annex

1:OrganizationalChart

WORLDBANK

PPA

F

Funding

P.P.A.F

Funding

ContractualIssue

Coordinaon

-ProjectManagement

-Monitoring

-QualityControl

-BackUp

HELVETAS

SwissIntercooperaon

SKAT

(Sub-Contractor)

ProjectCoordinatorandAR

Tleader

SeniorInternaonal

Expert/Dep.

Team

Leader

SeniorNaonal

Expert

SeniorNaonal

Expert(50%)

InDistrictsof

Chitral,Buner,Charsadda,SwabiandD

.IKhan,NowsheraandHaripur

in

KhyberPakhtunkhwa(Province)

ConsorumHelvetas-Intercoopera

on-SkatSwitzrland

ConsorumProjectOfceIslam

abadatPPAF

ProjectExecung

Agency(PEA)

TARGETCOM

MUNITIES

K.F.W

PAKISTAN

ChrisMorgan

K.F.W

GERMANY

ART

ExpertPool

(Internaonal)

ART

ExpertPool

(Naonal)

Sh

ortTerm

ExpertPool

(Inte

rnaonal)

Sh

ortTerm

ExpertPool

(N

aonal)

Coordinaon

Monitoring

ConsulngServicesto

P.P.A.F

ConsulngServicesto

P.O

sthroughP.P.A.F

PartnerOrganizaons(P.Os)

Localcoordinaon

20


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Annex 2: The Logical Framework Analysis

Overall

Objecve

Project

Objecves

(Apr 2012 Mar

2015)

Project

Objecve

Indicators

Frequency

Means

of

Vericaon

Risks for the

Achievement of

project

objecves

Contribuonto the

improvement

of the

general living

condions

and quality

of life of the

poor

populaon in

the project

region

Increase access to and

sustainable ulizaon

of social and econom-

ic infrastructure by

the populaon of the

project region

At least 60% of

infrastructure

schemes nanced

through

the project

are used,

operated and

maintained

by the targeted

communies

Bi-annual

Periodic

progress

Reports, Field

Visits, Survey

reports,

Databases

Weak and/or

deteriorang

Security

situaon

Increased employ-

ment and income

opportunies,

especially for the

poor

At least 40% of

the target group

have an increased

income of 20%

as compared to a

baseline value

Bi-annual

Periodic

progress

Reports, Field

Visits, Survey

reports,

Databases

Natural

disasters (e.g.

oods,

earthquakes,

etc.)

Strengthening of the

local civil society and

enhanced parcipa-

on of the populaon

in the decision mak-

ing at the local level

At least 33% of the

community organi-

zaons supported

through the projectconnue to be

acvely involved in

the planning and

implementaon of

local development

acvies and/or

have gained access

to project external

services.

Bi-annual

Periodic

progress

Reports, Field

Visits, Survey

reports,

Databases

Shortcoming in

operaon and

maintenance of

infrastructureschemes due to

poor security

situaon and/

or insucient

human capaci-

es on the part

of communies

or specialized

operators.

Intermediate

Outcomes

Intermediate

Outcome

Indicators

FrequencyMeans of

Vericaon

Risks for the Achieve-

ment of project objec-

ves

Social Mobiliza-

on and Capacity

Building:

At least 50% of the

households in each

priority Union Council

are members of COs.

Bi-annualSample surveys,

Databases Weak and/or

deteriorang Security

situaon and people

are not able to aend

COs meengs and

connue to engage as

group.

At least 60% of COs are

viable and sustainable.Annual Sample surveys

At least 75% of thehouseholds in each

targeted village are

members of COs.

Bi-annual

External studies/

assessments, Data-

bases

21


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Intermediate

Outcomes

Intermediate

Outcome

Indicators

FrequencyMeans of

Vericaon

Risks for the Achieve-

ment of project objec-

ves

Social

Mobilizaon and

Capacity Building:

At least 60% of poor/

poorest households in

targeted communies

are members of COs.

Quarterly

External studies/

assessments,

Databases

Weak and/or

deteriorang Security

situaon and people

are not able to aend

COs meengs and

connue to engage as

group.

At least 40% of allcommunity instuon

members in every

priority Union Council

are women.

QuarterlyDatabases, Periodic

Progress Reports

At least 50% of the

community organiza-

ons engaged with POs

possess nancial, tech-

nical (context oriented)

and managerial skillsand capabilies.

AnnualExternal studies/

assessments

Training manuals pre-

pared by POs/PPAF/

Project for COs are

used by 90% of social

mobilizers when en-

gaging with groups.

QuarterlyDatabases, Periodic

Progress Reports

LivelihoodsEnhancement and

Protecon:

Living standards of

targeted

households

improved and

vulnerability to

shocks reduced.

a) At least 50% of the

poorest households

in the targeted UCs

have (a) developedlivelihood plans and/or

received the livelihood

grants.

b) At least 70% of

those who have

received skills training

and/or assets are using

them producvely

Bi-annualDatabases, Periodic

Progress Reports

Lack of equal

parcipaon of

ultra-poor households

and women due to

cultural environment

of KP.

At least 50% of liveli-

hood grant recipients

are women.

Quarterly Periodic ProgressReports, Field Visits

1. A village is a clustered human selement or community, larger than a hamlet, with the populaon rang-

ing from a few hundred to a few thousand; though oen located in rural areas, the term urban village isalso applied to certain urban neighborhoods.

2. Poor (extremely, chronically and transitory poor) households will be idened using the Pov-

erty Scorecard (Score Range 0-24). This score range has been labeled with the Populaon Quar-

le/ Poverty Bands taken from Centre for Research on Poverty Reducon & Income Distribuon

(CRPRID) and by the RSPs for Naonal Level UC Based Poverty Reducon Programme (UCBPRP).

22


25/35

At least 70% of live-

lihood asset transfer

and skills training

recipients report

improved economic

opportunies, estab-

lished linkages with

markets, and/or im-proved quality of life

Annual

External studies/as-

sessments/ sample

surveys

Water, Energy and

Infrastructure:

Poor communies

gained increased

access to quality

infrastructure ser-vices.

Minimum ERR of 20%

and FRR of 25% for

project investment in

water and

infrastructure

Annual


sessments/ sample

surveys

Natural disasters (e.g.

oods, earthquakes,

etc.)

At least 90% of PPAF

funded infrastructure

schemes are main-

tained at a funconallevel and benet at

least 60% of COs (at

least 50% beneciaries

should be women).

Annual


sessments/ sample

surveys

Educaon:

Access to quality

educaon is im-

proved and ulized

by all primary

school age childrenin PPAF priority

areas.

Net student reten-

on rate in a prima-

ry educaon cycle

in PPAF-supported

schools of at least 80%

per annum maintainedover the project peri-

od.

Annual


sessments/ sample

surveys

At least 50% of stu-

dents in PPAF-support-

ed schools are girls.

Quarterly Databases

At least 80% of the par-

ents of students of tar-

geted project schools

report sasfacon with

PPAF supported educa-on intervenons.

Annual


sessments/ sample

surveys

At least 40% of SMC

members of PPAF-sup-

ported schools are

women.

QuarterlyDatabases, Prog-

ress Reports

At least 70% of stu-

dents report improved

reading, wring and

arithmec skills, as

well as report theirschool environment

has improved.

Annual


sessments/ sample

surveys

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Health:

Women and chil-

dren gain increased

access to quality

primary, preven-

ve and maternal

health services.

At least 70% of the

beneciaries report

sasfacon with PPAF

supported health facil-

ies.

Annual


sessments/ sample

surveys

At least 50% of liveli-

hood grant recipients

are women.

QuarterlyDatabases,

Progress Reports

At least 40% of Health

Management Com-

miee members in

targeted project health

centers are women

QuarterlyDatabases,

Progress Reports

All HMCs are linked to

(integrated with) the

Govt supported village

health commiees (if

exisng) so that noparallel structures are

created.

QuarterlyDatabases,

Progress Reports

24


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1. Aga Khan Rural Support Program (AKRSP)

AKRSPs programme area is comprised of the seven districts of Gilgit-Balstan and the Chitral district of Khyber

Pakhtunkhwa province of Pakistan. The organizaon has rich experience in designing, implemenng and moni-

toring of community based infrastructure projects. AKRSP has presence in the districts namely; Gilgit, Skardu,

Astore, Ghanche, Ghizar, Diamir and Chitral. The basic principles of parcipatory rural development which havebeen employed by AKRSP, to achieve its above menoned goal and underlying objecves, include: (i) collecve

management of resources through social mobilizaon, (ii) capital-building through regular savings, and (iii)

upgrading human skills through training to the community organizaons and acvists. In pursuit of the goal of

poverty reducon and improving the quality of life of the rural community of GBC, AKRSP has consolidated its

programmes into three major components; i.e. (i) Instuonal Development, (ii) Resource Development, and

(iii) Market Development. The issues of gender and poverty have been programmed as cross-cung themes.

2. Sarhad Rural Support Program (SRSP)

Formerly SRSC (Sarhad Rural Support Corporaon) was established in 1989. Subsequently renamed as Sar-

had Rural Support Program (SRSP) and registered under companys ordinance 1984, SRSP is the largestnon-prot/non-government organizaon of KP. The organizaon has a proven track record in planning, im-

plementaon, management, steering, monitoring and evaluaon of community development, improvement

in physical infrastructure, micronance, human resource development and gender awareness and main-

streaming in rural areas of KP. It is planned to entrust SRSP with the responsibility to serve the deprived

communies of the poverty stricken districts of KP through community physical infrastructure Projects.

SRSP has in-house technical capability and over 10 years of experience in the community physical in-

frastructure sector. SRSP, through its mainstream programme, is operaonal in 17 out of the 24 dis-

tricts in KP. These 17 districts include Kohat, Karak, Hangu, Peshawar, Nowshera, Charsadda, Hari-

pur, Abboabad, Mansehra, Baagram, Chitral, Kohistan Upper Dir, Lower Dir, Shangla, Swat, Bunerand Mardan. Up ll now Sarhad Rural Support Program has completed 2,515 infrastructure projects

under dierent phases of PPAF funding. These infrastructure projects include drinking water sup-

ply, sanitaon, irrigaon, roads & bridges, micro hydroelectric units and ood protecon walls etc.

3. Naonal Rural Support Programme (NRSP)

Established in 1991, NRSP is the largest Rural Support Program in the country in terms of outreach, sta

and development acvies. It is a not for prot organizaon registered under Secon 42 of Companies Or-

dinance 1984. NRSPs mandate is to alleviate poverty by harnessing peoples potenal and undertake de-

velopment acvies in Pakistan. It has a presence in 46 Districts in all the four Provinces including Azad

Jammu and Kashmir through Regional Oces and Field Oces. NRSP is currently working with more thanhalf a million poor households organized into a network. With sustained incremental growth, it is emerg-

ing as Pakistans leading engine for poverty reducon and rural development. NRSP supports rural com-

munies through training, micro-credit, infrastructure development, natural resource management and

producve linkages. NRSP intends to serve the deserving communies of the poverty stricken districts of

KP through renewable energy projects like solar lights and Integrated Water Ecient Irrigaon Projects.

The Physical Infrastructure and Technology Development (PITD) at NRSP works with a mission that the Com-

munity Physical Infrastructure (CPI) by its appearance, funcon, and locaon should posively contribute

to the environment and well-being of the rural communies. Naonal Rural Support Program has complet-

ed 4,470 infrastructure projects under dierent phases of PPAF funding. These infrastructure projects in-

clude drinking water supply, sanitaon, irrigaon, roads & bridges, wind energy, solar energy, bio gas and

ood protecon works etc. NRSP has remained acvely engaged in promong the technological

Annex 3: Partner Organization (POs) Profles

25


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innovaons in parcipaon with the local communies for improving their livelihoods. Imple-

mentaon of solar energy, wind energy projects are the major areas of the technological in-

novaons being under taken by NRSP to meet the priority needs of the community. Current-

ly NRSP works in Charsada, Malakand, Mardan, Nowshera, Swabi and Swat districts of KP.

4. Support with Working Soluon (SWWS)

Swabi Women Welfare Society (SWWS) was established in 1991 and was registered on 26 November 1992 as

a non-government organizaon, based at Nawan Kalley (renamed as Kernal Sher Kalley), working in Swabi Dis-trict. SWWSs vision is to improve socio-economic status of people (disadvantaged group including unskilled,

skilled & semi-skilled rural poor both male & female of target area) and be acvely involved in development.

5. Rural Development Project (RDP)

Rural Development Project (RDP) is a non-prot and non-governmental organisaon working for the em-

powerment of poor and vulnerable communies in Pakistan. Established in 1992 by a set of highly mo-

vated, socially commied and like-minded individuals, the organizaon was registered under sociees

Act of 1860 in December 1993. RDP started its acvies in 1992 on mutual help basis by mobilizing and

organizing the masses for disaster management, poverty alleviaon, gender-discriminaon and protec-on of human rights. Currently RDP is a naonal level humanitarian organizaon working in Khyber Pukh-

toonkhawa and Sindh provinces. Its operaonal districts are Haripur, Mansehra, Charsadda, Nowshera,

Mardan, Swabi, Buner and Peshawer in KP, Muzaarabad in AJK and Jamshoro and Dadu in Sindh.

Being rights based humanitarian organizaon, RDP was able to respond the catastrophic earthquake of October

8, 2005, IDPs crisis 2009 and Pakistan oods 2010-2011. In all such responses, RDP was able to support and facili-

tate the poor and vulnerable families in dierent phases of emergency response, early recovery and reconstruc-

on. RDPs response mechanisms are based on its twenty years of experience of disaster risk reducon and man-

agement. Major crosscung themes envisaged for the well-being of masses are peace, democracy, knowledge

building, rights and livelihoods. To achieve its mission RDP has designed programs like Emergency humanitarian

response in emergencies, Food Security and sustainable livelihoods, Community based disaster risk reducon

management, hygiene promoon, Poverty Alleviaon, and community physical infrastructure development

6. SERVE

SERVE Pakistan iniated its operaon in 1998 aer it got registered with the Social Welfare Department,

Government of NWFP as an independent organizaon. The District of DI Khan has remained a high pov-

erty pocket and ranks much lower, relave to other districts against the socio-economic develop-

ment indicators. The populaon of D. I. Khan district is poorest of the poor and the area has always re-

mained neglected where Government and non-government agencies have provided no or very lile

support. Hence some like-minded people of the area got together and formed an organizaon by the

name of SERVE to work with poor and develop strategies to address the causes of poverty in the region.

Since its establishment, SERVE Pakistan has been acvely involved in addressing causes of poverty in the

most disadvantaged areas and has contributed a great deal in facilitang the poor in creaon of community

based organizaons, developing their capacies and empowering them to address their needs collecvely.

SERVE Pakistan has succeeded in facilitang formaon of eecve farmer organiza-

ons, women organizaons, CBOs and a number of networks of partners. With joint ef-

forts SERVE Pakistan has been able to make a major breakthrough in addressing causes of pov-

erty and empowerment of the communies to undertake their own development agenda.

SERVE Pakistan envisages socio-economic and polical change that leads to poverty reducon and provides

equal opportunies for all cizens of the country for the realizaon of human potenal and guarantee peace,jusce and democracy in Pakistan.

26


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7. Salik Development Foundaon (SDF)

Salik Development Foundaon (SDF) is a non-prot civil society organizaon registered with social welfare

department under social welfare act 1961. Salik Development Foundaon is Mardan based organizaon,

established in 1989 and its regional oces are in Mansehra, Muzaarabad and Neelum districts. SDF sup-

ports community organizaons through Physical Infrastructure, Capacity Building, improvement of health

& educaon facilies, improved natural resources, advocacy for peace and Relief and Rehabilitaon eorts

in case of natural disasters and accidents. Salik Development Foundaon is working in Peshawar, Swabi,

Mardan, Mansehra, Batagram and Kohistan districts of KP along with Muzaarabad and Neelum districts of

AJK. Apart from this SDF has successfully completed IDPs support program in dierent camps like Jalala and

Benazir camps for implementaon of water supply & sanitaon schemes and skill trainings for IDPs.

SDF is working in the community for the last twenty years. During this period SDF has developed close

connecons with the communies and successfully implemented infrastructure projects. Up ll now Salik

Development Foundaon completed 172 infrastructure projects under dierent phases of PPAF funding.

These infrastructure projects include drinking water supply, sanitaon, irrigaon and roads & bridges etc.

8. Mountain and Glacier Protecon Organizaon (MGPO)

MGPO was established in August 2001 as a voluntary non-prot organizaon. It is registered un-

der the Registraon and Control Ordinance 1961 (XLV of 1961) in Gilgit in August 2001. Under clause

three of its constuon MGPO can operate anywhere in Pakistan where there are mountains and gla-

ciers including the Northern Areas of Pakistan and Azad Kashmir. MGPOs strategy is based on an inte-

grated management approach towards conservaon in order to manage both the environmental sus-

tainability and the improvement of economic and social benets in favor of the local communies.

It operates on the principle that sustainable development and environmental protecon are part of

the development process through which the indigenous culture, heritage, ecology, wildlife and re-

sources are ulized for the benet of the local populaon and in accordance with their aspira-

ons. MGPO has developed an integrated management plan to address all aspects of conservaon.

These include: Campsite development ( to provide facilies within a designated area for camping), Protecon

of the environment (removal of degradable and non-degradable pollutants), Protecon of the habitat (Foresta-

on and increase in agriculture and range land), Protecon of biodiversity ( training and patrolling of wildlife

guards), Community welfare ( educaon, primary health care, hygiene, sanitaon, clean drinking water and pro-

vision of micro hydel power as an alternate to using rewood for fuel) MGPO was the major PPAF partner for the

CECP (Commiee Encouraging Corporate Philanthropy) funded US$ 12million Health and Educaon BOT proj-

ect in the earthquake aected areas of AJK and KP. MGPO was responsible for the reconstrucon and two years

operaon of 9 out of the 16 facilies of the project. Working in trying circumstances, the MGPO produced high

quality work which was appreciated by all stakeholders including the provincial governments, ERRA and CECP.

9. Community Upli Program (CUP)

The Community Upli Program (CUP) is registered as a non for prot, naonal level development organi-

zaon on 29th Jan 2001 under Secon 42 of the Companies Ordinance 1984. The governance structure of

CUP comprises a two-er system; Board of Directors (BoDs) and the Management Team. Its current area of

operaon is Bannu, Lakki Marwat, D.I.Khan, Kohat, Peshawar and Shangla districts for KP.

CUP has undertaken to follow a democrac, non-polical and a transparent system, with the overarching

principle of promong equal opportunies for women. CUP has completed 143 infrastructure projects un-

der dierent phases of PPAF funding, beneng 7,373 households and 56,245 persons. All the completed

projects have been handed over to the local stakeholders for post compleon operaon and maintenance.CUP is a naonal indigenous soluon for implemenng poverty alleviaon and humanitarian assistance

projects with themac areas of; (a) mother & child health, (b) educaon, (c) livelihoods and, (d) community

infrastructure. CUP has also developed an intrinsic capacity to oer one-window management services,

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which includes project management, monitoring & evaluaon, baseline and research studies/surveys, and

capacity building services, to development organizaons, government agencies, donors, Internaonal NGOs

and the private sector.

10. Social Acon Bureau for Assistance in Welfare and Organizaonal Networking(SABAWON)

SABAWON stands for Social Acon Bureau for Assistance in Welfare and Organizaonal Networking. It is

a civil society organizaon created in September 1994, and is registered with the Government of Pakistanunder the Sociees Act of 1860. SABAWON is working for a society, free of all kind of discriminaon and

providing an enabling environment to poor community for ensuring sustainable livelihood. Movated by

our concern for the countrys poverty, aecng mostly women and children, SABAWONs mission is to pro-

vide access to primary educaon, infrastructure, health resources, prevent diseases and promote devel-

opment, in social sector, through dynamic partnerships that build local capacity in ecient and measur-

able ways. Currently SABAWON is implemenng projects in the KPK and Punjab provinces with UNICEF,

Plan Pakistan, PPAF, EC, IWP, AKU/MoWD, Abt.Inc/USAID, Ministry of Industries Govt: of Pakistan and NEF.

The Partnerships are in the eld of Educaon, Health, Water & Environmental Sanitaon, Community Physical

Infrastructures, Rights, Good Governance and Instuonal Development Sectors. SABAWON considers inter-venon in these sectors essenal to reduce poverty and ensure gender balanced sustainable development.

11. Mountain Instute for Educaonal Development (MIED)

Mountain Instute for Educaonal Development MIED Pakistan, a non-prot naonal, was established

in the year 2003. For the implementaon of its educaonal programs MIED has been working with var-

ious organizaons. It entered into an agreement with PPAF in November 2009 to implement School Im-

provement Program in 30 govt. primary and secondary schools (boys & girls) in District Batagram of KPK.

MIED has been considered one of the top Three Quality Educaonal Organizaons to build the ca-

pacity of Provincial and Regional Instute of Teacher Educaon selected by USAID for Pre-STEP proj-ect in Pakistan. In line with the Financing agreement, MIED provided with missing facilies to 30 proj-

ect schools and worked with local communies and school PTCs and build their capacity for their role

in school improvement. MIED also organized teachers training programs through quality trainers and

training NGOs. In December 2009, MIED entered with another Financing Agreement with PPAF as PO

for SIP in Ghizer district of Gilgit-Balstan. It targeted 21 govt. and 9 community managed schools

in year 2010 and 2011. In March 2010, MIED through PPAFs support started intervenons in Mian-

wali on request of the corporate sector (Nighngale Foundaon). It is working with 4 SIP schools.

12. Hazara Development and Advocacy Foundaon (HADAF)

HADAF was established in 2003 as a non-prot and non-governmental (NGO) public interest organizaon

and registered under the Sociees Act of 1860. HADAFs goal is to mobilize community members so that

they can become agents of change in their villages. HADAF works with a wide range of stakeholders that

include civil society groups, media, policy makers, government line agencies and opinion makers. HADAF

has organized and strengthened community organizaons in more than 146 villages as part of its social

mobilizaon program. During the course of its acvies HADAF has gained diversied and rich experiences.

13. Asian Humanitarian Organizaon (AHO)

The Asia Humanitarian Organizaon (AHO) is not-for-prot and non-governmental organizaon registered

under the Joint Stock Companies and Sociees Act XXI of 1860 in May 2003. Its working in the eld ofsocial, economic and infrastructure development and for the rights of the marginalized communies. It be-

lieves that sustainable development can only be achieved when communies are enabled to realize their

full potenal and empowering them to strive for their collecve rights and solving their collecve problems

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by cooperang and parcipatory manner. AHO is working to achieve the vision with prime focus on mo-

bilizing/organizing and delivering services to poor and deprived communies without extending any dis-

criminaon against social origin, sex, race, caste and religion. Therefore, AHO includes all vulnerable

groups such as women& disabled, all ethnic groups, all sects, all religions, all castes etc in its programs

and benets of the project intervenons with special parity towards the most vulnerable human beings.

14. Childrens Global Network-Pakistan (Guarantee) Ltd.

CGN-P was established in September 2005 and is registered with Securies and Exchange Commissionof Pakistan under secon 43 of Companies Ordinance 1984.CGN-Ps mission is in line with the EFA and

MDG goals and the objecves of the Naonal Educaon Policy, Educaon Sector Reforms (ESR) and Pro-

vincial Reforms Program. CGN-P is a lead stakeholder in the educaon sector of Pakistan working in close

collaboraon with the government at federal, provincial and local level. It focuses on providing equitable

quality educaon to the marginalized segments of society creang best learning opportunies for their

children, exposing teachers to research based teaching methods, making learning fun for children by pro-

viding acve learning material to the class rooms and making parents a partner in their childs educaon.

15. Change in Educaon

Change - in Educaon is a non-governmental and not-for-prot autonomous registered organizaon un-

der Secon 42 of the Companies Ordinance 1984, under the regulatory supervision of Securies and Ex-

change Commission of Pakistan. Change - in Educaon is a social and development sector iniave by

Pakistans leading private educaon system to help sponsor educaonal change across public educa-

on system, born out of blazing passion for reformaon of Educaon thus bridging the public and pri-

vate sector quality divide. As educaon in Pakistan is no more an urban elite phenomenon, our core

purpose is to revoluonize the public and community educaon system and connect by bridging the qual-

ity gaps. Change - in Educaon has been founded to deliver quality, aordable yet sustainable educaon.

Change in Educaon has experience in schooling of children, capacity building, preparaon and pre-

sentaon of Audio Visual aids (AV aids), curricular and co-curricular teaching and learning ac-vies. Academic acvies of Change in Educaon focus on improving condence of children

and leadership skills. It has a strong governance structure and an ecient second line of man-

agement with demonstrated experience in handling community driven development projects.

16. Environmental Protecon Society (EPS)

Environmental Protecon Society (EPS) is a non-governmental organizaon (NGO). Since incepon in 1991 ll

1997 its main acvies and projects were concentrated in District Swat. The Society earned a good name and

started its journey towards professionalism as well and extended its intervenons to the districts of Buner, Up-

per Dir, Lower Dir, Shangla, Kohistan,Malakand and other parts of KPK, where EPS has already developed good

working relaons with most of the organizaons and the line departments of these areas. The Society maintained

the tempo of work ll 2008, when the Execuve Board of the Society took the decision to expand EPS area of

operaon and work for the upli of other areas throughout the country and establish a new oce in Islamabad.

Due to the man induced complex disaster, Malakand Division, specically District Swat and Bun-

er were confronted with a lot of damages and more than 2.5 million people were displaced from

their place of origin. On July 20, 2009 some of the areas of Malakand Division were declared

safe by the concerned line agencies and the early stage of recovery iniated. EPS closed its Is-

lamabad Oce and focused on Malakand Division to play its due role for the upli of the area.

EPS has a General Body and a Council of nine members. Natural Resource Management is its programmacarea and it has ve units- Finance and Administraon Unit, Human Resource Unit, Technical Unit, Moni-

toring & Evaluaon Unit and Research and Publicaon Unit which provide technical support to the core

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acvies and projects executed by EPS. Founded in 1991, EPS was registered in 1994 under the Sociees

Registraon Act, 1860. It is a non-prot and non-ethnic organizaon concerned with the physical, social and

cultural environment of the Country.

Natural Resource Management is the programmac area of EPS and So far, the Society has suc-

cessfully executed more than seventy projects in partnership with dierent naonal and interna-

onal organizaons. EPS remained a partner of CHIP for ve years and got experse in the eld of

social mobilizaon which is now its eld of disncon. EPS established community organizaons-

for the eecve implementaon of Malakand Rural Development Project in whole of Swat district.

The other elds of experse of the Society are HID, livelihood, WASH, CPI, health, DRM, disability, gender and

development rural and urban management etc., and implemented a good number of projects with focus on

these themac areas. Currently, EPS is execung three projects- one on agriculture in partnership with FAO

in Dir Upper, second on WASH in collaboraon with German Agro Acon (GAA) in Shangla and Kohistan and

the third on integrated development in partnership with PPAF in district Swat. The project in partnership with

PPAF has ve components- Social mobilizaon, HID, CPI, disability and health. Out of the ve components

health and disability are successfully accomplished and the other three components are sll in progress. More-

over, in Buner EPS in collaboraon with Handicap internaonal executed a project on WASH in two phases.

EPS has a good knowledge of the area, its topography, norms & values and good working relaon with the

line agencies of the area. The Society has worked at the grassroots level in the area and has earned a very

good name. It is therefore, pernent that EPS relevant work experience in the project area will be helpful to

make the project a success.

17. Ghazi Barotha Taraqia Idara (GBTI)

Ghazi Barotha Taraqia Idara (GBTI) is not-for-prot and non-governmental organizaon registered under the

secon 42 of companies ordinance 1984on October 08, 1995. Its working with a vision of alleviang poverty

and improving quality of life of the rural people aected by the Ghazi Barotha Hydropower Project (GBHP) inPunjab (District Aock) and KP (District Haripur and Swabi). Their main focus is on social mobilizaon and inte-

grated development through community physical infrastructure, natural resource management, micro-credit,

enterprise development and capacity building. GBTI is working in 20 union councils. It believes that sustainable

development can only be achieved through instuonal development of rural communies and to enable

them to realize their full potenal and solving their collecve problems by cooperang& parcipatory manner.

GBTIs was mandate to facilitate a mul stakeholder consultaon and interacon mechanism to help in

achieving the desired Ghazi Barotha Hydro Power Project objecves and work as a catalyst, promong par-

cipatory development of the aected communies to bring about lasng improvements in the quality of

lives of the people of the Project area.

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18. Sustainable Peace& Development Organizaon (SPADO)

SPADO is a non-prot, non-polical organizaon registered in 2002 with the Government of Paki-

stan under the societys registraon act of 1860. The organizaon is working for a peaceful environ-

ment. It has a wide coverage in KP & FATA. SPADO has worked with more than 60 local NGOs and CBOs,

it has strong linkages with the local communies in FATA and KPK that include religious scholars, po-

lical leaders, media, academic instuons and youth. SPADO has established a youth network en-

gaging potenal youth for peace and development. The network has hundreds of members in KPK.

It has good nancial systems. The board consists of members from local government and the development

sector. Its Core experse, as the name indicates, is conict resoluon in conict aected areas, youth mo-

bilizaon, small business grants and water and sanitaon projects. It has also implemented some health

and educaon projects. In health, they have established a welfare hospital in Swat through philanthro-

pist funding of 0.4 million and operated it for one year aer which the community has been running it

through its own resources as well as the income generated from the services of the hospital. In educa-

on, SPADO has strengthened 61 government schools in District Batagram through funding from UNICEF.

The long term strategic plan of SPADO is based on sustainable structure, where the internal strengths, human

and material resources are used in a manner of self-help supporng the running costs of the organizaon. In thisregard the organizaon has already started working on the core ideas of organizaonal sustainability. SPADO is

not only an organizaon but rather a campaign, acve at local, regional and internaonal levels. The organiza-

on has already established sound long term partnerships with many leading internaonal organizaons that

will help a lot to further build its capacity and provide a solid basis for the sustainability of the organizaon.

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Pakistan Poverty Alleviaon Fund

1,Hill View Road, Banigala, Islamabad

UAN,+92-51-111-000-102, Fax. +92-51-261-3931-33

Website: www.ppaf.org.pk


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lacip background paper

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