Vulnerability Reduction and Social Cohesion
in the crisis affected areas
1
United Nations Development Project
Country: Pakistan
Project Document
Project Title: Vulnerability reduction and Social Cohesion in Crisis Affected Regions
(Building on the lessons learnt from Sustainable Development through Peace Building, Governance
and Economic Recovery Project in Khyber Pakhtunkhwa, Pakistan)
OP-II Outcome(s):
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Expected CP Outcome(s):
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Expected Output(s):
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National, provincial & district capacities to prevent, assess, reduce & manage
risks are developed
Creation of employment opportunities & decent work through industry,
construction, services, vocational/skill training, agricultural & cultural
development, as well as promoting youth employment & public-private
partnerships
Vulnerable populations in complex emergencies benefit from improved
prevention, risk reduction & response (mitigation), and are assisted to reach
development goals including MDG targets
Improved accountability and access to quality social protection and other services
for excluded and vulnerable people
Strengthened national capacities to develop, monitor and implement pro-poor
policies and projects at the national and local levels for contributing towards the
reduction of social and economic inequality, timely recovery from the ongoing
impacts of crisis, and the attainment of MDGs
Communities in high-risk areas empowered with resources and capacities to
respond to and recover from disasters
Enabling environment for sustainable return, improved harmony and security and
enhanced and diversified livelihoods opportunities for men, women and youth
and vulnerable groups in the crisis-affected areas to build communities’ resilience
to disasters.
Creating an enabling environment for private sector-led growth to expand and
improved livelihoods and reduce poverty.
Provincial level capacities developed on crisis sensitive recovery programmes
including strengthening of existing on-going government initiatives from a crisis
and gender lens.
Restoration/Rehabilitation of community infrastructure and alternative energy and
DRR promoted at local level.
Build resilience of crisis affected communities to future shocks and stress by
increasing and diversifying livelihood means.
De-radicalization through peace building and livelihood opportunities for women
and youth to enhance economic returns for the crisis affected communities.
Families of bomb blast victims rehabilitated through different livelihood
opportunities (Ref:Prodoc on Bomb Blast Victims)
Peace Building and social cohesion through media sensitization
Implementing Partner:
PaRRSA/PDMA and Social welfare department, KP
Responsible Parties:
PaRRSA/PDMA,NGOs & Provincial Government Departments
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Brief Description
UNDP in collaboration with its partners; the Government of Khyber Pakhtunkhwa and Civil Society
Organizations initiated its Early Recovery Project in 2010 in the Malakand Division (Buner, Swat, and
Upper Dir, Lower Dir, and Shangla districts). This three year project titled ‘Sustainable Development
through Peace Building; Governance and Economic Recovery in KP’ has been successfully
implemented; establishing good practices and building on the lessons learned for future interventions.
Founding its niche in the early recovery and rehabilitation work, UNDP in consultation with stakeholders
in Khyber Pakhtunkhwa wants to build on the success of the project and plans to launch a new initiative
in the already targeted regions of KP and Southern Districts including D.I Khan and Tank and Lakki
Marwat. The project will also be extended to Baluchistan after having detailed consultations with the
relevant stakeholders.
The previous project has achieved significant milestones in bringing visible change in the socioeconomic fabric of the people of target area. Capacity of Provincial Reconstruction, Rehabilitation and
Settlement Authority (PaRRSA) has been enhanced for reconstruction related projects in Malakand
Division. The crisis affected communities have become able to initiate their livelihoods through
vocational skills trainings, cash grants, assets replacement and enterprise development. The project
supported in strengthening Public service delivery through capacity building, rehabilitation of damaged
government buildings and operational support to district government offices in the region.
The proposed new project will focus around the following four components;
1.
2.
3.
4.
Institutional Strengthening for crisis sensitive community led programming and local development
Strengthening social capital for peace through restoration of community basic infrastructure, alternative
energy solutions, and disaster risk reduction.
Peace Building and social cohesion with particular focus on bomb blast victims and ex combatants'
families, women and youth.
Peace Building and Social Cohesion through media sensitization
Project Period:
2013-2018
Key Result Area (Strategic Plan): Crisis prevention
Atlas Award ID:
_________
Start date:
End Date
_________
_________
PAC Meeting Date
_________
Management Arrangements
NIM
Total budget:
21 Million US$
Total resources required
_________
Total allocated resources: _________
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Regular
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Other:
o Donor
_________
o Donor
_________
o Donor
_________
o Government _________
Unfunded budget:
_________
In-kind Contributions
Agreed by (EAD):
Agreed by UNDP:
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Table of Contents:
SITUATIONAL ANALYSIS
I.
Background and Development Context ………………………………………………….
II.
The Response 2009-2012 ………………………………………………………………..
III.
Community Restoration and Social Cohesion in Crisis Affected Regions Project
2013-17………………………………………...................................................................
PROJECT STRATEGY………………………………………………………………............
SUSTAINABILITY
GEOGRAPHICAL FOCUS …………………………………………………………………......
LINKAGES WITH ONGOING PROJECTS ……………………………………………….
KNOWLEDGE MANAGEMENT AND COMMUNICATIONS ……………………………….
RESOURCE MOBILIZATION STRATEGY ……………………………………………………
MONITORING AND EVALUATION ……………………………………………………………
MANAGEMENT ARRANGEMENTS …………………………………………………………..
LEGAL CONTEXT -----------------------------------------------------------------------------------------ANNEXES:
RISK MATRIX ……………………………………………………………………………..........
ANNUAL WORK PLAN /BUDGET: 2013-2017 ……………………………….........................
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SITUATION ANALYSIS
The Background and Context
1. Khyber Pakhtunkhwa (previously known as North West Frontier Province) covers an area of
74,521 sq. km with an estimated population of 22.2 million. It is located on both banks of the river
Indus and stretches from the Himalayas in the north to the deserts in the south where it is bordered
by the Balochistan and Punjab provinces. Geographically the province could be divided into two
zones: the northern part extending from the ranges of the Hindukush to the borders of Peshawar
basin; and the southern part extending from Peshawar to the Derajat basin. KP has a total of 24
districts. The Province is amongst the least developed areas of the country with a poverty rate of
39%, and poor social indicators related to literacy (43.9% -55% male and 32.3% female), MMR,
IMR and nutrition. The population under 15 years of age is 47%.
Table I Key Indicators for Khyber Pakhtunkhwa – Pakistan
KPK
Pakistan
Population (1998 Census)
(52% are male and 42% female)
Population {March 2009 estimate)
17.7m
132.4m
22.2m
165.7m
Population under 15
47.2%
43.4%
GDP Growth Rate
4%
Population below poverty line
38.1%
34.0%
Literacy Rate
Male
Female
Rate of skilled attended births
50.9%
70.1%
32.3%
38%
57.7%
69.5%
45.5%
39%
Road km / sq. kilometer
0.16
0.32
Households with tap water
45%
32%
Households with safe sanitation
62%
66%
Sources: Economic Survey 2011 and PSLMS 2010-11
2. Pakistan has seen waves of extremist violence since 2002 when the Taliban government in
Afghanistan was toppled by a US-led coalition. Remnants of the Taliban crossed the porous
Afghanistan-Pakistan border to take refuge in KPK. . Soon Pakistan saw an emergence of Pakistani
Militants who eventually built strongholds in the adjoining Khyber Pakhtunkhwa (KPK) and gained
control of Swat Valley in 2007. In February 2009, the provincial government signed a peace deal
with the militant group in order to stop their terrorist attacks. The ceasefire was short lived, and
after a series of blatant suicide bombings, on April 27, 2009, the government launched military
operations to drive out the militants from KPK; this triggered a massive humanitarian crisis.
3. The crisis between the militants and armed forces in Swat, Buner, Dir, and Shangla districts of
Malakand Division forced over 2.3 million people to leave their homes. To compound these issues,
many families abandoned their means of livelihood and during their displacement, accrued debt in
order to meet basic needs. In July 2009, after the government regained control, the crisis-affected
families were enabled a safe return home through the ‘Naway Sehar’ (Dawn of a New Beginning)
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project of the Pakistan and KPK governments, with the assistance of international humanitarian
organizations. However due to a prolonged gap in economic activity, the majority of crisis-affected
families lacked basic income-generating options, and the displacements had depleted their minimal
savings. Many families lost their source of income due to the destruction caused by the crisis, and
upon their return, there were few opportunities for people to meet their day-to-day needs and revive
their livelihoods. The magnitude of destruction was massive. Swat district suffered the most
infrastructural damage, with some estimates comparing the levels to those witnessed after the 2005
earthquake. With the support of UNDP, the Early Recovery network undertook a Crisis Early
Recovery Initial Needs Assessment (CERINA) that provides evidence-based information for
priority interventions.
4. This crisis followed by the 2010 floods, caused enormous damage to the economy of Khyber
Pakhtunkhwa (KPK); in particular to the agriculture sector. The rural population which constitutes
80 percent of the total population in KPK is overwhelmingly dependent on agriculture for their
livelihoods. Up to 97 percent of spring crops – mainly wheat but also fruits and vegetables – were
lost, as fields ready for harvest were abandoned and became inundated. 80 percent of 2009 autumn
crops could not be planted, as families could not return to their farms. The 2009-2010 spring crop
was also negatively affected, because many returnees did not have enough earnings or savings to
revitalize their agricultural activities. Farmers also lost seeds and fertilizer stocks from the previous
season. To compound this dire situation, many livestock – the main asset of rural families – died.
Farmers who wanted to take their animals with them could not find transport. As a result, they
either abandoned their animals or sold them at low rates. An estimated 717,000 large and 726,000
small animals were lost in the crisis area, which represents 37 percent of the total large and small
animal population. In addition to direct damages in the form of lost animals, this sector has suffered
from significant indirect losses in terms of reduced output. Animals that were not lost or sold could
not be adequately fed or maintained due to disruptions caused by the crisis, thus milk and meat
output suffered. Some animal shelters suffered significant damage during the fighting and floods
and the feed that was harvested and stored for winter fodder was lost.
5. Terrorism attacks have engulfed the entire province and continue to do so with varying frequency.
Following table gives detail of bomb blasts in different districts of the province.
No. of persons
S#
District
No. of Bomb Blasts No. of Deaths
Injured
1
Bannu
2
Battagram
3
Buner
4
Charsadda
5
D.I.Khan
6
Hangu
7
Haripur
8
Kohat
9
Lakki
7
29
42
3
11
34
3
9
5
17
113
213
4
20
17
9
68
133
1
-
2
13
28
63
3
6
37
6
10
Lower Dir
11
Mardan
12
Nowshera
13
Peshawar
14
Swabi
15
Swat
16
Upper Dir
6
61
70
3
2
28
10
51
127
51
227
568
5
18
34
2
31
73
2
5
11
Source: South Asia Terrorism Portal ( data of 2011-2012)
6. The indirect costs are in the shape of decreasing quality of education, massive unemployment,
decline in investment, and loss of productive time. These have had a major impact on service
delivery which was already fraught with inadequate financing, under spending and lack of effective
planning and governance. 65% of schools in Swat, as well as 35% of schools in Buner, Shangla,
Upper and Lower Dir and Malakand districts were destroyed. According to Swat Youth Front
survey, before the crisis, 48% of the population had a monthly income of PKR 40,000, and 8% had
an income of PKR 5000. After the crisis, 4% have a monthly income of PKR 30,000 and 35 % had
no income.
7. The economic consequences of this disaster are expected to last for years, especially for extremely
poor and vulnerable families, many of whom have borrowed money to cover their families living
expenses and are now in debt. The social and economic costs such as violation of human rights and
gender discrimination can be measured by looking at the mal-treatment of women by the Militants,
and the destruction of schools and other basic facilities during this period. Women were prohibited
from leaving their homes and many who were working outside their homes had to abandon their
work. Although peace has returned to the area, the effects of the crisis can still be seen. For
example, in the cosmetics factories a majority of the employees were women, whereas they have
now entirely been replaced by men. . The disoriented youth became easy targets for recruitment by
militant groups, and the traditional Pashtun ‘Jirga’ system of communal arbitration was weakened
by the crisis. Basic services became inaccessible either because of destruction of facilities or lack of
operating staff. There is still an urgent need for crisis prevention and social cohesion to address the
growing divide within and among communities. Social tensions and grievances have escalated as a
result of events leading to the crisis and the subsequent displacement. Communities have become
divided roughly along the lines of those who supported and benefitted from crisis and those who
fell victim to it. During this time, the latter have allegedly lost their properties, faced harassment,
lost family members, and have had to be displaced from their homes. The crisis has impacted both
men and women equally. . Due to the male-dominated culture and values of KPK, men are under
enormous pressure during crisis situations to provide for their families, as there is a social
reluctance to seek women’s’ help in economic activities. The loss of all hope may result in men
especially young adults joining the ranks of the militants. Women face pressure as the audiences of
religious sermons given on the radio ordering them to send their sons to Taliban training camps.
8. The health sector in KPK is conventionally under financed much like the rest of Pakistan. It
continues to be so despite the fact that one third of the health facilities including Rural Health
Centers (RHCs) and Basic Health Units (BHUs) in the province have been damaged due to the
crisis and the floods. The communities in KPK prioritize health as a key concern whereby public
services are not available or are of low quality. In case of women’s health, even when there is a
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health facility available, women may not when facility is available due to preference for female
health care providers it is not used. There is a dearth of female health providers and opportunity
exists to deploy train and market a new cadre of Community Mid Wives (CMWs).
9. The pre-existing health indicators of the population before the crisis were already quite poor and
there were no projects to create awareness on changing health patterns and behaviors. 60% of
expenses on health are paid by families themselves who are already very poor. This cost can result
in most of the household income remaining from food being spent on obtaining health care. Due to
poor governance the health sector is also subject to inadequate planning and coordination resulting
in unnecessary delays in execution and low levels of expenditure. At the community level there is a
lack of referral systems. Out-of-pocket expenditure of the provincial government on health care is
as high as 76% which is the highest amongst all provinces. How this situation can be improved
requires evidence-based research. The situation of girls in the province is of particular concern.
Under traditional practices girls marry early and this contributes to the dire MMR and IMR
indicators. The key finding of the National Nutrition Survey in Khyber Pakhtunkhwa 2011 was that
the level of chronic malnutrition has increased from 43 percent to about 48 percent during the last
10 years. The survey found that on average; almost 32 percent of households in Khyber
Pakhtunkhwa were food-insecure, meaning they lacked access to adequate food.
Table 2. Health Indicators KPK
KPK
275/100,000 live births
MMR
41/100,000 live births
Neonatal Mortality Rate
101/1000
Child Mortality Rate
4.3 per woman
Fertility Rate
Source: KPK Health Strategy 2011.
National
272/100,000 live births
54/100,000 live births
94/1000
4.1 per woman
10. Serious concerns are related to the capacities of the provincial / local governance authorities to take
on new challenges. The affected areas have witnessed environmental degradation on a vast scale
which has resulted from the destruction of natural resources, principally the forestry and waterways,
by the remaining community members and the insurgents. This has been compounded as a result of
uncertain sources of energy supply and heavy dependence on natural resources to meet the daily
needs for energy.
II. THE RESPONSE
The Peace and Development Project - 2009-2012:
UNDP in collaboration with its partners the Government of Khyber Pakhtunkhwa and Civil Society
Organizations initiated its Early Recovery project in 2010 in the Malakand Division (Buner, Swat,
and Upper Dir, Lower Dir, and Shangla districts). This three year project titled ‘Sustainable
Development through Peace Building; Governance and Economic Recovery in KP’ has been
successfully implemented, establishing good practices and lessons learned for future interventions.
In view of this success, UNDP in consultation with stakeholders in Khyber Pakhtunkhwa and plans
to launch a new 5 years initiative in the already targeted regions of KP and three Southern Districts
including D.I Khan, Lakki Marwat and Tank.
After having detailed consultations with the relevant stakeholders of both the regions, the project
will be further extended to Balochistan.
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11. During its three years of implementation the Peace and Development project through early recovery
has achieved the following results:

Institutional strengthening of PaRRSA (Provincial Reconstruction Rehabilitation and
Settlement Authority) for early recovery coordination through hardware and trained human
resources which are now fully equipped to respond to disasters.

Economic recovery and sustainable livelihoods strengthened through community
participation and ownership. This comprised of cash for work, livelihoods grants,
vocational training, establishing market linkages, asset replacement, and agriculture and
infrastructure development. Safer environmental practices were introduced in the
communities including use of solar energy (solar geysers, solar water pumps), plantation
drives and conversion of marble dust to fertilizers. Small grants funds for local CSOs
ensured capacity at the grassroots level.

Social cohesion and peace building was promoted by engaging the youth in healthy
activities to reduce their vulnerability to radical elements. To this end sports facilities were
rehabilitated, and sports festivals were organized. Trainings in crisis-sensitive planning and
gender-responsive recovery, peace-themed events, ‘muslahati jirgas’ (alternative dispute
resolution mechanisms) and research studies and assessments on key issues were
conducted.

Local governance was reinforced by building the capacity of service providers, and through
formation of committees. Community participation was made possible in planning,
implementation and monitoring. Resultantly a One Window Operation was established
between the district governments and the community. Training was provided to the police,
lawyers and CSOs, and Community Based Disaster Risk Management (CBDRM)
established.
Project Beneficiaries: A total of 897, 199 persons benefited from this project of which
319,727 were women.
Impact of the Project
The overall impact of the project was a) Policy impact resulting in fast track implementation of
policy recommendations, a crisis sensitive organization – PaRRSA - established within the
government with capacity for crisis sensitive planning and a disaster risk management strategy b)
Visible social impact through peaceful coexistence within communities and return to normality in
district Malakand c) Partnerships established by the provincial government with donors, CSOs and
communities at provincial as well as district levels.
The Peace Building Strategy of the KP government is focused on interventions that create the
conditions for long term peace and development with recommendations for fundamental reforms
that protect basic rights and address the key governance, security and development shortfalls and
inequities that have caused the crisis. The provincial government has developed a Comprehensive
Development Strategy (CDS) that provides sector wise priorities and strategy of the provincial
government for 2010-2017. An Economic Growth Strategy reinforces core priorities of the CDS
within a time frame of three years. To achieve the Post Crisis Needs Assessment (PCNA) strategic
objectives, the Multi Donor Trust Fund (MDTF) which is supposed to provide the main
framework for donor alignment will soon be operational for KP. UNDP also supported the
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government of KP in the study on bomb blast victims and follows up on relevant support for the
families of these victims. 1
PCNA: the Overarching Framework
The Post Crisis Needs Assessment (PCNA) undertaken over a period of 11 months is the over
arching framework laid out for KPK for a pragmatic and sequenced peace building strategy that
delivers on an agreed vision within a timeframe of 10 years. PCNA was completed before the 2011
devastating floods therefore the impact of the floods could not be assessed. The vision emanating
from the PCNA is a result of the distillation of inputs from various stakeholders including the
affected communities, establishing the drivers of the crisis that were then translated into four
strategic objectives to be achieved through mutually supporting interventions.
The four strategic objectives of the PCNA are
1.
2.
3.
4.
Build responsiveness and effectiveness of the State to restore citizen’s trust
Stimulate Employment and Livelihoods Opportunities
Ensure the delivery of basic services
Counter radicalization and foster reconciliation
To facilitate the above objectives a peace building strategy has been established and nine sectors for
interventions have been identified. Since UNDP is one of the key partners of the government, it
intends to play a role in the achievement of PCNA objectives along with other partners. UNDP
plans to move out of recovery and towards development by extending its outreach beyond
Malakand division to other southern districts of KP.
COMMUNITY RESTORATION AND SOCIAL COHESION PROJECT 2013-2018
Building on the lessons learnt and good practices in Malakand division and using the overarching
framework of the PCNA, the new project would target 2 million people- of which 40% will be
women.
Project Strategy
Congruous with the government’s long term development strategy, the project will be
implemented in partnership with PDMA/PaRRSA. As a main executing agency,
PDMA/PaRRSA, through this project will ensure crisis prevention and building human,
organizational and societal capacity to better respond to and cope with the crisis situation. The
project strategy focuses on all the crisis affected and crisis prone populations in the province
with especial focus to areas including Swat, Buner, Malakand, Shangla, Dir Upper, Dir Lower,
Laki Marwat, DI Khan and Tank . The beneficiary selection criteria for each intervention will
be developed on the basis of vulnerability indicators and project will prioritize extremely
vulnerable households headed by women or elderly men, widows, families supporting an
orphaned child, families having children involved in harmful labour in order to meet their
income requirements, and families with persons with disabilities and families that have 10 or
more members and an income of PKR. 7,000 or less.
Coordination with relevant government line agencies, including PDMA/PaRRSA, Planning and
Development, Social Welfare Department, government line departments, NGOs and Public
private sectors operational in the targeted areas will help the project to avoid duplication of
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Bomb blast survey conducted by UNDP printed in 2011-2012.
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effort. During beneficiary selection, the list of potential beneficiaries will be finalized before
sharing information about each intervention with them – this helps reduce community crisis and
pressure to include families that don’t meet the criteria. At this stage, the number of families
identified will be 10 percent greater than the intended target beneficiaries, in order to
accommodate for future drop-outs and avoid the need for another round of beneficiary
identification during the project. Beneficiary selection will take into consideration the Poverty
Score Card criteria with that of Benazir Income Support Project (BISP), the largest safety net
project of the government of Pakistan which has similar indicators, and will also focus on
families with a high-dependency ratio, sufficient spare labour capacity, as well as households
with a limited capacity to engage in other programme activities, which have members willing
and able to work. It is important to link the targeting criteria. Keeping in view that the targeting
error of the poverty score card used in BISP is considerably high; the Project should then
intentionally target those who could not be included in BISP. Nonetheless since BISP is
primarily a Social Safety Net (SNN) for women who receive cash transfer every month with
only a limited number who are supported for creation of livelihoods; the project should not
exclude BISP beneficiaries who only receive cash transfers and require support to generate
incomes for sustainable livelihoods.
A crisis analysis was carried out by the project in phase I in partnership with local institutions to
understand the crisis dynamics and peace capacities in order to leverage the peace potential of long
term recovery and development. This analysis has significantly helped in developing this document
in understanding the identified drivers of crisis, peace capacities etc., and can continue to be a
valuable resource for long term development interventions of the government and the donor
community in KPK. The project will use crisis sensitive approaches in planning, implementation
and monitoring and evaluation with gender and disaster risk reduction as a cross cutting theme to
ensure the participation of women and other vulnerable groups in economic activity, in decision
making and as main actors, rather than passive recipients. Youth energies (men and women) will be
capitalized upon by involving them in voluntary activities to spread awareness on social issues and
acts as agents of change in their communities. Standard Operating Procedures (SOPs) will be
developed for al interventions to team will adhere to that.
The beneficiaries will be involved at all levels, ranging from project planning, implementation to
monitoring and evaluation. The project team will ensure their full participation, and wherever
possible, community laborers and resources will be utilized. Community Organizations/Peace
Committees will be revitalized at the village level to play a significant role in beneficiary selection
and managing the implementation of the program. The activities will be undertaken through the
revitalization/formation of grassroots Community Organizations (COs)/Peace Committees of men
and women by applying the principles of social mobilization and participatory development. The
action will include a mobilization process at village and Union Council level. By building on proven
and existing experience and best practice and the adoption of holistic approaches, the project will
facilitate the engagement and dialogue of COs/peace committees with local authorities to ensure
resources and incomes are supporting the poorest to ensure peace and social cohesion in the crisis
affected areas. Capacity of local authorities will also be enhanced in effective planning, monitoring
and supervising development interventions to address roots causes of crisis, designed together with
the input of Community Organizations/Peace Committees and development of village development
plans.
Through improved and diversified livelihood interventions and other sectors including
community restoration social cohesion and alternate energy, communities will be mobilized and
strengthened, to articulate their requirements and engage with state institutions in the decision
making process. Community organizations/Peace Committees will be supported to form local
networks for collective actions and will be provided both technical and financial assistance to
develop strategic plans for their respective areas. Their capacity will be built through different
types of trainings, workshops and seminars to dialogue and carry out research on post crisis
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situations. The project will ensure that all segments of the community, including at risk
children, women, and the elderly, benefit from the different components of the recovery
program.
Vulnerable communities will be trained in disaster risk management followed by establishing
disaster management committees and emergency response teams in the most vulnerable areas, based
on vulnerability mapping. Participatory hazard, vulnerability and capacity assessment exercises will
be initiated to develop disaster management plans in the most vulnerable areas by the COs/PCs.
Women and men volunteers will be trained and capacitated to take proactive roles of disaster
mitigation and handling emergency situations. According to their priority needs, for such
development initiatives communities will be encouraged to contribute in cash or in-kind wherever
this is feasible. All the initiatives implemented by the communities, and monitored will be handed
over to the concerned government line departments and communities. Moreover, communities will
be capacitated to prepare an exit plan for all such initiatives.
Communication, accountability and transparency mechanisms identified and set up in order to
ensure better access to public services and information by communities to which they are entitled.
Through this project, COs/Peace Committees and local authorities will together identify and
implement approaches to address blockages and barriers to accessing public services.
In order to ensure that interventions in the proposed project do not cause unintended harm, UNDP
will undertake Gender Sensitivity mainstreaming initiatives. The Gender Sensitivity mainstreaming
and do-no harm support will be aimed at creating balanced opportunities of access to and control
over economic resources, and at promoting an equal treatment of affected women and men, in full
consideration of their different needs and social status, and of their individual human rights. It will
further ensure that the delivery of the project outputs does not create negative side effects on the
safety and dignity of beneficiaries, neither reinforces pre-existing power imbalances that may
contribute to the perpetuation of current levels of vulnerability.
The project will have the following four Components:
1. Institutional strengthening for conflict sensitive community led programming and local
development.
2. Strengthening social capital for peace through community basic infrastructure, expanding and
improving social services and economic opportunities, alternative energy solutions, private
sector-led growth and disaster risk reduction as a cross cutting theme.
3. Peace Building and social cohesion with particular focus on bomb blast victims and excombatants' families, women and youth.
4. Peace Building and social cohesion through media sensitization and communication for
development.
A. Institutional Strengthening
for crisis sensitive community led
programming and local development
Since the province faces the challenge of inadequate expenditures, duplication of efforts and
gaps in service delivery; for example in many areas facilities have been established but there are
no human resources to make these functional and accessible to the population. Crisis sensitive
project is essential in the local development projects. In this regards, the institutional
strengthening of PDMA/ PaRRSA and the Social Welfare Department supports UNDPs strategic
vision of government as the owner of development projects. Building on the successes of
previous project, the institutional and technical capacity of these departments will further be
enhanced to respond to the urgent needs, with the ability to ensure prevention and protection of
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citizens from hazards and providing sustainable solutions to development. The strategy therefore
requires an effective coordination mechanism and a commitment to learning and accountability.
The intervention will focus around nurturing expertise for coordination to avoid duplication of
resources and sectoral and monitoring, evaluation, accountability, aid effectiveness and
coordination expertise to track the overall progress of government and non-government
interventions and facilitate effective and efficient crisis sensitive project planning and
implementation together with strong community participation.
Provincial Disaster Management Authority/Provincial Reconstruction, Rehabilitation and
Settlement Authority PDMA/(PaRRSA) will be the main executing agency to implement this
program. The program will assist in its smooth amalgamation with the Provincial Disaster
Management Authority (PDMA) including the establishment of strong linkages with other
departments including, Rescue 1122, Civil Defense and district authorities etc. The project will
develop a transformation plan for nurturing functional linkages between PDMA/PaRRSA and
other crisis-handling entities at the provincial level including Rescue 1122, Civil Defense, and
district authorities.
PaRRSA staff will be trained on crisis sensitive programming, dispute resolution, gender
sensitization, aid effectiveness and coordination. This will be initiated after a detailed need
assessment of PaRRSA and accordingly trainings on the best practices and systems needed for
crisis sensitive development will be provided to PaRRSA Training courses will be conducted in
crisis sensitive programming/planning, dispute resolution, disaster management, leadership
skills, gender sensitization, budgeting, aid effectiveness, value for money, monitoring and
evaluation systems in crisis projects/programmes for the concerned government officials through
ongoing courses of the government and tailor made training programmes.
B. Strengthening social capital for peace through restoration of
community basic infrastructure, alternative energy solutions and private
sector-led growth.
a) Restoration/Rehabilitation of Small Damaged Community Infrastructure and Micro
Enterprises:
This component of the project will be initiated with the revitalization of Community
Organisations/Peace Committees/Peace building organizations (The networking and mapping of
peace building organization is the baseline since it highlights which peace organizations exist 2 )
and strengthen their capacity to identify, plan, implement, monitor and maintain small damaged
community infrastructure schemes in their areas. The knowledge of community activists who are
members of the Peace Committees will also be enhanced in bottom-up management, planning
and implementation and monitoring of schemes for the promotion of peace building and human
security and disaster resilient structures. These organizations will also facilitate in ensuring
equitable access of opportunities and participation from the communities. The project will
ensure that the /COsPCss are registered with the government and are working closely with the
government line departments at the local level.
2
Research commissioned by Peace and Development programme on
Networking and Mapping of Peace building organization and initiatives
in Malakand Division.
13
The needs will be demand driven. The identification of damaged schemes (including water
pumps and water pipelines that supply water from tanks and springs, footpaths, culverts,
suspension bridges, link roads, watercourses, protection bunds etc) will be done in a
participatory manner with the help of the COs/PCs and the line government departments to
improve communities’ access to basic services and markets for improved livelihoods. For the
rehabilitation of disaster resilient community infrastructure, the project will specifically focus on
incorporating Disaster Risk Reduction (DRR) measures by raising plinths of villages, renovate
embankments and roads and flood protection walls/barriers. Where possible, local materials will
be used to rehabilitate these structures. Under the livelihood component of this project, damaged
enterprises of bomb blast victims and ex-combatants families will be identified and rehabilitated.
This is in agreement with undertaking a holistic and integrated project approach to ensure gaps
in interventions do not become barriers for achieving the results and impact. This will be
supported with training and grants where community labor is involved. When the COs/PCs
perform participatory needs assessment for community infrastructure needs, profiling will be
done using sex-disaggregated data and would ensure sensitivity to the needs and priorities of
men, women, youth and disabled The PCs will be able to mobilize both internal and external
resources for their developmental plans. Among the infrastructure needs, efforts will be made to
rehabilitate/reconstruct earthquake resistant infrastructure for the revitalization of small damaged
businesses at the community and household levels and micro-hydel schemes in order to revive
the socio-economic fabric in the prioritized crisis affected union councils.
b) Safe Environmental Practices:
Alternative Energy
Building on the best practices in the previous project in KP, alternative energy and safe
environmental practices would be promoted. This includes provision of renewable energy
technologies such as solar lights, solar water pumps, solar water heaters, solar panels on tube wells
and energy efficient stoves, water filtration plants operate on renewable energy, etc.
Solar energy equipment will be installed at community buildings including religious buildings such
as mosques, churches, guardwaras, schools, colleges, BHUs, Women Development Centers (details
are mentioned in section ‘home based businesses’) and other identified public buildings to provide
benefit to maximum number of crisis affected population. With public private partnership the
project will install water filtration plants at community buildings, which can operate on renewable
energies to ensure that communities have an efficient and sustainable approach to water usage. In
addition, energy efficient stoves will be provided to the most vulnerable population including
women and disabled. The maintenance of these equipment will be the responsibility of Community
Organisations/Peace Committees.
In addition to promoting the use of solar energy, the project will also address the interrupted
electricity (load shedding) problem due to which community livelihood is badly affected. The
project will install low cost hydro power for better economic activity for the vulnerable population. .
In economic revival the major impediment is the energy crisis. With low-cost and uninterrupted
electricity, local businesses will also thrive and livelihoods will be improved, making communities
more resilient to shock and stress. Hydro power is the best available option in KPK which is
sustainable, renewable and low cost. However, to ensure the feasibility, a technical feasibility of the
potential sites to install hydro power units will be conducted and to link the output with local
economy of the vulnerable population. COs/PCs will ensure the maintenance of these small plants
and ensure to provide maximum benefits to the most vulnerable population especially women and
disables. .
14
3. Peace Building and social cohesion with particular focus on bomb blast victims and excombatants' families, women and youth.
The project in line with the Peace Development Strategy of Government of KPK, also seeks to
address the cultural psychological and ideological elements; with a view that reconciliation,
tolerance and peace will not happen without further complementary interventions required in
addition to the above. The understanding is that the main drivers of reconciliation are the
communities themselves. Enhanced role of vulnerable communities (men, women and youth) in
decision making foster social cohesion and peace with the local government aiding local level
crisis resolution mechanisms. The relatively successful security operation in Malakand, while
having resulted in a tactical advantage, does not address the root causes of the crisis. Therefore a
peace building and social cohesion lens is of immense importance for everything this project
intends to accomplish across other pillars.
Youth in KP are over 50% of the population and are vulnerable to recruitment into terror networks.
The contributing factor towards this vulnerability include, poverty, limited and irrelevant
education, limited and un-remunerative employment opportunities, lack of co-curricular activities
and lack of trust and voice in local administration and justice system. Furthermore, the total
absence of their role in community activities and lack of opportunities for youth including sports
and volunteerism has also contributed towards youth being drawn into extremism. This is a high
risk situation and corner stone for developing a crisis prevention project. Young women are further
sidelined due to gender norms related to socio-cultural barriers. This structural problem of lack of
access to opportunity was further compounded during the crisis by the attack on girls’ education by
the Taliban that led to the destruction of educational infrastructure.
Similarly, Khyber Pakhtunkhwa has a very fragile security environment. As a follow up of the
study commissioned by UNDP on families of bomb blast victims; and after coordination with
International Relief and Development organization (implementing Conflict Victim’s support
program funded by USAID), UNDP has designed specific interventions through an integrated
approach to benefit the bomb blast victims in Khyber Pakhtunkhwa. IRD has been developing a
comprehensive data base of bomb blast victims. Duplication will be avoided and through the
proposed project a holistic approach will be adopted to cater the unmet needs of these families
Promoting De-radicalization by Engaging Youth for Peace through Sports and Arts
Youth in KP amounts to over 50% of the population and are among the most vulnerable and
neglected demographically, with limited educational or economic opportunities. The situation is
one, which lends itself for alienation, restlessness and frustration and therefore providing fertile
grounds for recruitment by militants. Engaging youth by channelizing their energy in healthy
activities and giving them the role of peace ambassadors will be integral to social cohesion. This
would include rehabilitation of sports facilities, sports events and festivals and through this
communication of key messages on peace (developed by local youth themselves).
The project will conduct a detailed appraisal of sporting needs in the new areas, opportunities and
interests of local populations, especially youth, women and persons with disabilities. One of the
target groups will be teachers and coaches with access to students and youth – they will be
provided with coaching, mentoring, and psychosocial skills. Another target group will be colleges
and universities, secondary schools and informal/incipient local sporting groups, which would be
provided with basic sporting equipments, coupled with leadership and peace building related
training. Traditional sporting activities of the region – Dabddi (form of local wrestling), Jalsa
15
(Persian water wheel competition) and Makahaa (traditional archery) would also be included.
Community rehabilitation of sporting facilities, with community participation will be facilitated by
this project, which would provide an opportunity to mobilize people around something positive.
All these activities will be implemented in close coordination with the provincial sports department
of KP government.
Apprenticeship Initiative for the youth
Apprenticeship for educated youth is a career path which is neglected. This opportunity will fill
the gap of the theoretical education which doesn’t expose the youth to practical experiences and
training and will also offer employment. Apprenticeship training is offered by the private sector
in various trades such as paramedics. The project will identify these organizations in KPK and
get the selected youth enrolled with an agreement for guaranteed employment after the
completion of the training. Similarly internship with NGOs and public sector will be facilitated.
The project will consult NAVTTC (National Vocational & Technical Training Commission
(NAVTTC) at the federal level in developing the apprenticeship project and Askari Welfare
Trust in KPK; both are already working on development of youth for employment. The project
will also forge partnerships for training-to-work opportunities with private sector companies,
trade associations, and corporations.
Linking to the tourism component, the project will coordinate with NAVTEC which is running
various skills development courses across the country to impart training in the hospitality &
tourism sectors. These trainings include front office (receptionist), food service (waiter), food
production (cook), and housekeeping. The training courses are offered in collaboration with both
public and private sector institutions. The Project will identify such training courses and get a
group of 50 selected youth from the target communities enrolled. This will be done through an
MOU with the hotel industry for their guaranteed future employment at the completion of the
training.
At the local level another group of 200 young people (men and women) would be provided with
entrepreneurial training and supporting financial assistance (cash grants) to develop market
based small businesses/income generation activity – and also the mentoring to help them
succeed; this is a powerful way to help people carve a future for themselves when all they need
is the initial resources and skills.
The youth employment component of the project will also link to the private sector in alliance
with the provincial SMEDA and Sarhad Chamber of Commerce to ensure that the objectives of
provincial government’s economic growth strategy are met through creation of models which
can be replicated and for providing opportunity to additional number of youth.
Building Media and Public Capacity to Promote Peace:
In the previous project, a gender based media case study was conducted of the Malakand Division3 that
shows that illegal radio broadcasts helped the militants gain quick popularity among women. The latter
would tune in to listen to sermons on Islam and programmes on women rights. However, the popularity
of these broadcasts did not last when the militants’ transmissions shifted from providing advice, to
orders to threats. The extent of female focused broadcasts was startling. The militants used their
transmissions to impose rigid interpretations of Islamic law upon women, restrict their movements and
social freedoms and instill a sense of fear, trauma and distrust that still persists today. Perhaps more
3
Media as a tool in fostering and reconciling conflict- a gender
based case study from Malakand division.
16
interestingly, the survey also highlighted that state media is a potent force in Swat. It was watched
and/or listened to by a significant proportion of the population, even during the toughest days of the
terrorists’ rule. It is a pity that the state media did not broadcast peace education programmes and
counter narratives to the militants’ vitriolic programmes during that time.
Most respondents expressed their liking for programmes on the state run media in Swat. They expressed
their fondness for dramas highlighting their local culture and programmes discussing religious and
social issues. Many women openly said that such programmes enhanced their understanding about who
the terrorists actually were and how they were misled by them. Today, the crisis affected population of
Khyber Pakhtunkhwa looks towards state media for guidance, course correction, and protection from
bigotry and oppression in the name of religion. However, to maintain substantive support and
viewership among the local population, state media will have to be innovative and produce new
programmes to infuse a sense of citizenship and highlight local culture to promote peace.
It has also been observed that during emergency and crisis situation, access to information is always
emerged as a key gap in responding to the immediate humanitarian need of the crisis affected
population. Another area that needs to be focused on is lack of attention to address the vulnerable
groups needs especially women, children and disabled. Normally, Pakistan’s humanitarian emergencies
have been covered by the local media, but there has been limited options are available to build media
capacity on the reporting of these disasters. It is important to increase the reporters’ skills and
understanding of the complexities of this type of reporting. This would result in a more effective
coverage of the emergency response and post conflict recovery and development.
Due to socio cultural norms, women often hesitate to report about their condition and needs in
emergency and post crisis situation. Even after crisis the media role cannot be neglected in nurturing
peace and social cohesion in the community to enable them to gather and disseminate non-partisan
information. In light of above mentioned information, the project proposed following activities to
sensitize media in crisis and post crisis situation:
Particular attention will be given to training for media specialists, particularly women journalists, in
crisis sensitive programing focused on social cohesion and peace building. The project will also focus
on strengthening and capacitating media agencies, public service broadcasting and community media;
and capacitated media in improving the quality of their reporting by providing new technologies for
better, quick and effective reporting, which meets current technological standards. Through this project,
ethical practices of journalism will also be developed/supported and agreed upon by the media
professionals themselves; and training in media literacy for users, particularly women and youth will be
envisaged.
All these activities will be focused on Public Service Broadcasting (PSB), which will be controlled by
the public, for the public, and free from political interference and commercial forces. To bridge the
communication gap, Citizen Media Dialogues will also be promoted on relevant subjects identified by
COs/PCs in highlighting their common issues, demand by government, together with community
participation.
Institutional support to press clubs, infrastructure support activities and crisis sensitive journalism
trainings for university journalism departments, press clubs, unions of journalists and media outlets will
also be provided. COs/Peace committees will play active role in sensitizing media. Volunteers from the
peace committees will be selected to represent community in the media. They will be invited in
different forums organized by media. Exposure trips for COs/peace committees will also be organized
to different media setups. Media contact list will be shared with the COs/Peace Committees, which will
be served as focal points for informal information dissemination.
17
These information networks supported through printed material, SMS and direct information from the
media personals about latest information pertaining to crisis, political, social and economic s in the area.
Success stories and documentaries of community peace keepers especially women will be drafted and
circulated through media for promoting peace and social cohesion. It is important to remain optimistic
about using media in crisis prevention and peacebuilding while at the same time remaining grounded in
the theoretical evidence from the literature about realistic media abilities. New studies began to outline
the initial arguments about media’s ability to assist the goals of peacebuilding. 12These studies describe
a variety of media activities that can be used in conflict prevention and peacebuilding: on the one hand,
involving more prominent Track I diplomatic actors (e.g. creating democratic media institutions in Iraq)
while others rely on Track II nonofficials (helping organize new media outlets, programs and
campaigns such as Talking Drum Studio in Côte d’Ivoire, Liberia and Sierra Leone, Studio Ijambo in
Burundi,
or
OBN
television
in
Bosnia).
(
source:
http://www.gppac.net/documents/130221585/0/Why+and+when+to+use+the+media+for+conflict+prev
ention+and+peacebuilding.pdf
SUSTAINABILITY
The overall aim of this initiative is to empower communities and foster institutional changes by
mobilising marginalised communities to participate in their own sustainable development and building
improved relationships with decision makers and other stakeholders. We strongly believe that peace
will be promoted by adopting a participatory planning process; a sustainable model of inclusive villagelevel decision-making in the form of Community Organisations/Peace Committees.
UNDP in partnership with the PDMA/PaRRSA will reach the most vulnerable communities at village,
Union Council and district levels, to mobilise communities by creating awareness of their rights and
increasing their capacity to make informed decisions concerning their livelihoods and development
interventions - in line with the PCNA recommendations. The action seeks to facilitate vulnerable
communities and local authorities to plan and implement sustainable development strategies with a
bottom-up participatory approach, ensuring a shared understanding of the main barriers to peace
building and social cohesion and how to address these.
In addition to improving supply-side and demand-side governance processes, the project will also
provide a concrete opportunity for communities and local decision-makers to work together to plan and
implement effective interventions to improve livelihoods. These will provide opportunities for poor and
vulnerable households to diversify and strengthen their livelihoods in such a way that makes the
household more resilient to shocks and stresses, and increases their economic access to sustainable
livelihoods. These livelihoods interventions will be jointly identified, managed and monitored by a
range of community stakeholders and based on robust, context-specific analysis.
The principles and practices of good governance and Disaster Risk Reduction (DRR) developed will be
applied throughout the planning and implementation of these interventions. Small businesses that
increase household incomes/and or production will be supported with financial support through
infrastructural support, business start-up grants and skills training. They will target women in particular
and may include but not limited to handicraft, poultry, and small shops and home based businesses,
considering needs and potentials of the special group and restoration and rehabilitation of Community
Physical Infrastructure Development Projects (CPI) as prioritized by Community Organisations/Peace
Committees in their respective Village Development Plans. Support to this sector of the local economy
will allow non-farm micro and small businesses to resume, both to instigate recovery and development,
as well as to increase the number of income-earning opportunities in crisis prone areas and as such
potentially reduce the impact of future crisis and enhance community resilience to handle disasters
more effectively. Recipients of grants will be supported with formal training and on-going advice and
18
support related to market linkages and better ways of transporting and retailing their products in
markets.
Livelihoods interventions will be designed based on an analysis of the long-term market opportunities,
and the risks and hazards that affect potential livelihood strategies. Beneficiaries participating in the
home production and income generating schemes will also receive emergency preparedness training;
disaster risk reduction measures and training will be incorporated throughout the programme
implementation, from the inception stage to the final evaluation review. Principles of Disaster Risk
Reduction and environmental sustainability will be adequately addressed across all parts of the project.
Successful approaches may be replicated and scaled up in other areas of intervention and in the region.
There will be regular dialogue and sharing of information with relevant stakeholders (government line
departments, department of planning, donors) to share progress and create a dynamic around the
programme implementation and results. Lessons learnt will be shared with a much wider audience by
conducting a workshop and also by using existing networks and platforms- this will enable different
stakeholders to access useful information and evidence. UNDP committed to using our evidence from
country programmes to influence Asia regional and global level learning and advocacy.
GEOGRAPHICAL FOCUS
The project will work in the whole of KPK with a continued focus on districts badly affected by the
crisis including Buner, Malakand, Shangla, Swat, Dir Upper, Dir Lower, D.I Khan Lakki Marwat and
Tank. Geographical targeting will aim to reach the hard to reach marginalized population. The
geographical targeting will be conducted at the outset of the project taken into consideration security
and presence of other donor-assisted projects. The project will work directly with communities’ needs
and opportunities for supporting and engaging women, youth and other vulnerable groups will be
identified for different interventions, mentioned above. The outcomes of the peace building and
strengthening governance related interventions will benefit the population across KPK. Depending upon
resources availability and after detailed consultations with the relevant stakeholders, the programme
will be expanded to other crisis affected regions.
LINKAGES WITH ONGOING PROJECTS
There is an opportunity to strategically link this project with several ongoing projects,global initiatives
as well as local projects implemented in Pakistan.


UNDP has implemented Sustainable Development through Peace Building, Governance and
Economic Recovery in Khyber Pakhtunkhwa funded by Japan, and Italian Government.
Community Restoration and Reconstruction component of this project is currently being
implemented in six Tehsils of Swat with the financial support from The Saudi Fund for
Development. The proposed new project as stated in the introduction aims at: (i) Strengthening
capacities for early recovery coordination; (ii) Support sustainable livelihoods and local
economic recovery; (iii) Peace building and social cohesion; and (iv) Strengthening local
governance. It identified the need to conduct detailed Rule of Law assessment and project
developmentThis project complements and enhances the objectives of the on-going project.
Supporting Democracy through Parliamentary Development (SDPD –Phase II) is supporting
capacity development of parliamentarians, parliamentary officials and civil society partners to
strengthen parliamentary oversight and policy guidance. Strengthening parliamentary oversight
and women parliamentarians’ caucus on peace, security and stabilization would complement
this project’s objectives.
19



The Government of KPK has created an endowment fund which is being used to provide cash
grants to the affectees. UNDP, in consultation with PaRRSA and BISP provides support to the
terrorism affectees especially females and children to ensure their re-integration into the society
primarily through social sector and livelihoods generation interventions as well as physical
rehabilitation and psycho social support.
The ‘Strengthening of Rule of Law and Stabilization in Malakand’ project deals with the formal
and informal justice domains of the justice sector and supports the interplay and harmonization
within the context of Malakand division. The interventions promote security, ensure justice and
secure entitlements for the citizens especially the poor and the disadvantaged. To enhance
access to justice, legal aid support will be extended through legal aid clinics and increased legal
awareness and literacy. At the same time, paralegals will be identified and trained under this
project to bridge the citizen-legal system gaps. Interventions with the prosecution department of
KP will further strengthen the paralegal initiative and it’s linked with Pauper Council. In the
informal justice domain, support to jirgas (traditional council of elders) will be designed and
assessments will be undertaken leading to a provincial strategy to increase the harmonization
between the formal and informal delivery of justice services. Similarly, for increased
responsiveness of the police to citizens, workable models and strategies will be devised that
will lead to the preparation and approval of a provincial (including Malakand-specific)
community policing strategy that is sensitive to a post-crisis context. Coordination is ensured
with ongoing and planned interventions of UNDP and other development partners working on
Rule of Law. The project informs the law, judicial and legal reform identified by RoL PCNA
report.
Integrated Natural Resource Recovery and Management Project (INRMP) is a project of
PDMA/PaRSSA being implemented in partnership with concerned Provincial government
departments (CM Package). The project is mandated to resume and recover the pre-crises level
of agricultural and livestock productions of crisis affected areas and build & improve the
capacity of local communities through income generating activities and field staff of Line
Departments in better management of natural resources and equitable service delivery
mechanisms. Crises prevention and Peace Building project will be linked where appropriate
with INRMP project to supplement and improve performance delivery.
KNOWLEDGE MANAGEMENT AND COMMUNICATION

The experiences that would be gained through the implementation of this project would be
immense value to governments, UN and other international organizations. In this regard, the
project manager will be made accountable through his terms of reference for knowledge
management of the project, which would be backed by adequate resources. The complexity of
KP itself should provide a fascinating case study on peace building and social cohesion issues.
Therefore documenting and sharing knowledge on this project will be critical. As a minimum, a
short documentary on the peace building experiences would be developed, in addition to
brochures, booklets etc for wide dissemination. The partner organizations contracted to
undertake the crisis analysis will be required to document the process and develop a manual for
crisis analysis in Pakistan. The BCPR crisis Team will as part of its knowledge development
and sharing will incorporate these experiences into its activities. Furthermore, the community
focused nature of the project requires a clear communication strategy to target the beneficiaries.
In this regard, targeted communication products such as name boards providing details of the
nature of the project, budget, target beneficiaries etc., in the local language will be developed.
RESOURCE MOBILIZATION STRATEGY
20
The project will form a small working group for resource mobilization will be
formed. The group will formulate a fund raising strategy with targets and donor
mapping based on the project outputs. The strategy will guide on (i) building
sustainable partnerships with bilateral donors, (ii) working closely with
multilateral funding sources at the country level, (iii) developing close
coordination with foundations and other private funding sources and (iv)
strengthening resource mobilization management at the Country level. The team
will develop concepts and proposals on specific themes from within this project
and share with donors based on donors interests. The concept notes will be
developed for example on home based work, victims of suicide blasts families etc.
The senior management will meet with donors and present the key objectives of
the concept notes. The fund raising strategy will also define the amount to be
raised in year one, two and three. A small team in CO will be tracking the donor
calls for proposals and developing proposals accordingly. UNDP country office
will support the project through regular resources for some essential activities like
baselines etc. The thrust of funding will depend on donor liaison and the resource
mobilization strategy.
VISIBILITY
The project visibility will be ensured through a communications strategy at the national,
provincial and district levels. Based on this strategy the project staff will prepare a
communications and visibility plan. The purpose would be to increase visibility of project
activities and achievements and ensure an effective communication of project activities, results
and goals with target beneficiaries, partners and key national and international stakeholders from
the sectors which are a part of the project interventions. The project will develop its website, to
present the scope and objectives with regular update of project activities, research, evaluations
and disseminating news and best practices. It will be linked to UNDP Pakistan’s main website.
Secondly media strategy will be another key element of the strategy to ensure media coverage of
the project by issuing in-country and global press releases and inviting media to visit project
sites, training, launching, other events and the steering committee meetings. To maximize
synergies with the work of other organizations in the target geographical areas the project will
produce a biannual newsletter in coordination with these agencies. The project will in its
communication strategy ensure that key messages are developed and updated to be used in the
visibility activities. The visibility plan will aim to create a permissive environment through the
use of multi stakeholder platforms in which the private sector has a prominent place; this is in
view of the project strategy to bring private sector on board. The visibility strategy will have an
underlying aim to increase employment opportunity for the youth and work on the dynamics of
peace development. The partner organizations will ensure that UNDP and its donors mentioned
in all communication, advocacy and awareness raising materials.
MONITORING AND EVALUATION
In accordance with the programming policies and procedures outlined in the UNDP User Guide,
PDMA/PaRRSA will monitor the project activities, together with the UNDP monitoring team through
the following:
Within the annual cycle
 On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in the Quality Management table.
21
 An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate
tracking and resolution of potential problems or requests for change.
 Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas
and regularly updated by reviewing the external environment that may affect the project
implementation.
 Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be
submitted by the Project Manager to the Project Board through Project Assurance, using the
standard report format available in the Executive Snapshot.
 A project Lesson-learned log shall be activated and regularly updated to ensure on-going
learning and adaptation within the organization, and to facilitate the preparation of the Lessonslearned Report at the end of the project
 a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events
Annually
 Annual Review Report. An Annual Review Report shall be prepared by the Project Manager
and shared with the Project Board and the Outcome Board. As minimum requirement, the
Annual Review Report shall consist of the Atlas standard format for the QPR covering the
whole year with updated information for each above element of the QPR as well as a summary
of results achieved against pre-defined annual targets at the output level.
 Annual Project Review. Based on the above report, an annual project review shall be
conducted during the fourth quarter of the year or soon after, to assess the performance of the
project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this
review will be a final assessment. This review is driven by the Project Board and may involve
other stakeholders as required. It shall focus on the extent to which progress is being made
towards outputs, and that these remain aligned to appropriate outcomes
Field Monitoring
The project Monitoring team will work with the sector specialists to develop monitoring
indicators (qualitative and quantitative) for the purpose of field monitoring and reporting.
Collected data on indicators will be consolidated in an information management system in
Peshawar office for generating reports, for communication materials and making presentations
as and when required. The Project Coordinator, PM, and sector specialists will carry out robust
monitoring to ensure effective and efficient implementation. UNDP CO Project Coordinator
and PO will also carry out field visits and provide feedback and technical support to the field
office.
Evaluation and Audit:
This Project will be part of the Country Office outcome evaluations. The audit of this project
will be made through the regular external (UN Board of Auditors) or internal audits (audits
managed by UNDP’s Office of Audit and Performance Review). A MTE and an end of the
project evaluation will also be carried out by an independent firm or consultants.
MANAGEMENT ARRANGEMENTS
This project will be implemented by UNDP Pakistan through the NIM modality. In order to roll out each
of the components, the following entities have been identified as potential responsible parties:
Coordination -
PDMA/PaRRSA
22
Livelihoods -
NGOs, Private Sector
Peace Building and Social Cohesion:
Think-tank, Research Institutes, Universities, and
PDMA/PaRRSA, etc.
Media and Communication for development:
NGOs, PDMA/PaRRSA in coordination with PDMA
The Project Review Board
A Project Review Board (PRB) is established to provide overall direction and strategic guidance for the
project. The Executive role of the PRB will be performed by PDMA/ PaRRSA in their capacity as co
chairs. The PRB will meet annually and consist of representatives performing the task of senior
suppliers, and senior beneficiaries. The former will be the representative of Local NGOs with back
ground in peace building, and relevant local government institutions – supporting the project through
technical assistance; the latter will be the relevant local government institutions and representatives of
beneficiaries – with responsibility to monitor what is being produced as per the work plan and ensure
that it meets the needs of the beneficiaries and that the expected benefits are materialized.
Project Coordinator
The project will be managed on day-to-day basis by a Project Coordinator assisted by a Project Manager
(based at Peshawar) recruited for this specific purpose. The project coordinator will be responsible,
among other things, for preparing and revising work-plans; planning and organizing project review
meetings; providing technical feedback to the Project Board; ensuring that project activities are carried
out within the financial limitations of the budget; supervising the technical and administrative support
personnel and coordinating project activities with stakeholders. The positions based in Islamabad will be
under a small component of direct implementation.
Supporting Staff, Officers and Specialists
The project Coordinator will be supported by Coordination and M&E Specialist ( one male and one
female), Communications specialist, IT Specialist, Admin and Finance Officer and Associate.
Project Assurance
Project assurance role will be carried out by the concerned Programme officer.
Project Management Unit: The Project Manager will be assisted by a team of two M&E officers, two
AFAs, four technical Engineers and five sector specialists in Governance, Livelihoods-Vocational
Training, Gender, and Youth. These will be based in Peshawar and will sit in and report to
PAARSA/PDMA.
LEGAL CONTEXT
Consistent with the Article III of the Standard Basic Assistance Agreement (SBAA), the responsibility
for the safety and security of the Implementing Partner and its personnel and property, and of UNDP’s
property in the Implementing Partner’s custody, rests with the Implementing Partner. To this end, the
Implementing Partner shall:
a) put in place an appropriate security plan and maintain the security plan, taking into account the
security situation in the country where the project is being carriedassume all risks and liabilities
related to the implementing partner’s security, and the full implementation of the security plan.
23
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the
plan when necessary. [and the Project Cooperation Agreement between UNDP and the Implementing
Partner]4.
The Implementing Partner agrees to undertake all reasonable efforts to ensure that none of the UNDP
funds received pursuant to the Project Document are used to provide support to individuals or entities
associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not
appear on the list maintained by the Security Council Committee established pursuant to resolution
1267 (1999). The list can be accessed via
http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all
sub-contracts or sub-agreements entered into under/further to this Project Document”.
4
Use bracketed text only when IP is an NGO/IGO
24
ANNEX 1
RISK ASSESSMENT
Source(s)
of Risk
Risk Event
Impact/s on Risk Mitigation
Project
Responsibility
Risk Probability
Political
Political Instability
causing change in the
political/bureaucratic
leadership
Delayed
implementatio
n due to lack of
ownership by
new actors
Senior
Management,
Project
Coordinator and
Provincial
Manager and
partners
Low
Senior
Management
UNDSS/ Project
Manager
Medium
Security
The Crisis escalates to
project areas -Attacks
on UNDP
partners/Assetsdamage to staff,
partners’ staff and
assets
Delayed
implementatio
n or temporary
suspension and
increase in
security costs
Social
Another large scale
disaster like floods or
earthquake
unemployed
and
discontented
youth
escalating forms of
violence
Robust consultation and
coordination with new government
From the very inception of the
project the second and third tier of
leadership is involved in relevant
institutions.
Integrate MOSS compliance
offices, armored vehicles and
communication equipment.
Security costs are incorporated in
the project budget.
Implementation is through local
partners and governments
/additional security cost factored
into partner’s budget.
Limited Access to
project areas /
communities
Disasters
Diversify project implementation
through multiple partners
_____
Monitoring is outsources to
independent monitors who provide
UNDP regular reports and spot
checks
_____
Jeopardizes the Focus project interventions on
small gains of youth
the
project
towards
sustainability
Pre project gender participatory
needs assessment and consultations
Cultural resistance to Delayed
with communities, organize small
Medium
_____
High
Project
Medium
Coordinator and
Provincial Prog
Manager
Project
Medium
25
Operational
concepts such as gender Implementatio
equality, as western n
constructs.
groups.
Resistance to IPs and
UNDP due to the optics
of
individual/partner
organizations involved
Delays due to a
non receptive
environment
for
implementatio
n
A robust and analytical recruitment HR Manager and
process for project staff and Project team
partners.
Horizontal and vertical sensitization
of the prog with local religious
scholars, local political and
community leaders.
Low
Resource Mobilization
constraints
Unable to meet
the government
and community
expectations
Flexible project components with
initially pilot projects which are
later scaled up on availability of
funding.
Rigid, Financial
procurement and HR
processes
Coordinator and
Provincial Prog
Manager
Senior Project
Team
Low
Optimize resources through
effective coordination and
partnerships
Coordination:
Programmes by int'l. agencies in KP, Balochistan and FATA
S.
No
Organisation
1
DFID
2
DFID
Project
Khyber Pukhtunkhwa Education
Sector Programme
Citizen Damage Compensation
Programme (for flood affectees)
3
DFID
4
5
Duration
Allocation (in millions)
Location - Province
July 2011 - July 2016
£203.5
Jan. 2011 - April 2014
£65.1
KP
KP, Balochistan, FATA and other
provinces
Peacebuilding Support to PCNA
April 2011 - March 2016
£30.2
DFID
Resilience support to Pakistan
August 2012 - July 2015
£39.7
KP and FATA
KP, Balochistan, FATA and other
provinces
DFID
Emergency Assistance to Internally
Displaced Persons in ConflictAffected Areas of Pakistan
Jan. 2013 - Sept. 2013
£13.5
FATA
26
7
USAID
8
USAID
KP Reconstruction Program
Malakand & FATA Housing Support
Program
March 2010 - Sept. 2012*
$105.38
KP
June 2010 - Sept. 2012*
$65.00
KP and FATA
9
USAID
Conflict Victims Support Project
April 2012 - April 2015
$20.24
FATA
10
11
USAID
Pakistan Transition Initiative
Nov. 2007 - Dec. 2015
$207
KP and FATA
USAID
FATA Infrastructure Project
Jan 2010 - Dec 2014
$291.90
FATA
12
USAID
Earthquake Reconstruction Program
Oct. 2006 - June 2013
$147.40
KP and AJK
MDTF Projects in KP, Balochistan and FATA
S.
No
Duration
Allocation (US$
millions)
Location - Province
District/Regional
1
Project
Economic revitalization of KP and
FATA (SMEDA)
Oct. 2011 - June 2015
20
KP and FATA
All Agencies
2
Emergency Roads Recovery Project
Oct. 2011 - June 2014
8
KP
Swat
3
Oct. 2011 - June 2015
8.75
KP, FATA and Balochistan
April 2012 - June 2015
16
KP
Battagram, Bunner, D. I. Khan,
Kohistan, Lower Dir and Thor Gar
Feb. 2013 - June 2015
18
KP
July 2013 - June 2015
9
KP
7
Governance support project
Strengthening Health Services in
Crisis-affected Districts of KP
KP Southern Area Development
Project
Competitive Industries Project for
KP
FATA Rural Livelihood and
Community Infrastructure
April 2012 - June 2015
12
FATA
D. I. Khan, Tank, Lakki Marwat
Marble City, Risalpur, and
selected districts of KP
Mohmand, Bajaur and South
Waziristan
8
FATA Rural Roads
Oct. 2012 - June 2015
16
FATA
Bajaur and Orakzai
9
FATA Urban Centers Project
Balochistan Disaster Management
Project
Promoting Girls' Education In
Balochistan
April 2012 - June 2015
7
FATA
Khar, Bajaur
July 2012 - June 2015
5
Balochistan
Sept. 2012 - June 2015
10
Balochistan
Quetta
Crisis affected areas of
Balochistan
4
5
6
10
11
27
Results and Resources Framework
Intended Outcome as stated in the Country Programme Results and Resource Framework:
Outcome 3.1: National, provincial & district capacities to prevent, assess, reduce & manage risks are developed
Outcome 3.3: Vulnerable populations in crisis situations benefit from improved prevention, risk reduction and response (mitigation), and are assisted to reach development goals including
MDG targets
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicator: Number of federal, provincial and district DMAs with strengthened capacities, including in relation to mainstreaming gender equality.
Baseline: DMAs recently established and have limited capacities and community engagement;
Targets: Federal, provincial DMAs and at least one third of DDMAs with improved, gender-sensitive early warning and response systems and community engagement.
Indicator: Number of crisis-affected population (sex disaggregated) with improved livelihoods, economic opportunities and community infrastructure.
Baseline: 20 million affected by floods 2010; 5 million affected by floods 2011; 1.5 million affected by crisis in Federally Administered Tribal Areas; 1.7 million refugees;
Target: At least 20% of crisis-affected households, particularly female-headed households, in target areas are assisted to improve their livelihoods and socio-economic conditions
Applicable Key Result Area (from 2013-17 Strategic Plan): Increased national resilience to disasters, crises and external shocks
Partnership Strategy: National Implementation Modality (NIM)
Project title and ID (ATLAS Award ID): Community Restoration and Social Cohesion in Crisis Affected Regions
INTENDED OUTPUTS
Output 1: Provincial level capacities
developed on crisis sensitive recovery
programmes including strengthening of
existing ongoing government initiatives
from a crisis and gender lens
Baseline: PaRRSA/PDMA is the only
government department in KPK that
undertakes crisis programming but
needs capacity building
Indicators:
1. Strengthened
institutional
capacity of PaRRSA/PDMA
to plan, implement and
monitor
crisis
sensitive
programmes with a focus on
gender
and
community
OUTPUT TARGETS FOR
(YEARS)
Targets (year 1)
Sectoral
specialists
to
PaRRSA/PDMA provided in order to
enhance capacity of the institution
Targets (year 2)
-Transformation plan developed for
better
coordination
between
PaRRSA/PDMA and other relief and
rescue organizations/departments in
KPK
Target (Year3)
-Process of capacity building of
PaRRSA/PDMA staff along with other
government departments initiated and
completed in year-4.
INDICATIVE ACTIVITIES
 Provision of sectoral specialists to
PaRRSA/PDMA as per need assessment
 Development of a transformation plan to
improve
coordination
between
PaRRSA/PDMA and other relief/rescue
organizations clearing defining plan of action

Engaging competent resource persons
for capacity building events and development
related training material
 Provision of trainings such as crisis
sensitive programming/planning, dispute
resolution, disaster management, leadership
skills, gender sensitization, budgeting, aid
effectiveness, value for money, monitoring
and evaluation systems to enhance capacity
of PaRRSA/PDMA staff and other
government departments
RESPONSIBLE
PARTIES
UNDP/PaRRSA/PD
MA
INPUTS
Human resource support
(salaries and benefits of staff):
US$ 450,000
Transformation plan:
US$ 12,000
Capacity building:
US$ 70,000
Total: US$ 532,000
28
2.
participation
Improved
coordination
mechanism exists between
PaRRSA/PDMA and other
relief/rescue organizations in
KPK to better deal with the
complex emergencies
Output 2: Rehabilitation of community
infrastructure, alternative energy and
DRR promoted at local level
Baseline: 1. Non-functional COs/peace
committees, limited use of alternate
energy and weak capacities exist for
disaster handling at community level
particularly in crisis affected areas
2.Numorous efforts have been done to
restore
flood/crisis
damaged
community physical infrastructure by
the government and NGOs but still
needs a lot to do to meet unmet needs
of the communities in order to provide
better access to socio-economic
services
Indicators:
1. No. of gender segregated
population accessing basic
services due to improved
infrastructure
2. Change in the overall socioeconomic conditions of the
areas
where
community
infrastructure schemes were
carried out
3. No. of households benefiting
from solar demonstrations
(geysers,
pumps,
water
filtration plants, lights etc.)
4. No. of community led
response systems established
to cope with the disasters
Output 3: De-radicalization and socioeconomic reintegration through peace
Targets (year 1)
-Community dialogues initiated to
revitalize/form Cos/peace committees
-Assessment studies launched to
identify critical damaged community
infrastructure in selected areas for
rehabilitation and locating communal
buildings for solar demonstrations
-Procurement process for solar
products and other equipment initiated
Targets (year 2 to Year 5)
-Revitalization/formation process of
COs/peace committees (300) and their
trainings initiated and completed in
year-5
-Rehabilitation
of
damaged
community infrastructure schemes
(600) initiated and completed in year5.
-Installation
of
solar
products
(geysers: 500, pumps: 200, lights: 500,
water filtration plants: 150, solar
panels on tube well: 10 initiated in
year-2 and completed in year-5.
-Provision of energy efficient stoves
(700) initiated in year 2 and completed
in year 5.
-DRR trainings and provision of kits
started in year 2 and completed in
year-4 (100 trainings)
 Dialogues with the local communities in
order to revitalize existing COs/peace
committees
 Revitalization
existing
COs/peace
committees and formation of new ones
 Engaging competent resource persons
for capacity building events and development
related training material
 Conduct
trainings
of
peace
keepers/activists on skills like peace-based
management, dispute resolution, planning
and implementation of schemes for the
promotion of peace building and human
security
 Engaging a consultant(s)/firm(s) to
undertake assessment studies requiring
rehabilitation in case of community based
infrastructure and identification of communal
building for solar demonstrations

Identification of active community
people particularly young men and women to
participate
in
disaster
risk
reduction/management trainings
 Hiring of consultants/firms for DRR
trainings
 Procurement of solar products/energy
efficient stoves and DRR kits through
competitive bidding process
UNDP/NGOs/PaRRS
A/PDMA and
Firms/Consultants
Targets (year 1)
- -Assessment study launched to
 Engaging relevant consultant in order to
undertake assessment study to identify sports
NGOs/Social
Welfare
Revitalization/formation of
COs/peace committees;
US$ 300,000
Rehabilitation of infrastructure
schemes/hydles:
US$ 12,050,000
Assessment studies:
US$ 7,000
Purchase of solar
products/energy efficient
stoves:
US$ 2,704,500
DRR trainings and tool kits:
US$ 1,000,000
Total: US$ 16,061,500
Sporting needs assessment
study:
29
building and improved and diversified
livelihood opportunities for women and
youth to enhance economic returns for
the crisis affected communities
Baseline:
Limited
access
to
recreational
and
economic
opportunities exist particularly for
women and youth in crisis affected
areas
Indicators:
1. No. of youth participating in
sports activities (at least 15%
women)
2. Diversified
livelihood
opportunities created for excombatants/associated
members and other crisisaffected men and women in
target areas, (at least 25%
women)
identify sporting needs assessment
-Procurement process for sports
kits/equipment initiated
-Identification exercise for Home
Based
Workers
initiated
and
completed
-Preparatory work initiated for
livelihood interventions such as
development of criteria for beneficiary
selection, finalization of trades, market
linkages, identification of resource
persons, and cluster formation
protocols of trained persons etc.
Targets (Year 2 to 5)
-Initiation of livelihood activities like
skills development for Home Based
Workers,
vocational
trainings,
apprenticeship programme for literate
youth,
enterprise
development
trainings and cash grants
-Trade fair organized each year
starting from year 2 and completed in
year 4.
-Sports competitions started and sports
kits provided
-Rehabilitation of sports clubs started
and suggest way forward to carry out sports
interventions with a special reference to
female and disabled sports activities
 Organize sports competitions and
distribute sports kits among sports persons
including students of colleges and schools
 Development of SOPs for beneficiary
selection for targeted livelihood interventions
 Engaging
competent
resource
person/trainers relevant to area of livelihood
improvement
 Engage private sector, NGOs and CSOs
and government departments to undertake
livelihood improvement interventions such
as value chain development, vocational and
enterprise development trainings supported
with cash grants etc.
 Development of data base of trained
individuals with their contact details and area
of expertise/skill
 Facilitate the trained community
individuals particularly the women to access
markets and capital for further business
growth
 Identification
and
selection
of
appropriate forums/venues for trade fairs
Department/PaRRSA
/UNDP
US$ 6,000
Sports events/equipment and
rehabilitation of sports
facilities:
US$ 900,000
Home Based Workers’
component (trainings, grants,
market linkages etc.):
US$ 1,460,292
Trade fairs:
US$ 48,000
Vocational/enterprise
development trainings and
grants for youth:
US$ 3,500,000
Apprenticeship programme for
illiterate youth:
US$ 280,000
Technical assistance:
US$ 50,000
Total budget: US$ 6,244,292
Output 4: Capacities of media persons
enhanced and encouraged for effective
reporting on peace building and social
cohesion
Baseline: Passive engagement of media
exists to promote peace building and
social cohesion
Indicators:
1. No. of journalists particularly
Targets (year 1)
-The process of identification of
potential journalists particularly the
women initiated and completed.
Targets (Year 2 to Year 5)
-5 trainings conducted for journalists,
university students and media agencies
in year 2 & 3.
-Citizen Media Dialogues arranged
each year initiated in year-2 and
 Identify a firm who will undertake
communication for development and will
ensure that the activities conducted gauge the
required media coverage.
 Identification of potential journalists
particularly the women for participation in
trainings
 Engaging competent resource persons
for media related capacity building events
 Conduct trainings of journalists on crisis
UNDP/Media
Agencies/Consultants
Capacity building of media
persons:
US$ 86,000
Citizen Media Dialogues:
US$ 6,000
Award events for active media
persons:
30
2.
3.
women trained on crisis
sensitive reporting techniques
and ethics
Increased
incidence
of
reporting to promote social
cohesion and peace building
Active participation of media
personnel in activities related
to peace building and social
cohesion such as citizen media
dialogues, exposure visits,
meetings and seminars etc.
completed in year-5.
-Exposure visits of COs/peace
committees arranged each year to
media set-ups initiated in year-2 and
completed in year-4.
- Award/incentive competitions held
each year for active journalists base on
their performance on good reporting
on peace and building and social
cohesion issues arranged each year
initiated in year 2 and ending in year.
sensitive reporting
 Purchase of cameras, i-pads, laptops and
other related equipment for awards to active
journalists
 Listing of potential and active
organizations and personalities for citizen
dialogues
 Arranging exposure visits for COs/peace
committees to different media set-ups
 Documenting best practices and
developing
knowledge
products/documentaries for wider circulation
on issues of social cohesion and peace
building
US$ 12,000
Exposure trips for COs/peace
committees:
US$ 30,000
Knowledge products:
US$ 20,000
Total budget: US$154,000
31