External Review of Project Water for Livelihoods Phase II
CP # 7F-07815.02.02 under Domain 1 of Water Governance Contract # 81049505
REPORT
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© Swiss Agency for Development and Cooperation
SDC (www.eda.admin.ch/pakistan)
Disclaimer
The authors’ views expressed in this publication do not necessarily reflect the views of the Swiss Agency for Development and Cooperation (SDC) or the Swiss Government.
Authors
Hamid Sarfraz, Dr. Shahid Ahmad and Mahe Nau Haider
269-E, Street 13-B, E-11/4, Islamabad, Pakistan Tel. +92 (51) 2222469 | Cell +92 (333) 5590803, +92 (345) 2004111 [email protected] | www.devconsult.pk | Skype/Twitter hsarfraz
Place and date of publication Islamabad: August 10, 2017 Contents W4L External Review Report
1 Introduction 1 1.1 Context 1 1.2 Project framework 1 1.3 Limitations of the review 1 2 Findings 2 2.1 Overall assessment 2 2.2 Relevance 3 2.2.1 Policy context 3 2.2.2 Project design 3 2.2.3 Project strategy 4 2.3 Effectiveness 5 2.3.1 Social capital formation 7 2.3.2 Achievement of project results 8 2.3.3 Cross-cutting themes (gender, climate change and DRR) 17 2.4 Efficiency 19 2.4.1 Project governance 19 2.4.2 Project management and implementation 20 2.4.3 Backstopping by the HSI HQ and country office 20 2.4.4 Work planning and progress reporting 20 2.4.5 Budget utilisation 21 2.5 Impact 22 2.6 Sustainability 25 2.6.1 Community institutions and resource planning 26 2.6.2 Water related infrastructure 26 2.6.3 Coordination and oversight mechanisms 27 2.6.4 Knowledge management and capitalisation 27 2.6.5 Partnerships and other linkages 28 2.6.6 Exit strategy 29 3 Lessons Learned and Best Practices 30 4 Conclusions and Recommendations 31 4.1 Conclusions 31 4.2 Recommendations 32 4.2.1 Community institutions 32 4.2.2 Water use management planning 33 4.2.3 Livelihood improvement 33 4.2.4 Institutionalisation of rod-kohi irrigation system 33 4.2.5 Expanded focus on women and gender mainstreaming 34 4.2.6 Knowledge management and partnerships for policy influence 34
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4.2.7 Upscaling W4L 35 4.2.8 Project exit 35
List of Figures
Figure 1: District-wise distribution and membership of water user groups 7
Figure 2: Hierarchy of water related community organisations 8
Figure 3: Results framework for W4L 9
Figure 4: Cost and beneficiaries of the drinking water supply schemes under W4L 13
Figure 5: Cost and beneficiaries of the irrigation schemes under W4L 14
Figure 6: District- and year-wise distribution of capacity building beneficiaries 16
Figure 7: District-wise costs and beneficiaries of W4L schemes 22
List of Tables
Table 1: Participation in WUMP development process 10
Table 2: Coverage by water use management plans 11
Table 3: Schemes identified in WUMPs and funded by ADP or other funds 14
Table 4: Budget utilisation overview 21
Annexes
Annex 1: Terms of Reference 36 Annex 2: External review methodology 40 Annex 3: Map of KP with highlighted project districts 42 Annex 4: HSI/W4L response to Phase-I ER recommendations 43 Annex 5: W4L community based water management institutions and membership 48 Annex 6: W4L progress against project log frame 49 Annex 7: DCCs and membership 60 Annex 8: Water related infrastructure schemes and beneficiaries under W4L 61 Annex 9: Capacity building investment by W4L 67 Annex 10: W4L Project Steering Committee membership 70 Annex 11: W4L staff members 71 Annex 12: W4L schemes and stakeholders visited (field itinerary) 72
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Acronyms and Glossary
ADWO Al-Khidmat Development and Welfare Organisation ADP Annual Development Plan ADR Alternate Dispute Resolution AED Agriculture Extension Department AKRSP Aga Khan Rural Support Programme ARD Agriculture Research & Department AZRC Arid Zone Research Centre [of PARC] CDE Centre for Development and Environment, University of Bern CIDO Chitral Innovative Development Organisation CMST Community Management and Skill Training CO Community Organisation DCC District Coordination Committees DDAC District Development Advisory Committee DG Director General DGDC District Government Development Committee DIK Dera Ismail Khan DPO District Planning Officer DRR/M Disaster Risk Reduction / Management DWSS Drinking Water Supply Scheme GLAs Government Line Agencies GoKP Government of Khyber Pakhtunkhwa HRBA Human Right Based Approach HSI Helvetas Swiss Intercooperation [commonly known as Intercooperation] IPs Implementing Partners IWMI International Water Management Institute IWRM Integrated Water Recourse Management LG Local Government LPH Livelihoods Programme Hindukush LSO Local Support Organisation M&E Monitoring & Evaluation MoU Memorandum of Understanding MPA Member of Provincial Assembly [of Khyber Pakhtunkhwa] O&M Operation and Maintenance OFWM On-Farm Water Management P&DD Planning and Development Department PARC Pakistan Agriculture Research Council PCRWR Pakistan Council for Research on Water Resources PD Programme Director PHED Public Health Engineering Department PLI Project for Livelihood Improvement PSC Programme Steering Committee
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PSU Project Support Unit Rod-Kohi Spate irrigation system, meaning a stream or water channel from hill or mountain; literally means “of or from hill torrents” SCD Soil Conservation Directorate SDC Swiss Agency for Development and Cooperation SDU Sustainable Development Unit [in the KP Planning & Development Department] SE Self-Evaluation (2006) SRSP Sarhad Rural Support Programme Patidar Representative of a village or clan, duly recognised by the revenue system TL Team Leader TMA Town Municipal Administration TNA Training Need Assessment UNICEF The United Nations Children's Fund VDO VEER Development Organisation VO Village Organisation W4L Water for Livelihoods Project WASEP Water and Sanitation Extension Services [of Aga Khan Foundation] WO Women Organisation WOCAT World Overview of Conservation Approaches and Technologies, CDE Bern WUAs Water User Associations WUGs Water User Groups WUMP Water Use Management Plan YPO Yearly Plan of Operation YSDO Young Star Development Organisation Zam Large or major torrents
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Executive Summary
Water for Livelihoods is an investment of around CHF 10 million made by SDC over a period of seven years to develop agriculture and enhance rural economies in ecologically fragile, semi-arid and poor districts of Khyber Pakhtunkhwa through equitable access to water. Towards end of the Phase-II, SDC commissioned this external review to assess the probability of the Project’s outcomes being achieved by end of 2017, and if the Project will be able to stimulate necessary reform initiatives including institutional in the (sub-) sectors concerned that are relevant in the Project’s outcomes in the medium and long-term.
Conducted through review of secondary information, and interviews with the selected stakeholders and beneficiaries from a sample of water related infrastructure schemes in three out of four project districts, this cross-sectional review finds the Project performing well with reasonable probability of achieving the desired outcomes. The Project has fared well in terms of relevance, effectiveness, efficiency, impact and sustainability, though requiring some adjustments in focus and approach to fully meet its objectives.
It has been concluded that:
The Project has introduced new approaches and institutionalised the participatory planning for community based water resource management at least at the field level. The community institutions (WUGs, WUAs and apex WUAs) have been strengthened reasonably. It has successfully mainstreamed the gender concerns, with an affirmative focus on women and children. Poverty alleviation, though not the primary focus, has been a co-benefit of the Project along with development of human assets, social capital (community institutions) and natural resource management. The drinking water supply schemes and WASH related interventions are inherently pro-women. HSI has strengthened its partnership with the government as well as the civil society as evidenced by increasing involvement of and recognition of the Project’s role and contributions. The realisation of outcomes will largely depend upon the collective efforts of HSI, the Project, several groups of stakeholders, including the local population, civil society, GLA officials and elected representatives. With the built-up momentum, HSI is in a strong position to capitalise further on the interest and commitment shown so far by the government and other partners.
The review recommends that:
The community institutions needs to be strengthened through capacity building and financial sustainability measures. Simplified water use management planning needs to be embedded into mandate of the relevant GLAs with clarity in their roles and responsibility to lead the effort. This may also be incentivised through annual and specialised fiscal measures. Livelihood improvement support may be introduced through value chain development and market access strategies, making the project interventions more in line with its goal. Support may be provided to create a dedicated and apex institution for rod-kohi areas of Southern KP to provide coordination amongst the line departments for an integrated management and development of rod-kohi zams. Gender mainstreaming with affirmative actions for women and children may be given more attention with active engagement of community institutions and GLAs. The knowledge creation and dissemination needs to be taken to strategic level to influence the policy formulation process and active linkages between field and the policy domains may be fostered. Success stories from the Project needs to be scaled up by the government with active engagement of communities, the civil society and the private sector. This may require lot of advocacy and showcasing of the project approach.
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The Project may be closed in well-thought manner so that the gains are not lost in the hurry of closure. However, in the remaining period, the Project will need to focus on institutional strengthening, deeper and strategic buy-in, changing the frame conditions, and knowledge creation and transfer. This may require sharpening of the results framework.
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1 INTRODUCTION 1.1 Context
Realising the challenges of rural livelihoods, predominantly based on natural resource base, especially water, the Swiss Agency for Development Cooperation (SDC) initiated the Water for Livelihoods Project in 2011 as an “Improving Livelihoods” component of its Pakistan Hindukush Programme (PHP). Building upon Phase-I of the Project (2011-2013), which focused on small village based activities and gradual upscaling to medium sized schemes beyond a single village, SDC agreed to support Phase-II of the Project (2014-2017) with a modified approach, responding to an external review in 2013, to focus more on improving water governance through institution building.
In the last year of the Phase-II, SDC has commissioned this external review (Terms of Reference are at Annex 1) to review and assess to what degree the Project’s outcomes will be achieved by end of 2017 and if the Project will be able to stimulate necessary reform initiatives including institutional in the (sub-) sectors concerned that are relevant in the Project’s outcomes in the medium and long-term. The review also provides evidence of changed technical-economic systems (traditional versus new ones) in selected sub-sectors, revised frame conditions, including improved external services from both public and private service providers to the rural households and farmers. The review also covers the cross-cutting issues such as inclusion, equity, poverty reduction, disaster risk reduction, dispute mitigation/resolution, and institutional ownership. The project performance in terms of OECD evaluation criteria especially efficiency and sustainability has been assessed. Additionally, the Review has made recommendations for SDC’s future programming, knowledge documentation and scalability, as well as steps to be taken by both the Project and SDC. The review methodology is given at Annex 2. 1.2 Project framework
The Phase II is aimed at contributing to agricultural development and enhancing rural economies in ecologically fragile, semi-arid and poor districts of Khyber Pakhtunkhwa through equitable access to water. The two outcomes conceived for achieving this goal include (i) water users and local authorities jointly change frame conditions for equitable water governance systems on a larger scale; and (ii) local authorities and water users assume their revised mandates for necessary investments in water-linked infrastructure and provision of corresponding quality services. This phase was planned to target about 90,000 households living in over 400 villages in four districts—Dera Ismail Khan, Tank, Karak and Chitral—with almost 50% direct beneficiaries (map of project districts is at Annex 3). The key activities, with a total allocation of CHF 6.164 million, include development of water use management plans for all villages, and support to community based water infrastructure including safe drinking water, water conveyance system for agriculture, watershed management and disaster risk reduction measures particularly with regard to climatic variability and climate change impacts. 1.3 Limitations of the review
This cross-sectional review has been conducted through review of secondary information, and interviews with the selected stakeholders and beneficiaries from a sample of water related infrastructure schemes in three out of four project districts. Hence, despite our best efforts to draw evidence based inferences, a few peculiarities may have remained unnoticed.
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2 FINDINGS 2.1 Overall assessment
Overall, the Project has fared well and quite satisfactorily, especially in the realm of implementing the water infrastructure schemes and instituting a process of participatory development planning and implementation. The Project operated in a difficult atmosphere, challenged by conservatism, sentiments against NGOs and foreign assistance, and harsh terrains spanned over four districts; yet the Project was able to achieve its physical targets (around 80% to date, and expectedly over 100% by close of the Project). Though contribution of the Project in overall water sector development portfolio is minimal in financial terms, participation of the relevant stakeholders in planning, designing, implementing and monitoring has been encouraging showing a silver lining towards institutionalisation of community based water management solutions. However, there are some avenues of improvement, more relevant to future programming in water governance, which have been highlighted in this report.
Though a formal value for money analysis was not required under the scope, looking qualitatively at the value the project could deliver vis-à-vis the investment made by SDC, the review finds it encouraging that the Project has shown positive results in changing the mind-set of communities as well as line departments in a conservative socioeconomic landscape towards community based water resource management. The farmers have claimed increased crop production as a result of increase irrigation water, while women have reported decrease in incidence of disease due to provision of clean drinking water. However, with a focused approach towards knowledge transfer and capacity enhancement through institutional strengthening, the Project could have added real value to the investment. The current achievements are more localised in terms of increased access to water (irrigation as well as drinking), setting up community structures to manage the schemes delivered by the Project, and capacity building of the communities as well as government line agencies. However, this would have been achieved by any donor and any implementation partner with the provided budget (around CHF 10 million for 7 years). The strategic level results, in terms of planned outputs and outcomes, are yet to be fully achieved, especially demonstrating elements of water governance paradigm promoted by SDC or HSI itself.
The Project has delivered perfectly on the physical targets, though the results framework proposes these physical interventions just as means of building capacities of the relevant institutions in the public sector as well as communities. The provision of water related physical infrastructure as entry point and response to community demands has dominated the project strategy, resulting in overemphasis on structural deliverables as compared to non-structural ones, such as knowledge generation and transfer, institutional capacity building, and sustained change in framework conditions. In some cases, the government line agencies distanced themselves, apparently being overworked, from the design and supervision of the schemes, suggesting the Project to hire private consultants for the same. Such implementation strategy transformed the Project into a service provision initiative vis-à-vis capacity building effort.
The review team feels that such shift in focus has been due to both external and internal challenges. Externally, the rigidity of regulatory framework and public-sector mind-set, and centuries old socioeconomic patterns have constrained the Project’s ability to pursue institutional changes in the frame conditions. On the internal front, the Project’s focus drifted due to legacy of responding to disaster driven infrastructure needs and project team’s complacence towards realising the changes in the project approach from Phase-I to Phase-II. Both factors make the sustainability of the Project as well as its results a challenge which both SDC and HSI need to overcome through a well-formed exit strategy.
The assessment has been made within the framework of OECD evaluation criteria of relevance, effectiveness, efficiency, impact and sustainability while examining the likeliness for the Project to achieve its intended results in terms of outcomes and outputs within the OECD framework.
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2.2 Relevance
Given that irrigation on around 30% of the cultivable land in KP is managed by communities, and around quarter of the population does not have access to clean drinking water, the focus of the Project on drinking water and irrigation is very much relevant to the provincial policy ecosystem. The selection of districts―one in highlands and three in arid drylands―is also relevant to the felt needs, also fulfilling the criteria set by the Project.1 2.2.1 Policy context The Project is quite in line with the provincial government’s emphasis on efficient irrigation systems, water conservation, provision of clean drinking water, development of water resources and increase in irrigated lands, as highlighted in the provincial Comprehensive Development Strategy 2010-20172 and the Integrated Development Strategy 2014-20183. The Project is also directly relevant to the KP Drinking Water Policy 2015 and the Community Driven Local Development policy framework 2013. Similarly, the Project pins high hopes on the local government system set in place in 2015.
The Project is also consistent with international commitments and national priorities, plans and strategies as well as donor priorities which emphasize the significance of water and coping with the challenges of food security, health and adaptation to climate change. In particular, it is noted to be aligned with the Dublin Principles (1992), a contributor towards the SDGs (Goals 1, 2, 6 and 13) and in line with KP’s government policy initiatives. It is consistent with the SDC country strategy in terms of its focus on improving resilience of the most vulnerable populations to cope with economic, climate or conflict- related stresses and enhancing local governance and human rights with water as a pivotal governance aspect.4 2.2.2 Project design At the design stage, it was emphasised that there will be a paradigm shift in the Phase-II of W4L to become a programme instead of an activity oriented project. Hence, it was decided that the Project will play a catalyst role rather than implementing the planned activities itself.5 However, there has been a visible focus on implementation of infrastructure schemes, though identified mainly through the water use management planning. This seems to be resulting from high demand by the community in the absence of basic amenities like drinking water supply as well as adoption of hands-on capacity building approach as envisaged under Output 2.1 of LFA. The same is true for irrigation schemes.
The review team has the following observations regarding design of the Project:
The results framework (LFA) for the Phase-II was developed and included in the Project Document (dated 18 Dec 2013) as annex IV. The review team believes that the results framework (goal, outcomes and outputs) provides a classic water governance improvement paradigm; however, the planned inputs do not necessarily contribute towards achievement of these results. This makes the LFA internally incoherent as the logical flow of low level results into higher level of results becomes unclear in some cases, especially in the absence of clearly articulated indicators to measure the results and the assumptions made to be held true. For example, the impact level indicator “increased productivity and diversity in agriculture” is supposed to be achieved without significant input into the agriculture systems, which the Project has not planned. Similarly, the frame conditions are expected to improve by developing
1 These include districts covered under Phase-I, water deficient areas, areas vulnerable to climate change and existing or potential partners. 2 GoKP. 2010. Khyber Pakhtunkhwa Comprehensive Development Strategy 2010-2017. Peshawar: Planning & Development Department, Government of Khyber Pakhtunkhwa. 3 GoKP. 2014. Integrated Development Strategy 2014-2018. Peshawar: Planning & Development Department, Government of Khyber Pakhtunkhwa. 4 W4L Self Evaluation Report 2016 5 Project Document, Water for Livelihoods Phase-II, dated 18 Dec 2013.
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water user management plans and community participation in the decision-making process; however, coupled with lack of interest by the government line agencies, efforts by the implementation partner to change the legal and procedural ecosystem were minimal. Some indicators (12 out of 33) are without any clear targets to be achieved while some indicators are too vague to be measured. For example, “quality standards of water infrastructures improved,” “repository hosted by a relevant institution,” “policy notifications from District / Provincial authorities based on feedback from WUAs,” and “… demands for knowledge material / visitors to the websites.” The Project developed an Outcome Monitoring Framework/Plan in Sep 2014, but it also lacks targets and baselines in most cases. This is the main reason that the progress reporting so far has been activities based, rather being against the planned results. The results were framed on some assumptions related to the new local government system, such as “local governances are committed to changes,” “administrative procedures follow bottom-up approach,” “new regulations are respected,” and “local governance Act and linked institutional reform materialize early next year (2014).” Not only that these assumptions were slightly whimsical, these did not hold true in the later years (2014-2017). While these assumptions had major impact on achievement of results, the LFA was not revised after these assumptions failed. The Project feels that since the local government system was evolving, activities did not suffer; hence there was no need to revise the assumptions or LFA. Water supply and sanitation are inseparable domains; hence, need to be planned and implemented in synch with each other. However, the Project does not cater the sanitation needs. This gap can easily jeopardise achieving the target of “reduction in water borne diseases.” Though community was of the view that both water supply and sanitation are important for them, the interviews with the project team reveal that sanitation was not considered as part of the water agenda during the project negotiations. Later, the Project tried to compensate for this gap through support from the Swiss Humanitarian Assistance and the Swiss Solidarity Project. The Project aims that "WUMPs initiated from villages” will be “up-scaled at Tehsil and eventually district level” while the water budgeting (a key element of WUMPs), especially in D I Khan and Tank, has to take into account the hydrological units rather than territorial jurisdiction. With the ground fact that financial allocations are made according to the administrative units, a balanced approach will be needed while upscaling WUMPs at the district level. The Project design is focused on ensuring access to irrigation water. The “increased productivity and diversity in agriculture” is hard to achieve by just providing irrigation water in the absence of capacity building on sustainable agricultural practices. This gap may hamper realisation of the ultimate project objective in terms of improved rural economy as well as the project title―water for livelihoods. However, the Project feels that its sister project Livelihood Programme Hindukush has fully complimented W4L in terms of promoting livelihood opportunities. Gender mainstreaming at the indicator level is limited to only two output indicators (Output 1.1 and Output 2.2) while the impact and outcome statements do not mention women or gender mainstreaming. Nevertheless, the Project has performed very well in terms of gender mainstreaming, inclusion and catering specialised needs of women and children. The same has been acknowledged throughout the report.
The recommendations of the External Review of Phase-I were annexed to the project document for Phase-II with the intention that these should be addressed during the design and implementation of the Phase-II. Although most of the recommendations have been addressed adequately (see HSI/W4L response at Annex 4); the review team has identified some shortcomings which have been discussed under the relevant sections. 2.2.3 Project strategy In terms of the interventions and approaches, the Project locations consist of some of the poorest, secluded and vulnerable areas of KP in terms of socio-economic and gender indicators. Most of the areas are characterised by difficult terrain—rocky, mountainous and uncultivated land—low agricultural productivity and extreme water scarcity. The districts include villages also exposed to frequent natural disasters and calamities. The sources of livelihoods are few and a majority of the population migrates to other places in and outside the country in search of employment opportunities. Some of the challenges with regards to women participation, mobility and other issues are documented in the gender situation
4 W4L External Review Report analysis in the WUMPs. Lack of clean drinking water was identified as a priority concern for women in the target locations. Livestock is an important livelihood source for many but drinking water for animals and humans alike is scarce. In terms of components and interventions, therefore, the Project’s focus on water conservation/ and water harvesting is highly relevant as water was one of the most pressing and immediate priority of the communities.
A focus on community mobilisation6 as a prerequisite for implementation and the strategy of involving communities in need identification increases overall relevance. The target group, including all segments of the community with a focus on including the women, poor and marginalised, is also highly relevant, and identification and targeting was based on an overall participatory approach. The Project outcomes, together with the choice of the project area, can be seen as an important and highly relevant investment in addressing the needs and priorities of women and men in the resource poor areas in the four project districts. 2.3 Effectiveness
The Project has rooted its work around strong social mobilisation and made women participation a pre- requisite in some of the remotest and most impenetrable areas – this signifies a key achievement even as challenges remain. W4L has tried to inculcate the concept of adaptive management, sustainable use and participatory planning and linking it closely to technical feasibility of interventions. This has increased buy-in. Special efforts (additional staff, resources and tools) were made to ensure women participation in WUMP processes (around 43%)7 and women have readily organised around the tangible benefits offered by water schemes.
The focus on livelihoods promotion is not explicit under irrigation. However, there are implicit livelihood benefits through drinking water schemes by making water available for livestock and in positively impacting women’s allocation of time for domestic tasks. The Project believes that livelihood support activities through HSI’s Livelihoods Programme Hindukush have been complimenting W4L activities; however, the review team could not find an explicit link between the two projects.
Based on the PRA techniques and using Poverty Score Card, the Project has identified more poor and vulnerable groups of men and women using participatory methods. In order to ensure the inclusion of the poorest of the poor and women, the Project has allowed for additional measures for them to benefit (e.g. in Arandu) or exempted them in some cases from operation and maintenance costs of the infrastructure schemes (e.g. in Chowdwan). Community consultations during field visits confirm that the rich and poor alike have benefited; and some of the very poor and vulnerable (widows, female headed households) were brought in the fold.
The choice of appropriate, locally accepted partners, additional female staff, inclusion of local leaders, elders and motivators and written agreements with GLAs are some of the practical strategies employed by the Project on the whole to achieve its objectives in areas where the concept of women empowerment did not exist. WUMP centred consultations were instrumental in sensitising people on W4L’s approach and in gaining the confidence and goodwill of communities. Consensus building (around key issues and priorities) was another characteristic of the overall implementation approach employed by the Project and this meant that the Project, and its activists endorsed by the larger community, were able to develop understanding and agreement of the project’s philosophy and way of working. This increased overall effectiveness. Similarly, the core approach of working with concerned government line departments in various steps of planning and implementation also contributed towards effectiveness and ownership.
For WUMP preparation and implementation of DWSS, the Project has ensured women participation through an incremental approach; building on existing female community institutions, making women
6 A strategy of mobilization and organisation for WUGs and WUAs is also intended to serve as a gender mainstreaming instrument. It captures the principles for formation and functioning of WUGs and WUAs and emphasises inclusion of women. 7 Another aspect of women inclusion (indicated in Step 5 of the Preparatory Phase under the Planning Steps for WUMP) state that as an integral part of the participatory needs assessment, demand forms given to men and women to document their water related conditions and needs is an approach adopted to enable women to express their views and expectations.
5 W4L External Review Report participation mandatory, working with both separate and mixed groups as the local situation allowed and capitalising on the more vocal and active female leaders such as women councillors, health and education workers and female activists. The inclusion of women at higher level institutions such as WUAs, apex WUAs and DCCs is positive but limited. The cultural and other social constraints notwithstanding, the agenda and strategy for women inclusion at these levels is not well-articulated.
The tangible benefits associated with getting organised was one reason why it was not difficult to meet or even exceed the targets set for male and female groups in order for them to avail project assistance. The recruitment of well-trained female social motivators from amongst the community as well as female field staff (coordinators and mobilisers) has also worked well to access women in the more remote and difficult or politically and culturally sensitive areas. Challenges remain, however, and not surprisingly there is variation in progress and maturity of institutions across different locations, e.g., more active or inclusive WUAs in Chitral as compared to D I Khan. Issues related to social hierarchy and domination by local and other elites are also confirmed by the Self-Evaluation Report (2016).
The Project’s effectiveness, further elaborated in the following sections, is demonstrated by the following examples:
Community mobilisation and group formation for women has resulted in equitable distribution of benefits8 even if on a limited scale - WUGs are basically derived from the existing COs/WOs already formed at the village level but represent a water specific interest group. All project interventions under DWSS and irrigation (except one) are implemented through the communities on a cost sharing basis. In addition to the fixed menu of interventions, where possible, the Project has not hesitated in responding to some of the expressed community needs and gain further acceptance for example the case of construction of school toilets in Chitral where a small focused intervention has yielded big dividends. However, the first priority has been the schemes identified through WUMPs. There are some women specific examples where innovations were undertaken and have worked well, e.g., targeting of schools in some areas, washing pads and stamp posts. One of the partners (CIDO) has made a list of innovative activities9 for women of Shishikoh Valley as part of their social mobilization strategy. This is good initiative to be followed by rest of the partners. The interventions had not been implemented by the time of the field-visit for the review and the Project may wish to look into this further.
The factors that appear to reduce effectiveness are those associated with scope and approach. There are well-formed opinions from stakeholders that the sanitation component is completely missing even though it should have been an integral part of the water focused interventions. Similarly, there are views that women’s role in irrigation and to livelihoods remained invisible or under addressed.10 The Project has planned specialised trainings for women engaged in small scale farming at their family lands, especially in Chitral.
The other constraints in the project implementation, as elaborated by the project team and confirmed by the stakeholders, include delayed and incomplete devolution of powers under the local government system; ambiguities in departmental roles and responsibilities; financial limitations that prevent more investment on WUMP priorities at different levels (provincial and district level funds); and overall low investment by the government in the community based water management. In the backdrop of the security situation, the WUA registration and opening of bank accounts has also become cumbersome, causing delays in the strengthening of community institutions.
8 Most of the WUG members mentioned this in addition to mentioning that they are now united, try to look after the poor, particularly women and have been given a platform for collection planning/action for water and other needs. 9 The list includes refresher training courses for women committees, home based sanitation activities, gender sensitisation, training for elected women councillors; linking up women farmers with Agricultural Extension department for kitchen gardening and improved seeds; exposure visits to upper Shishikoh areas; poultry farming for potential women farmers at VC level and identification of persons with disabilities for provision of WASH facilities. 10 W4L analysis for Birir shows that women are major irrigation water users and that they have irrigation water needs for the household plots which play a significant role in their livelihoods.
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2.3.1 Social capital formation Community participation and social mobilisation is the cornerstone of W4L implementation strategy. However, the Project has very wisely built upon the existing social capital, developed earlier by other development partners. The Project has also been sensitive to the cultural realities and power dynamics, hence also used traditional representation models. Engaging local NGOs, after thorough organisational capacity assessment, as implementation partners was another well-thought strategy which has paid its dividend.
So far, the Project has facilitated formation of 801 Water User Groups―400 men groups, 357 women groups and 44 mixed groups―which are represented in 17 Water User Associations (D I Khan 3, Tank 1, Karak 2, and Chitral 11). With a total membership of 3995 (Figure 1), the average membership size of WUGs is five; however, except Chitral where most of the WUGs are mix, these are separate men and women WUGs. Each WUG is in fact a subset of the village organisation (VO) or community based organisation (CBO), and the WUG members are designated for this specialised water management group. In D I Khan, the representatives of clans, called tapadero, have been deputed in the WUGs. Each WUG nominates at least one member to the WUA which has an average membership of 50 men and 20 women. Representing the water users at zam, valley or tehsil level, the WUAs in D I Khan and Chitral are clustered into apex WUAs at the district level (1 in D I Khan, 3 in Chitral). Figure 2 explains the social organisation structure of these organisations while details are provided at Annex 5.
Figure 1: District-wise distribution and membership of water user groups
1200 450
400 1000
350
800 300
250 600 200
Membership 400 150 Water User WaterUser Groups 100 200 50
0 0 D I Khan Tank Karak Chitral
Men Women WUGs
Source: W4L project data
The approach adopted in Rod-Kohi areas of D I Khan and Tank may not be the classic example of social mobilisation but it is more pragmatic, closer to cultural norms and non-threatening to the power structure in such traditional society. It is also in line with the Rod-Kohi Kulyat Riwajat11 which governed the Rod-Kohi irrigation system for the last three centuries. However, the Project needs to take full ownership of this customised social mobilisation approach.
11 The water rights in Rod-Kohi areas were developed through centuries old experiences, and mutual consultations and agreements, first documented in 1876 during Tucker’s Land Settlement. The main principles, general description and the list of gandis/sadds (embankments) were documented in “Kulyat”, prepared separately for each torrent. The details of the fields, the location i.e. Khasra number (plot no.) of the gandi and khullas were elaborately and unambiguously documented in the Record of Rights, in the Register of “Riwajat Deh-War, (village-wise customs) where every field and the passage to every field is recorded in a sequence. The Bolton Irrigation Notes of 1908 are still considered as the Bible of Rod Kohi Irrigation [excerpted from Rod-Kohi Irrigation System by Aminullah Khan Gandapur].
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Figure 2: Hierarchy of water related community organisations
The local implementation partners have played a vital role in mobilising communities, organising them around the theme of water and building their capacity. In turn, these community organisations participated in and helped developing the water use management plans. Through representational participation in the district coordination committees, this social capital is of great value in institutionalising community based water resource management. The idea of WUAs assembly at district level to share their experiences amongst themselves and with the relevant departments has been very useful experience.12 2.3.2 Achievement of project results The Project’s results framework (Figure 3), presented through Annex IV of the ProDoc, anticipates ambitious results to be achieved over the project period of four years (in Phase-II). However, as already mentioned in Section 2.2.2, there is mismatch between the intended results and the planned input activities as given in LFA; hence, the causal attribution is difficult to be fully established. This mismatch has resulted in increased focus on structural interventions as compared to the institutional strengthening efforts which were supposed to change the frame conditions.
In general, the Project claims to have achieved its targets of community organization, physical infrastructure schemes, individual and institutional capacity building and knowledge management as per its understanding of the LFA (see Annex 6 for the project response) and the Outcome Monitoring Framework/Plan. The following sections present the observations by the review team.
12 209 members (28 women and 181 men) from 17 WUAs participated.
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Figure 3: Results framework for W4L
Goal: Contribute to agricultural development and enhancing rural economies in ecologically fragile, semi-arid and poor districts of Khyber Pakhtunkhwa through equitable access to water
Outcome 1: Water users and local Outcome 2: Local authorities and water users assume authorities jointly change frame their revised mandates for necessary investments in conditions for equitable water water-linked infrastructure and provision of governance systems on larger corresponding quality services scale
Output 1.1: Local authorities have Output 1.2: Local Output 2.2: Water developed and Output 2.1: Service Output 2.3: Local authorities have User Associations coordinate providers’ authorities and other reformed traditional (WUA) assume the implementation of operational involved regulatory system(s) ownership on Water Use Master capacities are stakeholders share including WUMPs and lobby Plans (WUMP) strengthened in line new skills and administrative rules for financing and based on water with reformed knowledge on on participation and efficient rights and collective mandates and reformed water decision making maintenance accountability in standards governance of/by stakeholders services water catchment areas
2.3.2.1 The goal
Contribute to agricultural development and enhancing rural economies in ecologically fragile, semi-arid and poor districts of Khyber Pakhtunkhwa through equitable access to water
Achievement of goal, though not envisaged within the project life, is important to be looked at as the current Phase-II is continuation of the project from Phase-I. In a period of seven years, the Projects are expected to show clear signs of contribution towards the project goal. The field visits, interaction with the beneficiary communities and the local stakeholders have shown clear indication of increased income for the farmers to whom irrigation schemes have benefited, and health benefits as a result of clean drinking water supply; however, impact of these interventions in terms of agricultural development and enhanced rural economy was not visible. The economic analysis planned in 2017 may provide quantitative perspective on aspect. This is especially true with a narrow project focus on providing missing irrigation infrastructure, that too on a limited scale, in the absence of pre-conditional material or knowledge inputs for agricultural growth. Similarly, the water supply in the absence of sanitation facilities could not garner the true benefits in terms of better health and increased productivity. However, the project interventions have definitely helped easing the life of women and men in their respective spheres of work. There have also been some complimenting activities, either by HSI through other funding sources, or by some other development partners, which have compensated for these gaps to some extent. These all are, no doubt, positive contributions towards the goal, but the goal itself seems to be ambitious for an investment of around 10 million CHF over a period of seven years. Hence, the recommendation 4.2.8 about the Project exit needs to be read in this context.
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2.3.2.2 Outcome 1―Changing frame conditions
Outcome 1: Water users and local authorities jointly change frame conditions for equitable water governance systems on larger scale
Output 1.1: Local authorities have developed and coordinate implementation of Water Use Master Plans (WUMP) based on water rights and collective accountability in water catchment areas
Output 1.2: Local authorities have reformed traditional regulatory system(s) including administrative rules on participation and decision making of/by stakeholders
In relation to achievement of outcome 1, the key achievement is that of exceeding the planned target of completing four Water Use Management Plans (WUMPs) by developing eight WUMPs covering 496 villages/34 UCs (see Table 1). All stakeholder interviews indicate WUMP is recognized as an important planning tool for achieving equitable and efficient use of water resources on a local level. The approach for WUMP is seen to be comprehensive, transparent and inclusive of the needs of community women and men. However, the review team could not find any evidence of local authorities developing or adopting reformed regulatory system including administrative rules on participation of and decision making by the relevant stakeholders. In fact, the social mobilisation in Rod-Kohi areas has itself adopted the old patidari system to keep the representation in the form of water user groups relevant to the local culture. Also, the government line agencies seemed evasive of replicating the WUMP process in rest of the districts of KP after the project support ends. This is primarily due to considering the WUMP process an additional burden without being their official mandate. Also, the departments do not have financial resources for such an extensive exercise. On the other hand, the Project is yet to consult the stakeholders and decide on the focal department for spearheading this effort.
Table 1: Participation in WUMP development process GLAs NGOs/CBOs Community District Zam / Valley Total Men Women Men Women Men Women D I Khan Daraban 10 2 92 45 675 450 1274 Tank Tank Zam 11 7 94 46 690 460 1308 Tehsil Takht-e-Nusrati 9 8 50 24 1275 850 2216 Karak Tehsil Karak 9 11 82 40 1815 1289 3246 Arandu 8 12 485 94 599
Shishikoh 9 23 10 524 326 892 Chitral Birir 10 3 18 6 156 86 279 Gobor 18 5 24 12 248 146 453 Total 84 36 395 183 5868 3701 10267
Source: W4L project data Notes: • Government Line Agencies (GLAs) included departments of Agriculture, Forestry, Livestock, Rod-Kohi, Public Health Engineering and Irrigation, On-Farm Water Management Directorate, Soil Conservation Directorate, Arid Zone Research Centre and district administration • NGOs included Aga Khan Rural Support Programme, Aga Khan Planning & Building Services Pakistan, Focus Humanitarian Assistance, Sarhad Rural Support Programme, Strengthening Participatory Organisation and Khwendo Kor • Partner NGOs included VDO, ADWO, CIDO, YSDO
The formation of 17 WUAs (representing 801 WUGs; 400 men groups, 357 women groups and 44 mixed groups) and four apex WUAs and their capacity building is expected to drive the above and the Project has invested significantly in developing organisational capacities and skills. WUGs and WUAs include women and WUMP process entails certain steps to ensure inclusion of women priorities. WUMPs provide gender disaggregated data in various sectors including water. It is presumed that WUMPs are providing an empirical basis to all concerned stakeholders for engaging in and carrying forward the water reform dialogue, which when taken to scale is expected to result in jointly changing frame conditions.
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W4L maintains that it promotes multi-use water planning and hence connects well with multiusers and in particular keeping in mind the multi uses of water by women such as agriculture, domestic tasks, health and sanitation, and livestock. This gives way to inclusion of segments other than those with lands. The eights WUMPs developed so far cover around 496 villages and more than 225 thousand households (Table 2). The traditional water rights were fully respected while preparing WUMPs and designing interventions for spate irrigation management. The WUMPs are not truly based on the Water Balance Approach; however, some basis of resource availability and current usage have been established through studies.13 The data limitations need to be addressed in systematic manner to provide hydrologic basis for developing WUMPs. The data about flow extremes in Tank Zam given in the WUMP varies from 40 to 120000 cusecs (two extreme conditions, though very rare) indicating a wide variability in flows of floodwater in the zam. This wide variability demands that probability analysis should have been made to provide sustainable basis for planning of water resource management. The relevant GLAs are using WUMPs as a plan for water development, rather than water management, in the zam, as this is being used for the selection of schemes for the development of water supply, rather than water management. Such gaps require further fine-tuning of the WUMPs through balancing act between water management and development. However, district administration and GLAs fully own the WUMPs for the development of water supply schemes which have been prioritised during the process.
Table 2: Coverage by water use management plans Village Covered Valleys / Zams UCs VCs Households District Revenue Covered Covered Covered Hamlets Covered Villages Daraban, Chowdwan and D I Khan 11 17 45 29 24066 Sheikh Hayder Tank Tank Zam 9 31 65 0 52350 Thall 7 21 85 0 41957 Karak Chontra 9 26 119 0 98809 Shishikoh 1 4 37 15 2588 Arandu 1 5 28 28 3527 Chitral Birir-Ayun 1 1 4 11 570 Gobor-Lotkho 1 2 16 14 1259 Total 40 107 399 97 225126 Source: W4L project data Notes: UC = Union Council, VC = Village Council
The Project has taken on board government line departments as the main technical counterpart and has anchored the initiatives within a District Coordination Committee (DCC). Through interaction at the DCC level, the existing women members have been able to communicate directly with the district government, thereby giving women more voice and space in decision making processes.
A Research Study14 on customary practices of water management and formal laws and regulations regarding water resources in KP is amongst the key outputs contributing to this outcome. The Study brings out some of the gaps vis-à-vis women and is expected to “generate dialogue amongst stakeholders towards improvement and possible changes in the frame conditions in water application and management.” The Project also made deliberate choices to create space for larger-scale policy impact by picking up topics/themes such as ground water monitoring; climate change assessment and adaptation.
13 For D I Khan, Assessment of Water Availability and Evaluation of Traditional Irrigation System was conducted in earlier HSI project while for Tank, the study was conducted by Centre for Climate Change, Agriculture University, Peshawar. 14 Customary and Formal Laws and Regulations of Water Management Systems in Selected Districts of Khyber Pakhtunkhwa, First Draft, 6 August 2016.
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In order to facilitate the process and draft the WUMPs, three local technical experts were engaged by the Project. This, coupled with active engagement of the project staff in the process, has added value to the final products, i.e., WUMPs, which can be used as reference documents for a long time to come. However, it is yet to see if the staff of the line departments and members of the WUAs have gained enough capacity and confidence to periodically update the WUMPs as the WUMP Manual is still under preparation and the staff of government line departments is yet to be trained in preparing WUMPs. The same capacity could be employed in developing WUMPs for the other hydrological units. So far, the review team could not find much indication of such capacity in the line departments as well as WUAs.
District Coordination Committees (DCCs)
Realising the need to create ownership of the WUMP process within the public sector, and institutionalising the community participation in development planning process, the Project has facilitated creation of the District Coordination Committees in the project districts. Notified by the Deputy Commissioner of the relevant district, the DCC is assigned the following mandate:
Steering the Water Use Management Planning (WUMP); Providing strategic support to Project in the water sector; Over all guidance to the Project; Insuring timely technical support from GLAs; Providing forum for WUGs/WUAs to advocate for water sector development and ADP allocation; and Community and government liaising and coordination.
Having representation from the government line agencies, NGOs and WUAs at the district level (see Annex 7 for membership and meeting details), the DCCs have the potential of becoming a hub of planning and implementation coordination in the respective district. So far, the role of DCC has been limited mainly to sharing project progress, and reviewing and approving WUMPs. There is need to support the DCCs in maximising their potential role of proactive development planning using WUMPs as prioritised agenda and ensuring coordination amongst relevant stakeholders for implementation of the same. Otherwise, based on the previous such experiences, efficacy and sustainability of DCCs will remain fluid.
2.3.2.3 Outcome 2―Epowering water sector stakeholders
Outcome 2: Local authorities and water users assume their revised mandates for necessary investments in water-linked infrastructure and provision of corresponding quality services
Output 2.1: Service providers’ operational capacities are strengthened in line with reformed mandates and standards
Output 2.2: Water User Associations (WUA) assume the ownership on WUMPs and lobby for financing and efficient maintenance services
Output 2.3: Local authorities and other involved stakeholders share new skills and knowledge on reformed water governance
Under outcome 2, there are a host of interventions that can be grouped as institutional development, service delivery, capacity building and quality assurance. The paragraphs below summarise the effectiveness of approaches and interventions used to achieve this outcome.
The Project has implemented 86 water related infrastructure schemes (47 for DWS and 39 for irrigation) during little more than three years which are benefiting 34009 households. The DWS schemes provide clean drinking water to 224689 community members (51% women) and the irrigation schemes have helped irrigating 21793 acres (benefiting 8866 households). The summaries of cost and beneficiaries of DWS and irrigation schemes are presented in Figures 4 and 5, while the details are given at Annex 8.
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Figure 4: Cost and beneficiaries of the drinking water supply schemes under W4L
Cost of DWS schemes Beneficiaries of DWS schemes
40 70
35
Millions 60
30 Thousands 50 25 40 20 30 15 20 10
5 10
0 0 D I Khan Tank Karak Chitral D I Khan Tank Karak Chitral
Scheme Cost (PKR) Scheme Cost (PKR) Beneficiaries Beneficiaries
Source: W4L project data
The drinking water supply schemes (DWSS) are primarily women focused and prioritised; almost 70 percent of total DWSS are said to be those that have emerged out of consultations with women. Primary and secondary data confirms that the schemes are highly beneficial to the women and have addressed a priority need of women in the project locations and has led to tangible benefits (Figure 4), especially in areas where water-table has dropped more than 1000 feet. Most of the drinking water schemes include improvement of the water source, solarisation of the pumping stations, construction of water tanks, pipelines from the source to the water tank and distribution network with stand-posts. The water quality has been assured through pre- and post-scheme water quality testing by PCRWR or WASEP. In some cases, cleaning of water ponds has also been supported (e.g., in Tank). In some cases, UNESCO and PCRWR have added filtration plants to the drinking water supply schemes.
It seems that in the absence of sanitation component, the Project has not paid much attention to the drainage aspect of the schemes (e.g., in Gandi Ashiq and Chowdwan) resulting in open sewage like situation just next to the drinking water ponds and outlets. The Project is of the view that sanitation was not in the purview of the Project at the time of project design. It was decided that no direct intervention with regard to sanitation will be carried out, rather the Project will only work on soft components like health and hygiene, handling of drinking water at domestic level, behavioural change and trainings in schools and household levels. Similarly, the review team has serious observations on the intervention design for the water tank in Tank where water quality and siltation aspects have been ignored on the pretext of the budget limitations.
For the DWS schemes, the community share ranges between 10 to 24 percent while only one scheme has zero community share. For the irrigation schemes, the community share ranges between 9 to 22 percent. In most case, the community share is in-kind (labour, stone) while the community members who could not participate physically contributed in cash. There is an encouraging trend, though at a very initial stage, of collecting regular fee for DWS schemes which can later be used for operation and maintenance of these schemes. For example, in Chowdwan Zam, a drinking water fee collection system has been developed for 10 villages comprising of 550 households. 50 ultra poor households are not charged any fee while rest of the households are charged between PKR 10-25 according to paying capacity of the household. This trend would ultimately institutionalise the concept of payment for services, leading towards change in the frame conditions.
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Figure 5: Cost and beneficiaries of the irrigation schemes under W4L
Cost of irrigation schemes Beneficiaries of irrigation schemes
35 12
Millions 30
10 Thousands 25 8
20 6 15
4 10
2 5
0 0 D I Khan Tank Karak Chitral D I Khan Tank Karak Chitral
Scheme Cost (PKR) Scheme Cost (PKR) Beneficiaries Beneficiaries
Source: W4L project data
A comparison of cost of schemes to number of beneficiaries shows a striking contrast where higher costs have served lesser number of beneficiaries in Karak and Chitral. In Chitral, the geographical expanse and low population density may explain this phenomenon, however, it is hard to justify in Karak. This has been further elaborated in Section 2.4.5.
The design of irrigation schemes is very simple, and in most cases the old irrigation schemes have either been restored or improvised by adding some additional structures, such as sluice gates or diversion channels. In spate irrigation areas (D I Khan and Tank), the communities have been helped in restoration of old canals by dredging and providing water distribution mechanisms. In some cases, flood protection walls have also been supported to protect the agricultural lands or canals. In mountain irrigation systems (Chitral), the irrigation schemes primarily required lining of the channels or designing the same in disaster resilient manner. The Project has reported 137% increase in water conveyance efficiency and 32% increase in cropped land. The most important aspect in these schemes was creating consensus through community institutions which has in turn helped in resolving water related conflicts. The Project has reported around 20 percent of such conflicts to be resolved using community institutions as alternate dispute resolution mechanism for which they were provided training as well. The district authorities and communities have confirmed these achievements.
As mentioned under the approach for Phase-II, the public sector and other development partners were expected to come forward for implementation of priorities identified through WUMPs. Starting mid 2015, the eight WUMPs developed so far identified 1669 schemes benefitting 225126 households, of which 52 have been taken up by different development partners (Table 3). The project team has reported 35 schemes covered under the Annual Development Plan 2015-2016 benefitting 7017 households while the rest have been supported by different development projects. Though a good start, full materialisation of identified priorities may take a much longer time in the absence of proactive advocacy and inclusion in the planning cycle of provincial and local governments.
Table 3: Schemes identified in WUMPs and funded by ADP or other funds Schemes Proposed Household Schemes Supported by Implementing District Zam / Valley in WUMP Coverage ADP / Other Funds Organisation 2 Rod-Kohi Dept. D I Khan Daraban 74 10108 3 UNESCO
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Schemes Proposed Household Schemes Supported by Implementing District Zam / Valley in WUMP Coverage ADP / Other Funds Organisation Sheikh Haider 36 5523 3 Rod-Kohi Dept. Chowdwan 68 8435 0
Tank Tank Zam 329 52350 1 SADP Chontra 380 98809 4 OFWM Karak Thall - Takht-e- 211 41957 18 SCD & LG Nusrati 1 OFWM Shishikoh 198 2588 6 CDLD 4 PHED/OFWM/SCD Arandu 163 3527 Chitral 1 CDLD 3 PHED Birir 92 570 6 AKRSP, IRP & CRF Gobor 118 1259 0
Total 1669 225126 52
Source: W4L project data Notes: ADP = Annual Development Plan; AKRSP = Aga Khan Rural Support Programme; CDLD = Community- Driven Local Development; CRF = Concern Rapid Fund; IRP = Islamic Relief Pakistan; LG = Local Government; PHED = Public Health Engineering Department; SADP = Southern Areas Development Programme; SCD = Soil Conservation Directorate
Under its capacity building agenda, the Project has trained 1595 men, women and children in good practices of health and hygiene which has generated some strong impacts (see Section 2.5 on impact). Capacity development of partners and service providers has been done through a series of trainings15 and learning events. Women represent 26 percent of the total trained in various areas (Figure 6), with D I Khan having the highest (41%) women participation. The Project has competent and dedicated female staff in key positions (including management and field-level); all of whom are experts in their own right.
The Project’s focus on capacity development entails developing individual and institutional capacities through many planned training and learning events. Annex 9 provides a detailed list of the HID investments made under W4L. It has assessed and built capacities of its partner NGOs who were supported in systems and human development as well as provided specialised trainings for W4L specific tasks. It has built the capacities of water-focused community institutions (WUGs and WUAs) in organisational matters (CMST, financial management, record keeping, proposal writing etc.) and technical orientation (water management, O&M, conflict management, advocacy and lobbying, health and hygiene practices, alternate dispute resolution and linkages development). In total, 3214 stakeholders (including 849 women) have benefited from the capacity building efforts.
15 The capacity building beneficiaries also include some 40 professionals of GLAs (PHED, Irrigation, OFWM and Soil Conservation department, AZRC and private consulting firms) were trained on specific topics, e.g., irrigation scheduling, cost-benefits analysis of community based schemes and groundwater monitoring.
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Figure 6: District- and year-wise distribution of capacity building beneficiaries
District-wise capacity building Year-wise capacity building
700 1200
600 1000
500 800 400
600 300
200 400
100 200
0 D I Khan Tank Karak Chitral National / 0 Provincial 2014 2015 2016 2017
Participants Participants Participants Participants
Source: W4L project data
It has developed the capacities of all participating government line departments on various steps. The training events/courses for PHED, Irrigation, Agriculture, Forest, and Soil Conservation departments have covered efficient use of water, water distribution and productivity, groundwater monitoring, groundwater depletion, flow measuring techniques, on water measurement, pay for service culture and dispute mediation. It has built capacities through identifying gaps and limitations in service delivery both through the process of WUMP as well as taking up specific studies that point out existing inefficiencies in services. Finally, W4L project staff has built their capacities through different training events and exposures on management, monitoring interventions, negotiation skills, concept of governance, gender mainstreaming, leadership development, alternate dispute resolution, and water and climate change. They have also participated in the learning events at national and regional levels on topics including conflict management and gender mainstreaming.
Partner NGO capacity building has also remained a core focus and this came out clearly in the field- interactions with NGO staff. Each of the three partners met with have female staff in the field and are well trained and familiar with social mobilisation tools and techniques employed by the Project.
Knowledge management is another core focus under this component. There are a large number of knowledge management products16 that have been developed; mostly operational in nature and meant to serve as guidelines for implementers while others are more of an inspirational type or intended to serve as policy inputs. The guidelines prepared so far are limited to design and operations and do not provide guidance for economic viability aspect in reference with sustainability of the initiatives. W4L has pursued some useful partnerships for this purpose as well.
There has also been vast intellectual capital formed under the Project as evidenced by the wealth of information produced and documented in the form of different studies and reports. Notable amongst the documentation are the operational products developed to facilitate implementation and the rod-kohi
16 Jointly with LPH, W4L has organised events to document and share the experience on specific topics like groundwater monitoring, WUMP process, impact of climate change on water and livelihoods, and drought mitigation. The Project has had collaborations with Research and Development Foundation Hyderabad Sindh (drought mitigation), Spate Irrigation Network / Meta Meta (spate / Rod-Kohi management), Water and Environment Forum (climate change and water), Hisaar Foundation (recommendations for national water policy), Climate Change Centre, University of Agriculture (knowledge management on water and climate change), Pakistan Council for Research on Water Resources (safe drinking water) and International Water Management Institute Lahore (groundwater monitoring).
16 W4L External Review Report case study. Though some efforts have been made Responding to awareness campaign on ground water to disseminate these knowledge products, more depletion in district Karak, the women water user efforts may be needed to take this learning at a group has initiated rainwater harvesting for their higher level. domestic use. For this purpose, the rain water from roof is collected in small storage tanks at household 2.3.2.4 Rod-kohi―a special case level for different uses including livestock watering. This initiative is mainly looked after and managed by One of the major challenges in managing water in women, which will defiantly contribute towards water rod-kohi (spate) irrigation system is the reliable conservation and increase water availability at water control facility so that each of the household level. [Source: APR 2015] distribution canal receives assured water during each floodwater storm. The inequitable distribution of water would badly affect the community which lost the water turn resulting in loss of livelihood from one crop season. Gated water distribution and control structures constructed in the Daraban Zam is a feasible option to improve control of water at the water distribution canal and can be up-scaled by the GoKP under a development project. Unfortunately, the government has least interest in development of lands under rod-kohi system as it does not get any revenue from these lands. The public-sector support to farmers is split amongst the Irrigation Department (for bigger canals), the Agriculture Department (for providing bulldozers), and the Rod-Kohi Division under the District Government (for conflict resolution and allocating bulldozer hours). Sub-optimal coordination between the three deprives the farmers of any tangible benefits.
Farmers are trying their best to develop a cropping pattern which provide them profitable option for improving their livelihood. But the crop varieties suitable for spate ecologies having deep rooted and drought tolerant character are not available to the farmers. The Agriculture Research Institute D I Khan and PARC Arid Zone Research Centre, which are already in contact with the Project, may be further encouraged to initiate crop improvement programme for the crops suitable for spate ecology.
The Gomal University is not providing any specialisation on spate irrigation to their students and most of the students graduated from agriculture and other faculties have no relevant education related to spate irrigation. Similarly, very few students are engaged in academic research related to spate irrigation leading to MS and PhD. HSI has joined hands with the Spate Irrigation Network Pakistan (Meta Meta led network), a course was included at B.Sc. agriculture level. Such an effort was then replicated in DG Khan and Arid Agri university. 2.3.3 Cross-cutting themes (gender, climate change and DRR) Gender mainstreaming is neither mentioned in the impact and two outcome statements nor the outcome indicators require gender disaggregated data; though, the Project has developed its database in gender disaggregated manner. Women are mentioned in only two output indicators (under output 1.1 and output 2.2). Though, the Project does not have a project-specific gender strategy, it has addressed various elements of gender mainstreaming through design and implementation of interventions, promoting women specific schemes, gender disaggregated monitoring and reporting.
The ER of Phase-I and the M&E section in the ProDoc emphasised the need to prepare a gender mainstreaming strategy for the Project; however, the Gender Equality and Social Equity Policy (2012) and Strategy (2013-2017) of the Helvetas Swiss Intercooperation were adopted for the Project. These Policy is not time-bound and intends to provide a frame of engagement whereas the Strategy describes how the policy is put into practice vis-à-vis organisational thrusts for promoting gender equality and social equity. Also, Annex V of the ProDoc provides a checklist17 “Gender Equality Mainstreaming and Reporting” which is essentially a tool based on four key aspects (rationale, design and planning, M&E, Mainstreaming and
17 The same checklist assigns a rating of A (commitment/targeted outcome) to five out of seven aspects listed under Project activities that explicitly promote gender equality. Women are mentioned twice in the list of 16 indicators listed in the Project “Do No Harm: Quick Risk Assessment Checklist” (Annex VII, ProDoc). These relate to whether the intervention addresses women’s needs in identification and whether it increases work load of women in the community.
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Institutional Compliance) for assessing compliance of a given intervention/programme with SDC Gender Equality Policy.
Strong women mobilisation efforts, e.g. lower Shishi valley through the inclusion of elected women representatives, were helpful in engaging other women effectively. Male sensitizations efforts were also helpful in identifying the willing female members who could be brought under the WUGs/WUAs. All partners have been given training on various aspects of project implementation; however, general or specific gender sensitization training is not reported to have been provided to service providers or to the partners. The Project considers trainings on empowerment as an overarching training covering gender as well. The technical departments do not employ female staff nor do they possess any gender orientation; however, the project female staff (coordinators and social mobilisers) have remained with them during all key steps in implementation.
The positive changes/emerging impacts noted in Section 2.5 notwithstanding, there are challenges in mainstreaming gender within the Project and these were visible during field-work but also acknowledged by the Project (in documents or in individual interviews). The more important issues that need to be pointed out are summarised below—some of which are recognised by the Project as issues for further deliberation or improvement:
Challenges remain regarding increasing women’s participation within institutions18. Indeed, deeply entrenched gender biases and discrimination in a highly patriarchal society inhibit women participation. The significant informational gaps19 faced by women are another challenge and the SE reports also reiterates limited knowledge level amongst women especially on institutional matters and WUA specific committees. It was noted during field-work that a large majority of the women are illiterate or semi- literate and even the few literate ones had perhaps not yet read the published WUMP manuals in Urdu provided to them only recently. Despite participation of all women in the WUMP process, the orientation of women on the contents of the document itself remains weak. Gender specific studies/documentation is limited20 and more could have been done on this aspect. Many women the team met in the field shared their health-related issues which are not in the purview of W4L but the HSI may use its linkages with the provincial government to provide some relief to such communities.
A related issue, based on limited field observations, is the apparent lack of gender orientation and sensitisation within government departments; there are no female staff21 or gender specific policies or guidelines being followed. This is compounded by the fact that in most of the conservative areas of the Project, women do not interact with government officials. Despite the efforts made by the Project to bridge this gap, it is evident that this can impact attempts to mainstream gender issues.
The approach towards disaster risk reduction (DRR) has evolved and been further refined since LPH (2009) and other projects to W4L which addresses DRR within a climate change adaptation focus with a view to integrate DRR aspects within outcomes and a view to build long-term adaptive capacities for disaster risk reduction. Phase-I of the Project had a more explicit focus (bigger component and interventions) whereas Phase-II has attempted to mainstream DRR under various outcomes including structural and non-structural measures. Underpinning this is HSI’s “Do No Harm” approach which is a checklist of sorts to ensure that interventions/benefits do not cause any harm and assets being produced are resilient.
18 Project SE report notes that “women participation in WUAs is highly underdeveloped. It is due to the cultural, traditional and social barriers to women’s participation that hamper their inclusion. The active involvement of women is challenged by structural barriers as well.” 19 The W4L research study report findings are illustrative of the huge informational barriers and the limited role of women participation in water management faced by women; the findings (based on a sample of 240 respondents across three districts) note that extracting information and data from women water users was a challenge in particular and women were mostly not aware of source management trends and practices beyond immediate use. This indicates their isolation from planning and decision making. 20 One study on Chitral has been published in a peer-reviewed journal (Climate Change and Development). The second study on Rod Kohi system and gender in D I Khan is in the pipeline. 21 Evident in the case of the DG M&E which has a staff of some 193 people of which reportedly only 4-5 are female staff.
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The disaster proofing of schemes is primarily limited to some changes in the design to counter the risk of disasters. For example, in Shishikoh a channel was elevated at the point where hill torrent was damaging it frequently. Similarly, some of the mountain irrigation channels have been realigned to protect the same from flooding. Apparently, the Project has not undertaken any DRR specific activity to address the risk of drought in southern districts. Only a few flood protection walls have been supported to protect the irrigation lands and canals.
While climate change is a challenge in both northern and southern districts, though with different manifestation, little has been done on this front which too is more theoretical in nature. The Project has supported a few students for postgraduate research under the Centre for Climate Change at Agriculture University, Peshawar. The Project has also developed Local Adaptation Plans for Action (LAPA) for Chitral, which is a good contribution but needs follow-up support for its implementation. Similar plans are also required for the southern districts. 2.4 Efficiency
The Project can be ranked moderately on the efficiency aspect as there seems scope for better project design resulting in cumulative benefit accrual. While the use of international expertise and knowledge base seems suboptimal, the knowledge and experience of the local project team has played pivotal role in successful implementation of the Project in conservative and NGO-evasive communities, like those of Arandu in Chitral District and Gara Hayat in Tank District. The strategy to engage local NGOs―which were selected after thorough organisational assessments―as local implementation partners has been very successful. From a qualitative non-audit perspective, the Project seems to have made judicious use of financial resources and has not overspent in any of the budget lines, keeping a pace with the physical targets. The operational costs are higher but explainable given the difficult terrain and geographically distant project locations. There are no known big delays in start-up, recruitment and implementation (primarily due to smooth transition from the previous phase), which could have impacted efficiency. The success in meeting targets, pooling of technical resources and retention of core project staff (at PSU and districts) are factors indicative of improved efficiency. There were, however, continued challenges due to governance and political issues, security situation, natural calamities and partners’ capacities. 2.4.1 Project governance The W4L is covered under a tripartite MOU between the Planning and Development Department (P&DD) of Khyber Pakhtunkhwa, Swiss Agency for Development and Cooperation (SDC) and Intercooperation, and overseen by a Project Steering Committee (PSC), chaired by the Additional Chief Secretary, GoKP and co-chaired by the Country Director of SDC (list of PSC members is at Annex 10). The government has appointed a Project Director (ex-officio Director General, Sustainable Development Unit, P&DD) for the Project to work closely with the Team Leader appointed by the Intercooperation.
The PSC has been an effective forum to provide guidance and coordination support at the strategic level. The discussions have also led to improvement in water governance at large, such as decision to include all community managed schemes into public sector inventory. The Project can further leverage this high- powered forum to advocate institutionalisation of the community led water resource management, at local level so far, as well as resource allocation for priorities identified by WUMPs.
The Project Director is kept informed of the project progress through regular liaison and sharing of progress reports; however, occupying an extremely busy position (as DG, SDU overseeing 28 projects), the current PD has been able to visit the project areas only twice; once for inauguration of some schemes in Karak district and then to Chitral with the external review team. Similarly, the M&E Directorate of the P&D Department has visited only one scheme earlier, that too while visiting some other schemes, and has been part of the external review team throughout the mission. This limited field exposure not only hampers government’s ability to understand the project dynamics and efforts being put in to accomplish its intended results but also restricts the scope of advice and guidance to the project.
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2.4.2 Project management and implementation The Project has a Project Support Unit (PSU) in Peshawar and two regional offices at Dera Ismail Khan and Chitral. A 13-member team at PSU and the selected districts (list of the Project staff is at Annex 11) implements the Project through four local implementation partners—VEER Development Organisation (VDO) in Dera Ismail Khan and Tank; Alkhidmat in Karak; and Chitral Innovative Development Organisation and Young Star Development Organisation in Chitral.
In general, the team possesses the required knowledge and skillset with lot of experience in working with communities and these challenging geo-political settings. It had done a commendable job against all odds. However, in case of some schemes—Tank water supply reservoirs as a case in point—the technical input at design and supervision stage seems sub-optimal despite three engineers in the project team―two in the fields and one at PSU―and additional support of engineering consultants. The time and budget constraints should not limit the Project’s ability to design the infrastructure schemes as models to be followed by the public sector as well as communities. It has been informed that the engineers are primarily engaged in project coordination, hence have limited input in design and supervision. However, this does not absolve the Project of its responsibility for quality assurance.
Similarly, the progress and process monitoring function within the project team seems to be diluted as a dedicated Junior M&E Officer was engaged only in Nov 2015, whose involvement in MER function is limited to maintain the database and prepare reports. The project team is of the view that field monitoring is a shared responsibility of the team, however, this view has already been challenged by SDC Risk Assessment Report (2014). Had this function been independent, the issues highlighted by the review team could have been spotted early on. 2.4.3 Backstopping by the HSI HQ and country office The headquarters of the Helvetas Swiss Intercooperation in Switzerland, and the Country Office at Islamabad provide management as well as technical backstopping to the Project. The HQ was allocated CHF 86300 for management support and CHF 64025 for technical backstopping. Rest of the management fee (CHF 163030) was allocated to HSI’s country office.
The country office has provided excellent management and administrative support to the Project through on- and off-site guidance. The HQ also provided the planned management and thematic support, and at times provided support that was not foreseen at the time of planning and was not budgeted, hence, has not been charged to the project. The Project provided a detailed analysis of the management and technical support provided by HSI headquarters. According to this, the management support included project steering, performance assessment, progress review, field visits, stakeholders’ engagement, finance and administration and internal audit. This support was modestly planned and has been very useful and constructive, especially in terms of internal audit and review conducted just after the risk assessment exercise of SDC to ensure compliance. The thematic support included six advisors from HQ (including 2 resident) and five field missions including one shared with LPH. 2.4.4 Work planning and progress reporting The Project has a regular work planning and progress reporting system. The relevant stakeholders including the GLAs and local implementation partners participate in annual work planning. A detailed annual work plan is developed in tabular form and presented to the Project Steering Committee before submitting to SDC. It would have been better if a descriptive work plan note is attached to the work plan explaining the project strategy to implement the work plan. This would help in creating a common understanding of the annual plan across the stakeholders.
The local implementation partners send quarterly report on their activities to the Project. These reports are then consolidated into six monthly progress reports to be submitted to SDC. Annual progress report with Yearly Plan of Operations (for the next year) is submitted to the Project Steering Committee and later to SDC. Additionally, an Annual Outcome Monitoring Summary is also prepared and shared with SDC and partners. The quality of these reports and level of details covered is reasonably good; however, the progress reporting is activity based, hardly presenting progress against the indicators to measure
20 W4L External Review Report achievement of outputs and outcomes. This takes away attention of the project staff and partners from results to completion of activities and tasks. 2.4.5 Budget utilisation The budget utilisation overview is in synch with physical progress, i.e., around 80 percent (Table 4). The actual programme cost constitutes around 55% of the total budget, which also includes technical backstopping by HSI headquarters. Though spending is comparatively low in first quarter of 2017, the project team is confident to spend entire budget by end of the Project.
Table 4: Budget utilisation overview
Total Expenditure ( Budget Head Balance Budget 2014-2015 2016 Jan-Mar 2017 Total Programme Budget Output 1.1 320000 184025 90974 21045 296044 23956 Output 1.2 108000 16898 7177 15387 39462 68538 Output 2.1 2367000 733793 1294543 133437 2161773 205227 Output 2.2 420000 106862 47393 11838 166093 253907 Output 2.3 199000 43788 25102 8691 77581 121419 Additional Security 137500 27500 57539 13197 98236 39264 Sub-Total 3551500 1112866 1522728 203595 2839189 712311 Operations Budget Staff salaries 1591020 796361 438849 105956 1341166 249854 Consultants 228520 71799 58486 14400 144685 83835 Office running 427600 171450 118184 39634 329268 98332 Management fee 313355 143038 61580 23400 228018 85337 Equipment 51750 28497 6903 1069 36469 15281 Sub-Total 2612245 1211145 684002 184459 2079606 532639 TOTAL CHF 6163745 2324011 2206730 388054 4918795 1244950 TOTAL % 100% 38% 36% 6% 80% 20% Source: W4L project data
The preliminary cost-benefit analysis of infrastructure schemes is limited to presenting data of beneficiaries and cost of the scheme. Taking cost of infrastructure schemes as proxy (around 31% of the total expenditure), it can be assumed that most of the programme budget has been spent in Chitral district, followed by Karak (Figure 7). Counting in the number of beneficiaries22, the cost-benefit analysis shows the highest cost per beneficiary in Karak (PKR 1157), followed by Chitral (PKR 839) and lowest in Tank (PKR 225). While the high cost-beneficiary ratio can be justified for Chitral owing to low population density (34/km), it is difficult to justify this for Karak with a high population density (235/km). The Project is of the view that it had to invest in water resource development for most of the schemes in terms of infiltration galleries and rainwater harvesting as the water availability is very low in Karak. Also, the location of water sources was often far away from population (often scattered) to be served through water supply schemes.
22 Number of beneficiaries from irrigation schemes have been calculated using district-wise household size from 1998 Census.
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Figure 7: District-wise costs and beneficiaries of W4L schemes
Distrcit-wise share in schemes' costs Distrcit-wise share in beneficiaries
Chitral Chitral Karak Karak 15% 25% 30% 39%
Tank D I Khan 32% 28%
Tank D I Khan 13% 18%
Source: W4L project data
A deep tube-well has been installed for monitoring of groundwater at a cost of PKR 3.2 million, which is a very high cost option and cannot be sustained by any line department after completion of the project. Furthermore, one tube-well will not provide sufficient information for the monitoring of groundwater across the catchment. The required number of tube-wells as per WMO standards will be very high. The PHED district office also confirmed this observation. The best option could to use available tube-wells owned by public and private sectors to devise a simplified and sustainable system of groundwater monitoring. In the Gara Meharban village, community is facing acute shortage of drinking water and the only source available for this village is the groundwater as close by community is not ready to provide perennial spate flows to the village of Gara Meharban. The money spent on one groundwater monitoring well could have been utilised more judiciously in this village for the water supply scheme. However, the Project is of the view that the initiative has helped in creating ownership for groundwater monitoring, evinced by the Steering Committee decision to this activity in next year’s development plan. The sole purpose of the activity was to trigger the uptake and sensitise the relevant actors. A study is being conducted by the Irrigation Department (Flood Directorate) to update groundwater situation for entire Khyber Pakhtunkhwa of which three districts have already been updated. 2.5 Impact
While beneficiaries’ data has already been shared under Section 2.3, this section focuses on the existing and emerging impacts of the Project as a whole and noting in particular visible changes/improvements amongst communities.
The large number of WUGs and WUAs formed indicate formation of dedicated (water focused) social capital and enhancement of collective capacities to undertake development interventions and increased abilities to negotiate and engage in advocacy. Interaction at the level of WUGs and WUAs has also provided greater opportunities for socialisation and interaction amongst women and has also exposed women to new ideas and information. Indeed, some of the WUG members are now taking a proactive role in local level awareness activities with regards to water management and conservation.
Field-work indicates significant improvements in communities’, particularly women’s, confidence and general awareness levels regarding water storage, management, and conservation as well as increased collective capacities. All the beneficiaries met with in the field replied that there are many changes in their lives; they are more aware about their right to organize and voice opinions; they talk about collective water management as opposed to individual action; they look after the poor and less fortunate, they sit and plan together in a better way, they save and contribute towards common O&M issues. A dedicated focus on women (individuals, women organisations) has helped ensure participation of women to the extent possible and women have been given opportunities for learning and participation in community level decision-making processes. Given the extremely remote and backward areas in which the Project worked, this is indeed a significant achievement.
Regardless, there is evidence that women have been given a say to voice to opinions, a chance to interact with others for accessing services or approaching decision makers to demand their rights. According to
22 W4L External Review Report secondary data, some of the irrigation and drinking water schemes were obtained by Left and forgotten: the case of Arandu women on their demand and women are using A remote, isolated and highly security sensitive and supervising water for irrigation purposes. The Southern valley in district Chitral, Arandu appears to SE provides list of examples of schemes (both be almost frozen in time with the locals declaring that, irrigation and DWSS) in all districts that were “we have been issued our ID cards but left since then constructed specifically on the demand of women without any support or services…” With a (8 schemes in DIK, 5 in Karak and 3 in Chitral). The predominantly Pushtun community, the area is also SE report also talks about changes in gender extremely conservative and have received almost no roles regarding water for instance in the case of external assistance. Women are particularly vulnerable as there are long and precarious distances Garam Chashma in Chitral where women are to be covered for water collection and fuel-wood. reportedly taking over the role of farmers as more Health and education facilities are non-existent and men are migrating to other districts in search of many women die on the roads before they can make it livelihoods. “Unlike before, now I sit with men and to the first available health facility in town. The entry talk freely and sometimes even men approach me and acceptance of W4L in this area has been nothing for solving their issues.” says Zahirdana, apex short a miracle but the agenda of water offered under WUA member/Councillor in Shishikoh, Chitral. a sensitive approach made this possible. There have The mix WUAs (e.g. Birir, Chitral) have been been huge changes in the lives of women and men. A reported to be more effective in successfully WUMP is ready and there is renewed hope coming from the government departments and other partners accessing external sources for water infrastructure now. schemes. There is a positive change in people’s mind-sets The comprehensive coverage approach also towards female participation in various village level meant that both poor and non-poor have planning and needs identification as well as the benefited and in many cases, it was apparent that necessity of increasing women’s access to non-water the poor have been recognised and helped by the related needs such as education, health and non-poor. “The Project has taught us to look after agriculture. On the whole, it can be said that the the poor” was how one organised community Project has consciously tried to maximise benefits to expressed themselves. All beneficiaries women within the norms of the area and the sectoral mentioned that community based interventions scope of the Project and helped achieve a practical gender need i.e. access to water. were inclusive. One WUA reported that because of community mobilisation and organisation “we can settle all problems at the local level and nobody has to go to courts.” The district authorities have confirmed decrease in number of irrigation related disputes being formally reported for resolution. Now the WUAs and WUGs have become forums for alternate dispute resolution.
In terms of community level physical assets, the most significant impact is that created from the physical infrastructure for water conservation and management. The biggest project benefit reported by all women in all Project locations is access to safe drinking water23 and the significant reduction in time and physical burden which was spent fetching water from far off, remote and often unsafe areas. Primary (group discussions in three districts) and secondary data (annual reports and SE) corroborate that women and children in the project areas had to walk long distances and make multiple trips during a day for this purpose. In Gara Hayat, Tank families had to purchase water at Rs 700-1,000 in the past and have had to use donkey carts for carrying water as well.
A key finding of the W4L commissioned report is that communities do not consult women24 when deciding about the location of tube-wells or water tanks and collection points are usually located in areas
23 The Project has developed guidelines for drinking water that defines various technical and social standards and safeguards to be followed for ensuring provision of regular, adequate, safe and clean drinking water. The section on social aspects note that special attention will be given towards women WUGs prioritised schemes that ensure easy access to water, include innovations for easy carriage of water and measures that benefit women in particular such as construction of washing pads, safe disposal of water. 24 The discrimination faced by women in decision making where they are neither consulted nor informed by their male counterparts is exacerbated within a context where women are further marginalized from accessing due water rights (allocation
23 W4L External Review Report where women have to travel long distances25. This exposes women to greater vulnerability and risks against different forms of violence. The SE estimates that on average women walked about 3.8 km/day to collect water who now have water at their door-step or very near their homes.
Women respondents during field-visits have reported that access to drinking water at central and convenient locations chosen by them, e.g., in Buki, Gara Ahmed/Kot Musa, D I Khan, has eased not only physical burden and freed up precious time for household chores and more productive work (livestock, stitching etc.) but has also reduced incidence of harassment which is not uncommon. This was reported across the project areas, such as Gara Hayat in Tank, and Arandu, Dhondidari and Birir Nisar in Chitral. Access to “clean” water was also emphasised by beneficiaries who elaborated that they were consuming “dirty/contaminated” water prior to the Project which according to them was the main contributor for waterborne diseases.26 Reportedly, the availability of clean drinking water27 has reduced diseases and consequently decreased medical expenses. Just in Birir Nisar, around 166 households are benefitting from women-prioritised DWS scheme and beneficiaries include the local school, hospital and a guest house. Women also asked for more bashilinis28 and additional trainings in O&M, record keeping, and health and hygiene.
The incorporation of gender-sensitive features within infrastructure schemes has also been observed and reported as a unique feature and one which is appreciated greatly by beneficiaries. This includes, for example, the addition of washing pads where women can safely and comfortably seat themselves (structure includes four seats) for clothes washing as opposed to the unsafe practice of doing it by the riverside, or providing taps along routes.
The communities, especially women, have reportedly remained enthusiastic for most of the trainings offered under the Project; in particular the health and hygiene sessions. The information and simple techniques they learnt during this training has led to significant changes in personal hygiene, self- awareness, improved practices in managing children’s health and hygiene and sanitation habits. The preparation of home-based ORS methods taught to them was pointed out to have been very beneficial and women reported that they have improved personal and children hygiene, and they are able to successfully treat minor stomach related illnesses at home. As spin-off benefits from DWSS, e.g., at least 40 households are reported to be building their own toilets as a result of awareness training in Birir, Chitral. Similarly, there is now a trend of washing hands and hair more frequently, keeping the house and utensils clean, and investing into construction of toilets on their own. However, more comprehensive health and hygiene trainings may be designed and imparted. In addition, the project staff and participants have mentioned that they should be provided with toolkits in addition to the training.
Although not subjected to a rigorous analysis, there is much anecdotal evidence on how other trainings given on technical and managerial skills have yielded positive impacts, e.g., training for organisational development and office management29. The need for more intensive technical training was also mentioned by the community members such as efficient water application in agriculture, kitchen gardening, improved seeds, and livestock management that can help increase livelihoods/productivity.
and distribution) which are traditionally determined on the basis of land ownership/titles. The research study report corroborates this for the Project districts as well and notes that women are not entitled to their lands and hence are deprived of rights to use irrigation water and drinking water management. 25 The research report states that water fetching for domestic purpose and ensuring its availability is the core responsibility of women and that in Chitral 100%, in Dera Ismail Khan 63% and in Karak 56% village respondents confirmed that women fetch water from far off sources. In some villages of Dera Ismail Khan and Karak, children were also reported to fetch water. The findings show that more than half an hour time of community women is spent in fetching water specially in district Dera Ismail Khan (as per 38% respondent villages). 26 According to secondary data, water borne diseases have reduced up to 60 percent in villages Tangail and villages Lanjar, Shishikoh after the completion of water supply schemes. Water fetching burden on women and children has been eliminated. 27 Confirmed through water quality testing by WASEP and PCRWR at the scheme design and completion stages. 28 Bashilini is a place in the Kalash village where women are sent when they are expecting or having menstruation. The women who are sent there are considered impure for that time.
29 These refer to the training given to CO/WOs activists and office holders in record keeping and maintaining registers as well as leadership training.
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The impact of trainings delivered, particularly on health and hygiene, is high and has promoted change in attitudes and practices, albeit on a limited scale. The impact of trainings on women could have been higher in cases where beneficiaries could have improved practices for profitable agriculture. The Project has already planned to impart efficient water application training to female farmers in the current year.
The farmers in all districts have categorically reported increase in their farm income from crops like wheat, maize, millet and gram. Though rough estimation, it was informed that in Chowdwan the land under gram cultivation has increased from 300 acres to around 4000 acres. Comparing the cost of one scheme (PKR 1.7 million), they claimed a one-season yield worth PKR 8 million. The Project has reported an average increase in farm income as 82 percent in D I Khan, 259 percent in Karak, and 37 percent in Chitral.
There are ample evidences that illustrate impact of the Project on providing reliable access to both drinking and irrigation water; including women in needs identification and prioritisation; enhancing skills and awareness levels of community members, especially women, and promoting behavioural and attitudinal changes at various levels vis-à-vis women’s rights and priorities.
Increased spaces and opportunities for women to participate in higher decision-making forums, such as inclusion of women in WUGs and WUAs and inclusion of women in the executive bodies of WUAs (24 women in 17 WUAs) and representation in the DCCs (two women in each of the four DCCs), have positive impact on their self-esteem and sense of empowerment. Women are now advocating for rights and resources from government and non-government actors and examples where women have accessed technical or financial assistance from GLAs. In highly conservative areas, even limited women representation is viewed as success and is indicative of possibilities for greater participation in future, particularly for areas such as Tank and Arandu. Women have also reported health benefits; they used to suffer headaches and hair fall due to carrying pitchers on their heads which is no longer the case (e.g. Dhondidari, Chitral). 2.6 Sustainability
Sustainability of the Project has been to be assessed from two dimensions: (1) are the project interventions socially and environmentally sustainable, and (2) has the Project instituted necessary ecosystem to ensure continuity of its approach and action model beyond the project life.
Using the Do No Harm: Quick Risk Assessment Checklist and the General Guidelines for W4L Interventions (Schemes), the Project has ensured that all of its processes and physical interventions are socially as well as environmentally sustainable. However, it is interesting to see that most of the checklist question are prefilled with desirable answers. By design, the communities have been made conscious of inclusive development, collective action, water conservation and afforestation. Using an equitable tariff for collection of O&M fee, excluding the very poor and women headed households, is already an excellent example of socially conscious development strategy. In the remaining period, the Project can further promote these values by some affirmative actions, such as bringing forward disadvantaged and marginalised community members, making plantation a prerequisite for the infrastructure schemes, and making women representation more effective.
Mainstreaming of DRR aspects (e.g. in design of water supply and irrigation channels) is an attempt to build in the required safeguards in view of vulnerability of structures in the face of hydrological extremes. However, climate change resilience building requires further rigour by the Project.
In terms of factors and processes that may affect sustainability, there are various external factors at play that are beyond the Project’s control. These relate mostly to the complexities of a larger operating environment which has its own political, cultural and security issues. These always impact women disproportionately and will need to be addressed on a case by case basis. Other externalities such as natural and human catastrophes including floods, droughts, earthquakes along with an unstable political environment with growing conflict and strife are other factors affecting sustainability of the Project.
The following sections focus on key elements of sustainability and preparations for an exit of the project.
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2.6.1 Community institutions and resource planning The culture-sensitive approach and process of constituting water related community institutions (WUGs, WUAs and apex WUAs), explained in Section 2.3.1, is well-grounded and pragmatic. This has not only helped acceptance of these community institutions but is also a guarantee of their continuity. The foci of action, water, itself has a uniting characteristic. However, various experiences across the country indicate the risk of inactivity for these institutions in the absence of project support which can be overcome by ensuring that these institutions remain relevant in the local context and management of water resources.
With community led institutional in place, strengthened and becoming registered entities under the law, and reasonable level of ownership within the government line agencies, the benefits of the Project are expected to sustain even after closure of the Project. The entire process of social capital building, which has resulted in water related community institutions (801 water user groups, 17 WUAs and 4 apex WUAs) engaging around 4000 community members, and building capacities of around 2365 stakeholders is itself a good measure of sustainability. The inherent dispute resolution capability of the social organisation process is an added value for the conflict-ridden communities,30 ensuring sustainability of the community institutions. However, most of the WUGs and WUAs require consistent efforts in capacity development/basic organisational development support if these are expected to achieve more of their stated objectives.
The process of developing water use management plans has also involved more than 10 thousand stakeholders (around 93% community members), creating a great sense of ownership of the process and the product as well as window for further policy advocacy through continued dialogue. The WUMPs will remain valid and of interest if these are regularly updated to factor in changing ground conditions and priorities; and other stakeholders, particularly the government, are able to take these up and make these a basis for financial allocations. Adaptability of WUMP as approach to unique contextual cases, e.g., in Water Efficient Rice and Cotton Production (WAPRO, district Sheikh Pura), financed under SDC global programme for food security, is indicative of its sustainability. 2.6.2 Water related infrastructure The infrastructure schemes developed after prioritisation and site selection by the communities, contributed in cash and kind by communities, and being operated and maintained by the communities are a continuous source of inspiration for the communities and other relevant stakeholders to take this approach forward. Value addition or incorporating gender sensitive elements in infrastructure, e.g., WASH interventions in Chitral auger well for sustainability prospects. It can be assumed that the infrastructure schemes are likely to be sustainable because of the visible benefits to owners/users. The sustainability prospects of such community infrastructure are also enhanced because of community contributions (labour and local material) but those that require purchased inputs like electricity, spare parts or water filters may face problems in operation and maintenance, as is often the case. Field observations, however, provide evidence that communities are oriented and committed to taking care of minor repairs, although the role of women in O&M did not come across clearly in field-work. Community contributions in the form of cost sharing (in cash and kind) can be considered another indication of sustainability of institutions as well as interventions in the case of schemes built and being maintained. Part sharing of the O&M by the concerned GLAs is likely to enhance sustainability of the large schemes. As indicated earlier, the community also expressed widespread satisfaction with the schemes and there is evidence from field-work that investment made so far is yielding returns.
Wherever possible, the Project has attempted to build sustainability (of intervention and intended impacts) by accessing additional (outside) technical and financial resources. For example, the Project has brought in solar filter and solar energy systems installed by PCRWR and UNESCO for its DWSSs in DIK and Tank (Kot Musa and Buki) or technical assistance from other specialised institutes such as AZRC for irrigation schemes. Sustainability measures also include the model of paying for services established in one DWSS. Although in its infancy stage, the Project notes that this model has a lot of potential to be
30 So far, WUAs/WUGs have been able to settle 92 disputes out of 452 as an alternate dispute resolution mechanism.
26 W4L External Review Report mainstreamed. Paying attention to water quality (testing) issues and promoting safe water are expected to lead to more sustainable water delivery services. 2.6.3 Coordination and oversight mechanisms The Project has created two formal coordination and oversight mechanisms: Project Steering Committee (PSC), and District Coordination Committees (DCCs), which have provided good platforms to discuss water related issues and propose necessary actions for the relevant stakeholders. While both are a good mix of relevant government officials, civil society representatives and project staff, both stand a good chance of providing the same level of support to the community based water management.
As mentioned in Section 2.4.1, the PSC is chaired by the senior most provincial planning and development official (ACS Development), and comprised of representative from the relevant stakeholders (membership is given at Annex 10). It provides excellent opportunity of becoming an oversight and policy-making forum for the community based water management. Often, PSCs are dissolved after completion of the project; however, given importance of the issue, i.e., water management, this PSC may continue after closure of the Project as a lynchpin amongst the relevant government line agencies to create ownership of the project based interventions, though with a slightly changed membership and mandate. It can also become custodian of the community centred approach, also promoted by the government’s community driven local development policy, which it has been guiding over the last seven years.
DCCs under W4L are not the first ones to be established at the district level, and have often ceased to function after the project support is withdrawn. Also, there are other committees at the district level31 with similar mandate, though not focused primarily on water. As mentioned earlier, in order to sustain DCCs will have to graduate from WUMP approving forums to district development planning platforms so that the DCC members as well as relevant stakeholders realise its utility and keep fuelling its momentum.
Another challenging aspect in sustainability is engagement of local governments in the project interventions. Though at infancy stage, these institutions are officially mandated for development planning at local level, hence, could be of great support in upscaling the project approach. Since the role and mandate of DCCs overlaps with that of local governments, perceiving project interventions contrary to the political agenda the local government institutions can create bottlenecks if not engaged adequately. So far, except some informal interactions, the Project has not been very successful in engaging with the locally elected representatives. However, the silver-lining is that some of the WUG and WUA members have been elected in the local government and can help bridging the gap. 2.6.4 Knowledge management and capitalisation As a measure of sustainability, the Project has focused on learning and knowledge management. Knowledge management efforts include the preparation of many knowledge management products and building partnerships at different levels for learning and experience sharing purposes. W4L has also developed many operational documents32 (notes, briefs, pictorial representations, matrices) pertaining to different aspects of the project implementation. The Project has developed case-studies documenting some of the success stories—on the concept of WUMP and its introduction in DIK and Karak; and Arandu case on mainstreaming disaster risk reduction in development. However, sharing of these knowledge products has not been very active and may be focused in the remaining period.
The Project has also maintained presence and contribution at other higher level national, regional forums for the purposes of peer/thematic exchanges. A few examples include the International Water Management Institute (IWMI), WWF Pakistan, Hisaar Foundation, Pakistan Poverty Alleviation Programme (PPAF), Water and Environment Forum, Water and Sanitation Programme, World Bank,
31 Such as District Development Committee, District Government Development Committee and District Development Advisory Committee. 32 Examples include: planning steps for Water Use Management Plan; Roles and Responsibilities of Relevant Stakeholders in the Implementation of Community Managed Schemes; Guidelines for Irrigation and DWSS, Social Mobilisation Strategy, and documentary on Rod-Kohi System in D I Khan.
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Spate Irrigation Network and Meta Meta Netherlands. It is also part of different on-line exchanges with think tanks and networks that HSI has been a part of historically and continues to collaborate with such as SDC ARD, Spate Network, SDC CDE, WOCAT etc.
2.6.5 Partnerships and other linkages The local implementation partner organisations—referred to as Support Partners Facilitation (SPF)— represent a few of the strong, localised NGOs who have achieved results because of their rootedness in the area or goodwill on the basis of either local presence, connections and ethnic affinity. A rapid assessment of the three SPFs indicates that of the three, VEER and YSDO come across as more dynamic and vibrant in terms of their overall orientation, access to diverse resources, experience and strong staff. In particular, the female staff of all partners is very well trained and active, and demonstrates the kind of sensitivity and commitment that is essential to operate in the given socio-cultural context.
The Project has a clear focus on building linkages and has fostered local level partnerships and collaboration with the government and other entities. The working partnerships with technical departments, including On-Farm Water Management Directorate, Soil Conservation Directorate, Public Health Engineering Department, Irrigation Department, Education Department and other institutes such as AZRC stand out in value addition through accessing sound technical expertise. The LGAs work closely with the Project, irrespective of signing a formal MoU. While the technical departments have provided technical backstopping in design, implementation and supervision of infrastructure schemes, the Education Department has helped organising health and hygiene trainings for school teachers.33 Others are less promising so far such as the Centre for Climate Change which may be conceptually sound but have not yet translated into visible results that matter to a project such as W4L. There is a smooth working relationship of the Project with other active CSOs, relevant organisations and contemporary development projects; more visible and stronger partners in the North as compared to the South34. One of the reasons attributed to the latter is lesser activity of water-specific organisations in the Southern region. In Chitral, W4L is partnering with AKRSP, SRSP, IRF, CDLD and WASEP, among others35. However, the private sector could not be engaged meaningfully probably due to low profitability in the project areas. This seems to remain a challenge for the scaling up efforts as well.
Firstly, all organisations interact at the level of DCC (senior staff included as DCC members) and have either participated in the WUMP development process through secondary data and/or focal person visits and been given orientation on the WUMPs. This reportedly leads to improved coordination and avoiding of duplication. Secondly, all organisations are members at the DCC and minutes and approved WUMPs are shared with all so that relevant prioritised schemes are picked up for implementation. Senior regional staff has also contributed towards the WUMP development process (e.g. AKRSP for Shishikoh and Birir) by providing secondary data and nominating focal persons for field-visits. W4L interacts with these organisations at workshops and learning events and processes as and when relevant such as WUA assemblies; water sector development in district Chitral and preparation of local adaptation plans for action (LAPA), Chitral.
The Technical Advisory Group met only once and later only individual meetings were held to take advantage of experiences in community based water resource management. The project team feels this idea is difficult to be materialised due to personalised agendas of most of the experts. However, the review team feels that if coordinated prudently the Technical Advisory Group could have been a good
33 Under a MoU with W4L, the District Education Department has conducted H&H sessions in project districts for 50 government teachers, 5 district administration staff, 7 elected representatives in the local government, 29 WUAs member and 7 WUGs members. The trained government teachers have further trained 2505 students in the project districts while the WUA members in Chtral have further trained 1975 community representatives in 43 villages. 34 The Project is collaborating with UNESCO and PCRWR in DI Khan on three DWSS filtration plants (Chodwan), and SADP in Tank (street pavement in Gara Hayat). Partnership with the AZRC/PARC has been very beneficial and AZRC noted HSI as one of the very few organisations that have actually worked with an approach and a long-term vision. 35 AKRSP is working more actively in Madaglasht (Upper Shishi) and SRSP is working in Arandu and Shishikoh. AKRSP and HSI also carried out a joint damage assessment of irrigation and water supply schemes after 2015 floods and carried out a joint SDC funded project on rehabilitation of irrigation schemes. W4L coordination with Islamic Relief (Birir, Chitral) includes orientation on WUMP and inclusion in the DCC. With WASEP, the Project has worked together on water quality testing of schemes in selected places.
28 W4L External Review Report mechanism for sharing of ideas, bringing in experience-based options for project interventions, advocating success stories and serving as vehicle of sustainability. 2.6.6 Exit strategy While the current phase of the Project has entered in its last year, having already completed a three-year Phase-I, the project team has started deliberations on consolidating its work to leave behind a reasonably entrenched institutional framework as well as action models to be scaled up. The initial effort was made during the Self-Evaluation exercise while the Project has produced a draft Exit Strategy, shared during the mission. The Exit Strategy focuses on:
Improving water governance and sustaining WUMP as district level planning tool Sustaining Water Users’ Associations and strengthening their capacity to play active role at DCC and other district forums Encouraging District Coordination Committee to perform as IWRM Cell at the district level Promoting gender mainstreaming and enhancing women’s meaningful participation at all levels Improving frame conditions in favour of IWRM strategy at the provincial level Promoting water use efficiency and conservation Up-scaling project interventions including WUMP Building capacities of relevant stakeholders Strengthening knowledge management and monitoring capacities
The project has detailed out its activities for the remaining project period as well as the proposed exit phase. The Exit Strategy will be further fine-tuned after discussions with the relevant stakeholders and SDC.
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3 LESSONS LEARNED AND BEST PRACTICES
The participatory, consultative process of needs identification and prioritisation of community infrastructure schemes while developing WUMPs, involving a range of actors while retaining communities as the central stakeholder and ensuring gender disaggregation of needs and priorities, is a best practice in itself. The challenges of sustainability of WUMP notwithstanding, the approach is considered to be comprehensive, transparent and ‘best’ by stakeholders at all levels.
Multiple safeguards that the Project employs in carrying out any intervention; the do no harm approach which address rights, access and equality issues and also tend to mitigate any possibilities of physical, social and environmental harm by ensuring adequate design and implementation arrangements.
The emerging female leadership under the new local government setup presents more opportunities for the Project, particularly given the focus on policy contributions. Similarly, there are opportunities for the Project for influencing operational policies or the standard operating procedures of government line departments, e.g., in relation to community based planning, social mobilisation and inclusion of women.
There is much value in nurturing small partners and investing in their human and institutional capacity development as the Project has done and proven that small CBOs can be capacitated to take on bigger roles. Creating healthy internal competition amongst pool of partners while promoting good performance and merit based selection has yielded dividends and can be a lesson for implementers as well as donors who value institutional sustainability
The exploration of new water sources in Karak is recognised as a best practice. These included sub- surface water galleries and rainwater harvesting in small dams; efforts were supplemented by afforestation and watershed management. Karak has chronic groundwater depletion due to pumping for agriculture. WUMP highlighted this issue and two groundwater monitoring units, one each in Karak and D I Khan, have been installed after provincial level consultations and are being supervised by the PHED for the first time.
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4 CONCLUSIONS AND RECOMMENDATIONS 4.1 Conclusions
Overall, the Project has performed well in introducing new approaches and institutionalising the participatory planning for community based water resource management. The selection of project areas is relevant because of the filters36 employed by the Project to select the same. The WUGs/WUAs do not duplicate the work of COs/WOs in terms of service delivery or advocacy but represent a special interest group as that of a water focused committee. The representatives are chosen by the existing VOs/COs/WOs which gives them acceptance and legitimacy at the community level. In some areas, WUG members are nominated by clans to make the group truly representative of the community. Women issues are mainstreamed under the outcomes and outputs through use of no-harm checklist and gender guidelines. The social mobilisation approach adopted by the Project is more pragmatic, hence, needs to be documented and propagated.
The Project has focused on poorer communities as assessed through baseline studies using poverty score-card, and reflected in the WUMPs. The focus on deprived and remote valleys (e.g. in Chitral) and in the resource poor areas such as D I Khan help sharpen the focus on poor men and women. Some of the Project areas are worst affected in terms of socio-economic indicators as well as being worst affected by natural calamities such as floods and earthquakes. Also, there is a presumption in the schemes (e.g. DWSS) that the kind of people benefiting are those who include the poorest. Field-work in select areas validates this presumption.
The Project on the whole has had a particularly strong orientation towards development of human assets, social capital (community institutions) and natural resource base (water). Overall, good progress has been made towards strengthening of institutions at all levels (community, core and other partners, government, non-government) to plan, implement, monitor schemes and enhance research capacities and improve traditional practices towards conserving and managing water resources.
In terms of outreach mechanisms for the poor and women, the mechanisms/tools include the organisational resources, including dedicated female staff, and the overall social mobilisation approaches employed by HSI and their partners which promote inclusive development (poor and women).
Some of the interventions such as drinking water supply schemes and WASH related interventions are inherently pro-women. Other interventions such as community infrastructure, protective walls, disaster relief structures are not inherently pro-women but are implemented through inclusive approaches. The monitoring reports provide sex-disaggregated data and give examples/unique successes as relevant.
HSI has engaged governments at national and sub-national levels with many visible contributions and achievements; it has strengthened its partnership with the government at all levels as evidenced by increasing involvement of and recognition of the Project’s role and contributions, though more at the district level. There are some questions related to use and ownership of the WUMP (as explained in other parts of the report) at the provincial level which need to be answered proactively.
The Project has engaged in diverse partnerships with some of the most relevant national and international organisations such as the RSPs which are known for their pro-poor and pro-women orientation in implementation. The project partnerships with the autonomous, semi-autonomous research institutes, academia etc., include names such as AZRC, PCRWR, IWMI which are leading names in the sector and have reportedly remained instrumental in (i) ensuring quality and enhancing credibility (ii) expanding research and/or building intellectual capital and (iii) increasing efficiency and effectiveness in implementation.
36 These include districts covered under Phase-I, water deficient areas, areas vulnerable to climate change and existing or potential partners.
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The Project has had success in bringing together of various actors working for common objectives and contributing to the one water vision and providing documentation as a basis for future action and planning. Although varying in levels of maturity and effectiveness, there is a network of WUGs and WUAs as new actors emerging on the institutional landscape for the water sector and one which is mandated to take on the role of duty-bearers rather than passive aid recipients. An illustration of this includes the increased levels of awareness, cognisance and ownership exhibited by provincial and government stakeholders, some of whom have enhanced sectoral allocations and/or attempts to replicate. Challenges remain though in the form of political interests, public sector inefficiencies and misplaced development priorities.
The realisation of outcomes depends on the collective efforts of HSI, the Project, several groups of stakeholders, including the local population, civil society, GLA officials and elected representatives at various levels. Significant work and progress has been made towards completing the WUMPs which is being recognised as an important planning tool for identification, prioritisation and selection of water initiatives.
It is evident that WUGs/WUAs, as a water-focused body, have indeed addressed the issue as intended; and that WUAs have, to varying degrees, promoted awareness, and pursued actions for addressing these. These are initiatives they were not pursuing earlier, and they are doing so now with W4L’s support, and with a considerable amount of vigour. It stands to reason that whatever support W4L has provided, be it for enhancing access, capacity or linkage building with the government, has been decisive in the progress made. There are also, however, certain limitations. There is a disconnect between the district-level forum—DCCs37 and the provincial level decision makers which could undermine the very rationale for WUMPs.
With the built-up momentum, HSI is in a strong position to capitalise further on the interest and commitment shown so far by the government and other partners. WUMP itself is considered to be a transparent and credible document for planning and investment purposes. At a higher level, there are at least two challenges in matching the overall approach, or mode of action, to the nature of the issue being confronted, especially in the water sector. These challenges are: (a) when the solution to a problem lies with the provincial government, groups such as WUAs and DCCs need an institutionalised approach for influencing provincial decision makers, and (b) issues that depend on institutional reform in sectors controlled by the provincial government (particularly water) need something more than local level efforts. Such forums are effective when the decision makers are in the district, and they can also lay the basis for taking local concerns to the provincial level38. On their own, however, WUAs or DCCs cannot bring about institutional change in the provincial government. 4.2 Recommendations
These recommendations, based on review of relevant documents, field observations and interaction with a variety of stakeholders, are primarily reflective of review team’s thinking and need concurrence from SDC, HSI and the implementation partners in the government. Also, operational details of these recommendations will have to be chalked out later by SDC and the Project. The timelines for implementation of these recommendations will also depend upon a tripartite (SDC, HSI and GoKP) agreement on closure of the project as scheduled or otherwise (see Section 4.2.8 for more elaboration). 4.2.1 Community institutions It is inevitable that community mobilisation will yield varying results; some organisations (WUGs, WUAs and apex WUAs) will emerge stronger and will exhibit greater understanding and capacity to mobilise resources and will aspire much greater trust and confidence at the local level. There is a need to identify
37 It is reported that the ACs who participated in the SE noted a disconnect in the PSC mechanism opining that the DCs of the W4L district may be made members of the PSC. Similarly, some provincial stakeholders feel they are not adequately engaged in the project implementation. 38 The Project has also reported that although CDLD Programme have its own scheme approval process, it is informally scoring according to the prioritised WUMP schemes but that this needs to be formalised at the DCC level.
32 W4L External Review Report and nurture such promising organisations with some level of consistent support and sustain it for some time before it can become sustainable. A challenge fund39 may be established at the district level to which these promising institutions can approach with their proposals and win merit-based support.
In order to make these institutions self-sustainable, it is also important that a financial sustainability model is developed for these organizations. While WUAs have already started piloting payment for services, a community livelihood fund (CLF)40 may be another modality. The CLF can also be used for providing much needed small loans to farmers on easy terms. 4.2.2 Water use management planning The WUMP process has already acquired its recognition as a participatory development planning approach and a useful prioritised agenda for water resource development. As indicated earlier, there is need to simplify the process and brining in water management element into it, which W4L is already pondering upon. However, two key questions need to be answered, though not easy to, for scaling up this effort:
1. Which government line agency at the provincial and district will be institutional home for WUMP after W4L ends? 2. Would the GLAs develop WUMPs for the remaining districts/valleys/zams on their own with project support?
Looking at the relevance of mandate, at least three departments, irrigation, PHE and agriculture may be assigned this responsibility. However, given sectoral nature of their mandates, the district government may be a more suitable institutional home for this exercise. It is important to note that so far, the Project’s interaction with the local governments as well as the Local Government, Elections and Rural Development Department has been very limited; thus, would require concerted efforts to bring these on- board and build their capacities.
Since WUMP is not regular mandate of the provincial departments as well as local government, it is unlikely that the process will be replicated without an incentive or push factor. Linking WUMP exercise with allocation of development funds is easy-to-say-hard-to-do proposition that would require lot of political will, commitment and changes in rules of business. However, linking WUMP development with access to the earlier proposed challenge fund may work in the short term. 4.2.3 Livelihood improvement Unless W4L interventions are linked with livelihood improvement support, the goal of the Project cannot be achieved fully. Such activities and input can range from technical advice to demonstration of sustainable livelihood approaches. Given scarcity of water and spatial as well as nutrient limitations of cultivable land in both northern and southern districts, value chain development and niche produce seem more viable options.
As an example, while discussing with farmers in different WUGs, they indicated that they have Truffle mushrooms naturally grown in the Sorghum fields and they collect the truffles and used for home consumption. Supply chain for Truffles is not yet developed. The truffle is a treasure and the supply chain if developed it can be sold at high price in large stores in urban towns and ultimately for export purposes. The development of truffles value chain would ultimately help to export truffles to developed countries having demand for organic truffles. This may be taken as a niche area for future projects in spate ecology. 4.2.4 Institutionalisation of rod-kohi irrigation system There is an opportunity to discuss and evaluate options for developing an apex institution for rod-kohi areas of Southern KP so that a lean but dynamic institution can be established which provide
39 On the lines of EU supported CDLD challenge fund established in Malakand Division. 40 CLF model is being successfully implemented by RSPs, especially through support from the Pakistan Poverty Alleviation Fund.
33 W4L External Review Report coordination amongst the line departments so that an integrated management and development of rod- kohi zams can be planned and implemented. The institution proposed may be named as Agency for Rod- Kohi Area Management and Development (ARAMD)41 with a mandate for management of water resources and livelihood for people of rod-kohi ecology. This Agency may take over the role of W4L as a catalyst for providing knowledge support and diversified specialists like water management and development, livelihood generation, social organisation, dispute resolution, policy and legal expertise, coordination, water and gender, water rights and allocations, and information technology. The implementation will be undertaken largely by the line departments to avoid overlap of mandates. The ARAMD will report to the Planning and Development Department of KP and the district administration in each of the zam and FATA. 4.2.5 Expanded focus on women and gender mainstreaming The Project—given the extremely conservative environment in which it has worked—has made good progress in accessing and benefitting women. Secondary and primary data highlight many of the challenges. Given the recognition that mainstreaming does not replace the need for targeted women specific interventions and programmes, the Project may consider preparing a comprehensive gender action plan that delineates actions, allocates human and financial resources and responsibilities along with expanding the menu of interventions as feasible:
a. Expand focus on DWSS to cover aspects of sanitation42 in whatever ways are feasible given the time and resources available to the Project. b. Provide a tangible link to livelihoods improvement; some practical form of women focused livelihood support that is low-cost and feasible. c. Enhance capacity of women farmers on leadership skills and technical skills such as efficient use of water, irrigation methods (this is also a recommendation in the SE). d. Train a cadre of local female motivators and activists in H&H, water, climate change and DRR— further training and development of specific manuals can be considered under KM products.
It is essential that gender sensitisation training is conducted for all partners (especially all targeted government departments) across the board as well as for community institutions. As a step further, a study can be carried out for gap analysis vis-à-vis the existing gender policies and procedures of water related departments. 4.2.6 Knowledge management and partnerships for policy influence There is benefit for the Project to deepen focus on the kind of research, knowledge management that would serve the multiple purposes of the kind of objectives it is pursuing; policy influence and advocacy for improved water governance, training and accountability. Showcasing impact is also important; so is orienting potential partners and donors on replicable models and innovative approaches that have worked. This can increase chances of securing commitment and funding for upscaling.
The district administration in D I Khan indicated that there is an urgent need to develop Water Resources Information System (WRIS) using the satellite data and geo-coded information for availability of floodwater, water measurement at the selected nodes and command area under various zams. The WRIS can be developed using spatial and temporal databases for improved management of water resources in various zams and also as a tool to record water rights or disputes on water allocation and distribution for effective enforcement of water rights in spate ecology. It was also indicated that currently it is not possible to have effective management of spate irrigation system using records available in registers as maintaining these registers is now a challenge.
There are issues in which progress can be made at the local level. Most local problems, however, cannot be solved locally, because these are under the jurisdiction of provincial or federal authorities. The kind of
41 Following the successful experience of Agency for Barani [rain-fed] Areas Development (ABAD) in Punjab. 42 Most of the senior government functionaries met with during field-work (e.g. DC Chitral) commented that they appreciate the Project concept and wanted continuation and expansion of the Project focus to cover additional aspects such as sanitation/waste water treatment
34 W4L External Review Report empowered local government that is envisaged does not yet exist. Women specific issues and disaster risk reduction are also in the hands of provincial authorities. If this description is broadly accurate, it suggests, at the very least, that a strategy is needed to link WUAs and apex WUAs effectively to relevant provincial stakeholders.
The Project needs to consider options of how it can make the transition from tehsil to district to province who are engaged in common learning activities (organised as workshops, exchange visits or in other appropriate ways). On each theme or sector in which the issues are common across the districts, W4L, with inputs from all participating WUAs and district-level officials, could prepare a position paper for dialogue with the provincial government. 4.2.7 Upscaling W4L A few of the future directions for ensuring sustainability and up-scaling are documented in W4L Exit Strategy (see Section 2.6.6) and were also discussed with different stakeholders. The Project has developed the kind of diverse partnerships (strategic and operational) at various levels for various purposes that are generally necessary for upscaling/replication and is pursuing other steps that are the pre-requisites for up-scaling and replication to take place; institutional building and multi-stakeholder partnerships, advocacy and knowledge management, among others. However, sustainability and upscaling of the Project is dependent to a large extent on the continued and firm commitment by all tiers of government and related measures (budgeting, allocating resources) as such commitments have remained variable in the past and remain uncertain in the future. The Project can only hope to create the required level of interest and commitment so that work is continued and momentum built up around the one water dialogue is not lost. In the remaining period, the W4L needs to do lot of advocacy and showcasing of its approach and success stories at the provincial level (echelons of power) to garner this support. 4.2.8 Project exit The Project has come a long way, especially in terms of physical targets; however, significant amount of advocacy and institutionalisation work is yet to be undertaken to ensure complete ownership by the strategic forums and cementing chances of its upscaling. Having thoroughly reviewed the project progress, and interviews with the key stakeholders, it is fully realised that the remaining period (around 6 months) may not be sufficient for implementing the recommendations. Looking at the budget utilisation trend, a cost neutral extension also seems no option. Hence, an around 18 months consolidation/exit phase may be negotiated amongst SDC, HSI and GoKP with the following caveats:
The water related infrastructure was used as an entry point, and to launch WUMP implementation and set up models to be replicated by other stakeholders, especially the GLAs. Now that the Project is well-entrenched, it should focus on knowledge management, advocacy, capacity development and institutionalisation only. Livelihood development aspect should be introduced through presenting best practices from elsewhere in Pakistan, and supporting the enterprising communities in value chain development and linkages building through community exchange programme and engaging local experts. A new LFA should be developed for the consolidation/exit phase with clear articulation of the results, target oriented indicators and valid assumptions. This may also warrant introducing right mix of required competence in the project team. HSI’s country management may focus more on strategic buy-in at the provincial and national level to harness the up-scalability potential of the Project.
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Annex 1: Terms of Reference
Local Mandate: External review of Project Water for Livelihoods Phase II (CP: 7F-07815.02 under Domain 1 of Water Governance.)
Country of Mission: Pakistan (KPK)
Timeframe: 26th Apr – 31st July 2017
Reporting To: Shakar Arbab, Senior Program Officer
Key Methodology: Discussions with relevant government departments at Provincial and District level, discussion with Project implementing partner Intercooperation and local partners (VEER/Alkhidmat/YSDO/CIDO), review of relevant documents, field visits to Project areas, meeting with Project beneficiaries and other methods mutually agreed with SDC and as deemed essential by the consultant
Geographical Coverage: District D I Khan, Karak, Tank and Chitral.
Team Composition: Individual consultant; organisation or pool of consultants
Background
Water for Livelihoods Project operates in KP under the umbrella of Provincial Planning and Development Department since 2011. The Project began with small village based activities and gradually up-scaled to medium sized schemes beyond a single village. During the 1st phase, the Project forged linkages with the relevant actors (stakeholders), established contractual agreements with local NGOs as facilitating partners and Government line departments and private sector organisations for the implementation of Project interventions in the field. During Phase II, the Project would have reached out to 25000 households in 140 villages by implementing 85 different types of schemes of various sizes. The Phase I of the Project was externally evaluated in 2013 and the mission suggested a number of recommendations for the following phase, with an overall comment that the Project was on a right track.
The second Phase aims at contributing to agricultural development and enhancing rural economies in ecologically fragile, semi-arid and poor districts of Khyber Pakhtunkhwa through equitable access to water. The key element in the goal is equity while ensuring socio-economic growth in the Province and therefore a larger emphasis is being placed on water governance. The two outcomes conceived for achieving this goal include (i) “Water users and local authorities jointly change frame conditions for equitable water governance systems on a larger scale”; and (ii) “Local authorities and water users assume their revised mandates for necessary investments in water-linked infrastructure and provision of corresponding quality services”. The phase II of the Project intends to reach about 90,000 households living in over 400 villages in four districts.
The Project concentrates in the Districts Karak, Dera Ismail Khan (DIK) and Tank in the South and Chitral in the North. The 2nd Phase of the Project started in January 2014 and will continue till December 2017 with a total allocated budget of CHF 6’240’000.
Scope of work
Effectiveness:
The mission will review and assess to which extent
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(a) Outcome: the Project’s Outcomes will be achieved and (b) Impact: the Project will be able to stimulate necessary reform initiatives including institutional in the (sub-) sectors concerned that are relevant in the Project’s outcomes in the medium and long-term. It shall provide evidence of changed technical-economic systems (traditional versus new ones) in selected sub-sectors, revised frame conditions, including improved external services from both public and private service providers to the rural households and farmers. (c) the cross-cutting issues such as the Project’s gender strategy, pilot operations and initiated changes in favour of women in rural households and rural societies, the Project’s pro-poor strategy and initiated reform initiatives to reduce the local economic disparity and ensure the participation of less better off groups, the Projects’ strategy of mainstreaming climate change concerns and DRR for changing the attitudes of the Project’s beneficiaries and service providers and for mobilizing their engagements in rural areas. the protection of SDC investments (hardware) (mainstreaming DRR). key cross-cutting issues (capability/effects on conflict mitigation/resolution, DRR, Governance through participatory/inclusive approaches with WUMP and local Government’s ownership).
Efficiency:
cost efficiency the thematic and geographic synergies with other Projects/programmes managerial, coordination and steering aspects of the Project
Sustainability:
The Mission will also review and assess in more depth
the institutional approach and methodology to conduct water use management planning and implementation community based water specific institutions and their role in mediating conflicts and social tensions on water and land issues as well as interacting with local political and traditional authorities for improved services in water; the support (financial, budgetary, legal, technical etc.) by the local authorities to WUMP priorities and the nature and scope of services from the District and/or Provincial Departments to potential local “development agents” (civil society organisations, professional associations, training & research institutions, private companies) and the prospects of public funding/sponsoring; knowledge management and capitalization, documentation of the lessons and best practices developed in the framework of this Programme, together with their potential for replicability.
Recommendations:
The mission will also review and provide recommendations in the following areas.
backward (review analysis) forward perspectives (relevance for SDC future programming, knowledge documentation and scalability, steps to be undertaken by both Project and SDC, accordingly)
Methodology:
The external review will be based on the following sources of information and any other method suggested by the consultant
findings of self-evaluation conducted by HSI (if any)
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review relevant Project documents/policy documents (HSI/SDC/KP Government) M &E Directorate Planning and Development Department Government of KP monitoring reports structured/semi-structured interviews with relevant staff in the field, regional and head office, members of the Project Steering Committee, representatives of Water user groups and Associations and other beneficiaries and partner organisations supported by quantitative data where applicable and personal observation. a number of visits to the Project’s target areas in KP.
Deliverables/Reporting:
The mission will produce
an “inception report” after having studied the Project’s documents and complementary ones in order to define the methodology, final index of content and the layout of the Mission’s report a draft final report not later than 15 days upon termination of the field trips. a final report upon reception and consideration of SDC’s observations and comments, not later than 10 days upon receiving SDC’s feedback. Presentation of evaluation findings (debriefing) in Peshawar with Project staff and key partner P&DD Presentation of evaluation findings at SDC Islamabad
The document will be of maximum 25 pages. Relevant documents, data, overviews, maps, etc. will be part of the attachment. The executive summary will be of 2-pages maximum, the main text will be of 18 pages and conclusions and recommendations will have to be of maximum 5 pages.
External Review Timeframe:
The Mission shall be implemented during the months of April and July 2017.Main field activities shall be terminated before 25th May 2017. The consultant shall provide a tabulated work plan with the following information: Inception days one week, Mission in the field: Three weeks, Debriefing two/three days in Peshawar and Islamabad, Draft Report on 30.06.2017 and Final Report 15.08.2017.
Budget Template:
The budget should be provided in SDC template
Basic documentation:
Credit Proposal 7F-07815.02: Water for Livelihoods (Phase II) W4L Project Document (ProDoc) Half-yearly and annual progress reports 2014-2016 Yearly Plans of Operation 2014 – 2015- 2016 Project Maps and photo-documentation HSI-Internal Reviews and documentations whichever is relevant (SE). Case studies, stories documented by the Project; joint publications with other HSI Project on common topics (such as climate change) Media reports Water use management plan documents (English and Urdu) Back to office reports from expat advisory missions
Mission’s competences & expertise:
SDC considers a team of 3 qualified consultants out of which one shall take over the leading functions.
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1 expert for political-institutional issues, Project organisation and assessment of local service providers/NGO’s (Team leader) 1 representative of the provincial government (Planning & Development/SDU) 1 expert for gender issues, drinking water 1 expert for water specific issues relating to (integrated water resource management and related institutions)
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Annex 2: External review methodology
Inception meetings and preparatory work
Immediately after signing of the contract, the Team has held meetings with the SDC and Intercooperation to discuss the approach and methodology, and the support required from the Swiss Cooperation Office in Pakistan as well as the implementation partners, especially the Intercooperation. Resultantly, the Team has been able to understand the context, and other peculiarities regarding the partners and the Project. All available documents and information related to the Project, including the Credit Proposal for Water for Livelihoods (Phase II), W4L Project Document, Self-Assessment 2016, annual progress reports and Yearly Plans of Operations, water use management plans and manual, guidelines, M&E data, and case studies were acquired and reviewed. Additional information was requested from SDC and HSI during the review, which was promptly and sufficiently provided. The same has been synthesised and used for development of this report. Based on the inception meetings and the desk review, an Inception Report was prepared and submitted to SDC.
Field visits, and partner and stakeholder interviews
In consultation with HSI, a draft itinerary for the field visits and meetings with the provincial stakeholders, beneficiaries and project partners in in the D I Khan, Tank, Chitral and Peshawar was prepared. Detailed meetings were held with the relevant staff of Intercooperation, VEER Development Organisation (VDO), Young Star Development Organisation (YSDO), Chitral Innovative Development Organisation (CIDO), Arid Zone Research Centre of PARC, Department of Irrigation, Department of Public Health, Soil Conservation Directorate, On-Farm Water Management Directorate, Rod-Kohi Division, and the district administrations. Their systems and processes to implement the Project were also reviewed to look into efficiency and sustainability aspects of the review. A sample of water related infrastructure schemes for water supply and irrigation was also drawn in consultation with HSI and visited to have detailed interaction with the beneficiary communities. The following criteria was considered for selection of infrastructure schemes and the stakeholders:
The schemes provide a snapshot of the diversity of the Project – at least one scheme from each of the scheme types, such as water supply, solarisation, irrigation etc. The larger schemes involving multiple villages are better to select as these provide an opportunity to look at all aspects of project cycle. The Review Team interacts with range of stakeholders from public and private sectors, CSOs, CBOs, local partners, and communities.
The list of schemes visited and stakeholders interacted with is given at Annex 12.
Analysis of findings and drafting of the Review Report
The information received from the field, interviews and review of the relevant documents was analysed and has been presented (graphically to the extent possible) in this Review Report, following the indicative outline agreed at the inception stage. The supporting information has been placed in annexes, duly cross referenced in the text. This Review Report provides lessons learned and indicates avenues of up-scaling and continued programme support to the selected partners.
The draft report was shared with SDC and HSI to have a consensus on findings, conclusions and recommendations. The Report has been finalised incorporating management response from HSI, and the feedback from SDC.
The review methodology is summarised in the workflow diagram below.
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Annex 3: Map of KP with highlighted project districts
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Annex 4: HSI/W4L response to Phase-I ER recommendations
Recommendation Project’s Response 1. The logical framework shall be simplified Addressed in the new phase planning. If you compare the during the upcoming planning process to two LFAs – there is a plausible link between outcome, reduce duplication and increase clarity. A outputs and activities. clear activity-output-outcome-impact The log frame developed is more than just output pathway logic shall be maintained. orientation, it has clear (or at least reasonable) specifications of the intended impact of planned products. The log frame has also looked into the important external factors which are crucial for the success of a given Project. 2. Disaggregated indicators in terms of gender In the Project monitoring system, performance indicators and marginalized population (e.g. minority, and Outcome Monitoring System, all indicators are reported landless, extremely poor, women headed in a gender segregated manner for women and men and households), shall be introduced at outcome youth and extreme poor. level to ensure better targeting. For example: o Indicator of Output 1.1: .... % increase of access for women to water (drinking, domestic use, agriculture and livestock). o Indicator of Output 2.2: WUAs have included women, youth, landless etc. in their executive bodies 3. W4L shall develop a systematic and pre- This recommendation led the overarching design of the designed engagement at different levels for Phase-II. WUMP with 3R have been introduced at village up-scaling its activities based on the /tehsil/district levels (the ER at that time left the decision on experiences with the different approaches scale of WUMP to stakeholders’ consultation). mentioned above. This may include: Documentation of experiences is active and going on (other • Local level: water use master plan than WOCAT, we have published two articles in peer (including recharge, retention and reviewed journals, Helvetas International, and with ICRAF reuse) at Union Council or watershed and other internal publications) level; Cost benefit analysis: (i) Rod-Kohi was immediately taken up • Provincial level: documentation of in Phase-I (ii) Chowdwan drinking water scheme was experiences with different approaches analysed at the end of Phase-I and beginning of Phase-II (iii) and technologies using the World one example of filtration gallery in Karak. Overview of Conservation Approaches Though each scheme is analysed for costs and potential and Technology tools, comparative benefits; a proper cost benefit analysis will be documented analysis of cost-benefit assessments of selected interventions in the last semester of phase-II. between different technology options, exchange of experiences including workshops and exposure for partner and Project staff. 4. The mission endorses the Project’s idea of We organized one meeting of a group that we established. creating a Technical Advisory Group for However, regular meetings were not conducted afterwards. independent expertise on different issues in More reliance was on one-on-one contacts for advice the water sector. (especially Dr. Khalid Mohtadullah, Dr. Rab Nawaz, Mr. Naeem Khan). Regular exchange with Hisaar Development Foundation (represented by Simi Kamal, member of this group) also took place. 5. To ensure long-term sustainability and This has been a continuous advocacy agenda of the Project. avoiding duplication of rehabilitation efforts The Additional Chief Secretary KP in the Project Steering the Project shall develop a concept for local Committee meeting dated 15th Mar 2017 issued directive to registration of schemes (irrigation, water the concerned line agencies at district level to ensure that all supply, disaster management) in Union the schemes implemented by W4L and other development Councils or local line agencies. actors must be included in the inventory of the district just like public funded schemes. 6. In order to raise the involvement of women Overall, each Project follows HELVETAS global strategy on throughout the process, Intercooperation gender and social equity. We emphasize on inclusion in a do
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Recommendation Project’s Response must develop a gender strategy/guideline to no harm manner rather than limiting gender to women and be followed by the Projects. Social men. For W4L, three references are to be made: mobilization to facilitate this process o The Project document (5.2., 5.3.2, 5.3.3, 5.4, 6.1) – including proper gender role analysis needs hence mainstreamed throughout the document to be given more attention. o Guidelines for DWSS o Social mobilization strategy for partners 7. Facilitation partners shall receive gender Social mobilization training was conducted which included training that should enable them to conduct these aspects to Project partner NGOs. Women members of gender role analysis prior to the the WUAs are part of the District Coordination Committee identification of possible schemes in the where they raise women related issues more actively. target communities and this shall ultimately strengthen the role of women organisations in the Project cycle. 8. Geographically the Project has a comparative District Tank was included as a result of this advantage to remain in the same districts in recommendation, also to harness Rod-Kohi success on scale. order to capture the cultural, linguistic and This was traded with phasing out from FR D I Khan. Lower ethnic diversity of Khyber Pakhtunkhwa, Dir was phased out suggesting LPH to continue in the which is directly linked to the poverty and district for most urgent water / agriculture issues. power structure in the province, and to consolidate the experiences before further up-scaling through different partners. The peripheries of existing districts may be included if appropriate. 9. The Project shall change from a current A clear switch to IWRM approach using WUMP as a tool. conceptually independent to an For implementation, the Project narrowed its focus to water interdependent integrated approach with a for food production and water for drinking. DRR was primary focus on two pillars, irrigation and mainstreamed rather than an independent focus (option 1). drinking water supply, with disaster risk On sanitation / WASH: reduction activities as a function of these o Chitral we worked with SHA interventions’ sustainability (option 1) or a o Direct WASH interventions in schools through focus on three pillars including drinking consultants in case of absolutely essential issues water supply, irrigation water supply and o PCRWR linkage for water quality assurance disaster risk reduction (option 2). The o Helvetas has built its own in-house capacity on approach shall accommodate qualitative WASH through Swiss Solidarity Project in D I Khan issues such as water pricing, water use (Building Back Better – 2015-ongoing) efficiency, low cost water treatment, sanitation and hygiene awareness more prominently. For topics that are not core HSI’s expertise and/or where other initiatives are present they may be covered through strategic partnerships/collaboration with other development partners/Projects (e.g. Water and Sanitation Programme, Humanitarian Aid). 10. The focus on gender and marginalized See our response to Recommendation 2 & 6 groups shall be strengthened (see above). 11. The Project defined the target groups as the HELVETAS in Pakistan has a clear definition of marginalized communities – with a special focus on poor / disadvantaged (separately attached) and our performance and marginalized households – living in indicators are reported as per this definition. remote and rain-fed areas of Khyber The Project has also defined the terms poor and Pakhtunkhwa, where access to water, both marginalised and the LFA has clearly mentioned them in for drinking and irrigation purposes, remain a several indicators of Outcome 1 and 2 and Outputs 1.1, 2.2. major challenge. For easier communication The activities are addressing the needs of the marginalised and improved targeting the Project shall groups. define and communicate the terms poor and marginalized and set overall targets for this special focus. 12. The mission observed the organisational The organisation set up was maintained (housed at P&DD setup to be appropriate and appreciated by
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Recommendation Project’s Response all partners. In order for all partners to be with a tripartite MOU). more effective in their roles and Exposures and training for line agencies partners, local NGO responsibilities it recommends capacity partners and partner community institutions have been development including basic personal skills regularly arranged. There is a strong learning spirit in the (e.g. computer applications, technical Project in this sense. drafting), exposure and basic facilities for line Examples: agency staff and facilitating partners. This o Special training on Rod-Kohi engineering (which will further enable the line agencies to included improved designing and drafting) provide better services to the community for o Alternate dispute resolution similar initiatives. For achieving this o Efficient water use techniques objective, the mission recommends that W4L o Knowledge management, writing skills will need to invest in additional human o Irrigation scheduling flow resources (see below). o GWM system o Institutional development and organisational strengthening o Orientation on WUMP followed by implementation o Informal and formal meetings of community with line agencies to bridge the gap between the duty barer and right holders. 13. The mission observed that the long standing We have comparative advantage and expertise on and close relationship of Intercooperation in groundwater monitoring, water governance and landslides / the Rod-Kohi areas and system has led to landslips in high mountain. enhanced capacities of the partners and successful implementation. Similar efforts and capacity building in other topics are encouraged.
14. The mission feels that there is potential to The Project intensively worked on this. This ranges from increase coordination with government establishing District Coordination Committees with regular stakeholders at the district level. This can be meetings to more day to day contacts and cooperation and ensured through inviting the officials to enhanced services and delivery from the departments. regular review and planning meetings, Developing strong coordination between government and providing them with logistical support for communities by addressing their prioritised needs carrying out field visits and ensuring their documented in the respective WUMPs. participation in each individual Project’s The monitoring teams of P&DD periodically visits the field milestone achievement monitored through areas and provide their feedback. their signature of milestone minutes. The Project Steering Committee is the approval body of the recent Local Government Act 2012 may be Project which discusses and approves the YPO of each year. explored as an opportunity for this purpose The line agencies have been part of the self-evaluation as well. conducted in 2016. The monitoring team of P&DD is also part of the ER mission. The relevant line agencies at district level participate in the six monthly and annual reviews of the Project activities. 15. The Project is involved in different aspects of Collaboration with business companies is still lacking in the the water sector, where the private sector target districts due to limited business activity. However, the could play a bigger role. For this purpose, the Project has provided technical assistance to a sister Project Project should consider collaborating with in Punjab on water efficient rice production the private sector where possible. 16. The mission recommends recruiting Staff for monitoring and knowledge management was additional staff for the Project Support Unit engaged from the beginning of the phase in Peshawar, at regional and/or district level. One specialist on water governance was added who is also A Monitoring, Evaluation and Knowledge an engineer Management Officer shall support more effective monitoring, capturing of field observations and experience documentation efforts. An additional senior level engineer
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Recommendation Project’s Response may be recruited for providing technical assistance to the W4L field staff, management and support of the facilitating partners and strengthening the relationship with the line agencies at regional level. 17. The Project shall compile the process and W4L have several guidelines for internal use: different guidelines in a process manual Schemes guidelines / SOPs including do no harm including an easy to follow step wise Social mobilization guidelines approach. This step wise approach must also O&M procedure include post-construction monitoring and WASH (together with BBB) support of the schemes constructed as part Water quality standards (in Preparation) of the W4L. The post-construction support Groundwater monitoring (in preparation) may include steps that relate to other For future policy mainstreaming we also have: Projects (e.g. Livelihood Project, Rural Water Use Management Plan Users’ Manual for ToT (draft) Support Programmes, local networks, social welfare departments and local government). The last step shall clearly notify the end of the W4L’s support for an individual scheme (exit strategy). A possible last step could be community based economic analysis of the scheme to tune and align the communities’ thinking towards sustainability of the scheme and cost recovery for successful management. The above-mentioned point shall be part of the guidelines to be evaluated and modified periodically. 18. The Project has recently established a The system has further improved and has designated staff computer based Monitoring Information to operate System that has captured all relevant A MIS / database is developed in excel which captures all the information with respect to the relevant data (information) quantitatively and qualitatively. implementation of individual schemes and in relation to the logical framework. This will enable the Project to carry out more effective monitoring of the Project given the system is made fully operational and relevant staff are trained in its use. 19. With the successful implementation of water WUAs were replicated in other areas as well. user associations in the Rod-Kohi areas, the These WUAs are in the process of registration with social Project is considering replicating some of welfare department (the delay is due to security related these concepts in other areas as well. In this guarantees and checks from authorities) regard, the Project is advised to take notice We have analysed different legal options for legalization and of the existing and relevant legislation (e.g. opted to SW option – the easiest under the circumstances Water Users’ Association Ordinance 1981, A study on Customary and Formal Laws and Regulations of National Drinking Water Policy 2009, Local Water Management Systems in the district where Project Government Act 2012) and indigenous operate has been conducted management systems as implemented in Initiated the Water Policy dialogue with Irrigation Chitral and Dir. The Project shall develop a Department KP government for the formulation of clear concept to ensure compliance of its provincial water policy. initiatives with the legal framework. 20. It is suggested that field engineers, technical Thoroughly attended and focussed staff, social sector professionals, staff from the line departments need orientation and basic training in integrated water resources development and management. Hard core engineers and staff have hardly enough exposure to social aspects of resource management from their academic and administrative background. Such orientation and training will be helpful in understanding
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Recommendation Project’s Response the issues at initial stages of scheme implementation. 21. The provided cost-benefit analysis explains See answer to point 3 and focus on this continues investment versus production and income in each individual scheme. This analysis shall be further substantiated with comparative analyses between different types of systems, e.g. on a) unit cost involved to convey the water from the source to the end use, b) unit cost per litre water and, c) increase in production and income as motivation for members of water user association to increase their repair and maintenance contribution than before. The results shall be brought to the notice of policy makers. 22. Water has a cost: in addition to the capital Chowdwan scheme in on cost basis – two more schemes in and recurrent costs for the scheme, it also two other districts are being negotiated on the same has an opportunity cost, i.e. the benefits principle. The idea is to leave at least one such scheme as an foregone from possible alternative uses of example. the resource. However, the situation in each We have studied Changa Water Project Bhalwal for seeking scheme is different: in some locations water inspiration in this regard. is scarce and careful water application is a prerequisite to ensure water availability for all. In other places, there is enough water so that water demanding crops can be grown without measurable impact on the overall ecological health, but better impact on the farmers’ incomes. The Project shall launch a debate during the planning exercise on the concept of water costing and if feasible propose pilot interventions in Phase II. 23. The guideline provides an excellent basis of Yes, following guidelines of each thematic area has been the collaboration and shall be implemented developed and implemented effectively: effectively. o Social Mobilization inclusive of gender strategy and organisation of WUGs o DCC role o DWSS Schemes o Scheme implementation process o Role of Public Private Partnership o Step wise Roles - Role and Responsibilities of relevant stakeholder in the implementation of Community Manage Schemes
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Annex 5: W4L community based water management institutions and membership
Water User Groups (WUGs) Water User Associations (WUAs) Apex Organisations Number Membership of Apex Number of WUGs Membership of WUGs Number Membership of WUAs District Zam / Valley of Apex WUAs of WUAs Men Women Mix Total Men Women Total Men Women Total WUAs Men Women Total Daraban Zam 31 32 0 63 164 160 324 1 64 32 96 Dera Ismail Sheikh Haider Zam 12 12 0 24 62 60 122 1 32 14 46 1 13 3 16 Khan Chowdwan Zam 31 30 0 61 171 150 321 1 42 28 70 Tank Tank Zam 46 46 0 92 243 230 473 1 46 46 92 0 0 0 0 Thall Valley 86 77 0 163 443 382 825 1 87 76 163 0 0 0 0 Latambar 13 11 0 24 64 47 111 0 0 0 0 Karak Chontra Valley 77 65 0 142 369 302 671 1 121 104 225 0 0 0 0 Karak 34 28 0 62 169 117 286 0 0 0 0 Arandu Valley 39 25 0 64 195 125 320 4 185 0 185 1 10 0 10 Birir Valley 1 1 14 16 64 21 85 1 60 3 63 0 0 0 0 Chitral Shishikoh Valley 30 30 6 66 163 167 330 3 111 15 126 1 9 1 10 Gobor Valley 0 0 24 24 96 31 127 3 90 24 114 1 9 0 9 Total 400 357 44 801 2203 1792 3995 17 838 342 1180 4 41 4 45
Source: W4L Project
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Annex 6: W4L progress against project log frame43
Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Impact (Overall Goal) Optimizing water 137% is the average increase in the conveyance efficiency in water scared areas. From scheme baseline Contribute to agricultural resource use respecting 1.2 cusec – baseline discharge of the water channel – Chitral (2.8 cusec recorded after reports/ Monitoring development and environmental intervention). Water conveyance efficiency increased by 133% Database enhancing of rural consideration D I Khan- Water conveyance efficiency increased 0.12 Cusec - baseline discharge of the unlined / economies in ecological kaccha water channel from tube-well - Karak (after pipelining the discharge has increased to 0.29 fragile, semi-arid and poor cusec). Water conveyance efficiency increased by 142%. districts of Khyber 32% increase in irrigating land for cultivation Pakhtunkhwa through In 64 villages 67307 acres of cultivable land is available. Out of which 7684 acres of land was equitable access to water irrigated before. After implementation of 39 irrigation schemes, 14109 acres of new land is brought under irrigation thus making a total land 21793 acres. (From 11% it increased to 32% with respect to the total land). Income increase / Increase in the income of farmer from the major crops from the Project interventions are (8866 HHs): Note: more information expense saving In D I Khan, 77% increase in income of farmer from wheat production; 87% increase in income of will be available after farmer from gram production. conducting economic In Karak, 259% increase in income of farmer from wheat production. analysis of Project In Chitral, 47% % increase in income of farmer from wheat production; 27% increase in income of interventions in 2nd farmer from maize production. semester of 2017. Scheme baseline / Monitoring Database Increased productivity Farmers experience diversification in major crops, i.e., wheat, maize and grams in 64 villages Scheme baseline and diversity in benefitting 8866 HHs reports agriculture In D I Khan (6 schemes for 24 villages), 78% increase in wheat production; 87% increase in gram Monitoring Database production Self-evaluation In Karak (13 schemes for 14 villages) 197% increase in wheat production In Chitral (14 schemes for 17 villages) 35% increase in wheat production 16% increase in maize production
43 As reported by the W4L project team
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Reduction in water borne 40-60% (no. and type of diseases occurrence reduced from 5 to 2) in 59 villages. Scheme Baseline report diseases Initially the annual average of Rs. 14883/- per HH was spent on health issues specifically from Self-Evaluation water borne diseases but now it has reduced to Rs. 5653/- per annual per HHs in 59 villages. Outcome 1: XX % less disputes on 102 out of 452 water related disputes are resolved in the Project working areas. (23% less of the From: WUMP, Self- Water users and local water total disputes on water by end of March 2017). evaluation, Monitoring authorities jointly change (452 disputes as In Chitral, the Water User Associations identified 15 disputes and managed to resolve all. Database frame conditions for identified by WUMPs) In Karak, Water User Groups identified 428 water related disputes (mainly on facilities) in villages Complaints record with equitable water governance and managed to resolve 80 with the support of WUAs. AC Rod-Kohi systems on larger scale In D I Khan, Water User Groups identified 7 water related disputes (mainly on distribution) and Department managed to resolve with the support of WUAs.
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Water policies include Introduction of GWMS installation in Karak and D I Khan in collaboration with PHED under the Six Monthly and Annual priority setting for water technical guidance of IWMI that have created evidence base for lobbying policy formulation Reports, Monitoring conservation and regarding water conservation and its efficient utilization in water scarce areas both for drinking Database, Minutes, efficient use of water and production purposes. workshop/seminar resources (e.g. control on A series of orientation and training sessions on Ground Water Monitoring Instrumentation was reports tube-wells in areas with held with different stakeholders at district and provincial levels- Lists of participants low water tables) Seminar on Ground Water Monitoring System at Provincial level Peshawar held with the technical support of IWMI. As a result, it was agreed to initiate the ground water monitoring on pilot basis in southern district by installing monitoring systems in Karak & D I Khan in collaboration with PHED. A seminar on Depletion of Ground Water in District Karak was organized to sensitise the local authorities and communities about the depletion of ground water in Karak on the basis of updated technical study of irrigation department KP in 2013-2014 Orientation and training on technical data collection through GWM system by IWMI at Lahore in 2016 Workshop held on Partnership for addressing Water Sector issues in District Chitral in 2016 Local Adaptation Plan of Action for Chitral 2017-2021 is prepared and approved by District Administration. The plan addresses the climate changes and challenges in Chitral as well as it serves as a district planning tool for the government and other development actors. The local adaptation plan developed is in line with the national and provincial climate change policy frameworks. The Project has initiated the Water Policy dialogue with Irrigation Department KP government for the formulation of provincial water policy. A National Workshop was held on Drought Prediction and Mitigation- Experience of different organisations including PMD was shared to sensitise the participants about climate changes that will guide them in future planning interventions. WUMP initiated from 8 WUMPs – 2 in Karak, 1 in DIK, 1 in Tank and 4 in Chitral are prepared, approved/ vetted by the 8 WUMPs documents villages, up-scaled at District Coordination Committees (DCCs). Tehsil has been adopted as a unit for conducting Monitoring Database, 8 Tehsil and eventually WUMPs in Karak and D I Khan. In Tank watershed catchment area (Zam) while valley has been WUMP Reports, Self- district level adapted in Chitral which will ultimately be up-scaled to district level where appropriate. Evaluation
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Technical departments 5 Technical Departments and 4 NGOs have financially supported 48 DWSS, Irrigation and other Project monitoring take into account type of schemes from the approved WUMPs of Chitral, Karak and D I Khan. These 48 schemes database. area/sub-sector potential benefit 7017 HHs by ensuring clean drinking water, improving irrigation water availability to 1226 Annual progress reports and District WUMP in acre of land and protecting their houses and land from floods. Line agencies and other their annual financial In Chitral, PHED, District Council, CDLD, AKRSP, Islamic Relief Pakistan and Concern Rapid Fund organisations records allocation have taken up 21 priority initiatives WUAs records In Karak, OFWM, Water & Soil Conservation Department and elected representatives of LG have taken up 22 priority initiatives. In D I Khan, Rod-Kohi Revenue Department has taken 5 initiatives from WUMP benefiting 12 villages. Decrease of flood The DRM measures are taken into account for 39 Irrigation and 47 drinking water supply schemes Project monitoring damages in flood during implementation to protect and make them sustainable. database. irrigation basins From the WUMPs’ priorities, Soil and Water Conservation Department, Concern World Wide, Annual progress reports AKRSP, CDLD and Islamic Relief Pakistan have constructed 13 DRR scheme which is benefiting Line agencies and other 1259 HHs and protecting 486 acres of land in 13 villages (7 in Karak and 6 in Chitral). organisations records WUAs records Output 1.1: 4 No. WUMPs prepared 8 WUMPs prepared and approved by 4 DCCs in Chitral, Tank, D I Khan and Karak. Through WUMPs documents and Local authorities have and duly vetted by WUMPs preparation Project is reached to 496 villages having 208153 HHs. DCC Meeting Minutes developed and coordinate District steering and The Project prepared 8 WUMPs covering 5 Tehsils, 34 Union Councils (UCs), 107 Village Councils implementation of Water coordination committee (VCs) Use Management Plans In Karak 119 villages of Chontra and 85 villages of Thal (WUMP) based on water In D I Khan 74 villages in Daraban- D I Khan rights and collective In Tank 65 villages in Tank Zam accountability in water In Chitral 52 villages in Shishikoh, 56 villages in Arandu, 30 villages in Gabor valley and 15 villages catchment areas in Birir. The Project has physically reached 123 villages benefitting 34009 HHs (against LFA targets of 45000 HHs) achieving 73% of the target by implementing 86 schemes. .... % increase in fund This will be determined in the last semester of 2017. PSC Meeting allocation for water Dialogue is continued with different departments for securing fund allocation through ADPs for Minutes/directives 2017 sector the priorities set in WUMPs.
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments .... % increase of access 152% increase in access for women to irrigation water in the Project areas Scheme Baseline for women to water 150% increase in access for women to drinking water in Project working areas. Reports, Six and Annual (drinking, domestic use, 70% of the drinking water schemes are prioritized by the community women and endorsed by Progress Reports, agriculture and the men during WUMP planning and implementation process. Monitoring Database livestock). The impact of the 47 DWSS schemes in 59 villages is commendable. The women who fetched Reports water average 3.8 Km from their houses to the source are now getting water on their doorstep especially in the water scarce areas. Women and young boys and girls were responsible for collection of drinking water for domestic use. WUMP 4 DCC are formed and notified which are effectively and efficiently steering and coordinating Notification of the DCC steering/coordination WUMPs at district level. DCC Meeting Minutes committee The DCC has nominated Assistant Commissioner as the focal person to deal and decide upon the institutionalized and WUMP related initiatives. functional The DCC meets every six months to review WUMPs progress with respect to its implementation Output 1.2: Traditional systems are -Study on traditional water management practices (systems) was conducted in Karak, D I Khan Study report Local authorities have recognized in and Chitral with the support of experts from PHED, OFWM, Irrigation Department and private reformed traditional government rules / sector expert. The final report is shared with departments for their feedback and to initiate regulatory system(s) policies of water dialogue for future reform if necessary including administrative management at district rules on participation and level
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments decision making of/by XX no. changes in the WUMP holistic approach towards water inventory/ water budgeting of a specific geographic unit 8 WUMPs’ Reports stakeholders. districts have been Registration of local institutions for their wider/legal role including water management (Recommendation 1) considered for a policy Recognition by the community, govt. and other actors about the inclusion of women in local The documents (bylaws, change at the Provincial institutions as well as DCC constitution) revised level (up-scaling) Planning before flood irrigation season in Rod-Kohi area is in place and submitted for Orientation/ sensitization of community, govt. and other development actors about ground registration with Social water depletion (disaster) in Karak Welfare Department (Recommendation 3) Number of local institution, representation at WUA and DCCs (Recommendation 6) Rod-Kohi area activities calendar developed distributed among users including govt. (Recommendation 7) Recommendations from Provincial Seminar, orientation workshop at district level, 2 no. GWMS have been installed each in Karak and DIK (Recommendation 13) Regulatory framework WUMP as strategic planning tool at geographic unit WUMPs documents improved in favour of O&M system/mechanism established at community level O&M guidelines equitable water Contribution by community in execution of scheme (training material) distribution Pay for services (drinking water supply services) Scheme agreement Model of Chowdwan DWSS MoU sign Revised regulations on standards and procedures
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Outcome 2: Safety standards for The Project follows the PHED safety guidelines and standards in providing clean and safe Provincial drinking Local authorities and water drinking water drinking water (where applicable) water policy 2015 users assume their revised implemented by relevant The Project has trained 1604 men, women and children in good practices of Health and Hygiene. Water quality test mandates for necessary authorities This included 285 girls and 504 boys’ students, 6 men and 3 women teachers, 422 men and 384 reports investments in water-linked women from WUGs and WUAs. In addition, the Project also trained Government and private Training reports infrastructure and provision schools teachers and students, BHUs, WUAs/ WUGs representatives). (50 Government Teachers, of corresponding quality 29 WUAs member, 7 WUGs members, 5 from District Administration, 7 from Elected services Representatives -Local Government HH and villages have 41026 HHs in 171 villages are benefitted through implementation of interventions (water for Project monitoring increased access to and production and drinking). The details are; database equitable distribution of The Project has benefitted 34009 HHs in 123 villages by providing clean drinking water at their water for drinking and door step and irrigation schemes irrigating 21793 acres of land of 8866 farmers. agriculture/livestock Line Agencies and other organisations have benefitted 7017 HHs in 48 villages through provision 48 schemes which are taken from WUMPs and is also included in their ADPs i.e. clean drinking water (11 schemes), irrigation water (740 acre of land irrigated through 16 schemes), protection wall (13 DRR structures protecting 486 acres’ land and 4429 HHs) and sanitation (8 schemes). XX no of water-linked 134 (86 by Project benefiting 123 villages and 48 by other organisation benefiting 48 villages) Project monitoring investments water-linked investments/scheme implemented in 171 villages taken up from WUMP priorities by database. implemented in XX the Project, Line Agencies and other organisations. (see also indicator no. 1.4). The details of Annual progress reports villages other organisations are; Line agencies and other 48 schemes (taken from the WUMPs) in 48 villages by PHED, OFWM, Water & Soil Conservation organisations records Department, District Council, Rod-Kohi Revenue Department and other NGOs – AKRSP, CDLD, WUAs records SADP, Islamic Relief Pakistan and Concern World Wide. Access and quality of the Functional linkages between WUAs and service providers established MOUs with services services meet the needs Technical (government line departments- PHED, OFWM, Irrigation, SCD and agriculture) are providers of WUAs involved in planning and execution of the scheme is established. Minutes of DCC Skill enhancement of services provider through imparting different Trainings, exposure visits and meetings workshops. Training reports Project Database
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Output 2.1: XX WUAs formed, 17 WUAs are formed representing 801 WUGs (400, women 357 and 44 mixed groups) in the total Project Database Service providers’ registered and are Project target areas (496 villages). WUAs record and operational capacities are involved in WUMP 17 WUAs are in-process with SWD for registration. Out of this 6 WUAs are registered under CCBs Meeting minutes strengthened in line with implementation with act 2000. All WUAs are involved in 8 WUMPs planning and implementations. Registration certificate reformed mandates and district authorities under CCB act.2000 standards Record and correspondence of Social Welfare Department WUMPs Database including prioritization process Technical Departments / Capacity building of 137 government officials on different themes. Following are: Trainings Reports private sectors are o Cost analysis and cost recovery Project monitoring delivering technical o Efficient water utilization techniques for irrigation Database services with consistently o Irrigation Scheduling and flow measuring techniques Partnership Agreements reduced external o Capacity building on GWMS Field visit reports of technical support Capacity building of 112 partner NGOs staff on different topics. GLAs o Disputes management Divisional monitoring o Proposal Writing directorate reports o Financial Management o Monitoring o Advocacy and lobbying o IDOS o CMST o -Capacity building of 1219 members of local institutions (WUAs, WUGs). o Disputes management o Proposal Writing o Financial Management and record keeping o WUAs Assemblies o Advocacy and lobbying o CMST o Operation and maintenance o Orientation on GWMS Partnership with local NGOs.
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments XX No. of Project The local institutions (VOs, WUGs and WUAs) approached different departments and other Departments/ other proposals processed and organisations to secures funds for the addressable of their water related issues/needs. For this, 77 organisation record executed on water resolutions were submitted and as a result 48 schemes in 48 villages implemented by PHED, Copies of resolution conservation, harvesting OFWM, Water & Soil Conservation Department, District Council, Rod-Kohi Revenue Department WUAs record and efficient use and other NGOs – AKRSP, CDLD, SADP, Islamic Relief Pakistan and Concern World Wide. Project monitoring database Quality standards of Regular supervision and monitoring by department Committee formation water infrastructures Engaging WUGs/WUAs in execution and monitoring Monitoring report improved Joint committee for procurement of materials as per specification XX No of private sector 04 organisations/ individual local experts from privet sector provides technical services to the TOP for services actors provide community on their demands provision complementary services Hindukush Engineering consultancy service Reports and record of Khushali Associate Private Limited services providers International Water Management Institute WUGs/WUAs record South Asian Conservation and Agriculture Network Output 2.2: XX% of WUAs mobilize 80% of the WUAs are planning according to their road map which addresses their prioritized Minutes of WUAs Water User Associations quality planning and needs. meeting with WUGs (WUA) assume the advocating services to Functional linkages with government department, elected representatives and other Project Database ownership on WUMPs and their members organisation to avail services for their member WUGs. Meeting record with lobby for financing and different organisations efficient maintenance Partner NGOs record services WUAs coordination of 17 WUAs capacity has enhanced through series of trainings for capturing services and keeping Minutes of WUAs private technical and coordination with private and technical departments. meetings legal services o Supporting WUGs in obtaining NOC from the concern department. DCC meeting minutes o Support WUGs in disputes resolution through ADR NOC documents o Support WUGs in bank account opening. Bank account details o Efficient water utilization techniques for irrigation Training reports o Road map of 17 WUAs for water sector development in their respective areas Education department o Training of 1604 women and children in health and hygiene including safe handling of MoU at district level drinking water at domestic level monitoring report Policy notifications from District / Provincial authorities based on feedback from WUAs.
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments Resource allocation / See indicator of Output 2.1.3 generation for implementation of WUMPs. WUAs have included The Project has formed 17 Water User Associations (WUAs) and 3 Apex WUA in the Project Minutes of WUAs women, youth, landless working areas. These 17 Water User Associations are representing 801 Water Users Groups (400 meetings etc. in their executive men, DCC meeting minutes bodies o 357 Women groups are formed training reports o Women representation in WUAs and DCC Project Monitoring o 24 women in leadership role in 17 WUAs report o 57 youth are leadership role in 17 WUAs Project database 41 landless are in leadership role in 17 WUAs Quality standards of Repeated from 2.1 Output indicators water infrastructures Output 2.3: Repository hosted by a -WOCAT Local authorities and other relevant institution -PAMOJA involved stakeholders share -CCC- AUP new skills and knowledge -Database of W4L on reformed water -HSI Website governance Knowledge events result -Ground water monitoring in at least 10 joint -Climate Scenario initiatives by various -LAPA 2017-2021 actors for water sector -8 WUMPs development -Rod-Kohi system in D I Khan
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Hierarchy of Results Key Indicators Progress as of 30 April 2017 Evidences / Comments XX thematic papers, Water Governance- papers A thematic advisory group is policy brief and case Ground Water Monitoring formed studies available WUMP Planning Process Infiltration gallery as a technology - documentation and publication in WOCAT WUMP as a process – documentation in WOCAT Capex of W4L along with 28 case studies (in process) 8 WUMPs (English and Urdu) Annual Reports of HSI Annual Reports of W4L Training Reports Customary and Formal Laws and Regulations of Water Management Systems of KPK Rod-Kohi Seasonal Calendar Prospects and achievement - Rod-Kohi System of D I Khan Self Evaluation – Phase II ….. demands for 5 Universities, 520 Students from various departments, Agriculture University, Peshawar, 7 Line knowledge material / Agencies, 16 NGOs, 2 Media and 5 Experts. visitors to the websites Regular publication WOCAT (news magazine) on Express Tribune water governance Dawn News Chitral Times Source: W4L project team
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Annex 7: DCCs and membership
DCC Membership Meetings Date of Distric DCC Focal Other Formation GLAs GLAs NGOs NGOs W4L W4L WUAs WUAs Other Org.s Minutes t Person Total Org.s Conducted of DCC (Men) (Women) (Men) (Women) (Men) (Women) (Men) (Women) (Men) Issued (Women) Extra Assistant D I 29/04/2014 Commissioner 35 10 0 2 1 4 2 4 2 0 0 6 4 Khan (EAC) Rod-Kohi Deputy Tank 09/02/2015 24 9 0 2 1 4 2 4 0 0 0 1 1 Commissioner Deputy Karak 05/06/2014 34 9 0 2 1 1 1 2 1 2 0 10 5 Commissioner Deputy Chitral 04/05/2016 34 7 0 8 0 4 2 6 2 1 0 2 2 Commissioner Total 127 35 0 14 3 16 5 3 0 19 12 Source: W4L project data
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Annex 8: Water related infrastructure schemes and beneficiaries under W4L
8.a. Drinking water supply
S. # Name of Scheme District Year Scheme Cost (PKR) Beneficiaries Total Cost W4L Share Community/ Men Women Other Share 1. New DWSS at Village Jandi Babar D I Khan 2015 2017149 1657749 359400 1236 1287 2. Rehabilitation of pipeline and construction of storage tanks at Village D I Khan 2015 558300 483055 75245 451 469 Mochiwall 3. Rehabilitation of Village Gandi Essab DWSS D I Khan 2015 1126211 858711 267500 484 504 4. Extension of Village Chowdwan DWSS D I Khan 2015 2239121 1922921 316200 5363 5385 5. New DWSS at Village Buki D I Khan 2015 1823124 1645684 177440 1676 1744 6. New DWSS at Village Gara Ahmad D I Khan 2015 459538 411638 47900 223 233 7. New DWSS at Village Kori Hote D I Khan 2015 1629578 1446768 182810 1862 1938 8. New DWSS at Village Kori Jamal D I Khan 2015 1463670 1282195 181475 1490 1550 9. New DWSS at Village Moga D I Khan 2015 496570 439258 57312 447 465 10. Rehabilitation of pipeline and construction of water tanks at Village Kot D I Khan 2015 1969347 1751017 218330 1862 1938 Musa 11. New DWSS at Village Kota Dirkhan D I Khan 2015 370504 333104 37400 205 213 12. New DWSS at Village Essa Gattar D I Khan 2015 844710 755460 89250 912 950 13. New DWSS at Village Thalyan D I Khan 2015 1253054 1106024 147030 1117 1163 14. Rehabilitation of DWSS (solarisation) at Village Gara Khan, for village, D I Khan 2016 4129000 4129000 0 4949 5151 Sheikh Haider 15. Rehabilitation of DWSS (construction of water tank) at Village Gara Maroo, D I Khan 2016 852057 726907 125150 745 775 Chowdwan 16. New DWSS (construction of water tank) at Village Gandi Ashiq, Sheikh D I Khan 2016 1893539 1599323 294216 1788 1860 Haider 17. Rehabilitation of DWSS (pipeline) at village Ranwal, Tank Zam Tank 2016 3704650 3061250 643400 13171 13284
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S. # Name of Scheme District Year Scheme Cost (PKR) Beneficiaries Total Cost W4L Share Community/ Men Women Other Share 18. Extension of DWSS (pipeline) at village Gul Imam, Tank Zam Tank 2016 3831050 3166150 664900 8938 9302 19. Rehabilitation of DWSS at village Tank City/Umar Ada, Tank Zam Tank 2016 9144637 7944637 1200000 35292 35732 20. Extension of DWSS at village Sheedan Banda Karak 2015 1494740 1260640 234100 196 204 21. Extension of DWSS at village Mianki Banda Karak 2015 1759550 1466350 293200 279 291 22. Extension of DWSS at Shawa Nasrati Karak 2015 1962861 1624761 338100 368 383 23. Extension of DWSS at Village Dagar Sar Karak 2015 1611950 1353450 258500 490 510 24. Extension of DWSS (storage tank & pipeline) at village Ibrahim Khel, Takht- Karak 2016 1775301 1432301 343000 490 510 e-Nasruti 25. Extension of DWSS (storage tank & pipeline) at village Warana Mir Hassan Karak 2016 3135818 2564098 571720 2450 2550 Khel, Takht-e-Nasruti 26. Extension of DWSS (storage tank & pipeline) at village Gumbati Mena Khel, Karak 2016 2234840 1795100 439740 1960 2040 Takht-e-Nasruti 27. Extension of DWSS (storage tank & pipeline) at village Doog Korona, Karak 2016 2496996 2164556 332440 1005 1046 Chontra 28. Extension of DWSS (storage tank & pipeline) at village Manger Khel, Karak 2016 3261140 2820440 440700 1127 1173 Chontra 29. Extension of DWSS (pipeline) at village Algada Meta khel to Drab Kala, Karak 2016 4551220 4102845 448375 1470 1530 Chontra 30. Extension of DWSS (solarisation of tube-well & Pipe Line) at village Ghundi Karak 2016 5300774 4263494 1037280 4498 4682 Kala Chontra 31. Extension of DWSS (storage tank & pipeline) at village Kemanri Banda, karak 2016 2720223 2324623 395600 1862 1938 Chontra 32. Pipeline and storage tanks at village Shadi Khel & Wanki Siraj Khel Karak 2016 5493740 4510684 983056 4043 4180 33. New DWSS at village Akroi Khas Chitral 2015 3284648 2727223 557425 455 473 34. New DWSS at village Karagram Chitral 2015 2894068 2352835 541233 384 400 35. Rehabilitation of DWSS at village Lachigram Chitral 2015 2650218 2191370 458848 584 608 36. New DWSS at village Matipolol Chitral 2015 2453503 2043493 410010 267 277
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S. # Name of Scheme District Year Scheme Cost (PKR) Beneficiaries Total Cost W4L Share Community/ Men Women Other Share 37. Rehabilitation of DWSS at village Madaklasht-2 Chitral 2015 1366856 1091784 275072 510 530 38. New DWSS at village Tar Chitral 2015 2024112 1594582 429530 255 265 39. New DWSS at village Swardam Payeen, Arandu Chitral 2016 5541275 4699473 841802 666 694 40. Rehabilitation of DWSS at village Dondidari & Swato, Arandu Chitral 2016 1299260 1071460 227800 486 506 41. New DWSS at village Godibar, Arandu Chitral 2016 4134208 3693358 440850 329 343 42. New DWSS at village Dombat, Asper, Arandu Chitral 2016 3185668 2653093 532575 1385 1408 43. New DWSS at village Mirakbat, Mashadam, Reshigal & Dinbat, Arandu Chitral 2016 6860176 5847526 1012650 941 979 44. Rehabilitation of DWSS at village Bishal, Asper, Guru, Urori, Birir Chitral 2016 1555076 1334476 220600 662 677 45. Rehabilitation of DWSS at village Tingail, Shishikoh Chitral 2016 2220133 1918097 302036 882 918 46. New DWSS at village Sheraton, Shishikoh Chitral 2016 3644958 3037413 607545 416 432 47. Rehabilitation of DWSS at village Bela Kashankool Shishikoh Chitral 2016 1287838 1057213 230625 263 265 Total 122006959 103717589 18289370 110934 113755
8.b. Irrigation
Scheme Cost (PKR) Beneficiaries S. # Name of Scheme District Year Community/ Total Cost W4L Share Area (Acre) Households Other Share Rehabilitation of Nallah-dinwah from village Mochiwall to 1. D I Khan 2015 2980625 2537473 443152 2728 769 Dholka Kona Rehabilitation of Paal Maherban from village Gara Mehrban to 2. D I Khan 2015 2727298 2349098 378200 3284 974 Gaa Miralam Rehabilitation of Gati Abdullah Irrigation Scheme from village 3. D I Khan 2016 1273028 1098939 174089 1600 121 Mochiwall to Tilakor
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Scheme Cost (PKR) Beneficiaries S. # Name of Scheme District Year Community/ Total Cost W4L Share Area (Acre) Households Other Share Desiltation of Pall Mourat Irrigation Scheme from village 4. D I Khan 2016 1443726 1237115 206611 1581 160 Gandi Essab to Kot Mukal Gated structure at Pallsandi irrigation scheme from village 5. D I Khan 2016 2448687 2113309 335378 843 137 Gara Ramzi to Dolka Jadid Desiltation of Rud Gajstan Irrigation Scheme at village Gara 6. D I Khan 2016 1120846 1018671 102175 1250 450 Matt 7. Chessan Kach Irrigation Scheme (desiltation) Tank 2016 990403 849430 140973 1493 528 8. Adam Abad Irrigation Scheme (Gated Structure) Tank 2016 952885 859360 93525 750 300 9. Ranwal Irrigation Scheme (disiltation) Tank 2016 2678713 2169813 508900 2500 1046 Gara Budha Irrigation Scheme (desiltation of Rudh Lora + 10. Tank 2016 1620012 1436798 183214 624 450 Gatted Structure) 11. Pathan Kot Irrigation Scheme (desiltation) Tank 2016 1652779 1349429 303350 2165 1087 12. Gara Hayat, Kot Mito Tank 2016 1756770 1534649 222121 914 314 Extension of irrigation channel (piped water course), Amin 13. Karak 2015 1075078 882205 192873 62 65 Khel Dawola 14. New irrigation channel (lining), Bogara Karak 2015 1544916 1285900 259016 178 160 Infiltration gallery and irrigation channel (piped water course), 15. Karak 2015 2328217 1887778 440439 145 70 Sarki Lagawar 16. Extension of irrigation pipeline Karak 2016 829890 674790 155100 36 40 Extension of irrigation pipeline and construction of storage 17. Karak 2016 1797591 1485238 312353 62 47 tank Mansoori Kala Extension of irrigation pipeline, construction of infiltration 18. Karak 2016 2818168 2366872 451296 156 67 Gallery and storage tank Zairat Siraj Baba 19. Extension of irrigation pipeline Jarasi Banda Karak 2016 1253479 1025379 228100 41 37 20. Diversion structure irrigation scheme at village Dhab Kala Karak 2016 832168 696048 136120 92 84 Extension of irrigation pipeline and construction of storage 21. Karak 2016 1739717 1498622 241095 64 78 tank Garori Chambi
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Scheme Cost (PKR) Beneficiaries S. # Name of Scheme District Year Community/ Total Cost W4L Share Area (Acre) Households Other Share 22. Extension of irrigation pipeline Kando Khel Gharbi Karak 2016 1101599 965479 136120 35 70 Extension of irrigation pipeline and construction of storage 23. Karak 2016 4316775 3536395 780380 328 344 tank Alwar Banda, Zheera Banda Extension of irrigation pipeline and construction of storage 24. Karak 2016 1387332 1161757 225575 35 54 tank Meta Khel-3 Extension of irrigation channel pipeline and construction of 25. Karak 2016 1202466 972490 229976 41 38 storage tank Garori Char khel Improvement of irrigation channel (lining) at village Asper, 26. Chitral 2015 2046645 1593040 453605 79 223 Arandu Improvement of irrigation channel (lining) at village Langarbat 27. Chitral 2015 2465759 2009100 456659 64 120 Bala, Arandu Rehabilitation of irrigation channel (flood damage) at village 28. Chitral 2015 2646292 2164076 482216 49 82 Muzdeh, Shishikoh Rehabilitation of irrigation channel (flood damage) at village 29. Chitral 2015 1721579 1436099 285480 51 74 Tingail, Shishikoh Improvement of irrigation channel (lining) at village Kalas, 30. Chitral 2015 1595934 1363599 232335 35 45 Shishikoh Improvement and rehabilitation of irrigation channel at village 31. Chitral 2016 2596180 2236480 359700 69 50 Dombat, Arandu Improvement and rehabilitation of irrigation channel at village 32. Chitral 2016 2947865 2532715 415150 63 65 Domail Nisar Payeen, Arandu Improvement and rehabilitation of irrigation channel at village 33. Chitral 2016 3248755 2775625 473130 50 80 Langurbat Payeen, Arandu Improvement and rehabilitation of irrigation channel at village 34. Chitral 2016 3115143 2624743 490400 123 220 Arandu Khas, Tawheed Abad and Arandu lasht, Arandu Improvement and rehabilitation of irrigation channel at village 35. Chitral 2016 1233640 1055140 178500 9 40 Birir Nisar, Birir Improvement and rehabilitation of irrigation channel at village 36. Chitral 2016 2077413 1758913 318500 27 141 Bihal to Grass Kurru, Birir
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Scheme Cost (PKR) Beneficiaries S. # Name of Scheme District Year Community/ Total Cost W4L Share Area (Acre) Households Other Share Improvement of irrigation channel from village Shahi Noor to 37. Chitral 2016 2136512 1820262 316250 39 61 Hoon, Shishikoh 38. Rehabilitation of irrigation channel at village Purgal, Shishikoh Chitral 2016 2199033 1830861 368172 38 80 Improvement of irrigation channel at village Beband, 39. Chitral 2016 4392033 3766393 625640 90 95 Shishikoh Total 78295951 65960083 12335868 21793 8866 Source: W4L project data
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Annex 9: Capacity building investment by W4L
District Title of CB Event/Training Year of Participants Training Men Women
Dera Ismail Community Management and Skill Training (CMST) 2014 30 16 Khan Organisational management, Record keeping and O&M 2015 95 122
Health and Hygiene (H&H) 2015 14 7
Water Costing Training for DWSS 2015 24 4
Training Needs Assessment (TNA) of farmers regarding their needs 2015 14 1
Training of WUAs on proposal development 2015 33 3
Conflict Management Around Water Resources 2016 10 7
Financial Management Skill Training 2016 22 1
Health and Hygiene 2016 120 183
Efficient water Use Technique for farmers 2016 33 0
Operation and maintenance for O&M committee members 2016 26 0
Orientation on WUMP to PNGOs and GLAs 2014 22 4
Orientation on WUMP to elected representative of LG system 2016 32 8 WUA Assembly 2016 63 17
Advocacy and lobbying around water 2017 13 3 Tank Community Management and Skill Training (CMST) 2014 11 0
Health and Hygiene 2015 4 2
Conflict Management Around Water Resources 2016 5 2
Financial Management Skill Training 2016 11 1
Health and Hygiene 2016 14 19
Operation and maintenance for O&M committee members 2016 23 0
WUA Assembly 2016 18 26
Efficient water Use Technique for farmers 2016 23 0
Orientation on WUMP to PNGOs and GLAs 2014 18 3
Orientation on WUMP to elected representative of LG system 2016 33 6
Advocacy and lobbying around water 2017 10 Karak Community Management and Skill Training (CMST) 2014 27 19
Conflict Management around Water Resources 2015 28 2
Training Needs Assessment (TNA) 2015 20 1
Health and Hygiene 2015 16 9
A seminar on Depletion of Ground Water in District Karak 2015 84 8
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District Title of CB Event/Training Year of Participants Training Men Women
Project Proposal Writing 2015 23 3
Training of nominated farmers for Efficient Water Application 2016 67 1 Techniques Financial Management Training 2016 50 1
Health and Hygiene 2016 104 96
WUAs Assembly 2016 47 9
Training and Field Deployment on Automatic Groundwater 2016 19 0 Monitoring instrumentation
Orientation on WUMP to PNGOs and GLAs 2014 17 3
Operation and maintenance for O&M committee members 2016 23 0
Efficient water Use Technique for farmers 2016 23 0
Orientation on WUMP to elected representative of LG system 2016 58 12
Advocacy and lobbying around water 2017 26 2 Chitral Capacity building on Role and Responsibilities of WUGs & WUAs 2014 63 24
Community Management and Skill Training (CMST) 2014 152 35
Organisational Management, Record keeping and O&M 2015 19 0
Financial Management 2015 28 6
Conflict management around water 2015 20 7
Training on health hygiene 2015 91 53
Partnership in water sector development in District Chitral 2016 16 4
Training of WUAs on proposal development 2016 20 4
Efficient water application techniques for farmers 2016 67 0
WUA assembly 2016 60 8
Orientation on WUMP to PNGOs and GLAs 2014 17 5
Orientation on WUMP to elected representative of LG system 2016 23 6 Advocacy and lobbying around water 2017 22 3 Operation and maintenance to O&M committee members 2016 28 3
National / Institution Development and organisation strengthening (IDOS) - 2014 28 12 Provincial Project team, LPH, HSI, Partner NGOs, SPTs, CHIP and WUGs (As a case of Karak)
CMST Tarining at district Level 2014 23 14
Orientation on WUMP to Project Team, PNGOs, Government Line 2014 34 6 agencies, LPH and CHIP
Provincial workshop on approach of WUMP by Juerg and Madan- 2014 35 5 Regional Experts from HSI Nepal (Heads of GLAs in water sector, University of Agriculture, Peshawar, etc.)
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District Title of CB Event/Training Year of Participants Training Men Women
Irrigation Scheduling and flow measuring techniques 2014 51 1 Training of partner NGOs on disputes resolution 2015 16 6
Capacity building on GWMS of the relevant stakeholders at IWMI 2016 17 0 Lahore Cost benefit analysis of community base small Scheme (irrigation 2015 4 22 and drinking)
Seminar on Ground Water Monitoring System at Provincial level 2015 33 7 Peshawar Capacity building on GWMS of the relevant stakeholders (from D I 2017 21 Khan and Karak) at district Karak in collaboration with IWMI
A National Workshop was held on Drought Prediction and 2016 32 4 Mitigation-
Financial management for community base organisation 2016 15 1
M&E workshop for partner NGOs 2016 16 8
Workshop on Water Governance 2017 33 4
Efficient Water Application Techniques (for concerned professionals 2017 28 of GLAs)
Total 2365 849 Source: W4L project data
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Annex 10:W4L Project Steering Committee membership
1. Additional Chief Secretary (Development), Government of Khyber Pakhtunkhwa – Chair 2. Country Director, SDC – Co-Chair 3. Secretary, Finance Department, GoKP 4. Secretary, Agriculture, Livestock & Cooperative Department, GoKP 5. Secretary, Elementary & Secondary Education Department, GoKP 6. Secretary, Forestry, Environment & Wildlife Department, GoKP 7. Secretary, Irrigation Department, GoKP 8. Secretary, Public Health Engineering Department, GoKP 9. Secretary, Social Welfare Department, GoKP 10. Director General M&E, P&D Department, GoKP 11. Programme Director / Director General SDU, P&D Department, GoKP 12. Ms. Rashida Dohad, Omer Asghar Khan Development Foundation 13. Mr. Ikram Khan, Ex Secretary P&D Department, GoKP 14. Ms. Rabia Khan, Development Sector Consultant 15. Country Director, Intercooperation Pakistan 16. Team Leader, W4L Project
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Annex 11:W4L staff members
Full Time/ Date of S. # Name Designation Consultant Appointment 1. Mr. Munawar Khan Khattak Team Leader Full Time 15 Jan 2012 Community Development 2. Ms. Tawheed Gul Full Time 1 Nov 2011 Coordinator / DTL Coordinator Planning & 3. Mr. Syed Hussain Mustafa Full Time 13 Feb 2014 Water Governance 4. Mr. Khan Mohammad Irrigation Engineer Full Time 1 Oct 2011 5. Mr. Sajid Hussain Regional Engineer (North) Full Time 21 May 2012 6. Mr. Alamgir Khan Regional Engineer (South) Full Time 16 Nov 2015 Regional Community 7. Ms. Ismat Begum Full Time 21 May 2012 Facilitator (North) Regional Community 8. Ms. Shehla Gul Full Time 1 Jan 2014 Facilitator (South) 9. Mr. Shahid Mahmood Admin & Finance Manager Full Time 3 May 2012 10. Mr. Mubashar Iqbal Admin & Finance Officer Full Time 10 Nov 2014 11. Mr. Aga Safdar Jr. M&E Officer Full Time 1 Nov 2015 Knowledge Management 12. Ms. Samira Qazi Consultant 12 Nov 2014 Consultant Consultant Coordination 13. Mr. Munawar Khan Consultant 1 Oct 2016 South Region
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Annex 12:W4L schemes and stakeholders visited (field itinerary)
Time Activity Place Remarks Tuesday, 2nd May 2017 10:00 – 12:00 W4L Project briefing at HSI office Islamabad D I Khan 12:30 – 19:30 Travel from Islamabad/Peshawar to D I Khan by road D I Khan Check in to National Club
Wednesday, 3rd May 2017 – Dera Ismail Khan 08:00 – 11:00 Rod-Kohi System – Nala Dinwah Irrigation Channel Gara Ramzi Through rehabilitation of this channel, the access to water for Pal Sandhi Gated Structure irrigation increased, minimized the risk of flood damages to land Meeting with Water User Association/ Group and houses. 11:00 – 13:30 Pal Marwat Irrigation Channel Gara Mehraban Flood water conveyance system is improved Meeting with Water User Group Separate meeting with women WUG 13:30 – 15:00 Drinking Water Supply Scheme Gandi Ashiq Separate meeting with women WUG Meeting with Water User Group (men and women) 16:30 – 18:30 Meeting with VEER Development Organisation (local partner NGO for D I D I Khan Meeting at VDO office with all staff members Khan & Tank) Thursday, 4th May 2017 – Dera Ismail Khan 09:00 – 10:00 Meeting with XEN and SDO PHED PHED Office, D I Khan RPC south will fix Appointment with departments heads as per schedule and their availability. 10:15 – 11:15 Meeting with XEN Irrigation Irrigation Office, D I Khan 11:30 – 12:30 Meeting with Assistant Commissioner, Rod-Kohi Department Office of AC, D I Khan 14:00 – 15:00 Meeting with Director General Arid Zone Research Centre South Region. AZRC D I Khan 15:30 – 16:30 Meeting with the Deputy Commissioner, D I Khan DC Office, D I Khan 20:00 – 22:00 Dinner with stakeholders National Club Stakeholders (from Tank and D I Khan) includes: selected staff from District Administration, Local Government, Line departments, local Partners NGO and other Projects working in the area. Friday, 5th May 2017 – Tank
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Time Activity Place Remarks 09:00 – 10:00 Travel to Tank Tank 10:00 – 11:00 Meeting with district administration and departments DC office Tank AC Tank, Project focal person will organize a meeting 11.00 – 12:00 Rehabilitation of drinking Water Supply Scheme in collaboration with TMA Tank TMO will brief the ER team about the rehabilitation of water ponds from where water is supplied to 2 UCs of Tank. 12:00 – 13:30 Channelization of Rod-Kohi Irrigation scheme at Gara Hayat Tank Zam Gara Hayat Community will brief the team about work done and its benefits 13.30 – 16.00 Irrigation scheme at Adam Abad and meeting with WUAs Tank Adam Abad Lunch & prayer will be arranged at community, followed by meeting with WUA Tank Zam 16:00 – 17:30 Travel back to Dera Ismail Khan Saturday, 6th May 2017 – Dera Ismail Khan 08:00 – 11:00 Travel to Buki (Chowdwan Zam area) Buki All the representatives of the Water User Groups of Chowdwan Meeting with Water User Association, Chowdwan WUA. Separate men and women meetings will take place. Site visit to Drinking Water Supply Scheme 11:00 – 13:00 Traveling to Chowdwan Chowdwan PHED will brief the team on the whole water supply complex Drinking Water Supply Scheme Head from where water is supplied to Chowdwan Zam villages. Ground water monitoring system 13:00 – 13:45 Gara Khan WSS Gara Khan Solar system installed to ensure the drinking water supply to downstream villages by PHED 13:45 – 14:30 Travel back to HSI Office 15:00 – 21:00 Travel back to Islamabad/ Peshawar Wednesday, 10th May 2017 – Peshawar 07:30 – 10:30 Travel from Islamabad to Peshawar Peshawar Check in to PC Peshawar 11:00 – 12:00 Meeting with Director, Soil Conservation Department SCD Office 12:30 – 13:30 Meeting with Chief SRU PHED Chief SRU office 14:30 – 17:00 Discussion with Project team W4L office Thursday, 11th May 2017 – Peshawar 09:30 – 10:30 Meeting with Climate Change Centre, University of Agriculture AUP 11:00 – 12:00 Meeting with Chief Irrigation South Chief office 14:30 – 15:30 Meeting with Programme Director/ DG SDU, P&DD DG Office
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Time Activity Place Remarks 16:00 – 17:00 Meeting with Director General, On Farm Water Management Department DG Office 16:00 – 17:00 Meeting with W4L staff on cross-cutting themes DG Office Parallel meeting by Mahe Nau Friday, 12th May 2017 – Peshawar 10:00 – 12:30 Meeting with Director General, M&E, P&DD DG Office 12:30 – 15:30 Travel back to Islamabad Sunday, 14th May 2017 11:15 – 12:25 Travel from Islamabad/Peshawar to Chitral by Air Chitral Check in to Hindukush Heights Hotel Monday, 15th May 2017 – Shishikoh 08:00 – 10:30 Travel to Shishikoh Valley by road Tingail 10:30 – 12:30 Meeting with 3 Water User Associations of Shishikoh (Abshar WUA, Hisar Tingail 3 WUA covering whole UC of Shishikoh WUA and United WUA Separate meeting of Women Water User Group will be arranged Meeting with Women Water User Groups 12:30 – 13:30 Visit to Drinking water supply scheme and irrigation Channel in Village Tingail Tingail 14:00 – 14:30 Field visit to irrigation channel of Muzdeh Tar to Muzdeh This channel benefiting the agriculture land of Muzdeh, Shahi and Istroom. 14:30 – 17:00 Travel back to Chitral Tuesday, 16th May 2017 – Chitral 09:30 – 10:30 Meeting with XEN Irrigation Chitral City 11:00 – 12:00 Meeting with OFWM Chitral City 12:30 – 13:30 ARSP, SRSP Chitral City Wednesday, 17th May 2017 – Arandu 08.00 – 10:30 Travel to Arandu Valley Dombat, Domail Gol 10:30 – 13:00 Meeting with 4 Water Users Association of UC Arandu (Domail WUA+ Dombat Water User Associations are formed in UC Arandu Akroi WUA+ Arandu Gol WUA+ Arandu WUA) Drinking water supply scheme is benefiting Dombat and Hamlets Field visit to Drinking water supply scheme of Dombat and hamlets of of Lachit, Coat and Chargulay. Lachit Coat and Chargulary
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Time Activity Place Remarks 12:00 – 13:00 Meeting with Women WUGs/WUA Dondidari Women in external Review mission will leave the above session at 12pm and will visit to Dondidari for a meeting with Women WUG/WUA 14:00 – 14:30 Visit to Domail Nasir Payeen Irrigation Channel Domail Nisar Payeen 15:00 – 16:00 Meeting with Commander of Chitral Scouts 16:00 – 18:00 Travel back to Chitral Thursday, 18th May 2016 – Birir 08:30 – 10:00 Travel to Birir Valley Birir Valley Travel from Chitral To Birir 10:00 – 10:30 Field visit to Birir Nisar Irrigation Channel Birir Nisar 10:30 – 10:00 Travel to Guru, Birir 10:00 – 11:30 Meeting with WUA of Birir Birir Valley The drinking water supply scheme was rehabilitated which is Field visit to the DWSS scheme benefiting the villages of Jaw Kuru, Bishal, Asper, Guru and Urori 14:30 – 15:30 Travel back to Chitral 15:00 – 18:00 Meeting with Young Star Development Organisation (YSDO) and Chitral Chitral Innovative Development Organisation (CIDO) – Local Partner NGOs Friday, 19th May 2016 – Chitral 10:30 – 11:30 Meeting with the Deputy Commissioner, Chitral Chitral 15:55 – 17:05 Travel back to Islamabad by Air
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The dev~consult is a unique client‐centric partnership of individuals and consulting practices taking forward the philosophy of collective wisdom but individual niches. It has partnerships with some of excellent professionals and small to medium organizations with decades of experience in their area of expertise.
We, together, aim to cover diverse aspects of sustainable development including policy and governance; strategy design and execution; biodiversity and natural resource management; environmental and social safeguards; research, evaluation and impact assessment; social mobilisation and gender mainstreaming; communication and knowledge management; health systems research and management; climate change; sustainable urban development; information technology for development; and programme implementation support. The dev~consult offers full range of solutions for short, medium and to long term initiatives through individual consulting and/or panel expertise. Planned and executed jointly, the effort is led by the most relevant partner.
Owing to its flexible structure, the dev~consult has number of affiliates and associates throughout the country as well as around the world who provide their professional assistance on need basis. It has also collaborated with a few organizations having global footprint and established credentials. Additionally, it has a wide network of service providers making its operations efficient and cost‐effective.
Highest quality of dedicated services within the set timelines is its hallmark which makes it partner of first choice for the quality conscious clients.
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