150 route de Ferney, P.O. Box 2100 1211 Geneva 2, Switzerland
Tel: 41 22 791 6033 Fax: 41 22 791 6506 Appeal e-mail: [email protected]
Coordinating Office Pakistan
Assistance to Conflict IDPs in North West Frontier Province (NWFP) - PAK091 – Revision 2 Appeal Target: US$ 5,188,217 Balance Requested: US$2,201,334
Geneva, 18 November 2009
Dear Colleagues,
ACT International members Church World Service-Pakistan/Afghanistan (CWS-P/A) and Norwegian Church Aid (NCA) continue to respond to the humanitarian crisis in Pakistan where, according to the North West Frontier Province (NWFP) government Emergency Response Unit, 3.5 million people have been uprooted by the conflict between the government and militants. As of 23 June 2009, 261,525 displaced persons were residing in 27 camps, but the vast majority are living with host families or friends or in ad hoc shelters and rented accommodation. The strain on host communities is massive. The numbers continue to fluctuate, with 1.9 million IDPs registered by the national authorities (IFRC, June 23rd). The humanitarian needs are enormous and expected to increase as the shifting location of the conflict to Waziristan is causing further population movements. Furthermore, as the July monsoon approaches the situation and needs may be exacerbated.
This second revision of PAK091 replaces the version issued on 7 July 2009 to include a revised version of the NCA programme. The NCA proposal now covers an 8-month implementation period instead of the original 12 months.
The CWS-P/A and NCA projects in NWFP include relief and recovery assistance to conflict IDPs residing primarily in host communities, rather than camps. CWS P/A, working with five partner organisations, is operational in Swabi and Mardan Districts. NCA, working with four partners, is operational in the districts of Swabi, Mardan, Malakand, Abbottabad and Haripur. Proposed assistance includes Food and Non-food relief items, emergency health services and recovery support in the areas of Water, Sanitation and Hygiene (WASH), Livelihoods, Education, Health, and Advocacy. CWS proposes a project to support quality and accountability Capacity Development (Sphere and HAP).
ACT is a global alliance of churches and related agencies working to save lives and support communities in emergencies worldwide. The ACT Coordinating Office is based with the World Council of Churches (WCC) and The Lutheran World Federation (LWF) in Switzerland. Pakistan – Assistance to IDPs 2 Appeal PAK091 Revision 2
Project Completion Date: CWS P/A: 31 May 2010 (12 months) NCA: 31 December 2009
Reporting schedule: Reports due ACT CO CWS P/A NCA Interim narrative & financial 30 November 2009 30 September 2009 Final narrative & financial 31 July 2010 15 January 2010 Audit 31 August 2010 31 March 2010
Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested
CWS P/A NCA ACT Evaln. Total Appeal Targets 4,045,718 1,082,499 60,000 5,188,217 Less: Pledges/Contr Recd 1,677,065 1,309,818 0 2,986,883 Balance Requested from ACT Alliance 2,368,653 - 227,319 60,000 2,201,334
Please kindly send your contributions to either of the following ACT bank accounts: US dollar Account Number - 240-432629.60A IBAN No: CH46 0024 0240 4326 2960A
Euro Euro Bank Account Number - 240-432629.50Z IBAN No: CH84 0024 0240 4326 2950Z
Account Name: ACT - Action by Churches Together UBS AG 8, rue du Rhône, P.O. Box 2600, 1211 Geneva 4, SWITZERLAND Swift address: UBSWCHZH80A
Please also inform the Finance Officer Jessie Kgoroeadira ([email protected]) and Michelle Yonetani ([email protected]) of all pledges/contributions and transfers, including funds sent directly to the implementers.
We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation.
For further information please contact: ACT Director, John Nduna (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) or ACT Program Officer, Michelle Yonetani (phone +41 22 791 6035 or mobile phone +41 79 285 2916)
Robert White Deputy Director, ACT Co-ordinating Office
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List of Acronyms
ACT Action by Churches Together INGO International Non-Governmental AIDS Acquired Immune Deficiency Organization Syndrome IP Implementing Partner AJK Azad Jammu and Kashmir ISAF International Security CBA Child Bearing Age Assistance Force CBOs Community Based ISO International Standard Organizations Operations CBP Capacity Building Program MCH Mother and Child Health Care CHIP Civil Society Human & MHUs Mobile Health Units Institutional Development NATO North Atlantic Treaty Program Organization CFGB Canadian Foodgrain Bank NCA Norwegian Church Aid CWS-P/A Church World Service- NFRIs Non Food Relief Items Pakistan/Afghanistan NGO Non-Governmental DEWS Disease Early Warning System Organization DMP Disaster Management Program NWFP North-West Frontier Province DOTS Directly Observed Treatment, PATA Provincially Administered Short Course Tribal Areas EDO Executive District Officer PDU Program Development Unit EPI Expanded Program on PHF Pakistan Humanitarian Forum Immunization PMP Performance Measurement Plan ERC Emergency Resource Cell RBAs Right Based Approaches FATA Federally Administered Tribal RHCs Rural Health Centers Areas RH-AID Rights and Health Alliance for GBV Gender Based Violence Integrated Development GCM General Coordination Meeting SDP Social Development Program GoP Government of Pakistan SFP Sphere Focal Person HAP Humanitarian Accountability TB Tuberculosis Partnership ToT Training of Trainers HAP-I Humanitarian Accountability UCs Union Councils Partnership-International UN United Nations HID Human and Institutional UNFPA United Nations Population Fund Development UNHCR United Nations High HIV Human Immunodeficiency Commissioner for Refugees Virus UNICEF United Nations Children’s Fund HRIS Human Resource Information VTCs Vocational Training Centers System WASH Water, Sanitation and Hygiene IASC Inter Agency Standing WFSs Women Friendly Spaces Committee WHO World Health Organization IDPs Internally Displaced Persons IEC Information, Education and Annexes: Communication (available on request from the ACT CO) IMCP Institutional Management and Annex I CWS P/A- Budget Notes Certification Program Annex II CWS P/A- Monitoring INEE Interagency Network for Indicators Table Education in Emergencies Annex III Profiles of Districts Swat, Lower Dir, Buner, Malakand
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I. ACT REQUESTING MEMBERS
Two ACT members are included under this appeal:
a) Church World Service-Pakistan/Afghanistan (CWS-P/A) is registered as an International Non- Governmental Organization (INGO) with the governments of Pakistan and Afghanistan and is the regional office of ACT member Church World Service-Inc. with its international headquarters based in the USA. The organization has been operational with its relief and development initiatives in Pakistan and Afghanistan, since 1954. CWS-P/A has offices in Karachi, Lahore, Islamabad, Murree, Mansehra, Jalalabad and Kabul. CWS-P/A works through and with both faith-based and secular organizations on pre and post-disaster management and development aspects, to improve the quality of life of underprivileged communities.
CWS-P/A operates through its three main programs, which are: • Capacity Building Program (CBP) • Disaster Management Program (DMP) • Social Development Program (SDP)
CWS-P/A believes in delivering services that meet Quality & Accountability standards. The organization is both a focal and lead agency in the region for Sphere (Humanitarian Charter and Minimum Standards in Disaster Response) and HAP-I (Humanitarian Accountability Partnership). Distribution Team would be open to comments and complaints. A focal person will be appointed to take any complaints/ suggestions from the beneficiaries. At the end of each distribution, the community representatives should sign a one-pager document as acknowledgement receipt. All the material items need to be clearly written on a banner during the distribution. Bi annual audits (June & December) of CWS-P/A overall financial statements are conducted by an independent firm of auditors – Ernst & Young International (Ford Rhodes Sidat Hyder & Co. Chartered Accountants). In addition to this, separate project audits are also conducted as per the requirements of donors. US Government grant funded projects are also audited in Elkhart for which the required information is sent to CWS USA. CWS-P/A is an ISO 9001: 2000 and USAID- Institutional Management & Certification Program (IMCP), certified organization. This certification is regarding USAID management standards on financial management. The organization has been actively working in the region since almost last 60 years. (For further information, please visit www.cwspa.org)
b) Norwegian Church Aid (NCA) is an international non-governmental organization (INGO) with a long history of providing emergency relief, long-term development and advocacy NCA works with partners in more than 60 countries ranging through faith based, secular and government institutions. NCA has a long history of providing emergency relief and long-term development support in Afghanistan and Pakistan and has had a presence in Pakistan since 1981. Working as implementing partner to Church World Service within the WASH sector, NCA was operational in the North West Frontier Province (NWFP) in response to the October 2005 earthquake. NCA’s engagement in the sector was continued through four local partners after the earthquake response. NCA also cooperated with CWS and its local partner in providing assistance to victims of the floods in Balochistan and Sindh in 2007.
In January 2007, NCA established a country program in Pakistan, thus separating the Afghanistan and Pakistan programs. NCA Pakistan is working with partners in the areas of WASH, Peace and Reconciliation and Gender Based Violence. Three of NCA’s core partners are working in the WASH sector: Taraqee Foundation (TF), Pakistan Village Development Program (PVDP) and Pakistan Community Development Program (PakCDP). These organizations have got accreditation from the Pakistan Centre for Philanthropy and meet internationally recognized standards in terms of experience, expertise and capacity to manage large programs. All are already involved in various rehabilitation and development interventions in both earthquakes and non-earthquake affected areas of Pakistan.
NCA’s particular emergency response capacity is within the WASH (Water/Sanitation/Hygiene) sector. The organization seeks coordination within the sector through participation in the Global WASH Cluster as well as
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local emergency response WASH clusters. NCA maintains an emergency preparedness roster of about 80 persons with emergency relief training and experience, particularly within the WASH sector. In addition, the emergency preparedness personnel provide a significant surge capacity within psychosocial intervention, project management, finance, administration, logistics and security. WASH specialists at the head office level provide support to NCA’s own programs within the sector as well as to its partners. Additionally, logistical support is provided through NCA’s head office.
II. DESCRIPTION of the EMERGENCY SITUATION
Background Operations by the Pakistan government against militants in the Swat District of North West Frontier Province and Bajaur Agency of the F.A.T.A. in late April have resulted in massive displacement of the local population. Heavy shelling, bombardment and continual cross fire in the area compelled civilians to flee their homes. People have had to move to safer districts of NWFP including Swabi, Peshawar, Nowshera, Dir Upper, Charsadda, Buner, Kohat, Dir Lower, Mardan, Mansehra, and Abbottabad. The military is now widening its operations to the south- west in Waziristan, and the humanitarian community is monitoring the situation as a further 500,000 people may be displaced. As of June 22nd 2009, a further 40,000 people were reported as starting to move as a military offensive in South Waziristan, as reported by U.N. officials. According to the North West Frontier Province (NWFP) government Emergency Response Unit, 3.5 million people have been uprooted by the conflict between the government and militants. As of June 23rd, 261,525 displaced persons are residing in 27 camps, but the vast majority are living with host families or friends or in ad hoc shelters and rented accommodation. The strain on host communities is massive and there is an urgent need to identify more land for camps. The registration process for IDPs is on-going and numbers continue to fluctuate, with 1.9 million IDPs registered by the national authorities (IFRC, June 23rd). The humanitarian needs are enormous and expected to increase as the potential for conflict in Waziristan is causing further population movements. Furthermore, as the July monsoon approaches the situation and needs may be exacerbated. The head of the UN refugee agency, Antonio Guterres, has said "I don't recall any internal displacement crisis in which so many people have moved in such a short amount of time."
The recent influx of IDPs from Swat, Buner and Lower Dir adds to the existing humanitarian crises. Before the situation deteriorated, the humanitarian community had established 11 IDP camps across NWFP, providing the conflict-affected population in these camps with shelter, food, water, sanitation and hygiene services, child and women-friendly spaces, education facilities, and non-food items.
TABLE 1
Social Indicators Area Average HH Size Literacy Un- Growth Ratio Employment Rate 1 Swat 8.8 28.75% 30.42% 3.37% 2 Lower Dir 9.1 29.90% 24.20% 3.42% 3 Buner 9.0 22.60% 18.50% 3.90% 4 Malakand 9.1 39.50% 29.60% 3.36%
Source: District Census Report (DCR) 1998, Federal Bureau of Statistics, Pakistan
Swabi, with a population of around 1.02 million (82% rural and 18% urban), has a total area stretched over 1,543 square kilometers, out of which 78% is hilly and 21% is plain land. This district borders Haripur, Mardan, Buner and Mansehra District, making it easily accessible for the people of their neighboring districts. Swabi has very low social indicators as compared to other districts of Pakistan. The overall economically active population is just 19.5% (Source: http://www.malgareeswabiwal.com). The literacy rate is 36% which is comparatively even lower among women. The total population living below the poverty line (earning less than one USD per day) is 45%.
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The main livelihood of people is agriculture and livestock which is 52.6% of the total economically active population. Having already low social indicators, the local government and local communities of Swabi do not have the required social and physical infrastructure and resources to accommodate the everyday growing influx of internally displaced persons from Buner, Swat and Dir.
Mardan with a population of around 1.4 million (80% rural and 20% urban) has a total area stretched over 1,632 square kilometers. It is bounded on the north by Buner district and Malakand protected area, on the east by Swabi and Burner districts, on the South by Nowshera district and on the west by Charsadda district and Malakand protected area.
TABLE 2
Social Indicators of Districts Swabi & Mardan Indicator Statistics (Swabi) Statistics (Mardan) Total Area 1,543 sq.km. 1,632 sq.km Total Population Average 1,026,804 1,460,100 Growth Rate Population 2.96% 3.01% Household size 7.7 8.4 Disabled Population 3.6% 1.32% Health Facilities 3 Hospitals, 2 RHCs, 41 BHCs, 8 2 Civil Hospitals, 5 RHCs, 50 Dispensary, 3 MCH BHCs, 2 Sub Health Centers, 13 Dispensary, 2 MCH, 1 Leprosy Center Literacy Ratio 36% 36.45% Unemployment Ratio 23.1% 22.18% Total Housing Units 133,324 173,088 Types of Houses Pacca (68%), Semi Pacca (3%), Pacca (48.87%), Semi Pacca Katcha (29%) (3.4%), Katcha (47.73%) Source of Lighting Electricity (83.4%), Kerosene Oil Electricity (83.53%), Kerosene Oil (15.3%), Others (1.3%) (14.92%), Others (1.55%) Source of Drinking Water Inside House: Pipe tap (10.9%), Inside House: Pipe tap (18.06%), Handpump (17.2%), Well (51.3%) Handpump (21.64%), Well Outside House: Pipe tap (4.4%), (39.04%) Handpump (1.3%), Well (10%), Outside House: Pipe tap (5.46%), Pond (0.6%), Others (4.3%) Handpump (2.72%), Well (8.98%), Pond (0.16%), Others (3.92%) Source of Information TV (70.9%), Radio (57.4%), TV (30.28%), Radio (21.25%), Newspaper (29.7%) Newspaper (13.23%) Source: District Census Report (DCR) 1998, Federal Bureau of Statistics
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TABLE 3
Social Indicators of Districts Abbotabad and Haripur Indicator Statistics (Abbottabad) Statistics (Haripur) Total Area 1,967 sq. km. 1,725 sq.km Total Population Average 880,666 692,228 Growth Rate Population 1.82 percent 2.2 % Household size 6.4 persons 6.6 Health Facilities There are 1072 health institutions There are 682 health institutions established in the district, which established in the district, which includes private and public includes public and private hospitals, BHUs, dispensaries, hospitals, BHUs, dispensaries, MCH centers, and private clinics MCH centers, and private clinics Literacy Ratio 56.6% 53.7 % Unemployment Ratio 31.1% 30% Total Housing Units 137,604 104,883 Types of Houses Pacca , Semi Pacca , and Katcha Pacca, Semi Pacca, and Katcha Source of Lighting Electricity (75%), Kerosene Oil and Electricity (76.30), Kerosene Oil others (25%) and Others (23.70%) Source of Drinking Water Hand pumps, piped water and Hand pumps, piped water and ponds. Only 64% people have ponds. Only 65% people have access to piped water access to piped water Source of Information TV, Radio, Newspaper TV, Radio, Newspaper Source: District Census Report (DCR) 1998, Federal Bureau of Statistics
District Buner is a small valley surrounded by rugged mountains of Shangla, Mansehra, Haripur, Malakand, Swabi and Mardan districts. It is comprised of six tehsils (Chagharzai, Chamla, Daggar, Gadezai, Gagra, and Totalai) and has 27 union councils (UCs) with a total geographic area of 1,865 square kilometers. Based on the 1998 Population Census, its population was 506,048 individuals with a density of 271 people per square kilometer.
In April 2009, Buner was occupied by Taliban militants. A month later, the military intervened to oust the militants which led to the displacement of approximately 66,500 families, predominantly to Mardan and Swabi districts. Still some parts of Northern Buner, beyond Daggar, continue to pose threats to local citizens with the continued presence of Taliban hideouts on mountain tops. However, the overall security situation is now safer than it was a few months ago. After closure of several IDP camps in July 2009 many local humanitarian organizations including NCA partner PVDP had to suspend their relief operations in the camps. All these organization were encouraged by the provincial Government authorities to start working in the early recovery and rehabilitation phase in the areas cleared by the security agencies. As a result several organizations have conducted assessment in the Buner district to examine the social, economic and security situation after return of the IDPs. The key highlights of the assessments conducted are: • About 83 percent of the households left the Buner district during conflict between the military and Taliban. With peace returning back to the area, around 70 percent of the displaced population has returned back. It is anticipated that nearly all displaced people living with the host families will also return to their villages in few months time. • The commercial activities in the area appear to be returning to normal. In the coming months with return of all IDPs to their homes this social situation is likely to improve significantly. • The households in the district are quite large because they also include few other related families. • Majority of households own their homes, which are made of concrete structures or mud. • 75 percent of houses were prevented from any form of damage due to controlled military offensive in most parts of the district. However, remaining 25 percent houses were partially damaged.
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• Public services were not severely affected as it was anticipated from the intensity of the conflict and military operation. With the exception of telecommunications lines, most of the public facilities remain intact. Those which did suffer damage have primarily been restored. • The primary source of employment and means of livelihood in the district is agriculture farming. Around 75 percent of people are engaged in crop cultivation. This sector has suffered significant losses, both because of the conflict and unavailability of irrigation water. During the conflict, the farming households could not harvest crops, which resulted in huge economic losses. • Fruit orchards also suffered, but to a lesser extent than crops. This also negatively affected the incomes and livelihoods of residents in the district, which is a major source of income. • Prior to the conflict, family businesses were relatively limited in the district compared to other sectors. In post-conflict period, most of these businesses are still functional. However, the average monthly income from these businesses has declined significantly from roughly US$257 (pre-conflict) to US$66 (post-conflict). • The majority of households also owned livestock and poultry prior to the conflict which they lost or sold during the displacement period. These were key household assets, particularly for the lower and middle income groups. Due to the disruption of family livelihoods, the majority of households who used to purchase goods and services using personal incomes are presently highly dependent on borrowing to cover their household expenditures. Therefore, with no savings (for the majority of households), the incidence of debt is high. Many of these households have taken loans from family and friends in order to meet household expenditures and needs. • In terms of social services, healthcare and health facilities in most areas of the district are inadequate. Although there has been no significant damage to health infrastructure, the availability of medicines and health professionals is a serious concern. Only 30 percent of the basic health facilities have male doctors, while availability of female doctors is significantly lower. The education sector also presents a bleak picture. The estimated literacy rates for both males and females are significantly low in the district. Besides limited education facilities for girls, traditional and cultural factors also limit girls’ access to education. The numbers of orphan and/or unaccompanied children living with households are found to be low. However, there is a great need to develop child-friendly and safe areas for children. • During the displacement period, household needs for food were largely met by aid organizations followed by cash assistance from the government, provision of some NFIs, and others relief items. However, households assessed by many organizations now prioritize livelihoods, health and education interventions, followed by food distribution and reconstruction.
NCA implementing partners PVDP involved in provision food/non food items, health services, and skills training to IDPs in camps in Swabi district has now planned to continue remaining activities (distribution of food/non- food items to 129 familes, health services to 1600 individuals, livelihoods skills training to 250 young women) in UC Ghurghushto and UC Chinglai in district Buner, without any major change in the proposed interventions planned for crisis phase in Swabi.
PVDP has received NOC from concerned Government Authorities, i.e., Provincial Disaster Management Authority (PDMA) and district administration in Buner to work in two UCs, which are Ghurghushto and Chinglai. PVDP has rented a small office in area and also found places in two UCs from where they will implement the activities for the remaining four months (August – November 2009).
Registered IDPs The Government Social Welfare Department with the assistance of UNHCR is carrying out the registration process for the recent influx of IDPs living in and outside camps. Eighty-nine (89) registration points have been established in five districts (Mardan, Charsadda, Nowshera, Peshawar and Swabi). Each registration point has 15- 20 registration counters including separate counters for females and special persons (Source: UN OCHA Humanitarian Country Team Situation Report # 26, May 19, 2009).
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As of June 7th, 3,390,236 IDPs have been registered staying outside camps, 148,469 in new camps, and a further 86,778 in old camps set up previous to the recent influx this year. The following table shows IDP registration information as per the Provincial Relief Commissioner (PRC)/ Emergency Relief Unit (ERU) report of June 7, 2009:
Population in New Camps (TABLE 4)
S. # Camp Families Individuals 1 Mazdoorabad Mardan 801 4840 2 Jalala Mardan 1166 7074 3 Sheikh Yasin Mardan 1704 10226 4 Sheikh Shahzad Mardan 1354 8079 5 Shah Mansoor Swabi I 1998 12754 6 Shah Mansoor Swabi II 1125 8350 7 Chota Lahore Swabi (Yar Hussain) 5608 27468 8 Jalozai Nowshera 8900 51205 9 Palosa Charsadda 642 3930 10 Rangmala Camp 809 5129 11 Palai Camp 198 1592 12 Larama (Peshawar) 803 4070 13 Saleem Sugar Mill (Charsadda) 628 3752 TOTAL 25,736 148,469
Population in Old Camps (TABLE 5)
S. NO CAMP FAMILIES INDIVIDUALS
1 Kacha Garhi-1 1519 8880 2 Kacha Garhi-2 1084 6466 3 Jalozai-1 10228 62766 4 Jalozai-2 5 Benazir 400 2503 6 Palosa 489 2976 7 Sakhakot 538 3187
TOTAL 14258 86,778
Population outside Camps (TABLE 6)
S. NO DISTRICT FAMILIES INDIVIDUALS
1 Swabi 97036 586,182 2 Mardan 252813 2,0742,48 3 Charsadda 25899 155,394 4 Kohat 3169 42,758
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5 Nowshera 25323 158,643 6 Peshawar 58283 373,011
TOTAL 462523 3,390,236
District wise figures of the newly arriving IDPs registered by the Social Welfare Department Government of NWFP in Hazara Division, including the districts Abbottabad and Haripur as of June 7, 2009 are as follows:
TABLE 7
District wise Update of IDPs for Hazara Division S.No Name Families Members
1 Abbottabad 4121 23398 2 Haripur 2321 18128 3 Mansehra 1821 10853 4 Battagram 248 1532 TOTAL 8511 53911
TABLE 8
Details of Population outside Camps (As of June 7, 2009) S. No. District Families Individuals 1 Swabi 97,036 586,182 2 Mardan 252,813 2,074,248 3 Abbottabad 4,121 23,398 4 Haripur 2,321 18,128 Total 356,291 2,701,956
Status of IDPs as of August 26, 2009 (TABLE 7) S. No. Status of Families Number of Families 1 Total registered IDP Families 755,465 2 Total verified IDP Families 329,792 3 Total Families returned till now 233,455 4 Total families still with host communities 96,337 Source: Emergency Response Unit, NWFP
III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE
Location of proposed response CWS P/A and NCA’s proposed assistance will be implemented in the Swabi, Mardan, and Buner Districts of NWFP. Both members will be working extensively with IDPs in host communities. In Swabi, NCA location includes the Yar Hussain camps and in Buner for returned IDPs it will be UC Ghurghushto and UC Chinglai (with
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partner PVDP) and WASH assistance to IDPs, staying in schools and with host families in Mardan and Swabi. NCA, with partner TF, will also work in the neighbouring districts of Abottabad and Haripur of NWFP.
Impact on human lives in the area of proposed response The humanitarian needs among IDPs are acute. The Government has requested the humanitarian community to provide assistance during the relief and recovery phases, including food and nutrition assistance, shelter, water, sanitation facilities, primary healthcare and education.
The majority of the displaced persons have taken refuge with family and friends, or in rented spaces. But they are spending much of their disposable income on rent, so there is very little left for food or other daily requirements. They are also living in temperatures of over 40 degrees so the risk of dehydration and disease is extremely high.
Strains on host communities The displaced population is in a vulnerable state, with many people living in makeshift settlements and in the homes of host communities. As the majority of the IDPs are given spaces in the homes by the host communities, therefore every home is over crowded and each host family is bearing the extra economic burden. A major concern is how to provide assistance to the IDPs living outside the camps. Even residing with relatives is difficult as the host areas do not have the capacity to provide adequate shelter, food, and other necessities to the mass influx of IDPs.
Although, local communities have welcomed and hosted a huge number of IDPs, owing to poor public and social infrastructure, as well as meager resources within the host communities, IDPs are facing grave challenges of shelter, shortage of food and non food items, shortage of public health services, suspended social and cognitive growth of their children because of lack of educational facilities; and no alternate livelihood skills to earn for themselves.
Food and basic non-food items People have lost their livelihoods and are living in abject poverty with shortages of food and non food items. In assessments in early May, the staff of NCA partners observed that 90% of the IDPs were without any basic assets like clothes, shoes, utensils, food, mosquito mats, coverlets for sleeping, and food for children between 2-3 years old. The food security situation is also very critical among IDPs living in the targeted Union Councils and districts who are without sources of income. The prevailing situation is mostly affecting women and children, especially the infants, who have additional special nutritional needs like milk.
Shelter Shelter conditions of the IDPs in host communities are highly hazardous. The majority of IDP families are sheltered in one small room measuring 12x12 feet with no water and sanitation facilities. The poor shelter and hygiene conditions have caused a massive out break of communicable and non-communicable diseases such as scabies, gastroentitis, malaria, respiratory tract infections, traumatic disorders etc. Owing to shortage of food, the IDPs especially women and children are also severely suffering from anemia and malnutrition. Additionally, the existing primary health care services in the host communities are deficient of human and other resources to meet the reproductive health needs of women.
Livelihoods IDPs in host communities have no livelihood opportunities to live on their own. Almost 90% of the IDPs have been deprived of their livestock assets and economic means. IDPs have a culture of extended families in which there are few earning hands. Male family members are either less skilled or have no opportunity to work in a new environment. The livelihood skills which the IDPs already possess are no longer relevant to their current conditions and new market. Without having their own agriculture and livestock related assets in host communities they can not earn for their families without having alternative livelihood skills. They know farming, livestock management, small scale grocery shop keeping or in some cases, driving. Most have no source of income and
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they are relying on the money they got from sale of their cattle and other valuables at the time of migration. Some people are working as laborers in fruit and vegetable markets or have set up makeshift stalls to earn their livelihood. Still they are not earning enough to meet food and other necessary needs of their family in a city where they have to pay high rents for housing, utility bills and other expenses.
Education Interestingly, 70% of school going children of IDP families was getting regular education before their displacement to Swabi. However, in their present host communities, neither the families nor the host communities have essential resources to meet the educational needs of internally displaced children. Hence socio-cognitive development and growth of internally displaced children has suspended for an unknown period of time. This has further added to the traumatic disorders of displaced children1.
Water, sanitation and hygiene (WASH) and health In addition to that, those displaced along with the host communities are also facing sanitation problems as the existing sanitation facilities could not cater the need of additional IDPs. The provision of safe drinking water, sanitation facilities, and hygiene kits has, therefore, been identified as a priority by the Government so as to reduce the incidence of water and sanitation related diseases.
The massive influx of the IDPs have caused acute shortage of safe drinking water due to which there are greater risks of water related diseases outbreaks Water must be supplied while efforts are made to provide additional sanitation facilities in the host communities.
The health and hygiene conditions are terrible. The poor hygiene and sanitation conditions in host communities, spontaneous settlement and collective camps has lead to increase in diarrhoea, skin and eye diseases, respiratory infections and malaria. Widespread outbreaks of infectious and communicable diseases such as scabies, respiratory tract infections, malaria and gastroenteritis are reported. Hygiene conditions particularly of women and children are extremely poor resulting in increased water borne disease incidences. These families do not have enough financial resources to cater for their daily needs and neither have alternative sources of income to purchase food and basic commodities for survival.
Trauma Children, being more vulnerable, are suffering from traumas owing to their exposure to horrific war scenes and loss of their educational opportunities. Many people are traumatized and children especially are suffering from fear, as per findings of NCA and partners on May 10th.
Assessments conducted CWS-P/A’s partners have done initial assessments in the proposed areas of response and findings have been shared amongst the different partners.
NCA/PVDP has done the initial assessment of the IDP camps in Swabi district. NCA team from PVDP/NCA visited Yar Hussain IDPs camp in Swabi on May 10, 2009 and again on May 20th, when PVDP arranged distribution of non-food relief items to IDPs in the camp.
NCA partners involved in WASH interventions are also doing assessments in areas where IDPs are living with host communities in coordination with UNICEF (heading the WASH cluster) and the concerned local Government authorities. These partners have been allocated areas by UNICEF and the Local Government in Mardan, Swabi, Abbottabad and Haripur districts to provide WASH facilities to IDPs living with the host families.
1 CHIP Assessment Report
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The Pakistan Humanitarian Forum (PHF) of which CWS P/A and NCA are members has also done a consolidated assessment of IDPs.
Security situation in the area of proposed response Overall security conditions of District Swabi have remained stable in the past despite being situated in NWFP province which is a security-risk province of Pakistan. A few international NGOs had been working in the district even before this emergency. INGOs including UN agencies have demonstrated a commitment to work for the recovery and rehabilitation of IDPs. The communication systems such as roads, telephones, electronic media are well in place and fully functional throughout the district.
The organizations which are carrying out relief operations in the district have so far not faced any incidents of terrorism or plundering.
CWS-P/A and NCA regularly coordinates with the relevant District Coordination Office (DCO), Commissioner, Camp Manager and the Emergency Response Unit (ERU) Coordinator to update the security protocol. The Local Authorities at the federal level are also kept in loop for coordinated efforts on security. CWS-P/A and NCA ensures following Travel SOPs (Standard Operating Procedures) while doing programmatic interventions. Media, Law Enforcement Agencies, INGOs Security Forums and UNDSS security advices are also used by both CWS/P/A and NCA as the major source of information while designing the security plan for the proposed area of response.
Efforts will be made to remain vigilant and to follow local norms, particularly of the Pukhtoon culture, during the project implementation.
IV. ACT EVALUATION
An external ACT evaluation of the programme under this appeal will be commissioned by the ACT Coordinating Office, as per ACT policy for all appeals over US $5 million. Provision is made in the appeal budget to support this.
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CHURCH WORLD SERVICE- PAKISTAN/AFGHANISTAN
The CWS-P/A 12-month project proposed in this appeal includes 6 main components of relief and recovery assistance to conflict IDPs in Swabi and Mardan Districts of the North West Frontier Province (NWFP): 1. Food and Non-food relief items 2. Livelihoods 3. Education 4. Health 5. Advocacy 6. Quality and accountability Capacity Development (Sphere and HAP)
I. IMPLEMENTING PARTNER INFORMATION
CWS-P/A will be implementing the food and NFRI, livelihoods, health and advocacy components of the project with and through five implementing partner organisations, while its own staff will be directly implementing most of the health component and the quality and accountability capacity development component.
CWS P/A implementing partners a) SUNGI Development Foundation emerged in 1989 as a non-profit and non-governmental (NGO) public interest organization to: a) work for the rights of deprived and marginalized communities; b) integrate them into mainstream development process; c) actively advocate their livelihood and human rights; and d) to bring about the much needed policy and institutional changes in the state structures. The growing realization that top-down policy-making was marginalizing communities and contributed to the emergence of rights-based NGOs. At the same time, there was a need to address gender issues in a conservative society, as well as to address the severe ecological degradation in the area.
Sungi has a vast experience in providing humanitarian aid to Balakot during the 1992 Flood and Flash Floods, earthquake 2004, heavy rain and snow fall of 2005 in NWFP, Flood 2005 in D.I.Khan, earthquake 2005 in NWFP and AJK, and the 2008 earthquake in Balochistan. Sungi had also been vigilant on the human crisis of IDPs who were displaced as a result of counter terrorism against militants of FATA and PATA area. With financial support from Oxfam Novib two successful phases of relief assistance have been completed. In the first phase food item provisions to 1,020 families and in the 2nd phase non food items ranging from kitchen sets to warm clothes for children, women and men, has been completed in Mardan and Lower Dir districts.
Being a full member of Humanitarian Accountability Partnership (HAP) Sungi proactively makes an effort to ensure accountability/ transparency to avoid any malpractices on ground. They strongly follow humanitarian standards in their emergency responses. Sungi being a full member of HAP is now looking forward towards HAP certification to further ensure and incorporate accountability principles in its work. (For further information, please visit www.sungi.org ).
SUNGI is partnering with CWS P/A for the implementation of NFRI relief assistance as well as education, livelihoods, advocacy and capacity building under this appeal project.
b) Civil Society Human & Institutional Development Programme (CHIP) formally a Swiss NGO, became a value-led national HID support organization. It has been working for more than a decade in strengthening Civil Society Organizations working for the disadvantaged. CHIP’s scope of work places emphasis on Human and Institutional Development (HID). It provides the framework as well as the fuel for translating ideas into action. Using its proven HID approach as a vehicle, CHIP provides professional services to a wide array of organizations that add value to local development interventions. Human and Institutional Development as an approach has the following key principles:
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Develop local individuals and local institutions; CHIP believes that the key to enhanced efficiency and effectiveness of development efforts lies in strengthening local individuals/ institutions that are responsible for the implementation of development interventions; Wherever work on development is to be done, its contribution in the bigger picture i.e. “national development” is to be kept in mind; Positive values when combined with skills and knowledge, excel efficiency and effectiveness of work.
CHIP has always been proactive to respond to the emergency, relief, recovery and rehabilitation needs of disaster stricken people in different parts of the country. (For more information, please visit www.chip-pk.org)
CHIP is partnering with CWS P/A for the implementation of food relief assistance as well as education, livelihoods and IDP/host community mobilisation and capacity building under this appeal project.
c) Bedari is a national level non governmental voluntary development organization in Pakistan working with women and girls for the promotion and protection of their rights. It started its activities around awareness raising and self growth in 1991 with a landmark community conference on Violence Against Women and eventually setting up of Pakistan’s first crisis centre. It has been working for the last 17 years and has developed expertise on issues of gender empowerment, addressing violence and abuse against women and girls and processes of attitudinal change.
Bedari has contributed in raising awareness on women and girls’ rights and gender issues. It has highlighted disparities towards marginalized groups of society and launched advocacy campaigns on women and girls rights issues by organizing events, theaters, puppet shows, talks, training, workshops, seminars and conferences. It has conducted all these activities alone as well as through alliances or partnerships with other like minded organizations.
Specific objectives of Bedari are; Advocacy and lobbying for appropriate legislation to address gender based discrimination and violence; Raising awareness and building capacities (across duty bearers and right holders) around women’s human rights and life skills; Combating gender inequalities through girls’ education and life skills and; Providing direct support to women survivors of Gender Based Violence (GBV). (For further information, please visit www.bedari.org.pk ) d) Society for Safe Environment & Welfare of Agrarians in Pakistan (SSEWA-Pak) formerly the LSRDA was founded in 1975. SSEWA-Pak is certified by ISO 9001-2000 and acquired membership of HAP (Humanitarian Accountability Partnership), PCP (Pakistan Centre for Philanthropy), whereas it has also applied for MICAH certification.
SSEWA-Pak has its established headquarters at Rattanabad Mirpurkhas with field offices in Pithoro (District Umerkot) and Roshanabad near Naukot (District Mirpurkhas). Presently SSEWA-Pak has a team of around 200 professional workers reaching out to more then 300 villages of the Lower Sindh region. The geographical focus is on Districts Mirpurkhas and Umerkot and limited interventions in Districts Sanghar, Badin and Tandoalayar.
The vision of the organization is “Together for an empowered community and peaceful environment in Pakistan” with a mission of mobilizing communities for holistic empowerment in Pakistan.
SSEWA-Pak follows an integrated rural community development program. The major program areas of the organization are human & institutional development, capacity building, education, human rights & advocacy, health & water/sanitation, livelihood development, agriculture & environment and emergency relief and
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rehabilitation. Each program has a coordinator and a professional team with office space to function smoothly. (For further information, please visit www.ssewa-pak.org)
SSEWA-Pak is partnering with CWS P/A for the delivery of relief assistance for the IDPs in Mardan district.
e) RH-AID (Rights and Health Alliance for Integrated Development) is an alliance of consultants, institutions, NGOs and CBOs working in the field of Reproductive Health, health and social development. RH-AID strives to develop human resource by creating an alliance for the development of a National Network. It aims to promote, protect and improve sexual and reproductive health, and create awareness regarding rights and choices particularly among the poor communities.
RH-AID has been managing projects that focus on health care and services, with expertise in maternal and child health, logistics, infrastructure development, family planning programs and organizational development, as well as the management of short and long term consultancy inputs. RH-AID has developed a strong team of master trainers in Health and FP/ RH covering various issues like TB, malaria, Hepatitis, Immunization, MCH including common ailments, contraceptive technology (including latest updates), counseling and Infection Prevention. The team has developed numerous training curricula and materials and has conducted trainings all over the country.
RH-AID also has substantial experience of training religious leaders, youth, community leaders and health professionals of various institutions. The organization has the capacity to design/ tailor needs based health education and advertising activities, training curriculum and activities for various components of social development involving the above cadre.
RH-AID designed and constructed fully equipped and furnished 50 Health House for Church World Service- Pakistan/ Afghanistan and ACT International in the earthquake affected area of Mansehra District.
RH-AID is partnering with CWS P/A for in implementation of shower units in Sheikh Shahzad IDPs Camp. (see health component)
II. TARGET LOCATIONS AND BENEFICIARIES
Location for CWS P/A proposed response
The proposed recovery and rehabilitation response is planned to be carried out in the same two districts that were also targeted for distribution of food and NFRIs in the first phase of response. The proposed location is;
- Swabi District: 13 Union Councils (UCs) as indicated in Table 4. - Mardan District: two tehsils (Mardan and Takht Bhai)), as indicated in Table 52
The targeted UCs are located in the north of District Swabi and are close to bordering areas of District Buner and Mardan from where the majority of the IDPs were displaced they felt convenient to get sheltered in these communities. These UCs are thickly populated with clustered housings. The public infrastructure related to health, education etc. exist in these areas yet these public health and education facilities are already seriously deficient of human and technical resources to meet the needs of the native population. The already dilapidated and deficient social and public infrastructure cannot cater to the needs of the heavy influx of IDPs in these areas.
Since, majority of the relief and rehabilitation agencies are focusing on camps which are located far away from these target host communities, very few organizations have made efforts to provide food items to IDPs in these
2 Source: Sungi Foundation Assessment Report
Pakistan – Assistance to IDPs 17 Appeal PAK091 Revision 2 communities. Besides food-items, that too for only a small portion of IDPs, no other relief interventions have been undertaken by any government or non government agency at time of writing.
The project interventions will also cater to two tehsils (Mardan and Takht Bhai) of Mardan district (Sungi assessment report) where approximately 5,765 IDP families are located.
TABLE 4 Swabi District- UCs with Approx. Pop. of IDPs
S. No Name of UC Approx. Approx. Pop- (Host Pop- Community) (IDPs) 1 Kalu Khan 35,000 2,400 2 Nawa Kali 34,000 2,200
3 Sheikh Jana 37,000 1,900
4 Saleem Khan 35,000 3,000
5 Yaar Hussain 40,000 3,000
East
6 Dagai 38,000 1,800 7 Swabi Khas 35,000 1,800 8 Swabi 34,000 1,750 Manairi 9 Parmoli 32,000 1,750 10 Naranji 33,000 3,200 11 Topi East 36,000 2,400 12 Topi West 34,000 3,000 13 Chak Noda 32,000 2,000 Total 455,000 30,200
TABLE 5 Mardan District Tehsil Village # Families Mardan Khazana Dheri 417 “ Manga 523 Takht Bhai Patt Baba De 2,648 “ Daman-e-Koh 2,177 Total 5,765
Needs Assessment and Targeting Process After the call for assistance by the Government of Pakistan, CWS-P/A collected the data of the IDPs of various Union Councils of the District Swabi & Mardan, through its IPs. CWS-P/A’s partner organizations have been working in the target area for quite some time. They have conducted a rapid assessment of IDPs in selected host communities and a camp. The rapid assessment included semi-structured interviews of Executive District Officer- Community Development (EDO-CD), officials of IDPs Registration Points, representatives of local NGOs, and Focused Group Discussions (FGDs) with IDPs (both male & female). Besides this, a detailed door-to-door survey was also conducted to enlist number of IDPs in host families, and to assess their issues and needs. Checklists and formats were developed to facilitate the data collection. The data collected through different sources was then triangulated to prepare an assessment report to serve the basis for this appeal. The team also gathered information
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from the secondary data sources such as OCHA updates, coordination meeting and District Census Reports (DCRs) of the target localities.
The assessment has revealed that the issues of IDPs are inter-related, be it of food, shelter, health, education or livelihood. To address this holistically, IDP Support Groups would be formed to take lead in relief and recovery interventions. The IDP Support Groups’ involvement in whole recovery process would help in integration of multi-sectoral responses. Prior to project implementation, a framework for ensuring integration and coherence of different sectoral responses would also be developed which would serve as monitoring tool for the project.
The target beneficiaries are identified with the help of locally selected community groups. The socio economic status of these beneficiaries is verified through random visits. These identified persons are then issued tokens/ coupons etc to receive different relief items. The project team frequently monitors the disbursement mechanism and the utility of those relief items by the target beneficiaries.
Criteria for the selection
• IDPs displaced by the recent conflict situation in Swabi in FATP • Priority focus on IDPs in host communities (rather than in camps). The majority of the IDPs are living in the host communities where, owing to the focus of donors and relief organizations attentions being on camps, their needs are great. • Most vulnerable groups with special attention given to destitute and women headed house holds, orphans and elderly people
• CWS-P/A will apply the Humanitarian Accountability Partnership (HAP) principles of impartiality, neutrality and equity. This approach will ensure an even and equal distribution of relief items to all needy households, thus minimizing the risk of conflicts between households, tribes, and ethnic groups.
• “Do-No-Harm” principle will be considered within a context of respect for human rights, prevention of stigma and discrimination as well as addressing gender-specific needs and gaps.
Most of the target beneficiaries are IDPs in host communities and conscious efforts will be made to identify most vulnerable amongst them. The selection of beneficiaries of Quality and Accountability component is different from that in other components. The detailed selection criteria is mentioned in the Implementation Plan of the Quality and Accountability section.
Number of Beneficiaries by programme component The situation is highly fluid and accurate numbers of IDPs and returnees difficult to obtain. Therefore the numbers of targeted beneficiaries for the different types of assistance are estimated based on assessments to date and with the understanding that close monitoring, coordination and targeting will be required closer to implementation.
The overall IDP and host community target population figures are given in detail in Table 4 above (approximately 30,200 IDPs and host population of 455,000 in Swabi District, and 5,765 families in Mardan District- see Table 5 above).
The target beneficiaries and their corresponding programmatic components are summarised in Table 6 below.
Total targeted for each component is estimated with the assumption that there will be some overlap in certain families or individuals benefitting from more than one type of assistance, according to verified needs.
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TABLE 6
Summary of Appeal
Program Name Main Activities families Indiv. 1 Food and NFRI Shelter Kits; 230 families 230 Phase I Blankets; 916 916 Food and NFRI Packages; 600 families (1 month ration) 600 Food and NFRI Food and NFRI Packages; 4500 families (3 months rations) 4,500 Phase II Bedding; 1000 families (2 mattresses per family) 1,000 Kitchen Utensils; 2000 families 2,000 Total targeted for Food and NFRI (approx.) 5,3003 2 Livelihood Male vocational training centres (VTC)s; 8 500 Female VTCs; 8 400 Women Friendly Spaces- craft promotion; 4 400 Total targeted for livelihood assistance (approx) 1,300 3 Education Refurbishment of 26 Schools, establishment of 16 Transitory Schools 4,000 Provision of 4000 Schools kits and 150 recreation events Teacher recruitment and Training Workshops; 4 84 Total targeted (school children-4000 and women teachers-84) 4,084 4 Advocacy Complaint Center Media Campaign; 1,220 Messages Research Total targeted (IDPs- direct and indirect) 899,657 5 Health Supporting 2 RHCs, 2 MHUs 371,645 Installation of 40 Shower Units Refurbishing Govt. Health Facilities Total targeted (hosts/IDPs) – (please see Table 7 below) 371,645 6 Quality and Sphere Trainings/ HAP 4,540 Accountability Total targeted for training (participants) 4,540
TABLE 7
Health Beneficiaries Total Total Total Total Total Expected Population Male Female Children < CBA No of 5 years women Pregnant Total IDP Population 83,245 40,790 42,455 14,152 23,309 4,196 Total Host Population 288,400 141,316 147,084 49,028 80,752 14,535 Total Population (Host+IDP) 371,645 182,106 189,539 63,180 104,061 18,731
ACTIONS TO DATE CWS-P/A initiated its Phase I response for conflict affected IDPs in Swabi and Mardan district, as proposed under the ACT Preliminary Appeal along with Norwegian Church Aid. The time frame for this first phase of implementation is for a maximum of two months starting from May 09. CWS-P/A has distributed food packages
3 This is approximate figure assuming overlapping in some families receiving multiple types of assistance dependant on actual need
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to 600 IDPs families in district Swabi. The amount for 300 food packages is already pledged by Canadian Food Grain Bank (CFGB). Furthermore, shelter kits have been distributed to 230 families of IDPs in district Swabi and Mardan. CWS-P/A undertook the implementation through its partner organizations; CHIP, SSEWA-Pak and Sungi Foundation.
CWS-P/A initiated its health intervention for IDPs at the start of April 09, with staff running a Mobile Health Unit (MHU) catering to the affected IDPs in the districts of Mansehra and Abbottabad. As of June 4th, 450 IDP patients have been given medical treatment with the provision of appropriate medicines. CWS-P/A has also conducted health awareness sessions and developed referral linkages for natal care of ante-natal females. Children under 5 years of age were also vaccinated by the MHU against common diseases.
CWS-P/A accomplished another major activity in the first phase as it collaborated with Strengthening Participatory Organization (SPO) and Sungi Development Foundation to organize a seminar “Voices of IDP” on May 27, 2009 with the representatives of Internally Displaced Persons (IDPs). The objective of the seminar was to gather civil society actors to reflect upon the growing conflict situation in country especially in NWFP, sharing of IDPs stories and experiences, discuss issues and problems of IDPs and their possible solution, and increase the coordination among the organizations working for IDPs. Further, political and economic implications of growing number of IDPs and government ability to manage the problem also came under discussion. The seminar concluded on putting forward the recommendations including both long term rehabilitation and short-term relief support plans.
This now elaborated and scaled-up version of the CWS appeal programme proposes continued relief assistance, as well as support for recovery.
Sphere Minimum Standards will be the guiding touchstone while providing assistance in emergencies to ensure accountability, transparency and quality management in all programs.
III. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
CHIP: Overall implementation strategy: community mobilisation and participation
Around 26 IDP Support Groups will be formed in the targeted host communities to help in identifying beneficiaries for project interventions implemented by CHIP. The activities including food and non-food relief items, livelihood and capacity building will be done through participatory approach by getting facilitation from IDP Support Groups. They will also facilitate smooth communication among other tiers and stakeholders of the project. The IDP Support Groups will operate with a cluster of about 100 IDP families. The Community Based Organizations (CBOs) will ensure smooth implementation of project interventions at UC level or with a cluster of 2-3 IDP Support Groups. The CBOs will work closely with the IDP Support Groups which will eventually increase synergies between host community and IDP families.
Time Line Description/Month 1 2 3 4 5 6 7 8 9 10 11 12 CHIP Formation of IDP support groups Training of groups/community organizations on Sphere standards Training of groups/community organizations on Disaster management.
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Joint Monthly Meetings of IDPs Support Groups and Local CBOs ( 5 Communities for 12 Months) Quarterly Project Review and Planning Meetings Among IDP Support Groups, CBOs, SBRC and Project Staff
RELIEF: Food and NFRIs
Objective: To alleviate suffering and increase the resilience of conflict-affected IDPs in Swabi & Mardan districts through providing emergency food, shelter and non-food relief items to IDPs and facilitating their mobilization and participation in responding to the situation over the initial 3 months of response.
Activities: Phase I Provide one month relief ration packages (food and NFRI) to 600 families in Swabi District (COMPLETED) Provide shelter kits to 230 families in Swabi and Mardan Districts (COMPLETED) Provide 916 blankets to 916 individuals in Swabi and Mardan Districts (COMPLETED)
Phase II Provide three (3) months basic food rations to 4,500 IDP families (13,500 packages) in Swabi and Mardan Districts Formation of 26 IDP Support Groups in 13 host communities/ Union Councils (UCs) Establish networking among IDP Support Groups and partner CBOs Provide kitchen utensils (Non Food Items) to 2,000 IDP families Provide bedding (2 mattresses per family) to 1,000 IDP families
Implementation Strategy: The implementation of immediate relief will be done by CWS-P/A along with partners Sungi, SSEWA-Pak and CHIP. Facilitation will be provided to establish and/or strengthen the local community institutions to create a congenial and conducive environment for the IDPs’ relief and rehabilitation interventions. Since the beneficiaries are residing with host communities, the distribution of relief items will be provided according to the actual and specific needs of the host families. For example, some families already have kitchen utensils.
The affected target community will be given food packages as immediate relief. The package composition is made keeping in view the Sphere Common Standards i.e. it should meet the nutritional requirement of 2,100 Kcal (kilocalories) per person per day, and will be sufficient for one month for an average family of 6 persons. The food package distributed during the first phase of response was of slightly different composition, and has now been adjusted to adhere to WFP standard food package composition.
The immediate relief package comprises:
TABLE 8
Comparison of Relief Items (RIs) in combination with Food Package S. No RIs First phase RIs Revised- 2nd phase RIs 1 Wheat 80 Kg 80 Kg 2 Rice 40 Kg - 3 Pulses 7 Kg 8 Kg
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4 Oil 10 Liters 4.5 Liters 5 Sugar 7 Kg 4 Kg 6 Tea 2 Kg 0.4 Kg 7 Salt 0.8 Kg I Kg 8 Biscuits Fortified - 1 Kg 9 Baby Food - 6 Kg 10 Milk Powder 2 Kg 2 Kg 11 Soap Safeguard 4 Pcs 4 Pcs 12 Match Box 1 Box 1 Box
CWS-P/A is also providing Non-Food Relief Items (NFRIs) to the conflict affected IDPs families in district Swabi and Mardan. These NFRIs include bedding (mattresses), kitchen utensils set and soap (Safeguard) and one match box (as mentioned in Table 7) along with the food rations.
Distribution Mechanism for Food Items The food items will be distributed directly to IDPs in the host communities. Food distribution points will be set-up in each community within walking distance from IDPs’ temporary host locations. Prior to food distribution, a detailed survey will be carried out to register the potential beneficiary IDPs for the food program. During the survey and beneficiary identification process, IDP activists would also be identified to facilitate selection of beneficiaries according to the criteria as well as smooth distribution of food items. Tokens will be distributed to registered beneficiaries one day before the distribution to help ensure the right persons receive assistance and to avoid duplication of monthly rations received.
The identified IDP activists will be involved in the distribution of food items and non food items that would help in encouraging women headed IDP families and other vulnerable IDP groups to receive the food items with ease.
Exit Strategy: The project will aim to link of this immediate relief phase with the early recovery assistance in the later stage. However, this depends upon the future situation and the extension in stay of the IDPs.
IMPLEMENTATION PLAN- FOOD and NFRI Month 1 Month 2 Month 3 SEWA Pak distribution CHIP Formation of IDP Support Groups Distribution of Food Packages Sungi Provision of bedding (large) Provision of Kitchen Kit
LIVELIHOODS
Objective: To contribute towards improving the livelihood recovery potential for 500 conflict-affected male and over 400 female IDPs by providing them with opportunities to enhance vocational skills and income earning opportunities
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Activities: a) Women Friendly Spaces Formation of 4 Women Friendly Spaces (WFSs) increasing women’s access to craft-making skills and income earning opportunities and enhancing their psychosocial well-being. Conduct gender sessions for female IDPs Provision of 400 craft production toolkits for female IDPs Provision of sewing machines for 400 female IDPs Conduct 20 training sessions on skill enhancement (embroidery and stitching etc) including hiring of a consultant trainer in WFSs
b) Vocational Training Centers (Female) Formation of groups for vocational trainings Conduct community meetings Establishment of 8 Vocational Training-cum-Production Centers for 400 female IDPs Provision of sewing machines for 400 IDPs females Provision of toolkits for 400 IDPs females Facilitation of market linkages
c) Vocational Training Centers (Male) Establishment and running of 8 equipped Vocational Training Centers-Males (building construction trade related skills) for 500 male IDPs Provision of 500 toolkits with raw materials Hiring of 24 teachers for eight male VTC centers (3 teachers per centre) Provision of tools for training graduates
Implementation Strategy: This intervention will be managed by CWS-P/A’s partners CHIP and Sungi.
Women Friendly Spaces The Women Friendly Spaces (WFSs) will be established to provide space for women to come together for organized activities. The WFS’s will be established at four different locations, targeting approximately 400 women. Skills will be identified of the women of IDP families visiting Women Friendly Spaces. On the basis of skills identified, the groups will be formed.
The women will also share information on issues like health, advocacy, education, human rights, skills, marketing, violence, reproductive health, and gender specific matters identified by the community females.
A Consultant will be hired for conducting skill training. The Consultant will design specific trainings on craft promotion skills, for these groups. The trainings will be including stitching, embroidery etc. Toolkits and raw material will be provided to 400 trainees. On completion of training, sewing machines will be provided to each trainee to support their livelihood. In addition, the intervention will enhance their psycho-social well-being
Vocational Training Centers (VTCs) The rent for female Vocational Training Center has been provided for in the budget while the premises for the male VTCs will be contributed by the local host community based organization (CBO) which is registered under the Social Welfare Act.
In order to ensure sustainability of livelihood related interventions, the Vocational Training Centers (VTCs) will be housed and hosted by local CBOs and IDP Support Groups.
Keeping in view the gender-segregated culture of the area, eight separate Vocational Training Centers for women will be established. The project will employ some of the few trained females (8 female trainers are charged in the
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budget) already identified in the target community, for imparting training to other females in cutting, stitching and basic embroidery skills.
Moreover, efforts will be made to link these established training centers with the local market for seeking business opportunities for women in embroidery. For facilitating market linkages for the women’s vocational training cum income generation centers, the local CBO and the IDP Support Group will take initiatives for tapping the job orders from local and adjacent communities. The 400 female beneficiaries will be provided sewing machines as a support to their earning of income after the completion of training session.
Eight (8) fully equipped training centers for 500 male IDPs in the target area will be established, offering courses on construction trade related skills (plumbing, masonry, carpentry, electrician, welding etc). These training topics are identified keeping in view of the demand for these skills in the job market, especially in the disaster stricken areas. The trained and qualified graduates will also be provided with a toolkit to carry out their work assignments.
The trained men and women entrepreneurs will sell the products made by these centers in the local and main market of Swabi. The project staff will also facilitate market linkages through participation of trained women in local and national exhibitions and other events.
Exit Strategy: The Vocational Training Centers (VTCs) established for men and women will be run by the local community based organizations. The local CBOs and the IDP Support Groups will be responsible for the management of these training centers. After the phase out of the project, the vocational training centers will be formally handed over to the CBOs which will mobilize resources internally as well as through nominal fee from the trainees to meet the operational cost.
The local CBOs who would be contributing in the project through building rent for the men’s Vocational Training Centers as well as management of these centers, would continue to run the VTCs after phase out of the project. The capital assets such as tools and equipments for training would be handed over to the local host CBO who would ensure the sustainability of these centers.
As the women’s Vocational Training Centers have sewing machines as their main capital asset, these would be handed over to IDP Support Group of women who either continue running the centers for IDP women, if the IDPs are not relocated to their native cities even after phase out of the project. In case the IDPs are relocated to their native districts then the sewing machines would be given away among the deserving trained women IDPs who may run their own micro-enterprises in their native towns after the relocation.
IMPLEMENTATION PLAN- LIVELIHOODS
Time Line Description/Month 1 2 3 4 5 6 7 8 9 10 11 12 Livelihoods SUNGI Establishment of WFSs Skill enhancement trainings for female trainees in Women Friendly Spaces (WFSs) Provision of Sewing Machines CHIP IDP women VTCs IDP young men VTCs
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EDUCATION
Objectives: • To provide increased access for 4,000 IDP children (male/female) to primary school through the establishment of 26 Community Schools in 13 UC host communities and 16 transitional schools in host communities, as well as livelihood opportunities for 84 IDP women teachers in Swabi District. To enhance partner staff and teachers’ skills and capacity to provide educational support to IDP children
Activities: Signing of MoU with the District Government Refurbishment of selected government schools (includes repairs, white wash, provision of required furniture and equipment as needed to host government schools where IDPs would attend evening classes) Establishment of 16 transitional schools Hiring of 84 male & female IDPs as teachers provided with a stipend for 12 months Conduct 4 Teachers Training workshops on Child-Centered Teaching Methodologies Provision of schools kits containing books & stationary, uniform and shoes to 4,000 students from IDP families Conduct 150 Recreational events in 26 community schools Conduct hygiene sessions in schools
Implementation Strategy: The education interventions will be undertaken by our partners CHIP and Sungi. Realizing the issue of summer vacation of two months (mid June-mid August 2009) in the schools located in the host communities, as well as overcrowded classes in the existing government schools in morning times, the project will set-up 26 community schools in identified government schools with classes held in separate evening shifts to provide education for displaced children. The existing educational facilities, located in 13 host communities, will be strengthened or refurbished, and an additional 16 transitional schools will be set up to cope with the influx of IDP children who need to be schooled. Overall, 4000 children will be supported.
The interventions related to education and livelihood, have been planned in the host communities of district Swabi. The host communities have been selected on the basis of number of IDP families residing in specific location, the receptiveness of both the host communities and IDP families, assurance of support from the local community based organization and level of vulnerabilities of IDPs in the host communities. CWS-P/A’s partner organization (CHIP) has experience in developing physical and social infrastructure. It has also successfully experimented on developing inclusive infrastructure related to water, sanitation and education. CHIP will manage the refurbishment of schools through involving IDPs already skilled as mason, electrician, painter, carpenter etc. In this way the skilled IDPs would have livelihood opportunity in schools refurbishment.
84 teachers will be hired from amongst the IDPs families for these multi-shift community schools, providing a livelihood opportunity for IDP families while also enabling them to serve their communities.
The 4,000 selected students will be provided with the basic school kit required- books, stationary, a uniform and shoes- to be able to participate fully at school.
Recreational activities will also be organized in these community schools to enhance the interest of children in schools as well as help in minimizing the depression and anxiety created through the trauma of war experiences and subsequent displacement.
Exit Strategy: After completion of the project, these internally displaced children studying in community schools will be mainstreamed into the same schools or nearby schools to help them continue their education. The project (through
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CWS-P/A partners) will establish strong links with the District Education Department to ensure smooth mainstreaming of the internally displaced children in their next classes once the project time frame is over and if their stay in the host community is prolonged for more than one year. CWS-P/A will adhere to the “Do-No-Harm” policy by maintaining a balance in managing the children of host community and those belonging to IDPs families. It will also ensure indiscrimination among the students representing different social classes.
IMPLEMENTATION PLAN- EDUCATION
Time Line Description/Month 1 2 3 4 5 6 7 8 9 10 11 12 SUNGI Hiring of Teachers Setting-up school Disaster Management session at schools Provision of Educational Kits Provision of IEC Material CHIP Signing of MoU with District Government Refurbishment of selected Govt. Schools for community schools Initiation of Classes of Internally Displaced Children in Community Schools Teachers Training on Child-Centered Teaching Methodologies Provision of Books & Stationary Provision of Uniform to students Recreational events in schools Hygiene sessions in schools
HEALTH
Objectives: To reduce avoidable morbidity and mortality among affected population and to ensure delivery of health services to IDPs residing in the camps and to those in host communities To provide preventive and curative health services to 83,245 non-camp IDPs residing in 10 UCs of District Swabi through 2 Rural Health Centers (RHCs) in UCs Yaar Hussain and Marghuz and 2 Mobile Health Units (MHUs) To support and strengthen the under-served and overburdened district health care structure by supporting government health facilities and targeting 371,645 non-camp IDPs from the conflict-affected zone and host communities residing in 10 targeted Union Councils of District Swabi To provide space especially for women and children to have a regular shower in privacy to reduce disease incidence related to personal hygiene in Sheikh Shahzad Camp
Activities: Daily consultations in the project supported RHCs in UCs Yaar Hussain and Marghuz. Scheduled consultations in Mobile Health Units (MHUs) covering targeted population Routine EPI for children under-5 years of age and women of Child Bearing Age (CBA) Participation in Mass Immunization Campaigns Provision of antenatal/natal/postnatal care to the registered females
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Provision of Reproductive Health services to women of CBA Referrals of serious patients with full support mechanism Provision of WHO/ GoP approved essential medicines Provision of 24/7 service for MCH and other emergency services at two RHCs in the target UCs Performing basic laboratory investigations at the two RHCs Managing Health Education Sessions on important health issues including HIV/AIDS, TB, Malaria, Diarrhea, Breast Feeding, STIs (Sexually Transmitted Infections) and other preventive issues Regular reporting for early detection of infectious diseases Management of alerts, threats and outbreaks, if any, in collaboration with the line department Maintaining strong linkages with other partners working on health in the target UCs for referring patients from the community to RHCs and MHUs Hiring of medical and Para-medical staff Reorganize existing Health Committees and utilize their potentials to maximum benefit of the IDPs and host communities Installation of 40 Shower Units. Each unit consists of 4 shower cabins Repair and upgrade government health facilities
Implementation Strategy: The health component will be undertaken by CWS-P/A. The implementation of the project is based on Right Based Approaches (RBAs) and the community will regularly involved through Health Committees to organize the activities. Existing health committees will be identified and re-reorganized and the health committees formed by other organizations working on health in the targeted area will be involved through community mobilisers for better service delivery to the community.
Please see Table 7 above for number and desegregation of health beneficiaries (host population and IDPs).
The relevant stakeholders (District Health Department, WHO, UNICEF, UNHCR, UNFPA, community and other organizations working on health in the target area) will be kept in the loop and strong links will be ensured for better service delivery. Prior MoUs will be signed with the relevant agencies to start the health services in the target Union Councils.
Hiring of competent project staff will be ensured and code of conduct about issues/ concerns regarding HIV & AIDS, TB, Malaria, Gender etc will be disseminated at the time of staff orientation. The supply chain will be maintained with strong logistical support to ensure smooth implementation of project activities at the field level. The project staff will collaborate with the relevant stakeholders in the health sector to create synergy for a larger impact.
Sheikh Shahzad Camp Shower Units The project will install 40 Shower Units in the identified Sheikh Shehzad Camp housing 1,354 registered families. This intervention will be outsourced to RH-AID (Rights and Health Alliance for Integrated Development) through an agreement with CWS P/A. Keeping in view the cultural norms of the IDP and host community, there will be separate shower units for women and children; each Shower Unit consists of four individual shower cabins, surrounded by a boundary wall for maximum privacy.
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TABLE 9
Sheikh Shahzad Camp Profile S.No Description Camp Population / or number 1 Total Families 1,354 2 Total number of Peoples 8,065 3 Male 1,755 4 Female 1,874 5 Pregnant Women 38 6 Girls Under 15 Years 2,150 7 Boys Under 15 Years 2,002 8 Water Tank (400-500 Gallons each) 36 9 Toilets 100 10 Washing Pad 45 11 Sweeper 12
Considering the total population of women, girls, men and boys, if each person takes shower daily and 50 people use one cabin each day it is calculated that a minimum of 40 community shower units will be needed.
Each shower unit will consist of the following: • Boring for water supply (it may be 1 borehole for two showers depending on the situation on ground) • Electric water pump • 4 shower cabins (4x4 feet each) made of Bamboo and wood with internal pan flex/plastic sheet lining • 500 liter overhead water tank • Independent soak pit (approx. 10 feet deep and 6 feet in diameter) with cement slab/plaster on the top • Cement floor of shower units and 4 inch drainage pipes to the soak pit
The camps have been supplied with electricity and the pumps will be connected to these lines with the consent of the camp management.
To ensure privacy each shower unit will have a 6 feet high boundary wall made of bamboo frame and pan flex /plastic sheet. This will enhance the use of showers by the women who otherwise cant carry water from a distance and don’t use the public bathing areas built next to the toilets.
CWS-P/A staff supervised by the management team is responsible for the implementation of the project in collaboration with all the relevant stake holders and Implementing Partners working in the health sector and other cross-cutting sectors to create synergies for a greater impact.
Exit strategy: Funding will be sought for longer term rehabilitation and development interventions for programs like Primary Health Care, TB DOTS, and HIV & AIDS to strengthen the local health structure. The need for assistance in the local health structure will also be identified by the assessment of health facilities in the conflict affected areas with the consultation of District Health departments, lead health agencies and community of the conflict affected areas.
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There is possibility of having the military operation started in Shangla, and this will make the IDPs to move down to Mansehra district. The project is envisioning launch of some health interventions in the Mansehra district4.
The project will continue to assist the IDPs as long as the communities are displaced and reasonable funding sources are available. In case of repatriation of IDPs, the project will participate in the medical screening of the IDPs before they repatriate, and will ensure that repatriating community gets follow up health assistance. With the consultation of the District Health Department, all the medicines and other medical supplies of the project will be formally handed over to the health facilities supported by CWS-P/A. Linkages of the Health Committees will also be developed with the local health offices so that the community can benefit best from the available resources. Capacity building of the CWS-P/A project and government health staff working at the government health facilities is also part of CWS-P/A exit strategy. During the project period, trainings on Disease Early Warning System (DEWS), TB-DOTS and ultrasonography (situational-need based) etc will increase the capacity of the CWS-P/A project as well as of the government health staff and the impact would continue even if CWS-P/A exits.
IMPLEMENTATION PLAN- HEALTH
Months of the Year S.no Description of Activities 1 2 3 4 5 6 7 8 9 10 11 12 1 Hiring of technical/project Staff 2 Staff orientation training 3 Preparation of schedules and work plans. 4 Installation of shower units 5 Establishment of Warehouse 6 Arrangement of vehicles 7 Establishment of Staff accommodation. 8 Procurement of medicines and other supplies. 9 Establishment MHUs x2 10 Establishment of RHCs x2 11 Delivery of health services. 12 Coordination meetings. 13 Monitoring of activities. 14 Reporting of activities. 15 Winding up/Coordination- assessments for future intervention.
ADVOCACY
Objectives: To provide a channel for IDPs concerns and issues to be heard and influence decision makers, and so to support accountability to IDPs, by creating a complaints center for registering, recording and delivering complaints of conflict affected IDPs in Swabi and Mardan to relevant authorities To raise public awareness and advocate for conflict affected IDPs’ through image building and public servicing
4 District Coordination Officer (DCO), Mansehra briefing on Jun 01, 09
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To engage stakeholders in discussions and possible solutions to the issues faced by the conflict affected IDPs
Activities: Seminar on voices of IDPs Establish a fully functional Complaints Center for the support of IDPs Develop a comprehensive database for recording and reporting from the Complaints Center Develop and distribute IEC (Information, Education and Communication) material among wide range of stakeholders Publish bi-monthly newsletters highlighting issues related to conflict affected IDPs Organize three Discussion Forums for developing coping strategies to deal with the issues related to IDPs Organize two seminars for a wider audience to discuss and disseminate possible problems faced and possible solutions for the conflict affected IDPs
Media campaign Organize two media sessions for highlighting general trends of registered complaints Publish three comprehensive articles/reports in leading newspapers detailing the data recorded at the Complaint Center Broadcast 500 image building messages (60 seconds each) of conflict affected IDPs on the local radio transmission Broadcast 720 public service messages (60 seconds each) creating awareness regarding conflict affected IDP situation, on the local radio transmission Broadcast eight panel discussions (30 minutes each) on conflict affected IDPs on the local transmission
Research and documentation Develop one documentary film addressing issues/ related interventions for conflict affected IDPs and distribute among targeted stakeholders Conduct and publish one research paper on key issues related to conflict affected IDPs, and distribute among stakeholders Publish one book encompassing learning and findings of the Complaint Center
Implementation Strategy: SUNGI held a seminar to raise up the concerns and issues of IDPs on 21 May 2009 so that their voices were heard directly be heard by various stakeholders.
After selection of suitable site/ location, a Complaint Center will be established. The location will be preferably in Mardan district due to the heavy influx of IDPs in that district. The primary activity will be receiving and processing complaints and following them up till the complaint is resolved. The Center will, particularly, be made women friendly, so that their rights to security, safety, dignity and relief services can be guarded. The complaints will be received by the Center staff who will also collect them personally from the complainants. Female staff will interact with the female IDPs. The complaints will then be forwarded to the relevant organizations and follow up will be made to trail the progress.
IEC material detailing role, responsibility and support provided by the center will be produced and will be mass distributed among the stakeholders, especially conflict affected IDPs.
The Complaint Center will be staffed with a Project Coordinator (1) and the Complaint Officers (4). The details are mentioned in the Budget Notes, attached as an appendix.
The project will develop a comprehensive database for managing information from the Complaint Center. Training will be provided to staff on use of the database software (SPSS).
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A bi-monthly newsletter will be published and circulated among targeted stakeholders highlighting findings, success stories, human interest stories and issues related to conflict affected IDPs.
Two seminars will be organized for a wider audience, on problems faced by the IDPs and their possible solutions. The Center will also use local media for lobbying on behalf of the IDPs regarding specific complaints.
A media campaign will be conducted to raise awareness amongst various stakeholders about IDPs and their concerns, and to broadcast public service messages for IDPs. Most of the IDPs of the conflict affected areas are suffering some form of trauma. Some are perceived be the general public as terrorists, due to the history of terrorist activities attached to this community in the recent past.
This campaign includes, the organizing of two media sessions to highlight the general trends of registered complaints and to bring those to the attention of different authorities. Three comprehensive articles will be published in the leading newspapers detailing the data recorded from the complaint center.
Understanding of the IDPs Issues and concerns, and their image with the wider public will be supported through different image building messages and panel discussions. Sungi and CWS-P/A will use Power Radio 99 FM for public broadcasting and information dissemination to a the wider public. It has a broad repertoire of professionals fluent in several languages, and is also responsible for airing more than 500 programs in these diverse languages.
CWS-P/A will develop public service radio messages for the IDPs, encompassing a wide range of topics like importance of hygiene, maternal health, and importance of education.
Research and documentation: CWS-P/A has 10 years of experience in conducting research, including on the role of minorities in the development of Pakistan, human rights issues, socio-economic issues in Afghanistan, gender and health issues. During the earthquake program in 2006, the organization conducted research with partners on advocacy and rights issues of the earthquake affected people and the role of government organisations like Earthquake Reconstruction & Rehabilitation Authority (ERRA) along with others involved in compensation.
CWS-P/A will conduct a comprehensive piece of research on key issues related to conflict affected IDPs and the whole dynamics of migration and security. Afterwards it will be distributed among the stakeholders including academia, local/ international organizations working in disaster/ emergency situation and also the organization working on IDPs. This intervention will create a knowledge base for mass utilization and hence, will benefit stakeholders addressing the issues. The project includes end of project learning publication to document the lessons from running a Complaints Center in such unique emergency situation. It will also reflect the type and nature of complaints and the implications and constraints faced in addressing these complaints. The publication will help in devising the improving mechanism as the project will be followed by a comprehensive evaluation. The publication will also be backed up by a documentary targeting the wider audience from the donor community as well as the local stakeholders to enhance the effectiveness of such interventions in future.
Implementation roles and management The advocacy component will be implemented jointly by CWS-P/A along with its partners Bedari and Sungi. The former partner will be managing the Complaint Center, while the latter will contribute in activities related to media campaigns. CWS-P/A will be responsible for activities in Research & Documentation, as well as in media campaign.
Signing of agreements with the partner organizations will be done detailing their interventions, implementation planning, coordination mechanism, progress and financial reporting.
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Exit Strategy A detailed exit strategy of the project will be rolled out in the last quarter of the project. The activities for phasing out will include banners, posters, community meetings, advertising through newspapers and radio. It will also explain the criteria of addressing the pending applications in the Complaint Center, and will facilitate the complainants on how to make a follow up of the outstanding complaints.
Implementation Plan- Advocacy
Description of Activities 1 2 3 4 5 6 7 8 9 10 11 12 Seminar on voices of IDPs x Bedari Setting up of Office Hiring and training of staff Printing Materials and Banners Field Visits Meetings with Implementing NGOs Receiving & Processing Complaints Newsletter News Articles Seminars Media Sessions Discussion Forums Preparation of Database Data Analysis and Book Exit Strategy Activities Monitoring of Project Sungi Establishing/Strengthening humanitarian networks Capacity Building of networks Launching media campaigns Panel Shows
QUALITY & ACCOUNTABILITY- SPHERE AND HAP CAPACITY DEVELOPMENT
Objectives: To improve the Quality and Accountability of humanitarian agencies to their beneficiaries by enhancing knowledge, skills and capacity of 540 humanitarian relief and development practitioners in Sphere and HAP through capacity building trainings and material dissemination To provide additional learning support to relevant agencies to meet Sphere and HAP standards at national level through advisory services To disseminate the project experience and learning from practice more widely through sharing with the participating organizations, Sphere and HAP-I and ACT Alliance
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Activities: Conduct Sphere/ HAP capacity building workshops and training sessions for 460 humanitarian workers Develop and disseminate documents & publications (4,000) for Quality and Accountability Provide support to relevant aid agencies to meet Sphere standards through advising, training and coaching individuals who have been identified as focal persons within organization on Sphere, and how to conduct assessment and design monitoring and evaluation systems using Sphere standards and indicators, for their own organizational level. Conduct a seminar for 80 humanitarian workers to raise awareness regarding the significance of Quality Management and Accountability to beneficiaries Develop coordination and networking with line departments and humanitarian agencies • Regular communication with Sphere Project and HAP Offices, Geneva. It aims to provide current news/information (like case studies on best practices) regarding progress and situation to Sphere Project Office in Geneva for periodic newsletter. Monitoring visits to see the effectiveness of the capacity building process
Implementation Strategy: This intervention will be managed and directly implemented by CWS-P/A staff. The organization will conduct 35 training workshops for 460 humanitarian workers working in current crises and emergency for IDPs keeping in view the changing needs on the ground. Comprehensive tools and procedures of Sphere Capacity Development will be used during workshops on Sphere briefing and orientation; Monitoring & Evaluation; Rapid Assessment & Coordination; and Lesson Learnt workshops. There will be a range of workshops to be covered under this intervention. All these 460 humanitarian workers will also be the recipients of CWS-P/A’s various publications on Sphere, HAP and Quality Management and Accountability. Sphere publications will also be provided to those organizations who are not able to receive trainings so that they could at least benefit from Sphere material to enhance their learning to use it.
Sphere is about commitment to quality and accountability in humanitarian assistance. Based on our experience, the organizations committed to Q&A nominate their staff for Sphere training. However, when we receive the nominations, we do pay attention to the following, before accepting the nominees:
that the organization has a demonstrated experience in disaster response: that the nature of job and responsibilities of the nominated staff are related with humanitarian assistance, and will be in a position to apply Sphere practically. that the organization gives an informed commitment with the nomination to use the expertise of the nominees in applying Sphere
To utilize the expertise of these organizations and the professionals, the CWS-P/A Sphere Focal Point Pakistan will strengthen the network of Sphere practitioners and trainers from these organizations. This core group of professionals and their organizations will be encouraged to get involved in Sphere Focal Point Project activities in Pakistan and plan and organise joint events. CWS-P/A will coordinate and facilitate the use of their expertise in terms of involving them for joint assessment, M&E, field-based support and training.
Coordination and Networking links will be established with other ‘Quality and Accountability’ initiatives such as Humanitarian Accountability Partnership-International (HAP-I), INEE, and with the Governmental bodies, contributing towards essential knowledge development in local context.
The project will disseminate Sphere material in local language during trainings. To increase the understanding of the local community, the training material has already been developed by CWS-P/A in different local languages (Pushto, Dari etc). The published material (leaflets, booklets and brochures) will be used as awareness raising tools.
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A development framework will be designed based on Sphere Minimum Standards. Its focus will be on having standards for long term development approaches, including those applied in the recovery and rehabilitation phases of this response. It has always been debate and discussion during Sphere training workshops, coordination meetings with NGOs, UN and INGOs and implementing process of Sphere Minimum Standards that as Sphere is very useful to maintain quality of work so how can it be used in development projects. The Humanitarian Charter and the Minimum Standards contribute to an operational framework for accountability is based on the principles and provisions of international humanitarian law and international human rights law. So this framework of quality and accountability will include quality standards, principles, policies, key success indicators, guidelines, training and other capacity-building approaches that are generally used in development projects. The framework will include measurable performance indicators. It will give a direction how it can be used in disaster preparedness, DRR, humanitarian advocacy and development related interventions.
The framework will be used in the phase of recovery/ rehabilitation and reconstruction. As Sphere stops at crisis phase of project implementation, this framework will help agencies to continue effective use of Sphere Minimum Standards till the end of rehabilitation phase.
The project will be in regular communication with the Sphere Project Office and HAP Office’s in Geneva and will provide case studies on best practices for publication in the periodic newsletter.
Being Sphere focal agency, a regular technical support to relevant agencies will also be ensured at national level during the project implementation period
Exit Strategy: This new phase of the Sphere Focal Point (SFP) initiative is a continuity of activities such as representation, training, technical support, advocacy and the design of tools. SFP is already providing consultancy services to humanitarian agencies to improve their quality and accountability mechanisms to assess whether their work is as per Sphere Minimum Standards or not. It will be ensured through regular monitoring visits to see whether the selected projects are in compliance with Sphere standards.
Sphere/ HAP workshops have an application process that involved participants providing a completed application form listing prior experience with Sphere/HAP and an action plan for using Sphere/providing Sphere/HAP training in the future. Candidates will be asked to provide a letter of support from their manager to ensure they have permission to attend the training and the support to enable them to use what they have learned. Sphere/HAP team would conduct some field visits to understand how to apply Sphere/HAP in the specific Pakistani contexts. Monitoring visits will also be conducted to see that all the documents developed during workshops have been effectively incorporated into the quality management system of each organization/agency Technical support for monitoring and evaluation at the organizational level and follow-up for Sphere orientation/ ToT graduates would be another initiative to further strengthening the capacity of them in specific area. Finally, capturing and sharing more concrete lessons learned would be helpful in advocacy and training activities.
To further promote and take a necessary “step forward” in quality and accountability in Pakistan, CWS-P/A would create and build the capacity of a small team of quality and accountability (Q&A) representatives with Sphere/ HAP knowledge within CWS-P/A. Having a small team of with Q&A expertise that meet regularly will make the SFP/HFP project less dependent on one individual and improve capacity for immediate Q&A response in a disaster situation.
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IMPLEMENATION PLAN- CWS- SPHERE AND HAP CAPACITY DEVELOPMENT
S.No Activities 1 2 3 4 5 6 7 8 9 10 11 12 1 Sphere Trainings/Workshops 2 Workshops on Complaints Handling 3 Workshops on Developing HAF 4 Seminar on Quality Management 5 HAP/Sphere Guidance and support briefings 6 Coordination and Networking 7 Liaison with Sphere Project/HAP Offices in Geneva 8 Publication & Dissemination of Sphere Material 9 Framework on Sphere for Development Projects 10 Providing Technical Support to Agencies 11 Compliance 12 Monitoring visits
13 Evaluation
Inputs for project implementation
Procurement CWS-P/A follows a standardized procurement procedure that fulfils the compliance requirements of International Standard Operations (ISO). As per guidelines, quotations are required after exceeding a threshold purchase limit, and then the comparative statements are developed on the basis of product specification, quality and cost factor. After going through the quality control check, procurement of items is done and then distributed accordingly.
Material and human resources required for the execution of project activities will be deployed according to CWS- P/A’s rules and regulations.
Warehousing The organization has also developed a Warehouse Manual along with the Procurement Manual. These manuals help in ensuring proper inventory management. The manuals also make the procedures transparent and maintain accountability in the system.
Staff The organization has developed a Human Resource Information System (HRIS) which is an online solution for CWS-P/A to manage its human resources effectively and efficiently. HRIS provides information and analysis about employees and former employees. The comprehensive detail of project staffing is detailed in the budget notes, attached as an appendix.
Transport The project will use the transport/ vehicles for accomplishing various activities designed in the appeal. These will be used to accomplished supervision and monitoring of the activities. The project will ensure that different administrative mechanisms are in-place for proper usage of transport inputs mentioned in the budget for CWS- P/A as well as for its implementing partners.
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Capital Assets CWS-P/A will be responsible for judicial utilization of capital assets used while implementing the project interventions. The assets will help in streamlining the effective communication within the project personnel. The computers, printers and other equipment will be used to accomplish the project objectives mentioned under various components. These equipments, assets will be in continuous use of the relevant implementing partners for future development interventions.
CWS P/A inputs for the programme include allocation of the various assets for multiple interventions in the Appeal. These assets are re-deployed from various programs, including assets purchased under appeal ASPK61 for the Kasmir earthquake response, and are now contributing towards the execution of activities in this latest emergency response.
Planning assumptions, constraints and prioritisation The project will make planning and prioritization on the basis of quantum of financial assistance received against this appeal. Nonetheless, the interventions under emergency response (immediate relief and health) will be given priority, while the recovery/rehabilitation phase (livelihood, education, capacity building and advocacy) will be conditional to the amount of funding matured.
The project will further focus within sector wise priority i.e. selection of beneficiary targeted, geographical focus, selecting critical activities etc. However, the composition of prioritization may be modified keeping in view the on-ground geographical conditions and circumstances at the time of implementation.
Overall Implementation Timeframe
The overall CWS P/A project duration will be 12 months. The detail implementation plan per project component is shown under each project section above.
IV. ADMINISTRATION & FINANCE
Financial Monitoring CWS-P/A uses fund accounting method for incorporating the donations received whereby each project is recorded separately and all sources of income and utilisation of funds for a particular project can be identified. Financial Statements are prepared in accordance with the requirements of International Accounting Standards as applicable in Pakistan. Also, biannual audits (June and December) of CWS-P/A overall financial statements are conducted by an independent firm of auditors – Ernst & Young Global Limited (Ford, Rhodes, Siddat Hyder & Co.). In addition to this, separate project audits are also conducted as per the requirements of donors.
CWS-P/A has been awarded the USAID Management Standards in capacity building process under Institutional Management and Certification Programme (IMCP) implemented by NGO Resource Centre, (a project of Agha Khan Foundation). General ledger and project accounting software is also being used, which has been developed by the financial consultants. This software covers the requirements of both general and project accounting. In addition, since 2005, CWS-P/A has been certified by ISO for ISO 9001:2000, which sets blue prints for procedures and guidelines. These procedural guidelines have been incorporated in our operation manual, which is familiarized with each department, as well as the staffs.
At the end of the project an external audit will be carried out by Ernst & Young Global Ltd (Ford, Rhodes, Siddat Hyder & Co).
The Financial Management and Reporting System of CWS-P/A are centralised from Karachi Office. The reports will be collected and vetted from Islamabad office and will then be forwarded to the regional office in Karachi. Financial Reports/Updates are compiled and generated from Karachi, which in turn provide financial reports to
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the Senior Management Team on a regular basis. Fraud Risk Assessment and protection training have also been conducted to better administer the funds and improve the financial monitoring system.
CWS-P/A uses fund accounting method for incorporating the donations received, whereby each project is recorded separately and all sources of income and utilisation of funds for particular project can be identified. Financial Statements are prepared in accordance with the requirements of the International Accounting Standards as applicable in Pakistan.
V. MONITORING, REPORTING & EVALUATIONS
Monitoring procedures During implementation of the project, regular monitoring5 will be undertaken to check process, progress and performance of the proposed interventions. A detail list of qualitative and quantitative indicators will be used to ensure adequate compliance of the interventions. Keeping in view the indicators, Performance Measurement Plan (PMP) will be developed. Each indicator will be defined and explained. Sources and methods of data will be defined and data will be collected on pre-defined frequency. M&E team will collect and analyze data for each indicator following a checklist. Indicators will be tracked against specified targets.
Monitoring will also involve reviewing and planning of work on a regular basis, assessing whether activities are carried out as planned (including beneficiary selection), identifying and dealing with problems during implementation. Emphasis will be given to ensure application of Sphere standards and ACT Code of Conduct during the monitoring process. Monitoring of all planned project activities by the project staff will result in preparation of the consolidated reports, to be shared with all the stakeholders.
Both quantitative and qualitative methods will be used in designing the monitoring formats. The Do-No-Harm principles will be considered while designing the monitoring tools.
In addition, CWS-P/A’s project staff will ensure documentation, photographs, and video clips to show the overall process. Case studies will be developed by CWS-P/A staff to gain additional understanding of the impact of the project (positive and negative). Additionally, people’s living conditions will be monitored through frequent interviews and direct observations.
Reports will be compiled by the Disaster Management Programme (DMP) team at Islamabad with support from CWS-P/A’s Programme Development Unit (PDU). These reports will then be sent to the senior management for programmatic review and will afterwards be sent to ACT CO according to the ACT appeal reporting schedule.
VI. CO-ORDINATION
CWS-P/A is coordinating at several levels and will continue to include local authorities, local and international NGOs and CBOs and, where relevant, other agencies. The objective of the coordination is to ensure that: the project is implemented successfully; the project objective is achieved; and the targeted beneficiaries acquire the benefits timely. At a larger scale, coordination will avoid geographical and thematic repetition of activities.
CWS-P/A regularly keeps a liaison with partner organizations, through periodic meetings, in addressing the issue. The Emergency Resource Cell (ERC) generates updated map and other relevant information regarding the IDPs, and other situation reports for its partners and other line departments. ERC is also developing and sharing profiles of the various districts with the relevant data mentioned as per the District Census Reports (DCRs).
5 Sphere Common Standard 5: Monitoring “The effectiveness of the program in responding to problems is identified and changes in the broader context are continually monitored, with a view to improving the program, or to phasing it out as required.”
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Coordination with Program Partners The program will continue to be implemented in coordination with the relevant Government authorities in the areas concerned. Coordination with other national and international NGOs and CBOs at the field level is well established and will be continued and strengthened to avoid duplication. The project activities carried out by each partner would strengthen and support the interventions of the other partner. For e.g. CWS-P/A would strengthen the government health facilities as well as Primary Health Care services to ensure effective supply of health services for IDPs.
The community organizations both of host and IDP communities would facilitate the community mobilization process for effective and efficient delivery of services to IDPs.
The IDP Support Groups and the CBOs, together with the project staff will have regular monthly review meetings to assess the project progress. A joint quarterly progress review meeting of IDP Support Groups, CBOs network, and the implementing partner will be held to review and plan project interventions jointly.
Co-ordination with other ACT members CWS-P/A & NCA are coordinating at several levels and will continue to include local authorities, local and international NGOs and CBOs and other relevant agencies. The objective of the coordination is to ensure that: the project is implemented successfully; the project objectives are achieved; and the targeted beneficiaries acquire the maximum benefits in timely manner. At a larger scale, coordination will avoid geographical and thematic repetition of activities.
ACT Forum/ members are continuously engaged in close coordination meetings. They are regularly updating each other on one-to-one basis.
CWS-P/A and NCA are active members of the Pakistan Humanitarian Forum (PHF) that includes many international NGOs and donor agencies. Coordination meetings of this forum are being done frequently to discuss the crisis situation and possible responses and coordination in affected areas to carry out needs assessment. CWS- P/A also shares responsibility for PHF at the Inter Agency Standing Committee (IASC). CWS-P/A & NCA are regularly attending meeting of the Pakistan Humanitarian Forum (PHF), Inter Agency Standing Committee (IASC) General Coordination Meeting (GCM) as well as different cluster meeting organized by the UN. Moreover, CWS-P/A & NCA will continue to liaise with media, both print and electronic.
ACT Forum members will coordinate their efforts in order to avoid overlap and look into ways of creating synergies with each others work. CWS-P/A and NCA are having joint representation in cluster meetings.
Co-ordination with other organisations in the area of intervention CWS-P/A is attending meeting of the Pakistan Humanitarian Forum (PHF), Inter Agency Standing Committee (IASC) General Coordination Meeting (GCM) as well as different cluster meeting organized by the UN. Within this cluster system, CWS-P/A is actively participating in clusters especially on food, shelter, health, WASH, and coordination and is also part of the UN Cluster Appeal.
Coordination with Government CWS-P/A is maintaining a regular liaison with the government line departments to ensure smooth execution of activities as well as to help in reducing overlapping of interventions in the same target area of response. The organization is in close coordination with the Provincial Relief Commissioner.
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VII. CWS P/A BUDGET
Description Type No. Unit Budget Budget Cost Unit Units PKR PKR USD INCOME Pledged PWS&D/Canadian Food Grains Bank 1,124,904 Church of Scotland 3,200 UMCOR 50,000 Presbyterian Disaster Assistance 50,000 UCC/Wider Church Ministries 10,000 Christian World Service NZ (NZ $25,000) 16,129 Church of Sweden 26,390 Disciples of Christ 5,985 Finnish Evangelical Lutheran Mission (FELM) (130,000 Euro) 180,245 Received via ACT CO Finnish Evangelical Lutheran Mission (FELM) (50,000 Euro) 69,710 Sub total- pledges and cash via CO 1,536,563
In-kind Contributions Danchurchaid/Danida (food and NFRI- in-kind contribution) Pledged, not 140,502 received Sub total- In Kind Contribution 140,502
TOTAL INCOME 1,677,065
DIRECT ASSISTANCE PHASE I- FOOD AND NFRI Food and NFRI pack (1 month ration for 600 families) Wheat Flour (80 kg) ration 600 2,270 1,362,000 17,025 Rice (40 kg) ration 600 4,680 2,808,000 35,100 Pulses (7 kg) ration 600 322 193,200 2,415 Cooking Oil (10 liters) ration 600 1,330 798,000 9,975 Sugar (7 kg) ration 600 336 201,600 2,520 Soap (4 packet) ration 600 148 88,800 1,110 Tea Leaves (2 kg) ration 600 730 438,000 5,475 Iodized Salt (1 packet) ration 600 15 9,000 113 Milk powder (2 Kg per family) ration 600 660 396,000 4,950 Match Box (1 packet) ration 600 9 5,400 68
Temporary Shelter Shelter Kits Kit 230 13,500 3,105,000 38,813 Blanket Blanket 916 1,275 1,167,900 14,599
Direct Programme Related Costs ) Field Officer (CWS P/A) Month 2 20,000 40,000 500 Field Officer (Sungi) Month 2 25,000 50,000 625 Community activists (Sungi) Month 2 2,500 5,000 63
Pakistan – Assistance to IDPs 40 Appeal PAK091 Revision 2
Facilitators (Emergency goods distribution; CHIP) Month 2 31,250 62,500 781 Staff benefits (15% of salaries) benefits 23,625 295 Community Activities (CHIP) Month 2 10,000 20,000 250 Sub Total- Phase I food and NFRI 10,774,025 134,675
PHASE II- FOOD AND NFRI Food (monthly rations for 4,500 families for 3 months) Wheat Flour 80 Kg ration 13,500 2,270 30,645,000 383,063 Oil 4.5 Liter ration 13,500 640 8,640,000 108,000 Sugar 4 Kg ration 13,500 192 2,592,000 32,400 Tea Tapal 400 g ration 13,500 154 2,079,000 25,988 Pulses 8 Kg ration 13,500 384 5,184,000 64,800 Salt Iodized National 1 Kg ration 13,500 16 216,000 2,700 Fortified Biscuits (1 Kg) ration 9,000 1,020 9,180,000 114,750 Baby Food is 6 Kg per family@ Rs 260 per Kg ration 9,000 1,560 14,040,000 175,500 Milk Powder Nido / Everyday 2kg ration 13,500 660 8,910,000 111,375
Non Food Relief Items Soap Safeguard 4 pcs Pack 13,500 148 1,998,000 24,975 Match Box 1 Pack 13,500 9 121,500 1,519 Bedding- 2 mattresses per family mattress 2,000 5,000 10,000,000 125,000 Provision of Kitchen Utensils Set 2,000 7,700 15,400,000 192,500
Direct project-related costs Formation of IDP support groups;26 groups Groups 26 3,000 78,000 975 Visibility LS 1 500,000 500,000 6,250 Packing Bags Bags 50,000 52 2,600,000 32,500 Community Mobilizer Months 3 15,000 45,000 563 Field Officer Months 3 15,000 45,000 563 Local Travel of Community Mobilizer Months 3 10,000 30,000 375 Communicaton of Local Mobilzer Months 3 5,000 15,000 188 Sub Total- Phase II Food and NFRIs 112,318,500 1,403,981
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RECOVERY LIVELIHOODS a) Women Friendly Spaces (WFS) Women Friendly Spaces (WFS) for Craft Promotion Spaces 4 350,000 1,400,000 17,500 Skill Enhancement Training in WFS Trainings 20 70,000 1,400,000 17,500 Tool Kit Kits 400 800 320,000 4,000 Sewing Machines Machines 400 8,000 3,200,000 40,000
b) VTC-Female Rent 8 Vocational Training Centers-female months 12 48,000 576,000 7,200 (6,000Rs/mth/centre) Trainers' Salary for 8 VTCs ( 8 Trainers) months 12 48,000 576,000 7,200 Sewing Machines Machines 400 8,000 3,200,000 40,000 Tool Kit Kits 400 800 320,000 4,000
c) VTC-Male Tools and equipment for 8 vocational training centers Centers 8 150,200 1,201,600 15,020 Raw Material Centers 8 30,000 240,000 3,000 Salary for 24 trainers (3 in each center x8 for 12 mths) month 12 240,000 2,880,000 36,000 Tools for graduates Graduates 500 12,000 6,000,000 75,000 Utilities for 8 VTCs for 12 months months 12 24,000 288,000 3,600 Sub Total- Livelihoods 21,601,600 270,020
EDUCATION Establishing Government Schools; 26 Schools in 13 Ucs Schools 26 80,000 2,080,000 26,000 Transitional School Setup Schools 16 350,000 5,600,000 70,000 Provision of IDP school child kits (books, stationary, Sets 4,000 2,000 8,000,000 100,000 uniform, shoes) Teacher training on child centered teaching methodology workshop 4 100,000 400,000 5,000 Teachers Honorarium for 84 IDP teachers for 12 months months 12 420,000 5,040,000 63,000 Recreational Events Events 150 5,000 750,000 9,375 Sub Total- Education 21,870,000 273,375
ADVOCACY Seminar on Voices of IDP (relief phase) seminar 1 200,000 200,000 2,500 Complaints Cell Establishing Complaints Center Center 1 1,309,000 1,309,000 16,363 Human Resources for Complaints Center (see budget Months 12 175,000 2,100,000 26,250 notes) Propagation material Items 30 15,000 450,000 5,625 Discussion Forums Event 3 25,000 75,000 938 Media Briefings Event 2 30,000 60,000 750 Seminar Event 2 80,000 160,000 2,000 Reports in print media Report 3 40,000 120,000 1,500 Communication Months 12 30,000 360,000 4,500 Training on SPSS Training 3 10,000 30,000 375 Exit activity Activity 1 50,000 50,000 625 End of project learning and publication Book 1 250,000 250,000 3,125
Pakistan – Assistance to IDPs 42 Appeal PAK091 Revision 2
Media Campaign Radio Messages for Image Building of IDPs Message 500 550 275,000 3,438 Public Service Message Message 720 550 396,000 4,950 Panel/Talk Shows Message 8 15,000 120,000 1,500 Journalistic Pieces Articles 6 50,000 300,000 3,750 Research Documentary Lump Sum 1 500,000 500,000 6,250 Research on IDP issues Lump Sum 1 700,000 700,000 8,750 Dissemination of Research Lump Sum 1 500,000 500,000 6,250 Sub Total- advocacy 7,755,000 96,938
Direct Project-related cost of Partners (partner field offices and Livelihoods, Education, Advocacy projects) Implementing Partner CHIP Personnel Project Manager (50%) Months 12 45,000 540,000 6,750 Project Coordinator 100% Months 12 60,000 720,000 9,000 Programme Specialists x3 100% Months 12 180,000 2,160,000 27,000 Senior Social Organizer 100% Months 12 25,000 300,000 3,750 6 Social Organizers 100% Months 12 108,000 1,296,000 16,200 3 Interns for six months 100% Months 6 24,000 144,000 1,800 Documentation Officer 100% Months 12 35,000 420,000 5,250 Admin & Accounts Officer 100% Months 12 30,000 360,000 4,500 Support Staff 100% Months 12 14,000 168,000 2,100
Staff Travel Vehicle Fuel and Maintenance; 3 Months 12 111,000 1,332,000 16,650 Local Travel (public transport) Months 12 25,000 300,000 3,750
Field Office Running Costs Rent for Field Office Months 12 15,000 180,000 2,250 Utilities for Field Office- Swabi Months 12 20,000 240,000 3,000 Communication Month 12 25,000 300,000 3,750 Stationary Months 12 15,000 180,000 2,250 Sub Total- CHIP 8,100,000 101,250
Implementing Partner Sungi Personnel Project Coordinator; 3 100% Months 12 180,000 2,160,000 27,000 Team Leader/senior social organizer 100% Months 12 50,000 600,000 7,500 Community Mobilizers; 12 100% Months 12 120,000 1,440,000 18,000 Assist procurement officer/ Ware house Incharge 100% Months 12 27,600 331,200 4,140 Monitoring and Evaluation Officer 100% Months 12 34,500 414,000 5,175 Human Resource Assistant 100% Months 12 20,000 240,000 3,000 Assistant Finance & Admin Officer 100% Months 12 32,200 386,400 4,830 Publications/Communication Officer/Documentation Months 12 50,000 600,000 7,500 Officer 100% Drivers x4 100% Months 12 46,000 552,000 6,900 Cook/ office boy x2 100% Months 12 23,000 276,000 3,450
Pakistan – Assistance to IDPs 43 Appeal PAK091 Revision 2
Security Guard/Watch Man x4 100% Months 12 32,000 384,000 4,800 Travel Staff Travel Months 12 40,000 480,000 6,000 Vehicles Maintenance Month 12 25,000 300,000 3,750
Field Office x2 Running Costs Months 12 60,000 720,000 9,000 Communications x2 offices- Telephone, courier, internet Months 12 100,000 1,200,000 15,000 Stationary & office utilities Months 12 50,000 600,000 7,500 Sub Total- Sungi 10,683,600 133,545
Implementing Partner Bedari Local travel- staff Months 12 50,000 600,000 7,500 Sub Total- Bedari 600,000 7,500
HEALTH Referrals to Hospitals month 12 16,667 200,000 2,500 Community Shower units (40x4) shower unit 160 15,250 2,440,000 30,500 Medicines and medical supplies; x 4 health centers/units month 12 350,000 4,200,000 52,500 Delivery kits; supplies (x 4 health centers/units) unit supply 4 72,000 288,000 3,600
Direct project-related costs- Health Management and support staff- Mansehra/Health Associate Director (ARP) 25% Sal & other exp month 12 45,000 540,000 6,750 HR Officer (45%) month 12 35,000 420,000 5,250 Finance Officer (60%) month 12 35,000 420,000 5,250 Logistic/Procurement Officer 100% month 12 35,000 420,000 5,250 IT/Data Officer 100% month 12 35,000 420,000 5,250 Admin Officer 100% month 12 35,000 420,000 5,250 Security Officer 100% month 12 30,000 360,000 4,500
Technical and field staff (CWS P/A)- salaries, benefits and training Project Manager 100% month 12 85,000 1,020,000 12,750 Field Project Officer 100% month 12 70,000 840,000 10,500 Medical Officer: 6 100% month 12 360,000 4,320,000 54,000 Lady Health Visitors/Nurses; 6 100% month 12 150,000 1,800,000 22,500 Dispenser/ Mobilizer; 6 100% month 12 132,000 1,584,000 19,800 Laboratory Technicians; 2 month 12 40,000 480,000 6,000 Clinical Assistant; 4 100% month 12 48,000 576,000 7,200 Vaccinator; 4 100% month 12 60,000 720,000 9,000 Drivers; 6 100% month 12 84,000 1,008,000 12,600 Cleaners/Helpers/Cook ; 6 100% month 12 72,000 864,000 10,800 Guards; 8 100% month 12 96,000 1,152,000 14,400 Benefits and Allowances Lumpsum 1,357,000 16,963 Health Staff Training month 12 25,000 300,000 3,750
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Rural Health Center x2/Mobile Health Unit x2 set up and running costs Health Unit/RHC Furniture, Fixtures non med items center-unit 4 150,000 600,000 7,500 Health Unit /RHC Supplies & equip (incl x-ray & center-unit 4 450,000 1,800,000 22,500 ultrasound equipment) Maintenance & Repair of RHC; 2 month 12 116,667 1,400,000 17,500 Maintenance of Medical Equipment month 12 10,000 120,000 1,500 Fuel for Generator (4) month 12 51,000 612,000 7,650 Fuel For vehicle; x4 MHUs/RHCs month 12 200,000 2,400,000 30,000 Vehicle Repair & Maintenance; x4 MHUs/RHCs month 12 160,000 1,920,000 24,000 Printing month 12 28,333 340,000 4,250
Health teams accomodation and board Accommodation supplies (including 4 health teams) month 12 120,000 1,440,000 18,000 Meals & Incidentals (staff of 4 health Units); 80 percent month 12 175,000 1,680,000 21,000 Rent and Utilities (Staff Accommodation & Warehouse) month 12 175,000 2,100,000 26,250 Heating/Cooking Fuel month 12 30,000 360,000 4,500
Mansehra Office running costs- Health programme Maintenance and repair of Mansehra field office month 12 15,333 183,996 2,300 Stationery and Office Supplies month 12 14,500 174,000 2,175 Communication month 12 28,000 336,000 4,200 Security Expenses month 12 20,833 250,000 3,125
CWS P/A staff travel, board and lodging Meals & Incidentals (Mansehra field staff); (20% of month 12 35,000 420,000 5,250 total costs) Travel and Transport (national) month 12 35,000 420,000 5,250 Fuel For vehicle; x1 month 12 50,000 600,000 7,500 Vehicle Repair & Maintenance; x1 month 12 40,000 480,000 6,000 Sub Total- Health 43,784,996 547,312
QUALITY AND ACCOUNTABILITY CAPACITY DEVELOPMENT (SPHERE/HAP FOCAL POINT) Workshops/training and materials Trainings to raise awareness on Sphere (1 day) training 4 80,000 320,000 4,000 HAP/Sphere Guidance and support briefings sessions 12 25,000 300,000 3,750 2-day Workshops on Complaints Handling (HAP) training 7 60,000 420,000 5,250 2-day Workshops on Developing HAF (HAP) training 7 60,000 420,000 5,250 Seminar on Quality Management training 1 250,000 250,000 3,125 3/4 day Sphere orientation training incl DRR & training 2 300,000 600,000 7,500 preparedness 7-day monitoring & evaluation training course based on training 1 600,000 600,000 7,500 field visit 5-day assessment workshop based on field visit training 1 550,000 550,000 6,875 5-day coordination workshop training 1 500,000 500,000 6,250 Production & Dissemination of Sphere/HAP material for publication 3,000 500 1,500,000 18,750 awareness raising Urdu/English handbooks, brochures, pamphlets, booklets) & translation & printing of Sphere trainers guide Adaptation of Sphere guidelines for days 20 30,000 600,000 7,500
Pakistan – Assistance to IDPs 45 Appeal PAK091 Revision 2
rehab/preparedness/devpmt work
Direct project-related costs Personnel- salaries & benefits Sphere Focal Point + benefits (CWS-P/A) months 12 90,000 1,080,000 13,500 Project Manager-HAP months 12 90,000 1,080,000 13,500 2 Project Officers + benefits (CWS-P/A) months 12 125,000 1,500,000 18,750 Sphere/HAP specialist & trainer/consultant days 25 40,000 1,000,000 12,500 (training/writing case study)
Monitoring and review Lessons learned workshops event 2 70,000 140,000 1,750 Monitoring visits days 8 20,000 160,000 2,000 Sub Total- Sphere/HAP capacity development 11,020,000 137,750
CWS P/A (Islamabad office)- Direct Project-Related Costs Personnel Head of Monitoring Team (100%) months 12 175,000 2,100,000 26,250 Monitoring Team Members; 4 (100%) months 12 200,000 2,400,000 30,000 Information Officer; 2 100% months 12 80,000 960,000 12,000 Volunteer;2 100% months 12 30,000 360,000 4,500 Logistics/ procurement officer; 100% months 12 50,000 600,000 7,500
Sub Total- CWS Islamabad direct project-related costs 6,420,000 80,250
A TOTAL DIRECT ASSISTANCE 254,927,721 3,186,597
TRANSPORT, WAREHOUSING & HANDLING Transport Transport- Food and NFRI Trucks 460 18,500 8,510,000 106,375
Warehousing Rental of warehouse (Sungi and CHIP+CWS) x3 Months 12 180,000 2,160,000 27,000 Warehouse security guards x3 (Sungi and CHIP+CWS) Months 12 75,000 900,000 11,250 Store Officer CHIP, Sungi and CWS) x3 Months 12 75,000 900,000 11,250
Handling Wages for laborers month 12 32,000 384,000 4,800 B TOTAL- Transport, Warehousing and Handling 12,854,000 160,675
CAPITAL ASSETS CWS-P/A Computers and accessories Computers 7 100,000 700,000 8,750 Printers Printer 2 50,000 100,000 1,250 Office Furniture and fixtures (Islamabad office) Lump Sum 600,000 7,500 Sub Total- CWS P/A 1,400,000 17,500
Pakistan – Assistance to IDPs 46 Appeal PAK091 Revision 2
Implementing Partner CHIP Computers and accessories Computer 1 60,000 60,000 750 Printer Printer 1 20,000 20,000 250 Office Furniture Set 1 20,000 20,000 250 Digital Camera Set 1 35,000 35,000 438 Sub Total- CHIP 135,000 1,688
Implementing Partner Sungi Furniture Fixture Lump Sum 400,000 5,000 Laptop Set 2 75,000 150,000 1,875 Printer/Scanner Set 2 20,000 40,000 500 Generators For Offices Set 2 75,000 150,000 1,875 CCTV,Security Cameras Set 2 20,000 40,000 500 Multi Media Set 1 30,000 30,000 375 Refrigerators Set 2 30,000 60,000 750 Digital Cameras Set 2 17,000 34,000 425 Sub Total- Sungi 904,000 11,300
C TOTAL CAPITAL ASSETS 2,439,000 30,488
INDIRECT COSTS: PERSONNEL, ADMIN, OPS & SUPPORT
CWS P/A- Islamabad and Karachi Offices Staff- Salaries and Benefits Deputy Director 30% (overall responsible PAK091 prog) months 12 80,000 960,000 12,000 Operations Manager 70% month 12 55,000 660,000 8,250 Program Co-coordinator; 30% months 12 80,000 960,000 12,000 Internal Auditor 100% months 12 50,000 600,000 7,500 Finance Officer; 4 (Karachi & Islamabad) (2; 100% & 2; months 12 200,000 2,400,000 30,000 50%) Grant Officer; 2 60% months 12 125,000 1,500,000 18,750 Communication Officer 50% months 12 100,000 1,200,000 15,000 External Affairs Manager 60% months 12 60,000 720,000 9,000
Security Officer; 2 70% months 12 104,000 1,248,000 15,600 I.T. Officer; 3 months 12 105,000 1,260,000 15,750 HR Officer; (3, 50%) months 12 90,000 1,080,000 13,500 Admin. Officer; 4 (Islamabad and Mansehra) (2; 100% months 12 120,000 1,440,000 18,000 2; 50%)
Driver; 6; 100% months 12 69,000 828,000 10,350 Cook; 3; 100% months 12 30,000 360,000 4,500 Cleaners; 4; 100% months 12 28,000 336,000 4,200 Benefits and Allowances 12.5% 1,944,000 24,300
Staff training and development, R&R Staff Training and Development lump sum 500,000 6,250 Rest and Recuperation lump sum 960,000 12,000
Pakistan – Assistance to IDPs 47 Appeal PAK091 Revision 2
Staff travel Local Travel (public transport) months 12 50,000 600,000 7,500 Fuel for vehicle; 13 months 12 455,000 5,460,000 68,250 Vehicle Maintenance; 13 months 12 481,000 5,772,000 72,150
Staff Board and Accommodation Boarding and lodging months 12 30,000 360,000 4,500 Rental for Guest House months 12 60,000 720,000 9,000 Meals and Incidentals months 12 50,000 600,000 7,500
Office Running Costs Office Rent & Repairs 50% months 12 50,000 600,000 7,500 Utilities & Office Supplies 50% months 12 60,000 720,000 9,000 Equipment repair & maintenance 50% month 12 25,000 300,000 3,750 Office Stationery 50% months 12 50,000 600,000 7,500 Communication 50% months 12 50,000 600,000 7,500 Vehicle/Equipment Insurance 50% months 12 50,000 600,000 7,500 Security Expenses 50% months 12 50,000 600,000 7,500 Sub total indirect costs- CWS P/A 36,488,000 456,100
Implementing Partner CHIP Salaries e. g for Programme Director 50% months 12 65,000 780,000 9,750 Salary for Manager Admin & Finance 70% months 12 60,000 720,000 9,000 Salaries for IT Support Person (50%) months 12 25,000 300,000 3,750 Documentation & Reporting Officer 100% months 12 35,000 420,000 5,250 Support Staff 100% months 12 14,000 168,000 2,100
Office rent (50%) Months 12 50,000 600,000 7,500 Office Utilities (50%) Months 12 20,000 240,000 3,000 Office Stationary 50% Months 12 23,000 276,000 3,450 Telephone, Internet, Postage, Fax 50% Months 12 25,000 300,000 3,750
Staff Travel Vehicle hire for staff travel (CHIP) Month 12 23,000 276,000 3,450 Sub total CHIP 4,080,000 51,000
Implementing Partner Sungi Salaries e. g for Programme Director (50%) months 12 35,000 420,000 5,250 Salary for Manager Admin & Finance (50%) months 12 30,000 360,000 4,500 Salaries for IT Support Person (50%) months 12 25,000 300,000 3,750 Documentation & Reporting Officer 50% months 12 20,000 240,000 3,000 Support Staff 100% months 12 14,000 168,000 2,100
Office rent 50% Months 12 30,000 360,000 4,500 Office Utilities 50% Months 12 20,000 240,000 3,000 Office Stationary 50% Months 12 20,000 240,000 3,000 Telephone, Internet, Postage, Fax 50% Months 12 20,000 240,000 3,000
Pakistan – Assistance to IDPs 48 Appeal PAK091 Revision 2
Sub total Sungi 2,568,000 32,100
D TOTAL INDIRECT: PERSONNEL, ADMIN & SUPPORT 43,136,000 539,200
AUDIT Audit of ACT appeal project lumpsum 1 1,200,000 1,200,000 15,000 E TOTAL AUDIT 1,200,000 15,000
TOTAL CWS PROJECT BUDGET (A+B+C+D+E) 314,556,721 3,931,959
Total Budget less in-kind contributions 303,356,721 3,791,959
F Appeal Fee 3% 9,322,943 113,759
TOTAL APPEAL BUDGET 323,879,664 4,045,718
BALANCE REQUESTED 2,368,653
EXCHANGE RATE: local currency to 1 USD 80
NOTES: 1- Baby Food & Fortified Biscuits will be provided on availability in the local market. Since the lead time is one month, hence only 2/3 budget is there. 2- In Crisis phase out of 600 Food Packages, 300 Food Packages have been earmarked by CFGB. 3- CFGB contributed USD 58,618 AND CWS P/A contributed 16,858 in Crisis Phase. 4- Contribution of capital Items from the various appeal will be utilized in PAK091. The estimated amount of Capital Equipment is USD 699,067 5- One of the objectives is to strengthen the existing health facilities. Once the Ultra sound and x-Ray units are donated, it would be appropriate to leave the equipment for the benefit of the host communities. We can however make sure that the equipment is used appropriately. If otherwise the same equipment can be shifted to other Government Health Facilities for better utilization 6- The Benefits & Allowances in the Health Section is calculated according to US State Department AID formula, as CWS-P/A, in Health, will follow BPRM Model, which has been established for the health programmes of CWS for the past 27 years & according to current funding of other health programmes. 7- The running cost of RHC and Mobile are approximately the same . The separate costs can be furnished as detailed working
8- The Seminar on Voices of IDP was held in initial phases of the response and that's why the line item is inserted there
PROPOSED DISPOSITION OF CAPITAL ASSETS at Completion date ITEM - (List each over US$500) Actual Disposition Cost Ultra sound equipment x1 (estimated cost- 725,000 Will be donated to the existing PKR/machine) health facility for the benefit of the Host community X-Ray machine x2 (estimated Cost- 587,000 Will be donated to the existing PKR/machine) health facility for the benefit of the Host community
Pakistan – Assistance to IDPs 49 Appeal PAK091 Revision 2
NORWEGIAN CHURCH AID
I. IMPLEMENTING PARTNER INFORMATION
NCA is working with four (4) partner organisations in the implementation of their proposed programme.
a) Pakistan Village Development Program (PVDP) is a non-governmental organization established in 1999. Its head office is based in Peshawar with regional offices in Allai, Battagram, Batal, Balakot, Buner, Bagh, Charsadda, Dir, Kohat, Karak, Kohistan, Mansehra, Muzaffarabad, Shangla, and Swat. Activities in FATA are implemented through a network of local partners in Khyber, Mohmand and Kurram Agency. PVDP’s main program areas are Human and Institutional Development, Education, Primary/Reproductive Health Care, and Water and Sanitation. PVDP has undertaken several sustainable developmental projects in rural and urban areas of NWFP. PVDP over the years has not only gained substantial experience but has facilitated the formation and strengthening of its local partners network with more than 40 organizations in various parts of the province. PVDP is also recognized as a resource organization in the area of Human and Institutional Development and HIV/AIDS, providing services to various local organizations. The establishment of an information and knowledge resource center is one of the major achievements of PVDP in terms of its knowledge management campaign.
PVDP also has extensive experience of working in emergencies and providing relief with collaboration of different partners like CIDA, CRS, UNICEF, NCA, and Cooperate sector in earthquake, floods and with recent IDPs in Noshera, Charsadda, Bajor Agency, and Peshawar districts. PVDP is member of many networks such as: protection network for relief and rehabilitation; gender core group for emergencies; NGO coordination council for humanitarian assistance. PVDP is also member of the Board of Directors of WESNet (Water and Environmental Sanitation Network) based in NWFP and it regularly participates in policy level dialogue in the WES sector. PVDP has facilitated several Water and Environmental Sanitation programs related to capacity building at the national level for staff and community members of NGOs and INGOs.
Since 2007, PVDP has been working in partnership with NCA to provide WatSan services to earthquake communities in Mansehra district of NWFP.
b) Pakistan Community Development Programme (PakCDP) was previously the Water and Sanitation and Basic Health arm of an international NGO named, The Austrian Relief Committee (ARC), which assisted Afghan Refugees in NWFP. In 1981, ARC started activities in the Afghan Refugee camps by constructing 100,000 latrines and providing health/hygiene education to half a million refugees including men, women and children. By the end of 1991, as plan of its exit strategy from the area, ARC encouraged its local staff to form a local Pakistani NGO (now named Pak-CDP) so that development interventions in the area of WatSan in NWFP with local marginalized communities should continue. Since 1991, Pak-CDP’s head office is based in Peshawar. Now it has two regional offices in Mansehra and Shangla. Since the 2005 earthquake it has been working with communities in the earthquake-affected districts of Mansehra, Shangla, Batagram and Kohistan districts. With support from CRS, UNICEF, OXFAM and CARE, Pak-CDP provided winterized shelter (tents) solutions to over 42,000 individuals in Mansehra district and WatSan facilities to over 5,000 households. It was one of the first organizations which started distributing life saving relief (non-food) items and health hygiene education sessions to over 28,000 people in three UCs (Union Councils) of Balakot.
Since 2007, Pak-CDP has been working in partnership with NCA to provide WatSan services to earthquake communities in Mansehra district of NWFP. c) Taraqee Foundation (TF) was established in 1994 in Balochistan, starting its operation with the implementation of a sanitation project. TF’s main office is located in Quetta and the organization has field offices in 15 districts of Pakistan: Killa-Saifulla, Pishin, Sibi, Jhal-Magsi, Jaffarabad, Naseerabad, Bolan, Ziarat, Loralai
Pakistan – Assistance to IDPs 50 Appeal PAK091 Revision 2
and Gawadar in Balochistan, Larkana, Shahdad Kut and Jacobabad in Sindh and Manshera in NWFP. TF works towards alleviating poverty and empowering low-income communities through diverse and environmentally sensitive strategies, blending indigenous and innovative models. Through gender sensitive and people-centered approaches, TF endeavors to build social and human capital. With its more than 600 employees, TF provides needs-based service delivery to marginalized communities in eleven districts of Balochistan, three of Sindh and one of NWFP. TF’s main program sectors include improvement of community physical infrastructure, relief and rehabilitation, micro finance and credit, basic health and education services, child protection and human and institutional development.
NCA established its partnership with TF in August 2007 through assistance to TF for Water and Sanitation services in earthquake affected areas. NCA provided support to TF in relation to its assistance to flood affected communities of Balochistan during 2007 and 2008 and for its relief activities to earthquake- affected communities in Balochistan during November and December 2008. TF is currently implementing a Water and Sanitation project with the support of NCA, which is scheduled to end December 2009. d) Church of Pakistan, Diocese of Peshawar (DoP) is one of the eight (8) dioceses of the Church of Pakistan (CoP). The CoP was established in 1970 as a result of a union between Lutherans, Scottish Presbyterians, Methodists and the Anglican churches. The Church of Pakistan has a synod, which is the supreme governing body. The DoP was created in 1980. It is one of the largest dioceses in the country in terms of area. The total number of Christians living in the NWFP is around one hundred thousand (100,000) out of a total provincial population of around seventeen (17) million. The DoP has solid infrastructure, volunteers, and full time workers to carry out the relief and development work in the diocese. At the time of the influx of Afghan refugees, the DoP was the first to respond to the situation through its medical teams, and volunteers for relief operations. In addition to this, different humanitarian services are offered in the diocese which are: Care and Rehabilitation for the Leprosy Patients; First School, Resource and Training Base for the Mentally challenged children; Centre for the Physically Disabled with Community Directed Approaches; HIV/AIDS Awareness project; Diocesan Medical, Educational and Community Development Services.
NCA has a long history of partnership with DoP and is supporting an apprenticeship program for out of school children. In addition to this DoP is also an important partner of NCA for the peace and reconciliation program with religious leaders of different faiths in NWFP. DoP is presently involved in supporting IDPs of Swat, Bunner and Lower Dir in the Mardan and Peshawar districts.
II. TARGET LOCATIONS AND BENEFICIARIES
Number of beneficiaries per location and type of assistance
Summary- Number of beneficiaries per type of assistance NCA proposes to directly assist 7,672 IDP families in 5 districts. (Total of 53,704 persons)
S. # Intervention Families Individuals Implementing Organizations 1 Food and NFRI 4,100 28,700 F/NFI:4000 families (28,000 individuals) (PVDP) • 3,871 families (27,097 individuals) in Yarhussain Camp, Swabi • 129 familes (903 individuals) returned back in Buner F/NFI: 100 families (700 individuals) (DoP) 2 Health services and promotion N/A (3,328) Women and children from 4000 families (about 12% of individuals), from amongst the 28,000 persons targeted for Food and NFRI assistance (PVDP) • 1,728 individuals in Yarhussain Camp, Swabi
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• 1,600 individuals in Buner 3 Skills Training N/A (250) 250 women from amongst the 129 families targeted for food and NFRI assistance in Buner district (PVDP) 4. WASH 3,572 25,004 PVDP (1,500 families), Pak-CDP (1,272 families), TF (800 families) - 3 separate projects in Abbottabad, Haripur, Mardan, and Swabi districts Total 7,672 53,704 Note: The average family size is 7 persons.
Swabi District:
• NCA and its implementing partner PVDP will assist 4,000 IDP families (approximately 28,000 individuals) in Yar Hussain Camp in Swabi district and UCs Ghurghushto and Chinglai in Buner district.
At the time when NCA partner PVDP planned to assist IDPs in these two camps the number of IDP families to be accommodated by the local Government in these two camps was around 4,000, i.e., 2000 families in each camp. The targeted number of 4000 families was finalized by PVDP on recommendation of the UNHCR and local Government. The number of IDP families in these two camps increased to 9,562 IDP families (6,439 in Yar Hussain Camp and 3,123 in Shah Mansoor Camp). Since the number of IDPs kept on increasing on daily basis, it was not possible for any single organization to ensure 100% coverage. NCA/PVDP, one of several local and international organizations, worked in these camps in close coordination with UNHCR and Local Government Staff. The issues of how and who should provide relief to new IDP families were discussed in the cluster coordination meetings. This was the forum where all local and international NGOs made commitments and pelages to support IDPs and special attention was given on standardization and coverage issues. PVDP regularly attended cluster meetings and worked in close coordination with the camp management team.
Details of Population in two Camps of Swabi District (as of June 23, 2009)6 S# Name of IDP Camps in Swabi District Families Individuals 1 Yar Hussain Camp 6,439 31,754 3 Shah Mansur 3,123 8,350 Total 9,562 40,104
¾ Non-food relief items will be provided to 4,000 of the families (approximately 28,000 individuals)
¾ Supplementary food (high-energy biscuits) and blended food7 will be provided for infants (2-3 years old) from 2,200 of the targeted 28,000 individuals (approximately 8% girl and boy infants).
NCA/PVDP will provide supplementary food to all 2-3 year old children amongst the 4,000 target families (belonging to 2,200 individuals of those families). As mentioned above, the supplementary needs of the new IDP families arriving with children in the camps is discussed in the cluster coordination meetings and other local and INGO working in these camps are asked to take care of the additional requirements of children of new IDP families.
As of July 31, 2009, the provincial Government has closed most of the IDP camps. Till closure of Yarhussain Camp in Swabi, PVDP has provided supplementary food (high energy biscuits) to a total of 800 malnorished
6 Social Welfare Dept. and Data Management Unit ERU-PRC 7 It is high protein ready to eat blend (no cooking required), a cereal based vitamin and minierals enriched food supplement taken as breakfast cerial with milk and water. Each 100 grams serving contains 400 Kcal, vitams and minieral providing over 70% of the daily values recommended by European Union. It is available in 2.5 standard packs, which are available locally. It is WFP recommended blended cereal food.
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children. With immediate departure of IDPs from this camp to their homes in Buner district, PVDP has been approached by the district administration to continue same activites which it was implementing in Yarhussain camp in two Union Councils (Ghurghushto and Chinglai) of Buner. Now PVDP has planned to provide supplementary food, i.e., high energy biscuits for 1200 malnorishished children and blended food for 200 children of same category in Buner district.
¾ 3,328 women and children will be provided with access to basic health services and medical treatment in the camps
The health centres will target health needs of 3,328 women and children who make up 12% of the targeted individuals in the camps. Since number of the IDPs increased over the time, health services such as regular checkups and medication for general sickness were also provided by other organizations working in the IDPs camps in close coordination with UNHCR, WHO and local Government. However, health centres established by PVDP were open to provide health services to new IDP families as well.
As of July 31, 2009, PVDP has provided health services to 1,728 individuals in Yarhussain Camp. After closure of Yarhussain Camp, PVDP has planned to continue providing same health services in collaboration with Government Basic Health Units (presently without any technical staff) in two Union Councils (Ghurghushto and UC Chinglai) in Buner district for 1,600 individuals (starting from August and ending in November 2009).
¾ 100 health and hygiene awareness sessions will be run for male and female IDPs in the camps and those who have returned to their homes in Buner district
475 families (3,328 individuals) will be targeted for health hygiene awareness sessions in Yarhussain Camp and in two UCs in Buner district. However, if other NGOs are not covering new IDP families PVDP staff will offer health hygiene awareness sessions for new IDP families as well.
¾ Income-generation skills training for 250 young IDP women and women who are heads of their households
This training was planned to he completed in September in Yarhussain camp. However, with closure of this camp as of July 31, 2009, NCA partner PVDP has now planned to target 250 individuals (young females and female headed households) amongst the 4000 families who have returned back to their homes in Buner district. The relief committees in Buner will help PVDP staff to identify the required female beneficiaries for the training. The criteria for selection will be willingness of beneficiaries and their families to allow them to participate in the training, prior know-how about the trade for which training to be offered, and commitment to share the acquired skills with other women in the neighbourhoods. Eight training programs (2 food preservation, 2 kitchen gardening, 2 beekeeping, and 2 poultry farming) of one week each will be offered for a maximum of 30 participants per program.
• PVDP will also target 1,500 IDP families for access to safe drinking water and sanitation facilities, improved health and hygiene awareness and waste management in four Union councils (Chak Noda, KalaBat, Ghar Mena Kali, and Thand Koi) in Swabi district
Mardan District:
• Diocese of Peshawar will target 70 IDP families (490 individuals) from the minority Christian and Hindu communities presently accommodated by NCA partner DoP in its Christian Vocational Training Center hostel in Mardan District with basic food assistance for 3 months.
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• Pak-CDP will target 1,272 IDP families for access to safe drinking water and sanitation facilities, improved health and hygiene awareness and waste management in three Union Councils (Gujarat, Shahbaz Gari and Baghshahlia) in Mardan district
Malakand District:
• DoP will help 30 conflict-affected Muslim families living under curfew with food assistance for 3 months
Abbottabad and Haripur Districts: • Taraqee Foundation (TF) will target 800 IDP families for access to safe drinking water and sanitation facilities, improved health and hygiene awareness and waste management in two union councils, i.e., Jhangi, and Pandak for Abbottabad and Haripur districts respectively.
WASH facilities will be provided by NCA and its implementing partners to IDPs who are living with host families in Mardan, Swabi, Abbottabad and Haripur districts.
Criteria for the selection
Please also see comments above on different target groups per intervention.
The target beneficiaries in the camp and in Buner are identified with the help of the relief committees comprised of IDP groups, UNHCR and local Government staff and Diocesan staff of Peshawar Diocese. Similarly beneficiaries living outside the camps are identified with the help of locally selected community groups, elected representatives at the union and district level, and officials of the local Government administration currently registering and helping IDP living inside and outside the camps. For distribution of F/NFIs, NCA implementing partners PVDP and DoP will give preference to female headed households, orphans, special people, elderly and families with a more number of children. Before distribution NCA implementing partners will verify socio- economic status of the IDP beneficiaries through visit to their camps. The identified beneficiaries will then be issued tokens/coupons to receive different relief items. NCA project team will frequently monitor disbursement mechanism and the utility of those relief items by the target beneficiaries.
For provision of WASH facilities to IDPs living with host communities, similar selection criteria will be followed, i.e., to give preference to female headed households, orphans, special people, elderly and families with a more number of children.
Sphere Minimum Standards and the Red Cross/Red Crescent Code of Conduct will be the guiding touchstone while providing assistance in emergencies to ensure accountability, transparency and quality management in all programs by NCA. “Do-No-Harm” principle will be considered within a context of respect for human rights, prevention of stigma and discrimination as well as addressing gender-specific needs and gaps. This includes application of the ACT Code of Conduct on prevention of sexual exploitation and abuse of power.
III. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION
GOAL To reduce vulnerability of conflict-affected IDPs by providing timely relief assistance and better living conditions in camps and in host communities.
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OBJECTIVES
1. Rduced vulnerabilities and suffering through provision of food and non-food relief items to 4,100 IDP families a. Provision of NFIs to 3,871 families (one time distribution) in Yar Hussain camp in Swabi district and 129 IDPs families returned home in Buner district b. Provison of supplementary food (energy biscuits/rice and blended food) to children (2-3 years old) of 1,100 families (2,200 individusals) for one month amongst 3,871 families in Yar Hussain camp in Swabi district and 129 familes in Buner district c. Provision of food packages to 70 minority Christian and Hindu IDP families in Mardan District, and d. food relief for 30 families under curfew in Malakand district
2. Improved health condition of 3,328 women and children by providing basic emergency health services and medication in the Yar Hussein IDP camp of Swabi district and IDPs returned home in Buner district.
3. Increased awareness of health and hygiene issues and improve hygienic practices amongst 4000 IDP families in the Yar Hussein IDP camp of Swabi district and IDPs returned in Buner district.
4. Strengthened income generation skills of 250 IDP women in two UCs of Buner district for livelihood recovery on return to their homes through running of 8 training workshops.
5. Access to and use of safe drinking water and sanitation facilities and improve health and hygiene conditions of 3,572 IDP families living with host communities and in schools in Mardan, Swabi, Abbottabad, and Haripur districts.
a. Access to and use of safe drinking water and sanitation facilities for 1,500 IDP families in four Union councils (Chak Noda, KalaBat, Ghar Mena Kali, and Thand Koi) of District Swabi(Partner PVDP)
b. Access to and use of safe water drinking water and sanitation facilities for 1,272 IDP families in 3 Union Councils of Gujarat, Shahbaz Gari and Baghshahlia (Partner Pak-CDP)
c. Access to and use of safe drinking water and sanitation facilities for 800 IDP families in 2 Union Council Jhangi of District Abbottbad, and Union Council Pandak of District Haripur (Partner TF)
ACTIVITIES
1. Food and NFRI
NCA’s local implementing partner PVDP will provide assistance to 4000 IDP families living in the Yar Hussein camp in Swabi district.
Relief Items (Partner PVDP) Families Non-Food Relief Items Kitchen utensils (assorted utensils) 4,000 Pillows (2 per family) 4,000 Folding beds (150 families among the same 4000 families) 150 Small floor plastic sheets 4,000 Torch 4,000 Water coolers 4,000
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Clothes (assorted sizes) (2000 families among the 4000 families) 2,000 Shoes (assorted sizes) (2000 families among the 4000 families) 2,000 Coverlets (thick summer shawl) for sleeping 4,000 Mosquito mats 4,000 Food/Supplementary Nutrition Food (energy biscuits and blended food) for children (2-3 years 1,100 old) in 1,100 families (2,200 individuals) with children among the 4000 families)
Implementation methodology (PVDP): PVDP has consulted WFP on the type of energy biscuits and blended food to be provided for children and are ensuring that distribution is done in accordance with the recommendations from WFP.
The calculation for energy biscuits ration is: 1000 grams of biscuits will be provided to each family in the form of 10 packets each of 100 grams per family which is sufficient for one month. A total of 1,000 families will receive supplementary food which includes 800 children in Yarhussain camp and 1200 children in Buner district. This ration will be sufficient to cover the dietary needs of 2-3 children per family for one month.
The calculation of the blended food ration: 2.5 kg standard pack, which will be distributed to 100 families (200 children) in Buner district where IDPs from Yarhussain camp have returned to their homes after normalization of the security situation.
The basic cooked food ration was provided to all IDPs living in the camps by the local Government authorities on fixed times each day. Children often dislike the type of food being provided to them on a daily basis and remain underfed. The purpose of providing supplementary food is to take care of the dietary needs of the children. The instant availability of the supplementary food within the reach of the mothers will help them to feed their children when they feel hungry. To address this problem efforts are also being made by the camp management authorities to provide family kitchen close to the tents where IDP families would be allowed to cook food for them. By the time supplementary food ration provided by NCA is consumed by IDP families they will have cooking facilities and raw food rations to cook themselves.
Distribution of relief items will be done with the assistance of relief committees that PVDP will form in the camps and in two UCs of Buner district, comprising 5-7 members from the IDP community. Addressing culturally sensitive gender issues, separate committees for men and women will be established. Coordination with camp management will be ensured. The women and children health facilitation centers that PVDP will establish will also be utilized for distribution.
PVDP will also make use of NCA’s long-term relations with religious leaders in Pakistan, ensuring presence of religious leaders during distribution for expressing support and solidarity with the IDPs. Other ways of involving the religious leaders is being explored.
NCA is assisting a group of interfaith religious leaders in a peace and reconciliation program in NWFP and other areas of the country. The interfaith group comprised of Muslims, Hindu, Sikh, Christians religious leaders from the NWFP who are partners of NCA for the peace and reconciliation program wanted to express solidarity with the IDP camps. NCA partners for this program have created a synergy between the emergency response and peace and reconciliation program. At the time of first distribution of relief goods these religious leaders were invited by PVDP to give messages of peace to the IDP communities and to express solidarity. This intervention was very much appreciated by the local camp management, IDPs and the NCA implementing partner PVDP.
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NCA’s implementing partner the Diocese of Peshawar will support 70 Christian and Hindu IDP families (490 individuals) who are being sheltered by DoP in the Christian Vocational Training Center hostel in Mardan District with food for a period of 3 months.
In addition, DoP will also provide food assistance to 30 Muslim families (210 individuals) that are living under curfew and are unable to flee Malakand District.
In the prevailing situation it is very difficult for these people to leave their places due to long curfews and barriers erected by the army. There is no transportation facility available in these areas and it is very difficult for these families (especially elderly people) to travel long distances on foot to reach safer places during the conflict. Another reason why these families have opted to stay back is to protect their livestock and harvest crops (wheat and fruit orchards) to survive in this difficult situation. DoP has a parish in this area and after getting special permission from the military authorities it visited the area and identified these families. DoP was able to evacuate only 20 families when military allowed DoP staff to visit the areas. The families stranded in the conflict area are known to Christian families who are now staying in Mardan where DoP has made arrangements for shelter for the Christian and Hindu families. To express solidarity with the stranded families in conflict area DoP has decided that it will provide them food packages for three months because at this stage no other organization is helping these stranded families.
The three months relief package will contain food packages (Rice, wheat flour, pulses, dry milk powder for tea only, cooking oil, tea, sugar, salt, and spices) for three months. Rice will be cooked for vulnerable persons such as infants and the elderly, while provision of wheat flour with pulses will address the dietary needs of the pregnant women as well as others in the families.
Each family will also be provided with a set of cooking utensils (plates, cups, glasses, dishes, frying pans spoons, knifes) along with dish washing soap and sponge, match boxes, bath soap, pillows and mattresses) . In addition to this 10 water filters will also be provided for IDP familes who have migrated to Mardan.
Implementation methodology (DoP): DoP’s relief staff will be looking after the needs of the IDPs assisted by volunteers and local Church leaders.
The Church has obtained special permission to enter Malakand and has been introduced to the Muslim families by their Christian neighbors who were the targeted beneficiaries for the initial food distribution there.
2: Emergency Health Services- women and children Supported by NCA, PVDP will establish a women and children health facilitation centers in Yarhussain camp in Swabi and in two UCs of Buner district to serve 3,328 women and children for seven (7) months (May – November 2009).
The centers will be run by the same health staff, with 50% of their time spent in each location. One center is located inside the camps and have already been set up and are operational. Two more new centers will be established in two UCs of Buner district to addrerss health needs of the IDPs who have returned back to their homes.
Implementation methodology: The centers will be staffed by a female doctor, paramedic staff and a psychologist. Basic health consultation and treatment, assistance for reproductive health problems and trauma counseling will be provided. Referral services for patients who will require hospitalization in Government Basic Health Units (BHUs) and hospitals will be provided. PVDP has conducted mapping of available services in nearby BHUs and hospitals, specifically focusing on capacity for serving the needs of women and children.
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The centers will also be provided with a stock of medicines to serve 4,000 families and will be used for distribution of relief items, as mentioned above.
Medicines will be provided for general sickness or common illnesses. These medicines will be stored at the PVDP sub-office in Swabi which is close to the camps. Medicines will be placed in the health centers when the staff start providing health services to IDPs on daily basis for regular check up. PVDP has constructed makeshift huts as health centers and this is in-kind contribution from PVDP for this activity in the camps. PVDP is not distributing any basic first aid kit- rather it is providing health services at the centers.
Medicines for health centers in two UCs of Buner district, will be stored at the PVDP office in Buner, from where PVDP staff will operate to provide health services. The district Government is presently without trainined health staff and as asked PVDP to provide health services to IDPs returned to their homes. While providing health services in collaboration with the Government Basic Health Units (BHUs), PVDP staff will train the new BHU staffs, when hired by the district Government who will takeover charge of the activities when PVDP close the project services by Novemeber 30, 2009.
3: Health and hygiene promotion: IDP awareness training sessions PVDP will organize 100 health and hygiene training sessions for the IDPs in the Yar Hussein and camp in two UCs of Buner district.
The staff of the health centers will construct the hygiene training at the health centers.
Implementation methodology: The training will work through the established female and male IDP committees to specifically target women and children as well as men. Issues such as causes of diarrheal diseases and the principal routes of transmission of infectious diarrheal disease will be addressed.
The training will be conducted by the health staff hired for the health centers. Therefore, no further budgetary provision is required for this activity. These sessions will be conducted during 7 months project period. At least 25-30 participants will be provided training in each session.
4: Livelihoods: Capacity Building for Women’s Economic Empowerment PVDP will enhance small income generation skills of women, which they will use when they return back to their homes. The training will address various vocational skills, such as kitchen gardening, food preservation, bee keeping and poultry rearing.
Implementation methodology: PVDP will bring in external expertise to conduct the training. 250 young women and women heading their households will be targeted for the training.
5: Water, Sanitation and Hygiene (WASH) assistance to IDPs in host communities
The implementation timeframe for activities is six (6) months (June 1 – November 30, 2009). PVDP has budgeted hiring of separate staff for WASH interventions. Please see details in the budget.
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Partner PVDP Facilities: installation and construction Through implementing partner PVDP, NCA will assist 1,500 IDP families living in host communities and in schools in of District Swabi.
PVDP will provide IDP families with access to safe drinking water, bathing and washing places, and latrine facilities. The installation of WASH facilities will include: - Construction of 350 PF latrines. (4 households or families will use one latrine) - Installation of 43 hand pumps (20 families will use one hand pump. It is assumed that there will be existing hand pumps which will suffice to meet the needs of remaining families. - Construction of 30 bathing facilities at schools, and - hand washing facilities for 175 households - testing of water quality at the recognized Government water testing labs in the area to ensure it is free of bacteria and contamination
In order to promote the use of latrines and enable implementation with IDP participation the construction of latrines, hand pumps, bathing and washing facilities will also include caretakers’ training for displaced men and men from the local host communities. This training will include training on masonry skills. 4-5 persons will be provided training in each scheme.
Implementation Methodology: PVDP will establish male and female committees and will consult them on latrine design, location for latrines, bathing places, and hand pumps. PVDP will also involve concerned host families and Government Departments for site selection of the WASH facilities at family court yards and in schools where IDPs are accommodated by the local Government. PVDP will establish 43 caretaker committees for each water supply scheme who will be trained in the operation and maintenance of the hand pumps and will be equipped with handpump toolkits.
Keeping in view cultural sensitivities, PVDP will construct separate toilets and bathing facilities for females and males as well as hand pumps at locations free of security risk particularly for females and girls.
The distribution of the toilets and hand pumps will be allocated according to the number of IDP families and the needs in each district.
Indicators: • 1,500 families have access to safe drinking water and sanitation facilities • 1,500 families are using safe drinking water and sanitation facilities
Hygiene promotion a) Conduct 50 health and hygiene promotion sessions for clusters of 30-40 IDP families to deal with issues of diarrheal diseases and principal modes of transmission of infectious diarrheal diseases. The target IDP communities will be sensitized on how diarrheal disease are fuelled by the “five F’s”: fluid (drinking contaminated water); fields (the contamination of soil and crops with human fecal matter); fingers (unwashed hands preparing food or going into the mouth); food (eating contaminated food); and flies (spreading disease from feces to food and water or directly to people, particularly problematic where open-air defecation is the norm.
There is no budget provision for hygiene promotion training. The PVDP staff hired for the WASH interventions will organize hygiene promotion session during their regular meetings with the IDP community group meetings.
c) Distribute Hygiene Kits to 1,400 IDP families attending the health and hygiene promotion sessions to get positive results of health hygiene s essions with IDPs.
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c) Distribute 45 large waste bins for safe collection and disposal of waste generated at the cluster level (30-40 families). The town municipal administration will collect solid waste from these bins.
Implementation methodology: PVDP will form separate male and female committees comprised of IDPs, host communities and staff of schools where IDPs are living and will sensitized them on how they can contribute in WASH interventions to improve their living conditions. PVDP will organize separate training sessions for both men and women through committees formed.
PVDP staff will conduct community meetings and hygiene promotion training, and use posters for positive hygiene messages.
Indicators: • 50 hygiene and health awareness sessions have been conducted. • 1,500 households have improved their waste management.
Partner Taraqee Foundation (TF)
Facilities: Installation of Water Supply and Construction of Pour Flush Latrines Through implementing partner TF, NCA will assist 800 IDP families living with host communities and in schools in the districts of Abbottabad and Haripur with access to safe water supply and latrines.
Construction of water supply schemes will include installation of new and repairing of existing water supply infrastructure. A total of 35 communal hand pumps (12 families will use one hand pump) will be installed, while a total of 165 pour flush latrines (2 families will use one toilet) and hand washing facilities will be constructed in private courtyards and schools.
The construction of latrines and washing facilities will also include maintenance and caretaker training for men from the IDP and local community. 4-5 persons will be provided training in each scheme. There is provision for this training in the budget. The aim is that the men receiving this training will promote the use of latrines and be enabled to construct latrines in their respective communities.
Implementation methodology: TF will consult both male and female committees regarding latrine design, location for latrines, bathing places and hand pumps, along with training and technical supervision skills. Site selection will also be done in consultation with the concerned local line departments. The community will also contribute the required labour as per their affordability. The latrine super structure will match with the existing structure in the houses of the host communities and schools. Separate latrines will be constructed for females and males. TF will ensure that location of latrines and hand pumps is free of security risk particularly for females and girls. For long term sustainability of the WASH interventions, IDP/Host Communities’ Committees will be provided basic technical skills how to construct and maintain WASH facilities.
The construction design of the latrines will ensure that it is easy to clean, with septic tanks to ensure proper disposal of waste and help to reduce vector disease concentration. The design will also be cost effective and based on affordability to ensure that IDPs may adapt the design for own use upon return to their communities. The construction work will be based on participation.
The quality of water will be tested by recognized Government water testing labs in the area to ensure it is free of bacteria and contamination. The distribution of the hand pumps will be made according to the number of IDP families and needs in each district.
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Indicators: • 800 families have access to safe drinking water and latrines. • 800 families use safe drinking water and latrines.
Health and Hygiene Promotion TF will conduct 7 health and hygiene promotion sessions for IDPs. The health and hygiene promotion program will deal with issues such as causes of diarrheal diseases and the principal routes of transmission of infectious diarrheal disease. The target IDP communities will be sensitized on how diarrheal disease are fuelled by the “five F’s”: fluid (drinking contaminated water); fields (the contamination of soil and crops with human fecal matter); fingers (unwashed hands preparing food or going into the mouth); food (eating contaminated food); and flies (spreading disease from feces to food and water or directly to people, particularly problematic where open-air defecation is the norm.
TF will also distribute 250 dustbins for safe collection and disposal of waste generated at the household level. One dustbin will be shared by 2 families.
Implementation methodology: Separate training sessions will be held for men and women through community committees and groups formed by TF. Hygiene promoters recruited by TF will conduct community meetings, and use posters for positive hygiene messages.
For collection of data and information related to WASH interventions, TF will use PRA (Participatory Rural Appraisal) tools which will have findings related to health and sanitation related resources and infrastructure, water born diseases and their spread, poverty issues of people, people’s perceptions about health and hygiene, changes in health conditions affecting IDPs living with the host communities and in the schools buildings, availability of safe drinking water, socio-economic and gender relationships, etc. TF will form separate male and female community organizations/committees comprised of IDPs, host communities and staff of schools where IDPs are living will be formed and sensitized on how they can contribute in WASH interventions to improve their living conditions.
Indicators: • 7 hygiene and health awareness sessions have been conducted. • 250 households have improved their waste management.
Partner Pak-CDP
Provision of Safe Drinking Water Supported by NCA, Pak-CDP will provide safe drinking water to 1,272 IDP families living with host families in the 3 Union Councils Gujarat, Shahbaz Gari and Baghshahlia in the district of Mardan.
65 hand pumps will be installed in communal places of 40 villages, serving a population of 8,904, 1,272 families).
Implementation methodology: Pak-CDP will utilize Community Based Organizations (CBOs) and establish committees to identify needs and ensure involvement of IDPs and host communities in project activities. The CBOs and committees established will also build the organizational skills of the members. Women will be organized in own groups, but taking the cultural setting into account, only a 30% representation will be expected. Representatives from families, CBOs and committees will ensure that the locations for installation of hand pumps are chosen according to the needs of the community and in places that are safe for girls and women.
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Water quality assessment will be carried out pre and post installation of the hand pumps. Water quality will also be tested by Pakistan Council of Research in Water Resources (PCRWR) to ensure that it meets the standards of the National Drinking Water Policy of 2007 and WHO requirements.
Indicators: • 65 hand pumps have been installed in 40 villages. • 90% of the households in the targeted villages are provided more than 15 liters of water per day. • 100% of the targeted beneficiaries have easy access to water collection points. • 50% reduction in waterborne diseases among IDPs and host families. • 80 water samples are tested by PCRWR. • Water quality meets WHO and national standards for drinking water.
Construction and Repair of Pour Flush Latrines In conjunction with the installation of hand pumps, Pak-CDP will address the huge need for latrines in the 40 selected host villages. A total of 636 pour flush latrines will be constructed in schools and family compounds, and existing latrines will be repaired. For construction of family latrines, 2 families will be sharing one latrine.
Implementation methodology: The CBOs and committees will be consulted in the design and location of the latrines, particularly to ensure that they are accessible, practical and safe to use for girls and women. Male CBOs and committees will be particularly responsible for the hardware components of the project, contributing with labor and maintenance. When completed, latrines will be handed over to the households for use and maintenance.
Indicators: • 636 latrines have been constructed and rehabilitated in 50 villages. • 100% of the targeted beneficiaries have access to latrines.
Hygiene Promotion Addressing the particular health risks for women and children, Pak-CDP will provide hygiene education for women and children in the selected villages. The training will cover personal hygiene, household hygiene, environmental hygiene and safe water issues.
1000 hygiene kits will also be distributed to the targeted families.
Implementation methodology: Pak-CDP will use hygiene promoters for organizing hygiene education sessions and conducting household visits. The female CBOs and committees will be utilized, and attention will be paid to also ensuring their responsibility for cleaning and maintenance of the latrines provided.
Indicators: • 60% of targeted beneficiaries have comprehensive knowledge of and have adapted safe hygiene practices. • Hygienic use and maintenance of sanitation facilities by 90% of the targeted households. • 50% reduction in diseases related to improper sanitation and hygiene practices.
NCA IMPLEMENTATION STRATEGY- WASH NCA’s Partnership with Local Implementing Partners: NCA has a policy to work with and strengthen local organizations participation in the development interventions at the grassroots level. With the exception of DoP, NCA will work in the WASH sector through its three experienced partners PVDP, TF and Pak-CDP. All three organizations have a strong ability to mobilize IDP
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communities and work with them, and professional capacity to implement WASH projects. NCA has been working with these local partners after the earthquake in October 2005, and has had a very positive experience.
NCA will work with partner PVDP in Swabi District (four Union councils, Chak Noda, KalaBat, Ghar Mena Kali, and Thand Koi), partner TF in Abbottabad and Haripur Districts, and partner Pak-CDP in Mardan District (40 villages in 3 Union Councils Gujarat, Shahbaz Gari and Baghshahlia) for the provision of WASH assistance to 3,572 IDP families in host communities.
NCA will provide support and guidance to its partners’ activities within the WASH sector. NCA will assist these partners by providing them technical assistance in WASH interventions, in addition to monitoring and evaluation, and strengthening of their finance and logistics departments. In addition, NCA will be mobilising and allocating funding in support of this proposed programme.
Deployment of a WASH Engineer from the Emergency Preparedness Roster to NCA’s Islamabad office will ensure coordination of WASH activities and that implementation guidance may be given. NCA’s WASH Advisors at the NCA head office will be consulted for quality assurance as per need.
NCA will also hire a full time local WASH Project Officer who will be based in Peshawar to work with the implementing partners to execute project activities, monitor effectiveness of the project activities and attend cluster meetings at the provincial and district level for coordination purposes.
NCA has provided Do No Harm (DNH) training to all its partners. Project implementation will be done in accordance with DNH principles and SPHERE standards.
NCA Response to WASH Interventions: Presently majority of the UN and INGOs are focusing on WASH interventions in the tented camps, and very few organizations are focusing on the IDP living with host communities outside the camps and in schools. NCA through its three implementing partners, Pakistan Village Development Program (PVDP), Taraqee Foundation (TF) and Pakistan Community Development Program (Pak-CDP) will jointly plan WASH interventions for IDPs living with host communities and unmet WASH needs of the IDPs living in schools.
NCA WASH interventions will be coherent with the UNICEF and Local Government WASH response strategies with particular focus on the 2nd and 3rd priorities mentioned below:
Response Strategies for WASH Interventions by Priority and Location Classification By UNICEF and Local Government:
UNICEF is the focal agency to provide guidelines and facilitate all INGOs and local organizations involved in WASH interventions for IDPs in NWFP. These guidelines help all concerned agencies to how they should respond to the priority needs as found in area of WASH. According to these guidelines it is decided that IDP’s in Camps will be prioritized first, while the Camps in Schools/spontaneous camps and the IDPs living with host communities should be given second and third priority respectively. Following are the three priorities for support to IDPs in WASH interventions:
1st Priority: IDPs in Official and Larger (>100 families) Spontaneous/Unofficial “Camps” WASH response in camps should be be in accordance with Government emergency WASH standards and SPHERE. Water points, latrine and bathing facility designs should be common across all WASH cluster agencies. Agreed designs, quantities and basic costs should be shared and WASH outcome/conditions monitoring should be undertaken to focus on key indicators.
Pakistan – Assistance to IDPs 63 Appeal PAK091 Revision 2
IDPs or affected Remaining at Home in Insecure Areas Agencies that have the security management arrangements should focus on WASH interventions in higher risk active conflict areas. Presenlty agencies such as, ICRC, MSF and Muslim Aid have this capacity and are providing WASH assistance to all IDPs and where appropriate host populations affected by IDP movements, as security conditions and Government permission allow.
2nd Priority: IDPs Occupying Public (school + other) Buildings The duration of occupancy of schools by IDPs is unknown, but IDPs can remain in schools until mid August when school summer vacation ends. The levels of occupancy in schools place considerable extra demands on existing water and sanitation systems. Key WASH interventions that should be considered are: cleaning and repair of existing WASH facilities; construction of temporary sanitation facilities either inside school premises for girls and women and outside for boys/men where existing school system cannot meet 50% of the SPHERE indicators (e.g., if school has IDP population of 200, which would require 10 latrines, then 5 could be temporary while the other 5 should be permanent); construction of temporary bathing areas either inside school premises for girls and women and outside for boys/men; construction of new permanent toilets and water facilities for schools where IDPs will remain more that 6-8 weeks. These will be required on a permanent basis for school use, in line with needs for the number of pupils normally attending the school.
3rd Priority: IDPs Co-located with Host Populations Presently WASH agencies (government and Non Government), are more geared towards dealing with responses to WASH needs in both tented camps and in schools. However the bulk of the population (almost 90% as reported by UNICEF) is currently living with the host families and this presents particular challenges to deliver WASH assistance on urgent basis. The situation of IDPs living with host communities in some localities has reached a point of saturation, such that it could become a big public health issue if not addressed on time.
Following key points should be considered for IDPs staying with host population: Early assessment of IDP host community, leading to analysis and information sharing with WASH cluster members, by those agencies that have had previous experience of this work or now plan to focus on this. The emergency nature of the interventions not withstanding projects outside camps should utilize a participatory approach where possible. Key interventions undertaken should include WASH NFIs, hand pumps in communities, hygiene promotion, and solid waste collection points. • Key additional elements that might need to be covered are: provision of buckets for use in houses for excreta collection along with measures for disposal, provisions of material to construct temporary bathing areas in house compounds where toilets are also used for bathing places (to release pressure where large numbers of people are living in a single compound), latrine/septic tank emptying arrangements etc.
Transition or Exit Strategy NCAs partners, PVDP and PAK-CDP have extensive experience from working in the areas the IDPs have fled from. When the situation in these areas calms down and IDPs return to their villages, NCA with its partners will plan assistance for early recovery and rehabilitation phase.
Implementation Timetable The overall project implementation timeframe for all components under the NCA programme will be 8 months May 1 – December 31, 2009).
Please see the schedule below for a summary of the implementation timetable for different activities/partners projects within the appeal:
Pakistan – Assistance to IDPs 64 Appeal PAK091 Revision 2
S. # Interventions Timeframe 1 Immediate relief (F/NFIs, Health, Skills Training) PVDP (May – November 2009) 7 months DoP (June – August 2009) 3 months 2 WASH facilities for IDP with host families and in PVDP, Pak-CDP, and TF (June – November 2009) 6 schools months 4 NCA overall management NCA (May2009 – December 2009) 8 months
IV. ADMINISTRATION & FINANCE
Administration: The administration of this project will be undertaken by NCA office in Islamabad and Peshawar, and by the implementing partners’ offices in Peshawar and Abbottabad for day to day field operations in the field.
Finance The finance division of NCA will ensure that financial management aspects are managed with efficiency, transparency and accountability. Regular financial updates will be provided to donors as required. NCA Finance Manager based in Islamabad, will liaise with local implementing partners Finance Managers to maintain financial records of income (from donor) and expenditures, and cross checking financial records. The NCA, Emergency Program Adviser, Program Coordinator and the Resident Representative will oversee to ensure proper use of funds.
Financial monitoring system NCA prepares Financial Statements in accordance with the requirements of International Accounting Standards as applicable in Pakistan. Also, biannual audits (September and March) of NCA overall financial statements are conducted by an independent firm of auditors – Ernst & Young Global Limited (Ford, Rhodes, Siddat Hyder & Co.). In addition to this, separate project audits are also conducted as per the requirements of donors. At the end of the project an external audit will be carried out by Ernst & Young Global Ltd (Ford, Rhodes, Siddat Hyder & Co).
V. MONITORING, REPORTING & EVALUATION
Monitoring procedures During implementation of the project, regular monitoring will be undertaken to check process, progress and performance of the proposed interventions. A detailed list of qualitative and quantitative indicators will be used to ensure adequate compliance of the interventions and to measure performance of the project activities. Sources and methods of data will be collected and analyzed. Indicators will be tracked against specified targets.
While most projects will be implemented directly by the local implementing partners, NCA staff will be responsible to monitor the project implementation through field visits, review of reports, and meetings with staff of the partner organizations. In addition to this, technical facilitation will be provided by NCA special advisor on water and sanitation from NCA Head Office in Oslo through periodic monitoring visits and evaluation.
NCA staff in Pakistan will submit reports to NCA head office and ACT CO as per the ACT reporting requirements. NCA will also meet any additional requirements related to funding from the Norwegian government (MFA) and The Royal Embassy of Norway in Islamabad.
NCA will also submit periodic updates on implementation of the project and any problems that might be of mutual interest.
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Monitoring by implementing partners will be done by their program staff at their main offices in Peshawar and Abbottabad. In addition, the day-to-day monitoring will be done by implementing partners staff based in their field offices in Mardan, Swabi, and Haripur. NCA staff based in Islamabad will monitor the activities by visits to the affected areas.
Monitoring will also involve reviewing and planning of work on a regular basis, assessing whether activities are carried out as planned (including beneficiary selection), identifying and dealing with problems during implementation. Emphasis will be given to ensure application of Sphere standards and ACT Code of Conduct during the monitoring process. The Project Coordinator/Manager of the implementing partners will meet regularly with the project teams to plan activities accordingly. Monitoring of all planned project activities by the project staff will result in preparation of the consolidated reports, to be shared with all the stakeholders. The quantitative indicators for each objective will be monitored constantly to ensure efficient and effective implementation.
NCA will have a comprehensive list of beneficiaries and population where IDPs are hosted due to their long presence of working in these areas for various development programs.
VI. CO-ORDINATION
NCA is coordinating at several levels and will continue to include local authorities, local and international NGOs and, where relevant, other agencies. The objective of the coordination is to ensure that: the project is implemented successfully; the project objective is achieved; and the targeted beneficiaries acquire the benefits timely. At a larger scale, coordination will avoid geographical and thematic repetition of activities.
NCA implementing partners will coordinate with Government departments and Union Councils with the District Coordinator’s Office at the field level. Linkages with Union Councillors and Town Municipal Authorities (TMA) are established. Implementing partners have a strong network for providing emergency assistance to disaster affected communities. To maintain quality and accountability in relief operations, NCA implementing partners will follow the Sphere standards for provision of relief to the affected families. Furthermore, effective coordination will be established among partners of CWS and NCA, and others, at the field level. Monthly update, planning and coordination meetings, will focus on sharing achievements, identifying and addressing constraints, documenting lessons learned and joint activity planning will be done throughout the project.
NCA will follow-up WASH Cluster meetings in Islamabad, and at the provincial and district level in NWFP in addition to coordination meetings with ACT Forum Members and joint monitoring visits to the projects with implementing partners.
NCA Representation in Pakistan is actively participating in UNICEF WASH Cluster in Islamabad, and at the coordination meetings taking place at the provincial (Peshawar) and district levels (Mardan and Swabi). NCA will also coordinate its efforts with the Government and the UN agencies involved in addressing needs of the IDPs.
The program will continue to be implemented in coordination with the relevant Government authorities in the areas concerned. Coordination with other national and international NGOs at the field level is well established and will be continued and strengthened to avoid duplication. The project activities carried out by each implementing partner would strengthen and support the interventions of the other partners. The community organizations both of host and IDP communities would facilitate the community mobilization process for effective and efficient delivery of services to IDPs.
The implementing partners together with the project staff of NCA will have regular monthly review meetings to assess the project progress. A joint quarterly progress review meeting with the implementing partners will be held to review and plan project interventions jointly.
Pakistan – Assistance to IDPs 66 Appeal PAK091 Revision 2
NCA and CWS P/A are active members of the Pakistan Humanitarian Forum (PHF)8 that includes many international NGOs and donor agencies. Coordination meetings of this forum are being done frequently to discuss the crisis situation and possible responses and coordination in affected areas to carry out needs assessment. CWS- P/A also shares responsibility for PHF at the Inter Agency Standing Committee9 (IASC). CWS-P/A & NCA are regularly attending meeting of the Pakistan Humanitarian Forum (PHF), Inter Agency Standing Committee (IASC) General Coordination Meeting (GCM) as well as different cluster meeting organized by the UN. Moreover, CWS-P/A & NCA will continue to liaise with media, both print and electronic.
Co-ordination with other ACT members ACT Forum members will coordinate their efforts in order to avoid overlap and look into ways of creating synergies with each others work. CWS-P/A & NCA are coordinating at several levels and will continue to include local authorities, local and international NGOs and CBOs and other relevant agencies.
NCA and CWS-P/A will engage in following coordination activities: • Constant meeting of managers at Islamabad and field level • Joint planning of this appeal. • Facilitation of meeting by implementing partners in the field • Joint monitoring – resources may be shared where possible • Joint brainstorming sessions to envisage future plans as per the needs identified • joint representation in cluster meetings
Both NCA and CWS-P/A have been coordinating and collaborating in previous appeals in Pakistan, utilizing each agency’s expertise. It is therefore envisaged that such coordination and collaboration will further continue; building on the relationship which has already been established.
8 PHF is a group representing INGOs in Pakistan 9 IASC is the key forum for co-ordination between the UN, the Government, and the humanitarian community.
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VII. NCA REVISED BUDGET
Description Type No. Unit Original Orignal Revised Revised Cost Budget Budget Budget Budget Unit Units PKR PKR USD PKR USD INCOME PLEDGED (both through ACT Geneva and directly MFA (Norwegian Ministry of Foreign Affairs) 1,074,891 1,074,891
INCOME - Received via ACT Geneva Church of Sweden (Appeal fee) 6,843 6,843 Church of Sweden/SIDA 228,084 228,084
TOTAL INCOME 1,309,818 1,309,818
EXPENDITURE 1. DIRECT ASSISTANCE Crisis Phase Non-food Relief items- Partner PVDP Kitchen Utensils set 4,000 875 3,500,000 43,750 3,500,000 43,750 Pillows pillow 8,000 180 1,440,000 18,000 1,440,000 18,000 Folding beds bed 150 1,500 150,000 1,875 225,000 2,813 Small plastic floor sheets sheet 4000 100 - - 400,000 5,000 Torch (small emergency light) torch 4,000 180 720,000 9,000 720,000 9,000 Water Cooler cooler 4,000 600 2,400,000 30,000 2,400,000 30,000 Shoes pair 2,000 600 1,200,000 15,000 1,200,000 15,000 Mosquito mats mat 4,000 50 200,000 2,500 200,000 2,500 Coverlet for Sleepng (Trad coverlet 4,000 200 800,000 10,000 800,000 10,000 Khaiss/Chaddar) Cloths (various sizes for women person 2,000 1,000 2,000,000 25,000 2,000,000 25,000 & children) Subtotal 12,410,000 155,125 12,885,000 161,063
Food items for Infants - Partner PVDP Blended cereal food WFP packets 200 400 - 0 80,000 1,000 recommended package Energy Biscuits (10 packets 38,722 18 291,600 3,645 696,996 8,712 packets/family)
Women and Child Health Centres (2) Partner PVDP Health Medicine for women & children carton 6 87,167 600,000 7,500 523,002 6,538 facilitation centers 0 Meetings/Trainings - Partner 0 PVDP Orientation Meetings with Relief meeting 4 852 4,000 50 3,408 43 Committees (Tea & refreshments) Women Capcity Building training 8 50,000 150,000 1,875 400,000 5,000 Training on Livelihoods Options (Tea & refreshments) Monthly coordination meeting of meeting 4 2,000 - 0 8,000 100 relief committees
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Sub-Total 1,045,600 13,070 1,711,406 21,393 Direct Project Related Costs - Partner PVDP Project Coordinator (100%) Months 7 30,000 240,000 3,000 210,000 2,625 Assistant Coordinators (2) (PKR Months 7 25,000 400,000 5,000 350,000 4,375 25,000/person) (100%) Finance and Logistic Officer (1) Months 7 20,000 160,000 2,000 140,000 1,750 (100%) Social Organizer (2) Months 7 20,000 320,000 4,000 280,000 3,500 (PKR20,000/pers) (100%) Psychologist (1) (100%) Months 7 20,000 160,000 2,000 140,000 1,750 Lady Doctor (1) (100%) Months 7 40,000 320,000 4,000 280,000 3,500 Lady Health Visitors (2) (PKR Months 7 15,000 240,000 3,000 210,000 2,625 15,000/ person) (100%) Sub-Total 1,840,000 23,000 1,610,000 20,125
Food and Non-food Relief items - Partner Diocese of Peshawar (DoP) Relief Package (assorted items of Pack 300 4,971 1,554,900 19,436 1,491,300 18,641 uncooked food for 100 families age for 3 months) Kitchen Utensils (assorted kichen family 100 4,436 380,000 4,750 443,600 5,545 utensils), Pillows, Mattresses, set Bath Soap, Detergent, Match boxes Water Filters filter 10 15,000 150,000 1,875 150,000 1,875 Sub-Total 2,084,900 26,061 2,084,900 26,061
Direct Project Related Costs - DoP Programme Officer (100%) Months 3 20,000 60,000 750 60,000 750 Programme Coordinator (100%) Months 3 20,000 60,000 750 60,000 750 Project Assistant (100%) Months 3 15,000 45,000 563 45,000 563 Vehicle Maintenance (100%) Months 0 0 60,000 750 0 0 Monitoring & Evaluation (DoP) Months 3 30,000 30,000 375 90,000 1,125 (100%) Visits Food for staff working in the field Months 3 16,000 48,000 600 48,000 600 Communication Months 3 14,000 42,000 525 42,000 525 Sub-Total 345,000 4,313 345,000 4,313
Total Crisis Phase 17,725,500 221,569 18,636,306 232,954
Post-crisis phase Water, Sanitation and Hygiene (WASH) - Partner PVDP Construction of Pour Flush Latrine 350 17,000 8,500,000 106,250 5,950,000 74,375 Latrines (PFL) Installation of Handpumps Pump 43 100,000 3,250,000 40,625 4,300,000 53,750 Dust bin Bin 45 20,000 1,000,000 12,500 900,000 11,250 Family Hygiene Kits kit 1,400 1,260 2,400,000 30,000 1,764,000 22,050 Bathing places in schools School 30 20,000 300,000 3,750 600,000 7,500 location Hand Washing Places & drainage family 175 15,000 3,750,000 46,875 2,625,000 32,813 Tool Kits for Caretaker Per 43 2,500 125,000 1,563 107,500 1,344 committees Pump
Pakistan – Assistance to IDPs 69 Appeal PAK091 Revision 2
Water Testing Pump 43 1,200 60,000 750 51,600 645 Caretaker Trainings UC 12 5,700 80,000 1,000 68,400 855 location Hygiene Material Printing LS 1 51,000 50,000 625 51,000 638 Sub Total 19,515,000 243,938 16,417,500 205,219
Water, Sanitation and Hygiene (WASH) Partner Pak-CDP Construction of Latrines Pour Latrine 636 16,000 16,000,000 200,000 10,176,000 127,200 Flush Latrines (PFL) Installation Handpumps (1 for 2 Pump 65 55,000 4,400,000 55,000 3,575,000 44,688 families) Bathing places school/ 13 18,000 - - 234,000 2,925 home Handwashing places school/ 13 12,000 - - 156,000 1,950 home Water Testing Pump 64 1,200 - - 76,800 960 Caretaker training UC 15 5,000 - - 75,000 938 location Family hygiene Kits kit 1,000 500 1,000,000 12,500 500,000 6,250 Hygiene Material Printing copies 10 3000 20,000 250 30,000 375 Sub Total 21,420,000 267,750 14,822,800 185,285
Water, Sanitation and Hygiene (WASH) Partner TF Costruction of Pour Flush Latrine 165 31,200 15,600,000 195,000 5,148,000 64,350 Latrines (PFL) Installation of Hand pumps Pump 35 119,000 9,520,000 119,000 4,165,000 52,063 Dust Bin Bin 250 500 250,000 3,125 125,000 1,563 Dry Waste Boxes boxes 14 10,000 200,000 2,500 140,000 1,750 Water Testing Pump 35 1,200 0 0 42,000 525 0 Capacity Building - Partner TF 0 Training of masons/Volunteers on Village 5 10,000 100,000 1,250 50,000 625 latrine type (Tools & refreshment) Community training health & Cluster 7 10,000 200,000 2,500 70,000 875 hygiene (Stationary, food & refreshments) Maintenance & caretaker training Cluster 5 8,000 80,000 1,000 40,000 500 Printing materials LS 1 135,190 50,000 625 135,190 1,690 Sub Total 26,000,000 325,000 9,915,190 123,940
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Water, Sanitation and Hygiene (WASH) - NCA Demountable water storage oxfam tank 2 1,389,030 2,778,060 34,726 0 0 tanks Hygiene Kits kit 120 2,500 300,000 3,750 0 0 Bladder tanks (Pillow) tank 2 415,612 831,224 10,390 0 0 General purpose water pumps pump 2 500,000 1,000,000 12,500 0 0 Standard pump kits, taps & Pack 6 102,602 615,612 7,695 0 0 stands, pipes, fittings & accessories Water purification, testing kits & kit 12 52,602 631,224 7,890 0 0 aquatabs Sub total 6,156,120 76,952 0 0
Direct Project-related costs
NCA Project Staff for Technical Support Program Coordinator WASH Month 6 840,000 10,080,000 126,000 5,040,000 63,000 (Expat) (100%) Prog Officer (WASH) 1 (100%) Month 6 140,000 1,500,000 18,750 840,000 10,500 Logistics Assistant (100%) Month 0 62,000 558,000 6,975 - 0 Local Staff benefits (25% Month 6 35,000 561,000 7,013 210,000 2,625 salaries) Sub total 12,699,000 158,738 6,090,000 76,125
Partner PVDP Personnel Project Coordinator (100%) Months 6 35,000 400,000 5,000 210,000 2,625 Assistant Coordinator (100%) Months 6 30,000 300,000 3,750 180,000 2,250 Engineer (100%) Months 6 25,000 300,000 3,750 150,000 1,875 Finance & Logistic Officer Months 6 20,000 200,000 2,500 120,000 1,500 (100%) Social Organizer (6) Months 6 15,000 1,080,000 13,500 540,000 6,750 PKR15,000/month/person (100%) 0 Partner DoP 0 Personnel 0 Project Finance Officer (100%) Months 3 20,000 60,000 750 60,000 750 Project Monitoring & Evaluation Months 3 20,000 60,000 750 60,000 750 Officer (100%) Accountant (100%) Months 3 15,000 45,000 563 45,000 563 0 Pak-CDP 0 Personnel 0 Project Coordinator (100%) Months 6 45,000 450,000 5,625 270,000 3,375 Assistant Coordinator (100%) Months 6 35,000 400,000 5,000 210,000 2,625 Engineer (30,000 X 4) (100%) Months 6 30,000 1,200,000 15,000 540,000 6,750 Finance & Logistics Officer Months 6 25,000 250,000 3,125 150,000 1,875 (100%) Social Organizer (25,000 x4) Months 6 25,000 1,500,000 18,750 600,000 7,500 (100%) 0
Pakistan – Assistance to IDPs 71 Appeal PAK091 Revision 2
TF 0 Personnel 0 Project Coordinator (100%) Months 5 45,000 450,000 5,625 225,000 2,813 Finance Officer (100%) Months 6 25,000 250,000 3,125 150,000 1,875 Field Engineer (1) (100%) Months 5 35,000 700,000 8,750 175,000 2,188 Social Organizer (2) (100%) Months 5 20,000 800,000 10,000 200,000 2,500 Total direct project related cost 8,445,000 105,563 3,885,000 48,563
Total Post Crisis Phase 94,235,120 1,177,939 51,130,490 639,131
TOTAL DIRECT ASSISTANCE 111,960,620 1,399,508 69,766,796 872,085
2. TRANSPORT, WAREHOUSING & HANDLING
Transportation of goods including Trips 4 40,000 240,000 3,000 160,000 2,000 loading unloading charges (TF) Transp goods including loading Trips 1 123,624 240,000 3,000 123,624 1,545 unloading charges (PAK-CDP) Transp goods incl loading Trips 19 20,000 500,000 6,250 384,000 4,800 unloading F/NFIs (PVDP) Transp goods including loading Trips 3 40,000 240,000 3,000 120,000 1,500 unloading charges (PVDP) Transportation of goods including Trips 6 15,000 90,000 1,125 90,000 1,125 loading unloading charges (DOP)
NCA Warehouse Set-up cost LS 1 200,000 200,000 2,500 0 0 Rent of warehouse (Month 3) Month 9 100,000 900,000 11,250 0 0 Furniture LS 1 300,000 300,000 3,750 0 0 Shelves LS 1 50,000 50,000 625 0 0 Utilities Month 12 30,000 360,000 4,500 0 0 Communication Month 12 8,000 96,000 1,200 0 0
Transport: Fuel for vehicle used for transport months 12 20,000 240,000 3,000 0 0 of materials (1) (100%) Repair & Maint Vehicle used for months 12 20,000 240,000 3,000 0 0 material transport (1) (100%)
Wages of Security Guard:s Security guards for warehouse (3) Month 12 66,000 792,000 9,900 0 0 (100%) TOTAL- Transport, Warehousing & Handling 4,488,000 56,100 877,624 10,970
3. CAPITAL ASSETS Partner PVDP Computer & Printers Nos 2 65,000 120,000 1,500 130,000 1,625 Digital Cameras Nos 1 21,924 20,000 250 21,924 274 Sub total 140,000 1,750 151,924 1,899
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Partner Pak-CDP Computer & Printers Nos 3 65,000 210,000 2,625 195,000 2,438 Digital Camera Nos 1 24,500 40,000 500 24,500 306 Office furniture LS 1 90,500 100,000 1,250 90,500 1,131 Sub total 350,000 4,375 310,000 3,875 Partner TF Fax Machine Nos 1 0 35,000 438 0 0 Digital Cameras Nos 1 25,000 50,000 625 25,000 313 Computer and printers Nos 2 61,148 150,000 1,875 122,296 1,529 Office furniture LS 1 0 150,000 1,875 0 0 Sub total 385,000 4,813 147,296 1,841 NCA Vehicle (Toyota Hilux - Double Vehicle 1 3,260,000 6,600,000 82,500 3,260,000 40,750 Cabin) Laptop computers Laptop 2 95,000 160,000 2,000 190,000 2,375 Office furniture LS 1 120,000 100,000 1,250 120,000 1,500 Mobile phones phone s 3 0 75,000 938 0 0 Sub total 6,935,000 86,688 3,570,000 44,625
TOTAL CAPITAL ASSETS 7,810,000 97,625 4,179,220 52,240
4. INDIRECT COSTS: PERSONNEL, ADMIN, OP SUPPORT Partner PVDP
Personnel Watchman (100%) Months 6 8,000 80,000 1,000 48,000 600 0 Travel 0 Vehicle Rent (driver's salary Months 7 60,000 400,000 5,000 420,000 5,250 included) (2) Crisis phase Vehicle Rent (driver's salary Months 6 50,000 1,500,000 18,750 600,000 7,500 included) (PKR50,000 x2) Fuel & oil (POL) (2) Crisis phase Months 7 57,300 1,056,000 13,200 401,100 5,014 Fuel & oil (POL) (25,000 x3) (1 Months 6 25,000 990,000 12,375 450,000 5,625 vehicle of PVDP will be used) 0 Office running costs 0 Regional Office Rent/Untilities & Months 7 8,142 24,000 300 56,994 712 Communication - Crisis phase Regional Office Rent (Swabi) Months 6 20,000 200,000 2,500 120,000 1,500 Utilities Months 6 10,000 100,000 1,250 60,000 750 Stationary Months 6 3,000 25,000 313 18,000 225 Communication Months 6 4,500 50,000 625 27,000 338 Sub total- PVDP 4,425,000 55,313 2,201,094 27,514
Partner DoP Personnel Support Staff ( three) (100%) Months 3 15,000 45,000 563 135,000 1,688 Staff Travel 0 Vehicle fuel (100%) Months 3 30,000 90,000 1,125 90,000 1,125 Vehicle maintenance (100%) Months 3 20,000 60,000 750 60,000 750 Sub-Total- DoP 195,000 2,438 285,000 3,563
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Post Crisis Phase
Pak-CDP Personnel Planning/Reporting Mgr (40%l) Months 6 25,000 300,000 3,750 150,000 1,875 Watchman (8,000 x2) (100%) Months 6 8,000 160,000 2,000 96,000 1,200 Office Boy (100%) Months 6 8,000 80,000 1,000 48,000 600 0 Staff Travel 0 Vehicle Rent (driver's cost Months 6 50,000 1,800,000 22,500 900,000 11,250 included) (50,000 x3) Fuel and oil (POL) (25,000 x3) Months 6 25,000 1,000,000 12,500 450,000 5,625 0 Office running costs 0 Regional Office Rent Months 6 40,000 450,000 5,625 240,000 3,000 Utilities Months 6 14,000 140,000 1,750 84,000 1,050 Stationary Months 6 6,000 60,000 750 36,000 450 Communication Months 6 10,000 100,000 1,250 60,000 750 0 Monitoring 0 Monitoring Visit Visits 40 3,000 150,000 1,875 120,000 1,500 Sub total- Pak-CDP 4,240,000 53,000 2,184,000 27,300 NCA Personnel Program Coordinator -1 months 6 57,000 648,000 8,100 342,000 4,275 (WATSAN) 30% Finance Coordinator -1 30% months 6 46,500 576,000 7,200 279,000 3,488 Admin. Finance Assistant; 1- 30% months 6 21,000 288,000 3,600 126,000 1,575 Admin. Clerk -1 (30%) months 6 14,500 201,600 2,520 87,000 1,088 Security Guards -3 (20%) months 6 22,000 259,200 3,240 132,000 1,650 Driver; 1- 100% months 6 35,000 480,000 6,000 210,000 2,625 0 Staff Benefits 0 Benefits & Allowances (30% LS 0 86,850 1,042,200 13,028 0 0 salaries) 0 Travel 0 Boarding & lodging (local) months 6 85,000 420,000 5,250 510,000 6,375 Staff per diem months 6 18,000 180,000 2,250 108,000 1,350 International travel (expat staff - Travel 2 130,000 330,000 4,125 3,250 R&R, home leave) 3 trips per year 260,000 0 Office Running Costs 0 Office Rent (30%) months 6 75,000 864,000 10,800 450,000 5,625 Office repair & maint (30%) months 6 18,000 216,000 2,700 108,000 1,350 Utilities & Office Supplies (30%) months 6 21,000 252,000 3,150 126,000 1,575 Sub total- NCA 5,757,000 71,963 2,738,000 34,225
Pakistan – Assistance to IDPs 74 Appeal PAK091 Revision 2
TF Personnel Admin & Logistic Officer (100%) Months 5 25,000 250,000 3,125 125,000 1,563 Office Support staff (100%) Months 5 8,000 80,000 1,000 40,000 500 Admin & Personnel Manager Months 6 70,300 0 0 126,540 1,582 Quetta Office (only 30% salary) Finance Manager Quetta Office Months 6 67,000 0 0 120,600 1,508 (only 30% of salary) 0 Travel 0 Staff Travel Cost (from TF head Visits 8 32,375 240,000 3,000 259,000 3,238 office in Quetta) Vehicle Rent (driver's cost Months 6 50,000 1,000,000 12,500 600,000 7,500 included) (2) Petrol Oil and Lubrications (POL) Months 6 25,000 500,000 6,250 300,000 3,750 (2) 0 Office running costs 0 Utilities (Electricity, Gas, Water) Months 6 0 130,000 1,625 0 0 Stationary LS 1 8,000 80,000 1,000 8,000 100 Communication Mobile 10 10,000 100,000 1,250 100,000 1,250 Cards Sub total- TF 2,380,000 29,750 1,679,140 20,989
TOTAL PERSONNEL, ADMIN & OP SUPPORT 16,997,000 212,463 9,087,234 113,590
5. AUDIT Audit Fee (TF) audit 1 100,000 100,000 1,250 100,000 1,250 Audit Fee (PVDP) audit 1 23,000 25,000 313 23,000 288 Audit (DoP) audit 1 18,750 25,000 313 18,750 234 Audit (PAK-CDP) audit 1 25,000 25,000 313 25,000 313 Audit (NCA) audit 1 100,000 100,000 1,250 TOTAL AUDIT 275,000 3,438 166,750 2,084
TOTAL NCA PROJECT BUDGET 141,530,620 1,769,133 84,077,624 1,050,970
Appeal Fee 3% 4,245,919 53,074 2,522,329 31,529
TOTAL APPEAL BUDGET 145,776,539 1,822,207 86,599,953 1,082,499
Balance Requested 512,389 -227,319
EXCHANGE RATE: 1 USD = 80