SECRETARIAT 150 route de Ferney, P.O. Box 2100, 1211 Geneva 2, Switzerland TEL: +41 22 791 6033 FAX: +41 22 791 6506

www .actalliance.org Appeal

Pakistan

Pakistan Floods Emergency (PAK102) – Rev. 2 Appeal Target: US$ 12,441,347 Balance Requested: US$ 6,478,821

Geneva, 17 September 2010

Dear colleagues,

Since 21 July 2010, heavy monsoon rains have led to the worst flooding in Pakistan’s history. Please see the ACT website ( www.actalliance.org/resources/alertsandsitreps ) for the latest ACT Situation Reports from Pakistan on this fast changing emergency.

The members of the ACT Pakistan Forum, Church World Service- Pakistan/ (CWS-P/A), Norwegian Church Aid (NCA), and Diakonie Katastrophenhilfe (DKH) continue to distribute urgent relief assistance to the flood-affected communities with the financial, material aid and personnel support of many international ACT members, their national constituencies and institutional donors, as well as other supporters from around the world.

This ACT appeal was first issued on 4 August and then replaced by a revised version issued on 11 August to include the proposed responses of DKH and NCA, as well as a scaled-up version of the CWS-P/A programme. This second revision of the appeal significantly scales-up the entire proposed programme from a previous funding target of US $4,101,731 to US$ 12,441,347.

CWS P/A is increasing the number of operational areas to include Sukkur and Thatta Districts in Sindh Province and Muzaffargarh District in Punjab Province. CWS P/A is now working with an additional partner – the Church of Pakistan (CoP) Diocese of Raiwind. Proposed assistance includes food and non-food relief, emergency shelter, basic health services as well as food security interventions for early recovery.

DKH continues to work with local partner National Rural Support Program (NRSP) to provide emergency assistance in the form of non-food items such as tents, tarpaulins, hygiene items and construction of toilets along with related training sessions on health and hygiene. Debris clearing is also being carried out with 1,500 households receiving a construction materials package and household hardware package. DKH is also providing livelihood assistance in the form of seeds.

NCA proposes to directly assist 20,990 flood affected families (181,930 individuals in , Nowshera, Upper , Lower Dir, Swat, and Shangala districts in KPK, and Sibbi district in Balochistan with F/NFIs, Health, Shelter, and WASH assistance during the emergency phase.

Pakistan Floods, Rev. 2 – PAK102 2

Project Start/Completion Dates:

CWS August 2010 – 31 October 2011 (15 months) DKH 15 August 2010 – 30 June 2011 (10.5 months) NCA August 2010 - 31 July 2011 (12 months)

Reporting schedule: Reports due ACT CO CWS DKH NCA Interim Report 31 March 2011 31 January 2011 31 January 2011 Final Report 31 December 2011 31 August 2011 30 September 2011 Audit 31 January 2012 30 September 2011 31 October 2011 As the appeal target is over US$ 5 million, provision is being made for an external evaluation of the programme.

Appeal Targets, Pledges/Contributions Received and Balance Requested (USD):

CWS DKH NCA ACT Un- Total Target Evaluation allocated US$ Appeal Targets 9,076,396 985,351 2,279,600 100,000 0 12,441,347 Less: Pledges/Contr Recd 2,819,196 247,213 2,722,398 0 173,719 5,962,526 Balance Requested from 6,257,200 738,138 - 442,798 100,000 - 173,719 6,478,821 ACT Alliance

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 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 Roshan Rajaratne ( [email protected] ) and Michelle Yonetani ([email protected] ) of all pledges/contributions and transfers, including funds sent directly to the Requesting Members.

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 Deputy General Secretary, Jill Hawkey (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) or ACT Regional Program Officer, Michelle Yonetani (phone +41 22 791 6035 or mobile phone +41 79 285 2916)

Jill Hawkey Deputy General Secretary ACT Alliance Secretariat

Pakistan Floods, Rev. 2 – PAK102 3

List of Acronyms and Abbreviation CBA Child Bearing Age ISO International Standard Operations CBOs Community Based Organizations KPK Khyber Pakhtoonkhwa Province CBP Capacity Building Program LHV Lady Health Visitor CFGB Canadian Foodgrain Bank MCH Mother and Child Health Care CMLC Combined Military Liaison Cell MHUs Mobile Health Units CoP-DoR Church of Pakistan – Diocese of MISP Minimum Initial Service Package Raiwind (CWS partner) NATO North Atlantic Treaty CoP-DoP Church of Pakistan – Diocese of Organization (NCA partner) NCA Norwegian Church Aid CWS-P/A Church World Service-Pakistan/ NCBP Nation’s Capacity Building Afghanistan Programme (CWS partner) DCO District Coordination Officer NDMA National Disaster Management DCRs District Census Reports Authority DKH Diakonie Katastrophenhilfe NFIs Non Food Items DMP Disaster Management Programme NGO Non-Governmental Organization EDO Executive District Officer NIDA National Integrated & EKN Embassy of the Kingdom of Development Association Netherlands NRSP National Rural Support Program EPI Expanded Program on NWFP North-West Frontier Province Immunization PATA Provincially Administered Tribal ERC Emergency Resource Cell Areas FATA Federally Administered Tribal PDMA Provincial Disaster Management Areas Authority GBV Gender Based Violence Pak.VDP Pakistan Village Development GCM General Coordination Meeting Programme (NCA partner) GoP Government of Pakistan Par.VDP Participatory Village HAP Humanitarian Accountability Development Programme (CWS Partnership partner) HAP-I Humanitarian Accountability PDU Program Development Unit Partnership-International PHF Pakistan Humanitarian Forum HID Human and Institutional PMP Performance Measurement Plan Development PRCS Pakistan Red Crescent Society HIN Help in Need (CWS partner) PRDA Partnership for Recovery and HIV Human Immunodeficiency Virus Development of the Allai Valley HRIS Human Resource Information PVDP Participatory Village System Development Program (CWS IASC Inter Agency Standing partner) Committee RBA Right Based Approach ICRC International Committee of the RHCs Rural Health Centers Red Cross SDP Social Development Program IDP Internally Displaced Person SFP Sphere Focal Person IDSP Institute for Development of SPO Strengthening Participatory Social Practices Organization IEC Information, Education and TB Tuberculosis Communication ToT Training of Trainers IMCP Institutional Management and UCs Union Councils Certification Programme UN United Nations INEE Interagency Network for UNFPA United Nations Population Fund Education in Emergencies UNHCR United Nations High INGO International Non-Governmental Commissioner for Refugees Organization UNICEF United Nations Children’s Fund IP Implementing Partner VDF Veer Development Foundation ISAF International Security Assistance (CWS partner) Force WASH Water, Sanitation and Hygiene IP Implementing Partner WHO World Health Organization

Pakistan Floods, Rev. 2 – PAK102 2

I. ACT REQUESTING MEMBERS

o Church World Service-Pakistan/ Afghanistan (CWS-P/A)

o Diakonisches Werk der Evangelisches Kirche in Deutschland, on behalf of Diakonie Katastrophenhilfe (DKH)

o Norwegian Church Aid (NCA)

II. ACT MEMBERS and IMPLEMENTING PARTNER INFORMATION

Church World Service

Church World Service-Pakistan/Afghanistan is an international non-governmental organization which implements humanitarian and development activities across Pakistan and Afghanistan. Since 1954, CWS-P/A has worked for the development and relief of marginalized communities on the basis that all individuals irrespective of race, faith, color, sex, economic status, or political opinion have the right to choose how to live. The organization assists communities to achieve economic prosperity and improve human and social capital through participatory endeavors, which liberate families and enhance their capacities to take control over their lives. Committed to quality performance, human rights, right to access information, and right to complain, CWS-P/A ensures that it’s humanitarian and development initiatives provide communities with their pertinent right and authority over resources.

Currently, CWS-P/A operates from its central office in Karachi and additional offices in Islamabad, Lahore, Mansehra, and Swat in Pakistan and Jalalabad and Kabul in Afghanistan. It also runs a training center in Murree, Pakistan. Projects are organized out of its three programs: Capacity Building Program, Disaster Management Program, and Social Development Program. CWS-P/A’s thematic priorities include: emergency response; water, sanitation, and the environment; health; education; livelihoods; peace and governance; and quality and accountability.

With a network of close to four hundred partners, CWS-P/A adopts various approaches for project implementation. The organization can either be fully or semi-operational or work directly with an implementing partner depending on the type of initiative. This versatility enables CWS-P/A to cater to a wide range of initiatives within the scope of its thematic areas according to the needs of the communities, thus, preserving their dignity, self-reliance, participation, and ownership.

Globally, CWS-P/A is part of CWS Inc. with headquarters in the U.S.A. CWS- P/A is registered with both the governments of Pakistan and Afghanistan. It is an active member of the ACT Pakistan Forum. In 2005, CWS- P/A received ISO 9001:2000 accreditation and the following year was awarded USAID management standards certification. In 2008, CWS-P/A became a full member of the Humanitarian Accountability Partnership. CWS- P/A is also a signatory to the Red Cross/Red Crescent Code of Conduct for NGOs in Disaster Relief. (For further information, please visit www.cwspa.org )

CWS Implementing Partners a) NCBP (Nation’s Capacity Building Programme) is a local NGO working with a vision to become a launching pad for the “Socio-economic and Environmental Development Process” across Balochistan by initiating, supporting and contributing in multi-sectoral programs especially designed for the welfare and development of women, children, and youth of Balochistan.

The organization is focusing on the poverty alleviation, Micro Credit Enterprise Development and Capacity Enhancement of the nations through introduction of Education, Health & Vocational trainings. b) VEER Development Foundation is a local NGO working in Dera Ismail Khan since 1999. It has a comprehensive experience of working with different donors. VEER is working in Sustainable Land

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Management Project (SLMP) funded by UNDP. The organization is also implementing a project on livelihoods funded by SDC (Swiss Development Council). VEER has also implemented interventions related to non-formal education with the collaboration of National Education Foundation.

VEER has previously been involved in distribution of hygiene kits funded by UNICEF and also in the distribution of winterization kits funded by Concern Worldwide. Currently VEER is in the process of implementing a WASH project funded by IRD in Tehsil Paroa in D.I.Khan. VEER enjoys close relations with the community and uses a participatory approach. c) Help in Need (HIN) was established in 2003 to address the socio-economic issues of the less-privileged citizens of the country. HIN decided to start its operations in Attock district keeping in view the low Human Development Indicators of the area. After 2005, HIN moved to other remote regions of the country and is presently working in 17 . Its major programs involve emergency relief, human development (vocational training for males and females), orphan support, education, health and nutrition, WASH, Livelihood Support, Environment Protection and Volunteerism. In Shangla, HIN has been involved in the Welcome to School Initiative Project of UNICEF and is currently working in 8 Union Councils namely: Dandai, Maira, Shung, Butyal, Kormang, Ranyal, Pirabad and PirKhana. d) Participatory Village Development Program (PVDP) Sindh is a local NGO working in Sindh since 1998. PVDP is mainly involved in emergency response activities, community empowerment activities, health outreach to the women and children in communities, water and sanitation and capacity building. The organization has been significantly involved in empowering 130 villages in Sindh through social mobilization programs. It is also active in carrying out advocacy campaigns for basic rights of women and children in Sindh.

NEW PARTNER- included in 2 nd revision e) The Church of Pakistan (CoP) -Diocese of Raiwind (DoR) came into existence in 1984. The CoP service ministry focuses on social development addressing education, rehabilitation of the handicapped, youth development, primary healthcare, women development and disaster management. Eighty percent of the community served within this diocese live in rural and slum areas. The DoR provided healthcare services to the victims of the devastating earthquake in October, 2005 through Basic Health Unit (BHU) and Mobile Health Units in the State of Azad Jammu and Kashmir (north of Pakistan), with the financial support of Church World Service (CWS Pakistan/Afghanistan) and Netherlands Reformed Congregations (NRC) from November 2005 to December 2009. Additionally, DoR provided health care services to Internally Displaced People (IDPs) from July 2009 to September 2009, through two mobile healthcare units operating in thirteen different locations across (KPK).

A second diocese of the Church of Pakistan, the Diocese of Peshwar, is also implementing within this appeal through partnership with Norwegian Church Aid as ACT Requesting Member.

Diakonie Katastrophenhilfe, Pakistan

Diakonie Katastrophenhilfe (DKH) is a German based non-governmental organization providing humanitarian aid worldwide. It supports people affected by natural disasters, war and displacement and those who are not able to cope on their own with the emergency situation they find themselves in. Diakonie's work is part of an effort to help people in dire need of humanitarian aid worldwide, regardless of their color, religion, gender, race, ethnicity and nationality. DKH started its humanitarian aid operation in Pakistan after the earthquake in Kashmir in 2005 working in 36 villages in Azad Jammu and Kashmir (AJK) in the distribution of relief items and the construction of transitional shelters, schools and community centers through the implementation of a food-for-work program. Since October 2005, DKH has implemented a relief and rehabilitation operation with a budget of over 8 million Euros.

In September 2007 DKH took a major step to implement a community-based disaster risk management (CBDRM) program in AJK in partnership with the local organization National Rural Support Program (NRSP),

Pakistan Floods, Rev. 2 – PAK102 4 in recognition of the country’s vulnerability to a huge number of natural disasters occuring every year. Diakonie’s projects in AJK have further included the reconstruction of Government Primary, Middle and High Schools in 4 locations, running vocational training courses in its centre in Ghari Dupatta/AJK, implementing rural water supply recovery projects in Salmia and Chikar UCs, and establishing community centers as Women Friendly Spaces for women’s empowerment and economic development. DKH has also rendered humanitarian aid to conflict-affected IDP families outside the camps in of NWFP in collaboration with its national partner NGO Sungi Development Foundation. DKH chooses to work through its local partners by strengthening their organizational capacity and human resources.

Since the role of the local authorities as well as national organizations is crucial in any relief or development initiative in Pakistan, major attention is always given to the involvement of all stakeholders, especially provincial and local level government authorities in the workshops and trainings conducted by DKH and its partners.

For further information on DKH, please visit: www.diakonie-katastrophenhilfe.de.

DKH implementing partner: National Rural Support Program (NRSP) NRSP is the largest Rural Support Program in the country in terms of outreach, staff and development activities. It is a not-for-profit organization established in 1991 and registered under Section 42 of Companies Ordinance 1984.

The goal of NRSP is to facilitate the establishment and improvement of sustainable livelihoods of the rural poor in Pakistan. The rural development programs of NRSP have helped community groups throughout Pakistan in social organization, women’s empowerment, community development, natural resource management, physical infrastructure development, human resource development, enterprise promotion, credit and savings projects as well as disaster preparedness and risk management. NRSP is currently working with more than half a million poor households mobilized in a network of more than 30,000 Community Organizations (COs) to plan and implement their own development agenda.

NRSP has a presence in 32 districts in all the four provinces of Pakistan, including Khyber Pukhtoonkwa Province (formerly known as North West Frontier Province-NWFP). NRSP started working in KPK in early 1992. As of July 2010, NRSP is working in 6 rural and 2 urban Districts of KPK Province with a network of 5,205 Community Organizations (which include 928 women COs). NRSP is present with established COs in the Malakand, Mardan, Charsaddah, Swabi, Swat and Buner districts of Khyber Pukhtoonkwa (KPK) Province. In addition, NRSP is working in 15 and 18 urban Union Councils of Nowsehra and Peshawar districts respectively. NRSP has established 4,200 Credit Groups in these urban Districts with a total membership of 16,800 persons (20% being women).

National Rural Support Program (NRSP) has been a strategic partner of DKH since 2005 and will be directly engaged in the implementation of this project with the support of DKH Pakistan in monitoring and evaluation for quality assurance and in meeting the standards required. This cooperation has included emergency relief, recovery and rehabilitation work after the devastating earthquake in Azad Jammu and Kashmir (ACT appeal ASPK61). DKH and NRSP’s partnership has continued with the programme for the recovery of rural water supply schemes launched in mid-2009 in Muzaffarabad District and community-based hygiene promotion in AJK.

NRSP is well aware of and committed to ACT policies and principles as well as the International Red Cross and Red Crescent Code of Conduct and Sphere Minimum Standards.

Norwegian Church Aid

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. In January 2007, NCA established a country program in Pakistan, thus separating the

Pakistan Floods, Rev. 2 – PAK102 5

Afghanistan and Pakistan programs. NCA Pakistan is working with partners in the areas of WASH, Peace and Reconciliation and Gender Justice. Working as implementing partner to Church World Service in the WASH (Water/Sanitation/Hygiene) sector, NCA was operational in the (KPK) formerly known North West Frontier Province (NWFP) in response to the October 2005 earthquake. NCA’s engagement in the sector continued through four local partners after the earthquake response. NCA also cooperated with CWS and its local partners in providing assistance to victims of the floods in Balochistan and Sindh in 2007.

NCA’s particular emergency response capacity is in the WASH sector. NCA seeks coordination within the sector through participation in the Global WASH Cluster as well as local emergency response WASH clusters. NCA maintains an emergency preparedness roster of about 80 persons with emergency relief training and experience, particularly in the WASH sector. In addition, the emergency preparedness personnel provide a significant capacity within psychosocial interventions, 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.

NCA implementing partners: 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 KPK and is recognized as a resource organization in the area of Human and Institutional Development and HIV/AIDS, providing services to various local organizations.

PVDP also has extensive experience of working in emergencies and providing relief with collaboration of different partners like CIDA, CRS, UNICEF, NCA, and the corporate sector in earthquakes, floods and with recent IDPs in Nowshera, Charsadda, Bajor Agency, and Peshawar districts. PVDP is a 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 a 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 WASH services to earthquake communities in and relief and rehabilitation assistance to IDPs and returnees in conflict affected aeras of Buner and Swabi districts in KPK.

b) 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 14 districts of Pakistan: Killa-Saifulla, Pishin, Sibi, Jhal-Magsi, Jaffarabad, Naseerabad, Bolan, Ziarat, Loralai and Gawadar in Balochistan, Larkana, Shahdad Kut and Jacobabad in Sindh. 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, and three of Sindh. TF’s main program sectors include improvement of environment and infrastructure development, relief and rehabilitation, agriculture enterprise development, basic health and education services, child protection and human and institutional development.

NCA established its partnership with TF in August 2007 through assistance for WASH services in earthquake affected areas. NCA also provided support to TF to assist flood affected communities of Balochistan during 2007 and 2008 and for its relief activities for earthquake-affected communities in Balochistan from November and December 2008. In 2009 TF has implemented a WASH project with

Pakistan Floods, Rev. 2 – PAK102 6

the financial assistance of NCA to support IDPs who migrated to Abbottabad and Haripur districts of KPK.

c) 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 diocese 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 has supported 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 was also involved in supporting IDPs of Swat, Bunner and Lower Dir in the Mardan and Peshawar districts with support of NCA in 2009.

A second diocese of the Church of Pakistan, the Diocese of Raiwind, is also implementing within this appeal programme through partnership with Church World Service as ACT Requesting Member.

d) Center of Excellence for Rural Development (CERD) is a continuation of Lachi Poverty Reduction Project (LPRP), a community driven initiative of the United Nations Development Program to sustainably improve the livelihoods of over 254,000 people in the southern districts of KPK. LPRP itself was the continuation of South Asia Poverty Alleviation Programme in 6 SAARC countries. In 2007, CERD was established as an independent non-profit organization under section 42 of the Company Ordinance 1984. CERD has working experience of both relief and development programs. Its program areas are livelihoods, policy, advocacy and research, poverty analysis, water conservation, child protection, community services, health, nutrition and food insecurity.

Senior Program staff of CERD has an experience of utilizing USD 8.1 millions on different projects of emergency and development nature. CERD has a board of Directors under the chair of Mr. Azam Khan, former Chief Secretary of KPK. Chief Executive is the head of CERD who is assisted by a Program Manager Operations. In addition, CERD has a core staff of 10 who oversee the CERD program activities in accordance with the highest standards of relief and development. Currently, CERD has more than 500 staff on different projects. Besides normal development activities, CERD has rich experience in emergency response interventions and is working in natural and man-made disasters response throughout KPK. It’s specialty in disaster is community services and camp management, civil defense and MCH services. Currently CERD is engaged in Hangu, Nowshera, Lower Dir, Buner, Charsada, Mardan, Peshawar and Frontier Region of Peshawar. CERD is a new partner for NCA.

e) Sungi Development Foundation was established in the year 1989 as a non-profit, non-governmental organization. It is registered under the Societies Act of 1860. Sungi works towards bringing about policy and institutional change by mobilizing deprived and marginalized communities with a view of creating an environment in which communities at the local level may be able to transform their lives through equitable and sustainable use of resources. Sungi’s main office is in Abbottabad, in addition to that it has field/ regional offices in Jabri, Allai, Abbottabad, Batagram, Muzzaferabad, Balakot, Ghazi and Islamabad. Sungi works with a multi-sectoral approach through different programs to achieve its goals and objectives. Its programs include: Sustainable Livelihood, Disaster Management, Social Mobilization and Development and Advocacy.

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Disaster management is one of the main areas of work for Sungi. Sungi has an experience of responding to a number of disasters emergencies including “South Asian Earthquake 2005” and “IDPs Crisis 2008- 09” which, significantly contributed toward enhancing is institutional capacity for humanitarian response. As most of the Sungi’s target areas are disaster prone, Sungi kept enhancing its capacity in emergency response with an aim to develop disaster resilient communities. Sungi is committed to provide humanitarian assistance to vulnerable sections of society and develop capacities of the marginalized women, men and children to mitigate and respond to disasters.

Sungi’s Disaster Management Program has three thematic areas of focus: Preparedness and Mitigation; Emergency Response; and Advocacy. Sungi is a member of HAP (Humanitarian Accountability Partnership) International. Sungi follows humanitarian standards in emergency response. Sungi is stepping forward for HAP certification by ensuring accountability principles in its work.

NCA supported Sungi in 2007-2008, to provide WASH services to 3,500 families and 300 school students in earthquake affected communities in Mansehra and Battagram districts of KPK.

III. DESCRIPTION of the EMERGENCY SITUATION

(As at 9 September 2010) Since 21 July 21 2010, devastating monsoon rains have inundated almost a third of the country with continuing flood surges in the south of Pakistan. According to the National Disaster Management Authority, the 2010 floods have become the worst disaster in Pakistan’s history. More than 1,600 people have been killed in the flood disaster with estimates of up to 20 million people affected, many of whom remain displaced and dependent on humanitarian aid. More than one million homes have been damaged or destroyed, with widespread destruction of key infrastructure including railways, roadways, and communication networks. At least eight million acres of agricultural land have been destroyed with similar losses in livestock and cattle. The once-in-a-century flood has devastated the asset base of millions of people and threatened future food security. Waterborne disease outbreaks remain a critical concern.

Although rainfall has eased in the northern Provinces, allowing greater access and delivery of aid supplies to flood-affected communities as the waters recede, there is a continued risk of landslides and the prospect of further rains. The southern Province of Sindh remains under high threat from approaching floodwaters. Hundreds of thousand of people have been asked to evacuate as the torrent of water threatens to break levee banks at the time of writing.

Most recently, in Thatta District of Sindh Province, over 300 villages located at the outskirts of the district have been inundated after breaches in protective embankments of the River Indus at Sorjani. Thousands of people, including women and children, were marooned. The pressure of floodwater from the Indus River is increasing dramatically at the Kotri Barrage downstream, flowing towards Thatta. Three tent cities have been established in the surrounding area hosting 3,500 internally displaced people where some basic services are being provided. It is estimated that the IDP population of the camps could swell with a predicted rise in water level in the Indus River.

The district of Muzaffargarh in the south of Punjab province lies at the confluence of two rivers. When the rivers Chenab and Indus surged on both its sides, huge numbers of people residing in 443 small villages were inundated with vast areas of land submerged by flood water. Numerous roads and bridges have collapsed. Many areas are disconnected from other parts of the country and people are desperately awaiting the arrival of government aid and rescue teams. There are 49 relief camps operating in the district, as of 31August 2010.

Food prices had already drastically increased in the country due to the holy month of Ramadan and further spiked due to the impact of the flood crisis. This combined with the flash floods and monsoon rains, creates an increased risk of food insecurity for the thousands of families affected by the floods. There has been a general shortage of relief items reported particularly wheat and tarpaulin, forcing NGOs to seek supplies from overseas. Thousands of families remain without shelter and can be found roaming and sleeping on the streets or are

Pakistan Floods, Rev. 2 – PAK102 8 marooned by the waters and waiting to receive assistance. Amongst the affected population levels of frustration and desperation remain high.

IV. SITUATION in the AREAS of RESPONSE

Please note: Changes made in the 2 nd revision of this appeal are indicated in blue italics, with additional information included for all provinces and districts now targeted for this response.

Summary of Target locations for response

The ACT response is spread over 15 districts in four of the flood-affected provinces:

Khyber Pakhtoonkhwa o CWS and NCA in Swat and Shangla districts o DKH and NCA in Nowshera and Charsadda districts o NCA also in Upper Dir, Lower Dir districts o CWS also in Kohistan, D.I Khan and Mansehra districts

Balochistan o CWS and NCA in Sibbi district

Sindh o CWS in Khairpur, Sukkur and Thatta districts

Punjab o CWS in Muzaffargarh district

SUMMARY- ACT ALLIANCE PROPOSED RESPONSE- CRISIS PHASE

Target Locations for Response ACT Member Type of assistance Province/District Tehsil Union Council CWS DKH NCA KHYBER PAKHTOONKHWA Swat X X X Madyan Madyan X X Madyan Bishigram X X Khawaza FatehPur X X Khela " Mainadam X Babu zai LandiKas X Malakanan " Islampur X " Saidu X " Faizabad X " Rahimabad X " Band X " Shahdara X Charbagh Gulibagh X " Ser Talagram X " Kishawara X Swat Barikot X " Kota X " Tandodag X " Ghalegay X Khwaza Khela X

Pakistan Floods, Rev. 2 – PAK102 9

SUMMARY- ACT ALLIANCE PROPOSED RESPONSE- CRISIS PHASE

Target Locations for Response ACT Member Type of assistance Province/District Tehsil Union Council CWS DKH NCA Bagh Derai X Zyarat X Shin X Teeraq X Bahrain X Mankial X Balakot X Kalam X Atror X Tank X Tank Civil Lines X " PA Compound X " Mohallad X Khudrian " Phool Shah X Basti

Upper Dir X Usherai X Tarkor X Iskot X X Goldey X Barey Kot X Palam X

Lower Dir X Khazana X Ramorai X Bagh X Doshkhil X Khadagyi X Toormagn X Khal X

Kohistan X Pattan Bankad X " Ranolia X " Dubair Bala X " Dubair Khas X " Dubair Pain X D.I. Khan X Prova Prova X Lunda Sharif X Malana X Miran X Niavella X Mahara X Nowshera X X Nowshera Akbar Pura X " Aman Kot X X " Mukhal Kai X " Azam Zai X " Mohab Banda X X

Pakistan Floods, Rev. 2 – PAK102 10

SUMMARY- ACT ALLIANCE PROPOSED RESPONSE- CRISIS PHASE

Target Locations for Response ACT Member Type of assistance Province/District Tehsil Union Council CWS DKH NCA " Kabul River X " Usman Bldg X " Azora Khattak X " Aman Garh X " Jahangira X " Pabbi X " Khairabad X " Hakeemabad X " Nowshera X Kallan " Risalpur X " Nawan Killi X Peshawar X Hassan Ghari X Academy Town X Kachi Abadi X Charsadda X X Hisara YZ X Mirza Dher X Hisara Nehri X Haji Zai X Hassan Zai X Kangra X Aagra X Charsadda X Khas (MC3) Sugar Mill X (MC4)

Mansehra X Balakot Balakot X “ Kaghan X “ Kewai X Shangla X X Bisham Shung X “ Butyal X Alpuri X Dherai X Koza Thana X Shah Pur X

BALOCHISTAN Sibbi X X Sibbi Talli X X Lehri Baktiarabad X X Lehri removed X SINDH Khairpur X Kingri Kingri X “ Piryalo X Gambat Pipri X “ Rozidero X Agra X Ripri X

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SUMMARY- ACT ALLIANCE PROPOSED RESPONSE- CRISIS PHASE

Target Locations for Response ACT Member Type of assistance Province/District Tehsil Union Council CWS DKH NCA Khemtia X Khairpur X Sukkur Sukkur UC 2 X Sukkur UC 3 X Sukkur UC 4 X Thatta Mirpur Abral X Bathoro Laiq Pur X Dara X Sujawal Sujawal X Jati Jati X

Budho Talpur X PUNJAB Muzaffargarh X Marrah X

Situation per area of Response (updated 9 September 2010)

Khyber Pakhtoonkwa province

From late July Khyber Pakhtoonkhwa (KPK), faced the full force of the monsoon rains with flooding affecting at least 25 districts. Though floods are beginning to recede in KPK, the impact of the disaster is only slowly being understood. Massive losses have been reported to homes, roads and bridges, cropland and public infrastructure including vital irrigation structure. According to the WHO Pakistan August Epidemiological Bulletin, the leading causes of morbidity in flood affected communities of KPK are diarrheal diseases, acute respiratory infections and skin infections. More than 70% of outbreak alerts issued during the middle of August have emanated from (KPK), the majority for acute watery diarrhea.

The loss of feed stocks and movements of IDPs with animals, are having adverse consequences on the condition of livestock. Already, hundreds of thousands of head of livestock have reportedly perished across the country. According to the FAO Agriculture Cluster assessment report (August 19) conducted across 10 Districts of KPK Province, standing crops on approximately 150,000 hectares of land planted with maize, rice, sugar cane, vegetables and orchard crops have been destroyed by floodwaters. Additionally, the report estimated that over 67, 000 head of small and large livestock have been lost.

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Swat is one of the most severely flood-affected Table 1: Flood Affected UCs in Swat (Source: CWS districts. The death toll is expected to be in the assessment) hundreds for both Upper and Lower Swat. The flood has severely damaged the public and Union Councils Houses Families Damaged Affected communal infrastructure in almost all parts of the Upper . CWS rapid assessment to date has identified 39 Union Councils as directly affected Madain 900 1000 by the floods. 25 bridges are reported to be Teerat (Aryana village 200 900 900 destroyed, disconnecting the affected communities Fatehpur 500 500 from other main towns and cities. 4,330 Sheen 20 80 households are affected and 2,670 houses have Khawazakhela 20 80 been damaged or destroyed (see Table 1 below). Communication networks have broken down and Kotanay 20 80 markets, hotels and farm fields have been washed Jano Chamtalay 20 100 away. A number of remote areas of Swat have Chaarbagh 20 80 been cut off from the rest of the country. Kishawara 15 80

With the heavy downpour on 28 July 2010, Seer-Taligram 10 80 railway tracks have been washed away at several Lower Swat places, while all other land routes to the province Sangota-Dangram 20 100 have been disconnected after torrential rains Landikas-Malkan 30 250 flooded many areas of the province, submerging Malookabad 20 100 most of the major roads. The closure of National Highway and suspension of railway traffic has Islampur 15 50 further added to the hardships of thousands of Saidu 35 150 people including students, tourists and patients Qambar 30 150 stranded in different localities of the province. Faizabad 35 300

Nowshera and Charsadda. Road links to Rahimabad 35 150 Peshawar were cut off, which hampered the Band 25 100 assessment and response efforts. Nowshehra and Total 2,670 4,330 Charsadda Districts are among the worst affected. These districts have received between 100 - 290 mm of rains in the initial 24 hours of rainfall. As per Pakistan Meteorological Department, this downpour constitutes the maximum recorded rainfall in the region over the last 35 years. Reports indicate that in Charsadda more than 5,000 homes are submerged and 20 villages have been affected. In Swat, the river Swat has broken its banks. It is also reported that four subdivisions have been affected and more than 1,000 homes are submerged. There are reports that hotels and shops have been swept away. (Source: IFRC)

Much of the affected area, especially in Nowshera and Peshawar Districts, is now inaccessible due to infrastructure damage. People are taking shelter temporarily in governmental buildings, schools and police stations. Infrastructure is badly damaged due to the heavy rainfall and floods. Many kacha (mud) houses are completely destroyed and many others damaged. Most of the roads and bridges are damaged and movement by road is not possible. The motorway from Peshawar to Charsadda near Jandly is also partially damaged but will soon be operational for traffic.

Pakistan Floods, Rev. 2 – PAK102 13

Shangla Shangla is also among the most flood affected districts as well Detail of Flood Affect Ucs/Villages District as the most ignored one. As per needs assessments conducted Shangla by Society for Skills, Training and Development (SSTD) and S. Name of UC/Village No of Affected Help in Need (HIN) a total of 24,005 people from 11 UCs No. Families were directly affected by the flood wherein 200 people died 1 UC Maira 1,100 and hundreds of them were injured because of floods, flash Piaz 300 flood and land sliding. A number of bridges and roads were Barbatkot 600 destroyed and a large number of areas are still inaccessible. Paper 200 However 3 flood-affected UCs are currently accessible where 2 UC Shung 2,705 people are equally vulnerable. Losar 300 Chamber-Danda 400 In Kohistan , the landslides triggered by torrential rains and Khor Shung 300 lightning caused a large number of casualties in the district. Jarian 180 About 80% of the total agricultural land is damaged in the UC Dandai 150 area. People also lost approximately 60% of their livestock. Gut Vallany 150 More than 2,000 households have been completely damaged Bali Bamli 225 in the district, while almost 4,000 households were partially Chir Tok 400 damaged in the flash floods. All the three Tehsils (Pattan, Bilmaz 300 Pallas, and ) were badly affected in the recent disaster 1. Lelai 300 3 UC Butyal 1,500 Bobai 300 Table 2: Low-lying flood affected Areas of Mol Sir & Khukatk 400 D.I.Khan (Source: VEER assessment) Gard Deratrin 400 Keai 400 Names of Villages H/H Population 5 UC Dahri 3,000 Kech 825 4,900 6 UC Oopal 2,750 Toba 250 2,200 7 UC Pirabad 2,500 Band Korai 573 4,500 8 UC Pirkhana 3,500 Wanda Khaliq Shah 300 2,350 9 UC Shahpur 2,650 Girsal 110 700 10 UC Damori 2,500 Wanda Nadir Shah 316 3,000 11 UC Kuz Kana 1,800 Wanda Jamal 284 1,800 Total 24,005 Total 2,658 19,450

D.I. Khan is the worst affected district among the southern districts of Khyber Pakhtoonkhwa. The flood has affected 11 villages. The people living in the most affected villages have been evacuated to safer locations (Pakistan Red Crescent Society PRCS Assessment Report). UC Band Korai and UC Kech are among the worst affected Union Councils of the district. The villages affected by the low level floods are Wanda Nadir Shah, Girsal, Toba, Kahliq Shah, Band Korai, Zander and Kech with a population of over 2,658 families (see table 2 below). D.I. Khan is also facing a serious threat from the heavy discharge of water from the Tarbela reservoir.

Mansehra District in the north of KPK Province has a number of mountain rivers and water channels flowing through it. Numerous villages in Balakot, Tanawal and Shinkiari have been severely affected by flooding from overflowing rivers. Widespread damage to infrastructure including 33 bridges and at least two major roads is reported by CWS. Vast areas have been entirely submerged and entire villages washed away. According to local authorities more than 100 houses and hotels and shops have been washed away. The reported death toll as of August 9 th is 34, with the number still rising as the flood waters subside. Naran Kaghan Road and Siran Valley roads are blocked due to extensive landslides. More than 3,500 tourists are still stuck in Naran valley because of the landslides.

1 NIDA Pakistan Rapid Assessment

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Tank, Upper Dir and Lower Dir Districts: Tank is a district in the Khyber Pakhtunkhwa province of Pakistan. It borders Lakki Marwat to the northeast, Dera Ismail Khanhttp://en.wikipedia.org/wiki/Dera_Ismail_Khan_District to the east and southeast, and South Waziristan to the southwest, west, and northwest. has been severely affected by the recent flooding in Pakistan. According to the NDMA estimates all sixteen (16) Union Councils of the district are affected by the floods. The number of the affected households is estimated 21,270 (148,890 individuals).

Upper Dir is one the 24 districts in Khyber Pakhtunkhwa, province of Pakistan. The district was formed in 1996, when was divided into Upper Dir and Lower Dir. Upper Dir district is 3,699 square kilometers in area and formed part of the former , lying along the Afghanistan border between Chitral, Bajaur Agency and Lower Dir. Almost all of the district lies in the valley of the and joins the Swat River near Chakdara in . Upper Dir is rugged and mountainous with peaks rising to 16,000 feet (4,900 m) in the north-east and to 10,000 ft (3,000 m), along the watersheds with Swat to the east, Bajour Agency to south west, Chitral to North, Lower Dir to south and Afghanistan to the west. It is connected with the Kohistan District via the Badawi Pass.

Lower Dir is one the 24 districts of Khyber Pakhtunkhwa, Pakistan. The district was formed in 1996, when the district of Dir was divided into Upper Dir and Lower Dir. The district is administratively subdivided into two Tehsil which contain a total of 37 Union Councils.

During current flooding both upper and lower Dir districts have been badly affected. Water sources in many areas are completely damaged and vulnerable men, women and children are forced Tehsil No. of Unions to drink contaminated flood water and risk life-threatening diseases. Destruction of 09 physical infrastructure, mainly houses, has left majority of the affected population homeless. According to NDMA estimates 7 out of 37 Union councils of Lower Dir Timargara 28 and 14 out of 28 Union Councils of Upper Dir have been affected by the floods. A Total 37 total of 30,071 households (210,498 individuals) have been affected in Upper Dir and 25,812 households (180,686 individuals) in Lower Dir districts. Major needs identified in flood affected areas of Upper Lower Dir and Tank districts are access to food, potable water, and shelter.

Balochistan Province Heavy rains in various parts of Balochistan during the night of 21 and 22 July affected 5 districts and according to recent reports, fresh and continuous rainfall all over the province is further aggravating the situation in the worst-affected districts. Up to148,153 people are directly affected mainly concentrated in five districts.

Recently, floodwater levels in Dera Allah Yar leaving the district disconnected from other parts of country. A lack of drinking water and shortage of food and medicines have seen the humanitarian situation become more acute. Rapid agriculture assessments are currently being undertaken by UN agencies to determine the full extent of losses in the sector.

It was confirmed to CWS P/A directly by the Deputy Director Provincial Disaster Management Authority Balochistan Province that 150,000 people are affected in five districts. This detailed as follows:

Flood-Affected Population- Balochistan Province District Affected Population Source Sibbi 40,030 IDSP Nasirabad 43,054 PEACE & District Revenue Barkhan 17,132 CRS Kohlu 45,850 CRS Bolan 2,087 PEACE & District Revenue Total 148,153

Pakistan Floods, Rev. 2 – PAK102 15

Please see Table 3 below for details of Union Councils affected in Sibbi District 2:

Table 3: Affected area of Sibbi District, Balochistan Province 3

S # Name of Villages UC Tehsil Total Affected Affected population population households

1 Talli Talli Sibbi 17000 16000 2000 2 Sultan Kot Talli Sibbi 3500 3000 350 3 Sevri Talli Sibbi 200 150 15 4 Arbab Chachar Mal Sibbi 400 250 40 5 Sabrani Mal Sibbi 300 250 20 6 Jumma Kack Mal Sibbi 300 200 17 7 Imam Kach Mal Sibbi 200 150 15 8 Bakhtiar Abad Bakhtiar Lehri 4000 3000 500 Abad 9 Trehar Trehar Lehri 1500 1200 90 10 Murad Wah Khair Wah Lehri 500 350 50 11 Kocha Trehar Lehri 350 250 30 12 Rilo ( UC Thiri Tehsil Trehar Lehri 250 200 25 Lehri) 13 Bhilao Trehar Lehri 250 200 25 14 Thiri Trehar Lehri 1500 1100 150 15 Bughdar Qubat Trehar Lehri 350 250 30 16 Wazeer Machi Khair Wah Lehri 200 150 20 17 Hijo Machi Khair Wah Lehri 200 150 20 18 Qazi Mir Wah Lehri Lehri 500 350 35 19 Drengar Dopasi Trehar Lehri 100 70 10 20 Perik Lehri Lehri Lehri 150 100 10 21 Damboli Bakhtiar Lehri 50 50 5 Abad 22 Kack Khan Wah Bakhtiar Lehri 150 150 16 Abad 23 Thehri Brahmani Khair Wah Lehri 400 350 50 24 Abdul Malik Bakhtiar Lehri 150 150 20 Abad 25 Basti Nala Bakhtiar Lehri 250 100 10 Abad 26 Walo Machi Lehri 150 150 15 27 Moza Sial Lehri 250 200 25 28 Wazeera Lehri 200 150 20 29 Nihal Machi Lehri 300 200 25 30 Abdul Rehman Machi Lehri 260 200 25 31 Salarabad Lehri 150 125 15 32 Jalal Khan Band Lehri 200 150 15 33 Loi Bhand Lehri 600 450 60 34 Madad Khan Bughdar Lehri 450 350 50 35 Bhand Lehri 1000 700 150

2 Joint Assessment Report (NCBP, SPO, CRS, Taraqi Foundation, IDSP, ACT Alliance)

Pakistan Floods, Rev. 2 – PAK102 16

Table 3: Affected area of Sibbi District, Balochistan Province 3

S # Name of Villages UC Tehsil Total Affected Affected population population households

36 Kach Pocha Lehri 250 150 15 37 Kach Allah Wah Lehri 150 120 12 38 Sheer Dil Bughdar Lehri 150 110 13 39 Thara Lehri 200 180 15 40 Lal Shah Lehri 150 100 10 41 Doli Lehri 200 150 15 42 Nindani Lehri 250 200 18 43 Dadh Lehri 150 120 10 44 Gabool Lehri 200 100 13 45 Ghari Lehri 150 130 12 46 Sangat Machi Lehri 160 130 15 47 Musa Khan Talani Lehri 300 250 30 Total 38620 32585 4131

Sindh Province After wreaking havoc in Southern Punjab and Khyber Pakhtunkhwa, the flood tide is now severely impacting Sindh Province. Districts located near the Indus River, most notably Sukkur and Khairpur, are severely affected. Floodwaters continue to submerge villages in Sindh, with recent reports indicating that the kutcha area of Khanpur near Kotri has been inundated. Early reports suggest that up to 500,000 homes may have been completely destroyed or severely damaged by the floods.

Cities and towns in southern Sindh, especially Hyderabad, face a critical risk of yet more flooding in the final days of August, as a super flood passes through Kotri Barrage. Tens of thousands of people have been evacuated from flood-threatened areas close to Hyderabad, a city of 2.5 million people, where at least 36 nearby villages have been swept away.

On the 26 August in northern Sindh, evacuation orders were issued for Shahdadkot and downstream Thatta district as flood waters continue to surge and threaten embankments. Up to 700,000 people have been forced to flee the floodzone . CWS-P/A and partners are mobilizing to undertake rapid assessments in Thatta District to determine the flood impact and critical humanitarian needs.

The Meteorological Department warned of continuing flood risks in Hyderabad district, which could spread further devastation in Sindh.

Khairpur District With a flood tide of with 962,000 cusecs of water raging from Guddu Barrage, around 1,000,000 people will be affected as around 2,000 villages are at a very high risk of being submerged. Kashmore, Ghotki, Shikarpur, Sukkur, Larkana and Khairpur districts are considered high priority and operations to evacuate vulnerable populations in low-lying areas are under way. The water pressure increased at Qadirpur loop embankment, in Ghotki, KK and Tori embankments in Kashmore, Aqil Agahi and Nusrat loop embankments in Larkana and Faridabad and Al Raja Gajeer embankments in Khairpur. A red alert has been declared at sensitive embankments. Officials of the Pakistan Army, Rangers and irrigation departments started strengthening the Qadirpur loop embankment as water pressure continues to increase. At 780,000 cusecs, floodwaters are also expected in Larkana where army jawans are deputed at Nusrat and Aqil Agani loop embankments.

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Sukkur District A rapid assessment undertaken by the Sindh Development Society has indicated that upwards of 20,000 households in Sukkur District and Naushoro Feroz areas have been severely affected by rising flood waters. With more than 300 villages inundated major concerns are focused on accessing clean drinking water and access to latrines. The risk of water borne disease remains a major concern as is the large amounts of stagnant water providing a fertile breeding ground for vectors. Cases of diarrhea, respiratory tract infections, skin diseases and malaria have increased alarmingly. An estimated 10,000 homes have been damaged or destroyed by the floodwaters forcing most families to reside in the open with no protection from the elements. Most families have lost the majority of their household possessions, with livestock losses also significant.

Some humanitarian assistance has been provided by the government however the response has been inadequate to meet the needs of the affected population.

Agricultural cultivation including for cotton and vegetables has been devastated with farmers now facing credit debts and a loss of agricultural inputs. Although the immediate needs in the community continue to be food, shelter and water and sanitation services, in the longer term, key inputs will be required in the provision of housing, income generation activities and disaster preparedness/management training and tools.

Thatta District Thatta District was inundated by floodwaters late in August, cutting off the main town from the surrounding areas Tens of thousands of families have since sought shelter on the outer fringes of the town or have fled to the larger cities of Karachi and Hyderabad. Almost 300,000 of the town’s residents are reported to have fled the areas for safer ground. Significant efforts have been made to strengthen embankments, however the force of the raging floodwaters has already had a devastating impact on the district.

Temporary IDP camps have been established to provide essential food rations for affected beneficiaries including food grains, cooking oil, sugar, dates, biscuits and drinking water, Some medical aid is being provided though water borne diseases loom as a major threat.

Agencies are scaling up assessment work and humanitarian support to the district; at present the key requirements remain food, clean water and shelter materials. Significant losses are expected in the livelihood sector with many livestock and cattle perished and agricultural lands washed away.

Punjab Province UN-OCHA reports that across 11 districts of Punjab, approximately 3.4 million people remain in need of flood assistance. The provision of clean drinking water and WASH inputs remain critical for Punjab to protect against disease outbreaks. According to the estimates of preliminary flood damage to agriculture, Punjab maintains that standing crops on around 1.72 million acres have been damaged up to Aug 19. According to the Ministry of Food and Agriculture sources, Punjab reported losses in 22 of its 37 districts, with Muzaffargarh being worst affected.

Muzaffargarh District District Muzaffargarh is called Doaba in the local language, meaning a piece of land that lies between two rivers. This geographic advantage for Muzaffargarh was shattered when the rivers Chenab and Indus surged on both its sides, leaving huge numbers of people from 443 small villages in sub-districts Alipur, Jatoi, and Kot Adu homeless. People are forced to take shelter under trees. In Muzaffargarh, infrastructure and public facilities including roads, schools, gas and water supply have been completely destroyed. Flood IDPs are forced to seek refuge in tents provided by NGOs and relief missions.

Needs Assessments A number of humanitarian/ UN/ government agencies have conducted assessments to gauge the quantum of relief efforts required in the affected areas.

ACT Alliance assessments are ongoing in cooperation with implementing partners and other coordination bodies. Those conducted to date include:

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♦ CWS-P/A conducted rapid assessment of district Swat. Hundreds of mud houses have been washed away by floodwater and by heavy downpours in tribal areas in the district; meanwhile fierce floodwater from River Swat has inundated numerous villages in Swat and has likewise entered Charsadda.

♦ ACT member Diakonie Katastrophenhilfe has conducted a Rapid Assessment of Flood Affected Areas in Charsadda, Nowshera, Peshawar, Mardan, Swabi, Malakand, & Swat Districts. The assessment revealed that the Communication networks and power supply was out of order for days. All tools and resources have been washed away along with the debris of the collapsed and damaged houses. It was also highlighted that the displaced families desperately need shelter, food supplies for a week or two, potable water, non food items, hygiene kits, medicines and medical assistance and care, tools and support to restart their livelihoods.

♦ NCA implementing partners have carried out preliminary assessments in the affected areas and have submitted preliminary requests to NCA for financial assistance. In addition to this, NCA is also relying on briefing and reports from coordination meetings (Cluster and General Coordination Meetings with Government Authorities, i.e. PDMA, DCOs, and INGOs etc.) about the emergency needs.

♦ CWS-P/A also conducted a rapid assessment through its local implementing partner, VEER Foundation, in district D.I. Khan. The assessment exhibited that there is acute shortage of health facilities, food items, as the floods swept away most of the livelihoods of the target area.

♦ SPO, NCBP and ACT Alliance members conducted a joint assessment in Balochistan to estimate the damages occurred. The assessment results showed that the district Sibbi is one of the worst affected districts in the Balochistan province. The district is facing lack of food supplies, inadequate shelter and health facilities lost in most parts of the district.

Other assessments ♦ National Disaster Management Authority (NDMA) has reported on periodic damage assessments to keep the humanitarian agencies updated of the scope of relief efforts envisaged for the target area. ♦ Help in Need and Society for Skills Training and Development conducted a needs assessment in District Shangla. ♦ PVDP conducted a rapid needs assessment in District Khairpur. ♦ NIDA-Pakistan has carried out a rapid assessment of damage in Shangla, Kohistan and Battagram districts. The assessment revealed that more than 70% of the agricultural land is damaged in the districts. Moreover, the community lost 60% of the livestock in this catastrophe. The assessment also reflected that almost 90% of the road access is blocked/ damaged due to heavy floods.

Needs identified by sector Although flood waters in the northern provinces of Pakistan have begun to recede, flood waters remain at exceptionally high levels in the southern Province of Sindh and severe flooding is still a present threat to communities particularly in Dadu, Qambar Shahdad kot and Thatta Districts. The town of Sujawal has most recently been inundated with the downstream towns of Jati and Choohar Jamali, with a combined population of over 100,000 asked to evacuate. The swollen Indus river is thought to have reached 40 times its usual volume. Protective embankments have spared some villages the worst of the flooding in Sindh, however almost one million people remain displaced in Sindh Province while others have sought refuge in the larger cities of Karachi and Hyderabad. Sindh, Baluchistan and Punjab Provinces remain dependent on emergency humanitarian aid as many remain mired in temporary displacement camps. Food, clean water and shelter remain immediate priorities for these affected communities.

Although the Pakistan government, UN agencies and NGOs are acutely aware of the need to transition to early recovery initiatives, the precarious state of affected populations, particularly their susceptibility to disease outbreaks and malnutrition, has meant that emergency aid still remains paramount. This situation has been exacerbated by difficulties in reaching displaced populations due to inland flooding and the destruction of infrastructure and the already high levels of vulnerability in food security particularly due to the recent conflict displacement.

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Where communities have been able to return to their homes, the most vital concerns are related to the complete loss of livelihoods, primarily for agriculture workers and livestock/cattle owners. Assessments conducted by Act partners have revealed that the clearing of lands and removal of debris was a necessary priority for affected populations in order to begin the process of livelihood recovery. The inundation of agricultural land has destroyed standing crops and interrupted plans for planting season in the coming months. Apart from animal/livestock losses, equipment and supporting infrastructure have also been destroyed. Massive inputs will be required to regenerate these sectors including through the provision of livelihood tools, cash for work and cash grants and schemes support farming and livestock workers as well as small business owners.

There is a strong desire amongst many flood affected families to return to their land and commence planting to prevent food shortages in the coming seasons

FOOD: Emergency food aid and medium term food security

The initial estimates by the food cluster indicate over 4.3 million people are assisted with food rations in 54 districts in KPK, Sindh, Punjab, Balochistan and Pakistan-Administered Kashmir (PAK) as of 3 September 2010. Along with government and UN efforts, over 50 organizations are involved in food relief efforts. While difficulties with access continue to constrain a scaling-up of humanitarian assistance in the immediate term, additional funding is urgently required to allow for an expansion of activities in September and beyond to address the totality of emerging needs and avoid the incidence of gaps.

Immediate food needs remain high particularly in Sindh province where WFP is expanding distributions in newly affected districts/towns. It is estimated that 6 million people have been targeted for immediate food assistance following the onset of the flood crisis. According to UN-OCHA (August 30) the food cluster has supported food monthly food rations in 37 Districts of KPK, Sindh, Punjab, Baluchistan and Pakistan Administered Kashmir (PAK).This includes monthly ration packs of food staples as well as fortified energy biscuits and ready to use/eat supplementary food. Thousands of cases of moderate and severe malnutrition have been reported particularly for children under five. Malnutrition rates were already at critical levels in Baluchistan, KPK and Punjab Provinces owing to prolonged food insecurity exacerbating the impact of illness on flood victims.

The escalation of the flood emergency in Sindh province has highlighted the need for continuing pledges to support food distributions into September.

According to the Pakistan Government, approximately 1.2 million livestock and 6 million poultry perished in the floods and 3.6 million hectares of standing crops have been damaged or completely destroyed. Early agriculture and livelihood assessments lead by FAO have been completed in KPK Province with assessment work still underway in the more recently affected southern Provinces. With the next planting season imminent, FAO have prioritised the immediate provision of quality wheat seeds, fertilizer and farm implements for affected farming households. Additionally, FAO have prioritised the supply of emergency feed, de-wormers, and veterinary supplies to ensure the health of livestock is preserved. CWS-P/A plans to initiate cash grants to shopkeepers and voucher systems for farmers to purchase agricultural inputs as interim measures for assisting families to recover from the flood disaster.

SHELTER: Emergency shelter and rehabilitation or reconstruction of damaged or destroyed homes

Most recent estimates indicate that more than one million houses have been either damaged or destroyed by the torrential floods. The most significant displacements have occurred in Sindh Province. While the shelter cluster has supported more than 160,000 households with tents and tarpaulins, the latest UN-OCHA reports indicate that the emergency shelter coverage is currently at only 17% of required needs. The shelter cluster is facing a gap of over 725,000 households in need of emergency shelter support (taking into account current pipeline figures). The cluster also requires clearer information from the Government on its housing assessments and compensation plans. Other challenges include difficulties in accessing parts of the country and reports of looting and security concerns at distribution centers. Activities particularly in Balochistan are severely restricted by the security situation in the province.

Pakistan Floods, Rev. 2 – PAK102 20

Market availability of tents and tarpaulin has diminished in Pakistan markets with many agencies seeking suitable supplies from overseas. Given these circumstances, the distribution of emergency shelter remains a major concern in the immediate term particularly for the most recently affected population in the south of the country. As people may be forced to move away from host families, temporary displacement camps or public infrastructure (i.e. schools) the need for emergency shelter may become more acute in the coming weeks. The opening of the school season in September will likely exacerbate this situation. DKH has assessed hundreds of families who have been asked to vacate school buildings in Nowsherra and Charsadda. In addition, the movement of people back to their homes in areas where waters are receding means that relief and early recovery responses will need to be carried out in parallel. This is particularly important in areas that will require winterized shelter in the coming months.

CWS-P/A is conscious however that the longer term rehabilitation of housing infrastructure will become critical as affected families are able to move back to their land. To ensure communities have sufficient capacity to facilitate this process, CWS-P/A proposed to build a cadre of skilled workers capable of rebuilding their own homes as well as community infrastructure in need of repair. The initiative will also link newly trained workers to the local job market to ensure employment sustainability and a broader impact of the program.

HEALTH

The 29 August Pakistan Health Cluster report indicates that since the onset of the flood disaster in late July, more than 3.7 million treatments have been undertaken by the government and health partners for flood victims. Of all recorded consultations, the leading cases are for diarrhoea, acute respiratory infection and skin infections. Suspected cases of malaria are also increasing particularly in Sindh and Baluchistan Provinces. There has been widespread damage and destruction of government health facilities, increasing reliance on UN and non- governmental health providers.

CWS-P/A continues to operate three mobile health units in Mansehra, Kohistan and Swat districts, KPK Province, providing free consultations, essential medicines and maternal and child health services to flood affected populations. At present approximately 80% of patients are women and young children and a significant emphasis is now being placed on health education in preventing the transmission of water borne disease. Recruitment of medical staff, particularly female health care providers (especially gynecologists) to work in flood-affected districts and to monitor health risks in communities is a big challenge.

In the longer term, Non government partners will need to play a forward role in supporting static basic health units through infrastructure repairs, medical equipment, qualified staff and ensuring essential medicines are provided at the clinic sites.CWS-P/A static health clinics are already absorbing some of the affected populations and complementing the government’s health efforts in KPK province.

The Ministry of Health has reported that 53 out of 73 flood affected districts in KPK, Punjab, Baluchistan and Sindh are sharing daily disease information which will greatly assist in identifying and preventing disease outbreaks such as cholera. Generally speaking, health programs in response to the flood emergency remain critically underfunded and require continuing donor support.

WASH (Water, Sanitation and Hygiene)

According to UN’s WASH cluster coordinator the total overall coverage of the humanitarian assistance to the flood affected people has been less than 5%. Due to non-availability of safe drinking water and damage to sanitation infrastructure, incidents of diarrhea, cholera, gastro, skin problems and infections are increasing and life of 3.5 million children is at risk due to waterborne diseases if immediate relief assistance is not provided to the affected communities.

As many flood impacted communities remain inundated by flood waters, bottled water, water tankering, chlorination and the rapid repair of tube wells remain critical interventions in ensuring access to potable water. The ‘de-watering’ of floodplains and removal of dead animal carcasses are also most urgent needs as this may contribute to the likelihood of disease outbreaks This is also important given that affected communities continue

Pakistan Floods, Rev. 2 – PAK102 21 to reside in temporary settlements with accumulated waste, and without access to permanent water and sanitation facilities.

There is an urgent need to scale up WASH activities to reach those who remain displaced and without immediate access to clean drinking water, sanitary facilities, and emergency medical services, with special focus on needs of women, girls and elderly people. Likewise there is an urgent need for WASH and related NFIs (hygiene kits, jerry cans, buckets, aqua tabs, water disinfectants, mobile water treatment units, etc.) given the risk of water-borne diseases across affected areas. The delivery of hygiene awareness training and public health messaging is also critically important.

According to the Joint Agency Humanitarian Assessment carried out across 10 districts in KPK (22 Aug), between 60-80% of water supply schemes are damaged or destroyed in KPK. WASH assessments are still being undertaken in the southern provinces however similar scenarios are likely to unfold. The floods caused extensive damage to almost all types of irrigation infrastructure (canal/ primary, secondary/ irrigation channels and tertiary/water courses).

Social instability, vulnerability and psychosocial effects

The protection cluster has become operational and through a number of newly established sub-clusters is providing coordinated assistance for child protection, gender, the elderly and disabled. UNICEF has reported that help lines and counselling services are now becoming available at the provincial level to assist in cases of mistreatment or abuse during the emergency response phase.

The catastrophe has largely destroyed the social fabric at the household level. There is also a lack of security and access for women and child-headed households to basic services. Weak governance can also be observed in the affected districts. The denial of assistance to women or ignoring of critical female needs due to gender norms has been reported by some NGO’s. Culturally it is difficult for women to visit collection points and receive items alone. To counter this, WFP guidelines state that all emergency distributions should include a women's collection point desk staffed by women.

Psychosocial support and trauma counseling are likely to emerge as important crosscutting issues for agencies to consider as they move towards assisting communities to resettle, rebuild and reestablish livelihoods. Agencies are beginning to establish child friendly spaces to address children’s immediate psychological needs.

Given the dynamics of the recent conflict and IDP crisis, it is particularly important that the “Do No Harm” policy be taken to heart when providing assistance to flood-affected families ensuring that the intervention does not create or worsen local conflicts. CWS-P/A remains acutely aware of the need for quality and accountability systems in its programs and ensuring SPHERE and HAP standards are consistently met.

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Pakistan Floods, Rev. 2 – PAK102 22

Church World Service- Pakistan/Afghanistan

Actions to date (as of 9 September 2010)

CWS-P/A has significantly increased the size and scope of its emergency flood response to meet the growing needs of the affected population. As well as undertaking assessments and mobilizing new partners in Sindh and Punjab, CWS-P/A is continuing its food and non-food-item distributions and the operation of its mobile health units across KPK and Baluchistan.

CWS-P/A in collaboration with its partners, VEER, PVDP, NCBP, HIN continues relief efforts during this time of crisis, providing immediate humanitarian relief to families and communities stricken by the impact of the floods.

As of 9 September CWS-P/A and its partners had:

 Distributed 280 metric tons of food packages for approximately 16,000 beneficiaries in Swat District, Khyber Pakthoonkhwa (KPK) Province  Distributed 70 metric tons of food (of a total of 140 MT) for approximately 5,500 beneficiaries in Kohistan District, KPK Province  Distributed 140 metric tons of food for approximately 7,000 beneficiaries in D.I. Khan District, KPK province  Distributed 140 metric tons of food for approximately 7,000 beneficiaries in Sibi District, Baluchistan Province  Distributed 70 metric tons of food for approximately 5,500 beneficiaries in , KPK province  Distributed 140 metric tons of food for approximately 10,500 beneficiaries in Khairpur District, Sindh  Another 140 tons of food are currently being distributed for approximately 5,500 more beneficiaries in Kohistan and another 5,500 beneficiaries in Shangla.  Distributed 1,500 tents in Sibi and D.I. Khan for approximately 10,500 beneficiaries.  Deployed 3 fully-staffed and full-equipped mobile health units in Mansehra, Kohistan and Swat, KPK Province which provided preventive and curative health services for 2,446 patients since the onset of the emergency.

CWS-P/A is also supporting additional activities outside the ACT Appeal supported by other donors. These include:

 Distributed 196 metric tons of food for approximately 11,200 beneficiaries in Naseerabad (Balochistan Province). An additional 392 metric tons of food will be distributed to approximately 22,400 beneficiaries during the next week.  Continued operation of 6 static health units in Mansehra and Swat KPK Province, providing preventive and curative health services for beneficiries in the flood-affected areas.

Pakistan Floods, Rev. 2 – PAK102 23

V. TARGET LOCATIONS and BENEFICIARIES

Target locations and overall number of beneficiaries

Food and non-food item and shelter (non-winterised tent) distribution

Khyber Pakhtunkhwa Province :

5,000 families targeted UCs of Swat, Kohistan, D.I. Khan and Shangla districts, as detailed in the tables below.

Target UCs in Swat S. # Tehsil Union Council Target HHs 1 Madyan Madyan 600 2 Madyan Bishigram 200

3 Khawaza FatehPur 100 Khela 4 Khawaza Mainadam 100 Khela 5 Babu zai LandiKas Malakanan 250 6 Babu zai Islampur 50 7 Babu zai Saidu 100 8 Babu zai Faizabad 100 9 Babu zai Rahimabad 50 10 Babu zai Band 200 11 Babu zai Shahdara 50 12 Charbagh Gulibagh 50 13 Charbagh Ser Talagram 50 14 Charbagh Kishawara 100 Total Number of Target Families 2000 Target UCs of Kohistan

S. # Tehsil Union Council Target HHs 1 Pattan Bankad 100 2 Pattan Ranolia 200 3 Pattan Dubair Bala 300 4 Pattan Dubair Khas 200 5 Pattan Dubair Pain 200 Total Number of Target Families 1000

Target UCs of Shangla S. # Tehsil Union Council Target HHs 1 Bisham Batyal 500 2 Bisham Shung 500 Total Number of Target Families 1000

Target UCs of D.I Khan S. # Tehsil Union Council Target HHs 1 Prova Prova 100 2 Prova Lunda Sharif 150

3 Prova Malana 150

4 Prova Niavella 100

5 Prova Mahara 500 Total Number of Target Families 1,000

*Additional 250 beneficiaries for tents to be identified in Prova

Pakistan Floods, Rev. 2 – PAK102 24

Baluchistan Province : 1,500 families targeted in UCs of Sibi District as detailed in the table below

Target UCs of Sibi S. # Tehsil Union Council Target HHs 1 Sibi Tali 1000 Total Number of Target Families 1000 *Additional 250 beneficiaries for tents to be identified in Tali

Sindh Province: 4,500 families targeted UCs of Khairpur, Sukkur and Thatta as detailed in the tables below in addition Sukkur and Thatta districts are included in the 2 nd revision of this appeal.

Target UCs of Khairpur S. # Tehsil Union Council Target HHs 1 Kingri Kingri 500 2 Kingri Priyalo 500 3 Gambat Pipri 250 4 Gambat Rozidero 250 Total Number of Target Families 1,500

Target UCs of Sukkur S. # Tehsil Union Council Target HHs 1 Sukkur UC No. 2 500 2 Sukkur UC No. 3 500 3 Sukkur UC No. 4 500 Total Number of Target Families 1,500

Target UCs of Thatta S. # Tehsil Union Council Target HHs 1 Mirpur Bathoro Abral 250 2 Mirpur Bathoro Laiq Pur 250 3 Mirpur Bathoro Dara 250 4 Sujawal Sujawal 550 5 Jati Jati 100 6 Jati Budho Talpur 100 Total Number of Target Families 1,500

Target beneficiaries and locations for health emergency phase (MHU)

Khyber Pakhtunkhwa Province

Target UCs of Mansehra S. # Tehsil Union Council Target HHs 1 Balakot Garlat 500 2 Balakot Balakot I 500 3 Balakot Balakot II 500 Total Number of Target Families 1,500

Pakistan Floods, Rev. 2 – PAK102 25

Target UCs of Swat S. # Tehsil Union Council Target HHs 1 Swat Fatehpur 400 2 Swat Madyan 400 3 Swat Khawazakhaila 200 Total Number of Target Families 1,000

Target UCs of Kohistan S. # Tehsil Union Council Target HHs 1 Pattan Dubair Khas 700 2 Pattan Dubair Bala 300 Total Number of Target Families 1,000

Sindh Province

Target UCs of Khaipur S. # Tehsil Union Council Target HHs 1 Gambat Agra 500 2 Gambat Ripri 250 3 Gambat Khemtia 250 Total Number of Target Families 1,000

Target UCs of Sukkur S. # Tehsil Union Council Target HHs 1 Sukkur UC 2 350 2 Sukkur UC 3 350 3 Sukkur UC 4 300 Total Number of Target Families 1,000

Target beneficiaries and locations for health (SHUs) recovery phase

Khyber Pakhtunkhwa Province

Target UCs of Mansehra S. # Tehsil Union Council Target HHs 1 Balakot Kewai 1,985 Total Number of Target Families 1,985

Target UCs of Shangla S. # Tehsil Union Council Target HHs 1 Bisham Bisham 600 2 Bisham Batyal 500 3 Bisham Dandai 400 4 Bisham Maiza 485 Total Number of Target Families 1,985

Target UCs of Kohistan S. # Tehsil Union Council Target HHs 1 Pattan Dobair 2000 2 Pattan Thooti 1970 Total Number of Target Families 3,970

Pakistan Floods, Rev. 2 – PAK102 26

Punjab Province

Target UCs of Muzaffagarh S. # Tehsil Union Council Target HHs 1 Alipur Marrah 2000 Total Number of Target Families 2,000

Target beneficiaries and locations for Construction Trade Training Centres (CTTC) recovery phase

Khyber Pakhtunkhwa Province

Target UCs for Swat S. # Tehsil Union Council Target HHs 1 Swat Madyan 300 Total Number of Target Families 300

Sindh Province

Target UCs for Khairpur S. # Tehsil Union Council Target HHs 1 Gambat Ripri 100 2 Gambat Agra 100 3 Gambat Khimtia 100 Total Number of Target Families 300

Target UCs for Thatta S. # Tehsil Union Council Target HHs 1 Sajawal Sajawal 100 2 Jati Jati 100 3 Thatta Tahtta City 100 Total Number of Target Families 300

Target beneficiaries and locations for food security activities recovery phase

Khyber Pakhtunkhwa Province

Cash for Work

Target UCs for Swat S. # Tehsil Union Council Target HHs 1 Bahrain Bashigram 600 2 Swat Madyan 550 3 Bahrain Tirat 550 4 Swat Fatehpur 300 Total Number of Target Families 2,000

Sindh Province

Target UCs for Khaipur S. # Tehsil Union Council Target HHs

1 Gambat Ripri 1000

2 Gambat Agra 750

3 Gambat Khimtia 750

Total Number of Target Families 2,500

Pakistan Floods, Rev. 2 – PAK102 27

Voucher scheme for agricultural inputs

Target UCs for Swat S. # Tehsil Union Council Target HHs 1 Bahrain Bishigram 600 2 Swat Madyan 550 3 Bahrain Tirat 550 4 Swat Fatehpur 300 Total Number of Target Families 2,000

Target UCs for Khairpur S. # Tehsil Union Council Target HHs 1 Gambat Ripri 1000 2 Gambat Agra 750 3 Gambat Khimtia 750 Total Number of Target Families 2,500

Cash grant for small shops

Target UCs for Swat S. # Tehsil Union Council Target HHs 1 Swat Madyan 35 2 Bahrain Behrain 35 3 Swat Fatehpur 30 Total Number of Target Families 100

Target UCs for Khairpur S. # Tehsil Union Council Target HHs 1 Gambat Agra 100 2 Gambat Ripri 50 3 Gambat Khemtia 50 Total Number of Target Families 200

Criteria for selection of beneficiaries The identification of specific Union Councils and communities who will benefit from this project is being undertaken in consultation with project stakeholders. Close collaboration with other organizations working in the same sector is ensured to avoid duplication of activities. CWS-P/A is an active member of the Early Recovery Cluster and would therefore take advantage of the information provided in cluster meetings in identifying the project areas.

During the identification and selection process, field teams will follow pre-defined selection criteria which will examine numerous factors including levels of economic and social vulnerability, through loss of assets and earnings, highly dependent families and disadvantaged and vulnerable groups including the disabled, widows, and female-headed households.

Specific criteria will be used in the targeting/selection of beneficiaries for the different program components. Please see the implementation strategy sections for each objective as described below for further information.

Pakistan Floods, Rev. 2 – PAK102 28

Standards and Codes of Conduct Sphere Common Standards on participation and targeting will be integrated in the whole selection process. This approach will ensure an even and equal distribution of assistance to all needy households, thus minimizing the risk of conflicts between households, tribes, and ethnic groups.

The local community, elders and other stakeholders will be approached and involved in the selection process. Community support groups will be established to assist in the implementation of activities and to encourage transparency. The “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.

To maintain high standards of behavior and maintain independence and effectiveness in disaster relief, the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGOs) in Disasters remains a guiding principle in all the activities. CWS-P/A complies with the HAP Standard in Humanitarian Accountability and Quality Management and aims to continue to deliver the best humanitarian service possible in each situation.

Number of Targeted Beneficiaries by programme component The target number of beneficiaries for each program sector have been identified below. Household sizes are determined as an average per district, thus they vary between provinces and districts based on the average family size in those areas. Overall, most of the targeted districts meet the standards of the food package providing the required food for approximately 8 persons per household

Changes and additions in this 2 nd revision of the appeal are highlighted in blue italics in the table below.

Component District Target H/H Total Individuals I. FOOD/NON-FOOD ITEMS Food & Non-Food Items Distribution KPK Swat 2,000 16,000 D.I. Khan 1,000 7,000 Kohistan 1,000 11,000 Shangla 1000 11,000 BALOCHISTAN Sibbi 1,000 7,000 SINDH Khairpur (new) 1500 10,500 Sukkur (new) 1500 10,500 Thatta (new) 1500 10,500 Total F/ NFIs beneficiaries 10,500 83,500 II. SHELTER Emergency Shelter kits

Shelter kits Sibbi 1,250 8,750 (Non-winterized tents and plastic sheets) D.I.Khan 1,250 8,750 Total emergency shelter beneficiaries 2,500 17,500

III. HEALTH FACILITIES Emergency Mobile Health Units (MHUs) Mansehra 1,500 12,000 Swat 1,000 8,000 Kohistan 1,000 11,000

Khairpur 1,000 7,000 Sukkur 1,000 7,000 Recovery Static Health Units (SHUs) Mansehra 1,985 15,880 Kohistan 3,970 43,670

Shangla 1,985 21,835

Pakistan Floods, Rev. 2 – PAK102 29

Muzaffargarh 2,000 16,000 Total Health beneficiaries 15,440 142,385

III. LIVELIHOOD RECOVERY Recovery Construction trade-related skills building Swat 300 2,400 Khairpur 300 2,100 Thatta 300 2,400 Total construction livelihood beneficiaries 900 6,900

V. FOOD SECURITY Recovery Cash for Work 2,000 16,000 Voucher Scheme Swat 2,000 16,000 Cash Grant 100 800 Cash for Work 2,500 20,000 Voucher Scheme Khairpur 2,500 20,000 Cash Grant 200 1,600 Total Food Security beneficiaries 9,300 74,400

VI. PROPOSED ASSISTANCE & IMPLEMENTATION

OBJECTIVES

Emergency Phase

Objective 1 - Food and NFI distribution (Revised) To alleviate the suffering and increase the resilience of the worst flood-affected families through provision of two months emergency food rations and basic non-food household and hygiene items for 10,500 HHs in KPK (Swat, Kohistan, Shangla, D.I. Khan districts), Balochistan (Sibbi district), and Sindh (Thatta, Khairpur and Sukkur districts) over a 3 month period.

(Revision 2: Sukkur and Thatta Districts in Sindh are added and the number of targeted families to benefit from NFI distribution increased from 7,500 to 10,500)

Objective 2 - Emergency shelter distribution To provide temporary emergency shelter for 2,500 families who have been displaced and/or have lost their homes due to the floods in Sibbi and D.I. Khan districts within a one month period.

Objective 3 – Mobile Health Units (MHUs) (Revised) To provide access to preventive and curative health care services to 5,500 families via mobile health units and static health units operated in KPK, Sindh and Punjab Provinces over 3 months. (Revision 2: Khairpur and Sukkur Districts in Sindh are added and the number of targeted families to benefit from MHUs increased from 3,500 to 5,500)

Sub-objective 1: Emergency (3 months) To support preventive and curative health services through the supply of medicines to 5,500 flood affected households (45,000 individuals) in districts of Mansehra, Kohistan & Swat in KPK Province, and Khairpur and Sukkur in Sindh Province through the operation of 5 Mobile Health Units (MHUs) over a three month period.

Pakistan Floods, Rev. 2 – PAK102 30

(Revision 2: Increased from 3 to 5 MHUs, to also cover two additional districts in Sindh and an increased number of HHs- previously 3,500 HHs targeted or 26,500 persons).

Sub-objective 2: Recovery (12 months) (New) Preventive and curative health services provided to 9,940 families flood-affected households (97,385 individuals) through supporting 5 static health facilities in Kohistan, Mansehra and Shangla Districts in KPK Province and Muzaffargarh District in Punjab Province over a 12 month period.

Revision 2: New component – Swat was removed from the recovery phase of the health component due to existing/forecast donor coverage for health activities in Swat for CWS from outside of the appeal. BHUs have been included for Shangla and Muzaffargarh due to recent assessment data indicating high levels of need for BHUs amongst the flood affected population in these areas

Recovery Phase (New)

Objective 1 Construction of Trade Training Centres To provide 900 men from the flood affected families in Swat, Khairpur and Thatta districts with the opportunity to develop construction trade-related skills and capacities to increase household income generation, with priority given to families with few livelihood options for household income generation.

Objective 2 Food Security (New) To restore livelihood activities to ensure food security of flood-affected communities in Upper Swat District KPK Province and Khairpur District Sindh Province

Sub-objective 1: Rehabilitation of identified flood affected schemes through Cash for Work scheme employing 4,500 flood affected landless laborers

Sub-objective 2: Revival of flood affected agriculture activities through voucher schemes to provide seeds, tools and fertilizer for 4,500 flood affected farmers

Sub-objective 3: Restoration of 300 flood- affected micro-enterprises/small shops through provision of cash grants. This will provide a cash injection into small local enterprises allowing business owners to restock and repair businesses and recommence market sales, ensuring livelihood/food security

ACTIVITIES AND METHODOLOGY

Objective 1- Food and NFIs (Revised) Activities: ♦ Hiring of project staff ♦ Orientation and capacity building session with project and distribution staff on Sphere Standards ♦ Orientation meetings with district authorities and community activists ♦ Collection of data, validation and finalization of beneficiary list ♦ Setting up of ware house for food and non-food items ♦ Preparation of distribution plan with target communities and district authorities ♦ Distribution of tokens for beneficiaries ♦ Procurement of food and non-food items. ♦ Delivery and distribution of food and non-food items ♦ Consolidation of distribution data ♦ Finalization of report

Pakistan Floods, Rev. 2 – PAK102 31

Indicators ♦ No. of worst-affected families received food packages ♦ No. of distribution events organized

Implementation Strategy CWS-P/A will be directly implementing the project in three districts -Kohistan, Swat and Mansehra. In other districts CWS-P/A will be engaging local partner organizations as per the following details.

S. No. Partner Organizations Target District-Province 1 CWS (direct implementation) Kohistan, Swat, Mansehra- KPK 2 VEER Development Foundation D.I.Khan-KPK 3 Help in Need Shangla-KPK 4 PVDP Khairpur, Sukkur & Thatta-Sindh 5 NCBP Sibi-Baluchistan

(Revision 2: Additional districts of Sukkur and Thatta to be handled by PVDP)

FOOD: The affected target families will be provided with 2-months food rations as immediate relief. The package composition is designed to meet the Sphere Common Standards in meeting the nutritional requirement of 2,100 Kcal (kilocalories) per person per day, and will be sufficient for one month for an average family of 8 persons. Provision is made in the budget for 2 months rations to be distributed to 10,500 families.

An immediate 1-month relief package comprises:

Item Quantity Food Items Wheat Flour 80 kg Rice 40 kg Cooking Oil 4.5 liters Pulses 8 kg Sugar 4 kg Tea 400 grams Iodized Salt 800 grams

NFIs: The package of non food relief items per family is estimated as follows:

Detail of Non-food Items for One Family Jerry can (20 liters) Plastic bucket (10 liters) Kitchen sets ( knife, tea cups, steel dish, serving plates, tawa-iron, 2 cooking pot, spoons, scoop, jug ) Plastic Mats (10X 14 - 3 pieces) Mosquito Nets (2 pieces) Hygiene Kits ( Laundry soap, toilet bath soap, nail cutter, hand towel bath towel, dettol liquid, toothpaste local toothbrush, lice comb, canvas bags for sanitary towels/underwear, female sanitary towels, female underwear, mug, bathroom washing container) Plastic Sheets (4x6 meters - 2 pieces) Match Box

Note: The plastic sheeting is a standard component of the NFI kit distributed to all 10,500 households targeted in the emergency distribution phase. This may be used for a variety of purposes including providing temporary protection to partially damaged homes. Full shelter tents are provided to 2,500 of the worst affected families in Sibi and D.I. Khan where families have no shelter available

Pakistan Floods, Rev. 2 – PAK102 32

Distribution Mechanism for Food and Non Food Items The food items will be distributed directly to the affected families. Food distribution points will be set-up in each community within a reachable distance by the target beneficiaries. Prior to food distribution, a detailed survey will be carried out to register the potential beneficiary families for the food program. During the survey and beneficiary identification process, local activists will also be identified to facilitate the selection of beneficiaries according to the determined criteria as well as ensuring the smooth distribution of food items. Tokens will be distributed to registered beneficiaries at least one day before the distribution to help ensure the right persons receive assistance and to avoid duplication of monthly rations received.

The identified community activists will be involved in the distribution of food items to encourage women- headed families and other vulnerable groups to be part of the distribution process.

Criteria for Beneficiary Selection The overall selection criteria are as follows:  Priority will be given to families with more dependent members/non-earning family members, especially the elderly and disabled.  Most vulnerable groups with special attention given to destitute and female headed households, orphans and elderly people.  The focus will be on the most vulnerable and affected families, using a community-based mechanism to establish specific criteria. However, in addition to the above, they are likely to include families that have no productive assets, families receiving no other assistance, and families that have depleted savings or assets.

Implementation schedule- Food and NFI distribution

Aug10 – Nov 09, 2010 Time Line FOOD/NON-FOOD ITEMS Month 1 Month 2 Month 3

No. Activities 1 2 3 4 5 6 7 8 9 10 11 12 1 1.1 Hiring of project staff 1.2 Orientation and capacity building session with project and distribution staff on Sphere Standards 1.3 Orientation meetings with district authorities and community activists 1.4 Collection of data, validation and finalization of beneficiary list 1.5 Setting up of ware house for food and non- food items 1.6 Preparation of distribution plan with target communities and district authorities 1.7 Distribution of tokens for beneficiaries 1.8 Procurement of food and non-food items

1.9 Delivery and distribution of food and non- food items 1.10 Consolidation of distribution data 1.11 Finalization of report

Pakistan Floods, Rev. 2 – PAK102 33

Objective 2- Emergency shelter

Activities: ♦ Hiring of project staff ♦ Orientation and capacity building session with project and distribution staff on Sphere Standards ♦ Orientation meetings with district authorities and community activists ♦ Collection of data, validation and finalization of beneficiary list ♦ Setting up of warehouse for shelter kits and plastic sheets ♦ Preparation of distribution plan with target communities and district authorities ♦ Procurement of shelter kits and plastic sheets ♦ Delivery and distribution of shelter kits ♦ Consolidation of distribution data ♦ Finalization of report

Indicators ♦ No. of families received shelter kits ♦ No. of distribution events organized

Implementation Strategy CWS-P/A will be engaging NCBP organization and VEER Foundation for assisting in Sibbi District and D.I. Khan District respectively. Only the worst affected families receive the shelter tents (outside of the NFI kit). All households will receive plastic sheets as part of the NFI package

The standard NFI kit includes 2 plastic sheets (size: 6x4 meter) to assist families supplement their existing shelter resources. The 2,500 non-winterised tents were part of the early response and are appropriate for the current season. DKH may be proposing to provide them at a later stage.

Distribution Mechanism for Shelter Kits The non-winterized tents will be distributed directly to the affected families. The distribution points will be set-up in each community within a reachable distance by the target beneficiaries. Prior to shelter kits distribution, a detailed survey will be carried out to register the potential beneficiary families. During the survey and beneficiary identification process, the local activists would also be identified to facilitate selection of beneficiaries according to the established criteria. Tokens will be distributed to registered beneficiaries at least one day before the distribution to ensure the right persons receive assistance.

The identified community activists will be involved in the distribution of shelter kits to encourage women headed families and other vulnerable groups to be part of the distribution processs.

Criteria for Beneficiary Selection The overall selection criteria for targeting beneficiaries will be:  Priority will be given to families with more dependent members/non-earning family members, especially the elderly and disabled.  Most vulnerable groups with special attention given to destitute and female headed households, orphans and elderly people.

The focus will be on the most vulnerable and affected families, using a community-based mechanism to establish specific criteria. However, in addition to the above, they are likely to include families that have no productive assets, families receiving no other assistance, and families that have depleted savings or assets.

Pakistan Floods, Rev. 2 – PAK102 34

Implementation schedule- Shelter kit distribution

Aug 10 - Sep 09, 2010 Month 1 No. SHELTER KITS 1 2 3 4 2.1 Hiring of project staff 2.2 Orientation and capacity building session with project and distribution staff on Sphere Standards 2.3 Orientation meetings with district authorities and community activists 2.4 Collection of data, validation and finalization of beneficiary list 2.5 Setting up of ware house for shelter kits 2.6 Preparation of distribution plan with target communities and district authorities 2.7 Distribution of tokens for beneficiaries 2.8 Procurement of shelter kits 2.9 Delivery and distribution of shelter kits 2.10 Consolidation of distribution data

Inputs for Implementation- Food, NFIs, emergency shelter

Personnel Salaries and benefits for staff who will be directly responsible and dedicated 100% for the implementation of the F/NFI distribution related activities in Swat, Kohistan, Sibi and D.I.Khan are described below:

CWS- Swat & Kohistan • CWS-Field Personnel for Distribution Management (6 for Swat and 4 for Kohistan)- will be responsible for conducting the beneficiary needs assessment, selection of beneficiaries, coordination with local authorities and target communities, preparation of distribution plan, management of ware house, management of distribution and consolidation of beneficiary data for finalization of report. They will be also responsible for facilitating monitoring visits and participatory learning review of the project activities. • Community Volunteers (5 for Swat & 5 for Kohistan)- They will facilitate project staff in conducting the assessment, identification of right beneficiary, organizing distribution venues, mobilizing the beneficiaries and managing the distribution events. They will also ensure the security and proper care of the relief goods. • Warehouse Officer – responsible for ensuring that goods are stored and documented properly. Co- ordinates with the Project Officers no the arrival and dispatch of relief items. • Driver (x2) – Provide support in carrying out project activities.

NCBP- Sibbi • Project Coordinator (1) - will be responsible for coordinating all NCBP distribution activities in District Sibi e.g. management of distribution team, coordination and reporting with CWS-P/A, monitoring of project activities, leading planning and executing of distribution activities. • NCBP-Field Personnel for Distribution Management (3) - will be responsible to conduct the beneficiary needs assessment, selection of beneficiaries, coordination with local authorities and target communities, preparation of distribution plan, management of ware house management, management of distribution and consolidation of beneficiary data for finalization of report. They will be also responsible for facilitating monitoring visits and participatory learning review of the project activities. • Driver (x2) – Provide support in carrying out project activities. • Guards for Ware House (2) - will ensure safety and security of relief goods 24/7.

Pakistan Floods, Rev. 2 – PAK102 35

VEER- D.I. Khan • Distribution Officers (4 male & 2 female)- will be responsible to conduct the beneficiary needs assessment, selection of beneficiaries, coordination with local authorities and target communities, preparation of distribution plan, management of ware house management, management of distribution and consolidation of beneficiary data for finalization of report. They will be also responsible for facilitating monitoring visits and participatory learning review of the project activities. • Warehouse Supervisor – responsible for ensuring that the goods are stored and documented properly. Co-ordinates the arrival and dispatch of relief items. • Guards for Ware House (2) – will ensure safety and security of relief goods 24/7.

PVDP Personnel for Khairpur, Sukkur and Thatta • Project Manager (2) – One for Khairpur and Sukkur and the other one for Thatta. Both will be responsible for coordinating all PVDP distribution activities in the three districts e.g. management of distribution team, coordination and reporting with CWS-P/A, monitoring of project activities, leading planning and executing of distribution activities. • Relief Coordinator (2) - One for Khairpur and Sukkur and the other one for Thatta. Both will be providing assistance to the Project Managers in ensuring on-ground activities are being implemented smoothly. • Field Officers (15) – Five Field Officers each for Khairpur, Sukkur and Thatta. They will be responsible to conduct the beneficiary needs assessment, selection of beneficiaries, coordination with local authorities and target communities, preparation of distribution plan, management of ware house management, management of distribution and consolidation of beneficiary data for finalization of report. They will be also responsible for facilitating monitoring visits and participatory learning review of the project activities. • Finance Officer (2) - One for Khairpur and Sukkur and the other one for Thatta. Both will be responsible for ensuring quality financial management. They will also be responsible for disbursements and payments to laborers and other volunteers. • Warehouse In-Charge – Responsible for ensuring that the goods are stored and documented properly. Coordinates the arrival and dispatch of relief items. • Driver (6) – Two drivers for each district. Provide support in carrying out project activities. • Guards for Ware House (4) - Two will be in Khairpur and once each for Sukkur and Thatta to ensure safety and security of relief goods 24/7.

HIN Personnel for Shangla • Field Coordinator (1) - will be responsible for coordinating all HIN distribution activities in District Sibi e.g. management of distribution team, coordination and reporting with CWS-P/A, monitoring of project activities, leading planning and executing of distribution activities. • Food Distributor and Monitors (4) will be responsible to conduct the beneficiary needs assessment, selection of beneficiaries, coordination with local authorities and target communities, preparation of distribution plan, management of ware house management, management of distribution and consolidation of beneficiary data for finalization of report. They will be also responsible for facilitating monitoring visits and participatory learning review of the project activities. • Data Entry Operator (1) – will be responsible for encoding data collected on the assessment and distribution activities. • Warehouse Support Staff – Responsible for ensuring that the goods are stored and documented properly. Coordinates the arrival and dispatch of relief items. Loading and unloading of packages from the trucks • Guards for Ware House (2) - will ensure safety and security of relief goods 24/7.

Transport To support staff travel in relation to the implementation, supervision and monitoring of the project, CWS will hire two vehicles for use in the direct implementation of activities in Mansehra, Swat and Kohistan, as well as in the overall monitoring of activities in Shangla, Khairpur, Sibbi and DI Khan. For the emergency phase, CWS

Pakistan Floods, Rev. 2 – PAK102 36 will provide two further vehicles to support the mobile health component of the program. These vehicles however will not be available for the recovery component of the program.

Implementing partners will also contribute their own vehicles for use, and VEER and HIN will each rent an additional 2 vehicles. Related fuel and maintenance costs are budgeted for.

Objective 3- HEALTH (revised)

Activities Sub-objectives 1 Mobile Health Units (MHUs)

♦ OPD (Out-door Patient) Examination ♦ Provision of essential drugs ♦ Dr/ lady health visitors will examine female patients and children ♦ Medical Officer (male) will examine male patients and children ♦ Focus will be on Mother and Child Health Care including Ante-Natal and Post-Natal Care ♦ Health Education sessions focusing on water borne diseases, STIs and HIV/AID and distribution of IEC material ♦ Referral of patient to secondary and tertiary health care facilities ♦ Management of alerts, threats and outbreaks, if any, in collaboration with the line department

Sub-objective 2 Static Health Units (SHUs)

♦ OPD (Out-door Patient) Examination ♦ Provision of essential drugs ♦ Doctor/ lady health visitors will examine female patients and children ♦ Medical Officer (male) will examine male patients and children ♦ Focus will be on Mother and Child Health Care including Ante-Natal and Post-Natal care ♦ Health Education sessions focusing on water borne diseases, STIs and HIV/AID and distribution of IEC material ♦ Referral of patient to secondary and tertiary health care facilities ♦ Daily consultations along with routine vaccination under EPI, TT vaccination to antenatal women in the project supported MHUs/ SHUs in targeted UCs ♦ Transport and set-up of temporary (container) SHUs ♦ Minor repair and rehabilitation of damaged SHUs ♦ Participation in Mass Immunization Campaigns for the eradication of Polio and in cases of any disease outbreak such as Measles ♦ Provision of 24/7 service for MCH and other emergency services at four SHUs in the targeted UCss where accommodation is available for female staff ♦ Routine EPI for children under-5 years of age against Polio, Measles, Diphtheria, Purtusis, Tetanus, Tuberculosis and Hepatitis B and for women of Child Bearing Age (CBA) against tetanus toxide (TT) ♦ Management of alerts, threats and outbreaks, if any, in collaboration with the line department

Indicators Sub-objectives 1 and 2 MHU and SHUs

♦ Through SHUs and MHUs, 15,440 households (142,385 people) receive preventive and ♦ curative health care services ♦ 85% of the registered antenatal women receive antenatal care in the SHU and MHUs clinics ♦ 85% of the registered antenatal women in the SHUs receive at least 2TT doses

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♦ A health facility utilization rate of 60 patients per day per SHU facility is achieved ♦ A health facility utilization rate of 100 patients per day per MHU facility is achieved ♦ Over 70% availability of health staff needed to run the health units at full strength ♦ 80% referral system for patients against acute illness

Implementation Strategy Target areas are locations where health facilities have been completely or partially affected by the floods. The health component will be undertaken directly by CWS-P/A. CWS-P/A has a history of working in KP and has been catering to the health needs of Afghan refugees and the host community of District Mansehra for the last 30 years.

The priority of the health relief and recovery programme is to provide primary health care services to flood survivors returning to their areas, where health facilities are completely or partially affected by the flood. Previous experience from the CWS health program has shown a high incidence of diseases such as respiratory tract infections, diarrhoea, urinary tract infections and scabies in targeted villages. To address the lack of attention given to women and children’s health in these areas, CWS proposes to provide primary health care services to disaster affected communities in KPK and Sindh.

The locations for SHUs and MHUs have been determined based on a variety of factors including population density and catchment population settlements, access to flood affected populations (i.e. a priority for determining operational areas for MHUs), coverage by other health implementing partners and gaps in the capacity and operation of government SHUs.

Mobile Health Units (MHUs) Five MHUs will operate across five districts of KPK and Sindh Provinces to deliver both preventive and curative health care, as detailed in the previous sections. Each MHU and SHU will generally be staffed by a team consisting of a Medical Officer (Doctor), Lady Health Visitor/Nurse and Dispenser/SHU Clerk. SHUs may have additional numbers of these staff depending on the SHU size and capacity.

Procurement of medicines and other supplies will undertaken in 1-2 weeks after the team is recruited.

The MHUs will operate out of the rented vehicles (vans) that have been modified to provide mobile health services. They are slightly modified through the removal of seats to create space and the installation of storage cupboards for medicine. Some of the MHUs have oxygen units and nebulisers and can be used as an ambulance if the need arises. The MHUs provide consultation/examination services, dispense medicine when required and can also be used to transport patients for more serious consultations.

The MHUs also make use of Information, Education and Communication (IEC) campaign material for health and hygiene promotion activities

It will be ensured that should the Medical Officer be male, a Lady Health Visitor or female nurse be present to ensure that women’s needs are covered.

The flood affected people in the target districts will be regularly surveyed and mobilized to inform them of services provided by the MHUs on a daily basis or on the days specified for particular areas within the districts.

In addition to these MHUs, community volunteers, both male and female, will be engaged as community health workers to promote community participation in the health programme; to provide health services to people at their places of residence and to refer cases to health centres.

Reproductive health services will be offered to all women of child bearing age. Women will also be provided with antenatal, natal and postnatal care. Timely referral to hospital via ambulance services will also be encouraged.

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Static Health Units (SHUs) Following on from the 3 months operation of the 5 MHUs, comprehensive primary health care services as per WHO standards will be provided through 5 static health facilities for a period of twelve months. These services will include treatment of common diseases, provision of essential medicine, management of minor injuries, health education, EPI services, Mother and Child heath care (MCH), child spacing and referral of serious patients to the secondary or tertiary level hospitals.

Minor repairs will be completed on available Static Health Units enabling them to be operational.

Mobile medical units will be used as a temporary clinic for UCs whose health facilities have been totally damaged by the flood emergency. It will be used by the existing government health staff until such a time their facilities have been rehabilitated/reconstructed. These shipping containers can be transported and off-loaded at a designated location. When permanent SHU facilities are available, the hydraulic MMC can be moved to another location where there is a greater need for temporary health facility. This will enable the government health teams to respond quickly to areas of greatest need rather than waiting till a permanent or semi permanent structure is built.

The selected SHUs are government health facilities that the government does not presently have the resources or the capacity to manage. A common strategy is for other health service providers such as INGOs to rehabilitate, staff and operate SHUs in coordination with local government health staff until such time as the government has sufficient capacity to manage the SHUs independently.

Orientation training for the health staff on the project will be undertaken before they are sent to the field. Similarly the health project management staff and other OPS/Admin staff will be oriented accordingly. The staff of each Static Health Unit will perform the above mentioned activities for the full length of the day, six days a week.

In the SHUs, the doctors will perform the consultations, referrals, health instructions in management of emergencies, and treatment of minor injuries. They will be in charge of their units. The Lady Health Visitors will perform MCH, reproductive health services and health education sessions on such issues as locally endemic diseases and family planning-child spacing. The EPI technicians will perform the routine immunization and will take part in mass immunization campaigns against Polio when required. The dispensers will dispense the medicines to the patients and will also manage the pharmacy and maintain proper record of the medicines and medical supplies of the unit assigned. Community volunteers, both male and female will be engaged as community health workers to ensure better involvement of communities in the health programme In the case of emergencies, referrals will be made providing transportation from the SHUs to District Headquarters Hospital through private transportation

Inputs for Implementation- Health

Personnel CWS- Mobile Health Unit (MHU) project teams One CWS field team will be deployed to KPK to cover Swat, Mansehra and Kohistan and another to Sindh to cover Khairpur and Sukkur for the first three months (MHUs). Each team will include a project officer, field project officer, health data officer and a pharmacy storekeeper.

The KPK team will continue working in the second phase (recovery) to monitor the 4 SHUs. Another team will be deployed for Punjab.

• Project Officer (2) – One for KP and one for Punjab. They will be responsible for coordination, supervision, planning and reporting of health component related activities. They will be responsible for monitoring the mobile health units and other health component related activities. They will bridge the communication between field staff and CWS-P/A Islamabad Office staff. • Field Project Officer (2) – One for KP and one for Punjab. They will be responsible for facilitating medical and para-medical staff in managing the mobile health units. They will supervise all field

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related interventions and would report to the project officer. They will liaise with local authorities, communities and other actors working in health sector in the target communities. • Health Data Officer (2) – One for KP and one for Punjab. They will be responsible for management of health information data base for the target flood affected communities to help assess impact of mobile health units and to plan for future interventions. • Pharmacy Storekeeper (2) – One for KP and one for Punjab. They will be responsible for management pharmacy and ware house of medicines planned for mobile health units. They will ensure proper inventory management of the medicines. They also ensure that the medicines are kept and stored as per required pharmacy and medical standards.

Mobile Health Unit (MHU) Personnel • Medical Officer (5) - will be responsible for overall management of their respective MHUs. They will conduct check-ups and prescribe medicines to the affected population. They will also provide counseling on preventive measures to the target patients. • Lady Health Visitors/Nurses (5) - will assist medical officers in diagnosis and check-up of women and adolescent girls. They will provide counseling to women and adolescent girls on reproductive health issues. • Dispensers/Clerk (5) - will manage stock of medicines at MHU level. They will disperse medicines to the patient upon prescription of MHU officers. • Drivers (5) - will be responsible for driving and maintenance of MHU. • Cleaners/Helpers (5)- will maintain cleanliness of MHUs and the field office.

CWS- Static Health Units (SHU) project teams One CWS field team will be deployed to KPK to cover Mansehra, Kohistan and Shangla and another to Punjab to cover Muzaffargarh for 12 months. Each team will include a project officer, field project officer, health data officer and a pharmacy storekeeper. • Project Officer (2) – One for KP and one for Punjab. They will be responsible for coordination, supervision, planning and reporting of health component related activities. They will be responsible for monitoring the mobile health units and other health component related activities. They will bridge the communication between field staff and CWS-P/A Islamabad Office staff. • Field Project Officer (3) – one for Kohistan and Shangla, one for Mansehra and one for Muzaffargarh. They will be responsible for facilitating medical and para-medical staff in managing the mobile health units. They will supervise all field related interventions and would report to the project officer. They will liaise with local authorities, communities and other actors working in health sector in the target communities. • Health Data Officer (2) – One for KP and one for Punjab. They will be responsible for management of health information data base for the target flood affected communities to help assess impact of mobile health units and to plan for future interventions. • Finance Officer (2) - One for KP and one for Punjab. They will ensure proper financial management, including budget control. • Pharmacy Storekeeper (2) – One for KP and one for Punjab. They will be responsible for management pharmacy and ware house of medicines planned for mobile health units. They will ensure proper inventory management of the medicines and ensure that the medicines are kept and stored as per required pharmacy and medical standards.

Static Health Unit (SHU) Personnel (Recovery) • Medical Officer (5) - will be responsible for overall management of their respective SHUs. They will conduct check-ups and prescribe medicines to the affected population. They will also provide counseling on preventive measures to the target patients. • Lady Health Visitors/Nurses (5) - will assist medical officers in diagnosis and check-up of women and adolescent girls. Will provide counseling to women and adolescent girls on reproductive health issues. • Dispensers/BHU Clerk (5) - will manage stock of medicines at SHU level. They will disperse medicines to the patient upon prescription of SHU officers.

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• Community Mobilizers (7) – 2 for Kohistan, 3 for Shangla, 1 each for Mansehra and Muzaffargarh. Responsible for raising health awareness in the community. • Drivers (5) - will be responsible for driving and maintenance of SHU. • Cleaners/Helpers (5)- will maintain cleanliness of MHUs and the field office.

Transport (goods and people) Under the emergency health services, CWS-P/A will be contributing an existing regular vehicle for monitoring and other activities.

CWS-P/A will operate 5 vehicles as mobile health units and an additional vehicle for monitoring health activities and transporting staff, equipment and materials. CWS-P/A will provide one vehicle to act as an MHU, one vehicle for monitoring and will rent a further 4 vehicles for the MHU component.

Implementation Schedule- Health

Aug10 – Nov 09, 2010 Month 1 Month 2 Month 3 MHUs- Activities 1 2 3 4 5 6 7 8 9 10 11 12

1 Orientation of project staff 2 Preparation of schedules and work plans. 3 Establishment of Warehouse 4 Arrangement of vehicles 5 Establishment of Staff accommodation. 6 Procurement of medicines and other supplies.

7 Setting-up of Mobile Health Units 8 Delivery of health services at target locations.

9 Coordination meetings. 10 Monitoring of activities. 11 Final reporting of activities.

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Months SHUs- Activities 1 2 3 4 5 6 7 8 9 10 11 12 1 Hiring of technical/project Staff 2 Orientation training of the new staff 3 Preparation of schedules and work plans.

4 Establishment of Staff accommodation.

5 Minor repair to available Static Health units and manufacturing and installation of 2 Hydraulic Mobile Medical Clinics 6 Provision of Health services through SHUs x4 7 Coordination meetings. 8 Monitoring of activities. 9 Reporting of activities. 10 Winding up/Coordination-assessments for future intervention.

Objective 4- Livelihood recovery- Construction trades (New)

Activities: ♦ Hiring of project staff ♦ Criteria for the selection of the students will be prepared ♦ Syllabus for each construction trade will be prepared. ♦ Registration/ enrollment of total 300 individuals for three Construction Trade Training Centres (CTTC) to be established (one in each target district) ♦ Five instructors (one for each trade) will be selected. ♦ Registration, assessment, supervision, monitoring, evaluation and reporting formats will be prepared. ♦ Place for the establishment of the CTTC will be identified. ♦ Training materials, training tool kits for the respective trades and training equipment for the respective trade sections of the CTTC will be procured. ♦ Work plans and schedules, assessments etc, will be prepared

Indicators ♦ 90% of the 900 trained students graduated and demonstrated proficiency in the skills they have learnt (masonry, plumbing, welding, carpentry and electrical work) ♦ 95% of the trained students appeared for the technical board’s exam ♦ At least 90% of graduating students are committed to utilize their skills to earn a living ♦ Approximately 70% of students secure paid employment within 6 months following graduation

Implementation Strategy

Beneficiary Interaction and Capacity Building As participants gain skills in specific construction-related sectors, CWS-P/A will also assist them to understand how to access local job markets. With their new skills, CTTC graduates will be in a stronger position to gain work as skilled laborers in the daily wage markets, which offer better opportunities than working as unskilled laborers. CWS will also support them to look for full-time work or to find contractual jobs.

Trainees would be provided a certification from a government technical department after successfully completing and passing the examination, which will facilitate them to also seek employment with the government and private institutions.

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Objective 5: Livelihood recovery- food security (New) Activities

♦ Assessment and family profiling of target beneficiaries ♦ VOs Formation in Targeted UCs ♦ Finalization and preparation of beneficiaries’ database & SOPs Preparation

Sub-objective 1: Cash for Work ♦ Identification & finalization of CFW activities in coordination with local leader, VO members, line agencies and other stakeholder (If necessary) ♦ Monthly release of the CFW Payment to Beneficiaries ♦ Monitoring of CFW Activities, Schemes, wage distribution, daily field reports

Sub-objective 2: Vouchers for seeds, tools and fertilizers ♦ Market Survey & Identification of the vendors from the area where vouchers will be utilized ♦ Training of Voucher beneficiaries on ICM ♦ Orientation on use of Vouchers & Finalization of plan for distribution of Vouchers and Market days ♦ Organizing the Market Days ♦ Monitoring of the utilization of the use of items received through voucher by Farmers

Sub-objective 3: Cash grants for micro-enterprise recovery ♦ Survey of micro-enterprises that need to be financed ♦ Finalization of Shop keepers for financing ♦ Grant distribution to Shops ♦ Monitoring of the Businesses established

In many Union Councils of Swat and Khairpur small business owners/sellers have lost their shop fronts, equipment and goods. The selected small business operators are not landowners or agricultural workers and depend on sales from their grocery and supply shops to ensure a steady income and ensure household food security

Indicators ♦ 4,500 laborers engaged for the CFW activities from the targeted UCs ♦ 4,500 families receive agricultural inputs i.e seeds, fertilizers and agricultural tools ♦ 4,500 families are ready to utilize the agricultural inputs received through voucher according to their seasonal agricultural activities. ♦ 300 shopkeepers establish their enterprise through provision of cash grants. ♦ 300 shopkeepers have increased income as compared to their income before the establishment of the enterprises.

Implementation Strategy

A detailed Assessment of the families will be carried out through door to door surveys, for developing the list of potential beneficiaries for CFW, Voucher and Micro-Enterprise in the Targeted Union Councils as per set criteria for selection of beneficiaries. Village Organizations will be formed through Social mobilization process in each village. The list of enrolled beneficiaries will be shared with the VO and will be finalized in consultation with VO members. VO will nominate a supervisor and monitoring community from the village for monitoring the performance of CFW Labourers, maintain their attendance list and keeping record of schemes executed through CFW for review of project staff. CWS staff will regularly monitor all the activities and will distribute their wages on monthly basis as per local market rate to be determined during the market survey.

The voucher beneficiaries will be oriented on the use of vouchers in the Market and the vouchers will be distributed among them. Market Days will be planned and organized on different days for all UCs beneficiaries.

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The voucher beneficiaries will also be trained in Integrated Crop Management (ICM) so as to provide them sufficient information for the best utilization of the voucher.

A list of beneficiaries for the cash grant for Micro-enterprise will be finalized in the initial assessment survey with the help of VO. An MoU will be signed with each shop keeper who will be provided with a cash grant after taking care of the other formalities. They will be regularly monitored by the project staff and VO members and their progress will be shared with the CWS Staff.

FOOD SECURITY ACTIVITIES 1 2 3 4 5 6 7 8 9 10 11 12 RESULT 1 Assessment and family profiling of target beneficiaries for CFW, Voucher & Micro- enterprise in the Target Ucs VOs Formation in Targeted Ucs Finalization and preparation of database of beneficiaries for CFW & SOPs Preparation Identification & finalization of CFW activities in coordination with local leader, VO members, line agencies and other stakeholder(If necessary) Implementation of CFW Activities Monthly release of the CFW Payment to Beneficiaries Monitoring of CFW Activities, Schemes, wage distribution, daily field reports RESULT 2 Finalization and preparation of database of beneficiaries for Voucher

Market Survey & Identification of the vendors from the area where vouchers will be utilized Training of Voucher beneficiaries on ICM, Orientation on use of Vouchers & Finalization of plan for distribution of Vouchers and Market days Organizing the Market Days Monitoring and consolidation of Vouchers utilized by the beneficiaries Monitoring of the utilization of the use of items received through voucher by Farmers

RESULT 3 Survey of Businesses needed to be financed

Finalization of Shop keepers for financing

Grant distribution to Shops

Monitoring of Business established

Criteria for Beneficiary Selection

Specific criteria will be used in the targeting/ selection of beneficiaries for the various program components. These will include; agricultural workers/families who suffered significant losses of crops and related agricultural materials, small business owners having recorded infrastructure and stock losses and motivated labourers committed to cash for work activities. During the identification and selection process, field teams will liaise with local leaders to identify highly vulnerable and marginalized groups and individuals including disabled persons, widows, and female-headed households for inclusion in project activities.

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Inputs for programme implementation- Livelihoods (CTTC)

Personnel – salary of staff who will be directly responsible and dedicated 100% for the management and implementation of the CTTC activities in Swat, Khairpur and Thatta. • Project Manager (3) - provides overall supervision of the Training Centre, and is responsible to assess, develop, plan, implement and monitor all training related activities in accordance with the CWS/UNHCR and guidelines and ensures that training set up is functioning properly. • Project Officer (3) - will assist Project Manager in supervision of the Training Centre. The Project Officer will be responsible to assist in assessment, development, planning, implementation and monitoring all training related activities. • Instructors (15) - will provide education in assigned subject/topic areas, including Carpentry, Electrician, Plumbing, Masonry, Welding skills and other topics as assigned. They will also: conduct student assessments and testing, educational/vocational goal setting; job counseling; maintain weekly contacts with any student who has an unexplained absence to discuss progress, offer assistance, and encourage continuation of training; develop and submit learning documentation and progress forms (lesson plans, student portfolios, homework or testing results and other learning documentation) for assigned students in accordance with directed timeline requirements; prepare and submit student-related forms (weekly, bi-weekly and/or monthly student evaluations, student/attendance forms and tracking and information forms, informal assessments, and other required student-related documents) for assigned students in accordance with directed timeline requirements; immediately notify supervisor of any and all support services that students may need; maintain a thorough working knowledge of and adheres to corporate/project policies, procedures, and regulations; keep immediate supervisor well- informed of activities, results of efforts, problems identified/potential problems, and recommended corrective actions. • Community Mobilizers (8) – 4 in Swat, 2 each in Khairpur and Thatta. Under the overall supervision of the Project Manager the direct supervision of the Program Officer and in close co-operation with the other Programme staff, the Community Mobilizer will assist in the development of a strategy to proceed from one village to another and one valley to another within the district. The Community Mobilizer will also: carry out Social Mobilization in rural communities, conduct participatory appraisals and create awareness; identify problems and examine solutions before incorporating them in final resolutions by the community; establish and develop village organizations; motivate and identify trainees, interview them and refer them to Centre for admission for training; work closely with the extension staff of the Line Departments and other organizations operating in the area and be aware of all other activities going on there; provide background data on the other development agencies and activities in the area; assist the community in the collection of baseline data about each village from time to time as advised by the Program Specialists through the Community Development Supervisor; carry out linkage building activities to bridge the community and outside agencies both Government and non-government, including projects, programs and donors in the district; provide regular progress reports to the Community Development Supervisor on the activities in relation to the work plan; and establish a well defined monitoring system for the activities within the preview of the TOR.

Training Equipment and Materials Training material and equipment will be required to facilitate training courses. CWS will provide Tool Kits to the successful students in order to build on what they have learned from the courses to put them back on the path to becoming self sufficient and earning a livelihood for their families. • Essential Training Material : This amount covers training and raw material required for training course. • Essential Training Equipment : This amount covers training equipments required for trainings course • External Services for Additional Training This amount refers to external expertise to be hired for trainee’s practical training relating to material used in construction for example Brick/Block Making, RCC Pipe Making, Circles and slabs etc. • Safety Gear and Protective Clothing. This covers compulsory safety gears and clothing to be provided to students to protect them from hazards during training. • Tool Kits . The students will be provided with the basic tools they will need to get employed. The kit includes manual and electrical tools, basic tools and other items that can be replenished by the graduates.

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• Furniture & Fixtures. This amount covers the expense of furniture like desks, chairs, file cabinets, etc. that need to be purchased for CTTC and CWS Mansehra office during the project period

Other Direct Costs • Stipend to Trainees . The purpose of the stipend is to provide trainees with an allowance to defray the costs of their travel to and fro from the Centre and their homes, food expenses and to cover out of pocket expenses if an on daily basis. This will attract trainees to take interest in getting their respective trainings, and will also helps Community Mobilizers in involving the community and recruiting motivated students. • Stipend to Apprentices ToT Activity. The purpose is to give incentive to the accomplished graduates of the CTTP who would be selected to participate as co-teachers alongside the professional trainers to gain further experience contributing to the sustainability of the project. • Rent (CTTC) . This line item covers mainly the rent of the Training Centre. • Maintenance/Repairs (CTT Centre) . This line item covers the cost of repair work to remedy normal wear and tear for the Training Centre. • Certification & Graduation Ceremony This is the cost associated with the process and fee charged by the technical board for certification and 4 graduation ceremonies at the end of each course of 13 weeks. • Printing/Stationery & Text Book Printing This line item includes printing of various Trades Training Text Books, printing material for office and Centre; basic consumable office supplies such as pens, pencils, writing pads, folders, binders, paper clips, markers, fax papers, printing paper; and other supplies and/or equipment as required for CTTC. • Security Expenses This amount covers Office & Centre Security management in terms of walls fencing wires, CCTV cameras, acquisitions of fire extinguishers and other security material as required, as well as external security services as needed. This also includes expenses incurred for vehicle security and security upgrades.

Food Security (Swat and Khairpur)

Personnel – salary of staff who will be directly responsible and dedicated 100% for the management and implementation of Food Security-related activities in Swat.

• Project Manager (2) - manages the project and coordinate with various stake-holders including NGOs, Government, and media. He/she would also be responsible for the supervision of the projects in Swat and coordination between Project offices and the office in Islamabad. Prepares periodic project progress reports to be submitted to CWS. Coordinates with local line department and update them accordingly on the progress of the project. • Agriculture Officer (2) – will provide technical inputs and advise on the project activities. • Social Organizers (4 men and 4 women) - are directly responsible for coordination with community leaders, involving community members in project activities including identification of beneficiaries • Monitoring Officer – ensures compliance to standards and other project requirements. • Driver (4) – provide support in running the field office and carrying out project activities

Overall planning assumptions, constraints and prioritisation The selection of areas which will be covered in the districts of Swat, Shangla, DI Khan, Mansehra and Kohistan in KP, Khairpur, Thatta and Sukkur in Sindh and Sibbi in Balochistan will mostly depend on the accessibility and security situation in the area. It is also assumed that other organizations will not be able to cover all requirements outlined in this Appeal in these Districts.

CWS-P/A will plan and prioritize activities based on the funding committed and received through various funding agencies. In the event that only partial funds are received at the start of the project and a need to prioritize sector interventions arises, CWS will hold discussions with partners, stakeholders and beneficiary communities to identify which among these interventions should be prioritized. On a micro level, should the available funds be small enough even to accommodate the full costs of any particular sectoral intervention, the same principle applies and discussions with the community and other stakeholders will determine which

Pakistan Floods, Rev. 2 – PAK102 46 activities will be done first. Depending on the actual inputs required at this point, support and administrative costs will be adjusted accordingly.

Overall Implementation Timeframe

The project duration will be for 15 months (August 04, 2010 – October 03, 2011).

VII. ADMINISTRATION & FINANCE

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.

Staff related to implementing the program will be based in the project sites while support will also be provided from staff members and officers based in the main and field offices.

Financial management will be supported by the Karachi and Islamabad offices. The CWS Mansehra and Swat offices will provide management and technical support for health, Shelter and food/NFI interventions.

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.

The IP Procurement Policies and Guidelines will also be followed for procurement that needs to be done by the IP. However, the procurement guideline of the IP will be reviewed prior to implementation of procurement activities.

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.

Financial Monitoring The Financial Management and Reporting System of CWS-P/A are centralised from the Karachi Office. The Implementing Partners are required to submit a monthly financial report to CWS-P/A. All original invoices from the IPs are submitted to CWS-P/A Islamabad office for review and further forwarded to CWS-P/A Karachi Office, Finance. 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 provides financial reports to 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 a 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.

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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 staff.

At the end of the project an external audit will be carried out by Ernst & Young Global Ltd (Ford, Rhodes, Siddat Hyder & Co).

VIII. MONITORING, REPORTING & EVALUATIONS

Monitoring procedures During implementation of the project, regular monitoring 3 will be undertaken to check 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, a 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 the ACT Secretariat according to the ACT appeal reporting schedule.

IX. CO-ORDINATION

The objective of the coordination is to ensure that: the project is implemented successfully; the project objective is achieved; and the targeted beneficiaries receive timely assistance. At a larger scale, coordination will avoid geographical and thematic repetition of activities.

Coordination with Government, UN and other NGOs 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 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.

3 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.”

Pakistan Floods, Rev. 2 – PAK102 48

CWS-P/A is maintaining a regular liaison with the government line departments including the Federal, Provincial and District Level 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.

CWS-P/A is an active member of the Pakistan Humanitarian Forum (PHF) that includes many international NGOs and donor agencies. CWS-P/A also shares responsibility for representing the PHF at the Inter Agency Standing Committee (IASC). CWS-P/A is attending 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, Livelihood, Education, Early Recovery and coordination and is also part of the UN Cluster Appeal. CWS-P/A & NCA will continue to liaise with media, both print and electronic.

Coordination with Program Partners CWS-P/A is currently Chair of the ACT Pakistan Forum with ACT implementing members NCA and DKH. CWS-P/A regularly liaises with partner organizations, through periodic meetings, in addressing the issues. The CWS Disaster Management Program (DMP) generates updated maps and other relevant information regarding the flood affected areas and other situation reports for its partners and other line departments. DMP also develops and share profiles of the various districts with the relevant data mentioned as per the District Census Reports (DCRs).

X. BUDGET – CWS-P/A

II. ESTIMATED EXPENDITURE A. DIRECT ASSISTANCE 1. FOOD and NFIs (KPK- Swat, D.I. Khan, Kohistan, Shangla; Balochistan- Sibbi; Sindh- Kharipur, Thatta, Sukkur)- 2 months

Food Items (1 month ration) Wheat Flour (80 kg) package 21,000 2,560 38,400,000 53,760,000 451,765 632,471 Rice (40 kg) package 21,000 3,308 49,620,000 69,468,000 583,765 817,271 Cooking Oil (4.5 liters) package 21,000 630 9,450,000 13,230,000 111,176 155,647 Pulses (8 kg) package 21,000 490 7,350,000 10,290,000 86,471 121,059 Sugar (4kg) package 21,000 288 4,320,000 6,048,000 50,824 71,153 Tea Leaves (400 grams) package 21,000 200 3,000,000 4,200,000 35,294 49,412 Iodized Salt (800 grams) package 21,000 17 255,000 357,000 3,000 4,200 Non-Food Items Match box (pack of 10) package 10,500 11 82,500 115,500 971 1,359 Kitchen Sets sets 10,500 2,675 20,062,500 28,087,500 236,029 330,441 Plastic Mats (10x14 -3 pieces) pieces 31,500 1,190 26,775,000 37,485,000 315,000 441,000 Mosquito Nets pieces 21,000 350 5,250,000 7,350,000 61,765 86,471 Bath soap (4 pieces) package 10,500 180 1,350,000 1,890,000 15,882 22,235 Hygiene Kits sets 10,500 1,900 14,250,000 19,950,000 167,647 234,706 Jerry can (20 liters) pieces 10,500 235 1,762,500 2,467,500 20,735 29,029 Plastic Bucket (10 liters) pieces 10,500 75 562,500 787,500 6,618 9,265 Plastic Sheets (4 x 6 meters) package 10,500 1,500 9,187,500 15,750,000 108,088 185,294

Pakistan Floods, Rev. 2 – PAK102 49

Temporary Shelter

Shelter Kits (tents, incl transport pieces 2,500 9,775 24,437,500 24,437,500 287,500 287,500 cost)- Sibbi & D I Khan Packaging Packaging (20, 40 kg & 80kg package 31,500 750 5,625,000 23,625,000 66,176 277,941 bags) sub-total- food, NFIs and shelter 221,740,000 319,298,500 2,608,706 3,756,453

Direct project-related costs- Food, NFIs and temporary shelter Personnel (CWS all districts) Project Officers, (Rev 2- months 3 280,000 720,000 840,000 8,471 9,882 increased from x6 to x7), (Rev 1- increased from x4 to x6) Monitoring Officers, (Rev 2: months 3 245,000 630,000 735,000 7,412 8,647 increased from x6 to x7), (Rev 1: increased from x4 to x6) Personnel (CWS for Swat and Kohistan) - self implementation Field Personnel (Swat X 6 weeks 8 45,000 360,000 360,000 4,235 4,235 personnel) Field Personnel (Kohistan X 4 weeks 8 30,000 240,000 240,000 2,824 2,824 personnel) Volunteer Stipend (Swat X 5 weeks 8 10,000 80,000 80,000 941 941 personnel) Volunteer Stipend (Kohistan X weeks 8 10,000 80,000 80,000 941 941 5 personnel) Driver (2) weeks 12 7,500 60,000 90,000 706 1,059 CWS Staff travel, board and lodging (All districts for emergency response) Vehicle Rental (2) months 3 110,000 330,000 330,000 3,882 3,882 Fuel Cost (4) months 3 160,000 480,000 480,000 5,647 5,647 Maintenance Cost vehicles (4) months 3 200,000 600,000 600,000 7,059 7,059 Local Travel months 3 85,000 255,000 255,000 3,000 3,000

Meals and Incidentals months 3 100,000 300,000 300,000 3,529 3,529

Accommodation (31 persons at field 75 38,750 3,600,000 2,906,250 42,353 34,191 Rs. 1250 per day) days Other (CWS)- All districts for emergency response Printing of tokens pcs 31,500 15 225,000 472,500 2,647 5,559 Communication months 3 75,000 225,000 225,000 2,647 2,647

Security Expenses months 3 120,000 360,000 360,000 4,235 4,235

Personnel (NCBP for Sibi) Project Coordinator months 3 15,000 45,000 45,000 529 529 Field Personnel (3) months 3 45,000 135,000 135,000 1,588 1,588 Driver (2) months 3 40,000 120,000 120,000 1,412 1,412 Administrative/Operational Cost (NCBP) Vehicle fuel & maintenance (2) months 3 100,000 300,000 300,000 3,529 3,529 Vehicle maintenance (2) months 3 20,000 60,000 60,000 706 706

Pakistan Floods, Rev. 2 – PAK102 50

Communications months 3 10,000 30,000 30,000 353 353

Office Supplies months 3 5,000 15,000 15,000 176 176

Meals and Incidentals months 3 4,800 14,400 14,400 169 169 Personnel (VEER for DI Khan) Distribution Officer (Male, 4) months 3 80,000 240,000 240,000 2,824 2,824 Distribution Officer (Female, 2) months 3 40,000 120,000 120,000 1,412 1,412 Administrative/Operational Cost (VEER) Vehicle Rental (2) months 3 90,000 270,000 270,000 3,176 3,176 Vehicle Fuel (2) months 3 90,000 270,000 270,000 3,176 3,176 Personnel (PVDP for Khairpur,Sukkur&Thatta) Project Manager (2) months 3 60,000 90,000 180,000 1,059 2,118 Relief Coordinator (2) months 3 50,000 75,000 150,000 882 1,765 Field Officers (15) months 3 270,000 270,000 810,000 3,176 9,529 Finance Officer (2) months 3 40,000 60,000 120,000 706 1,412 Driver (6) months 3 72,000 72,000 216,000 847 2,541 Administrative/Operational Cost (PVDP) Assessment Cost lumpsu 1 50,000 25,000 50,000 294 588 m Boarding and Lodging months 3 100,000 150,000 300,000 1,765 3,529 Staff Orientation Cost lumpsu 1 60,000 30,000 60,000 353 706 m Communication months 3 33,333 50,000 100,000 588 1,176 Rent, Utilities, Supplies months 3 33,333 50,000 100,000 588 1,176 Vehicle Rental (6) months 3 240,000 0 720,000 0 8,471 Fuel and Maintenance (6) months 3 210,000 0 630,000 0 7,412 Personnel (HIN for Shangla) Field Coordinator months 3 36,000 108,000 108,000 1,271 1,271 Food Distributor and Monitor months 3 72,000 216,000 216,000 2,541 2,541 (4) Data Entry Operator months 3 10,000 30,000 30,000 353 353 Administrative/Operational Cost (HIN) Communication months 3 5,000 15,000 15,000 176 176 Vehicle Rental (2) months 3 100,000 300,000 300,000 3,529 3,529 Vehicle Fuel (2) months 3 40,000 120,000 120,000 1,412 1,412 Sub-total Direct project-related costs (Food NFIs and temporary shelter) 14,198,150 139,122 167,037

Total (Food NFIs and shelter) 233,565,400 333,496,650 2,747,828 3,923,490

Pakistan Floods, Rev. 2 – PAK102 51

2. PROVISION OF HEALTH SERVICES

Mobile Health Units (Mansehra, Swat, Kohistan, Khairpur and Sukkur) MHU set up and operation

Emergency Phase: Medicines months 3 1,550,000 2,760,000 4,650,000 32,471 54,706 and Medical Supplies for 5 MHUs MHU Personnel (3 months)) Medical Officer (5) months 3 375,000 675,000 1,125,000 7,941 13,235

Lady Health Visitors/Nurses (5) months 3 150,000 270,000 450,000 3,176 5,294 Dispensers/clerk (5) months 3 150,000 270,000 450,000 3,176 5,294

Drivers (5) months 3 75,000 90,000 225,000 1,059 2,647 Guards (5) months 3 60,000 108,000 180,000 1,271 2,118 Cleaners/Helpers (5) months 3 60,000 108,000 180,000 1,271 2,118 Benefits and allowances (15%) 228,150 391,500 2,684 4,606 MHU Staff Transportation Vehicle Rental (4) months 3 240,000 360,000 720,000 4,235 8,471 Fuel for Vehicle (5)- 1 vehicle months 3 175,000 420,000 525,000 4,941 6,176 contributed by CWS Vehicle Repair maintenance (5) months 3 250,000 600,000 750,000 7,059 8,824 MHU Security Expenses months 3 70,000 105,000 210,000 1,235 2,471

MHU Staff Board and Lodging Rent/Supplies- Field Staff months 3 525,000 945,000 1,575,000 11,118 18,529 Accommodation (5 MHUs) Meals & Incidentals (5 MHU months 3 375,000 675,000 1,125,000 7,941 13,235 Teams) Generator fuel for field months 3 150,000 270,000 450,000 3,176 5,294 accomodation and office Sub total (MHUs) 7,884,150 13,006,500 92,755 153,018

Static Health Units (recovery phase- 12 months) - Kohistan, Shangla (2), Mansehra & Muzaffargarh

SHU set up and operation Recovery Phase: Medicines and months 12 1,600,000 0 19,200,000 0 225,882 Medical Supplies for 5 SHUs Medical Equipment for 5 Units per unit 5 200,000 0 1,000,000 0 11,765 Referrals to Hospitals per unit 5 30,000 0 150,000 0 1,765 Hydraulic Mobile Medical unit 2 1,600,000 0 3,200,000 0 37,647 Clinics (initial SHU structures) Minor repairs to health facilities facility 5 400,000 0 2,000,000 0 23,529 SHU Personnel (Recovery) Medical Officer (5) months 12 375,000 0 4,500,000 0 52,941

Lady Health Visitors/Nurses (5) months 12 150,000 0 1,800,000 0 21,176 Dispensers/BHU Clerk (5) months 12 150,000 0 1,800,000 0 21,176

Community Mobilizers (7) months 12 210,000 0 2,520,000 0 29,647

Drivers (5) months 12 75,000 0 900,000 0 10,588

Pakistan Floods, Rev. 2 – PAK102 52

Guards (5) months 12 60,000 0 720,000 0 8,471 Cleaners/Helpers (5) months 12 75,000 0 900,000 0 10,588 Benefits and allowances (15%) 1,971,000 0 23,188 SHU Staff Transportation Vehicle Rental (5) months 12 300,000 0 3,600,000 0 42,353 Fuel for Vehicle (5) months 12 175,000 0 2,100,000 0 24,706

Vehicle Repair and maintenance months 12 100,000 0 1,200,000 0 14,118 (5) SHU Staff Board and Lodging Rent/Supplies- Field Staff months 12 400,000 0 4,800,000 0 56,471 Accommodation (5 SHUs) Meals & Incidentals (5 SHU months 12 300,000 0 3,600,000 0 42,353 Teams) Generator fuel for field months 12 175,000 0 2,100,000 0 24,706 accomodation and office Sub total (SHUs- recovery phase) 0 58,061,000 0 683,071

Other IEC Materials lump 1 400,000 0 400,000 0 4,706 sum Sub total (Health- other) 0 400,000 0 4,706

Direct Project Related Costs - Health CWS Project Staff (100%) (emergency phase- 3 months) Project Officer (2) months 3 170,000 255,000 510,000 3,000 6,000

Field Project Officer (2) months 3 140,000 210,000 420,000 2,471 4,941 Health Data Officer (2) months 3 80,000 120,000 240,000 1,412 2,824

Pharmacy Store Keeper (2) months 3 60,000 90,000 180,000 1,059 2,118 Drivers (2) months 3 30,000 0 90,000 0 1,059 (Recovery phase- 12 months) Project Officer (2) months 12 170,000 0 2,040,000 0 24,000

Field Project Officer (3) months 12 210,000 0 2,520,000 0 29,647 Health Data Officer (2) months 12 80,000 0 960,000 0 11,294

Pharmacy Store Keeper (2) months 12 60,000 0 720,000 0 8,471 Finance Officer (2) months 12 90,000 0 1,080,000 0 12,706 Driver (2) months 12 30,000 0 360,000 0 4,235 Benefits and allowances (15%) 1,368,000 0 16,094 Sub total (Health- personnel, project related) 0 10,488,000 0 123,388

CWS staff travel (emergency phase- 3 months) Vehicle Rental (1) months 3 60,000 0 180,000 0 2,118 Fuel for Vehicle (2)- 1 vehicle months 3 70,000 0 210,000 0 2,471 contributed by CWS

Pakistan Floods, Rev. 2 – PAK102 53

Vehicle Repair and maintenance months 3 80,000 0 240,000 0 2,824 (2) (Recovery phase- 12 months) 0 0 0 0 Vehicle Rental (2) months 12 120,000 0 1,440,000 0 16,941 Fuel for Vehicle (2) months 12 70,000 0 840,000 0 9,882 Vehicle Repair and maintenance months 12 40,000 0 480,000 0 5,647 (2) Sub total (Health- staff travel, project related) 0 3,410,471 0 39,882

Total (Health) 7,884,150 95,853,971 92,755 1,004,065

3. LIVELIHOOD RECOVERY - CONSTRUCTION TRADE TRAINING CENTERS (Swat, Khairpur and Thatta)

Personnel Project Manager (3) months 12 180,000 0 2,160,000 0 25,412 Project Officer (3) months 12 120,000 0 1,440,000 0 16,941 Community Mobilizers (8) months 12 160,000 0 1,920,000 0 22,588 Instructors (15) months 12 450,000 0 5,400,000 0 63,529 Support staff Drivers (3) months 12 45,000 0 540,000 0 6,353 Guards (6) months 12 72,000 0 864,000 0 10,165 Cleaners/Helpers (6) months 12 72,000 0 864,000 0 10,165 Benefits and allowances (15%) 1,978,200 0 23,273 Training equipment and materials Essential Training Materials months 12 355,000 0 4,260,000 0 50,118 Essential Training Equipment months 12 130,000 0 1,560,000 0 18,353 External Services for Additional lumpsu 3 400,000 0 1,200,000 0 14,118 Training m Safety Gear & protective trainees 900 1,500 0 1,350,000 0 15,882 clothing Tool kits for Trainees trainees 900 12,000 0 10,800,000 0 127,059 Printing Stationary & Textbook lumpsu 1 400,000 0 400,000 0 4,706 Printing m Trainee stipends and certification Stipend to Trainees days 900 6,700 0 6,030,000 0 70,941 Stipend for Apprentices (ToT) days 60 6,700 0 402,000 0 4,729 Certification & Graduation batches 12 64,000 0 768,000 0 9,035 Ceremony Set up and running costs of centres Furniture and fixtures lumpsu 3 300,000 0 900,000 0 10,588 m Rental (CTT Center) months 12 300,000 0 3,600,000 0 42,353 CTTC Repair and Maintenance months 12 150,000 0 1,800,000 0 21,176 CTTC Utilities months 12 180,000 0 2,160,000 0 25,412 Communication months 12 60,000 0 720,000 0 8,471 Stationery & Supplies months 12 120,000 1,440,000 16,941 Security Expenses months 12 180,000 0 2,160,000 25,412

Pakistan Floods, Rev. 2 – PAK102 54

Travel Vehicle Rental (3) months 12 180,000 0 2,160,000 0 25,412 Fuel and Maintenance (3) months 12 195,000 0 2,340,000 0 27,529 Local Travel months 12 180,000 0 2,160,000 0 25,412 Total (Livelihoods- CTTC) 61,376,200 722,073

4. FOOD SECURITY (Swat and Khairpur)

Cash for Work laborers 4,500 20,000 0 90,000,000 0 1,058,824 Voucher for Farmers farmer 4,500 15,000 0 67,500,000 0 794,118 Cash Grants for Small shops 300 25,000 0 7,500,000 0 88,235 Shopkeepers Subtotal 0 165,000,000 0 1,941,176

Direct Project Related Costs Personnel Project Manager (2) months 12 200,000 0 2,400,000 0 28,235 Agriculture Officer (2) months 12 120,000 0 1,440,000 0 16,941 Social Organizers 4 men, 4 months 12 240,000 0 2,880,000 0 33,882 women Monitoring Officer (2) months 12 80,000 0 960,000 0 11,294 Driver (4) months 12 60,000 0 720,000 0 8,471 Benefits and allowances (15%) 1,260,000 0 14,824 Operational Support Communications months 12 60,000 0 720,000 0 8,471 Utilities months 12 80,000 0 960,000 0 11,294 Stationary and supplies months 12 60,000 0 720,000 0 8,471 Travel Vehicle Rental (4) months 12 240,000 0 2,880,000 0 33,882 Fuel and Maintenance (4) months 12 260,000 0 3,120,000 0 36,706 Local Travel months 12 240,000 0 2,880,000 0 33,882 Sub total- direct project 0 20,940,000 0 246,353 related costs

Total (Livelihoods- Food 0 185,940,000 0 2,187,529 Security)

TOTAL (DIRECT ASSISTANCE) 241,449,550 676,666,821 2,840,583 7,837,157

B. TRANSPORT, WAREHOUSING & HANDLING a. Swat and Kohistan Food/NFI Distribution (CWS) Warehouse Officer (CWS- Rev months 3 50,000 125,000 125,000 1,471 1,471 1 increased from x1 to x2) Transportation (From Supplier trips 60 30,000 1,800,000 1,800,000 21,176 21,176 to Site) Local Travel (From Warehouse trips 180 5,000 900,000 900,000 10,588 10,588 to Distribution Points)

Pakistan Floods, Rev. 2 – PAK102 55

Rent for Warehouse (Rev 1- months 3 100,000 250,000 250,000 2,941 2,941 increased to x2) Guard for Warehouse (rev 1 months 3 40,000 100,000 100,000 1,176 1,176 increased to x 4) Labor Cost (unloading from per trip 60 10,000 600,000 600,000 7,059 7,059 truck to warehouse) b. Sibi Food/NFI Distribution (NCBP) Local Travel (From Warehouse trips 30 10,000 300,000 300,000 3,529 3,529 to Distribution Points) Rent for Warehouse months 3 8,000 20,000 20,000 235 235 Guard for Warehouse (2) months 3 20,000 50,000 50,000 588 588 Labor Cost (unloading from per trip 20 10,000 200,000 200,000 2,353 2,353 truck to warehouse) c. DI Khan Food/NFI Distribution (Veer)

Rent for Warehouse months 3 25,000 62,500 62,500 735 735 Warehouse Supervisor months 3 22,000 55,000 55,000 647 647 Guard for Warehouse (2) months 3 20,000 50,000 50,000 588 588 Labor Cost (unloading from per trip 20 10,000 200,000 200,000 2,353 2,353 truck to warehouse) d. Khairpur, Sukkur & Thatta Food/NFI Distribution (PVDP)

Rent for Warehouse months 2 70,000 30,000 140,000 353 1,647

Local Travel (From Warehouse trips 346 4,000 692,000 1,384,000 8,141 16,282 to Distribution Points) Warehouse In-Charge months 2 35,000 30,000 70,000 353 824

Guard (4) months 2 40,000 40,000 80,000 471 941

Labor Cost (unloading from trips 346 3,000 519,000 1,038,000 6,106 12,212 truck to warehouse) e. Shangla Food/NFI Distribution (HIN)

Local Travel (from Warehouse trips 100 3,000 300,000 300,000 3,529 3,529 to Distribution Points) Rent for Warehouse months 3 35,000 105,000 105,000 1,235 1,235

Warehouse Support Staff (3) months 3 44,000 132,000 132,000 1,553 1,553

Warehouse Support Staff (3) months 3 30,000 90,000 90,000 1,059 1,059

Labor Cost (unloading from months 3 80,000 240,000 240,000 2,824 2,824 truck to warehouse)

f. Warehousing for Medicines months 12 20,000 0 240,000 0 2,824 & Medical Supplies (Khairpur) TOTAL TRANSPORT, W/HOUSING & HANDLING 6,890,500 8,531,500 81,065 100,371

C. INDIRECT COSTS: ADMINISTRATION, PERSONNEL AND OPERATIONAL SUPPORT

Fixed operational support costs

CWS - Manshera Office for Health

Personnel - 100% for the project Admin Officer 12 45,000 0 540,000 0 6,353 Procurement Officer 12 35,000 0 420,000 0 4,941

Pakistan Floods, Rev. 2 – PAK102 56

Finance Officer 12 40,000 0 480,000 0 5,647 HR Officer 12 40,000 0 480,000 0 5,647 Benefits and allowances (15%) 288,000 0 3,388 Operational Costs Stationery & Supplies 60% 12 45,000 0 540,000 0 6,353 Rent and Utilities for office and 12 150,000 0 1,800,000 0 21,176 warehouse 60% Communication 60% 12 90,000 0 1,080,000 0 12,706 Security Expenses 60% 12 90,000 0 1,080,000 0 12,706 Maintenance of equipment 60% 12 30,000 0 360,000 0 4,235 Insurance and registration cost of equipment 12 30,000 0 360,000 0 4,235 and vehicles 60% Travel, Board and Lodging Vehicle Rental (1) 60% 12 36,000 0 432,000 0 5,082 Fuel and other related costs 12 39,000 0 468,000 0 5,506 (60%) Public transport (local travel) 12 60,000 0 720,000 0 8,471 (60%) Meals and Incidentals (60%) 12 90,000 0 1,080,000 0 12,706 Staff boarding & lodging (60%) 12 90,000 0 1,080,000 0 12,706 Sub Total (CWS- Mansehra Office) 11,208,000 131,859

CWS - Swat Office for Livelihoods- CTTC and Food Security Personnel Associate Director ARP 50%- months 12 100,000 0 1,200,000 0 14,118 Livelihoods recovery- CTTCs Admin Officer 12 45,000 0 540,000 0 6,353 Procurement Officer 12 35,000 0 420,000 0 4,941 Finance Officer 12 40,000 0 480,000 0 5,647 Benefits and allowances (15%) 396,000 0 4,659 Operational Costs Stationery & Supplies 60% 12 45,000 0 540,000 0 6,353 Rent and Utilities for office and 12 150,000 0 1,800,000 0 21,176 warehouse 60%

Communication 60% 12 90,000 0 1,080,000 0 12,706 Security Expenses 60% 12 90,000 0 1,080,000 0 12,706 Maintenance of equipment 60% 12 30,000 0 360,000 0 4,235 Insurance and registration cost of equip & 12 30,000 0 360,000 0 4,235 vehicles 60% Travel, Board and Lodging Vehicle Rental (1) 60% 12 36,000 0 432,000 0 5,082 Fuel and other related costs 12 39,000 0 468,000 0 5,506 (60%) Public transport (local travel) 12 60,000 0 720,000 0 8,471 (60%) Meals and Incidentals (60%) 12 90,000 0 1,080,000 0 12,706 Staff boarding & lodging (60%) 12 90,000 0 1,080,000 0 12,706

Pakistan Floods, Rev. 2 – PAK102 57

Sub Total (CWS- Swat Office) 12,036,000 141,600

PVDP - Field Office in Khairpur for Livelihoods- CTTC and Food Security

Personnel Office Manager 12 80,000 0 960,000 0 11,294 Logistics Officer 12 35,000 0 420,000 0 4,941 Finance Officer 12 40,000 0 480,000 0 5,647 Benefits and allowances (15%) 279,000 0 3,282 Operational Costs Stationery & Supplies 12 40,000 0 480,000 0 5,647 Rent and Utilities for office 12 80,000 0 960,000 0 11,294

Communication 12 35,000 0 420,000 0 4,941 Insurance and registration cost of equipment 12 30,000 0 360,000 0 4,235 and vehicles Travel, Board and Lodging 0 0 0 0 Vehicle Rental (1) 60% 12 36,000 0 432,000 0 5,082 Fuel and other related costs 12 39,000 0 468,000 0 5,506 (60%) Public transport (local travel) 12 60,000 0 720,000 0 8,471 (60%) Meals and Incidentals (60%) 12 90,000 0 1,080,000 0 12,706 Staff boarding & lodging (60%) 12 90,000 0 1,080,000 0 12,706 Sub Total (Khairpur Office) 0 8,139,000 0 95,753

Church of Pakistan - Office in Muzaffargarh for SHU

Operational Costs Office and Computer Supplies 12 30,000 0 360,000 0 4,235 Communication 12 10,000 0 120,000 0 1,412 Utilities 12 15,000 0 180,000 0 2,118 Sub Total (CoP- Muzaffargarh Office) 0 660,000 7,765

Total- Operational support fixed costs (field offices) 0 32,043,000 0 376,976

Operational support (support offices) Personnel (salaries and benefits) CWS- Islamabad

Project Manager months 3 125,000 375,000 375,000 4,412 4,412 Reporting & Communications months 3 170,000 510,000 510,000 6,000 6,000 Officer (rev 1: increased from x1 to x2) Procurement Officer (Rev 2: months 3 120,000 150,000 300,000 1,765 3,529 increased from x1 to x2) Administration Officer (Rev 2: months 3 80,000 120,000 240,000 1,412 2,824 increased from x1 to x2) Finance Officer (Rev 2: months 3 110,000 165,000 330,000 1,941 3,882 increased from x1 to x2)

Pakistan Floods, Rev. 2 – PAK102 58

Security Officer months 15 50,000 150,000 750,000 1,765 8,824 Driver (Rev 1: increased from months 15 80,000 240,000 1,200,000 2,824 14,118 x2 to x4)) % time dedicated to appeal programme Deputy Director 25% of time months 15 138,125 414,375 2,071,875 4,875 24,375 Emergency Response and months 15 170,000 510,000 2,550,000 6,000 30,000 Recovery Advisor (50% of time) External Affairs Manager months 15 30,000 90,000 450,000 1,059 5,294 (50%) Documentation and Reporting months 12 100,000 1,200,000 0 14,118 Manager (75%) Logistics & Procurement months 12 45,000 540,000 6,353 Officer (50%) Communications Officer (50%) months 12 75,000 900,000 10,588 HR Officer (50%) months 12 50,000 600,000 7,059 Finance Manager (25% of time) months 15 40,000 120,000 600,000 1,412 7,059 Benefits and Allowances 15% 15% 370,406 1,836,281 4,358 21,603 salaries NCBP Admin Manager (30%) months 3 20,000 60,000 60,000 706 706 Accounts Officer (50%) months 3 20,000 60,000 60,000 706 706 Benefits and Allowances 15% 15% 18,000 18,000 212 212 salaries PVDP Executive Director (25%) months 12 40,000 0 480,000 0 5,647

Coordinator, DRU (50%) months 12 35,000 0 420,000 0 4,941 Admin and Finance (50%) months 12 22,000 0 264,000 0 3,106 Benefits and Allowances 15% 0 174,600 0 2,054 VEER Project Director (25%) months 3 40,000 120,000 120,000 1,412 1,412

Project Manager (50%) months 3 35,000 105,000 105,000 1,235 1,235 Monitoring Officer (50%) months 3 35,000 105,000 105,000 1,235 1,235

Admin and Finance (50%) months 3 22,000 66,000 66,000 776 776 Benefits and Allowances 15% 59,400 59,400 699 699 CWS Staff Development and R&R Staff Training and Development courses 4 75,000 0 300,000 0 3,529

Rest and Recuperation (4 x trips 8 200,000 0 1,600,000 0 18,824 expat staff, 4 times for local staff) Sub Total - Personnel 3,808,181 16,685,156 44,802 215,119

Office Running Costs and Staff Travel - CWS Support Offices (%) Utilities and Office Supplies month 15 112,500 168,750 1,687,500 1,985 19,853 (50%) Communications (50%) month 15 75,000 112,500 1,125,000 1,324 13,235 Meals and Incidentals (50%) month 15 60,000 90,000 900,000 1,059 10,588 Equipment Repair & month 15 37,500 56,250 562,500 662 6,618

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Maintenace (50%) Vehicle Rental (4) month 15 240,000 0 3,600,000 0 42,353 Fuel Cost (50%) months 15 80,000 120,000 1,200,000 1,412 14,118 Vehicle Repair and Maintenance months 15 140,000 0 2,100,000 0 24,706 (4) Local Travel (50%) months 15 200,000 300,000 3,000,000 3,529 35,294 Boarding and Lodging (50%) months 15 150,000 225,000 2,250,000 2,647 26,471 Documentation/Information unit 1 400,000 400,000 4,706 Dissemination Office Running Costs - PVDP Support Office Rent and Utilities (50%) month 12 15,000 0 180,000 0 2,118 Office Supplies (50%) month 12 10,000 0 120,000 0 1,412 Communications (50%) month 12 10,000 0 120,000 0 1,412 Office Running Costs - VEER Support Office Utilities (electricity, month 3 15,000 45,000 45,000 529 529 Communications) Stationery month 3 4,000 12,000 12,000 141 141 Postage and courier month 3 1,000 3,000 3,000 35 35 Sub-Total - Office Running Costs & Staff travel 1,132,500 17,305,000 13,324 203,588

Internal Monitoring and evaluation Internal Monitoring months 12 300,000 900,000 3,600,000 10,588 42,353 Internal Evaluation lump 1 600,000 250,000 600,000 2,941 7,059 sum Sub-total- Internal M&E 1,150,000 4,200,000 13,529 49,412

TOTAL INDIRECT COSTS 6,090,681 70,233,156 71,655 845,096

D. External Audit Financial Management & Audit lump 1 2,500,000 250,000 2,500,000 2,941 29,412 sum TOTAL AUDIT 250,000 2,500,000 2,941 29,412

TOTAL 254,680,731 757,931,477 2,996,244 8,812,035

International Co-ordination Fee (3%)* 7,640,422 22,737,944 89,887 264,361

TOTAL ESTIMATED 262,321,153 780,669,421 3,086,131 9,076,396 EXPENDITURE

BALANCE REQUESTED 1,991,361 6,257,200

* charged on actual income received minus value of in-kind contributions EXCHANGE RATE: PKR to 1 85 USD =

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APPENDIX I CWS Budget Notes

A. DIRECT ASSISTANCE Please see the narrative or budget line descriptions for explanation of budget sections.

CWS Personnel for ALL target locations (Food/NFI/Emergency Shelter)

• Project Officers ( Rev 2: increased from x6 to x7 ) will be based in the targeted districts for providing field operations support for all projects under this appeal. • Monitoring Officers ( Rev 2: increased from x6 to x7) will be based in the targeted districts and responsible for monitoring of project activities.

B. TRANSPORT, WAREHOUSING AND HANDLING

Costs under this account head are related to the transport and warehousing of materials and/or food/NFI, Shelter and medicines and supplies for the proposed components of this appeal. It also include loading and unloading of F/NFIs

Please note, some costs related to the transport of materials between the field offices and project areas and for storage of materials is integrated with the costs budgeted for staff travel and accommodation in the field.

C. INDIRECT COSTS: ADMINISTRATION PERSONNEL AND OPERATIONAL SUPPORT

CWS Fixed Cost – Mansehra Office – will be providing necessary support for the health units.

Personnel • HR Officer Responsible for overall implementation of functions and activities of staff recruitment and selection, performance management, training and development according to the policies of CWS P/A, based in Mansehra. Close coordination with HR Manager to ensure the smooth implementation of HR policies. • Admin Officer, Finance Officer, and Procurement and Logistics Officer provides necessary support to the projects and ensures that all operations and finance guidelines and policies are being complied with.

CWS Fixed Cost – Swat Office – will be providing necessary support for the CTTC and Food Security programs.

Personnel • Associate Director ARP (50%) - will be responsible for overall on-site direction, supervision and implementation of the project. This amount covers expenses that include rent and utilities, security expenses, travel expenses, food expenses and the portion of his salary associated with CTTC. • Admin Officer, Finance Officer, and Procurement and Logistics Officer provides necessary support to the projects and ensures that all operations and finance guidelines and policies are being complied with.

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CWS Fixed Cost – Islamabad and Karachi Offices – will be providing overall support for the all project interventions.

Personnel (100%)

• Project Manager (1) stationed in Islamabad, will be overall responsible for planning and management of project outputs and personnel. Will be overall responsible for monitoring and reporting of project results to CWS-P/A and ACT. • Project Officers ( Rev 2: increased from x6 to x7 ) will be based in the targeted districts for providing field operations support for all projects under this appeal. • Monitoring Officers ( Rev 2: increased from x6 to x7) will be based in the targeted districts and responsible for monitoring of project activities. • Reporting & Communication Officer (rev 1 increased from x1 to x2) will be based in Islamabad and responsible for development of required communication material for sharing project success to other clients and stakeholders. S/he will also be responsible for editing and compiling of final progress report the appeal. Monthly salary is PKR 85,000 for three months. • Procurement Officer ( rev 2: increased from x1 to x2) – will be based in Islamabad and Karachi but overall responsible for procurement of project goods for all the districts to be purchased under this appeal. Will ensure compliance of CWS-P/A procurement policies in all the procurements done under this appeal. • Administration Officer ( rev 2: increased from x1 to x2) – will be based in Islamabad but responsible for overall office administration and logistics management for all project staff. • Finance Officer ( rev 2: increased from x1 to x2) – will be based in Islamabad but mainly responsible for overall financial management and accounting of project expenses. • Security Officer (1) will be moving around from district to district and responsible for ensuring security of project staff in the field. S/he will regularly update the project staff about the security related matters. • Drivers ( rev 2: increased from x1 to x2) – will be responsible for transporting the project staff and supplies as needed to the project sites.

Personnel CWS P/A Islamabad and Karachi Offices • Deputy Director (25%) will act as donor liaison. • Emergency Response and Recovery Advisor (50%) - would provide overall strategic and operational input in planning and executing the emergency and recovery response. • External Affairs Manager (50%) will be responsible for liaison with the government Authority and will be dealing with legal matters. • Documentation and Reporting Manager (75%) – will be responsible for consolidating information from the field offices and ensure that activities are reported accurately. In coordination with the Communication Officer, ensure that donors and partners are informed accordingly. • Logistics/ Procurement Officer (50%) will be responsible for day to day procurement from Islamabad and Karachi and transportation of materials and equipment as needed. Not all procurements can be made in the field areas. Only basic commodities are available and the market is small. There can be less choices/options to choose from and it will be necessary that major procurements will be done both in Islamabad and Karachi. • Communication Officer (50%) will be responsible for the generation of relevant information for other stakeholders • HR officer (50%) will be responsible for staffing needs with the program and to ensure all the procedures are followed as per CWS P/A HR policies. • Finance Manager (25%) will be responsible for review of project accounts in the field, compilation and finalization of financial reports to be submitted to ACT and will also facilitate external audit. • Benefits and Allowances: This will cover health and life insurance coverage and other statutory obligations

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Personnel NCBP Sibi Office • Admin Manager (30%) will be responsible for overall administrative and logistic matters of the project. • Accounts Officer (50%) will be responsible for management and reporting of project accounts of NCBP component.

Personnel VEER D.I.Khan Office • Project Director (25%) will be responsible for overall strategic management of the project and coordination with and reporting to CWS-P/A and line agencies. • Project Manager (50%) will be responsible for overall management of project activities. Will compile and finalize the progress reports against the planned activities. Will manage performance of the distribution staff. • Monitoring Officer (50%) will be responsible for overall monitoring and reviewing the distribution activities against the distribution plan. Will ensure that the compliance of minimum Sphere standards is done at field level. • Admin and Finance Officer (50%) will be overall responsible for administrative and financial matters of distribution activities done by VEER under this appeal.

SUPPORT OFFICE RUNNING COSTS

CWS-P/A Offices • Office Rent & Repairs, utilities and office supplies: Covers afore-mentioned expenses for CWS Islamabad and Karachi Offices which will be providing support to the project. • Repair & Maintenance (Equipment): Covers afore-mentioned expenses for CWS Islamabad and Karachi Offices which will be providing support to the project. • Communication (telephone, email, postage): Covers afore-mentioned expenses for CWS Islamabad and Karachi Offices which will be providing support to the project. • Meals and Incidentals: for expenses related to participation of CWS staff in coordination meetings with project beneficiaries in Islamabad and at the federal level

VEER Support Office • Utilities (Electricity, Communications, Entertainment etc.) This includes expenses related to electricity, communications and entertainment for VEER support office. • Stationary covers cost of office stationary incurred for documentation and reporting of project activities. • Postage & Courier includes postage and courier expenses of VEER Support Office for reporting and disseminating project activities.

• Internal Monitoring and Accountability: This covers related expenses for staff members coming from the head office directly involved in monitoring and evaluation. It should be noted that other items in the budget referring to miscellaneous expenses related to CWS staff travel pertain only to direct program (technical and administrative) involvement. • Internal Evaluation: covers cost of project learning and evaluation e.g. boarding, lodging of participants of review workshop etc.

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Diakonisches Werk/Diakonie Katastrophenhilfe

Actions to date (as at 9 September 2010)

Under the ACT appeal response, DKH is providing temporary shelter, water and sanitation inputs, debris cleaning and housing reconstruction materials and support to livelihoods in Nowshera, Charsadda and Swat Districts, KPK District. These activities will be implemented with local partner National Rural Support Program (NRSP).

These activities include:

 Distribution of 1,500 tents and 1,500 tarpaulins  Distribution of 2,000 hygiene kits  Carrying out 75 hygiene awareness sessions  Constructing 320 latrines and conducting related operation and maintenance training sessions  Distribution of wheat, maize and vegetable seeds with fertilizers  Carrying out 60 crop management training sessions  Debris cleaning/reconstruction  Provision of construction materials package for 1,500 households  Provision of hardware materials packages for 1,500 households

DKH is undertaking other emergency response and recovery activities funded outside of the ACT appeal.

These are detailed in the table below:

Project Project Project Title Partner Project Activities Location Period/Duration

Immediate Nowshera, Installation of 20 water tanks and provision of water Relief - Charsadda, 14.08 - 14.09 (1000 HH/ day) , debris cleaning (500HH) & food Floods, KPK SWAT distribution for SWAT (2000 HH)

Temporary Shelter: Distribution of 1,250 tents, 1,250 tarpaulines & 1,250 bamboos & ropes Humanitarian Nowshera, WAT-SAN: Installation of 50 water tanks, filling the Assistance to Charsadda, tankers (90 times) 3,000 chlorinations, 2,500 jerry 09.08.2010- Flood- NRSP SWAT cans, 1,250 hygiene kits, 50 hygiene awareness 09.02.2011 affected Districts, sessions Households KPK NFIs Distribution of 1,250 kitchen sets Debris cleaning/reconstruction 1,250 HHs for CfW program, distribution of households materials

Food: Provision of cooked food (140,000 meals) for 5,000 people for 14 days Relief Aid Livelihoods: I. .Provision of 4500 packs of animal feed Nowshera, and Early for 3,000 animal (1500 HH-3 times) Charsadda, Recovery for 13.08.2010 - II. Seeds distribution for 3000 HH NRSP SWAT Flood- 13.02.2010 Sanitation : Construction of 100 latrines Districts, affected NFIs : Distribution of 1,500 kitchen sets KPK Households Debris Cleaning / Reconstruction: Provision of 1,500 households tools kits & cleaning debris in at least 2,500 acres of agricultural lands

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NFIs: Distribution of 2,800 HH Bedding sets (Matresses, Nowshera, pillows, plastic mats) Emergency Charsadda, 2,800 kitchen sets Response to SWAT and 25.08.2010 - PES 2,800 Emergency lights the Flood Shangla 30.09.2010 2,800 Jerry Cans Affectees Districts, 2,800 hygiene kits KPK WASH Kits 2,800 Mosquito nets

Provision of NFIs: Relief Items Distribution of 1550 HH Bedding sets (matresses, bed Muzaffarabad, to the sheets, blankets, ground mats) 2 sets per HH) Hattian Bala, 25.08.2010 - affected ADO 775 ki tchen sets Neelum 31.10.2010 families by 775 Gas cylinder and gas stoves Valley, AJK landslides 775 water cooler and floods 775 Hygiene kits

Food: Emergency Bakkar and Distribution of 3500 food packages Assistance Layyah 25 August - 31 NFIs and health & hygiene: TWO for the Flood Districts, October 2010 1,600 NFIs/ kitchen s ets affectees Punjab .2,000 hygiene kits 4 medical camps

Food: Provision of 2000 food packages NFIs: 2000 water coolers From Relief Livelihoods: 2000 wheat seeds packs, 2000 24.08.2010 - to Early LSF Punjab ag ricultural tools and 6 livestock vaccination camps 31.08.2011 Recovery Health: Establishment of 6 medical camp facilities DRR: Provision of DRR training sessions

V. TARGETED LOCATIONS and BENEFICIARIES Target Locations

The DKH response will target three districts of Khyber Pukhtoonkwa (KPK) Province : o Charsadda ( 6 Union Councils: Hisara YZ, Mirza Dher, Hisara Nehri, Haji Zai, ,Hassan Zai, Kangra) o Nowshera (5 Union Councils: Akbar Pura, Aman Kot, Mukhal Kai, Mohab Banda and Azam Zai) o Swat (8 Union Councils: Barikot, Kota, Ghalagay, Tendodag, Shamozai, Islam Pur, Khawaza Khela, Kotani) (additionally included in Revision 2 of the appeal)

The selected Union Councils are core programme areas of the DKH implementing partner, NRSP, where they have an established and ongoing presence and relationship with communities through “Community Organizations”, now severely affected by the floods.

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The second selection criteria for selecting the target locations (districts) has been the high impact of the floods on these three districts among other affected areas according to statistics and assessment reports provided by Government and UN Agencies. The most affected Union Councils with no or limited humanitarian assistance have been prioritized.

Number of targeted beneficiaries according to proposed assistance

• Emergency shelter: At least 1,500 households (approximately 12,000 individuals) • Hygiene kits and hygiene promotion: At least 2,000 households (approximately 16,000 individuals) • Latrines: At least 800 households (approximately 6,400 individuals) • Housing rehabilitation- debris cleaning (Cash for Work) and provision of tools and materials: At least 1,500 households (approximately 12,000 individuals) • Livelihood recovery: At least 1,500 households (approximately 12,000 individuals)

Targeted beneficiaries and selection criteria Target beneficiaries will be households and persons severely affected by the floods. The most vulnerable groups in need of special attention such as elderly persons, disabled persons, orphans, and pregnant and lactating women will be considered as priority in the selection of beneficiaries. Priority will be given to female-headed households and households with the lowest level of income.

Sphere Minimum Standards and International Red Cross and Red Crescent Code of Conduct principles will be integrated into the selection process to ensure even, equal, accountable and transparent assistance while strictly considering ‘Do-no-harm’ principle within a context of respect for human rights, prevention of stigma and discrimination. Gender sensitivity will be given special attention during selection process as well as throughout the project implementation to ensure females are reached in the project interventions.

The main selection criteria for specific project components are as follows:

Criteria Priority Criteria Beneficiaries; The most vulnerable and fragile persons: • Should be resident in project focus areas • female-headed households • Should be directly affected by the flash • Children floods • Emergency Shelter People with disability • His/her house should be completely • Provision Elderly people demolished or severely damaged • His/her house should be completely • Should not possess any other property demolished or severely damaged (house) where he/ she can be resettled.

Beneficiaries; The most vulnerable and fragile persons: • Should be resident in project focus areas • female-headed households Hygiene trainings • Should be directly affected by the flash • Children and distribution of floods • People with disability hygiene kits • Should be living in poor hygiene conditions • Elderly people (lack of hygiene materials, sanitation) and • Illiterate people with no knowledge on disposed to diseases. basic hygiene

Villages; Locations identified with most vulnerable • Should be in the catchment areo of population and poor water and sanitation identified project area facilities: • Should be directly affected by the floods Latrines • • Villages with insufficient capacity for Construction Where the majority of houses are completely demolished or severely excreta disposal damaged • Villages reported as under serious risk of epidemics

Debris Cleaning and Villages;

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Housing • Should be in the catchment area of Most vulnerable villages in terms of housing Rehabilitation identified project areas and accessibility through Cash for • Should be directly affected by the flash Work floods • Where the majority of the houses completely demolished or severely damaged • Where the link roads are totally or partially blocked by debris • Should have committed community to contribute to the debris cleaning activities to be implemented within CfW project Beneficiaries; • Conflict affected beneficiary households • Should be resident of project focus areas • Female-headed households • Should be the most vulnerable small-scale • Elderly people Livelihood recovery- farmer households whose primary source of • Provision of seeds People with disability (among family income is agriculture and fertilizers members) • Whose land and crops have been affected • Households with large number of by the floods dependant (non-working) family • Should possess own or rented land members

VI. PROPOSED ASSISTANCE & IMPLEMENTATION

General Objective To meet emergency shelter and hygiene needs, and support early recovery and rehabilitation of the lives of flood-affected families in Khyber Pukhtoonkwa Province through livelihood recovery, housing rehabilitation, debris cleaning and sanitation assistance over a 10-month implementation period.

Specific Objectives

1. To provide temporary shelter facilities to flood-affected households in the project area, 2. To assist improvement of hygienic conditions in affected areas through awareness raising activities and provision of hygiene kits to the affected households, 3. To assist the improvement of basic sanitary conditions through provision of safe latrines and excreta disposal, 4. To support the local communities in rehabilitation of their houses through provision of construction and households materials within Cash for Work program, 5. To improve accessibility of the flood affected villages via debris cleaning activities to be undertaken within Cash for Work program 6. To assist recovery of flood-affected households in need of support for agricultural income generation activities by providing high quality wheat, maize and vegetable seeds and fertilizers as well as knowledge and skills development activities on crop management.

Activities and Implementation methodology

Participation and Coordination Since October 2005, excellent rapport with beneficiaries as well as local authorities and other NGOs has resulted in full trust in DKH on the part of target communities, public servants, and other stakeholders, which creates a sound base for full information sharing and news updating.

All the activities, including the assessment phase will be implemented with full community commitment and participation. The social mobilization team of NRSP will facilitate communication with and mobilization of the community. On the other hand, multi-sector “Community Organizations” of NRSP present in each union council and which embody key persons within the communities i.e. the religious leaders, teachers, etc. will be used as a platform for planning and implementing various activities by the community members themselves.

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Project Implementation Methodology The proposed activities will be implemented through DKH’s partner NRSP, which has been present in the target area since 2000. 128 Community Organizations (COs), with a total of 2,796 community members whose capacities have been built through Community Management Skills Trainings (CMST) - organized by NRSP, DKH and NRSP - will ensure the active participation and involvement of COs from the beneficiary identification phase to evaluation of the project activities. Participatory methods, accountability and transparency will be ensured throughout the project.

CO members together with social organizers will mobilize the community for the all planned activities. CO members will play an active role in project orientation of the community members, selection of the beneficiaries, distribution of the items, monitoring, follow-up of activities as well as evaluation.

Abiding by the Code of Conduct of the Red Cross and Red Crescent Movement and NGOs, the delivery of recovery activities will respect neutrality and independence, and will be provided regardless of race, religion, nationality, political conviction, gender or other distinguishing features. Sphere Minimum Standards will remain guiding principles for all the activities of the proposed project. The Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption, which is adopted and integrated into core principles of DKH, will be strictly applied and disseminated during the proposed project.

Activity 01. Arrangement of community meetings in selected villages for the mobilization of the local community Activity 02. Undertaking a community mapping activity with active involvement of community members Activity 03. Selection of beneficiary households for the Cash for Work program Activity 04. Undertaking community mobilization activities Activity 05. Development of CFW schedule and monitoring/documentation formats Activity 06. Rental of construction/rubble clearing heavy machinery Activity 07. Development of the implementation plan for the use of machinery Activity 08. Cleaning the debris blocking the roads through Cash for Work system and machinery Activity 09. Cleaning the debris on the agriculture lands through Cash for Work system Activity 10. Cleaning the debris on housing areas through Cash for Work system and machinery Activity 11. Procurement of the construction and household materials Activity 12. Distribution of the construction and household materials to the households Activity 13. Development of an implementation plan for the utilization of construction material

Result 01. Comprehensive assessment is conducted and local communities are oriented.

o Carrying out assessment activities o Selection of the villages according to the criteria identified o Conducting community orientation and mobilization meetings in selected areas

The project aims to provide an integrated support with a holistic approach to the most vulnerable flood-affected communities lacking sufficient capacity, resources and resilience to regain their livelihood. This approach will enable DKH and NRSP to achieve a blanket coverage of the most vulnerable communities that have not been provided with sufficient assistance by the government or NGOs.

After the completion of the selection process, DKH/NRSP will organize community meetings in selected villages to introduce the project to the community members and ensure active participation, collaboration and involvement of all the community members in all phases and activities of the proposed project.

Result 02. At least 1,500 tents and tarpaulins provided to 1,500 flood-affected households covering approximately 12,000 individuals for a period of two months

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o Verification of the eligible beneficiaries o Procurement and transportation of tents and tarpaulins o Storage of relief items o Distribution and installation of the temporary shelter items

Having included the District of SWAT in the project area, the estimated number of the beneficiary households has been scaled up from 1,000 to 1,500.

The implementation of this component is planned to commence as soon as the project is approved according to the work plan. The activity of temporary shelter provision will start as soon as procurement is completed and will be finalized within two months after the kick off of the proposed project.

Result 03. 2,000 households covering a population of approximately 16,000 individuals are benefitting from family hygiene kits and basic hygiene training

As DKH/NRSP has decided to intervene with an integrated operation with more diversified activities in order to cover more thoroughly the most vulnerable population residing in most vulnerable remote areas, the number of beneficiary households has been scaled down from 8,000 to 2,000.

o Procurement of the hygiene kits o Distribution of hygiene kits to 2,000 households o Organization of at least 4 training sessions for community volunteers on basic hygiene and health practices o Organization of at least 75 training sessions for beneficiary households on basic hygiene and health practices

Prior to the hygiene awareness sessions to be provided to the community members in the identified areas, a training on basic hygiene facilities will be provided to the community volunteers, who will directly transfer the knowledge to the community members. The training of community volunteers will be conducted and facilitated by the hygiene promotion experts of NRSP.

The Sphere standards and existing cultural practices will be taken as reference while designing the contents of the family hygiene kits. Each eligible family will be provided with a family hygiene kit, which is designed to fulfill the hygiene needs of a family of 8 members. Special needs of women are considered while designing the content of the kits and items such as washable sanitary towels, vaseline, mirrors and razors are included in the kits.

Content of a hygiene kit:

Item Quantity Bathing soap 4 Scissors 1 Saniplasts 1 Washing powder 2 Tooth paste 2 Tooth brushes 8 Washable Sanitary towels for special needs of women (1X1 meter) 5 Cotton rolls 1 Combs 4 Wash basins (plastic) 1 Towels 2 Laundry soap 4 Razor 1 Mirror 1 Vaseline 1

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Result 04. At least 320 temporary latrines are constructed in identified locations. o Identification of appropriate locations for the construction of latrines o Construction of latrines o Handing over of the latrines to community o At least 10 orientation sessions will be organisted for community volunteers for post Operation and Maintenance of the latrines

Temporary dry-pit latrines, which are designed for communal use will be constructed in the most populated locations, where there is no latrine and excreta disposal facility available. Community members will be directly involved in selection of the locations for the planned latrines. Out of 320 latrines planned, 50 latrines will be allocated for the camps in need of latrine and excreta disposal.

For the construction of the temporary dry-pit latrines, a basic design with wooden structure covered by plastic sheeting will be used. A junior field engineer will lead the activity together with the field team of DKH/NRSP, and an international logistics manager will be providing support throughout the implementation of the activity.

Temporary latrines are planned to serve maximum of 6,400 individuals according to the sphere standards, and are planned to operate for a maximum period of 10 months. Considering the local culture and needs of female community members, separate latrines for female and male will be provided. Careful consideration is being given to ensure the security of children and women when using the latrines. They will be constructed in well lit areas of easy access and not isolated from the community.

Training sessions aiming at sharing information on the proper usage and maintenance of the planned latrines will be provided to the community members who volunteer to take responsibility for maintenance of the latrines once they have been completed and handed over to the community.

Result 05. Debris on the link roads, agriculture lands and house rubble is cleared in the selected villages through Cash for Work activities. Result 06. Construction and households materials are provided to the flood-affected communities in selected villages within the Cash for Work Program.

This component will be implemented in the village locations chosen according to the relevant selection criteria. All activities will be carried out with the active participation of the community members based on a collective work approach. While cleaning the debris the community members will be expected to commit themselves to supporting each other during the process of reconstruction and/or repair of the houses. DKH/NRSP will not take any role in reconstruction and/or repair of the damaged houses, however the support will be given by providing the households construction materials and hardware materials packages which will be being distributed during the implementation of the debris cleaning activities.

The debris cleaning activity will last for an estimated period of 4 months with the active involvement of approximately 1,500 male community members who will receive household construction material and household hardware materials packages in exchange of their contribution to the debris cleaning activities. A junior field engineer and monitoring officers will be carrying the supervisory responsibilities. DKH/NRSP logistics team will be providing technical support throughout the implementation while the heavy machinery will be provided and operated by an external sub-contracted company.

Details of households construction materials and hardware materials packages planned for this activity are as given below:

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Households Construction Materials Package Households Hardware Materials Package Item Unit Item Unit Cement( 50 kg bag) 6 Spade 1 Sand ( cft) 150 Shovel 1 Crush(cft) 100 Brick Hammer 1 Bricks(Nos) 1000 Ladder 1 Water for construction L/s Trowel 2 Carriage L/s Planer 2 Nails(Kg) 3-6 inches 1 Rope (roll) 1 Carriage L/s

The houses damaged in the region are “mud” houses which had not been strengthened by brick or cement – the houses were very basic and weak and were easily destroyed in the flood waters. The materials to be provided will strengthen the current traditional housing constructions.

Result 07. At least 1,500 households are provided with 1,500 packages of wheat, maize seeds with fertilizers, 1,500 packages of seasonal vegetable seeds and fertilizers, and training activities on crop management.

o Identification of the eligible households o Procurement of seeds and fertilizers o Distribution of inputs with fertilizers to 1,500 identified households o Provision of at least 60 crop management training sessions to at least 1,000 households

As wheat and maize are the major staple food crops in the province, priority will be given to the provision of these inputs together with fertilizers, whereas seasonal vegetable seeds with suitable fertilizers will be provided to the same farmer beneficiary whose household has been heavily affected by the floods. As the main focus of this component is to alleviate the suffering of the households through enabling them to generate income though agricultural activities, vegetable seeds are not planned to serve a purpose of supporting a household’s food and nutrition requirements. Rather the vegetable seeds are planned to be distributed in order to provide additional support to the recovery of the livelihoods of the farmers, hence they can sell the vegetables in the local markets.

Given the fact that the agricultural tools are being provided through other interventions of NRSP and DKH, this component is planned to be complementary to the other agricultural support actions of NRSP and DKH.

Crop management training is planned with the aim of increasing the capacity of the farmers, whose only source of income is agriculture, and on enhancing the efficiency and fruitfulness of their agricultural activities. The training sessions will be designed and conducted by agriculture experts from NRSP.

Result 8. Effective project management, coordination, monitoring and evaluation systems in place o Organizing orientation sessions to local project staff on ACT International policy and procedures o Carrying out visibility actions o Organizing donor visits in coordination with ACT members and ACT Geneva o Undertaking monitoring activities, a mid-term evaluation and a financial audit

Inputs for Project Implementation

Provision has been made in the budget for the following staff:

NRSP personnel

The following staff of NRSP will support project implementation o Project Manager NRSP, KPK Province

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NEW- included in Revision 2: o Social Mobilizers x 8 - these are the full time hired personnel who are responsible for mobilizing the community for each component of the project. In particular, the installation of the tents is foreseen to be done with full community commitment. o Hygiene experts (x 8 x 6 months) - these are full time hired personnel responsible for giving to the population hygiene promotion trainings. o Training expert - will be full time and responsible for training need assessments, preparation of training modules, monitoring and reporting. o Junior engineer - will be full time hired and will be responsible of the follow-up and monitoring of debris cleaning and reconstruction works. o Distribution officers for 1 month (x16)- relief items (handling) - the distribution officers will be responsible for the organization of the distribution or loading/ unloading. o Project Coordinator Head Office o Reporting & Monitoring Officer o Financial Officer

DKH personnel

Islamabad Office Head of the DKH Pakistan Office will be the focal person for timely response, reporting and coordination of project activities to the management of DKH Pakistan. Related costs are borne directly by DKH and are not included in the appeal budget.

DKH Pakistan’s Program and Finance Team will be responsible for preparing narrative and financial reports for DKH headquarters and the ACT Secretariat. Related costs are borne directly by DKH and are not included in the appeal budget.

Included in the appeal budget:

o Logistics Manager (expat staff x1), based in Islamabad will be recruited to ensure synergy of operations and adherence to international quality standards.

Peshawar Field Office of DKH (NEW- included in Revision 2) DKH’s field office situated in Peshawar will be the operational center of DKH projects in KPK, where staff meetings, coordination and representation activities will be held. On the other hand, the coordination with NRSP staff will be ensured with NRSP’s regional office in Nowsherra.

o Field Logistic Manager (expat staff x1), based in DKH Field Office (Peshawar) will be recruited to ensure technical supervision of the operations and to give technical support to the local partner in the implementation. Related costs are borne directly by DKH and are not included in the appeal budget. o Project Coordinator (local staff x1), based in DKH Field Office (Peshawar) for the follow- up and monitoring of the activities implemented by local partner. o Logistics officer (local staff x1), based in DKH Field Office (Peshawar) will give logistic support and assistance on the field to local partners and to DKH Field Logistic Manager. Related costs are borne directly by DKH and are not included in the appeal budget.

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Istanbul office o DKH Programme Officer (Istanbul) will give support for the overall follow-up of the project for key decisions, quality assurance, and strategies. Costs are not included in the appeal budget. o Transport – v ehicle use for the proposed project intervention will be arranged by the implementing partner throughout project implementation. Trucks will be rented for transport of materials. Considering the conditions of the roads and hilly and remote areas within the target districts as well as the nature of the proposed operations (mostly the distribution of relief goods), the rental of robust vehicles is necessary for staff travel. o Equipment and capital assets - DKH has made provision for two laptop computers and a printer/scanner fax machine in the budget.

Implementation Timetable The overall project implementation period is 10.5 months. (August 15 th , 2010 – June 30 th , 2011).

A detailed timetable for activities can be found below:

Activities / Months 1 2 3 4 5 6 7 8 9 10 Result 01. Comprehensive assessment is conducted and local communities are oriented. Activity 01. Carrying out assessment activities Activity 02. Selection of the village according to the criteria identified Activity 03. Conductance of community orientation and mobilization

meetings in selected areas Activity 04. Signing MOU with relevant local government offices and

communities Result 02. Min. 1,500 tents and tarpaulins provided to 1,500 flood-affected households covering appr. 12,000 individuals for a period of two months Activity 01. Verification of the eligible beneficiaries Activity 02. Procurement and transportation of tents and tarpaulins Activity 03. Storage of relief items Activity 04. Distribution and installation of the temporary shelter items Result 03. 2,000 households covering a population of appr. 16,000 individuals are benefitted from family hygiene kits and basic hygiene trainings Activity 01. Procurement of the hygiene kits Activity 02. Distribution of hygiene kits to 2,000 households Activity 03. Org. of min. 4 training sess. for community volunteers on basic hyg. & health Activity 04.Organization of min. 75 training sess. for beneficiaries on basic

hygiene and health Result 04. At least 320 temporary latrines are constructed in identified locations. Activity 01 Identification of locations for the construction of latrines Activity 02 Construction of latrines Activity 03 Handing over of the latrines to community Activity 04 Conductance of at least 10 orientation sessions to community

volunteers for post Operation and Maintenance of the latrines Result 04. Debris on the link roads, agriculture lands and house rubbles is cleared in the selected villages through activities of Cash for Work Program. Result 05. Construction and households materials are provided to the flood-affected communities in selected villages within Cash for Work Program. Activity 01. Arrangement of community meetings in selected villages for the

mob. of the comm Activity 02. Undertaking a community mapping activity with active

involvement of community Activity 03.Selection of beneficiary households for the Cash for Work

program Activity 04. Undertaking community mobilization activities

Pakistan Floods, Rev. 2 – PAK102 73

Activity 05. Development of CFW schedule and monitoring/documentation

formats Activity 06. Rental of construction/rubble clearing heavy machinery Activity 07. Development of the implementation plan for the use of

machinery Activity 08. Cleaning the debris on the agriculture lands through Cash for

Work system Activity 09. Cleaning the debris blocking the roads through CfW system and

machinery Activity 10. Cleaning the debris on housing areas through Cash for Work

system and machinery Activity 11. Procurement of the construction and household materials Activity 12. Distribution of the construction and household materials to the

households Activity 13. Development of an implementation plan and monitoring of the

re-construction Result 05. At least 1,500 households are provided with 1,500 packages of wheat, maize seeds with fertilizers, 1,500 packages of seasonal vegetable seeds and fertilizers, and training activities on crop management. Activity 01. Identification of the eligible households Activity 02. Procurement of seeds and fertilizers Activity 03. Distribution of inputs with fertilizers to 1,500 identified

households Activity 04. Provision of at least 60 crop management training sessions to at

least 1,000 households Result 6. Effective project management, coordination, monitoring and evaluation systems in place Activity 01. Organizing orientation sessions to local project staff on ACT Int.

policy and procedures Activity 02. Carrying out visibility actions Activity 03. Organizing donor visits in coordination with ACT members and

ACT Geneva Activity 04. Undertaking monitoring activities, a mid-term evaluation and a financial audit

Planning assumptions, constraints and prioritization Main assumptions behind the planning are as follows: • The roads to the flood-affected target areas remain accessible. • Security situation will keep improving or at least remain stable and not interrupt the project activities • Political instability will not disturb the implementation of the project • High levels of acceptance and support from target community will be achieved

Prioritization of activities (if full funding is not received and/or timely) Priority will be given to the activities that meet the most urgent needs in the project area. Temporary shelter provision and debris cleaning components are considered the most urgent activities, whereas livelihood support is also urgent, especially timely distribution of inputs - wheat is planted in Rabi season (September-October). If this season is missed, large number of farmers will be unable to plant wheat for 12 months, signifying the loss of two staple food harvests.

Transition or Exit Strategy The proposed Union Councils are included in NRSP’s core programme area and hence NRSP will continue working in the area on a long-term basis. NRSP will also link the beneficiary households with other emergency aid services being provided by others – such as food, medical aid and temporary livelihoods services through Cash-for-Work and other vocational training programmes.

Once the emergency relief period is over, NRSP will initiate long term and integrated development projects through its own funding as well as through other national and international donor agencies.

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NRSP staff will continuously provide follow-up support to the beneficiary households and will extend technical assistance in day-to-day matters. NRSP will also coordinate with other donor and humanitarian aid agencies such as WFP, OCHA etc. to meet the other urgent needs of the target communities.

VII. ADMINISTRATION & FINANCE

The implementing partner, NRSP, will be supported by staff of the DKH Pakistan Office as well as by the staff of the DKH Regional Office West and Central Asia (based in Istanbul). DKH HQ will be acting as the overall management mechanism and will be responsible for receiving the appeal funds and transferring them to NRSP and DKH Pakistan. DKH Headquarters will also carry the management responsibility for funding transfers for this appeal program.

The DKH and NRSP senior staff in Pakistan will undertake the main responsibilities regarding project management, monitoring and coordination in the country . They will be involved in project planning and implementation on a day-to-day basis.

The Program Officer from the DKH Regional Office, also acting as Head of Office of DKH Pakistan, together with the Logistics Coordinator will be leading the operation and will give technical support to the field team of NRSP.

Gender balance amongst the field personnel will be taken into account while recognising the conservative characteristics of the society in the target area. Contacts with female beneficiaries will be made via female personnel hired to avoid any unpleasant reactions from the target communities, thus complying with the local cultural norms.

Procurement of relief items will be done in close collaboration with the logistics team of the local partner NRSP and DKH logistics team based in Peshawer, which will be involved in all steps of the procurement process. DKH/NRSP will follows DKH and ACT procurement policy and procedures where applicable, to fulfil compliance of standards. A selection committee of 2 NRSP persons (1 procurement officer, 1 technical expert) responsible for the relevant items and one DKH staff (from the logistic team) will manage the procurement process.

DKH Headquarters will carry out the responsibility of transferring funds to the implementing partner NRSP, as well as DKH Pakistan office, which will be fully responsible for financial monitoring with the support of DKH Regional Office in Istanbul. DKH Pakistan Office, liaising with the Regional Office, will submit financial reports to DKH headquarters and ACT CO. The external audit will be undertaken as planned and budgeted.

VIII. MONITORING, REPORTING & EVALUATION

Day-to day monitoring based on regular interaction with project beneficiaries will be done by the field staff of the implementing partner based at the field office in Peshawar. Staff members based at the NRSP Head Office and staff at DKH Pakistan Office Islamabad as well as DKH Regional Office will carry out the monitoring activities at the project objectives and results level.

Monitoring will be assured via regular monitoring visits to the project sites, periodic meetings with the field staff, reviewing the regular updates from the field, project reports and work plans. Activity-specific monitoring templates and detailed checklists with qualitative and quantitative indicators will be developed from the onset of the project.

The NRSP project team will submit monthly progress reports and periodic updates to DKH Pakistan Head Office in Islamabad and DKH Regional Office in Istanbul, which will be included into the narrative and financial interim reports to DKH Headquarters in Stuttgart and ACT CO according to the DKH and ACT appeal reporting requirements.

DKH will also submit periodic updates on project progress, whenever requested and in coordination with the ACT Pakistan Forum, currently coordinated by CWS, in order to contribute to ACT Situation Reports.

Pakistan Floods, Rev. 2 – PAK102 75

Financial reporting by the partner organization will be checked by the Administration/Finance staff of DKH Pakistan and reported according to ACT requirements.

It is believed that the long partnership between DKH and NRSP has supported the development of sufficient capacity of NRSP to maintain high performance standards in all of its work.

DKH will participate fully in any ACT evaluations of the appeal programme in cooperation with fellow ACT Pakistan Forum members.

IX. CO-ORDINATION

DKH regularly attends coordination cluster meetings of the UN agencies and NGOs, both in Islamabad and Peshawar. While informing other aid agencies about its own planned and implemented activities in the field, DKH also makes contacts with other agencies that are working in the same sectors and in the same geographical area in order to ensure that activities are not duplicated or people in need neglected.

DKH Pakistan is also a member of the Pakistan Humanitarian Forum where regular attendance at the meetings is assured by its representatives. Cluster meetings organized by UNOCHA, specifically WASH, Food and shelter are regularly attended by the program staff of DKH to coordinate its humanitarian activities in Nowsherra and Charsadda districts, and other projects to come.

DKH actively participates as a member of the ACT Forum in Pakistan and coordinates and shares information with CWS P/A and NCA. DKH joins all periodic meetings and monthly coordination efforts of ACT Forum sharing information related to cluster meetings and/ or any other relevant information related to the activities of members. CWS, as the current chair of the Forum, ensures close coordination especially in developing this joint Appeal without duplication of plans and efforts. A major interest area for cooperation is placed on Humanitarian Accountability Principles where CWS will avail assistance to certain target groups, including NGO workers.

X. BUDGET- DKH

Description Type No of Unit Budget Budget Budget Budget of Cost Unit Units PKR PKR PKR US$ US$ Rev 2 Rev 2 Original Rev 2 Original Rev 2 A. DIRECT ASSISTANCE

1. Temporary shelter Tents + tarpaulins (incl transport piece 1,500 12,500 13,500,000 18,750,000 158,824 220,588 from supplier to central w/house)

Direct project-related costs- shelter Assessment (verification of Lump 1 200,000 100,000 200,000 1,176 2,353 beneficiaries & installation areas) sum Installation costs piece 1,500 120 120,000 180,000 1,412 2,118 Sub-total-Shelter 13,720,000 19,130,000 161,412 225,059

2. Hygiene kits and hygiene training Hygiene Kits piece 2,000 1,350 10,800,000 2,700,000 127,059 31,765 Basic training on hygiene to Sess- 4 4,000 20,000 16,000 235 188 community volunteers ion Hygiene training sessions to sessio 75 5,000 500,000 375,000 5,882 4,412 beneficiary households n Distribution officers x 16 x 6 mths Mth 6 240,000 60,000 1,440,000 706 16,941

Pakistan Floods, Rev. 2 – PAK102 76

Sub-total- hygiene 11,380,000 4,531,000 133,882 53,306

4. Laterines Plastic sheets piece 320 150 48,000 565 Laterine unit 320 3,000 960,000 11,294 Wooden construction piece 320 800 256,000 3,012 Ciement- pebbles piece 320 250 80,000 941 Sessions to community volunteers Sess- 10 5,000 0 50,000 588 for Operation & Maintenance of ion latrines Sub-total- laterines 0 1,394,000 0 16,400

5. Debris cleaning and reconstruction Cash for work (on daily basis) for house 1,500 5,000 7,500,000 88,235 cleaning of lands 1500 HH x 8 d hold Machinery rent (3 buldozer + 10 mth 3 800,000 2,400,000 28,235 tractors) Household materials per household (HH) Spade x 1 HH 1,500 250 375,000 4,412 Shovel x 1 HH 1,500 200 300,000 3,529 Brick Hammer x 1 HH 1,500 200 300,000 3,529 Ladder x1 HH 1,500 150 225,000 2,647 Trowel x 2 HH 1,500 160 240,000 2,824 Planer x 2 HH 1,500 200 300,000 3,529 Nails( Kg) 3-6 inches x 1 HH 1,500 100 150,000 1,765 Rope(roll) x 1 HH 1,500 150 225,000 2,647 Carriage (L/s) HH 1,500 90 135,000 1,588 Reconstruction material (ciement, pebbles) Cement( 50 kg bag X 6) HH 1,500 1,800 2,700,000 31,765 Sand ( cft, 150) HH 1,500 1,500 2,250,000 26,471 Crush(cft, 100) HH 1,500 1,500 2,250,000 26,471 Bricks(Nos, 1000) HH 1,500 3,000 4,500,000 52,941 Water for construction HH 1,500 1,500 2,250,000 26,471 Carriage HH 1,500 700 1,050,000 12,353 Sub-total- Debris cleaning & reconstruction 0 27,150,000 0 319,412

6. Livelihood Seeds (maize and weat) 50 kg Pack 1,500 2,000 3,000,000 35,294 Fertilizer uria Pack 1,500 2,000 3,000,000 35,294 Fertilizer DAP Pack 1,500 3,500 5,250,000 61,765 Veg seeds & fertilizer packets Pack 1,500 1,000 1,500,000 17,647 Crop management trainings for at Sess- 60 5,000 300,000 3,529 least 1,500 persons ion Sub-total- Livelihood 0 13,050,000 0 153,529

TOTAL- DIRECT ASSISTANCE 25,100,000 65,255,000 295,294 767,706

B. TRANSPORT, WAREHOUSING & HANDLING (of aid goods/materials)

Truck rental- (warehouse to Mth 6 150,000 150,000 900,000 1,765 10,588 installation sites) Fuel (1 big truck, 4 middle size Mth 6 300,000 60,000 1,800,000 706 21,176 trucks) Storage of relief items (Rent & Mth 10 50,000 50,000 500,000 588 5,882 Security) Truck rental x 4 (driver included) truck 6 280,000 140,000 1,680,000 1,647 19,765 Transp: fuel 1 month (hygiene) fuel/ 0 0 120,000 0 1,412 0 truck

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Unskilled labor - loading & perso 30 10,000 300,000 3,529 unloading ns TOTAL- transport, warehousing and handling 520,000 5,180,000 6,118 60,941

C. CAPITAL ASSETS Laptop (DKH) Piece 1 80,000 80,000 80,000 941 941 Laptop (DKH) Piece 1 65,000 65,000 765 Printer fax scanner Piece 1 45,000 45,000 529 TOTAL- Capital Assets 80,000 190,000 941 2,235

D. INDIRECT COSTS: PERSONNEL, ADMIN & OPS

Personnel NRSP Project Coordinator HO % 50 Mth 10 100,000 200,000 1,000,000 2,353 11,765 Project Mgr NRSP KPK % 50 Mth 10 75,000 300,000 750,000 3,529 8,824 Reporting & Monitoring Officer Mth 10 50,000 100,000 500,000 1,176 5,882 Financial Officer Mth 10 50,000 100,000 500,000 1,176 5,882 Social Mobilizers x 8 x 6 months Mth 6 280,000 280,000 1,680,000 3,294 19,765 Hygiene promoters x 8 x 10 Mth 10 200,000 0 2,000,000 0 23,529 Training expert Mth 10 55,000 550,000 6,471 Junior engineer Mth 10 55,000 550,000 6,471

Personnel DKH Project coordinator (local staff x Mth 10 70,000 0 700,000 0 8,235 1)

Office operations- NRSP Staff vehicle (fuel)- fuel/v 4 140,000 700,000 560,000 8,235 6,588 70,000Rs./vehicle x 12month) ehicle Communications Mth 10 20,000 40,000 200,000 471 2,353 Stationery and Office Supplies Mth 10 15,000 30,000 150,000 353 1,765 Field Office Rent & Utilities Mth 10 15,000 30,000 150,000 353 1,765 (30%)

Other- DKH Monitoring & evaluation day 30 6,500 39,000 195,000 459 2,294 (accommodation) Monitoring & evaluation day 30 6,500 39,000 195,000 459 2,294 (transportation) Monitoring & evaluation day 30 1,680 10,080 50,400 119 593 (perdiem) TOTAL- INDIRECT COSTS (Personnel, admin & Ops) 1,868,080 10,290,400 21,977 121,064

EXTERNAL AUDIT Audit 1 400,000 150,000 400,000 1,765 4,706

TOTAL ESTIMATED EXPENDITURE 27,718,080 81,315,400 326,095 956,652 International Co-ordination Fee of 3% 831,542 2,439,462 9,783 28,700 TOTAL ESTIMATED EXPENDITURE INCL ICF 28,549,622 83,754,862 335,878 985,351

Exchange rate (budget) US $ 85

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Norwegian Church Aid

NCA- actions to date (as at 9 September )

• NCA implementing partner PVDP has distributed food packages to a total of 150 families in Nowshera and Charsadda districts. These packages also include bottled water and health hygiene kits). A total of 222 patients have been provided with medical health care through mobile health clinics in district Nowshera and Charsadda of KPK. • Diocese of Peshawar (DoP) is registering families for F/NFI distribution. DoP has planned to distribute relief to a total of 1,430 famillies in KPK. • Taraqee Foundation (TF) has distributed food packages to a total of 450 families. In addition to this, NFIs have been distributed to a total of 450 families. These packages also include bottled water and health hygiene kits. A total of 2,000 people have been provided with medical health care through mobile health clinics in district Sibi (Balochistan). • NCA and PVDP staff completed installation of the Water Treatment Unit on 31 August in the village Bodababa of Union Council Mohib Banda in Nowshera. This unit is now in full running condition. Raw water is pumped from a communal borehole in the village 1-2 times/day to a T45m3 steel tank, used as a reservoir. The raw water is not considered potable, but has very low turbidity. Water is filtrated into a 10m3 onion tank for chlorination, and then pumped to a 20m3 elevated bladder tank for distribution by 2 tap stands. This unit is serving safe drinking water needs of 2,000 - 2,500 resident families in village Bodabada. • NCA and Taraqee Foundation (TF) have completed drilling a 55 feet shallow borehole with the water table at 15 feet in Risalpur area in Union Councial Nawan Killi, Nowsheera. This well is main source for water treatment with an electrical submersible pump, which is now supplying raw water to the reservoir, i.e., T45m3 steel tank erected for water storage. The water treatment unit has been installed for purification of water and it is now serving the safe drinking water needs of around 400 displaced families (2,800 individuals) as of 7 September 2010. • NCA partners Sungi and CERD were invited to participate in the installation of the water treatment units for the purpose of practical training. A session of theoretical training was conducted for these partners in the NCA office in Islamabad on 7 September 2010. NCA has imported two more water treatment units from Norway, which will be installed in target areas of Sungi and CERD in KPK after Eid. • NCA has received 520 winterized tents and 22,800 blankets. An additional 2,400 blankets will arrive within two weeks. Distribution of winterized tents and blankets to flood affected families will start after Eid vacation.

V. 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 20,990 flood affected families (181,930 individuals) in Charsadda, Nowshera, Upper Dir, Lower Dir, Swat, and Shangala districts in KPK, and Sibbi district in Balochistan. Following are details of families and type of interventions planned to be implemented by 5 NCA implementing partners (PVDP, TF, DoP, SDF, and CERD):

Intervention Families Individuals Implementing Partners WASH: 5,000 families (35,000 individuals) TF WASH WASH: 5,000 families (35,000 individuals) PVDP 15,000 105,000 (Water, Sanitation, and Hygiene) WASH: 2,500 families (17,500 individuals) SDF WASH: 2,500 families (17,500 individuals) CERD 10,470 73,290 F/NFIs: 1,500 families (10,500 individuals) TF

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Food and Non-Food Items F/NFIs: 2,500 families (17,500 individuals) PVDP (F/NFIs) F/NFIs: 1,430 families (10,010 individuals) DoP NFIs: 2,520 families (17,640 individuals) SDF NFIs: 2,520 families (17,640 individuals CERD Health Health: 10,500 individuals TF N/A (28,000 ) (check up & free medicines) Health: 17,500 individuals PVDP Shelter: 260 families (1,820 individuals) SDF Shelter (winterized tents) 520 3,640 Shelter: 260 families (1,820 individuals) CERD Total 25,990 181,930 Note: The average family size is 7 persons.

Target Locations

• NCA implementing partners PVDP and DoP will assist 3,930 families (27,510 individuals) through the provision of food and non-food items (F/NFIs) and health services in Charsadda, Nowshera, Peshawar and Tank districts of KPK province.

• NCA implementing partners SDF and CERD will assist 5,040 families (35,280 individuals) through the provision of NFIs (blankets) in Upper Dir, Lower Dir, Swat and Shangala districts of KPK province.

• NCA implementing partners SDF and CERD will assist 520 families (3,640 individuals) through the provision of shelter (winterized tents) in Upper Dir and Lower Dir districts of KPK province.

• NCA implementing partner TF will assist 1,500 families (10,500 individuals) through providing F/NFIs and health services in Sibbi district of Balochistan province.

• NCA implementing partners PVDP, TF, SDF & CERD will assist 15,000 families (105,000 individuals) with safe drinking water, sanitation, and improved health and hygiene conditions, in Nowshera, Charrsada, Swat, Upper Dir, and Lower Dir districts in KPK and Sibbi district in Balochistan.

Following are the target locations where each partners will provide relief to flood affected families:

Implementing Partner Province District Union Councils Nowshera Mohibbanda, Aman Kot PVDP KPK Charsadda Aagra Kabul River, Usman Building, Akora Khattak, Aman Garh, Jahangira, Pabbi, Khairabad, Nowshera Hakeemabad, Nowshera Kallan, Risalpur (Sace Mandi, Gulshan Colony) Dioceses of Peshawar KPK Hassan Ghari (MC2), Academy Town (MC36), (DoP) Peshawar Agriculture Colony Kachi Abadi (MC37) Civil Lines, PA Compound, Mohalla Khudrian, Tank Phool Shah Basti Charsadda Charsadda Khas (MC3) Sugar Mill (MC4) Upper Dir Usherai, Tarkor, Iskot Center of Excellence for Lower Dir Khazana, Ramorai Rural Development KPK Swat Khwaza Khela, Bagh Derai, Zyarat, Shin (CERD) Shangala Alpuri, Dherai, Koza Thana, Shah Pur Upper Dir, Patrak, Goldey, Barey Kot, Palam Sungi Development Lower Dir Bagh, Doshkhil, Khadagyi, Toormagn, Khal KPK Foundation (SDF) Madian, Teeraq, Bashigram, Bahrain, Mankial, Swat Balakot, Kalam, Atror, Fattehpur KPK Nowshera Kabul River, Nawan Killi Taraqee Foundation (TF) Balochistan Sibbi Talli, Lehri, Bakhtiyabad

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Criteria for the selection The target beneficiaries are identified with the help of local Government representatives and Provincial Disaster Management Authority (PDMA) cluster. NCA implementing partners will give preference to female headed households, orphans, people with special needs (including both physically and mentally challenged persons), elderly and families with more than the average number of 5 children.

Sphere Minimum Standards and the Red Cross/Red Crescent Code of Conduct and the IASC guidelines will be the guiding principles while providing assistance 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.

VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

GOAL To contribute to saving lives and protecting the health and integrity of flood-affected people.

Purpose: Assistance to 25,990 flood affected families (181,930 individuals) in Charsada, Nowshera, Tank, Peshawar, Upper Dir, Lower Dir, Swat, and Shangala districts of KPK and Sibbi district in Balochistan with F/NFIs, Health, Shelter, and WASH assistance during acute emergency and recovery phases.

Outputs:

1. Provision of one-month food ration and non-food relief items (one time distribution) and health services to 2,500 families (17,500 individuals) in Charsada and Nowshera, districts of KPK Province (PVDP)

2. Provision of one-month food ration and non-food relief items (one time distribution) to 1,430 families (10,010 individuals) in Charsada, Nowshera, Peshawar, and Tank districts of KPK Province (DoP)

3. Provision of one-month food ration and non-food relief items (one time distribution) and health services to 1,500 families (10,500 individuals) in Sibbi district of Balochistan (TF).

4. Provision of non-food relief items (blankets) to 5,040 families in Upper Dir, Lower Dir, Swat and Shangala districts of KPK (SDF and CERD)

5. Provision of shelter (winterized tents) to 520 families in Upper Dir and Lower Dir districts of KPK (Sungi and CERD)

6. Improved health conditions to reduce morbidity and mortality through curative medical treatment (mobile clinics for 3 months) and supply of preventive health services (hygiene promotion) to 28,000 individuals (particularly women and children) during displacement in Charsada, Nowshera districts of KPK and Sibbi district of Balochistan (PVPD & TF).

7. Improved access to and use of safe drinking water and sanitation facilities and improved health and hygiene conditions of 15,000 flood affected families living with host communities, in schools and in tents at their damaged houses in Nowshera, Charrsada, Swat, Upper Dir, and Lower Dir districts in KPK and Sibbi district in Balochistan (PVDP, TF, SDF & CERD) .

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ACTIVITIES

Food and NFIs NCA’s local implementing partners PVDP, DoP, TF, SDF and CERD will provide F/NFIs assistance to 10,470 flood affected families living in Charsada, Nowshera, Tank, Peshawar, Lower Dir, Upper Dir, Shangla and Swat districts of KPK and Sibbi district of Balochistan.

A standard food package has been designed to serve 5,340 families to address their immediate food needs for at least one month. High energy biscuits will be included in the food package to cater to the needs of infants. Due to the shortage of clean drinking water, formula milk (powder) or food supplements needing water during preparation are not considered.

Non-food relief items will be provided to 10,470 families as listed in the budget, including blankets and hygiene kits. The hygiene kits will include items to cater to specific sanitary needs of women.

Implementation methodology (PVDP): PVDP has consulted WFP and UNICEF about the type of food and non-food items assistance it has planned for distribution to the flood affected families. Distribution of relief items will be done with the assistance of relief committees that PVDP will form in the areas of distribution in Charsada, and Nowshera districts, comprising of 5-7 members from the affected community. Addressing culturally sensitive gender issues, separate committees for men and women will be established. Coordination with camp management will be ensured.

Implementation methodology (DoP): DoP’s relief staff will be looking after the needs of the flood affected families assisted by volunteers and local Church leaders. DoP will provide food and non food items for a period of one month to 1,430 flood affected families (10,010 individuals) who are sheltering in the Christian Schools of the diocese or living in their damaged houses in Charrsada, Nowshera, Tank and Peshawar districts. The relief package will contain food rations (rice, wheat flour, pulses, cooking oil, tea, sugar, salt, and spices) and non-food relief packages (kitchen utensils, dish washing soap and sponge, match boxes, bath soap, hygiene kits, flocculent/ disinfectant powder sachet , mattress, pillows, jerry cans, towels, etc.)

Implementation methodology (TF): TF has consulted WFP and UNHCR about the type of food and non-food items assistance it has planned for distribution to the flood affected families. Distribution of relief items will be done with the assistance of relief committees that TF will form in the areas of distribution in Sibbi district, comprising of 5-7 members from the affected community. Addressing culturally sensitive gender issues, separate committees for men and women will be established with coordination of camp management.

Implementation methodology (SDF and CERD): SDF and CERD have consulted PDMA about the distribution of blankets to the flood affected families. Distribution of blankets will be done with the assistance of relief committees comprising of 5-7 members from the affected community in Lower Dir, Upper Dir, Swat and Shangala districts. Addressing culturally sensitive gender issues, separate committees for men and women will be established with coordination of camp management to address requirements of women headed families.

Emergency Health Services - Women and Children PVDP and TF will establish mobile health services in Charsada and Nowshera districts in KPK and Sibbi district in Balochistan to serve 28,000 individuals with a focus on women and children in particular. The mobile health services will be run by the voluntary health staff from Government and private clinics for three months .

Implementation methodology (PVPD & TF): The mobile clinic teams including male and female doctors will examine and treat disaster-related health problems such as injuries and water-borne and related diseases in addition to providing preventive medical measures. In addition to free medical examinations, referral services will be provided for patients who require hospitalization in Government Basic Health Units (BHUs) and hospitals. PVDP and TF have conducted a mapping of available services in nearby BHUs and hospitals, specifically focusing on capacity for serving the

Pakistan Floods, Rev. 2 – PAK102 82 needs of women and children. The medicines will be stored at the PVDP and TF sub-offices in Charsadda, Nowshera and Sibbi respectively. Medicines will be placed in the health centres when the staff starts providing health services on a daily basis along with regular checkups to affected families. In addition to this, NCA partners will focus on the following protection needs of the women and children:

• Prioritize women and children (orphans, physically challenged, separated and unaccompanied) who are more vulnerable to protection needs. • Provide referral to organizations responsible for psychosocial support for women and children suffering from trauma • Address special nutrition needs of young children between the ages of 2-3 years old • Address hygiene, sanitation and reproductive health needs • Keep camp management and protection clusters informed about needs of the women and children identified during needs assessment • Ensure adequate security especially for women and children needing to access health services.

Health and hygiene promotion: PVDP and TF will also organize health and hygiene sessions for the flood affected families at the time of relief distribution.

Implementation methodology (PVDP & TF): The hygiene sessions will be conducted through established female and male committees for distribution of relief assistance. The hygiene session will target women and children as well as men. Issues such as causes of diarrheal diseases and the principal routes of transmission of infectious diarrheal diseases will be addressed. The sessions will be conducted by the PVDP/TF program staff voluntarily. There is no budgetary provision required for this activity. At least 25-30 individuals will participant in each hygiene session.

Shelter (winterized tents, size 15m2 each) NCA’s local implementing partners SDF and CERD will provide shelter (winterized tents) to 520 flood affected families living in Lower Dir and Upper Dir districts of KPK.

Implementation methodology (SDF and CERD): SDF and CERD have consulted UNHCR about the shelter needs they have planned for distribution to the flood affected families. Distribution of winterized tents will be done with the assistance of relief committees which will be formed by both Sungi and CEDR in Lower Dir and Upper Dir, comprising of 5-7 members from the affected community. Addressing culturally sensitive gender issues, separate committees for men and women will be established with coordination of camp management to address shelter requirements of female headed families

Water, Sanitation and Hygiene (WASH) NCA implementing partners (PVDP, TF, SDF, and CERD) will form community groups in their target areas. They will ensure that composition of community groups reflect gender, ethical and socio-economic equality. They will assist community groups in devising roles and responsibilities for planning, implementation and completion of project interventions

They will recruit program staff (male and female) to execute planned program interventions such as: • contract services for drilling of tube wells and installation of 340 hand pumps; • train partner staff and community groups on use of 4 mobile water treatment units; • arrange caretaker’s training for community groups regarding repair and maintenance of hand pumps and mobile water treatment units; • arrange water quality testing; • contract services of locally trained masons for construction of 900 toilets and hand washing facilities where hand pumps and water posts are installed; • prepare training curriculum and modules for hygiene promotion sessions; • arrange training of ‘community hygiene promoters’ on hygiene promotion and conduct 66 hygiene promotion training sessions for community hygiene promoters which will include (both male and females) from the community groups; and

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• Arrange meeting with concerned personnel of Town Municipal Authorities (TMAs) to provide services for garbage collection/solid waste management.

Following table highlight details of the WASH interventions which will be implemented by each partner.

WASH Interventions Families Individuals Implementing Partners 5,000 families (35,000 individuals) TF (WTU+HP) Safe Drinking Water Supply 5,000 families (35,000 individuals) PVDP (WTU+HP) (4 Water Treatment Units & 15,000 105,000 2,500 families (17,500 individuals) Sungi (WTU) 340 Hand Pumps) 2,500 families (17,500 individuals) CERD (WTU) Sanitation 1,800 families (12,600 individuals) TF (3,600) (25,200) (900 Pour Flush Toilets) 1,800 families (12,600 individuals) PVDP Hygiene 1,000 individuals TF N/A (2,000) (66 Sessions) 1,000 individuals PVDP Total 15,000 105,000

Implementation methodology (PVDP, TF, SDF, and CERD): PVDP will assist 5,000 flood affected families in for WASH services, which will include construction of 450 pour flush latrines and installation of 170 hand pumps and one mobile water treatment unit. The implementation period for this intervention will be 12 months.

TF will assist 5,000 flood affected families in Nowsehra and Sibbi districts for WASH services, which will include construction of 450 flush latrines and installation of 170 hand pumps and one mobile water treatment unit. TF has its regional office in Sibbi (Balochistan) where a lot of people affected by floods from Sindh are temporality settled in Sibbi and adjoining district Naseerabad. TF has indicated there are critical needs of safe drinking water in these areas. NCA will be flexible to also allow TF to use the mobile water treatment unit in flood affected areas of Balochistan. The implementation period for TF WASH intervention in Nowshera will be 12 months and for the affected areas of Balochistan it will be for three months.

SDF and CERD will both assist 5,000 flood affected families with provision of safe drinking water through two mobile water treatment units (WTUs) in Swat, Upper Dir, and Lower Dir districts in KPK. Sungi has also opened a small office in Southern Punjab (Rajanpur) where they have indicated critical needs of safe drinking water. NCA will allow Sungi to use the mobile water treatment unit in flood affected areas of Punjab. The implementation of this intervention will be only for 3 months but can be extended if there are more needs.

The distribution of toilets and hand pumps will be based on number of needy families identified in each UCs. Partners will consult male and female members of the community groups on latrine design, location for latrines and hand pumps and installation of mobile water units. Keeping in view cultural sensitivities, partners will ensure that locations of toilets, hand pumps, and water treatment units are free of security risks particularly for females and children. They will also involve local Government representatives for site selection of the WASH facilities. A caretaker committee will be established for each water supply scheme and trained in operations and maintenance. A toolkit will also be provided.

Staff of implementing partners will train community hygiene promoters, who will then conduct community meetings to disseminate information on safe hygiene practices. The hygiene information sessions will emphasize on how diarrheal disease are fuelled by the “five Fs” - 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).

NCA Implementation Strategy

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. All partner organizations have a strong ability to mobilize communities and work with them, and professional capacity to implement planned project activities. NCA has been working with

Pakistan Floods, Rev. 2 – PAK102 84 these local partners (except CERD) since after the earthquake in October 2005, and has had a positive experience.

NCA will work with partner PVDP in Charsada and Nowshera districts, partner DoP in Charsada, Nowshera, Tank, and Peshawar districts, partners SDF and CERD in Upper Dir, Lower, Dir, Shangala and Swat districts, and TF in Sibbi and Nowshera districts for emergency response and early recovery assistance through relief committees comprised of flood affected families. NCA will ensure that composition of relief committees reflects gender, ethical and socio-economic equality where women, children and elderly persons feel secure with access to relief assistance in safe areas close to their accommodation.

NCA will provide support and guidance to its partners’ activities and will assist them by providing technical assistance in relief 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.

NCA will also hire two full time local Project Officers who will 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 interventions will be coherent with the INGOs, UN and Local Government response strategies.

Transition or Exit Strategy NCAs partners, PVDP, TF, DoP, SDF and CERD, have extensive experience of working in the flood affected areas. When the situation in these areas calms down and affected communities return to their villages, NCA along with its partners will plan assistance for early recovery and rehabilitation phases.

Implementation Timetable The overall project implementation timeframe for all components under the NCA program will be 12 months: August –2010 – July 2011).

Following is summary of implementation timeframe for different activities of each partner:

S. # Interventions Timeframe • PVDP (August – October 2010) 3 months (F/NFIs) • DoP (August – October 2010) 3 months (F/NFIs) Immediate Relief 1 • TF (August – October 2010) 3 months (F/NFIs) (F/NFIs & Health Care Services) • SDF (September – November 2010) 3 months (blankets only) • CERD (September – November 2010) 3 months (blankets only) Shelter • SDF (September – November 2010) 3 months (tents only) 2 (winterized tents) • CERD (September – November 2010) 3 months (tents only) • PVDP (August 2010 – July 2011) 12 months (WASH) Water, Sanitation, Hygiene • TF (August 2010 – July 2011) 12 months (WASH) 3 (WASH) • SDF (August – Oct., 2010)) 3 months (drinking water only) • CERD (August – Oct., 2010)) 3 months (drinking water only) NCA overall management and 4 • NCA (August 2010 – July 2011) 12 months reporting

VII. ADMINISTRATION & FINANCE

Administration: The administration of this project will be undertaken by NCA office in Islamabad, and by the implementing partners’ offices in Peshawar and Quetta for day to day field operations in the field.

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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 the ACT Secretariat and donors as required. The NCA Finance Manager based in Islamabad will liaise with local implementing partners’ Finance Managers to maintain financial records of income (from donors) and expenditure and to cross check financial records. The NCA Emergency Program Adviser, Program Coordinator and the Resident Representative will provide oversight 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 ACT requirements and donors. At the end of the project an external audit will be carried out by Ernst & Young Global Ltd (Ford, Rhodes, Siddat Hyder & Co) according to ACT requirements.

VIII. MONITORING, REPORTING & EVALUATION

Monitoring procedures During implementation of the project, regular monitoring will be undertaken to check processes, 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 the NCA Program Coordinator through periodic monitoring visits.

NCA staff in Pakistan will submit reports to NCA head office and ACT Secretariat as per the ACT reporting requirements. NCA will also meet any additional requirements related to funding if supported by the Norwegian Ministry of Foreign Affairs (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.

Monitoring by implementing partners will be done by their program staff at their main offices in Peshawar and Quetta. In addition, the day-to-day monitoring will be done by implementing partners staff based in their field offices in Charsadda, Nowshera and Sibbi. NCA staff based in Islamabad will monitor the activities through visits to the affected areas.

Monitoring will also involve reviewing and planning 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.

IX. 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 in a timely manner. Coordination will be essential to avoid geographical and thematic duplication of activities.

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NCA implementing partners will coordinate with concerned Government Departments and Union Councils with the District Coordinator’s Office at the field level. NCA 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 are well aware of and will follow the Sphere standards for provision of relief to the affected families. Furthermore, effective coordination will be established among partners of fellow ACT Pakistan Forum members, CWS and DKH, and others, at the field level. Monthly updates, 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 Representation in Pakistan is actively participating in UN’s General coordination and UNICEF WASH Cluster meetings in Islamabad, and at the coordination meetings taking place at the provincial (Peshawar) and district levels. NCA will also coordinate its efforts with the Government and the UN agencies involved in addressing needs of the flood affected communities. NCA is member of the Gender Task Force (GTF) headed by UNIFEM in Pakistan. NCA is also UN’s Gender Task Force Focal Point for WASH Cluster in Islamabad, which is headed by UNICEF and UNFPA and is active member of the project review committee of WASH cluster headed by UNICEF.

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 would facilitate the community mobilization process for effective and efficient delivery of relief services to flood affected communities.

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.

NCA is an active member of the Pakistan Humanitarian Forum (PHF) 4 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. NCA regularly attends meetings of the PHF, General Coordination Meeting (GCM) as well as different cluster meetings organized by the UN.

Co-ordination with other ACT members ACT Pakistan Forum members will coordinate their efforts in order to avoid overlap and look into ways of creating synergies with each other’s work. NCA, DKH 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.

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X. BUDGET- NCA

Description Type No. Unit Original Revised Original Revised Units Cost Budget Budget Budget Budget Rev 2 Rev 2 Unit PKR PKR PKR PKR USD USD

ESTIMATED EXPENDITURE

DIRECT ASSISTANCE

Crises Phase A (Implementing partner- PVDP) Food items Wheat Floor (20 Kg) ration 2,500 600 1,500,000 1,500,000 17,647 17,647 Cooking Oil/Ghee (3 Litre) ration 2,500 360 900,000 900,000 10,588 10,588 Sugar (5 Kg) ration 2,500 350 875,000 875,000 10,294 10,294 Tea (1 Kg) ration 2,500 500 1,250,000 1,250,000 14,706 14,706 Pulses (2 Kg) ration 2,500 130 325,000 325,000 3,824 3,824 Rice (5 Kg) ration 2,500 500 1,250,000 1,250,000 14,706 14,706 Drinking Water ( 5 Liters) ration 2,500 120 300,000 300,000 3,529 3,529 Water Disinfectant Powder packet 2,500 540 1,350,000 1,350,000 15,882 15,882 High energy Biscuits (10 pack 25,000 25 625,000 625,000 7,353 7,353 packs per family) Sub total 8,375,000 8,375,000 98,529 98,529

Non Food Items Hygiene Kits kit 2,500 1,000 2,500,000 2,500,000 29,412 29,412 Kitchen Utensils set 2,500 2,590 6,475,000 6,475,000 76,176 76,176 Floor mats set 2,500 900 2,250,000 2,250,000 26,471 26,471 Water Cooler item 2,500 500 1,250,000 1,250,000 14,706 14,706 Plastic Sheets set 2,500 200 500,000 500,000 5,882 5,882 Clothes (various sizes for set 2,500 500 1,250,000 1,250,000 14,706 14,706 women & children) Jerry Cans item 2,500 500 1,250,000 1,250,000 14,706 14,706 Mosquito net set 2,500 500 1,250,000 1,250,000 14,706 14,706 Stoves item 2,500 800 2,000,000 2,000,000 23,529 23,529 Hand Fan set 2,500 20 150,000 150,000 1,765 1,765 Sub total 18,875,000 18,875,000 222,059 222,059

Health Free Mobile Health Units FMHU 2 250,000 500,000 500,000 5,882 5,882 Sub total 500,000 500,000 5,882 5,882

Direct Project-related costs (100% )- PVDP Project Coordinator Months 3 35,000 105,000 105,000 1,235 1,235 Hygiene Promotion Officer Months 3 25,000 75,000 75,000 882 882 Social Organizer (6) Months 3 20,000 360,000 360,000 4,235 4,235 Sub Total (PVDP) 540,000 540,000 6,353 6,353

Total PVDP 28,290,000 28,290,000 332,824 332,824

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B (Implementing partner- TF) Food items Wheat Floor (20 Kg) ration 1,500 600 900,000 900,000 10,588 10,588 Cooking Oil/Ghee (3 Litre) ration 1,500 360 540,000 540,000 6,353 6,353 Sugar (5 Kg) ration 1,500 350 525,000 525,000 6,176 6,176 Tea (1 Kg) ration 1,500 500 750,000 750,000 8,824 8,824 Pulses (2 Kg) ration 1,500 130 195,000 195,000 2,294 2,294 Rice (5 Kg) ration 1,500 500 750,000 750,000 8,824 8,824 Drinking Water ( 5 Liters) ration 1,500 120 180,000 180,000 2,118 2,118 Water Disinfectant Powder packet 1,500 540 810,000 810,000 9,529 9,529 High energy Biscuits (10 Biscuit 15,000 25 375,000 375,000 4,412 4,412 packets /family ) Packs Sub-Total 5,025,000 5,025,000 59,118 59,118

Non Food Items Hygiene Kits kit 1,500 1,000 1,500,000 1,500,000 17,647 17,647 Kitchen Utensils set 1,500 1,200 1,800,000 1,800,000 21,176 21,176 clothes (various sizes for set 1,500 500 750,000 750,000 8,824 8,824 women and childeren Plastic sheet set 1,500 200 300,000 300,000 3,529 3,529 Hand fan set 1,500 20 90,000 90,000 1,059 1,059 Floor Mats (Plastic) set 1,500 900 1,350,000 1,350,000 15,882 15,882 Water Cooler cooler 1,500 600 900,000 900,000 10,588 10,588 Jerry can can 1,500 500 750,000 750,000 8,824 8,824 Stoves item 1,500 800 1,200,000 1,200,000 14,118 14,118 Mosquito Net set 1,500 500 750,000 750,000 8,824 8,824 Sub-Total 9,390,000 9,390,000 110,471 110,471

Health Mobile Health Units MHU 2 200,000 400,000 400,000 4,706 4,706 Sub-Total 400,000 400,000 4,706 4,706

Direct Project-related costs (100%)- TF Emergency Coordinator Months 3 50,000 150,000 150,000 1,765 1,765 Logistic Officer (1 per Months 3 25,000 150,000 150,000 1,765 1,765 district) Social Organizer ( 1 in each Months 3 20,000 120,000 120,000 1,412 1,412 district) Hygiene Promotion Officer Months 3 25,000 75,000 75,000 882 882 Finance Officer Months 3 17,000 51,000 51,000 600 600 Sub-Total (TF) 546,000 546,000 6,424 6,424

Total TF 15,361,000 15,361,000 180,718 180,718

C (Implementing partner: Diocese of Peshawar) Food items Wheat Floor (20 Kg) ration 1,430 600 300,000 858,000 3,529 10,094 Cooking Oil/Ghee (3 Litre) ration 1,430 360 180,000 514,800 2,118 6,056 Sugar (5 Kg) ration 1,430 350 175,000 500,500 2,059 5,888 Tea (1 Kg) ration 1,430 500 250,000 715,000 2,941 8,412 Pulses (2 Kg) ration 1,430 130 65,000 185,900 765 2,187 Rice (5 Kg) ration 1,430 500 250,000 715,000 2,941 8,412 Water Disinfectant Powder packet 1,430 540 270,000 772,200 3,176 9,085 Drinking Water ( 5 Liters) ration 1,430 120 60,000 171,600 706 2,019

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High energy Biscuits (10 Biscuit 14,300 25 125,000 357,500 1,471 4,206 packs per family) Packs Sub-Total 1,675,000 4,790,500 19,706 56,359

Non Food Items Hygiene Kits kit 1,430 1,000 500,000 1,430,000 5,882 16,824 Kitchen Utensils set 1,430 1,200 600,000 1,716,000 7,059 20,188 clothes (various sizes for set 1,430 500 250,000 715,000 2,941 8,412 women and childeren Plastic sheet set 1,430 200 100,000 286,000 1,176 3,365 Hand fan set 1,430 20 30,000 85,800 353 1,009 Floor Mats (Plastic) set 1,430 900 450,000 1,287,000 5,294 15,141 Water Cooler cooler 1,430 600 300,000 858,000 3,529 10,094 Jerry can can 1,430 500 250,000 715,000 2,941 8,412 Stoves item 1,430 800 400,000 1,144,000 4,706 13,459 Mosquito Net set 1,430 500 250,000 715,000 2,941 8,412 Sub-Total 3,130,000 8,951,800 36,824 105,315

Direct Project-related costs (100%)- DoP Programme Officer Months 3 20,000 60,000 60,000 706 706 Project Coordinator Months 3 25,000 75,000 882 Project Assistant Months 3 15,000 45,000 45,000 529 529 Vehicle Maintenance Months 3 20,000 60,000 60,000 706 706 Monitoring Months 3 10,000 30,000 30,000 353 353 Communication Months 3 14,000 42,000 42,000 494 494 Sub Total DoP 237,000 312,000 2,788 3,671

Total DoP 5,042,000 14,054,300 59,318 165,345

D (Implementing partner: CERD) Distribution of Tents (To be No. of 260 45,000 0 11,700,000 0 137,647 provided by NCA) items Distribution of Blankets (To No. of 12,600 410 0 5,166,000 0 60,776 be provided by NCA) items Sub Total 0 16,866,000 0 198,424

Direct Project-related costs (100%)- CERD Project Manager (1) Months 3 50,000 0 150,000 0 1,765 Distribution Supervisors (2 Months 3 25,000 0 300,000 0 3,529 male, 2 female) Distribution Assistant (8) Months 3 15,000 0 360,000 0 4,235 Logistic Assistant (2) Months 3 25,000 0 150,000 0 1,765 Project Engineer (01 person) Months 3 35,000 0 105,000 0 1,235 Security guards x 2 for WTU Months 3 8,000 0 48,000 0 565 Vehicle POL & maintenance Months 3 25,000 0 150,000 0 1,765 (2 vehicles) WTU Maintenance cost Months 2 100,000 0 200,000 0 2,353 (fuel+purification material) WTU installation & Training 2 30,000 0 60,000 0 706 operation Training events Sub Total 0 1,523,000 0 17,918

Total CERD 0 18,389,000 0 216,341

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E (Implementing partner: SUNGI) Distribution of Tents (To be No. of 260 45,000 0 11,700,000 0 137,647 provided by NCA) items Distribution of Blankets (To No. of 12,600 410 0 5,166,000 0 60,776 be provided by NCA) items Sub Total 0 16,866,000 0 198,424

Direct Project-related costs (100%)- SUNGI Project Manager (1) Months 3 50,000 0 150,000 0 1,765 Distribution Supervisors (2 Months 3 25,000 0 300,000 0 3,529 male, 2 female) Distribution Assistant (8) Months 3 15,000 0 360,000 0 4,235 Logistic Assistant (2) Months 3 25,000 0 150,000 0 1,765 Project Engineer (01 person) Months 3 35,000 0 105,000 0 1,235 Security guards x 2 for WTU Months 3 8,000 0 48,000 0 565 Vehicle POL & maintenance Months 3 25,000 0 150,000 0 1,765 (2 vehicles) WTU Maintenance cost Months 2 100,000 0 200,000 0 2,353 (fuel+purification material) WTU installation & Training 2 30,000 0 60,000 0 706 operation Training events Sub Total 0 1,523,000 0 17,918

Total SUNGI 0 18,389,000 0 216,341

Direct Project-related costs (100% dedicated for this project)- NCA Pakistan Office Project Staff/ NCA Technical support Progr Officer x 1 (Engineer) months 3 143,260 429,780 429,780 5,056 5,056 Driver-1 months 3 22,724 68,172 68,172 802 802 Benefits & Allowances months 3 37,817 113,451 113,451 1,335 1,335 Travel Boarding and lodging months 3 60,000 180,000 180,000 2,118 2,118 Fuel for vehicles; 1 months 3 30,000 90,000 90,000 1,059 1,059 Repair & Maintenance of months 3 20,000 60,000 60,000 706 706 Vehicles; 1 Sub Total (NCA) 941,403 941,403 11,075 11,075

TOTAL DIRECT ASSISTANCE - CRISES PHASE 49,634,403 95,424,703 583,934 1,122,644

Post Crisis Phase (WASH)

A (Implementing partner-PVDP) WASH ACTIVITIES Installation of Hand pumps No of 170 47,000 7,990,000 94,000 (handpump+drilling) Schemes Construction of Toilets Toilet 450 40,000 18,000,000 211,765 Caretakers Training Session 6 50,000 300,000 3,529 (including cost of kit) Sub total 0 26,290,000 0 309,294

Direct Project-related costs (100% dedicated for this project)- PVDP Project Manager (01 person) Months 12 45,000 0 540,000 0 6,353 Project Engineers (02 Months 12 35,000 0 840,000 0 9,882 person) Social Organizers ( 02 male, Months 12 20,000 0 960,000 0 11,294 02 female)

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Security guards for WTU (2 Months 12 8,000 0 192,000 0 2,259 person) Vehicle POL and Months 12 25,000 0 600,000 0 7,059 maintenance (2 vehicles) WTU Maintenance cost Months 10 80,000 0 800,000 0 9,412 (fuel+purification material) WTU installation & Training 5 20,000 0 100,000 0 1,176 operation Training events Sub Total (PVDP) 0 4,032,000 0 47,435

Total PVDP 0 30,322,000 0 356,729

B (Implementing partner-TF) WASH ACTIVITIES Cost of PFL/Toilet Each 450 40,000 0 18,000,000 0 211,765 construction with materials Installation of Hand pumps Each 170 47,000 0 7,990,000 0 94,000 (handpump+drilling) Caretakers Training Training 6 50,000 0 300,000 0 3,529 (including cost of kit) events

Sub-Total 0 26,290,000 0 309,294

Direct Project-related costs (100%)- TF Project Coordinator Months 12 45,000 0 540,000 0 6,353 Social Organizer (2 male, 2 Months 12 20,000 0 960,000 0 11,294 females) Civil engineer (2 persons) Months 12 35,000 0 840,000 0 9,882 Security guards for WTU (2 Months 12 8,000 0 192,000 0 2,259 person) Vehicle POL and Months 12 25,000 0 600,000 0 7,059 maintenance (2 vehicles) WTU Maintenance cost Months 10 80,000 0 800,000 0 9,412 (fuel+purification material) WTU instalation & operation Training 5 20,000 0 100,000 0 1,176 Training events Sub-Total (TF) 0 4,032,000 0 47,435

Total TF 0 30,322,000 0 356,729

Direct Project-related costs (100%) NCA Pakistan Office NCA Technical support Emergency Coordinator months 4 971,750 0 3,887,000 0 45,729 (Expat) incl. Travel cost from/to Norway WASH Advisor -Expat (incl. months 1 1,360,0 0 1,360,000 0 16,000 Travel cost from/to Norway) 00 Travel Expense (local) 0 Boarding and lodging months 12 20,000 0 240,000 0 2,824 Fuel for vehicles; 1 months 12 15,000 0 180,000 0 2,118 Repair and Maintenance of months 12 5,000 0 60,000 0 706 Vehicles; 1 Sub Total (NCA) 0 5,727,000 0 67,376

TOTAL DIRECT ASSISTANCE (WASH) 0 66,371,000 0 780,835

TOTAL DIRECT ASSISTANCE 49,634,403 161,795,703 583,934 1,903,479

Pakistan Floods, Rev. 2 – PAK102 92

TRANSPORT, WAREHOUSING & HANDLING (CRISES PHASE) TF Rent warehouse (1 district- Months 3 20,000 60,000 60,000 706 706 Sibbi) Warehouse Manager Months 3 20,000 60,000 60,000 706 706 Security guard- wages (x2) Months 3 10,000 60,000 60,000 706 706 Transportation of goods incl Months 3 100,000 300,000 300,000 3,529 3,529 loading unloading (TF) PVDP Transportation goods incl lumpsum 3 50,000 150,000 150,000 1,765 1,765 loading unloading (PVDP) DoP Rent of warehouse (1) Months 3 20,000 0 60,000 0 706 Transportation goods lumpsum 3 50,000 150,000 150,000 1,765 1,765 including loading unloading CERD Rent of warehouse (1) Months 3 40,000 0 120,000 0 1,412 Warehouse Supervisor Months 3 20,000 0 60,000 0 706 Security guard- wages (x2) Months 3 8,000 0 48,000 0 565 Transportation of goods Months 3 250,000 0 750,000 0 8,824 including loading unloading SUNGI Rent of warehouse (1) Months 3 40,000 0 120,000 0 1,412 Warehouse Supervisor Months 3 20,000 0 60,000 0 706 Security guard- wages (x2) Months 3 8,000 0 48,000 0 565 Transportation goods Months 3 250,000 0 750,000 0 8,824 including loading unloading NCA Pakistan Rent of warehouse (1) Months 3 150,000 0 450,000 0 5,294 Transportation of goods Months 3 50,000 0 150,000 0 1,765 including loading unloading Sub Total (CRISES PHASE) 780,000 3,396,000 9,176 39,953

POST CRISES PHASE (WASH) TF Rent of warehouse (1 Months 12 15,000 180,000 2,118 district- Sibbi) Warehouse Manager Months 12 20,000 240,000 2,824 Security guard- wages (x2) Months 12 8,000 192,000 2,259 Transportation of WTU lumpsum 50,000 588 Transportation of goods incl lumpsum 65,000 765 loading unloading (TF) Sub-Total (TF) 0 727,000 0 8,553 PVDP Rent of warehouse (1) Months 12 15,000 180,000 2,118 Warehouse Manager Months 12 20,000 240,000 2,824 Security guard- wages (x2) Months 12 8,000 192,000 2,259 Transportation of WTU lumpsum 50,000 588 Transportation goods incl lumpsum 65,000 765 loading unloading (PVDP) Sub-Total (PVDP) 0 727,000 0 8,553

Sub Total (WASH) 0 1,454,000 0 17,106 TOTAL TRANSPORT, WAREHOUSING & HANDLING 780,000 4,850,000 9,176 57,059

Pakistan Floods, Rev. 2 – PAK102 93

CAPITAL COST (CRISES PHASE) Water Treatment Units incl. No. of 2 3,150,0 0 6,300,000 0 74,118 Freight & clearance (To be WTU 00 procured by NCA) Sub Total 0 6,300,000 0 74,118

(POST CRISES PHASE-WASH) Water Treatment Units incl. No. of 2 3,692,0 0 7,384,000 0 86,871 Freight & clearance (To be WTU 00 procured by NCA) Sub Total 0 7,384,000 0 86,871

TOTAL CAPITAL COST 0 13,684,000 0 160,988

VI. PERSONNEL, ADMINISTRATION, OPERATION & SUPPORT (CRISES PHASE) A (Implementing partner: PVDP) Vehicle Rent (driver's Months 3 40,000 240,000 240,000 2,824 2,824 included) (02) Petrol Oil and Lubrications Months 3 15,000 90,000 90,000 1,059 1,059 (POL) (02) Communication Months 3 3,500 10,500 10,500 124 124 Sub Total (PVDP) 340,500 340,500 4,006 4,006

B (Implementing partner: TF) Admin Manager (15 %) Months 3 10,650 31,950 31,950 376 376 Finance Manager (15%) Months 3 10,050 30,150 30,150 355 355 Vehicle Rent (driver's cost Months 3 60,000 360,000 360,000 4,235 4,235 included) 2 Petrol Oil and Lubrications Months 3 30,000 180,000 180,000 2,118 2,118 (POL) 2 Staff Communication Months 3 5,000 15,000 15,000 176 176 Sub-Total (TF) 617,100 617,100 7,260 7,260

C (Implementing partner : Diocese of Peshawar) Local Main Office Project Finance Officer Months 3 20,000 60,000 60,000 706 706 Support Staff ( 2 drivers, 1 Months 3 15,000 135,000 135,000 1,588 1,588 office assistant) Field Visits Months 3 30,000 90,000 90,000 1,059 1,059 Maintenance Vehicle Months 3 20,000 60,000 60,000 706 706 Communication Months 3 15,000 0 45,000 0 529 Stationery Months 3 10,000 30,000 30,000 353 353 Sub-Total (DoP) 375,000 420,000 4,412 4,941

D (Implementing partner: CERD) Vehicle Rent (driver incl x 2) Months 3 40,000 0 240,000 0 2,824 Petrol Oil & Lubrication Months 3 25,000 0 150,000 0 1,765 (POL) (02) Admin. & Finance Assistant Months 3 25,000 0 75,000 0 882 Utilities Months 3 18,000 0 54,000 0 635 Communication Months 3 5,000 0 15,000 0 176 Sub-Total (CERD) 0 534,000 0 6,282

Pakistan Floods, Rev. 2 – PAK102 94

E (Implementing partner: SUNGI) Vehicle Rent (driver x 2 incl) Months 3 40,000 0 240,000 0 2,824 Petrol Oil & Lubrication Months 3 25,000 0 150,000 0 1,765 (POL) (02) Admin. & Finance Assistant Months 3 25,000 0 75,000 0 882 Utilities Months 3 18,000 0 54,000 0 635 Communication Months 3 5,000 0 15,000 0 176 Sub-Total (SUNGI) 0 534,000 0 6,282

F (Implementing partner: NCA Pakistan) Office Operations Utilities & Office Supplies months 3 10,000 30,000 30,000 353 353 Repair & Maint. months 3 5,000 15,000 15,000 176 176 (Equipment) Office Stationery months 3 10,000 30,000 30,000 353 353 Communication months 3 10,000 30,000 30,000 353 353 Sub total (NCA) 105,000 105,000 1,235 1,235

SUB TOTAL PERSONNEL & ADMIN & OPS (CRISES) 16,913 30,007

(POST CRISES PHASE-WASH) A (Implementing partner: PVDP) Field Office rent Months 12 40,000 0 480,000 0 5,647 Field office stationery Months 12 10,000 0 120,000 0 1,412 Field office utilities (el, gas, Months 12 15,000 0 180,000 0 2,118 fuel for generator) Field office Admin/Financce Months 12 25,000 0 300,000 0 3,529 Officer Field office Communication Months 12 10,000 0 120,000 0 1,412 Field office assistant/security Months 12 10,000 0 240,000 0 2,824 guards(2 person) Main office rent (Partial) Months 12 10,000 0 120,000 0 1,412 Main office communication Months 12 10,000 0 120,000 0 1,412 (Partial) Main office Utilities (el, gas, Months 12 15,000 0 180,000 0 2,118 fuel for generator) Main office vehicle POL & Months 12 30,500 0 366,000 0 4,306 maintenance Main office stationery Months 12 10,000 0 120,000 0 1,412 Sub Total (PVDP) 0 2,346,000 0 27,600

B (Implementing partner: TF) Manager E&I Months 12 24,000 0 288,000 0 3,388 Manager monitoring & Months 12 24,000 0 288,000 0 3,388 Evaluation 2 Vehicle Rent (driver incl) Months 12 40,000 0 960,000 0 11,294 Utilities (el, gas, Water) Months 12 20,000 0 240,000 0 2,824 Stationery Months 12 10,000 0 120,000 0 1,412 Staff Travel (Head office) Months 8 35,000 0 280,000 0 3,294 Communication Months 12 10,000 0 120,000 0 1,412 Sub-Total (TF) 0 2,296,000 0 27,012

SUB TOTAL PERSONNEL & ADMIN & OPS (WASH) 0 54,612

TOTAL PERSONNEL & ADMINISTRATION/OPERATIONAL SUPPORT COST 16,913 84,619

Pakistan Floods, Rev. 2 – PAK102 95

AUDIT PVDP 100,000 150,000 1,176 1,765 TF 50,000 150,000 588 1,765 DoP 50,000 50,000 588 588 CERD 0 50,000 0 588 SUNGI 0 50,000 0 588 NCA 50,000 150,000 588 1,765 TOTAL AUDIT 250,000 600,000 2,941 7,059

TOTAL ESTIMATED EXPENDITURE excluding ICF 52,102,003 188,122,303 612,965 2,213,204 ACT International Coordination fee (3%) of potential income 1,563,060 5,643,669 18,389 66,396 TOTAL BUDGET 53,665,063 193,765,972 631,354 2,279,600

Income & pledges to date 210,103,834 2,722,398

BALANCE REQUESTED 31,534,378 -16,337,862 370,993 -442,798

EXCHANGE RATE: local to US$ 85