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- Revision 1

Pakistan

Post-conflict rehabilitation in North West Frontier Province (PAK101)

Appeal Target: US$ 3,956,072 Balance Requested: US$ 3,811,072

5 May 2010

Dear colleagues,

This version of the PAK101 appeal has been revised to include a proposed programme of ACT Alliance member Church World Service (CWS).

This appeal was launched on March 31st 2010 to follow on from ACT appeal PAK091 supporting people displaced by conflict in 2009. The purpose of this programme is to contribute to the long-term recovery process for the 1.8 million women, men and children who were displaced. This includes both returnees and those who stayed behind during the fighting in their places of origin in the and Buner Districts of the North West Frontier Province (NWFP).

Church World Service (CWS) proposes recovery assistance to conflict-affected returnees and other community members in the areas of return including livelihoods rehabilitation related to food-production, education, and primary health care services in Buner and Swat districts over a 12 month project timeframe. For livelihoods work in Buner, CWS will work with local partner organization Lasoona.

Norwegian Church Aid (NCA) proposes to assist 3,383 families in Swat and Buner to ensure their access to safe drinking water and adequate sanitation, with a particular focus on access for women and girls, the elderly and disabled. Schools’ water and sanitation needs in the identified target areas will be included wherever possible. NCA will work with and through two local partner organizations: Village Development Program (PVDP) and Pakistan Community Development Programme (PakCDP).

Diakonie Katastrophenhilfe (DKH) proposes to support at least 3,250 households in Swat to rehabilitate livestock-based livelihoods and small-scale home based business development as recovery assistance for female-headed households of conflict-affected returnees, as well as support for crop farming households. In addition, vocational training and start-up kits provision for young men and women is proposed. DKH will work with and through local partner NRSP (National Rural Support Program).

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Project Start/Completion Date:

NCA 31.03.2010-31.03.2011 (12 months) DKH 31.03.2010-31.03.2011 (12 months) CWS 30.04.2010-30.04.2011 (12 months)

Reporting schedule: Reports due ACT CO NCA DKH CWS Interim Report 1: period to 31 July 2010 31 Aug. 2010 31 Aug. 2010 31 Aug 2010 Interim Report 2: period to 15 December 2010 15 Jan. 2011 15 Jan. 2011 15 Jan. 2011 (intended to also support evaluation around January 2011) Final Report 31 May 2011 31 May 2011 30 Jun 2011 Audit 30 June 2011 30 June 2011 31 Jul 2011

ACT Evaluation: tentative timing - January 2011

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

NCA DKH CWS Evaluation Total Target US$ Appeal Targets 1,110,036 756,868 2,039,168 50,000 3,956,072 Less: Pledges/Contr Recd - 145,000 - 145,000 Balance Requested from ACT Alliance 1,110,036 611,868 2,039,168 50,000 3,811,072

Please kindly send your contributions to either of the following ACT bank accounts: US dollar Account Number - 240-432629.60A, IBAN No: CH46 0024 0240 4326 2960A Euro Euro Bank Account Number - 240-432629.50Z, IBAN No: CH84 0024 0240 4326 2950Z

Account Name: ACT - Action by Churches Together UBS AG, 8, rue du Rhône, P.O. Box 2600, 1211 Geneva 4, SWITZERLAND Swift address: UBSWCHZH80A

Please also inform the Chief Finance Officer Jessie Kgoroeadira ([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

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List of Acronyms and Abbreviations

CBA Child Bearing Age MISP Minimum Initial Service CBOs Community Based Package Organizations MHUs Mobile Health Units CBP Capacity Building Program NATO North Atlantic Treaty CFGB Canadian Food Grain Bank Organization CWS-P/A Church World Service- NCA Norwegian Church Aid Pakistan/Afghanistan NFIs Non Food Items DKH Diakonie Katastrophenhilfe NGO Non-Governmental DMP Disaster Management Program Organization DOTS Directly Observed Treatment, NRSP National Rural Support Short Course Program EDO Executive District Officer NWFP North-West Frontier Province EPI Expanded Program on PATA Provincially Administered Immunization Tribal Areas ERC Emergency Resource Cell PDMA Provincial Disaster FATA Federally Administered Tribal Management Authority Areas PDU Program Development Unit GBV Gender Based Violence PHF Pakistan Humanitarian Forum GCM General Coordination Meeting PMP Performance Measurement GoP Government of Pakistan Plan HAP Humanitarian Accountability RBAs Right Based Approaches Partnership RHCs Rural Health Centers HAP-I Humanitarian Accountability SDP Social Development Program Partnership-International SFP Sphere Focal Person HID Human and Institutional TB Tuberculosis Development ToT Training of Trainers HIV Human Immunodeficiency UCs Union Councils Virus UN United Nations HRIS Human Resource Information UNFPA United Nations Population System Fund IASC Inter Agency Standing UNHCR United Nations High Committee Commissioner for Refugees IDPs Internally Displaced Persons UNICEF United Nations Children’s IEC Information, Education and Fund Communication WASH Water, Sanitation and Hygiene IMCP Institutional Management and WHO World Health Organization Certification Program INEE Interagency Network for Education in Emergencies INGO International Non- Governmental Organization IP Implementing Partner ISAF International Security Assistance Force ISO International Standard Operations MCH Mother and Child Health Care

I. ACT REQUESTING MEMBERS

This appeal is requested by:

o Norwegian Church Aid (NCA) NCA will provide technical expertise to the project, including in the WASH (Water/Sanitation/Hygiene) sector.

National implementing partners: a) Pakistan Village Development Program (PVDP) in b) Pakistan Community Development Programme (PakCDP) in

o Diakonie Katastrophenhilfe (DKH) National implementing partner: - National Rural Support Program (NRSP) in Swat District

o Church World Service (CWS) National implementing partners: a) LASOONA Society for Human & Natural Resource Development

II. ACT MEMBERS and IMPLEMENTING PARTNER INFORMATION

Norwegian Church Aid (NCA)

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 history of providing emergency relief and long-term development support in Afghanistan and Pakistan and has had a presence in Pakistan since 1981. Working as implementing partner to Church World Service within the WASH sector, NCA was operational in the North West Frontier Province (NWFP) in response to the October 2005 earthquake. NCA’s engagement in the sector was continued through four local partners after the earthquake response. NCA also cooperated with CWS and its local partner in providing assistance to victims of the floods in Balochistan and Sindh in 2007.

In January 2007, NCA established a country program in Pakistan, thus separating the Afghanistan and Pakistan programs. NCA Pakistan is working with partners in the areas of WASH, Peace and Reconciliation and Gender Based Violence. Three of NCA’s core partners are working in the WASH sector: Taraqee Foundation (TF), Pakistan Village Development Program (PVDP) and Pakistan Community Development Program (PakCDP). These organizations have accreditation from the Pakistan Centre for Philanthropy and meet internationally recognized standards in terms of experience, expertise and capacity to manage large programs. All are already involved in various rehabilitation and development interventions in both earthquakes and non-earthquake affected areas of Pakistan.

NCA’s particular emergency response capacity is within the WASH (Water/Sanitation/Hygiene) sector. The organization seeks coordination within the sector through participation in the Global WASH Cluster as well as local emergency response WASH clusters. NCA maintains an emergency Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 2 preparedness roster of about 80 persons with emergency relief training and experience, particularly within the WASH sector. In addition, the emergency preparedness personnel provide a significant surge capacity for 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 in Oslo. (For further information, please visit www.nca.no)

For this ACT Appeal programme, NCA will work with two (2) partner organizations in the implementation of their proposed programme. a) Pakistan Village Development Program (PVDP) PVDP is a non-governmental organization established in 1999. Its head office is based in with regional offices in Allai, Battagram, Batal, Balakot, Buner, Bagh, Charsadda, Dir, Kohat, Karak, Kohistan, Mansehra, Muzaffarabad, Shangla, and Swat. Activities in FATA are implemented through a network of local partners in Khyber, Mohmand and Kurram Agency. PVDP’s main program areas are Human and Institutional Development, Education, Primary/Reproductive Health Care, and Water and Sanitation. PVDP has undertaken several sustainable developmental projects in rural and urban areas of NWFP. PVDP over the years has not only gained substantial experience but has facilitated the formation and strengthening of its local partners network with more than 40 organizations in various parts of the province. PVDP is also recognized as a resource organization in the area of Human and Institutional Development and HIV/AIDS, providing services to various local organizations. The establishment of an information and knowledge resource center is one of the major achievements of PVDP in terms of its knowledge management campaign. PVDP also has extensive experience of working in emergencies and providing relief in collaboration with different partners like CIDA, CRS, UNICEF, NCA, and Cooperate sector in earthquake, 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 WatSan services to earthquake communities in of NWFP. During current conflict crisis in NWFP, NCA supported PVDP to provide relief to IDPs living in the camps and WASH facilities to IDPs living with host communities in Swabi and Buner districts. b) Pakistan Community Development Programme (PakCDP) PakCDP was previously the Water and Sanitation and Basic Health arm of an international NGO named, The Austrian Relief Committee (ARC), which assisted Afghan Refugees in NWFP. In 1981, ARC started activities in the Afghan Refugee camps by constructing 100,000 latrines and providing health/hygiene education to half a million refugees including men, women and children. By the end of 1991 as part of its exit strategy from the area, ARC encouraged its local staff to form a local Pakistani NGO (now named Pak-CDP) so that development interventions in the area of WatSan in NWFP with local marginalized communities should continue. Since 1991, Pak-CDP’s head office is based in Peshawar. Now it has two regional offices in Mansehra and Shangla. Since the 2005 earthquake it has been working with communities in the earthquake-affected districts of

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Mansehra, Shangla, Batagram and Kohistan districts. With support from CRS, UNICEF, OXFAM and CARE, Pak-CDP provided winterized shelter (tents) solutions to over 42,000 individuals in Mansehra district and WatSan facilities to over 5,000 households. It was one of the first organizations which started distributing life saving relief (non-food) items and health hygiene education sessions to over 28,000 people in three UCs (Union Councils) of Balakot. Since 2007, Pak-CDP has been working in partnership with NCA to provide WatSan services to earthquake affected communities in Mansehra district of NWFP. During current conflict crisis in NWFP, NCA supported PakCDP to provide WASH facilities to IDPs living with the host communities in .

Diakonie Katastrophenhilfe (DKH)

DKH is an international German non-governmental organization providing humanitarian aid worldwide. It supports people affected by natural disasters, war and displacement and who are not able to cope on their own with the emergency situation they find themselves in. DKH’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) with 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; with DKH own funding as well as the German Federal Foreign Office, European Commission Humanitarian Aid Office (ECHO), UNICEF and FAO (Food and Agriculture Organization).

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 organiztion -National Rural Support Program (NRSP), in recognition of the country’s vulnerability to a high number of natural disasters occuring every year. It has been a successful project having contributed to the coping capacity of the target communities in response to the disasters as well as has enriched the knowledge and skill base of its partner to further streamline the disaster prevention and disaster management in its programs. DKH projects in AJK has further included the reconstruction of Government Primary, Middle and High Schools in 4 locations, running a Vocational Training for Computer, English, Electrician and Plumbing courses in its centre in Ghari Dupatta/AJK, initiating rural water scheme recovery projects in Salmia and Chikar UCs, and establishing community centers as Women Friendly Spaces for women empowerment and economic development, as well as rendering humanitarian aid to conflict-affected IDP families outside the camps in Mardan district of NWFP in collaboration with its national partner NGO Sungi Development Foundation.

DKH chooses to work through its local partners via strengthening their organisational capacity and human resources. DKH also organizes certain training/workshops by utilising its regional expertise to train related personnel of its partner organizations. Such series of trainings conducted in 2009 have included, Health, Safety and Security, Managing People in Emergencies and Sphere standards.

Since the role of the local authorities as well as national organisations is crucial in any relief or developmental undertakings in Pakistan, major attention is always given to the involvement of all stakeholders, especially provincial and local level governmental authorities to workshops, trainings whenever appropraite. (For further information, please visit: www.diakonie-katastrophenhilfe.de)

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DKH Implementing partner:

- National Rural Support Program (NRSP) National Rural Support Program (NRSP), one of the strategic partners of DKH Pakistan in the country since 2005, will be directly engaged in the implementation of this project with the support of DKH Pakistan on monitoring and evaluation for quality assurance and meeting of required standards.

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, in general, is to facilitate the establishment and improvement of sustainable livelihoods of the rural poor in Pakistan. It has a presence in 32 districts in all the four provinces of Pakistan, including Azad Jammu and Kashmir through Regional and Field Offices. NRSP is currently working with more than half a million poor households organized into a network of more than 30,000 Community Organizations (COs). With sustained incremental growth, it is emerging as a leading engine in Pakistan for poverty reduction and rural development. This is accomplished through the mobilization of poor communities to help them to plan and implement their own development agenda. The rural development programs of NRSP have helped community groups throughout Pakistan in social organization, women’s development, natural resource management, physical infrastructure development, human resource development, enterprise promotion, credit and savings projects as well as disaster preparedness and risk management. The core assumption of the philosophy and approach is that people have tremendous potential and willingness to improve the quality of their lives. In order to harness this potential, NRSP programs mobilize and organize communities into multi-sector Community Organizations (COs), which are then used as a platform for planning and implementing various developmental activities by the community members themselves.

NRSP has been present in Swat District with its large-scale community development and rural management programs including natural resource management projects since the year of 2000. Having established a large number of Community Organizations in the area, NSRP has a very high level of acceptance in the target community and is covering nearly 40% of the population through its rural development programs in the target area. In addition, NRSP is currently implementing a comprehensive nutrition intervention funded by UNICEF, and it is an implementing partner organization of Save the Children in 13 Union Councils of Tehsil SWAT.

While elaboration of this current proposal the field needs assessment of NRSP team in SWAT conducted in August as well as in late October this year, was utilized.

Number of Community Organizations established by NRSP in four union councils (which the current project targets) and membership information are as follows:

Union Council No of Community Organizations No of CO Members (CO) 47 990 Kota 30 640 Ghalagay 25 570 Tendodag 26 596 Total 128 2.796

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As a strategic and implementing partner of DKH Pakistan in the country, NRSP has been involved in various interventions of DKH in emergency relief, recovery and rehabilitation after the devastating earthquake in Azad Jammu and Kashmir. Given the extensive experience and expertise of NRSP in social mobilization and community organization at the rural level, NRSP has assisted DKH Pakistan in mobilizing its target communities in the identification of their needs and the implementation of project activities. Having trained DKH field staff, NRSP has enabled a participatory approach to the relief operation of DKH during the emergency phase, while acting as local partner for the successful completion of the community-based hygiene promotion component of an ECHO co-funded project in AJK. DKH’s Community-Based Disaster Risk Management (CBDRM) project successfully completed within ASPK-61 ACT appeal was also implemented through NRSP, providing a strong and mutually beneficial partnership. DKH and NRSP’s partnership has continued with the rural water network recovery program launched in mid-2009 in Muzaffarabad District and conducted innovative Disaster Management Sessions for the students at the newly built Government Boys High School by DKH in Nowshera/AJK (ASPK61).

NRSP is well aware of and committed to adhering to International Red Cross and Red Crescent Code of Conduct and Sphere Minimum Standards as well as ACT Principles and guidelines, as the organization has experienced implementing a large-scale program under ACT appeal ASPK-61 and have fulfilled all the requirements and commitments towards ACT principles, guidelines, as well as values, policy and procedures of Diakonie Katastrophenhilfe.

Church World Service

CWS-P/A is registered as an International Non-Governmental Organization (INGO) with the governments of Pakistan and Afghanistan and is the regional office of ACT member Church World Service-Inc. with its international headquarters based in the USA. The organization has been operational with its relief and development initiatives in Pakistan and Afghanistan, since 1954. CWS-P/A has offices in Karachi, Lahore, Islamabad, Murree, Mansehra, Jalalabad and Kabul. CWS-P/A works through and with both faith-based and secular organizations on pre and post- disaster management and development aspects, to improve the quality of life of underprivileged communities.

CWS-P/A operates through its three main programs, which are: • Capacity Building Program (CBP) • Disaster Management Program (DMP) • Social Development Program (SDP)

CWS-P/A believes in delivering services that meet Quality & Accountability standards. The organization is both a focal and lead agency in the region for Sphere (Humanitarian Charter and Minimum Standards in Disaster Response) and HAP-I (Humanitarian Accountability Partnership). The CWS Distribution Team is open to comments and complaints from the population to be assisted. A focal person will be appointed to take any complaints/ suggestions from the beneficiaries. At the end of each distribution, the community representatives will sign a one-page document as acknowledgement receipt. All the material items will be clearly written on a banner during the distribution. Bi annual audits (June & December) of CWS-P/A overall financial statements are conducted by an independent firm of auditors – Ernst & Young International (Ford Rhodes Sidat Hyder & Co. Chartered Accountants). In addition to this, separate project audits are also conducted as per the requirements of donors. US Government grant funded projects are also audited in Elkhart for which the required information is sent to CWS USA. CWS-P/A is an ISO 9001: 2000 and USAID- Institutional Management & Certification Program (IMCP), certified organization. This certification is regarding USAID management standards on financial management. (For further information, please visit www.cwspa.org)

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The education and health components in Swat and the livelihoods project in Buner District will be directly implemented by CWS-P/A. An implementing partner organisation will be engaged in the implementation of livelihood projects in Swat District.

a) LASOONA Society for Human & Natural Resource Development

“LASOONA – Society for Human and Natural Resource Development” is a local, multi- disciplinary, development-oriented and non-profit organization. LASOONA is a Pushto word, meaning “Hands”. LASOONA was established in 1997 by a group of highly motivated and civic minded people. It is formally registered under the society act of 1860.

LASOONA promotes ecologically sound development in remote and impoverished pockets of Pakistan in general and in NWFP in particular. It is committed to the conservation, promotion and sustainable management of natural resources and advocates the participatory management of natural resources as a means to livelihood security. LASOONA works to serve people regardless of gender, caste and creed. Its approach involves the creation of a cadre of selfless, honest and dedicated volunteer activists from within the community who are given the responsibility to lead their community through the development process.

III. DESCRIPTION of the EMERGENCY SITUATION

Background The North West Frontier Province (NWFP) of Pakistan borders Afghanistan to the northwest, the Northern Areas to the northeast, Azad Kashmir to the east, the Federally Administered Tribal Areas (FATA) to the west and south, and Punjab and Islamabad Capital Territory to the southeast. The majority of the population in NWFP represents Pashtuns and other smaller ethnic groups. is the main language spoken in most parts of the province in addition to and some local languages such as Hindco. According to the 1998 census, the total population of NWFP was approximately 17 million, out of whom 52% are males and 48% females. It has a population density of 187 per km². Pashtuns make up approximately two-thirds of the population. There are approximately 1.5 million Afghan refugees in the province. The majority of the inhabitants of the NWFP are Muslim, with a Sunni majority and a significant minority of Shias and other Christians, Sikh, and Hindu minority group. In terms of economic development, NWFP's share of Pakistan's GDP has historically been between 10-12%. Most of the areas are dominated with forests. However, agriculture remains an important source of income. The main cash crops cultivated in NWFP are wheat, maize, rice, sugar beets, tobacco, as well as various fruits. The majority of the people are involved in trade, mining and various businesses. Emergency Situation The rise of militant groups in North West Frontier Province (NWFP) and adjoining FATA resulted in erosion of the rule of law and violation of human rights of the communities living in the NWFP and FATA. The local communities were kept in a state of fear, their livelihoods, agriculture and businesses damaged, while women were relegated to home, and female education was banned. Hundreds of educational institutes, specifically for girls, were burned, and many Government supporters were either murdered or detained.

By the second quarter of 2009, military operations against militants intensified in North West Frontier Province and FATA, when a peace agreement between GoP and militants failed, and the

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 7 militants started taking over other Districts of . The situation further deteriorated, with the crisis spreading to, and intensifying in, specific districts in the Malakand Divisions which comprises Swat, Buner, Shangla, and Lower and Upper Dir. The GoP launched an all out offensive in Swat and Buner Districts resulting to the displacement of 382,9501 families. This was the largest and fastest displacement recorded in history according to UN sources. Towards the end of May 2009, UN OCHA reported 21 camps established for the displaced population in six districts (Mardan, Charsada, Peshawar, Nowshera, Lower Dir and Malakand). The camps accommodated less than 10% of the total IDP population and the majority stayed with “host” families.

After three months of intensive military operations, the GoP announced in early July 2009 that the population displaced by the fighting could now safely return to their places of origin. On July 11, 2009, the Provincial Relief Commissioner of NWFP issued an official statement on the Return Policy Framework that highlighted voluntary, safe and dignified return of people displaced from NWFP areas. The return process started on July 13 and was carried out in eleven phases till early August 2009 with initial influx of returns in Buner and Swat, first moving from camps then later on from other government facilities and host communities. Ad hoc camps for returnees which formed in the return areas initially in Swat and Buner directs have now closed as people are able to go back to their homes.

The Provincial Relief, Rehabilitation and Settlement Authority/Provincial Disaster Management Authority (PaRRSA/PDMA)2 reported that as of 1 September 2009, over 234,500 families (1.64 million individuals) had returned to their homes.

At the same time, there are still some camps in D.I. Khan District of NWFP for IDPs from South Waziristan from the 2nd phase of military operations. However, there is very limited humanitarian access to work in this area.

ACTIONS TO DATE

ACT members CWS and NCA have been responding to the major IDP crisis in the region since May 2009, supported by ACT appeal PAK091, which was launched in June 2009 and closed at the end of December 2009. The ACT programme under Appeal PAK091 was primarily focused on responding to the immediate needs of IDPs who were staying with host communities or in camps. Assistance has included including emergency shelter, food and other non-food items, water, sanitation and hygiene (WASH), mobile health services and health assistance. DKH also responded to the crisis in a separate, back-donor supported programme, parallel to the assistance provided under appeal PAK091. Full reports describing assistance provided under PAK091 by CWS and NCA are available from the ACT Secretariat.

The members already have on-going bilaterally funded projects for conflict recovery assistance in 2010. From December 2009, this includes CWS’s Phase II of an ECHO/Danchurchaid funded project supporting to Basic Health Units in Swat and two Mobile Health Units in Swabi which will conclude on 21 April, 2010; a continuation of activities that were being implemented under PAK091. DCA/ECHO are also supporting a CWS food security project (agricultural inputs and cash grants/vouchers for farmers) in Swat through to the end of August 2010.

1 Official figures from National Database and Registration Authority (NADRA) 382,950 families registered as IDPs as of September 9, 2009. 2 Emergency Response Unit of NWFP was dissolved on August 26 and PDMA has taken over the coordination of relief efforts in affected areas of NWFP.

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NCA is already working in Buner District with back donor (MFA) funding from January 2010 for winterisation and health promotion activities through to the end of April 2010 with their PAK091 partners.

DKH is already implementing small scale livelihoods projects with their own internal funds.

IV. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE

Target locations for proposed response

Recovery assistance by the Requesting Members and their partners to returnees and the population who remained behind in their home areas during the conflict will focus on Swat and Buner Districts of the North West Frontier Province (NWFP).

Swat valley is an administrative district in the North West Frontier Province and home to 1,257,602 persons. Based on the 1998 Census, the average household size in the valley is 8.8 with total housing units numbering 142,311. The major source of livelihoods in the area is agriculture, bee farming, trade, commerce, and government service while others are also engaged in industries. The military operations resulted in 90% of the population fleeing the area and seeking refuge in camps and host communities.

In Swat District, NCA (with local implementing partner PakCDP) and DKH (with local partner PVDP) propose to focus on four Union Councils: - Barikot - Kota - Tandodag, and - Ghalegay

For CWS, selection of targeted Union Councils for the other activities in Swat will only be done once the project funds are available and agreements in terms of allocation of areas and type of assistance are made in cooperation with the government authorities. However, based on initial needs assessments conducted by CWS, it is tentatively considering six remote UCs in this district which have been cleared by the government for humanitarian NGOs to access:

- Jano Chamtalay - Seri Teligram () - Khawazakhela (Khiazakhela) - Miandam - Fatehpur - Tirat

Buner is a small mountain valley stretched over a land area of 1,865 km square. Mora Hills and Ilam range divide it from Swat Valley. Buner District is divided into six tehsils, and has a total population of 506,0484. Following the military offensive in the area, 83% of the population fled to safer grounds. In Buner district, NCA with its implementing partner PVDP will focus on five Union Councils (UCs), which are:

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- Gorghusto - - - Kawga, and - Sarwai.

CWS will focus on UC for the livestock assistance programme.

The following tables summarize the proposed locations for NCA and DKH’s responses and show the estimated overall population in each district and Union Council (UC).

Table 1: Buner District/Union Councils (UCs)- estimated total population and locations for ACT response under PAK101 as of March 5, 20093

As of 1998 As of March 05, 2009 ACT MEMBER NAME OF TEHSIL / PERSONS. HHs Target location UNION COUNCIL BOTH SEXES MALE FEMALE BUNER DISTRICT 506,048 253,035 253,013 667,550 73,359 506,048 253,035 253,013 667,550 73,359 Ab Khail UC 24,770 11,854 12,916 32,675 3,591 UC 24,112 12,388 11,724 31,807 3,495 Batara UC 17,758 8,704 9,054 23,425 2,574 NCA Chinglai UC* 18,280 9,248 9,032 24,114 2,650 Daggar UC 21,963 10,724 11,239 28,972 3,184 Dewana Bala UC 16,895 8,414 8,481 22,287 2,449 Elai UC 24,317 11,809 12,508 32,078 3,525 Gadaizi UC 20,761 10,301 10,460 27,387 3,010 Gagra UC 22,137 11,202 10,935 29,202 3,209 NCA Ghurghushtu UC* 17,692 9,086 8,606 23,338 2,565 UC 14,402 7,251 7,151 18,998 2,088 Gulbandai UC 15,846 7,799 8,047 20,903 2,297 Karapa UC 15,650 7,795 7,855 20,645 2,269 NCA Kowga UC* 24,481 12,490 11,991 32,294 3,549 Makhranai UC 17,891 9,178 8,713 23,601 2,594 Mali Khel UC 19,810 9,672 10,138 26,132 2,872 Malikpur UC 18,904 9,306 9,598 24,937 2,740 Nawagai UC 20,755 10,618 10,137 27,379 3,009 Norezai UC 15,523 7,965 7,558 20,477 2,250 Pachakilay UC 17,813 9,128 8,685 23,498 2,582 Pandair UC 17,577 8,481 9,096 23,187 2,548 Rega UC 13,355 6,833 6,522 17,617 1,936 NCA Sarwai UC* 13,645 6,928 6,717 18,000 1,978 CWS Shalbandai UC 17,492 8,900 8,592 23,074 2,536 Soray UC 15,294 7,482 7,812 20,175 2,217 UC 18,730 9,189 9,541 24,708 2,715 NCA Totalai UC* 20,195 10,290 9,905 26,640 2,927

*Target areas identified by PVDP for WASH interventions

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Table 2: Swat District/Union Councils (UCs)- estimated population and locations for ACT response under PAK101 as of March 5, 20094 AS OF 1998 AS OF MAR 5, 2009 NAME OF TEHSIL / PERSONS HHs ACT MEMBER UNION COUNCIL BOTH SEXES MALE FEMALE SWAT DISTRICT 1,257,602 648,008 609,594 1,842,398 232,015 251,368 126,868 124,500 329,817 66,186 Arkot UC 21,740 10,943 10,797 28,525 28,525 Ashar I UC 14,313 7,156 7,157 18,780 2,347 Bart Ana UC 19,771 10,122 9,649 25,941 3,243 Baydara UC 21,994 11,170 10,824 28,858 3,607 Beha UC 16,250 8,191 8,059 21,321 2,665 Chuprial UC 23,485 12,033 11,452 30,814 3,852 Dart 1 UC 14,790 7,503 7,287 19,406 2,426 Oorishkhela UC 17,188 8,588 8,600 22,552 2,819 Gowalari UC 20,487 10,404 10,083 26,881 3,360 Matta Kharari UC 18,465 9,496 8,969 24,228 3,028 Pir Kalay UC 20,606 10,322 10,284 27,037 3,380 Sakhra UC 22,116 10,863 11,253 29,018 3,627 Shoiar UC 20,163 10,077 10,086 26,456 3,307 SWAT TEHSIL 1,006,234 521,140 485,094 1,512,581 232,015 Aiankot Faizabad UC 17,483 9,254 8,229 22,939 2,867 Banringaro Darai UC 19,598 10,338 9,260 25,714 3,214 Gulkad UC 17,991 9,465 8,526 23,606 2,951 Malkana Landakass UC 19,691 10,450 9,241 25,836 3,229 Malokabad UC 17,178 9,098 8,080 22,539 2,817 Rahimabad UC 19,339 10,301 9,038 25,374 3,172 Rang Muhallah UC 22,369 11,663 10,706 29,350 36,689 UC 20,295 10,742 9,553 26,629 3,329 Shahdarana \lAnkalay 19,924 10,431 9,493 26,142 3,268 UC Aka Maruf Bami Khel 16,689 8,905 7,784 21,897 2,737 UC UC 18,715 9,419 9,296 24,556 3,069 Balakot UC 15,660 7,975 7,685 20,547 2,568 Bar Aba Khel Kabal UC 20,983 10,925 10,058 27,532 3,441 Barabandi UC 24,040 12,419 11,621 31,543 3,943 NCA, DKH Barikot UC* 24,553 12,655 11,898 32,216 4,027 Bashigram UC 11,665 5,930 5,735 15,305 1,913 Charbagh UC 23,970 12,654 11,316 31,451 3,931 Sangota UC 15,032 7,922 7,110 19,723 2,465 Devli UC 18,575 9,460 9,115 24,372 3,046 CWS Fatehpur UC 23,095 11,966 11,129 30,303 37,878 NCA, DKH UC* 25,825 12,806 13,019 33,885 4,236 Gull BaghUC 19,338 10,224 9,114 25,373 3,172 Hazara UC 20,617 11,545 9,072 27,051 3,381 Islampur UC 23,638 12,298 11,340 31,015 3,877 CWS Jano Chamtail UC 26,144 13,021 13,123 34,303 4,288

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 11

Kalakalay UC 25,232 12,869 12,363 33,106 4,138 UC 20,903 10,823 10,080 27,426 3,428 KanjoUC 26,293 13,687 12,606 34,499 4,312 Kashora UC 17,672 9,214 8,458 23,187 2,898 CWS Khiazakhela UC 24,517 12,855 11,662 32,168 4,021 Kokary UC 23,807 12,581 11,226 30,246 3,781 NCA, DKH Kota UC* 23,673 11,979 11,694 3,1061 3,883 UC 16,606 8,549 8,057 21,788 2,723 Kaz Abakhel Kabal UC 20,476 10,524 9,952 26,866 3,358 Kazabandi UC 18,800 9,531 9,269 24,667 3,083 Madyan UC 19,741 10,066 9,675 25,902 3,238 UC 19,957 10,472 9,485 26,185 3,273 Mankial UC 12,448 6,421 6,027 16,333 2,042 CWS Miandam UC 16,370 8,429 7,941 214,789 2,685 UC 19,557 10,256 9,301 25,660 3,207 UC 14,161 6,894 7,267 18,580 2,322 Qambar UC 17,259 9,041 8,218 22,645 2,831 Shahderi UC 14,848 7,809 7,039 19,482 2,435 Shalpeen UC 15,578 7,654 7,924 20,440 2,555 Shamozi UC 25,924 13,004 12,920 34,014 4,252 Shin UC 18,883 9,710 9,173 24,776 3,097 Tal UC 26,388 13,559 12,829 34,623 4,328 CWS Taligram UC 12,702 6,650 6,052 16,666 2,083 NCA, DKH Tindodag UC* 12,188 6,400 5,788 15,992 1,999 CWS Tirat UC 15,989 8,077 7,912 20,979 2,622 Totanobandi UC 13,729 6,949 6,780 18,014 2,252 Utrur UC 10,126 5,271 4,855 13,286 1,661

*Target areas identified by Pak-CDP for WASH interventions

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 12

SWAT VALLEY - SOCIAL INDICATORS Indicator3 Statistics Total Area 5,337 Sq. Km. Total Population 1,257,602 Average Growth Rate 3.37% Population Density 235.6 persons/ Sq. Km. Urban Proportion 13.8% Disabled Population 1.20% NIC Holders 64% Health Facilities 1 Divisional Headquarter Hospitals, 7 Tehsil Headquarters, 2 RHCs, 42 BHUs and 16 Dispensary Literacy Ratio 28.75% Un-employment 30.42% Type of Houses Pacca (75.31%), Semi Pacca (4.45%) and Kaccha (20.24%) Source of Lighting Electricity (67.84%), Kerosene Oil (30.38%), Others (1.78%) Source of Information TV (22.58%), Radio (32.45%), Newspaper (12.92%)

BUNER DISTRICT – SOCIAL INDICATORS

Indicator4 Statistics Total Area 1,865 Sq. Km. Total Population 506,048 Average Growth Rate 3.9% Population Density 271 persons/ Sq. Km. Disabled Population 2.90% Health Facilities Limited with 1 District Hospital, 3 Civil Hospitals, 2 RHCs, 20 BHUs, 8 Dispensary, 1 TB Center, 3 Leprosy Center, 1 Drug Addict Center Literacy Ratio 22.6% Un-employment 18.50% Source of Lighting Electricity (51.1%), Kerosene Oil (47.3%), Others (1.6%) Source of Drinking Water Inside house : Pipe nul (47.7%), Hand Pump (0.6%), Well (13%) Outside House : Pipe nul (12%), Hand Pump (0.1%), well (9.6%), Pond (4.5%), Others (23.5%)

3 District Census Report (DCR) 1998, Federal Bureau of Statistics 4 District Census Report (DCR) 1998, Federal Bureau of Statistics

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 13

Current situation in Swat and Buner Districts

In early July 2009, the GoP announced the military operations in Swat and Buner as completed and that the area was safe for the return of displaced population. Although there were many doubts and fears not only from the IDPs but from the humanitarian community assisting the IDPs, the return process was pushed ahead. Initially, some ad hoc camps were set up for returnees in Swat and Buner, but these have now been closed as returnees return to their homes. As of end September 2009, over 234,500 families (1.64 million individuals) had returned to their homes.

Assessments conducted Various assessments have been carried out by different agencies in IDPs places of origin since the beginning of the return process. There were limitations on the areas that were covered by the assessments due to security conditions and curfews that meant that the majority of assessments were done in the most accessible areas. In addition, some government restrictions are placed on permission to access some areas to be able to conduct assessments and also share assessment information.

CERINA (Conflict Early Recovery Initial Needs Assessment) was conducted in July/August 2009, lead by Government with the participation of humanitarian cluster members and their partners. Different tools were used to conduct the assessment, including Household Questionnaires, Union Councils (UCs) profiles, and Focus Group Discussion (FGDs) with community groups as well as with children. The assessment teams did the survey only where they had easy access and these areas were cleared of militants by the army. There are still large areas of Malakand Division including Swat District where there is no or very limited access and the threat by the insurgents is still real.

NCA Both NCA partners, PVDP and Pak-CDP, completed preliminary assessments in the areas where IDPs have returned to their homes in coordination with the WASH cluster and the concerned local Government authorities in 2009. NCA program staff also visited the target areas in mid September 2009. Latest assessments were made by NCA’s partners in January 2010. These partners are allocated target areas by WASH cluster and the Local Government in Buner and Swat districts to provide WASH facilities to IDPs who have returned to their homes.

DKH DKH partner NRSP is conducting an ongoing Poverty Survey where field staff, with the involvement of Community Organizations (COs) established in the target area, have arranged door- to-door visits to each household to collect data. After the collection of data, household information will be issued on Poverty Scorecards for each household. DKH has also drawn on assessment information from fellow Forum members and UN OCHA.

CWS In mid-July 2009, CWS participated in a Joint Assessment conducted by the Pakistan Humanitarian Forum in District Buner to inform planning for support to returnees.

In 2009 under appeal PAK091, CWS-P/A also developed a case study on returnees to Buner. CWS- P/A partners have also conducted assessments. Hashoo Foundation conducted a preliminary survey of two UCs in District Buner to assess and identify priority needs in the area. LASOONA collected data and information for education components and visited the centrally located UC of Shalbandi in mid July 2009, which is adjacent to UCs Dagar and Sawari.

Agencies at federal and cluster levels have also been sharing assessment information.

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 14

Security Situation and humanitarian access in Swat and Buner Ground realities are fast changing and the security situation remains fragile due to the presence of military forces in remote areas of the neighbouring Malakand Division and the existence of pockets of resistance. In Buner, 21 out of 27 Union Councils were declared clear by the GoP. Many shops have reopened. Police and army check posts are visible everywhere. The communication systems such as roads, telephones, and electronic media are now functional in most areas.

ICRC and UN agencies have demonstrated a commitment to work for the recovery and rehabilitation of IDPs returning their homes. The GoP, recognizing the various efforts for humanitarian aid, has been pro active in establishing guidelines and assistance for the safety of the organizations willing to work in the area. Regular updates on security situation in the areas of return are circulated by UNDSS.

ACT Pakistan Forum members regularly coordinate with the relevant District Coordination Office (DCO), Commissioner, Camp Manager and the Emergency Response Unit (ERU) Coordinator to update the security protocol. The Local Authorities at the federal level are also kept in loop for coordinated efforts on security. All three ACT members (CWS, NCA, DKH) are following Travel SOPs (Standard Operating Procedures) while doing programmatic interventions. Media, Law Enforcement Agencies, INGOs Security Forums and UNDSS security advice is used as the major sources of information for creating the security plan for the proposed area of response.

The risks to the recovery process which continue to be closely monitored and managed include: breakdown in law and order; re-escalation of the crisis and accompanying displacement; lack of security for humanitarian workers and resulting inaccessibility due to the presence of some militants in some areas; and restrictions on mobility. Attacks in early 2010 on aid workers in NWFP have required organizations to step up security measures and some INGOs have been forced to withdraw operations. Attacks on civilians and insecurity in major cities of Pakistan also affect mobility and capacity of the humanitarian organizations to plan and respond in a timely manager.

To address these security problems, project holders and implementing partners have ensured that recovery initiatives are implemented in areas with pockets of stability and authorities at the federal, provincial, and district level are kept in loop for coordinated efforts on security. Further efforts will be made to remain vigilant and to follow local norms, particularly of the Pashtun culture, during the project implementation.

Damages in Swat and Buner Districts According to a government official, damage due to the conflict in Swat may total up to $2.5 billion. Basic services such as electricity, roads and hospitals are being restored, but rebuilding of other infrastructure will take a longer time. An education official in Swat further stressed that 220 girls and boys schools were damaged or destroyed.5 In Buner District, according to an assessment report by Save the Children, minimal damage was done to houses, and public services were not severely affected.

Impact on the population Social instability, vulnerability and psychosocial effects Issues contributing to social instability in the areas of return include: - breakdown of the social fabric to the household level - lack of governance and community consensus - lack of security and access to services for female and child-headed households, and a reluctance of women to return

5 The CS Monitor (http://www.csmonitor.com/2009/0818/p06s19-wosc.html)

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 15

- brain-drain out of the region - further deteriorating government services - use of civilians for community policing with unclear distinction between combatants and non-combatants

Due to the deaths of a significant number of men and women, the demographic structure of families has changed. Women from families who have lost their male bread-earners are forced to play the dual role of caregiver and income earner. The latter becomes an impossible task when women are forbidden from accessing public space, which in turn places an additional burden on young boys in the family. In some cases, entire families are dependent on minors of less than 15 years old. In other cases, the families have merged together to make up for their losses, without any increase in earnings6. In addition, children have suffered as a result of the recent conflict. Not only have their educational activities been disrupted, they are also psychologically affected by displacement, loss of family members, and cruelties of the ongoing armed conflict.

In addition, curfews and restriction of movement have also contributed to economic hardship, loss of employment and school time for the population. The flexibility of humanitarian organizations to face access restrictions and the resilience of civilians wishing not to move out of the conflict areas pose the greatest challenge.

Health Most of the districts where the IDPs have returned are under-developed and under served with poor health indicators and weak structures coupled with security concerns. In this scenario, there are multiple factors that can easily increase the morbidity and mortality among the victims of conflict communities. This includes poor hygiene, unsafe potable water, lack of waste disposal, inadequate health care services and low vaccination coverage. Anticipating the mounting health challenges, the Government appealed to NGOs/ INGOs and the UN for a coordinated support and assistance for the returnees and ultimately the restoration of all civic amenities to their original status or as per the government strategy of “Build Back Better”.

The extent of damage and need assessed by Provincial Relief, Rehabilitation & Settlement Authority (PaRRSA) in its Health Strategy for , narrates that “in recent past, the district health system (DHS) in Malakand Division was gravely compromised by the major conflict. The miscreants terrorized the community health workers, especially female healthcare providers. Programs of extreme importance, such as National Immunization Days (NIDs) for Polio Eradication could not be carried out. Lady Health Workers were confined to their homes and even some tendered resignation because of the fear of miscreants. A number of health facilities were also damaged”.

Out of a total of 80 health facilities in Swat district 39 were completely or partially damaged. Out of 25 sanctioned positions for medical specialists only 14 were filled and out of 4 sanctioned positions for Gynecologists none are available.

District Health Authorities have limited budgets and capacities to support resumption and restoration of basic health service delivery through damaged/non functional health facilities and infrastructure. This includes the provision of essential drugs, equipment, vehicles and supplies; essential health staff, especially female health care providers and implementation of a Minimum Initial Service Package (MISP) for reproductive health. Access to those health services that are open is also limited due to the imposition of a curfew. In the absence of timely assistance to boost

6 The average family size is typically more than 7 individuals.

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 16 this capacity, there is a risk of significant increases in morbidity and mortality rates amongst the affected population. Preventive and curative measures are urgent.

The joint CERINA (Conflict Early Recovery Initial Needs Assessment) conducted in July/August 2009 in those areas that were accessible found that: - Only 38% of the population had access to the government health facilities. Approximately 60% of the Swat population relied on private practitioners for medical treatment, for which they have to pay a heavy fee. - In Swat, 50% babies were delivered at home and approximately 19% at private health facilities. Out of the total deliveries, less then 16% were conducted by a Lady Doctor whereas, around 38% were conducted by Dai (TBA) Traditional Birth Attendants7.

Food security and livelihoods Both subsistence agriculture and livestock rearing, the main livelihoods for the people of Buner and Swat, have been adversely affected by the conflict and sudden displacement of the population. Other major income sources are related to the marble mining industry and from remittances.

Livestock In normal circumstances, each family keeps 4 to 10 animals. There are lush green pastures and grazing grounds in the area making it ideally suited for livestock rearing. People were forced to sell their livestock at very low prices or to leave livestock roaming free when they were evacuating from Buner. Harsh weather conditions and poor hygiene make livestock particularly vulnerable to disease outbreak. The Pakistan Humanitarian Forum assessment in Buner revealed that 70% of the livestock were lost when the majority of the population left the area. Provision of livestock was identified as a first priority of IDPs to resume and restart their livelihood recovery (Source: Preliminary assessment conducted by CWS-P/A partner Hashoo Foundation, from July 24-26, 2009 in two Union Councils of Buner District).

Agriculture Approximately 62% of households are engaged in agricultural activities as their main source of livelihood (CWS partner LASOONA’s assessment in 13 UCs of Swat District). Agriculture in the area is rain fed. Major crops are wheat, maize and tobacco. Farming families mainly rely on two crops a year. The timing of the military operation coincided with the harvest time for Rabi crops (crops harvested mid/late April to mid/late June) which is followed by the sowing of Kharif crops (crops sown at the beginning of the first rains in July). For farmers, the beginning of summer in this hilly tract is the most-waited season as their months of labor is paid off during this time. The wheat harvest is of paramount importance for all farmers in order to secure the year’s stock of staple food. This is also the time when fruit harvesting begins. The sale of fruit makes the farmers of this valley financially secure and able to invest in Kharif crops. Besides harvesting and sowing, some standing cash crops like tobacco and tomatoes need more attention in the months of May and June, the harvesting of which are due in July- August.

The harvesting of wheat standing crops was disrupted due to the ongoing conflict putting at stake the food security of the local people. IDPs evacuated from these areas were unable to harvest their crops. Returnees have to clear their fields of the wasted crops and work the land back to its previous productive level.

The CWS P/A case study in July 2009 on returnees to Buner highlighted food insecurity as the highest ranked problem, related to the need for livelihood recovery. Issues identified in Swat by CWS partner LASOONA include the following:

7 Source: CERINA Assessment by clusters, August, 2009.

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ƒ Access to inputs and output market ƒ Lack of investment ƒ Lack of opportunity to increase farm management skills and lack of knowledge on marketing by-products

Mining and other livelihoods A significant part of the population was also employed in the mining business which has also greatly suffered. The other sources of employment are transport, private and government service and seasonal labor. Some people run small shops but their businesses have suffered as a result of the military operation. Some households get remittances from family members who are employed abroad mostly in Gulf States and Malaysia. Some skilled and unskilled labors were earning their livelihood as construction workers but construction activity has completely halted now.

Education NWFP is one of the provinces of Pakistan where the literacy rate is very low. Only half of the male population of the province can read and write, and only up to a fifth of its female population. The gender gap in literacy is huge by any standard. In the best performing districts of Haripur and Abbottabad, the number of literate females is half that of literate males. Before the military operations, the imposition of Sharia law prohibited women and young girls from going out of their homes without being accompanied by a male family member and forbade them from participating in public life. Most of the girls’ schools were destroyed by extremist groups in Swat Valley and the female literacy rate in the district stood at 13 percent. In Shangla District that falls in the conflict zone, the female literacy rate is just 4 percent.

The education sector, specifically girl’s education suffered intensively because of the conflict. According to a UN statement, the education of 1 million children is threatened where conflict has damaged or turned schools into civilian shelters. UN figures says that 187 schools were destroyed and 318 schools partially damaged. 313 of them are girls schools.8

It is estimated that it would take a year to rebuild schools and that the students will be attending classes in temporary tents. Still, the main challenge is to overcome the fear of attending schools.

Water, Sanitation and Hygiene Promotion WASH is one of the priority areas of response in this recovery and rehabilitation phase in the areas of return in NWFP as a pre-requisite to improve the health and to reduce vulnerability of returnees and IDPs still residing with host families.

During the conflict almost all municipal services (including solid waste disposal and removal, sanitation services) were suspended which further added to the miseries of population who remain in these areas.

In the absence of adequate WASH facilities in areas of return, the populations face health problems and are dispersed thus making the task of providing support during the recovery and rehabilitation phase more challenging. Likewise, increased burden on existing drinking water supplies and sanitation infrastructure will increase vulnerabilities to water, sanitation and hygiene related diseases.

Immediate WASH needs for returnees and stayees will vary based on geographical location and existing infrastructure. Latest WASH assessments were conducted in January 2011 by NCA partners in cooperation with local government, who allocate projects to different implementing

8 Source :Dawn News 31st July,2009.

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 18 parties. Areas of major need in terms of WASH are addressed by this appeal and according to the situation in the specific UCs targeted.

ACT members Coordination For an effective and efficient response aimed at reaching those identified as most vulnerable, these proposed actions are also being planned and prioritized in coordination with the government and with all Clusters, including: ¾ Health Cluster: WASH services in health facilities, diarrheal disease reporting, outbreak response ¾ Education Cluster: Rehabilitation of WASH facilities in schools, installation of temporary WASH facilities in transitional schools, hygiene education for school-going children ¾ Protection Cluster: identification of vulnerable persons and areas for prioritized response ¾ Camp Coordination and Camp Management (CCCM) and Shelter (UNHCR): camp site selection and development, camp management

Coordination and collaboration amongst the ACT Pakistan Forum members and their partners will continue to build on the relationships which have been already established. Monthly meetings are hosted by the current Chair of the Forum, DKH.

ACT Forum members will coordinate their efforts in order to avoid overlap and look into ways of creating synergies with each other’s work. Coordination is already happening at several levels and will continue to include local authorities, local and international NGOs and CBOs and other relevant agencies. The objective of the coordination is to ensure that: the project is implemented successfully; the project objectives are achieved; and the targeted beneficiaries acquire the maximum benefits in a timely manner.

NCA, CWS-P/A, and DKH will be engaged in the following coordination activities: • Regular meeting of managers at Islamabad and field level • Joint planning of this appeal • Facilitation of meetings with implementing partners in the field • Joint monitoring – resources may be shared where possible • Joint brainstorming sessions to envisage future plans as per the needs identified • Joint representation in cluster meetings

ACT evaluation For the previous appeal related to this emergency to assist conflict IDPs from the North West Frontier Province, it was agreed that a Participatory Learning Review should be carried out in place of an external ACT evaluation, but that the recovery and rehabilitation phase response of CWS, DKH and NCA (that this follow-on appeal requests support for) should be externally evaluated. The Participatory Learning Review conducted in October 2009 directly informed the development of this appeal and will be further drawn on for this next evaluation which is likely to take place around January 2011.

Therefore, budget provision is made under this appeal, and a Terms of Reference will be developed by the ACT Secretariat in consultation with both the Requesting Members as well as with supporters of the appeal.

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 19

1. NORWEGIAN CHURCH AID

While paying attention to programmatic, geographic and gender priorities, NCA through its implementing partners in consultation with the WASH cluster and concerned Government Departments has planned to support the returnee IDP families in Buner and Swat areas for WASH interventions in the Union Council locations described above. The NCA interventions through its two implementing partners will include: - restoration and rehabilitation of community operated water supply and sanitation schemes - provision of technical assistance and guidelines; and - capacity development of communities to facilitate the provision of essential WASH services to the affected population. Restoration of WASH services in the target areas will directly support efforts to ensure access to safe drinking water and adequate sanitation, with a particular focus on access for women and girls, the elderly and disabled, as well as addressing the needs of schools in the identified target areas where possible. The support for WASH program will include interventions in rural areas and to develop capacity of the communities to ensure, where possible, long-term gains through recovery and rehabilitation.

V. TARGETED BENEFICIARIES NCA through its two implementing partners, PVDP, and Pak-CDP have jointly planed WASH interventions for returnees as well as persons who stayed in the conflict areas during the, including unmet WASH needs of the schools in the same areas.

Number of beneficiaries per type of assistance NCA proposes to directly assist 3,383 families in the two target districts.

NCA will work with PVDP in Buner district in five UCs (Gorughushto, Chinglai, Totalai, Kawga, and Sarwai), and with Pak-CDP in Swat District in four UCs (Barikot, Kota, Tandodag, and Ghalegay). Following are details of the proposed WASH interventions:

S. # WASH Interventions Families Individuals Implementing Partners

451 Water Schemes • PVDP 1,658 families (13,260 individuals) 1 3,383 27,060 (PVDP 221 – Pak-CDP 230) • PakCDP 1,725 families (13,800 individuals)

783 PF Toilets • PVDP 766 families (6,128 individuals) 2 (1,566) (12,528) (PVDP 383 – Pak-CDP 400) • PakCDP 800 families (6,400 individuals)

420 Health Hygiene Sessions • PVDP 5,000 individuals 3 N/A (10,500) (PVDP 200 – Pak-CDP 220) • Pak-CDP 5,500 individuals Total 3,383 27,060

Note: average family size is 8 identified by IPs; 1 water scheme will benefit 60 individuals; 1 toilet will be used by 16 individuals (2 families)

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 20

Location of Targeted Beneficiaries in Each District WASH facilities will be provided by NCA and its implementing partners to returnee and ‘stay-ee’ IDP families in Buner and Swat districts. Buner District:

• NCA and its implementing partner PVDP will assist 1,658 families (13,260 individuals) to access safe drinking water and sanitation facilities, and improved health and hygiene awareness in five Union Councils (UCs) Number of Families to be targeted in 5 Union Council (UCs) of Buner District Gravity Hygiene # of # of Hand Dust S. # Names of UCs Population # of Toilets Water Promotion Families Pumps Bins Schemes Sessions 1 Gorghushto 450 3,600 75 58 2 9 50 2 Chinglai 210 1,680 76 25 3 8 40 3 Totalai 472 3,780 96 63 - 9 50 4 Kawga 338 2,700 81 45 - 8 40 5 Sarwai 188 1,500 55 25 - 6 20 Grand Total 1,658 13,260 383 216 5 40 200

Swat District:

• NCA and its implementing partner PakCDP will assist 1,725 families (approximately 13,804 individuals) for access to safe drinking water and sanitation facilities, and improved health and hygiene awareness in four Union Councils (UCs) in Swat district Number of Families to be targeted in 4 Union Council (UCs) of Swat District Gravity # of # of Hand Hygiene Promotion S. # Names of UCs Population # of Toilets Water Families Pumps Sessions Schemes 1 Barikot 488 3,904 100 65 - 66 2 Kota 375 3,000 100 50 - 44 3 Tandodaq 375 3,000 100 50 - 44 4 Ghalegay 487 3,900 100 65 - 66 Grand Total 1,725 13,804 400 230 - 220

Criteria for the selection The target beneficiaries are identified with the help of local Government representatives and the WASH cluster. NCA implementing partners will give preference to female headed households, orphans, special people, elderly and families with a more number of children. Sphere Minimum Standards and the Red Cross/Red Crescent Code of Conduct will be the guiding touchstone while providing assistance 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.

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 21

VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION

Goal: To assist conflict affected families and communities in the restoration of basic services and promotion of livelihood opportunities.

OBJECTIVES 1. Increase access to and use of safe drinking water, sanitation facilities and improve health and hygiene conditions of 3,383 returnee IDP families in Buner and Swat districts over a 12 month project timeframe.

a. Increase access to and use of safe drinking water, sanitation facilities and improve health and hygiene conditions of 1,658 returnee IDP families in five UCs (Gorughushto, Chinglai, Totalai, Kawga, Nawagai, and Sarwai) of Buner district (Partner PVDP)

b. Increase access to and use of safe drinking water, sanitation facilities and improve health and hygiene conditions of 1,725 returnee IDP families in four UCs (Barikot, Kota, Tindodag, and Ghalegay) of Swat district (Partner Pak-CDP)

ACTIVITIES

Partner PVDP WASH Facilities: Installation of Water Schemes and Construction of Pour Flush Toilets • Through implementing partner PVDP, NCA will assist 1,658 returnee IDP families in Buner district • PVDP will provide affected families access to safe drinking water and sanitation facilities. The provision of WASH facilities will include: • Construction of 383 PF latrines (2 households/families will use one latrine) • Installation of 221 hand pumps (60 individuals will use one hand pump) • Testing of drinking water quality from recognized Government water testing labs to ensure drinking water is free of bacteria and contamination.

In order to promote the use of latrines and enable implementation with IDP participation, the construction of latrines and hand pumps facilities will also include caretakers’ training for men. This training will include training on masonry skills. 4-5 persons will be provided training in each scheme. Implementation Methodology: PVDP will establish male and female committees and will consult them on latrine design, location for latrines, and hand pumps. PVDP will also involve families and local Government representatives for site selection of the WASH facilities at family courtyards and in schools respectively. PVDP will establish 221 caretaker committees, i.e., one committee for each water supply scheme who will be trained in the operations and maintenance of the hand pumps and gravity schemes and also equipped with the toolkits. Keeping in view cultural sensitivities, PVDP will construct toilets and install hand pumps at locations which are free of security risk particularly for females.

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The distribution of the toilets and hand pumps will be based on number of deserving families identified in each UCs in the Buner district. Indicators: • 1,658 families have access to safe drinking water and sanitation facilities • 1,658 families are using safe drinking water and sanitation facilities

Hygiene promotion • Conduct 200 health and hygiene promotion sessions for clusters of 25 individuals to deal with issues of diarrheal diseases and principal modes of transmission of infectious diarrheal diseases. The target individuals will be sensitized on how diarrheal disease are fuelled by the “five F’s”: fluid (drinking contaminated water); fields (the contamination of soil and crops with human fecal matter); fingers (unwashed hands preparing food or going into the mouth); food (eating contaminated food); and flies (spreading disease from feces to food and water or directly to people, particularly problematic where open-air defecation is the norm. • Hygiene training for religious leaders and school children • Distribute Hygiene Kits to 383 individuals attending the health and hygiene promotion sessions to get positive results of health hygiene sessions with IDPs. • Distribution of 40 communal dust bins/garbage collection containers for solid waste management

Implementation methodology: PVDP will form separate male and female committees comprised of returnee IDP families and staff of schools in the same target areas and will sensitize them on how they can contribute in WASH interventions to improve their living conditions. PVDP will organize separate training sessions for both men and women through committees formed. PVDP staff will conduct community meetings and hygiene promotion training, and use posters for positive hygiene messages. Indicators: • 5,000 targeted individuals have adapted safe hygiene practices • Hygienic use and maintenance of sanitation facilities by 90% of the targeted households • 50% reduction in diseases related to improper sanitation and hygiene practices

Partner Pak-CDP WASH Facilities: Installation of Water Schemes and Construction of Pour Flush Toilets • Through implementing partner Pak-CDP, NCA will assist 1,725 families in Buner district • PakCDP will provide returnee IDP families with access to safe drinking water and latrine facilities. The installation of WASH facilities will include: • Construction of 400 PF latrines (2 households/families will use one latrine) • Installation of 230 hand pumps (60 individuals will use one hand pump) • Caretaker training • 400 hygiene kits • Testing of water quality at the recognized Government water testing labs to ensure drinking water it is free of bacteria and contamination

In order to promote the use of latrines and enable implementation with IDP participation, the construction of latrines and hand pumps facilities will also include caretakers’ training for men.

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This training will include training on masonry skills. 4-5 persons will be provided training in each scheme. Implementation methodology: Pak-CDP will establish male and female committees and will consult them on latrine design, location for latrines, and hand pumps. Pak-CDP will also involve families and local Government representatives for site selection of the WASH facilities at family courtyards and in schools respectively. Pak-CDP will establish 230 caretaker committees, i.e., one committee for each water supply scheme who will be trained in the operations and maintenance of the hand pumps and will be equipped with the toolkits. Keeping in view cultural sensitivities, Pak-CDP will construct toilets and install hand pumps at locations which are free of security risk particularly for females. The distribution of the toilets and hand pumps will be based on number of deserving families identified in each UCs in the Swat district. Indicators: • 1,725 families have access to safe drinking water and sanitation facilities • 1,725families are using safe drinking water and sanitation facilities

Hygiene promotion

• Conduct 220 health and hygiene promotion sessions for clusters of 25 individuals to deal with issues of diarrheal diseases and principal modes of transmission of infectious diarrheal diseases. The target individuals will be sensitized on how diarrheal disease are fuelled by the “five F’s”: fluid (drinking contaminated water); fields (the contamination of soil and crops with human fecal matter); fingers (unwashed hands preparing food or going into the mouth); food (eating contaminated food); and flies (spreading disease from feces to food and water or directly to people, particularly problematic where open-air defecation is the norm.

• Distribute Hygiene Kits to 400 individuals attending the health and hygiene promotion sessions to get positive results of health hygiene sessions with IDPs. Implementation methodology: Pak-CDP will form separate male and female committees comprised of returnees IDP families and staff of schools in the same target areas, and will sensitized them on how they can contribute in WASH interventions to improve their living conditions. Pak-CDP will organize separate training sessions for both men and women through committees formed. Indicators: • 5,500 targeted individuals have adapted safe hygiene practices • Hygienic use and maintenance of sanitation facilities by 90% of the targeted households • 50% reduction in diseases related to improper sanitation and hygiene practices.

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Overall Implementation Strategy 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. NCA will work in the WASH sector through its two experienced partners PVDP, and Pak-CDP. These partners have strong ability to mobilize IDP communities and work with them, and professional capacity to implement WASH projects. NCA has been working with these local partners after the earthquake in October 2005, and has had a very positive experience. NCA will provide support and guidance to its partners’ activities within the WASH sector. NCA will assist these partners by providing them technical assistance in WASH interventions, in addition to monitoring and strengthening of their finance and logistics departments. NCA will also mobilize and allocate funding in support of this proposed recovery and rehabilitation program. NCA’s WASH Advisors at the NCA head office in Oslo will be consulted for quality assurance as per need. In addition to this NCA full time local WASH Project Officer will closely 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. NCA Project Staff and these partners have also participated in the CWS SPHERE standards training with particularly emphasis on monitoring. The project implementation therefore will be done in accordance with DNH principles and SPHERE standards. Cross-cutting approach: Implementation of WASH response to this emergency is guided by the following: • WASH early recovery interventions and those in hosting areas should seek to establish from the outset linkage to and be guided by longer term development efforts where possible. This includes seeking guidance from WASH related National and Provincial policies and strategies; • Utilization of participatory and rights-based approaches, including the participation of communities in the planning and implementation. Efforts will be made to ensure consultation with women, men and children and all segments of the population who may have special needs (i.e. elderly, disabled) resulting in the overall promotion and empowerment of these populations and in particular that of women; • Capacity development of government and communities in emergency preparedness, response and coordination to enhance the resilience to deal with the emergency situation and ensure the ability to execute and maintain the WASH early recovery program; • Proactive commitment to ensure that cross-cutting issues of human rights, gender, environment and refugees are addressed in the immediate response and in ongoing prioritization of projects; • Establishment of multi-faceted and robust monitoring and reporting mechanisms to measure the effectiveness and impact of WASH response, with input from humanitarian agencies and government counterparts.

NCA WASH interventions will also be coherent with the UNICEF and Local Government WASH Cluster response strategies. UNICEF is the focal agency to provide guidelines and facilitate all INGOs and local organizations involved in WASH interventions for IDPs in NWFP. These guidelines help all concerned agencies to how they should respond to the priority needs in the area of WASH.

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The WASH Cluster Strategy 20108 has defined a response to meet the needs and is guided by humanitarian principles and priorities, including Sphere Guidelines. The WASH strategic objectives are: • Ensure access and provision of safe drinking water, appropriate sanitation, and promotion of safe hygiene practices to 0.16 M IDPs in camps through 2010; • Support efforts to ensure access to safe drinking water, sanitation and hygiene promotion activities benefiting 0.64M IDPs living in host communities and 0.56 hosting population through 2010; • Support improved access to WASH interventions for 1.7 M Returnees/Stayees during the year 2010, including capacity development of government counterparts and communities; • Life Saving WASH humanitarian assistance to 0.6 M Stayees in Active Conflict Zones; • Ensure effective coordination of the humanitarian response program in the WASH cluster in close collaboration with other clusters and Government, including ensuring complementarities of interventions through information management.

Transition or Exit Strategy NCA partners, PVDP and PAK-CDP have extensive experience of working in the areas identified for recovery and rehabilitation. Since both partners had been involved in different development interventions in these areas, therefore, after the recovery and rehabilitation program NCA through these partners will plan to raise funds to support regular development projects in these areas.

Inputs for Project Implementation - Staff The following staff will manage and implement the proposed programme:

Dedicated Project Staff NCA Technical Support WASH Monitoring Officer (local) 1 (100%) Project Driver (1)

Partner PVDP (Buner) Project Coordinator (100%) (1) Admin and Finance (100%) (1) Engineer (100%) (2) Social Organizers (100%) (x5 males & 5 females) Office Assistant/Watchman (100%) (2 persons)

Pak-CDP (Swat) Project Coordinator (1) (100%) Finance and Logistics Officer (1) (100%) Engineer (2) (100%) Social Organizers (x4) (100%) Watchman (2) (100%) and an Office Boy (1) (100%)

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Management and Support staff NCA Office (Islamabad) Representative (salary and benefits) (20%) Program Coordinator (local) (1) (50%) Finance & Administration Coordinator (50 %) Finance Assistant (50%) Admin Assistant (50%) Guards (3) (50%)

PVDP Main Office (Peshawar) Director (partial) (25%) Planning and Reporting Manager (1) (partial) (25%) - Transport and travel NCA has budgeted for running of one vehicle. PVDP and Pak-CDP have budgeted for the hire and running of 3 vehicles each. Only Pak-CDP has budgeted for costs related to the transport of materials. - Equipment/offices The appeal will support a portion of the running costs for the NCA, PVDP and Pak-CDP offices.

- Capital assets 1 Vehicle (Toyata Hilux) - NCA own contribution to support the project.

Planning assumptions, constraints and prioritisation

Prioritization: WASH priorities in areas of return will be addressed with prioritization to meet the most vulnerable of the target caseloads immediately where circumstances may not allow for comprehensive response by various actors. This includes emphasis on the needs of women, children, the disabled and the elderly.

Should full funding requested not be received and be timely in its receipt, NCA will scale back the target locations and prioritize work in Buner where NCA already has a winterization and hygiene education programme running from January to 30 April 2010 with back donor support. This is also for assistance to returnees and working with the same partner.

Security and access: NCA currently has full access to work in Buner, and partners have also been working in Swat. However, there is a continued risk of militant activity resuming, which is being closely monitored. If security deteriorates in the chosen UCs, NCA will relocate to other UCs in the same district, in cooperation with local government. NCA has an internal emergency plan and monitors the situation with the Norwegian embassy, the GoP and with the UN and NGOs security forum. The overall heightened security risks magnify all other challenges in these areas and increase associated operational costs. The summer and winter seasons, the summer when water, sanitation and hygiene related disease rates are expected to rise and the monsoons which cause areas of NWFP to flood annually may require emergency response through the year.

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Implementation Timetable The overall project implementation timeframe for all components under the NCA program will be 12 months (March 31 – March 31, 2011), dependent on the timely receipt of funding. Please see the schedule below for a summary of the implementation timetable for different activities/partners projects within the appeal: Months (Apr. 2010- Mar 2011) S. # Activities 1 2 3 4 5 6 7 8 9 10 11 12 1 NCA project inception with IPs 2 NCA signing of agreement with IPs 3 Transfer of funds to IPs by NCA 4 Staff hiring by IPs and orientation about the project 5 Review of project implementation plan with community/local Govt. 6 Preparation of field level implementation plan 7 Social mobilization and formulation of community groups by IPs 8 Project monitoring by IPs and NCA staff 9 Installation of hand pumps and care takers trainings 10 Construction of latrines 11 Health hygiene sessions and distribution of hygiene kits 12 Submission of periodic and final progress reports

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, Buner and Swat for day-to-day field operations in the field.

Finance The finance division of NCA will ensure that financial management aspects are managed with efficiency, transparency and accountability. Regular financial updates will be provided to donors as per ACT and other additional requirements. NCA Finance Manager based in Islamabad, will liaise with local implementing partners. Finance Managers will to maintain financial records of income (from donor) and expenditures, and cross checking financial records. The NCA Emergency WASH Program Adviser in Oslo, Program Coordinator and the Resident Representative in Pakistan will oversee program activities to ensure proper use of funds.

Financial monitoring system NCA prepares Financial Statements in accordance with the requirements of International Accounting Standards as applicable in Pakistan. Also, biannual audits (September and March) of NCA overall financial statements are conducted by an independent firm of auditors – Ernst & Young Global Limited (Ford, Rhodes, Siddat Hyder & Co.). In addition to this, separate project audits are also conducted as per the requirements of donors. At the end of the project an external audit will be carried out by Ernst & Young Global Ltd (Ford, Rhodes, Siddat Hyder & Co) as per ACT requirements.

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VIII. MONITORING, REPORTING & EVALUATIONS Monitoring procedures During implementation of the project, regular monitoring will be undertaken to check process, progress and performance of the proposed interventions. A detailed list of qualitative and quantitative indicators will be used to ensure adequate compliance of the interventions and to measure performance of the project activities. Sources and methods of data will be collected and analyzed. Following indicators will be tracked against specified targets. Indicators • Number of affected persons (men, women, children) reached with WASH interventions in affected areas • Number/percentage of male and female returnee IDPs who have access to safe drinking water, latrines as per Sphere Standards and have been reached with hygiene education sessions • Number of water supply and sanitation schemes restored/rehabilitated in areas of return serving number of beneficiaries (men/women/children) • Number of children (girl and boy students) benefitting from access to WASH facilities in schools

While most projects will be implemented directly by the local implementing partners, NCA staff will be responsible to monitor the project implementation through field visits, review of reports, and meetings with staff of the partner organizations. In addition to this, technical facilitation will be provided by NCA WASH advisor on water and sanitation from NCA Head Office in Oslo through periodic monitoring visits and evaluation if the security situation in the area is conducive to expatriate staff travel to the field. NCA staff in Pakistan will submit reports to NCA head office and the ACT Secretariat as per the ACT reporting requirements. NCA will also meet any additional requirements related to funding from the Ministry of Foreign Affairs (MFA) Norwegian Government 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. In addition, the day-to-day monitoring will be done by implementing partners staff based in their field offices in Buner and Swat. NCA staff based in Islamabad will monitor the activities by visits to the affected areas. Monitoring will also involve reviewing and planning of work on a regular basis, assessing whether activities are carried out as planned (including beneficiary selection), identifying and dealing with problems during implementation. Emphasis will be given to ensure application of Sphere Standards and ACT Code of Conduct during the monitoring process. The Project Coordinator/Manager of the implementing partners will meet regularly with the project teams to plan activities accordingly. Monitoring of all planned project activities by the project staff will result in preparation of the consolidated reports, to be shared with all the stakeholders. The quantitative indicators for each objective will be monitored constantly to ensure efficient and effective implementation.

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IX. CO-ORDINATION

NCA is coordinating at several levels and will continue to include local authorities, local and international NGOs (WASH Cluster) and, where relevant, other agencies. The objective of the coordination is to ensure that: the project is implemented successfully; the project objectives are achieved; and that the assistance to targeted beneficiaries is timely and relevant to their needs. At a larger scale, coordination will avoid geographical and thematic repetition of activities.

NCA implementing partners will coordinate with concerned Government Departments in the Union Councils and with the District Coordinator’s Office at the field level to get NoC (No Objection Certificates) and to establish close linkages with Union Councilors and Town Municipal Authorities (TMA). Implementing partners have a strong network for providing emergency assistance to disaster affected communities. To maintain quality and accountability in relief operations, NCA implementing partners will follow the Sphere Standards for provision of relief to the affected families. Furthermore, effective coordination will be established among partners of CWS, DKH, and NCA, and others, at the field level. Monthly update, planning and coordination meetings, will focus on sharing achievements, identifying and addressing constraints, documenting lessons learned and joint activity planning will be done throughout the project.

NCA will follow-up WASH Cluster meetings in Islamabad and at the provincial and district level in NWFP in addition to coordination meetings with ACT Forum Members and joint monitoring visits to the projects with implementing partners.

NCA Representation in Pakistan is actively participating in UNICEF WASH Cluster in Islamabad, and at the coordination meetings taking place at the provincial (Peshawar). While at the district levels (Buner and Swat) NCA partners are attending cluster meetings. NCA will also coordinate its efforts with the Government and the UN agencies involved in addressing needs of the IDPs returned to their places of origin.

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 services to IDPs having returned to their homes.

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 active member of the Pakistan Humanitarian Forum (PHF)9 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 attend meeting of the Pakistan Humanitarian Forum (PHF), General Coordination Meeting (GCM) as well as different cluster meeting organized by the UN. Moreover, NCA will continue to liaise with media, both print and electronic.

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X. NCA BUDGET

ESTIMATED EXPENDITURE Type of No. Unit 1. DIRECT ASSISTANCE PKR USD Unit Units Cost Post-crisis phase Water, Sanitation and Hygiene (WASH) - Partner PVDP Mapping (KAP Survey) (food/perdiem expenses for Each UC 5 1,000 5,000 60 staff working in field for survey) Construction of Pour Flush Latrines (PFL) Latrines 383 21,000 8,043,000 95,864 Installation of Handpumps Pump 221 100,000 22,100,000 263,409 Gravity Water Schemes Scheme 5 270,000 1,350,000 16,091 Hygiene Kits kits 383 1,200 459,600 5,478 Dust Bin Units 40 20,000 800,000 9,535 Participa Hygiene Training (Schools Students) 150 1,000 150,000 1,788 nts Hygiene Training (Religious Leaders and Opinion Participa 6 5,000 30,000 358 Makers) nts Participa Hygiene Training (Community) 200 500 100,000 1,192 nts Water Testing Pumps 221 1,000 221,000 2,634 Sub Total 33,258,600 396,408

Water, Sanitation and Hygiene (WASH) Partner

Pak-CDP Construction of Latrines Pour Flush Latrines (PFL) Latrines 400 20,000 8,000,000 95,352 Installation of Hand pumps Pump 230 90,000 20,700,000 246,722 Water Testing Pump 230 1,000 230,000 2,741 Caretaker training Training 23 5,000 115,000 1,371 Hygiene Kits kits 400 500 200,000 2,384 Hygiene Material Printing copies 3,000 10 30,000 358 Sub Total 29,275,000 348,927

Total- WASH 62,533,600 745,335

Direct Project-Related Costs NCA Project Staff for Technical Support Personnel WASH Monitoring Officer (local) 1 (100%) Month 12 143,000 1,716,000 20,453 WASH Monitoring Officer Benefits (25% salaries) Month 12 35,750 429,000 5,113 Project Driver (1) Month 12 35,000 420,000 5,006 Driver Benefits (25% of the salaries) Month 12 8,750 105,000 1,251

Travel, Boarding and Lodging Fuel for Vehicle to be used for Field visits (1) Month 12 20,000 240,000 2,861 (100%) Repair and Maintenance of Vehicle to be used for Month 12 20,000 240,000 2,861 Field visits (1) (100%) Boarding & Lodging (PKR 5000 x 3 days x 10 Month 10 30,000 300,000 3,576 months x 2 staff = PKR300,000) Sub total- NCA 3,450,000 41,120

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Partner PVDP Personnel Project Coordinator (100%) (1) Months 12 40,000 480,000 5,721 Admin and Finance (100%) (1) Months 12 25,000 300,000 3,576 Engineer (100%) (2) Months 12 30,000 720,000 8,582 Social Organizers (100%) (5 males & 5 females) Months 12 200,000 2,400,000 28,605 Office Assistant/Watchman (100%) (2 persons) Months 12 20,000 240,000 2,861

Travel Vehicle Rent (driver's salary included) (3 vehicles) Months 12 105,000 1,260,000 15,018 Fuel and oil (POL) (3 vehicles) Months 12 75,000 900,000 10,727

Office Running Costs (Buner) Office Rent Months 12 25,000 300,000 3,576 Utilities Months 12 12,000 144,000 1,716 Stationary Months 12 8,000 96,000 1,144 Communication Months 12 10,000 120,000 1,430 Equipment Maintenance Months 12 5,000 60,000 715 Staff recruitment (advistisement, communication, Lump 1 15,000 15,000 179 interviews costs) sum Lump Staff inception/orientation program 1 10,000 10,000 119 sum sub-total- PVDP 7,045,000 83,969

Pak-CDP Personnel Project Coordinator (1) (100%) Months 12 40,000 480,000 5,721 Engineer (2) (100%) Months 12 30,000 720,000 8,582 Finance and Logistics Officer (1) (100%) Months 12 25,000 300,000 3,576 Social Organizer (4) (100%) Months 12 30,000 1,440,000 17,163 Watchman (2) (100%) Months 12 8,000 192,000 2,288 Office Boy (1) (100%) Months 12 8,000 96,000 1,144 Staff Travel Vehicle Rent (driver's cost included) (3) Months 12 120,000 1,440,000 17,163 Fuel and oil (POL) (25,000 x3) Months 12 75,000 900,000 10,727 Monitoring Monitoring Visit (food/perdiem expenses for staff No. of 50 3,000 150,000 1,788 while travelling in the field area) Visits

Office Running Costs (Swat) Office Rent Months 12 40,000 480,000 5,721 Utilities Months 12 14,000 168,000 2,002 Stationary Months 12 6,000 72,000 858 Communication Months 12 10,000 120,000 1,430 subtotal- Pak-CDP 6,558,000 78,164

Total Direct Project Related Cost 17,053,000 203,254

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TOTAL DIRECT ASSISTANCE 79,586,600 948,589

2. TRANSPORT, WAREHOUSING & HANDLING Transportation of goods including loading Trips 3 40,000 120,000 1,430 unloading charges (PAK-CDP) TOTAL TRANSPORT, WAREHOUSING & HANDLING 120,000 1,430

3. CAPITAL ASSETS

1 Vehicle (Toyata Hilux) - NCA Contribution 0 0 0 0 1 Vehicle (Toyata Sedan) - NCA Contribution 0 0 0 0 TOTAL CAPITAL ASSETS 0 0

4. INDIRECT COSTS: PERSONNEL, ADMIN, OPERATIONAL SUPPORT

PVDP Main Office Running Costs (Peshawar) Office Rent Partial (Main Office) (35%) Months 12 10,000 120,000 1,430 Utilities Partial (Main Office) (35%) Months 12 10,000 120,000 1,430 Stationary Partial (Main Office) (20%) Months 12 4,000 48,000 572 Communication Partial (Main Office) (20%) Months 12 5,000 60,000 715 Sub total- PVDP 348,000 4,148 Pak-CDP Main Office Running Costs (Peshawar) Personnel Director (partial) (25%) Months 12 30,000 360,000 4,291 Planning & Reporting Manager (1 x 25%) Months 12 25,000 300,000 3,576 Sub total- Pak-CDP 660,000 7,867

NCA Personnel Program Coordinator (local) (1x 50%) Month 12 105,000 1,260,000 15,018 Program Coordinator- Benefits (25% of the salaries) Month 12 26,250 315,000 3,754 Representative (salary and benefits) (20%) Months 12 200,000 2,400,000 28,605 Programme Coordinator (NCA Contribution) Months 12 0 0 0 Finance and Adminitration Coordinator (50 %) Months 12 74,750 897,000 10,691 Finance and Administration Coordinator, Benefits Months 12 18,688 224,250 2,673 (25% of the salaries) Finance Assistant (50%) Months 12 39,354 472,250 5,629 Finance Assistant, Benefits (25% of the salaries) Months 12 9,839 118,063 1,407 Admin Assistant (50%) Months 12 28,863 346,350 4,128 Admin Assitant, Benefits (25% of the salaries) Months 12 7,216 86,588 1,032 Guards (3) (50%) Months 12 47,288 567,450 6,763 Guards, Benefits (25% of the salaries) Months 12 11,822 141,863 1,691 Office Rent (50%) Months 12 124,500 1,494,000 17,807 Office Running costs (50%) Months 12 38,333 460,000 5,483 Communication costs (50%) Months 12 24,750 297,000 3,540 Vehichle Repair and Maintenance (50%) Months 12 37,500 450,000 5,364 Sub total- NCA 9,529,812 113,585

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TOTAL PERSONNEL, ADMIN & OPERATIONAL SUPPORT 10,537,812 125,600

5. AUDIT Audit Fee (PVDP) Audit 1 25,000 25,000 298 Audit Fee (PAK-CDP) Audit 1 25,000 25,000 298 Audit Fee (NCA) Audit 1 125,000 125,000 1,490 TOTAL AUDIT 175,000 2,086

TOTAL NCA PROJECT BUDGET 90,419,412 1,077,705 International Coordination Fee (3%) 2,712,582 32,331 TOTAL APPEAL BUDGET 93,131,995 1,110,036

BALANCE REQUESTED 1,110,036 EXCHANGE RATE: 1 USD = PKR 84.9

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2. DIAKONIE KATASTROPHENHILFE, PAKISTAN

Working in four Union Councils of Swat Tehsil over a period of 12 months and linked to relevant government actors, DKH proposes to support livestock-based livelihoods and small-scale home based business development as recovery assistance for female-headed households of conflict- affected returnees, as well as support for crop farming households. In addition, vocational training and start-up kits provision for young men and women is proposed. At least 3,250 households are expected to benefit from this assistance.

V. TARGET BENEFICIARIES

Location of the Proposed Response Targeted area of the intervention is Barikot, Kota, Tandodag and Ghalegay Union Councils of SWAT Tehsil, SWAT District, North West Frontier Province, Pakistan. NCA is also proposing to work in these same Union Councils, in coordination with DKH.

Targeted Beneficiaries Target beneficiaries of the proposed project are conflict-affected returnees, as well as those who did not flee during the conflict in the area.

Given the fact that female-headed households (FHH) are much more vulnerable compared to other households in rural areas, proposed project commits to give special attention to FHHs. The project components of recovery of livestock-based livelihoods and restoration of small-scale home businesses targets specifically female headed households.

Other beneficiary target group is youth, one of the social groups most affected by the catastrophic consequences of conflict, leaving them without proper education facilities, income generation opportunities and recreational activities. Besides, youth, particularly young male community members are the most exposed (voluntarily or forced) in illegal activities, crime and destructive actions organized by extremist groups in conflict areas of NWFP. Thus, the proposed action of DKH Pakistan considers the youth as one of the core target groups and addresses those community members through the component of vocational skills development within the proposed project.

One last target group of the proposed project is representatives of relevant line departments and governmental institutions engaged particularly in agriculture and livestock assistance at the district and provincial level. Via various training/workshops conducted throughout the project, the relevant personnel will be capacitated and kept in close contact to actively contribute to the sustainability of the proposed recovery.

Number of targeted beneficiaries according to proposed assistance

At least 3,250 households covering the population of approximately 26,000 individuals residing in targeted union councils will be directly benefiting from the project activities.

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Details are as given below:

S. No. of Target Project Component Main Activities Type of Beneficiaries No. Beneficiaries

Distribution of livestock (goats) and Female-headed and vaccines packages Improvement of livestock- 1,500 extremely destitute 1 households based livelihoods of FHHs Provision of training sessions on livestock management

Distribution of spring & autumn Households (small- seeds (paddy, maize, fodder) and 800 scale farmers) and fertilizer packages Livelihoods Rehabilitation women for kitchen 2 through provision of high Distribution of vegetable seeds and gardening 200 quality agriculture inputs fertilizer packages

Provision of training sessions on 1,000 crop management

At least 10 Line department’s representatives Arrangement of coordination

meetings/trainings for Community representatives of line departments At least 20 Representatives engaged in agriculture and livestock, and community representatives

Coordination and 3 strengthening linkages between relevant line At least 15 Line department’s departments and target Conductance of project review representatives communities workshops/trainings for Community representatives of relevant line At least 30 Representatives departments and community

Conductance of project closure Participants from workshop with participation of governmental and non- At least 50 relevant stakeholders, and governmental dissemination of information stakeholders

Provision of cash grants for Female heads of Livelihoods Restoration 200 households 4 through Enterprise enterprises development Development Provision of business management training sessions

Support to Livelihoods Provision of vocational skills Young female and Rehabilitation through development activities 500 male participants 5 Vocational Skills Young female and Development Activities Provision of start-up tool kits male participants

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Criteria for Selection General selection criteria for all the activities of the project: being the most vulnerable and poorest. Priority will be given to the FHHs and households with more non-earning dependants, elderly, disabled family members with lowest level of income. Most vulnerable groups in need of special attention such as elderly, disabled, orphans, pregnant and lactating women will be considered as priority.

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 female reach in the project interventions.

The ongoing Poverty Survey carried out by NRSP will also be utilized for the identification of the beneficiaries. NRSP field staff with involvement of Community Organizations (COs) established in target area have arranged door-to-door visits to each household to collect data through filling the Poverty Survey Forms. After the collection of data, household information will be issued on Poverty Scorecards for each household. Database created and poverty scorecards will be highly beneficial during the selection of the project beneficiaries. COs will also be playing active role during the beneficiary identification process in the target area.

Main criteria for specific project components are as follows:

S. Project Component Criteria No. Beneficiaries; • Should be female-headed households in need, Improvement of livestock-based 1 • Should currently have minimum number of livestock and livelihoods of FHHs maximum number of family members, • Should be nominated by the Community Organizations, Beneficiaries; Livelihoods Rehabilitation through • Should be most vulnerable small-scale farmer households 2 provision of high quality agriculture whose primary source of income is agriculture, inputs • Should possess own or rented land, • Should be nominated by the Community Organizations, Community representatives; • Should be selected with the consent of community members, 3 Coordination and strengthening • Should be willing to make effort on the coordination activities. linkages between relevant line departments and target communities Line department’s representatives; • Should be willing to make effort on the coordination activities, • His/her participation should be approved by line department Beneficiaries; • Should be female-headed households in need, Livelihoods Restoration through 4 • Should have had small-scale business before conflict, or Enterprise Development should be capable with special vocational skills, • Should be nominated by the Community Organizations, Beneficiaries; • Should be young female and male community members from Support to Livelihoods Rehabilitation conflict-affected vulnerable families, 5 through Vocational Skills • Should be willing to use skills and knowledge for generating Development Activities income for their households, • Should be willing to attend the classes regularly, • Should be nominated by the Community Organizations.

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VI. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION

Goal: To assist conflict-affected families and communities in the restoration of basic services and promotion of livelihood opportunities.

Objectives 1. To improve livestock-based livelihoods of Female-headed Households (FHHs) through provision of livestock, vaccination and relevant training activities in the target area. 2. To assist recovery of households in need of support for agricultural income generation activities by providing high quality spring and autumnal seeds, fertilizers as well as knowledge and skills development activities on crop management. 3. To forge linkages between relevant governmental actors engaged in agriculture and livestock and communities in target area. 4. To assist restoration of small-scale home businesses of female heads of households affected by conflict and establishment of new home-enterprises for female heads of households via provision of financial support. 5. To assist youth in target area on generating income for themselves and their families by provision of vocational skills development activities.

Expected Results and Activities

Result 01: At least 1,500 Female-headed households are provided with livestock and vaccination support.

Activity 01 Verification of the FHH beneficiaries; Activity 02 Procurement of livestock, vaccines and cold chains (deep freezer & thermos); Activity 03 Distribution of 7,500 livestock and 1,500 vaccines packages to verified 1,500 FHHs (4 female and 1 male goat per FHH, and 1 vaccines package per FHH); Activity 04 Development of training modules; Activity 05 Provision of 60 training sessions on livestock management for at least 1,500 beneficiaries;

Result 02: 1,000 households are provided with seeds, fertilizers and training activities on crop management.

Activity 01 Verification of the beneficiaries; Activity 02 Procurement of spring and autumnal seeds (paddy, maize, fodder, and vegetable) and fertilizers; Activity 03 Distribution of spring and autumnal seeds and fertilizer packages to verified 800 households; Activity 04 Distribution of vegetable seeds and fertilizer packages to verified 200 households; Activity 05 Development of training modules; Activity 06 Conduct of 40 training sessions for at least 1,000 beneficiaries on crop management;

Result 03: Linkages between relevant line departments engaged in agriculture and livestock and project beneficiaries are strengthened.

Activity 01 Identification of relevant line departments and their representatives;

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Activity 02 Arrangement of 2 coordination meetings for representatives of line departments and community representatives; Activity 03 Conduct of 3 project review workshops/trainings for representatives of relevant line departments as well as community on quarterly basis; Activity 04 Conduct of project closure workshop for all relevant key stakeholders and dissemination of information;

Result 04: 100 small-scale businesses of female heads of households affected by conflict are restored, and 100 new small-scale businesses for female heads of households are established.

Activity 01 Identification of small-scale home enterprises owned by female heads of households in target area (tailoring, traditional embroidery, bakery, diary products, shawl making, poultry raising, grocery stores etc.); Activity 02 Identification of potential female heads of households for establishment of small-scale enterprises in target area; Activity 03 Development of Business Management Skill Training modules; Activity 04 Provision of at least 10 business-management training sessions for 200 female heads of households; Activity 05 Provision of cash grants for 200 beneficiaries identified for enterprises development; Activity 06 Monitoring of established businesses and provision of guidance;

Result 05: 500 young community members are provided with vocational skills development activities as well as start-up tool kits.

Activity 01 Conductance of market survey and assessment on vocational skills development activities demanded by community members with participation of target community; Activity 02 Establishment of vocational training center and recruitment of trainers; Activity 03 Provision of vocational skills development activities for at least 500 young community members (such as plumbing, electrician, masonry, carpentry, mobile phone repairing, auto mechanics trainings for boys, and food preservation, solar fruit drying, tailoring, handcrafts trainings, tomato ketchup & pickle making, for girls) Activity 04 Provision of start-up kits for at least 500 young community members upon completion of training activities; Activity 05 Monitoring, evaluation and post-training follow up.

Project implementation methodology Proposed project will be directly implemented by the field team of NRSP, which has been present in the target area since 2000. 128 Community Organizations (COs) with total of 2,796 community members have been strengthened through Community Management Skills Trainings (CMST) organized by DKH and NRSP. As well as participation of the community throughout the project, the active participation and involvement of COs from the phase of beneficiary identification to evaluation of the project activities will ensure the sustainability of the impact.

CO members together with social organizers will mobilize the community. CO members will play active role on project orientation of the community members, selection of the beneficiaries, distribution of the items, monitoring, follow-up of activities as well as evaluation studies. Besides, NRSP is at the stage of forming Village Development Organizations (VDO) and Local Support Organizations (LSO) at Union Council level to strengthen the village and union council level coordination at its programs. Those community structures will be directly linked to the project activities.

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Abiding to the Code of Conduct of the Red Cross and Red Crescent Movement and NGOs, the delivery of recovery activities would respect neutrality and independence, 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. Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption, which is adopted and integrated into core principles of DKH would be strictly applied and disseminated during the proposed project.

On principle, DKH and NRSP are committed to gender mainstreaming as a cross cutting issue in all their actions, both at organizational and at community level. At the organizational level, DKH and NRSP strive to reach a gender balance in terms of project and field staff, particularly among the Community Mobilizers and Social Organizers who will be in charge of implementing a majority of the project activities in the field. As the target area is highly conservative in terms of gender-related issues, female field staff of NRSP will be particularly cautious due to risks posed by limitations in the proposed area of operation. NRSP has recently launched a UNICEF funded project with focus on nutrition, as an implementing partner of Save the Children in 13 Union Councils in Tehsil Swat. Initially, a team of 26 female Community Resource Persons who would be directly working with Government appointed Lady Health Workers have been recruited. As a rural development organization actively working at grassroots level, NRSP is very well aware of the needs and constraints of female community members in rural areas and of the importance of a gender sensitive approach. Furthermore, NRSP has human resource capacity and well-established network to recruit competent female and male staff members who are aware of values, humanitarian principles, policies and procedures. In addition, community Organizations which are the backbone of the implementation of the project at the field level have been formed with gender sensitive approach and fair participation of both genders are ensured for any kind of intervention carried out with active involvement of community.

Environmental sensitivity will be considered as a cross cutting issue throughout the project, as in all interventions of DKH Pakistan. Specialists engaged in project activities will be consulted for the environmental impact of the actions throughout the project implementation.

One of the project components is targeting the achievement of effective coordination and productive linkages with relevant governmental actors in the target areas through coordination activities such as regular meetings and workshops. DKH and NRSP will make a special effort to make governmental actors involved in all the phases of the proposed project to ensure the effectiveness and sustainability of the action.

Inputs for Project Implementation

Staff:

The professional senior staff of both organizations (NRSP and DKH Pakistan) will undertake the main responsibilities with regard to project management, monitoring and coordination. The field personnel will be on a day-to-day performance while the responsible members at the head offices will support the smooth operations, reporting and back up in case of necessity due to security situations.

The gender balance of the field personnel has been taken into account while recognising the conservative characteristics of the society in the target areas. Contacts with female beneficiaries will be made via female personnel hired to avoid any unpleasant reactions and comply with the local cultural norms.

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DKH has budgeted the following staff in order to manage and implement this proposed project:

NRSP Project Staff (100%)- Swat Field Office 3. Project Manager (Swat based) 4. Program Officer (Natural Resource Management) 5. Procurement and Logistics Specialist 6. Veterinarian (DVM) 7. Social Organizers (30-50% female)

NRSP operational support (Head office) - Program Supervisor (Head Office, 75%) - Accounts Officer - Monitoring & Evaluation Officer - Watchman

DKH operational support (Islamabad) - Program Officer- focal person for timely response, reporting and coordination of project activities to the management of DKH Pakistan - Office Manager (25%) - Admin & Finance Manager (25%) - Program Manager (15%)

Transport: Vehicle use for the project intervention will be arranged by the implementing partner throughout the project as agreed upon for funds allocation. While DKH Pakistan’s field visits will be carried out via hired vehicle under the relevant budget line.

Equipment: Vehicle rental, purchase of furniture and fixtures, as well as digital cameras for project documentation, will be needed to provide adequate assistance to the operations. Considering the hilly and remote areas within the target district the procurement of motorcycles are eminent. Please see the budget.

Capital assets: Listed items in the Budget line Capital Assets will be purchased to support the project implementation. The equipment is to remain with the implementing partner to continue their existing community development activities over and beyond the proposed project.

Planning assumptions, constraints and prioritisation

Main assumptions behind the planning are as follows: • Security situation would keep improving or at least remain stable and not interrupt the project activities, • Political instability would not disturb the implementation of the project, • High level of acceptance and support from community would be achieved, • Governmental actors, particularly relevant line agencies would cooperate, and encourage the proposed project activities, • DKH and NRSP would not face any obstacle in issuance of No Objection Certificate (NoC) from provincial government.

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Implementation Timetable The overall project implementation period is 12 months (from 31 March 2010). Detailed timetable for each activity could be found below.

Activities / Months 1 2 3 4 5 6 7 8 9 10 11 12 Result 01. At least 1,500 Female-headed households are provided with livestock and vaccination support.

1.1. Verification of the FHH beneficiaries 1.2.Procurement of livestock, vaccines and cold chains (deep freezer & thermos) 1.3. Distribution of 7,500 livestock and 1,500 vaccines packages to verified 1,500 FHHs (4 female and 1 male goat per FHH, and 1 vaccines package per FHH) 1.4. Development of training modules 1.5. Provision of 60 training sessions on livestock management for at least 1,500 beneficiaries 1.6.Monitoring activities

1.7. Evaluation Result 02. At least 1,000 households are provided with seeds, fertilizers and training activities on crop management.

2.1. Verification of the beneficiaries

2.2.Procurement of spring and autumnal seeds (paddy, maize, fodder, and vegetable) and fertilizers 2.3. Distribution of spring and autumnal seeds and fertilizer packages to verified 800 households 2.4. Distribution of vegetable seeds and fertilizer packages to verified 200 households

2.5.Development of training modules 2.6. Conduct 40 training sessions for at least 1,000 beneficiaries on crop management

2.7. Monitoring Activities

2.8.Evaluation Result 03. Linkages between relevant line departments engaged in agriculture and livestock and project beneficiaries are strengthened. 3.1. Identification of relevant line departments and their representatives 3.2.Arrangement of 2 coordination meetings for representatives of line departments and community representatives 3.3. Conduct 3 project review workshops/trainings for representatives of relevant line departments as well as community on quarterly basis 3.4. Conduct of project closure workshop for all relevant key stakeholders and dissemination of information 3.5. Monitoring Activities

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3.6.Evaluation Result 04. 100 small-scale businesses of female heads of households affected by conflict are restored, and 100 new small-scale businesses for female heads of households are established. 4.1. Identification of small-scale home enterprises owned by female heads of households in target area (tailoring, bakery, diary products, shawl making, poultry raising etc.) 4.2. Identification of potential female heads of households for establishment of small-scale enterprises in target area 4.3. Development of training modules 4.4. Provision of at least 10 business-management training sessions for 200 female heads of households 4.5. Provision of cash grants for 200 beneficiaries identified for enterprises development 4.6. Monitoring and provision of guidance 4.7. Evaluation Result 05. 500 young community members are provided with vocational skills development activities as well as start-up tool kits. 5.1. Conduct market survey and assessment on vocational skills development activities demanded by community members with participation of target community 5.2. Establishment of vocational training center and recruitment of trainers 5.3. Provision of vocational skills development activities for at least 500 young community members 5.4. Provision of start-up kits for at least 500 young community members upon completion of training activities

5.5. Monitoring and post-training follow up

5.6.Evaluation, Final Reporting

Transit or Exit strategy NRSP, implementing partner of DKH in this project has been present in District SWAT since over 10 years and has long term plans to continue working with rural communities in the target area. NRSP is at the stage of clustering the COs into union council level Local Support Organizations (LSOs) and building their institutional capacities on project development and fund raising, and developing the linkages with the government and/or donor agencies for sustaining the poverty reduction programs.

Furthermore, NRSP plans to establish Village Banks in SWAT and Buner Districts with the financial support of several international donor agencies. The sole purpose of establishment of Village Banks is to ensure the access of underserved and extremely poor households to microfinance services. Project beneficiaries will be linked to these banks during the completion of the proposed action.

As the relevant governmental actors are one of the target groups of the project for the coordination and establishment of linkages in the communities, the involvement of key stakeholders will contribute to a higher level of sustainability. Apart from coordination activities planned under component III, Agriculture related departments and livestock departments of provincial government, micro-finance institutions, chamber of commerce and other relevant line agencies at

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 43 union council, tehsil and district level will be provided with regular update during the project implementation to gain their understanding and further support to the activities.

VII. ADMINISTRATION & FINANCE

DKH manage this project from their country office based in Islamabad. The implementing partner-NRSP will be supported by regular field visits and feedback from DKH Pakistan management to ensure synergy of operations and adherence to the international quality standards.

DKH undertakes to present its transactions in accordance with the principle of transparent accounting and has all financial transactions checked regularly by independent auditors. All transactions are subject to a legally secured procedure that is fully documented and is verifiable and comprehensible at all times. Formal procedures are in place for the transferring of funds, purchasing equipment and supplies, and use of resources.

Since 1993, DKH has voluntarily submitted to annual review by the German Central Institute for Social Issues (DZI). With its Seal-of-Approval, DZI confirms the economical and statutory use of donations. In addition, independent auditors review the field offices, local partner organizations, and their financial accounting.

VIII. MONITORING, REPORTING AND EVALUATION

Monitoring mechanism is planned in two fold. While day-to day monitoring based on regular interaction with project beneficiaries will be done by the field staff of implementing partner based at the field office in SWAT, staff members based at NRSP head office and staff at DKH head office in Islamabad will carry out the monitoring activities 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.

For agricultural activities, specific monitoring templates will be designed and used for assessing compliance with Sphere Standards in food security, whereas Livestock Emergency Guidelines and Standards (LEGS) will be taken as reference while developing monitoring formats for the activities focusing on recovery of livestock-based livelihoods. An appraisal system will be put in place for the small-scale businesses to be supported by the proposed project and post-grant follow up activities will be a part of overall monitoring mechanism to ensure the efficient utilization of support provided.

Monitoring of the vocational skills development activities also will be done via checklist to ensure the implementation of the training activities accurately and timely manner according to the action plan. Timely course evaluation/feedback by the students will aim to contribute to the improvement of the course content, methodology, when and where needed.

An exclusive database of the project will be developed by monitoring and evaluation team under the consultation of a Monitoring and Evaluation Specialist to be recruited. Periodic project review workshops to be arranged under component-III will also give an overview of progress of the project.

Project team of NRSP will submit Monthly progress reports and periodic updates to DKH Pakistan Head Office in Islamabad, which would be included into the narrative and financial interim reports

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 44 to DKH Headquarters in Stuttgart and ACT Secretariat according to the reporting requirements. DKH pledges to submit periodic updates on project progress, whenever requested.

Financial Reporting ensured by the partner organization will be checked by the Admin/Finance team of DKH Pakistan and reported accordingly. DKH Pakistan’s program as well as finance team will be responsible together to provide narrative and financial reporting to its headquarters and the ACT Secretariat.

IX. CO-ORDINATION

DKH Pakistan is also a member of Pakistan Humanitarian Forum where regular attendance at the meetings is assured by its representative. Cluster meetings organized by UN OCHA, specifically WASH, Health, Food and Gender/Protection are regularly attended by the program staff of DKH to coordinate its humanitarian activities in Mardan district, and other projects to come.

Please see the joint section on Coordination early in this appeal document for more information coordination with other ACT members in the ACT Pakistan Forum.

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X. DKH BUDGET

INCOME USD INCOME RECEIVED (direct contributions) Diakonie Katastrophenhilfe 145,000

INCOME PLEDGED -

TOTAL INCOME 145,000

Description Type No. Unit Budget Budget Cost Unit Units PKR PKR USD

EXPENDITURE 1. DIRECT ASSISTANCE Livestock-based livelihoods rehabilitation Livestock & vaccines (4 female goats & 1 male goats goat with 7,500 4,000 30,000,000 357,569 per household x 1,500 HHs; and 1 vaccine package per vaccine HH) Cold chain equipment (deep freezer & thermos) Unit 2 120,000 240,000 2,861 Training sessions on livestock management for at least session 60 5,000 300,000 3,576 1,500 persons Sub-total - livestock management 30,540,000 364,005

High Quality Agriculture Inputs Spring & autumnal seeds (paddy, maize, fodder) and Package 800 2,000 1,600,000 19,070 fertilizers (package for 0.5 acres) Vegetable seeds and fertilizer packets Pack 200 500 100,000 1,192 Crop management trainings for at least 1,000 persons session 40 5,000 200,000 2,384 Sub total- agricultural inputs 1,900,000 22,646

Forging Productive Linkages between Community and Line Departments Coordination meetings between community & line Meeting 2 10,000 20,000 238 department representatives, invitations to trainings Project review workshops/trainings on quarterly basis W/shop 3 40,000 120,000 1,430 Project closing workshop and dissemination of W/shop 1 143,400 143,400 1,709 information Sub total- productive linkages 283,400 3,378

Enterprise Development- women headed households Business Management Training to 200 Hh (includes session 10 150,000 1,500,000 17,878 consultancy for development of training modules) Cash grants to 200 Hh for enterprises development HH 200 30,000 6,000,000 71,514 Sub total- Enterprise Devpt. 7,500,000 89,392

Vocational Skill Trainings Establishment of vocational skill training center centre 1 350,000 350,000 4,172 (equipment etc) Vocational skills training for 500 youth (training youth 500 10,000 5,000,000 59,595 material, trainers honorarium,etc)

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Start-up kits kits for VTC Graduates Kit 500 1,500 750,000 8,939 Sub total- Skills Training 6,100,000 72,706

Direct Project-related costs Staff Project Manager (Swat based) month 12 40,000 480,000 5,721 Program Officer (Natural Resource Management) month 12 35,000 420,000 5,006 Procurement and Logistics Specialist month 12 35,000 420,000 5,006 Veterinarian (DVM) month 12 25,000 300,000 3,576 Social Organizers (30-50% female) month 12 20,000 240,000 2,861 Fringe benefits (12.5%) month 12 19,375 232,500 2,768 Sub total- staff 2,092,500 24,937

Assessment and distribution Verification of households beneficiaries (through Ucs 4 135,000 540,000 6,436 Poverty Scorecard) - livestock rehabilitation Distribution of 7,500 number of livestock - logistics etc. HH 1,500 500 750,000 8,939 Distribution of seeds among identified Hh HH 1,000 500 500,000 5,959 Market survey and assessment- vocational skills devpt. assessment 1 140,000 140,000 1,669

Sub-total- assessment and distribution 1,790,000 21,335

Transport of staff and materials Vehicle Rental & POL month 12 210,000 2,520,000 30,036 POL for Motorcycles (3) month 12 7,500 90,000 1,073 Maintenance of motorcycles (3) month 12 1,500 18,000 215 Sub-total- transport of staff and materials 2,628,000 31,323

TOTAL DIRECT ASSISTANCE 52,833,900 629,721

2. TRANSPORT, WAREHOUSING & HANDLING - - TOTAL TRANSPORT, WAREHOUSING & HANDLING - -

3. CAPITAL ASSETS (over US$500) Motorcycles unit 3 85,000 255,000 3,039 Office Furniture and Fixtures lumpsum 1 125,000 125,000 1,490 Laptops laptop 2 95,000 190,000 2,265 TOTAL CAPITAL ASSETS 570,000 6,794

4. INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONAL SUPPORT Staff salaries (NRSP project office- Swat) Program Supervisor (Head Office, 75%) month 12 55,000 660,000 7,867 Accounts Officer month 12 30,000 360,000 4,291 Monitoring & Evaluation Officer month 12 35,000 420,000 5,006 Watchman month 12 5,000 60,000 715 Fringe benefits (12.5%) month 12 15,625 187,500 2,235 Sub total Staff Salaries SWAT 1,687,500 20,113

Office Operations (NRSP project Office-Swat) Office Rent month 12 15,000 180,000 2,145

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Stationery month 12 5,000 60,000 715 Office Supplies month 12 4,000 48,000 572 Utilities month 12 8,000 96,000 1,144 Digital Camera pieces 2 30,000 60,000 715 Printer pieces 1 20,000 20,000 238 Phones/Mobiles pieces 5 25,000 125,000 1,488 Sub Total Office Ops SWAT Office 589,000 7,018

Staff Salaries (DKH Office- Islamabad) Program Officer month 12 153,000 1,836,000 21,883 Office Manager (25%) month 12 15,000 180,000 2,145 Admin & Finance Manager (25%) month 12 91,375 1,096,500 13,069 Program Manager (15%) month 12 63,975 767,700 9,150 Fringe benefits (12.5%) month 12 21,000 252,000 3,004 Sub Total Staff Salaries DKH 4,132,200 49,251

Office Operations (DKH Office- Islamabad)- 41.25% share of total costs Office Rent month 12 56,925 683,100 8,142 Stationery month 12 2,063 24,750 295 Office Supplies month 12 1,238 14,850 177 Utilities month 12 3,300 39,600 472 Sub Total Office Ops DKH 762,300 9,086

Communications (NRSP project Office- Swat) Communication & Internet month 12 8,000 96,000 1,144 Sub Total Communications SWAT Office 96,000 1,144

Communications (DKH Office- Islamabad) Communication & Internet month 12 2,063 24,750 295 Sub Total Communications DKH 24,750 295

Other Bank charges, taxes, duties month 12 2,000 24,000 286 Repair & Maintenance month 12 2,000 24,000 286 Sub Total Other 48,000 572

Monitoring (DKH staff) M&E Accomodation days 36 6,500 234,000 2,789 M&E Transportation for staff days 36 6,500 234,000 2,789 M&E perdiem days 36 1,680 60,480 721 Sub Total Monitoring 528,480 6,299

TOTAL INDIRECT- PERSONNEL, ADMIN, OPERATIONAL 7,868,230 93,779 SUPPORT

AUDIT 05.01.01 lump sum 1 380,000 380,000 4,529 TOTAL AUDIT 380,000 4,529

TOTAL EXPENDITURE excl ICF 61,652,130 734,824

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International Co-ordination fee 3% lump sum 1,849,564 22,045

TOTAL ESTIMATED EXPENDITURE 63,501,694 756,868 Less Income 145,000 BALANCE REQUESTED 611,868

Exchange Rate: budget 1 USD= PKR 84 Actual 84

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3. CHURCH WORLD SERVICE- PAKISTAN

CWS proposes recovery assistance to conflict-affected returnees and other community members in the areas of return. This will include sustainable food-production related livelihoods development, education and basic health services in Buner and Swat districts over a 12 month project timeframe.

Objectives

1. 625 of the most vulnerable families amongst the conflict-affected local population and returnees in Buner and Swat Districts will have recovered or developed sustainable food production-related livelihoods and strengthened food security. 2. Improved quality (including school-based disaster preparedness) and access to education for female students in Swat Valley through reconstructing/repairing and equipping three schools for approximately 600 students and building the capacity of 200 teachers and 300 girl children. 3. Reduction of avoidable morbidity and mortality among the affected population and delivery of essential health services to the population residing in the conflict affected areas through equipping and running two static health units in Swat District in coordination with government authorities and other stakeholders.

V. TARGET BENEFICIARIES

Target locations CWS proposes to work in Swat and Buner Districts, covering Union Councils (UCs) which have been declared safe and cleared of military operations. Identification of Union Councils and communities who will benefit from this project will be done in consultation with the local government and other stakeholders. Close collaboration with other organizations working in the same sector will be undertaken to avoid duplication of activities. CWS-P/A is an active member of Early Recovery Cluster and would therefore take advantage of the information provided in cluster meetings in identifying the project area.

Swat District will be the location for the school reconstruction and/or repair activities along with health services and apiculture and small business-related livelihood assistance in the same areas within the district. The project shall cover the following union councils: Jano Chamtalay, Ser Teligram, , Miandam, Fatehpur and Tirat.

Buner District will be the location for the livelihood program related to livestock and animal husbandry covering the Shalbandi union council.

The union councils identified above were based on the initial needs assessment conducted by CWS- P/A. Once project implementation commences, another needs assessment would be conducted to reconfirm the ground realities at that time. It is to be noted as well that the Government does not allocate UCs until implementation starts.

Criteria for selection of beneficiaries During the identification and selection process, field teams will follow pre-defined selection criteria to reach out to the most vulnerable families with the priority given to orphans, disabled, widows, and female-headed households.

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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 in Section II below for further information.

Number of Beneficiaries by programme component The target number of beneficiaries from the CWS projects will vary from one component to another.

Summary of Appeal Target Beneficiaries Direct Program Name Main Activities Beneficiaries Individuals Families 1 Sustainable Livelihood for Provision of Livestock and training of 500 the Conflict-Affected beneficiaries on livestock management Families in Buner Training of Veterinary Extension Workers 25 2 Sustainable Livelihood for Training on Apiculture and provision of 50 the Conflict-Affected materials to start “beekeeping” Families in Swat

Vocational Training (food processing) for 50 women Total targeted for livelihood assistance 600 25 3 Education Reconstruction and or repair of at least 3 600 students (at schools in Swat District 200 students per school) Provision of tables and chairs for students 2,000students and and teachers 100 teachers Teachers training 200 teachers Children program – cooperative learning 150 students sessions Total targeted for education assistance 8,000 students (Beneficiaries for this intervention are overlapping , ex. 200 teachers Students from schools which will be reconstructed will also benefit from the provision of school furniture and other supplies)

5 Health Provision of primary and secondary health 70,000 services for local population and returnees in targeted UCs of District Swat. Total targeted for Health 70,000

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 from the selection to implementation activities. 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.

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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.

VI. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

SUSTAINABLE FOOD PRODUCTION-RELATED LIVELIHOODS REHABILITATION

Objective 1:

625 of the most vulnerable families amongst the conflict-affected local population and returnees in Buner and Swat Districts have recovered or developed sustainable food production-related livelihoods and strengthened food security.

Sub-objectives a. To revive and rehabilitate livestock-rearing and strengthen animal husbandry knowledge and veterinary services in the targeted areas to increase milk production and enable sustainable income-generation for 500 of the most vulnerable families and 25 community Veterinary Extension Workers in District Buner

b. To enable sustainable honeybee management for the purpose of honey production to generate income for 50 beneficiaries in Swat

c. To assist 50 young women (out-of-school youth) to start small businesses focused on food processing in Swat

Criteria for Beneficiary Selection: The overall selection criteria for targeting beneficiaries will be: ƒ Families who lost their livestock due to conflict (for Livestock provision component) ƒ Priority will be given to families with more dependent members/non-earning family members, especially the elderly and disabled. ƒ Most vulnerable groups with special attention given to destitute and female headed households, orphans and elderly people. ƒ The focus will be on the most vulnerable and conflict 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 that are reliant on daily labour on others’ agricultural lands (landless labourers), families receiving no other assistance, and families that have depleted savings or assets.

For the apiculture, and small food processing business components, additional selection criteria will be as follows:

ƒ Preference will be given to female headed households and or female beneficiaries who are amongst the poorest of the poor.

Communities’ involvement in the selection process: The local community and local government will be involved at each stage of the project management cycle. They will participate in the project launching at the district level. Dialogue will be held with the community of the target area (at UC

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 52 as well as village level) to identify the most vulnerable families. The meetings will involve farmers, local government representatives, village elders (influential people), people from ethnic groups etc. The data (identified beneficiaries) will be triangulated by taking feed back from members of the community like farmers and physical verification.

Activities:

All activities will be preceded by signing of an agreement with the implementing partners, hiring of technical and project staff by CWS and partners, project orientation of staff, and assessment and family profiling of target beneficiaries. Each area of work will be continuously monitored and coordination maintained with line agencies and other stakeholders in the project area.

Buner District A- Livestock management and extension services (milk production and income generation) ƒ Partner and CWS staff project orientation where necessary (to enable their roles in livestock distribution and work with Veterinary Extension Workers (VEWS) ƒ Planning and assessment including finalization and preparation of database of beneficiaries ƒ Procurement and distribution of livestock- 500 cows (mix of local cross breed (Achai) and Saiwal breed) to 500 most vulnerable families ƒ Livestock de-worming and vaccination, follow-up and treatment against diseases ƒ Procurement of breeding bulls at a ratio of 1:50 (1 bull for every 50 cows) ƒ Selection of sites and construction of 5 model animal sheds with the communities ƒ Selection and training of 25 Veterinary Extension Workers (VEWs) to provide vet services primarily to beneficiaries covered under the program. ƒ Training of beneficiaries for the improved management and rearing of livestock, through animal husbandry training and related dairy development techniques including artificial insemination, disease prevention and improved fodder production.

Swat District (with LASOONA) B- Apiculture ƒ Orientation and training of 50 beneficiaries on apiculture/beekeeping ƒ Training of 4 local carpenters in making Langstroth-bee hives/boxes ƒ Procurement and distribution of beekeeping equipment including Langstroth9-bee hives/boxes, bee extractor to the 50 beneficiaries (5 langstroths per beneficiary). ƒ Organizing honey bee producers association for promoting and marketing honey bee products ƒ Design and/or printing of publication or materials ƒ Follow up visits and provision of technical support

C- Small food-processing business development ƒ Identification and finalization of training content, building on the know-how of identified beneficiaries and taking into consideration that food processing will be conducted by individual women (as women’s activities outside the house are very limited/constrained) ƒ Training of 50 persons on food processing techniques, food preservation, packaging etc. ƒ Provide cash grants of 20,000 PKR (approx. 244 USD) to 50 beneficiaries as start-up capital for their own small-scale food processing businesses ƒ Linking beneficiaries to other stakeholders to market their products ƒ Design and/or printing of publications or materials

9 The Langstroth bee hive is the standard beehive used in many parts of the world for bee keeping

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Implementation Strategy:

CWS-P/A has established offices in Swat and Mardan (for Buner) for smooth implementation and monitoring of the projects being implemented by CWS and LASOONA.

Buner District A- Livestock management and extension services- milk production and income generation The implementation of the livelihood activities in Buner District will be done by CWS. CWS has an office in Mardan which will be used solely for this project. CWS will be responsible for all project activities including the procurement of livestock, validation of beneficiaries, financial reporting and representation at district to provincial level in coordination and liaison with government and other stakeholders.

Different line agencies will be identified and involved from the start of the activities of the project to ensure sustainability. A project focal person should actively participate in coordination meetings to avoid duplication of activities. Coordination will be supported by the project office with regard to district authorities, access to line agencies, availability of support services and networking with NGOs and related stakeholders in Buner.

The target communities will be organized and mobilized to undertake livelihood projects. Whenever possible, Community Based Organizations (CBOs) will be identified and requested to provide support and guidance to the beneficiaries and in the management of the project. Based on a baseline survey the project will identify and select beneficiaries during the first 2 months of the project.

Provision of livestock: Generally, the people have little knowledge of different breeds and breed improvement. For breeding purposes and to improve the local non-descriptive breeds, one Sahiwal breeding bull will be distributed for every 50 cows provided. Cows to be provided will be 4-5 months pregnant to support the milk requirement of poor families and within a period of 4-5 months, if the animal remains healthy, it is expected that the family will double their assets.

The distribution of livestock will be carried out simultaneously with other project activities.

Selection and support to VEWs:

Each of the VEWs will receive one month’s training and certification from the government livestock department to be able to provide support visits and guidance to families who receive livestock and also basic veterinary care to the livestock.

Each VEW will be paid a stipend for 12 months for their facilitation role. In addition, each VEW will receive a kit including basic veterinary care equipment and supplies.

Selected VEWs (10 male VEWs out of about 25 VEWs) will manage a bull and facilitate its use for breeding as a shared community asset for the life of the project (12 months).

At the end of the project, two possible options will be followed: either the bulls will remain as community assets, but the community has to raise the funds to compensate the VEW who looks after the bull and provides services related to the use of the bull. Or the VEW will assume ownership of the bull, and will be able to charge for his services at a minimal cost to community members, so that this provides a source of income. The latter option will require an agreement to be signed by the VEW with CWS, including that they can not sell the bull and have to charge minimum costs.

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Beneficiary capacity building- livestock management

In order to enable the beneficiaries to own and utilize their livestock in an optimal way, livestock health and hygiene, overall management (feeding, breeding, etc.), environmental issues, selling techniques, etc. will be covered during 2-3 day training sessions.

Beneficiaries will be divided into manageable training groups. The training will be sequential following a modular approach from simple livestock management to advanced level of Artificial Insemination if feasible.

The training sessions will be jointly conducted by female trainers (to help facilitate inclusion of females of households who are mostly pardaposh and limited in their movements outside the home) and veterinarians. Illustrated training manuals will be distributed to the beneficiaries during the training sessions. Training courses will cover both technical, social and gender issues.

Model sheds, also known as demonstration farms, are places where cow beneficiaries gather to attend short training courses and for simulating delivery of calves, milking of cows, use of bio-gas and other activities. (CWS is currently piloting a project to produce bio-gas from cow dung to meet household heating requirements in Balakot, as an off-shoot from an earlier earthquake recovery programme, funded by EED).

The project will keep in consideration the lessons learned and the extensive experience gained from the earlier project of CWS-P/A on Sustainable Livelihoods in the earthquake affected areas of Mansehra, NWFP where a similar project on livestock provision, milk production and training of Veterinary Extension Workers (VEWs) for animal care and treatment was successfully implemented.

The project will also include training to build partner staff capacity when needed for their orientation to support the project.

(B&C): Swat District- Apiculture and small-scale business development

CWS is currently implementing an Agriculture-based livelihood/Food Security funded by ECHO through DanChurch Aid for a period of 9 months until August 2010. The Food Security Project will benefit 2,000 beneficiaries, basically small scale farmers who will be provided with vouchers and cash grants to procure agricultural inputs.

Considering that the current livelihood project only targets men in the community, it is deemed important to strike a balance in terms of programming to also involve women beneficiaries in income generation projects. Thus, CWS through its local partner has identified livelihood activities that will primarily target and will benefit women beneficiaries.

In District Swat, the proposed Implementing Partner, Lasoona, has an existing office in the area. LASOONA will scale up management, technical and support staff as detailed in the budget to support project implementation and management.

Social mobilization and involvement of community members in the whole process of project implementation will play a crucial role for the project to be accepted in the area. The project will mobilize existing partnerships with village organizations, if possible. Otherwise, communities will be assisted to form community based organizations that will play a key role in project implementation.

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The following steps/activities will be an integral part of the implementation:

(a) Introduction of the project in the identified project areas. A dialogue will be arranged with local representatives, notables of the area, community based organizations and other stakeholders. Ideally, village activists will be identified / nominated during the dialogue. The village activist will assist the project team in holding village level dialogues. Printed materials in local language will also be disseminated in the project areas, containing information about the project, role of community members in the project and project implementers.

(b) Formation/Strengthening and or revival of enterprises. Community members will be assisted to form/strengthen and/or revive community based enterprises. Since most activities under this project involve supporting beneficiaries to market products.

(c) Participatory Planning Workshop will be held amongst key stakeholders and line agencies to present the project and solicit support and commitment in project implementation.

The proposed project will follow a systematic approach to implement the project activities as per the detailed time line, assuming timely receipt of funds and continued access to the areas.

B- Apiculture (in Swat) The introduction and promotion of apiculture in the region will not only provide direct monetary benefits to farmers but will also enhance productivity of orchards and crops through the process of pollination. Beekeeping has relatively low technology requirements and has a low initial cost for set-up. Extensive practical training in beekeeping and necessary equipment like Langstroth-bee hives/boxes will be provided. A Bee Keepers Association (BKA) will be formed primarily for effective linkages. The BKA will consist of people who produce honey either traditionally in the mud hives or in the langs-troth boxes. It will provide a forum for the bee keepers in the target area where it will be registered with LASOONA under proper Terms of Partnership (ToP) and will have its articles of association. The BKA will have its executive body consisting of a democratically elected President, General Secretary, and Finance Secretary for liaison with different actors along the value chain and reduce exploitation of the bee keepers by the middle men. The capacity of the BKA members will be built for enhancing their profitability from their enterprises. Bee extractors, bottles and packaging materials will be provided to the BKA.

Local carpenters will be trained in making Langstroth-bee hives/boxes so that other interested community members who decide to pursue the same kind of livelihood in the future can refer to the carpenters for the materials required to set-up. Follow-up sessions will be conducted as required.

Beneficiaries will further be assisted in promoting and marketing honey products.

C- Small food-processing business development (in Swat) Women beneficiaries will be identified for training on food-processing as a livelihood. Building on the local know-how of the identified beneficiaries, a training outline will be prepared by an external consultant. Through training sessions, 50 women beneficiaries will learn the steps involved in food processing, including packaging. The project will then provide inputs and start-up materials to the women through the provision of cash grants. The cash grants are a one-off payment that will be utilized by beneficiaries to purchase the required inputs to start their micro-business. Community mobilization officers will be responsible for monitoring the activities of the beneficiaries including

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 56 the procurement of inputs to start the small scale food processing business. The project will further assist the beneficiaries in linking them to the market to sell their products.

Exit Strategy- sustainable livelihoods recovery: The Livelihood component of the 3-year Earthquake Recovery and Rehabilitation Project was one of the most successful projects of CWS. At the moment, CWS through its local partner is implementing the 2nd Phase of an EED funded Sustainable Livelihoods in Balakot, District Mansehra and will be moving towards the proposed 3rd and final phase of the project in July 2010 for a period of 24 months. There have been lots of lessons and the implementation of innovative ideas and strategies which will be applied to the projects proposed here to ensure continuity and sustainability.

Prior to project phase out, CWS will enter into an agreement with beneficiaries and the VEWS that neither can they sell their livestock, especially the bulls, nor charge an extensive amount for vet services. The same will be done for the beneficiaries under the Apiculture project where it will be stipulated in the agreement that the materials produced can't be sold or bartered in anyway. The business development beneficiaries will be linked with possible markets and other NGOs working in the micro-finance sector after project completion. Involvement of key stakeholders and other partners will ensure a higher level of sustainability including: government livestock departments; micro-finance institutions; NGOs working on livestock-based livelihood projects. The government livestock department will be involved in project activities, and will be provided with regular updates during project implementation.

Sustainable Livelihoods Recovery: Livestock management and extension services Implementation Plan- Buner

Description of Activities 1 2 3 4 5 6 7 8 9 10 11 12 Hiring of technical/project Staff Staff Project orientation Preparation and updating of schedules and work plans Monthly project meeting Assessment and family profiling of beneficiaries Database entry – beneficiary details Database maintenance, updating, analysis* Project Reporting Project introduction to community, line department and other stakeholders Monitoring and Coordination Project phasing out activities Procurement of Livestock Distribution to beneficiaries Vaccination and deworming of livestock Construction of model farmsheds Selection of VEW’s Training of VEWs Training of beneficiaries on basic livestock management

Sustainable Livelihoods Recovery: Apiculture and Business Development Implementation Plan- Swat (implementing partner- LASOONA):

Description of Activities 1 2 3 4 5 6 7 8 9 10 11 12 Signing of Contract Agreement with IP Hiring of technical/project Staff (IP and CWS-P/A) Staff Project orientation (IP and CWS-P/A) Assessment and family profiling of beneficiaries Database entry – beneficiary details Project introduction to community, line department dh khld Orientation of beneficiaries Training of Carpenters Procurement and distribution of honey bee boxes dhi Development of Food Processing Training Mdl Training on Food Processing Developing Market link Internal monitoring and evaluation on produce k bili d f ll i i

GIRLS’ EDUCATION

Objective 2: Improved quality (including school-based disaster preparedness) and access to education for female students in Swat Valley through reconstructing/repairing and equipping three schools and building the capacity of 200 teachers and 300 girl children.

Targeting/Selection Criteria ƒ Schools to be reconstructed/repaired should be for girls ƒ Schools should have a good enrollment record before the conflict and/or be in an easily accessible location for the students ƒ For the teacher’s training, priority will be given to school teachers employed in the schools that will be reconstructed and repaired. Next priority will be school teachers from other girls’ schools in the district

Activities: School reconstruction and/or repair of 3 identified schools ƒ Selection and hiring of external consultant to conduct assessment of damaged schools and prepare technical drawings and specification. ƒ Bidding process for the selection of contractors ƒ Selection of reputed contractors to implement the reconstruction and/or repair of schools ƒ Handing over of completed schools to line department

Distribution of Desks, Chairs, and School Kits for Students and Teachers ƒ 2,000 chairs with table tops for students ƒ 100 chairs and desks for teachers ƒ 10,000 school kits for students (CWS material aid contribution)

Community Mobilization Campaign to promote girls’ education: ƒ 2,000 posters will be developed in local language and distributed to the communities, in which targeted schools are located. ƒ 2 Radio messages

Capacity building of teachers and children ƒ Three one-day classroom-based teacher trainings on school safety will be held in the Govt/Private schools for approximately 75 teachers ƒ First Aid kits will be distributed to 3 schools ƒ Five 5-day teachers’ trainings on teaching techniques and methodologies and disaster preparedness with Govt. and Private school teachers (25 teachers in each training). Total of 200 teachers will benefit from this training in interactive teaching learning methodologies. ƒ Three cooperative learning sessions with children involving approximately 150 school children

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Implementation Strategy: The project will be directly implemented by CWS – P/A’s team in Swat District, based in their existing Swat field office.

Reconstruction/repair and equipment of schools The initial step for the implementation of this project is to identify 3 schools that will benefit from the various project activities. This will be done in close coordination with the Education Department, Education Cluster and other line agencies. The government does not have set standards but the designs should be approved by a specialized department National Engineering Services Pakistan (Pvt) Limited (NESPAK). The budget is for a 2-classroom school including teacher’s office and toilets. Each classroom accommodates 50 students on morning shift and another 50 for the afternoon shift, thus serving a total of 200 students in one school.

The technical assessment of schools that require reconstruction and or repair will be carried out by an external consultant previously engaged in the School Safety Project of CWS-P/A, under ACT Appeal ASPK61 (earthquake response).

The school reconstruction and/or repair will be undertaken by a building contractor and directly monitored by CWS-P/A’s Disaster Management Programme staff. The project manager for construction, who has an engineering background, will monitor the progress and quality of the construction activities and will be directly reporting to CWS-P/A.

The budget line “Non-structural mitigation” will cover the cost of additional work identified within the school to reduce the risks of damage and injuries caused by earthquakes. Pre-identified activities include anchoring of furniture to the walls so that it will remain upright during an earthquake and securing ceiling fans.

The distribution of 10,000 student school Kits (comprising lead pencils, coloring pencils, drawing sheets, note book and school bag) and provision of 2,000 desk-chairs for students and 200 desks with chairs for teachers will be started in the schools which have already been repaired/reconstructed in the target areas. These same items will be provided to the 3 schools (with approximately 600 students) proposed to be constructed/repaired under this project after the completion of the construction activities.

CWS-P/A will manage the distribution of school equipment, school kits and also basic first aid kits to each of the targeted schools. The Basic First Aid Kit includes medicine, blankets and a stretcher and complements other school preparedness capacity building under this project.

Other activities will be carried out while the construction process is on-going.

Community Mobilization Campaign to promote girls’ education A social mobilization/sensitization campaign will be organized through media programs and motivational materials. The focus messages will be on the advantage and benefit of girls' education and especially the importance of sending girls back to school to complete their education. 2,000 posters will be developed in the local languages and distributed to the communities, in which targeted schools are located. Also, through local radio channels, 20-30 second messages promoting the sending of girls back to school will be aired on a daily basis. The posters and radio messages will be developed by CWS-P/A. CWS-P/A will also be responsible for airing of the radio messages in local radio channels.

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Teacher training: The CWS Transformation Learning and Development (TLD) and Strengthening Humanitarian Assistance (SHA) project teams will be responsible for conducting the teacher training component of the proposed program on teaching techniques and methodologies. The Transformational Learning & Development (TLD) team has over the last seven years trained 2,343 teachers through conducting 64 teachers’ training workshops with 69,237 students as indirect beneficiaries. The trained teachers are equipped with skills and knowledge to educate their pupils in their respective schools. Emphasis is given to creativity and innovation and formal rote learning methods are discouraged. Use of corporal punishment and any other form of student harassment are discouraged in trainings given to teachers. A friendly teaching environment is encouraged in which students and teachers have great mutual rapport. These trainings will also strengthen conceptual knowledge and understanding of pedagogical theories and practical challenges and enhance the involvement of parents in the education of their children.

The teachers’ training program will comprise of two main activities: ƒ Three classroom-based teacher trainings on School Safety in the Government schools: These training sessions will be conducted with teachers in the schools to raise awareness on disaster preparedness and school safety. The emphasis of these trainings will be on practice and will be tailored to real classroom situations. The training will be conducted with selected school teachers in their own schools, so they can get the opportunity to demonstrate the learning in their real situation. Approximately 75 teachers will benefit from these trainings.

ƒ Five teacher trainings with government and private school teachers (25 teachers in each training) on teaching techniques and methodologies: These trainings will provide an interactive platform for 125 school teachers from wider geographical areas in Swat Valley to get together and interact with and learn from each others’ experiences. These trainings will also strengthen conceptual knowledge and understanding of pedagogical theories and practical challenges such as classroom management skills, cooperative learning skills, child psychology, use of blackboard, learning teaching methods, questioning techniques and thinking skills, and lesson planning of teachers. They will also be educated on disaster preparedness and gender and child rights as cross-cutting issues. These trainings will be held at venues selected by CWS-P/A, where teachers will be invited to attend. CWS-P/A will conduct female and male teachers’ trainings separately keeping in mind the social, economical, physical and political context. Selection of participants will be based on the ratio of male and female teachers in the target area. Priority will be given to the female teachers.

Primary-school children’s program: Three one-day cooperative learning sessions with primary-school children: These sessions will provide an opportunity to enhance teacher-student interaction. It will also be an occasion for the children to share learning and experiences with each other. Recreational activities including theatre performances, quizzes, poster competitions, role plays and models/projects are planned for the event, involving approximately 150 children and their teachers. Peace, gender, disaster preparedness, child rights and child protection issues will be themes of the events.

Each session will require one day for preparation and one day for the main event.

Monitoring and Follow-up: Classroom observation will be made during follow-up visits to support proper implementation of the acquired skills in the classroom settings. These visits also ensure improvements in quality of education, encourage students’ classroom participation and enhance the learning environment. This will help in addressing any problems the teachers may be

Pakistan Post-Conflict Rehab. Rev. 1 - PAK101 62 facing during implementation. Hence in the later trainings, the team will also incorporate issues and practical challenges identified by the teachers during the 2 follow-up visits.

Exit Strategy The completed schools will be handed over to the Education Department. Efforts will be made to have formal handing over ceremonies in all completed schools. The Education Department and/or other line agency will also be requested to sign a Completion Certificate.

The project will establish strong links with the District Education Department to ensure smooth mainstreaming and running of schools. The project will continue to assist the teachers and students as long as funding sources are available. CWS-P/A will also develop and enhance capacity of teachers and children by providing opportunity to participate in training and children events. During the project period, trainings on Disaster Preparedness and School Safety etc will also increase the capacity of the CWS-P/A project as well as of the government education staff and the impact would continue even if CWS-P/A exits.

Implementation Plan- Education See table below

Description of Activities 1 2 3 4 5 6 7 8 9 10 11 12 Hiring of technical/project Staff Staff Project orientation Preparation, updating of schedules dkl Monthly project meetings Assessment and family profiling of bfiii Database entry – beneficiary details Database maintenance, updating, li* Project Reporting Project introduction to community, line department and other Monitoring and coordination Project phasing out of activities Reconstruction and/or repair of ha. Engagel external consultant for assessment and preparation of b. Identification of schools and c. Prepare technical drawings and selection of contractors d. Construction of schools e. Handing over of schools Distribution of Chairs and desks for students and teachers and distribution of school kits for students a. Need assessment for schools b. Procurement of desks and hi c. Distribution of furniture d. Distribution of school kits Community Mobilization Campaign through media programs and motivational materials a. Development, designing and printing of 2,000 posters b. Dissemination of posters in ii c. Development and production of d. Agreementdi on frequency of messages broadcasted in a month e. Ensuring the broadcasting of these messages as per agreement 1-day Classroom-Based Teachers’ Training (3 sessions) 5-day teachers’ trainings on teaching techniques & methodologies with 200 Govt & Private school teachers Children programs (3 events) Follow-up Networking and Coordination Textbooks and Notebooks

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HEALTH

The district health authorities have limited budgets and capacities to support resumption and restoration of service delivery of damaged/non functional health facilities. Likewise, to support humanitarian activities for recovery phases with essential drugs, equipment, vehicles, and supplies and to ensure availability of essential health staff especially female health care providers. All these and the implementation of the Minimum Initial Service Package (MISP) for reproductive health are the challenges presently faced by the district health authorities. Please see the analysis of the situation described above in Section IV.

CWS-P/A will play its part in strengthening the district health system through support to the government’s deficient health infrastructure in Malakand Division through filling the vacant positions, provision of essential medicine and medical supplies, training to the staff, repair and equipping of health facilities with the essential instruments and reviving the referral system

CWS has already been implementing support to two static health units in Segram and UCs, Swat District with funding from DCA/ECHO, which will be completed by the end of May 2010.

Through this appeal, CWS is proposing to support two further SHUs, also in Swat District, out of 54 basic Static Health Units identified by the government in Swat. The allocation of these SHUs will be done by the government once CWS has received the resources needed.

Objective 3: Reduction of avoidable morbidity and mortality among affected population and delivery of essential health services to the population residing in the conflict affected areas.

Sub-objectives This will be achieved over a 12 month project timeframe through: a) Provision of preventive and curative health services to the conflict affected districts through 2 government Static Health Units. b) Strengthened under-served and overburdened district health care structures by supporting government health facilities serving the target population of conflict affected districts, including through repair and upgrade to government health facilities wherever possible as per need.

Activities:

Equipping and running of 2 static health units over 12 months. ƒ Hiring of medical and Para-medical staff. ƒ Repair and upgrade two government health facilities (Static Health Units). ƒ In order to maintain 2 health facilities in reasonably aseptic conditions, necessary repair and up-gradation will be carried out.

ƒ Daily consultations in the two project supported static health units in the conflict affected districts. ƒ Scheduled consultations through the Mobile Health Unit (MHU) covering targeted population. ƒ Maintaining strong linkages with other partners working on health in the target UCs for referring patients from the community to the static and mobile health units ƒ Referrals for tertiary care

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ƒ Participation in Mass Immunization Campaigns for the eradication of Polio and in cases of any disease outbreak such as Measles etc ƒ Provision of WHO/ GoP approved essential medicines and necessary medical and non- medical equipment helping in providing free medical health services to the beneficiaries maintaining quality service delivery.

Indicators: ¾ 51,840 individuals had access to health services ¾ Over 70% availability of health staff needed to run the health units at full strength. ¾ 2 Static Health Units repaired and upgraded. ¾ Health facilities utilization rate 60 Patients per day per facility ¾ 780 referrals made for tertiary level care

Mother and child health ƒ Routine EPI for children under-5 years of age and women of Child Bearing Age (CBA) through the 2 static health units ƒ Provision of 24/7 service for MCH and other emergency services at two static health units in the target district. ƒ Provision of antenatal/natal/postnatal care to the registered females. ƒ Provision of Reproductive Health services to women of CBA ƒ Provision of child spacing services to the beneficiaries

Indicators: ¾ 85% of the registered antenatal women receive antenatal care in the clinics ¾ 720 family planning clients registered ¾ 85% of the registered antenatal women in the clinics receive at least 2 x TT doses

Health education ƒ Managing Health Education Sessions on important health issues including HIV/AIDS, TB, Malaria, Diarrhea, Breast Feeding, STIs (Sexually Transmitted Infections) and other preventive issues.

Indicator: ¾ 12,960 individuals participate in 1,296 health education sessions provided

Prevention, detection and management of disease outbreaks ƒ Regular reporting for early detection of infectious diseases. ƒ Management of alerts, threats and outbreaks, if any, in collaboration with the line department

Implementation Strategy/Method:

The health component will be undertaken directly by CWS-P/A. CWS-P/A has a history of working in the North West Frontier Province and has been catering to the health needs of Afghan refugees residing in the three refugee camps of District Mansehra for the last 30 years. CWS-P/A also assisted the District health department of District Mansehra in the post earthquake period for three years in providing preventive and curative health services and revitalizing the government health facilities that sustained extensive damage during the October 2005 Pakistan earthquake. In the aftermath of the IDP crisis in Swat, CWS through DFID and DCA/ECHO implemented primary and secondary health services in Mansehra, Abbottabad, Swabi and Mardan that catered to the needs of not only the IDPs but also among host communities.

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CWSP/A is already operational with two mobile health units in of NWFP, and 2 Basic Health Units (static health Units) in Swat.

Under this appeal project, comprehensive primary health care services as per World Health Organization (WHO) standards will be provided through two static health units for a period of 12 months, with provision of free medicines to patients for that period.

Coordination: The implementation of the project will start with obtaining a NoC (No Objection Certificate) from the Executive District Officer (EDO Health). The relevant stakeholders (District Health Department, WHO, UNICEF, UNHCR, UNFPA, community and other organizations working on health in the target area) will be kept in the loop and strong links will be ensured for better service delivery. Prior MoUs will be signed with the relevant agencies to start the health services in the target Union Councils. Active coordination will be maintained with the government health department and agencies, local and international organizations, (WHO/UNICEF/DoH/UNFPA) and other stakeholders for provision of vaccines, outbreak alerts and their management, and other health issues requiring immediate attention. Regular reporting and sharing of information will also be a part of the response. Coordination with local health committees will be maintained to increase the service base for the patient visits to the health facilities supported by CWS-P/A.

Participation: The implementation of the project is based on Right Based Approaches (RBAs) and the community will regularly be involved through Health Committees to organize the activities. Existing health committees will be identified and reorganized and the health committees formed by other organizations working on health in the targeted area will be involved through community mobilisers for better service delivery to the community.

Staffing and roles: Hiring of competent project staff will be ensured and code of conduct about issues/concerns regarding HIV & AIDS, TB, Malaria, Gender etc will be disseminated at the time of staff orientation. Orientation training of the health staff on the project will be done before sending them to the field. Similarly the health project management staff and other OPS/Admin staff will be oriented accordingly.

ƒ The doctors will perform the consultations, referrals, health education management of emergencies, and management of minor injuries and will be in charge of their units. ƒ The lady health visitors will perform MCH, reproductive health services, health education, child spacing etc. ƒ The EPI technicians will perform the routine immunization and will take part in mass immunization campaigns against Polio when required. ƒ 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. ƒ The health teams in their areas of work will also identify/reorganise the health committees to encourage community participation and for effective implementation of the activities.

The staff of each health unit will perform the above mentioned activities for the full length of the day (8 Hours), six days a week with Sundays off. If staff are able to reside near the health units, they will be on call 24/7 to meet any emergency. Accommodation for health staff staying in the field and of the warehouse for storing medicines and supplies will be arranged.

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The supply chain will be maintained with strong logistical support to ensure smooth implementation of project activities at the field level.

Management: The project will be implemented and managed directly by CWS-P/A staff, supervised by a management team who will be based in Swat field office. Senior Managers and other technical people from Islamabad and Mansehra will be providing continuous support and guidance to the field health team on a regular basis. The field health project team will be mainly responsible for the implementation of the project in collaboration with all the relevant stake holders and implementing partners working in the health sector and other cross-cutting sectors to create synergies for a greater impact.

Assumptions, constraints and exit strategy: Funding will be sought for longer term rehabilitation and development interventions for programs like Primary Health Care, TB DOTS, and HIV & AIDS to strengthen the local health structure. The need for assistance in the local health structure will also be identified by the assessment of health facilities in the conflict affected areas with the consultation of District Health departments, lead health agencies and community of the conflict affected areas.

There is a possibility that military operations may start in other districts which might make the IDPs to move to safer districts. This may require reassessment of needs and location of assistance.

The project will continue to assist the target conflict affected district as long as reasonable funding sources are available. In consultation with the District Health Department, all the medicines and other medical supplies of the project will be formally handed over to the two static health facilities supported by CWS-P/A. Linkages of the Health Committees will also be developed with the local health offices so that the community can benefit best from the available resources.

Capacity building of the CWS-P/A project and government health staff working at the government health facilities is also part of CWS-P/A exit strategy. During the project period, trainings on Disease Early Warning System (DEWS) TB-DOTS and ultra-sonography (situational-need based) etc will increase the capacity of the CWS-P/A project as well as of the government health staff and the impact would continue even if CWS-P/A exits.

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Implementation Plan

S. Months Activities No 1 2 3 4 5 6 7 8 9 10 11 12 1 Hiring of technical/project St ff 2 Staff orientation training 3 Preparation of schedules and work plans 4 Establishment of Warehouse 5 Arrangement of vehicles Establishment of Staff 6 accommodation. 7 Procurement of medicines and Other supplies. 9 Establishment of Static Health Units x2 10 Delivery of health services. 11 Coordination meetings. 12 Monitoring of activities. 13 Reporting of activities. 14 Winding up/Coordination-assessments for future intervention.

Inputs for programme implementation

Staff The organization has developed a Human Resource Information System (HRIS) which is an online solution for CWS-P/A to manage its human resources effectively and efficiently. HRIS provides information and analysis about employees and former employees.

Staff for CWS and for Lasoona will be recruited or deployed for the different projects. Staff of CWS 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.

Lasoona’s head office is located in Swat.

The comprehensive detail of project staffing is detailed in the budget notes, attached as an annex.

Transport (goods and people) To support staff travel in relation to the implementation, supervision and monitoring of the project, CWS will hire 2 vehicles for use in Buner and 6 vehicles for Swat (2 of which will be used by the SHU staff). In addition, two existing CWS vehicles will also be deployed for use of the two Static Health Units. Costs related to staff travel is also included in the budget where needed.

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Transport of various project materials is budgeted for. For the school kit material aid contribution from CWS USA, shipment and insurance has been covered by CWS USA. The project will ensure that different administrative mechanisms are in-place for the proper usage of transport inputs mentioned in the budget for CWS-P/A as well as for its implementing partners.

Equipment and Capital Assets CWS-P/A will be responsible for judicial utilization of capital assets as listed in the budget and used while implementing the project interventions. The assets will help in streamlining the effective communication within the project personnel.

The computers, printers and other equipment will be used to accomplish the project objectives mentioned under various components. These equipments, assets will be in continuous use of the relevant implementing partners for future development interventions.

CWS P/A inputs for the programme include allocation of the various assets for multiple interventions in the Appeal. These assets are deployed from various Appeals/programs and are considered as their contribution towards the execution of activities in this Appeal.

Overall planning assumptions, constraints and prioritisation The selection of areas which will be covered in Swat and Buner District 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 the two 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 shall 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 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 12 months (from end April 2010).

VII. ADMINISTRATION & FINANCE

Financial management will be supported by the Karachi and Islamabad offices. The CWS Mansehra office will provide management and technical support to the Swat field office for health interventions, and the Lahore office will provide support to the Swat field office for the capacity building and education components.

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.

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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 Karachi Office. The Implementing Partners are required to submit a monthly financial report to CWS-P/A. All original invoices from the IP’s 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.

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 monitoring10 will be undertaken to check progress and performance of the proposed interventions. A detail list of qualitative and quantitative indicators will

10 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 Post-Conflict Rehab. Rev. 1 - PAK101 71 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. For e.g. CWS-P/A would strengthen the government health facilities as well as Primary Health Care services to ensure effective supply of health services for IDPs.

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,

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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 regularly liaises with partner organizations, through periodic meetings, in addressing the issue. The CWS Disaster Management Program (DMP) generates updated map and other relevant information regarding the IDPs, 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).

The IDP Support Groups and the CBOs, together with the project staff will have regular monthly review meetings to assess the project progress. A joint quarterly progress review meeting of IDP Support Groups, CBOs network, and the implementing partner will be held to review and plan project interventions jointly.

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X. BUDGET

Description Type No. Unit Cost Budget Budget Unit Units PKR PKR USD I. INCOME Inkind CWS own contribution (not monetized in the budget) school kit 10,000 0 0 TOTAL IN-KIND 0 0

II. ESTIMATED EXPENDITURE A. DIRECT ASSISTANCE 1. REHABILITATION OF SUSTAINABLE LIVELIHOODS

Livestock Based Livelihoods-Buner District A. Livestock Distribution and Provision of Vet. Services (500 families) - Buner District Livestock (cows- Sahiwal Cross)- one per HH cows 500 80,000 40,000,000 476,758 Breeding Bulls bulls 10 100,000 1,000,000 11,919 Fodder (3 bags per family) bags 1,500 850 1,275,000 15,197 Medicine and basic treatment equipment for the vet lumpsum 75,000 894 Training Vet. Extension Workers (VEWs) (costs persons 25 20,000 500,000 5,959 include training materials & related expenses) Beneficiary training- Basic livestock management (all session 10 5,000 50,000 596 related costs including stipend for trainer) Kits for VEWS kits 25 35,000 875,000 10,429 Stipend for VEWs (25) months 12 50,000 600,000 7,151 Construction of model & demo. animal shed with model 5 40,000 200,000 2,384 communities Sub Total (Livestock Dist & Prov of Vet Serv-Buner) 44,575,000 531,287

Direct Project Related Costs-Buner Livelihoods Program Coordinator (For Buner & Swat) months 12 275,000 3,300,000 39,333 CWS Field Office (for Buner project) Personnel M&E Officer months 12 60,000 720,000 8,582 Procurement and Logistics Officer months 12 35,000 420,000 5,006 Finance Officer months 12 35,000 420,000 5,006 Security Guard months 12 12,500 150,000 1,788 Driver (2) months 12 30,000 360,000 4,291 Office Helper- cook and cleaner (2) months 12 30,000 360,000 4,291 Staff Benefits (15% of staff salaries) months 12 71,625 859,500 10,244 Buner Field Office Personnel 6,589,500 78,540

CWS Field Office Running Costs-Buner Rent, maintenance and repair for Field Office - Buner months 12 40,000 480,000 5,721 Utilities for Field Office - Buner months 12 25,000 300,000 3,576 Communication months 12 12,500 150,000 1,788 Security Expenses months 12 25,000 300,000 3,576 Stationery and office supplies months 12 12,500 150,000 1,788 Buner Field Office Running Costs 1,380,000 16,448 CWS Travel, board and lodging Meals and Incidentals months 12 20,000 240,000 2,861

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Staff transport months 12 10,000 120,000 1,430 Vehicle Rental (2) months 12 80,000 960,000 11,442 Fuel and other related costs (2) months 12 60,000 720,000 8,582 Staff travel/ board/ lodging 2,040,000 24,315 Other Consultancy- community mobilisation/technical support lumpsum 1 500,000 500,000 5,959 Total- Direct Project Related Costs-Buner 10,509,500 125,262

Total for Livelihoods (livestock)- Buner 55,084,500 656,549

Livelihood Development - Swat District (with Lasoona) B. Apiculture (50 families) Training on Apiculture for 50 persons (includes travel, sessions 2 280,000 560,000 6,675 facilitator stipend, meals) Training of 4 local carpenters sessions 1 20,000 20,000 238 Honey bee boxes (Langstroth) boxes 250 4,500 1,125,000 13,409 Other inputs (smokers,brushes, gloves,queen cages) sets 50 800 40,000 477 Honey bee extractor units 5 8,000 40,000 477 Bottles and Packaging (500g and 250g jars) 1,000 50 50,000 596 Linking with the markets visits 2 95,000 190,000 2,265 Publications, materials for beneficiaries (design, sets 5 10,000 50,000 596 printing) Sub Total (Apiculture) 2,075,000 24,732

C. Skills Training (food processing) for women 50 families Training on Food Processing (including external sessions 2 280,000 560,000 6,675 consultant for materials development) Cash Grant to start-up small scale food processing persons 50 20,000 1,000,000 11,919 business Linking with the markets visits 2 95,000 190,000 2,265 Publications, materials for distribution to beneficiaries lumpsum 50,000 596 Sub Total (Skills Training) 1,800,000 21,454 n.b. training budget lines include all related costs e.g. transportation of participants, facilitators stipends, trainers, meals etc. Total (Apiculture & Skills Training) 3,875,000 46,186

Direct Project Related Costs-Livelihoods, Swat Lasoona Swat HQ Personnel (100%) Project Officer months 6 85,000 510,000 6,079 Community Mobilization Officer (2) months 6 50,000 300,000 3,576 Admin & Finance Officer (1) months 6 25,000 150,000 1,788 Driver months 6 10,000 60,000 715 Office helper months 6 10,000 60,000 715 Security Guard months 6 10,000 60,000 715 Staff Benefits (10% of staff salaries) lump sum 114,000 1,359 Lasoona Swat Field Office Personnel (50%) Rent, maintenance and repair for Field Office - Swat months 6 25,000 150,000 1,788 Utilities for Field Office - Swat months 6 10,000 60,000 715 Communication months 6 10,000 60,000 715 Security Expenses months 6 15,000 90,000 1,073 Stationary and office supplies months 6 5,000 30,000 358 Lasoona Travel, Board and Lodging

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Meals and Incidentals months 6 10,000 60,000 715 Vehicle Rental (2) months 6 60,000 360,000 4,291 Fuel and other related costs (2) months 6 40,000 240,000 2,861 Travel and Transport months 6 10,000 60,000 715 Sub Total (Direct Project Related Costs-Livelihoods, Swat) 2,364,000 28,176

TOTAL for Livelihoods (apiculture and skills training)- Swat 6,239,000 74,362

TOTAL Rehabilitation of Sustainable Livelihoods (Buner & Swat) 61,323,500 730,912

2. PROMOTING GIRLS EDUCATION IN SWAT a. School Reconstruction and/or Repair School (2-classrooms) reconstruction and/or repair schools 3 8,200,000 24,600,000 293,206 (includes labour and materials. Assessment and design is also included as 2.5% of the structural cost) Non-structural disaster mitigation schools 3 50,000 150,000 1,788 Sub total (School Reconstruction/Repair) 24,750,000 294,994

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b) Distribution of equipment for Students & Teachers Chairs with Table Top for students (2,000) chair 2,000 550 1,100,000 13,111 Chair for teachers (100) chair 100 850 85,000 1,013 Tables for teachers table 100 2,000 200,000 2,384 Basic First Aid Kit (including first aid box with Per school 3 13,000 39,000 465 medicine, blanket & stretcher) School kits (in-kind contribution) kit 10,000 0 0 0 Sub Total (equipment) 1,424,000 16,973 c) Community Mobilization Campaign Community Mobilizers/coordination with communities months 12 150,000 1,800,000 21,454 Developing and printing posters poster 2,000 150 300,000 3,576 Dissemination of posters lump sum 50,000 596 Developing radio messages (2) Event 2 60,000 120,000 1,430 Airing of radio messages (5) months 8 60,000 480,000 5,721 Sub-Total (Community Mobilization Campaign) 2,750,000 32,777

d. Capacity Building Program (Teacher Training/School-based preparedness) 1-day classroom based teachers’ trainings Training 3 180,000 540,000 6,436 on School Safety for 75 teachers 5-day teachers’ trainings on teaching techniques & Training 5 345,000 1,725,000 20,560 methodologies for 125 school teachers Teachers honorarium Per teacher 200 834 166,800 1,988 Children programs (150 students) Event 3 150,000 450,000 5,364 Textbooks and note books Books 800 500 400,000 4,768 Stationery training or 13 15,000 195,000 2,324 event Publication (posters raising awareness on book/poste 700 400 280,000 3,337 education, disaster preparedness & teaching techniques r manuals) Follow up support visit 2 60,000 120,000 1,430 Sub-Total (Capacity Building Program) 3,876,800 46,207

Sub Total - Girls' education 32,800,800 390,951

Direct Project Related Costs- Girls Education (CWS Personnel in Swat Project Office) Education Program Officer (1) months 12 150,000 1,800,000 21,454 Project Officer, Construction months 6 150,000 900,000 10,727 Assistant Project officer (1) months 12 35,000 420,000 5,006 Documentation and communication officer (1) months 12 60,000 720,000 8,582 Benefits & Allowances (15 % of Salaries) 576,000 6,865 Sub Total (Direct Project Related Costs-Girls Educ) 4,416,000 52,634

TOTAL- Promoting Girls Education in Swat 37,216,800 443,585

3, HEALTH Referrals to Hospitals month 12 20,000 240,000 2,861 Medicines and medical supplies; x 2 Health Units month 12 300,000 3,600,000 42,908 Health Staff Training months 12 25,000 300,000 3,576 Health Education Sessions & Materials months 12 15,000 180,000 2,145

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Static Health Unit/ Furniture, Fixtures non med items center-unit 2 85,000 170,000 2,026 Maintenance & Repair of Static Health Units; 2 months 12 70,000 840,000 10,012 Maintenance of Medical Equipment months 12 15,000 180,000 2,145 Sub Total- Primary health services 5,510,000 65,673

Direct Project Related Costs-Health Personnel (100%) (CWS Operational Project Staff- Swat field office) Project Manager month 12 85,000 1,020,000 12,157 Field Project Officer month 12 70,000 840,000 10,012 Health Data Officer month 12 40,000 480,000 5,721 Pharmacy Store Keeper month 12 30,000 360,000 4,291 (Static Health Unit staff) Medical Officer; 4 month 12 240,000 2,880,000 34,327 Lady Health Visitors/Nurses; 2 month 12 50,000 600,000 7,151 Dispenser/ Mobilizer; 2 month 12 50,000 600,000 7,151 EPI Technicians/Vaccinators; 2 months 12 40,000 480,000 5,721 Clinical Assistant; 2 months 12 40,000 480,000 5,721 Cleaners/Helpers/Cook ; 2 months 12 24,000 288,000 3,433 Benefits and Allowances (15%) Lumpsum 1,204,200 14,353

SHU Staff Transportation/Ambulances Vehicle Repair & Maintenance; x2 - 100% months 12 40,000 480,000 5,721 Fuel for the 2 vehicles months 12 40,000 480,000 5,721

SHU Security Expense months 12 50,000 600,000 7,151

SHU Staff Board and Lodging Accommodation supplies (including 2 health teams) months 12 70,000 840,000 10,012 Meals & Incidentals (staff of 2 health Units) months 12 80,000 960,000 11,442 Heating/Cooking Fuel months 12 30,000 360,000 4,291 Rent and Utilities (Staff Accommodation & months 12 100,000 1,200,000 14,303 Warehouse) Sub Total (Direct Project Related Costs-Health) 14,152,200 168,679

TOTAL - Health 19,662,200 234,353

4. DIRECT PROJECT-RELATED SUPPORT COSTS (FOR ALL PROGRAM COMPONENTS)- Swat Field Office Personnel (100%) Senior Field Operations Officer months 12 40,000 480,000 5,721 HR Officer month 12 35,000 420,000 5,006 Finance Manager months 12 90,000 1,080,000 12,872 Finance Officer months 7 35,000 245,000 2,920 Procurement and Logistics Officer months 7 35,000 245,000 2,920 M&E Officer (1) months 7 60,000 420,000 5,006 Admin Officer (x2)- 40,000 salary/month months 24 40,000 960,000 11,442 Office Helpers (x3) months 31 15,000 465,000 5,542 Security Officer month 12 40,000 480,000 5,721 Security Guards (x5) months 55 12,500 687,500 8,194

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Driver (x6) months 67 20,000 1,340,000 15,971 Sub total (CWS Swat Field Office personnel) 6,822,500 81,317

CWS Field Office Running Costs- Swat District Rent, maintenance and repair for Field Office - Swat months 12 150,000 1,800,000 21,454 (60%) Utilities for Field Office - Swat (60%) months 12 90,000 1,080,000 12,872 Communication (60%) months 12 90,000 1,080,000 12,872 Security Expenses (60%) months 12 90,000 1,080,000 12,872 Stationary and office supplies (60%) months 12 45,000 540,000 6,436 Maintenance of equipments (60%) months 12 30,000 360,000 4,291 Insurance and registration Cost for equipment and months 12 30,000 360,000 4,291 vehicles (50%) Sub total (CWS Swat Field Office Running Costs) 6,300,000 75,089

Travel, board and lodging (60%) Vehicle Rental x4 (2 addtl vehicles contributed by CWS months 12 96,000 1,152,000 13,731 for the SHU Staff) Fuel and other related costs (4 vehicles) months 12 216,000 2,592,000 30,894 Public transport (local travel) months 12 60,000 720,000 8,582 Meals and Incidentals months 12 90,000 1,080,000 12,872 Staff boarding & lodging months 12 90,000 1,080,000 12,872 Networking and coordination months 12 30,000 360,000 4,291 Sub Total (Travel, board and lodging) 6,984,000 83,242 Total SwatDistrict Project-related costs - relevant across 20,106,500 239,648 allcomponents

TOTAL (DIRECT ASSISTANCE) 138,309,000 1,648,498

B. TRANSPORT, WAREHOUSING & HANDLING Transportation (Livestock- calculated at 5% of value) 2,050,000 24,434 Transportation and distribution cost (apiculture) trips 5 10,000 50,000 596 Transportation of goods and supplies- health months 12 12,000 144,000 1,716 Transportation & Distribution materials for education trips 20 125,000 2,500,000 29,797 facilities Rent for Ware House- education months 6 45,000 270,000 3,218 Guard for ware house- Education (1) months 6 10,000 60,000 715 TOTAL TRANSPORT, W/HOUSING & HANDLING 5,074,000 60,477

C. CAPITAL ASSETS AND EQUIPMENT 1. Lasoona (IP) Laptops units 1 125,000 125,000 1,490 Desktop Computers sets 2 40,000 80,000 954 Printer units 1 25,000 25,000 298 Scanner units 1 25,000 25,000 298 Camera, communication equipment and others lumpsum 40,000 477 Sub Total (Lasoona) 295,000 3,516

2. CWS-P/A-Field Offices (Swat & Buner) Office Furniture and fixtures sets 10 15,000 150,000 1,788 Desktop Computers No. 4 60,000 240,000 2,861

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Laptops No. 4 90,000 360,000 4,291 Printers and accessories No. 4 40,000 160,000 1,907 Multi Media unit 1 80,000 80,000 954 Camera, communication equipment and others unit 1 40,000 40,000 477 UPS unit 2 100,000 200,000 2,384 Sub Total (CWS Field Offices in Swat and Buner) 1,230,000 14,660

TOTAL CAPITAL ASSETS 1,525,000 18,176

D. INDIRECT COSTS: ADMIN, PERSONNEL & OPERATIONAL SUPPORT

Personnel Staff- Salaries and Benefits Deputy Director 25% of time months 12 138,125 1,657,500 19,756 Programme Coordinator (25% of time) month 12 75,000 900,000 10,727 Operations Manager (50% of time) months 12 55,000 660,000 7,867 Head of Monitoring Team; 100% months 12 75,000 900,000 10,727 Reporting Officer (50%) months 12 40,000 480,000 5,721 Communication Officer 50% months 12 75,000 900,000 10,727 External Affairs Manager (50%) months 12 30,000 360,000 4,291 HR Officer (1) (50%) months 12 50,000 600,000 7,151 Logistics and Procurement Officer (50%) months 12 45,000 540,000 6,436 Admin. Officer;1 (50%) months 12 40,000 480,000 5,721 I.T. Officer; 1 (100%) months 12 25,000 300,000 3,576 Security Officer; 1 (60%) months 12 27,000 324,000 3,862 Driver; 3; 100% months 12 45,000 540,000 6,436 Cook; 2; 50% months 12 13,000 156,000 1,859 Cleaners; 2; 50% months 12 10,000 120,000 1,430 Benefits and Allowances 15% 1,337,625 15,943

Staff development and R&R Staff Training and Development Courses 4 75,000 300,000 3,576 Rest and Recuperation (4 x expat staff, 4 times for local trips 8 200,000 1,600,000 19,070 staff) Sub Total - Personnel 12,155,125 144,876

Staff Travel Local Travel (using public transport) months 12 42,500 510,000 6,079 Fuel for vehicles; 3 months 12 120,000 1,440,000 17,163 Maintenance of Vehicles; 3 months 12 75,000 900,000 10,727 Vehicle Equipment and Insurance vehicles 3 50,000 150,000 1,788 Accommodation months 12 20,000 240,000 2,861 Meals & incidentals months 12 20,000 240,000 2,861 Sub-Total Staff Travel 3,480,000 41,478

Office Running Costs-CWS Support Offices Office Rent & Repairs 50% months 12 40,000 480,000 5,721 Utilities & Office Supplies 50% months 12 50,000 600,000 7,151 Repair & Maint. (Equipment) months 12 25,000 300,000 3,576

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Security Expenses months 12 40,000 480,000 5,721 Rental for Guest Houses months 12 80,000 960,000 11,442 Communication (telephone, email, postage) months 12 50,000 600,000 7,151 Meals and Incidentals for participation in coordination months 12 40,000 480,000 5,721 meetings at ISB and federal level) Sub-Total- Support Office Running Costs 3,900,000 46,484

Other Documentation / Information Dissemination unit 1 200,000 200,000 2,384 Coordination and Consultancy days 100 5,000 500,000 5,959 Visibility (publications, ads, promotional activities, month 12 16,667 200,004 2,384 branding) Quarterly internal monitoring and evaluation- related unit 4 50,000 200,000 2,384 expenses Bank Charges 60,000 715 Sub-Total - Other 1,160,004 13,826

TOTAL INDIRECT COSTS 20,755,129 246,664

E. AUDIT External Audit lump sum 500,000 5,959 TOTAL AUDIT 500,000 5,959

TOTAL CWS Program- ESTIMATED 166,163,129 1,979,775 EXPENDITURE Less income - inkind donation 0 0 TOTAL ESTIMATED EXPENDITURE 166,163,129 1,979,775 International co-ordination fee (3%) 4,984,894 59,393 TOTAL CWS BUDGET 171,148,023 2,039,168

EXCHANGE RATE: local currency to 1 USD = 84

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Annex 1: CWS Budget Notes PAK 101

A. DIRECT ASSISTANCE Please see the narrative or budget line descriptions for explanation of budget sections or items not listed.

1. REHABILITATION OF SUSTAINABLE LIVELIHOODS

DIRECT PROJECT-RELATED COSTS Personnel – salary of staff who will be directly responsible and dedicated 100% for the implementation of the livelihood project activities in District Buner and Swat.

• CWS Livelihoods Program Coordinator - manages the project and coordinates with various stake- holders including NGOs, Government, and media. He/she would also be responsible for the supervision of the projects in Buner and 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 updates them accordingly on the progress of the project. He/she will organize trainings of beneficiaries and VEWs and ensure that all training reports and project documentation are in place.

BUNER DISTRICT CWS Field Office support • M & E Officer will be responsible in preparing M & E plan of the project and preparing M & E reports. He/she will be coordinating with Head of Monitoring team. • Procurement and Logistics Officer (x1) and Finance Officer (x1) – provide necessary support to the project and ensuring that all operations and finance guidelines and policies are being complied with. • Driver (x2), Office Helpers (x2), Security Guard (x1) – provide support in running the field office and carrying out project activities

Consultancy- community mobilization and livestock specialists – involves cost related to the engagement of technical consultants (i.e. livestock specialists) and those who will be responsible for community mobilization.

SWAT DISTRICT Lasoona personnel: • Project Officer will be responsible for IP personnel management. Facilitate hiring of field staff. Prepare periodic project progress reports to be submitted to CWS. Provide project requirements to CWS through the Program Coordinator. Coordinate with local line department and update them accordingly on the progress of the project. • Community Mobilization Officers (x2) are directly responsible for coordination with community leaders, involving community members in project activities including identification of beneficiaries • Administration and Finance Officer (x1) • Driver (x1); Office Helper (x1): Security guard (x1)

2. PROMOTING GIRLS EDUCATION IN SWAT

Community Mobilization/Social Awareness – this includes costs related to direct social mobilization (i.e. mobilizers) and the coordination with community members and leaders supplementing the awareness materials developed.

Personnel – salaries of CWS staff who will be directly responsible and 100% dedicated for the implementation of the education project activities in District Swat

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• Education Program Officer would manage the project and coordinate with various stake-holders including NGOs, Government, and media. He/she would also be responsible for the supervision of the project and coordination between Project office in Swat and Office in Islamabad. • Project Officer, Construction responsible for construction related activities of the project. He/She will be coordinating with project consultant for the preparation of technical specifications and drawings. He/She will coordinate with local line department in the selection of schools. • Assistant Project Officer – will provide technical leadership and review/compile reports prior to submission to Project Officer. He/She will monitor project activities and report accordingly. • Documentation and Communication Officer - compiles all training reports including records of trained teachers and students. Reviews and or prepares case studies and other materials which can increase the visibility of the project.

3. HEALTH

Personnel – salary of staff CWS who will be directly responsible and 100% dedicated for the implementation of the health project activities in District Swat

• Project Manager- Overall management and supervision of health project. • Field Project Officer (x1)- Provides support to implement the health project providing the necessary leadership, technical assistance and supervision of staff in the field. Ensure integrated PHC program implementation among IDP’s. • Health Data Officer- Provides technical support, working closely with the Information Management Team Lead. The officer will have to develop a through overall knowledge of the projects/programs, so as to be familiar with CWS implementing strategies so he can effectively report on them. • Pharmacy Store Keeper – Responsible for the supervision and maintenance of the pharmacy. Prepares and continuously update a comprehensive inventory of supplies and generates procurement activities for supplies depending on demand and current availability in the store. Also ensures that supplies are distributed on first-in first-out basis and pays particular attention to individual expiration dates. • Medical Officer (x4)- Provides quality curative / preventive health care services to IDP’s and lead running of the static health units. • Lady Health Visitors/Nurses (x2)- Provide Medical care and play prominent role on antenatal, natal, postnatal care, reproductive health services and health education at health facilities and in community. • Dispenser/ Mobilizers (x2) - Assist medical officers in health units to maintain medicine record and keep updated morbidity data on daily/ weekly and monthly basis. • EPI Technician/Vaccinators (x2) To carry out Lab tests and maintain Lab as per set standards. To prepare daily, weekly and monthly Lab reports and maintain Lab indent. • Clinical Assistant (x2) Daily registration of patients, manage the patients' registration records and assisting other health staff for making their regular reports • Cleaners/helpers/cooks (x2) to support the SHUs

SHU staff transportation: The 2 vehicles used are CWS existing assets and will be used solely by the SHU staff. They will also be used as ambulances for transporting patients.

4. SWAT DIRECT PROJECT-RELATED COSTS- RELEVANT ACROSS ALL COMPONENTS (100%)

• Senior Field Operations Officer will be based in District Swat providing field operations support for all projects under this appeal • 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 Swat. Close coordination with HR Manager to ensure the smooth implementation of HR policies.

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• Finance Manager, 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. • M & E Officer will be responsible in preparing the M & E plan and reports for the project. He/she will be coordinating with the Head of Monitoring team. • Admin Officers (x2)- administrative support to projects managed from the Swat field office. Monthly salary of PKR 40,000 each for 12 months • Office Helpers (x3) will be responsible supporting the Swat field office-based staff. Monthly salary of PKR 15000 for 7 months for livelihoods and for 12 months (x2) for education • Security Officer (x1) and Security guards (x5). Security Officer is mainly responsible for monitoring the overall security situation in the area. The guards will be responsible for the safety and security of the staff and property and will have a monthly salary of PKR 12500 for 12 months each except for the livelihoods which is only for 7 months. • Drivers (x6) will be responsible for transporting the project staff and supplies as needed to the project sites. Monthly salary of 20,000 PKR for 7 months only for livelihoods (x1 driver), and 12 months each for others.

B. TRANSPORT, WAREHOUSING AND HANDLING Costs related to the transport and warehousing of materials and/or livestock for the proposed programme components. Transport for livestock is calculated at 5% of the total value of the livestock (both cows and bulls).

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

C. CAPITAL ASSETS Please see the narrative in the main body of the appeal.

D. INDIRECT COSTS: ADMINISTRATION AND OPERATIONAL SUPPORT

Personnel CWS P/A Islamabad and Karachi Offices

• Deputy Director (25%) will act as donor liaison. • Programme Coordinator (25%) - would be checking on programmatic activities and ensure that activities are moving according to standards set in a timely manner. Will be coordinating with the individual program officers/managers to assess progress. • Operations Manager (50%) will be responsible for overall operations of the project activities. • Head of Monitoring Team (100%) will be responsible in all monitoring related activities for all projects under the Appeal. The Head of Monitoring Team will work with respective M & E staff to provide technical support and review/update monitoring plans. He/She will develop one comprehensive Monitoring Plan and brief staff of the indicators and process of monitoring. • Reporting Officer (50%) assists in the review and compiles reports of all projects including statistics and following reporting format requirement of donors, clusters and other stakeholders. • Communication Officer (50%) will be responsible for the generation of relevant information for other stakeholders • External Affairs Manager (50%) will be responsible for liaison with the government Authority and will be dealing with legal matters. • Security Officer 1; (60%) will be responsible for monitoring of security system of Karachi and Islamabad office. • I.T Officer (100%) will be responsible for smooth functioning of all computers and related support as related to this programme. • 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. • 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

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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. • Admin Officer (50%) will handle the day to day administrative support in Islamabad & Karachi Offices. • Driver x3 (100%) will be responsible for driving supplies and staff to the project sites as needed. • Cook x2 (50%) will be responsible for preparing meals for the project & field staff. • Cleaner x2 (50%) will be hired for proper housekeeping

• Benefits and Allowances: This will cover health and life insurance coverage and other statutory obligations

• Staff training and development: CWS need to develop and build also the capacity of project staff over this one year project. This is also needed in order to be able to compete with other I/NGOs for good quality staff and to avoid high turnover of staff.

• Staff travel: Covers travel expenses of CWS staff based from Islamabad or Karachi whenever they are needed in the field for programmatic and administrative support to the project.

Support Office running costs:

• Office Rent & Repairs, utilities and office supplies (50%): 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.

• Security Expenses: 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.

• Rental for Guest Houses: This covers costs for guesthouses in Islamabad and Karachi meant for project staff who will be attending coordination meetings.

• Meals and Incidentals: for expenses related to participation of CWS staff in coordination meetings with project beneficiaries in Islamabad and at the federal level

Other

• Documentation / Information Dissemination: Cost for project documentary as well as the cost for meetings with other stakeholders other than beneficiaries. This is different from the Meals and Incidentals budget above since these meetings involve non-beneficiaries such as the Government and other agencies.

• Coordination and Consultancy: This cost covers additional consultancy requirements which would potentially be needed as other (yet unidentified) technical inputs might be required during the course of project implementation. A specific example would be school reconstruction - due to the intricacies and changes in the Government’s requirements in school reconstruction, technical inputs other than those indicated under the program, might arise.

• Visibility: publications, ads, promotional activities, branding, including co-branding with the ACT Alliance logo

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• Quarterly internal monitoring and evaluation: 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.