directors report 2014-20153. organizational structure & geographical outreach of cup pakistan it...

Directors Report of CUP Pakistan for Fiscal Year 2014-2015

DIRECTORS REPORT

2014-2015


Table of Contents Page

Acronyms

President/Founder’s Message

Chief Executive’s Message

COMMUNITY UPLIFT PROGRAM – AN OVERVIEW

Data Sheet

1. Profile Overview

2. Governnace Structure of CUP Pakistan

3. Orgaizational Structure and Geographical Outreach & Coverage

4. Regional/Field Offices of CUP Pakistan

5. Donors/Partners of CUP Pakistan

6. Financial Stability and Corporate Systems

7. Human Resource Management & Administration

8. Donor Organization References

9. Programs of CUP Pakistan

COMMUNITY UPLIFT PROGRAM – PROJECTS 2013-2014

10. Sector-Wise Projects of CUP Pakistan (2014-2015)


11. Program Highlights 2014-2015)

A. Integrated Rehabilition Project funded by KNH in District Shangla

B. Livelihood Enhancement & Protection (LEP-III) Project Funded by PPAF

in District Shangla

C. Livelihood Support & Promotion of Small Community Infrasrtucture

Prjoect (LACIP) funded by PPAF/KFW in District D.I. Khan

D. Integrated Water Effecient Irrigation Projects (IWEIPs) funded by PPAF in

District D.I. Khan

E. HANIF Project

12. Challenges, Mitigation Measures and Lessons Learnt

Annual Audit Report 2014-2015


Acronyms

ADB: Asian Development Bank

APW: Activist Planning Workshop

BHU: Basic Health Unit

CBA: Child Bearing Age

CCCD: Child Centered Community Development

CIG: Common Interest Group

CMST: Community Management Skills Trainings

CO: Community Organization

CMS: Community Model School

CPI: Community Physical Infrastructure

CUP: Community Uplift Program

DI Khan: Dera Ismail Khan

ECCD: Early Child Care & Development

ECE: Early Child Education

EVI: Extremely Vulnerable Individual

HH: Household

IAUP: Integrated Area Upgrading

ICMC: International Catholic Migration Commission

ICT: Islamabad Capital Territory

KNH: Kinder Nothilfe (Germany)

KP: Khyber Pakhtunkwa

LEP: Livelihood Enhancement & Protection

LHW: Lady Health Worker

LIP: Livelihood Investment Plans

MCO: Male Community Organization

M&E: Monitoring and Evaluation

PKR: Pakistan Rupees

PPAF: Poverty Score Card

PSC: Poverty Scrore Card

TNA: Training Needs Assessment

VO: Village Organization

LSO: Local Support Organization

UC: Union Council

UNICEF: United Nations Children Fund

WB: World Bank

WCO: Women Community Organization

WFP: World Food Program

WVI: World Vision International


President/Founder’s Message

It has now indeed been over fouteen momentous years for CUP

as a National Level Development Organization.

I am pleased to observe that this growth has been well handled,

through sustained and unabated diligence, professionalism, and

a focus on integration, participation, impact and transparency of

our program.The continued relationship with all partner

organizations such as the Poverty Alleviation Fund/World Bank

(WB), Care International, World Vision International, KNH

Germany, KFW Germany, ICMC and DFID/Futures Group on a

transparent and equitable basis is the key to a long term

sustainable relationship.

I am pleased to see the progress that has been made in this regard, and would like to see a further

strengthening of these bonds in the coming years.A significant achievement of the institution has

been the success in building the capacities of community organizations in remotest parts of the

country. This has enabled CUP to provide an outreach for several funding agencies in the

delivery of programs in integrated area upgrading program through community infrastructure,

primary and reproductive healthcare, primary education, early child education/survival/

development and sustainable livelihoods for poverty reduction. As a result of the excellent track

record of CUP, there is now substantial support for CUP from all stakeholders. This is a good

indicator of the credibility that the institution has been able to achieve within a relatively short

span of time. It is now important for CUP to consolidate and strengthen its outreach in the years

ahead. The management team needs to be congratulated for their professional approach and

dedication in meeting targets set for the year 2014-2015.

I would like to thank the Board of Directors for their valuable inputs and time. We must remain

focused and understand that we are a national-level implementing agency based on an

indigenous model of participatory development that is meant to serve as a model for other

agencies. We can only achieve our goals if we are proactive and innovative in our thought

processes. That is the way ahead, and although the challenge is formidable I believe that through

teamwork, dedication and keeping the vision and goals of CUP in our sights, we would be able

to demonstrate why we consider ourselves as a development organization with a difference.

Dr. Rafiq Ur Rahman

President/Founder of CUP

October 9, 2015


Chief Executive’s Message

Over past 14 years of our demonstrated performance is a testimony

to the evolution of the CUP as a national level implementing

organization, for poverty reduction programs, whose interventions

are models for replication in the country. The promising start of the

early years has been fully realized, and the progress made in

subsequent years has been most gratifying and remarkable. The

steadfast belief in the inherent strength and potential of rural

communities to act as agents of change remains the central

philosophical underpinning of our program.

CUP’s image is a true reflection of the impact that has been created in the areas of our work. The

CUP management team has been a pleasure to work with, and their contribution to the

development of CUP as a sustainable and credible institution cannot be understated. Their

resolve, professional competency, and dedication have been a major factor in placing CUP as a

renowned institution for poverty alleviation at the grassroots levels in the country.

I would also like to thank our project staff working in some of the remotest and difficult areas

with the marginalized communities in empowering them to reduce their poverty. They have

indeed shown exemplary courage, devotion and alignment with a very noble cause.

We shall continue to look forward to team building and greater cohesion among the staff of CUP

in the years ahead with the aim of making CUP a model in grassroots level development.

Iftikhar Ur Rahman

Chief Executive, CUP

October 9, 2015


Community Uplift Program – An Overview

Data Sheet

Name of the Organization: Community Uplift Program (CUP) Pakistan

Country Office Address: 12-A, Street 28, F-8/1, Islamabad

Telephone (s): (92-51) 2256043, 2856292

Fax No: (92-51) 2856293

E-mail: [email protected]

[email protected]

Website: www.cup.org.pk

Contact Persons

Head of the Organization/Contact Person:

Designation:

Iftikhar Ur Rahman (Cell Phone: 0300-

5033802)

Chief Executive

Alternate Contact Person:

Designation:

Kazim Bukhari (Cell Phone: 0321-9610455)

National Program Manager

Legal Structure of the Organization

Registration: Section 42 of the Companies Ordinance 1984

Incorporation No: I-02753

Registration No: 13(1) PCR/2001

Place of Registration: Islamabad / Pakistan

Registering Authority: SECP/Joint Registrar of Companies Islamabad

Date of Registration: 29th

day of January 2001

1. Profile-Overview

Community Uplift Program (CUP) Pakistan is a national level non-profit development

organization registered under Section 42 of the Pakistan Companies Ordinance on 29 Jan 2001.

CUP has developed over the past fourteen (14) years as a national indigenous solution for

implementing poverty reduction projects; an innovation that can be replicated by the government

and development agencies with unprecedented accruals to the poorest of the poor at an

amazingly low per capita cost. It is a paradigm shift from run of the mill high-cost development

projects having minimal impact to a result-oriented and synergic participatory development,

which we call the four dimensional development approach; “integration, participation, impact

and transparency”.

CUP has also developed an intrinsic capacity to offer one-window management services, which

include monitoring, assessments & evaluation services for development organizations,

government agencies, donors, International NGOs/UN Agencies, mid-term/end project

evaluations, baseline studies and research studies. Some of our reputed clients for whom we have

conducted such services are; Monitoring & Evaluation Services for all USAID USAID/OFDA

and USAID/FFP Projects in Baluchistan (Oct 2010-Oct 2011) and Monitoring & Evaluation

Services for UN/WFP projects in 21 Districts of Baluchistan (Sep 2010- Oct 2011). Besides

mailto:[email protected]


http://www.cup.org.pk/


impact assessment and end project evaluations for United Nations Children Fund (UNICEF),

Plan International, Technical & Management Agency (TAMA) of DFID, Ministry of Population

Welfare, Care International, National Commission for Human Development, CAFOD-UK,

Concern Worldwide, World Vision International (WVI), American Red Cross (ARC), ICMC and

MEDA/USAID Entrepreneurs Project.

Thus, we are positioned as a community development resource centre with both upstream policy

level formulation and downstream grass root level integrated participatory action planning and

implementation systems and monitoring, evaluation/assessment systems for development

interventions.

Mission/Purpose:

CUP Pakistan will strive to help the marginalized and ultra-poor

communities of Pakistan in reducing their poverty levels through

mobilization and capacity building to empower them for

acquiring their basic social needs and rights.

2. Governance Structure of CUP Pakistan

The governance structure of CUP comprises a two-tier system; Board of Directors (BoDs) and

the Management Team. CUP has undertaken to follow a democratic, non-political and a

transparent system, with the overarching principle of promoting equal opportunities for women

& children.

Governing Body: Our governing body constitutes 5 Directors and the gender ratio is 50% are

females and 50% are males:

Sr.

#

Name Gender Position Occupation Years

Served

1 Dr. Rafiq Rahman Male President Doctor (Oncologist in USA).

Also, Director of Pakistan

Human Development Fund.

14

2 Dr. Shamim Ara Female Director Doctor in USA 14

3 Ms Rehana

Ghayur

Female Director Social Worker 14

4 Lt. Col (retd)

Mamur Gul

Khattak

Male Director Civil Engineer 14

Management Team / Staffing Table: Our total full time paid staff strength is 120 including

professional, technical and support staff. The gender-wise ratio is 45% female and 55%

males. The roles and major expertise of the senior management professionals are as under:


S.# Name Gender Position Major Expertise Experien

ce

Reporting

Line

1 Iftikhar

Ur

Rahman

Male Chief

Executive

CUP Pakistan

Strategic Development

Planning, Program

Management,

Monitoring, Research

& Evaluation,

Sustainable

Livelihoods, Child

Care and Development,

Healthcare, Disaster

Risk Reduction &

International

Facilitator/Trainer.

30 BoDs

2 Kazim

Bukhari

Male National

Program

Manager

CUP Pakistan

Program/Projects

Formulation, Project

Implementation,

Surveys, Needs

Assessments

18 Chief

Executive

3 Kamran

Raza

Male M & E

Program

Officer

Education related

Research &

Evaluations.

7 National

Program

Manager

12 Abdul

Waheed

Male Finance

Manager

Finance & Accounts

Management

7 Chief

Executive

13 Zahida

Jabeen

Female Admin & HR

Manager

Administration & HR

Management

7 Chief

Executive

15 Sadia

Farid

Female M&E Officer Monitoring &

Evaluation of Family

Planning, Reproductive

Health & Maternal

Health

3 Chief

Executive

16 Sumaira

Kanwal

Female Executive

Support

Manager

Management,Executive

Support and Team

Coordination

5 Chief

Executive

17

Zahoor

Khan

Male District

Program

Manager

Project Management &

Livelihood

development and Event

management

12 National

Program

Manager

18 Shafqat

Munir

Malik

Male District

Program

manager

Project Managemen,

Education Sector

management and CPI

Sector Management

18 National

Program

Manager


19 Gulbaz

Ali Khan

Male Project

Manager/Dep

uty Team

Leader

Voice and

Accountability

Practitioner, Poverty

Monitoring &

Evaluation Specialist

10 Chief

Executive

3. Organizational Structure & Geographical Outreach of CUP

Pakistan

It is based on a participatory model, with an advisory committee made up of representatives of

donors, partners, associates and other stakeholders to guide CUP on its program and projects. A

professionally competent core management and support staff based in the Head Office at

Islamabad, manages the program of CUP, while we also have a think tank comprising

specialists/experts for each of our program thematic areas.

Chief Executive Iftikhar Ur Rahman

Program Unit

Kazim Bukhari, National Program Manager

KPK

Major Program

Shangla

36 Staff

DI Khan

35 Staff

Balochistan

Associates

Punjab

Associates

Rural Islamabad & Rawalpindi CUP Projects

Finance Unit

Waheed (Finance Manager

Admin & HR Unit

Jabeen (Manager)

Resource Mobilization Unit

Aasia Waqar

Executive Support Manager

Sumaira Kanwal

Board of Directors

Dr. Rafiq Ur Rahman, President/Founder

Dr. Shamim Ara, Director

Rehana Ghayur, Director

Lt Col (Retired) Mamur Gul Khattak


Geographical Outreach of CUP Pakistan

Partner/Associate Local NGOs

CUP Offices

Quetta

Noshki

Jaffarabad

Killa Saifullah

Kharan

Zhob

Sibi

Shangla

Mansehra

Kohat

Bannu

Karak

Lakki Marwat

DI Khan

4. Regional/Field Offices of CUP Pakistan:

CUP-Islamabad Field Office

Contact Person: Vacant

CUP Field Office: 12-A, Street 28, F-8/1, Islamabad

Tel: 92-51-2256043, Fax: 92-51-2856293

CUP-Shangla and Swat Field Office

Contact Person: Zahoor Khan, District Program Manager, Cell: 0300-5747283

CUP Field Office, Shangla, Tel: 0996-850764

CUP-Karak Field Office


CUP Field Office, Community Hospital, Main Indus Highway, Karak

Tel/Fax: 92-927-260635

CUP-DI Khan Field Office


CUP Field Office, House No 1, Near Banana Guest House, Diyal Road, and District D.I.Khan

Tel/Fax: 92-966-741214-15


CUP Peshawar Office

Contact Person: Gulbaz Ali Khan, Project Manager/Deputy Team Leader, Cell: 0300-4625004

CUP Field Office, Street # 1, Defense Town, Warsak Road, Peshawar Pakistan

Tel/Fax: 091 - 5200396

5. Donors/Clients of CUP Pakistan

Donors/Partners/Client Agencies Acronym Thematic Areas

Pakistan Poverty Alleviation Fund PPAF CPI, Health, Education, Livelihoods &

IWEIP

Australian High Commission AHC Infrastructure

Asian Development Bank ADB Multi-Sectoral

Care International CARE Healthcare

International Fund for Agricultural

Development

IFAD Multi-Sectoral

Committee Encouraging Corporate

Philanthropy – USA

CECP-USA Health & Education

Catholic Relief Services CRS Livelihoods

Plan International - ECCD, Water & Hygiene Sanitation,

Child Rights, Health

International Catholic Migration

Commission

ICMC Evaluation of Projects

United Nations Children Fund

UNICEF Child Protection, Water & Sanitation

& Integrated ECCD

UNDP- Global Environment

Facility/Small Grants

UNDP-SGP Livelihoods

Trust for Voluntary

Organizations/European

Commission

TVO/EC Health

National Commission for Human

Development

NCHD Capacity Building/Local Government

National Education Foundation NEF Education/Out of School Child

Education for All Wing, Ministry of

Education

EFA Education

Concern Worldwide RAPID Fund - IDP Response

Catholic Agency for Overseas

Development (UK)

CAFOD-UK Exit Strategy (Health, Education)


John Snow International/PAIMAN JSI/PAIMAN Health

Department for International

Development

DFID/TAMA Reproductive Health

United States Agency for

International Development.

USAID M&E Services for all USAID Funded

Projects in Baluchistan

World Food Program WFP M&E Services for all WFP funded

Projects in Baluchistan

DFID/Futures Group

Citizen Led Monitoring of Public

Family Planning Services

6. Financial Stability & Corporate Systems:

We are a financially sound National Level NGO. We have a Resource Mobilization Strategy, which also

includes the provision of Consulting Services to International Development Agencies in “Project

Management, Monitoring and Evaluation Services” and Research and Assessment Studies. Our annual

turnover for the past 6 years is as under:

# Years Amount in Million (PKR)

1 Turn Over 2008-2009 169.432

2 Turn Over 2009-2010 133.607

3 Turn Over 2010-2011 81.526

4 Turn Over 2011-2012 79.071

5 Turn Over 2012-2013 110.323

6 Turn Over 2013-2014 63.85

7 Turn Over 2014-2015 107.44

Other aspects related to our financial profile are as under:

Admissible Organization for Tax Credits: We are “admissible organization for tax credits”

under Section 2 (136) of the Income Tax Ordinance 2001” by an order of the Central Board

of Revenue (CBR);

Exemption from Levy of Taxes: We are “exempt from Levy of Taxes under Section 151 of

the Income Tax Ordinance 2001 by an order of the Central Board of Revenue (CBR).

Securities and Exchange Commission, Pakistan: CUP has an outstanding record of

fulfilling all requirements of the Securities and Exchange Commission of Pakistan, under the

Companies Ordinance 1984.

External Financial Audit: We subject ourselves to a very exhaustive external audit each

year and we take pride in the fact that there have been no negative observations either from

neither the SECP nor the Income Tax Departments.


Corporate Responsibility

As a custodian of public funds, CUP is conscious of the need for prudence and appropriate

control in the management of finances. In pursuance of this objective, the Operations Division

has been assigned responsibility for executing and recording all financial transactions in a

systematic and transparent manner. The unit ensures compliance with regulations of Securities

and Exchange Commission of Pakistan and the covenants stipulated in the Agreements with the

Government of Pakistan (GoP) and donors.

The Operations Division works closely with other operational and support units of CUP in order

to ensure adherence to due process and facilitate release of funds for program activities. The

activities of the unit are carried out in an automated computerized environment through

customized software dedicated to CUP requirements. A comprehensive manual for financial

management has been developed which governs work processes of the unit. Books of accounts

are being kept in accordance with the statutory requirements and agreements with donors. The

records are subject to both internal and external audit as well as review of donor missions. The

unit generates internal and external reports for management, donors and Stakeholders. The

relevant internal reports are submitted to Chief Executive on a monthly basis to facilitate timely

decisions on the important aspects of CUP operations. External reports to sponsors and donors

are sent in accordance with stipulated requirements.

The external auditors furnished unqualified opinions that financial affairs of the company were

being conducted in accordance with approved accounting standards and requirements of

Companies Ordinance 1984. Maintenance of books and recording of entries was found to be in

order. These opinions were based on the inspection and review of records of the company and

the funds released to community organizations. Field visits form an integral part of the audit

exercise. Information and data submitted were also in compliance with disclosure requirements

and formats as well as International Accounting Standards.

Community Uplift Program is “admissible organization for tax credits” under Section 2 (136) of

the Income Tax Ordinance 2001” by an order of the Central Board of Revenue (CBR). We are

“exempt from Levy of Taxes under Section 151 of the Income Tax Ordinance 2001 by an order

of the Central Board of Revenue (CBR). CUP has an outstanding record of fulfilling all

requirements of the Securities and Exchange Commission of Pakistan, under the Companies

Ordinance 1984. The print media has regularly covered the activities and achievements of CUP.

This is a vindication of our sincere efforts to make a paradigm change in result-based

development of the poorest of the poor.

Our Procurement Process

CUP Procurement Policy & Procedures with regard to types of procurement related to contract

value is in synchronization with the World Bank Guidelines on Procurement. These are as under:

1) National Competative Biding:National Competative Bidding (NCB) is the competative

bidding procedure normally used for public procurement for contract values as follows:

a) Works: Value less than US$ 2,000,000 or PKR Equivalent

b) Goods: Value Less Than US$ 300,000 or PKR Equivalent.


2) National Shopping: In most of procurement of goods (capital Items) and services,

National Shopping would the competitive bidding procedure used for public procurement

for contarct values as follows:

a) Works: Value less than US$ 25,000 or PKR Equivalent

b) Goods: Value less than US$ 50,000 or PKR Equivalent

Our Procurement Process is in line with International Procurement Processes as under:

Major Procurements for CUP Program (2014-2015)

# Project Major Items/Services Procurred Amount

(PKR)

Dates

1 KNH-IRP Toolkits for 57 Female

Beneficiaries Tailoring and

Embroidery

893,000

12/02/2014

2 KNH-IRP Toolkits to 57 Female

Beneficiaries Tailoring &

Embroidery

894,550 12/29/2014

3 KNH-IRP Payment for Procurement Assets

Transfer, 08 Different Trades 2,498,950 09/25/2014

4 KNH-IRP Assets Transfer to 40 female

Ben. UC Pirabad. Embroidery &

Tailoring

1,200,000 06/16/2015

5 KNH-IRP Payment for Office Setup &

Systems for 04 LSOs 799,300 12/25/2014


6 LEP-III PPAF-III

Assets Transfer to 60

Beneficiaries LSO Ranyal 3,000,000 12/29/2014

7 LEP-III PPAF-III

Assets Transfer(Karyana Shops)

to 14 Beneficiaries -UC Damorai 650,000 01/20/2015

8 LEP-III PPAF-III

Assets Transfer (Karyana Shops)

to 27 Beneficiaries –- UC Opal 886,006 01/20/2015

9 LEP-III PPAF-III

Assets purchased by LSO –

Electric Store UC Damorai 50,000 01/20/2015

10 LEP-III PPAF-III

Assets purchased(Hairdresser

Kits) by LSO- UC Opal 50,000 01/20/2015

11 LEP-III PPAF-III

Assets purchased(Medical

Stores) by LSO UC Opal 100,000 01/20/2015

12 LEP-III PPAF-III

Assets purchased(Clothes Shops)

by LSO –UC Opal. 100,000 01/20/2015

13 LEP-III PPAF-III

Assets purchased( Cosmetics) by

LSO –UC Opal 50,000 01/20/2015

14 LEP-III PPAF-III

Assets purchased(Stationeries)

by LSO –UC Opal 50,000 01/20/2015

15 LEP-III PPAF-III

Assets purchased(Electrician

Kit) by LSO- UC Opal 50,000 01/20/2015

16 LEP-III PPAF-III

Assets purchased ( Sewing

Machine) by LSO –UC Opal 13,994 01/20/2015

17 LEP-III PPAF-III

Assets purchased(Deep Freezer)

by LSO- UC Opal 50,000 01/20/2015

18

LEP-III PPAF-III

Procurement of 60 Enterprise

Development Packages for UC

Ranyal

2,849,995 03/30/2015

19

LEP-III PPAF-III

Assets Transfer, 03 Enterprise

Development Packages UC

Ranyal

150,000 04/01/2015

20

LEP-III PPAF-III


Development Packages - Tuck

Shop - UC Opal

2,300,000 04/16/2015

21

LEP-III PPAF-III


Development Packages -

Karyana Shops - UC Opal

150,000 04/16/2015

22

LEP-III PPAF-III


Development Packages - Sugar

& Rice - UC Damorai

150,000 04/16/2015

23

LEP-III PPAF-III


Development Packages - Sugar -

UC Opal

100,000 04/16/2015

24 LEP-III PPAF-III

Assets Transfer to 03 Enterprise

Development Packages - 150,000 04/16/2015


Deepfreezer for UC Opal

25

LEP-III PPAF-III



Carpenter for UC Opal

100,000 04/16/2015

26

LEP-III PPAF-III



Medical Store, for UC Opal

50,000 04/16/2015

27

LEP-III PPAF-III


Development Packages - Cloth

& Sewing Machines for UC

Opal

99,000 04/16/2015

28

LEP-III PPAF-III


Development Packages - Sewing

Machines & Cloth, UC Opal

51,000 04/16/2015

29

LEP-III PPAF-III


Development Packages - Cloth

Shop, for UC Opal

100,000 04/16/2015

30 LEP-III PPAF-III

Procurement of 01 EDT Package

(Hosery) UC Damorai 50,000 04/16/2015

31

LEP-III PPAF-III



Carpenter - UC Damorai

1,000,000 04/22/2015

32

LEP-III PPAF-III


Development Packages - Cold

Drink - UC Opal

450,000 04/22/2015

33 LEP-III PPAF-III


(Livestock/Goats) UC Damorai 2,763,450 05/13/2015

34

LEP-III PPAF-III


(Granding Machines) UC

Damorai

200,000 05/22/2015

35 LEP-III PPAF-III


(Carperner) UC Damorai 100,000 05/22/2015

36

LEP-III PPAF-III

Procurement of 1/2 EDT

Package (Sewing Machine) UC

Opal

22,300 05/22/2015

37

LEP-III PPAF-III

Procurement of 1/2 EDT

Package (Tailoring Equipments)

UC Opal

27,700 05/22/2015

38 LEP-III PPAF-III


(Cloth Shop) UC Damorai 50,000 05/22/2015

39 LEP-III PPAF-III


(Karyana Shop) UC Opal 50,000 05/25/2015

40 LEP-III PPAF-III

Procurement of 12 EDT

Packages (Livestock/Goats & 480,600 05/25/2015


Seving Machine) for UC Opal

41

LEP-III PPAF-III


Development Packages for UC

Ranyal

950,000 05/26/2015

42 LEP-III PPAF-III


Packages (Donkey) for UC Opal 100,000 05/26/2015

43 LEP-III PPAF-III


(Madical Store) UC Damorai 50,000 05/26/2015

44

LEP-III PPAF-III


Packages (Karyana Stores) UC

Damorai

900,000 05/26/2015

45

LEP-III PPAF-III


(Seving Machines & Goats) UC

Opal

119,400 05/26/2015

46 LEP-III PPAF-III


(Deep Freezers) UC Damorai 100,000 05/26/2015

47

LEP-III PPAF-III


Packages (Seving Machines &

Goats) UC Damorai

686,550 05/26/2015

48

LEP-III PPAF-III

Procurement of 20 Stands for

EDTs of Knitting Machines for

UC Damorai

140,000 05/26/2015

49

LEP-III PPAF-III

Procurement of Wool for 20

EDT Packages of Knitting

Machines for UC Damorai

140,000 05/26/2015

50

LEP-III PPAF-III


Packages (Grainding Machines)

UC Damorai

100,000 05/26/2015

51

LEP-III PPAF-III


Packages (Knitting Machines)

UC Damorai

720,000 05/26/2015

7. Human Resource Management and Administration

a) HR Functions in Support of CUP Program

Empoloyment with Community Uplift Program is regardless of gender, cast, creed,age,

religion or colour. We follow a transparent recuritment process to select the best possible

candidate in accordance with laid down job description, qualifications, experience and other

criteria that is announced through leading newspapers.

b) Admin Functions in Support of CUP Program

The administration provides support to the program. It provides support services such as

travel, staff training, staff orientation, staff displinary matters, transport, maintenance, central

supplies and printing coordination.


c) The HR and Admin Team

Sr.# Names Designation Location

1 Ms Zahida Jabeen Manager HR & Admin Head Office

3 Mr Shamsher Gul Admin Assistant Head Office

4 Mr Mohammad Ayaz Finance & Admin Officer CUP Shangla

5 Mr Majeed Khan Admin Assistant CUP Peshawar

6 Mr. Shakeel Ahmad Finance & Admin Officer CUP D.I.Khan

7 Mr David Javid Driver Head Office

8 Mr Sahil Cook/ Guard Head Office

d) Staff Inductions(July2013 – June 2014)

S.# Name Designation Project Date of Joining

1 Yasmeen Bibi Livelihood Officer KNH-IRP 3rd

Jul, 2014

2 Nazish Begum Social Organizer KNH-IRP 23r Sep, 2014

3 Rashid Minhas Social Organizer KNH-IRP 26th

Aug, 2014

4 Tariq Ahmed Junior Social

Organizer

KNH-IRP 29th

Dec, 2014

5 Muhammad Zubair Design Engineer KNH-IRP 1st Feb, 2015

6 Ali Bash Social Organizer KNH-IRP 11th

Mar, 2015

7 Ahmed Faraz CBDRM Officer KNH-IRP 19th

May, 2015

8 Ishfaq Yousaf Livelihood Officer KNH-IRP 13th

May, 2015

9 Elizbath Social Organizer KNH-IRP 15th

May, 2015

10 Rozi Afsar Peon/Guard KNH-IRP 1st May, 2015

11 Ihsan Ullah Peon/Guard KNH-IRP 16th

Oct, 2014

12 Painda Mand Peon/Guard KNH-IRP 30th

Nov, 2014

13 Rozi Afsar Peon/Guard KNH-IRP 1st May, 2015

14 Sher Ali Cook/Guard KNH-IRP 1st Nov, 2014

15 Muhammad Fahim

Ghani

Project Manager DFID/HANIF 20th

April, 2015

16 Raheel Tahir Social Organizer DFID/HANIF 20th

April, 2015

17 Maimoona Khalid Social Organizer DFID/HANIF 20th

April, 2015

18 Saira Hussain Social Organizer DFID/HANIF 23rd

April, 2015

19 Majeed Khan Admin Assistant DFID/HANIF 20th

April, 2015

20 Marya Anwar Finance Assistant DFID/HANIF 26th

May, 2015

21 Raheem Ullah Watchman DFID/HANIF 24th

April, 2015

22 Jan Muhammad Watchman DFID/HANIF 24th

April, 2015

23 Shafqat Munir Malik District Program

Manager

KFW-LACIP 30th

Jan, 2015

24 Shakeel Ahmad Financee &Admin

Officer

KFW-LACIP 16th

March, 2015

25 S. Muhammad Ali

Jafar

Social Organizer KFW-LACIP 16th

March, 2015


26 Abdul Rasheed Social Organizer KFW-LACIP 16th

March, 2015

27 Asma Noor Social Organizer KFW-LACIP 16th

March, 2016

28 Waheed Ullah Junior Social

Organizer

KFW-LACIP 17th

March, 2015

29 Shafqat Ali Office Boy/Guard KFW-LACIP 9th

April, 2015

30 Fakhar Zaman Livelihood Officer KFW-LACIP 16th

March, 2015

31 Nighat Azam Livelihood Officer KFW-LACIP 16th

March, 2015

32 Nayyar Abbas Office

Boy/Guard/Cook

KFW-LACIP 8th

April, 2015

33 Muhammad Sajid Design Engineer KFW-LACIP 1st July, 2015

34 Muhammad Nawaz Field Supervisor KFW-LACIP 10th

September,

2014

35 Sultan Mehmood Project

Coordinator

LEP-III/PPAF 6th

May, 2015

36 Jawad Ali Shah Admin & Logistics

Officer

Head Office 3rd

March, 2015

e) Staff Leavers (July2013 – June 2014)

S.

#

Name Designation Project Date of

Leaving

Reasons

1 Naseer Ullah Admin and Logistics

Assistant

Head Office 11th

Feb, 2015

Resigned

2 Rambel Gul Watchman Head Office 15th

June, 2015 Resigned

3 Imran Sani Cook Head Office 18th

November,

2015

Resigned

4 Jawad Ali Shah Admin & Logistics

Officer

Head Office Resigned

5 Rizwan Baig Project Assistant KNH-IRP 11th

January,

2015

Contract

Ended

6 Liaqat Ali Design Engineer KNH-IRP 7th

February,

2015

Resigned

7 Inam Ul Haq Education

Coordinator

KNH-IRP 15th

August,

2014

Resigned

8 Farooq Shah Livelihood

Coordinator

KNH-IRP 4th

July, 2014 Resigned

9 Fayaz Ali Livelihood Officer KNH-IRP 10th

August,

2014

Resigned

10 Yasmin Bibi Livelihood Officer KNH-IRP 31st January,

2015

Project

Ended

11 Seemab

Khanum

Social Organizer KNH-IRP 31st August,

2014

Resigned

12 Sher Alam Social Organizer KNH-IRP 10th

March,

2015

Project

Ended

13 Ahmed Ali Junior Social KNH-IRP 31st December, Project


Organizer 2014 Ended

14 Zahid Khan Hr Assistant KNH-IRP 31st December,

2014

Project

Ended

15 Muhammad

Hanif Khattak

Office Assistant KNH-IRP 10th

Sep, 2014 Resigned

16 Khurshid Ali Peon/ Guard KNH-IRP 15th

Oct, 2014 Resigned

17 Ihsan Ullah Peon/ Guard KNH-IRP 30th

Sep, 2014 Resigned

18 PaindaMand Peon/ Guard KNH-IRP 30th

Nov, 2014 Resigned

19 Rabil Iqbal Finance & Admin

Officer

KFW-LACIP 15th

Dec, 2014 Resigned

20 Imran Khan Office Boy/Guard KFW-LACIP 31st Mar, 2015 Terminated

21 Asma Noor Social Organizer KFW-LACIP 31th May, 2015 Terminated

22 Kamran Haneef Livelihood Officer KFW-LACIP 10thOct, 2014 Project

Ended

23 Jan Muhammad Office Boy KFW-LACIP 31st Mar, 2015 Terminated

24 Muhammad

Nawaz

Field Supervisor KFW-LACIP 8th

June, 2015 Contract

Ended

25 Rozi Afsar Peon/Guard KNH-IRP 15th

Oct, 2014 Resigned

26 Sultan

Mehmood

Project Coordinator LEED/PPAF 30th

June, 2015 Resigned

27 Rahman Ghani Junior Social

Organizer

LEP/PPAF 31st Dec, 2014 Contract

Ended

28 Rahmat Ali Cook KNH-IRP 30th

Jun, 2015 Contract

Ended

30 Sohail Anwar CPI Coordinator KNH-IRP 30-Jun-15

Project End

31 Umer Badshah Office Attendent

KNH-IRP 30-Jun-15

Project End

32 Rashid Minhas Social Organizer

KNH-IRP 30-Jun-15

Project End

33 Ms. Maria Bibi

Cleaner - Female

Hostel

KNH-IRP 30-Jun-15

Project End

8. Donor Organizations References

Donor

Agency

Name & Designation of

Focal Point

Contact

Number

Email ID

PPAF

(Existing)

Muhammad Riaz, LEED

Manager

92-300-

5740796

[email protected]

KNH

(Existing)

Anwaar Ahmed, Country

Program Coordinator

92-312-

5906612

[email protected]




Futures

Group

Dr. Wajiha Ghias, HANIF

Fund Manager

92-302-

8555487

[email protected]

9. Programs of CUP

CUP in 14 Years of Development Programming & Implementation: Our Development

Programs are summarized as under:

Management Services Consultancy Program: Ever since its inception the Community Uplift

Program (CUP) Pakistan has rapidly developed an intrinsic capacity to offer one-window

project management and implementation services, 3rd

party monitoring and evaluation

services for programs/impact assessment, baseline studies, research, strategy development for

development organizations, government agencies, donors, NGOs and the private sector.

Primary, Reproductive & MNCH & Nutrition care Program: To establish community based

and managed health care systems comprising health and hygiene promotion committees,

community health workers and Mother and Child healthcare centers with the aim of meeting

the integrated rural needs of primary and reproductive healthcare, MNCH care, referral

systems and, emergency treatment and health education.

Primary Education Development Program: To work in collaboration with partners and

establish community-based and managed primary education and adult literacy centers in

order to contribute to the national effort of literacy.

Livelihoods Enhancement and Enterprise Program: We work with the communities through

a holistic livelihood enhancement & protection framework that facilitates the graduation of

the ultra-poor to non-poor through a process starting with poverty score card analysis,

development of livelihood investment plans, capacity building of common interest groups,

assets transfer (tools and micro-finance), marketable skills & enterprise development and

linking to various safety nets. These interventions are needs based and cover agriculture,

livestock, small individual & group businesses etc.

Community Physical Infrastructure/WASH Development Program: To mobilize communities

and other stakeholders in establishing environment friendly integrated area upgrading

projects which comprise inter-connected community physical infrastructure, WASH systems,

water efficient irrigation systems, street surfacing, safe sanitation, link roads etc.

Child Care & Development Program: To create awareness and capacities within

communities, government, law enforcers and the civil society in child rights to survival

growth, protection from abuse and exploitation, and development, within the parameters

defined by the Convention on the Rights of the Child 1989. Also under the CCCD approach,

the integration of ECCD, ECE, Health & Education and Child Rights;

Humanitarian Assistance Programs: We support the disaster affected communities through

the emergency response & early recovery phases leading to facilitating the transformational



development to pre-disaster situation. This effort comprises all sectoral interventions (rescue,

food security, livelihoods, education, health, WASH, education and child friendly spaces).

Cross Cutting Programs:

Good Governance Integration in Service Delivery; Social accountability, local

empowerment, social audit and citizen report cards.

Community Mobilization and Capacity Building: To facilitate the formation of women and

men community organizations (COs) and to strengthen the capacity of these partner

community organizations in acquiring their basic human needs through participatory

planning, organizational management and project cycle management. We also aim to develop

the institutional capacity of COs to enable them to form village level organizations (VOs)

and later Union Council Level apex representative local support organizations (LSOs).

Rights Based Mainstreaming: We envision CUP Pakistan playing its part without any

discrimination with regard to gender, caste colour or religion. Our programs factor in gender

related equity and rights as well as sensitize on citizen rights (as rights holders) &

government as duty bearers.

10. Sector-Wise Projects of CUP Pakistan (2014-2015)

MAJOR EDUCATION SECTOR PROJECTS OF CUP PAKISTAN (2014-2015)

# Project Title & Area Period Donor Amount (PKR)

From To

1 Integrated Rehabilitation Project

(Education Component) in District

Shangla

Jul 2012 Jun 2015 KNH

Germany

18,778,523

MAJOR LIVELIHOOD SECTOR PROJECTS OF CUP PAKISTAN (2013-2014)


From To

1 Integrated Rehabilitation Project

(Livelihood Component) in District

Shangla


Germany

20,326,155

2 Livelihood Enhancement and Enterprise

Development Project-III in District

Shangla

June 2013 Jul 2016 PPAF/WB 76,680,000

3 “Livelihood Support & Promotion of

Small Community Infrastructure

Project” (LACIP)

June 2013 Dec 2016 KFW/PPAF 125,194,500


MAJOR COMMUNITY PHYSICAL INFRASTRUCTURE/WASH SECTOR PROJECTS

OF CUP PAKISTAN (2014-2015)


From To

1 Integrated Rehabilitation Project (CPI

Component) in District Shangla


Germany

21,151,477

2 12 Integrated Water Efficient Irrigation

Projects

Jun 2012 Sep 2015 PPAF 29,855,620

MAJOR GOVERNANCE PROJETS OF CUP PAKISTAN (2014-2015) (CEO) # Project Title & Area Period Donor Amount (PKR)

From To

1 Improvement in Quality of Family

Planning, Reproductive & Maternal

Health Services through Citizen-Led

(Women-Led) Performance Monitoring

of Public Health and Population Service

Facilities in District Peshawar.

15 Apr

2015

15 Feb

2016

DFID/Future

s Group

7,451,263

11. Program Highlights (2014-2015)

A. Integrated Rehabilitation Project (IRP) in District Shangla

The Context/Background

Exceptionally heavy monsoon rains in July-August 2010 ravaged the North West range of

Khyber PakhtunKhwa (KPK). This includes district Shangla, from where the play full waters

started the destruction. Residents of this wrenched district were badly affected by the flood.

Bridges, link roads, schools, hospitals, agricultural land and houses were washed away.

According to the district revenue office 45% infrastructure in district Shangla was damaged.

While, District Shangla was going through a slow early recovery process through the collective

efforts of CUP and several stakeholders, the most vital aspects such as rehabilitation of

livelihoods of the most vulnerable sections of the community; the very poor women, men and

children required money & resources to restore livelihoods to pre-flood levels. Also, the access

to basic services (health, education, agriculture, livestock and markets) was hindered by the

damage caused to infrastructure mainly; small suspension bridges, micro-hydel structures, water

courses, health & education facilities and drinking water sources.

The floods exposed agricultural land, access roads and soil erosion to possible future such like

disasters, which were needed to be addressed through a community managed disaster

preparedness system and strengthening of spurs, retaining walls, gabion structures etc as part of

community based disaster risk management plans. Lastly, the education system collapsed due to


the damage to government schools and the lack of accessibility, protection and motivation

towards early child education and development. Learning was further stymied as schools have

no toilets, running water or electricity. As a result there had been a sharp reduction in school

attendance, particularly of the girl child, which is mainly because of cost of books, stationery,

transportation and the compulsion of families to engage children, particularly the girl child in

domestic chores boys, instead of encouraging them to enroll or start attending school.

In short, an integrated development approach was much needed for the complete

rehabilitation of the most affected and most vulnerable sections of the communities within the

flood affected Union Councils of District Shangla. Based on the submission of a proposal by

CUP, KNH awarded a grant on 20 June, 2012 for this project.

The Project Area

The area of the District is 1,586 sq-Km (339,614 Acres) in which 104,672 Acres (31%) is

cultivated and 109,685 Acres (32%) is forest. It consists of 2 Tehsils; Tehsil Alpuri and Tehsil

Puran and 28 Union Councils. Pirabad, Damorai, Opal & Ranyal are the Union Councils (UCs)

of Tehsil Alpuri in District Shangla which bore the massive destruction by floods and the earlier

affected by the terrorism and flash floods. Therefore, these above mentioned four UCs were

selected for the integrated rehabilitation project.

The Target Population

The project is focusing on the 4 Union Councils covering 15 Revenue Villages with a total

population of 70,593 (40,465 children, 14889 women & 15,239 men) comprising 12,625

households. The Project area map with targeted UCs highlighted in Pink Colour:


Project Goal:

The goal of this 3 year integrated development project is to fully rehabilitate the lives of the most

affected and extremely vulnerable communities in District Shangla through a community-

led process managed by representative community organizations at various levels.

Project Objectives:

Progress Update Component-Wise

(1) Strengthening of Local Community Organizations:

Under the component, CUP focused on building institutions of communities through its social

mobilization strategy, a process that is instrumental in the institutional development of the target

communities. This is based on decentralized approach to rural development and poverty

reduction. It believes that communities have immense capacity for self-help, however, they need

a catalyst organization to enable them to realize their potential. The CUP provided for this, role

of a stimulus and pursued community participation in development by placing them at the centre

of the process.

Program Component Objectives

Strengthening of Local

Community Organizations

Objective-1: To support local community organizations in

planning and implementing community-based strategies to

build and sustain initiatives for local development which are

sensitive to the needs of EVIs and EVFs;

Livelihoods Restoration Objective-2: To support an integrated livelihood restoration

framework which builds the capacities of EVIs in enterprise

development, develops their marketable skills, provides them

with assets (cash& materials) and facilitates them to access

social safety nets, services & jobs leading to their socio-

economic empowerment;

Restoration of Community

Physical Infrastructure

Objective-3: To construct, repair, restore, rehabilitate or

maintain vital community physical infrastructure damaged by

floods in order to enable mobility & access to basic social

services;

Disaster Risk Reduction &

Mitigation

Objective-4: To build the capacity of the communities in

disaster preparedness and risk mitigation planning, while

strengthening and/or constructing the protection infrastructure

for mitigating future identified risks;

Education-CFS, ECCD, Child

Rights & Protection

Objective-5: To facilitate the transformation of flood affected

government schools into child friendly learning centers

through rehabilitation/renovation, capacity development of

the school management in innovative learning and

improvement of the larger community awareness on child

rights & child protection;


The three tiers structure organizations of the target communities are organized into broad-based

democratic bodies that are representative of people and provide for the role of local self-

government.

During the year (July 2014-June 2015) a total of 37 MCOs, 47 WCOs and 11 VOs have been

formed. These community institutions and the existing had been further strengthened through

Community Management Skill Training, Activists Planning Workshops and Exposure Visits.

The local communities showed great interest and actively participated in formation of

community institutions and are eager to strengthen these organizations. A total of 90 number of

male and female community organizations (Tier–I) had been trained in community management

and development skills, documentation, and other procedures related to an organization. 90

members of the community institutions (Tier– I) had also actively participated in Activists

Planning Workshops while 100 members participated in Exposure Visits. The Exposure Visits

were of greater importance for improving the capacities of community institutions. They were

exposed to model community institutions, other than the home district. The main focus of these

visits was to expose them to outside good practices, adopted by model community institutions.

Moreover, their advocacy skills are developed to articulate and negotiate with relevant

authorities and other development actors to influence pro-poor policies and resource allocation.

This approach gives poor a voice and vision to address issues that hinder their integration into

mainstream development.

Formation of Local Support Organizations is certainly an encouraging achievement of the

current year. The COs and VOs of four union councils; UC Ranayl, Opal, Pirabad and Damorai

had been further federated in Local Support Organization. The 3rd Tier organizations are

showing keen interest in the developmental activities at union council level. The capacities of the

same group of people will be enhanced through imparting various trainings on community

development and Annual Planning Workshops. The community institutions supported in all the

interventions under the umbrella of Integrated Rehabilitation Project (IRP) and striving hard to

lead the program to a successful completion.

Sharing Experiences during exposure visit to LSO

Batagrarm Briefing session by LSO Batagaram office bearers

to WCO members


Component-1: Strengthening of Local Organizations

Targets Vs Achievements 2014-2015

Sr

# Major Interventions

Project

Targets the

Year 2014-

15

Project Progress as of June 2015

Women Men Mix Total Status in

%age

1

Strengthening and Formation of

Community Institutions (Male)

MCOs

39 0 39 0 39 100%

2


Community Institutions (Female)

WCOs

47 47 0 0 47 100%

3


Community Institutions Village

Organizations (Vos)

11 0 11 0 11 100%

Group Work Exercise during APW session CMST Workshop with MCO Members of

UC Ranyal

Community gathering during WCO formation WCO members in LSO Batagaram office during

Exposure Visit


4 Strengthening and Formation of

Community Institutions (LSOs)

4 0 4 0 4 100%

5 Community Management Skill

Trainings

126 0 90 0 90 71%

6 Activists Planning Workshops 126 0 90 0 90 71%

7 Exposure Visits 126 0 100 0 100 80%

(2) Livelihoods Restoration, Enhancement & Protection

The objective of Livelihood restoration component of the project is to develop the capacity,

opportunities, assets and productivity of community members to reduce their vulnerability to

shocks, improve their livelihoods initiatives and strengthen their business operations.

During the first year of the project (2012-13) CUP project team carried out a comprehensive

carpet coverage survey PSC in targeted UC of Pir Abad to identify the most deserving and needy

beneficiaries having poverty ranking of 0-11, 12-18 and 19-23. They were further assisted in

developing Livelihood Investment Plans (LIPs). As a result of LIPs hence 563 beneficiaries

were targeted for assistance during the entire life of the project.

Under this component, during the year 2014-15, the CUP project team made enormous efforts

and achieved 80% of the target. The targeted beneficiaries were grouped into Common Interest

Groups (CIGs) on the basis of interest and experience and trained in business/enterprise set up

and training in employable trades and finally provided with tools and assets that were relevant to

their skills/trade such as; Agriculture, Poultry, Tailoring and Embroidery etc. During the year

2014-15, 204 beneficiaries received demand driven skills and enterprise development training in

employable trades, while 252 trained extremely vulnerable individuals (EVIs) received

productive assets. The community institutions are supporting all the interventions under the

umbrella of Integrated Rehabilitation Project (IRP) and striving hard to lead the program to a

successful completion.

View of the package for general merchant Female trainees were provided tailoring &

Embroidery tool kits for their business



Sr


Project Progress Details

Remarks Project

Targets for

the Year

2014- 2015

Progress

During

2014-

2015

Achiev:

in

%age

1 Demand Driven Skills &

Enterprise Development Training

for EVIs in Employable Trades

281 204 72%

2 Assets (Trade Tools/Productive

Assets) Transfer to Trained EVIs

378 252 67%

3 Formation of Common Interest

Groups (CIGs)

18 19 105%

A display of dresses by the skilled trainees in embroidery and tailoring

after the two month comprehensive training in embroidery and tailoring


Community members engaged in construction of

Pathway Damorai UC Damorai

Work under progress at Pathway Damorai UC

Damorai

Water Tank Opal village UC Opal before

Construction

(3) Restoration of Community Physical Infrastructure

At the outset of the reporting year, especially in the first quarter of the year, the component,

“Restoration of Community Physical Infrastructure” went through soft activities and preliminary

preparation for executing schemes. Community Institutions established by CUP came up with

number of damaged and new schemes such as Pathways, Retaining Wall, Breast Walls, Water

Channels, Drinking Water Supply Schemes and Suspension bridges for restoration. The

proposed schemes were identified in all four targeted UCs, Ranyal, Damorai, Opal and Pir Abad,

which were got approved by KNH. Rapid progress was made to achieve the set target for the

year. The allied physical civil activities around all schemes i.e. RCC Culvert Village Pirabad at

UC Pirabad and MHP Lodhar at UC Damorai are in progress, while three schemes DWSS

Donai, Pathway Chichlo at UC Ranyal, Pathway Damorai at UC Damorai, and DWSS of village

Opal UC Opal have been completed. Furthermore, the identified new schemes will be initiated in

the next year 2015.

4 Establishment of Community

Based Business Centers (2 Ucs)

2 2 100%

5 Linking EVIs to Social Safety

Nets

60 40 67%


Component-3: Restoration of Community Physical Infrastructure


Sr.

# Major Interventions UC

MCO/VO

Village

Hamlet

Total No.

of Direct

Benef:

Physical Status of Work

2 Micro Hydel

Structures

Damorai MCO Lodhar Soray 215 Completed

3 Pathways Damorai Damorai 353

Completed Ranyal Ranyal 367

4 Drinking Water

Supply

Opal Opal 289 Completed

Ranyal Ranyal 331

6 Culvert/Small

Bridge

Pir Abad Pira Abad 189 Completed

View of the completed Water Tank DWSS Opal Construction of Pathway village Chichlo UC

Ranyal

Completed structure of DWSS Dhonai UC Ranyal Construction of the water tank DWSS Dhonai

Diversion channel MHP Lodhar is 500 feet long


(4) Disaster Risk Reduction & Mitigation

During the reporting year the major focus of the CUP DRR team was on Awareness Training for

Community Activists on Disaster Preparedness. A total of six trainings were conducted in which

Children, PWDs and LSO, VOs members participated. The trainings were intended to strengthen

the capacities of Community, LSO & VO members to mainstream community managed disaster

risk reduction concepts, principles and practices in planning and implementation of community

development efforts. Specifically, it was aimed at helping them to understand the concepts and

principle of DRR. They were also expected to share own experiences and appreciate limitations

of their current approach and have clear ideas on how to improve them. The facilitators used

experiential learning approach, which starts with what participants already know together with

time tested learning by doing, where concepts, principles and process were explained and

assignments were given. Key achievements of the workshop were; enhanced knowledge and

skills of participants in facilitating disaster risk reduction planning process and helping the

participants appreciate limitation of their current development approaches and planning

concrete action plans to improve practices in their respective communities institutions etc.

Besides Awareness Trainings, during the reporting year DRR team worked closely with the

LSOs for the formation of UC level Union Council Disaster Preparedness & Mitigation Plans

(DPMPs) and Disaster Management Committees. The team has been able to deftly carry out the

ground work to formally establish these committees. Both the DRR and the social mobilization

teams are working in coordination to establish these committees as well as organizing Training

on Awareness of Communities on Disaster Preparedness.

Component-4: Disaster Preparedness Training


Sr



Remarks Project

Targets

for the

Year 2014-

2015

Progress as

af of 30 Jun

2015

Achievement in

%age

1 Awareness Training for

Community Activists on Disaster

Preparedness

10 10 100%

2 Formation of Disaster Management

Committees & Linkages with

DDMAs

4 4 100%

3 UC Level Disaster Management

Plans & Capacity Building

Trainings of Disaster Management

Committees

4 4 100%

4 Plantation on the identified risky

areas to reduce the land sliding etc

20,000 20,000 100%


Community member reciting during the sessions

Resource Person delivering session

Group activity during the session

View of Group activity during sessions

The session underway at community level

Communities attended the session with full

concentration

(5) Education-CFS, ECCD, Child Rights & Protection

During the year 2014-15, the project team focused on remaining set of targeted activities like

Educational Events, Developing Teacher Evaluation Check List, Formation of Child Rights

Protection Committees (CRPCs) etc. To ensure the sustained and active position of these PTCs,

project team maintained their continuous mentoring. No proper school management system was

in place in the targeted schools prior to the PTC trainings but as for now the trained PTCs are

well aware of their roles and responsibilities and this is their first step towards attaining

sustainable position. During the PTC mentoring meetings topics such as active involvement of

Child Protection Committee (CRPC) in promoting rights of the children were discussed.

The PTC members were informed that CPRC is aimed at the realization of the Rights of the

Child such as their Education Right, Health Right, or also the right to be raised in a healthy

environment. This is the prime responsibility of the committee to ensure that all children go to

school, especially girls. In this perspective, the members work actively in collaboration with the


Teachers and Parents Association and Village Educational Committee in order to achieve a

constant schooling for every child. The Committee members organize meetings in order to raise

awareness of the negative effects of child labour and encourage the community to improve the

capacity to realize the rights of all the children.

During the reporting year a total of four educational the educational events with children were

organized. These events were aimed to develop a child friendly atmosphere where student have

better chance to flourish and demonstrate their hidden talents. Besides it was also envisaged to

help PTCs in better management of co-curricular activities and to encourage them for active

participation in the school affairs. These co-curricular activities included school level quiz

competition and speeches/debates on various topics such as peace, literacy and environment.

These events played significant role in creating non-threatening and enabling environment at

school level. Other activities that include dissemination of ECE learning materials were

distributed among newly identified 22 government primary schools. These schools were

identified through district education department in the targeted four UCs.

Component-5: CFS, ECCD, Child Rights/Protection


Sr# Major Interventions


Remarks Project

Targets for

the Year

2014-2015

Progress

During

2014-2015

Achiev:

in %age

1 Develop teacher evaluation check

list and test (pax);

22 22 100%

2 Mentoring meetings with PTCs;

(With 22 PTCs)

13 13 100%

3 Meetings with Education

Department for fund allocation to

PTCs;

12 12 100%

4 Formation of Child Rights

Protection Committees (CRPCs)

4 4 100

5 Organization of different events with

School Children

23 15 65%

6 Training of rehabilitated school on

child friendly methods & Role &

Responsibilities of SMCs

0 0 -

B. Livelihood Enhancement & Protection (LEP-III) Project Funded by

PPAF:

Project Background:

District Shangla is one of the 25 districts of Khyber Pakhtunkhwa (KPK), which is marked by a

high rate of poverty, illiteracy, unemployment, and infant and maternal mortality due which has

been further multiplied by the current militancy & flash floods that has hit the region. The


Human Development Index (HDI) is the best-known measure of development and has three

basic dimensions: (i) a long healthy life, as measured by life expectancy at birth; (ii) knowledge,

as measured by the adult literacy rate; and (iii) a decent standard of living, as measured by GDP

per capita. According to the Pakistan National Human Development Report 2003, wide

variations in HDI measures exist across the provinces and districts. According to the report

“there is considerable variation across provinces with respect to literacy rates which vary from

51 per cent in Sindh to 43 per cent in Khyber Pakhtunkhwa.

The picturesque area of the District is 1,586 sq-Km (339,614 Acres) in which 104,672 Acres

(31%) is cultivated and 109,685 Acres (32%) is forest. It consists of 2 Tehsils; Tehsil Alpuri and

Tehsil Puran and 28 Union Councils. Damorai, Opal & Ranyal are the Union Councils (UCs) of

Tehsil Alpuri in District Shangla which bore the brunt of destruction by floods and the earlier

military conflict. CUP with PPAF funding covered 30% of the identified poor in the UCs of

Damorai, Ranyal & Opal of Tehsil ALPURI through the early recovery Livelihood Enhancement

Protection Project, Health & Education & Disability (Nov 2010 to Aug 2011). Later on CUP

Pakistan focused on “deepening” of the interventions in these 3 existing UCs as under:

Project Goal:

The goal of this 3 year integrated development program was to fully rehabilitate the lives of the

most affected and extremely vulnerable communities in District Shangla through a community-

led process managed by representative community organizations at various levels.

Outcomes & Output:

Outcome-1:

Ultra Poor Graduated to Poor and Poor Graduated to Non-Poor by Jun 2014

Outcome-2: Target Communities develop set of Skills & Assets for Improved Livelihoods through

establishment of Community Livelihood Funds (CLF)

Outputs:

Poverty Levels Identified

CLF Established;

CLFs Strengthened through one-time contribution of Rs 5,000 per member of the CO.

A. DEEPENING OF INTERVENTIONS IN EXISTING 3 UCS OF TEHSIL ALPURI,

DISTRICT SHANGLA

Code Name

of UC

Tehsil District No. of

Revenue

Villages

Total

HH

Total

Population

Male Female

UC-

A001

Damori Alpuri Shangla 3 3,553 17,952 9,156 8,796

UC-

A002

Opal Alpuri Shangla 6 3,447 19,063 9,722 9,341

UC-

A003

Ranyal Alpuri Shangla 3 2,452 15,183 7,743 7,440

Total: 3 UCs 1 1 12 9,452 52,198 26,621 25,577


Vocational & Entrepreneurial Skills Developed;

CLF establishes a revolving fund for Internal Livelihood Lending;

Reduced Unemployment

Project Progress during the Year:

During the reporting year the project progress remained slow as field activities were hindered

due to non-availability of “No Objection Certificate” from the PDMA-KPK and DDMA

suspended project activities in the district till the issuance of NOC. The overview of the

problems and challenges is given in the following lines.

Extremely harsh and severely cold weather conditions also hampered the delivery of project

activities.

But, with all these challenges and problems the CUP Shangla team managed to accomplish some

targets and tasks. The CUP Shangla Team organized total 36 Common Interest Groups (CIG) in

different trades. These 36 CIGs includes 5 CIGs of women of Poultry Farming, Livestock,

Tailoring and Embroidery and the 31 men CIGs were for Enterprise development, Livestock and

Poultry, Plumbing, Mobile Repairing, Agriculture, Tile Fixing and Electrician.

The major progress can be seen under the Assets Distributed and livelihoods training provided to

ultra and vulnerable poor so that they could generate income to enhance their livelihoods. Under

these two main heads, 470 poor were provided with the assets including 87 women and 383 men.

And, total 128 poor were provided with the training during this reporting period in which 39

participants were women whereas the 89 participants were men. A detail of all the achievements

during this year is as mentioned in following table;

Livelihood Enhancement Program

Annual Progress (1st July 2014 to 30 June 2015)

Activities Previous Progress Progress During the Year Cumulative Progress

Women Men Mix Total Women Men Mix Total Women Men Mix Total

PSC Completed - - - 9452 0 0 0 0 - - - 9452

LIP Completed 220 540 0 760 0 0 0 0 220 540 0 760

CIG Formed 6 23 0 29 4 7 0 11 10 30 0 40

Assets Distributed

to Person 205 216 0 421 87 383 0 470 94 978 0 891

Training Provided

to Person 964 1226 0 2190 39 89 0 128 1003 1315 0 2318

Person Provided

with the wage

compensation

60 162 0 222 78 20 0 98 138 182 0 320

Linkages

Developed 6 23 0 29 4 7 0 11 10 30 0 40


Glimpse of the Community meetings conducting during the course of the Project


C. Livelihood Support & Promotion of Small Community Infrastructure

Project (LACIP) Funded by the KFW/PPAF:

Project Background

Livelihood Support & Promotion of Small Community Infrastructure Project (LACIP) is

implemented by PPAF in the Province of Khyber Pakhthunkhwa (KP) with financial assistance

from the Federal Republic of Germany through KfW. The project is implemented under a

trilateral agreement signed among Government of Pakistan, KfW and PPAF. The project tends to

improve life of marginalized communities in district DIKhan with provision of conventional and

innovative small community infrastructure schemes, livelihood support through asset transfer

and vocational trainings and disaster risk reduction strategies. All interventions of the project i.e.

HID, LEP & CPI will be implemented in close coordination with the government line

departments in the district. Moreover, the interventions will be carried out jointly with the

Community Organizations, Village Organizations, and Local Support Organizations at the UC

level.

Project Objectives:This project has the following objectives;

Objective of the Project HID- Component

To provide a strong platform for the mobilization & capacity building of communities to enable

them to manage & sustain the community driven Integrated Poverty Alleviation Project.

Objective of LEP Component:

To reduce poverty in the target area by 50% through holistic livelihood enhancement protection

measures for the ultra-poor by end Dec 2014.

Objective of CPI Component

To improve the quality of life through provision of environmental friendly CPI in the 2 target

UCs of District D.I Khan by Dec 2014

Project Components:

a. Human & Institutional Development (HID):

Human Institutional development is increasingly recognized as crucial to overall development.

The rationale being that HID is the foundation of any development strategy. It provides the

framework as well as the fuel for translating ideas into action.It built capacity in individuals,

institutions, and societies to build up the knowledge, skills, and resources for meeting their own

needs to respond to human crises.

The HID program implies making communities realize their capability and enable them to march

towards professionalism by acquiring certain skills and techniques. It is also a process of

capacity Development for socio-economic empowerment that enable both male and female to

have equal access to economic opportunities and controlling their income. Participative, demand-

driven and empowerment processes are the basis of HID. Disadvantaged members of a society

need a voice in any intervention to be able to take responsibility for their own development by

responding and defending themselves.


Main objective of the HID-Social Mobilization component is, to provide a strong platform for

the mobilization & capacity building of the marginalized communities to enable them to manage

& sustain the community driven Integrated Poverty Alleviation Project.

During the reporting period, total 99 COs were revitlized and 6 new Community Organizations

were formed from the total project target i.e.259 in both the UCs. The organized COs were

further federated into 12 VOs at villages level. While, 12 VOs were further federated into two

LSOs at UC level. The community insttiutions were also facilitated in development their VDPs

and UCDPs to further implement those plans.

View of the Male, Female Broad Based Community Meetings

during formation of Community Organization

b. Project Component, LEP (Livelihood Enhancement & Protection)

The Livelihood Support & Promotion of Small Community Infrastructure Project (LACI-P) aims

to reduce the poverty levels by increasing economic opportunities in the project region. In

addition, to support the livelihood measures to stabilize and restore the livelihoods of vulnerable

and poor communities. The main objective of this component is to develop the capacity,

opportunities, assets and productivity of community members to reduce their vulnerability to

shocks, improve their livelihoods initiatives and strengthen their business operations.

A carpet survey of two target UCs i.e. Kurai and Yarik has been successfully completed covering

5977 H/Hs in both the UCs. Besides this, LIPs (Livelihood Investment Plan) have also been

developed of 667 Beneficiaries in both the UCs. The project team has also facilitated in linkages

development to community institutions for resources mobilization from those institutions for

their development initiatives. After resumption of project, the LOs facilitated the identified the

ultra-poor in development of their Livelihoods Investment Plans.

c. Project Component, CPI (Community Physical Infrastructure): CPI is one of the main components of the LACI-P, to restore the basic and critical community

physical infrastructure and services like DWSS, Street pavement, link roads, flood protection

bunds, IAUP irrigation, sanitation etc. The main objective of the component is to improve the

quality of life through provision of environmental friendly CPI in the 2 target UCs of District D.I

Khan by Dec 2014.

Different types of schemes have been implemented in the target area: IAUP (Integrated Area


Upgrading Project) or Model village, Sanitation, Street Pavement, DWSS, and link road are

included. All the target communities are deprived of basic human needs like drinking water,

sanitation, roads and street pavements. All these are located very far away having insufficient

communication to the settled areas. So far, 19 CPIs are 100% completed in the target

communities of both targeted UCs. After change in strategy, the CPI will be implemented IAUP

at VO level.

Picture 1 & 2: snaps shot of streets before construction of street pavement projects.

Picture 3 & 4 Views of village streets after rain

Picture 5 & 6: Construction work of a Village street pavement is going on.


Summary of Progress during 2014-15:

S. # Title of

Activity

Unit of

Measurement

Planned

Target

Till Jun-

2015

Achieved

Cumulative

Till June-

2015

% age

achieved

Remarks

/Reasons for

delay, if any.

1. Human and Institutional Development (HID) Component

1.1 Community

Organizations

(COs)

formation.

(Men+

Women)

No. of COs 99 106 106%

1.2 Village

Organization

formed

No of VOs

formed

20 12 80%

1.3 Local Support

Organization

(LSO) formed

No of LSOs

formed

2 2 100%

1.2 Community

Managerial

Skill Trainings

(CMSTs)

No. of Persons

Trained

through CMST

53 10 19%

1.3 Exposure

Visits

No. of Persons

Taken for

Exposure Visits

20 9 45%

2. Livelihood Enhancement & Protection (LEP) Component.

2.1 Poverty Score

Cards. (PSCs)

No. of Poverty

Score Card to

be Prepared on

HH Basis

7392 7392 100%

2.2 Livelihood

Investment

Plan (LIP)

Development

No. of

Livelihood

Investment

Plans to be

Prepared

520 698 134%

2.3 Assets

Transfer to

ultra and

Vulnerable

Poor

No. Of

Beneficiaries

520 214 45%

2.4 Livelihood

Training

No. Of

Beneficiaries

340 97 24%

2.5 Linkages

development.

No. of

Linkages

Developed

30 10 35%


3. Community Physical Infrastructure (CPI) Dev. Component

3.1 Physical

infrastructure

Schemes

No. of CPI

Schemes to be

initiated

99 19 19%

D. Integrated Water Efficient Irrigation Projects (IWEIP) Funded by the

PPAF:

Project Background

Integrated Water Efficient Irrigation (IWEI) Program is a nationwide program of

PPAF that encompasses the implementation of projects mainly consisting of two

sets of interventions: the first set consists of water source development and an

efficient water conveyance system, while the second set encompasses efficient

application and productivity enhancement of water. Integrated Water Efficient Irrigation (IWEI)

projects are being implemented by PPAF’s Water Management Center (PWMC) for an efficient

and optimal use of water and its associated resources through construction of irrigation related

infrastructure and its better Water Source On-Farm management in an integrated manner.

Interventions at all levels from the development of water source to the end user till its application

at field level are made for minimizing water loses during water conveyance delivery. These

projects are undertaken targeting the poor communities with their active involvement.

Irrigation consumes about 70-80% of water for agricultural production. The

existing irrigation systems practiced in Pakistan, are so inefficient that most of the

water is either lost in conveyance or by mismanagement. However, the future

needs for water by all the sectors could be met by increasing the efficiency of

irrigation and transferring the saved water in irrigation to the domestic, industrial,

livestock and environmental sectors. The farmers in Pakistan have been using

traditional surface irrigation causing water losses and land degradation due to

water logging resulting from over-irrigation. Further, yields per unit of water in the

country are lowest in the world. There is a need to maximize the per unit

production of water. This challenge can only be fulfilled by better & efficient use

of these two natural resources. Adoption of advanced irrigation water saving

methods like drip and sprinkler irrigation methods can help to achieve this goal.

High Efficiency Irrigation System is an ideal way to produce high value crops as it reduces water

use, increases crop yield and gives good quality produce within less time and money as

compared to traditional ways of cultivating and irrigating commercial crops. However, majority

of the small holders in developing countries including Pakistan, are deprived of this technology

due to its high initial cost and non-adaptability to small holdings. Until recently, it has been too

expensive to be affordable for poor families and too large for tiny plots of land. But due to local

manufacturing of the pipes and other products, cost per acre has now become as low as farmers

can afford this new technology.

The High Efficiency Irrigation Systems are suitable where traditional surface irrigation methods

do not work properly. For example in desert and hillyter rains HEIS can work quite


satisfactorily. These systems can also be used with gravity flow where hydraulic head is

available, reducing the initial cost. Such locations are available in northern areas and KPK.

This integrated poverty alleviation project is based on interventions that are driven by needs

identified through an inclusive participatory process. This integrated approach was adopted for

social mobilization and capacity building of community organizations (COs) with livelihood

enhancement and protection, community physical infrastructure, irrigation water management,

healthcare and educations. COs were formed according to the planning to work in the villages of

the target UCs for the execution of the integrated interventions for desired poverty alleviation

impacts through saturation.

Objective of the Project IWEIP- Component To establish an Integrated Water Efficient Irrigation System within 4 months in order to increase

crop yield by 20%-80% through cost-effective environment friendly usage of irrigation water,

with the ultimate purpose of an economically uplift the ultra-poor.

This Integrated Water Efficient Irrigation Project will have a number of direct and in-direct

benefits to the target community in particular farmers. Several outputs are envisaged to lead to

the following outcome indicators:

Savings of Irrigation Water by 40-70% due to the water sprinkler system;

An increase in crop yield by 20-80%;

Increase in irrigation efficiency by 60%

Reduction of input costs by 50%;

Negligible weed growth thus increasing water efficiency

No land leveling would mean no cost;

Minimized disease propagation thus reducing healthcare costs;

Reduced water logging will increase the cultivable area;

Negligible soil erosion will result in saving of agricultural land;

Reduced labor costs due to easy field operation during irrigation.

Progress of the Project IWEIP

During the reporting period, the CUP Pakistan with the collaboration of PPAF concluded the

IWEIP Projects in UC Chirah of Islamabad and in progress in UC Korai of DIKhan. CUP

Pakistan after the initial conducted surveys and feasibility studies and proposed 19 IWEIP

schemes to PPAF. After the approval from PPAF, the

View of water reservoir of IWEIP System:


CUP started execution of those 19 schemes in Islamabad & DIKhan and successfully completed

10 projects in Islamabad and remaining 9 are ongoing in DIKhan, details is given as below.

S.

No

District Scheme Total Cost PPAF

Share

CO

Share

Per

Capi

ta

H.H Pop

ulati

on

1 Islamabad MCO

DhokRakh

2,222,000 1,777,600 444,400 3,174 80 560

2 Islamabad MCO New

Balara

868,000 694,400 173,600 5,301 25 131

3 Islamabad MCO Sereh 2,015,500 1,612,400 403,100 2,710 85 595

4 Islamabad MCO

ChirahChowk

1,473,500 1,178,800 294,700 3,368 50 350

5 Islamabad MCO Suti Ni

Pari

1,607,500 1,286,000 321,500 2,624 70 490

6 Islamabad MCO Dhok

Abbas Ali Shah

1,598,000 1,278,400 319,600 3,805 48 336

7 Islamabad MCO

DarkalaKalan

1,444,000 1,100,000 288,800 1,213 136 952

8 Islamabad MCO Dalla 1,328,000 1,062,400 265,600 3,794 68 280

9 Islamabad MCO

Mangonama

1,583,000 1,266,400 316,600 4,523 68 280

10 Islamabad MCO Samlair 1,130,000 904,000 226,000 3,690 45 245

11 D.I.Khan Bazed Khel-1 1,834,508 1,467,606 366,902 4765 44 308

12 D.I.Khan Bazed Khel-2 1,993,100 1,594,480 398,620 5994 38 266

13 D.I.Khan Mehmodia

Abad

1,826,863 1,461,490 365,373 5643 37 259

14 D.I.Khan MachianWala 1,900,183 1,520,146 380,037 3016 72 504

15 D.I.Khan WelanWala 1,923,408 1,538,762 384,682 2892 76 532

16 D.I.Khan FarooqAzam 1,846,525 1,477,220 369,305 5007 42 295

17 D.I.Khan SolgianWala 1,933,924 1,547,139 386,785 5525 40 280

18 D.I.Khan VO Khushhal 2,190,887 1,752,710 438,177 3338 72 525

19 D.I.Khan Abba Shaheed 2,342,127 1,873,702 468,425 1171 200 1,400

TOTAL 33,061,025 26,393,655 6,612,205


View of Sprinkler Irrigation System installed in UC Chirah, ICT:

There were eight remaining schemes for the same UC in Islamabad but as per the PPAF

recommendation these schemes were shifted to UC Kurai District D.I. Khan. CUP initiated

feasibility and technical assessment for the further implementation of the IWEIPs in UC Kurai.

But, these eight IWEIP Schemes were shifted to UC Kurai of DIKhan for implementation and to

utilize the remaining budget of IWEIP as UC Kurai was out of the fence of target area. The CUP

team, DIKhan conducted the technical and social appraisal of the area and after the approval of

PPAF, following area has been identified feasible for implementation of remaining 8 projects

and work is in progress:

# Scheme Revenue

Village

Union

Council Tehsil District

Type of

Project

1 Solgian Wala

Kurai Kurai D.I.Khan D.I.Khan Irrigation

2 Welan Wala


3 Abba Shaheed


4 Machian Wala


5 Bazid Kkel 1


6 Bazid Kkel 2


7 Farooq Azam


8 Mehmodia

Abad



E. Livelihood Enterprise & Emplyment Development (LEED) Project Funded

by PPAF:

Project Background:

The CUP Pakistan in partnership with Pakistan Poverty Alleviation Fund (PPAF) initiated

Livelihoods Enterprise and Employment Development (LEED) batch 62 project in April, 2015.

The project was implemented in 3 Union Councils of District Shangla (Damorai, Opal and

Ranyal) one of the poorest districts of KP. These UCs were declared as priority areas keeping in

view the awful economic condition of the people due to less social and economic opportunities

and fewer attentions from the concerned authorities. Similarly, the PPAF has significant previous

investment for community institutions and livelihoods focused institutional development. The

LEED project’s activities had been continuation of previous livelihoods focused projects in the

target area since 2010 by launching social mobilization activities in the targeted UCs. The

purpose of SMP was to mobilize communities and form platform in the shape of sustainable

community structures in the targeted UCs to carry out future interventions for community uplift

through PPAF support and other development actors especially the public sector. Hence, the

CUP had successfully completed the three phases of LEP in same area. The same baselines were

followed for all the projects.

The LEED is deepening and expansion of PPAF’s previous livelihood grant investments, and

through LEED activities it has positively leverage, synergize and add value to both previous and

existing work. Thus, the project focused on interventions with the remaining ultra, vulnerable

and poor whilst also building the capacity of graduate households.

Project Goal/objectives:

The project was aimed to be in line with PPAF/CUP overall goal, i.e. to contribute to poverty

alleviation and the achievement of the Millennium Development Goals (MDGs), in particular

focusing on 18 indicators of 5 MDGs, i.e. eradicate extreme poverty and hunger, achieve

universal primary education, promote gender equality and women empowerment, reduce child

mortality and improve maternal health. It also aligns LEED’s specific objectives, i.e. to:

A. DEEPENING & EXPENSION OF INTERVENTIONS IN EXISTING 3 UCS OF TEHSIL

ALPURI, DISTRICT SHANGLA

Code Name

of UC

Tehsil District No. of

Revenue

Villages

Total

HH

Total

Population

Male Female

UC-

A001

Damori Alpuri Shangla 3 3,553 17,952 9,156 8,796

UC-

A002

Opal Alpuri Shangla 6 3,447 19,063 9,722 9,341

UC-

A003

Ranyal Alpuri Shangla 3 2,452 15,183 7,743 7,440

Total: 3 UCs 1 1 12 9,452 52,198 26,621 25,577


Identify and target the poor men and women within the communities, provide them asset

and/or vocational and microenterprise skills, and assist them to become contributing

members of their own households and the community;

Develop institutional mechanisms and platforms within the community that can increase

its access to critical resources for sustained economic activity, e.g. linkages to relevant

and certified training, resource persons and institutions, public-private partnerships, etc.

The project expanded the coverage up to 50% of poor including ultra and vulnerable identified

through the PSC. The beneficiary households, previously served by PPAF funding, had

additional opportunity to graduate and further enhance their productivity, capacities, and

community contributions through asset transfer and livelihood trainings.

Project Progress during the Year:

But, with all these challenges and problems the CUP Shangla team

managed to accomplish some targets and tasks. The CUP Shangla

Team organized total 36 Common Interest Groups (CIG) in different

trades. These 15 CIGs includes 5 CIGs of women of Poultry Farming,

Livestock, Tailoring and Embroidery and the 10 men CIGs were for

Enterprise development, Livestock and Poultry, Plumbing, Mobile

Repairing, Agriculture, Tile Fixing and Electrician.

The major progress can be seen under the Assets Distributed and

livelihoods training provided to ultra and vulnerable poor so that they

could generate income to enhance their livelihoods. Under these two main heads, 90 poor were

provided with the assets including 15 women and 75 men. And, same number of beneficiries

were provided the Enterprise Development Training and different livelihoods trainings.

F. Institutional Development (ID) Project Funded by PPAF (April-Sep, 2015)

The CUP Pakistan as partner organization came under agreement with PPAF in April, 2015 to

launch Institutional Development (ID) Batch 62 project in Union Council Damorai of District

Shangla, one of the poorest district of KP. UC Damorai amongst other UCs was declared as

priority area keeping in view the awful economic condition of the people due to lack of

opportunities and negligence of concerned development authorities.

A score of efforts have been made by national and international humanitarian organizations over

community organizations but capacity building and strengthening of these organization probably

have not been remained the prime concerns of the same efforts. The PPAF and Community

Uplift Program (CUP) Pakistan identified and analyzed the gaps inevitable to be removed in

order to place them on the right track of community development.

Under the ID Batch 62 Project, one of the most successful accomplishments is the identification

and training of institutional CRPs, who are community volunteers. The CRPs are envisaged to

evolve as functional specialists with each one having their own strengths in specific areas. Under

the project the CUP project team identified a total of 16 CRPs who received training in their

specific area.


Under the component of Institutional Capacity Building, in order to improve the organizational

effectiveness of three tier structure organizations i.e. LSO, VOs and COs, the project would

facilitat number of trainings for members of second and third tier organization, this includes

Developing of SOPs, Strategic Plan, Development of Proposal and trainings on Values,

Management and Governance, MDGs, ODF, Rural Connectivity, YC vertical Horizontal Growth

etc. The community termed these ventures as highly successful and fruitful in developing

stronger and more mature organizations.

Goal of the Project:

The project goal was to organize/strengthen the poor communities into community institutions

through social mobilization process and different capacity building strategies, in district Shangla.

The project includes technical assistance to the community in behavioral change through social

mobilization and in livelihood approaches.

Specific Objectives:

The following were the specific objectives of ID (batch # 62) project:

1. Extent and severity of poverty among populations reduced

2. Human Development status of targeted populations improved

3. Inter-personal disparities between neglected regions & districts, and the rest of the

Country

4. Community and non-governmental institutions pursuing the preceding objectives

established and strengthened

5. To foster the crisis ridden tribal communities and local grass roots institutions for playing

effective role in development.

6. To minimize the existing gaps among neglected tribal communities and the rest of the

country

7. To bring marginalized communities especially women and children into the mainstream

of development through improving their social and economic condition and status.

Progress of Project: Following were the achievement of project as of June 30, 2015:

Build Exit into Entry: The PPAF funded ID Batch 62 project is an effort to strengthen the ability of community

organizations at the three levels, i) individual, ii) organizational and iii) institutional to build their

structures, systems, people and skills so they are better able to define and achieve their objectives

and engage in consultation and planning, manage community projects and take part in

partnerships and community enterprises. This includes aspects of training, organizational and

personal development and resource building, organized and planned in a self-conscious manner,

reflecting the principles of empowerment and equality.


Identification and development of Community Resource Persons (CRPs): To create a cadre of Community Resource Persons (CRPs) supervising local development

initiatives, synergizing and leveraging the existing institutional base, a total of 16 CRPs were

identified in 8 specific fields such that they will have their specific ToRs with target oriented

Action Plan as per PPAF guidelines. 4 days training were given to each cadre of CRPs in their

respective fields. As per PPAF guidelines, all training of CRPs were organized through Cluster

Approach whereas the selection criteria was properly defined for their selection in such a way

that ensure capable and potential community members as CRPs. Following are the names of

CRPs along with their define role and responsibilities of the specific fields:

Details of Institutional CRPs

S.No Name Type of CRP and Training Received

1 Sardar Muhammad Khan

Financial Management and Procurement 2 Fazal Bari

3 Wasim Shahid

Youth Champion 4 Sher Nawaz

5 Aman Ullah

Community Facilitator 6 Nadar Khan

7 Amir Zada

Financial Literacy 8 Muhammad Aftab

9 Jebran Khan

CBDRM 10 Irfanullah Khan

11 Khaliq Dad

Operation and Maintenance Facilitator 12 Himatullah

13 Najeeb Ahmad

Environmental and Social Management 14 Rahat Muhammad

15 Muhammad Anwar

Gender Main Streaming and Leadership 16 Sajid Ali

The training under component Build Exit into Entry were clubbed with PPAF other POs and

organized by SRSP Manshera office. Brief details of training are as under:


Community Facilitators: The CRPs were envisaged to evolve as functional specialists with each one having their own

strengths in specific areas. These CRPs would work as volunteers to provide support

services to the area and community institutions. As per PPAF guideline these CRPs will

be responsible to ensure regularity of meetings, record keeping, planning and linkages

development etc, whereas they will ensure participation of all segments of society for

effective utilization of PPAF funds. They will also form new community institutions if there is a

need to increase HHs coverage. LSOs formation and its registration process may also be

facilitated by CRPs in adjacent UCs where LSO has yet to be formed. They will also be

responsible to strengthen linkages of community institutions with local stakeholders and

leveraging to get resources from other than PPAF funding.

Training Objectives:

At the end of three day training, participants will be able to:

1. Know the difference between people,

community and society

2. Familiarize the process of social mobilization

and its stages

3. Understand the role of community facilitator

and his/her responsibilities in community

4. Know about formation of community

organization and its Values

5. Know the formation of organizations at village

and union council level

6. Understand the process of record keeping and

budget handling

Main Content of the Training

1. People, Community and Society

2. Social Mobilization, stages, process and strategy

3. Community Facilitator, roles and responsibilities

4. Community Organization, formation, characteristics, values

5. Organize meeting and record keeping of community organization

6. Formation of Organization at Village and Union council Level

7. Communication and resource mobilization of community organization

The participants’ feedback was recorded on this three days capacity building training. Many of

them expressed that they feel positive change in themselves after attending this four days training

and told that now they are able to build the capacity of the community in the better

way. All of them were looking much enthusiastic and motivated towards their work. All the

participants extended gratitude the resource person for giving such an informative, capacity

building training in such an easy and interesting way. All the participants were very thankful

to the CUP for very useful training workshop arrangement.


CBDRM (Simulations) The objective of the training was to explain the concept of CBDRM to the participants and

prepare a Disaster Management Plan.

CRPs training was given on community based disaster risk management (CBDRM) in a very

conducive and through practical exercises. Training was provided in such a way that they will be

responsible to describe their UC level strategy and may have their action plan to mitigate the risk

if unpleasant circumstances happen. They were properly guided that CBDRM CRPs will help in

VDPs and UCDPs development to incorporate the disaster risk management aspect with concrete

actions in their local level planning and will be responsible to establish link with government

level disaster committees at UC and district level.

The major topics that were covered in CBDRM training were as,

Basic concept and approaches in Disaster Management (i.e. Disaster, Hazard, Vulnerability,

capacity, Disaster Risk and Disaster Risk Assessment, Disaster management, Disaster Risk

Management, participation, CBDRM, Retrofitting, mitigation, preparedness, Hyogo

Framework of Action, ISDR, IDNDR and Social mobilization etc.

On Aging and disaster in such a way that to consider old age people as an asset for disaster

preparedness and because they have rich source of knowledge about indigenous techniques

for disaster preparedness and mitigation.

On impacts of disaster on women as one of the vulnerable group in disaster and natural

hazard.

The Effect of disasters on Children. Vulnerabilities of children to natural and anthropogenic

hazards were explored and both direct and indirect impacts of disasters were discussed with

the participants

On concept of Risk and Participatory Risk Assessment, Hazard Assessment, vulnerability

Assessment, capacity Assessment, people perception of risk, Risk Mapping and Risk

Analysis.

On Perception and attitude assessment in such a way that sensation, perception, attitude and

were differentiated and why it is important to conduct perception and attitude assessment

regarding disasters was discussed.

On Disaster Risk Management in such a way that CRPs focus on disaster risk management at

the community level.,

On the lessons learnt from recent disasters: earthquakes and floods, top down approach

(traditional approach) and bottom up approach (CBDRM approach), CBDRM planning

process, and stakeholders in CBDRM and mobilization cycle for CBDRM etc. were

discussed in detail.

On prioritization and quantification tools (i.e. simple ranking, wealth ranking, pair wise

ranking and matrix ranking).

On concept of hazard, classification of hazard and nature/Behavior of different types of

hazards.

It was discussed that how the human use system is activating different types of hazards and

how they are responding into it. Moreover it was also discussed that how one hazard

can lead to another hazard.


On difference between Disaster Management, Disaster Risk Management and Disaster Risk

Reduction.

On the need and importance of CBDRM planning at the community/UC level.

CRPs of CMDRM were trained through Mock Drill and Simulation Exercises. The basic aim

and objectives of this session was on to define the mock drill or exercise, explain the

importance of the mock drill, discuss the phases to organize mock drill, precautions need to

be taken in organizing mock drill and demonstrate the mock drill.

Glimpses of the Training:

Financial Literacy The training objective was to know about Basic

Financial concepts, Terminology, policies &

utilization of financial resources in an

organization, Personal financial management,

enforcing financial discipline in the

organization in the use of financial resources,

proper Record Keeping, Cash Book, Bank

Book, Income Statement, Balance Sheet,

Accounting Cycle, Accounting equation &

Voucher.


The key objectives for this course were to implement the above mentioned financial Record in

community Institutions, their annual budgeting, project specific basic record keeping, savings,

funds and its management.The project in progress and will be completed in September, 2015.

G. HANIF PROJECT


The subsequent phases of the project will be implemented next fiscal year and the pilot project

ends 15 February 2016.

12. Challenges, Mitigation Measures & Lessons Learnt

The following challenges were encountered and mitigation measures were taken during the year:

1) As district Shangla falls in the geographical location where plain area is very limited and

most of the topography is hilly. Hence, the project team faced mobility issues, especially

female social organizers. Travelling consumed most of the energy and time. Besides, this

also utilized maximum resources. To cope with the situation, the detail implementation plan

(DIP) was revised and was shaped according to the remaining duration of the project.

2) The difficult hilly tracks also made it difficult for the women beneficiaries to attend

community meetings and any training with full participation, thus training venues were

selected in places that were easy to access for female beneficiaries.

3) Short duration of the project and hectic schedule of activities made it difficult to access

communities therefore another hindrance in timely achievements of activities. Short duration

of projects do not allow for adequate follow‐up planning, in order to achieve sustainable

impact, especially to achieve national as well as MDGs, projects should be planned to allow

time for impact and its measurement.

4) Minimum logistical support for the project team was a problem in timely performing of the

field activities.

5) Due to delay in release of resources, maximum activities were planned at the final phase of

the project utilizing maximum resources of the organization to meet the targets.

6) The political interference by the local leaders made it difficult for the LSOs as well as

project team in smooth implementation of the project. Besides, communities of the Shangla

district are highly politically motivated and members of the majority community institutions

had political associations and affiliations. Political issues were mostly solved through

community gatherings and Jirgas.

7) The market survey for different trade assets in different markets consumed more time and

use of resources. In order to effectively deal with the matter all the three targeted LSO

members were convinced for purchase of items in the nearby local markets.

8) The short duration of the project, hectic schedule of activities coupled with extended leaves

due to two major evens the “Eid festivities” and the holy month of Ramadan was a big

challenge in timely achievements of activities. To cope with the situation, the detail

implementation plan (DIP) was revised and was shaped according to the remaining duration

of the project.

9) Some areas were located in far flung and high altitude regions that were inaccessible and

required long hours of driving and trekking to reach the communities, thus this made it hard

to cover the mammoth target of CO meetings. However the project team was resolute to

reach the hard areas and revitalized the COs.

10) Minimum logistical support for the project team was a problem in timely performing of the

field activities.

11) Most of the project activities were planned towards the final phase of the project which also

posed a challenge for the team to achieve the target.


12) The farmers were more stick to old farming strategies especially with the flood irrigation

system. They had very limited knowledge and believe in judicious us of water for its

conservation and better present crop production. So, after social organization it was again a

constraint to motivate them about the Efficient Irrigation system. For this, some progressive

small farmers were used to first start a project and then organized demos for other small

farmers for their motivation and further installation of such system.

13) As we focused the small farmers, so community share that was 20% was also a hurdle in

smooth implementation of this project. The willing farmers were raised this issue of non-

availability of community share.

14) The political and influential people also tried to get these projects to install this system on

their farms on subsidized rates. But, they were countered by stick to our processes and only

focused the poor small farmers.

The following Lessons were Registered:

Lesson Learned:

The role of Community Organization is significant in the livelihood improvement of

marginalized communities, timely execution of developmental projects in the poor

communities and ensuring the participation and gaining the support of the locals in

developmental activities.

Community participation is the critical element to keep the community institutions

functional and operational especially in rural and hard to reach areas.

An effective awareness raising campaign along with supporting activities in rural areas

can improve the adverse effects of illiteracy.

Significant changes in behavior, attitude and thinking could be possible through capacity

building interventions in conservative areas, where social, cultural and religious

constraints affect female participation.

The development of communities is impossible without the active participation of the

target community members which forces the development agencies to enhance the

capacity of communities through social mobilization to participate in development

initiative under taken by development organizations; private or public.

The government, as well as developing agencies, acknowledges the performance of civil

society in terms of development endeavors as essential for promoting good governance

improving responsiveness of national policies and programs to citizens' needs and

ensuring transparency and accountability in policy making and implementation processes.

Real participation does not end in dialogues with non-governmental organizations. It

involves the entire community, for whom the project is designed, in their various

capacities, socio-economic status, affiliations and locations beyond elections to active

participation in making decisions that affect their lives.

Social mobilization is a vital tool to mobilize the community trust in its own sources and

strengths and consider itself the very basic and indispensable element in terms of

community development.

Recommendations:

Short duration of projects do not allow for adequate follow‐up planning, in order to

achieve sustainable impact, especially to achieve national as well as MDGs, projects


should be planned for a minimum duration of 5 years to allow time for impact and its

measurement.

Future refresher training program for community members are required to keep the

sustained position of the community institutions.

Training program for newly elected village councilors should be made part of the

program so that both the community institutions and local government body may work

together for the community uplift.

Further assistance is required to for women community organizations, to develop strong

linkages with government for resolving their issues.

The small farmers have less capacity to contribute 20% cost sharing in total cost of sub-

project. So, there is need to review the policy and either the community share may be

reduced up to 10%;

In future. the project may be focused more in arid or semi-arid areas with having more

water stress due to less rainfall;

There may be more open recommended technology options for Efficient Irrigation

system according to area i.e. Sprinkler, Bubbler etc;

The project may be implemented with more integrated approach and it may include some

livelihoods interventions and Social Sector Services, if there is no any other PPAF project

is going on;

The success stories may be promoted through communication strategies at the last stage

of project in other areas for its further replication especially by the Public sector and

other progressive famers;

There is need to add plan regarding the capacity building of benefitted farmers about best

utilization of IWEIP systems for its sustainability and more impact in judicious use of

available water and livelihoods of farmers.

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