SRSP-PEACE third interim technical implementation report

March 2014 – July 2014

Submitted by: Sarhad Rural Support Programme

INTERIM TECHNICAL IMPLEMENTATION REPORT

EU-SRSP Programme for Economic Advancement and

Community Empowerment (PEACE)

Contract No: (DCI-ASIE/2011/283-007)

CONTENT

Abbreviations

i

Programme Description

ii

Executive Summary

iii-iv

Major Highlights of Reporting Period

1- 6

Section 1: Expected Result 1

7-20


21-27


28-36


37-44


45-50

Section 6: Partnership and Other Cooperation

51

Section 7: Challenges and Mitigation Measures

52

Section 8: Programme Visibility

53-54

Section 9: Annual and Global Work-plans

55-64

Interim Technical Implementation Report – March, 2014 to July, 2014 Page i

ABBREVIATIONS BIG Business Interest Groups

CI Community Institution

CMST Community Management Skill Training

CO Community Organization

CPI Community Physical Infrastructure

DWSS Drinking Water Supply Scheme

EDT Enterprise Development Training

ER Expected Result

EU European Union

Go-KP Government of Khyber Pakhtunkhwa

GoP Government of Pakistan

HRBI Honey Bee Research Institute

KP Khyber Pakhtunkhwa

LMST Leadership and Management Skill Training

MCO Men Community Organization

MHPs Micro Hydro Projects

MoU Memorandum of Understanding

MVO Men Village Organization

NARC National Agriculture Research Center

NCHD National Commission for Human Development

NOC No Objection Certificate

O&MC Operation and Maintenance Committee

PCNA Post Crisis Needs Assessment

PEACE Programme for Economic Advancement and Community Empowerment

PMC Project Maintenance Committee

PPM Programme Planning Meeting

PSU Programme Support Unit

RSP Rural Support Programme

SOU Social Organization Unit

SRLM Strengthening Rule of Law in Malakand Division

SRSP Sarhad Rural Support Programme

TNA Training Need Assessment

UC Union Council

UNDP United Nation Development Programme

VC Value Chains

VCD Value chain Development

VDP Village Development Plan

WCO Women Community Organization

WVO Women Village Organization

Interim Technical Implementation Report – March, 2014 to July, 2014 Page ii

PROGRAMME DESCRIPTION

Name of beneficiary of grant contract

Sarhad Rural Support Programme (SRSP)

Name and title of the Contact person

Mr. Masood ul Mulk, Chief Executive Officer (CEO)

Name of partners in the Action

NA

Title of the Action

Programme for Economic Advancement and Community Empowerment (PEACE)

Contract number

DCI-ASIE/2011/283-007

Start date and end date of the reporting period

March 2014 to July , 2014

Target country(ies) or region(s)

Pakistan; 7 districts of Malakand Division

Final beneficiaries and/or target groups (if different) (including numbers of women and men)

Target Groups: Local communities comprising men, women, youth with a special focus on flood and disaster affected population in selected 100 Union Councils of Malakand Division. Final Beneficiaries: 2.7 million conflict and disaster affected population of Malakand Division

Country(ies) in which the activities take place

-

Interim Technical Implementation Report – March, 2014 to July, 2014 Page iii

EXECUTIVE SUMMARY This is third interim technical implementation report (March-July 2014) of Programme for Economic

Advancement and Community Empowerment (PEACE). The programme is supported by European

Union (EU) and implemented by Sarhad Rural Support Programme. With a financial outlay of €40

million, PEACE in its four years implementation period (October 2012-September 2016) is envisaged to

cover 100 union councils of seven districts (Swat, Shangla, Buner, Lower Dir, Upper Dir, Chitral and

Malakand) of Malakand Division benefitting 2.7 million communities with a focus on flood and conflict

affected population. The overall goal of the programme is “to support the Government of Pakistan to

reduce the negative impact of economic deprivation, poverty and social inequality in areas affected by

security crisis and natural disasters and to turn this into opportunities”. The specific objective of the

programme is ‘to revitalize rural economy and promote renewable energy to enhance social cohesion

and opportunities for sustainable livelihoods in Malakand Division of Khyber Pakhtunkhwa province’.

PEACE will contribute to overall goal through achievement of five expected results;

This report provides a detail assessment of programme progress and performance on five major

components; community mobilization, community managed MHPs, Improvement of CPIs and basic

social services, self-confidence of women, and growth of economic activities. It clearly reflects positive

trends in terms of expansion to new areas and delivery programme services in, preferably, impoverished

areas and communities. Reviewing progress of all five major components during reporting period, it is

evident that programme is likely to overshoot targets set for year 1 & 2. The notable progress is

attributed to meticulous approach adopted by SRSP for delivering programme packages and services in

target areas coupled with acceptance of the programme at local level. Though expansion of the

programme has been a priority, nevertheless, there had been no comprises on quality of services

delivered.

An ownership of three tier social mobilization process at local level has resulted in formation of apex

level organizations; an aspect which would be one of the core focuses in upcoming periods. The

programme has also been able to achieve formation of significant number of women community

organizations, a milestone not less than a miracle keeping in view local socio-cultural context of

Malakand Division in view. An overwhelming response from local population of all ages especially

Interim Technical Implementation Report – March, 2014 to July, 2014 Page iv

youth is one of the major highlights of reporting period. Completion of micro hydro projects and small

scale infrastructure schemes has also been one of the notable features.

The completed schemes (MHPs and CPIs) have started generating benefits at local level, which

essentially have contributed to improving socio-economic conditions in target areas. Value chains,

enterprises, and entrepreneurs developed and supported through the programme has started producing

immediate impacts; generating net profits contributing to an improved and strengthened livelihoods in

programme districts besides generating local employment.

The programme has developed good working relationship at regional and district level and with all

government line agencies and other major important stakeholders. Their participation is ensured for

adding value to the programme. Formal agreements and Memorandum of Understanding have been

developed and signed with relevant departments to strengthened and formalize working relationships.

The programme is not static rather continuously refining its approaches and strategies based on field

learning, experiences and local needs. This adaptable nature of the programme has helped in

overcoming challenges through local solutions.

The report has been organized in sections. A brief summary of programme progress and achievements

is followed by five core sections (Section 1-5) to discuss intricacies of respective components. Overall

achievements, trends and immediate impacts through brief case studies are presented in these core five

sections. In last part of report (Section 6-8), brief discussion on challenges and mitigation measures,

partnerships and programme visibility has been presented.


_____________________________________________________________________________________________

Interim Technical Implementation Report – March, 2014 to July, 2014 Page 1

Major Highlights

Consistent with Post-Crisis Needs Assessment for KP and FATA (PCNA) and Malakand

Comprehensive Stabilization and Socio Economic Development Strategy (Malakand Strategy), PEACE

supported by EU has a strategic importance to support Government of Pakistan and Khyber

Pakhtunkhwa’s efforts for reconstruction and stabilization in North-West Pakistan especially disaster

and militancy affected Malakand Division. The programme is flexible enough to be responsive to local

diversities and context and it capitalizes on developing human and social capital for socio-economic

development of target areas. The programme is well into its second year of implementation and has

taken its roots in target areas and communities. A critical review of the results achieved under respective

components during reporting period reflects a high degree of acceptability of PEACE at local level.

Under Result 1; establishment & strengthening of an inclusive & representative system of community

mobilization, a rapid expansion in terms of coverage to new union councils has been observed during

reporting period. With addition of 11 new union councils, the programme now is operational in 98

union councils in; selected seven districts. Accordingly, social mobilization and establishment of

community based organizations is also on fast track and by the end of reporting period, 5,357

community based organizations have been nurtured representing over 111,000 men and women.

Notwithstanding religiously charged areas, trends of women participation in programmatic activities

have shown remarkable improvements during reporting period. Formation of 1,215 women community

based organizations covering 24,000 women members during this period can be termed as a major

achievement of the programme and one of the definitive indicators of women’s enthusiasm and zeal to

participate in local development. These women have taken a step further to federate at least 460

community based organizations into 115 village based organizations, which would ensure development

at households and respective villages’ level. Capacity building of men and women office bearers

continued and during this period, nearly 19,000 men and women activists were trained in technical and

managerial skills. An integral part of the programme was to provide exciting and challenging

opportunities to 11,000 youth members for their overall cognitive, personal and social development.

Their engagement is likely to continue throughout programme period as return on investment at this

young age is very high besides being a major contributor in developing this youth as responsible citizen

of Pakistan.


_____________________________________________________________________________________________


Tapping potential of natural resources, the programme under Result 2; electrification for rural

households through micro hydro power generating systems, has identified 109 potential sites to

initiate micro hydro-electricity projects (MHPs) in all seven districts of Malakand Division. During this

reporting period, it has initiated 15 new MHPs with an active support of local communities. The total

number of MHPs initiated/in process or completed by the programme is 78 generating 6.05 megawatt

electricity and benefiting 27,000 households. Sustainability, being a prime concern, has urged the

programme to develop community based operation and maintenance mechanism. Under the

mechanism, MoUs have been signed with respective communities, which entails assigning

responsibilities for ensuring placement of an effective local mechanism to generate resources and

develop technical capacity of local communities to manage these micro hydro projects in the long run.

Under Result 3; improvement of community physical infrastructure & basic social services, the

programme has also taken proactive measures to improve delivery of basic social services through

developing and improving small scale infrastructure schemes. A two pronged approach has been

adopted; rehabilitation and improvement of government schemes predominantly health and education

while other has an active role of local communities in identification, implementation and maintenance of

productive infrastructure schemes. One of major highlights of this reporting period was series of

successful meetings with provincial education and health departments resulting in signing separate

MoUs with these two department enabling SRSP-PEACE to develop and rehabilitate education and

health facilities identified in collaboration with relevant departments in Malakand Division. So far at

least 100 schemes have been initiated with these mentioned public institutions. In case of community

based infrastructure schemes, the programme rather on expansion focused on

consolidation/completion of already identified and initiated schemes. With addition of 43 schemes

during reporting period, total number of schemes identified and initiated is 315 benefitting nearly

570,000 population. These schemes, in order of preference at local level, comprise drinking water supply

schemes, communication, sanitation and irrigation. During this quarter efforts were geared to complete

initiated project and during the process 130 productive infrastructure schemes were completed and

handed over to local institutions. Following RSPs approach, operation and maintenance committees

have been constituted and their capacities enhanced in maintaining these schemes.


_____________________________________________________________________________________________


The careful approach adopted during first year of the programme to initiate women activities (under

result 4; Self-confidence of women & their ability to independently participate in social & economic

activities) is paying dividends now. To be relevant to local context and keep pace of activities at

optimum level, SRSP has developed at least 196 women master trainers to facilitate formation of

community based organizations and women interventions under the programme. With this new women

work force, noticeable achievements, if not amazing, have been observed. A total of 129 Adult Literacy

Centers (ALCs) were established by the end of reporting period, out of which 53 ALCs have completed

their 5 months course. These 53 ALCs produced 1,302 graduates possessing functional command over

literacy and numeracy skills, while 1,900 women have enrolled themselves in newly established 76 ALCs.

To engage women in economic development and become an earning hand, the programme has

constituted 91 Business Interest groups covering over 1,500 potential women entrepreneurs’ along-with

identification of potential trades. Out of these 1,062 women went through basic enterprise development

trainings (EDT), while livelihood skill trainings were imparted to 91 EDT trainees. Upon successful

completion of livelihood skill development trainings, 47 trainees were provided with livelihood

resources or tool kits to establish economically feasible and financially viable small scale businesses. To

refine women leadership, 453 members were developed on technical aspects related to management of

community and village based organizations. This could be seen as one of the strategic steps to start

handing over roles and responsibilities to these women members to take charge of development in their

areas.

Under Result 5; facilitating growth of economic activities, a comprehensive approach entailing

technical and managerial support for establishing and supporting potential value chains, small scale

enterprises and entrepreneurs have been adopted. Formation of Business Interest Groups (BIGs),

enhancing and refining business skills at local levels, exposure visits, orientation on markets/trends and

linkages with renowned and known business development services providers were some of major

achievements under this component. So far the programme has been able to organize over 2,000

farmers around Business Interest Groups (BIGs). A total of 171 farmers were provided with numerous

trainings during this period thus overall SRSP-PEACE has been able to train over 1,202 men and

women members in value chain development. Depending on nature of value chains or businesses, at

least 289 men and women were exposed to major markets besides developing their linkages with

Business Development Service Provider (BDSPs); National Agriculture Research Center (NARC),


_____________________________________________________________________________________________


Islamabad, Honey Bee Research Institute (HBRI), Islamabad, Agriculture Research Institute (ARI),

Islamabad, Fisheries Department Government of Pakistan, Agriculture Extension Department,

Government of Khyber Pakhtunkhwa, and Federal Seed Certification and Registration Department.

Involvement of these BDSPs has helped improving and refining products as per national and

international standards. An interesting aspect under this component was introduction of agro climate

compatible Cut Flower (glades) in upper Swat and Dir Upper. The farmers were exposed to down

country markets and supported with imported quality seeds of cut-flowers. The participating farmers

succeeded in producing over 50,000 plants of glades, which would be ready for marketing in following

months.

A brief summary of immediate impacts is presented below, which shows that programme is well on

track to achieve its desired objectives;

Components

Indicators

(outcome)

Baseline figures Programme Achievements

Analysis/Remarks

ER 1

Establishment and

strengthening of an

inclusive and representative

system of community

mobilization for social and

economic development

federating villages at the

level of Union Councils.

- Increased

percentage of

participation and

collective action of

communities in

decision making,

planning and

implementation at

local level.

1,296 community based

organization (28,810 member

households) as per baseline

report.

Since inception, 5,357 men and women

community based organizations formed

in seven districts of Malakand division.

These figures also include 1,296 existing

men and women CBOs.

The programme has been able to

constitute 4,061 new community

based men and women institutions

bringing over 83,000 members into

organized fold, which, essentially,

has increased participation of poor

and vulnerable community members

in decision making at local level.

Furthermore, formation of 389

village organizations have also been

formed, which eventually be an

integral part of Local Support

Organization.

A study to assess institutional development of these CBOs has been completed. Analytical report would be shared with EU shortly.

ER 2

Electrification for rural

households through setting

up of community managed

micro-hydro power

generating systems;

- Increase in the

number of rural

households with

access to electricity.

At least 79,000 households are

without electricity in six

districts excluding Malakand as

per baseline figures.

Since inception, 78 MHPs during

reporting period has been initiated. Out

of these 11 MHPs have already been

completed. Overall, these 78 initiated

MHPs would be generating 6.055 mW

electricity benefitting 27,000 households.

At least 27,000 households (over

baseline figures) have been provided

micro hydro electricity under the

programme.

Tools for conducting Impact study on Micro Hydro Projects have been finalized and study would commence during current FY by Monitoring and Evaluation Unit in following months.


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ER 3

Improvement of

Community Physical

Infrastructure and Basic

Social Services

- Increase in number

of households with

access to improved

basic infrastructure.

Out of the total 344,000

households in seven districts

of Malakand division;

- 225,240 households (65%)

have an access to clean

potable water.

- 139,939 households (41%)

have an access to sanitation

facility.

- 173,323 households (50%)

have an access to link roads.

- 152,484 households (44%)

have an access to irrigation

channels.

- 134,294 households (38%)

have an access to

RCC/suspension bridges.

Since inception, 315 CPIs have been

initiated with community based

organizations. Through which

- 12,382 households (10% over baseline

figures) provided clean potable water.


figures) provided with sanitation

facility.


figures) provided an access to link

roads.


figures) benefitting from irrigation

channels.


figures) provided an access to

RCC/suspension bridges.

In addition, through rehabilitation of 100

small scale schemes with public

institutions (predominantly health and

education), the programme has been able

to;

o Improve access of 5,535 households

to basic health facilities

o Improve access of over 19,322

children to government schools,

College and Special Education Center.

Over 71,000 households (as per

details provided in column to the

left) have been provided with an

access to improved basic

infrastructure in their respective

districts and union councils.

Tools for conducting Impact study on CPIs have been finalized and study would commence during current FY by Monitoring and Evaluation Unit in following months.


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ER 4

Self-confidence of women

and their ability to

independently participate in

social and economic

activities enhanced

- Percentage of

women with

increased

resources,

expanding their

options towards

diverse social and

economic roles.

Precise figures not available

but baseline shows

involvement of women in

traditional sectors and activities

limiting their mobility and

participation.

Since inception, 1,100 women

community based organization and 115

village organizations have been formed

enhancing participation of women in

socio-economic activities.

Programme has organized at least

24,000 women beneficiaries in target

areas. In addition, 1302 women have

been provided literacy and numeracy

skills, while 1,900 women are on

their way for graduation in 76 newly

established ALCs. Furthermore 91

Women Business Interest Groups

formed covering at-least 1,500

women entrepreneurs. Essentially,

20,000 women beneficiaries would

be participating in socio economic

activities under the programme. 453

women activist were trained on their

roles and managing their

organizations (VOs). Furthermore,

91 women provided with livelihood

skill development trainings while

1,062 women provided with

enterprise development trainings 47

women provided with livelihood

resources/tool kits

Selected case studies would be conducted to share impact of interventions under this component.

ER 5

Facilitating growth of

economic activities.

- Increase in

number of poor

households with

enhanced incomes

and economic

opportunities.

As per baseline assessment

52% poverty incidence has

been recorded in target union

councils.

Under this component, 8 value chains

have been identified and supported.

Further 160 Business Interest Groups

have been formed and supported. These

BIGs and value chains are invariably

benefitting poor and vulnerable

population.

- 30 tons of certified rice seed

produced during rice value chain

development was marketed

among the rice growers of

through Farm Services Centers of

Agri Extension Departments of

Malakand and Swat.

- Glades (Cut-Flower) Value Chain

has been introduced among poor

farming communities

- In collaboration with Agriculture

Research Institute, 57,000 buds

have been provided to 13 nursery

producers, which would be

certified from FSCRD.

Studies on increase in income of value chains have been shared .



Section 1: Expected Result 1 Establishment & Strengthening of an inclusive & representative system of community

mobilization for social & economic development federating villages at level of union councils

Under Expected Result 1, a total of 14major activities have to be undertaken. Table 01 below present a snapshot of the achievements against respective activities: Table 01- Snapshot of activities under Expected Result 1

# Indicative Activities

Targets Achievements

Overall 4 Years

Previous

Current

Cumulative

(Oct 12 to Feb 14)

(March to July 14)

Oct 12 to July 14)

1.1

Establish baselines using PRA, Socio-economic Profiling and Poverty Score Card.

100

union councils

Baseline Established against key indicators

1.2 Mobilize & organize communities & form broad-based community institutions & federate them at village/ union council level

12,000

CBOs in 100 UCs 4,042 CBOs (3,146 M

& 894W) 1,315 CBOs (994 M &

321 W) 5,357 CBOs ( 4,140 M

& 1,215 W, 2 Mix)

1.3 Prepare and delivery community management skills training to community institutions

24,000 men & women

10,339 (7,388 men & 2,951 women in 471

sessions)

5,097 (3,355 men & 1,742 women in 201 sessions)

15,436 (10,743 men & 4,693 women in 618

sessions)

1.4 Prepare and delivery leadership management skills training to community institutions

12,000 men & women

3,652 (2,552 men & 1,100 women in 144

sessions)

1,197 (797 men & 400 women in 50 sessions)

4,849 (3,349 men & 1,500 women in 194

sessions)

1.5 Prepare and deliver training on financial management and systems, and proposal writing at the community level

300 men

and women -

--

--

1.6

Develop Master Trainers

1,200 Mater

Trainers

421 (235 men & 186 women in 18 sessions

36 (26 men & 10 women

in 2 sessions)

457 (261 men & 196

women in 20 sessions)

1.7 Facilitate experience sharing among community-based organizations through arranging Manager Conferences

224 Conferences

organized

50 conferences attended by 2,589

participants (1,647 men & 942 women)

12 conference attended by 618 participants (433 men

& 185 women)

62 conferences attended by 3,207 participants (2,080

men & 1,127 women)

1.8 Arrange Exposure Visits for community activists

100 visits

6 exposure visits for 139 men & 25 women

1 visits for 09 men community members

7 exposure visits for 148 men & 25 women

1.9 Engage youth in the development process by arranging co-curricular/recreational activities

20,000 youth participate in 400

events

121 events for 7,801 (7,120 boys & 972

girls)

48 events for 3,555 (3,264 boys & 290 girls)

169 events for 11,646 (10,384 boys & 1,262

girls)

1.10 Organize provincial level LSO convention for influencing pro-poor policies

3 KP Provincial LSO Conventions held - - -

1.11 Organize and facilitate stakeholder’s meetings/workshops

112 meetings organized

28 meetings 16 meetings 44 meetings

1.12

Programme Planning Meeting

72 meetings organized

35 meetings

11 meetings

46 meetings

1.13

Capacity Building for Programme Delivery

25 events organized

15 events

7 events

22 events

1.14 Programme Planning Meeting for Master trainers

252 Events Organized -

9 events organized for 115 men and 4 women master

trainers

9 events organized for 115 men and 4 women

master trainers



Details of abovementioned activities under Expected Result 1 are presented below:

1.1. Establish baselines using PRA, Socio-economic Profiling and Poverty Score Cards

Utilizing internal/external resources and technical capacities, baseline against set of indicators has

already been established. This would eventually contribute in assessing programme’s contribution in

social and economic development of target areas, refining planning processes, improve field level

implementation and at a later stage facilitate evaluation of outcomes of the programme as per desired

objectives. Using qualitative and quantitative assessment tools, the baseline survey was completed in all

union councils with programme presence.

1.2. Organize & form community institutions & federate them at village/union council level

A positive trend in terms of expansion to

new areas has been observed and by the end

of review period, PEACE has been

expanded to all 98 union councils.

Accordingly, an exponential increase in

numbers of community based organizations;

1,315 has been observed. The total number

of community based men and women

organizations by end of reporting period

(July, 2014) is 5,357 covering over 111,000 members. The formation trend since inception (as presented

in table-02) clearly shows that programme is on target and is likely to achieve desired targets of social

mobilization.

Table 02: District wise Number of Community Institutions organized from October 2012 to July 2014

Description District

Current Progress (March - July 2014) Achievement

Buner Chitral Dir Lower Dir Upper Malakand Shangla Swat Total Oct 12 -Feb 14 Cumulative

Formation of COs in Nos.

MCOs 103 24 446 167 51 30 89 910 2,958 3,868

MVOs 8 9 7 35 6 9 10 84 188 272

WCOs 18 8 34 37 33 43 122 295 805 1,100

WVOs - 2 7 3 - 2 12 26 89 115

Mix VO - - - - - - - - 2 2

Total 129 43 494 242 90 84 233 1,315 4,042 5,357

Membership (No.)

MCOs 2,110 880 10,991 3,990 1,026 652 1,617 21,267 66,321 87,588

WCOs 369 293 838 884 664 935 2,217 6,200 17,930 24,129

Total 2,479 1,174 11,829 4,874 1,690 1,587 3,834 27,467 84,251 111,718



Federation of 1,156 into 389 (272 men and 115

Women & 2 mix) Village Organizations during

reporting period can be regarded as a strategic

step towards self-reliance of these community

based organizations. As also mentioned in

following sections, SRSP has also started

investing in developing capacities of these Village

Organizations in various disciplines, which has

resulted in transferring roles and responsibilities

at local level. The process of formation of at least

two Local Support Organizations (LSOs) is at final stage. In forthcoming period, more LSOs would be

constituted and supported to eventually hand over roles and responsibilities to these local institutions

for long term sustainability. Despite socio-cultural constraints in religiously charged Malakand Division,

the programme has been able to form over 1,100 women CBOs bringing 24,129 (21% of total

membership) women members into organized fold.

Mainstreaming poor and focusing poverty Following core principles of RSPs to focus on mainstreaming poor in PEACE programme, a brief

assessment exercise was conducted in 5 districts. 50 MCOs and WCOs each were randomly selected in

these districts. During the process, data of over 2,100 men and women CO members was collected,

assessed and analyzed. It is worth mentioning that 54% of members in men and women CBOs are from 0-

23 category, which is clear reflection of programme’s focus on poor and poverty (table below).

Districts 0-11 12--18 19-23 24-100 Total

Buner 28 93 70 189 380

Dir Lower 38 104 73 197 412

Malakand 26 92 126 212 456

Shangla 60 123 101 226 510

Swat 24 79 108 164 375

Total 176 491 478 988 2133

%age 8% 23% 22% 46% 100%



1.3. Prepare and deliver Community Management Skills Training to community institutions

1.4. Prepare and deliver Leadership Management Skills Training to community institutions

Community Management Skills Trainings

Post formation managerial trainings commonly

known as Community Management Skills

Training (CMST) followed by Leadership

Management Skills Trainings (LMST) are

considered to be an integral part of support

provided to respective men and women CBOs

in order to develop their managerial capacities

and enhance leadership skills. The programme

has intensified efforts to conduct these essential set of capacity building events for multiple purposes. A

positive correlation between trained members and performance of men and women CBOs has been

observed and based on this experience the programme during this period has taken proactive steps in

delivering these important trainings. The two

pronged approach to deliver CMSTs has proved

to be effective as more and more men and women

managers have been developed as potential leaders

at local level. During reporting period, 201 basic

level capacity building events (CMSTs) have been

arranged at community level ensuring participation

of 5,097 men and women members from

organized community institutions. This trained cadre has been utilized effectively by the programme to

Institutional development assessment exercise

The programme is at end of its second year of implementation. At this important juncture, an extensive assessment exercise to gauge

institutional development of men and women CBOs was conducted in all 7 districts. During the process 60 (30 men and women each) CBOs

were randomly selected in each district or in other words 420 CBOs (210 men and women each) representing over 10,000 members were

selected and assessed in all 7 districts. A comprehensive assessment tool based on sound research was developed for this assessment exercise.

The tool helped in assessing following major aspects of institutional development; organizational motivation, capacity, performance and

external factors. Based on the results, 52% of the CBOs falls either in inactive or institutional infancy categories, while 48% falls in institutional

developed or independent categories. The assessment identified critical areas of support, which would be ensured through field teams

especially social mobilization to further support and strengthen CBOs in order to make them self reliant.



expand outreach and maintain proper record in respective community organizations. Overall since

inception, SRSP-PEACE has developed capacity of more than 15,400 men and women members as per

details presented below;

Table 03: District wise Number of CMST Events and Participants

Description

Progress During the reporting period Achievements

Buner Chitral Dir Lower Dir Upper Malakand Shangla Swat Total Previous

Cumulative (Oct 12 – Feb 14)

Men No of Events 27 6 41 17 15 7 21 134 297 431 Participants 675 165 1,025 425 383 167 515 3,355 7,388 10,743

Women No of Events 10 9 6 7 5 5 25 67 120 187 Participants 250 222 150 175 171 149 625 1,742 2,951 4,693

Total No of Events 37 15 47 24 20 12 46 201 417 618

Participants 925 387 1,175 600 554 316 1,140 5,097 10,339 15,436

The figures in table reflect an overall 62% achievement in terms of developing capacity of community

members in basic managerial skills. Encouragingly, one third i.e. 34% women participants were also a

part of these training events, thus programme is investing considerably in developing women leadership

at local level. The gender ratio on participation of men and women in these training events is presented

in graph below:

Leadership Management Skills Trainings

As mentioned above, the basic level

managerial skills trainings were

followed by more rigorous and

intensive 5 days training events

conducted internally. These trainings

are aimed at further improving and

enhancing leadership skills of

0%

20%

40%

60%

80%

100%

Buner Chitral Dir Lower Dir Upper Malakand Shangla Swat Total

73%

43%

87%

71% 69%

53% 45%

66%

27%

57%

13%

29% 31%

47% 55%

34% Men

Women



potential community leaders. At least two members from respective men and women organizations were

given opportunities to participate in these events. During reporting period, SRSP organized 50

Leadership Management Skill Training events for 1,197 comprising 400 women leaders as well. The

district wise details are provided in table 4 below:

Table 04: District wise Number of Leadership trainings events and participants

Description Progress During the reporting period Achievements


Cumulative (Oct 12 – Feb14)

Men No. of Events 6 4 5 7 4 3 5 34 101 135 Participants 150 76 125 176 90 54 126 797 2,552 3,349

Women No. of Events 4 3 3 3 - 1 2 16 43 59 Participants 100 75 75 75 - 25 50 400 1,100 1,500

Total No. of Events 10 7 8 10 4 4 7 50 144 194 Participants 250 151 200 251 90 79 176 1,197 3,652 4,849

As evident from the table above that programme has been able to develop, refine and improve

leadership skills of over 4,800 members. A healthy 24% gender ratio has been maintained in these

leadership skills training events, which is likely to further improve in upcoming quarters.

Spin-offs of Managerial Skills Trainings

Enhancing/improving managerial skills of leadership of community has multiple outcomes. On one

hand appropriate level of record is maintained at community level reflecting investments of the

programme while on other it has also facilitated expansion of the programme. The trained cadre is an

extension of social mobilization unit influencing communities to form local community based

organizations.

Based on their intensive interaction and exposure to RSPs approach, it is very easy to further develop

capacities of this trained cadre in functional/thematic aspects e.g. conducting poverty score card to

identify and mainstream men and women in organized folds or collect useful data to formulate their

areas development plans prioritizing their needs. Through enhancing capacities at local level, the

programme has developed an ‘information sharing channel/mechanism’ through which community

needs are shared with PEACE and relevant stakeholders for improved decision making and allocating

need based resources for socio-economic development of target areas.



Master Trainers; Catalyst for local development through Social

Mobilization

Sahib Khan, a 26 years old young teacher, belongs to union council

Minadam, District Swat. When he heard of EU PEACE, he approached

SRSP local team to form community based organization. Being educated,

he had been a useful resource to deliver sessions in C/LMSTs. Taking EU

PEACE to masses, he has been able to influence other communities to

form CBOs in their respective areas for improving and strengthening their

livelihoods. Due to his efforts 58% of the total households in his UC have

been organized in 9 out of the 10. Sahib has a passion to form a local

development organization in his UC to benefit local men and women.

1.5. Develop Master Trainers

Master Trainers are skillful and specialized community members from community based organizations,

selected with consent of local community

members, to assume specific roles and

responsibilities at inter and intra

villages/union council levels. A

comprehensive 7 days training has been

designed to develop these men and

women master trainers. The contents

comprised details of PEACE

programme, gender and development,

communication and presentation skills,

development plans and ensuring quality factors. The training has been designed by programme team in

Knowledge is power

Humaira Parvaiz was only 7 when her father Muhammad Parvaiz passed away. This tragic death left her family in shackles. The

situation got even worse when a small piece of land (their only belonging) was forcefully sold by her uncle. Her mother tailoring skills

came to rescue this vulnerable family comprising 4 sisters and a son. Though tough, but her mother saved every single penny to

educate her children. This intelligent step of her mother paid dividend at a later stage when Humaira’s elder sister got a job. Humaira

continued to avail education and after completing her Masters, she got a short term job. Fortune favors the brave and this brave

family continued to struggle to change their economic status. When EU PEACE was launched in Humaira’s village, she became a

general secretary of her CBO. Soon she was identified by local social organizer as potential master trainer. Her skills were improved

through specialized training conducted under EU PEACE. Based on her experience, motivation and commitment she was assigned

with different tasks as resource person to facilitator in various trainings. She is now a seasoned trainer and stipends paid for her

services is supporting her family. She had earned a respect and she is even asked to go beyond her community to deliver sessions. Her

efforts would invariably result in improving quality of local organizations and developing new Humairas for supporting local

development.



Objectives of Manager Conferences - Enabling different Community Organizations to learn from each other’s

experiences through regular interaction. - Facilitate developing linkages between Community Organizations and

Government Line Agencies. - Development of inter and intra Community Organization linkages. - Replicate and adopt best practices to enhance efficiency and effectiveness

of respective CBOs. - Mobilize resources at local/external level

consultation with all relevant sections at head office. During reporting period, only 2 events with active

participation of 36 men and women community members were conducted. Overall, 20 master trainers

capacity building events covering over 457 against an overall target of 600 men and women members

have been conducted since inception. The details are given below in the table:

Table 05: District wise Number of trained Master Trainers

Description



Cumulative (Oct 12 – Feb14)

Men No. of Events - - - - - - 1 1 9 10 Participants - - - - - - 26 26 235 261

Women No. of Events - - - - - 1 - 1 9 10 Participants - - - - - 10 - 10 186 196

Total No. of Events - - - - - 1 1 2 18 20 Participants - - - - - 10 26 36 421 457

Their skills have been utilized well by the programme to consolidate already formed men and women

community based organizations and facilitate in developing linkages with development partners. In

addition, services of master trainers as resource persons in basic and leadership management skills

trainings have also been utilized. Having a good knowledge of their respective areas, these master

trainers provided useful support to the programme in completion of development plans and establishing

baseline of the programme in record time, which otherwise would have not been possible in such a

short time and with limited resources. It is worth mentioning that developing such a resource at local

level is part of exit strategy. The programme plans to interact with this trained cadre on regular basis to

nurture them, besides gradually shifting programmatic roles and responsibilities to this developed cadre.

1.6. Facilitate experience sharing amongst CBOs through arranging Manager Conferences

Manger Conferences

continued to be useful

platforms to encourage

activists and office bearers of men

and women COs to share their

useful experiences. Generally, these

manager conferences bring together members and office bearers of COs/VOs from adjacent

villages/union councils, village elders, religious leaders, and political leadership. Participation of relevant

government line agencies providing services in these areas is also ensured to create an interface of local



communities and state departments or in other words strengthening state-citizen relationship. Besides,

sharing of progress of respective communities, an essential component of these events is to ensure

transparency and accountability through open discussion on progress, investments in various sectors

and areas in front of broad based community. During the process opinion of every participant is valued

and everyone is encouraged to comment, ask or raise any concerns.

Through these manager conferences,

stakeholders are, regularly, informed on

local issues and priorities. In addition,

investment of SRSP-PEACE supported by

EU is also highlighted to avoid duplication

of and optimum utilization of resources.

During reporting period, the programme

has been able to arrange 12 (8 men and 4

women) manager conferences attended by

over 600 men and women members. Overall, against target of 112 manager conferences, the programme

has been able to arrange 62 manager conferences duly attended by approx. 3,200 men and women

members. Details of district wise manager conferences are presented below:

Table 06: District wise Manager Conferences

Description



Cumulative (Oct 12 – Feb 14)

Men No. of Conferences 1 1 - 2 2 1 1 8 30 38 Participants 52 50 - 81 118 52 80 433 1,647 2,080

Women No. of Conferences 3 - - - - 1 - 4 20 24 Participants 121 - - - - 64 - 185 942 1,127

Total

No. of M/W 4 1 - 2 2 2 1 12 50 62

Conferences

Total Participants 173 50 - 81 118 116 80 618 2,589 3,207

1.7. Arrange exposure visits for community activists

During reporting period, SRSP organized 1 exposure visits for community activists to successful local

institutions nurtured by SRSP in Khyber Pakhtunkhwa. These exposures provided an opportunity for

communities of Malakand Division to interact with some of established Local Support Organizations



and learn from their experiences in terms of expansion, resource mobilization, organizational

development and mainstreaming poor and vulnerable in process of development. Based on their

learning through these exposure visits, communities in Malakand division can follow basic principles

and approaches for successful interventions at local level. In all 7 exposure visits, a total of 173

community activists including 25 women were facilitated to observe best practices in other parts of

province.

1.8. Engage youth in development process by arranging co-curricular/recreational activities

Through development of youth and

their meaningful engagement, the

programme aims at developing

harmony and co-existence at local

level, promote tolerance, and

supporting peace in programme

areas. PEACE,

since

inception, has

been able to

provide exciting

opportunities to youth for

active participation in curricular, co-curricular and recreational activities. The programme is well aware

of the fact that investment at this young age has a high rate of return and such activities can immensely

contribute in refining social, creative, cognitive and emotional skills. This investment in long run is

envisaged to contribute in developing youth (30% of total population of Malakand Division) to be

responsible citizen of Pakistan. In terms of youth development, a flexible approach has been adopted

encouraging youth from programme and non programme union councils, school going or out of school

youth to participate in planned activities and events. Diversity in these activities; physical,

environmental, intellectual, awareness and cultural, can be termed as a distinctive feature as mentioned

below:



A great deal of enthusiasm has been observed as reflected in high number of youth (66 per event)

participation in these events. Since inception, PEACE through 169 events has been able to engage over

11,600 youth in set of activities mentioned above. A critical review of the figures reveals that if same

pace is maintained, then the programme is likely to achieve target of engaging over 25,000 against

overall target of 20,000 youth by end of programme period. The following table provides district-wise

details of youth development activities;

Table 07: District wise Number of Youth Development Activities

Description Progress During the reporting period Achievements


Cumulative (Oct 12- Feb 14)

Boys No. of Events 6 5 15 - 6 5 7 44 105 149 Participants 883 825 100 - 555 453 448 3,264 7,120 10,384

Girls No. of Events 2 1 - -

1 - 4 16 20

Participants 129 100 - - - 61 - 290 972 1,262

Total No. of Events 8 6 15 - 6 6 7 48 121 169 Participants 1,012 925 100 - 555 514 448 3,554 8,092 11,646

Physical Development Events: Cricket,

Badminton, Volley Ball, Football, Hockey and

Table Tennis Tournaments and Cross

Country Race.

Environmental: Tree plantation campaigns

Intellectual: Quiz and Speech, Qirat and Naat

Competitions

Awareness: International Women

Day, International Peace day, Walk for a cause; Dengue or increasing

enrollment

Cultural: Local sports e.g. polo and cultural

dress shows



“Corruption is Curse” A Seminar cum Walk in District Shangla

“Corruption is a Curse” was a key message of a seminar organized by SRSP under PEACE in Shangla district. The seminar was attended by students of schools and colleges, members of national and provincial legislative assemblies, representative of law enforcement agencies, school teachers and prominent community members. Speaking at the occasion, speakers expressed their views on the topic and highlighted its impacts on individuals and society as a whole. They urged the need to address the issue in light of religion and law. At the end of seminar, an awareness raising walk was also organized which was attended by a number of school children and community members. Participants of the walk were holder banners and placards inscribed with slogans against corruption

Mr. Rashid Khan Member Provincial Assemble said “Self-accountability and transparency are the best tools to eliminate corruption and promote good practices in all matters,” Corruption is a social evil and people from all walks of life should play their role to eliminate it, he added Deputy Commissioner Shangla Mr. Zafar ul Islam, who was chief guest of the seminar, said that corruption has been a major factor in deteriorating and poor performance of public institutions and can be eradicated only if we educate our new generations on this and create a sense of responsibility and respect for law



1.9. Organize and facilitate Stakeholders workshops

Development effectiveness, in an ideal

condition, is realized if synergy

amongst all major stakeholders is

developed and resources available are

pooled together. This ideal condition

may not be achievable; nevertheless,

the programme has developed a good

working relationship at respective

districts and division levels with all

major partners including district and

division administration, government line

departments and political leadership through organizing stakeholders’ workshops. These workshops can

be considered as a useful channel to disseminate programme related information in order to develop

goodwill and gain support in smooth implementation of the programmatic activities. Since inception,

SRSP-PEACE managed to arrange 44 stakeholders’ meetings/workshops mostly at district level. The

programme also hosted visits of EU missions, consultants, and sector specific experts. These visits

aimed at progress review, provision of technical support in micro hydro projects and enabling

community physical infrastructure projects, refining and aligning procurement processes (compliance)

and assessing effectiveness, efficiency and relevance of the programme. Besides these workshops, the

programme staff has also ensured participation of these major stakeholders and EU team in various

activities e.g. basic and leadership management skills trainings, dialogues to initiate MHPs and

engineering schemes, manager conferences and youth development activities. This blended approach of

sharing details on programme and exposing stakeholders to field interventions has proved to be an

effective tool in sensitizing them on pro-poor and vulnerable development through participatory

approaches.

1.10. Programme Planning Meetings

Programme planning meetings (46 in nos.) continued to be held regularly at various levels to review

progress and performance of the programme. Besides participation of field teams, these meetings are



attended by head office, programme and district management to mutually discuss issues and measures

for improving overall efficiency and effectiveness of the programme.

1.11. Capacity building for programme delivery

To be able to deliver programme as per desired objectives and maintain an appropriate level of quality,

SRSP-PEACE has been focusing on developing staff capacity through organizing sector specific

capacity building events. During reporting period, a total of 7 capacity building events were arranged,

while overall 22 events since inception has been arranged. The details of events and number of staff

developed during this quarter are presented in table below:

1.12. Programme Planning meetings of Mater Trainers

Training for Master Trainers as Community Resource Persons is an ongoing regular activity of the

Programme. During course of

implementation and based on

feedback from communities, it was

assessed that role of Community

Resource Persons (CRPs) will be

more effective if, in addition to their

capacity building, they are actively

engaged at field level. Based on the

feedback, a forum has been created

where all CRPs within a district comes

together to share key learning from

the field, develop objective based

work-plans and suggest improvements keeping in view local contexts. So far, the programme has

arranged 9 meeting of CRPs bearing encouraging results. The district wise details are highlighted in table

below.

Table 08: Details of Staff Capacity Building Programmes

District Buner Chitral Dir Lower Dir Upper Malakand Shangla Swat Total

No. of Events 2 2 - - 1 1 3 9

Participants-Men 34 32 - - 11 18 20 115

Participants-Women - - - - - - 4 4



Section 2: Expected Result 2 Electrification for rural households through setting up of community managed micro-hydro

power generating systems

Expected Result 2 under PEACE programme aims to establish small to medium scale micro hydro units

in Malakand division to address a major basic need of electricity at local level. The electricity thus

generated can either be used at household level for general consumption or by local small to medium

enterprises to generate economic activities. Based on an enormous potential in these districts, PEACE

during its four years would establish at least 240 micro hydro units of various capacities ranging from

25kW (min) to 500 kW (max) to produce 21.7 mW electricity in selected 6 districts (please note that

Malakand has no MHP potential). Since inception, work on 78 micro hydro project comprising 15 in

reporting quarter has been initiated to produce 6.055 mW electricity and benefit over 27,400

households. Out of total 78 units, 11 micro hydro units have been completed and started producing

electricity. Table-09 below presents a brief snapshot of activities under Expected Result 2:

Table 09- Snapshot of activities under Expected Result 2

S. NO Major Activities Target Overall

4 Years

Achievements

Previous

(Oct 12 to Feb 14)

Current

(Mar 14 to July 14)

Cumulative

(Oct 12 to July 14)

2.1 Sites identification for micro hydro power

units 240 Sites 73 Sites 36 Sites 109 Sites

2.2 Feasibility surveys and project technical digest

preparation

240

project digests

63

project digests

15

project digests

78

project digests

2.3

Memoranda of Understanding (MoUs) and

‘Works Contracts’, if necessary with

Community Institutions

240

MoUs

63

MoUs

15

MoUs

78

MoUs

2.4

Prepare & delivery technical training for

community-based Project Management,

Audit, O & M Committees

720

Committees

189

Committees

45

Committees

234

Committees

2.5 Initiate and complete schemes 240 MHPs 63 MHPs 15 MHPs 78 MHPs

2.6 Facilitate process of establishing community-

based O & M mechanisms for MHP 240 MHPs 63 MHPs 15 MHPs 78 MHPs



Major Parameters of Social Feasibilities

- Demography & socio-economic status of the village;

- Basic details of CBOs (formation date, membership, names of office

bearers, Bank Account information.

- Capacity and willingness of communities to contribute towards

scheme’s operation and maintenance

- Expected outcomes of the scheme for the development of the area.

Details of activities under Expected Result 2 are presented below: 2.1 Site Identification for Micro Hydro Power (MHP) Units

Identification of potential sites for establishing micro hydro projects continued during reporting period.

In consultation with and active participation of local communities, the field teams essentially comprising

social organizers and field engineers, visited potential areas and identified prospective sites for

establishing MHPs. Few important aspect of these site identification visits comprised available

slopes/gradient and availability of water in rich and lean periods. Since inception, a total of 109 sites

have been identified comprising 15 potential sites during reporting period in selected six districts.

2.2 Conduct feasibility surveys of MHP schemes and prepare project technical digests

The social and technical assessments

conducted jointly by social mobilization and

engineering teams are considered to be in

amongst most important steps for establishing

any potential micro hydro project. The

social/economic feasibility as explained in

figure here is based on four major parameters

to facilitate assessing cost effectiveness of

identified MHPs. It also takes into account any conflicts in communities which can adversely affect

implementation or operation and maintenance of proposed scheme. In contrast the technical feasibility

is assessed by carrying out technical survey; location for installation, its design, environmental screening

and cost estimation of proposed scheme. The process is led by SRSP field engineers supported by

Regional and PSU engineers with an active involvement of communities for their capacity-building and

inputs. The approval of MHPs is based on its social, technical and economic viabilities. By end of

reporting period, SRSP PEACE has conducted 78 feasibility surveys; 26 in Swat, 1 in Buner, 12 in

Shangla, 2 in Lower Dir, 24 in Dir Upper and 13 in Chitral and prepared an equal number of project

digests.



2.3 Sign (MoU) and Works Contract (if necessary) with Community Institutions

The approvals of potential micro hydro projects are followed by initiation of MHPs in presence

members and non-members, elders of representative villages and notables from communities. The

details of approved schemes (MHPs) are shared with participants during initiation dialogues to ensure

transparency. During dialogues, Memorandum of Understanding (MoUs) are also signed with partner

communities. These MoUs entails long-term partnership between community institutions and SRSP

with a focus on mutual roles and responsibilities. Under PEACE programme in order to comply with

European Commission Procurement Procedures, different contracts to procure works, services, and

equipment may also be signed between SRSP and community institutions (if required). So far, SRSP and

communities have singed 78 MoUs for initiation of MHPs in all target districts.

2.4 Prepare & deliver technical training for community-based Project Committees

Following best practices, SRSP-PEACE programme at onset of any micro hydro project constitute the

following three district committees with specified roles thus ensuring community participation at a very

early stage:

So far for all initiated 78 MHPs, SRSP has been able to constitute 234 Project Management, Project

Audit and Operation and Maintenance Committees.

Project Management

Committee (PMC)

PMC ensures project implementation in accordance with approved/agreed plans, design and quality, and timeframe. It is also responsible for supervision of work-in-progress and procurement of material. This committee maintains all records relevant to the project.

Project Audit Committee

(PAC)

PAC ensures project implementation as per MoU between community institutions and SRSP. It keeps a check on records maintained by PMC for its accuracy and transparency besides ensuring quality control. If need be, PAC is also responsible for compliance with terms and conditions of ‘works contract’ between SRSP and Community Institutions in accordance with European Commission’s procurement procedures.

Operation and

Maintenance Committee

(O& MC)

The O&MC establishes a functional mechanism for maintenance of respective schemes upon completion through mobilization local resources. SRSP technical and engineering staff engages respective community organizations throughout implementation process and provide coaching and mentoring support.



2.5 Initiate and complete MHP schemes

So far, by the end of reporting period, 78 projects of various capacities have been initiated. Details of these MHPs are presented in table-10 below:

District Union Council Capacity Beneficiaries population in Nos Cost Share PKR in million

(KW) Households Men Women Total Donor Community Total

Buner Malak Pur 25 100 338 413 750 4.10 0.45 4.55 Total 25 100 338 413 750 4.10 0.45 4.55

Chitral

Ayun 325 636 2,147 2,624 4,770 32.40 2.81 35.21

Chitral 2 80 200 675 825 1,500 12.97 0.60 13.57

Khot 350 900 3,038 3,713 6,750 49.05 3.89 52.94

Laspur 230 550 1,856 2,269 4,125 38.64 3.00 41.64

Oveer 50 270 911 1,114 2,025 8.34 0.79 9.12

Oweer 200 400 1,350 1,650 3,000 25.22 1.90 27.12

Terich 30 95 321 392 713 7.09 0.63 7.72

Total 1265 3,051 10,297 12,585 22,883 173.70 13.62 187.32

Dir Lower Lajbook 80 215 774 839 1,613 10.30 1.40 11.70

Total 80 215 774 839 1,613 10.30 1.40 11.70

Dir Upper

Barikot 25 60 216 234 450 4.14 0.39 4.52

Dir Urban 165 880 3,168 3,432 6,600 20.18 2.15 22.33

Dislor 50 130 468 507 975 7.17 1.11 8.28

Kalkot 125 321 1,156 1,252 2,408 13.31 1.20 14.51

Nehag 230 910 3,276 3,549 6,825 29.37 1.99 31.35

Patrak 90 260 936 1,014 1,950 12.79 1.36 14.15

Qulandi 285 1,002 3,607 3,908 7,515 41.98 5.29 47.27

Shahi Kot 135 850 3,060 3,315 6,375 24.33 3.14 27.47

Sheringal 50 200 720 780 1,500 2.80 0.33 3.13

Tarpatar 75 160 576 624 1,200 10.78 1.09 11.87

Total 1230 4,773 17,183 18,615 35,798 166.84 18.05 184.89

Shangla

Damori 585 2,619 8,839 10,803 19,643 72.86 1.29 74.16

Kuzkana 35 399 1,347 1,646 2,993 5.03 0.72 5.75

Lilownai 50 432 1,458 1,782 3,240 5.37 0.89 6.26

Pir Khana 230 2,274 7,675 9,380 17,055 33.81 4.53 38.34

Shahpur 25 205 692 846 1,538 4.69 0.62 5.30

Total 925 5,929 20,010 24,457 44,468 121.76 8.05 129.81

Swat

Aka Maroof Bamekhail 25 306 1,033 1,262 2,295 4.18 0.42 4.61

Balakot 270 1,990 6,716 8,209 14,925 32.01 2.71 34.72

Beha 100 1,163 3,925 4,797 8,723 15.20 1.58 16.78

Fatehpur 25 417 1,407 1,720 3,128 4.29 0.54 4.83

Gwalerai 75 1,026 3,463 4,232 7,695 12.23 1.29 13.52

Kalam 1400 3,604 12,164 14,867 27,030 244.92 0.00 244.92

Kishwara 30 720 2,430 2,970 5,400 4.05 0.38 4.43

Maindam 90 595 2,008 2,454 4,463 11.82 0.81 12.63

Mankyal 345 1,716 5,792 7,079 12,870 47.86 2.51 50.37

Utror 170 1,845 6,227 7,611 13,838 23.29 1.29 24.59

Total 2530 13,382 45,164 55,201 100,365 399.85 11.54 411.39

Grand Total 6055 27,450 93,766 112,109 205,875 876.55 53.11 929.66



As evident from the table above, 78 MHPs are producing 6.05 mW electricity benefitting nearly 205,800

population. District wise summary is presented below:

o 01 MHPs in Buner generating 25 kW benefitting 750

population

o 13 MHPs in Chitral generating 1,265 kW benefitting 22,800

population

o 2 MHPs in Dir Lower generating 80 kW benefitting 1,600

population

o 24 MHPs in Dir Upper generating 1,230 kW benefitting 35,700

population

o 12 MHPs in Shangla generating 925 kW benefitting 44,400

population

o 26 MHPs in Swat generating 2,530 kW benefitting 100,300

population

Of the total MHPs initiated, 11 MHPs benefitting 28,000 population has been completed and started

producing 760 kW hydro electricity, details of which is presented in Table 11 below:

District

Total No. of Capacity Beneficiaries population

Men & Women in

Nos

Total Cost (Donor and

Community) PKR in M

No. of Ongoing MHPs

No of Completed

MHPs

Generation of power through

completed MHPs

MHPs initiated (kW)

Buner 1 25 750 4.55 1 - -

Chitral 13 1,265 22,883 187.32 12 1 50

Dir Lower 2 80 1,613 11.70 2 - -

Dir Upper 24 1,230 35,798 184.89 21 3 105

Shangla 12 925 44,468 129.81 12 - -

Swat 26 2,530 100,365 411.39 19 7 605

78 6,055 205,875 929.66 67 11 760

2.6 Facilitate process of establishing community-based O & M for MHP

SRSP-PEACE has taken measures to constitute local level operation and maintenance committees

commonly known as power committees. These committees are constituted to carry out specific roles

and responsibilities in terms of day to day management and operations of micro hydro projects. In

addition, these committees, based on power generation of respective MHPs and number of connections

extended to beneficiary households, set up tariffs, billing mechanism, collection of user charges and

ensure availability of trained MHP operators for efficient and effective operations of respective MHPs

to provide un-interruptive services.



2.7 Operation, Maintenance & Management Trainings for Communities

This activity was not part of actual budget nevertheless it has been added as one of the core activities

under ER 2 as per recommendations of EU's ROM Mission. Though as part of standard capacity-

building package, communities were provided

with basic O&M concepts, nonetheless, in

order to enhance sustainability and long-term

O&M requirements of micro hydro projects,

more in-depth training events to facilitate skill

and knowledge enhancement of communities

were carried out. So far, 78 operators from all

districts, in 3 days specialized training

workshops, have been provided an opportunity

to develop know-how on civil and mechanical

components of MHPs followed by practical exercise on electrical components. These specialized

training would ensure developing a technical know-how at local level for self-reliance.

Electrification of Kundimar, District Swat Situated at a distance of 100 km from Swat town, Kundimar is a typical rural village in comprising 255 households (over 1,900 population). Over the years, Kundimar has been deprived of electricity and nearly 96% households were not connected to national grid. People mostly used firewood for cooking, kerosene oil for lighting and diesel oil for running flour mills. Women and children in Kundimar were responsible to collect fire/fuel wood. The resource (forest) due to excessive use has been depleting at an alarming rate thus a major threat to environment and biodiversity. Utilizing water potential, SRSP under PEACE initiated a 25 kilowatt micro hydro project in Kundimar benefitting 200 households. The project was completed in a short span of 6 months. It was initiated in June, 2013 and completed in December, 2013. The MHP is maintained by Falahi Tanzeem Kundimar, a community organization at village level. "This power is wonderful', says villagers, 'All of us will benefit for many years to come'. In coming months, villagers will be able to lighten up their homes, besides saving time for women and children and run small scale enterprises with this power. Overall, this MHP project will bring life and resources to benefit impoverished community of Kundimar.



Kalam gets Electricity after Six Years

Kalam micro hydro project initiated and completed under EU-PEACE programme has started producing 400 kiloWatt (kW) electricity. A

dream come true for locals and hotel owners to benefit from electricity after six years. It is worth-mentioning that Kalam is one of the most

visited places in Khyber Pakhtunkhwa especially in hot summers and existing source to provide electricity had been dysfunctional for the last

six years. The power project was inaugurated by Malakand Division General Officer Commanding Major General Javed Bukhari. The project

will provide 1,000 lines in Kalam, covering entire area, except Ashuran. The project is actually rehabilitation of flood and militancy affected

200kW MHP established by Pakhtunkhwa Hydel Development Organisation in 1984, which had been providing electricity to 500 domestic

and commercial lines. In recent past, the project equipment and transmission lines were either destroyed or washed away in disasters of 2008-

10. Manager of one local hotel, Al-Khalij-al-Kalam Hotel, Mohammad Rom, said that they used generators in their hotels which would cost

around Rs150,000 every month for fuel. “But with the electricity from the MHP, we will only have to pay Rs30,000 per month.” Residents of

Kalam said they faced numerous problems due to lack of electricity. “Though we have a hospital here, nonetheless we had to travel five hours

to established hospitals in Swat”. Locals said in this age of science and technology, their children have been deprived of modern education

and technologies. The project would overall benefit more than 500 hotels and equal number of local residents and bringing improvements in

quality of life.



Section 3: Expected Result 3 Improvement of Community Physical Infrastructure and Basic Social Services

The Post Crisis Need Assessment (PCNA) and Malakand Strategy explicitly identify an improved access

of local communities to basic infrastructure as one of the core components in economic stabilization

and rehabilitation of Malakand division. Consistent with PCNA and Malakand Strategy, PEACE

programme, under Expected Result 3, has taken proactive measures to improve delivery of basic social

services through developing and improving small scale infrastructure schemes. A two pronged approach

has been adopted; a) rehabilitation and improvement of government schemes predominantly health and

education b) while other has an active role of local communities in identification, implementation and

maintenance of productive infrastructure schemes. The baseline conducted reflects that over 170,000

households in programme areas do not have an access to basic amenities including clean drinking water,

sanitation, paved streets, link roads and suspension bridges. To be able contributing in improving basic

infrastructure, a total of 771 small scale infrastructure schemes would be initiated and completed in all 7

districts under this component benefitting 145,000 households. So far, 315 small scale infrastructure

schemes have been initiated, while 130 schemes have already been completed. A brief summary of small

scale infrastructure schemes is presented below:

Table 12: Snapshot of Activities under Expected Result 3

# Indicative Activities Targets Overall

4 Years

Achievements

Previous

(Oct 12 to Feb 14)

Current

(Mar 14 to July 14)

Cumulative

(Oct 12 to July 14)

3.1

Sign MoU with concerned government authorities for rehabilitation of govt. basic social service delivery facilities

2 MoUs Achieved Achieved Achieved

3.2 Site Identification for community physical infrastructure schemes

771 Schemes 272 schemes 43 schemes 315 schemes

3.3 Conduct feasibility surveys and prepare project designs

771 digests 272 schemes 43 schemes 315 schemes

3.4

Sign Memoranda of Understanding and ‘Works Contracts’, if necessary with Community Institutions

771 MoUs 178 MoUs 137 MoUs 315 MoUs

3.5

Prepare & delivery technical training for community-based project management, audit, operational and maintenance committees

2, 313 Committees 618 committees 129 committees 945 committees

3.6 Initiate and complete schemes 771 CPIs 206 schemes 109 schemes 315 schemes

3.7

Facilitate process of establishing community-based Operational & Maintenance mechanisms for CPIs

771 Schemes 206 schemes 109 schemes 315 schemes



Details of activities under Expected Result 3 are discussed in detail below:

3.1 Sign MoU with concerned government authorities for rehabilitation of government basic

social service delivery facilities (identified and prioritized by the communities)

Series of successful meetings with provincial education department, health department, district

administration continued to develop and rehabilitate public infrastructure. So far 100 schemes have

been initiated with these mentioned public institutions.


In case of community based infrastructure schemes, the programme apart from expansion focused on

consolidation/completion of already identified and initiated schemes. During reporting period,

following RSPs standard bottom-up approach, the programme in consultation with local communities,

has identified 43 community based infrastructure schemes taking the tally of CPI schemes to 315 since

inceptions. Overall, identified schemes, in order of preference at local level, comprised drinking water

supply schemes, communication (link roads and suspension bridges), Sanitation (street pavement and

drains) and Irrigation.

3.3 Conduct feasibility surveys of CPIs schemes and prepare project technical digests

Following RSPs approach, comprehensive social and technical feasibilities were prepared by teams of

social organizers and engineers in respective districts. Based on these feasibilities, detail project

documents/digests (315 in total) were prepared for initiation of identified/prioritized schemes.

3.4 Sign MoUs and Works Contract (if necessary) with Community Institutions

Ensuring an explicit role of local communities in implementation of identified and approved small scale

infrastructure schemes through signing detail MoUs continued during reporting period. These MoUs

were signed in open meetings, commonly known as third dialogues, participated by members of

beneficiary organizations, local elders and notables, political leadership and religious leaders. Sharing

social, technical and financial details of initiated schemes in open meetings and developing a formal

MoUs between local communities and PEACE programme ensure transparency and accountability. In

addition, these MoUs spelled out specific roles and responsibilities to be assumed by partners involved

in implementation of small scale infrastructure schemes.



3.5 Prepare and deliver technical training for community-based Project Management, Audit

and Operational and Maintenance Committees

Following best practices, SRSP-PEACE programme at onset of small scale infrastructure schemes

constitute Project Management, Audit, and Operation and Maintenance Committees with specified roles

to ensure community participation at an early stage (details on roles and responsibilities have already been

explained in section 2). So far for all initiated 315 small scale infrastructure schemes, SRSP-PEACE has

been able to constitute 945 Project Management, Project Audit and Operation and Maintenance

Committees.

3.6 Initiate and Complete CPI schemes

By end of review period, SRSP has initiated 315 CPIs, including 109 during review period, whereas 130

CPIs have been completed and handed over to communities. Out of the total 315 schemes, 215 have

been initiated with local communities, while 100 have been initiated with public institutions. SRSP under

PEACE has also ensured following highest quality standards. The field teams with an active support of

Head Office engineering team have conducted water quality testing for all completed DWSS Schemes.

In addition, Arsenic tests for all completed irrigation schemes have also been carried out. Details of

updated status of these small scale infrastructure schemes initiated either with communities or public

institutions are presented in tables 14 and 15 below:



Table13: List/types of Infrastructure Schemes initiated and completed with local communities

District Type of Project No. of CPIs

Beneficiaries Population Cost Share (PKR in million)

( In Nos.)

Initiated Completed Household Men Women Total Donor Community Total

Buner Bridges 1 - 180 608 743 1,350 2.06 0.19 2.25

DWSS 13 11 1,743 5,883 7,190 13,073 17.68 1.97 19.65

Irrigation 2 1 467 1,576 1,926 3,503 6.65 0.65 7.30

Protection Wall 1 1 210 709 866 1,575 2.63 0.31 2.94

Roads 8 3 2,995 10,108 12,354 22,463 17.90 2.48 20.38

Sanitation & Drainage 6 2 627 2,116 2,586 4,703 7.48 0.91 8.39

Total 31 18 6,222 20,999 25,666 46,665 54.39 6.52 60.91

Chitral Bridges 1 - 2,000 6,750 8,250 15,000 5.85 0.64 6.50

DWSS 7 5 460 1,553 1,898 3,450 10.37 1.09 11.46

Irrigation 4 4 425 1,434 1,753 3,188 9.11 0.90 10.01

Protection Wall 1 1 90 304 371 675 2.33 0.23 2.56

Roads 3 3 670 2,261 2,764 5,025 4.02 0.74 4.76

Sanitation & Drainage 2 - 360 1,215 1,485 2,700 2.15 0.40 2.55

Others 1 1 500 1,688 2,063 3,750 4.95 0.00 4.95

Total 19 14 4,505 15,204 18,583 33,788 38.79 4.00 42.79

Dir Lower Bridges 7 - 3,760 13,536 14,664 28,200 17.48 0.00 17.48

DWSS 17 - 1,567 5,677 6,150 11,828 16.54 0.00 16.99

Irrigation 5 - 2,980 10,728 11,622 22,350 8.13 0.00 8.17

Protection Wall 2 2 270 972 1,053 2,025 1.57 0.00 1.57

Roads 1 - - - - - 4.13 0.00 4.13

Sanitation & Drainage 2 - 680 2,448 2,652 5,100 1.22 0.00 1.22

Total 34 2 9,257 33,361 36,141 69,503 49.06 0.00 49.56

Dir Upper Bridges 6 2 4,480 16,128 17,472 33,600 15.27 0.21 15.47

DWSS 8 2 1,170 4,212 4,563 8,775 16.90 0.33 17.23

Irrigation 2 - 500 1,800 1,950 3,750 2.93 0.08 3.01

Roads 4 - 1,750 6,300 6,825 13,125 8.91 0.17 9.07

Sanitation & Drainage 2 2 1,100 3,960 4,290 8,250 2.75 0.08 2.84

Total 22 6 9,000 32,400 35,100 67,500 46.75 0.87 47.63

Malakand Bridges 1 1 110 371 454 825 0.68 0.11 0.79

DWSS 10 4 1,458 4,909 6,014 10,923 12.77 1.34 14.11

Irrigation 5 - 865 2,919 3,568 6,488 6.94 0.93 7.87

Protection Wall 1 1 90 304 371 675 2.77 0.15 2.92

Roads 5 2 1,700 5,738 7,013 12,750 12.70 1.02 13.72

Sanitation & Drainage 9 6 995 3,358 4,104 7,463 10.35 1.43 11.78

Total 31 14 5,218 17,599 21,524 39,123 46.21 4.98 51.19

Shangla Bridges 8 - 1,838 6,203 7,582 13,785 14.29 1.94 16.23

DWSS 15 8 3,198 10,793 13,192 23,985 19.70 1.64 21.34

Sanitation & Drainage 7 - 2,232 7,533 9,207 16,740 11.28 1.17 12.45

Total 30 8 7,268 24,530 29,981 54,510 45.27 4.75 50.02

Swat Bridges 3 1 550 1,856 2,269 4,125 5.23 0.65 5.88

DWSS 28 9 2,787 9,406 11,496 20,903 24.86 3.43 28.28

Irrigation 2 2 922 3,112 3,803 6,915 7.00 0.76 7.76

Roads 2 - 250 844 1,031 1,875 2.68 0.63 3.31

Sanitation & Drainage 13 8 1,955 6,598 8,064 14,663 18.51 2.52 21.03

Total 58 20 6,464 21,816 26,664 48,480 58.28 7.98 66.26

Grand Total 215 82 47,934 165,909 193,659 359,568 338.76 29.11 368.37



Table 14: List and type of Infrastructure Schemes initiated and completed with public institutions

District Type of Project No. of CPIs

Beneficiaries Population Cost Share (PKR in million)

( In Nos.)

Initiated Completed Household Men Women Total Donor Community Total

Buner AC Office 1 1 - - - - 0.91 0.00 0.91

BHU 1 1 180 608 743 1,350 0.77 0.00 0.77

District Jail 1 - 700 2,363 2,888 5,250 0.19 0.00 0.19

Hospital 2 - 2,250 7,594 9,281 16,875 1.26 0.00 1.26

School 7 6 935 3,156 3,857 7,013 4.02 0.00 4.02

Veterinary Hospital 1 1 250 844 1,031 1,875 0.85 0.00 0.85

Total 13 9 4,315 14,563 17,799 32,363 8.00 0.00 8.00

Chitral ASF Colony 1 1 30 101 124 225 0.12 0.00 0.12

College Colony 1 1 30 101 124 225 0.14 0.00 0.14

Hospital 1 1 100 338 413 750 0.34 0.00 0.34

Police Station 1 1 90 304 371 675 1.60 0.76 2.36

School 7 6 797 2,690 3,288 5,978 4.89 0.00 4.89

Total 11 10 1,047 3,534 4,319 7,853 7.08 0.76 7.85

Dir Lower School 7 - 1,880 7,380 7,995 15,375 5.42 0.00 5.59

Total 7 - 1,880 7,380 7,995 15,375 5.42 0.00 5.59

Dir Upper College 1 1 1,200 4,320 4,680 9,000 0.65 0.04 0.69

School 18 6 4,760 17,136 18,564 35,700 13.42 0.50 13.92

Special Education Center 1 - 200 720 780 1,500 0.60 0.04 0.64

Total 20 7 6,160 22,176 24,024 46,200 14.67 0.58 15.25

Malakand BHU 3 3 805 2,717 3,321 6,038 2.40 0.00 2.40

DCO Office 1 - 700 2,363 2,888 5,250 0.81 0.00 0.81

Dispensary 1 - 700 2,363 2,888 5,250 0.35 0.00 0.35

Hospital 1 - 600 2,025 2,475 4,500 0.57 0.00 0.57

School 15 9 5,430 18,326 22,399 40,725 6.70 0.00 6.70

Total 21 12 8,235 27,793 33,969 61,763 10.83 0.00 10.83

Shangla Agriculture 2 2 270 911 1,114 2,025 1.12 0.00 1.12

BHU 1 1 400 1,350 1,650 3,000 0.39 0.00 0.39

DCO Office 1 1 150 506 619 1,125 0.14 0.00 0.14

Fish Hatchery 1 1 170 574 701 1,275 0.63 0.00 0.63

School 2 - 720 2,430 2,970 5,400 1.13 0.00 1.13

Total 7 5 1,710 5,771 7,054 12,825 3.40 0.00 3.40

Swat AC Office 2 1 515 1,738 2,124 3,863 2.15 0.00 2.15

Agriculture Research Center 1 - 100 338 413 750 1.61 0.00 1.61

Army Head Quarter 1 1 300 - - - 1.03 0.00 1.03

BHU 1 1 500 1,688 2,063 3,750 0.84 0.00 0.84

School 15 5 3,400 11,475 14,025 25,500 12.29 0.00 12.29

Sport Complex 1 1 300 1,013 1,238 2,250 0.53 0.00 0.53

Total 21 9 5,115 16,251 19,862 36,113 18.45 0.00 18.45

Grant Total 100 52 28,462 97,468 115,022 212,490 67.86 1.34 69.37

As evident from two tables presented above, these small scale infrastructure schemes initiated with a

total cost PKR 437 million are benefitting over 570,000 population in selected 7 districts. Overall 134

completed schemes (82 with local communities and 52 with public institutions) have been handed over



to respective communities and public institutions. Snap shots (before and after) of selected small scale

infrastructure schemes are presented below:

BEFORE

AFTER



3.7 Facilitate process of establishing community-based O & M for CPIs

In case of community initiated and managed projects, SRSP-PEACE has taken measures to constitute

local level operation and maintenance committees for long term sustainable operations of respective

CPIs and delivery of benefits at local level. In contrast, responsibility of operation and maintenance of

small scale infrastructure schemes developed and completed with public institutions lies with respective

departments.

Using Nature forces to Irrigate Barren Valleys; Revolution at the doorstep

Village Khairabad situated 40km away from Chitral town falls under jurisdiction of UC Drosh 1 in Chitral. The topography of village

presents an interesting picture. The low land is irrigated being nearer to the river benefitting very few households, whereas highlands

are barren for centuries due to acute shortage of irrigation water. There had been few efforts in the past to divert water from various

sources but these efforts had not been sustainable. To change the fortune of locals, using forces of nature was one of the plausible

solutions thus for the first time in history of SRSP, Solar pump was used for lifting irrigation water from main chitral river. Taking

water upto 400ft due to this innovative technology would enable locals to irrigate 360 acres of barren land benefitting over 600

population. Realizing importance of this innovative solution, people from outside have starting buying land in this village. A visible

appreciation in prices of land from PKR 150,000 to 400,000/kanal has been observed after completion of this scheme.



Impact of Irrigation Channel, Charbagh district Swat Agriculture is mainstay of village Charbagh, District Swat with population of 800 households/over 6,000 population. The area was

fed by an irrigation channel which was destroyed during floods of 2010. Under PEACE, SRSP took proactive steps in rehabilitating

irrigation channel with a total cost of PKR 4.4 million. The project was completed in March, 2014 and has started benefiting local

producers. According to a post completion study, farmers, as per tables presented below, have reported an increase in both yield

(40%/acre) and net income (26%).

Table A: Planting Pattern and Crop Yield per acre before & after channel lining

S. No Planting Pattern Yield/acre

Increase in Yield/acre Before Lining After Lining

1 Wheat 800 kg 1,200 kg 400 kg

2 Maize 560 kg 800 kg 240 kg

3 Rice 1,400 kg 1,800 kg 400 kg

Table B: Increase in annual income of farmers

S. No Purchase Price per kg (Rs) Annual net income of farmers (PKR)

Increase in annual income (Rs) Before Lining After Lining

1 Wheat 24,000/- 26,000/- 12,000/-

2 Maize 12,880/- 18,400/- 5,400/-

3 Rice 100,800/- 129,600/- 28,800/-

Link to Prosperity

Village Darra (UC Selai Pattai) is located at distance of two hours’ from Tehsil Head Quarter Batkhela, District Malakand. Home to

68 households, members of this village formed 3 CBOs and then federated it into a Village Organization named Rokhan Laar under

PEACE Programme. Through platform of VO, community members of village Darra identified and completed a link road in 6

months to connect this village with main road and local markets. Sajid Khan, a local of the area shared that once isolated village

Darra, in Malakand district is now connected to Dargai and Batkhela markets and to school, college, hospital and other modern

facilities. Mr. Fazal Ameen, the Secretary of VO shared that “now it takes only 7 minutes to travel from village Darra to main road,

otherwise the same distance would be covered in one hour. Due to low cost of transportation, irrigation department has constructed

three irrigation channels in the village to bring barren land under cultivation.



PEACE Bridge connecting people, District Dir Lower

Vllage Tatar, home to 760 households, is situated at a distance of 45 kilometer from main Timargara city in union council Samarbagh. During floods of 2010, the only bridge of village that connected it with rest of country was destroyed creating accessibility issues for the locals. Under PEACE, the washed away bridge was constructed with help of local communities in 4 months (Jan, 2014) with a cost of 2.9 million only. The local community organization has formulated a maintenance committee responsible for maintenance and repair of the bridge. .

Education revived in Shahikot, District Dir

Shahihot in remote part of district Dir, had suffered immensely from militancy and extremism. The school was destroyed by militants in 2010. When EU PEACE was initiated in the area, the Parent Teacher Association (PTA) through concerned quarters approached the programme to rehabilitate/reconstruct the boys primary school. Within 8 months ( August, 2013-April, 2014) the school has been rebuilt keeping highest standards. Under close supervision of Armed forces, the school is providing education services to 250 students.



Section 4: Expected Result 4 Self-confidence of women and their ability to independently participate in social and economic

activities enhanced

Under Expected Result 4, a total of 4 major activities have to be undertaken. Table 15 below present a

snapshot of the achievements against respective activities:

Table 15: Snapshot of activities under Expected Result 4

# Indicative Activities Targets Overall

4 Years

Achievements

Previous

(Oct 12 to Feb 14)

Current

(Mar 14 to July 14)

Cumulative

(Oct 12 to July 14)

4.1 Prepare and deliver training on literacy and numeracy skills for women activists

6,000 women

- 1,302 women graduated from 53 adult literacy centers

- 57 teachers trained.

- Total 1,900 women learners identified for 76 Adult literacy centers

- 1,900 women learners would graduate taking the tally to 3202 graduates from 133 ALCs.

4.2 Prepare and deliver Livelihood training for women

6,000 women - 40 Business interest groups formed (1000 women members)

- 51 Business interest groups formed(517 women members)

- 1,062 women trained in Enterprise Development

- 91 women trained in Livelihood Skills

- 1 Livestock farmer field school is underway for 30 women

- 91 Business interest groups with 1,517 women members.

- Enterprise Development training for 1,062 conducted.

- 91 women trained in Livelihood Skills

- 1 Livestock farmer field school is underway for 30 women

4.3 Prepare and deliver training for VOs on their roles and managing their organizations

2,000 women - 228 women trained through 10 events

- 225 women trained 9 events

- 453 women trained in 19 events

4.4 Train women community activists at village level to extend technical support to the trained cadre

200 women activists

- - 86 women trained in Advance Enterprise Development training

- 86 women trained in Advance Enterprise Development Training.

4.5 Provision of community-managed livelihoods resource (toolkit/unit)

6,000 women - Potential trades identified

- 47 toolkits/assets are procured and transferred to the 47 women

-

- 47 toolkits/assets are procured and transferred to the 47 women

-



The details of above-mentioned activities under result are presented below:


Traditional practices may be an important cause of low literacy level in women nevertheless limited

opportunities and inadequate infrastructure have profound

impacts on social and economic well-being of women of

Malakand Division. Adult Literacy Courses under PEACE

have, therefore, emerged as viable solutions to improve

basic and functional literacy skills of rural women thereby

empowering them. A total of 1,302 women have already

graduated from 53 Adult Literacy Courses during 5 month

courses, whereas 1,907 new women have been enrolled in 76 newly established ALCs. The ALCs are

established during the reporting period. Overall, 129 Adult Literacy Courses, with 3,202 graduates, since

inception, has been achieved.

Table 16: Details of Existing Adult Literacy Centers in Districts

District Progress During Review Period Previous Cumulative

No. of ALCs

Enrolled Learners

Drop out No. of ALCs Graduated Dropped

Out No. of ALCs

Enrolled Learners

Graduated Dropped

Out

Buner 10 244 1 11 274 1 21 520 274 2

Chitral 10 250

6 140 10 16 400 140 10

Dir Lower 10 250

9 221 4 19 475 221 4

Dir Upper 10 250

9 224 1 19 475 224 1

Malakand 10 282

3 64 5 13 351 64 5

Shangla 10 247 3 4 100 - 14 350 100 3

Swat 16 377 3 11 279 3 27 662 279 6

Total 76 1,900 7 53 1,302 24 129 3,233 1,302 31

A women named Kakai

The Adult Literacy Centers (ALCs) established under PEACE have adopted curriculum established by National Commission for Human

Development (NCHD). The offered course ran over period of 5 months has enabled participating women to improve reading and writing

skills. Miss Kakai, aged 55, was enrolled in ALC, Roshni. “I could not go to attend classes in school due to unavailability of educational facilities in our village.

I felt like I was deaf and dumb in front of literate people. I always wished to read and write," shared by Kakai. She added that “I may not be very educated person

but now I can proudly do my routine work; few basic calculations and reading/writing different names”. She shared that she is also helping her fellow women

to read and write. Currently Kakai has also been selected as one of potential entrepreneurs under the programme.



Education has no age limit

“As a child I was never sent to school by my parents and adding to that I was married by the time I was 17 only. At the end my 36th birthday, I was still deprived

of education. When I heard about PEACE ALCs, I asked my husband to join it, which he allowed”. These are some candid thoughts shared by Rafida

in village Totakan, District Malakand. She shared that she would always feel embarrassing for not being able to read or write basic

messages. But now since she is a graduate of ALC, she can read, write and undertake basic calculations. She shared that she alongwith other

colleagues were taught for 3 hours daily for five months, which has contributed in improving their skills. She added that now she is aware

of the tasks assigned to her kids by school teachers and provide every possible support to undertake these tasks effectively.

Never Say Die

To be born with a disability is misfortunate; to be struck with disability out of the blue is traumatic; but to pull oneself up and live with disability is heroic. This is the story of Syasat Bibi, belonging to an impoverished family of District Shangla. She was just one year old when she developed a sore on her back that brought with it a long chain of difficult treatments. In the end it was operated that saved her life but left one side of her body paralyzed due to a long bed stay. Despite physical challenges, Syasat was always interested in acquiring an education, but fate was not kind to her and given her families meager income, she had to forgo her wish of enrolling in school. Her father was also old and sick and she was responsible for taking care of him. However, not one to admit defeat, Syasat approached her local Community Organization for admission into the local ALC Umeed (Hope) when it opened in her village. She completed a five month course at the Center and is now able to do simple math and to read and write simple sentences. Ask her today and Syasat responds with great pride and a big smile, “I am able to read now! When I had joined the Center, I could not read or write anything but now I can read the expiry dates on my father’s medicines and can also check the last dates and amounts of our electricity bills."



4.2 Prepare and deliver Livelihoods Training for Women

The Programme is also creating opportunities for economic reintegration of women as integral

component for building local economies and constructing equitable societies. It attaches credibility to

their role and recognizes contribution they can make in national reconstruction process. Although, the

Programme is consistently pursuing its objectives it is also sensitive about local context. It has taken an

incremental and organic approach to women inclusion. As a result, gradual increase in number of

women community organizations, extensive mobilization efforts and multiple exposure opportunities

through various interventions are all contributing to increased understanding of women needs. This, in

turn, is facilitating the Programme to adapt relevant and effective mechanisms to remove constraints

restricting women progress.

During reporting period, over 1,500 women were

identified who will be supported with setting-up small-

scale enterprises. Initial assessments, including poverty

score card exercise, were conducted to ascertain socio-

economic conditions, needs and existing skills of

identified women. Based on trade of interest, women

have been organized into smaller groups called

‘Business Interest Groups’ (BIG). 91 BIGs have been

organized, including 51 during the reporting period.

Previous experience of SRSP shows that formation of

interest groups enables effective collaboration among

women for experience sharing. They function as support mechanisms for boosting confidence levels

and fostering linkages with the markets.

Identification of Trades

During the reporting period, market assessments to identify trades were conducted in Programme areas.

It is interesting to see that local markets can provide women with opportunities in both on-farm and

off-farm trades. However, robust mechanisms for linkages with market are required. The table below

shows the identified trades.

Criteria for selection of Beneficiaries - Poor House Hold with PSC (0-33)

- Women Headed HH/Widow having children under 18

year with low or no income

- Single /Divorced Women /detached head of HH.

- Disable women/Transgender/Disable Household

head with low income.

- Women with no prior enterprise/Unemployed with

low or no income/willing to establish enterprise with

skills

- Must be member of WCO/WVO



Table 17: Details of sectors/trades in Districts for livelihood development trainings

District Trades

On Farm Off-Farm

Swat

Poultry Farming, Fruit production/preservation Stitching/Embroidery/Knitting,

Shangla

Poultry Tailoring, Decoration Pieces (Local)

Buner - Tailoring/Embroidery, Quilt Making

Malakand

Kitchen Gardening, Vegetable Preservation Basket Making with Straw, Tailoring

Dir Lower

- Bead Work, Cross Stitching, Tailoring,

Dir Upper

Fruit/Vegetable Preservation, Poultry Farming, Honey Bee Keeping -

Chitral

Poultry Farming, Dairy Product, Kitchen Gardening, Mushroom production/marketing, Fruit/Vegetable preservation/Bi-Products

Handicrafts, Ladies Shops, Food Services(Traditional), Beauty Parlors

Based on this, 1,517 women identified as potential entrepreneurs have been enrolled for different trade

enhancement skills training. This enrolment has been done on the basis of interest of women trainee

and their existing skills and knowledge of respective trades.

Table 18: District wise Detail of Women Business Groups

District

Progress During Reporting Period

Previous Achievement

Cumulative achievement

BIGs Membership BIGs Membership BIGs Membership

Swat - - 30 750 30 750

Malakand 2 10 - - 2 10

Buner 38 305 5 125 43 430

Shangla 7 170 - - 7 170

Dir Lower - - 1 25 1 25

Dir Upper 4 32 - - 4 32

Chitral 0 0 4 100 4 100

Total 51 517 40 1,000 91 1,517

The Programme intends to closely monitor economic performance of entrepreneurs and progress of

enterprises to draw lessons for future initiatives.

Enterprise Development Training for members of BIGs

Based on the trades and composition of business interest groups, SRSP designed training manuals and

delivered three days basic enterprise development training to selected members of BIGs. During review

period, 1,026 women received enterprise trainings.

Skill Development Trainings



The enterprise development training was followed by

skill enhancement events, where women were provided

with opportunities to improve their skills in selected

trades. During review period, 4 events were organized

for 88 women in districts Swat and Chitral in poultry

management, tie & dye, baby garments and machine

embroidery.

Livestock Farmer Field School (LFFS)

Farmer Field School (FFS) is a process based

approach which leads women groups to

become organized and participate in

identification of their issues, find local

solutions and take timely decisions. The

group can also become entrepreneurs in

selected home based enterprises for income

enhancement. Some the basic objectives of

LFFS comprise:

Organize farmers for collective action

Empowerment of farmers (women) to make decision

Improve available livelihoods sources

Widow starts her business after passing through EDT

39 year’s old Shaam Bibi, lives with her four young children in village Bahrain, district Swat. She was forced to marry an old

man at the age of 24, who left her widowed in 2006. She struggled to establish her own business to support her kids, but

‘factor of being inexperience’ would always let her down. When PEACE programme was initiated in her village, Shaam bibi

enrolled herself as member of CBO Puktunabad and ALC in 2013. She was also nominated by her CBO for participating in

EDT offered in June 2014. She availed skills in making dresses for local women. During EDT, she had learnt basics of

enterprise development, which she has utilized and is now running a successful enterprise at her home. She had sold all the

items that she purchased and paid all her loans and making net profit.



Learn and undertake problem analysis and share experiences

Build capacity of farmers to access services of government line agencies and private sector

LFFS can be termed important for an integrated livestock management knowledge needed and local

demand for increasing & intensifying milk and meat production. SRSP under PEACE has established

one LFFS for one year at union council Charbagh, district Swat, involving 30 women framers. During

reporting period, LFFS was more focused on ground preparation stage and implementation phase. The

following table provides details of various activities involved in the formation of LFFS and progress

made so far.

Table 19: Details of LFFS Activities S. No Activity Location Remarks

1 Awareness meeting and initial survey Field (Village Naway Kalay, UC Charbagh)

Meeting with stakeholders, collection information and assess scope of LFFS

2 Preparation and organize LFFS - Orient community members on the objectives of LFFS through participatory discussion.

3 Establishment of baseline information Do

Collection of baseline data, mobilization of community.

5 Meeting with RCLRO for finalization of LFFS Budget

Do Discussion/finalization of LFFS cycle and its management.

6 Session with LFFS group regarding Social Mobilization

Do Mobilization of community members for participation in LFFS

7 Formation of LFFS Do

Formation of LFFS, selection of enterprise and learning site

8 Multiple LFFS Sessions Do

Involvement of women in livestock activities.

4.3 Prepare & deliver training for VOs on their roles and managing their organizations

As mentioned in ER 1, so far, 1,100 women community organizations have been established. The

leadership has attended the basic conceptual training workshops. The Programme, however, recognizes

need for intensive technical input to enhance capacities of women for active participation in local

planning and developing. During reporting period, special and advance training courses were organized

for women leadership from organized communities. To refine women leadership, 453 members were

developed on technical aspects related to management of community and village based organizations.

The course enables women trainees to function as Master Trainers that provide information, advice and

technical assistance to women organizations in effectively addressing practical and strategic needs of

women. The women community organizations also benefit from the knowledge and skills of the trained

cadre to improve financial literacy and maintain records of transactions that the organizations may



undertake. Gender visioning exercises helped women in identifying potential roles through which they

can contribute positively in their communities. Most significantly, such exercises boost their confidence

levels and make them feel encouraged, fulfilled and appreciated. However, the Programme continues to

improve on its strategy under this activity. Based on feedback from the trainees in post-training

evaluation, focus group discussions are being organized with women community organizations to attain

inputs and feedback for further refining training manual.

4.4 Train women community activists at village level to extend technical support to the

trained cadre The aim of these trainings will be to support existing and prospective women entrepreneurs. They will

act as community resource persons and provide technical assistance to Women Business Interest Group.

Some of their other major roles include support in developing linkages with market; provide

information on raw materials, pricing policy, and marketing etc. They will help local women

entrepreneurs in formulating business development plans and managing financial resources. The trainees

will be selected on basis of interest and willingness, credibility (active, committed, and responsible),

commitment, communication skills, social activism etc. Moreover, during an initial phase, these Master

Trainers will be employed temporarily on short-term basis by the programme and would gradually be

phased out. Later on, it is envisaged that client would be paying for their valuable services. In this

connection, 86 women have been identified as community activists/mater trainers, who will go through

a series of basic and advance level trainings in enterprise development before extending technical

support to trained cadre under activity 4.2.

4.5 Provision of Community-managed Livelihoods Resource (Toolkit/Unit)

As part of the process, trained women entrepreneurs will also be assisted with setting-up small-scale

businesses. Field experience shows that lack of venture capital adversely impact choice of poor to be

engaged in income generating activities. The Programme, therefore, offers a comprehensive

development package-skills enhancement as well as inputs. During reporting period, 47 poor and trained

women have been provided with livelihood resources. These women were provided with the tool kits

after successful completion of basic Enterprise and skill development trainings.



Section 5: Expected Result 5 Growth of Economic Activities Facilitated

Activities under Expected Result 5 aimed at ensuring socio-economic development of existing and

potential entrepreneurs in all 7 districts. While focus on existing activities remained pivotal during this

period, set of new activities e.g. innovations and market trials have also been added to further improve

development effectiveness of this component. Value chain and enterprise development activities

through formation of Business Interest Groups, developing capacities of farmers, facilitating market

linkages with Business Development Service Providers and exposure visits to new markets were some of

the major features of this component during reporting period. A brief summary of activities and

achievements under this component has been presented in table below:

Table-20-Snapshot of Activities under Expected Result 5

S. No Indicative Activities

Planned Targets Achievements

4 Years Previous

(Oct 12 to Feb 14) Current

(March to July 14) Cumulative

(Oct 12 to July 14)

1 Orient project staff on developing value chains concept

20 staff members 25 staff members - 25 staff members

2 Prepare and deliver training on value chains (Production, new samples)

4,000 men and women

1,031 men and women 171 men and women 1,202 men and women

3 Prepare and deliver training on enterprise development

1,000 men and women

426 men 176 men 602 men

4 Conduct knowledge sharing exposure visits for the entrepreneurs

4,000 men and women

179 men and women 110 men and women 289 men and women

5 Facilitate linkages with Business Development Service Providers

132 Linkages facilitating 4,000 men and women

5 Linkages Facilitated Part of the Strategy, 5

Linkages were facilitated 10 Linkages Facilitated

6 Support growth of economic activities

4,000 men and women benefit

1,307 men and women 87 men and women 1,387 men and women

7 Technical Assistance on Value Chains Component

480 Person day Technical Assistance provided for 8 person

days

Technical Assistance provided for 8 person days

Technical Assistance provided for 16 person

days

8 BIG formation and business mobilization

400 men and women BIGs

160 BIGs formed with a membership of 2,467

members -

160 BIGs formed with a membership of 2,467

members

9 Introduce innovations 8 Innovations - Two new innovations

introduced Two new innovations

introduced

10 Market trails for business linkages

40 events of market Trials

Two events of market trails

One event of market trails Three events of market

trails



Details of activities under Expected Result 5 are discussed in detail below:

5.1 Orient Programme Staff on developing Value Chain Concept

Staff capacity building events on key concepts of value chain, enterprise and entrepreneurship

development have already been conducted covering value chain professionals, programme and district

management and field staff. During review period, back stopping and on-job technical support was

provided through Programme Support Unit.

5.2 Prepare and Deliver training on Value Chain

Introducing improved techniques of value addition for developing market oriented products continued

in selected value chains. Research based experiences and learning were transferred to Business Interest

Groups through collaboration of relevant government line departments. 171 community members

organized in BIGs were trained in different value chains during reporting period. So far a total of 1,202

community members have been trained on value chain development. An important aspect is that these

members have started utilizing improved techniques, which has resulted in an improved production and

income.

The programme continued to institutionalized linkages with leading research/specialized institutions;

Agriculture Research Institute (ARI) Swat, Agriculture Extension Department (AED) and Federal seed

Certification/Registration Department (FSCRD) to meet high demand of quality products in Malakand

division. Interventions of certified rice seed production were further up-scaled during reporting period.

In addition support was also provided to produce quality honey, pears, walnut, lemon grass and cut

flowers.

Rice Crop (with subsistence farming and Seed)

Rice Crop (with improved seed and technology)



5.3 Prepare and Deliver training on Enterprise Development

The Enterprise development training focused on business/operational planning and management,

marketing/marketing plans, and financial

management. During reporting period, 176

potential entrepreneurs have been given training on

aspects mentioned above. This activity has also

been interlinked with expected result 4, where

potential women entrepreneurs after necessary

training need assessment and organization in sector specific BIGs would also be trained on these

aspects. So far, the programme has developed entrepreneurial capacities of 602 members of business

interest groups.

5.4 Conduct knowledge sharing exposure visits for the entrepreneurs

Knowledge sharing and mutual learning exposure visits

within and outside union councils/districts have been

arranged for entrepreneurs to encourage learning from

peers and improve their sector/business specific practices.

During reporting period, 110 BIGs members were given

exposure visit to various institutions and markets. Since

inception, a total of 289 entrepreneurs have been given

exposure visits with following details:

Sub-Sector/ Value Chain BDSP/Institution Visited

Rice Seed 20 persons of district Malakand, including rice seed producers, agriculture extension and

researchers professionals were exposed to leading national level rice research and

development (R&D) institutions both at public and private sectors in Punjab. The

technology developed for better seed cleaning and management were also studied in the

context of certified seed production Malakand through efforts of PEACE SRSP.

Cut-flower (glades)

11 persons including cut flower (glades) BIG members relevant PEACE staff was exposed

Cut-flower markets in Islamabad.

Black & Red Persimmon

value Chains

The learning experiences drawn from Markets and BDSPs during exposures and market

trials in previous interventions were shared with mass of producers and processors where 83

persons participated in total.

Figure 1: Orega Rice Seed Farm Lahore



5.5 Facilitate linkage development with Business Development Services providers

The main aim of this activity was to introduce producer to available BDS providers in the market. The

link between producer and BDS providers would enable them to leverage support for further

strengthening and developing value chains. Linkages with following BDSPs were developed:

National Agriculture Research Center (NARC), Islamabad

Honey Bee Research Institute (HBRI), Islamabad

Agriculture Research Institute (ARI), Tarnab and Swat

Fisheries Department

Agriculture Extension Department in all districts

Federal Seed Certification and Registration Department (FSCRD)

Pakistan Council of Scientific and Industrial Research

5.6 Support Growth of Economic activities

One of the principles of value chain development is to promote sustainable solutions that will continue

to benefit beneficiaries and sectors. Support will be provided to trained men and women to increase risk

bearing capacity of entrepreneurs,

invest in new techniques, and demonstrate

replicable activities for socio-economic

development. Depending on nature of

activity, entrepreneurs

would be

provided

support in form of

further trainings, toolkits

and any relevant technical inputs on

need basis. During reporting period, economic support was extended to 80 certified rice seed producers

and fruit plant nursery entrepreneurs. Proper packaging with labels duly certified by FSCRD added

value to the product (seed) that enhanced marketing of the certified seed produced rice seed producers

in district Malakand and Lower Dir. SRSP has extended support to 1,387 BIG members of red and

black persimmon, pear, walnut, rice seed in district swat, Malakand, Dir and Chitral. In addition,

PEACE through an active collaboration of Agriculture Research Institute (Swat) provided 57,000 buds



to 13 nursery entrepreneurs in Swat, Buner, Malakand, Lower and Upper Dir for certified plant

production (peach, plum, apricot, almond). Furthermore, process of fruit nursery registration and their

plant certification was taken up with FSCRD during reporting period.

5.7 Technical Assistance on Value Chain Development

SRSP has budgeted 480 person-days at a rate of €270/day for external specialized inputs. This may

include: specialized inputs on refining overall strategy and design of economic growth component of

the programme. So far, 16 person days of technical inputs to support and promote honey value chain in

district Chitral has been utilized under PEACE programme.

5.8 Formation of Business Interest Groups (BIGs)

Effectiveness and usefulness of Business Interest Groups had led its inclusion as a formal activity under

result 5. Communities around specific interest (value chain/innovations) are mobilized and organized in

form of Business Interest Groups (BIGs) for collective efforts to add value to their products and

capitalize on available opportunities. Capacities of these BIGs are developed in various skills to support

their businesses development and expansion. The programme plans to federate these BIGs as Business

Cooperative to ensure post project sustainability. During reporting period, 20 new BIGs were formed in

value chains of olive, lemon grass, rice and cut-flowers (glades). So far, 160 BIGs were formed with

over 2,000 members.

5.9 Introduce Innovations within Value Chain

This activity has also been introduced in second year work plan of PEACE under which the programme

will explore, introduce and demonstrate potential innovations consistent with available local resources

to produce marketable goods. The on and off farm innovations will be introduced in existing value

chains to further improve incomes of members of BIGs and generate employment at local level.

Innovative products; glades/cut-flowers compatible with agro climatic conditions of Swat and Upper

Dir were introduced. As much as 40 poor farming communities in Kalam, district Swat and 10 in

Lowari, Upper Dir were supported through provision of imported cut-flower seeds with allied

production practices. The technical backstopping support continued through agriculture experts of

Agriculture Research and Extension department. The farmers succeeded in production 50,000 plants of



glades that would be ready for marketing in coming months. To further support cut flower farmers,

market linkages have been developed with main market in Islamabad.

5.10 Introduce Innovations within Value Chain

The programme facilitated market

trails of various products supported

through the programe. A positive

response was observed during these

market trials and leading players have

shown a keen interest regarding these products. The results are encouraging as local producers gained

Glade produced in Kalam and Dir Upper Majority of farming community in Swat and Dir Upper have small land holdings and dependent on agriculture as one of the main sources of their livelihoods. The farming system is based on traditional practices confined to cultivation of cereal crops only. Off season vegetables production is introduced in recent past as cash crop, which had enhanced farmer’s income many folds, but still income per unit area is far less than prevailing potential of the area. PEACE project conducted a quick market analysis and identified sub sector floriculture having tremendous potential to be introduced in farming system of selected UCs. Gladiolus (Cut flowers) off season production and marketing was prioritized as a potential value chain by local farmers organized as glades Business Interest Groups (BIGs). The BIGs members were technically trained in pre and post harvest management and in skills to run glades as an enterprise. A field practical manual was developed for guidance of field team to facilitate production cycle successfully. High quality corms were procured from authentic source and provided to BIGs for demonstration with technical support from experts of the Government Agriculture Research Institute (ARI) Swat. Fifty demonstrations were established with 4 BIGs in upper Swat and 2 BIGs in upper Dir with a control plot of its traditional practice of farming. All demonstrations are progressing very well and 1st batch of 1,000 glades were taken to Islamabad for marketing. Based on 1st batch marketing of Glades the following outcomes are expected:

Cost Benefit Analysis of off season Glades (Cut Flower) Production

S.# Items Area Kanal Production Nos.

Price /Unit Rs.

Total Income PKR.

1. Glades (Cut Flowers) 01 6,500 20 130,000

2. Mother Corms 01 6,500 25 162,500

3. Small Corms 01 39,000 03 117,000

4. Total Gross Income 01 409,500

5. Total Production & marketing cost 01 242,250

Total net Income 01 167,250

Generally upper Swat and upper Dir farming system is based on cereals, potato and off season vegetable production, considered as high economic return cash crops of the farming community. Taking actual baseline of vegetables and potato production, cost benefit analysis was undertaken and compared with innovations (off season glades) introduced by PEACE. It is revealed that net return from traditional farming of vegetables/potato is PKR 48,000/kanal as compare to 167,250/kanal from off season glades.

During market trails of 15,000 kg. of black persimmon, produced by

629 producers were marketed at PKR 5.7 million making premium gain

of 0.95 million. The per/kg price has increased from PKR. 25-38/ Kg.

and it is envisaged that if only half of total production is marketed, an

extra premium of PKR 19.5 million will be obtained by producers.



confidence to enhance their production alongwith useful linkages development with key players in

markets of Peshawar, Rawalpindi and Islamabad.



Section 6: Partnership and Other Cooperation

SRSP has developed cordial working relationship with all major stakeholders including political

representatives, divisional and district administrations, civil society organizations, communities and

government line departments. SRSP has worked alongside all major stakeholders during this reporting

period to optimize results and develop useful synergies to capitalize on comparative advantages of

respective stakeholders for enhancing development effectiveness.

It is worth mentioning that EU funded PEACE programme has enabled SRSP to expand coverage and

outreach in all seven districts, which has also resulted in encouraging other donors to initiate sector

specific activities in partnership with SRSP invariably contributing to stabilization of Malakand division.

One such example could be FOSI-P’s supported Legal Empowerment Project in selected union councils

of Swat and Chitral. It works with community-based organizations and builds local capacities in basic

human and legal rights. Members of CBOs are selected and trained as community-based paralegals.

These men and women activists are prepared to provide technical advice, information and

representation to poor and marginalized members of the society. The paralegals are well connected with

legal advisors who extend legal support to clients with complicated legal issues on pro-bono basis.

SRSP had also partnered with UNICEF for promotion of EPI in 25 union councils of district Swat.

Though the project has been concluded in Feb, 2014, nonetheless, it utilized developed social capital for

promotion of awareness on immunization in children, which is likely to continue in coming future.

SRSP has also been partnering with British Council for its nationwide initiative called Active Citizens.

This initiative encourages youth to come forth, learn and lead process of development in their areas as

active and responsible citizens. The youth identified under PEACE programme can be a useful resource

to benefit from this exciting British Councils’ initiative. SRSP-PEACE would also develop synergies

with upcoming EU funded Community Driven Local Development programme to avoid duplication of

resources, optimize results and enhance development effectiveness.



Section 7: Challenges and mitigation measures

Few challenges during reporting period comprised:

- Staff turn-over (value chain officers and women social organizers). The programme has engaged

potential professionals through placement and affiliations.

- Frequent transfers of key officials at regional and district level. The programme staff invests a

good time to orient new officials on programme approach, methodologies. An innovative

approach of inviting these officials to programme gathering at community level has proved

useful in sensitizing these officials on continual basis.

- To meet challenges at local level, while remaining close to field realities, the strategies and

approaches developed at an initial level are continuously revisited and refined on regular basis

based on field reflections. This learning culture is now an integral part of PEACE programme.

- The unprecedented security threats and harsh weather conditions are also in amongst major

challenges. Investment in local people and people’s institutions has helped the programme to

carry out its programmatic activities without any major delays. In addition, the lean periods

during harsh winters, rainfalls, or snow is and would be used for refining planning processes and

ensure reflection of field achievements through proper documentation.



Section 8: Programme visibility

The programme has finalized its communication manual in order to get best results and value from

PEACE communication activities and ensure all partners and major stakeholders communicate in a

consistent and complementary way. Furthermore, SRSP has taken proactive measures to ensure high

visibility of SRSP-EU, PEACE in seven districts of Malakand division as highlighted below;

Website/Web Page for PEACE (www.srsp.org.pk)

Websites are increasingly becoming a basic requirement for communication to outside world. SRSP has

a well-established IT section which has prepared a separate page for PEACE on its website. This page is

updated regularly and presents important developments in the programme.

Face book Page for PEACE (www.facebook.com/sarhadruralsupport)

SRSP has also developed its face book page, which is followed by its national and international partners.

The IT Section has prepared a section on PEACE, which provides a display of major events and

pictorial presentations of PEACE interventions.

GIS for PEACE (srsp-peace.maps.arcgis.com/home/index/html)

SRSP has designed an online map using Geographical Information System that captures, stores,

analyzes, manages, and presents data with geo-referencing. It has comprehensive information on all

major components of PEACE. A real time monitoring of programme can be conducted through this

technology.

Newsletters

All details on programme activities conducted since inception has been documented in programme

newsletter.

Display Panels

Infrastructure specific display panels with all relevant details on CPIs/MHPs are mounted at strategic

locations. The multilingual display panels are visible and understandable by visitors, residents or any

stakeholders in the areas.



Banners and Posters

Panaflex and cloth banners are used in all events highlighting nature of activity and names of

implementing and funding agencies. These banners are useful tools to spread messages to wider

audience.

Promotional Items

SRSP has produced promotional items such as T-Shirts, Caps, and Sports Kits etc. as a supporting

material for information and communication. The promotional items clearly display logos and key

messages.

Programme Snapshots Photographs/pictographs showing progress of all actions are captured as an integral part of programme

documents, presentations and promotional materials. Moreover, these photographs are also used in

developing still picture documentaries or short movies shared with donors, visitors and other

stakeholders.



Section 9: Annual and Global Work Plans

Annual Work Plan for (August 2014- September 2014)


S. No

Activities

Semester 4

Targets

Overall Achievements as of July 2014 since

inception Implementing Body

(Apr 2014-Sept 2014)

11 12 Overall

2 Years Aug Sept

(4 Years)

Expected Result 1

1.1 Establish baselines using PRA, Socio-economic Profiling and Poverty Score Card.

500

Villages 250 121

Field/dist/Reg teams with support of PSU and SRSP HO

1.2 Mobilize & organize communities & form broad-based CIs & federate them at village/UC level

12000 CBOs

6,000 5,357

Field/dist/Reg teams.

HID, HO & PSU to provide tech support in community trainings.

1.3 Prepare and delivery CMST to community institutions

960

Events 480 618



1.4 Prepare and delivery LMST to community institutions

480

Events 240 194



1.5 Prepare and deliver training on FM and systems, and proposal writing at community level

12

Events 4 Nil

HID, SRSP HO and PSU will take a lead in delivering these trainings.

1.6 Develop Master Trainers 48

Events 24 20

Field/dist/Reg teams with support from PSU & HO relevant sections.

1.7 Facilitate experience sharing among CBOs through Manager Conferences

224

Conferences

112 62 Field/dist/Reg teams with support from PSU & HO relevant sections.

1.8 Arrange exposure visits for community activists

100 Visits 35 7 Field/dist/Reg teams with support from PSU & HO relevant sections.

1.9 Engage youth in development process by arranging co-curricular/recreational

400

Events 200 169




activities


3

Conventions

1 - SRSP Head Office and PSU PEACE


112

meetings 56 44


1.12 Programme Planning Meeting (PPM) 112

meetings 56 46 Regional/District Offices, PSU and SRSP Head Office

1.13 Capacity Building for Programme Delivery 25 events 8 22 SRSP Head Office

1.14 PPM of Community Resource Persons 252

meetings 84 9

Field teams (SoU) with support of District/Regional team & PSU.

Expected Result 2

2.1 Sites identification for micro hydro power units

240 Sites 109 109 Field(SoU) dist/regional team with support of PSU/MHP component.

2.2 Feasibility surveys and project technical digest preparation

240 project

digests 109 78

Field(SoU) dist/regional team with support of PSU/MHP component.

2.3 Sign MoUs and ‘Works Contracts’, if necessary with Community Institutions

240 MoUs 109 78 Field(SoU) dist/regional team with support of PSU/MHP component.

2.4 Prepare & delivery technical training for CB Project Management, Audit, O & M Committees

720

Committees 327 234


2.5 Initiate and complete schemes 240 MHPs 109 78 Field(SoU) dist/regional team with support of PSU/MHP component.

2.6 Facilitate process of establishing community-based O & M mechanisms for MHP

240 MHPs 109 78 Field(SoU) dist/regional team with support of PSU/MHP component.

2.7 Technical Assistance on Micro Hydel Component

128 P. days 106 61 Field(SoU) dist/regional team with support of PSU/MHP component.

2.8 Operation, Maintenance & Management Trainings for Communities 25 Events 8 4


Expected Result 3

3.1 Sign MoU with concerned government authorities for rehabilitation of govt. basic social service delivery facilities

On Need Base Achieved PSU, PEACE and Head office


771 Schemes 448 315 Field(SoU) dist/regional team with support of PSU/Eng. component.


771 digests 448 315 Field(SoU) dist/regional team with support of PSU/Eng. component.

3.4 Sign Memoranda of Understanding and ‘Works Contracts’, if necessary with Community Institutions

771 MoUs 448 315 Field(SoU) dist/regional team with support of PSU/Eng. component.



3.5


2, 313

Committees 1,344 945

Field(SoU) dist/regional team with support of PSU/Eng. component.

3.6 Initiate and complete schemes 771 CPIs 448 315 Field(SoU) dist/regional team with support of PSU/Eng. component.

3.7 Facilitate process of establishing community-based Operational & Maintenance mechanisms for CPIs

771 Schemes 448 315 Field(SoU) dist/regional team with support of PSU/Eng. component.


200 Events 67 5 Field(SoU) dist/regional team with support of PSU/Eng. component.

Expected Result 4


240 Events 120 129 Field (SoU)/dist/Reg team with support from PSU's women component.

4.2 Prepare and deliver Livelihood training for women


4.3 Prepare and deliver training for Vilalge Organization in their roles and managing their organizations


4.4 Train women community activists at village level to extend technical support to the trained cadre

8 Events 2 - Field (SoU)/dist/Reg team with support from PSU's women component.


6,000 women 3,000 47 Field (SoU)/dist/Reg team with support from PSU's women component.

Expected Result 5

5.1 Orient project staff on developing value chain concept

20 staff

members 40 25 PSU PEACE and VC Component

5.2 Prepare and deliver training on Value Chains (production, new samples etc)

4,000 men and

women 2,510 1202

Field (SoU)/dist/Reg teams with support from PSU/ VC component

5.3 Prepare and deliver training on Enterprise Development.

4,000 men and

women 2,746 602


5.4 Conduct knowledge sharing and exposure visit of Business Interest Groups (BIGs) of Value Chain and Enterprises.

4,000 men and

women 2,964 289


5.5 Facilitate Linkages Development with Business Development Service Providers (BDSPs)

132 Linkages 91 10 Field (SoU)/dist/Reg teams with support from PSU/ VC component

5.6 Support Growth of Economic Activities 4,000 men and

women 2,533 1,387


5.7 Technical Assistance on Value Chain Component

480 Person day 360 16 Field (SoU)/dist/Reg teams with support from PSU/ VC component



5.8 Business mobilization and BIG formation 400 men and women BIGs

120 160 Field (SoU)/dist/Reg teams with support from PSU/ VC component

5.9 Introduce Innovation within the value chain / subsectors

8 Innovations 5 2 Field (SoU)/dist/Reg teams with support from PSU/ VC component

5.1 Market trial for business linkages in value chains

40 events of market Trials

19 3 Field (SoU)/dist/Reg teams with support from PSU/ VC component



Global work-plan for Year 3 (August 2014-Mar 2015) and Year 4 (Oct 2015-Sept 2016)


S. No Activities

Year 3 Year 4

Overall Targets

Achievements Targets

Implementing Body S 6 S 7 S 8 As of July, 2014 As of Year 2 Year 3 Year 4

Apr 15-Sept 15 Oct 15-Mar 16 Apr 16-Sept 16

Expected Result 1

1.1 Establish baselines using PRA, Socio-economic Profiling and Poverty Score Card.

500 Villages 121 250 200 50 Field/dist/Reg teams with support of PSU and SRSP HO

1.2

Mobilize &organize communities & form broad-based community institutions & federate them at village/ union council level

12000 CBOs 5,357 6,000 3,000 3,000



1.3

Prepare and delivery community management skills training to community institutions

960 Events 618 480 240 240



1.4 Prepare and delivery leadership management skills training to community institutions

480 Events 194 240 120 120



1.5

Prepare and deliver training on financial management and systems, and proposal writing at the community level

12 Events Nil 4 4 4

HID, SRSP HO and PSU will take a lead in delivering these trainings.

1.6 Develop Master Trainers 48 Events 20 24 12 12


1.7

Facilitate experience sharing among community-based organizations through arranging Manager Conferences

224 Events 62 112 56 56


1.8 Arrange Exposure Visits for community activists

100 Visits 7 35 35 30 Field/dist/Reg teams with support from PSU & HO relevant



sections.

1.9

Engage youth in the development process by arranging co-curricular/recreational activities

400 Events 169 200 100 100



3 Conventions - 1 1 1 SRSP Head Office and PSU PEACE


112 meetings 44 56 28 28


1.12 Programme Planning Meeting (PPM)

112 meetings 46 56 28 28 Regional/District Offices, PSU and SRSP Head Office

1.13 Capacity Building for Programme Delivery

25 events 22 8 9 8 SRSP Head Office

1.14 PPM of Community Resource Persons

252 meetings 9 84 84 84

Field teams (SoU) with support of District/Regional team & PSU.

Expected Result 2

2.1 Sites identification for micro hydro power units

240 Sites 109 109 85 46


2.2 Feasibility surveys and project technical digest preparation

240 Feasibilities 78 109 85 46


2.3

Memoranda of Understanding (MoUs) and ‘Works Contracts’, if necessary with Community Institutions

240 MoUs 78 109 85 46


2.4

Prepare & delivery technical training for community-based Project Management, Audit, O & M Committees

720 Committees 234 327 255 138


2.5 Initiate and complete schemes 240 MHPs 78 109 85 48 Field(SoU) dist/regional team with support of PSU/MHP



component.

2.6 Facilitate process of establishing community-based O & M mechanisms for MHP

240 MHPs 78 109 85 48


2.7 Technical Assistance on MicroHydel Component

128 Person days 61 106 11 11



25 Events 4 8 9 8


Expected Result 3

3.1

Sign MoU with concerned government authorities for rehabilitation of govt. basic social service delivery facilities

On Need Base Achieved - PSU and Head office


771 Schemes 315 448 224 99



771 digests 315 448 224 99


3.4

Sign Memoranda of Understanding and ‘Works Contracts’, if necessary with Community Institutions

771 MoUs 315 448 224 99


3.5


2, 313

Committees 945 1,344 672 297


3.6 Initiate and complete schemes 771 CPIs 315 448 224 99


3.7

Facilitate process of establishing community-based Operational & Maintenance mechanisms for CPIs

771 Schemes 315 448 224 99





200 Events 5 67 67 66


Expected Result 4


240 Events 129 60 60 60

Field (SoU)/dist/Reg team with support from PSU's women component.

4.2 Prepare and deliver Livelihood training for women 240 Events 4 120 80 40


4.3

Prepare and deliver training for Vilalge Organization in their roles and managing their organizations

80 Events 19 20 30 30


4.4

Train women community activists at village level to extend technical support to the trained cadre

8 Events - 2 3 3



6,000 women 47 3,000 2,000 1,000


Expected Result 5

5.1 Orient project staff on developing value chain concept

20 staff members 25 20 - SRSP Head Office and PSU VC component

5.2 Prepare and deliver training on Value Chains (production, new samples etc)

4,000 men &

women 1202 2,510 1,510 1,510


5.3 Prepare and deliver training on Enterprise Development.

4,000 men &

women 602 2,746 1,746 1,746


5.4

Conduct knowledge sharing and exposure visit of Business Interest Groups (BIGs) of Value Chain and Enterprises.

4,000 men &

women 289 2,964 1,964 1,964


5.5 Facilitate Linkages 132 Linkages 10 91 21 20 Field (SoU)/dist/Reg



Development with Business Development Service Providers (BDSPs)

teams with support from PSU/ VC component

5.6 Support Growth of Economic Activities

4,000 men &

women 1,387 2,533 1,533 1,533


5.7 Technical Assistance on Value Chain Component

480 Person day 16 360 60 60


5.8 Business mobilization and BIG formation

400 BIGs 160 120 140 140


5.9 Introduce Innovation within the value chain / subsectors

8 Innovations 2 5 2 1 Field Teams (SoU) with support of District/Regional team

5.1 Market trial for business linkages in value chains

40 events 3 19 11 10 Field Teams (SoU) with support of District/Regional team

SRSP-PEACE third interim technical implementation report

Government & Nonprofit

Transcript of SRSP-PEACE third interim technical implementation report