Vulnerability Reduction and Social Cohesion in the crisis affected areas

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United Nations Development ProjectCountry: PakistanProject Document

Project Title: Vulnerability reduction and Social Cohesion in Crisis Affected Regions (Building on the lessons learnt from Sustainable Development through Peace Building, Governance and Economic Recovery Project in Khyber Pakhtunkhwa, Pakistan)

OP-II Outcome(s): National, provincial & district capacities to prevent, assess, reduce & manage risks are developed

Creation of employment opportunities & decent work through industry, construction, services, vocational/skill training, agricultural & cultural development, as well as promoting youth employment & public-private partnerships

Vulnerable populations in complex emergencies benefit from improved prevention, risk reduction & response (mitigation), and are assisted to reach development goals including MDG targets

Improved accountability and access to quality social protection and other services for excluded and vulnerable people

Expected CP Outcome(s): Strengthened national capacities to develop, monitor and implement pro-poor policies and projects at the national and local levels for contributing towards the reduction of social and economic inequality, timely recovery from the ongoing impacts of crisis, and the attainment of MDGs

Communities in high-risk areas empowered with resources and capacities to respond to and recover from disasters

Enabling environment for sustainable return, improved harmony and security and enhanced and diversified livelihoods opportunities for men, women and youth and vulnerable groups in the crisis-affected areas to build communities’ resilience to disasters.

Creating an enabling environment for private sector-led growth to expand and improved livelihoods and reduce poverty.

Expected Output(s): Provincial level capacities developed on crisis sensitive recovery programmes including strengthening of existing on-going government initiatives from a crisis and gender lens.

Restoration/Rehabilitation of community infrastructure and alternative energy and DRR promoted at local level.

Build resilience of crisis affected communities to future shocks and stress by increasing and diversifying livelihood means.

De-radicalization through peace building and livelihood opportunities for women and youth to enhance economic returns for the crisis affected communities.

Families of bomb blast victims rehabilitated through different livelihood opportunities (Ref:Prodoc on Bomb Blast Victims)

Peace Building and social cohesion through media sensitization

Implementing Partner: PaRRSA/PDMA and Social welfare department, KP

Responsible Parties: PaRRSA/PDMA,NGOs & Provincial Government Departments

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Project Period: 2013-2018

Key Result Area (Strategic Plan): Crisis prevention

Atlas Award ID: _________

Start date: _________End Date _________

PAC Meeting Date _________

Management Arrangements NIM

Brief Description

UNDP in collaboration with its partners; the Government of Khyber Pakhtunkhwa and Civil Society Organizations initiated its Early Recovery Project in 2010 in the Malakand Division (Buner, Swat, and Upper Dir, Lower Dir, and Shangla districts). This three year project titled ‘Sustainable Development through Peace Building; Governance and Economic Recovery in KP’ has been successfully implemented; establishing good practices and building on the lessons learned for future interventions. Founding its niche in the early recovery and rehabilitation work, UNDP in consultation with stakeholders in Khyber Pakhtunkhwa wants to build on the success of the project and plans to launch a new initiative in the already targeted regions of KP and Southern Districts including D.I Khan and Tank and Lakki Marwat. The project will also be extended to Baluchistan after having detailed consultations with the relevant stakeholders.

The previous project has achieved significant milestones in bringing visible change in the socio-economic fabric of the people of target area. Capacity of Provincial Reconstruction, Rehabilitation and Settlement Authority (PaRRSA) has been enhanced for reconstruction related projects in Malakand Division. The crisis affected communities have become able to initiate their livelihoods through vocational skills trainings, cash grants, assets replacement and enterprise development. The project supported in strengthening Public service delivery through capacity building, rehabilitation of damaged government buildings and operational support to district government offices in the region.

The proposed new project will focus around the following four components;

1. Institutional Strengthening for crisis sensitive community led programming and local development2. Strengthening social capital for peace through restoration of community basic infrastructure, alternative

energy solutions, and disaster risk reduction. 3. Peace Building and social cohesion with particular focus on bomb blast victims and ex combatants'

families, women and youth.4. Peace Building and Social Cohesion through media sensitization

Agreed by (EAD):

Agreed by UNDP:

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Total budget: 21 Million US$

Total resources required _________Total allocated resources: _________ Regular _________ Other:

o Donor _________o Donor _________o Donor _________o Government _________

Unfunded budget: _________In-kind Contributions

Table of Contents:

SITUATIONAL ANALYSIS

I. Background and Development Context ………………………………………………….

II. The Response 2009-2012 ………………………………………………………………..

III. Community Restoration and Social Cohesion in Crisis Affected Regions Project 2013-17………………………………………...................................................................

PROJECT STRATEGY………………………………………………………………............

SUSTAINABILITY

GEOGRAPHICAL FOCUS …………………………………………………………………......

LINKAGES WITH ONGOING PROJECTS ……………………………………………….

KNOWLEDGE MANAGEMENT AND COMMUNICATIONS ……………………………….

RESOURCE MOBILIZATION STRATEGY ……………………………………………………

MONITORING AND EVALUATION ……………………………………………………………

MANAGEMENT ARRANGEMENTS …………………………………………………………..

LEGAL CONTEXT ------------------------------------------------------------------------------------------

ANNEXES:

RISK MATRIX ……………………………………………………………………………..........

ANNUAL WORK PLAN /BUDGET: 2013-2017 ……………………………….........................

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SITUATION ANALYSIS

The Background and Context

1. Khyber Pakhtunkhwa (previously known as North West Frontier Province) covers an area of 74,521 sq. km with an estimated population of 22.2 million. It is located on both banks of the river Indus and stretches from the Himalayas in the north to the deserts in the south where it is bordered by the Balochistan and Punjab provinces. Geographically the province could be divided into two zones: the northern part extending from the ranges of the Hindukush to the borders of Peshawar basin; and the southern part extending from Peshawar to the Derajat basin. KP has a total of 24 districts. The Province is amongst the least developed areas of the country with a poverty rate of 39%, and poor social indicators related to literacy (43.9% -55% male and 32.3% female), MMR, IMR and nutrition. The population under 15 years of age is 47%.

Table I Key Indicators for Khyber Pakhtunkhwa – PakistanKPK Pakistan

Population (1998 Census)(52% are male and 42% female)

17.7m 132.4m

Population {March 2009 estimate) 22.2m 165.7mPopulation under 15 47.2% 43.4%GDP Growth Rate 4 %

Population below poverty line 38.1% 34.0%Literacy RateMaleFemale

50.9%70.1%32.3%

57.7%69.5%45.5%

Rate of skilled attended births 38% 39%

Road km / sq. kilometer 0.16 0.32Households with tap water 45% 32%Households with safe sanitation 62% 66%

Sources: Economic Survey 2011 and PSLMS 2010-11 2. Pakistan has seen waves of extremist violence since 2002 when the Taliban government in

Afghanistan was toppled by a US-led coalition. Remnants of the Taliban crossed the porous Afghanistan-Pakistan border to take refuge in KPK. . Soon Pakistan saw an emergence of Pakistani Militants who eventually built strongholds in the adjoining Khyber Pakhtunkhwa (KPK) and gained control of Swat Valley in 2007. In February 2009, the provincial government signed a peace deal with the militant group in order to stop their terrorist attacks. The ceasefire was short lived, and after a series of blatant suicide bombings, on April 27, 2009, the government launched military operations to drive out the militants from KPK; this triggered a massive humanitarian crisis.

3. The crisis between the militants and armed forces in Swat, Buner, Dir, and Shangla districts of Malakand Division forced over 2.3 million people to leave their homes. To compound these issues, many families abandoned their means of livelihood and during their displacement, accrued debt in order to meet basic needs. In July 2009, after the government regained control, the crisis-affected families were enabled a safe return home through the ‘Naway Sehar’ (Dawn of a New Beginning) project of the Pakistan and KPK governments, with the assistance of international humanitarian organizations. However due to a prolonged gap in economic activity, the majority of crisis-affected families lacked basic income-generating options, and the displacements had depleted their minimal

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savings. Many families lost their source of income due to the destruction caused by the crisis, and upon their return, there were few opportunities for people to meet their day-to-day needs and revive their livelihoods. The magnitude of destruction was massive. Swat district suffered the most infrastructural damage, with some estimates comparing the levels to those witnessed after the 2005 earthquake. With the support of UNDP, the Early Recovery network undertook a Crisis Early Recovery Initial Needs Assessment (CERINA) that provides evidence-based information for priority interventions.

4. This crisis followed by the 2010 floods, caused enormous damage to the economy of Khyber Pakhtunkhwa (KPK); in particular to the agriculture sector. The rural population which constitutes 80 percent of the total population in KPK is overwhelmingly dependent on agriculture for their livelihoods. Up to 97 percent of spring crops – mainly wheat but also fruits and vegetables – were lost, as fields ready for harvest were abandoned and became inundated. 80 percent of 2009 autumn crops could not be planted, as families could not return to their farms. The 2009-2010 spring crop was also negatively affected, because many returnees did not have enough earnings or savings to revitalize their agricultural activities. Farmers also lost seeds and fertilizer stocks from the previous season. To compound this dire situation, many livestock – the main asset of rural families – died. Farmers who wanted to take their animals with them could not find transport. As a result, they either abandoned their animals or sold them at low rates. An estimated 717,000 large and 726,000 small animals were lost in the crisis area, which represents 37 percent of the total large and small animal population. In addition to direct damages in the form of lost animals, this sector has suffered from significant indirect losses in terms of reduced output. Animals that were not lost or sold could not be adequately fed or maintained due to disruptions caused by the crisis, thus milk and meat output suffered. Some animal shelters suffered significant damage during the fighting and floods and the feed that was harvested and stored for winter fodder was lost.

5. Terrorism attacks have engulfed the entire province and continue to do so with varying frequency. Following table gives detail of bomb blasts in different districts of the province.

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Source: South Asia Terrorism Portal ( data of 2011-2012)

6. The indirect costs are in the shape of decreasing quality of education, massive unemployment, decline in investment, and loss of productive time. These have had a major impact on service delivery which was already fraught with inadequate financing, under spending and lack of effective planning and governance. 65% of schools in Swat, as well as 35% of schools in Buner, Shangla, Upper and Lower Dir and Malakand districts were destroyed. According to Swat Youth Front survey, before the crisis, 48% of the population had a monthly income of PKR 40,000, and 8% had an income of PKR 5000. After the crisis, 4% have a monthly income of PKR 30,000 and 35 % had no income.

7. The economic consequences of this disaster are expected to last for years, especially for extremely poor and vulnerable families, many of whom have borrowed money to cover their families living expenses and are now in debt. The social and economic costs such as violation of human rights and gender discrimination can be measured by looking at the mal-treatment of women by the Militants, and the destruction of schools and other basic facilities during this period. Women were prohibited from leaving their homes and many who were working outside their homes had to abandon their

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S# District No. of Bomb Blasts No. of Deaths No. of persons Injured

1 Bannu 7

29

42

2 Battagram 3

11

34

3 Buner 3

9

5

4 Charsadda 17

113

213

5 D.I.Khan 4

20

17

6 Hangu 9

68

133

7 Haripur 1

-

2

8 Kohat 13

28

63

9 Lakki 3

6

37

10 Lower Dir 6

61

70

11 Mardan 3

2

28

12 Nowshera 10

51

127

13 Peshawar 51

227

568

14 Swabi 5

18

34

15 Swat 2

31

73

16 Upper Dir 2

5

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work. Although peace has returned to the area, the effects of the crisis can still be seen. For example, in the cosmetics factories a majority of the employees were women, whereas they have now entirely been replaced by men. . The disoriented youth became easy targets for recruitment by militant groups, and the traditional Pashtun ‘Jirga’ system of communal arbitration was weakened by the crisis. Basic services became inaccessible either because of destruction of facilities or lack of operating staff. There is still an urgent need for crisis prevention and social cohesion to address the growing divide within and among communities. Social tensions and grievances have escalated as a result of events leading to the crisis and the subsequent displacement. Communities have become divided roughly along the lines of those who supported and benefitted from crisis and those who fell victim to it. During this time, the latter have allegedly lost their properties, faced harassment, lost family members, and have had to be displaced from their homes. The crisis has impacted both men and women equally. . Due to the male-dominated culture and values of KPK, men are under enormous pressure during crisis situations to provide for their families, as there is a social reluctance to seek women’s’ help in economic activities. The loss of all hope may result in men especially young adults joining the ranks of the militants. Women face pressure as the audiences of religious sermons given on the radio ordering them to send their sons to Taliban training camps.

8. The health sector in KPK is conventionally under financed much like the rest of Pakistan. It continues to be so despite the fact that one third of the health facilities including Rural Health Centers (RHCs) and Basic Health Units (BHUs) in the province have been damaged due to the crisis and the floods. The communities in KPK prioritize health as a key concern whereby public services are not available or are of low quality. In case of women’s health, even when there is a health facility available, women may not when facility is available due to preference for female health care providers it is not used. There is a dearth of female health providers and opportunity exists to deploy train and market a new cadre of Community Mid Wives (CMWs).

9. The pre-existing health indicators of the population before the crisis were already quite poor and there were no projects to create awareness on changing health patterns and behaviors. 60% of expenses on health are paid by families themselves who are already very poor. This cost can result in most of the household income remaining from food being spent on obtaining health care. Due to poor governance the health sector is also subject to inadequate planning and coordination resulting in unnecessary delays in execution and low levels of expenditure. At the community level there is a lack of referral systems. Out-of-pocket expenditure of the provincial government on health care is as high as 76% which is the highest amongst all provinces. How this situation can be improved requires evidence-based research. The situation of girls in the province is of particular concern. Under traditional practices girls marry early and this contributes to the dire MMR and IMR indicators. The key finding of the National Nutrition Survey in Khyber Pakhtunkhwa 2011 was that the level of chronic malnutrition has increased from 43 percent to about 48 percent during the last 10 years. The survey found that on average; almost 32 percent of households in Khyber Pakhtunkhwa were food-insecure, meaning they lacked access to adequate food.

Table 2. Health Indicators KPK

KPK NationalMMR 275/100,000 live births 272/100,000 live birthsNeonatal Mortality Rate 41/100,000 live births 54/100,000 live birthsChild Mortality Rate 101/1000 94/1000Fertility Rate 4.3 per woman 4.1 per woman

Source: KPK Health Strategy 2011.

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10. Serious concerns are related to the capacities of the provincial / local governance authorities to take on new challenges. The affected areas have witnessed environmental degradation on a vast scale which has resulted from the destruction of natural resources, principally the forestry and waterways, by the remaining community members and the insurgents. This has been compounded as a result of uncertain sources of energy supply and heavy dependence on natural resources to meet the daily needs for energy.

II. THE RESPONSE

The Peace and Development Project - 2009-2012:

UNDP in collaboration with its partners the Government of Khyber Pakhtunkhwa and Civil Society Organizations initiated its Early Recovery project in 2010 in the Malakand Division (Buner, Swat, and Upper Dir, Lower Dir, and Shangla districts). This three year project titled ‘Sustainable Development through Peace Building; Governance and Economic Recovery in KP’ has been successfully implemented, establishing good practices and lessons learned for future interventions. In view of this success, UNDP in consultation with stakeholders in Khyber Pakhtunkhwa and plans to launch a new 5 years initiative in the already targeted regions of KP and three Southern Districts including D.I Khan, Lakki Marwat and Tank.

After having detailed consultations with the relevant stakeholders of both the regions, the project will be further extended to Balochistan.

11. During its three years of implementation the Peace and Development project through early recovery has achieved the following results:

Institutional strengthening of PaRRSA (Provincial Reconstruction Rehabilitation and Settlement Authority) for early recovery coordination through hardware and trained human resources which are now fully equipped to respond to disasters.

Economic recovery and sustainable livelihoods strengthened through community participation and ownership. This comprised of cash for work, livelihoods grants, vocational training, establishing market linkages, asset replacement, and agriculture and infrastructure development. Safer environmental practices were introduced in the communities including use of solar energy (solar geysers, solar water pumps), plantation drives and conversion of marble dust to fertilizers. Small grants funds for local CSOs ensured capacity at the grassroots level.

Social cohesion and peace building was promoted by engaging the youth in healthy activities to reduce their vulnerability to radical elements. To this end sports facilities were rehabilitated, and sports festivals were organized. Trainings in crisis-sensitive planning and gender-responsive recovery, peace-themed events, ‘muslahati jirgas’ (alternative dispute resolution mechanisms) and research studies and assessments on key issues were conducted.

Local governance was reinforced by building the capacity of service providers, and through formation of committees. Community participation was made possible in planning, implementation and monitoring. Resultantly a One Window Operation was established between the district governments and the community. Training was provided to the police, lawyers and CSOs, and Community Based Disaster Risk Management (CBDRM) established.

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Project Beneficiaries: A total of 897, 199 persons benefited from this project of which 319,727 were women.

Impact of the Project

The overall impact of the project was a) Policy impact resulting in fast track implementation of policy recommendations, a crisis sensitive organization – PaRRSA - established within the government with capacity for crisis sensitive planning and a disaster risk management strategy b) Visible social impact through peaceful coexistence within communities and return to normality in district Malakand c) Partnerships established by the provincial government with donors, CSOs and communities at provincial as well as district levels.

The Peace Building Strategy of the KP government is focused on interventions that create the conditions for long term peace and development with recommendations for fundamental reforms that protect basic rights and address the key governance, security and development shortfalls and inequities that have caused the crisis. The provincial government has developed a Comprehensive Development Strategy (CDS) that provides sector wise priorities and strategy of the provincial government for 2010-2017. An Economic Growth Strategy reinforces core priorities of the CDS within a time frame of three years. To achieve the Post Crisis Needs Assessment (PCNA) strategic objectives, the Multi Donor Trust Fund (MDTF) which is supposed to provide the main framework for donor alignment will soon be operational for KP. UNDP also supported the government of KP in the study on bomb blast victims and follows up on relevant support for the families of these victims. 1

PCNA: the Overarching Framework

The Post Crisis Needs Assessment (PCNA) undertaken over a period of 11 months is the over arching framework laid out for KPK for a pragmatic and sequenced peace building strategy that delivers on an agreed vision within a timeframe of 10 years. PCNA was completed before the 2011 devastating floods therefore the impact of the floods could not be assessed. The vision emanating from the PCNA is a result of the distillation of inputs from various stakeholders including the affected communities, establishing the drivers of the crisis that were then translated into four strategic objectives to be achieved through mutually supporting interventions.

The four strategic objectives of the PCNA are

1. Build responsiveness and effectiveness of the State to restore citizen’s trust2. Stimulate Employment and Livelihoods Opportunities3. Ensure the delivery of basic services4. Counter radicalization and foster reconciliation

To facilitate the above objectives a peace building strategy has been established and nine sectors for interventions have been identified. Since UNDP is one of the key partners of the government, it intends to play a role in the achievement of PCNA objectives along with other partners. UNDP plans to move out of recovery and towards development by extending its outreach beyond Malakand division to other southern districts of KP.

COMMUNITY RESTORATION AND SOCIAL COHESION PROJECT 2013-2018

1 Bomb blast survey conducted by UNDP printed in 2011-2012.

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Building on the lessons learnt and good practices in Malakand division and using the overarching framework of the PCNA, the new project would target 2 million people- of which 40% will be women.

Project Strategy

Congruous with the government’s long term development strategy, the project will be implemented in partnership with PDMA/PaRRSA. As a main executing agency, PDMA/PaRRSA, through this project will ensure crisis prevention and building human, organizational and societal capacity to better respond to and cope with the crisis situation. The project strategy focuses on all the crisis affected and crisis prone populations in the province with especial focus to areas including Swat, Buner, Malakand, Shangla, Dir Upper, Dir Lower, Laki Marwat, DI Khan and Tank . The beneficiary selection criteria for each intervention will be developed on the basis of vulnerability indicators and project will prioritize extremely vulnerable households headed by women or elderly men, widows, families supporting an orphaned child, families having children involved in harmful labour in order to meet their income requirements, and families with persons with disabilities and families that have 10 or more members and an income of PKR. 7,000 or less.

Coordination with relevant government line agencies, including PDMA/PaRRSA, Planning and Development, Social Welfare Department, government line departments, NGOs and Public private sectors operational in the targeted areas will help the project to avoid duplication of effort. During beneficiary selection, the list of potential beneficiaries will be finalized before sharing information about each intervention with them – this helps reduce community crisis and pressure to include families that don’t meet the criteria. At this stage, the number of families identified will be 10 percent greater than the intended target beneficiaries, in order to accommodate for future drop-outs and avoid the need for another round of beneficiary identification during the project. Beneficiary selection will take into consideration the Poverty Score Card criteria with that of Benazir Income Support Project (BISP), the largest safety net project of the government of Pakistan which has similar indicators, and will also focus on families with a high-dependency ratio, sufficient spare labour capacity, as well as households with a limited capacity to engage in other programme activities, which have members willing and able to work. It is important to link the targeting criteria. Keeping in view that the targeting error of the poverty score card used in BISP is considerably high; the Project should then intentionally target those who could not be included in BISP. Nonetheless since BISP is primarily a Social Safety Net (SNN) for women who receive cash transfer every month with only a limited number who are supported for creation of livelihoods; the project should not exclude BISP beneficiaries who only receive cash transfers and require support to generate incomes for sustainable livelihoods.

A crisis analysis was carried out by the project in phase I in partnership with local institutions to understand the crisis dynamics and peace capacities in order to leverage the peace potential of long term recovery and development. This analysis has significantly helped in developing this document in understanding the identified drivers of crisis, peace capacities etc., and can continue to be a valuable resource for long term development interventions of the government and the donor community in KPK. The project will use crisis sensitive approaches in planning, implementation and monitoring and evaluation with gender and disaster risk reduction as a cross cutting theme to ensure the participation of women and other vulnerable groups in economic activity, in decision making and as main actors, rather than passive recipients. Youth energies (men and women) will be capitalized upon by involving them in voluntary activities to spread awareness on social issues and acts as agents of change in their communities. Standard Operating Procedures (SOPs) will be developed for al interventions to team will adhere to that.

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The beneficiaries will be involved at all levels, ranging from project planning, implementation to monitoring and evaluation. The project team will ensure their full participation, and wherever possible, community laborers and resources will be utilized. Community Organizations/Peace Committees will be revitalized at the village level to play a significant role in beneficiary selection and managing the implementation of the program. The activities will be undertaken through the revitalization/formation of grassroots Community Organizations (COs)/Peace Committees of men and women by applying the principles of social mobilization and participatory development. The action will include a mobilization process at village and Union Council level. By building on proven and existing experience and best practice and the adoption of holistic approaches, the project will facilitate the engagement and dialogue of COs/peace committees with local authorities to ensure resources and incomes are supporting the poorest to ensure peace and social cohesion in the crisis affected areas. Capacity of local authorities will also be enhanced in effective planning, monitoring and supervising development interventions to address roots causes of crisis, designed together with the input of Community Organizations/Peace Committees and development of village development plans.

Through improved and diversified livelihood interventions and other sectors including community restoration social cohesion and alternate energy, communities will be mobilized and strengthened, to articulate their requirements and engage with state institutions in the decision making process. Community organizations/Peace Committees will be supported to form local networks for collective actions and will be provided both technical and financial assistance to develop strategic plans for their respective areas. Their capacity will be built through different types of trainings, workshops and seminars to dialogue and carry out research on post crisis situations. The project will ensure that all segments of the community, including at risk children, women, and the elderly, benefit from the different components of the recovery program.

Vulnerable communities will be trained in disaster risk management followed by establishing disaster management committees and emergency response teams in the most vulnerable areas, based on vulnerability mapping. Participatory hazard, vulnerability and capacity assessment exercises will be initiated to develop disaster management plans in the most vulnerable areas by the COs/PCs. Women and men volunteers will be trained and capacitated to take proactive roles of disaster mitigation and handling emergency situations. According to their priority needs, for such development initiatives communities will be encouraged to contribute in cash or in-kind wherever this is feasible. All the initiatives implemented by the communities, and monitored will be handed over to the concerned government line departments and communities. Moreover, communities will be capacitated to prepare an exit plan for all such initiatives.

Communication, accountability and transparency mechanisms identified and set up in order to ensure better access to public services and information by communities to which they are entitled. Through this project, COs/Peace Committees and local authorities will together identify and implement approaches to address blockages and barriers to accessing public services.

In order to ensure that interventions in the proposed project do not cause unintended harm, UNDP will undertake Gender Sensitivity mainstreaming initiatives. The Gender Sensitivity mainstreaming and do-no harm support will be aimed at creating balanced opportunities of access to and control over economic resources, and at promoting an equal treatment of affected women and men, in full consideration of their different needs and social status, and of their individual human rights. It will further ensure that the delivery of the project outputs does not create negative side effects on the safety and dignity of beneficiaries, neither reinforces pre-existing power imbalances that may contribute to the perpetuation of current levels of vulnerability.

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The project will have the following four Components:1. Institutional strengthening for conflict sensitive community led programming and local

development.2. Strengthening social capital for peace through community basic infrastructure, expanding and

improving social services and economic opportunities, alternative energy solutions, private sector-led growth and disaster risk reduction as a cross cutting theme.

3. Peace Building and social cohesion with particular focus on bomb blast victims and ex- combatants' families, women and youth.

4. Peace Building and social cohesion through media sensitization and communication for development.

A. Institutional Strengthening for crisis sensitive community led programming and local development

Since the province faces the challenge of inadequate expenditures, duplication of efforts and gaps in service delivery; for example in many areas facilities have been established but there are no human resources to make these functional and accessible to the population. Crisis sensitive project is essential in the local development projects. In this regards, the institutional strengthening of PDMA/ PaRRSA and the Social Welfare Department supports UNDPs strategic vision of government as the owner of development projects. Building on the successes of previous project, the institutional and technical capacity of these departments will further be enhanced to respond to the urgent needs, with the ability to ensure prevention and protection of citizens from hazards and providing sustainable solutions to development. The strategy therefore requires an effective coordination mechanism and a commitment to learning and accountability. The intervention will focus around nurturing expertise for coordination to avoid duplication of resources and sectoral and monitoring, evaluation, accountability, aid effectiveness and coordination expertise to track the overall progress of government and non-government interventions and facilitate effective and efficient crisis sensitive project planning and implementation together with strong community participation.

Provincial Disaster Management Authority/Provincial Reconstruction, Rehabilitation and Settlement Authority PDMA/(PaRRSA) will be the main executing agency to implement this program. The program will assist in its smooth amalgamation with the Provincial Disaster Management Authority (PDMA) including the establishment of strong linkages with other departments including, Rescue 1122, Civil Defense and district authorities etc. The project will develop a transformation plan for nurturing functional linkages between PDMA/PaRRSA and other crisis-handling entities at the provincial level including Rescue 1122, Civil Defense, and district authorities.

PaRRSA staff will be trained on crisis sensitive programming, dispute resolution, gender sensitization, aid effectiveness and coordination. This will be initiated after a detailed need assessment of PaRRSA and accordingly trainings on the best practices and systems needed for crisis sensitive development will be provided to PaRRSA Training courses will be conducted in crisis sensitive programming/planning, dispute resolution, disaster management, leadership skills, gender sensitization, budgeting, aid effectiveness, value for money, monitoring and evaluation systems in crisis projects/programmes for the concerned government officials through ongoing courses of the government and tailor made training programmes.

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B. Strengthening social capital for peace through restoration of community basic infrastructure, alternative energy solutions and private sector-led growth.

a) Restoration/Rehabilitation of Small Damaged Community Infrastructure and Micro Enterprises:

This component of the project will be initiated with the revitalization of Community Organisations/Peace Committees/Peace building organizations (The networking and mapping of peace building organization is the baseline since it highlights which peace organizations exist2 ) and strengthen their capacity to identify, plan, implement, monitor and maintain small damaged community infrastructure schemes in their areas. The knowledge of community activists who are members of the Peace Committees will also be enhanced in bottom-up management, planning and implementation and monitoring of schemes for the promotion of peace building and human security and disaster resilient structures. These organizations will also facilitate in ensuring equitable access of opportunities and participation from the communities. The project will ensure that the /COsPCss are registered with the government and are working closely with the government line departments at the local level.

The needs will be demand driven. The identification of damaged schemes (including water pumps and water pipelines that supply water from tanks and springs, footpaths, culverts, suspension bridges, link roads, watercourses, protection bunds etc) will be done in a participatory manner with the help of the COs/PCs and the line government departments to improve communities’ access to basic services and markets for improved livelihoods. For the rehabilitation of disaster resilient community infrastructure, the project will specifically focus on incorporating Disaster Risk Reduction (DRR) measures by raising plinths of villages, renovate embankments and roads and flood protection walls/barriers. Where possible, local materials will be used to rehabilitate these structures. Under the livelihood component of this project, damaged enterprises of bomb blast victims and ex-combatants families will be identified and rehabilitated.

This is in agreement with undertaking a holistic and integrated project approach to ensure gaps in interventions do not become barriers for achieving the results and impact. This will be supported with training and grants where community labor is involved. When the COs/PCs perform participatory needs assessment for community infrastructure needs, profiling will be done using sex-disaggregated data and would ensure sensitivity to the needs and priorities of men, women, youth and disabled The PCs will be able to mobilize both internal and external resources for their developmental plans. Among the infrastructure needs, efforts will be made to rehabilitate/reconstruct earthquake resistant infrastructure for the revitalization of small damaged businesses at the community and household levels and micro-hydel schemes in order to revive the socio-economic fabric in the prioritized crisis affected union councils.

b) Safe Environmental Practices:

Alternative Energy

Building on the best practices in the previous project in KP, alternative energy and safe environmental practices would be promoted. This includes provision of renewable energy

2 Research commissioned by Peace and Development programme on Networking and Mapping of Peace building organization and initiatives in Malakand Division.

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technologies such as solar lights, solar water pumps, solar water heaters, solar panels on tube wells and energy efficient stoves, water filtration plants operate on renewable energy, etc.

Solar energy equipment will be installed at community buildings including religious buildings such as mosques, churches, guardwaras, schools, colleges, BHUs, Women Development Centers (details are mentioned in section ‘home based businesses’) and other identified public buildings to provide benefit to maximum number of crisis affected population. With public private partnership the project will install water filtration plants at community buildings, which can operate on renewable energies to ensure that communities have an efficient and sustainable approach to water usage. In addition, energy efficient stoves will be provided to the most vulnerable population including women and disabled. The maintenance of these equipment will be the responsibility of Community Organisations/Peace Committees.

In addition to promoting the use of solar energy, the project will also address the interrupted electricity (load shedding) problem due to which community livelihood is badly affected. The project will install low cost hydro power for better economic activity for the vulnerable population. . In economic revival the major impediment is the energy crisis. With low-cost and uninterrupted electricity, local businesses will also thrive and livelihoods will be improved, making communities more resilient to shock and stress. Hydro power is the best available option in KPK which is sustainable, renewable and low cost. However, to ensure the feasibility, a technical feasibility of the potential sites to install hydro power units will be conducted and to link the output with local economy of the vulnerable population. COs/PCs will ensure the maintenance of these small plants and ensure to provide maximum benefits to the most vulnerable population especially women and disables. .

3. Peace Building and social cohesion with particular focus on bomb blast victims and ex- combatants' families, women and youth.

The project in line with the Peace Development Strategy of Government of KPK, also seeks to address the cultural psychological and ideological elements; with a view that reconciliation, tolerance and peace will not happen without further complementary interventions required in addition to the above. The understanding is that the main drivers of reconciliation are the communities themselves. Enhanced role of vulnerable communities (men, women and youth) in decision making foster social cohesion and peace with the local government aiding local level crisis resolution mechanisms. The relatively successful security operation in Malakand, while having resulted in a tactical advantage, does not address the root causes of the crisis. Therefore a peace building and social cohesion lens is of immense importance for everything this project intends to accomplish across other pillars.

Youth in KP are over 50% of the population and are vulnerable to recruitment into terror networks. The contributing factor towards this vulnerability include, poverty, limited and irrelevant education, limited and un-remunerative employment opportunities, lack of co-curricular activities and lack of trust and voice in local administration and justice system. Furthermore, the total absence of their role in community activities and lack of opportunities for youth including sports and volunteerism has also contributed towards youth being drawn into extremism. This is a high risk situation and corner stone for developing a crisis prevention project. Young women are further sidelined due to gender norms related to socio-cultural barriers. This structural problem of lack of access to opportunity was further compounded during the crisis by the attack on girls’ education by the Taliban that led to the destruction of educational infrastructure.

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Similarly, Khyber Pakhtunkhwa has a very fragile security environment. As a follow up of the study commissioned by UNDP on families of bomb blast victims; and after coordination with International Relief and Development organization (implementing Conflict Victim’s support program funded by USAID), UNDP has designed specific interventions through an integrated approach to benefit the bomb blast victims in Khyber Pakhtunkhwa. IRD has been developing a comprehensive data base of bomb blast victims. Duplication will be avoided and through the proposed project a holistic approach will be adopted to cater the unmet needs of these families

Promoting De-radicalization by Engaging Youth for Peace through Sports and Arts

Youth in KP amounts to over 50% of the population and are among the most vulnerable and neglected demographically, with limited educational or economic opportunities. The situation is one, which lends itself for alienation, restlessness and frustration and therefore providing fertile grounds for recruitment by militants. Engaging youth by channelizing their energy in healthy activities and giving them the role of peace ambassadors will be integral to social cohesion. This would include rehabilitation of sports facilities, sports events and festivals and through this communication of key messages on peace (developed by local youth themselves).

The project will conduct a detailed appraisal of sporting needs in the new areas, opportunities and interests of local populations, especially youth, women and persons with disabilities. One of the target groups will be teachers and coaches with access to students and youth – they will be provided with coaching, mentoring, and psychosocial skills. Another target group will be colleges and universities, secondary schools and informal/incipient local sporting groups, which would be provided with basic sporting equipments, coupled with leadership and peace building related training. Traditional sporting activities of the region – Dabddi (form of local wrestling), Jalsa (Persian water wheel competition) and Makahaa (traditional archery) would also be included. Community rehabilitation of sporting facilities, with community participation will be facilitated by this project, which would provide an opportunity to mobilize people around something positive. All these activities will be implemented in close coordination with the provincial sports department of KP government.

Apprenticeship Initiative for the youth

Apprenticeship for educated youth is a career path which is neglected. This opportunity will fill the gap of the theoretical education which doesn’t expose the youth to practical experiences and training and will also offer employment. Apprenticeship training is offered by the private sector in various trades such as paramedics. The project will identify these organizations in KPK and get the selected youth enrolled with an agreement for guaranteed employment after the completion of the training. Similarly internship with NGOs and public sector will be facilitated. The project will consult NAVTTC (National Vocational & Technical Training Commission (NAVTTC) at the federal level in developing the apprenticeship project and Askari Welfare Trust in KPK; both are already working on development of youth for employment. The project will also forge partnerships for training-to-work opportunities with private sector companies, trade associations, and corporations.

Linking to the tourism component, the project will coordinate with NAVTEC which is running various skills development courses across the country to impart training in the hospitality & tourism sectors. These trainings include front office (receptionist), food service (waiter), food production (cook), and housekeeping. The training courses are offered in collaboration with both public and private sector institutions. The Project will identify such training courses and get a group of 50 selected youth from the target communities enrolled. This will be done through an

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MOU with the hotel industry for their guaranteed future employment at the completion of the training.

At the local level another group of 200 young people (men and women) would be provided with entrepreneurial training and supporting financial assistance (cash grants) to develop market based small businesses/income generation activity – and also the mentoring to help them succeed; this is a powerful way to help people carve a future for themselves when all they need is the initial resources and skills.

The youth employment component of the project will also link to the private sector in alliance with the provincial SMEDA and Sarhad Chamber of Commerce to ensure that the objectives of provincial government’s economic growth strategy are met through creation of models which can be replicated and for providing opportunity to additional number of youth.

Building Media and Public Capacity to Promote Peace:

In the previous project, a gender based media case study was conducted of the Malakand Division 3 that shows that illegal radio broadcasts helped the militants gain quick popularity among women. The latter would tune in to listen to sermons on Islam and programmes on women rights. However, the popularity of these broadcasts did not last when the militants’ transmissions shifted from providing advice, to orders to threats. The extent of female focused broadcasts was startling. The militants used their transmissions to impose rigid interpretations of Islamic law upon women, restrict their movements and social freedoms and instill a sense of fear, trauma and distrust that still persists today. Perhaps more interestingly, the survey also highlighted that state media is a potent force in Swat. It was watched and/or listened to by a significant proportion of the population, even during the toughest days of the terrorists’ rule. It is a pity that the state media did not broadcast peace education programmes and counter narratives to the militants’ vitriolic programmes during that time.

Most respondents expressed their liking for programmes on the state run media in Swat. They expressed their fondness for dramas highlighting their local culture and programmes discussing religious and social issues. Many women openly said that such programmes enhanced their understanding about who the terrorists actually were and how they were misled by them. Today, the crisis affected population of Khyber Pakhtunkhwa looks towards state media for guidance, course correction, and protection from bigotry and oppression in the name of religion. However, to maintain substantive support and viewership among the local population, state media will have to be innovative and produce new programmes to infuse a sense of citizenship and highlight local culture to promote peace.

It has also been observed that during emergency and crisis situation, access to information is always emerged as a key gap in responding to the immediate humanitarian need of the crisis affected population. Another area that needs to be focused on is lack of attention to address the vulnerable groups needs especially women, children and disabled. Normally, Pakistan’s humanitarian emergencies have been covered by the local media, but there has been limited options are available to build media capacity on the reporting of these disasters. It is important to increase the reporters’ skills and understanding of the complexities of this type of reporting. This would result in a more effective coverage of the emergency response and post conflict recovery and development.

Due to socio cultural norms, women often hesitate to report about their condition and needs in emergency and post crisis situation. Even after crisis the media role cannot be neglected in nurturing peace and social cohesion in the community to enable them to gather and disseminate non-partisan information. In light of above mentioned information, the project proposed following activities to sensitize media in crisis and post crisis situation:

3 Media as a tool in fostering and reconciling conflict- a gender based case study from Malakand division.

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Particular attention will be given to training for media specialists, particularly women journalists, in crisis sensitive programing focused on social cohesion and peace building. The project will also focus on strengthening and capacitating media agencies, public service broadcasting and community media; and capacitated media in improving the quality of their reporting by providing new technologies for better, quick and effective reporting, which meets current technological standards. Through this project, ethical practices of journalism will also be developed/supported and agreed upon by the media professionals themselves; and training in media literacy for users, particularly women and youth will be envisaged.

All these activities will be focused on Public Service Broadcasting (PSB), which will be controlled by the public, for the public, and free from political interference and commercial forces. To bridge the communication gap, Citizen Media Dialogues will also be promoted on relevant subjects identified by COs/PCs in highlighting their common issues, demand by government, together with community participation.

Institutional support to press clubs, infrastructure support activities and crisis sensitive journalism trainings for university journalism departments, press clubs, unions of journalists and media outlets will also be provided. COs/Peace committees will play active role in sensitizing media. Volunteers from the peace committees will be selected to represent community in the media. They will be invited in different forums organized by media. Exposure trips for COs/peace committees will also be organized to different media setups. Media contact list will be shared with the COs/Peace Committees, which will be served as focal points for informal information dissemination.

These information networks supported through printed material, SMS and direct information from the media personals about latest information pertaining to crisis, political, social and economic s in the area. Success stories and documentaries of community peace keepers especially women will be drafted and circulated through media for promoting peace and social cohesion. It is important to remain optimistic about using media in crisis prevention and peacebuilding while at the same time remaining grounded in the theoretical evidence from the literature about realistic media abilities. New studies began to outline the initial arguments about media’s ability to assist the goals of peacebuilding.12These studies describe a variety of media activities that can be used in conflict prevention and peacebuilding: on the one hand, involving more prominent Track I diplomatic actors (e.g. creating democratic media institutions in Iraq) while others rely on Track II nonofficials (helping organize new media outlets, programs and campaigns such as Talking Drum Studio in Côte d’Ivoire, Liberia and Sierra Leone, Studio Ijambo inBurundi, or OBN television in Bosnia). ( source: http://www.gppac.net/documents/130221585/0/Why+and+when+to+use+the+media+for+conflict+prevention+and+peacebuilding.pdf

SUSTAINABILITY

The overall aim of this initiative is to empower communities and foster institutional changes by mobilising marginalised communities to participate in their own sustainable development and building improved relationships with decision makers and other stakeholders. We strongly believe that peace will be promoted by adopting a participatory planning process; a sustainable model of inclusive village-level decision-making in the form of Community Organisations/Peace Committees.

UNDP in partnership with the PDMA/PaRRSA will reach the most vulnerable communities at village, Union Council and district levels, to mobilise communities by creating awareness of their rights and

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increasing their capacity to make informed decisions concerning their livelihoods and development interventions - in line with the PCNA recommendations. The action seeks to facilitate vulnerable communities and local authorities to plan and implement sustainable development strategies with a bottom-up participatory approach, ensuring a shared understanding of the main barriers to peace building and social cohesion and how to address these.

In addition to improving supply-side and demand-side governance processes, the project will also provide a concrete opportunity for communities and local decision-makers to work together to plan and implement effective interventions to improve livelihoods. These will provide opportunities for poor and vulnerable households to diversify and strengthen their livelihoods in such a way that makes the household more resilient to shocks and stresses, and increases their economic access to sustainable livelihoods. These livelihoods interventions will be jointly identified, managed and monitored by a range of community stakeholders and based on robust, context-specific analysis.

The principles and practices of good governance and Disaster Risk Reduction (DRR) developed will be applied throughout the planning and implementation of these interventions. Small businesses that increase household incomes/and or production will be supported with financial support through infrastructural support, business start-up grants and skills training. They will target women in particular and may include but not limited to handicraft, poultry, and small shops and home based businesses, considering needs and potentials of the special group and restoration and rehabilitation of Community Physical Infrastructure Development Projects (CPI) as prioritized by Community Organisations/Peace Committees in their respective Village Development Plans. Support to this sector of the local economy will allow non-farm micro and small businesses to resume, both to instigate recovery and development, as well as to increase the number of income-earning opportunities in crisis prone areas and as such potentially reduce the impact of future crisis and enhance community resilience to handle disasters more effectively. Recipients of grants will be supported with formal training and on-going advice and support related to market linkages and better ways of transporting and retailing their products in markets.

Livelihoods interventions will be designed based on an analysis of the long-term market opportunities, and the risks and hazards that affect potential livelihood strategies. Beneficiaries participating in the home production and income generating schemes will also receive emergency preparedness training; disaster risk reduction measures and training will be incorporated throughout the programme implementation, from the inception stage to the final evaluation review. Principles of Disaster Risk Reduction and environmental sustainability will be adequately addressed across all parts of the project.

Successful approaches may be replicated and scaled up in other areas of intervention and in the region. There will be regular dialogue and sharing of information with relevant stakeholders (government line departments, department of planning, donors) to share progress and create a dynamic around the programme implementation and results. Lessons learnt will be shared with a much wider audience by conducting a workshop and also by using existing networks and platforms- this will enable different stakeholders to access useful information and evidence. UNDP committed to using our evidence from country programmes to influence Asia regional and global level learning and advocacy.

GEOGRAPHICAL FOCUS

The project will work in the whole of KPK with a continued focus on districts badly affected by the crisis including Buner, Malakand, Shangla, Swat, Dir Upper, Dir Lower, D.I Khan Lakki Marwat and Tank. Geographical targeting will aim to reach the hard to reach marginalized population. The geographical targeting will be conducted at the outset of the project taken into consideration security

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and presence of other donor-assisted projects. The project will work directly with communities’ needs and opportunities for supporting and engaging women, youth and other vulnerable groups will be identified for different interventions, mentioned above. The outcomes of the peace building and strengthening governance related interventions will benefit the population across KPK. Depending upon resources availability and after detailed consultations with the relevant stakeholders, the programme will be expanded to other crisis affected regions.

LINKAGES WITH ONGOING PROJECTS

There is an opportunity to strategically link this project with several ongoing projects,global initiatives as well as local projects implemented in Pakistan.

UNDP has implemented Sustainable Development through Peace Building, Governance and Economic Recovery in Khyber Pakhtunkhwa funded by Japan, and Italian Government. Community Restoration and Reconstruction component of this project is currently being implemented in six Tehsils of Swat with the financial support from The Saudi Fund for Development. The proposed new project as stated in the introduction aims at: (i) Strengthening capacities for early recovery coordination; (ii) Support sustainable livelihoods and local economic recovery; (iii) Peace building and social cohesion; and (iv) Strengthening local governance. It identified the need to conduct detailed Rule of Law assessment and project developmentThis project complements and enhances the objectives of the on-going project.

Supporting Democracy through Parliamentary Development (SDPD –Phase II) is supporting capacity development of parliamentarians, parliamentary officials and civil society partners to strengthen parliamentary oversight and policy guidance. Strengthening parliamentary oversight and women parliamentarians’ caucus on peace, security and stabilization would complement this project’s objectives.

The Government of KPK has created an endowment fund which is being used to provide cash grants to the affectees. UNDP, in consultation with PaRRSA and BISP provides support to the terrorism affectees especially females and children to ensure their re-integration into the society primarily through social sector and livelihoods generation interventions as well as physical rehabilitation and psycho social support.

The ‘Strengthening of Rule of Law and Stabilization in Malakand’ project deals with the formal and informal justice domains of the justice sector and supports the interplay and harmonization within the context of Malakand division. The interventions promote security, ensure justice and secure entitlements for the citizens especially the poor and the disadvantaged. To enhance access to justice, legal aid support will be extended through legal aid clinics and increased legal awareness and literacy. At the same time, paralegals will be identified and trained under this project to bridge the citizen-legal system gaps. Interventions with the prosecution department of KP will further strengthen the paralegal initiative and it’s linked with Pauper Council. In the informal justice domain, support to jirgas (traditional council of elders) will be designed and assessments will be undertaken leading to a provincial strategy to increase the harmonization between the formal and informal delivery of justice services. Similarly, for increased responsiveness of the police to citizens, workable models and strategies will be devised that will lead to the preparation and approval of a provincial (including Malakand-specific) community policing strategy that is sensitive to a post-crisis context. Coordination is ensured with ongoing and planned interventions of UNDP and other development partners working on Rule of Law. The project informs the law, judicial and legal reform identified by RoL PCNA report.

Integrated Natural Resource Recovery and Management Project (INRMP) is a project of PDMA/PaRSSA being implemented in partnership with concerned Provincial government departments (CM Package). The project is mandated to resume and recover the pre-crises level of agricultural and livestock productions of crisis affected areas and build & improve the

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capacity of local communities through income generating activities and field staff of Line Departments in better management of natural resources and equitable service delivery mechanisms. Crises prevention and Peace Building project will be linked where appropriate with INRMP project to supplement and improve performance delivery.

KNOWLEDGE MANAGEMENT AND COMMUNICATION

The experiences that would be gained through the implementation of this project would be immense value to governments, UN and other international organizations. In this regard, the project manager will be made accountable through his terms of reference for knowledge management of the project, which would be backed by adequate resources. The complexity of KP itself should provide a fascinating case study on peace building and social cohesion issues. Therefore documenting and sharing knowledge on this project will be critical. As a minimum, a short documentary on the peace building experiences would be developed, in addition to brochures, booklets etc for wide dissemination. The partner organizations contracted to undertake the crisis analysis will be required to document the process and develop a manual for crisis analysis in Pakistan. The BCPR crisis Team will as part of its knowledge development and sharing will incorporate these experiences into its activities. Furthermore, the community focused nature of the project requires a clear communication strategy to target the beneficiaries. In this regard, targeted communication products such as name boards providing details of the nature of the project, budget, target beneficiaries etc., in the local language will be developed.

RESOURCE MOBILIZATION STRATEGY

The project will form a small working group for resource mobilization will be formed. The group will formulate a fund raising strategy with targets and donor mapping based on the project outputs. The strategy will guide on (i) building sustainable partnerships with bilateral donors, (ii) working closely with multilateral funding sources at the country level, (iii) developing close coordination with foundations and other private funding sources and (iv) strengthening resource mobilization management at the Country level. The team will develop concepts and proposals on specific themes from within this project and share with donors based on donors interests. The concept notes will be developed for example on home based work, victims of suicide blasts families etc. The senior management will meet with donors and present the key objectives of the concept notes. The fund raising strategy will also define the amount to be raised in year one, two and three. A small team in CO will be tracking the donor calls for proposals and developing proposals accordingly. UNDP country office will support the project through regular resources for some essential activities like baselines etc. The thrust of funding will depend on donor liaison and the resource mobilization strategy.

VISIBILITY

The project visibility will be ensured through a communications strategy at the national, provincial and district levels. Based on this strategy the project staff will prepare a communications and visibility plan. The purpose would be to increase visibility of project activities and achievements and ensure an effective communication of project activities, results and goals with target beneficiaries, partners and key national and international stakeholders from the sectors which are a part of the project interventions. The project will develop its website, to

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present the scope and objectives with regular update of project activities, research, evaluations and disseminating news and best practices. It will be linked to UNDP Pakistan’s main website. Secondly media strategy will be another key element of the strategy to ensure media coverage of the project by issuing in-country and global press releases and inviting media to visit project sites, training, launching, other events and the steering committee meetings. To maximize synergies with the work of other organizations in the target geographical areas the project will produce a biannual newsletter in coordination with these agencies. The project will in its communication strategy ensure that key messages are developed and updated to be used in the visibility activities. The visibility plan will aim to create a permissive environment through the use of multi stakeholder platforms in which the private sector has a prominent place; this is in view of the project strategy to bring private sector on board. The visibility strategy will have an underlying aim to increase employment opportunity for the youth and work on the dynamics of peace development. The partner organizations will ensure that UNDP and its donors mentioned in all communication, advocacy and awareness raising materials.

MONITORING AND EVALUATION

In accordance with the programming policies and procedures outlined in the UNDP User Guide, PDMA/PaRRSA will monitor the project activities, together with the UNDP monitoring team through the following:

Within the annual cycle On a quarterly basis, a quality assessment shall record progress towards the completion of key

results, based on quality criteria and methods captured in the Quality Management table.

An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change.

Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.

Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.

A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events

Annually

Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level.

Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve

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other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes

Field MonitoringThe project Monitoring team will work with the sector specialists to develop monitoring indicators (qualitative and quantitative) for the purpose of field monitoring and reporting. Collected data on indicators will be consolidated in an information management system in Peshawar office for generating reports, for communication materials and making presentations as and when required. The Project Coordinator, PM, and sector specialists will carry out robust monitoring to ensure effective and efficient implementation. UNDP CO Project Coordinator and PO will also carry out field visits and provide feedback and technical support to the field office. Evaluation and Audit: This Project will be part of the Country Office outcome evaluations. The audit of this project will be made through the regular external (UN Board of Auditors) or internal audits (audits managed by UNDP’s Office of Audit and Performance Review). A MTE and an end of the project evaluation will also be carried out by an independent firm or consultants.

MANAGEMENT ARRANGEMENTS This project will be implemented by UNDP Pakistan through the NIM modality. In order to roll out each of the components, the following entities have been identified as potential responsible parties:

Coordination - PDMA/PaRRSA

Livelihoods - NGOs, Private Sector

Peace Building and Social Cohesion: Think-tank, Research Institutes, Universities, and PDMA/PaRRSA, etc.

Media and Communication for development: NGOs, PDMA/PaRRSA in coordination with PDMA

The Project Review BoardA Project Review Board (PRB) is established to provide overall direction and strategic guidance for the project. The Executive role of the PRB will be performed by PDMA/ PaRRSA in their capacity as co chairs. The PRB will meet annually and consist of representatives performing the task of senior suppliers, and senior beneficiaries. The former will be the representative of Local NGOs with back ground in peace building, and relevant local government institutions – supporting the project through technical assistance; the latter will be the relevant local government institutions and representatives of beneficiaries – with responsibility to monitor what is being produced as per the work plan and ensure that it meets the needs of the beneficiaries and that the expected benefits are materialized.

Project Coordinator The project will be managed on day-to-day basis by a Project Coordinator assisted by a Project Manager (based at Peshawar) recruited for this specific purpose. The project coordinator will be responsible, among other things, for preparing and revising work-plans; planning and organizing project review meetings; providing technical feedback to the Project Board; ensuring that project activities are carried out within the financial limitations of the budget; supervising the technical and administrative support personnel and coordinating project activities with stakeholders. The positions based in Islamabad will be under a small component of direct implementation.

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Supporting Staff, Officers and SpecialistsThe project Coordinator will be supported by Coordination and M&E Specialist ( one male and one female), Communications specialist, IT Specialist, Admin and Finance Officer and Associate.

Project AssuranceProject assurance role will be carried out by the concerned Programme officer.

Project Management Unit: The Project Manager will be assisted by a team of two M&E officers, two AFAs, four technical Engineers and five sector specialists in Governance, Livelihoods-Vocational Training, Gender, and Youth. These will be based in Peshawar and will sit in and report to PAARSA/PDMA.

LEGAL CONTEXT

Consistent with the Article III of the Standard Basic Assistance Agreement (SBAA), the responsibility for the safety and security of the Implementing Partner and its personnel and property, and of UNDP’s property in the Implementing Partner’s custody, rests with the Implementing Partner. To this end, the Implementing Partner shall:a) put in place an appropriate security plan and maintain the security plan, taking into account the

security situation in the country where the project is being carriedassume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. [and the Project Cooperation Agreement between UNDP and the Implementing Partner]4.

The Implementing Partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under/further to this Project Document”.

4 Use bracketed text only when IP is an NGO/IGO

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ANNEX 1

RISK ASSESSMENT

Source(s) of Risk

Risk Event Impact/s on Project

Risk Mitigation Responsibility Risk Probability

Political Political Instability causing change in the political/bureaucratic leadership

Delayed implementation due to lack of ownership by new actors

Diversify project implementation through multiple partners

Robust consultation and coordination with new government

From the very inception of the project the second and third tier of leadership is involved in relevant institutions.

Senior Management, Project Coordinator and Provincial Manager and partners

Low

Security The Crisis escalates to project areas -Attacks on UNDP partners/Assets- damage to staff, partners’ staff and assets

Limited Access to project areas / communities

Delayed implementation or temporary suspension and increase in security costs

Integrate MOSS compliance offices, armored vehicles and communication equipment.Security costs are incorporated in the project budget.

Implementation is through local partners and governments /additional security cost factored into partner’s budget.

Monitoring is outsources to independent monitors who provide UNDP regular reports and spot checks

Senior Management UNDSS/ Project Manager

Medium

Medium

Disasters Another large scale disaster like floods or earthquake

_____ _____ _____ High

Social unemployed and discontented youth escalating forms of violence

Cultural resistance to

Jeopardizes the small gains of the project towards sustainability

Delayed

Focus project interventions on youth

Pre project gender participatory needs assessment and consultations with communities, organize small

Project Coordinator and Provincial Prog Manager

Project

Medium

Medium

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concepts such as gender equality, as western constructs.

Resistance to IPs and UNDP due to the optics of individual/partner organizations involved

Implementation

Delays due to a non receptive environment for implementation

groups.

A robust and analytical recruitment process for project staff and partners. Horizontal and vertical sensitization of the prog with local religious scholars, local political and community leaders.

Coordinator and Provincial Prog Manager

HR Manager and Project team

Low

Operational Resource Mobilization constraints

Rigid, Financial procurement and HR processes

Unable to meet the government and community expectations

Flexible project components with initially pilot projects which are later scaled up on availability of funding.

Optimize resources through effective coordination and partnerships

Senior Project Team

Low

Coordination:

Programmes by int'l. agencies in KP, Balochistan and FATAS.

No Organisation Project Duration Allocation (in millions) Location - Province

1 DFIDKhyber Pukhtunkhwa Education Sector Programme July 2011 - July 2016 £203.5 KP

2 DFIDCitizen Damage Compensation Programme (for flood affectees) Jan. 2011 - April 2014 £65.1

KP, Balochistan, FATA and other provinces

3 DFID Peacebuilding Support to PCNA April 2011 - March 2016 £30.2 KP and FATA

4 DFID Resilience support to Pakistan August 2012 - July 2015 £39.7 KP, Balochistan, FATA and other

provinces

5 DFID

Emergency Assistance to Internally Displaced Persons in Conflict-Affected Areas of Pakistan Jan. 2013 - Sept. 2013 £13.5 FATA

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7 USAID KP Reconstruction Program March 2010 - Sept. 2012* $105.38 KP

8 USAIDMalakand & FATA Housing Support Program June 2010 - Sept. 2012* $65.00 KP and FATA

9 USAID Conflict Victims Support Project April 2012 - April 2015 $20.24 FATA10 USAID Pakistan Transition Initiative Nov. 2007 - Dec. 2015 $207 KP and FATA11 USAID FATA Infrastructure Project Jan 2010 - Dec 2014 $291.90 FATA12 USAID Earthquake Reconstruction Program Oct. 2006 - June 2013 $147.40 KP and AJK

MDTF Projects in KP, Balochistan and FATAS.

No Project DurationAllocation (US$

millions) Location - Province District/Regional

1Economic revitalization of KP and FATA (SMEDA) Oct. 2011 - June 2015 20 KP and FATA All Agencies

2 Emergency Roads Recovery Project Oct. 2011 - June 2014 8 KP Swat3 Governance support project Oct. 2011 - June 2015 8.75 KP, FATA and Balochistan -

4Strengthening Health Services in Crisis-affected Districts of KP April 2012 - June 2015 16 KP

Battagram, Bunner, D. I. Khan, Kohistan, Lower Dir and Thor Gar

5KP Southern Area Development Project Feb. 2013 - June 2015 18 KP D. I. Khan, Tank, Lakki Marwat

6Competitive Industries Project for KP July 2013 - June 2015 9 KP

Marble City, Risalpur, and selected districts of KP

7FATA Rural Livelihood and Community Infrastructure April 2012 - June 2015 12 FATA

Mohmand, Bajaur and South Waziristan

8 FATA Rural Roads Oct. 2012 - June 2015 16 FATA Bajaur and Orakzai 9 FATA Urban Centers Project April 2012 - June 2015 7 FATA Khar, Bajaur

10Balochistan Disaster Management Project July 2012 - June 2015 5 Balochistan Quetta

11Promoting Girls' Education In Balochistan Sept. 2012 - June 2015 10 Balochistan

Crisis affected areas of Balochistan

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Results and Resources Framework Intended Outcome as stated in the Country Programme Results and Resource Framework: Outcome 3.1: National, provincial & district capacities to prevent, assess, reduce & manage risks are developed Outcome 3.3: Vulnerable populations in crisis situations benefit from improved prevention, risk reduction and response (mitigation), and are assisted to reach development goals including MDG targetsOutcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:Indicator: Number of federal, provincial and district DMAs with strengthened capacities, including in relation to mainstreaming gender equality. Baseline: DMAs recently established and have limited capacities and community engagement; Targets: Federal, provincial DMAs and at least one third of DDMAs with improved, gender-sensitive early warning and response systems and community engagement.Indicator: Number of crisis-affected population (sex disaggregated) with improved livelihoods, economic opportunities and community infrastructure. Baseline: 20 million affected by floods 2010; 5 million affected by floods 2011; 1.5 million affected by crisis in Federally Administered Tribal Areas; 1.7 million refugees; Target: At least 20% of crisis-affected households, particularly female-headed households, in target areas are assisted to improve their livelihoods and socio-economic conditionsApplicable Key Result Area (from 2013-17 Strategic Plan): Increased national resilience to disasters, crises and external shocks

Partnership Strategy: National Implementation Modality (NIM)

Project title and ID (ATLAS Award ID): Community Restoration and Social Cohesion in Crisis Affected Regions INTENDED OUTPUTS OUTPUT TARGETS FOR

(YEARS)INDICATIVE ACTIVITIES RESPONSIBLE

PARTIESINPUTS

Output 1: Provincial level capacities developed on crisis sensitive recovery programmes including strengthening of existing ongoing government initiatives from a crisis and gender lens

Baseline: PaRRSA/PDMA is the only government department in KPK that undertakes crisis programming but needs capacity buildingIndicators:

1. Strengthened institutional capacity of PaRRSA/PDMA to plan, implement and monitor crisis sensitive programmes with a focus on gender and community

Targets (year 1)- Sectoral specialists to PaRRSA/PDMA provided in order to enhance capacity of the institutionTargets (year 2)-Transformation plan developed for better coordination between PaRRSA/PDMA and other relief and rescue organizations/departments in KPK Target (Year3)-Process of capacity building of PaRRSA/PDMA staff along with other government departments initiated and completed in year-4.

Provision of sectoral specialists to PaRRSA/PDMA as per need assessment Development of a transformation plan to improve coordination between PaRRSA/PDMA and other relief/rescue organizations clearing defining plan of action Engaging competent resource persons for capacity building events and development related training material Provision of trainings such as crisis sensitive programming/planning, dispute resolution, disaster management, leadership skills, gender sensitization, budgeting, aid effectiveness, value for money, monitoring and evaluation systems to enhance capacity of PaRRSA/PDMA staff and other government departments

UNDP/PaRRSA/PDMA

Human resource support (salaries and benefits of staff): US$ 450,000

Transformation plan:US$ 12,000

Capacity building:US$ 70,000

Total: US$ 532,000

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participation2. Improved coordination

mechanism exists between PaRRSA/PDMA and other relief/rescue organizations in KPK to better deal with the complex emergencies

Output 2: Rehabilitation of community infrastructure, alternative energy and DRR promoted at local level

Baseline: 1. Non-functional COs/peace committees, limited use of alternate energy and weak capacities exist for disaster handling at community level particularly in crisis affected areas2.Numorous efforts have been done to restore flood/crisis damaged community physical infrastructure by the government and NGOs but still needs a lot to do to meet unmet needs of the communities in order to provide better access to socio-economic services Indicators:

1. No. of gender segregated population accessing basic services due to improved infrastructure

2. Change in the overall socio-economic conditions of the areas where community infrastructure schemes were carried out

3. No. of households benefiting from solar demonstrations (geysers, pumps, water filtration plants, lights etc.)

4. No. of community led response systems established to cope with the disasters

Targets (year 1)-Community dialogues initiated to revitalize/form Cos/peace committees-Assessment studies launched to identify critical damaged community infrastructure in selected areas for rehabilitation and locating communal buildings for solar demonstrations -Procurement process for solar products and other equipment initiated Targets (year 2 to Year 5)-Revitalization/formation process of COs/peace committees (300) and their trainings initiated and completed in year-5-Rehabilitation of damaged community infrastructure schemes (600) initiated and completed in year-5. -Installation of solar products (geysers: 500, pumps: 200, lights: 500, water filtration plants: 150, solar panels on tube well: 10 initiated in year-2 and completed in year-5. -Provision of energy efficient stoves (700) initiated in year 2 and completed in year 5. -DRR trainings and provision of kits started in year 2 and completed in year-4 (100 trainings)

Dialogues with the local communities in order to revitalize existing COs/peace committees Revitalization existing COs/peace committees and formation of new ones Engaging competent resource persons for capacity building events and development related training material Conduct trainings of peace keepers/activists on skills like peace-based management, dispute resolution, planning and implementation of schemes for the promotion of peace building and human security Engaging a consultant(s)/firm(s) to undertake assessment studies requiring rehabilitation in case of community based infrastructure and identification of communal building for solar demonstrations Identification of active community people particularly young men and women to participate in disaster risk reduction/management trainings Hiring of consultants/firms for DRR trainings Procurement of solar products/energy efficient stoves and DRR kits through competitive bidding process

UNDP/NGOs/PaRRSA/PDMA and Firms/Consultants

Revitalization/formation of COs/peace committees;US$ 300,000

Rehabilitation of infrastructure schemes/hydles:US$ 12,050,000

Assessment studies:US$ 7,000

Purchase of solar products/energy efficient stoves:US$ 2,704,500

DRR trainings and tool kits:US$ 1,000,000

Total: US$ 16,061,500

Output 3: De-radicalization and socio- Targets (year 1) Engaging relevant consultant in order to NGOs/Social Sporting needs assessment

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economic reintegration through peace building and improved and diversified livelihood opportunities for women and youth to enhance economic returns for the crisis affected communities

Baseline: Limited access to recreational and economic opportunities exist particularly for women and youth in crisis affected areas

Indicators:1. No. of youth participating in

sports activities (at least 15% women)

2. Diversified livelihood opportunities created for ex-combatants/associated members and other crisis-affected men and women in target areas, (at least 25% women)

- -Assessment study launched to identify sporting needs assessment -Procurement process for sports kits/equipment initiated-Identification exercise for Home Based Workers initiated and completed -Preparatory work initiated for livelihood interventions such as development of criteria for beneficiary selection, finalization of trades, market linkages, identification of resource persons, and cluster formation protocols of trained persons etc.

Targets (Year 2 to 5)-Initiation of livelihood activities like skills development for Home Based Workers, vocational trainings, apprenticeship programme for literate youth, enterprise development trainings and cash grants-Trade fair organized each year starting from year 2 and completed in year 4. -Sports competitions started and sports kits provided -Rehabilitation of sports clubs started

undertake assessment study to identify sports and suggest way forward to carry out sports interventions with a special reference to female and disabled sports activities Organize sports competitions and distribute sports kits among sports persons including students of colleges and schools Development of SOPs for beneficiary selection for targeted livelihood interventions Engaging competent resource person/trainers relevant to area of livelihood improvement Engage private sector, NGOs and CSOs and government departments to undertake livelihood improvement interventions such as value chain development, vocational and enterprise development trainings supported with cash grants etc. Development of data base of trained individuals with their contact details and area of expertise/skill Facilitate the trained community individuals particularly the women to access markets and capital for further business growth Identification and selection of appropriate forums/venues for trade fairs

Welfare Department/PaRRSA/UNDP

study:US$ 6,000

Sports events/equipment and rehabilitation of sports facilities:US$ 900,000

Home Based Workers’ component (trainings, grants, market linkages etc.):US$ 1,460,292

Trade fairs:US$ 48,000

Vocational/enterprise development trainings and grants for youth:US$ 3,500,000

Apprenticeship programme for illiterate youth: US$ 280,000

Technical assistance:US$ 50,000

Total budget: US$ 6,244,292Output 4: Capacities of media persons enhanced and encouraged for effective reporting on peace building and social cohesion

Baseline: Passive engagement of media exists to promote peace building and social cohesion

Targets (year 1)-The process of identification of potential journalists particularly the women initiated and completed. Targets (Year 2 to Year 5)-5 trainings conducted for journalists, university students and media agencies in year 2 & 3.

Identify a firm who will undertake communication for development and will ensure that the activities conducted gauge the required media coverage. Identification of potential journalists particularly the women for participation in trainings Engaging competent resource persons for media related capacity building events

UNDP/Media Agencies/Consultants

Capacity building of media persons:US$ 86,000

Citizen Media Dialogues:US$ 6,000

Award events for active media

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Indicators:1. No. of journalists particularly

women trained on crisis sensitive reporting techniques and ethics

2. Increased incidence of reporting to promote social cohesion and peace building

3. Active participation of media personnel in activities related to peace building and social cohesion such as citizen media dialogues, exposure visits, meetings and seminars etc.

-Citizen Media Dialogues arranged each year initiated in year-2 and completed in year-5. -Exposure visits of COs/peace committees arranged each year to media set-ups initiated in year-2 and completed in year-4. - Award/incentive competitions held each year for active journalists base on their performance on good reporting on peace and building and social cohesion issues arranged each year initiated in year 2 and ending in year.

Conduct trainings of journalists on crisis sensitive reporting Purchase of cameras, i-pads, laptops and other related equipment for awards to active journalists Listing of potential and active organizations and personalities for citizen dialogues Arranging exposure visits for COs/peace committees to different media set-ups Documenting best practices and developing knowledge products/documentaries for wider circulation on issues of social cohesion and peace building

persons:US$ 12,000

Exposure trips for COs/peace committees:US$ 30,000

Knowledge products:US$ 20,000

Total budget: US$154,000

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