GPAF COMMUNITY PARTNERSHIP PROPOSAL FORM (Round 1)The proposal documentation provides detailed information about your proposed project. This information is used to assess the strengths and weaknesses of the initiative and will ultimately inform the DFID funding decisions. It is very important you read the GPAF Community Partnership Window Guidelines for Applicants and related documents before you start working on your Proposal to ensure that you understand and take into account the relevant funding criteria. Please also consider the GPAF Proposals - Key Strengths and Weaknesses document which has been adapted from the document prepared following the appraisal of full proposals submitted to GPAF Innovation windows.. This document identifies the generic strengths and weaknesses of proposals submitted in relation to the key assessment criteria.

How?: You must submit a Microsoft Word version of your Proposal and associated documents by email to gpafcommunity@tripleline.com. It should be written in Arial font size 12. We do not require a hard copy.

When?: All Proposal documents must be received by Triple Line on or before 23:59 GMT on Friday 5th April 2013. Proposal documents that are received after the deadline will not be considered.

What?: You must submit the following documents:

1. Narrative Proposal : Please use the form below. The form has been designed to allow you to record all the information DFID needs to assess your proposed project. Please note the following page limits:

Sections 1 – 8 : Maximum of 15 (fifteen) A4 pages Section 9 : Maximum of 3 (three) A4 pages per partnerPlease do not alter the formatting of the form and guidance notes. Proposals that exceed the page limits or that have amended formatting may not be considered.

2. Logical framework: All applicants must submit a full Logical Framework/Logframe and Activities Log. Please refer to the GPAF Logframe Guidance and How-To-Note and use the Excel logframe template provided.

3. Project Budget: Applicants must submit a full project budget with the Proposal. Please refer to the GPAF Community Partnership Window Guidelines for Applicants and Financial Management Guidelines and the notes on the budget template (for Round 4). The Excel template has three worksheets/tabs: Guidance Note; Budget; and Budget Notes. Please read all guidance notes and provide full and detailed budget notes to justify the budget figures.

4. Your organisation's governance documents: e.g. Memorandum and Articles of Association, Trust Deed, Constitution. We need this to check your eligibility. If you have any doubts about your eligibility please contact Triple Line Consulting immediately.

5. Organisational Accounts: All applicants must provide a copy of their most recent (less than 12 months after end of accounting period) signed and audited (or independently examined) accounts.

6. Project organisational chart/organogram: All applicants must provide a project organisational chart or organogram demonstrating the relationships between the key project partners and other key stakeholders Please use your own format for this.

7. Project Schedule or GANTT chart: All applicants must provide a project schedule or GANTT chart to show the scheduling of project activities (please use your own format for this).

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Before submitting your Proposal, please complete the checklist below to ensure that you have provided all of the necessary documents.

CHECKLIST OF PROPOSAL DOCUMENTATIONPlease check boxes for each of the documents you are submitting with this form.All documents must be submitted by e-mail to: gpafcommunity@tripleline.com

Mandatory items for all applicants CheckY/N

Proposal form (sections 1-8) Y

Proposal form (section 9 - for each partner) Y

Project Logframe Y

Project Budget (with detailed budget notes) Y

Your most recent set of audited or approved organisational annual accounts

Y

Project organisational chart / organogram Y

Project bar or GANTT chart to show scheduling Y

Please provide comments on the documentation provided (if relevant)

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GLOBAL POVERTY ACTION FUND (GPAF) – COMMUNITY PARTNERSHIP WINDOW PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT1.1 Lead organisation name Abaseen Foundation UK

1.2 Main contact person Name: Helen BingleyPosition: Chief Executive Officer AF UKEmail: Helen.bingley@btinternet.comAlternative email address:Tel: 01524 770832 07838369652

1.3 2nd contact person(If applicable)

Name: Mukhtiar ZamanPosition: Chief Executive Officer AF PKEmail: mza38@hotmail.comAlternative email address:Tel: 0092 91 5603064 0092 333 9135316

1.4 Please use this space to inform of any changes to the applicant organisation details provided in your Concept Note (including any more up to date income figures)

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT2.1 Concept Note Reference No. INN-05-CN-1117

2.2 Project title IMPROVING MATERNAL HEALTH AND REDUCING CHILD MORTALITY THROUGH DEVELOPING HEALTH SERVICE DELIVERY FOR THE POOR AND MARGINALISED COMMUNITY OF BAGHBANAN, NORTH WEST PAKISTAN

SHORT TITLE:IMPROVED HEALTH SERVICE DELIVERY IN NORTH WEST PAKISTAN

2.3 Country(ies) where project is to be implemented

Pakistan

2.4 Locality(ies)/region(s) within country(ies)

Baghbanan community, Peshawar District, Khyber Pakhtunkhwa Province (formerly North West Frontier Province)

2.5 Duration of project (in months) 36 MONTHS

2.6 Anticipated start date of project (not before 01 April 2013)

JANUARY 1ST 2014

2.7 Total project budget? (In GBP sterling)

 £365,743

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2.8 Total funding requested from DFID (in GBP sterling and as a % of total project budget)

£249,033

68.08%

2.9 If you are not requesting the full amount from DFID, please list the amounts and sources of any other funding (In GBP sterling and as a % of total project funds)

Sources: Abaseen Foundation UK and Abaseen Foundation PK are providing project funds to contribute to AFUK monitoring visits, 3rd party evaluation, audit, project staff (AFPK) transportation costs to the project site, project office rent, medical supplies, purchase of equipment and construction at health centre.£116710         31.92%

2.10 Year 1 funding requested from DFID (In GBP sterling)

£47,260

2.11 Please specify the % of project funds to be spent in each project country

97.71% in Pakistan2.29% in UK (to fund monitoring visits and reports writing)

2.12 Have you approached any other part of DFID to fund this project?

No

2.13 ACRONYMS (Please list all acronyms used in your Proposal in alphabetical order below, spelling out each one in full. You may add more rows if necessary)

ADA Austrian Development Agency

AFPK Abaseen Foundation Pakistan

AFUK Abaseen Foundation United Kingdom

CPR Contraceptive Prevalence Rate

EPI Expanded Programme on Immunisation

FATA Federally Administered Tribal Areas

HC Health Centre

HMIS Health Management Information System

IMR Infant Mortality Rate

INGO International Non-Governmental Organisation

iINSAFSs International Institute of Nutritional Sciences and Food Safety Studies

KMU Khyber Medical University

KPK Khyber Pakhtunkhwa Province

LHW Lady Health Worker

MDG Millennium Development Goal

MMR Maternal Mortality Ratio

MOU Memorandum Of Understanding

PLW Pregnant and Lactating Women

PPE Post Project Evaluation

PPP Public-Private Partnership

RAF Research and Advocacy Fund

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TBA Traditional Birth Attendant

TFR Total Fertility Ratio

U5MR Under 5 Mortality Rate

UCLan University of Central Lancashire

SECTION 3: CAPACITY OF THE APPLICANT ORGANISATION3.1 EXPERIENCE: Please outline your organisation's experience that is relevant to the proposed

areas of work

Abaseen Foundation United Kingdom (AFUK) is a Lancashire based charity which was set up in 2002 to provide technical and financial support to its sister organisation, Abaseen Foundation Pakistan (AFPK) for health, education, relief and research projects in North West Pakistan. The AFUK/AFPK partnership operates 2 primary schools and 2 health facilities (including the Health Centre (HC) at Baghbanan) in Khyber Pakhtunkhwa (KPK) and in the Federally Administered Tribal Area (FATA) in North West Pakistan. AFUK has a Board of Trustees and AFPK a Board of Governors who oversee the work of their respective organisations. The Abaseen Foundation (AFUK and AFPK) has a close working relationship with the International Institute of Nutritional Sciences and Food Safety Studies (iINSAFSs) at the University of Central Lancashire (UCLan).Over the last 10 years, AFUK has supported a number of successful health service development projects. The first was a Department of Health funded project to develop a database on the health needs of the population living in the area of Nahaqi Hospital and to be used by professionals in the UK to better understand the health needs of people with Pakistani heritage living in the UK. In addition, AFUK supported the rehabilitation of Nahaqi hospital emergency satellite hospital (KPK,PK) into a fully functional, thriving 50 bed health care facility, providing seven specialities including medicine, surgery, orthopaedics, paediatrics, gynaecology/obstetrics, ophthalmology and anesthetics. This work has received two national awards in the UK (Times Higher Education Award for International Collaboration 2010 and Fusion Award 2011Community Group of the Year). The public/private partnership (PPP) agreement under which the Nahaqi hospital operates has been recognised by the Mininster of Health for KPK as a model of good practice in the region with the intention of scaling up. Most recently (since 2010), AFUK has provided financial and technical support for the implementation of a health centre (HC) for the Baghbanan community, currently providing a limited range of services. GPAF funding is sought to extend the range of health care service provision at this facility.AFUK has also facilitated a number of humanitarian relief and rehabilitation projects following the earthquake in 2005 and floods in 2010, providing financial support (through UK donations) and technical support to AFPK.

3.2 FUNDING HISTORY: Please describe your organisation's main sources of funding, with an indication of the amounts received and the purpose of the funding.

AFUK has a 10 year history of attracting funds many from:1. The diaspora community in the UK. Since 2003 donations have yielded £539,747 with a

steady upward trend year on year.2. Grant applications received by AFUK since 2003 total £450,000.

The main funding sources are summarised below, more detailed information is available on request:Year Donor Amount Project description2012 UCLan £72,000 Post Doctoral Research posts (2 years).2011 Wellcome

Trust£30,000 (to UCLan for collaborative project)

Ethnographic evaluation of the potential of the Jirga for community engagement in research in north west Pakistan (2 years).

2010 Private £100,000 Humanitarian relief work after flood disaster2009 UCLan £3,000 Nutrition support research

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2007 UCLan £10,000 Research feasibility study in North West Pakistan2005 Private £70,000 Rehabilitation projects post earthquake2005 Scott Bader £30,000 Salary for 6 nurses at Nahaqi Hospital for 2 years2003 Department of

Health (UK)£135,000 Database of the health needs of the population

accessing Nahaqi Hospital.

3.3 CHILD PROTECTION (projects working with children and youth (0-18 years) only)What is your organisation's capacity and experience in relation to child protection? How will you work with your partner(s) to ensure children are kept safe?

AFUK uses the UN Convention on the Rights of the Child and UNICEF guidelines to develop local project protocols to safeguard childen 0-18 years old. AFUK has successfully used child safeguarding protocols for more than 10 years and provides support to AFPK to ensure that these standards are adhered to within our projects. In addition, all research projects are scrutinized and approved by the ethics committees at UCLan and Khyber Medical University (KMU) . Studies involving children and vulnerable groups receive additional scrutiny and guidance.

3.4 FRAUD: Are you aware of any fraudulent activity within your organisation within the last 5 years? How will you minimise the risk of fraudulent activity occurring in future?

There has not been any fraudulent activity in AFUK since its inception. Trustees oversee standing financial instructions and protocols for financial decision making and approve all spending. AFUK has been acknowledged as best practice example organisation for financial management by the Charity Commission. In 2008, based on the good practice policies and procedures developed by the charity, AFUK was invited by the Charity Commission to be part of a working group to develop an online toolkit “Protecting Charities from Harm”, that aims to give trustees the necssary knowledge and tools to manage risks and protect their charity from harm and abuse. http://www.charity-commission.gov.uk/Our_regulatory_activity/Counter_terrorism_work/protecting_charities_landing.aspx. The risk of fraudulent activity in the future will be minimized by close adherence to these guidelines.

SECTION 4: FIT WITH GPAF COMMUNITY PARTNERSHIP WINDOW4.1 CORE SUBJECT AREA - Please identify between one and three core project focus areas

(insert '1' for primary focus area; '2' for secondary focus area and; '3' for tertiary focus area)

Agriculture Health (general) 1

Appropriate Technology HIV/AIDS / Malaria / TB

Child Labour Housing

Climate Change Income Generation

Conflict / Peace building Justice

Core Labour Standards Land

Disability Livestock

Drugs Media

Education & Literacy Mental Health

Enterprise development Reproductive Health / FGM 2

Environment Rural Livelihoods

Fisheries / Forestry Slavery / trafficking

Food Security Water & sanitation

Gender Violence against women/ girls/children

Governance

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Other: (please specify)

4.2 Which of the Millennium Development Goals will your project aim to address? Please identify between one and three MDGs in order of priority (insert '1' for primary MDG focus area; '2' for secondary MDG focus area and; '3' for tertiary MDG focus area)

1. Eradicate extreme poverty and hunger

2. Achieve universal primary education

3. Promote gender equality and empower women

4. Reduce child mortality 2

5. Improve Maternal Health 1

6. Combat HIV/AIDS, malaria and other diseases

7. Ensure environmental sustainability

8. Develop a global partnership for development

4.3 Explain why you are focusing on these specific MDGs.Are the above MDGs “off track” in the implementing countries? If possible please identify sub-targets within not just the national context but also related to the specific geographical location for the proposed project. Please state the source of the information you are using to determine whether or not they are “off track”. Your response should also inform section 5.3.

According to the most recent Pakistan Millennium Development Goal (MDG) report, 2010 (1), Pakistan is off track to reach all the MD5 indicators. Since 1990/91, the Maternal Mortality Ratio (MMR) has decreased (533 to 276) but it is still a long way from reaching the MDG target of 140. Of particular concern is the lack of progress in improving the proportion of births attended by skilled personnel, which is currently 41%. It has not changed significantly since 2001/02 and is far from the MDG target (>90%). The proportion of women attending at least one antenatal care consultation improved only mariginally between 2004/05 and 2008/09, from 50% to 58% against the MDG target of 100% by 2015. Contraceptive prevalence rate (CPR) and total fertility rate (TFR) are both substantially off target (30.8% vs. target of 55% and 3.75% vs. target of 2.1% respectively). There are formidable cultural barriers to the widespread use of contraceptives. Despite the high level of knowledge and awareness, the MDG report4 states that an increase in contraceptive use “requires concerted efforts at social and behavioural changes, rather than simply increasing the availability of contraceptives”. This gives a picture of the national situation regarding MDG 5. The local situation in KPK is worse, with an MMR of 275, TFR of 4.3 and CPR of 25% (2,3,4).Regarding MDG4, despite some improvements, Pakistan continues to lag behind other countries in South Asia. The under-five mortality rate (U5MR) has declined from 117 in 1990/01 to 94 in 2006/07 against an MDG target of 52 and infant mortality rates (IMR) from 102 to 75 in the same time period against a target of 40. The proportion of children who have been fully immunized against six preventable diseases has only increased by 1% (to 78%) between 2004/05 and 2008/09 against a target of >90%. Provincial data shows that this has fallen by only 3 – 4% in KPK. In addition, the U5MR in KPK has worsened in recent years and is currently at 100 deaths per 1000, with the IMR at 76. In Pakistan, overall the lady health worker (LHW) coverage has improved dramatically and is one of the few MDG targets that Pakistan can achieve by 2015. However, this global picture masks the fact that our target community has no LHW coverage at all(2,3,4).1. Pakistan MDG report (2010). http://www.pc.gov.pk/hot%20links/PMDGs2010.pdf2. National Institute of Population Studies (NIPS) [Pakistan], and Macro International Inc. (2008) Pakistan Demographic

and Health Survey 2006-07, Islamabad: National Institute of Population Studies and Macro International Inc.3. National Nutrition Survey Pakistan 2011. http://pakresponse.info/LinkClick.aspx?fileticket=BY8AFPcHZQo

%3D&tabid=117&mid=7524. Khyber Pakhtunkhwa Millennium Development Goals Report 2011.

http://reliefweb.int/sites/reliefweb.int/files/resources/UNDP%20Report%202011.pdf

4.4 Please list any of the DFID’s standard output and outcome indicators that this fund will

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contribute to? Please refer to the DFID Standard Indicators document on the GPAF website. Please note that if you are using the standard indicators, these also need to be explicit in your logframe.

DFID standard indicators used:-Outcome Indicator 2. Proportion of births attended by skilled health personnelOutput Indicator 1.1. Number of health professionals trainedOutput Indicator 2.1. Number of 1 year old children immunized against measlesDFID suggested indicators used:-Output Indicator 1.3. Number of consultations per dayOutput Indicator 2.3. Coverage of Tetanus vaccination during pregnancy (% pregnant women with TT2 vaccination)Output Indicator 3.1. Percentage of births assisted by a skilled attendantOutput Indicator 3.2. Percentage of pregnant women tested for anaemia (as component of basic antenatal care package)Output Indicator 3.3. Percentage of women attended at least one and four times for antenatal care during pregnancy.

SECTION 5: PROJECT DETAILS5.1 PROJECT SUMMARY: maximum 5 lines - Please provide a brief and clear project summary

including the overall change(s) that the initiative is intending to achieve, why it is considered to be innovative and who will benefit. (This is for dissemination about the fund and should relate to the outcome statement in the logframe. Please avoid jargon).

The project will significantly extend the range of health care sevice provision at Baghbanan HC for approximately 29,800 women, men, girls and boys from Baghbanan community. This will improve their health status and contribute to achieving MDG4 and MDG5 in this poor and marginalised population with limited access to affordable primary health care. Staff and local health care providers will be recruited locally and trained, thus building capacity for a sustainable future.

5.2 PROJECT DESIGN PROCESSDescribe the process of preparing this project proposal. Who has been involved in the process and over what period of time? Were representatives of the target group consulted, and if so, how? If a consultant or anyone from outside the lead organisation and partners assisted in the preparation of this proposal please describe the type of assistance provided.

AFPK (with technical support from AFUK) has undertaken a number of consultative activities, including a survey of 1,043 households in Baghbanan during July 2012, and a rapid needs assessment in November 2012 which involved 1 to 1 interviews with 8 key informants to identify the problems of girls, boys, women, men, ethnic minorities and the disabled on a range of factors affecting their health and wellbeing. In addition, Jirga meetings have been held (as part of an ongoing ethnographic research study) to elicit the most important health needs of vulnerable groups within the community. Findings from these analyses have informed the project design. Frequency Skype conversations have taken place between the CEOs of AFUK, AFPK, UCLan research collaborators and a series of participatory project planning meetings have been taking place since February 2013.

5.3 PROJECT CONTEXT / PROBLEM STATEMENTDescribe the context for this project. What specific aspects of poverty is the project aiming to address? Why have these particular project locations been selected and at this particular time? What gaps in service delivery have been identified that necessitate the intervention that you are proposing?

The proposed project will be located in Baghbanan, which is 20 kilometres South East of Peshawar. Baghbanan is a brick kiln community of 5,000 households of Afghan refugees, internally displaced people, and host population. They live in chronic rural poverty, with many households subsisting on an income of less than 1 US dollar per day. Children are born into bonded labour and start work on the

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brick kilns from an early age, and have limited life trajectories. Girls typically marry in their early teens and multiple pregnancies with short birth spacing are usual. The adult female literacy rate is less than 3% so intergenerational transfer of poverty is inevitable. Until 2011, this community had limited access to affordable local health care service provision. With the help of a grant from ANT – Hiroshima, Austrian Development Agency (ADA), Proloka and Hope’ 87 (2011 - 2013) AFPK was able to build and operationalize a HC to provide essential services such as consultation and diagnosis; ante-natal and post natal care; nutrition support; pathology and free medications. In addition, health education sessions and social mobilisation activities were implemented. The HC saw 20,671 patients, from March 2011 to October 2012, including 3,100 girls and boys under 5 years and 7,000 women. In 2009, a comprehensive survey of 200 households in Baghbanan highlighted high levels of acute malnutrition (26.6%) and chronic malnutrition (43.1%), poor uptake of ante-natal care (14.3%), low levels of infant and child immunisation (20%) and financial problems faced at delivery (89%).There is a clear need to continue primary health care service provision for this chronically poor population beyond the end of the Hope’87 funding period, and to strengthen and extend the range of service provision including immunisation of women and children, reproductive health including family planning, health education, nutritional assessment, nutrition support for malnourished girls and boys under 5 years old, pregnant and lactating women (PLW). In addition, an outreach worker programme to support dissemination of health messages will be implemented and local traditional birth attendants (TBAs), who have been trained in safe and effective birthing practices, will be utilised in a microcredit voucher scheme for reproductive health support.There are a number of local health care providers in the community (Al-Khidmat hospital, UNHCR hospital and vaccination centre, plus local informal providers) which offer limited poor quality services at a high cost, and the nearest hospital providing institutional delivery is located in Peshawar.

5.4 ANTICIPATED IMPACT ON POVERTY (within the lifetime of the project)Please describe the anticipated real and practical impact of the project in terms of poverty reduction. What changes are anticipated for the main target groups identified in 5.5 within the lifetime of the project?

The project impact is to improve under five mortality (MDG4) and maternal health (MDG5), with an outcome of increasing access to and availability of affordable primary health care services in Baghbanan HC. By increasing the HC range and quality of services for girls, boys, women and men, and engaging with the community on health issues, the intention of the project is to achieve a positive change in the health status of community members, particularly vulnerable members, such as PLW, girls and boys under 5 years old and the disabled. The anticipated impact is a reduction in maternal mortality ratio, increased uptake of reproductive health care (antenatal, delivery, postnatal and family planning), reduced number of households incurring debt as a result of delivery, reduced infant mortality rate and reduced under five mortality rate in Baghbanan within 3 years. Indicators will includefor example, 60% of the households will use the HC health services, 70% of births will be attended by TBAs from HC (outcome indicators 1 and 2 from logical framework).The Baghbanan population of 29,340 comprises of 5,000 households with 7,770 girls (<18), 9,025 boys (<18), 5,715 women and 6,820 men. They will benefit directly from these improvements in the health care services provided by the HC. In addition there will be indirect beneficiaries from the neighboring regions of Frontier Region Peshawar, FATA and the Afgan refugee camp in Shamshatoo (6-20km from Baghbanan) where there are currently very limited access to affordable primary health care provision.A reduction in morbidity and mortiality in the target population will reported through accurate timely epidemiological data collection for the national health management information system (HMIS).

5.5 TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES)WHO WILL BE THE DIRECT BENEFICIARIES OF YOUR PROJECT AND HOW MANY WILL BE EXPECTED TO BENEFIT DIRECTLY FROM THE ANTICIPATED POVERTY-REDUCING CHANGES WITHIN THE LIFETIME OF THE PROJECT? PLEASE DESCRIBE THE DIRECT BENEFICIARY GROUP(S) UNDER A) BELOW, DIFFERENTIATE WHERE POSSIBLE AND PROVIDE NUMBERS FOR EACH SUB-CATEGORY AND THEN PROVIDE A TOTAL

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NUMBER IN B).

DIRECT: a) Description Local population and Afghan refugees living and working on and around the brick kilns within a 5 kilometer catchment population of Baghbanan (based on national averages):Female:14,376 Male:14,963Of which, under 5 years old : 4,987 (ratio of girls:boys is 49.51)Of which, under 2 years old : 2,053Of which, PLW – 2,347 (8% of population)

b) Number Direct beneficiaries - 29,340

Who will be the indirect (wider) beneficiaries of your project and how many will benefit within the lifetime of the project? Please describe the indirect beneficiary group(s) and numbers on each category under a) and then provide a total number in b).

INDIRECT: a) Description People from FR Peshawar, FATA and the Afghan refugee camp in Shamshatoo who will travel to access the healrh care services:Female:49,000 Male:51,000Of which, under 5 years old : 17,000Of which, under 2 years old : 7,000Of which, PLWs : 8,000

b) Number Indirect beneficiaries – estimated at 100,000

5.6 PROJECT APPROACH / METHODOLOGYPlease provide details on the project approach (or methodology) proposed to address the problem(s) you have defined in section 5.3. Please justify the timeframe and scope of your project and ensure that the narrative relates to the logframe and budget. If this project is based on similar project experience, please describe the outcomes achieved and the specific lessons learned that have informed this proposal.

The approach builds on the successful launch and operation of HC at Baghbanan over the last 3 years. Our goal is for the HC to become self-sustaining through the adoption of the public-private partnership (PPP) model that AFUK/PK have successfully pioneered at Nahaqi Hopital. After 10 years the Nahaqi model has been praised by the Ministry of Provincial Health and is to be replicated throughput KPK. Many lessons have been learned from Nahaqi and include:The importance of being in control of the Government employees both in terms of having authority over them and controlling staff transfers in and out of the hospital; The challenge of creating sustainability and the importance of community support re user charges; The importance of management training for managers in the project;The need to be very specific when entering into a public private partnership with the Government regarding such things as what we can control by way of e.g. Budget – pay and non pay, leverage to force the Government to keep to their commitments in the agreement.The project outputs include: Output 1. Strengthened HC infrastructure; Ouput 2. Implemented EPI; Output 3. Strengthened reproductive healthcare services; Output 4. Implemented outreach programme; Output 5. Implemented nutritional assessment and support programme; Output 6. Implemented conditional micro-credit voucher scheme for reproductive health.These will be achieved through undertaking various activities that are detailed in the activities section of the log frame. The health project manager will attend regular government and INGO, health and nutrition cluster meetings in KPK and Islamad. The key challenges and barriers to the project are around the security issues in this region and the socio-cultural barriers that impact the ability of women to access reproductive health services. The latter will be overcome by working closely with community and religious leaders and strengthening already strong community relationships that AFPK has enjoyed in recent years.

5.7 SUSTAINABILITY OF BENEFITSHow will you ensure that the poverty reduction benefits for the beneficiary population will be

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sustained?

AFPK is in partnership with the Provincial Government to deliver EPI services, hence this will continue beyond the life of this project.AFPK has developed public private partnerships with the Provincial Government of Pakistan for the sustainability of other projects. A similar arrangement will be developed for this project.AFPK has with communitiy support, introduced affordable user fee charges through discussion with the Jirga. The community are willing to contribute to the sustainability of the project through continued contribution via a negotiated fee structure.AFUK has a track record of providing seed funds until self- sustainainbilty has been achieved (as it has at Nahaqi hospital). AFUK will bridge any sustainability gap for this project if required until the HC become self sustaining.AFPK a number of new staff will be trained and appointed in order to deliver this project.AFPK will continue to oversee the management of the HC beyond this 3 year period so that the new systems (including reporting and monitoring) will continue to ensure high quality of service provision.

5.8 SCALING-UP AND REPLICABILITYWhat is the potential for future continuation, replication or larger-scale implementation of the proposed intervention? Please provide details of any ways in which you see this initiative leading to accessing other funding or being scaled up by others in the future. Describe how and when this may occur and the factors that would make this more or less likely.

The project builds on existing successful AFPK health programmes through PPP, which have rehabilitated non-functioning health facilities by strengthening the range and quality of existing services and extending the provision of services into the community through the outreach programmes. Importantly, the Provincial Health Ministry has already indicated a wish to roll out AFUK/AFPK models to other rural communities in KPK.

5.9 CAPACITY BUILDING, EMPOWERMENT & ADVOCACYIf your project includes capacity building, empowerment and/or advocacy components, please explain how these elements will contribute to the achievement of the project's outcome and outputs? Please also refer to the Additional guidance for GPAF Initiatives focused on Empowerment & Accountability

The project is not directly focused on capacity building, empowerment and advocacy.The outputs of the project will however result in:1. Capacity building and skilling up a workforce.2. Empowering people as they take up services and become aware of their rights.3. Empowering people through health education and awareness campaigns for healthy living.4. Advocacy for a group who have been marginalised and excluded from state service provision5. By focusing on vulnerable groups the project will highlight their issues on the local and Provincial

health agenda which will be an effective way for advocacy to claim their rights.5.10 GENDER AND SOCIAL INCLUSION

How was the specific target group selected and how are you defining social differentiation and addressing any barriers to inclusion which exist in the location(s) where you are working? Please be specific in relation to gender, age, disability, HIV/AIDs and other relevant categories depending on the context (e.g. caste, ethnicity etc.). How does the project take these factors into account?

In this traditional patriarchal society, power relations favour men and boys, and to a lesser degree, women above child bearing age (mother-in-laws). Women of child bearing age and girls have little autonomy. AFPK is concerned about the plight of vulnerable groups and has adopted a community engagement approach. The AFPK approach has worked through the Jirga system to access vulnerable groups such as women, girls, disabled and ethnic minorities (Afghan refugees), and achieved improved outcomes of health, nutritional status, education and empowerment. Without the

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mediation of men (and to a lesser extent mothers-in-law), women of child bearing age are not able to access primary health care services. That is why it is important for AFPK to work through the Jirga system. Enhanced quality of services also benefit the health and wellbeing of the men and the boys.5.11 VALUE FOR MONEY (VFM)

Please explain why you believe that the proposed project would offer optimum value for money. How have you determined that the proposed approach is the most cost efficient way of addressing the identified problem? Please ensure that your completed proposal and logframe demonstrate the link between activities, outputs and outcome, and that the budget notes provide clear justifications for the inputs and budget estimates.

The project takes into account value for money within its project cycle of identification and planning; implementation and monitoring; evaluation and learning. In the identification phase, AFPK has undertaken consultative activities to analyse needs accurately and so AFPK is able to narrow the focus of its provision to avoid waste. The project is therefore evidence based and specifically designed to meet the needs of the community which is reflected in the logical framework and budget.In the planning phase, AFPK can then be frugal so that money is used effectively and creatively. Because it is familiar with the context, AFPK operates at levels of security that are unattainable to other INGOs. AFPK consultative activities have established a baseline that can be compared with the findings of the endline assessment. Theories of change will be incorporated into the project design and budget. Jirga meetings will be called by AFPK to consider issues about the HC, project design, monitoring, theory of change and sustainability.In the implementation and monitoring phase, data will be regularly collected for monitoring. Progress will be compared to the indicators used in the logical framework. This will involve budget analysis and beneficiary perception. Comparison of results with expectations will lead to adaptations in project design, and the generation of important learning.The project will be cost-effective and provide value for money because it builds on existing successful AFPK health programmes to rehabilitate non-functional health facilities, by strengthening the range and quality of services and extending them within the community by working through the outreach programme. Importantly, there is local support and Health Ministry support for rolling out successful AFPK models to other rural communities in KPK.5.12 COUNTRY STRATEGY(IES) AND POLICIES

How does this project support the achievement of DFID’s country or regional strategy objectives? How would this project support national government policies and plans related to poverty reduction or other key sectoral areas?

DFID’s mission in Pakistan is: “to secure constructive Pakistani engagement with international and regional security agendas, to support sustainable development, democracy and human rights in Pakistan, to improve UK economic interests and to provide high-quality public services”.DFID’s goal in Pakistan is “to reduce poverty and help build a prosperous and stable country”. In Pakistan prosperity is blighted by family ill health, maternal bereavement and impaired education. For example, 1 in 11 children die before their 5th birthday and 12,000 women die in childbirth every year. Building a prosperous democratic Pakistan will not only help the poor, it will improve stability in Pakistan, the region and beyond. This is why Pakistan is one of the UK governments top priorities.This project contributes to the MDGs 4 and 5 set out in the DFID funded Research and Advocacy Fund (RAF) and also the Pakistan MDG report, KPK Millennuim Goals report 2011. The project also addresses issues raised in the Pakistan Demopraphic and Health survey 2006-7, National Nutrition Survey, Pakistan 2011and National Health Policy 2001.The PK poverty reduction strategy (PRSP- II 2008-2010) also highlights access to health services, immunization of children, disease incidence. The project will support this strategy.5.13 ENVIRONMENT

Please specify what overall impact (positive, neutral or negative) the fund is likely to have on the environment. What steps have you taken to assess any potential environmental impact? Please note the severity of the impacts and how the project will mitigate any potentially

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negative effects.

The project will not directly affect the environment but will indirectly have a positive outcome. The community members who access health care services at the HC will receive health awareness messages on a variety of topics. This will lead to increased awareness of what constitutes healthy living and how their environment on the brick kilns can be enhanced to improve their health and well being, and that of their children. The main risks arising from this project include exposure to medical waste , however this mitigated through disposal via incineration. A water pump will be installed to provide a source of potable water for the HC. Septic tanks are installed to receive waste water.

SECTION 6: PROJECT MANAGEMENT AND IMPLEMENTATION6.1 IMPLEMENTING PARTNERS

Please provide a list of all organisations to be involved in project implementation including overseas offices of the applicant and any partners starting with the main partner organisation(s). Please only include those partners that will be funded from the project budget. Please provide full details for each of the partners in section 9.

Abaseen Foundation PK, 3rd Floor, 272 Deans Trade Centre, Peshawar Cantonement, Peshawar, KPK, Pakistan

6.2 PROJECT MANAGEMENTPlease outline the project implementation and management arrangements for this project.This should include: A clear description of the roles and responsibilities of the applicant organisation and each

of the partners. You must also provide an organogram (in a separate document) of the project staffing and partner management relationships.

A clear description of the added value of each organisation (including the applicant). An explanation of the human resources required (number of full-time equivalents, type,

skills, background, and gender).

The Project will be implemented by AFPK with technical support from UCLan, and managerial support and monitoring from AFUK. The experience of the key players is given below.Name Designation Qualification ExperienceProf. Mukhtiar Zaman

CEO AF PK MBBS, MCPS (UK), FCPS 20 years

Brig ® Gulman Shah Afridi

Director Logistics/Operation

MA (Economics) 32 years

Mr. Fayyaz Ul Haq Finance Manager M.Com, CA Article 22 yearsHelen Bingley CEO AF UK MBA, DMS, PG Dip MH Law, PG

Cert Action Learning, GIPM, MIM, RMN

30 years in senior management

Prof Nicola Lowe Nutritional Specialist BSc, PhD, PGCert TLHE, RNUtr 25 years

Dr.Elizabeth Westaway

Public Health Specialist

MPH, PhD 17 years

Interim and post project evaluations will be completed jointly by Lancashire Business School (LBS) and by Khyber Medical University (KMU). The organagram illustrates the relationships between each organisation. Each organisation adds value as follows:AFUK: provides technical expertise in project management supervision, project monitoring and UK Charity Commission best practice governanceAFPK: provides implementation of the project on the ground, day to day monitoring and project management, local knowledge, excellent working relationships with the Ministry of Health, UNICEF and the Baghbanan community.UCLan: provides academic and technical support to the project and has been working with AFPK for

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10 years conducting health and nutrition related research.LBS: provides expertise in project management best practice and contributes to independent Interim and Post Project Evaluations (PPEs).KMU: provides an independent technical focus to the Interim and PPEsNo. FTEs Position Gender Skills and backgroundProject Delivery1 Doctor Preferably

FemaleMBBS, registered with Pakistan Medical and Dental Council

1 Nutrition Officer Female MSc Nutrition, or BSc (Hons) Nutrition, or MBBS with experience in Nutrition projects

1 Nutrition Assistant Female 12/14 years education with experience in nutrition projects

1 Social Mobiliser Male 14/16 years education, preferably in social sciences

1 Social Mobiliser Female 14/16 years education, preferably in social sciences

1 Lady Health Visitor Female 10/12 years education and LHV diploma from registered institution

1 EPI Technician Male 10/12 years education with certification of EPI technician by recognised institute

1 Pharmacy Technician Male 10/12 years education with diploma from registered institution

1 Lab Technician Male 10/12 years education with diploma from registered institution

Project Support1 Finance/ Admin Officer Male MCom or MBA Finance with at least 3 years

experience in project /finance management1 Logistics and

Procurement OfficerMale 16 years education and experience in

logistics and procurement1 Office Boy Male 5 years education- local from the area2 Security Guards Male 20-60 years age and preferably retired from

forces2 Drivers Male 20-60 years age with valid licence and

minimum of 5 years experience.1 Cleaner Male Local from the area1 Cleaner Female Local from the area1 Receptionist Male 12/14 years education with computer skills

and 3 years experienceVolunteers36 Outreach Workers, 2 Outreach Supervisors, 40 TBAs and 2 Supervisors.

6.3 OTHER ACTORSInclude details of any other key stakeholders or collaborative partners who will have a role in the project (but will not be funded from the project budget). How does this intervention link to or integrate with other programmes especially those of other government agencies?

The Provincial Government of Pakistan will provide the vaccine and is in partnership with AFPK to sustain the project beyond the GPAF funding and secure roll- out of its PPP model of provision throughout KPK and Pakstan. Other key stakeholders include the TBAs, outreach workers, local health care providers in Baghban community and Peshawar. The program links with the National Expanded Programme for Immunisation and other National programmes including the HMIS, National Neonatal, Maternal and Child Health Programme , National programme for family planning, National Nutrition programme, National Programme for Family Planning and Primary Health Care. On a local level, the project will provide health education sessions in several local primary schools and Hujras.

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6.4 NEW SYSTEMS, STRUCTURES AND/OR STAFFINGPlease outline any new systems, structures and/or staffing that would be required to implement this project. Note that these also need to be considered when discussing sustainability and project timeframes.

The new staffing required will be those described in 6.2, otherwise the project can rely on tried and tested systems of delivery that have been pioneered and developed during the last 10 years by AFPK.

SECTION 7: MONITORING, EVALUATION, LESSON LEARNINGThis section should clearly relate to the project logframe and the relevant sections of the budget. Please note that you will be required to undertake a project evaluation towards the end of the funding period to assess the impact of the fund. Please allow sufficient budget for monitoring and evaluation (M&E) and note the requirements for external and independent evaluation.7.1 How will the performance of the project be monitored? Who will be involved? What tools and

approaches are you intending to use? How will your logframe be used in M&E? What training is required for M&E? How will you involve beneficiaries and other stakeholders?

MONITORING AND EVALUATION OF PROJECT IMPLEMENTATION Day-to-day management and monitoring of project performance – Project Manager AFPK

For all output indicators in the logical framework, there will be daily tallies that will be compiled into weekly. The weekly reports will be compiled into monthly reports and submitted to the Project Manager who will compile a montly progress report for the project implementation team for feedback.

Perfomance reporting against Logical Framework indicators and Gantt chart will be submitted by Project Manager to AFPK and AFUK monthly. The reports list ways in which any risks to the project are being mitigated and/or managed.

Monitoring by AFPK Project Implemetation Team members – CEO and Medical Director – will be via 70 visits throughout the duration of the project. The monitoring visits will include visits to site, attendance at community meetings, financial audit, meeting with project staff and taking decisions about any changes required to keep the project on track.

Quarterly meetings with the community (men and women) to discuss performance reports and any issues arising. Outcomes of these meetings will be a useful feedback mechanism and used in an iterative manner to adjust the project activities.

Monitoring by AFUK Project Monitoring Team – 3 visits to Pakistan – 1 within the first quarter of project set up, then 2 more visits during the project. The monitoring visits will include visits to site, attendance at community meetings, attendance at AFPK Board of Governors meetings, financial audit, meeting with project staff, audit of the Logical Framework and Gantt chart, discussions with AFPK and taking decisions about any changes required to keep the project on track. There are contingemcy plans for announced or unexpected problem solving visits.

POST PROJECT EVALUATION (PPE)Lancashire Business School and Khyber Medical University to work together, under a Terms of Reference clearly defined by the project partners, to complete the PPE.AFUK and AFPK are committed to ensuring that a thorough and robust Interim and PPE is undertaken during the project to ensure that positive lessons are learnt. The PPE process will involve:Stage 1 - Plan and cost the PPE work at the project design stage;Stage 2 - Monitor progress and evaluate progress towards achieving project outputs at interim stages and at the end of the project;Stage 3 - Follow up PPE to assess longer term service outcomes one year after completion. Using the Logical Framework, detailed plan to evaluate project outcome indicators and outputs will be drawn up in consultation with stakeholders and beneficiaries where relevent. This plan will also set out how these arrangements will be managed, how information will be disseminated and to what timescale.The Process for PPE. The early stages of the evaluation will focus on formative, and process, issues, such as decision-making processes and project management. Later stages will focus on

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outcome indicators and outputs. The objective of the PPE will be to assess how well and effectively the project was managed and how successfully the project achieved its planned outcome and outputs.The evaluation will examine:

The effectiveness of the project management; Communication and involvement of stakeholders and beneficiaries; Involvement of other key actors; Overall success factors for the project in terms of cost and time; Extent to which the project realised the benefits and outcomes it was designed to achieve

All evaluation reports will be made available to stakeholders and beneficiaries.Who will undertake the PPE. The PPE will be undertaken jointly by KMU who will provide an independent technical focus and LBS who will provide an independent project and general management focus.Methodology for the PPE. The methodology for the evaluation will include face-to-face interviews with the project stakeholders and beneficiaries. This will include story gathering as well as responses to standardised questions. The quantitative analysis will look at a range of data about the services provided. The outcomes from the PPE will be evidence in the form of data (from ongoing surveys, annual reports and reviews) and stories and perceptions which provide a deeper understanding about how and where the project succeeded and whether it can be replicated and any areas where further improvement is possible.

7.2 Please use this section explain the budget allocated to M&E, and to demonstrate that there is adequate budget provision to support the M&E processes described in 7.1. The budget must include provision for an independent external evaluation.

The budget for monitoring and evaluation is £19,722 and includes 70 monitoring visits to the site by AF PK, 3 monitoring visits by UK Project Team and the cost of independent external evaluation by two Universities working together.

7.3 How will lessons from your project be identified and learned, and disseminated to a wider audience? - Please explain how the learning from this project will be used within your organisation and disseminated to others.

The project manager will maintain a ‘Lessons Learned Log’. Key staff will be trained to:1. Record experiences to share as written or spoken case studies2. Listen to people and record any discussions about the outputs and activities of the project3. Organise focus group dicussions on the outputs and activities of the project4. Information about the project will be disseminated through AF and UCLan Websites5. Provide material for publications6. Liaise with media7. Participate in community meetings8. Attend Government and INGO cluster meetings9. Prepare reports for Government and other agencies working in KPK in health and nutrition sectors10.Attend and speak at conferencesDissemination to a range of audiences including policy makers, donors, academics, media, UN/INGOs, stakeholders and beneficiaries will be achieved through a range of media. Reports, peer reviewed publications, conference presentations, blogs, newsletters, websites (AFUK and UCLan).

SECTION 8: PROJECT RISKS AND MITIGATION8.1 Please outline the main risks to the success of the project indicating if the potential impact and

probability of the risks are high, medium or low. How will these risks be monitored and mitigated? If the risks are outside your direct control, is there anything you can do to manage their potential effects? If relevant, this may include an assessment of the risk of engagement to local partners. The risk assessment for your programme needs to clearly differentiate the internal risks and those that are part of the external environment and over which you will have

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less (or little) control. (You may add extra rows if necessary.)

Explanation of RiskPotential impact

High/Medium/Low

Probability

High/Medium/

Low

Mitigation measures

External RisksSecurity situation – compared to other areas in the Province this is not as serious. The people in this area rely on the situation being settled for their livelihoods and they take active measures to exclude any insurgency.

Medium Low The situation will be monitored by the project manager through liaison with the police, community and other organisation. Travel will be minimised in the ‘sensitive’ periods. The site security will be provided by the security guards.

Planning permission granted Low Low Local Jirga will be used to assistAbility to recruit sufficient numbers of different cadres of health workersAbility to recruit sufficent female medical staff

High Low Some of the exisiting staff will continue and others will be recruited through newspaper advertisement and networking.

Supply of vaccine is not reliable High Medium Reasonable stock will be maintained and demands will be made will in advance to ensure supply

Ability to recruit sufficient TBAs andsufficient male and female outreach workers from the community

High Low The excellent community relationships will ensure identification and recruitment

Socio-cultural barriers preventing women accessing reproductive health services

High Low The community relationship and observing local culture norms will ensure participation

Food supply pipeline remains intact Medium Low Timely procurement and sufficient stock will be maintained.

MOU not signed with reproductive health service provider for referrals

Medium Medium There are multiple providers in the city and appropriate one will be identified.

Internal RisksFailure of security management of vouchers and financial aspects of scheme

Medium Medium The developed criteria will be implemented in letter and spirit and community participation will transparency, accountability

Transportation service failure Medium Medium Transport from the market will be arranged

Retention of staff Medium Medium Yearly increment will be provided to match the market trends

SECTION 9: CAPACITY OF ALL PARTNER ORGANISATIONS (Max 3 pages each)Please copy and fill in this section for each partner organisation identified in section 6.19.1 Name of Organisation Abaseen Foundation Pakistan

9.2 Address 3rd Floor, 272 Deans Trade Centre, Peshawar Cantonement, Peshawar, KPK, Pakistan

9.3 Web Site www.abaseenfoundation.org.uk

9.4 Registration or charity number Social Welfare Organisation KPK, Registration number17

(if applicable) DSW/NWFP 1699

9.5 Annual Income (from latest set of approved accounts)

Income (original currency): Rs 48,434, 473Income (£ equivalent): £326158Exchange rate: 148.5Start/end date of latest set of approved accounts (dd/mm/yyyy)From: 01/07/2011To: 30/06/2012

9.6 Number of existing staff 125

9.7 Proposed project staffing staff to be employed under this project (specify the total full-time equivalents - FTE)

Existing staff 1 (3 x .33 FTE)

New staff 19

9.8 Partner organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

Faith-based Organisation (FBO) Ethnic Minority Group or Organisation

Disabled Peoples’ Organisation (DPO) Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

9.9 A) SUMMARY OF EXPECTED ROLES AND RESPONSIBILITIES ANDB) FUNDING AMOUNT RESPONSIBLE FOR

A): The Board of Governors will be responsible for the signing of agreement and for the implementation of the project. The CEO and head office staff will be monitoring the project through desk reviews of reports, participation in meetings and visits of the project area.

B): The funds will be received in the Abaseen Foundation account and cheque will be signed by two persons from the AF Board of Governors. The expenditure will be initiated by Project Manager and approved by Medical Director and CEO. The Project Manager can authorise cash expenditure up to £500 on three quotations and higher than that will be authorised by CEO or nominee of Board of Governors.9.10 EXPERIENCE: Please outline the experience of your partner in relation to their role and

responsibility in this fund (including technical issues and relevant geographical coverage)

Founded in 2000, AFPK is a well-respected charity based in Peshawar. It has a reputation for quality projects that engage communities and which produce sustainable outcomes. AFPK has completed challenging projects involving innovative health care.

AFPK has a strong relationship with the Ministry of Health, and with KMU the only government health university. AF PK activities are aligned with national and provincial health policies. Collaborative links with other health care providers within the Ministry of Health will be used to ensure consistency and cooperation.

SWAT PROJECT was to provide Mother and Child Services at the door step to 300,000 population of selected Union Councils affected by conflict and floods. Apart from the community component it also had revitalisation of Government hospital by replication of AF public private partnership in Kabal Civil Hospital and other health facilities.

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9.11 FUNDING HISTORY Please provide a brief summary of your partner(s) funding history.

The following monies were granted to AFPK

2012US Aid £152,000 to fund construction of Mian Gul School for boys and girls in FATA.

20101. Austrian Development Agency £109,000 to fund the running costs of the Baghbanan HC.2. UNICEF - £130,00 to support maternal and child health for pregnany and lactating women

returning to SWAT after being displaced due to the security situation3. UN - £56,000 to provide basic health care to internally displaced people in Kohat, FATA

2009UNICEF £308,842 for health projects9.12 CHILD PROTECTION (funds working with children and youth (0-18 years) only)

What is this partner's capacity and experience in relation to child protection? How will you work with your partner(s) to ensure children are kept safe?

AF UK and AF PK use the UN Convention on the Rights of the Child (CRC) and UNICEF guidelinesto develop local project protocols to safeguard childen 0-18 years old. AFUK and AFPK have morethan 10 years experience of successfully using child safeguarding protocols when implementingprojects with children.9.13 FRAUD: Has there been any incidence of any fraudulent activity in your partner organisation

within the last 5 years? How will you minimise the risk of fraudulent activity occurring?

No fraudulent activity in AFUK or AFPK since the inception of the two organisations. AFUK and AFPK minimise the risk of fraud by using Trustee and Board of Governor approved standing financial instructions and protocols for financial decision making, approval of expenditure and authuorisation to spend funds. AFUK and AFPK have been acknowledged as best practice example organisations for financial management by the Charity Commission in the UK and the Provincial Government in KPK.

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