srsp -kfw--fata--- february 2015 - copy
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Role of a Catalyst Organization…. Flexible, Responsive, People-Centered, Learning,
Adaptive & Accountable
Social Mobilization
Social Activist
Tech/Eco Assistance
Do
wn
ward
Acco
un
tability
Do
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ward
Acco
un
tability
Non Profit, Non Government Organisation but with a Distinct Philosophy
BoDs & Volunteerism
Addressing poverty on scale
Capacity for Longterm Survival
Working with the Govt.
Approach to Change
Diversity, Iteration & Adaption
RSP Network
Registered under the Companies Ordinance 1984.
1989 to 1992
1993 to 2000; Partnership with Government in Area Development Programmes
2000 onwards; DFID Capacity Building, PPAF, leveraging support from Diverse Donors, RWSSP & CIIP
2005: Disaster Management became an integral part of SRSP’s work
2007; Endowments, FATA and
2009; Govt. Poverty Alleviation Programme(BKPAP)
A society where
poverty is reduced and
sustainable means of
livelihoods are ensured
Develop & build Social
Capital by
mobilizing communities
to address poverty
SARHAD RURAL SUPPORT POGRAMME KP & FATA
N
W E
S
Total District in the Province 25
Swabi
Lakki Marwat
Malakand
Tank
D I Khan
Lower Dir ShanglaSwat
Buner
Chitral
Upper Dir
Charsadda
Kohistan
Battagram
Mansehra
Abbottabad
HaripurNowsheraPeshawar
KohatHangu
Karak
MardanTor Ghar
NorthernAreas
Azad Jammu& Kashmir
Balochistan
Tribal Areas 13
Gender Policy developed and
implemented at all levels
Gender core groups for Gender
Monitoring
Women Leadership Programme
Women Specific Projects;
Women employment concern, Honey bees
project, Fuel Efficient Stoves, Value Chain
development,
Community Investment Funds
Gender Sensitization, ToTs and
Refreshers
8,944 CPIs Implemented with cost of PKR 5.9 billion, benefitting 1.8 million men and women community members
Drinking Water Supply Schemes
-3,717 schemes-PKR 1,124 M
Farm to Market/Link Roads & Bridges
-1104 schemes-PKR 457 M
Sanitation Projects-2,006 schemes-PKR 726 M
Irrigation Projects-1,043 schemes- PKR 453 M
Others: Mini Dams, IUAP & Soil Protection
-834 projects-PKR 401 M
Micro-Hydel Projects-171 projects-PKR 198 M
Over 30,000 population in 16 union councils of Haripurand Mansehra are being made aware of Article 25-a (AlifAilaan)
Trained over 3,191 PTCs (13,573 men and women members) and facilitated in development of School Improvement Plans.
Initiatives in about 95 union councils in KP (85UC in Malakand Division where we have EU as well)
850 community-based paralegals trained; 375 are women
65 Mushaliahati Jirgas with 340 men and women membersorganized and trained
20,000 men and women have been part of awareness raisingsessions
Building relationship with the formal justice sector
Mobilized over 65,000 women (the poorest PSC: 0-23) in 116 union councils of 10 district with its CIF Programme within 4 years
According to a third party evaluation; nearly 57% of the respondents reported a visible improvement in their income,
while another 37% reported a moderate increase in incomes.
CIF Loans for startup business
(PSC 12-23)
350 million PKR
Income Generating Grants
(PSC 0-11)
87 Million PKR
Micro Credit for working capital
(PSC 23-50)
700 Million PKR
- Community, Staff, National & International Trainings
- Leadership and Management skill trainings
-Enterprise, food preservation, NRM, welding, masonry, Embroidery
-Establishment of Vocational Training Center
Members Trained (m)= 105,158684
Members Trained (w)= 76,418
Total Members= 181,576
Value Chain ApproachFarmer Enterprise
groups and the Agri-Business Fund
Grants and Micro Enterprise training
Effective Roles of
Planning, Monitoring,
Evaluation & Research
Financial Management
Systems & Procedures
Procurement Policies &
ProceduresHR Policies &
Systems
Internal Audit
Rebuilding community infrastructure (drinking water, link
roads) costing Rs.460 million for
EQ Affectees
Assisted FDMA in Registering
63,000 Families in
emergency phaseamong a total verified
caseload of 96,000.
2006-2007: Discussion and agreement on RSPs approach to
working in FATA
2007: Long Term Capacity Support Grant . Setting up
Skelton structure in FATA (FLADP)
2008: Working in Kurram & FR Peshawar
2009: Initiation of CIDA Project in Kurram & FR
Peshawar
2010: Extension of SRSP Humanitarian Programme to
Mohmand, Kurram & Orakzai Agencies
2011: Programme extended to South Waziristan Agency
2011: Initiation of RAHA in Mohmand Agency
2013: Implementation of WASH Project in FR Tank with funding
of UNICEF
2013: Partnership with RLCIP in Mohmand, Bajaur & South
Waziristan .
2014: Supporting/Assisting FDMA in registration, camp
establishment and data punching
2014: Reaching out IDPs from North Waziristan
Khyber
North Waziristan
FR Lakki Marwat
Bajaur
Mohmand
FR Peshawar
Orakzai
FR Kohat
Kurram
FR D.I.Khan
FATA Integrated Area Development Programme (CIDA)
FATA Local Area Development Programme (Govt.)
Rural Livelihood & Community Infrastructure Project (FATA Secretariat/MDTF)
Refugee Affected Hosting Areas (GIZ)
Promotion of Education in FATA (UNICEF)
Assistance to IDPs from FATA (UNHCR)
WASH Project (UNICEF)
Women Protection Project (UNFPA)
Community Resilience Project (UNDP)
WASH Emergency Project for IDPs of North Waziristan (UNICEF)
Emergency Project for IDPs of North Waziristan (UNHCR)
223 community infrastructure schemes
established with PKR 161 million
that benefit 187,320 population
2,962 men and women received
livelihood enhancement trainings
200 micro-enterprises
established and strengthened
18 Community-Based
Schools established to benefiting
4,200 boys and girls in
villages with no access to public or
private education
IDPs Families Registered: 163,000
NFI Assistance Provided: 468,198
Shelters constructed: 2,310
Voluntary Return facilitated: 27,000.
The Development Conundrum• Why a Difficult area?
– History
– Governance Systems
– Conflict
– Collapsed Social Structures
Uncertainty and Complexity……
• Absence of good information
• Conflict…Insurgency, Sectarian, Security Issues…
• Issues of Access
• Winning Space
• Inclusiveness
• Culture
Navigating Complex Environments• Blue Print Vs Process Approach• Fit Vs Best Practice Approach• Building on Humanitarian Programmes• Public Credibility• Managing Visibility
– Keep Low Profile– Have Local Staff on board to the level possible– HR & Procurement Policies to respond to local environment
Wining Space: – Hardware VS Software– Relationship vs Institutions
• Holistic Programmes• M&E
To contribute to the peace process in FATA in
implementing measures, which improve the life of
the people in FATA and support the re-integration of
IDPs into civil life in FATA upon their return
To prepare IDPs for their return to motivate them to return
timely and, in particular, support them upon return with
sustainable, needs oriented measures in the field of
reconstruction
Result 3: Re-establish local economy and businesses for the poor and marginalized
Result 4: Strengthening State-Citizen linkages to restore citizens trust in state institutions
Result 1: Establishment and strengthening of a representative system of community mobilisation that revives collective action, enhances social cohesion and empowers people to cope with crisis and disaster and builds their capacities to interact with local authorities to foster social and economic development
Result 2: Rebuild and restore rural infrastructure and basic social services
Result 1: Community Institution Building
1,000 CBOs with membership of 25,200 households,representing approx. 189,000 men and women populations
Result 2: Community Physical Infrastructure
433 CPIs improve the access of approx. 81,187 menand women populations
• DWSS• Communication & bridges• Irrigation• Energy• Sanitation• Rehabilitation of Govt. Education & Health facilities to
improve social services
Result 3: Livelihoods
800 men and women attend different livelihood skillsenhancement training workshops
• 608,528,000PROGRAMME COST (PKR)
• 40,900,000 Social Mobilisation
• 445,048,000 Community Physical Infrastructure
• 95,900,000 Livelihoods (Value Chains, Skills Trainings etc)
• 15,680,000 Advocacy & State Citizen Linkages
• 11,000,000 Capacity Building & Visisbility
• 393,644,752 PROGRAMME SUPPORT COST (PKR)
• 197,807,984 Staff Cost
• 167,298,768 Operational Cost
• 28,528,000 Capital Cost
• 42,596,960 INSTITUTIONAL BACKSTOPPING SUPPORT COST
• 1,044,769,712 TOTAL COST in (PKR)
• 9,245,749.66 TOTAL in EUROs
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