Appeal - ReliefWeb

150 route de Ferney, P.O. Box 2100 1211 Geneva 2, Switzerland Tel: 41 22 791 6033 Fax: 41 22 791 6506

E-mail: [email protected]

Coordinating Office

Appeal

Pakistan

Earthquake Recovery & Rehabilitation ASPK61 (Revision 2) Appeal Target: US$ 16,964,231 Total cover: US$15,696,095 No further funding requested due to limited implementation period remaining.

Geneva, 17 September 2008

Dear Colleagues, On 8 October 2005, an earthquake registering a magnitude of 7.6 on the Richter scale caused havoc in an area of 30,000 sq/km in the NWFP province of Pakistan and in parts of Pakistan-administered Kashmir. It was the deadliest earthquake in the recent history of the sub-continent resulting in between 73,000 and 86,000 deaths. The earthquake affected the lives and livelihoods of an estimated 3 million people. A first ACT appeal (ASSA51) was launched for both Indian and Pakistani areas of Kashmir, and followed by this rehabilitation phase appeal which was first launched on 10 April 2006, and revised for the first time on 06 October 2006. Please find attached the second and final revision of the ASPK61 appeal for ACT member Church World Service (CWS)- Pakistan/Afghanistan’s rehabilitation programme, with an implementation period of two years and eight months, to close on 31 December 2008. This final revised version of the appeal also includes a Diakonie Katastrophenhilfe (DKH) rehabilitation programme as approved for inclusion and shared earlier with the alliance in September 2007. DKH have been implementing both directly and through an established local partner with an implementation period ending 30 November 2008. Please note no funding has been requested for DKH as their full budget of US$ 1,620,000 is covered by DKH themselves. The most recent revision of CWS’s programme took place in March 2008 in close coordination and communication with the ACT Coordinating Office and the larger funding contributors towards this appeal. At the same time an accompanying extension of their implementation period was approved for an additional 9 months to 30 November 2008. While the changes in CWS’s section of the appeal were agreed in principle with the ACT Coordinating Office and communicated to appeal supporters, this formal approval and issue of the revision as per normal ACT procedures was unusually delayed due to competing emergencies work of the Asia, Pacific and Europe desk of the ACT Coordinating Office. The reasons for revision as explained at that time are as follows:

1. Poor Security Situation: the program is located in region that has a strong following and presence of militant organizations that have harassed and attacked NGOs working in the area and have regularly been calling for strikes and the expulsion of UN and INGOs from the area. This resulted in breakdown of field operations halting progress every now and then. It has also caused psychological stress on the staff.

2. Indecisive ERRA Bureaucracy: The frequent changes in ERRA policy, the lack of coordination between various government line departments, and the delayed issuance of NoC and MoU for our programs has caused and continues to cause delays in implementation.

3. Inclement Weather Conditions: Winter and monsoons (snow and land slides) also caused considerable additional delays in implementation. Some operational areas are inaccessible for at least five months a year; a perennial problem.

Pakistan – Earthquake Recovery & Rehabilitation ASPK61 (Revision 2) 2

Latest update

CWS have reported that the programme targets are on track and they are hoping to complete all planned activities in couple of months, except for the School Safety Programme. In the School Safety Programme, 40 schools were targeted for retrofitting. However, the government (ERRA) did not grant CWS the approval to proceed with the concept of retrofitting due to lack of specific technical expertise. However, approval was given to work on school reconstruction, which then required more funds. Please note that with this change is plans, the budget earmarked for school safety is only sufficient to cover 6 schools and this is where CWS have focused time and efforts. Reconstruction of all six schools is in progress. A further one month extension of the implementation period has been requested and approved for completion of this work by 31 December 2008. A final ACT evaluation of the programmes within this appeal will be conducted. Please see the reporting schedule that follows for deadlines for full ACT reporting on both the CWS and DKH programmes in the appeal.

Project Completion Date:

CWS P/A - 31 December 2008 DKH - 30 November 2008

Reporting schedule:

Reports due ACT CO Interim narrative &

financial reports

Final narrative &

financial reports

Audit

CWS P/A

1st 31 Oct 2006 28 February 2009 31 March 2009

2nd 30 April 2007

3rd 31 Oct 2007

4th 30 April 2008

DKH N/A 31 January 2009 28 February 2009

Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested

CWS / NCA DKH ACT Co-

ordination

Evaluation Total Target

US$

Total Appeal Target/s 15,229,231 1,620,000 35,000 80,000 16,964,231

Less: Pledges/Contr Recd 13,967,316 1,620,000 28,772 80,008 15,696,096

Balance Requested from ACT Alliance 1,261,915 0 6,228 + 8 1,268,135 Note: Appeal ASSA51 has been completed. Reports are awaited and transfer of any balance to ASPK61 will be requested.

For further information please contact:

ACT Director, John Nduna (phone +41 22 791 6033 or mobile phone + 41 79 203 6055) or ACT Program Officer, Michelle Yonetani (phone +41 22 791 6035 or mobile phone +41 79 285 2916)

John Nduna

Director, ACT Co-ordinating Office


ACRONYMS AND ABBREVIATIONS

ACT Action by Churches Together

ACTCO Action by Churches Together Coordinating Office ACTED Agency for Technical Cooperation and Development AJK Azad Jammu Kashmir BHUs Basic Health Units

CBOs Community Based Organisations

CoS Church of Sweden

CTTCs Construction Trade Training Centres

CWC Community Water Committees

CWS-P/A Church World Service-Pakistan/Afghanistan

DCA Danish Church Aid

DCO District Coordination Office DEWS Disease Early Warning System DHO District Health Officer

DM Disaster Management

DMP Disaster Management Plans

DP Disaster Preparedness

DRU District Recovery Units

EFO Emergency Field Office EPP Environmental Protection Programme ERRA Earthquake Reconstruction and Rehabilitation Authority

FRC Federal Relief Commission

GCM General Coordination Meeting

GoP Government of Pakistan

HAP Humanitarian Accountability Partnership

HHP Health and Hygiene Promotion

HPT Hygiene Promotion Team

HIV/AIDS Human Immunodeficiency Virus / Acquired Immuno Deficiency Syndrome HMIS Health Management Information System HR Human Resource HRC Housing Reconstruction Centres IASC Inter Agency Standing Committee

IDPs Internally Displaced Persons

IEC Information, Education and Communication IMCP Institutional Management and Certification Programme INEE Inter-agency Network for Education in Emergencies INGOs International Non Governmental Organisations

IOM International Organisation for Migration

ISDR International Strategy for Disaster Reduction

LHVs Lady Health Visitors

LWF Lutheran World Federation. M&E Monitoring & Evaluation

MHUs Mobile Health Units MIS Management Information System MoU Memorandum of Understanding

NCA Norwegian Church Aid

NFIs Non Food Items

NGOs Non Governmental Organisations

NOC No Objection Certificate

NWFP North West Frontier Province

ODC Organisation for Development Coordination

PEC Polio Eradication Campaign


PHC Primary Health Care

PHED Public Health Engineering Department

PHF Pakistan Humanitarian Forum

PM&E Planning, Monitoring and Evaluation

PRA Participatory Rural Appraisal

PSST Psycho Social Support Team

RHCs Rural Health Centres SDC Swiss Agency for Development Cooperation SDF Sahara Development Foundation SGBV Sex, Gender Based Violence SHC Secondary Health Care

SPSS Statistical Package for Social Sciences TB-DOTS Tuberculosis - Directly Observed Treatment, Short-course TMA Tehsil Municipal Authority

TNAs Training Need Assessments

UCH United Christian Hospital

UCs Union Councils

UMM United Methodist Mission

UN United Nations UNDP United Nations Development Programme UNHIC United Nations Humanitarian Information Centre

UNHCR United Nation High Commission for Refugees

UNOCHA United Nations Office for the Coordination of Humanitarian Affairs

VHCs Village Health Committees

WatSan Water and Sanitation WCC World Council of Churches WHO World Health Organisation

WSS Water Supply Scheme

Table of Contents

I. REQUESTING ACT MEMBER – CHURCH WORLD SERVICE (CWS)- PAKISTAN/AFGHANISTAN 5

X. CWS P/A BUDGET 39

I. REQUESTING ACT MEMBER – DIAKONISCHES WERK/ DIAKONIE KATASTROPHENHILFE (DKH) 56

X. DKH BUDGET 67


I. REQUESTING ACT MEMBER INFORMATION

Church World Service-Pakistan/Afghanistan (CWS-P/A)

II. IMPLEMENTING ACT MEMBER and PARTNER INFORMATION

a) Church World Service–Pakistan/Afghanistan (CWS-P/A) CWS-P/A is registered as an International Non-Governmental Organisation (INGO) with the Federal Government of Pakistan. The organisation has been operational with its relief and development initiatives in Pakistan and Afghanistan since 1954. CWS-P/A, a regional office of Church World Service-Inc, has its central office in Karachi and sub-offices in Lahore, Mansehra, Islamabad, Murree, Quetta, Kabul and Jalalabad. CWS-P/A works through and with both faith-based and secular organisations on pre and post-disaster management and development aspects, to improve the quality of life of underprivileged communities.

CWS-P/A is one of the leading organisations that responded immediately to the earthquake on 8 October 2005. A relief programme was implemented subsequently in the worst affected and remote areas of North West Frontier Province (NWFP) and Azad Jammu Kashmir (AJK). CWS-P/A started implementation of the relief programme in NWFP, where, it has a base of operation for the last 27 years and at present employs over 170 staff in the earthquake recovery and rehabilitation. Specific districts where relief assistance was provided include Mansehra, Battagram, Shangla and Kohistan in NWFP and Rawalakot in AJK. The relief response comprised the provision of shelter, food and non-food items, psychosocial support to families and individuals, emergency water and sanitation facilities, health facilities through Basic Health Units (BHUs) and Mobile Health Units (MHUs) and hygiene promotion. In addition, CWS-P/A runs a comprehensive winterisation programme which provides winterised items like plastic sheets, blankets, shoes, shawls, quilts, and sweaters. This programme was launched to cater for the immense needs of the affected population. A total of 18,000 sq/km area was covered by CWS/NCA in the relief phase. CWS/NCA/CoS have launched an integrated earthquake recovery and rehabilitation programme in the worst affected areas of NWFP and AJK. Under this programme, the support is being provided in seven sectors, including Psychosocial Care and Protection, Capacity Building of CWS/NCA/CoS Staff/Partners/Local Government Officials and Communities, Sustainable Livelihoods, Water and Sanitation and Hygiene Promotion, Environmental Protection, Primary and Secondary Health Care Services and Winter Emergency Programme (shelter kits and food packages).

b) Norwegian Church Aid (NCA) - Technical lead in Water and Sanitation and Hygiene Promotion

Norwegian Church Aid (NCA) is an INGO, with a long history of providing emergency relief and long-term development support in Afghanistan and Pakistan. NCA works primarily with local partners, both faith based and secular. NCA has special competency in water and sanitation. It has provided technical support to CWS-P/A related to water and sanitation interventions during the relief phase and has continued their support in recovery and rehabilitation phase.


c) Church of Sweden – Technical lead in Psychosocial Care and Protection

Church of Sweden cooperates with a large number of independent partner churches and ecumenical organisations in Africa, Asia, and Latin America. It also works in cooperation with international bodies, such as the World Council of Churches (WCC) and Lutheran World Federation (LWF).

Formerly, mission activity is more diversified, including urban mission, theological training, youth work, and inter-religious dialogue. New and important issues include women's struggle against oppression and struggle for human rights. This may include, for example, assistance with legal aid and support to the families of prisoners. For CWS/NCA/CoS earthquake recovery and rehabilitation programme, the CoS is taking technical lead in psychosocial care and protection.

ACT member’s implementing partners

a) Organisation for Development Coordination

The Organisation for Development Coordination (ODC) is a non-political, non-profit, non-governmental organisation focusing on the development of rural areas of Pakistan. The goal of ODC is to improve the livelihoods of marginalised segments through the provision of basic health, education, sanitation, infrastructure, and income generation opportunities. ODC is committed to involving communities in the decision-making, planning and implementation of programmes. This ensures that projects implemented by ODC are supported and ‘owned’ by the communities, and increases social values within those communities. ODC is also coordinating its activities with other organisations and institutions in order to facilitate the exchange of information and experience within the areas of its activities. After the earthquake of 8 October 2005, ODC provided rescue and emergency aid to victims of the earthquake in AJK and NWFP. For CWS/NCA/CoS earthquake recovery and rehabilitation programme implementation, the ODC will be the implementing partner for sustainable livelihood for women. b) Diocese of Raiwind

The Diocese of Raiwind was established in 1980. The Diocesan Episcopal Jurisdiction comprises of former United Methodist Mission (UMM) areas and is predominantly rural and semi-urban. For the last 20 years, the Diocese has been looking after the educational needs of children, irrespective of what community the child belongs. In addition, work is being undertaken to provide quality health facilities, with the main emphasis on the poor rural areas of Raiwind. There are numerous health related programmes on going, especially on the Community Health Programme (initiated in 1985 by the Women’s Fellowship in Raiwind). Gradually the programme has developed its focus towards health centre based mother and child health in 1989 and a community health programme from 1992 onwards, with a prime emphasis on training of village health workers. An Eye Rehabilitation Programme was started in 2001 in collaboration with the United Christian Hospital (UCH) in Lahore. The SAHARA Rehabilitation Project, started in 1994, includes rehabilitation services for physically handicapped children, and was organised as an outpatient clinic in the health centre in Raiwind. During the relief phase, the Diocese of Raiwind, with CWS/NCA/CoS, operated a BHU and a MHU in Rawalakot that provided basic health facilities to people in the earthquake affected areas. The BHU and MHUs will continue to provide support to the affected community in the recovery and rehabilitation phase.

III. DESCRIPTION of the SITUATION

Background

An earthquake of Magnitude 7.6 on the Richter scale occurred on 8 October 2005 causing damage and casualties over 30,000 sq/km area in the NWFP of Pakistan and in parts of Pakistani-administered Kashmir. The main event was followed by 2,0331 aftershocks of magnitude 6 and above (Richter). The epicentre of the main earthquake was located 100 kilometres northeast of Pakistan’s Capital, Islamabad. The focal depth of the main earthquake

1 www.met.gov.pk


was determined to be 26 km2. This was the deadliest earthquake in the recent history of the sub-continent, resulting in between 73,0003 to 86,0004 casualties. A further 200,000 were injured and more than 3 million people left homeless. The adverse effects of this earthquake are estimated to be larger than those of the Tsunami of December 20045. In the relief phase CWS/NCA implemented one of the largest relief operations in close coordination with United Nations, Prime Minister Relief Cell and other stake holders. CWS/NCA assisted over 30,000 families in NWFP and Pakistani-administered Kashmir. The relief operations have been evaluated and most of the recommendations have been accepted and are being implemented in the recovery phase.

IV. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE

Apart from the huge number of deaths recorded, the earthquake had also adversely affected the lives and livelihood of an estimated 3 million people. Amidst gallant efforts to provide emergency relief, Pakistan faced the grim prospect of one million people confronting the winter without adequate shelter.6 The government and international humanitarian organisations undertook a massive effort to provide temporary shelter to earthquake survivors to meet the fast approaching winter months. At lower elevations, the shelter, food, sanitation, and health care requirements of over 300,000 individuals and families were met by establishing hundreds of camps. For the highest and most inaccessible regions, humanitarian agencies developed a programme called “Operation Winter Race,” which involved construction of warm rooms coupled with the delivery of roofing materials, blankets and stoves. Approximately 90 percent of the destroyed or damaged houses were in rural areas. The remaining 10 percent were in urban areas, primarily the towns of Muzaffarabad and Balakot. While the total number of homes destroyed is only 10 percent of the pre-earthquake total, urban dwellers represent 20 percent of all individuals displaced by the earthquake. Long-term displacement from the cities of Muzaffarabad and Balakot alone approached 90,000 people7. Reconstructing the urban areas remains a major challenge to the Government of Pakistan and humanitarian actors, including UN agencies and NGOs and INGOs. Urban recovery efforts will take many years and will result in serious and continued displacement and inequities in the lives of those from urban areas, as indicated by the current slow early recovery process. The Government of Pakistan’s Earthquake Reconstruction and Rehabilitation Authority (ERRA) is recognising this reality and is beginning a comprehensive planning process to address it. A wide array of urban issues remains to be addressed, including the question as to where to relocate the city of Balakot and the 35 percent of the residents of Muzaffarabad that will be displaced either for short or longer term. How to gather appropriately and dispose massive amounts of earthquake rubble in a safe and environmentally sound manner? How to meet the housing, economic, educational, medical, and psycho-social needs of the urban residents displaced over the years8. These are all questions to which the answers are still awaited. To meet these challenges on the request of ERRA, the UN Resident Coordinator’s Office9 has started providing technical support to the government, both at federal and district level, yet still a lot has to be done. To ensure good implementation, many humanitarian organisations suggest that ERRA, through the local government units, should identify specific urban reconstruction projects and establish a clear management structure for each. Decision-making power must be pushed to the lowest level possible and when exercised, must include the views of those individuals and organisations at the local level affected by the earthquake.

2 United State Geological Survey

3 According to Government of Pakistan

4 According to media and UN

5 ibid

6 According to Government of Pakistan

7 From different coordination meetings, CWS/NCA attended

8 Data from File & UN reports

9 With relief scaled down, OCHA Pakistan closed on 30th June 2006 and rolled over an OCHA contingent into the UN Integrated Resident Coordinator’s Office. This move came after most of the coordination mechanisms established during the relief phase have been handed over by OCHA and the UN agencies to the government for use in the recovery phase.


There are also challenges in terms of the ability of the most vulnerable to receive the support they need. Potential obstacles include family and village social structures that work against equal access for the vulnerable as well as the rising costs of building materials, which may make it difficult for the poorest families to start re-building. Cash being provided to survivors for reconstruction may be utilised to survive the winter, leaving them with limited funds to reconstruct their homes and restart their lives. The viability of village life depends on more than shelter. Many villagers are concerned about the security of their land ownership and this will be compounded in the recovery and rebuilding phase. Their livelihoods have been massively disrupted. Programmes to support livestock and agricultural development will be critical to achieving food security in advance of the winter of 2007-2008. Above all, heavy rains, landslides and flash floods, the increasing political tension, campaign and attacks against I/NGOs continue to hamper recovery and rehabilitation efforts in the earthquake-affected areas.

Security Situation

Although the Government has control of the overall security situation in the affected areas, the situation can change quickly due to the strong presence of several Islamic and Jihadi organisations who oppose the involvement of foreign troops and organisations in relief operations in the affected areas. CWS/NCA/CoS carefully and routinely monitors the security situation. Currently, there has been continuous propaganda against NGOs/INGOs in the earthquake-affected areas. In 2007, the security situation worsened when various processions by religious leaders in Mansehra took place against NGOs calling for the sacking of all women employees from their programmes. They stated that NGOs working in these areas do not respect their culture and their activities are in violation of Islamic values. Staff and properties of several INGOs and local organisations have been targeted and looted in the last months. In most of the areas, government requires police escorts for all travel of expatriate staff. In the mid of 2007, the Red Mosque (Lal Masjid) standoff and the resultant clash with security forces have led to an increase of serious security incidents. The number of suicide bombs and armed militant attacks has risen sharply. In the last quarter of 2007, an unspecified number of INGOs have relocated expatriate staff to Islamabad and scaled down activities in NWFP. The assassination of Ms. Benazir Bhutto in late December 2007 led CWS/NCA/CoS and other I/NGOs to apply more stringent security measures as a precaution and upon government advice. CWS/NCA sees this as a fleeting outbreak of violence that will not recede over time. The year 2008 is an election year which traditionally stimulates heightened political activities. It is also known that the militants have targeted uniformed security forces almost exclusively since last year up to present. Recently there had been evidence of deliberate targeting of NGO staff, expatriates or programmes. The bomb blast at the IFRC Warehouse in January 2008 and the direct attack on Plan International has once again heightened security alert and posed serious disruption in the over all programme implementation. With such scenario happening every now and then, it is noted that the constant precautionary work stoppage would lead to delays in the implementation of programmes. It is therefore assumed that should the situation remains the same, some amount of delay is to be reckoned with.

Mission Statement

CWS P/A will work together with the people affected by the earthquake to enhance their coping capacities through an integrated recovery programme.

Map Showing Location of Proposed Tehsils for Recovery Programme in NWFP & AJK


Location: The entire process of granting No Objection Certificates (NOCs) and Memorandum of Understandings (MoUs) is not just bureaucratic but fraught with delays and confusions. However CWS/NCA was able to receive blanket NOC right in the beginning and did initiate some of the recovery rehabilitation activities in Mansehra and Battagram. Below is the listing of the targeted Union Councils (UCs) including new addition:

CWS/NCA/CoS has already completed the first batch of Water Supply Schemes (WSS) allocated by ERRA for its water, sanitation and health and health and hygiene programme. For the period up to 31 July 2008, an additional 23 schemes have been targeted and surveys have been on-going including the preparation of project designs necessary for the application for additional NOCs. Pending the approval of the NOC Application, a go ahead from ERRA to begin work has been granted and preliminary work in various stages is underway. CWS/NCA/CoS has concentrated activities in Mansehra District. The selection of WSS is an on going process and is done in coordination with ERRA, District Recovery Units (DRUs) and other line departments. Areas in NWFP were selected as per the damage assessment done by the Monitoring & Evaluation Team (M&E Team) of CWS/NCA/CoS, previously called the Recovery, Assessment and Monitoring (RAM) Team. The recovery and rehabilitation programme is compiled according to the needs identified by affected people in these areas. Many consultations have also been undertaken with UN agencies, government and line departments to ensure alignment of the recovery programme with the ERRA-UN Early Recovery Strategy.10 Areas in District Rawalakot are selected as per the initial assessment carried out by the Pakistan Humanitarian Forum (PHF). Later the implementing partner Diocese of Raiwind, during implementation of the health programme there, identified further recovery needs in the health sector. BHUs and MHUs are operative in Rarban, Rawalakot and will continue their services in the recovery phase for two years. In addition, the government is provided with medical staff in Ali Sojal, Hussain Kot and Datoot to augment the need for manpower. Overall, the recovery and rehabilitation programme is developed through a series of workshops on Recovery Management and Planning conducted with the councillors of eight UCs in NWFP. However in the process, CWS/NCA/CoS have used the following criteria for the selection of villages: � Villages that were totally destroyed. � Villages with local cohesion mechanisms, i.e. community based organisations, youth activities, etc. � Villages which are open to the participation of women.

10 www.un.org.pk

District and Tehsil Union Council

NWFP District Mansehra: Tehsil Mansehra and Balakot District Battagram: Tehsil Battagram and Allai AJK District Rawalakot

� Balakot � Battamori � Hangrai � Hillkot � Hussain Kot (AJK) � Jaraid � Kaghan � Kewai � Laassan Takhral � Mohandri � Parahana � Pakkar Nakka (AJK) � Phulra � Pshora � Shamlai � Shinkiari � Tanda

� Ali Sojal (AJK) � Banna � Batella � Battal � Behali � Bhogarmang � Chattar � City 2 � City 3 � City 4 � Datoot (AJK) � Dhodial � Ghari Habibullah � Ichrian � Mansehra � Pashto


CWS/NCA/CoS received NOC from the ERRA11 for its recovery and rehabilitation programme in NWFP and AJK. DRUs are the prime bodies to coordinate and to resolve the problems of duplication and other implementation problems at the field level. As stated earlier, this may change the villages, which have been allocated to CWS/NCA/CoS by ERRA, however, CWS/NCA/CoS will try not to change the Tehsils and UCs mentioned above for recovery and rehabilitation programmes, but this all is subject to the situation. Implementing partners of earthquake recovery and rehabilitation plan were involved actively in the relief operations and are some of the many NGOs working in the affected areas.

V. TARGETED BENEFICIARIES

Number and type

The number of direct beneficiaries of the recovery programme can be estimated with some degree of accuracy, whilst the number of indirect beneficiaries is more difficult to estimate with precision. Many others will benefit indirectly from the programme. These include extended family members, private sector merchants, and both private and public sector service providers and their families.

Criteria for the selection of beneficiaries

The selection of families in NWFP is a coordinated effort involving the M&E Team and all Programme Teams. In Rawalakot, identification of beneficiaries is primarily done by the implementing partner; Diocese of Raiwind. The M&E Team conducted a detailed assessment of all villages of NWFP, where the recovery programme is being implemented. Coordination with DRUs and line agencies and organisations, is a regular process at field level to solve duplication problems. As stated earlier, villages may change to avoid duplication - this will, in turn, affect the number of beneficiaries.

No Programme Components

Revision 1

Appeal Targets

Revision 2

Appeal Targets

1 Winter Emergency Response, Floods and other

Natural Disasters

Shelter Kits 5,000 families 5,000 families

Food Packages 5,000 families 5,000 families

2 Psychosocial Care and Protection

Individual Counselling 1,000 individuals 1,000 individuals

Community Intervention 16,000 individuals 16,000 individuals Training volunteers in Psychosocial Care 40 individuals 40 individuals Community Support Centres Inhabitants of 6 UCs Inhabitants of 5 UCs

3 Capacity Building

Of EFO Staff and Partner Organisations 720 individuals 250 individuals Of Union Councillors 144 individuals 144 individuals Of affected communities 1,500 individuals 1,500 individuals Distribution of Disaster Response Gears/

Equipments --- 12 UCs

Puppet Shows --- 1,200 children School Safety Programme (retrofitting and training) --- 40 schools Sphere Training --- 80 individuals

4 Sustainable Livelihoods

Livestock Provision Programme 1,000 women 1,600 women and men Goat Bank --- 300 women Trade Training Centres 1,785 men 1,995 men

5 WatSan and Health & Hygiene Promotion

Rehabilitation of Water Scheme 26 WSS 51 WSS Rehabilitation and Construction of Sanitation

Facilities 60,000 individuals ---

Hygiene Promotion Awareness and Training 75,000 individuals 60,000 individuals Sensitisation Session with Students --- 4,200 students

11 www.erra.gov.pk


Distribution of Hygiene Kits --- 5,000 families No. of Village/Volunteers Organised into Committees --- 31/550 Winterisation and Sanitation --- 365 families

6 Environmental Protection

Environmental Awareness through Different Techniques

Inhabitants of 26 villages

Inhabitants of 32 villages

Waste Management Training --- 1,500 women Puppet Shows --- 1,500 children Plantation of Fruit Trees 4,000 families 5,000 families 7 Primary and Secondary Health Services 150,000 individuals 220,000 individuals Static Health Units 9 BHUs 9 BHUs Mobile Health Units 4 MHUs 4 MHUs Laboratory Units --- 2 units Health Houses --- 50 units

The Union Councils are selected on the basis of the established relationships developed during the relief phase. Villages that were destroyed are also on the CWS/NCA/CoS priority list. Widows and families with disabled bread winners are on the top list of individual households. In addition to considering the priorities set by ERRA and other line authorities, CWS/NCA/CoS takes into consideration gender, vulnerabilities as well as long term sustainability when selecting the areas to intervene. The M&E Team visited each village and data was gathered and compiled with the full participation of the community. The community helped the M&E team in the identification of needs and they suggested the implementation mechanism. Communities will also be involved in recovery programme implementation. Coordination at the field level is an on going process. The M&E Team has been coordinating with government line departments and other local organisations in the selected areas. The recovery plan, indicating the areas of intervention, was submitted to ERRA and disseminated to many agencies and organisations to share information and to avoid/resolve duplication and implementation problems at different levels. Regular updates are also being shared with other stakeholders including government line agencies and humanitarian organisations working there. The Code of Conduct for the Red Cross and Red Crescent Movement and NGOs is also considered in the selection of beneficiaries. The assessment team is well aware that above all, the humanitarian imperative comes first and the selection should be undertaken regardless of race, creed or nationality of the recipients and without adverse distinction of any kind. Aid priorities are calculated based on need alone. CWS/NCA/CoS fully respects local culture and customs. Gender is taken into consideration when selecting beneficiaries. A specific livelihood programme has been designed for 1,000 affected women. Community participation, including that of men and women has been reinforced throughout the process. CWS/NCA/CoS is also planning to use local resources in the implementation of the programme, where possible. A complete analysis of the recovery programme has been undertaken by the management to further reduce vulnerabilities to disasters. The team does not view communities as passive recipients of disaster relief, and recognises that “victims” become the main actors and take part in the decision-making in disaster management.

RATIONALE FOR EXTENSION AND REVISION

In August 2006, ASPK 61 underwent its first major revision which resulted to a significant decrease in the Appeal Budget mainly because the Housing Reconstruction component was excluded and a new component on Winter Emergency Response was included as a new activity. The various challenges and difficulties have one way or the other affected the whole programme, which hampered the implementation and resulted in backlogs. The major attributes to such delays include the very volatile, unstable security in the whole country and in the earthquake areas; the weather that caused landslides and road blockage, the bureaucracy within ERRA and the funding that came slow. Taking into cognisance the reasons cited above, CWS/NCA/CoS have proposed for a further extension and revision up to 31 December 2008 with the following justification and rationale:


1. Full completion of the original programme activities and new targets with scaling up of activities with no

additional cost. 2. The existing socio-political situation in the whole country has posed major delays in programme

implementation as well as the direct attack and campaign against INGOs hampering field activities. Thus, more time is needed to achieve goals and objectives.

3. Maximise funds and resources to ensure sustainability, quality that would generate a more positive impact among communities and beneficiaries.

4. The request for 9 months extension period will also enable the programme to infuse additional activities to further support communities and enhance their capacity in their future role as steward of the programme and assume responsibility over the management and sustainability of the various activities.

5. More time to capitalise on the gains which will enable communities and beneficiaries to take on and continue to be self reliant and self-sustaining.

6. Specific for the Health Programme, the government is to yet ready to address health requirements and assume responsibility to continue and sustain the BHUs and MHUs that were established (still does not have enough human and material resources to support the delivery of health care services). Health issues still remain to be one of the major concerns that need to be addressed especially in the earthquake affected areas. Therefore, there is a genuine need to continue with the delivery of health care services and bring these services nearer and more accessible to communities.

CWS/NCA/CoS, with the help of implementing partners mentioned above, is implementing the recovery and rehabilitation programme in Districts Mansehra and Battagram in NWFP and in District Rawalakot in AJK. CWS/NCA/CoS in Mansehra has good working relations with the communities affected by the earthquake. The implementing partners also have a strong, established base in NWFP and AJK. To ensure better implementation of the programme, CWS/NCA/CoS has doubled its capacity. Some components of the recovery programme are being directly implemented by CWS/NCA/CoS, because of their extensive experience in these components, i.e. psychosocial, capacity building and health services. NCA is undertaking the water, sanitation and hygiene promotion component in close consultation with CWS-P/A. Some other components including women livelihood and health programme in Rawalakot will be implemented by different implementing partners.

Beneficiaries are involved at all levels, ranging from project planning, implementation to decision making. The recovery team ensures their full participation and wherever possible community labourers and resources will be utilised. Community organisations play a significant role in managing the implementation of the programme. The team shares plans with the relevant community organisations, including elders and others notables from the communities and with their co-operation, the various plans are being executed. Gender and environment are also important components of the recovery programme. As mentioned above, the livelihood programme is specially designed to aim to meet the needs of 1,000 vulnerable women. The team will aim to ensure that all segments of the community, including children, women, men and the elderly benefit from different components of the recovery programme. The evaluation of the earthquake relief phase suggested some recommendations, which have been incorporated in the current revised appeal. Based on the recommendation of the evaluation team, the recovery programme is targeting 29 UCs in Districts Mansehra and Battagram of NWFP and four in District Rawalakot, AJK. Similarly, as per the recommendation of the evaluation team, the comprehensive socio-economic data collected by the Psycho Social Support Team (PSST) are being used in need assessment for different recovery components and also in monitoring of activities. The ACT manual is also being translated from English to Urdu language to be used in the programme. Co-operation between CWS/NCA/CoS is also strengthened by having regular meetings and exchange visits to project locations. Tehsil Municipal Authority (TMA) WatSan coordination meetings are also being attended by the team to ensure close coordination with concerned government authorities at the ground level. As recommended by the evaluation team, to work more effectively, a local hygiene promotion team leader has also been appointed and local deputies for the Field Coordinator and Monitoring Officer who are both expatriates.


Similarly, data is being collected gender-wise and the SPSS application, used by M&E team also allows for data segregation. Gender is the cross cutting theme in the recovery programme, being addressed as follows:

�� Programme beneficiaries are gender-specific in the livelihoods programmes; Construction Trades Training is complemented by the livestock provision and training for widows and female-headed households in the affected area.

�� The health programme provides female doctors and female health visitors for the communities as well as male medical professionals. The establishment of 9 BHUs and subsequently Health Houses will aim to address the need for obstetric/gynaecological care, maternal health, due to the shortage or absence of female health professionals. During the monitoring and assessment field trips to villages, it was found that many women could not avail the health centres’ services because of cultural and religious traditions and practices. The recovery health programme targets this population for intervention.

�� Through the psychosocial programme supportive counselling and community based activities are made available for men and women, boys and girls. Data collection tools also allow for segregating by gender.

The recovery team provides recovery programme presentations to union councillors (special emphasis on inclusion of women councillors), to make them fully understand the programme and to ensure their involvement. The Team also requests the presence of community leaders, DRU, TMA, PHED, community-based organisations, the army, and the clergy. The implementing partners of the recovery programme will be part of capacity building training programme. The recovery programme is also well coordinated and the team participates in different UN and ERRA cluster coordination meetings both at field and federal levels. The Sphere Minimum Standards are being fully applied in all sectors and levels of the programming. The booklet on Sphere Standards has been translated into Urdu and staff has also attended Sphere training. The Sphere focal person, appointed by CWS/NCA/CoS is also conducting Sphere trainings for the government and other humanitarian organisations on a regular basis. The Code of Conduct was also raised in the NGO Security Coordination Meeting following an anti NGO campaign in Mansehra. Recommendation for the UN agency to draft a Code of Conduct for such a situation in NWFP in collaboration with the local clerics, GoP, NGO, has also been taken up by the CWS/NCA/CoS Security Committee. CWS/NCA/CoS have been very active in raising the visibility of ACT and members of the ACT network. The ACT introduction has also been translated into Urdu and mounted on walls in all offices and also circulated to partners. The implementation strategy of each component in the recovery programme is discussed under the respective programme sections in this document.

VI. PROPOSED ASSISTANCE and IMPLEMENTATION

Goal: To restore the lives and livelihoods of people affected by the earthquake in the North West Frontier

Province (NWFP) and in Azad Jammu Kashmir (AJK).

Objectives The recovery programme has seven components �� Winter Emergency Response, Floods and other Natural Disasters �� Psychosocial Care and Protection �� Capacity Building of CWS/NCA/CoS Staff/Partners/Local Staff and Communities �� Sustainable Livelihood �� Water, Sanitation and Hygiene Promotion �� Environmental Protection �� Primary and Secondary Health Services


WINTER EMERGENCY RESPONSE, FLOODS AND OTHER NATURAL DISASTER S The area that has been affected by earthquake is not just the poorest and the most remote regions in Pakistan but also a region that can truly be classified as multi-hazard. Any natural disasters during winters can have devastating affects on these marginalised communities. The target of 5,000 families that will benefit from the winter emergency programme will also cover the needs and requirements of families likely to be affected by other natural disasters in the earthquake areas like floods, or landslides. There will be no revision in this component and the activity will be finalised in spring of 2008. Beneficiaries/Targets: 5,000 families will benefit from winter emergency programme including shelter kits and food packages.

Goal : Ensure appropriate and timely relief distribution among families affected in order to minimise any other possible risks or secondary effects of disasters. Objective: Provide emergency assistance to include shelter kits and food packages to 5,000 families affected or displaced due to harsh winters and other natural disasters within the Sphere Standards. Expected Results and Activities: 5,000 families affected by natural disasters and other emergencies are provided with relief assistance comprising shelter kits and food packages according to Sphere Standards. Activities:

�� Survey and ocular inspection of affected areas. �� Needs’ assessment. �� Community mobilisation for the planned distribution/activity. �� Survey, data gathering, listing and validation of families affected. �� Selection of beneficiaries and setting up distribution sites. �� Distribution of relief items. �� Coordination and networking with other stakeholders. �� Record keeping (i.e. tokens, receiving list, request letters, dispatch orders, assessment reports). �� Coordinate with administration and warehouse staff on the procurement, inventory and quality of goods. �� Monitoring, impact assessment and evaluation. Implementation Strategy

According to ERRA, an estimated 20,000 families in urban areas of AJK and NWFP will not have permanent houses constructed in 2006, and their tents are unlikely to be adequate to live in for another year. Makeshift temporary shelters may not be available to some families. There is a growing recognition that another relief phase will be started with coming winters and shelter and food would be the major requirements. Apart from possible effects of harsh winter, the early onset and continuing monsoon and torrential rains have resulted to major floods and landslides in earthquake affected areas, in which the likelihood of launching disaster relief operations would be a paramount requirement to help families cope up with the ill effects of these disasters. The selection criteria for relief distribution are as follows: �� Families whose houses are either partially or totally destroyed. �� Internally displaced families. �� Families residing in communities covered by the Recovery Programme and whose source of income is

directly affected by the disaster. �� Families with high level of vulnerability (e.g. women headed household, with very young children and

disabled member of the family).

Composition of Relief Items:

A) SHELTER KITS 5,000 shelter kits will be provided to most needy. Each shelter kit will include the following items:


� Family-size Tent 1 � Ground Sheet 1 � Plastic Sheet 1 � Iron Poles 2 (with hammer) � Blankets 4

B) FOOD PACKAGES 5,000 food packages will be given to the neediest. Each food package will comprise of: � Wheat flour 80 kg � Rice 40 kg � Pulses 7 kg � Cooking oil 10 litres � Sugar 7 kg � Tea leaves 2 kg � Milk 2 kg � Salt (Iodised) 1 packet � Match Box 1 packet � Soap 4

The emergency package is according to Sphere Standards. The shelter kit meets the criteria of Sphere Standards and can resist cold and provide safe and secure environment to families against extreme cold. These tents are designed according to their cultural sensitivities and customs. Similarly, the food package has been prepared keeping in mind the Sphere Standards to meet the minimum nutritional need (which is 2,100 Kcals per person per day) for a period of one month for an average of 7 members per family.

PSYCHOSOCIAL CARE & PROTECTION

Rationale for Revision and Extension: The active involvement of the community in the programme as well as the continuous assessment and increased understanding of the team resulted in the identification of new issues and needs, such as women’s empowerment, education, and child protection. As the programme is community based, these needs can be addressed within the current approach, methodology and budget – but the implementation requires an extended period of time. For example, the establishment of the Community Centres is ongoing and an extension would be beneficial to make full use of these Centres. The same targets in the original Appeal will be reached within the extended programme period, with additional strengthening of the programme as described above. The extended time will be utilised to further strengthen the community efforts for recovery and resilience. PSST will continue working with the community members to regain their functioning by building on their strengths while using a right-based perspective sensitive to children and gender.

Beneficiaries/Targets

The following will directly benefit from the programme: �� 1,000 individuals and their families from 26 villages will be involved in supportive talks. �� 16,000 individuals from 26 villages will benefit from a mix of recreational activities and workshops including,

but not limited to, life skills, vocational skills, gender empowerment, and child protection. �� Knowledge and skills in psychosocial care will be provided to 40 selected volunteers. �� Approximately 30,00012 individuals will benefit from the 6 community support centres. Goal: To enhance and strengthen families’ coping mechanism and resilience in post disaster situation.

Objectives:

�� Enhance people’s understanding of various behavioural responses and identification of the effects of disaster and coping mechanisms.

�� Provide access to community based psychosocial activities and services to women, men and children.

12 The population of the adjourning villages, who will benefit from the centres is also taken into account.


�� Facilitate coordination within the community and with other stakeholders and develop linkages through trainings and formation of village committees.

�� Strengthen interaction amongst families and individuals through Community Support Centres established in five UCs.

Expected Results and Activities:

a) 17,040 individuals provided with psychosocial support services: �� Organisation of women’s and men’s group meeting on grief, loss, and coping skills and building relationships

within each. �� Debriefing/counselling with individuals affected by the earthquake in 26 villages. �� Organisation of recreational activities for affected children/young people/men and women. �� Dissemination of materials on basic coping skills. �� Use Participatory Rural Appraisal (PRA) techniques and tools to facilitate communities to identify problems

and find possible solution. �� Individuals and families from 26 villages participate in psychosocial activities. �� Initiation and facilitation of different recreational activities (e.g. drawing and story writing) with children in

the selected communities. �� Initiation of community collective prayers to bring together the women and men at one platform to rebuild/re

strengthen social networks. �� Recreational activities for female members (e.g. Henna competition, cooking competition and folk song

competitions, etc). �� Training of women in handicrafts and other income generating vocational activities. �� Educational and recreational trips for school and out of school children. �� Facilitation of sports competitions for adolescent boys and girls. �� Awareness raising related to different issues affecting communities. �� Training of community members, specially females members, in various psychosocial issues. b) Social network and linkages established and provided between and among beneficiaries and service

providers.

�� Formation of community support groups composed of men, women and children. �� Advocacy with other stakeholders involved in psychosocial support programme (NGOs and government

departments) to raise issues affecting the communities and to find solutions together with the people. �� Facilitate meetings among all stakeholders working in the village for better coordination. �� Coordinate PSP work with the public sector, the academe and other institution faculty for capacity building

for psychosocial issues.

c) Six Community Support Centres established in 5 UCs :

�� Liaision with Union Councillors, religious clergy and other political leaders, notables in identifying suitable location for the centre.

�� Forging agreements with landlords for the lease or donation of land/structure for the Community Support Centre.

�� Mobilisation of community members/families in construction and setting up. �� Procuring necessary facilities and equipments needed. �� Organising committees for Centre Management. �� Ensureingwomen and children participation/involvement in various Centre activities relevant to their needs. �� Forging MoU/Agreements with the communities/leaders/landlord for turn-over at the end of the project

period. �� Monitoring and Evaluation. Implementation Strategy: Under the recovery programme, the support is being provided by the PSST in targeted UCs. Multiple activities are being organised, such as community monitoring and visits to affected households, volunteer programmes that provide much needed psychosocial support (e.g. community youth clubs) and recreation programmes. Through these activities, communities are being mobilised to think about and address their own concerns and issues that affect them.


The Team first carries out the situational analysis including the knowledge about community culture and norms and their current needs related to psychosocial support. It is important to note that people who know the most about the needs of the community are the community members themselves. Consequently, the situational analysis is done with the help of community members, with special care to ensure representation by all of the community subgroups (elders, women, youths, children, tribes, caste, etc.). Communities are given chance to prioritise their needs. Teams first find out how people cope with the current situation and than prioritise their needs accordingly. The emphasis of this programme is on how members can support each other. Team uses different techniques such as community mapping and describe situation and networks. “Community Based Psychosocial Services in Humanitarian Assistance” – a Facilitators Guide by ACT International is also being used as a key material to provide psychosocial care and protection to affected communities.

A range of psychosocial support activities are being held to strengthen coping capacities of individuals and families as well. Part of the psychosocial support programme is to conduct supportive talks, trainings and recreational activities for children. To address the need of a feasible venue for these activities, the Community Support Centre is envisioned being the focal point for community members to interact and provide continuing support to every member. Apart from this, the six Centres also serve as a venue for other community activities included in the Recovery Programme which include the conduct of different training programmes for women, UC leaders, Community-Based Organisations (CBOs) and other community members. To maximise the availability of these Community Support Centres and ensure ownership amongst communities, UC leaders, CBOs and religious clergy are also permitted to utilise the centres for their meetings and other social activities. A Memorandum of Understanding is forged between CWS/NCA/CoS and communities to ensure proper management of the Centre and its sustainability in the future. Transition or Exit Strategy

It is hoped that families supported by the PSST will continue to adjust to the circumstances of their post-disaster lives. The enhancement of the social network will re-strengthen their relations with each other and afterwards they will continue sharing their experiences with each other. PSST will organise community volunteers and train them as support groups who will work with the team and will eventually be organised to assume responsibility over the management of Community Support Centres. This will ensure ownership and future sustainability of the activities and the centres as well.

CAPACITY BUILDING OF CWS/NCA/COS STAFF/PARTNERS/LOCAL GOVERNMENT &

COMMUNITIES

Rationale for Revision and Extension : Like other components, the Capacity Building Programme (CBP) also suffered from similar reasons that caused delays in the over all implementation. To begin with, there was an extensive delay in issuance of NOCs from ERRA. The other causes were security, weather conditions and limited access to target areas due to frequent landslides. In the recent period, it has been noted that there has been significant development taking place at the government level following the creation of the National Disaster Management Authority (NDMA). The need to proactively build capacities of local government representatives has been recognised and addressed and would require stakeholders to harness the capacities of community leaders enabling them to embrace and acknowledge these structural changes. The strengthening of the Disaster Response Committees is envisioned to ensure continuity and sustainability of the Programme. In the forthcoming months, the Committees will be encouraged to take the lead and spearhead the various DRR activities in their respective UCs in coordination with the District Disaster Management Authority. The extended time line will be also utilised to develop Disaster Management Plans for the targeted UCs which will be shared to the district government. The DM Plans will guide the communities with the appropriate response mechanism required in disasters and emergency situations.


As an added initiative, CBP aims to expand its target clientele by conducting Puppet Shows in all the targeted UCs that will generate the interest of children as well as developing Colouring Books, with messages in the form of rhymes that will communicate disaster preparedness messages in a more child- friendly manner, and a School Safety Programme. Training on Sphere Standards among staff and partners and even communities will be held as well to enhance commitment towards quality and accountability in disaster response. Beneficiaries/Targets

CBP will now have more than 3,174 people directly benefiting from the training. � 1,500 community people will be trained in disaster management and risk reduction. � 144 union councillors from the 12 UCs covered by ASPK 61 will be trained in disaster management, risk

reduction, good governance and recovery planning. � 250 people from CWS/NCA/CoS Mansehra staff and partner organisations will be trained in 26 training

sessions in various areas from organisational skills to disaster management. � Puppet shows on disaster preparedness will be conducted targeting 1,200 children from 12 UCs. � Retrofitting and School Safety Programmes for 40 selected schools in Mansehra. � 20 individuals will be trained in Sphere and 60 more to benefit from Sphere Orientation Sessions. There are 300,00013 indirect beneficiaries in the 12 UCs where CWS P/A will provide disaster response/preparedness equipment.

Goal : To strengthen and enhance the coping capacities of earthquake affected communities, UC representatives, CWS/NCA/CoS staff and implementing partners.

Objectives:

- Enhance and develop skills, knowledge and experience of CWS/NCA/CoS programme staff and partners. - Build the capacities of UC representatives to play an effective role in the rehabilitation of disaster affected

communities. - Enhance ability of the communities to prepare for and mitigate disasters through different training events

and other capacity building activities. - Form and equip disaster response committees at each of the 12 UCs covered under ASPK 61. - Enhance the children’s understanding on risks and disasters by using interactive activities like puppet

shows that could stimulate better understanding and positive change in behaviour. - Create school environment resilient to multiple hazards through both structural and non-structural

mitigation as well as awareness raising for both students and teachers. - Improve the quality and accountability of the response mechanisms by ensuring that all relevant

agencies/partners are provided the opportunity to develop their awareness and practice in relation to Sphere Standards.

Expected Results and Activities

a. 250 CWS/NCA/CoS staff and partners provided with training � Identify training needs, development of training curriculum and materials. � Contact and engage resource persons. � Conduct need based trainings to include, but not limited to, the following subjects: Gender, PRA,

Communication and Presentation skills, Project Management, Time Management, Supplies Management, Sphere Standards, Report Writing, Financial Management, Community Mobilisation, Leadership, Stress Management, PM&E, Disaster Risk Management, etc.

b. 144 Councillors from 12 UCs are able to take part on the rehabilitation of disaster affected communities: � Identify and mobilise Union Councillors for training. � Develop training materials and identify resource persons. � Train participants in Disaster Management and Recovery/Contingency planning. � Monitoring and Evaluation.

13 The average population of each UC is 25,000


c. Communities from 12 UCs are able to actively participate in disaster planning and mitigation as well as in other disaster related activities

� Select villages for interventions. � Mobilise communities for training. � Develop training materials and identify resource persons. � Identify venue for training. � Train selected community groups in the field of disaster response/disaster planning. � Monitoring and Evaluation.

d. Puppet shows conducted for 1,200 children � Identify target schools and beneficiaries. � Conduct orientation sessions with teachers and school children on puppet shows. � Prepare and identify venues for the shows. � Finalise ToR and Agreement with puppet groups. � Monitoring and Evaluation.

e. School Safety: Retrofitting and Training for Students and Teachers with school equipment and information materials

� Collation and verification of data. � Assessment and selection of target areas. � Conduct meetings and consultation. � Designing, planning and implementation. � Develop students and teachers training module. � Printing and distribution of information materials. � Conduct training. � Distribution of school equipments, furniture and fixtures. � Monitoring and Evaluation. f. Sphere Training and Orientation Courses conducted for 80 individuals

� Designing of tools. � Identification of participants. � Preparation and finalisation of training/workshop arrangements. � Monitoring and Evaluation.

Implementation Strategy

Training for Staff and Partners: A range of capacity building interventions are planned. Capacity building sessions are being conducted on interviewing skills, procurement, logistics, feedback giving and receiving, facilitation skills and more. Additional capacity building activities will be conducted; new information, knowledge and skill needs and resources are identified. A range of cross cutting themes, and core capability framework and leadership courses will be conducted. The course will also include field trips to disaster affected areas and presentations by professionals from the international and national NGOs and other stakeholders. Training of Union Councillors: The purpose of this activity is to learn practical skills related to the development of Disaster Management Plans (DMPs), giving emphasis on risk reduction and preparedness. It includes some of the latest risk reduction initiatives highlighted within the International Strategy for Disaster Reduction (ISDR), together with other programmes adopted by INGOs and other agencies in Pakistan. After an initial introduction to Disaster Management (DM) work, the range of practical skills required to prepare DMPs are introduced. The workshops do not only build people’s understanding bout disasters but also enable them to develop contingency plans for their respective communities.

a. Disaster Management Plans: A participatory approach will be used in developing the Plan involving the elected officials who have participated in the workshop. The DM Plan will outline all hazards and threats faced by the communities and enlist the various levels of risks and vulnerabilities. The communities and


their officials will develop appropriate response mechanism or action plan to address the threat and reduce the risks.

b. Training for communities: While UCs are the first to participate in these Disaster Management workshops, similar sessions are conducted at the village level. The basic content of the session remains the same, but instead of three-day long sessions, the interventions are conducted two days. Community members of 12 UCs are participating in these sessions and some of them have produced DM Plans to guide the rebuilding of their communities.

c. Puppet Shows and Colouring Books for Children: The Puppet Shows will be an add-on activity for children. Each show will run for approximately 45 minutes with themes evolving around the concept of disaster preparedness. To ensure full participation and interaction between the puppeteers and the children, there will be series of ‘question and answer’ portion. The show will be tailored in such a way that is culturally acceptable. The participating children will receive colouring books after each puppet show.

d. School Safety Programme: The School Safety Programme will include aspects of retrofitting and school safety training involving both the students and the teachers within the context of risks, hazards, vulnerability and raise awareness on the need for disaster preparedness. School facilities like chairs, tables, safety kits and other learning equipments and materials will be provided to strengthen and support the educational system.

A specialised group from the Disaster Response Team of CWS/NCA/CoS will spearhead the implementation and management of this activity. An expert will be involved in the whole planning process and will conduct regular monitoring to ensure that the principles of safety and engineering are properly adhered to. CWS-P/A will liaise and coordinate with the Donor Sponsorship Cell of ERRA and with the Education Sector at the District level as well as with the DRU. School officials will be involved in the whole process and graduates of the Artisans Training, especially the masons and carpenters will be mobilised for the retrofitting of the targeted schools.

Sphere Training: CWS-P/A has been designated as the Sphere Focal Point for Pakistan and had been collaborating with HAP International and INEE on raising awareness on ‘quality and accountability’ with regards to the delivery of humanitarian assistance. In the recent past, CWS-P/A also served as Sphere Focal Point for Afghanistan as well. Humanitarian aid workers and partners with commitment and capacity to share and disseminate the value and importance of understanding the Sphere Standards will be invited for the Training of Trainers’ Course and will be expected to replicate by conducting Sphere Orientation Sessions within their respective areas of operation, with CWS/NCA/CoS providing technical support and fund allocation. The Training of Trainers’ Course will be conducted at international level maintaining close coordination with the Sphere Office while the Orientation Sessions will be more localised using the local language. The Sphere Focal Person will conduct monitoring visits to all partners to evaluate the progress of work specific to the dissemination of Sphere Standards in disaster response planning. Transition or Exit Strategy: The emphasis on capacity building of staff and partners will enable them to work more effectively with the local communities, who, in time will be able to take on more responsibilities for programme implementation and maintenance. The DM Plans along with disaster response kits will be handed over to Disaster Response Committees, which comprises UC leaders in the presence of the District Disaster Management Authority, representatives from the ERRA and District Coordination Officer. CWS/NCA/CoS will work closely with COMSATS Abbottabad Educational Institution, which has the disaster management expertise along with department of Development Studies. CWS/NCA/CoS and COMSATS will facilitate the development of DM Plans with UC leaders and community members. CWS P/A will involve COMSATS Community Development Unit in ensuring continuity of the work initiated with communities especially in the area of research and DM.


Proper turn over will be conducted by CWS/NCA/CoS where the Disaster Response Committees and community members will continue to work more proactively on disaster preparedness and disaster risk reduction through follow up plans and linking them with the appropriate government bodies at the District and UC level. Booklets, hardware materials and equipment will be kept by the community and the children and will also serve as a long term visual aid even after CWS/NCA/CoS team exits. The school administration will be involved and empowered right from the beginning, so that they will be able to assume responsibility in sustaining the various activities that were developed and implemented.

SUSTAINABLE LIVELIHOODS

Rationale for Revision and Extension

Construction Trade Training Centres (CTTCs): The training for artisans is one of the most successful components of the programme. The CTTCs have been an over subscribed programme, where there is an increasing demand and a long term need for more technically trained artisans. Most of the time, the applicants have always outnumbered the places available in each training course. The CTTCs provide excellent training and the certification is endorsed by the Technical Trade Testing Board. Almost 100 percent of the CTTC graduates are employed and their success stories have been covered by leading newspapers. Further extension in CTTCs will enable us to train additional 210 individuals. ERRA is going to build the new Balakot City and the time for the completion of this project is estimated to take five years. Therefore, there will be huge demand of skilled labour and CWS P/A trainees will be able to utilise their skills as means of livelihood near their respective homes. The extension period will help find organisations and agencies who will be willing to take over and continue with the training of the artisans. Sustainable Livelihood Programme for Widows: Implementation of this component has been carried out together with partner ODC. During implementation, the teams found that veterinarian services in target areas are almost non-existence due to isolation and remote locations. The animal raising practice has not been altered for centuries. It is important that both these issues are addressed for a successful implementation of the project, and for increased impact on beneficiaries. Further, as mentioned in the previously, the release of the NOC from ERRA was also delayed. In the proposed revision, 600 new beneficiaries will be identified and the criteria for selection will now include male headed households who are equally vulnerable. With the livestock programme extended until November 2008, the beneficiaries and their community members will: � Have extended access to improved veterinarian services. 4 mobile veterinarian teams will operate from

veterinarian centres (to be established). The centres will also be a starting point for other programmes within ASPK 61, e.g. hygiene promotion, capacity building, etc.

� Benefit from continuous training on hygiene promotion, raising techniques, livestock management and income generation, as well as the surrounding communities.

� Learn to develop linkages with the outer markets to sell their products. � Manage and own animal resource bank and get benefit for them.

Beneficiaries/Targets:

a) Construction Trade Training Centres: 1,995 men will benefit from the Artisans Training Course.

b) Sustainable Livelihood Programme for Widows:

� 1,600 vulnerable female and male headed households provided with livestock as means for income generation and additional.

� 300 widows and women headed household will benefit from the animal resource pool. There will be a total of 3,895 direct beneficiaries from average households of average seven people and approximately some 27,265 individuals as secondary beneficiaries.


Construction of Trade Training Centres: Goal: To enhance skills and knowledge among the male population and help them to seek out employment opportunities as skilled labourers.

Objectives:

� Conduct trades training for 1,995 men in two districts. � Enhance competitiveness of trained men in the job market.

Livestock Provision Programme:

Goal: To increase livelihoods for vulnerable men and women headed families and to decrease level of dependency on immediate aid and on their extended families.

Objectives:

� Provide income generation opportunities to widows and women headed families. � Facilitate the recovery of local livestock based livelihoods. � Encourage local livestock markets and labour markets by increasing the demand. � Provide skills training to 1,000 widows and women headed families in two districts in livestock care and

management. � Develop an animal resource pool to cater for 300 additional widows/women headed families.

Expected Results and Activities:

a. Construction Trades Training Centres: 1,995 skilled men able to have advantage and access to job opportunities.

�� Identify and utilise existing CTTCs. �� Develop and review construction trades syllabus. �� Recruit and hire field officers and instructors. �� Conduct testing and accreditation of CTTCs instructors. �� Arrange examination for trainees. �� Registration and certification of graduates with the NWFP trade testing board. �� Procurement of CTTCs materials and kits. �� Recruitment and screening of CTTCs participants. �� Conduct construction trade training courses. �� Distribution of tool kits to participants. �� Arrange graduation ceremonies. �� Prepare press releases/ads. �� Conduct monitoring/field visits. �� Monitoring, evaluation and reporting.

b. Enhancement courses organised and implemented among trainees and instructors through linkages

with HRC/SDC

�� Liaise and coordinate with HRC/SDC. �� Ground preparation for conducting Enhancement Courses for trainees and instructors. �� Monitoring and Evaluation.

c. Livestock Provision Programme : 1,600 men and women are able to generate additional income/savings of at least Rs. 1,000/month.

�� Selection of 1,600 vulnerable families. �� Briefing/orientation to beneficiaries about the project. �� Identify specific breed of livestock to be distributed. �� Purchase and distribute livestock to women/families. �� Vaccination and de-worming of livestock. �� Provide fodder to beneficiaries. �� Provide follow-up vaccination and veterinary services for the livestock.


d. Number of livestock increased within the selected areas as compared to baseline information (June 2006) �� Conduct livestock survey. �� Compile and utilise survey results.

e. 1,000 women and their households are engaged with the outside market. �� Conduct assessment and project monitoring. �� Assist women/families to identify target market for the livestock. �� Monitor and document progress of the project.

f. 1,000 households have an increased knowledge on technical skills and environmental awareness. �� Conduct TNAs. �� Conduct workshop among women on environmental management. �� Continuing assessment and monitoring of the project. �� Prepare update and progress reports on project implementation. �� Conduct skills training for the beneficiaries on livestock management including handling and disposal of

waste.

g. Increased level of self esteem and confidence among women in community affairs as measured by interviews and surveys.

�� Conduct skills enhancement workshop for the widows/women headed families. �� Conduct information/experience sharing among beneficiaries.

Implementation Strategy

Construction Trade Training Centres: The data collected by the M&E Team is indicative of the fact that people not only lost their lives but their livelihoods had also been destroyed by 8 October 2005 earthquake. To address this problem, CWS/NCA/CoS established CTTCs to provide people, means for sustainable livelihoods. The training on different trades and tool kits provide them skills and means, so they can better find jobs and/or work independently. CWS/NCA/CoS realised that in the current situation, when reconstruction of houses by the humanitarian community has been banned by the government, it is important to train tradesmen as they are required in the reconstruction process. The livelihoods development programme provides basic construction trades training for men in five trades including masonry, carpentry, electricity, welding and plumbing. Specific tools for each trade have also been procured and are being used. It is anticipated that all of the graduates will easily find employment in other construction activities in the province. The trainees are being given government approved certificates and will keep the sets of tools they are using during the training course. The training curriculum is according to the ERRA livelihood recovery plan. CWS/NCA/CoS also arranges knowledge enhancement trainings from Housing Reconstruction Centres (HRC) of the Swiss Agency for Development and Cooperation (SDC). The graduates are also being recommended to government and other line departments and organisations/institutions for employment. The project review indicates that some of the people trained in the centres have been recruited by ERRA and many agencies like ACTED, UNDP and International Medical Corps. Some of them have started their own work and are using their acquired skills. Livestock Provision Programme: As part of its assessment work, the ODC together with ASPK 61 M&E Team has identified vulnerable groups, i.e. female headed households who will be served with livestock till the end of September 2008. The livelihoods programme is also supporting animal rearing considering the loss of livestock in the Mansehra and Battagram districts and establishment of veterinary mobile centres and animal resource bank. In brief, the implementation strategy will ensure that: �� all beneficiaries participate in all stages of the project cycle. �� Beneficiaries’ contributions will always be welcome and a sense of ownership will be created in the

community through participation and dialogue.


�� The community will be empowered to make decisions for themselves through the organisation of communities and through focal persons.

�� Awareness will be raised about health and hygiene as well as environmental issues through training and community meetings.

�� Local resources (like club houses) will be utilised whenever possible.

Animal Resource Pool/Goat bank: Apart from the distribution of the goats, a billy-goat was also rotated among the beneficiaries. It was agreed that every beneficiary will turn over the first 2 offspring to the animal resource pool, the Goat Bank. It is expected that by the end of the first 12 months since the livestock distribution took place, approximately 600 offspring will have been born and will be distributed to new sets of beneficiaries - not necessarily widows of female headed households but also men who have become paralyzed due to the earthquake and are currently with no source of livelihood. Basic animal health services will be provided to ensure animals are healthy. Families will receive basic training in animal husbandry practices. Each family is expected to turn over two young animals to the animal bank for the whole duration of the project. These will be distributed to an additional 300 target families. The milk products – milk, cheese and yogurt – can be sold/utilised in the immediate vicinity of the family’s home and will provide a small but reliable source of income. Monitoring efforts of the M&E Team will help determine if the programme should be extended into other areas and for a longer time. Efforts will be done to link beneficiaries to market so they can sell the by products from livestock. Under the environmental protection component, beneficiaries will also be given awareness on different environmental prevention and protection component including waste management, using sanitation facilities etc.

Veterinary Services by Trained Staff: Trained veterinary staff has been hired to deliver health care services for the livestock. Medicines and vaccination are being provided to cure or prevent diseases among animals. Disease outbreaks are investigated to provide diagnosis and treatment services. Veterinary doctors also entertain emergency calls from the beneficiaries.

Transition or Exit Strategy

a) Construction Trades Training Centres: The Trade Training Centres that CWS/NCA/CoS established aim to provide people with the means to develop sustainable livelihoods. The training courses provide skills and training kits to provide the basic means to utilise the skills learnt in the market place and better enable people to find jobs and/or work independently. The courses will provide life skills for 1,995 men. The application of skills beyond the period of the programme is a matter of individual effort and initiative. If the need for trained tradesmen has been met, the Mansehra centre will revert to its owner. The other two centres will most likely be turned over to local communities if possible. For example City Nazim Battagram expressed that it will run CTTC Battagram after CWS/NCA/CoS leaves. CWS P/A local partner, the Hashoo Foundation, is interested in continuing CTTC Bissian. CWS/NCA/CoS also coordinates with graduates of CTTCs in referring them to the government, line departments and organisations/institutions for employment. The project review indicates that ERRA and many agencies like ACTED and International Medical Corps recruited people trained in the Centres. Some of them have started their own businesses using the skills learned. Many in the earthquake-affected areas started constructing their own houses. The trained men from the CTTCs are not only able to use their relevant skills in constructing their own houses, but also informally transfer knowledge to other community members. b) Livestock Provision Programme: Other aspects of livelihoods support may continue under local management, assuming the “goat bank” concept is well established. The intention is to prepare local expertise to continue to support the distribution of new animals. When CWS/NCA/CoS will exit from the current work, the organisation will hand over the facilities and the programme to the Government Livestock Department with medicines and the mobile centres in place.


WATER, SANITATION & HYGIENE PROMOTION

The full implementation and management of the water, sanitation and hygiene promotion component of the Appeal will be taken over by NCA, this being NCA’s line of competency. CWS-P/A will provide the co-partner with the required administration support to ensure efficient and successful implementation of the programme. CWS/NCA/CoS will likewise ensure that this specific component of the Appeal is interlinked and will compliment the rest of the programme activities to ensure a holistic approach in the overall programming.


Due to ERRA Policies the extension of the programme will only be until the end of July 2008. The targets will be augmented 51 WSS benefiting from 25 additional WSS (on top of the original target of 26 schemes now completed). Target numbers of beneficiaries will depend on the size of the schemes allocated by ERRA. The Hygiene Promotion follows the WatSanN component: the HP team moves in wherever WatSan has rehabilitated or is in process of rehabilitating the WSS. The HP team will however not be able to cover all the WatSan schemes within the extension and aims at reaching a target of 60,000 beneficiaries14 covered by 31 schemes. This adds another 5 schemes to the original target of 26 schemes. The target related to the construction of latrines is largely left because of programmatic reasons – the main reasons being that the rehabilitation/reconstruction of WSS has been given priority within a team with limited capacity. With the extension of the appeal, the remaining period will be used to fulfil commitments made on completing ongoing and promised WSS.

Beneficiaries

a) Water and Sanitation

� Rehabilitation / construction of 51 WSS. � Construction of 10 pours flush toilets/washrooms for Widows Colony, Kashtara Camp.

b) Hygiene Promotion � Hygiene promotion activities will cover a total of 31 schemes, covering a targeted population of 60,000

beneficiaries. � 4,200 students within the target areas will be sensitised on modern hygiene practices approximately. � 5,000 families will benefit from hygiene kits. � 31 Villages/550 volunteers will be organised into Village Hygiene Committees.

Project area for the remaining period

Water and Sanitation

District Union Council Schemes

Mohandri Baila Jared, Bhalla to Kuhar Bazar Baila, Buttan Upper, Lower, Ganja Baila, Ochri Nalla to Dehri Ochri, Shaik to Buttan, Dhanoo

Mansehra

Kaghan Kannari to Lohar Banda, Chitta Pani to Naran, Rawalakot, Jabeian, Baila, Bari Phagal, Hujra Ratta Parr Phagal, Jabbi to Phagal Bazar, Seri to Lower Phagal

Hygiene Promotion

District Union Council Villages

Mohandri Yet to be selected Mansehra

Kaghan Yet to be selected

a) Water and Sanitation

Goal: To provide safe, quality water in the earthquake affected areas.

14 The target is reduced from the original target of 75,000 beneficiaries. The reported number of beneficiaries up until 31

st Jan 2008 was based

on ERRA estimations which tend to be over-estimated. The estimated number of beneficiaries for the remaining villages will therefore be reduced to give a final target of 60,000 beneficiaries. The villages in the planned area of UC Mohandri and Kaghan are also expected to be smaller than the villages already covered.


Objectives:

- Provide clean and safe water to families and communities in the earthquake affected areas of Mansehra and Battagram districts.

- Lower the number of cases of water-borne diseases in the target areas.

b) Hygiene Promotion Goal: To improve environmental and personal hygiene practices of families in the earthquake affected areas of districts Battagram and Mansehra.

Objectives:

�� Reduce the number of persons infected by diseases due to poor hygiene practices. �� Assist families and communities in ensuring a clean and safe environment through the following: �� Increasing the number of people with the ability to store clean and safe water as long as possible. �� Increasing the number of persons with the awareness of the dangers of a dirty environment. �� Increase the number of people washing hands after toilet use, before eating and after eating. �� Assist people to become aware of desirable health and hygiene practices. �� Distribute household and hygiene materials to 5,000 families in the target areas. �� Decrease and prevent outbreak of diseases related to unhygienic practices. �� Strengthen communication lines between families/communities and the hygiene promotion team members.


Water and Sanitation:

a. Clean and safe water is made available as per the Sphere Standards to WSS for villages in Mansehra

and Battagram districts.

�� Obtain clearances and permits required from landlords and government. �� Coordinate with government line agencies and NGOs/INGOs to avoid overlapping and duplication. �� Conduct timely damage and needs assessments in the target area(s). �� Select and hire contractors according to need to undertake the physical works. �� Repair/rehabilitate damaged water schemes. �� Establish or/ and strengthen Community Water Committees (CWCs). �� Setting up of water treatment arrangements in concert with CWCs. �� Undertake water quality testing for WSS. �� Conduct regular monitoring and re-assessment of repair/rehabilitation work. �� Handover completed projects to the beneficiary communities. �� Develop an exit strategy to enhance sustainability.

b. Long term (sustainable) community access to clean and safe water in villages is achieved. �� Setting up CWCs. �� Train CWCs in water management and maintenance techniques.

Hygiene Promotion

c. Clean and hygienic environment is made available to all families and communities in earthquake affected areas.

�� Obtain clearance, permits required from landlords and government. �� Coordinate with government line agencies and NGOs/INGOs to avoid duplication and overlapping. �� Conduct damage and needs assessments in the targeted areas. �� Establish criteria for selection of beneficiaries. �� Conduct sessions on the promotion of health and hygiene practices.

d. The understanding of school children, teachers and other family members on the importance of hygiene practices is improved and strengthened.

�� Develop hygiene training curriculum. �� Liaise with school heads and teachers on hygiene training for teachers and students. �� Train core group/HP volunteers to conduct training sessions.


�� Establish training schedule. �� Conduct hygiene awareness sessions. �� Conduct workshops, clean day, and dramatisation sessions for school children. �� Monitor post training activities. �� Evaluate training impact.

e. Hygiene practices of families from the villages are improved. �� Undertake a hygiene needs’ assessment. �� Select and identify the beneficiaries to receive hygiene kits. �� Provide information and educate the beneficiaries on hygiene. �� Distribute household hygiene kits. �� Monitor and report.

f. Reduced incidence/cases of hygiene related diseases in villages. �� Undertake health assessment. �� Gather and verify data. �� Conduct awareness building on proper sanitation and good hygiene practices. �� Develop information materials on sanitation and hygiene practices. �� Monitor behavioural changes. �� Facilitate meetings with community leaders, women and selected members . g. Strong collaboration and partnership between CWS/NCA/CoS and families/communities is developed. �� Conduct meetings with communities. �� Sign MOUs with beneficiaries/ communities. �� Liaise with local officials, community leaders, women and others. �� Conduct monitoring and evaluation. �� Prepare progress and interim reports. �� Encourage women to participate in programme implementation.

h. 31 villages or 550 volunteers organised at Village Hygiene Committees. �� Selection of villages from the areas covered by the WatSan Programme. �� Liaise and coordinate with community elders and water committees. �� Conduct community mobilisation. �� Conduct trainings. �� Reporting, monitoring and evaluation

i. Decreased incidence of water-borne diseases in the target areas. �� WatSan team conveys water scheme plan and timetable to Hygiene Promotion Team (HPT). �� HPT conducts baseline survey/data gathering on water-borne diseases in the targeted communities. �� HPT establishes Village Hygiene Committees (VHCs) made up of village volunteers. �� HPT trains VHC on basic hygiene practices. �� HPT and VHC conduct hygiene awareness sessions. �� Monitor and evaluate hygiene practices.

Implementation strategy

Repairing Water Supply Networks: While initial focus was on villages determined to have borne the brunt of destruction, subsequent assessments and reviews have led to the focus being placed on communities as the unit of operation rather than villages. One water scheme can serve multiple villages. The extension of the programme’s lifespan to the 31 July 2008 has in turn allowed the increase of activities to cover 51 WSS communities. Repair work will continue to include the replacement of damaged water tanks, cleaning of reservoirs, replacement of broken pipes, construction of ponds and water supply stations. Springs in the village vicinity will be located and tapped. Storage tanks will be set up and distribution pipes laid to the beneficiaries. Unlike in the past when the ERRA policy allowed rehabilitation and construction from the source up to a central location, the current requirement provides for the terminal distribution to the individual beneficiaries. This practice naturally entails increased expenditure and more time per water scheme.


Following recommendations by an external consultant, a greater use of building contractors in the rehabilitation/reconstruction of WSS has been encouraged. Owing to the value capacity building contributes to the partner communities, the current method calls for greater community involvement not be set aside. A hybrid approach combining the use of contractors and another making use of local skilled labour will be pursued. The selection of specific designs for use in the area, location of local masons to assist in water scheme reconstruction and equipping local people with tools and technical guidelines to maintain and repair WSS will also be part of the approach. Hygiene Promotion: The Hygiene Promotion activities are initiated in the areas selected for WSS. Activities begin with project staff carrying out research to identify the base knowledge and resources within the community. The research findings provide the basis for the development of a customised hygiene promotion programme. Hygiene promoters/facilitators are recruited and trained from within the community. Basic messages for the correct use of latrines, water sources, kitchen utensils and health and hygiene kits are then designed and delivered. These are promptly disseminated through community meetings, school lessons, posters and models posted at common points, as well as through word of mouth. Child-to-child activities in the schools are being used to raise awareness.

Delivery of Hygiene Kits: The HPT links with the PSST which has been interacting with women groups affected by the earthquake. This team has discovered a link between stresses associated with the non-availability of services catering to their biological needs. In collaboration with the HPT, hygiene kits are delivered to distressed women to provide them with means to meet their hygiene needs. The hygiene kit is assembled based on the Sphere Minimum Standards and local conditions.

Winterisation (Kashtara Camp): It is assumed that at the outset of winter, the living condition amongst families affected by the earthquake will further deteriorate and will add a lot to the miseries already being felt especially among residents of high altitude areas. The tattered tents which have been used since the beginning of the emergency period may not resist the winter’s snow. The situation is expected to be further aggravated by road blockage due to snow and landslides. Predictions that the population will start downward migration to escape the harsh winter climate while not having habitable homes would result into more IDPs. The Winterisation Programme aims to cover the WatSan needs of IDPs who will be relocated to a camp which will be assigned to CWS/NCA/CoS by the district government. The focus areas of the winter response will be on the following: � Provision of safe drinking water. � Construct adequate sanitation facility. � Conduct hygiene promotion activities and cleanliness campaign.


It has been assessed that major water schemes have been badly damaged by the earthquake and to repair them is a huge challenge for government and humanitarian actors. The restoration of water to affected communities in a manner that is sustainable is the key and guarantee for long term health benefits. Through the CWCs, for which also training will be conducted, it is hoped the WSS rehabilitated/reconstructed will continue to operate at the same high level of performance long after CWS/NCA/CoS has pulled out. The hygiene education being undertaken will hopefully become part of the community body of knowledge to be passed on to offspring and others. CWS/NCA/CoS, after repairing water schemes in selected communities will handover the responsibility of repairing and maintenance to the TMA or any other relevant authority or entity. The outcome of this handover shall remain a fully functioning Water Management Committee.

ENVIRONMENTAL PROTECTION

Rationale for Revision and Extension: Because of slow and low receipts in the first six months, it was decided and communicated to ACT CO that the Environmental Protection Programme will be initiated when adequate funding will be made available.


With the extension of the programme until December 2008, all targets in the original Appeal can be met with slight changes to the approach which excludes the construction of latrines as well as increasing the number of field staff to make up for the lost time. Likewise, with the extended period, additional 6 more villages will be added to the original targets coming up to a total of 32 villages.

Goal: To enhance the knowledge and skills of families and communities in earthquake affected areas on environmental conservation and protection.

Objectives:

�� Enhance the knowledge and raise awareness of communities on environmental protection. �� Develop information materials on environment conservation and protection. �� Conduct plantation activities among families and communities to protect the environment.


� Inhabitants of 32 selected villages will enhance their knowledge on environmental awareness by different methods including workshops/trainings, development and dissemination of informative material on environmental awareness.

� 5,000 families will directly benefit from the plantation of fruit trees. � 1,500 women will be trained on waste management. � 1,500 children will be invited to watch/participate in puppet/theatre shows.


a. 164 workshops in 32 villages (2 workshops/village) on waste management, plantation and environment protection conducted; 1,500 women provided training on waste management and other environmental

issues; and 1,500 children exposed to environmental protection messages through puppet and theatre

shows and provision of tool kits.

�� Conduct social/ground preparation among target villages. �� Identify target households/families/children. �� Develop course/training module on environmental conservation and protection. �� Develop training schedule. �� Identify training/workshop venues. �� Document training/workshop proceedings. �� Identify schools for puppet shows. �� Engage the services of artists for puppet shows. �� Finalise ToR and agreement with theatre and puppet groups. �� Distribution of 1,500 children tool kits among school children. �� Monitoring and Evaluation. b. Two sets of posters, three brochures for communities and a manual on waste management for programme stage are developed, printed and distributed.

�� Conceptualise and finalise manual, posters and brochures. �� Compose , design and lay-out the relevant publications. �� Identification of printers. �� Print and distribute them to relevant beneficiaries. �� Documentation, monitoring and evaluation.

c. 25,000 fruit trees are provided and planted by 5,000 households in 32 villages of District Mansehra. �� Conduct assessment. �� Identify families and plantation sites. �� Select and distribute appropriate fruit trees to families. �� Training of staff on fruit plantation/orchard management. �� Training of staff on kitchen gardening. �� Training of staff on nursery raising.


�� Conduct awareness sessions on new techniques of plantation for families. �� Establish 16 demonstration plots in 8 UCs (2 per UC) with the support of communities. �� Monitor households/widows on waste management and tree planting activities. �� Distribute fertilisers and tools for plantation of trees. �� Monitoring and Evaluation.

Implementation Strategy: The NWFP environment is very diverse in nature and of significant importance for the country’s economy and livelihoods of the local people. People rely on the forest for fodder for their livestock, timber for houses, and above all wood for fuel. In addition, people collect non timber forests products for use at the household level and for cash income. Nowadays, forest depletion is one of the most serious environmental issues in NWFP. The cutting of trees for fuel and lumber has been identified by several professional damage assessment personnel as one of the reasons for some of the landslides caused by the earthquake. It has been identified that the environment of NWFP and AJK is badly affected by the 8th October 2005 earthquake and later due to current monsoon, landslides and flash floods have again affected these communities. In an effort to raise awareness on environmental protection, to enhance the local environment and to protect and hold the soil in place, CWS/NCA/CoS will provide five trees of successful indigenous fruit to each family. Initial assistance will be provided to assure proper planting and tree care guidance will be offered to selected households. In addition to this, 64 workshops in 32 villages (2 per village) on environmental protection and prevention will also be conducted with community members. 1,500 widows or married women will be trained on animal manure/waste management and environmental protection as a part of women livelihoods programme. Information, Education and Communication (IEC) materials on environment conservation and protection will be developed and disseminated among communities. Pesticides/fertilisers and plantation tools will also be given to communities according to need. Children exposed to puppet and theatre shows will be provided with awareness raising kits which include colour box, colouring books, waste bin, umbrella, school bags and chocolate packets.


CWS/NCA/CoS will provide knowledge on environmental protection and prevention to communities affected by earthquake. Sessions with teachers will have a cascading effect and help in dissemination of knowledge to children and communities. Development and dissemination of materials in the local language will also help them refresh their knowledge. Teachers will be motivated to include these in their daily lectures. Plantations will help in restoring the environment. CWS/NCA/CoS will negotiate with village committees to take responsibility for the provided trees. Forestry departments will also be involved and motivated to provide environmental protection to these communities. In order to ensure the sustainability of the programme/activities, continuous monitoring and technical support will be provided to communities by Environmental Protection Programme (EPP) staff and active/trained volunteers. The staff will make regular field/monitoring visits especially after the plantation in order to provide technical support to the communities as baby plants need a lot of care for the first 90 days after plantation. Formats will be developed as monitoring tools to collect data of successful plantation. The same strategy will be followed for the components of waste-management. During the training on waste-management, the staff will also give training to communities on composting which will also require 90 days for technical support, through follow-up visits and monitoring. The continuous capacity building of active volunteers will also help in making the programme sustainable. After getting various trainings (including on-the-job trainings), the volunteers will be able to continue with the various activities, even after programme closure.

PRIMARY & SECONDARY HEALTH SERVICES


The extension of the health programme is needed because the governmental health system is not (yet) in position to take over due to the following reasons:


�� The health sector suffered extensive damage as a result of the earthquake. �� The Health Ministry capacity to supply services and to respond to health needs of its population has

diminished significantly, particularly in the earthquake-affected central and northern region of NWFP and AJK/Rawalakot, where many health units and ambulatory units have been abandoned or have significantly reduced operations.

�� This situation is compounded by the population’s reduced access to functioning facilities due to the damaged road network, land slides and land erosions.

�� The performance of the district health system is at risk of losing ground, threatening recent gains in health status.

The government has planned, in collaboration with donor agencies, a recovery programme in which health structures and services will be restored gradually in the next few years. The requested extension will enable CWS/NCA/CoS to keep the health facilities open for an extended period of time, in places where it is expected that the government is not in a position at the moment to take over, ensuring access to basic health facilities for inhabitants of the remote and earthquake struck areas of NWFP and AJK.


�� Community (primary and secondary health) services will be provided to approximately 170,000 individuals in NWFP and 50,000 in AJK through the BHUs, MHUs and laboratory services.

�� 50 Health Houses will be constructed in Mansehra to be identified by the Health Department with approximately 50,000 beneficiaries.

Goal: To revitalise health service for the affected communities through primary and secondary health care approach.

Objectives:

a) NWFP Health Programme

�� Provide preventive and essential curative health care services to earthquake victims in NWFP. �� Provide preventive Maternal and Child Health care to women and children in earthquake affected areas

covered by CWS/NCA/CoS in NWFP. �� Provide mobile health services to beneficiaries residing in far flung areas of NWFP. �� Conduct staff training sessions in areas like TB-DOTS, SGBV, DEWS, and HMIS System. �� Provide advance training to female and male community health workers in NWFP. �� Provide laboratory services and ultrasound scanning for diagnostic support in earthquake affected areas of

NWFP. �� Reduce maternal and infant mortality through easy access to Safe Delivery Homes.

b) AJK/Rawalakot Health Programme

�� Establish a BHU and 2 MHUs in the target areas. �� Execute and deliver care and treatment of families and individuals in the earthquake affected areas. �� Provide maternal and child care to women and children. �� Provide support to government health services in Rawalakot.


NWFP Health Programme

a. Preventive and essential curative health care services provided to 170,000 beneficiaries through static and MHUs in NWFP.

�� Establish 8 health units in Mansehra District.. �� Operationalise services of MHUs and laboratories. �� Obtain necessary clearance/permits for project implementation. �� Coordinate with government line agencies and NGOs/INGOs to solve overlap and duplication problems. �� Conduct needs’ assessments. �� Treat and manage patients with provision of required drugs free of charge. �� Timely referral to hospitals via free ambulance services. �� Conduct health awareness sessions. �� Distribute IEC materials.


b. Preventive maternal and child health care including immunisation, antenatal, natal and postnatal care and reproductive health services are provided to mothers and children.

�� Offer antenatal services to 100 percent registered pregnant women in antenatal programme at static health units.

�� Achieve immunisation coverage between 85 to 95% for both women and children. �� Conduct 65% of home deliveries via trained health workers.

c. There is increased access of earthquake beneficiaries residing in hard to reach areas to essential curative health services via MHUs.

�� Provide 2 fully equipped MHUs. �� Conduct needs assessment. �� Identify suitable venue for the mobile camps. �� Provide services to victims.

d. 100 male and female volunteer community health workers are provided with training to strengthen the PHC structure.

�� Identify training needs and resource materials. �� Selection of volunteers. �� Identify venue, finalise arrangements and conduct training course. �� Reporting, monitoring and evaluation. e. Diagnostic support including ultrasound facility and laboratory services are provided to patients. �� Establish two laboratory units. �� Establish x-ray unit. �� Procure laboratory equipments. �� Training of staff, especially LHVs. �� Blood screening. �� Urine analysis. �� Establish ultrasound clinic. �� Ultrasound training for medical officers.

f. 50 Health Houses are constructed in District Mansehra. �� Identify and finalise ToR and Agreement with outsourcing partner. �� Get NOCs from line departments. �� Survey and selection of target areas and beneficiaries. �� Construction and installation of health facilities. �� Training and orientation of health workers. �� Community mobilisation. �� Turnover. �� Monitoring and Evaluation.

AJK/Rawalakot Health Programme

g. 50,000 individuals are provided access to health care services. �� Liaise with appropriate government line department for certification and licensing. �� Establish 1 BHU and 2 MHUs. �� Procurement of required health facilities and supplies. �� Conduct community mobilisation activities. �� Deliver health services with provision of appropriate drugs free of charge. �� Provide referrals and ambulance services. �� Recording, reporting, monitoring and evaluation.

h. Maternal and child care services provided to women and children. �� Conduct antenatal and postnatal care. �� Immunisation of children. �� Reporting, monitoring and evaluation.


i. Salaries are provided to 3 doctors and 3 nurses working in 3 BHUs and RHU in UCs of Ali Sojal, Hussain Kot and Datoot.

�� Liaison with government health services. �� Pay salary of 3 doctors and 3 nurses in the identified government health centres. �� Monitor the effectiveness and efficiency of the health staff being paid under the project Implementation Strategy

Health Programme in NWFP: The priority of health recovery programme is to provide basic health services to earthquake survivors returning to their areas, where health facilities are completely destroyed by the earthquake. The M&E Team reported a high incidence of diseases such as scabies, diarrhoea, kidney problems, respiratory infections, etc. in selected villages. There was little or no attention to woman and child health. To cater for these problems CWS/NCA/CoS decided to provide primary and secondary health services to disaster affected communities in NWFP. CWS/NCA/CoS health recovery programme includes both preventive and curative health care to earthquake affected population through eight BHUs in different places. These services are being provided through these health centres in NWFP. Two MHUs also provide support to affected population in hard to reach areas in NWFP. Extended Programmes for Immunisation and Reproductive Health are also important parts of health activities in NWFP. Two laboratory units will also be established to provide services with ultrasound facilities. A referral system will also be envisaged for better coverage of the affected population. Malaria, Laishmania and TB control programmes will also be launched. In addition to these basic health units, community volunteers, both male and female will be engaged as community health workers to ensure better involvement of communities in the health programme; to give better health services to people at their places and to refer cases to health centres. Reproductive health services will be offered to all women of child bearing age. Women will also be provided with antenatal, natal and postnatal care. Timely referral to hospital via free ambulance services will also be envisaged. Health Houses: In addition to the BHUs, Health Houses will be constructed in partnership with the District Health Office to promote maternal and child health in the target areas in Mansehra. There will be a cross referral system from and to these Health Houses with the health facility in the catchment areas. Safe deliveries eventually will be conducted in these Health Houses once the Ministry of Health allows Lady Health Workers to conduct deliveries at their level along with proper antenatal and post natal care for the beneficiaries, if, not the Traditional Birth Attendants will be mobilised and trained further to carry out the tasks. Reproductive health services will be offered to all woman of child bearing age through these Health Houses. Vaccination for women and EPI will also be strengthened for children under five in the target area through these facilities. Timely referral to hospitals via free ambulance services will also be envisaged. Health Programme in Rawalakot, AJK: During the relief phase, the Diocese of Raiwind implemented the health programme in Rawalakot District. The Diocese will continue the delivery of health services in Rawalakot through the existing BHU and two MHUs in UCs Pakkar Nakka and Ali Sojal respectively. The services include: �� Routine medical check-ups and immediate treatment for both in and out patients. �� Referral services for patients requiring special care or surgical intervention. �� Rehabilitation services and facilities for those who have damaged or lost limbs. �� Two mobile clinics to cater to immediate health care requirements in the area. �� Provision of laboratory services. �� Public health education programme. �� Immunisation programme. �� Provision of doctors and nurses to augment requirement for health staff in Rawalakot, AJK.


According to various health assessments conducted, the common diseases prevalent in these areas are diarrhoea, cough, flu, fever, goitre, respiratory track infection and scabies. The team does not only provide medicines but also extend awareness raising on prevention of these diseases. The medical team, in cooperation with the office of the Rawalakot District Health Officer (DHO), also carries out Polio Eradication Campaign (PEC) and provides polio drops to children through the BHU and the MHUs. Support to Health Services in Rawalakot: Presently, the biggest challenge for the GoP, NGOs/INGOs working in the health sector in the earthquake affected areas is the non-availability of medical staff, especially female doctors and nurses. Most of the health facilities in AJK are without medical doctors. The World Health Organisation took the initiative of rebuilding the health facilities but are still struggling to have full time medical staff. The non-functionality of these medical facilities is attributed to the fact that the government is not able to offer higher compensation packages compared to the offers being made by international organisations. Doctors and nurses prefer to find better opportunities applying for highly paid jobs offered by INGOs. To bridge the gap, the government has sorted out a short term solution by way of asking INGOs to provide support by way of sponsoring the salaries for these medical staff. As per request made by the health authorities of AJK, CWS/NCA/CoS taking full cognisance of the need to support the government initiative by sponsoring the salaries for 3 doctors and 3 nurses in 3 different locations of Rawalakot such as Ali Sojal RHC, Datoot BHU and Hussain Kot BHUs. CWS/NCA/CoS will also be involved in monitoring the services that the doctors and nurses will provide. All other facilities for these BHUs and RHCs will be provided by the government.

Transition or Exit Strategy: CWS/NCA/CoS will work together and explore the possibility of providing health services for a longer period of time with additional facilities to beneficiaries. The team will also strengthen the relations with the government health departments to extend the health services through these health centres where needed and the centres and mobile services will be handed over to them. Priority Setting in case of insufficient or slow funding: In 2006 up to the end of the first quarter of 2007 when there was less money coming in, CWS/NCA/CoS chose some components to support with the resources received; priority was given to WatSan, Health and the Livelihood Programmes. The reason being that these programme activities were linked to basic human needs like water, shelter, security, mental and physical health. People cannot live long without water and will not return and live for long in a village without a water system; consequently, WatSan and health is high on the list. Livelihoods support was high on the list, because the CTTCs and the animals provision as livelihood support for women offer a means to survive whether they receive other assistance or not. Livelihood in this programme is linked to shelter. CWS/NCA/CoS is training construction teams who will build shelters for vulnerable people who would have difficulty providing their own housing. The benefits of this training will go far beyond just providing shelter; it also provides income generating skills for the future. It was for this reason that the Environment Programme was shelf for over a year and not until May 2007 that this implementation took off. CWS/NCA/CoS will continue to work in the area beyond the period of recovery and rehabilitation programme; the emphasis will be on a smooth transition to a longer-term developmental approach from the recovery phase over the next one to two years. CWS/NCA/CoS are committed to linking relief to recovery and sustainable development. To achieve this effectively and to ‘build back better’, an integrated earthquake recovery and rehabilitation programme in the worst affected areas of NWFP is outlined in this Appeal. All of the elements of the CWS/NCA/CoS recovery programme are focused on returning disaster affected families and communities to circumstances that are the same as or better than they had before the earthquake.


VII. ADMINISTRATION and FINANCE

Administration: The administration of these projects is being undertaken by two CWS-P/A offices in Islamabad and Mansehra in close collaboration with the Karachi office. Progress and final reports are being submitted as per schedule using the prescribed formats. The Administration Officers will handle the day-to-day administrative matters in the Islamabad, Mansehra and Karachi offices. CWS/NCA/CoS are the main implementing agencies with several local partners for the recovery and rehabilitation programme. CWS-P/A has selected and hired technical and support staff, i.e. technicians, drivers, field coordinators, and health and hygiene promoters.

Finance: The Finance Division of CWS-P/A ensures financial management aspects are managed with efficiency, transparency and accountability. Regular financial updates are provided to donors as required. Finance Officers, based in Karachi and Islamabad, liaising with counterparts in local implementing partners, are responsible for maintaining financial records of income (from donor) and expenditure, maintaining and cross checking financial records and working with the Programme Coordinator to ensure proper use of funds. Financial Monitoring System: CWS-P/A uses a fund accounting method for incorporating the donations received, whereby each project is recorded separately and all sources of income and utilisation of funds for a particular project can be identified. Financial Statements are prepared in accordance with the requirements of International Accounting Standards as applicable in Pakistan. Also, audits (June and December) of CWS-P/A overall financial statements are conducted by an independent firm of auditors – Ernst & Young International. In addition to this, separate project audits are also conducted by the same firm as per the requirements of donors. CWS-P/A has been awarded the USAID Management Standards in capacity building process under Institutional Management and Certification Programme (IMCP) implemented by the NGO Resource Centre, a project of Aga Khan Foundation (Pakistan). General ledger and project accounting software are also being used, which has been developed by the financial consultants. This software covers the requirements of both general and project accounting.

In respect of ASSA 51 relief programme and EQ Recovery and Rehabilitation: ASPK 61 programme, a special assignment has been given to an Auditing Consultant to conduct monthly regular reviews of the systems and relevant records and submit a report on a monthly basis. The main features of the scope of this audit include:

(a) Review of accounting functions on a monthly basis to ensure that correct accounting is done and the

documentation to support the accounting transaction is adequate and meets the requirements of an audit by donor agencies.

(b) Review of project document and contracts signed between CWS-P/A and donor agencies and to ensure that the clauses in these documents are fully implemented.

(c) Review of the processes used for acquisition of goods for relief and development work, their receipt and delivery to the site and their distribution/utilisation.

(d) Fixed assets are capitalised. (e) Pre-numbered vouchers are used. (f) Monthly bank reconciliation statements are prepared. (g) Monthly closing of accounts is done. (h) Monthly MIS reports are generated. Mechanisms for Internal Control: A full pledge Administration and Operations Team has been set up in Mansehra headed by the Assistant Operations Manager who directly reports to the Recovery Coordinator and liaise with his counterparts from Islamabad and Karachi to coordinate the various activities at Mansehra. New positions were opened for Transport, Logistics, Procurement Officers and a newly hired Office An Administrator who ensures the proper management of the fleet, warehousing as well as accuracy and transparency of all purchases and procurement. The Team ensures and monitors full compliance to the CWS Operations Guidelines and Policies. Likewise, a full time Finance Manager from Islamabad has been deputised and based at Mansehra who provides support to the Mansehra Finance team. The hiring of (3) full time internal auditors is ongoing. CWS has created a


new department which is the Auditing Department which will be a separate entity outside the Finance department and will directly report to the Deputy Director.

Oversight of procurement and warehousing was handed over to a consulting company and they do not simply provide oversight but build capacities of staff and systems. A Manual on Procurement and Warehousing has been developed and finalised. New warehousing and procurement forms were developed and are now being used. A scheduled training among finance and operation staff in Fraud Detection and Prevention with one of the leading audit companies in the world has been arranged and scheduled to be held by mid 2008. On the programmatic aspect, a new Programme Coordinator has also been hired to keep close monitoring and provide guidance among Team Leaders on the various programmatic and financial issues that affect programme implementation. VIII. MONITORING, REPORTING and EVALUATION

Monitoring Procedures: During project implementation, monitoring is undertaken by CWS-P/A. To ensure that the programme is run with efficiency, transparency, and accountability the M&E Team has been organised and trained. This team has the responsibility to carry out monitoring visits, develop and verify the reports prepared at the field level. Monitoring involves reviewing and planning work on a regular basis, assessing whether activities are carried out as planned, identifying and dealing with problems during implementation. SPSS software (quantitative data entry software) is also being used to sort data and to make reports. Reports are compiled at Mansehra and Islamabad levels.

Reporting Schedule: Reports are made for each six-month period to be received by the ACT CO within one month of the end of each period.

Evaluation: In line with ACT Evaluation guidelines for appeals of over $5 million, an external evaluation of the programme will again be initiated for this appeal. This will be done through the ACT Evaluation mechanism. The aim of the evaluation mechanism is to “enhance transparency and accountability, and allow for lessons to be learnt”. The evaluation process will help determine the relevance and fulfilment of the objectives of the project or programme in question, to measure impact and effectiveness, as well as how well resources were used and to serve as an aid to future decision making. This evaluation will continue the process started under ASSA51 and will be closely linked to the internal ACT-CWS/NCA/CoS monitoring and evaluation mechanisms. In May 2007, an Interim Evaluation was scheduled to take place but did not take place because of visa problems and the volatile security situation at that time. With the revision and extension, a new schedule has been proposed which will be the Final Impact Evaluation to be held in the autumn of 2008. In the interim, a Reflection Workshop among partners, CWS/NCA/CoS and ACT is suggested and will be held in May/June 2008. The Impact Evaluation will be coordinated by an External Team Leader who has the capacity to represent ACT and its alliance members. The programme(s) included in this Appeal will be evaluated by a team consisting of the team leader and two other members: one local and one expatriate who have comprehensive experience of humanitarian work and of the situation and the region. The Terms of Reference and the Mission Plan will be developed and agreed upon with the members well in advance. Provisions have been made for preparation with and reporting back to the implementing members on lessons learned from the different phases of the evaluation.

Exit Strategy:

CWS/NCA/CoS has taken the initiative to start framing up the process of the Exit Strategy for ASPK 61. The Workshop is initiated beginning of March 2008 by an external consultant who was previously working with ACT CO and has an extensive knowledge and understanding of the whole programme as well as the socio-political, cultural context of Pakistan.


The Exit Strategy aims to outline the processes, requirements for turn-over and phasing out as well as enlightens future directions of CWS/NCA/CoS with regards to the management and continuity of the gains and strengths of the programme.

IX. COORDINATION

The programme will continue to be implemented in coordination with the relevant Government authorities in the areas concerned. Coordination with other national and international NGOs and CBOs at the field level is well established and will be continued and strengthened to avoid duplication. CWS/NCA/CoS has participated in ERRA cluster meetings in Islamabad and in Mansehra since they were first organised and continues to play an active role in different coordination meetings including the GCM, PHF and Protection clusters meetings. CWS/NCA/CoS also represents the Pakistan Humanitarian Forum15 in the IASC meetings. Until April 2006, CWS/NCA/CoS chaired the Pakistan Humanitarian Forum (PHF); coordination meetings were held frequently to discuss the crisis situation and possible responses as well as carry out needs assessments. From the platform of Emergency Resource Centre, CWS/NCA/CoS are directly linked with the Federal Relief Commission (FRC), ERRA, and the Emergency Relief Cell (ERC). CWS/NCA/CoS remain in touch with PHF and attends all meetings. In August 2006 CWS/NCA/CoS received a NOC from ERRA for its earthquake recovery and rehabilitation programme in earthquake affected areas. CWS/NCA/CoS will continue to liaise with media both print and electronic media.

Field Level Coordination: CWS/NCA/CoS coordinates with Government-line departments, District Reconstruction Units, UCs and with the District Coordinator’s Office. Linkages with union councillors are well established. Several recovery-planning workshops have been conducted with these stakeholders. These have opened the door to local level coordination with communities and villages. Furthermore, effective coordination has been established among partners at the field level. Monthly recovery update and planning workshops, which focus on sharing achievements, identifying and addressing constraints, documenting lessons learned and joint activity planning that were initiated during the relief phase will continue throughout the recovery programme. Coordination with other ACT members: The scale and the size of the recovery and rehabilitation programme and the appeal has an immediate and an ongoing impact on the workload and costs of the ACT CO. The workload of the programme, finance, communication and administrative staff has been increased. The budget allows for additional support at the ACT CO when required. It also allows for staff visits to the region over the life of the appeal and a contribution towards additional office costs. Furthermore at least one additional Alliance Meeting is envisaged as well as a Regional Workshop which allows for lessons learned during the implementation of ASSA 51 and ASPK 61 to be shared with other ACT members in the region. Communications-related inputs and work over the next two years will include the ACT communications officer working with communications staff of CWS/NCA/CoS in formulating a model of communication response for use by the alliance as recommended by the ACT Communicators Reference Group in November 2005. The budget will also extend to a visit by a communicator/photographer who will document the ongoing response of the member for dissemination to the alliance for use in the fund-raising and communications campaigns. Furthermore, the budget will cover a communication workshop conducted by the member's communications staff, with specific reference to communicating in emergencies, with invitations extended to the communicators from within the ACT alliance to be part of the learning process. Although the members' communication staff will take the lead on this workshop, they will be supported by the ACT CO communication staff.

15 Comprises of some 40 national and international NGOs and donor agencies.

X. CWS P/A BUDGET

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget

PKR

Revision 2

Budget PKR

Original

Budget USD

Revision

1 Budget

US$

Revision

2 Budget

USD

Direct Assistance

Recovery Capacity Building Program (RCBP)

Start-up Costs

8 w

eeks;

incl

udes

wag

es, re

nts

, uti

lities

, sa

lari

es

Wee

ks

As

per

incu

rred

expen

se

519,9

70

600,0

00

130,4

51

8,7

39

10,0

84

2,1

39

Inst

ruct

ors

wag

es 1

3x8 w

eeks,

wag

es c

onst

r. s

uper

vis

or

768,0

26

12,9

08

Per

Die

m f

or

trai

nee

s

Wee

ks

As

per

incu

rred

expen

se

1,0

79,9

84

1,0

68,0

00

0

18,1

51

17,9

50

0

Tra

inin

g M

ater

ial (w

ood, el

ectr

ical

wir

e, p

ipes

, ce

men

t, e

tc.)

C

ours

e A

s per

incu

rred

ex

pen

se

1,3

68,0

24

150,0

00

317,1

13

22,9

92

2,5

21

5,1

99

Tools

(se

t per

stu

den

t)

par

tici

pan

ts

As

per

incu

rred

ex

pen

se

504,0

24

178,0

00

57,2

11

8,4

71

2,9

92

938

Soci

al M

obiliz

ers

W

eeks

As

per

incu

rred

ex

pen

se

192,0

06

192,0

00

9,3

37

3,2

27

3,2

27

153

Ass

essm

ent an

d M

onit

ori

ng T

eam

W

eeks

As

per

incu

rred

ex

pen

se

479,9

86

90,0

00

113,3

25

8,0

67

1,5

13

1,8

58

Guar

ds

W

eeks

As

per

incu

rred

ex

pen

se

143,9

90

54,0

00

13,0

00

2,4

20

908

213

Mea

ls a

nd Inci

den

tals

W

eeks

As

per

incu

rred

ex

pen

se

0

120,0

00

0

2,0

17

0

Const

ruct

ion/r

enovat

ion o

f C

TT

C

Cen

ter

As

per

incu

rred

ex

pen

se

179,9

87

600,0

00

69,2

20

3,0

25

10,0

84

1,1

35

Ren

t an

d u

tiliti

es f

or

the

CT

TC

m

onth

s A

s per

incu

rred

ex

pen

se

449,9

98

135,0

00

128,0

20

7,5

63

2,2

69

2,0

99

Adver

tise

men

t in

the

new

spap

er in E

nglish

and

Urd

u f

or

the

inst

ruct

ors

and s

oci

al m

obiliz

ers

for

Mah

sehra

, B

alak

ot an

d M

aira

Cam

p

Adver

tise

men

t A

s per

incu

rred

ex

pen

se

59,9

76

45,0

00

0

1,0

08

756

0

Tra

vel

and T

ransp

ort

Cost

W

eeks

As

per

incu

rred

ex

pen

se

1,3

49,9

95

60,0

00

45,6

64

22,6

89

1,0

08

749

Pet

rol an

d M

ainte

nan

ce a

nd insu

rance

for

4

veh

icle

s

Veh

icle

s A

s per

incu

rred

ex

pen

se

319,9

91

480,0

00

4,0

00

5,3

78

8,0

67

66

Tra

inin

g M

ater

ial

116,9

77

1,9

66

D

river

s 4 f

or

8 w

eeks

64,0

22

1,0

76

3 loca

l w

om

en/c

onst

r si

te to p

urc

has

e &

cook f

ood f

or

const

r te

ams

x2 w

eeks

x 8

sit

es.

432,0

29

7,2

61

M

edic

al f

acilit

y

23,1

45

389

Pakistan – Earthquake Recovery & Rehabilitation

ASPK61 (Revision 2)

40

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget

PKR

Revision 2

Budget PKR

Original

Budget USD

Revision

1 Budget

US$

Revision

2 Budget

USD

M

ater

ials

for

8 h

om

es f

or

wid

ow

s

880,0

05

14,7

90

Sub-Total Start-up Cost

8,932,140

3,772,000

887,341

150,120

63,395

14,547

Housing Costs

Raw

Mat

eria

l fo

r 4085 h

ouse

s

449,3

50,0

05

7,5

52,1

01

Raw

Mat

eria

l fo

r 4085 toilet

and s

eptic

tank

61,2

75,0

03

1,0

29,8

32

Co-o

rdin

ator

Housi

ng p

roje

ct

1,1

99,9

96

20,1

68

Lab

our

Char

ges

1000 lab

ors

120,0

00,0

15

2,0

16,8

07

Const

ruct

ion T

eam

wag

es; 576 m

ember

s

138,2

39,9

78

2,3

23,3

61

Arc

hit

ect a

nd C

ivil E

ngin

eers

; 2

1,9

20,0

05

32,2

69

Fore

stry

Off

icer

599,9

98

10,0

84

Cost

of

5 P

lants

/ H

ouse

2,0

42,5

16

34,3

28

Pro

ject

Man

ger

1,0

79,9

84

18,1

51

Bas

ic tools

16,3

40,0

09

274,6

22

Publica

tions

2,8

59,5

10

48,0

59

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

22,4

99,9

84

378,1

51

War

ehouse

/ S

tora

ge

2,1

60,0

28

36,3

03

Com

munic

atio

n

1,1

99,9

96

20,1

68

Uti

lities

& O

ffic

e Supplies

599,9

98

10,0

84

Sta

tioner

y

359,9

75

6,0

50

Mea

ls a

nd Inci

den

tals

1,6

79,9

82

28,2

35

D

river

s 4

863,9

99

14,5

21

Cook; 32

9,2

16,0

14

154,8

91

Sec

uri

ty E

xpen

ses

1,4

40,0

19

24,2

02

Sub-Total Housing

834,927,019

14,032,387

Transitory Shelters

Raw

Mat

eria

l fo

r T

ransi

tory

Shel

ters

85,9

99,9

90

1,4

45,3

78

Pro

ject

Man

ger

1,0

79,9

84

18,1

51

Bas

ic tools

8,0

00,0

13

134,4

54


ASPK61 (Revision 2)

41

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Publica

tions

1,3

99,9

75

23,5

29

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

5,0

00,0

23

84,0

34

War

ehouse

/ S

tora

ge

2,1

60,0

28

36,3

03

Com

munic

atio

n

720,0

09

12,1

01

Uti

lities

& O

ffic

e Supplies

599,9

98

10,0

84

Sta

tioner

y

359,9

75

6,0

50

Mea

ls a

nd Inci

den

tals

840,0

21

14,1

18

D

river

s 4

863,9

99

14,5

21

Sec

uri

ty E

xpen

ses

5,7

60,0

16

96,8

07

Sub-Total Transitory Shelter

112,784,034

1,895,530

UC Recovery Management Centers

Rec

over

y M

gm

t C

entr

e M

anag

ers

4

5,7

60,0

16

96,8

07

Com

munit

y R

esourc

e C

ente

r

238,0

00

4,0

00

Acc

om

modat

ion f

or

Sta

ff

959,9

73

16,1

34

Buildin

g m

ater

ials

war

ehouse

1,1

99,9

96

20,1

68

Gen

erat

ors

(4)

599,9

98

10,0

84

Kit

chen

(C

ookin

g u

tensi

ls, st

ove,

gas

)

260,0

15

4,3

70

Com

pute

rs

179,9

87

3,0

25

Pri

nte

r

21,0

03

353

Gey

sers

23,9

78

403

Wat

er s

upply

to the

centr

e

120,0

11

2,0

17

Kit

chen

str

uct

ure

138,5

16

2,3

28

Cooks

(4)

576,0

19

9,6

81

Guar

ds

(8)

1,1

51,9

79

19,3

61

Inci

den

tals

219,9

71

3,6

97

Tra

nsp

ort

and s

et u

p (

incl

udin

g lat

rines

)

511,9

97

8,6

05

D

river

s 4

863,9

99

14,5

21

Sec

uri

ty E

xpen

ses

1,4

40,0

19

24,2

02

Sub-Total UC Recovery Management Centres

14,265,482

239,756


ASPK61 (Revision 2)

42

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Winter Emergency Response

Win

teri

zed S

hel

ter

Kit

s Shel

ters

5,0

00

18,9

79

0

90,0

00,0

00

94,8

94,6

00

0

1,5

12,6

05

1,5

55,6

49

Food P

ackag

es f

or

fam

ilie

s fa

milie

s 5,0

00

6,4

26

0

35,0

00,0

00

32,1

31,5

00

0

588,2

35

526,7

46

War

ehouse

/ S

tora

ge

m

onth

s 32

54,5

53

0

1,2

60,0

00

1,7

45,6

93

0

21,1

76

28,6

18

Com

munic

atio

n

month

s 32

17,0

66

0

504,0

00

546,0

97

0

8,4

71

8,9

52

Veh

icle

Mai

nte

nan

ce

month

s 32

20,9

57

0

630,0

00

670,6

30

0

10,5

88

10,9

94

Tra

vel

and T

ransp

ort

Cost

lu

mp s

um

0

2,1

00,0

00

3,8

26,3

26

0

35,2

94

62,7

27

Fuel

for

Veh

icle

m

onth

s 32

53,6

09

0

1,2

60,0

00

1,7

15,5

00

0

21,1

76

28,1

23

Mea

ls a

nd Inci

den

tals

m

onth

s 32

4,6

88

0

0

150,0

00

0

0

2,4

59

Sub-total Transitory Shelters

0

130,754,000

135,680,346

0

2,197,546

2,224,268

TOTAL RECOVERY CAPACITY BUILDING & WINTERIZED

EMERGENCY (A+B)

970,908,675

134,526,000

136,567,687

16,317,793

2,260,941

2,238,815

Protection and Psycho-social Program

Tea

m L

eader

m

onth

s 32

39,3

92

0

882,0

00

1,2

60,5

41

14,8

24

20,6

65

Fie

ld W

ork

ers;

12

month

s 32

121,7

83

9,6

00,0

27

6,0

48,0

00

3,8

97,0

60

161,3

45

101,6

47

63,8

86

Man

ual

s an

d P

ublica

tions

lum

p s

um

2,4

50,9

83

1,0

50,0

00

250,5

00

41,1

93

17,6

47

4,1

07

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

m

onth

s 32

23,3

83

1,4

40,0

19

1,5

12,0

00

748,2

63

24,2

02

25,4

12

12,2

67

Com

munic

atio

n

month

s 32

7,9

93

720,0

09

504,0

00

255,7

79

12,1

01

8,4

71

4,1

93

Acc

om

modat

ion

month

s 32

26,2

84

0

756,0

00

841,0

90

0

12,7

06

13,7

88

Ren

t an

d U

tiliti

es

month

s 32

4,2

85

959,9

73

630,0

00

137,1

31

16,1

34

10,5

88

2,2

48

Sta

tioner

y a

nd O

ffic

e Supplies

m

onth

s 32

20,6

38

0

252,0

00

660,4

11

4,2

35

10,8

26

Mea

ls a

nd Inci

den

tals

m

onth

s 32

23,4

69

840,0

21

630,0

00

751,0

16

14,1

18

10,5

88

12,3

12

Dri

ver

s; 4

m

onth

s 32

31,8

88

863,9

99

907,2

00

1,0

20,4

00

14,5

21

15,2

47

16,7

28

Sec

uri

ty E

xpen

ses

month

s 32

20,8

73

1,4

40,0

19

630,0

00

667,9

52

24,2

02

10,5

88

10,9

50

Com

munit

y a

ssem

bly

/tra

inin

g/m

eeti

ngs

lum

p s

um

0

210,0

00

2,0

00,0

00

0

3,5

29

32,7

87

Com

munit

y S

upport

Cen

ters

C

ente

rs

6

700,0

00

0

3,6

00,0

00

4,2

00,0

00

0

60,5

04

68,8

52

Com

munit

y/s

chool ex

posu

re tri

ps

lum

p s

um

0

945,0

00

154,6

41

0

15,8

82

2,5

35

Veh

icle

Mai

nte

nan

ce; 2

month

s 32

18,7

11

0

1,2

60,0

00

598,7

59

0

21,1

76

9,8

16

Fuel

for

Veh

icle

; 2

month

s 32

32,6

93

0

2,5

20,0

00

1,0

46,1

73

42,3

53

17,1

50


ASPK61 (Revision 2)

43

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Pro

tect

ion

2,1

60,0

28

36,3

03

Psy

cho-s

oci

al P

rogra

m

2,1

60,0

28

36,3

03

Men

tal H

ealth W

ork

er

2,8

79,9

78

48,4

03

Psy

cholo

gis

ts 2

3,3

60,0

24

56,4

71

Ass

ista

nt M

enta

l H

ealth W

ork

er

720,0

09

12,1

01

Insu

rance

Ben

efit

s an

d A

llow

ance

s lu

mp s

um

0

690,0

00

0

11,3

11

Sub total Protection & Psycho-social

29,595,121

22,336,200

19,179,715

497,397

375,398

314,422

Capacity Building CWS Staff / Partners / Local officials /communities

Tea

m L

eader

m

onth

s 32

33,3

43

0

882,0

00

1,0

66,9

63

0

14,8

24

17,4

91

Ass

ista

nt T

eam

Lea

der

; 2

month

s 32

20,3

22

0

1,5

12,0

00

650,3

01

0

25,4

12

10,6

61

Fie

ld O

ffic

ers;

6

month

s 32

89,4

13

0

3,0

24,0

00

2,8

61,2

00

0

50,8

24

46,9

05

Tra

iner

s; 2

m

onth

s 32

17,9

38

0

1,2

60,0

00

574,0

00

0

21,1

76

9,4

10

Tra

inin

g f

or

Sta

ff a

nd P

artn

ers

lum

p s

um

0

1,2

60,0

00

733,6

44

0

21,1

76

12,0

27

Tra

inin

gs

for

UC

Lea

der

s lu

mp s

um

0

315,0

00

638,6

71

0

5,2

94

10,4

70

Tra

inin

g f

or

Com

munit

ies

lum

p s

um

0

3,1

50,0

00

1,3

65,0

33

0

52,9

41

22,3

78

Sta

tioner

y a

nd O

ffic

e Supplies

m

onth

32

20,6

12

2,9

87,9

71

252,0

00

659,5

93

50,2

18

4,2

35

10,8

13

Tra

inin

g m

ater

ial an

d k

its

lum

p s

um

359,9

75

315,0

00

612,6

37

6,0

50

5,2

94

10,0

43

Acc

om

modat

ion

month

s 32

12,3

40

0

756,0

00

394,8

66

0

12,7

06

6,4

73

Mea

ls a

nd inci

den

tals

m

onth

s 32

11,2

26

3,6

85,1

92

630,0

00

359,2

21

61,9

36

10,5

88

5,8

89

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

m

onth

s 32

11,0

24

381,0

97

1,5

12,0

00

352,7

65

6,4

05

25,4

12

5,7

83

Com

munic

atio

n

month

s 32

3,9

32

0

504,0

00

125,8

35

0

8,4

71

2,0

63

Man

ual

s an

d P

ublica

tions

lum

p s

um

0

1,0

50,0

00

1,2

63,6

55

0

17,6

47

20,7

16

Ren

t an

d U

tiliti

es

month

s 32

2,4

14

0

630,0

00

77,2

59

0

10,5

88

1,2

67

Dis

aste

r re

sponse

/pre

par

ednes

s eq

uip

men

ts

lum

p s

um

0

756,0

00

756,0

00

0

12,7

06

12,3

93

Sec

uri

ty E

xpen

ses

month

s 32

8,5

19

0

630,0

00

272,6

15

0

10,5

88

4,4

69

Honora

rium

/Stipen

d

lum

p s

um

0

262,5

00

830,8

50

0

4,4

12

13,6

20

Dri

ver

s; 2

m

onth

s 32

22,1

59

0

453,6

00

709,1

00

0

7,6

24

11,6

25

Veh

icle

Mai

nte

nan

ce

month

s 32

8,0

52

0

1,2

60,0

00

257,6

60

0

21,1

76

4,2

24

Fuel

for

Veh

icle

m

onth

s 32

21,4

56

0

2,5

20,0

00

686,5

78

0

42,3

53

11,2

55

Tra

inin

g R

AM

Tea

m, Psy

cho-s

oci

al, H

ealth &

Hygie

ne

Tea

ms

675,0

27

11,3

45


ASPK61 (Revision 2)

44

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Rec

over

y M

gm

t T

rain

ing U

nio

n C

ounci

l

684,0

12

11,4

96

Rec

over

y P

lannin

g W

ork

shops

for

Com

munitie

s

1,2

35,9

93

20,7

73

Tra

inin

g f

or

Rec

over

y C

entr

e T

eam

s

170,8

24

2,8

71

Dis

aste

r R

ecover

y S

upport

Skills

Tra

inin

g

449,9

98

7,5

63

Spher

e w

ork

shop

lum

p s

um

0

0

2,0

00,0

00

0

32,7

87

Sch

ool Saf

ty P

rogra

m

lum

p s

um

0

0

82,3

80,6

80

0

1,3

50,5

03

Insu

rance

Ben

efit

s an

d A

llow

ance

s lu

mp s

um

0

0

807,3

00

0

13,2

34

Sub-total Capacity Building Program

10,630,091

22,934,100

100,436,426

178,657

385,446

1,646,499

Livelihood Program

Capacity Building for Artisans

Tea

m L

eader

m

onth

s 32

26,2

61

0

882,0

00

840,3

43

0

14,8

24

13,7

76

Fie

ld O

ffic

ers;

3

month

s 32

32,9

06

0

1,5

12,0

00

1,0

53,0

00

0

25,4

12

17,2

62

Wag

es o

f In

stru

ctors

lu

mp s

um

8,1

60,0

08

5,5

80,0

00

5,5

18,1

00

137,1

43

93,7

82

90,4

61

Soci

al M

obiliz

ers;

6

month

s 32

3,5

09

4,7

99,9

84

432,0

00

112,2

97

80,6

72

7,2

61

1,8

41

Ren

t an

d M

ainte

nan

ce o

f T

rain

ing C

ente

rs

month

s 32

9,0

12

2,8

79,9

78

222,0

00

288,3

71

48,4

03

3,7

31

4,7

27

Sti

pen

d f

or

par

tici

pan

ts: 2510

lum

p s

um

43,5

35,9

71

8,4

39,4

80

9,4

65,9

83

731,6

97

141,8

40

155,1

80

Tra

inin

g M

ater

ial

lum

p s

um

1,3

28,5

75

0

0

22,3

29

0

0

Tra

inin

g M

ater

ial (w

ood, el

ectr

ical

wir

e, p

ipes

&

cem

ent)

lum

p s

um

13,7

71,2

15

2,6

36,4

45

2,3

51,4

36

231,4

49

44,3

10

38,5

48

Tools

(se

t per

stu

den

t)

lum

p s

um

5,0

73,6

24

1,8

75,3

00

3,6

05,1

48

85,2

71

31,5

18

59,1

01

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

m

onth

s 32

23,8

87

7,4

99,9

75

330,7

50

764,3

81

126,0

50

5,5

59

12,5

31

Com

munic

atio

n

month

s 32

2,7

71

720,0

09

110,2

50

88,6

78

12,1

01

1,8

53

1,4

54

Sta

tioner

y a

nd O

ffic

e Supplies

m

onth

s 32

7,0

24

1,8

12,0

13

110,2

50

224,7

75

30,4

54

1,8

53

3,6

85

Ren

t, m

ainte

nan

ce a

nd u

tilities

m

onth

s 32

20,8

21

0

661,5

00

666,2

77

11,1

18

10,9

23

Mea

ls a

nd Inci

den

tals

m

onth

s 32

6,8

58

1,8

12,0

13

220,5

00

219,4

68

30,4

54

3,7

06

3,5

98

Guar

d: 6

month

s 32

15,1

81

12,8

64,0

19

1,0

58,4

00

485,8

00

216,2

02

17,7

88

7,9

64

Dri

ver

s: 3

m

onth

s 32

688

863,9

99

680,4

00

22,0

00

14,5

21

11,4

35

361

Com

munit

y a

ssem

blies

/tra

inin

g/m

eetings

lum

p s

um

0

105,0

00

259,5

75

0

1,7

65

4,2

55

Const

ruct

ion T

rades

Cen

ter

Cen

ter

0

0

0

400,0

00

0

0

6,7

23

0

Sec

uri

ty E

xpen

ses

month

s 32

19,7

11

1,4

40,0

19

252,0

00

630,7

52

24,2

02

4,2

35

10,3

40

Veh

icle

Mai

nte

nan

ce

month

s 32

7,1

74

0

630,0

00

229,5

65

0

10,5

88

3,7

63


ASPK61 (Revision 2)

45

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Fuel

for

Veh

icle

m

onth

s 32

12,4

26

0

1,2

60,0

00

397,6

36

0

21,1

76

6,5

19

Tra

inin

g f

or

work

ers/

artisa

ns

3,5

99,9

88

60,5

04

Const

ruct

ion T

rade

Man

ager

599,9

98

10,0

84

Wag

es o

f C

onst

ruct

ion T

eam

Super

vis

ors

; 240

46,0

80,0

13

774,4

54

Pro

ject

Man

ger

840,0

21

14,1

18

Curr

iculu

m D

evel

opm

ent an

d C

ertifi

cation

even

ts

lum

p

sum

0

275,0

00

0

4,5

08

Insu

rance

Ben

efit

s an

d A

llow

ance

s m

onth

s 32

29,6

13

0

947,6

00

0

15,5

34

Sub total Capacity Building for Artisans

157,681,425

27,398,275

28,446,184

2,650,108

460,476

466,331

Animal Loan-Provision Program

Pro

vis

ion of

goat

s/sh

eep to c

om

munit

y

anim

al

5455

6,0

57

9,9

00,0

26

20,5

06,5

00

33,0

43,0

60

166,3

87

344,6

47

541,6

90

Vet

nar

y s

taff

; 6

month

s 32

116,4

99

1,4

40,0

19

1,5

12,0

00

3,7

27,9

75

24,2

02

25,4

12

61,1

14

Med

icin

es

lum

p s

um

8,2

49,9

72

17,0

88,7

50

21,4

65,2

71

138,6

55

287,2

06

351,8

90

Fodder

for

shee

p/g

oat

s lu

mp s

um

3,2

99,9

89

3,4

17,7

50

2,3

76,6

00

55,4

62

57,4

41

38,9

61

Tag

s fo

r sh

eep

lum

p s

um

0

170,8

88

0

0

2,8

72

0

Tea

m L

eader

m

onth

s 32

35,8

09

0

882,0

00

1,1

45,8

93

0

14,8

24

18,7

85

Ass

ista

nt T

eam

Lea

der

m

onth

s 32

18,4

69

0

756,0

00

590,9

95

0

12,7

06

9,6

88

Fie

ld O

ffic

ers;

4

month

s 32

39,9

94

0

2,0

16,0

00

1,2

79,8

00

0

33,8

82

20,9

80

Veh

icle

Mai

nte

nan

ce

month

s 32

54,1

93

0

630,0

00

1,7

34,1

85

0

10,5

88

28,4

29

Fuel

for

Veh

icle

m

onth

s 32

43,6

72

0

1,2

60,0

00

1,3

97,4

90

0

21,1

76

22,9

10

Com

munic

atio

n

month

s 32

7,7

08

720,0

09

378,0

00

246,6

46

12,1

01

6,3

53

4,0

43

Sta

tioner

y &

Off

ice

Supplies

m

onth

s 32

19,7

76

719,9

50

378,0

00

632,8

20

12,1

00

6,3

53

10,3

74

Ren

t an

d U

tiliti

es

month

s 32

22,3

31

0

378,0

00

714,5

82

6,3

53

11,7

14

Mea

ls a

nd Inci

den

tals

m

onth

s 32

26,4

03

599,9

98

630,0

00

844,8

95

10,0

84

10,5

88

13,8

51

Dri

ver

s 4

month

s 32

32,7

99

863,9

99

907,2

00

1,0

49,5

60

14,5

21

15,2

47

17,2

06

Guar

ds;

4

month

s 32

5,6

98

1,0

07,9

89

705,6

00

182,3

28

16,9

41

11,8

59

2,9

89

Sec

uri

ty E

xpen

ses

month

s 32

11,3

44

1,4

40,0

19

252,0

00

363,0

00

24,2

02

4,2

35

5,9

51

Enhan

cing v

et s

kill (w

idow

s) (

Ear

lier

stipen

d f

or

wid

ow

s)

month

s 32

375,0

00

0

12,0

00,0

00

12,0

00,0

00

0

201,6

81

196,7

21

Com

munit

y a

ssem

blies

/tra

inin

g a

nd m

eeti

ngs

lum

p s

um

0

210,0

00

234,7

90

0

3,5

29

3,8

49

Acc

om

modat

ion

lum

p s

um

0

105,0

00

118,3

24

0

1,7

65

1,9

40


ASPK61 (Revision 2)

46

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Vet

inar

y c

ente

rs; 3 b

uildin

gs

month

s 32

4,4

79

1,7

99,9

94

1,8

00,0

00

143,3

31

30,2

52

30,2

52

2,3

50

Tra

vel

& T

ransp

ort

atio

n

0

2,5

00,0

11

0

300,0

00

42,0

17

0

4,9

18

Sal

ary o

f T

rain

ers

for

Hygie

ne

pro

moti

on; 3

1,4

40,0

19

24,2

02

Mat

eria

l f

or

trai

nin

g

125,0

09

2,1

01

Pro

ject

Man

ger

840,0

21

14,1

18

Tra

nsp

ort

atio

n C

ost

7,4

99,9

75

126,0

50

Insu

rance

Ben

efit

s an

d A

llow

ance

s lu

mp s

um

0

713,0

00

0

11,6

89

Sub total Animal Loan Provision Program

42,447,002

65,983,688

84,304,545

713,395

1,108,969

1,382,042

TOTAL LIVELIHOOD PROGRAM (IVA+IVB)

200,128,427

93,381,963

112,750,729

3,363,503

1,569,445

1,848,373

Water, Sanitation and Health Education

Fie

ld C

oord

inat

or

month

s 32

591,4

45

12,9

59,9

92

13,6

08,0

00

18,9

26,2

54

217,8

15

228,7

06

310,2

66

Engin

eer

Wat

San

m

onth

s 32

211,9

36

12,9

59,9

92

13,6

08,0

00

6,7

81,9

46

217,8

15

228,7

06

111,1

79

Fie

ld S

uper

vis

or

(Nat

ional

sta

ff )

; 4

month

s 32

99,7

24

2,3

99,9

92

1,6

12,8

00

3,1

91,1

64

40,3

36

27,1

06

52,3

14

Hea

lth E

duca

tion C

oord

inat

or

month

s 32

85,9

80

12,9

59,9

92

882,0

00

2,7

51,3

50

217,8

15

14,8

24

45,1

04

Hae

lth E

duca

rtio

n N

atio

nal

Sta

ff

month

s 32

151,4

77

2,3

99,9

92

4,2

33,6

00

4,8

47,2

63

40,3

36

71,1

53

79,4

63

Tea

m L

eader

Wat

er a

nd S

anitat

ion (N

atio

nal

) m

onth

s 16

0

0

0

0

0

0

0

Hygie

ne

Kit

s fa

milie

s 13,8

60

333

28,5

94,9

86

21,0

00,0

00

4,6

10,4

98

480,5

88

352,9

41

75,5

82

Const

ruct

ion a

nd m

ater

ials

for

wat

er s

chem

es

schem

es

46

613,6

55

0

52,9

20,0

00

28,2

28,1

25

889,4

12

462,7

56

San

itat

ion M

ater

ials

co

mm

unit

ies

578

10,1

67

11,7

00,0

20

88,2

00,0

00

5,8

76,3

17

196,6

39

1,4

82,3

53

96,3

33

Tra

nsp

ort

atio

n a

nd T

ravel

Cost

- I

n C

ountr

y

month

s 32

71,6

81

1,4

40,0

19

3,1

50,0

00

2,2

93,8

06

24,2

02

52,9

41

37,6

03

Com

munic

atio

n

month

s 32

33,1

56

720,0

09

1,0

33,2

00

1,0

60,9

90

12,1

01

17,3

65

17,3

93

Ren

ts a

nd U

tilities

month

s 32

57,5

76

719,9

50

4,4

10,0

00

1,8

42,4

23

12,1

00

74,1

18

30,2

04

Sta

tioner

y a

nd O

ffic

e Supplies

m

onth

s 32

22,0

20

0

252,0

00

704,6

37

0

4,2

35

11,5

51

Mea

ls a

nd Inci

den

tals

m

onth

s 32

42,8

69

599,9

98

1,3

35,6

00

1,3

71,7

94

10,0

84

22,4

47

22,4

88

Dri

ver

s: 1

2

month

s 32

62,2

04

863,9

99

1,8

14,4

00

1,9

90,5

29

14,5

21

30,4

94

32,6

32

Sec

uri

ty E

xpen

ses

month

s 32

33,7

42

1,4

40,0

19

504,0

00

1,0

79,7

43

24,2

02

8,4

71

17,7

01

Lab

or

Char

ges

sc

hem

es

46

119,5

64

0

33,6

00,0

00

5,4

99,9

21

0

564,7

06

90,1

63

Acc

om

modat

ion

month

s 32

41,5

23

0

756,0

00

1,3

28,7

30

0

12,7

06

21,7

82

Man

ual

s an

d P

ublica

tion

item

s 2,2

30

218

0

525,0

00

486,4

15

0

8,8

24

7,9

74


ASPK61 (Revision 2)

47

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Fuel

for

veh

icle

m

onth

s 32

48,7

77

0

3,7

80,0

00

1,5

60,8

69

0

63,5

29

25,5

88

Veh

icle

Mai

nte

nan

ce

month

s 32

57,6

27

0

5,0

40,0

00

1,8

44,0

76

0

84,7

06

30,2

31

Com

munit

y a

ssem

blies

/tra

inin

g/m

eetings

lum

p s

um

0

315,0

00

452,3

33

5,2

94

7,4

15

Ass

essm

ent

lum

p s

um

540,0

22

567,0

00

1,5

64,5

68

9,0

76

9,5

29

25,6

49

Wat

er M

ater

ials

14,4

00,0

11

242,0

17

Tra

nsl

ators

4

2,3

99,9

92

40,3

36

Hea

lth a

nd H

ygie

ne

Pro

gra

m

3,5

99,9

88

60,5

04

Win

teri

zati

on (

Khas

tara

Cam

p)

lum

p s

um

0

2,2

71,8

44

2,1

05,3

16

38,1

82

34,5

13

Sta

ff B

enef

its

and A

llow

ance

s lu

mp s

um

0

0

1,1

73,0

00

0

19,2

30

Sub total Water, Sanitation & Hygiene Promotion

110,698,975

255,418,444

101,572,067

1,860,487

4,292,748

1,665,116

Environmental Protection Program

Tea

m L

eader

s; 2

m

onth

s 32

0

0

0

0

0

0

Ass

ista

nt T

eam

Lea

der

m

onth

s 32

30,2

50

756,0

00

967,9

92

0

12,7

06

15,8

69

Fie

ld O

ffic

ers;

3

month

s 32

89,9

16

1,5

12,0

00

2,8

77,3

03

0

25,4

12

47,1

69

Pla

nts

/see

dlings;

5 p

er f

amily (

wit

h 1

0 p

erce

nt lo

ss

pro

vis

ion)

month

s 32

27,6

85

2,3

10,0

00

885,9

20

0

38,8

24

14,5

23

Gar

den

tools

and s

upplies

lu

mp s

um

21,0

00,0

00

18,3

20,4

85

0

352,9

41

300,3

36

Fer

tilize

rs

lum

p s

um

21,0

00,0

00

8,1

60,2

32

0

352,9

41

133,7

74

Com

munit

y A

ssem

blies

tra

inin

gs

and m

eetings

lum

p s

um

315,0

00

1,5

74,7

22

0

5,2

94

25,8

15

Honora

rium

/Stipen

d

lum

p s

um

262,5

00

360,0

00

0

4,4

12

5,9

02

Acc

om

modat

ion

month

s 32

3,8

75

504,0

00

124,0

00

0

8,4

71

2,0

33

Man

ual

s an

d P

ublica

tion

lum

p s

um

630,0

00

307,7

80

0

10,5

88

5,0

46

Sta

tioner

y

month

s 32

7,5

68

252,0

00

242,1

85

0

4,2

35

3,9

70

Com

munic

atio

n C

ost

(post

age,

inte

rnet

, te

lephone)

m

onth

s 32

3,6

26

302,4

00

116,0

30

0

5,0

82

1,9

02

Tra

vel

and T

ransp

ort

m

onth

s 32

3,1

13

882,0

00

99,6

05

0

14,8

24

1,6

33

Ren

t an

d U

tiliti

es

month

s 32

4,1

66

378,0

00

133,3

17

0

6,3

53

2,1

86

Fuel

for

veh

icle

m

onth

s 32

11,2

37

1,2

60,0

00

359,5

73

0

21,1

76

5,8

95

Veh

icle

Mai

nte

nan

ce

month

s 32

5,5

09

630,0

00

176,2

95

0

10,5

88

2,8

90

Dri

ver

m

onth

s 32

11,9

03

226,8

00

380,9

05

0

3,8

12

6,2

44

Mea

ls a

nd Inci

den

tals

m

onth

s 32

7,4

96

252,0

00

239,8

56

0

4,2

35

3,9

32


ASPK61 (Revision 2)

48

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Sec

uri

ty E

xpen

ses

month

s 32

7,7

44

252,0

00

247,8

00

0

4,2

35

4,0

62

Insu

rance

Ben

efit

s an

d A

llow

ance

s lu

mp s

um

621,0

00

0

0

10,1

80

Sub-total Environment Protection Program

52,724,700

36,195,000

0

886,129

593,361

Health Program

Mansehra

Med

ical

Off

icer

: 7

month

s 32

184,0

03

12,0

96,0

00

5,8

88,0

94

0

203,2

94

96,5

26

Lad

y H

ealth V

isit

ors

/Nurs

es; 5

month

s 32

56,7

10

4,0

32,0

00

1,8

14,7

21

0

67,7

65

29,7

50

Dis

pen

ser/

BH

U C

lerk

; 6

month

s 32

68,4

52

3,6

28,8

00

2,1

90,4

67

0

60,9

88

35,9

09

Vac

cinat

or/

Mal

aria

Super

vis

ors

(C

HS);

4

month

s 32

19,0

68

3,2

25,6

00

610,1

61

0

54,2

12

10,0

03

Fem

ale

Hea

th V

olu

nte

ers

Tra

iner

/Super

vis

ors

; 4

month

s 32

23,0

49

2,0

16,0

00

737,5

73

0

33,8

82

12,0

91

Mid

-Wiv

es;

month

s 32

1,9

15

6,4

51,2

00

61,2

89

0

108,4

24

1,0

05

Lab

ora

tory

Tec

hnic

ian; 2

month

s 32

18,0

59

1,0

08,0

00

577,9

00

0

16,9

41

9,4

74

Pro

ject

Man

ager

; 1

month

s 32

25,6

67

3,2

76,0

00

821,3

38

0

55,0

59

13,4

65

Pro

ject

Off

icer

; 2

month

s 32

19,2

19

2,0

16,0

00

615,0

00

0

33,8

82

10,0

82

Sto

re K

eeper

m

onth

s 32

10,6

47

378,0

00

340,7

00

0

6,3

53

5,5

85

Dri

ver

s; 6

m

onth

s 32

49,3

35

1,8

14,4

00

1,5

78,7

30

0

30,4

94

25,8

81

Guar

ds;

5

month

s 32

25,8

70

1,4

11,2

00

827,8

42

0

23,7

18

13,5

71

Cle

aner

s/H

elper

s; 8

m

onth

s 32

30,9

55

2,1

16,8

00

990,5

49

0

35,5

76

16,2

39

HM

IS O

ffic

er

month

s 32

9,8

97

504,0

00

316,7

00

0

8,4

71

5,1

92

Ben

efits

and A

llow

ance

s lu

mp s

um

8,6

94,0

00

2,2

28,9

92

0

146,1

18

36,5

41

Furn

iture

's a

nd F

ixtu

res

lum

p s

um

840,0

00

582,9

10

0

14,1

18

9,5

56

Supplies

and e

quip

men

ts

lum

p s

um

1,6

80,0

00

1,1

52,6

43

0

28,2

35

18,8

96

Sta

tioner

y a

nd O

ffic

e Supplies

m

onth

s 32

12,0

01

252,0

00

384,0

35

0

4,2

35

6,2

96

Ren

t an

d U

tiliti

es

month

s 32

33,7

55

882,0

00

1,0

80,1

69

0

14,8

24

17,7

08

Sec

uri

ty E

xpen

ses

month

s 32

34,3

53

630,0

00

1,0

99,3

06

0

10,5

88

18,0

21

Pri

nting a

nd P

ublica

tions

month

s 32

13,1

80

252,0

00

421,7

70

0

4,2

35

6,9

14

Com

munic

atio

n a

nd E

quip

men

t m

onth

s 32

10,2

44

630,0

00

327,8

02

0

10,5

88

5,3

74

Acc

om

modat

ion (

incl

udin

g 8

hea

lth tea

ms)

m

onth

s 32

70,3

08

8,8

70,4

00

2,2

49,8

63

0

149,0

82

36,8

83

Mea

ls a

nd Inci

den

tals

(i

ncl

udin

g 8

hea

lth tea

ms)

m

onth

s 32

43,5

90

8,0

64,0

00

1,3

94,8

64

0

135,5

29

22,8

67

Med

icin

es a

nd m

edic

al s

upplies

; 8

month

s 32

1,1

08,0

2 5

33,6

67,2

00

35,4

56,7

85

0

565,8

35

581,2

59


ASPK61 (Revision 2)

49

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Med

ical

Equip

men

ts

lum

p s

um

3,4

65,0

00

3,6

50,4

10

0

58,2

35

59,8

43

Fuel

For

veh

icle

;

month

s 32

49,4

24

5,0

40,0

00

1,5

81,5

61

0

84,7

06

25,9

27

Gen

erat

or/

Hea

ting f

uel

lu

mp s

um

604,8

00

253,3

02

0

10,1

65

4,1

52

Veh

icle

Mai

nte

nan

ce;

month

s 32

26,8

18

2,5

20,0

00

858,1

76

0

42,3

53

14,0

68

Mai

nte

nan

ce a

nd r

epai

rs

lum

p s

um

525,0

00

406,7

43

0

8,8

24

6,6

68

Hea

lth S

taff

Tra

inin

gs

month

s 32

8,6

02

378,0

00

275,2

54

0

6,3

53

4,5

12

Ref

resh

er a

nd B

asic

Tra

inin

g f

or

FH

Vs

lum

p s

um

1,6

80,0

00

390,1

89

0

28,2

35

6,3

97

Bas

ic F

irst

Aid

and D

eliv

ery k

its;

supplies

and

stre

tcher

s lu

mp s

um

1,5

75,0

00

507,8

59

0

26,4

71

8,3

26

Ref

erra

ls to H

osp

ital

s lu

mp s

um

945,0

00

54,3

00

0

15,8

82

890

Hea

lth C

ontingen

cy

lum

p s

um

945,0

00

106,7

72

0

15,8

82

1,7

50

Sti

pen

d f

or

com

munit

y v

olu

nte

ers;

100

lum

p s

um

13,2

30,0

00

66,0

00

0

222,3

53

1,0

82

Hea

lth H

ouse

s lu

mp s

um

0

23,5

00,0

00

0

0

385,2

46

Sub- Total Health Program (Mansehra)

139,343,400

95,400,769

0

2,341,906

1,563,947

Rawalakot

Pro

ject

In c

har

ge

; 1

month

s 16

28,7

50

1,6

38,0

00

460,0

00

0

27,5

29

7,5

41

Ass

ista

nt Pro

ject

In c

har

ge;

1

month

s 16

0

0

0

0

0

0

Doct

ors

; 3

month

s 16

129,3

75

3,0

24,0

00

2,0

70,0

00

0

50,8

24

33,9

34

Par

t tim

e L

ady V

isit

ing D

oct

or;

1

month

s 16

0

0

0

0

0

0

Monitori

ng/P

roje

ct O

ffic

er; 1

month

s 16

3,5

16

453,6

00

56,2

50

0

7,6

24

922

Fin

ance

Off

icer

; 1

month

s 16

0

0

0

0

0

0

Hea

lth E

duca

tor

Consu

ltan

t; 1

m

onth

s 16

0

0

0

0

0

0

Hea

lth E

duca

tor;

2

month

s 16

0

0

0

0

0

0

Mal

e N

urs

es; 2

month

s 16

19,3

75

504,0

00

310,0

00

0

8,4

71

5,0

82

Sta

ff N

urs

es; 4

month

s 16

60,0

00

1,5

12,0

00

960,0

00

0

25,4

12

15,7

38

Mid

-Wiv

es; 5

month

s 16

46,0

00

1,2

09,6

00

736,0

00

0

20,3

29

12,0

66

Physi

o-T

her

apis

t m

onth

s 16

9,3

75

252,0

00

150,0

00

0

4,2

35

2,4

59

Lab

ora

tory

Tec

hnic

ian

month

s 16

9,3

75

252,0

00

150,0

00

0

4,2

35

2,4

59

Cook

month

s 16

7,0

00

176,4

00

112,0

00

0

2,9

65

1,8

36

Hel

per

m

onth

s 16

5,0

00

126,0

00

80,0

00

0

2,1

18

1,3

11

Dri

ver

; 2

month

s 16

16,0

00

453,6

00

256,0

00

0

7,6

24

4,1

97


ASPK61 (Revision 2)

50

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Cle

aner

m

onth

s 16

7,0

00

176,4

00

112,0

00

0

2,9

65

1,8

36

Guar

d; 2

month

s 16

13,1

25

352,8

00

210,0

00

0

5,9

29

3,4

43

Ben

efits

and A

llow

ance

s lu

mp s

um

2,0

26,0

80

508,4

00

0

34,0

52

8,3

34

Purc

has

e of

med

icin

e @

Rs.

100-e

ach p

atie

nt per

day

, fo

r 100 p

atie

nts

lu

mp s

um

3,2

76,0

00

2,3

73,2

11

0

55,0

59

38,9

05

Med

icin

es f

or

2 M

obile

Clinic

s@R

s.100-e

ach

pat

ient per

day

for

200 p

atie

nts

for

26 d

ays

lum

p s

um

13,1

04,0

00

9,2

93,6

58

0

220,2

35

152,3

55

Monitori

ng V

isits

month

s 16

0

0

0

0

0

0

Sta

ff E

xposu

re V

isits

month

s 16

0

0

0

0

0

0

Hea

lth a

nd E

duca

tional

Mat

eria

l lu

mp s

um

0

0

0

0

0

Tra

inin

g f

or

Pro

ject

Sta

ff

month

s 16

0

0

0

0

0

0

Tra

nsp

ort

and T

ravel

Cost

/ P

urc

has

e of

Veh

icle

for

Imple

men

ting P

artn

er/r

ent

month

s 16

44,6

88

756,0

00

715,0

00

0

12,7

06

11,7

21

Sta

ff A

ccom

modat

ion

month

s 16

0

0

0

0

0

0

Uti

lities

m

onth

s 16

0

0

0

0

0

0

Veh

icle

Mai

nte

nan

ce;

month

s 16

60,7

12

1,2

60,0

00

971,3

94

0

21,1

76

15,9

24

Fuel

for

Veh

icle

;

month

s 16

87,1

14

2,5

20,0

00

1,3

93,8

16

0

42,3

53

22,8

49

Com

munic

atio

n

month

s 16

7,0

42

252,0

00

112,6

77

0

4,2

35

1,8

47

Sta

tioner

y &

Off

ice

Supplies

m

onth

s 16

27,4

29

504,0

00

438,8

57

0

8,4

71

7,1

94

Hea

ting C

ost

lu

mp s

um

0

0

0

0

0

Fuel

for

Gen

erat

or

month

s 16

0

0

0

0

0

0

Mea

ls a

nd Inci

den

tals

m

onth

s 16

49,4

82

252,0

00

791,7

13

0

4,2

35

12,9

79

Boar

din

g a

nd lodgin

g

month

s 16

0

0

0

0

0

0

Equip

men

t an

d R

epai

rs

lum

p s

um

0

0

0

0

0

Audit

and F

inan

cial

Monitori

ng

lum

p s

um

0

0

0

0

0

Sec

uri

ty E

xpen

ses

month

s 16

0

252,0

00

0

0

4,2

35

0

Doct

ors

: 3 (

Support

for

Hea

lth F

acilit

ies

in

Raw

alak

ot)

lu

mp s

um

0

0

0

0

0

Nurs

es: 3 (

Support

for

Hea

lth F

acilit

ies

in

Raw

alak

ot)

lum

p s

um

0

0

0

0

0

Sub- Total Health Program (Rawalakot)

34,332,480

22,260,976

0

577,016

364,934

Sub - Total Health Program (A+B)

173,675,880

117,661,745

0

2,918,922

1,928,881


ASPK61 (Revision 2)

51

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Project Staff - CWS-P/A

Pro

gra

m C

oord

inat

or

2

month

s 32

109,2

16

1,4

40,0

19

1,5

12,0

00

3,4

94,9

26

24,2

02

25,4

12

57,2

94

Ass

ista

nt Pro

gra

m C

oord

inat

or

; 1

month

32

57,1

73

2,1

60,0

28

2,2

68,0

00

1,8

29,5

29

36,3

03

38,1

18

29,9

92

Logis

tics

/ pro

cure

men

t off

icer

; 2

m

onth

s 32

36,1

30

2,3

99,9

92

2,5

20,0

00

1,1

56,1

63

40,3

36

42,3

53

18,9

53

Gra

nt O

ffic

er; 4

.5

month

s 32

169,0

48

8,6

39,9

95

10,5

84,0

00

5,4

09,5

34

145,2

10

177,8

82

88,6

81

Qual

ity C

ontr

ol O

ffic

ers;

2

month

s 32

151,0

61

2,8

79,9

78

3,0

24,0

00

4,8

33,9

63

48,4

03

50,8

24

79,2

45

Vid

eo G

rapher

; 2

month

s 32

2,6

56

720,0

09

2,0

16,0

00

85,0

00

12,1

01

33,8

82

1,3

93

Rec

over

y C

oord

inat

or

month

s 32

321,0

85

8,6

39,9

95

9,0

72,0

00

10,2

74,7

22

145,2

10

152,4

71

168,4

38

Ass

ista

nt R

ecover

y C

oord

inat

or

month

s 32

89,0

40

5,7

60,0

16

6,0

48,0

00

2,8

49,2

82

96,8

07

101,6

47

46,7

10

Web

Man

ager

m

onth

s 32

24,2

94

840,0

21

882,0

00

777,4

01

14,1

18

14,8

24

12,7

44

Hea

d o

f M

onit

ori

ng T

eam

m

onth

s 32

35,4

06

5,7

60,0

16

6,0

48,0

00

1,1

32,9

81

96,8

07

101,6

47

18,5

73

Monitori

ng T

eam

Mem

ber

s; 9

m

onth

s 32

167,2

18

0

12,0

96,0

00

5,3

50,9

77

203,2

94

87,7

21

Oper

atio

ns

Man

ager

2

month

s 32

89,4

43

11,5

19,9

73

756,0

00

2,8

62,1

66

193,6

13

12,7

06

46,9

21

War

ehouse

Off

icer

; 4

month

s 32

18,5

69

720,0

09

1,2

60,0

00

594,2

00

12,1

01

21,1

76

9,7

41

Ben

efits

and A

llow

ance

s lu

mp s

um

0

11,6

17,2

00

8,3

65,8

90

0

195,2

47

137,1

46

Res

t an

d R

ecre

atio

n

lum

p s

um

10,2

95,9

99

1,0

50,0

00

1,1

11,4

85

173,0

42

17,6

47

18,2

21

Fuel

for

veh

icle

; 5

month

s 32

5,0

39

499,9

78

6,3

00,0

00

161,2

50

8,4

03

105,8

82

2,6

43

Veh

icle

Mai

nte

nan

ce; 5

month

s 32

4,9

04

0

3,1

50,0

00

156,9

12

0

52,9

41

2,5

72

Sub total Project Staff -CWS-P/A

62,276,031

80,203,200

50,446,381

1,046,656

1,347,953

826,990

Total Direct Assistance

(I+II+III+IV+V+VI+VII+VIII)

1,384,237,321

835,200,487

674,809,750

23,264,493

14,036,983

11,062,45 5

Capital Items

Veh

icle

purc

has

e &

Insu

rance

; 14 &

Reg

istr

atio

n

No.

14

2,8

55,2

2 0

17,9

99,9

99

36,0

00,0

00

39,9

73,0

74

302,5

21

605,0

42

655,2

96

Mobile

Phones

; 10

No.

10

20,0

90

59,9

76

100,0

00

200,9

02

1,0

08

1,6

81

3,2

93

Sat

ellite

Phone

with a

cces

sori

es

No.

3

106,1

33

299,9

99

300,0

00

318,4

00

5,0

42

5,0

42

5,2

20

Dig

ital

Cam

era

(3)

and v

ideo

cam

N

o.

3

123,8

27

149,9

99

150,0

00

371,4

80

2,5

21

2,5

21

6,0

90

Lap

top; 15

No.

15

91,7

25

400,0

18

1,5

00,0

00

1,3

75,8

80

6,7

23

25,2

10

22,5

55

Pri

nte

rs a

nd f

ax m

achin

es 6

N

o.

6

77,1

17

179,9

87

225,0

00

462,7

00

3,0

25

3,7

82

7,5

85

Furn

iture

& F

ixtu

res

lu

mp s

um

1,9

99,9

73

2,6

44,4

00

2,9

54,1

84

33,6

13

44,4

44

48,4

29

Des

kto

p; 30

No.

30

68,1

68

479,9

86

1,3

50,0

00

2,0

45,0

50

8,0

67

22,6

89

33,5

25


ASPK61 (Revision 2)

52

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Gen

erat

ors

; 11

No.

11

100,1

97

2,9

99,9

90

1,1

00,0

00

1,1

02,1

70

50,4

20

18,4

87

18,0

68

Photo

copie

r; 2

N

o.

2

207,4

00

400,0

18

400,0

00

414,8

00

6,7

23

6,7

23

6,8

00

Sca

nner

; 2

No.

2

43,6

00

225,0

29

150,0

00

87,2

00

3,7

82

2,5

21

1,4

30

Dig

ital

PA

BX

; 2

No.

2

124,7

50

0

500,0

00

249,5

00

0

8,4

03

4,0

90

UPS S

yst

ems;

3

No.

3

148,6

20

0

270,0

00

445,8

60

0

4,5

38

7,3

09

Multim

edia

N

o.

2

100,0

00

0

400,0

00

200,0

00

0

6,7

23

3,2

79

Shre

ddin

g M

achin

es 3

N

o.

3

60,0

00

0

180,0

00

2,9

51

TOTAL CAPITAL ITEMS

25,194,977

45,089,400

50,381,200

423,445

757,805

825,921

Personnel, Admin Operations & Support

CWS-P/A

Gover

nm

ent L

iais

on O

ffic

er; 2

month

s 32

188,2

86

4,7

99,9

84

10,0

80,0

00

6,0

25,1

58

80,6

72

169,4

12

98,7

73

Exte

rnal

Aff

iars

Man

ager

2,3

99,9

92

400,0

00

40,3

36

0

6,5

57

Ass

oci

ate

Dir

ecto

r m

onth

s 32

225,5

78

720,0

09

5,0

40,0

00

7,2

18,4

83

12,1

01

84,7

06

118,3

36

Coord

inat

ion O

ffic

er

month

s 32

16,1

25

4,7

99,9

84

756,0

00

516,0

00

80,6

72

12,7

06

8,4

59

Pro

gra

m R

evie

w a

nd Q

ual

ity O

ffic

er

month

s 32

44,6

83

0

5,0

40,0

00

1,4

29,8

62

84,7

06

23,4

40

Com

munic

atio

n O

ffic

ers;

5

month

s 32

67,3

34

0

3,7

80,0

00

2,1

54,6

80

63,5

29

35,3

23

Info

rmat

ion O

ffic

er

month

s 32

29,0

86

4,3

19,9

97

2,2

68,0

00

930,7

50

72,6

05

38,1

18

15,2

58

Fin

ance

Off

icer

; 12

month

s 32

350,3

69

23,9

99,9

79

27,7

20,0

00

11,2

11,8

13

403,3

61

465,8

82

183,8

00

Adm

in. O

ffic

er; 11

month

s 32

186,1

43

9,6

00,0

27

12,6

00,0

00

5,9

56,5

60

161,3

45

211,7

65

97,6

49

Leg

al A

dvis

or

month

s 32

77,5

55

1,1

99,9

96

1,2

60,0

00

2,4

81,7

51

20,1

68

21,1

76

40,6

84

I.T

. O

ffic

er; 3

month

s 32

69,3

59

3,5

99,9

88

3,7

80,0

00

2,2

19,4

85

60,5

04

63,5

29

36,3

85

HR

Off

icer

; 4

month

s 32

501,9

16

0

2,5

20,0

00

16,0

61,3

16

0

42,3

53

263,3

00

Sec

uri

ty O

ffic

er; 3

month

32

77,7

75

0

756,0

00

2,4

88,7

91

0

12,7

06

40,8

00

Exec

utive

Ass

ista

nt/C

lerk

; 2

month

s 32

22,5

63

0

630,0

00

722,0

00

0

10,5

88

11,8

36

Dri

ver

; 6

month

s 32

55,1

69

2,1

60,0

28

2,7

21,6

00

1,7

65,4

00

36,3

03

45,7

41

28,9

41

Cook; 13

month

s 32

93,0

27

2,1

60,0

28

2,5

20,0

00

2,9

76,8

58

36,3

03

42,3

53

48,8

01

Sta

ff T

rain

ing a

nd D

evel

opm

ent

lum

p s

um

8,3

99,9

72

8,8

20,0

00

12,6

36,7

78

141,1

76

148,2

35

207,1

60

Cle

aner

s; 1

0

month

s 32

42,1

17

1,6

79,9

82

1,7

64,0

00

1,3

47,7

53

28,2

35

29,6

47

22,0

94

Ben

efits

& A

llow

ance

s lu

mp s

um

13,9

67,9

82

18,4

11,1

20

9,0

65,6

46

234,7

56

309,4

31

148,6

17

Res

t an

d R

ecre

atio

n

lum

p s

um

499,9

78

1,0

50,0

00

1,4

69,2

18

8,4

03

17,6

47

24,0

86

Sub total Personnel Cost

84,307,929

111,516,720

89,078,300

1,416,940

1,874,230

1,460,300


ASPK61 (Revision 2)

53

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Staff travel

CWS-P/A

Loca

l T

ravel

lu

mp s

um

14,4

00,0

11

15,1

20,0

00

10,8

46,6

34

242,0

17

254,1

18

177,8

14

Inte

rnat

ional

tra

vel

lu

mp s

um

1,0

00,0

16

1,5

75,0

00

4,0

44,7

23

16,8

07

26,4

71

66,3

07

Boar

din

g a

nd lodgin

g

month

s 32

327,2

94

1,9

20,0

05

7,5

60,0

00

10,4

73,3

95

32,2

69

127,0

59

171,6

95

Mea

ls &

inci

den

tals

m

onth

s 32

129,0

74

2,3

99,9

92

5,0

40,0

00

4,1

30,3

73

40,3

36

84,7

06

67,7

11

Fuel

for

veh

icle

s; 1

2

month

s 32

128,9

21

2,3

99,9

92

15,1

20,0

00

4,1

25,4

83

40,3

36

254,1

18

67,6

31

Mai

nte

nan

ce o

f V

ehic

les;

12

month

s 32

120,3

96

8,3

99,9

72

7,5

60,0

00

3,8

52,6

78

141,1

76

127,0

59

63,1

59

Sub total Staff Travel

30,519,989

51,975,000

37,473,287

512,941

873,530

614,316

Administration & Support

Com

munic

atio

n

month

s 32

255,6

95

5,9

99,9

80

6,3

00,0

00

8,1

82,2

55

100,8

40

105,8

82

134,1

35

Off

ice

Ren

t &

Rep

airs

m

onth

s 32

343,3

81

2,3

99,9

92

6,0

48,0

00

10,9

88,2

03

40,3

36

101,6

47

180,1

34

Uti

lities

& O

ffic

e Supplies

m

onth

s 32

226,1

96

7,1

99,9

76

7,5

60,0

00

7,2

38,2

59

121,0

08

127,0

59

118,6

60

Rep

air

& M

aint. (

Equip

men

ts)

month

s 32

54,5

68

1,7

99,9

94

1,8

90,0

00

1,7

46,1

89

30,2

52

31,7

65

28,6

26

Sta

tioner

y

month

s 32

111,2

11

1,7

99,9

94

1,8

90,0

00

3,5

58,7

56

30,2

52

31,7

65

58,3

40

Mea

ls a

nd Inci

den

tals

m

onth

s 32

95,3

32

1,7

99,9

94

1,8

90,0

00

3,0

50,6

24

30,2

52

31,7

65

50,0

10

Sec

uri

ty E

xpen

ses

month

s 32

306,1

50

14,4

00,0

11

15,1

20,0

00

9,7

96,8

14

242,0

17

254,1

18

160,6

04

Insu

rance

lu

mp s

um

550,0

18

1,0

50,0

00

2,5

60,5

24

9,2

44

17,6

47

41,9

76

Ren

tal fo

r G

ues

t H

ouse

s; 6

lu

mp s

um

5,7

60,0

16

9,0

72,0

00

7,5

80,8

06

96,8

07

152,4

71

124,2

76

Sub total Administration and Support

41,709,976

50,820,000

54,702,430

701,008

854,118

896,761

Partners' (2) Cost for Reconstruction Project

Pro

ject

Man

ager

; 2

2,8

79,9

78

48,4

03

Pro

ject

Off

icer

; 4

5,7

60,0

16

96,8

07

Consu

ltan

cy

3,8

88,0

27

65,3

45

Fie

ld W

ork

ers;

4

1,9

20,0

05

32,2

69

Tra

vel

1,6

79,9

82

28,2

35

Com

munic

atio

n

1,4

40,0

19

24,2

02

Uti

lities

& O

ffic

e Supplies

959,9

73

16,1

34


ASPK61 (Revision 2)

54

Description

Type of

Unit

No of

Units

Unit

Cost

Original

Budget PKR

Revision 1

Budget PKR

Revision 2

Budget

PKR

Original

Budget USD

Revision 1

Budget

US$

Revision

2 Budget

USD

Sta

tioner

y

959,9

73

16,1

34

Mea

ls a

nd Inci

den

tals

1,1

99,9

96

20,1

68

Dri

ver

s 4

863,9

99

14,5

21

Sec

uri

ty E

xpen

ses

2,8

79,9

78

48,4

03

Sub-total Partners' Cost

24,431,949

410,621

Documentation, Coordination &Visibility

Docu

men

tati

on / Info

rmat

ion D

isse

min

atio

n

lum

p s

um

899,9

97

1,2

60,0

00

2,8

90,5

28

15,1

26

21,1

76

47,3

86

Coord

inat

ion w

ith o

ther

sta

keh

old

ers

month

s 32

224,9

26

4,7

99,9

84

6,3

00,0

00

7,1

97,6

45

80,6

72

105,8

82

117,9

94

Vis

ibilit

y

lum

p s

um

899,9

97

1,1

00,0

00

2,2

11,6

62

15,1

26

18,4

87

36,2

57

Sub total Document, Coordination & Visibility

6,599,978

8,660,000

12,299,835

110,924

145,546

201,637

Monitoring, Reporting and Evaluation

Monitori

ng, R

eport

ing a

nd E

val

uat

ion

month

s 32

80,0

48

0

1,2

60,0

00

2,5

61,5

33

21,1

76

41,9

92

Res

ourc

e M

obiliz

atio

n

lum

o s

um

3,5

00,0

00

0

57,3

77

Sub total Assessment and Monitoring

1,260,000

6,061,533

21,176

99,369

Audit and Evaluation

Audit

& F

inan

cial

Rep

ort

ing

lum

p s

um

1,0

00,0

16

1,0

50,0

00

4,1

76,7

70

16,8

07

17,6

47

68,4

72

Sub total Audit and Evaluation

1,000,016

1,050,000

4,176,770

16,807

17,647

68,472

TOTAL OPERATIONAL COSTS

(I+II+III+IV+V+VII)

188,569,838

225,281,720

203,792,154

3,169,241

3,786,248

3,340,855

TOTAL ESTIM

ATED EXPENDITURE (A+B+C)

1,598,002,136

1,105,571,607

928,983,104

26,857,179

18,581,036

15,229,231

Exchange Rate - Budget 1 USD =

59.50

Actual I USD =

61

Exch

anged

Rat

e ta

ken

on the

bas

is o

f th

e A

ver

age

of

(

Aver

age

rate

of

donat

ion r

ecei

ved

+ C

urr

ent R

ate)

/2 num

eric

ally

(6

0.4

45 +

62.0

0)/

2


ASPK61 (Revision 2)

55

BUDGET NOTES:

1. Deleted Budget Lines

Livelihood/Training for Artisans:

Budget

on T

rain

ing M

ater

ial

Ther

e w

ere

two e

xis

ting b

udget

lin

es o

f th

e sa

me

hea

d.

The

expen

ses

of

both

budget

lin

es w

ere

mer

ged

toget

her

and t

he

tota

l budget

req

uir

ed w

as a

dju

sted

as

per

the

requir

emen

t fo

r th

e ex

tensi

on p

erio

d.

2. New Budget Lines

Capacity Building for Staff/Partners and Communities:

Sch

ool

Saf

ety P

rogra

mm

e: T

his

is

a new

init

iati

ve

that

wil

l fo

rm p

art

of

the

CB

P f

or

com

munit

ies.

It

wil

l in

clude

in i

ts’

com

ponen

t sc

hool

retr

ofi

ttin

g a

nd s

chool

safe

ty t

rain

ing

wit

h t

he

pro

vis

ion o

f eq

uip

men

ts,

gea

rs a

nd i

nfo

rmat

ion m

ater

ials

. A

s m

enti

oned

in t

he

tele

confe

rence

wit

h p

artn

ers

and d

onors

hel

d o

n F

ebru

ary

2008 i

n G

enev

a, i

t w

as i

nitia

lly

pro

ject

ed t

hat

40 s

chools

will

be

targ

eted

for

retr

ofi

ttin

g. H

ow

ever

, E

RR

A d

id n

ot re

com

men

d r

etro

fittin

g a

s an

opti

on b

ut ra

ther

to g

o w

ith n

ew c

onst

ruct

ion w

hic

h m

ay n

ow

aff

ect

the

des

ired

tar

get

and r

educe

40 into

6 s

chools

ben

efitin

g.

Spher

e T

rain

ing: A

n inte

rnat

ional

/nat

ional

tra

inin

g o

n S

pher

e w

ill be

conduct

ed a

mong s

taff

and p

artn

ers

as w

ell as

rel

evan

t gover

nm

ent off

icia

ls. T

he

budget

als

o c

over

s th

e co

st o

f O

rien

tati

on S

essi

ons

among d

iffe

rent lo

cal par

tner

s of

CW

S/N

CA

/CoS.

Water and Sanitation:

Win

teri

sati

on/K

ashta

ra C

amp:

This

is

a new

budget

lin

e under

Wat

San

for

the

wat

er a

nd s

anit

atio

n f

acilitie

s th

at w

ere

set

up i

n K

ashta

ra C

amp d

uri

ng t

he

win

ter

seas

on o

f 2006-

2007. T

he

gover

nm

ent

has

ass

igned

the

tota

l m

anag

emen

t an

d p

rovis

o o

f th

is c

amp w

hic

h w

as m

ade

oper

atio

nal

for

the

win

ter

emer

gen

cy r

esponse

cat

erin

g t

o i

nte

rnal

ly d

ispla

ced

fam

ilie

s to

CW

S/N

CA

.

As

to t

he

tota

l num

ber

of

wat

er s

upply

sch

emes

, 5 w

ater

supply

sch

emes

wil

l be

taken

out fr

om

the

list

of

the

targ

et d

ue

to d

uplica

tion o

f w

ork

wit

h o

ther

I/N

GO

s al

so w

ork

ing o

n

the

sam

e sc

hem

es.

The

over

-all t

arget

wil

l be

reduce

d t

o 4

6 i

nst

ead o

f 51 b

ut

the

cost

for

wat

er m

ater

ials

and l

abour

will

rem

ain t

he

sam

e in

antici

pat

ion t

o t

he

incr

ease

d c

ost

of

serv

ices

and m

ater

ials

. Health Budget on Mansehra:

Hea

lth H

ouse

s: T

her

e is

an i

ncr

easi

ng n

eed t

o b

ring h

ealt

h s

ervic

es c

lose

r to

the

peo

ple

. T

he

pre

sence

and a

vai

labilit

y o

f T

raditio

nal

Bir

th A

tten

dan

ts a

nd L

ady

Hea

lth W

ork

ers

are

not

full

y m

axim

ised

due

to t

he

non-a

vai

labil

ity o

f H

ealt

h H

ouse

s. T

he

incl

usi

on o

f th

is n

ew b

udget

lin

e w

ill

cover

the

const

ruct

ion o

f H

ealt

h H

ouse

s w

ith t

he

pro

vis

ion o

f bas

ic

equip

men

ts a

nd f

acilit

ies.

I. REQUESTING ACT MEMBER INFORMATION

Diakonisches Werk der Evangelisches Kirche in Deutschland e.V. on behalf of Diakonie

Katastrophenhilfe (DKH)

II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION

Diakonie Katastrophenhilfe (DKH) is part of the Diakonisches Werk of the EKD, the Social Service Agency of the German Protestant Church (one of the biggest welfare institutions in Germany), with its headquarters in Stuttgart. Diakonie Katastrophenhilfe provides humanitarian aid worldwide. It supports people who have fallen victim to natural disasters, war and displacement. It is an effort to help people worldwide who are not able to cope on their own in the emergency situation they find themselves in, regardless of their colour, religion, political affiliation and nationality. One of the most important principles of its work is impartiality and independence. Diakonie Katastrophenhilfe painstakingly observes its aim not to become an instrument for political, economic or military interests. The nature and scope of the assistance are adjusted to the situation in the disaster area within the framework of available possibilities. Aid measures are designed to suit the local conditions and are integrated in the economic, social and political context of a specific country region or region. They are adjusted to respond to the needs and the situation of the victims, respect the dignity of the people, and protect valid laws and traditions. Aid commodities are deployed according to need and correspond to local standards. They are purchased locally so far as it is possible and useful. DKH has been a major financial contributor to various ACT appeals. It has also managed emergency response programmes implementing both directly and through local partner implementing organizations, mostly outside the ACT appeal mechanism. In Asia, this has included responses to the 2004 Indian Ocean tsunami, and to the earthquake in the Kashmir region of Pakistan since October 2005.

Implementing Partner Information

NRSP (National Rural Support Programme) is the local partner of DKH in Pakistan for the proposed intervention. The overall mission of NRSP is to facilitate the establishment and improvement of sustainable livelihoods of the rural poor in Pakistan. This is accomplished through the mobilization of poor communities to help them plan and implement their own development agenda. The rural development programs of NRSP have helped community groups (called Community Organizations) throughout Pakistan in social organization, women’s empowerment, natural resource management, physical infrastructure development, human resource development, enterprise promotion, and credit and savings projects. The core assumption of the philosophy and approach is that people have tremendous potential and willingness to improve the quality of their lives. In order to harness this potential, NRSP programs organize communities into multi-sector Community Organizations (COs), which are then used as a platform for planning and implementing various developmental activities by the community members themselves. NRSP has been facilitating the relief, rehabilitation and reconstruction operation of DKH in Kashmir/Pakistan since October 2005. NRSP has assisted during the set-up and operation of the two base camps in Hattian Bala and Chikar and has provided its community organisation platform for the distribution of relief items. Having trained Diakonie field staff, NRSP has enabled a participatory approach to the relief operation of Diakonie during the emergency phase, while acting as local partner for the successful completion of the community based hygiene promotion component of an ECHO co-funded project in Kashmir. Similarly, NRSP has provided its field team and expertise for the undertaking of the assessments for the preparation of the proposed intervention. Given good working relations, DKH intends to continue cooperation with NRSP for the proposed intervention. A Memorandum of Understand will be signed between DKH and NRSP.

NRSP is well aware of and committed to the Humanitarian Code of Conduct and has experienced working according to the Sphere standards in projects implemented so far. Similarly, NRSP will have no objection to adhering to ACT principles and guidelines.


III. DESCRIPTION OF THE EMERGENCY SITUATION

The South Asia earthquake hit Pakistan on 8 October 2005, with communities in India and Afghanistan also being adversely affected. The epicenter of the earthquake, the strength of which was 7.6 on the Richter scale, was in Pakistan administered Kashmir (Azad Jammu and Kashmir, AJK). The earthquake disaster caused great loss, in which the official death toll was announced as 73,276 by the Pakistan government, while thousands also died in India and Afghanistan. The material loss was similar, some entire villages being wiped out with no survivors reported. By 31 March 2006, less than 6 months after the earthquake disaster, the Pakistani authorities announced the official closing of the ‘emergency phase’ for assistance. Since then, relief assistance has been taken over by rehabilitation and reconstruction activities in the affected areas of AJK and NWFP (North Western Frontier Province). A large number of international aid agencies together with the Pakistan government have joined efforts in the recovery of the earthquake-hit communities in Pakistan. The reconstruction of permanent houses and public buildings is taking place, along with the improvement of economic infrastructure as a result of which livelihoods are being restored. Aid agencies as well as the Pakistan government carries out medium and long-term projects aiming at the rehabilitation of earthquake-affected communities and the reconstruction and recovery of infrastructure, public services, and livelihoods. With the finalization of technical codes and policies for earthquake-resistant constructions, households are constructing their own homes with compensation payments from the government, while a large number of aid agencies are involved in the provision of permanent facilities for education, health, transportation, and other public services. Nearly two years into the earthquake disaster, reconstruction and recovery activities are well under way.

IV. DESCRIPTION OF THE AREA OF PROPOSED RESPONSE

Location of Proposed Response

The target area of the proposed project is the Southern Jhelum Valley of Muzaffarabad district, Pakistan administered Kashmir (Azad Jammu and Kashmir, AJK). Diakonie on-going and planned projects are in the periphery of Muzaffarabad district and near the Line of Control (LoC - border with India), intervening in villages that are exactly on or very near the fault line, with destruction levels reaching 98%. AJK is one of the most isolated and remote regions of Pakistan and is particularly disadvantaged and has received a very small share of the country's wealth, as well as government and donor resources. The massive destruction from the earthquake has been a result of the vulnerability of the target communities, while such large scale damage has further sharpened the vulnerabilities and reduced the response and coping capacities of the target communities. For the school construction, the specific location is as follows: Village: Nowshera Union Council: Hattian Dupata Tehsil: Hattian District: Muzaffarabad For the community based disaster risk management (CBDRM) project, the details of the villages and towns are as follows: Chikar Union Council in Hattian tehsil: 12 revenue village communities and 5 wards in the town center, with 3,002 households and an overall population of 15,858. Salmiah Union Council in Hattian tehsil: 16 revenue village communities with 3,193 households with an overall population of 16,655. Hattian Union Council in Hattian tehsil: 12 revenue village communities and 5 wards in the town center, with 2,852 households and an overall population of 17,112. Chinari Union Council in Hattian tehsil: 11 revenue village communities with 1,887 households and an overall population of 11,322.


Situation in the Area of Proposed Response

The targeted area for DKH’s intervention is in the Hattian landslide zone. This landslide, triggered by the earthquake, is 2.5 km. long and 1 km. wide. It has formed two lakes, of which one is 70 m. wide and 15 m. deep, and the other one is 103 m. wide and 24 m. deep. Based on a study completed by the Earthquake Reconstruction and Rehabilitation Authority (ERRA) in cooperation with NESPAK (National Engineering Services Pakistan) and the Geological Survey of Pakistan, the dam formed as a result of the massive Hattian landslide is a major threat to those thousands living in the area. The consequences of a failure of these artificial dams could be a second potential large-scale disaster in AJK (see International Landslide Center/Landslide Observatory Open File Report 06-01, Brief Report, Feb. 2006). A number of agencies have undertaken technical studies to identify and understand the underlying causes of the hazards in the area. These studies have concluded that for AJK, landslides are a first-priority hazard, frequently occurring and intensified by the effects of the recent earthquake. Theoretical considerations also suggest that only one tenth of the cumulative elastic energy that has developed over the last several hundred years was released by the earthquake. AJK trails behind the rest of Pakistan in terms of educational indicators. The 8 October 2005 earthquake caused extensive damage to the education system in the affected areas, killing over 18,000 children and 900 teachers. The most recent statistics indicate a literacy rate of around 15%, and a mere 3% for females. The percentage of school-aged children in school (participation rate) at the primary level is estimated to be 74% for boys and 35% for girls. Despite differences in access, the quality of elementary education is poor in AJK as compared to the rest of the country. Students in AJK score lowest on national exams. Moreover, underinvestment has led to impoverished and often structurally unsound classrooms containing little to no furniture or learning materials. Prior to the earthquake, more than 30% of schools in AJK were classified as "shelterless" or "dangerous", highlighting the importance of the recovery of educational facilities in AJK. In the 8 most affected districts of NWFP and AJK, respectively, 46% and 96% of the school buildings were damaged or destroyed. Given the scale of the damage, the Pakistan government and ERRA have encouraged aid agencies to assist in the reconstruction of school buildings. Given the remoteness of the zone of intervention of Diakonie, not much assistance has been brought to the area by other aid agencies.

Security situation

Pakistan has been scene to long-standing violence arising from sectarian, tribal, and ethnic conflicts. Political events of the last one year, starting with the killing of tribal leader Nawab Akbar Bugti in Balochistan, the decision of President Pervez Musharraf to remove the Chief Justice of the Supreme Court, Iftikhar Mohammad Chaudhry, and the riots at Lal Masjid have all instigated further violence and hostilities in the country. A growing and increasingly assertive opposition to the President and the military government has further destabilized Pakistan, particularly in the last several months. The upcoming elections continue to stir the country. UNDSS is monitoring the security situation closely in all areas for spill-over effects. Unlike the riots common in the northwestern region of Pakistan between tribal leaders, Taliban militants and the Pakistan army, the situation in AJK is relatively calmer. Despite the fact that it is considered disputed territory, AJK has nominal autonomy with its own constitution. As AJK has an overwhelming Sunni majority, sectarian conflict is not a foreseen security risk. Therefore, the overall security situation in AJK currently remains calm, after the incident in Bagh where the religious leaders raised alarm for the UN and NGOs demanding the dismissal of all female staff from organizations. This incident was followed by several relief workers being kidnapped for ransom. At the moment, small-scale security problems in the project implementation area of Diakonie are largely related to tribal, family, and caste tensions in the region.

DKH response to the earthquake to date (outside the ACT appeal programme)

DKH has been operating in AJK since the second day after the earthquake, implementing a multi-sectoral programme outside the ACT Appeal mechanism. A well-established relief, rehabilitation and reconstruction operation in the high altitude and remote villages of Salmiah, Chikar, Mera Kalan, and Hattian union councils, with a large number of surrounding settlements having also benefited from the assistance provided by DKH. DKH has provided relief aid, transitional infrastructure, emergency education and vocational training facilities, rehabilitation of water supply and sanitation facilities, psycho-social programs, and support to livelihoods in the target communities. Diakonie is currently undertaking projects which contribute to the recovery of education and economic activities through the rehabilitation of roads, bridges, and school infrastructure.


Within the proposed response now being included within the on-going ASPK61 appeal alongside the CWS P/A programme, DKH intends to continue this support to the recovery of permanent education facilities and the improvement of roads. In addition to its ongoing projects, DKH will now place importance on disaster preparedness at the community level, particularly due to the massive landslide at Hattian mentioned above.

V. TARGETED BENEFICIARIES

On principle, Diakonie has prioritized the needs of the most vulnerable groups, including female headed households (FHH), child headed households (CHH), households with disabled, orphans and the elderly as well as the poorest and most destitute households within the target communities.

School Construction

The school reconstruction within this appeal is of the Government Boys High School (GBHS) Nowshera. The building was totally collapsed during the earthquake. At that time, the school had an enrollment of 205 boys, serving a population of approx. 15,000 from 8 surrounding villages. The currently enrolled 187 boys are undertaking education with 20 teachers in tents near the school building.

Community-based Disaster Risk Management (CBDRM)

In relation to the total population of 106,338 households in the whole of Muzaffarabad district of AJK, the area to be targeted with the proposed project constitutes over 10% of Muzaffarabad district, which is also the most disaster-prone and potentially at-risk area and population of the entire district. The selected target area includes 51 villages and 10 wards in 4 union councils, covering a total population of 57,394 in 10,859 households:

S # UC Name Village Name No. of households Total Pop.

1 Chikar Kotli 232

2 Chikar Bat Cheer 23

3 Chikar Nagni Kaiser Kot 202

4 Chikar Bail 192

5 Chikar Nagni Dharian 192

6 Chikar Bandi Baqalan 347

7 Chikar Jabar Batang 320

8 Chikar Naina 55

9 Chikar Islamabad 143

10 Chikar Lodia Abad 36

11 Chikar Dakhan Padar 123

12 Chikar Kundian Shakrian 238

13 Chikar Ward No. 1 Ramsar Seri 130

14 Chikar Ward No. 2 Batangi 71

15 Chikar Ward No. 3 Harian Chorian 88

16 Chikar Ward No. 4 Chikar Town 55

17 Chikar Ward No. 5 Chikar 150

Sub-total 2,597 14,219

18 Chinari Jaskool 281

19 Chinari Darung 110

20 Chinari Serkh Chanari 120

21 Chinari Serban 266

22 Chinari Khai Garan 135

23 Chinari Andraseri 85

24 Chinari Chakoti 195

25 Chinari Banian 65

26 Chinari Bandi Syedan 160

27 Chinari Mohra Sadaq 266

28 Chinari Chonian 204

Sub-total 1,887 13,116

29 Hattian Kuchadulari 304

30 Hattian Nallah Chakle 130


31 Hattian Saran 138

32 Hattian Nain Sukh 133

33 Hattian Lasdar 67

34 Hattian Dhulchattian 360

35 Hattian Dhani Bukalan 160

36 Hattian Deharian 114

37 Hattian Bagh Sir 117

38 Hattian Amra Sawan 254

39 Hattian Kaninan 80

40 Hattian Seri Chalan 181

41 Hattian Ward No. 1 Hail Malik Pura 136

42 Hattian Ward No. 2 Hattian 236

43 Hattian Ward No. 3 Dhani Shahrada 253

44 Hattian Ward No. 4 Charoi 92

45 Hattian Ward No. 5 Khanda Bela 97

Sub-total 2,852 13,404

46 Salmiah Noon bangla 123

47 Salmiah Badeyala 187

48 Salmiah Kiati 71

49 Salmiah Maother 257

50 Salmiah Muradabad 88

51 Salmiah Mondan 147

52 Salmiah Kopra 166

53 Salmiah Anderaseri 353

54 Salmiah Nargoli 177

55 Salmiah Panopindi 165

56 Salmiah Kadri Hariala 446

57 Salmiah Lumbio Bari 330

58 Salmiah Salmia 285

59 Salmiah Sarbala 261

60 Salmiah Timber kot 92

61 Salmiah Jaber jandali 375

Sub-total 3,523 16,655

Grand Total 10,859 57,394

The total numbers of direct beneficiaries are as follows: � 5,000 male and female community members from 10,859 households awareness raising including outreach

to a minimum of 60 disabled people;

� 1,600 students from 40 schools for awareness raising activities including outreach to a minimum of 40 teachers;

� 320 members of Community Organizations (COs) for training in community management skills (CMST);

� 10 NRSP staff (8 Master Trainers, 1 Training Coordinator, 1 Project Assistant) for training as trainers in disaster preparedness;

� 488 Disaster Management Committee (DMC) members for training as trainers in disaster preparedness;

� 61 DMCs benefiting from the distribution of Emergency Response Tool Kits;

� 1,525 community volunteers for training in disaster preparedness;

� 200 individuals (such as government employees) from various public authorities and stakeholders at the tehsil and district levels in orientation and coordination workshops on disaster risk management;

� 6 Community Organizations (COs) to receive funds for small scale mitigation measures;

� 57,394 people in 51 villages and 10 town wards benefiting from raised awareness, disaster preparedness, and risk mitigation;

� 25 journalists for the press conference.


The status of beneficiaries is as follows: � 5,000 community members with a low level of awareness of hazards and their negative impacts;

� 1,600 students with a low level of awareness of hazards and their negative impacts;

� 320 Community Organization (CO) members with high motivation, capability of social mobilization, and eagerness to participate in community efforts;

� 10 NRSP staff with the capacity and qualification to train trainers in disaster preparedness;

� 488 Disaster Management Committee (DMC) members, some of them CO members, with the motivation to train volunteers in their respective communities in disaster preparedness;

� 1,525 community volunteers with the enthusiasm and motivation to protect their communities at the time of a disaster;

� 200 key persons from various public institutions, media channels, line departments, and other stakeholders who are critical actors in tehsil and district level disaster management;

� 6 Community Organizations (COs) with the best action and implementation plan for the completion of small scale mitigation projects in major disaster-prone areas;

� 57,394 people with a low level of disaster awareness and preparedness;

� 25 journalists who are key persons in conveying the message of the importance of disaster preparedness and risk reduction to a larger public.

The total number of indirect beneficiaries is estimated to be almost 66,000 as a result of media coverage and public awareness trainings on disaster risk management, as follows:

� 8,000 locals through TV and radio programs and the press conference;

� 250 people per year as a result of the educational film to be produced;

� 200 individuals per year as a result of the case study publication;

� 57,394 locals as a result of the public awareness.

VI. PROPOSED ASSISTANCE & IMPLEMENTATION

Goal: To reconstruct permanent educational facilities, while increasing the awareness and the response capacities of local communities to potential and frequent natural disasters.

Objectives

• To help recover permanent facilities of secondary education through the reconstruction of a government boys high school;

• To build capacities in disaster preparedness and disaster risk reduction of target communities in the highest at-risk area, and to establish their linkages with relevant stakeholders at the tehsil and district levels by raising awareness, reinforcing response mechanisms, facilitating coordination, and strengthening institutional knowledge.

Activities and Implementation Timetable

Project activities are detailed in the following work plans and timetables:

School Reconstruction: 01 September 2007 – 30 November 2008

To contribute to the restoration of school buildings, in addition to 3 ongoing projects outside this ACT Appeal programme, Diakonie will reconstruct a fourth school building, namely the Government Boys High School (GBHS) Nowshera. The building was totally destroyed during the earthquake. At that time, the school had an enrollment of 205 boys, serving a population of approx. 15,000 from 8 surrounding villages. The currently enrolled 187 boys are undertaking education with 20 teachers in tents near the school building. The school will stand on 17,500 sq.ft, with 10 classrooms, 1 teachers room, 1 staff room, 1 admin office, 1 storage room, 3 laboratories, 1 library and 1 hall. Sanitary facilities including 12 latrines will complete the Building.


The completion of this building will take 14 months, with one month to be used for the furnishing of the building. For this, an extended planned project duration the forthcoming winter has been taken into consideration.

Activities

1.

Mo

.

2.

Mo

.

3.

Mo

.

4.

Mo

.

5.

Mo

6.

Mo

7.

Mo

.

8.

Mo

.

9.

Mo

.

10.

Mo

.

11.

Mo

.

12.

Mo

.

13.

Mo

.

14.

Mo

.

15.

Mo

.

Completion of site surveys

and soil investigations x

Completion of school

designs and plans x

Submission of applications

to DRU (District

Reconstruction Unit) and

ERRA

x

Off hauling of rubble

materials from project site x x

Tendering process x x

Award of contract & start

of construction works x

On-going construction x x x x x x x x x x

Monitoring of construction

works by DKH x x x x x x x x x x x x

Completion of construction

work x x

Furnishing of school

building x x

Acceptance of works and

hand-over of building x

Community based Disaster Risk Management: 15 Sept. 2007 – 15 Sept. 2008

Activities 1.

Mo

2.

Mo

3.

Mo

4.

Mo

5.

Mo

6.

Mo

7.

Mo

8.

Mo

9.

Mo

10.

Mo

11.

Mo

12.

Mo

Result 1: Disaster Management Committees (DMCs) through Community Organization (CO) platforms are formed and their capacities for DP/DRR (Disaster Preparedness / Disaster Risk Reduction) are built at village and town level.

A0. Community meetings on hazards and

DP/DRR by SMTs at rural and town level x x x x

A1. Building managerial capacity of COs

through CMST trainings to CO members x x x x

A2. Nomination and selection of DMC

members x x x x

A3. Establishment of DMCs x x x x x

A4.Basic First Aid training to master trainers x

A5. ToT on First Aid from Pakistan Red

Crescent Society x

A6.ToT from FOCUS to NRSP project staff on

CBDRM x x

A7. ToT from NRSP master trainers to DMC

members x x x x x

A8. Distribution of emergency response kits to

DMCs x x x x x

A9. Training of community volunteers by DMC

trainers x x x x x x

A10. Conducting of simulation exercises in

villages and towns x x x x x x

A11. Preparation of disaster management

database in the target area (to be handed over

to tehsil and district level authorities at project

completion, see Result 4)

x x x x x x x

Result 2: Awareness raising sessions in target communities and public institutions are conducted.


A0. Conducting of baseline survey on

community awareness and attitude on DP/DRR x x

A1. Development of training module for

community needs and schools x

A2. Development of training schedule for

school sessions x

A3. Conducting of sessions in community x x x x x x x x x

A4. Conducting of sessions in schools x x x x x x x

A5. Collection of post-training data x x

Result 3: Implementation of small-scale mitigation projects through COs for demonstration and dissemination purposes are realized.

A0. Identification of major hazard-prone spots

in the target area (database to be handed over

to tehsil and district level authorities at project

completion, see Result 4)

x x x

A1. Selection of the most vulnerable hazard

areas with support of technical advisors x x

A2. Preparation of joint action plans by

respective COs in the guidance of technical

advisors

x

A3. Implementation of small-scale mitigation

projects of selected COs x x x x x x

A4. Organization of 6 inauguration ceremonies

linked to exposure visits and institutional

capacity of related public authorities

x

Result 4: DMC linkages with local public institutions are facilitated, while advocating DP/DRR to relevant stakeholders, NGOs, and media personnel at tehsil and district level and institutional knowledge of relevant public institutions is strengthened.

A0. Organization of project inception

workshop at the district (Muzafarrabad) level x

A1. Identification of relevant authorities and

focal persons at the tehsil (Hattian) level x

A2. Preparation of materials for workshops at

the tehsil level x

A3. Conducting of orientation workshops at the

tehsil level x x x x

A4. Exposure visits for demonstration of small-

scale mitigation project in target villages x x x x x x

A5. Invitation of local media personnel to

project site to produce local news x x x x

A6. Handover of disaster management

database and map of hazard-prone spots in the

target area to related stakeholders at tehsil and

district level

x

Result 5: Dissemination of educational, training and information materials on DP/DRR is ensured.

A0. Organizing of press conference at project

opening on International Disaster Day x

A1. Production of educational film as training

material x x x x x x x x x x

A2. Production of project publication as case

study x x x x x x x x x x

Project Implementation Methodology

Since the first day of its relief operation in AJK, DKH has adopted participatory assessment and planning approaches as the best way of identifying those in need, their existential needs and adjust logistics of the relief and recovery operation according to local conditions. As affected people are the best judges of their conditions and needs, the entire operation of DKH is based on input from the men, women and children for whom the assistance is planned. Community representatives have assisted in the selection of distribution spots and have developed a system of beneficiary identification. Participatory approaches have been used in household-based assessments for immediate household needs, as well as in village-based assessments, namely community meetings for the


identification of community needs such as infrastructural needs. In the community meetings, DKH field staff members have made use of PLA (participatory learning and action) tools, namely focus group meetings, seasonal calendars and daily activities. Special emphasis has also been place by DKH on organizing and training qualified field workers for in-depth assessments and distribution, mobilizing communities in selecting their own relief items, selecting their own distribution points, and making their own action plans for emergency relief aid, as well as participating in the selection and implementation of rehabilitation and reconstruction activities. Abiding by the Code of Conduct for the Red Cross and Red Crescent Movement and NGOs in Disaster Relief, the delivery of relief, rehabilitation and reconstruction activities has respected neutrality and independence, provided regardless of race, religion, nationality, political conviction or other distinguishing features.

This approach will also be applied to the projects included in this ACT Appeal. An effective assessment has already been done and used as a basis for the design of the proposed project. While the school reconstruction project will be directly implemented with DKH project and operational capacity for the school reconstruction project, the targeted community members have pledged to contribute to a maximum level in all upcoming project activities. For the CBDRM project, DKH will implement with and through its local partner NRSP, in addition to its own project staff. The current operational resources of DKH will be shared with NRSP for the purposes of project implementation, while NRSP will provide expertise in the capacity building of Community Organizations (COs) at the village level. The project will establish Disaster Management Committees (DMCs) through the CO platform, form DMCs at the town level, and vertically link these community-based organizations to relevant public authorities. Being actively involved in the raising of community awareness on DP/DRR (disaster preparedness and disaster risk reduction), the main role of DMCs will constitute the human resources readily available for community level response in the event of a disaster in the targeted areas. DMC membership from within the permanent CO members will guarantee the sustainability of the established committees. The active involvement of the existing COs in the action planning and implementation of small-scale pilot mitigation projects is an added value of the proposed project. Both DKH and NRSP are committed to mainstreaming gender in project work. During the relief phase, Diakonie has ensured the participation of women in the planning and implementation of project activities, while designing projects to meet the immediate and strategic needs of women and young girls. A gender balance is also sought in project teams. For the proposed project, NRSP has committed to employing both male and female social organizers and other project staff in order to fully integrate the participation of women, hence contributing to a gender balanced outcome of project activities.

Inputs for Project Implementation

All investment goods purchased to date will be used for the proposed project activities, except for a small number of items to be purchased for the CBDRM project. Three full-time expatriate staff will oversee the management and finances of the proposed project, while NRSP staff assigned to the CBDRM project will be supervised and monitored by the expatriate project coordinator.

Assumptions, Constraints and Prioritisation

The province of Azad Jammu and Kashmir (AJK) with its separate administration, is an area that was heavily militarized and difficult to access prior to the earthquake. Separatist activities inside Pakistani-held Kashmir as well as the tensions between Pakistan and India over India-held Kashmir resulted in violence and bloodshed over many decades in the region. The violence has subsided since the earthquake disaster, as both military and local agencies as well as individual families are in the process of trying to recover from the disastrous event. As a result of heavy damage and destruction to military facilities and infrastructure, the armed forces had to open the area up to the international community. Since the day of the earthquake, expatriates and Pakistanis alike are able to enter and exit the province as they like. Despite the current freedom of movement in the area, there is always the risk that Pakistani authorities declare the province inaccessible to aid workers. Similarly, the latest


tensions and riots in Pakistan can lead to further restrictions to the movement of expatriate staff, as well as possible outbreaks of violence due to the highly politicized nature of the region. Another possible risk is the highly active landslides in the proposed intervention zone. Despite the fact that all occurring landslides in the implementation area have been treated and cleared up to now with DKH’s heavy machinery, there is still the risk that a major landslide could take place on a scale that seriously impacts the ability of DKH to operate. This project is also planned on the assumption that community members will continue to actively contribute to the organization and implementation of the activities proposed in this project, as they have been doing so far. At community meetings during the assessments for the current project, community members have reassured DKH staff over and over again of their dedication and commitment to the undertaking of the proposed activities. The assumption is that the dynamic, talented and promising individuals from within the local population will be motivated to organize community members, establish community organizations and work for the recovery and increased capacity of their communities.

Transition or Exit strategy

DKH’s overall and long-term exit strategy in the region is to leave behind the foundation and dynamics for a community-based rehabilitation and normalization of life. Upon exit of DKH from the zone of intervention, local partner NRSP will continue working within its original mandate, the development of rural communities, once the population in Southern Jhelum Valley has secured its basic needs, in order to support the local communities’ self-reliance. The approach of social mobilization used by NRSP within its core program encourages community men and women to form groups, typically consisting of 20-25 members, known as a Community Organization (CO), which is an important forum for empowering people to take an active role in the management of local development initiatives. A mobilized community is one that is able to identify its needs and find the resources necessary to meet those needs. Those resources may be their own savings or labour, or funds from the government. TA CO is more than a collection of individuals; it is an entity comprising of members who work for the collective good of the community. A properly functioning CO has both social and economic value, thus in a position to contribute to the improvement of livelihoods. On the social side, it brings community members together to work for a common good. On the economic side, the CO functions as a conduit for the micro-credit that households use to generate income, and as a base for accumulating savings and putting those savings to work for community development. The CO also attracts funds for new activities, both through NRSP and through the links it establishes with government departments and with the private sector. Having adopted the approach of social mobilization and the process of forming and strengthening Community Organizations (COs) in all target villages, DKH has established Water Management Committees within its ECHO-funded project in AJK (see section 3.4), thus securing a strong sense of community solidarity and mobilization in 16 of the target villages. The proposed project is a spontaneous extension of this project, as all communities targeted within the proposed project already have experience in the formation of Community Organizations, Village Reconstruction Committees, and a variety of Management Committees. Planned along the same lines and principles as those used for the establishment of Water Management Committees, the current project proposes to establish Disaster Management Committees (DMCs) in building the capacity and skills of communities in taking precautionary measures as well as dealing with the after-effects of possible disasters in their locality. While falling within the overall and long-term strategy of linking relief and recovery with grassroots activity, such strengthening of community bonds and joint action is also a proof of the sustainability of the current project. DKH’s internal policy to bridge the gap between emergency relief and rehabilitation is operationalized by the promotion of disaster preparedness and risk reduction through a community-based disaster risk management project. As such, the proposed project constitutes the perfect basis for handing over of DKH presence to a sustainable structure, which is the livelihoods program of NRSP in AJK. Once the target communities are equipped with the skills for disaster risk management, DKH’s local partner will continue working in these villages on community development.


VII. ADMINISTRATION & FINANCE

Donations are the most important source of financing for DKH. Even the smallest donations play their part in effectively helping people suffering in war and crisis zones. DKH undertakes to present its transactions in accordance with the principle of transparent accounting and has all financial transactions checked regularly by independent auditors. All transactions are subject to a legally secured procedure that is fully documented and is verifiable and comprehensible at all times. Formal procedures are in place for the transferring of funds, purchasing equipment and supplies, and use of resources. Since 1993, DKH has voluntarily submitted to annual review by the German Central Institute for Social Issues (DZI). With its Seal-of-Approval, DZI confirms the economical and statutory use of donations. In addition, independent auditors review the field offices, local partner organizations, and their financial accounting.

VIII. MONITORING, REPORTING & FINANCE

In addition to daily and weekly monitoring and follow-up of activities in the field by the Program Manager, Project Coordinator, and Project Officer, the local staff including Engineers, Project Manager, Program Assistant, Training Coordinator, Community Trainers and Social Organizers will plan their activities on a weekly basis and submit their weekly progress reports to senior management staff at DKH field office and also at the main office in Islamabad. Periodic progress will be reported to DKH headquarters. A senior level Administration and Finance Officer will handle overall administration and finance-related tasks of the proposed operation.

Through the senior management staff of DKH in the country of operation, DKH headquarters will maintain continuous dialogue with the field operation, making recommendations, adjustments, and modifications in project development, as the need arises. The expatriate project staff and consultants to the project, who have experience with project cycle management, finances, and project documentation, will take care that DKH Standard Procedures, as well as ACT requirements are strictly followed during project implementation.

Given the importance placed on local capacity building, participatory monitoring is an extension of the participatory approach adopted in the proposed project. Participatory monitoring tools will be developed to ensure that community organizations, disaster management committees, and community volunteers are integrated into the monitoring system. Constant contact with representatives of relevant stakeholders and community organizations will strengthen collaboration and allow for a transparent and fair review of activities.

As funding of this appeal is fully financed by DKH itself, no coordination support in terms of managing funding transfers will be required of the ACT Coordinating Office in Geneva.

IX. CO-ORDINATION

Since October 2005, during DKH’s project implementation in the field, civilian and military authorities, village committees, national and international NGOs, and UN agencies have provided regular support. Excellent rapport with local authorities has resulted in full trust in DKH on the part of public servants, military personnel, and village committees, which creates a base for full information sharing and news updating. DKH regularly attends coordination cluster meetings of the UN agencies and NGOs, both in Islamabad and Muzaffarabad. While informing other aid agencies about own planned and implemented activities in the field, DKH also makes contacts with other agencies that are working in the same sectors and in the Southern Jhelum valley in order to ensure that activities are not duplicated or people in need neglected. The main contact at the national level is the Earthquake Reconstruction and Rehabilitation Authority (ERRA) in Islamabad, whose mission is to plan, coordinate, monitor and regulate reconstruction and recovery activities in the earthquake affected region. District Reconstruction Units (DRU) at the District level are in charge of the coordination and facilitation of the planning of the technical aspect of all reconstruction and rehabilitation projects at the district level, as well as the monitoring of the execution of all projects in the district. Once an NGO submits an application for a particular reconstruction project, DRU makes an investigation and upon approval, sends a


recommendation letter to ERRA in Islamabad, requesting ERRA to issue an NoC (No-objection Certificate) to the applicant NGO. For the reconstruction of the school, the AJK government contact is the Education Department at the Tehsil (Hattian) and District (Muzaffarabad) level. DRU has already sent a letter to ERRA on 26 July 2007 recommending that the Government Boys High School Nowshera be reconstructed by DKH. The school plans will be provided by DRU, as drawn by NESPAK, National Engineering Services Pakistan. NRSP, as the local partner, has assisted during the set-up and operation of the two base camps in Hattian Bala and Chikar. Similarly, NRSP has provided social organizers for the undertaking of the field assessments for the preparation of the CBDRM project of the proposed intervention. By maintaining close coordination with all related stakeholders, DKH is well connected with all possible actors in the reconstruction and recovery operation in the region. DKH staff will actively participate as a member of an ACT Forum in Pakistan and coordinate and share information with CWS P/A and NCA as well as other ACT-members in the region.

X. BUDGET

Description Type No. Unit Cost Budget

Unit Units USD USD

INCOME PLEDGED (both through ACT Geneva and directly)

Diakonie Katastrophenhilfe 1,620,000

TOTAL INCOME 1,620,000

EXPENDITURE

DIRECT ASSISTANCE

1 COMMUNITY BASED DISASTER RISK MANAGEMENT (CBDRM)

Advocacy and public awareness raising

Posters, leaflets 1 12,150.00 12,150

TV program-preparation of program 1 11,390.63 11,391

TV program-on air 1 13,289.06 13,289

Radio Program-Radio Station Fee 3 53.58 161

Radio Program-Announcer’s Fee 3 53.58 161

Cassettes for Recording 1 0.84 1

Other goods and services 1 1,350.00 1,350

Mitigation works

CIF Funds 4 10,125.00 40,500

Other goods and services 1 8,437.50 8,438

Education

Goods and Services 1 18,900.00 18,900

Facilitation of co-ordination

Joint advocacy 1 6,750.00 6,750

Regional workshop 1 6,750.00 6,750

Institutional strengthening


Local capacity building/training


Emergency Response Tool Kits (61 Kits)

1. Personal Safety Equipment

Helmet 1,525 6.75 10,294

Gloves 1,525 1.27 1,937

Community First Aid Kit 61 33.75 2,059

Pen and Writing Pad 61 0.86 52

2. Rescue Tools

Ladder community


Shovels 1,525 16.03 24,446

Axes 1,525 5.06 7,717

Wooden Planks 305 25.31 7,720

Buckets 1,525 3.37 5,139

Flash/Search Light 305 27.00 8,235

Utility shutoff tools 61 25.31 1,544

Crowbars 61 9.28 566

Picks 1,525 6.75 10,294

Megaphone 61 50.63 3,088

Direct Programme Related Costs

Salary of Project Coordinator for CBDRM month 12 5,175.00 62,100

Salary of 1 Program Manager (Consultant) month 12 3,372.75 40,473

Salary of 1 Project Manager month 12 860.63 10,328

Salary of 1 Training Coordinator month 12 641.25 7,695

Salary of 1Project Assistant month 12 464.40 5,573

Salary of 8 Master Trainers month 12 4,050.00 48,600

Salary of 1 Monitoring and Documentation Officer month 12 548.44 6,581

Salary of 6 Social Organizers month 12 2,278.13 27,338

Sub-Total COMMUNITY BASED DISASTER RISK MANAGEMENT (CBDRM) 492,354

2 RECONSTRUCTION OF SCHOOL BUILDING

Reconstruction of Government Boys High School (GBHS) Nowshera

Preparatory works (soil investigation/layout/site plan) 4,455

Reconstruction works 643,780

Environmental works 19,450

Furnishing of school 8,500

Direct Programme Related Costs

2007 (1 September - 31 December 2007)

Salary of 1 Civil Works Consultant (50%) month 4 1,147.50 4,590

Salary of 1 Senior Engineer (50%) month 4 540.00 2,160

Salary of 2 Sub-engineers (50%) month 3 641.25 1,924


Rent & Fuel of 3 Vehicles (50%) month 4 607.50 7,290

2008 (1 January - 30 November 2008)

Salary of 1 Civil Works Consultant (80%) month 11 1,836.00 20,196

Salary of 1 Senior Engineer (80%) month 11 1,080.00 11,880


Rent & Fuel of 3 Vehicles (80%) month 10 2,592.00 25,920

Sub-Total RECONSTRUCTION OF SCHOOL BUILDING 756,828

TOTAL DIRECT ASSISTANCE 1,249,182

TRANSPORT, WAREHOUSING & HANDLING

Warehousing

Rental of warehouse lumpsum 135

Wages for Security/ Guards (2) month 12 118.13 2,835

TOTAL TRANSPORT, WAREHOUSING & HANDLING 2,970

CAPITAL ASSETS (over US$500)

Photocopier 35 CPM & Multimedia lumpsum 1 6,075.00 6,075

Office Furniture lumpsum 1 7,425.00 7,425

2 Motorcyles/ Field pieces 2 1,485.00 2,970

TOTAL CAPITAL ASSETS 16,470


INDIRECT COSTS: PERSONNEL, ADMIN, OPERATIONS & SUPPORT

CBDRM (12 months) (100%)*

Staff salaries (Local)

1 Finance and Accountants month 12 464.40 5,573

1 Office Assistant month 12 126.56 1,519

5 Drivers month 12 126.56 7,594

Office Operations (Islamabad Office)

House Rent and Utilities month 12 1,093.50 13,122

Office Consumables & Supplies month 12 50.62 607

Vehicle Rent & Fuel month 12 759.38 9,113

Office Operations (Field Office)


Office Consumables & Supplies month 12 168.75 2,025

Vehicle Rent & Fuel (4) month 12 759.38 36,450

Sustenance month 12 1,994.85 23,938

Communications (Islamabad Office)

Communication & Internet month 12 135.00 1,620

Communications (Field Office)


Other

External Evaluation lumpsum 16,200

Visibility & Communication lumpsum 16,538

RECONSTRUCTION (1 Sept. - 31 Dec. 2007) (50%)*

Staff salaries (Expat)

1 Administration and Finance Officer month 4 2,369.25 9,477

1 Project Officer month 4 1,579.50 6,318

Staff Travel (Expat)

Int. flights, private health ins, visas, etc. lumpsum 9,315


1 Accountant/Admin Assistant month 4 337.50 1,350

1 Project Assistant month 4 337.50 1,350

2 Office Assistants month 4 101.25 810

1 Office boy month 4 67.50 270


House Rent and Utilities month 4 303.75 1,215



Representation month 4 67.50 270


Communication & Internet month 4 67.50 270



Sustenance month 4 202.50 810




Other

Bank charges, taxes, duties month 4 67.50 270

RECONSTRUCTION (1 Jan. - 30 Nov. 2008) (80%)*

Staff salaries (Expat)

1 Administration and Finance Officer month 11 3,790.80 41,699

1 Project Officer month 11 2,527.20 27,799

Staff Travel Expat)

Int. flights, private health ins, visas, etc. lumpsum 14,904



1 Accountant/Admin Assistant month 11 648.00 7,128

1 Project Assistant month 11 432.00 4,752

3 Office Assistants month 11 172.80 5,702

1 Office boy month 11 129.60 1,426

Tax Consultancy month 11 1,188





Representation month 11 108.00 1,188





Sustenance month 11 324.00 3,564

Office Consumables & Supplies month 10 108.00 1,080



Others

Bank charges, taxes, duties month 11 54.00 594

Repair & Maintenance month 10 270.00 2,700

TOTAL PERSONNEL, ADMIN & SUPPORT 347,328

AUDIT & MONITORING

Audit Estimate 4,050

Monitoring & Evaluation Estimate 0

TOTAL AUDIT & MONITORING 4,050

TOTAL ESTIMATED EXPENDITURE 1,620,000

BALANCE REQUESTED 0

Appeal - ReliefWeb

Documents

Transcript of Appeal - ReliefWeb