Mainstreaming Development in FATA Pakistan

ANNUAL REPORT
Mainstreaming Development in FATA
SRSPs FATA Local Area Development Programme (FLADP)

About this report
This is FLADPs third annual report (2011-2012). It has been prepared with the financial
support of Canadian International Development Agency (CIDA) in collaboration with Sarhad
Rural Support Programme (SRSP)
The views, findings, interpretation and analysis expressed in this study may not reflect
views of Canadian International Development Agency.
Title photograph
A community welcomes the SRSPs FLADP in Kurram Agency
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ANNUAL REPORT
ANNUAL REPORT (2011-2012)

FATA UNIT
SARHAD RURAL SUPPORT PROGRAMME
PESHAWAR, PAKISTAN
SRSPs . FATA Integrated Area Development Programme 3

ACRONYMS
AEW Agriculture Extension Worker

CBS Community Based Schools
CI Community Institutions
CIDA Canadian International Development Agency
CO Community Organisation
CRP Community Resource Person
FATA Federally Administered Tribal Areas
FLADP FATA Local Area Development Programme
FR Frontier Regions
GoP Government of Pakistan
IMC International Medical Corps
KP Khyber Pakhtunkhwa
LEW Livestock Extension Worker
MCO Men Community Organisation
SMEDA Small and Medium Enterprise Development Authority
SRSP Sarhad Rural Support Programme
TOT Training of Trainers
WCIG Women Common Interest Groups
WCO Women Community Organisation

ANNUAL REPORT
CONTENTS
Chapter 1: Federally Administered Tribal Areas 06

Chapter 2: FATA Integrated Area Development Programme 12
Chapter 3: Programme Implementation 14
Chapter 4: Programme Progress 18
Chapter 5: Contribution of the Programme to FATA SDP 38
Chapter 6: Challenges and Recommendation 40
SRSPs . FATA Integrated Area Development Programme 5

Chapter 1
FEDERALLY ADMINISTERED TRIBAL AREAS
The Federally Administered Tribal Area (FATA) is located between the Pakistan-
Afghanistan border and the settled areas of KP (Khyber Pakhtunkhwa). It has an area
of 27,220 sq km, comprising of seven agencies and six Frontier Regions (FR). These
include: Bajaur Agency, Khyber Agency, Kurram Agency, Mohmand Agency, Orakzai
Agency, North and South Waziristan Agencies, FR Bannu, FR D. I. Khan, FR Kohat, FR
Lakki, FR Peshawar and FR Tank.
1.1 Population Demographics of FATA1 Population Density is 117 persons per sq km. Average
According to the census data of 1998, the total population of household size in the region is 9.3 persons as against the
FATA is approximately 3.18 million or roughly 2% of Pakistans provincial average of eight persons and national average of
population (as shown in the table 1, below). seven persons. Only 3.1% of the population lives in towns
while majority are settled in remote rural areas. This makes
FATA one of the most rural administrative unit in Pakistan2.
Table 01: Population in FATA (as per 1998 Population (Census)
The 1998 Census Report also shows that the Gender Ratio
# Agency/FR Area (sq km) Population (total) of FATA is 108 males for every 100 females (as shown in table
1 Bajaur Agency 1,290 595,227 2). It also notes that over a hundred thousand people, most
2 Khyber Agency 2,576 546,730
of these are likely to be men, are recorded as migrants from
the region into other parts of the country. This implies that
3 Kurram AGENCY 3,380 448,310
gender ratio may actually be more in favour of women than
4 Mohmand Agency 2,296 334,453 first seen. However, the report acknowledges the possibility
5 North Waziristan A 4,707 361,246 of data distortion as tribal customs forbid the disclosure of
information about women to outsiders.
6 Orakzai Agency 1,538 225,441
7 South Waziristan A 6,620 429,841
8 FR Bannu 745 19,593 1.2 History of FATA

9 FR Dera Ismail Khan 2,008 38,990 The areas that today make up FATA were annexed during
the British Colonial period in the 19th century. The British
10 FR Kohat 446 88,456
believed that effective control of the region was imperative
11 FR Lakki 132 6,987 for the defence of the Indian sub-continent as FATA served
12 FR Peshawar 261 53,841 as a natural bulwark against Russian expansion in Central
13 FR Tank 1,221 27,216
Asia. However, the British soon found it very difficult to calm
the unrest in the region and thereby established their writ.
This eventually resulted in an administrative set up that had
Total 27,220 3,176,331 British-appointed agents as well as local tribal elders. Under
this set-up, the British Administration had authority in the
areas over all matters related to the security of British India,
It has had an Annual Population Growth Rate of 2.19 percent while local people in FATA were free to govern their internal
between the two census periods i.e., 1981 to 1998. However, affairs as per tribal codes. Through the latter arrangement,
some agencies and FRs deviate from the trend and show the British earned the cooperation of various tribes in return
a decline during the same period. Calculations done for for financial incentives. This was, however, a quid-pro-quo
the same time period (1981-98) show that FATAs Annual arrangement that never succeeded completely.
Population Growth Rate is slower than that of the provincial
(2.8%) and national (2.7%) averages.
1. Source: http://www.fata.gov.pk 2. See Annex-1 for comprehensive data on Population Demographics of FATA

ANNUAL REPORT
into an agreement with the

Table 02: Gender Ratio in FATA (as per 1998 Population (Census)
Government of Pakistan, and
# Agency/FR Total Male Female Ratio pledged allegiance to the newly
1 Bajaur Agency 595,227 305,137 290,090 105 created state.
2 Khyber Agency 546,730 284,602 262,128 109
The agreement did not
subsume the political autonomy
3 Kurram Agency 448,310 229,634 218,676 105
of the tribes by giving them
4 Mohmand Agency 334,453 175,404 159,049 110 a special administrative
5 North Waziristan A 361,246 192,432 168,814 114
The tribal status. Except where strategic
6 Orakzai Agency 225,441 112,766 112,675 100

elders placed considerations dictated, the
unchecked tribal areas were allowed to
7 South Waziristan A 429,841 231,080 198,761 116 retain their semi-autonomous
discretionary status, exercising administrative
8 FR Bannu 19,593 10,380 9,213 113
power into the authority based on tribal codes
9 FR Dera Ismail Khan 38,990 20,497 18,493 111
hands of the and traditional institutions. This
10 FR Kohat 88,456 45,472 42,984 106
Jirga which has system was crystallised into the
11 FR Lakki 6,987 3,450 3,537 98 1973 Constitution of Pakistan.
been exploited
In 1996, the Government of
12 FR Peshawar 53,841 27,063 26,778 101
and often led Pakistan finally granted FATA
13 FR Tank 27,216 14,130 13,086 108 to human Adult Franchise, which gives
rights every adult the right to vote for
Total FATA 3,176,331 1,652,047 1,524,284 108 violation. representation in the Majlis-e-
Shura. However, people in FATA
were still not allowed to organise
Between 1871 and 1876, the also created the institution of political parties. But the adult
British Administration imposed Political Agent. Each agency franchise, however, allowed their
a series of laws. The Frontier was administered by a Political representation in the National
Crimes Regulations prescribed Agent who was vested with wide Assembly. This was a departure
special procedures for the powers and provided funds to from prior tribal politics, where
tribal areas, distinct from the secure the loyalties of influential power was vested in the hands
criminal and civil laws in force elements in the area. It was also of the Maliks. Recently, political
elsewhere in British India. These during this period that the Maliki Landscape in Kurram
Agency
parties have been given the right
regulations, which were based on System was developed to allow to campaign in FATA.
the idea of collective territorial the colonial administration to
responsibility and provided for exercise greater control over the
dispute resolution through a Jirga tribes. Under this system, Local
(council of elders), also proved to Chiefs (Maliks) were designated
be inadequate. The tribal elders as intermediaries between the
placed unchecked discretionary members of individual tribes
power into the hands of the and the colonial authorities, and
Jirga which has been exploited assisted in the implementation of
and often led to human rights government policies.
violation. Despite these efforts,
Later in 1901, the British bolstered by repeated
issued a new Frontier Crimes military campaigns, the British
Regulation that expanded the Administration retained only a
scope of earlier regulations tenuous hold in the area until
and awarded wide powers, they quit India in 1947.
including judicial authority, to After Independence in 1948,
administrative officials. This the tribes in the region entered
SRSPs FATA Local Area Development Programme (FLADP) 7

Local communities from FATA
1.3 Administration Set-up in FATA and a number of directors. Project implementation

is now carried out by line departments of the Civil
FATA still continues to be governed by the Frontier Crimes
Secretariat. The KP Secretariat plays a coordinating role
Regulation 1901 having the following administrative set up:
in the interaction between the federal and provincial
governments and the Civil Secretariat.
1. At the National Level
Under the 1973 Constitution, FATA is included among
3. At the Agency/Region Level
the territories of Pakistan. It has representation in the
National Assembly and Senate but remains under the Political Agent is the head of each tribal agency. He is
direct executive authority of the President. The President supported administratively by a number of Assistant
alone retains the authority to issue regulations for peace Political Agents (APA), Tehsildars (administrative head of
and governance in the region. a Tehsil) and Naib Tehsildars (deputy Tehsildar), as well
as members from various Local Police (Khassadars) and
It is administered by the Governor of KP in his capacity as
Security Forces (levies, scouts). As part of administrative
an agent to the President of Pakistan, under the overall
functions, the Political Agent oversees the working of line
supervision of the Ministry of States and Frontier Regions
departments and service providers. He is responsible
in Islamabad.
for handling inter-tribal disputes over boundaries or the
2. At the Provincial Level use of natural resources, and for regulating the trade
in natural resources with other agencies or the settled
Until 2002, the provincial Planning and Development
areas. The Political Agent plays a supervisory role in
Department in KP, through its FATA Section, was the
development projects and chairs an Agency Development
decision-making authority for development in the
Sub-committee, including various government officials,
Tribal Areas. The government line departments were
to recommend proposals and approve development
responsible for implementation of development plans.
projects. He also serves as Project Coordinator for rural
It was realised that development concerns in the region
development schemes.
could better be addressed through an independent well-
An FR is administered by the District Coordination Officer
organised and coordinated unit. For this reason, the FATA
of the respective settled district, who exercises the same
Secretariat was established with Secretary FATA.
powers in an FR as the Political Agent does in a tribal
Four years later, in 2006, the FATA Civil Secretariat was
agency.
established to take over decision-making functions,
with an Additional Chief Secretary, four secretaries

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4. At the Tribal Level 1.5 Economy and Livelihoods

The tribes regulate their own affairs in accordance with The local economy is mainly pastoral, with agriculture prac-
customary rules and unwritten codes, characterised by ticed in a few fertile valleys. Most households are engaged
collective responsibility for the actions of individual tribe in subsistence agriculture and livestock rearing, or conduct
members and territorial responsibility for the area under small-scale businesses. Others are involved in trade within the
their control. The government functions through local- tribal belt or with down-country markets. Women take active
level tribal intermediaries, the Maliks (representatives part in agricultural activities, collect fuel wood and fetch
of the tribes) and Lungi Holders (representatives of water, besides attending to household work and family duties.
sub-tribes or clans), who are influential members of tribal
With few industries and only limited unorganised mining
society.
in some areas, many men in FATA seek employment as
short-term unskilled labourers or enlist in local security and
5. Civil and Criminal Cases
paramilitary forces. Those who are able to travel find work in
All cases are decided under the Frontier Crimes cities across Pakistan as well as in the Middle East, sending
Regulation 1901. Residents of the tribal areas may, remittances to support families at home. Those who are highly
however, approach the apex courts (Supreme Court of qualified among them have, in many cases, migrated along
Pakistan and Peshawar High Court) with a constitutional with their families to urban centers outside the tribal areas,
writ, challenging a decision issued under the 1901 including Bannu, Dera Ismail Khan and Peshawar. They and
Regulation. their children are reluctant to return to FATA, leading among
other things to an acute shortage of doctors, teachers and
skilled workers particularly women workforce.
1.4 Physical Features and Climate
Climatically, FATA can be divided into the Northern, Central 1.6 Socio-Economic Indicators
and Southern regions which happen to coincide with The socio-economic indicators for FATA are poor when
administrative boundaries. compared to the rest of Pakistan. For instance, its literacy ratio
The Northern Zone consists of the Bajaur and Mohmand is only 17% as against 43.9% in Pakistan. There is one doctor
agencies. for a population of 1,226 in Pakistan while the numbers
The Central Zone covers the Khyber, Kurram and Orakzai are drastically worse in FATA. The region has remained
agencies, and the FRs of Kohat and Peshawar. Here, the impoverished and marginalised due to its geographic isolation
Safed Koh Mountains rise from the Teri Mangal pass and and wide-spread poverty.
stretch eastward, reaching an elevation of 3,600 meters.
The River Kurram flow north-west to south-east, entering Table 03: Socio-Economic Indicators
North Waziristan and eventually joining the River Indus.
Indicator Pakistan KP FATA
Kurram and FR Peshawar have the most extensively
cultivated land in FATA. Literacy ratio (total) 43.92% 35.41% 17.42%
The Southern Zone includes the North Waziristan and Male literacy ratio (%) 54.81% 51.39% 29.51%
South Waziristan agencies, and the FRs of Bannu, Dera Female literacy ratio (%) 32.02% 18.82% 3.00
Ismail Khan, Lakki Marwat and Tank. The Rod Kohi system
Population per doctor 1,226 4,916 7,670
(flood irrigation, or torrent-spate irrigation) is commonly
practiced in the FR areas. The Gomal and Tochi mountain Population per bed in 1,341 1,594 2,179
passes in the south connect Pakistan to Afghanistan. health institutions
FATA lies on the cusp of two major climatic systems - the Roads (per sq km) 0.26 0.13 0.17
monsoon to the east and the Mediterranean towards the west.
Most parts of FATA are arid and semi-arid, with warm summers
and cool winters, although some areas in the Kurram and
Orakzai agencies fall within the humid and sub-humid zone.

FATA Sustainable Development Plan
S
tarting with the 1979 Soviet invasion The goal of the FATA SDP is to promote a
of Afghanistan, the last three decades just, peaceful and equitable society where
have seen turmoil and instability across people can live in harmony and with dignity
the border and a spill-over into the by securing social, economic and ecological
tribal areas. During the same period, FATA well-being. Its objectives are:
has remained one of the most insular and Address basic social needs underlying
isolated corners of the country, cut off from causes of disparities within FATA
the mainstream of society in Pakistan. The Improve institutional and financial
people have not been able to benefit from capacities to allow a scaling-up of
development activities, and therefore lag far development initiatives
behind the rest of the country. Increasingly Explore and diversify available
impoverished and marginalised, they have opportunities to make a positive
also become vulnerable to exploitation at the contribution towards the economic uplift
hands of criminal and extremist elements. of the area
Poor development and skewed
Manage and maintain ecological and
development priorities are partly to blame,
subsistence-support systems to increase
coupled with the absence of social and
livelihood security for people
political awareness. At the same time,
Monitor and evaluate multi-sectoral
institutional arrangements for governance
progress to support, assess and
have been inadequate and investment in the
strengthen sustainable development
development has failed to target those who
need it the most. These and other factors The plan was developed by the FATA
have allowed a select group to benefit from Secretariat in partnership with the World
government spending with no measurable Conservation Union (IUCN) and a host of
impact in social uplift or economic other partners, most notable the USAID, UKaid
development at the grassroots level. (DFID), IMC and SMEDA.
However, the government realises that this The SDP recognises the significance and
state of affairs is no longer viable. Integration importance of local wisdom, participatory
in the mainstream society is the only feasible orientation and people-centered approach to
option for the future. There is an urgent need development3. For effective implementation
to strategise the planning process and target of the plan, involvement of Rural Support
development investment. Programme was considered essential and
The FATA Sustainable Development Plan pertinent to the success of the plan in the
(SDP) was therefore developed to put FATA region. This is because RSPs have emerged
on the path to peace and prosperity along as lead organisations in community-based
with the rest of the country. The FATA SDP development. Hence, the Secretariat provided
aims to steer development planning in a financial support to Sarhad Rural Support
new direction, focusing on people at the Programme to extend its porgrammes to FATA
grassroots level. Rather than replicating the to contribute to the development plans of the
narrow focus of development initiatives region.
of the past, the SDP takes an integrated
approach to combine economic and social
development with environmental integrity 3. Reference: FATA Sustainable Development Plan 2006-2015
and poverty alleviation.

ANNUAL REPORT
Third dialogue in village Alam Kas, Tehsil Upper Kurram

Chapter 2
FATA Integrated Area Development Programme
2.1 Origin of the FATA Integrated Area Develop- 2.2 Programme Components
ment Programme
The programme is based on the well-tested and tried
In order to roll out the FATA SDP on ground, the Rural Support framework of poverty alleviation of the RSPs. There are five
Programme were seen as an important part of the strategy components of the programme as shown in the table 03.
to involve civil society in the development process in FATA.
This led to an agreement between the Civil Secretariat FATA
and Sarhad Rural Support Programme (SRSP) for extending 2.3 SRSP and the FLAD Programme
its north-west frontier-based operations to selected areas of
FATA with an endowment of PKR 200 million. These include The FATA Local Area Development Programme is a responsive,
Kurram Agency and Frontier Region (FR) Peshawar. The flexible and adaptive initiative that caters to the needs of the
objective of the endowment is to provide the institutional people. It uses the RSPs framework of community institution
stability and capacity for the Rural Support Programme to and mobilisation for poverty alleviation. The framework has
deliver a sustainable programme in the area. It is, therefore, an survived cultural, ethnic, geographic and environmental
organisational approach enabling SRSP to take the programme dynamics across Pakistan. The key elements of the programme
to scale by leveraging additional resources for increased include;
development efforts in the area.
With the seed money provided in July 2007, SRSP A Livelihood-Centered Approach to poverty reduction that
extended its programme in Kurram and FR Peshawar. SRSP is based on the inherent ability of communities for self-
also collaborated with CIDA to take the programme to scale help and taps into their potential
through investment of additional resources to feed into the Responsive Approaches that focus on adapting to and
FATA SDP. The agreement materialised in October 2009 with learning from local communities and circumstances as
contribution of CAD $ 3 million from CIDA. The project has opposed to the application of a pre-defined development
been given one year no-cost extension and it will end in model
December 2013. Participatory Community planning and working within the
culture rather than against it
Identifying social activists at the community level,
Key elements of the programme are:
working with activists to mobilise communities and
providing demand-driven technical and economic
Goal of the Programme assistance to complement community-based resources
To alleviate poverty in select communities through improved Inclusive and focused human rights framework, with a
livelihoods, basic development services, income-generating specific focus on the poor and women
opportunities and improved local governance and to
contribute to Canadas whole-of-government approach to The core of the programme is poverty alleviation through
broader stability and security. the creation of an enabling environment. This helps to
unleash the potential of the people to promote social
Expected Results
cohesion, build goodwill and strengthen relations between
To improve livelihoods and increase incomes in Kurram tribes and organisations in the Pakistani-Afghan border areas
Agency and FR Peshawar - as well as between the communities, provincial and national
To empower targeted communities, through collective government for pro-poor development.
action, to take ownership of their socio-economic
development and better manage conflicts within the
community
To increase coordination between government and
community institutions as a means to better utilise
resources and maximise benefits for the poor and
vulnerable

ANNUAL REPORT
Table 04: Project Components

GOAL: To alleviate poverty in select communities through improved livelihoods, basic development
services, income-generating opportunities and improved local governance and to contribute to
Canadas whole-of-government approach to broader stability and security
Components Approach Outputs Outcomes Impact
COMPONENT 1
Community Formation of Up to 100 Poor and vulnerable Collective Action

Institutions and inclusive and community participate in enabled for
Network rights-based organisations the development participatory
community formed process development
organisations to
claim their rights
COMPONENT 2
Improving/ Capacity Building Training of 100 Livelihoods Increased

Restoring Initiatives for community improved/restored economic
Livelihoods developing and members as opportunities for
enhancing skills of agriculture men and women
the poor extension workers through enterprise
and in enterprise development and
development improvements in
the agriculture
sector
COMPONENT 3
Improving/ Development 100 community- Community Improved economic

Rehabilitating Rural of community- based schemes schemes improved/ and social well-
Infrastructure managed small- established rehabilitated being
scale schemes
COMPONENT 4
Policy Advocacy and Strengthening Meetings and Linkages and Improved

Linkages for pro- linkages of workshops held for alliances community-based
Poor Development community coordination established planning for
institutions with economic and
the Civil Society and social development
the Government in partnership with
local government
authorities
COMPONENT 5
Improving Delivery Establishment of Training of teachers Access to improved Improved

of and Access Community Schools and health workers education and governance at local
to Social Sector and Health Centers health services level allowing for
Services and Capacity made possible increased access to
Building Initiatives social services

Chapter 3
Programme Implementation
3.1 Key Elements of the Implementation provides coordination between the agency offices, SRSP
Methodology HO and the FATA Secretariat. The programme team and the
HO are also responsible for keeping the Board of Directors
SRSP has been working in Khyber Pakhtunkhwa for over
informed about the progress and performance of FLADP. The
twenty years. It has emerged as one of the leading non-
BoD sets the policy and strategic direction for the programme
government not-for-profit organisations in the region.
in general.
Primarily, a development organisation which now also has a
In the programme offices - PSU and the Agency Offices -
large humanitarian programme, it reaches out to 21 districts
SRSP has promoted the recruitment of local people. This was
in KP as well as in some selected pockets of FATA including
done for the following reasons:
the Kurram Agency, Mohmand Agency, Bajaur Agency, Orakzai
It was important to give the programme a local face so
Agency, South Waziristan Agency and FR Peshawar. It has
that people own it and easily associate with it
formed over twenty-one thousand community institutions of
This helped in establishing a resource pool of local
men and women that represent over five hundred thousand
knowledge and experience within the programme to rely
households.
on as required
Over these years, SRSP has developed, tried and tested
models of poverty reduction and community empowerment It became a prospect for boosting local economies by
that have proven to be successful even in the most chaotic providing equal employment opportunities to the local
and complex environments. However, in 2007, when it had population
to expand its programme to FATA, instead of aiming to create Emotions, precisely patriotism and strong tribal
replicas of its work in the region, SRSP relied on the nature connections ran high in the region. It was important to
and circumstances of the FATA region to guide development in utilise and direct them constructively
the region. It was obvious from the experience of many other Local leadership had to be developed so that people
organisations that had tried to work in the area in the past could become part of the decision-making and planning
that the blueprint approach of even the most workable and process to take charge of their own development
practical methodologies had failed. Therefore, SRSPs guiding Given the security circumstances in the region, only the
principle to work in FATA was, Let us not have a pre-defined locals were willing to reside and work in the area
strategy for FATA but a commitment towards poverty reduction
SRSP had defined its priorities in order to stay relevant and
and community empowerment, and let this process be natural
sensitive to the religious and cultural nuances in the region.
and organic where customised practices and methodologies are
FATA is not only a sensitive area due to security reasons but
contextual.
the communal divide in the region has also been a concern
SRSP took the following key steps for programme
for the administration. This meant a lot of careful thinking was
implementation;
required when hiring staff to ensure that the individual was
1. Placement of Local Staff in Programme Offices respected and considered trustworthy by all religious groups
and ethicists in the community. SRSP had to be vigilant and
The SRSPs Head Office (HO) provides leadership and careful not to upset or disregard the sentiments of any group/
quality assurance to the programme. This is done by the tribe in the area.
Chief Executive Officer with the support of technical sections Regarding the hiring of women staff, SRSP decided to
that include Operations, Development and Humanitarian keep a low profile in the beginning and to hire only when the
Programme; Special Projects, Social Sectors and Gender; conditions were most appropriate. Also, it was difficult to find
Physical Infrastructure, Energy, Water, Environment and local educated women willing to work in the area. Therefore,
Sanitation; Socials; Human Institutional Development; the programme began without deputing women staff in field
Enterprise Development; Planning, Monitoring, Evaluation and offices. It continued without one for quite some time until
Research, Finance and Audit Sections. one of the Women Social Activists in Kurram Agency took lead
The programme is implemented by Agency Offices, one in her area and was soon promoted as Community Resource
of which is located in Parachinar, Kurram Agency while the Person. In April 2012, she was upgraded as SRSPs Women
one for FR Peshawar operates from Peshawar due security Social Organier.
reasons. A Programme Support Unit (PSU) located in Peshawar

ANNUAL REPORT
2. Understanding FATA tangible programme packages

especially community physical
Orientation workshops were
infrastructure schemes were
held for local staff to brief them
most effective in strengthening
on the how SRSP works, the
community organisations and
programme objectives and its
enhancing social cohesion in
It was also a components. The field teams
the communities. Starting the
step towards went back to their respective
programme from relatively
building trust areas and slowly and gradually
easy areas, boosted the
began to interact with the local
and ownership administration - the Political
confidence of the staff. It was
within the also a step towards building
Agent and other government
trust and ownership within
communities. line departments, tribal chiefs
the communities, which is
and local communities. The
why instead of giving it the
strategy was to be slow and
identity of Sarhad Rural Support
incremental - that is to start
Programme, it was called
with a few areas, understand
FATA Local Area Development
them comprehensively and
Programme. Similarly, it was
then expand. One of the
learnt that Tanzeem was a
staffs first assignments was to
more acceptable term than
understand the area, its context,
Organisation, therefore, the
the communities, their culture
community organisations formed
and practices, the relationship
had local names with the suffix
between different tribes and
tanzeem.
religious groups, available
Entry points were particularly
resources, existing knowledge,
important to begin with
experience and skills, conflicts,
women activities. It helped in
the citizen-state relationship, the
the identification of pockets
issues of the communities and
of area especially in Kurram
evaluation of their willingness
Agency where women activities
to overcome their problems.
were initiated and they were
This was important to customise
Third dialogue in FR Peshawar organized.
and contextualise plans and
programme interventions to be
most effective in addressing the
needs of the communities. It also
helped in building trust with the
communities.
3. Identification of Entry
Points
An important outcome
of Understanding FATA was
the identification of entry
points for programme. Entry
points were areas with the
least security concerns and
communities that were willing to
organise and participate in the
development of the area. It also
helped in understanding that

4. Addressing Practical Needs first 6. Regular Reviews
The programme offered a diverse set of solutions for the Regular reviews have been an important feature of the
social and economic empowerment of the communities. But, programme since it has provided the opportunity to review
work in the field was making it clear that it was very important and explore different options, encourage cross fertilisation
to address their most immediate and practical needs. For of ideas across the teams and nurture a learning organisation
instance, improve their access to clean drinking water. that reaches out to communities in the most complex
Hence, drinking water supply schemes were established. The environment in pursuit of a shared vision.
engagement of communities at every step of infrastructure
scheme - from need prioritisation to operation and 3.2 Gender Integration in the Programme
maintenance, the value attached to their prime issues and In FATA and for that matter in KP as well, we have often seen
the prompt response of the programme to assess and fulfill that communities are committed to following cultural values.
their needs perhaps acted as stimulus for building a strong Observing purdah for women is considered an integral
relationship between communities and the programme. This component of social fabric. Women are considered to be
trust became a unifying factor between the programme and fragile and purdah provides protection to them. Hence, their
the communities to explore additional areas of collaboration, roles are confined to their home which is their best purdah - a
and increase outreach to enable a wider population to benefit testimony of their protection. The closer women are to homes
from the programme. the better and stronger is their protection. That is why, they
have limited mobility and when travelling outside they are
5. Slow but Organic Process
always accompanied by a male member of their family.
The communities in FATA are closely connected to each When we talk of organising women in FATA, one of the
other. They value Pashtunwali- a cultural code - affiliation concerns is the frequent mobility required away from the
and adherence to which has a gravitational impact on their confines of their homes. In order to address this effectively,
social networks and ties of reciprocity. Strong affiliation, trust the programme took the twin-track approach. This included
in each other, respect and obedience to elders are some working with men, organising them and sensitising them
of the strengths of this code. And, this perhaps has been on the importance of womens participation as well as
the key success of the programme that it has worked with introducing activities exclusively for women. Beginning work
communities and not their codes. The idea is not to support with men, essentially sent the message that we wanted to
any act that undervalues basic human rights but to build work with them while respecting their norms. Working in
on the strengths of that system. For instance, Badragah, close coordination with men also allowed them to learn and
equivalent of ceasefire, is the tribal custom for providing develop an understanding of the norms promoted by SRSP.
protection to the guest of ones enemies. Use of this has We preferred to engage local staff who understood the culture
enabled the resolution of communal conflict between and had respect among the communities. Trust building
communities in Central and Upper Kurram. measures helped in establishing relationship with them as
Similarly, the programme did not unnecessarily push for they began to identify with SRSP as part of their communities.
any change it wanted to see. This would have been artificial Hence, though slowly, but eventually the barriers started
or forced development and not sustainable. SRSP pursues to dissolve and women inclusion became easier. They were
a natural development process that may take time but is organised and facilitated with capacity building initiatives
long-term, sustainable, responsive, adaptive and above all to enhance their role in local leadership and management of
community-driven. Driven by these values, SRSP has remained affairs that affect their daily life. The programme pursued the
participatory and inclusive in educating communities. To this objectives of gender equity through an incremental approach
end, community activists were not only restricted to the field that evolved naturally as communities learn to nurture spaces
but were given exposure visits to Peshawar, which boosted for change.
their confidence in SRSP. Gradually, they started to open The flexible nature of the programme made it easier
up and gave space to women participation in development. to address cultural constraints and its adaptive approach
This relationship has matured and now both FLADP and allowed overcoming factors hindering women participation.
communities coexist for the benefit of the marginalised. Resultantly, not only were women CRP (Community Resource
One simple line that can perhaps define this part of Persons) identified and trained but also organised to
working methodology in the region would be, Do in FATA as contribute to the larger goal of development.
the FATAs do, and, before being understood, understand them.

ANNUAL REPORT
To summarise the following factors have led to our success

Maria becomes the first Woman Social Organiser in the
in including women in the programme:
Programme in Kurram Agency
Finding entry points
Maria Salamat, 26, is a resident of Parachinar town in Kurram
Twin-track strategy Agency. She belongs to the Hindu community. Maria lives with
Addressing practical needs of women through problems her parents, four brothers and one sister. Together they live in
identified by men a one room house. Marias father is the sole bread winner of
the family. His wages are not enough to feed a family of seven.
Quick-turn around activities such as drinking water
With poverty, comes frustration. Marias father is a patient of
supply schemes and economic opportunities hypertension and depression.
Collective approach
Although Maria never complained about her problems to
Customised and local solutions
anyone, she realised that she could not sit back and watch her
family suffer. In her own words,I decided I would not cry and
start doing something Maria joined a school in Parachinar
town as a teacher. She was paid Rs. 2,500 per month. Despite
Marias hard work and immense determination, her family was
still finding it hard to make ends meet. Years went by and there
was no one to guide Maria or free her of her worries.
During the course of time, SRSP started work in the Kurram

Agency to assist the poor and marginalised communities of
the area. Maria heard neighbours saying positive things about
the SRSP programme. She went to the women with whom SRSP
had held dialogues and became a part of SRSPs Skills Training.
She emerged as one of the most active trainees and SRSPs
team decided to engage her as a social activist in the area. She
began working with SRSPs team as a Community Resource Per-
son. She says,When I attended the first meeting with the staff
of SRSP, I got confidence to improve my life. SRSP was seen as a
beacon of hope by me.
First dialogue of a Women Community
Organisation in Basoo
While working with SRSP, Maria was provided with the opportu-
nity to participate in different training courses. The capacity
building events added value to Marias work at field level. She
succeeded in developing credibility and a strong reputation
with the local communities in the area. She helped expand
SRSPs work to other areas of the agency. She started to organ-
ise women and was able to form 10 community organisations
in the area. Members of the WCOs had this to say about it We
are very happy because it is through our community organisa-
tions that now we are able to meet each other and solve our
problems.
Maria has high goals and the programme is committed to sup-

porting her in her endeavours and to assist many others like
her. She feels she still has a long way to go. Maria says that be-
cause of SRSPs support, she has been able to help herself and
come out of what could have been a very challenging situation.
She feels that she has developed self-confidence and says she
would encourage all women to come forward and participate
in the developmental initiatives. She said, I earn Rs. 25,000 a
month and it is more than enough to meet my familys needs.
SRSP-FATA programme is an opportunity for me and for the
women of Kurram Agency to take lead and improve our living
conditions. This was my dream and it has changed my life.

Chapter 4
Programme Progress
The following section presents progress against set targets in Year-3 of the programme.
of services in the area. The entire purpose of community

organisation is to give the poor a voice and vision to address
issues that otherwise hinder their integration into mainstream
Component 1 development.
Their organisation also supports local self-governance
and helps in tapping the immense potential of communities
for self-help. Being broad-based in nature, the community
Community institutions enhance social cohesion among the

communities. Furthermore, these institutions are also used
Institutions and for implementing project interventions to ensure equitable

delivery of benefits to their members. This also ensures the
Networking active participation and ownership of local stakeholders,

ensuring long-term sustainability of the initiatives.
Under the programme, community-based organisations
have been established. The programme has encouraged
Programme Component 1: Formation of broad-based and inclusive community
organisations to identify/prioritise needs and mobilise local resources formation of both men and women organisations depending
on cultural context. However, where cultural barriers limited
Output:173 community institutions organised with a membership of 3,117 men and
women in FR Peshawar and Kurram Agency. These include men and women commu- space for forming women organisations, dialogues were
nity organisations, women common interest groups and community networks.
held with the women groups to ensure that their needs were
Outcomes: Local communities engage in managing local affairs, conflict resolution adequately reflected in the process.
and participatory development.
4.1.2 Customised Approach to Community Organi-

sation in FATA
4.1.1 Process
The core of the programme in FATA is based on the Rural a) Community Networks replace Local Support Organisa-
Support Programmes decentralised approach to poverty tions in FATA
reduction and community empowerment. The approach In KP, SRSP follows the RSPs approach to community
promotes bottom-up community-driven participatory organisation where households are organised at the
development where institutions of people are organised and community level and federated into village and apex level
strengthened. This harnesses local potential and leadership bodies called Local Support Organisations (LSOs). In FATA,
for inclusive and participatory development at the grass roots due to its complex environment, SRSP has customised its
level. The approach takes account of the fact that communities community institutions and network formation. At the grass
have the capacity for self-help; that they mobilise in the roots level are the COs, similar in composition and nature
form of their social networks and ties of reciprocity during to community organisations in KP. However, the federating
times of need. However, a catalyst organisation like the structures differ from the norm. Due to the conflicts in the
RSPs can facilitate the process by providing technical and area, 70% of households could not be organised to form
financial assistance to enhance the knowledge and skills of LSOs. Hence, during the 2nd year of the programme, it was
people to mobilise resources, resolve conflicts, prioritise decided that the LSOs would not be formed. Nonetheless, the
needs; plan development and mobilise collective action for need for organising higher level bodies was acknowledged
common goals. This makes development local, contextual and and COs in a particular area were organised into networks.
sustainable.
It also helps enhance local capacities in advocacy skills to The networks are comprised of all the organisations working
articulate and negotiate with relevant authorities and other in a particular area. The office bearers of these organisations
development actors to secure their rights and improve quality become members of the Network, which has a democratically

ANNUAL REPORT
First dialogue with Men Community Organisation

at village Chaka Agra, Kurram Agency
elected body that runs it. The function of a network is similar
to that of an LSO. Besides organising communities, raising re-
sources and delivering services, it also builds the voice of the
communities and expresses it at different forums to influence
government policies and develop linkages with government
and other bodies delivering services. It is therefore evident
that Networks address the issue of higher level organisations
for communities in areas where LSOs cannot be formed.
b) Women Common Interest Groups replace Women

Community Organisations
KP FATA
Local Support
with her every time there is a community training or meeting. I
Organisations prefer that my wife and her closest neighbours function as one
small group and learn things that are beneficial for them and for
Community Networks
our daughters.
Village Organisation
It was therefore decided that women would be organised
into smaller groups of 3-4 members and would be mobilised
Community Organisations
Community Organisations (men and women CO & women
around a common interest. This has facilitated capacity
(men and women CO) common interest groups) building, increased participation, and helped boost their
Community Institution Building confidence when they come together to resolve issues.
4.1.3 Capacity Building Initiatives for the

During three years of work with communities it became Community Institutions
evident that residents of FATA are not opposed to the idea of Community institution building involves social mobilisation
promoting women development but per se are hesitant about and part of it is capacity building to enhance local potential
allowing their women to be organised into larger groups of and leadership of local communities. These include;
20 or 25. This did not have any complicated reasons. In the Community Managerial Training: this is basically a two-
tribal society of FATA, women are considered to be fragile. step training course. The first is a three-day basic course
Hence, space for them is limited in public sphere. The practice for the elected members of the community organisations.
of purdah is, therefore, strictly observed and seen as a During the course they are taught the basics of social
protection mechanism for women. Purdah is best observed mobilisation, record maintenance and importance of
when women remain inside their homes. When we talk of community participation. This is followed by a 5-day
organising women into groups of 20-25, this entails traveling course for the elected members of the community
greater distances. In other words, it means violation of the organisation. Gender and development forms an
purdah limits for women - thus exposing them to the risk of important element of this course.
being exploited. Therefore, the programme chose to modify Manager Conferences and Exposure Visits allow cross-
its approach toward women inclusion. As one of the men in fertilisation of information and experience. Conferences
Kirman said, are basically community gatherings where different
We are not against the education of our women. We want community organisations come together to share their
them to learn. But, our norms do not allow us to let women experience.
travel long distances. If I allow my wife to become part of a
women community organisation, this means I will have to travel

Need-based Social Mobilisation are awareness
raising activities that are held with communities for
enhancing their knowledge on various subjects such as
deforestation, drug abuse, etc.
Other than these traditional capacity building initiatives,

the programme has also established training manuals and
events for communities especially the networks on conflict
resolution and advocacy skills. These have been included in
the work plan to assist the networks in delivering their roles
and responsibilities.
4.1.4 Progress by the End of Year 3

There are twelve activities in the work plan under component
one. All of them focus on formation and strengthening of
community institutions through capacity building initiatives
including training events on managerial and leadership skills,
conflict resolution skills, advocacy skills and support grants
for these institutions. A brief on the progress against the
activities in year 2 and cumulative progress by the end of
year 3 is given below:
Table 05: Progress
Progress During Year 3

Cumulative Progress
# Activities Units Kurram Agency FR Peshawar
(Year 1-3)
Men Women Total Men Women Total
1 Formation of M/WCO CO 07 0 07 0 0 0 141
2 Establishment of Networks Network - - 02 1 0 1 04
3 Establishment of WCIG WCIG 0 28 28 0 0 0 28
4 Capacity building support for Events 0 0 0 0 0 0 0

WCIGs
5 Activists basic training Members 0 0 0 0 0 0 211
6 Leadership management Skills Members 33 0 33 0 0 0 105

training
7 Capacity building of networks in Events - - 02 01 0 01 03

management and leadership
8 Capacity building support for

networks
9 Capacity building of networks

in conflict and resolution
mechanism
10 Manager conferences Events 03 0 03 03 0 03 16
11 Exposure visits Visits 02 0 02 01 0 01 08
12 Needs-based Social Mobilisation Events 04 0 04 01 0 01 10

activities
Note: the highlighted activities were not part of the work plan in the year 3. They will be conducted in the last year of the programme.

ANNUAL REPORT
1. Formation of M/W CO4
Year 1: 110 CO Year 2: 24 Year 3: 39 CIs Cumulative:

M&WCO 173 CIs
110 MCO 16 MCO 07 MCO 133 MCO

with 1,960 with 514 with 229 08 WCO
membership membership membership 28 WCIG
08 WCO 28 WCIG 04
with 311 with 103 community
membership membership networks
4 community
networks with
218 member
CO Formation
By the end of year 3, there are 173 community

institutions that is,
133 men community organisations with
a membership of 2,703.
08 women community organisations with
a membership of 311
28 women common interest groups with
a membership of 103
04 community networks with a membership
of 218 men and women
Agency wise information is given below;
a) Kurram Agency b) FR Peshawar

Community Community
# Year 1 Year 2 Year 3 Total # Year 1 Year 2 Year 3 Total
Institutions (CI) Institutions
1 Men CO 14 16 07 37 1 Men CO 96 0 0 96
2 Women CO 0 08 0 08 2 Women CO 0 0 0 0
Women Common Women Common

3 0 0 28 28 3 0 0 0
Interest Groups Interest Groups
Community
4 0 0 02 02 Total 96 0 0 96
Networks
Total 14 24 37 75
4. Annexure: List of M/WCO has details of the community organizations formed under
the programme

2. Community Training
Year 1: 59 men Year 2: 224 men Year 3: 33 men Cumulative:

316 men
59 men 152 men 33 men 211 men

members trained in trained in trained in
trained in CMST LMST CMST
CMST 72 men 105 men
trained in trained in
LMST LMST
Community Training
By the end of year 3, 316 men have been trained in

community management and leadership skills. That is 211 in Comparison of Men and Women Groups formed
CMST and 105 in LMST. The targets had mostly been achieved
during Year 1 and 2. It may also be obvious that these have
mostly been for men and not women. In year 1 there were
no women organisations. In year 2, a few were formed but
women were not allowed mobility to attend the course.
Therefore, instead of formal training events, the organisations
have been given informal sessions on record keeping and
organisation management during their monthly meetings.
During the reporting year, management and leadership
skills training were conducted for the members of the
Community Networks. This course focused on advocacy skills,
resource mobilisation and alliance building, networking and
linkage development for pro-poor policy. This course was
delivered in collaboration with SRSPs training center. Nearly
30 men members attended the course.
Timeline
3. Manager Conferences
During Year 3, six manager conferences were organised in events that were organised to enhance social cohesion among
FR Peshawar and Kurram Agency. 461 community members different tribes and ethnicities in the region. These were
attended the events. broad-based activities that engaged all relevant stakeholders
including the agency administration and religious and
community leaders. Peace tournaments were also organised
No of
No Agency No of events in both the target areas during which young men were
participants
encouraged to participate. It was not only a recreational
1 FR Peshawar 03 193
activity but facilitated peace process among different tribes in
2 Kurram Agency 03 268 the region.
Total 06 461
4.1.4 Gender Analysis
As shown in the graph above, no women communities were
4. Need-based Social Mobilisation Activities organised in the Year 1 of the programme. As stated earlier,
During the reporting period, five need-based social this was a conscious effort and communities were sensitised
mobilisation activities were conducted in FR Peshawar and on the importance of women participation. However, women
Kurram Agency. Approximately 106 members attended these needs were reflected through men community organisations;

ANNUAL REPORT
where possible separate dialogues with women were held, 4.1.5 Description on Achievement at the Outcome
addressing their practical and immediate needs. In Year 2, Level5
the first Women Community Organisation was formed in
Intense social mobilisation efforts, rigorous interaction with
Kurram Agency. The introduction of Women Common Interest
the communities, in-depth understanding of the local context
Groups to enhance women participation in the process proved
and customised approaches have all enabled the formation of
dividends and 28 groups were mobilised and formed in only
Community Networks and Women Community Institutions in
6 months time. This has enabled women to come together
three years of the programme. Formation and strengthening
in areas that were resistant to the formation of women
of 173 community institutions, which represent over 3000
community organisations.
households and reach out to the area that is geographically,
It is expected that acceptance of smaller groups of women
culturally, socio-politically and socio-economically difficult to
in the tribal communities will also enable the programme
access. Not only do they exist but they also function actively
to reach out to more vulnerable groups and engage them
and participate in managing local affairs, mobilising resources
in capacity building initiatives. It is obvious from the data
and planning development process. 79% of the community
presented above that participation of women in activities
institutions interact with the political administration and
under the component (e.g., community training, manager
agency line departments to demand improved social sector
conferences and need-based social mobilisation activities)
services and solution to other problems. Data from the field
has remained negligible. This entailed gathering large
also shows that 79% of the total community institutions hold
groups of women where they would have faced mobility
their monthly meetings regularly while, the remaining also
issues due to violation of purdah. But, this does not mean
hold them but are often inconsistent. Similarly, 67% of them
that the organisations and groups formed function without
have initiated the process of internal lending and saving.
any training. The programme has trained five women CRPs
Each community organisation has its bank account and the
who interact with these groups and organisations and
elected members collect nominal amounts from all members
educate women on their roles as members of the community
of the organisation every month. Since, women have mobility
institution, record keeping and management of institutions.
issues therefore men are responsible for interaction with the
bank. Nonetheless, women keep records of all transactions
and decide how and when to use the savings. Very often, the
community organisations are found to utilise their saving
Kerman Network holds the first combined meeting
to support the very poor in the village, for example Women
of men and women in FATA
Community Organisation Kerman (Kurram Agency) had a
Kerman Network holds its regular meeting where men and saving of Rs. 20,000 last year. When one of their members
women members sit together for the very first time. The
passed away, they utilised part of it for her funeral. Similarly,
biggest achievement of the Network is the establishment of
community based school for girls and inclusion of women Kerman Network used up its saving to support poor families
members in its network. during the month of Ramazan. Interestingly, the men members
sought the permission of women before using their share of
savings for the purpose.
Similarly, 68% of the community institutions have resolved
small disputes in their communities. These range over wide
subjects such as water disputes, land disputes and assaults
and fights.
Even more surprising is the fact that 93 of the 173
community organisations have been able to graduate and
federate into networks. Not only the men but also women
organisations have representation in these networks.
Perhaps, one of the most meaningful achievements of
the programme that may not be quantifiable but contributes
magnanimously towards the programme objectives is the
process of thought and change it has provoked in the area.
Beginning with no women on board, the programme has
5. Annexure: Achievement at the Outcome Level represents data collected output,
immediate and intermediate level outcomes.
Network meeting at village Kerman, Kurram Agency

First dialogue for formation of WCO
Qubadshah Khel in village Zeran
Tehsil Upper Kurrram
Kurrram Agency
been able to promote women participation both in the field

and at the office in three years. Local community resource
persons are being facilitated with capacity building initiatives
and encouraged through employment opportunities. In one
of the recent visits to the area by SRSP head office, it was
very encouraging to see communities prioritising women
education and demanding establishment of schools despite
the fact that their needs for clean drinking water and access
to economic opportunities are overwhelming. Undeniably, this
change of thought and action is a tremendous achievement
for the programme in an environment characterised by strict
cultural practices, chaos and security crisis, religious divides
and communal rifts.
Results Chain under Component 1
Ultimate Outcome
Selected communities in Kurram Agency and FR Peshawar have an improved, sustainable economic foundation and demonstrate
increased utilisation and reliance on education and health services provided by the state
Activities Outputs Immediate Intermediate

Outcomes Outcomes
Establishment 173 community
Increased Improved
of organised organised
awareness among community-
Inputs forums through including men
community based planning
formation of M/ and women
organisations and for economic
Technical WCO, Networks community
their leaders of and social
Financial and WCIGs organisations;
the skills needed development in
Activists Basic community
to manage local partnership with
Training networks and
affairs in a diligent local government
Leadership women common
and transparent authorities
Management interest groups
manner and
Skills Training include the
Exposure Visits perspectives of
Manager the poorest and
Conferences most vulnerable
Needs- households
based Social
Mobilisation
Activities

ANNUAL REPORT
Community-based organisations formed under Programme

Component 1 leveraged activities under the Programme
Component 2. The following steps were undertaken to meet
Component 2 local needs under Component 2;

In one of the initial meetings, community needs were
assessed and prioritised. This was followed by social
and technical feasibilities of the sites and prioritised
Improving/ schemes. SRSP provided technical support and inputs of

communities were integral to the process.
Rehabilitating Rural Feasibility digests were prepared in the field. These were
scrutinised at the PSU and the head office level.
Infrastructure On approval, Third Dialogues were held with the

community-based organisations. During this, a Terms
of Partnership was signed with the organisations. This
defines the roles and responsibilities of communities
Programme Component 2: Development of community planned and maintained
infrastructure, such as irrigation channels, roads, water pumps etc. and the project while doing an infrastructure scheme.
Output: 75 community physical infrastructure schemes established in FR Peshawar
and Kurram Agency
This also entails the formation of the Project Committees.
Outcomes: 1,702 households or over 15,000 population benefit from these schemes. There are 3 types of committees including the Project
Management Committee, Audit Committee and Operation
4.2.1 Process and Maintenance Committee. Each has 3-4 members and
One of the major components of the programme is the function as sub-committees of the community-based
improvement and rehabilitation of rural infrastructure. These organisations. The objective is to transfer knowledge and
projects were identified by the communities and designed skills to communities through engagement in each step
and implemented with technical and financial inputs of SRSP. of scheme implementation.
As these are community-led schemes, there is considerable The community organisation initiated work on the
community contribution in the process. The main contribution scheme with support from SRSP. As part of the process,
comes in the form of leadership, collective action to deliver payments on the projects are made in installments
material to project sites, community meetings and dialogues as each part of work completes. This is basically an
and community monitoring. Local capacities are also advance payment enabling communities to initiate
enhanced for implementing projects. On completion, the work. The release of the second installment is subject to
ownership of the schemes is transferred to communities and transparent utilisation of the first one. The last is released
they are facilitated in establishing operation and maintenance after the head office engineers make final monitoring
mechanisms for long-term sustainability of the projects. visits to the sites. The number and size of installments
These have been mostly small-scale infrastructure depends on the total amount of the scheme. Very often,
schemes that are maintained by the communities in the the minimum number of installments is three.
long-run. They have addressed important local needs and On completion of schemes, SRSP provided support to
enabled access to improved services, clean drinking water communities to establish mechanisms for Operation
and better communication for communities. For instance, they and Maintenance of the schemes. The community-based
have enhanced the access of geographically marginalised organisation often collects small amounts of funds from
population to markets through building of link roads. They the beneficiary households and pools them for the
have enabled access of communities to clean drinking water operation and maintenance of the schemes.
who were otherwise dependent on water sources often far
off from the villages. Their women had to fetch it from long
distances. This has reduced work load of women and has also
improved health by reducing risks of water borne diseases.
They have also helped communities bring water for irrigation
to improve productivity on agriculture land and build assets.
These projects also boost local economies as they create
employment opportunities and resources are arranged locally.

By the end of Year 3, all 75 community physical infrastructure
schemes were established in FR Peshawar and Kurram Agency.
The progress is as below;
Project CO
Number of Beneficiary Total
# Regions Contribution Contribution
Schemes Households Cost (PKR)
(PKR) (PKR)
1 FR Peshawar 37 495 30,867,000 27,780,830 3,086,170
2 Kurram Agency 38 1207 36,792,500 32,135,100 4,657,400
Total 75 1,702 67,659,500 59,915,930 7,743,570

Comparison of Scheme Types
While identifying infrastructure schemes, local needs were
given priority. The exercise of need identification was carried
out with men community organisations. It was important
to reflect women needs so that their issues could also be
addressed. This was not possible without the formation of
women community organisations. Since, this was not possible
in the initial year therefore, the programme interacted with
them through men communities. Also, this was done through
holding intermittent and spontaneous dialogues with women
where men allowed interaction with them. It was important
to understand their issues because it is usually women who
are responsible for collection of water form far off areas. The
programme wanted to address their practical needs. This is
why a closer look at the data tells us that nearly 44% of the
75 schemes established have been Drinking Water Supply
Schemes.
It is also noteworthy that in Kurram Agency three Drinking
Water Supply Schemes were established upon the request
of Women Community Organisations. In one of the recent
just open the tap and let water flow for a few minutes because
visit to the area by SRSP head office, one of the women
this made me happy to see plenty of clean water easily
community member said, Our blessings and prayers are for
available at my home. Water, a true blessing!
FLADP because it helped resolve our problem. Every morning,
women in my village would gather to walk to the spring which 4.2.4 Description on Achievement at the Outcome Level6
is two hours walk from here. (She pointed towards a hill). The
Seventy five community-managed schemes benefit 1,702
water was always dirty after heavy rain falls; women would sit
households in FR Peshawar and Kurram Agency. This is one
on banks and try to collect water by filtering out the soil with
of the components of the programme that has quick results
their hands. By the time we returned home our children would
and enables the organisation to immediately respond to the
be crying for us. This did not happen once. It was our routine.
practical needs of communities. It not only makes access
And, now we are so grateful to FLADP that every morning
to improved infrastructure easier but also boosts local
when I wake up I feel so contended that I do not have to walk
economies. These schemes were established with technical
to the spring and carry heavy loads on my head. I know, I can
oversleep now and spend time with my children. Each house
has a water tap with running water. In the beginning, I would immediate and intermediate level outcomes.

ANNUAL REPORT
Cheque disbursement for Drinking water Completion of drinking water supply

supply scheme in Khawar Colony scheme in Khawar Colony
Kurram Agency Kurram Agency
inputs from the programme but identification, prioritisation

and planning were participatory and led by communities.
These schemes are managed and maintained by community
organisations. 80% of the organisations keep small amounts
of their savings reserved for the maintenance of the schemes.
15% have agreed to arrange for support from within their
communities when need arises and only 5% have yet to
establish responsive mechanisms.
Ultimate Outcome
increased utilisation, reliance on education and health services provided by the state

Outcomes Outcomes
Establishing 75 infrastructure
Greater collective Improved
community managed schemes
consensus of community-
Inputs infrastructure established
community based planning
schemes through; including DWSS,
infrastructure for economic
Technical Collective Irrigation,
needs that will and social
Financial identification of Protection Works
increase economic development in
projects and sites and Link Roads
productivity and partnership with
Planning and social well-being local government
Implementation authorities
Maintenance and
Sustainability

Natural resource management training in FR Peshawar
Component 3
Improving/Restoring
Livelihoods
Programme Component 3: Training and deployment of agricultural extension work-

ers, livestock veterinarian services and enterprise development training.
Output: Diverse and demand-driven training programme in place for enhancing local
capacities
Outcomes: 1,739 men and women acquire employable and entrepreneurial skills in
the past three years of the programme.
4.3.1 Process
Under this component, the programme has made efforts to
boost local economies and it has enhanced the access of poor
and marginalised access to economic opportunities. This has
been through two models;
a) Fee-for-Service Model for Natural Resource

Management-based Enterprises: The government
extension agencies (livestock and agriculture agencies)
are very weak in the area and unable to reach most
farmers. Therefore, the programme has supported natural
resource management practices in the area. This has been Dairy farming and milk processing training
done through building capacities of local communities in
prevention of losses, enhancing productivity and promoting
The process for implementing this component is:
marketing techniques. The trained community extension
Conducting Needs Assessment in the field to identify
workers are a resource for communities that provide technical
community needs
support to farmers, especially low-income farmers with
small land holdings. The communities may pay the trained Identification of Community Resource Persons/Potential
Community Resource Persons (CRPs) for their technical Entrepreneurs through community based organisations
support and services. Preparation/Review of Training Manuals and delivery of
training events where special steps are taken to ensure
the maximum participation of women
b) Small-scale Enterprises: The poor and marginalised, Post-Training follow-up and provision of technical
particularly women, are being facilitated with the support to the trained cadre
establishment of small-scale businesses. This is done
Establishment of Community-Based Mechanisms.
through provision of financial and technical support to set-up
This is especially important in cases where extension
businesses. Special emphasis was placed on identification
workers are trained. With the cooperation of community-
of activities that are traditional to the area, are culturally
based organisations, the communities decide on small
acceptable to the communities and have market demand.
remunerations that may be paid to the workers in return
for their technical services.

ANNUAL REPORT
Livestock management training in Kurram

The following Table 03 provides achievement against
activities under this component of the programme.
By the end of year 3, 1,739 men and women have been
trained in various livelihood training. The identification of
the trainees was done in collaboration with the community
organisation on the basis of pre-defined criteria. Preference
was given to poor and marginalised with no or little
knowledge and skills.
Table 06: Progress
Progress During Year 3

Cumulative Progress
# Activities Units Kurram Agency FR Peshawar
(Year 1-3)
Men Women Total Men Women Total
1 Livestock Extension Worker Trainees 13 0 13 40 0 40 124
Training
2 Agriculture Extension Worker Trainees 51 0 51 20 0 20 148

Training
3 Livestock Management Training Trainees 20 0 20 0 20 20 160
4 Improved dairy farming, milk Trainees 28 0 28 0 20 20 171

processing and marketing
5 Artificial Insemination Animals 0 0 0 20 0 20 30
6 Research & Demonstration in Plots 6 0 6 61 0 61 172

Agriculture & Livestock
7 Exposure Visits Visits 5 0 5 2 0 2 10
8 NRM-Based Enterprise Training Trainees 119 0 119 100 80 180 907
9 Vaccination & De-Worming Events 12 campaigns 12 10 campaigns 10 42

Techniques benefitted cattle benefitted cattle
10 Micro-Enterprise Training Trainees 9 0 9 20 10 30 160
11 Tot of Community Resource Trainees 0 5 5 4 0 4 9

persons
12 Micro-Enterprise establishment Enterprises 04 10

Note: The highlighted activities were not part of the work plan in the year 3. They will be conducted in the last year of the programme.
Year 1 Year 2 Year 3 Cumulative

252 men & women 878 men & women 609 men & women 1,739 men & women
212 men 467 men 434 men 1,113 men

40 women 411 women 175 women 626 women
Livelihood Training

During Year three, 38 training events were organised in FR Peshawar and Kurram
Agency and 609 men and women were trained as extension workers, in livestock
management and enterprise development. Agency wise details are given below;
Kurram Agency
No. of No. of Men No. of Women Total No. of
# Activity
Events Participants Participants Participants
1 Livestock Extension 01 13 0 13
Workers (LEW)
2 Livestock Management 01 20 0 20
Training
3 Agriculture Extension 03 51 0 51
Workers (AEW)
4 Dairy Farming and Milk 02 28 0 28

Processing
5 ToT for CRP 01 0 05 05
6 Employable Skills 01 09 0 09
Training
7 NRM-Based Training 06 119 0 119
Total 15 240 05 245
FR Peshawar
No. of No. of Men No. of Women Total No. of
# Activity
Events Participants Participants Participants
1 Livestock Extension 02 40 0 40
Workers (LEW)
2 Livestock Management 01 0 20 20
Training
3 Agriculture Extension 02 20 0 20
Workers (AEW)
4 NRM-Based Enterprise 12 100 80 180

Training
5 Dairy Farming and Milk 02 0 20 20

Processing
6 Skill development 03 20 10 30
Training
7 ToT for CRP 01 04 0 04
Total 23 184 130 314

ANNUAL REPORT
Following points need emphasis: small interest groups; train them on skills and enterprise
The NRM-based training including the extension workers development and also provide them with resources to kick
training, dairy farming and livestock management training off their businesses. These will be home-based small-scale
were done in collaboration with the government line businesses but particularly identified through the involvement
agencies. This included the livestock department and of communities.
the local agriculture research station. These were short One significant factor that has contributed towards
courses that taught trainees the curative and preventive increasing women participation has been through engaging
measures against animal diseases and modern and local community activists and training them as master trainers,
improved techniques for better and increased yields. Community Resource Persons- mostly young and fairly
FR Peshawar also held artificial insemination events educated women. They were identified through community
during which 20 animals were inseminated. organisations, trained in Peshawar (they were accompanied

Exposure visit of community activists in Kurram Agency
A comparative analysis of activities under component 4

shows that more men (64%) than women (36%) were trained
in livelihood-based training. Initially, this was because of the
limited access and opportunity the programme had to interact
with women. Secondly, the programme mostly talked about
enhancing on-farm skills of communities. It was possible to
engage men in activities for fee-for-service model such as
AEW and LEW. This requires mobility and therefore, it was not
possible to train women who may not be able to cascade their
learning and assist their communities with the provision of
services. Slowly, when the programme began to expand and
interact with women, it became possible to engage more of
them in training that were especially designed to enhance
their skills in trades and enterprises that were culturally
acceptable and of particular interest to women. These
included livestock management because it is mostly women NRM based training on tomato preservation training in FR
who are responsible for taking care of animals that rural Peshawar
households rear at home; skills for self-employed women
usually in stitching and embroidery work and NRM-based
enterprises.
In order to further expand the scope of work for women
economic empowerment, the programme will work with immediate and intermediate level outcomes.

Community based school established by SRSP in Kurram Agency
by their men) and deployed in field in pairs to cascade

training on enterprise development. These CRPs interact with
communities, make small women groups and based on their
willingness engage them in capacity building initiatives.
4.3.4 Description on Achievement at the Outcome Level7

The programme has yet to undertake a study that can provide
statistical and qualitative information on the income increase
of the beneficiaries of this component. However, our field
experience shows that the extension workers deliver technical
services in the communities and use of uncultivated land
has increased. The programme is keeping track record of the
beneficiaries to assess the change in the income levels and
productivity at the end of its duration.
Ultimate Outcome

Outcomes Outcomes
Improved training 1,739 men and
Increased Increased
on dairy farming, women trained in
awareness opportunities for
Inputs milk processing and livelihood skills
of viable and men and women
marketing
marketable through enterprise
Technical Research and alternative and/ development and
Financial Demonstration plots or supplementary improvements in
NRM-based training income sources the agriculture
Vaccination and De- (specifically, sector
worming techniques micro-enterprises
Skills development and agriculture),
training particularly
women

ANNUAL REPORT
technical and some initial financial support from SRSP. Thus,

71 community based schools were established in eight
districts of KP. These are still functioning and continue to
Component 4 be a rewarding effort for the communities. The same model

has been replicated for FATA, where objectives pertaining
to improved literacy level are similar to the rest of the
nation. That is, increase accessibility of local communities to
Improving Delivery education and encourage parents to send their daughters to

schools.
and Access to Social

The model offers maximum entry points for community
involvement in school management. The communities form a
Sector Services
representative body called the Village Education Committee
(VEC). The committee provides space for running the school;
identifies a local teacher, preferably a woman teacher; and is
responsible for its maintenance and operation. The members
on the committee include those who are respected for their
knowledge and position and are considered trustworthy
Programme Component 4: Establishment of community-based schools and health
centers along with teacher and health workers training. among their communities. Their presence on the school
Output: 18 community-based schools established in FR Peshawar and Kurram Agency
Outcomes: Over 1,400 girls and boys gain access to education at their doorstep
management committee is an encouragement for parents who
are motivated to send their children to the schools.
It has been SRSPs experience that the model enjoys
4.4.1 Process maximum local support and acceptability because of its
FLADP is spearheading efforts to enhance the access of local modus operandi. The school functions within the vicinity
communities (particularly women and poor) to education and of the village-in a room or two provided by a respectable
health services. It is doing this through two types of activities: member of the community. Hence, the apprehensions and
Raising Awareness among Communities and Increasing the unease parents feel while sending their children to schools at
Access of Local Communities to Improved Education and greater distances are overcome.
Health Services. The presence of the local teacher increases the likelihood
of increased information sharing and runs low risks of
a) Enhancing Access to Education through Establishing remaining closed due to repeated teacher absenteeism. A
Community based Schools local teacher is well-known in the community and has the
SRSPs Community based School Model is an indigenous, benefit of being respected for his/her opinion. Very often,
cost-effective and quick turn-around solution developed and mothers will interact with the women teachers to better
strengthened to deliver education in areas where there are no understand their childrens performance in the school.
public and/or private schools. This model originated in 1997 Parents remain knowledgeable of what is being taught to their
when organised communities in district Mansehra and Kohat children.
demanded support for their childrens access to education. On maturing the community schools are endowed with
It was found that inaccessibility to education was mainly small grants that cater for teachers salaries. The schools are
because of two reasons - either there were no public and/ also registered with the local education department. This
or private schools in the area or if there were any, parents enables the admission of a community school student in
would not allow their children especially girls to attend government school for pursuing further education.
schools due to old traditions. SRSP initiated dialogues with The community schools follow the government syllabus.
the respective education departments to address issues of The teachers are provided on-the-job training to improve
accessibility. But, the government did not have the resources the mode of instruction in the class room and enable them
to set-up additional girls schools in the areas under question. to adapt active learning techniques. The village education
In the face of the increasing demand from the communities, committee members are also trained on their roles and
SRSP thought of alternative ways to respond to the issue. responsibilities.
Through dialogues with the communities, emerged the
idea of establishing a community based school - a school
which is managed and maintained by the communities after

b) Enhancing Access to Health Services
The programme has so far provided communities access to health
services through arranging medical camps and training on various
subjects in collaboration with the health department. This was also
one of the entry points that made possible to include women and
address their concerns. It is difficult to locate reliable and good health
services near the villages. Unless, there is a serious case people will
not think of seeking medical advice because of the high travel costs.
Private practitioners are also available but have high consultancy
charges that the rural poor households cannot pay. Hence, people rely
on traditional treatment and health workers. These are very often not
properly trained and also under equipped.
Even though, communities may realise this fact but they have
little choice especially when it comes to women health. They prefer
that women receive medical aid on their door step and do not have
to travel long distances. One, because it will require resources which
are difficult to generate and two, because they do not want to violate Free medical camp in FR Peshawar
purdah. Hence, community organisations demanded improved
health services for women within their villages. The programme held
medical camps by mobilising support from the health department.
Women were given medical aid and advice especially on reproductive,
maternal and child health care issues.
The programme has also trained communities in preventive
measures against diseases such as tuberculosis and malaria.

By the end of year 3, the progress of the programme is as below;
Year 3 Cumulative
# Activity Units Kurram FR Progress (Year
Agency Peshawar 1-3)
1 Promoting education through Events 8 0 18

establishing community based
schools
2 Teachers trainings Events 1 0 4
3 Ensuring and supporting quality Trainees 73 0 73

education through Village Education
Committee Training (VEC)
4 Intervention related to Health Sector Events 11 4 31
5 Interventions related to Education Events 4 1 6

Sector
6 Exposure visits Visits 1 0 2

ANNUAL REPORT
a) Community Based Schools
Year 1 Year 2 Year 3 Cumulative

1 CBS 9 CBS 8 CBS 18 CBS with 1,474
students
1 CBS in KA with 04 CBS in FR with 08 CBS in KA with 4 CBS in FR Pesh

46 students 233 students 894 Students with 233 students
05 CBS in 14 CBS in KA with
KA with 301 1,241 students
students
schools. These were out-of-school children mostly from

poor households in areas where there are no government or
b) Teachers Training private schools. When the programme started, establishment
There are 32 teachers in the CBS that have been selected of community-based schools was considered to be one of
through a formal recruitment process. 20 of them have the most difficult tasks because before schools could be
received training on Active Learning Methodologies while established it was important to create the demand for it -
the remaining will be trained in the upcoming work plan. inform, educate and sensitise communities on the importance
of education for all, especially girls. This was done through
awareness raising interventions that still continue to be part
c) Village Education Committees
of the process. After three years, it has been able to establish
18 Village Education Committees (VEC) have been formed
18 community-based schools, enrolling girls in areas where
with 108 members. Formal representation of women on
generations have never been to school.
these committees has yet to mature now. But, dialogues
32 local and educated individuals have not only been given
are held with women, especially mothers to ensure they
skills but an employment opportunity within their villages.
are aware of the process.
The involvement of local communities in school
management and employment of local teachers has had a
d) Interventions Related to Education and Health
multiplier effect on increasing the enrolment in the schools.
Sector
Beginning with merely 20-25 students, each school has nearly
05 events on education and 15 on health were organised
doubled the numbers. Not only do communities provide
during the year in both areas. These were basically related
space for schools free-of-cost but also add small amounts
to awareness raising and providing health services to poor
of honorarium to teachers salaries out of the community
and rural communities.
organization savings.
The most significant change under this component has
e) One-time Grants
been the fact that communities now feel responsible for
Community-based schools that were established in
educating their daughters. In one of the recent meetings with
previous years of the programme were awarded OTG after
men community organisation in Kurram Agency, one of the
thorough assessments were conducted with them. The
members said,
amount of OTG is PKR 800,000 that has been kept in bank
We want water and better infrastructure. But, whenever I
account where the community and the field team are joint
am in Peshawar for work, the feeling that my community lags
signatories. Proper check and balance mechanisms have
behind the rest of the country haunts me. There is only one
been established that ensure the income on the OTG is
reason I see that has kept us apart and that is we have remained
consumed for supporting schools only.
adamant in not valuing the change education can bring in
ones life. I now want FLADP, to come and rescue us and give us
4.4.3 Description on Achievement at the Outcome
schools for sending our daughters and giving them what our
Level8
parents could not give us.
In terms of numbers, the programme has been able
to facilitate the access of over 1,400 girls and boys to
immediate and intermediate level outcomes.

Ultimate Outcome

Outcomes Outcomes
Establish community 18 community
Increased Improved
schools schools established
awareness of governance
Inputs Needs-based 8,000 men, women available health system at local
interventions for children benefitted and educational level allowing for
Technical increasing access from medical camp opportunities at increased access
Financial to and quality of the community to social services
education services level, including (particularly
Needs-based offerings from among women,
interventions for local government poor and
increasing access to authorities vulnerable) in
and quality of health partnership with
services more transparent,
accountable
and effective
government line
agencies
Free medical camp in Kurram Agency Disaster management training in FR Peshawar

ANNUAL REPORT
Coordination meeting in Kurram Agency
Component 5
Policy Advocacy and SRSP believes that if FATA is to be facilitated with the
social and economic transition, the need for reforming
Linkages the governance process cannot be overlooked. This will

only be doable if the community-service provider nexus is
strengthened through building up effective coordination
among them and influencing pro-poor policies. One
Coordination meeting in Kurram and two coordination
RSPs have long history of working with the government
meetings in FR Peshawar between local communities and
because they believe that it is large and powerful with access
government line department were held during the reporting
to almost every corner of society and can mobilise vast
period. Coordination and linkages with these organisations
resources. Hence, it is an important stakeholder in this project.
have also helped to link the community organisation with
Moreover, the government has also acknowledged the role
community members. Following stakeholders participated in
SRSP can play as a civil society institution in building resilient
the meetings.
communities and targeting poverty in the area. This is why the
Political Administration
rural support programme approach was considered essential
Department of Research and Agriculture Extension
while rolling out the FATA Sustainable Development Plan. This
led to support for SRSP with an endowment of Rs. 200 million Peoples Primary Health Care Initiative (PPHI)
to extend its programme to Kurram Agency and FR Peshawar. Agency Surgeon (Health Department)
The current project, therefore, falls within this framework. Agency Education Officer (Education Department)
At the agency as well as at the secretariat level, close
coordination is maintained with the government through Disaster Management Training
coordinating bodies. Their prime task is to ensure that
SRSP is quite keen to reduce the vulnerability of the
resources are directed toward the deserving and avoid
communities to different disasters, improve their disaster
duplication of efforts.
preparedness, response capabilities and recovery mechanism
Second and foremost is the uphill task of influencing
in the current conflict situations in the FATA. The idea
and ensuring pro-poor policies. This is done through
has been materialised through a series of trainings to
exposing government to various interventions carried out
the community volunteers and activist in the disaster
under the project. The political administration and the
management techniques. The training is also aimed at to
elected representatives are part of the advocacy process
establish a forum at local level to take part in rescue activities
of the programme. SRSP considers itself as a catalyst in
during disaster, mitigation response and recovery phases
strengthening the weak link between the government and the
of the disaster. In this regard, a slot of 165 individuals was
communities. Common examples are as below;
trained in disaster management. For ensuring the quality
Highlighting the importance of enabling Collective Action
and efficacy of training, event was coordinated with the
for ensuring improvement and rehabilitation of small-
FATA Disaster Management Authority and Civil Defence
scale community-built and managed infrastructures.
Department. These training events were carried out at
Likewise, participation and involvement of the Kurram and FR Peshawar benefitting 90 and 75 individuals
government departments (agriculture and livestock) is respectively. Training contents were focused on disaster
yet another platform which bolsters the institutional and preparedness, rescue and response techniques.
human capacities of service providers.
Participation in community meetings (Manager
Conferences) builds synergies among communities. The
aim is to transform the planning and decision-making
process, accommodating the needs of the people.

Chapter 5
Contribution of the Programme to FATA SDP
The following is an attempt to draw out the relationship between programme objectives and that of the FATA
SDP. It also provides an overview of the contribution, the programme is making towards the government
policy on FATA.
# Overarching Issues FATA SD Strategy Programmes Contribution
1 Governance The existing system Calls for reform of The component of the programme on Policy Advocacy
of governance is weak the system through and Linkages provides the space and opportunity for
and seen as one of the making decision making building the citizen-state relationship. Also, manager
root causes of under- transparent, accountable, conferences and NRM-based training provide the
development in the area. responsive and inclusive platform where the administration and communities can
There is lack of pro-poor for concerns and needs of interact and understand each others perspectives.
policies and absence of the people. In the past, the weakening of the once very active
participatory, right-based Maliki System is also paving way for direct coordination
approach to cater to the between the local administration and the communities.
development of the area.
2 Society and Culture The conservative nature of Emphasizes on raising The Twin-Track Strategy of the programme has slowly but
tribal society, with strong awareness of communities; incrementally and organically initiated the process of
resistance to change in Encourages access to women developments.
some quarters, hinders information and Stresses Community training include sessions on rights of all to a
social and economic on creating opportunities decent living
development. There is no for women to participate in Targeted programme packages have increasingly
room or opportunity for the development process supported the inclusion of women in the process
women to contribute to the taking into account the Formation of 173 community institutions- including 36
development process. religious, social and women groups- representing over 3,000 households in
cultural norms. the most difficult places to access
3 Economy and Few indigenous options Create a conducive Empowering poor and marginalised to overcome poverty
Development exist for entrepreneurial environment for economic through the use of marketable skills
activity. Employment development; Facilitate Focused capacity and confidence building measures that
and income-generation skill development and empower poor especially women and encourages their
opportunities are severely ensure the availability participation in planning and decision-making processes
limited. of financial services for Support for the trained cadre to set-up small businesses
enterprise. Encouraging community organisations to establish the
culture of internal saving and lending
Introduction of improved and modern agricultural
practices through training for communities as extension
workers and establishing research and demo plots
Training of over 1,700 poor and marginalised men and
women in on and off-farm activities

ANNUAL REPORT
# Overarching Issues FATA SD Strategy Programmes Contribution
4 Services and Utilities Quality of service Develop the capacity of The programme focuses on improving social sector
delivery in basic social local people to enable services through increasing access of marginalized
sectors is inadequate. them to provide in communities to services and through enhancing the
Coverage of social and technical capacity of the sectors.
infrastructure sectors. Small-scale community-built and managed
facilities, services and Develop the capacity infrastructure schemes have been established to
utilities is patchy. of local people to improve the infrastructure facilities.
Past development enable them to provide Local skilled and unskilled labour was involved in
initiatives have focused services in social and the process that facilitated transfer skills to the
on infrastructure technical sectors. communities.
rather than on the Rationalize the balance Formation and strengthening of broad-based inclusive
human resources between infrastructure community organizations for participatory development
necessary to make development and and social cohesion
facilities functional. human resource Federation of smaller community organizations into
There is a scarcity of development. larger representative networks for policy advocacy and
professional and skilled Strengthen linkage development
labour. participation through Managerial and leadership skills training for
social organization communities enabling them to lead the process of
and the involvement development
of local beneficiaries Use of bottom-up planning to determine priorities and
as user and interest then reflect community needs in the programme design
groups. and implementation
Community-led development programme
68% of the community institutions involved in
conflict resolution; 54% CI developing linkages with
administrative and line departments for claiming
resources and services
5 Environment Environmental Develop a regulatory Environmental Protection is a cross-cutting theme of the

degradation is framework for programme. The environmental impact of development
occurring with environmental initiative is undertaken prior to its implementation
deforestation, management. as well as communities are being educated on
intermittent and Ensure that environmental protection.
ground water development activities
depletion. are environment-
There is no regulatory friendly.
framework for
environmental
management.

Chapter 6
Challenges and Recommendations
Critical
# Challenges Approaches for Mitigation
level
1 Security issues in the H The programme has;
region Maintained strong coordination on security issues with the Agency/FR
Administration and Government Line Agencies so as to plan work vigilantly
Flexible strategy that involves placing field offices in areas where field
operations can be performed in an uninterrupted manner.
Travelling hours restricted to day light for instance, returning before sunset
Maintaining a low profile in target areas, encouraging use of local brand and
the nondescript vehicles for field operations
Ensured health and medical insurance of the project staff at initial level
2 Programme acceptance L SRSP follows socio-cultural norms and invests in developing community-based
at field level organisations and CRP which/who can operate in field in peace or troubled times.
It has been tried that the progress and performance on programme components
is not compromised; local staff and activists are leading the programme in the
field
Modifying the programme packages as per local context to enhance the

acceptability
3 Programme acceptance L The programme has maintained people-centered approach during the
by Government implementation of activities. The interaction with the government has been
Line agencies: robust for influencing pro-poor policies and development initiatives.
Institutionalising
linkages of
communities/govt. line
agencies to improve
the service delivery and
receiving mechanism
was considered to be
challenging, initially
4 Women Participation in L Extensive field dialogues and consultations with both men and women
programme activities community members
Initial level activities were cautiously implemented so as to develop rapport
with community members in target areas
Women participation was encouraged as per the local context, situations and
conditions
Programme packages were modified to cater to needs of women members
5 Capacity to sustain M The project is;

the programme Investing in community-based institutions and their development is one of
after completion by the key factors in sustainability.
communities Encouraging extensive capacity building efforts (technical and managerial)
Pooling resources at all levels and development of financial capital
Developing linkages with relevant agencies, donors and CSOs.

Sarhad Rural Support Programme (SRSP)
House No. 129, Street No. 8
Defence Officers Colony, Khyber Road, Peshawar
Tel: +92-91-5285389, 5254540 Fax: +92-91-5276734
www.srsp.org.pk

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ANNUAL REPORT

Mainstreaming Development in FATA

SRSPs FATA Local Area Development Programme (FLADP)

PRODUCED BY Sarhad Rural Support Programme

2 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

ANNUAL REPORT (2011-2012)

SRSPs . FATA Integrated Area Development Programme 3

AEW Agriculture Extension Worker

Chapter 1: Federally Administered Tribal Areas 06

SRSPs . FATA Integrated Area Development Programme 5

7 South Waziristan A 6,620 429,841

8 FR Bannu 745 19,593 1.2 History of FATA

6 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

into an agreement with the

6 Orakzai Agency 225,441 112,766 112,675 100

SRSPs FATA Local Area Development Programme (FLADP) 7

1.3 Administration Set-up in FATA and a number of directors. Project implementation

8 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

4. At the Tribal Level 1.5 Economy and Livelihoods

SRSPs FATA Local Area Development Programme (FLADP) 9

10 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

Third dialogue in village Alam Kas, Tehsil Upper Kurram

SRSPs FATA Local Area Development Programme (FLADP) 11

12 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

Table 04: Project Components

Community Formation of Up to 100 Poor and vulnerable Collective Action

Improving/ Capacity Building Training of 100 Livelihoods Increased

Improving/ Development 100 community- Community Improved economic

Policy Advocacy and Strengthening Meetings and Linkages and Improved

Improving Delivery Establishment of Training of teachers Access to improved Improved

SRSPs FATA Local Area Development Programme (FLADP) 13

14 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

2. Understanding FATA tangible programme packages

SRSPs FATA Local Area Development Programme (FLADP) 15

16 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

To summarise the following factors have led to our success

During the course of time, SRSP started work in the Kurram

Maria has high goals and the programme is committed to sup-

SRSPs FATA Local Area Development Programme (FLADP) 17

of services in the area. The entire purpose of community

Community institutions enhance social cohesion among the

Institutions and for implementing project interventions to ensure equitable

Networking active participation and ownership of local stakeholders,

4.1.2 Customised Approach to Community Organi-

18 Copyrights 2013 Sarhad Rural Support Programme (SRSP)

First dialogue with Men Community Organisation

b) Women Common Interest Groups replace Women

4.1.3 Capacity Building Initiatives for the

SRSPs FATA Local Area Development Programme (FLADP) 19

Other than these traditional capacity building initiatives,

4.1.4 Progress by the End of Year 3

Table 05: Progress

Progress During Year 3

2 Establishment of Networks Network - - 02 1 0 1 04

3 Establishment of WCIG WCIG 0 28 28 0 0 0 28

4 Capacity building support for Events 0 0 0 0 0 0 0

5 Activists basic training Members 0 0 0 0 0 0 211

6 Leadership management Skills Members 33 0 33 0 0 0 105

7 Capacity building of networks in Events - - 02 01 0 01 03

8 Capacity building support for

9 Capacity building of networks

10 Manager conferences Events 03 0 03 03 0 03 16

11 Exposure visits Visits 02 0 02 01 0 01 08

12 Needs-based Social Mobilisation Events 04 0 04 01 0 01 10