Norwegian Church Aid Pakistan Strategy 2016-2020 Updated 23 September 2015 1 Norwegian Church Aid Pakistan Strategy 2016-2020
Table of contents List of abbreviations... 3 Executive summary... 4 1. Context analysis... 5 2. Lessons learned... 11 3. Geographic focus... 12 4. Theory of Change for NCA Pakistan... 13 5. Strengthening civil society... 15 6. s... 17 6.1. Global : Gender-based Violence... 17 6.2. Global : Peacebuilding... 20 6.3. Global : Water, Sanitation and Hygiene (WASH)... 23 7. Emergency preparedness and response... 26 8. Finance and funding... 28 9. Monitoring and evaluation... 29 10. Organisational prerequisites... 30 11. Risk management... 31 Annex 1: Map... 33 Annex 2: Partner information... 34 Annex 3: Cross-cutting issues and strengthening civil society... 44 Annex 4: results frameworks... 45 Annex 5: Funding strategy and targets... 47 Annex 6: Planned evaluations... 50 Annex 7: Risk analysis and management... 51 2 Norwegian Church Aid Pakistan Strategy 2016-2020
List of abbreviations ACT AF AHO AKRSP BB COP Oslo COP COS CRDO CSC DOL DOP DOR FF FOM GTF IAF IRC JI JM KK MORA MRDO NCSW NUST ORE PADO PCSW PDF PEAD PEF PSS PVDP RDF REAT SAMI SAPPK SUNGI TF UOG UOP WCR Action of churches together Aurat Foundation Active health organization Agha Khan Rural Support Program Bam Baile Community of Practice, NCA OSLO Church of Pakistan Church of Sweden Community Research and development organization Christen Study Center Diocese of Lahore Diocese of Peshawar Diocese of Riawand Faith Friends Friends of mind Global Task Force Ilm-o-aman foundation Interactive Resource Center Jamat-e-Islami Jamait-ul-Muballeghen Khwendo Kor Ministry of Religious Affairs Marvi Rural Development Organization National Commission on the status of women National University of Science and Technology Organization of Research and Education Peace and development organization Provincial commission on the status of women Peace and development foundation Peace and development foundation Peace and education foundation Psycho-social support Pakistan Village development program Research and development foundation Reat Network Sami Foundation South Asian Partnership, Pakistan Sungi Development Foundation Tear Fund University of Gujrat University of Peshawar World Council of Religions 3 Norwegian Church Aid Pakistan Strategy 2016-2020
Executive summary Guided by the vision, A just and peaceful Pakistan where all citizens enjoy equal rights, NCA will scale up the ongoing work to strengthen civil society in Pakistan. NCA will concentrate on fewer geographical areas, continue to foster trust and partnership between faith-based organisations and other civil society organisations, and create more opportunities for youth, women, and religious minorities to be active citizens who can safely and effectively participate in their own empowerment and development. NCA Pakistan will strengthen our position as leading, reliable and preferred humanitarian actor for specialized in emergency preparedness and delivery of Water, Sanitation and Hygiene services in humanitarian crises, with a recognized strength in protection against all forms of gender-based violence in emergencies. NCA will form strategic partnerships with UN agencies, develop closer relations with government disaster management authorities, and actively seek and maintain central roles in the humanitarian WASH cluster system. The context analysis for Pakistan shows alarming discrepancies between the lives of rich and poor, rural and urban, literate and illiterate, women and men, girls and boys. More than 60 per cent of the population live on less than 2 USD per day, and there is an appalling lack of access to safe water and sanitation services. A staggering 16 million people do not have access to safe water, and 40 million practice open defecation. Information about life-saving hygiene practices is limited, especially in rural areas, violating fundamental rights to dignity, health, and economic development, while undermining communities ability to survive and recover from natural disasters. Compared to men and boys, women and girls are severely disadvantaged with regard to opportunity, participation and protection. In 2014, the global Gender Gap Index which measures national gender gaps on access to education, health care, political and economic participation, ranked Pakistan second to lowest in the world (141 out of 142 countries) 1. International and internal armed conflicts and militancy continue to fuel religious extremism and exacerbate tension between religious groups in Pakistan. Non-Muslim minorities, which constitute 3% of the population, face discriminatory laws, violence and intolerance. Sectarian violence among the majority Muslim population (97%), in particular between Sunni and Shia, adds to an environment of resentment and fear. Religion is central to social, political and cultural life in Pakistan. Religious leaders are among key opinion leaders, and are sometimes legal duty bearers too. This gives NCA as a faith-based organisation added value and respect. NCA will continue to build trust and encourage cooperation between faith-based and other civil society organisations in Pakistan. Faith actors remain key allies for NCA in the work to eliminate GBV, improve dignity and health through water and sanitation services and improved knowledge about good hygiene practices, and condemning violence, engaging in inter-faith dialogue as a way to contribute to overall peace and justice in Pakistan. The NCA Pakistan representation plans to gradually grow from an annual financial turnover of 25 mil NOK in 2015, to at least 35 mill NOK in 2020. 1 Global Gender Gap Report, World Economic Forum, 2014, http://www3.weforum.org/docs/gggr14/gggr_completereport_2014.pdf 4 Norwegian Church Aid Pakistan Strategy 2016-2020
1. Context analysis Socio economic situation With almost 200 million 2 inhabitants, Pakistan is the sixth most populous country in the world. About 97 per cent of the population is Muslim, and of these 85 per cent Sunni (170 mill) and 15 per cent Shia Muslims (30 mill). Statistics for the remaining combined 3 per cent religious minorities vary, but suggest around 7 mill Hindus, 2-3 mill Christians, and 20,000 Sikhs. There are close links between Pakistan and Norway, as Norwegians of Pakistani origin represent the fourth largest immigrant group in Norway. 3 In 1970s, Pakistanis began immigrating to Norway for the purpose of work, and today approximately 30.000 people of Pakistani origin live in Norway, more 85 per cent in or around Oslo. Pakistan ranks 146 out of 187 countries in the 2014 Human Development Index (HDI), and is placed in the low human development category. If income per adult is measured at 1.25 USD per day, then 21 per cent of the population lives below the poverty line. But if the poverty line is raised to 2 USD per day, them more than 60 per cent falls below the poverty line. 4 5 On access to health care, education and work for women and girls, Pakistan ranks second to lowest in the world. 6 Public spending on health was 1 per cent of GDP in 2013, making Pakistan one of the lowest spenders worldwide. 7 Life expectancy has improved slightly, and is 67.3 for females and 65.2 for males. 8 The Government of Pakistan is currently spending 2.1 per cent of its GDP on education, but has pledged to double education spending to reach 4 per cent of GDP by 2018. 9 A UNESCO report placed Pakistan report among the bottom 10 countries in female education, noting that 62 per cent of girls in Pakistan aged between seven and 15, had never spent time in a classroom. 10 Overall literacy rates are higher in urban areas (74 per cent) than in rural areas (49 per cent), and is more prevalent for men (81 per cent) compared to women (66 per cent) in urban areas. 11 An estimated 61 per cent of Pakistanis live in rural areas, and agriculture remains central to economic growth and development in Pakistan, employing 43.5 per cent of the population, and accounting for 20.9 per cent of GDP). 12 Cotton, sugar cane, rice, wheat and maize are the most important crops grown. 2 Pop. 191,710,000 million, Ministry of Planning, Development and Reforms, Population projections for the 2007-2030, cited in Pakistan Economic Survey 2014-15, Ministry of Finance, Government of Pakistan. 3 https://www.ssb.no/a/publikasjoner/pdf/rapp_200414/rapp_200414.pdf 4 World Bank s Poverty Head Count Analysis 2014 http://data.worldbank.org/indicator/si.pov.nahc 5 UNDP Human Development Index 2014 shows that according to the Multidimensional Poverty Index (MPI), which identifies multiple deprivations in the same households in education, health and living standards. 45.6 % of the population are multi-dimensionally poor. World Bank s Poverty Head Count Analysis 2014 printed in the Economic Survey, using the $1.25 level with the population figures of 2008, will render 21.04% poor. 6 2014 Gender Gap Index which measures gender-based disparities: Pakistan is ranked 141 out of 142 countries. 7 World Bank, 2013, http://www.worldbank.org/en/country/pakistan/overview 8 Pakistan economic survey 2014-15, http://www.finance.gov.pk/survey/chapters_15/highlights.pdf Life expectancy for female has improved from 66.9 year to 67.3 years in 2015 and life expectancy for male has increased from 64.9 years to 65.2 years in 2015. 9 Dunya News, 8 July 2015: http://dunyanews.tv/index.php/en/pakistan/288146-malala-calls-on-pm-nawaz-in-norway- 10 Education For All, Global Monitoring Report 2013-14, UNESCO, http://unesdoc.unesco.org/images/0022/002266/226662e.pdf 11 Pakistan Social and Living Standards Measurement (PSLM) Survey 2013-14 http://www.pbs.gov.pk/content/pakistan-social-andliving-standards-measurement-survey-pslm-2013-14-national-provincial 12 Idem. 5 Norwegian Church Aid Pakistan Strategy 2016-2020
Pakistan has the 10 th largest labour force in the world with 60.09 million people, out of which 3.58 million or 5.9 per cent are unemployed. 13 Women constitute 22 per cent of the labour force 14 while in non-agricultural employment, only 10 per cent are women. 15 Pakistan has one of the largest youth bulges in the world, with 35 per cent of the population below the age of 15. 16 In 2012, data released by the Election Commission of Pakistan showed that almost half the registered voters, or 47.5 per cent of the total 84.3 million registered voters, are under the age of 35. 17 With the relatively high illiteracy rates, especially among women, youth employment remains a major concerns of the government. 18 State's institutional capacity The Islamic Republic of Pakistan is a federal parliamentary democracy, with a ceremonial President as head of state and an executive Prime Minister as head of government. The National Assembly (the lower house) has 342 seats, with 60 are reserved for women and ten for non-muslim minorities. The Senate (the upper house) has 100 members. By law, Muslims alone can hold the highest constitutional offices of president and prime minister. While this clause discriminates against non-muslim citizens, Pakistan is constitutionally a liberal democracy, not a theocratic state. In 2010, the 18 th Amendment to the Constitution devolved considerable autonomy the four provinces Punjab, Sindh, Khyber Pakhtunkhwa and Baluchistan. 19 In a country marred by military coups, the general elections in May 2013 represented a significant and uplifting milestone with a historic peaceful transfer of power from one civilian government to another. However, the legitimacy of public authorities is low. National and Provincial Assembly Seats are generally seen to be the owned by and distributed among family dynasties, wealthy industrialists and feudal landlords. Local council elections have not been held since 2005, and are scheduled for autumn 2015. In districts and villages, citizens are very far removed from their elected leaders in the Provincial Assemblies. Citizens display low trust in their government. In a 2013 survey by Transparency International (TI) 76 per cent of respondents felt that political parties were corrupt/extremely corrupt, 75 per cent reported paying bribe to the Land Services, 65 per cent to the police, 57 per cent to the utilities, 55 per cent to the Tax Revenue and 36 per cent to the Judiciary. When asked in the same survey how over the past two years the level of corruption has changed, 54 per cent said it has increased a lot. On a positive note, when asked to what extent you agree that ordinary people can make a difference in the fight against corruption, 34 per cent of respondents replied strongly agree. 20 The media regularly reports on impunity for fraud, corruption and crime among politicians and civil servants. Due to poor quality or outright absence of public services such 13 Labour Force Survey 2013-15, Pakistan Bureau of Statistics http://www.pbs.gov.pk/content/labour-force-survey-2013-14-annualreport 14 World Bank, 2013 http://data.worldbank.org/indicator/sl.tlf.totl.fe.zs 15 Pakistan Economic Survey 2013-14, Ministry of Finance, Government of Pakistan. 16 Pakistan has the largest youth bulge in the world, Unicef, 2013. 17 Tribune Express newspaper, 5 Aug 2012: http://tribune.com.pk/story/417811/shifting-demographics-youth-bulge-spills-ontoelectoral-rolls/ 18 Pakistan Economic Survey 2014-15, Ministry of Finance, Government of Pakistan. 19 The seven Federally Administered Tribal Areas (FATA) bordering Afghanistan are managed from the federal capital of Islamabad. Pakistan administers the western part of divided Kashmir, known as Azad Jammu Kashmir (AJK), while the constitutional status of the northernmost region of Pakistan-administered Kashmir, Gilgit Baltistan, whose territory is still disputed by India, Pakistan and China, remains unclear, and it has no representation in the National Assembly in Islamabad. Liminality and Resistance in GIlgit-Baltistan, 2012, http://cisdl.org/public/docs/hong_liminality_and_resistance_in_gilgit-baltistan.pdf 20 Transparency International 2013, http://www.transparency.org/gcb2013/country/?country=pakistan 6 Norwegian Church Aid Pakistan Strategy 2016-2020
as health, education, those who can those who can afford it, increasingly opt for private sector services for health, education, even security and utilities. Low trust in state systems (as well as procedural complications) may also explain the low tax compliance. Only 6.3 percent of the employed labor force has a National Tax Number, and even among those who do, less than 40 percent actually file tax returns. 21 The private and non-governmental sectors, as well as religious institutions are increasingly involved in service delivery, compensating for the diminish capacity of the state to provide basic services and protection to its citizens. While weak governance structures in Pakistan can be challenging, extensive legislation is in place that gives opportunity for disseminating awareness of rights and advocacy with duty bearers. Fundamental rights are guaranteed by the Constitution of Pakistan related to health and water, protection from GBV and other forms of violence, and full citizenship rights for religious minorities. Pakistan is vulnerable to natural disasters, including earthquakes, floods, drought and heat waves. Two thirds of the country lies on the fault line of the Indian and Eurasian plates, and earthquake tremors are common. In 2008, more than 80,000 people were killed in an earthquake in Kashmir, and in 2013 an earthquake in Baluchistan left at least 825 people dead. 22 Riverine and flash floods along the Indus River during the annual July-September monsoon season have intensified in recent years. In 2010, the worst flood in recorded history killed more than 2.000 people and affected 18 million and submerged one-fifth of the country. An estimated 11 million people were made homeless by the disaster. 23 Intermittently, parts of Pakistan is hit by drought, when the monsoon rains are late or lacking, such as in 2014. Scientists attribute these recurring patterns of shortage and excess of rains to the growing challenge of climate change. The National Disaster Management Authority (NDMA) 24 is the lead agency at the Federal level to deal with whole spectrum of disaster management, supported by provincial branches (PDMAs) responsible for implementing policies and plans in the provinces. The capacity of NDMA and PDAMs has improved since the 2010 floods. The Pakistan Armed Forces are also called upon and effective in search and rescue and relief distribution in the immediate aftermath of a disaster (most recently in 2014 floods in Punjab). With its robust logistical capacity, the army s fast response certainly saves lives and demonstrates resolute action by the state during crises. However, the army has no capacity (or interest) for targeted relief distribution to the most vulnerable. Relief goods are habitually thrown off army helicopters and trucks, leaving those affected on the ground to fight for or decide on distribution. In the last couple of years, the Government has also been hesitant to request international humanitarian assistance for floods, such as during monsoon 2015 when some areas in Sindh and southern Punjab were affected on par with 2010-levels, even when they are not themselves able to cover the needs of disaster-affected populations. Without endorsement from the national authorities, the UN system is also not in a position to mobilise funding and activate the cluster system to coordinate NGOs and INGOs, who still responded in 2014 and 2015 with the silent acceptance from the federal and province levels, and in coordination with District authorities and local communities. 21 State Bank of Pakistan Annual Report 2013-14, http://www.sbp.org.pk/reports/annual/arfy14/fiscal.pdf 22 NDMA, http://www.ndma.gov.pk/new/aboutus/earthquake2005.pdf 23 Pakistan Floods at a glance, 2013, Thomas Reuter s Foundation, http://www.trust.org/spotlight/pakistan-floods-2010 24 NDMA http://www.ndma.gov.pk/new/aboutus/aboutus.php 7 Norwegian Church Aid Pakistan Strategy 2016-2020
Power analysis The Pakistan Army is the most powerful institution in the country. Pakistan has the seventh largest standing armed forces in the world, and is also a nuclear power. 25 The army is in fact a large and powerful conglomerate of business and security interest, and have a significant control over the civilian government, including and especially the foreign policy. Understanding the role and influence of different faith actors, in this case primarily Muslim actors, and their role, interest and influence is difficult. Religion, politics, and military power in Pakistan are inextricably linked. The legacy of General Zia ul Haq, and his period of martial law rule from 1977-88, looms large. The Zia regime and introduced extensive reforms to the constitution and law that made orthodox interpretations of Sunni Islam the state ideology that are still manifest today. Of the estimated 97 per cent Muslim population in Pakistan, 80 per cent are Sunni and 20 per cent Shia. Sunnis are further divided into four broad categories, Barelvi, Deobandi, Ahle Hadith, and conservative Islamic political parties such as the Jamaat-e-Islami (JI). Around 25 Islamic parties participate in politics in some form. Their success has depended less on electoral victories than on support from military regimes. The influence of Islamic parties lies in their ability to pressure governments from outside parliament or by entering into politically expedient alliances with the two largest mainstream parties that are perceived as moderate on religious issues: the Pakistan People s Party (PPP) and the Pakistan Muslim League-Nawaz (PML-N). 26 Deobandi parties are strongly critical of the Barelvi, Sufi and Shia strands of Islam. While the majority of Sunnis belong to the Barelvi sect, which is influenced by traditional rites and practices associated with Sufism, often around shrines and hereditary saints, and have historically kept religion separate from politics, this has changed, with Barelvi parties now part of alliances with an orthodox and sectarian agenda. While Islamic parties operate within the current political order, their ultimate aim is to replace it with their own interpretations of Islam. They have also taken ambivalent positions on militant jihad: on the one hand, they insist on their distinction from militant outfits by virtue of working peacefully and within the democratic system; on the other, they admit to sharing the ideological goal of enforcing Sharia (Islamic law), while maintaining sizeable madrasa and mosque networks that are often alleged to be recruitment grounds for many extremist groups. 27 Role of civil society Civil society in Pakistan is large, diverse and vibrant, comprising non-governmental organizations (NGOs), community-based organisations, trade unions, academic and research institutes, cultural groups, and informal citizen organizations. Due to the sheer size of the country, many groups are working on similar issues, but not necessarily aware of each other or coordinating their efforts. While youth and women are active in civil society, the general wide gender disparity gap is evident here too. There are 65,000 registered and more than 100,000 unregistered non-profit NGOs of different kinds working in Pakistan. 28 Following the attack by the Taliban on the Army Public School in Peshawar in December 2014, which killed 145 people, including 132 schoolchildren, the government drew up a 20-point National Action Plan for combatting 25 Asian Parliamentary Assembly, http://www.asianparliament.org.pk/about-pakistan.php 26 International Crisis Group, 2011 http://www.crisisgroup.org/~/media/files/asia/southasia/pakistan/216%20islamic%20parties%20in%20pakistan.pdf 27 Idem. 28 http://csrc.org.pk/wp-content/uploads/2011/08/civil-society-in-pakistan-through-challenges-and-opportunities.pdf 8 Norwegian Church Aid Pakistan Strategy 2016-2020
terrorism. 29 On the list was the Regulation and registration of madrassas and Choking financing for terrorists and terrorist organisations. In this respect madrassas (also a kind of NGO) as well as development NGOs and INGOs came under the same scrutiny and suspicion as to their agenda and source of foreign funding. This scrutiny has arguably attached stigma and suspicion towards NGO workers and dampened the ability of national and international NGOs to be active in advocacy for human rights-related development, for fear of arrest of expulsion. International NGOs and partners play a crucial role in supporting vulnerable people affected by natural and man-made disaster, and reached more than 27 million people in 2014, with education, shelter, food, water and sanitation, health, nutrition, social welfare and disaster risk reduction. 30 The courage of civil society actors to critique and monitor government performance is high, but comes at a price. Prominent human rights advocates and journalists have been killed and threatened, including many women. The International Federation of Journalists termed Pakistan the most dangerous country for media, with 14 journalists and media workers killed in 2014 alone. 31 Faith-based organisations are often not considered part of mainstream civil society by many international and national social development actors (and some are indeed do not seek this role, and are also political actors rather than civil society). However, it remains important to engage, train and responsibilise faith actors as active citizens that work together with other non-faith segments of society. The mutual distrust and lack of cooperation between women s rights organisations and faith actors is especially striking. However, when it comes to religious minorities, a number of Muslim leaders have engaged in advocating for the protections and respect for religious freedom for minorities. This is a very positive element worth supporting. After the devolution of increased powers to Provinces in 2010, it is increasingly relevant to focus on provincial rather that national level-action and advocacy, and engage with provincial duty-bearers and civil society activities and alliances. Conflict analysis Since independence in 1947, Pakistan has oscillated between modernist and conservative influences. A key conflict line within Pakistan runs between those who believe in and propagate a secular, modern state with an Islamic identity, and those who want to see a wholly Islamic state under Sharia law. 32 There is tension and sometimes violent power struggles between the two groups, which within them contain different and divergent opinions and agenda. Within these tensions lie the basis for misuse of the blasphemy law, 33 sectarian violence, and attacks on religious minorities. Regionally, Pakistan s long-standing territorial conflict with India over Kashmir shows no signs of abating, and relations deteriorated in the first half of 2015). Relations with Afghanistan improved briefly following the election of Afghan President Ashraf Ghani in September 2014, but came under stress by mid-2015, following a number of attacks in Afghanistan, including in Kabul, by Taliban fighters, whom Afghanistan openly accuse Pakistan of harbouring and supporting. 34 29 Pakistan National Counter Terrorism Authority, 2014 http://nacta.gov.pk/download_s/presentations/national_action_plan_nacta_pakistan.pdf 30 Pakistan Humanitarian Forum, Ltr to Ministry of Foreign Affairs, 21 July 2015 31 State of Human Rights in 2014, Human Rights Commission of Pakistan. 32 South Asian Studies Vol. 29, No.12, January-July 2014, pp.23-39, Topology of Extremism: Implication on the Contemporary Politics of Pakistan, Iram Khalid, University of Punjab, Lahore http://pu.edu.pk/images/journal/csas/pdf/2.%20irum%20khalid_29_1.pdf 33 http://www.pakistanblasphemylaw.com/?page_id=15 34 See for example: http://www.aljazeera.com/news/2015/08/afghan-leader-slams-pakistan-wave-kabul-attacks- 150810172134055.html 9 Norwegian Church Aid Pakistan Strategy 2016-2020
CIA drones strikes and other covert US operations to target and kill suspected militants in Afghanistan and Pakistan, also kill civilians, Between 2004 and 2015, 421 drone strikes have been recorded, killing between 2.476-3.989 people, including 423-965 civilians and 172-207 children. 35 Drone strikes have led to tension and anti-american and anti- Western sentiments in Pakistan. Within Pakistan, there is conflict between the government and various armed militant groups, including the Taliban Movement of Pakistan 36, that carry out armed attacks on state institutions and representatives (army, police, courts), as well as civilian targets (markets, places of worship, public transport). Separatist movements in Baluchistan and to a lesser degree in Sindh also add to internal conflict. The general law and order situation is poor. Efforts are made particularly by the Baluchistan Government to bring leaders of the separatist movements to negotiating table and to give amnesty to militants who surrender, has given results. The World Justice Project Rule of Law Index classified Pakistan among the countries having the poorest rule of law record. 37 Military and paramilitary forces often taking over from the police to help ensure internal security. In an NCA-commissioned conflict analysis (2013) six interrelated drivers of national-level conflict in Pakistan were identified, which are all may be said to stem from weak governance and a poor rule of law record: Weak governance / contested governance (military-civilian) Feudalism / degree of elite control of land, business, major resources Human rights violations Culture of impunity Religious-political extremism/misuse of religion Regional and external stressors Problem statement Given the context outline above, NCA Pakistan has opted for a strategic direction that builds alliances with faith actors and building bridges between faith actors and other segments of civil society in the three crucial and interlinked sectors WASH, GBV and Peacebuilding. In this way, NCA will play to its strength and added value as a faith-based organisation and as significant and professional emergency preparedness and response actor in Pakistan. 35 The Bureau of Investigative Journalism, https://www.thebureauinvestigates.com/category/projects/drones/drones-graphs/ 36 Tehrik-i-Taliban (TTP) 37 The World Justice Project, 2015 http://worldjusticeproject.org/sites/default/files/roli_2015_0.pdf 10 Norwegian Church Aid Pakistan Strategy 2016-2020
2. Lessons learned Peacebuilding efforts where high-profile religious leaders demonstrate interfaith harmony and condemn violence and discrimination against women and religious minorities, have a strong and important symbolic effect. However, the trickle-down effect seems to be limited. 38 It remains crucial also to intervene and engage lower level religious leaders and communities at the local level, and to impart with practical conflict transformation skills through gender, faith and age community peace groups. The meaningful participating of women, especially in peacebuilding programmers, is challenging but possible. It will require more targeted efforts, and a willingness to further challenge patriarchal and traditional structures that exclude women. Leadership training for women, and setting more ambitions targets and clear preconditions and for partners will be necessary. Faith actors can be very effective allies not only in peacebuilding, but also in efforts to eliminate GBV. Bringing together male religious leaders and other male civil society and community actors to identify and reinforce positive masculinities, and to constitute a supportive group for each other, will be useful. In emergency response, NCA has relied on too few partners, which limited scale and area of emergency interventions. Bringing on new partners for the first time in an emergency has proven challenging. It will be necessary to enlarge the partner pool (three partners per province), and to plan for more frequent training of those partners on NCA emergency routines and equipment, to be ready for rapid deployment in any area of three provinces and even beyond, in the event of a large-scale emergency. NCA should retain and expand our role in the national and provincial WASH clusters (have held DRR and Gender mainstreaming focal roles), and should aim for co-chair of the national WASH cluster, for improved coordination, influence, advocacy and fund raising. Efforts at developing synergies between programmes have proved very challenging, partly due to mono-programme funding opportunities, but mainly due to a lack of joint NCA planning for geographical co-location. This geographic spread of interventions has undermined impact and cost-efficiency. The approach in the coming years the plan is to gradually concentrate activates around fewer districts in the three provinces for better impact. Synergies among all the programs will also be utilized to tap in to target communities with something as basic as WASH services to later on work on more sensitive issues like genderbased violence or peacebuilding. Complementarity among programs will also be useful in focusing more on long-term WASH development interventions with already established longterm relationship of other two program focus areas with target communities and a good base in urban areas. NCA has had little direct contact with the authorities (partners have more contact, of course). Increase NCA contact and collaboration with relevant government departments for all programmes, is expected to improve NCA s ability to advise partners on advocacy, and also improve the government s understanding of NCA and thereby maintain NCA and partner s staff safety. Selection and composition of the NCA partner pool can be even more strategic, and the capacity building plans for each partner must be more clearly defined and followed so that NCA can improve its added value in organisational development of the partners (for this, improved assessment forms are underway). The larger national level partners have a tendency to outsource programmes implementation to smaller CBOs, adding levels and cost in the chain, but without adding value. NCA will aim for a mix of large and smaller partners in the portfolio, in order to maintain scale over all (carried mainly by the WASN and emergency programme) while reaching out to smaller, committed CBO partners with a potential for growth and increased professionalism. 38 Noted in 2012 Norad evaluation of NCA Pakistan Peacebuilding programme. 11 Norwegian Church Aid Pakistan Strategy 2016-2020
3. Geographic focus NCA's geographic focus areas In 2015, NCA was working with 15 partners across there programmers in up to 25 districts across four provinces: Punjab, Sindh, KPK and Azad Jammu Kashmir (the latter for a short term flood response). From 2016, a process of geographical concentration and co-location of the three thematic programmes will start, where relevant and possible. The aim is gradually zoom in on a total of 15 focus districts in three provinces, Punjab, Sindh, and KP. The focus districts for the next five years are: KP Province: Peshawar, Mansehra, Swat, Kohat, and Nowshera. Punjab Province: Lahore, Faisalabad, Gujranwala, Multan, Gujrat, and Rajanpur Sindh Province: Umerkot, Naushero Feroze, Mirpur Khas, Sanghar, and Thatta. Emergency preparedness and response plans will be primarily be centered on Sindh and South Punjab. In the event of a large scale emergency, NCA will aim to respond anywhere in the country. In the event of large-scale disaster, Christian Aid (CA) and NCA are poised to apply for funding within 72 hours through the UK Aid Rapid Response Facility (RRF). 39 NCA partners in GBV and Peacebuilding programmes will implement activities within the geographical focus areas, while continuing to engage in advocacy with duty bearers on the national and provincial levels, pushing for the enactment of pending laws related to women and minority rights, and influencing public opinion through the media and national- and province-level initiative and conferences. Criteria used for geographic selection Criteria for geographical concentration include: security and access, natural disaster prone, current programmes, needs (WASH, GVB, and Peacebuilding), partner presence and expertise, positive local communities and local authorities, and possibility to integrate all three development programmes, at least two. 39 RRF: https://www.gov.uk/guidance/humanitarian-response-funding 12 Norwegian Church Aid Pakistan Strategy 2016-2020
4. Theory of Change for NCA Pakistan Vision A just and peaceful Pakistan where all citizens enjoy equal rights. Country programme goal By 2020 NCA has contributed to a more tolerant, healthy and gender-equitable society where all people especially women, girls and minorities enjoy their right to participation and protection. Preconditions to reaching the goal The overall programme goal will be achieved if the following preconditions are in place: Community structures are motivated and have the necessary skills to prevent and resolve conflicts before they escalate Civil society, faith actors and Government at all levels firmly promote diversity, tolerance and intra- and inter-faith dialogue, and condemn and react to discrimination and violence against religious minorities, especially and women People have access to clean and safe drinking water and improved sanitation facilities Accountable and transparent government and independent courts endure rule of law Parallel legal systems are phased out over time, and women the safety and respect for women at work, at education and higher education, politics and media are improved Considering its comparative advantage in contributing to change, NCA will work directly with the following preconditions: Community structures are motivated and have the necessary skills to prevent and resolve conflicts before they escalate; Civil society, faith actors and Government at all levels firmly promote diversity, tolerance and intra- and inter-faith dialogue, and condemn and react to discrimination and violence against religious minorities, especially and women, and; People have access to clean and safe drinking water and improved sanitation facilities. NCA's role and added value in contributing to change Bridge gap and build trust between faith actors and other segments of civil society NCA has access to a diversified and relevant civil society network for change in Pakistan after many years of engagement. Assess and build technical capacity of partners, in WASH, gender mainstreaming, gender sensitive conflict analysis, conflict transformation; support and quality assurance on proposal writing, reporting and monitoring Organisational development for partners, including programme, finance, admin/human resource, and security awareness (less on governance more on management) NCA is the only HAP certified Norwegian INGO and this commitment and expertise is reflected in sound system for accountability, transparency, and complaints feedback mechanisms from beneficiaries and back to partner and NCA Fundraise for partners from source they would otherwise not have access, as NCA has access to a diversified and relevant civil society network for change in Pakistan, as a result of many years engagement 13 Norwegian Church Aid Pakistan Strategy 2016-2020
Duty bearers and rights holders NCA will strengthen the human-rights based approach to programing by identifying which human rights and constitutional rights we seek to realize in our programmes. The purpose of the HRBA is to empower people, rights-holders, 40 to realize their rights and to strengthen the State, duty-bearer, 41 to comply with their human rights obligations and duties. In Pakistan the general understanding and use of legal human rights concepts of dutybearer and rights-holder are limited. The will and capacity of the state to fulfil human rights is weak, and exposing weaknesses, gaps and human rights violations by the Government can pose great risk to those who do. However, strengthening mechanisms that regulate contact and negotiations between the state and citizens, and encouraging nonconfrontational relationships between duty-bearers and rights-holders through constructive advocacy, although not easy, is possible. The role of NCA is to support partners to advocate for the realisation of rights. Key duty bearers for WASH include authorities responsible for infrastructure and service delivery in the water and sanitation sector at Federal, Province and District levels. Religious leaders who carry out responsibility mandated to them by the authorities, such as membership in the Council of Islamic Ideology, Government advisory groups, commissions (human rights, minority rights, national commission on status of women), etc. Relevant federal and provincial and line ministries/ministers such as health, education, justice, and civil servants including the police, who in various ways are tasked with responsibilities pertaining to the prevention, protection, prosecution, and rehabilitation of GBV and GBV survivors. 40 UNICEF glossary, http://www.unicef.org/gender/training/content/resources/glossary.pdf: Duty bearers are those actors who have a particular obligation or responsibility to respect, promote and realize human rights and to abstain from human rights violations. The term is most commonly used to refer to State actors, but non-state actors can also be considered duty bearers. An obvious example is private armed forces or rebel groups, which under international law have a negative obligation to refrain from human rights violations. Depending on the context, individuals (e.g. parents), local organizations, private companies, aid donors and international institutions can also be dutybearers. 41 UNICEF glossary, http://www.unicef.org/gender/training/content/resources/glossary.pdf: Rights-holders are individuals or social groups that have particular entitlements in relation to specific duty-bearers. In general terms, all human beings are rights-holders under the Universal Declaration of Human Rights. In particular contexts, there are often specific social groups whose human rights are not fully realized, respected or protected. More often than not, these groups tend to include omen/girls, ethnic minorities, indigenous peoples, migrants and youth, for example. 14 Norwegian Church Aid Pakistan Strategy 2016-2020
5. Strengthening civil society Working strategically with civil society Religious groups and organisations represent an important and influential segment of civil society in Pakistan. To varying degrees, leaders and members of different faiths and sects influence social, educational, political, commercial and legal sectors, and manage a range of educational and medical institutions and social welfare programmes. However, in the discourse, plans and actions to strengthen civil society, religious communities and organisations are often overlooked by international and national development organisations. A key added value of NCA is a long-standing and strong engagement with faith actors as civil society actors. NCA will continue to engage majority and minority religious networks, organisations and leaders to promote peace and interfaith harmony, and as proven and effective allies in programmes to eliminate GBV, provide sustainable water and sanitation services, and teach hygiene practices that improve health and save lives. NCA regularly convenes implementing programme partners to develop, monitor and discuss programmes and activities. Partners have told NCA that they see NCA as a bridge between organisations esp. faith-based and human rights organisations and that they appreciate such meting points very much, as discussions, interaction and familiarization over time serves to dispel myths and prejudice and encourage friendships. Strengthening civil society through programme work NCA has adopted a rights-based approach to development. Two central dimensions are: the participation of rights holders and holding duty bearers to account for human rights. The participation of rights holders includes not only representative gender-balanced participation in decision-making structures, but also that people are empowered to act and take responsibility for community development. Our work with, through and for civil society, is designed to contribute to participation and responsibility for active citizenship, and towards helping partners to monitor and hold duty bearers accountable for the protection and well-being of the citizens. The principle and practice of charity as a religious duty can be strong among religious communities and faith actors, also in Pakistan. It is an important and long-term to raise awareness among rights holders and duty bearers alike that rights holders have inherent, inalienable rights as human beings, and that providing services and protection is the duty of the state, not a result of the whim or kindness of powerful or resourceful individual state representatives. Each of the three programmes in Pakistan include working with community-level groups with elected volunteer members who represent the key target groups in the various programmes. NCA and partners work with existing community structures, or if they are weak or not in place, NCA will support the revitalisation and/or establishment of new groups. Beyond the family unit such community groups are the smallest and perhaps most important building block of civil society and the starting point for a democracy community, society and ultimately, state. Training and experience in leadership, meeting facilitation, decision making, representation from all groups (youth, women, elderly, disabled, and faiths) are central learning outcomes for community members. In WASH, NCA works with existing community structures such as Village Development Committees (VDCs) usually consisting of women, men, youth, elderly persons, disabled persons, and other specific groups represented in the community. Under the leadership of VDC, NCA encouraged the establishment of dedicated WASH committees, where mem- 15 Norwegian Church Aid Pakistan Strategy 2016-2020
bers are involved and trained in building and maintenance of water and sanitations structures, and leading hygiene awareness education in their community. WASH Committees consist of volunteer members, and gender, age and other relevant diversity criteria are taken into consideration to ensure broad representation. In GBV, separate women and men community groups are formed and trained to interact with and influence fellow community members, leaders, and to advocate with faith actors and local authorities to recognise GVB and to actively condemn and prevent it. In Peacebuilding, Community Peace Groups representing the faiths and sects represented in a particular local community that are trained and tasked with selecting challenges in their community that they will work to solve as an interfaith group. In some locations, these groups as also to prevent escalations of situations that can become violent and to intervene to diffuse tension and violence in an actual conflict situation in their community. In 2015, NCA Pakistan worked with 15 core partner implementing organisations across the three programme, mainly national and provincial non-governmental organisations, as well as two interfaith networks (World Council of Religions, Faith Friends), and two faithbased organisations (Diocese of Raiwind and PEAD). In the coming five years, NCA will retain this number of core partners, and will also seek to work closer with community-based organisations that are rooted in the local community and whose staff and volunteers are from the local community. While the capacities of such partners may be lower and requiring frequent monitoring and technical support, it is found that their legitimacy and dedication is can be very strong and their actions effective. Capacitating core partners as civil society actors NCA will assess and seek to strengthen the organisational capacity of each core partner. Capacity will be assessed along four dimensions: programme, finance management, HR and administration, and security awareness, and NCA will establish a corresponding capacity building plan for each partner to work on identified weaknesses with benchmarks for gradual improvement. NCA strives to inform, involve and be fully accountable to partner and beneficiaries. In 2011, NCA became the first and so far the only Norwegian HAP-certified organization. The Humanitarian Accountability Partnership (HAP) 42 is a network of humanitarian and development organisations dedicated to ensuring greater accountability to people affected by crises. In both emergency and long-term development WASH programmes, NCA Pakistan and partners prioritize putting in place feedback- and complaints mechanism so that target community members are motivated and empowered to reach NCA and safely provide honest feedback, and get a timely and appropriate response and corrective from NCA and partners. When accountability processes are in place and managed effectively, organisations perform better, protect communities from harm, and uphold the rights and dignity of those affected by crises. In addition to core partners, NCA is engaging with resource organisations and strategic networks, Non-governmental organisations, various community based organisations such as village councils, saving groups, health committees, water management committees, community task forces/disaster preparedness committees, etc. 42 www.hapinternational.org 16 Norwegian Church Aid Pakistan Strategy 2016-2020
6. s 6.1. Global : Gender-based Violence Needs analysis Compared to men and boys, women and girls are severely disadvantaged with regard to opportunity, participation and protection. In 2014, the global Gender Gap Index which measures national gender gaps on access to education, health care, political and economic participation, ranked Pakistan second to lowest in the world (141 out of 142 countries) 43. We know that gender inequality and poverty are two important underlying causes of gender-based violence (GBV), so efforts to close the gender gap and to create opportunities for women to have access to their rightful share of inheritance and to participate in the work force outside the home can strengthen economic independence and be crucial steps towards eliminating GBV. Women who work outside the home are vulnerable to harassment, including sexual harassment. In March 2010 a landmark Protection against Harassment of Women at Workplace Bill 44 was passed by the Senate, as a positive step towards providing a safe working environment for women. A first ever survey on domestic violence 45 showed that one-third of every married women had experienced physical violence since 15 years of age. More than half of all women who suffered violence or emotional abuse had never sought help. In 2014, the year Malala Yousufzai won the Nobel Peace Prize, a report revealed that 62% of girls in Pakistan aged between seven and 15 had never spent time in a classroom. 46 Girls education and opportunities for sports and recreational are not sufficiently prioritised, neither by families nor by the authorities. Pakistan is a deeply patriarchal society, rendering women and girls vulnerable. A number of harmful traditional practices, also against children, represent severe human rights violations. Practices such as early or child marriages along with other traditions such as marriages to settle a blood feud (vani/swara); marriage with the Holy Quran; honor killings (karo kari) and exchange marriages (watta satta) are all HTPs that exacerbate the already dismal state of child rights and child protection in the country. 47 Reliable statistics are lacking. Tacit cultural approval prevents cases to be reported to the police or to the media. Rigid and limiting gender roles are also harmful for men, whose dominant notion of masculinity is exerting control and inflicting violence on women and children. These negative, masculine gender stereotypes for manifest themselves in a number of ways, including misinterpretation of religion to subjugate women. Only 22% of Pakistanis believe that women should dress as they wish 48 and women s veiling (purdah) is the most commonly discussed issue in the Muslim Friday sermon (according to 75% of participants). 49 This reflects a strong notion that women embody family honour (ghairat), women are seen as men's possessions, their right to life depends on obeying social norms and traditions and their sexual behaviour is closely regulated. 43 Global Gender Gap Report, Wolrd Economic Forum, 2014, http://www3.weforum.org/docs/gggr14/gggr_completereport_2014.pdf 44 Full text of the Act http://uaf.edu.pk/downloads/protecton%20against%20harassment%20of%20women%20at%20the%20workplace%20act2010.pdf 45 Pakistan Demographic Survey 2012-13. 46 Education For All Global Monitoring Report, UNESCO http://en.unesco.org/gem-report/ 47 Harmful Traditional Practices, SPARC, http://www.sparcpk.org/other-publications/htp-1.pdf 48 http://www.pewresearch.org/fact-tank/2014/01/08/what-is-appropriate-attire-for-women-in-muslim-countries/ 49 http://gallup.com.pk/wp-content/uploads/2015/02/280314.pdf 17 Norwegian Church Aid Pakistan Strategy 2016-2020
Recently in Sindh Province, many cases of abduction or rape of particularly Hindu girls, followed by forced conversion to Islam to facilitate marriage to the rapist, have led to hundreds of families migrating to India. Annually, it is estimated that 700 Christian and 300 Hindu women are forcibly converted to Islam to be married to Muslim men. 50 There is no state mechanism to officially register Hindu marriages, which makes Hindu women more vulnerable to forced conversion and forced marriage, as they cannot prove their marital status. The Hindu Marriage Registration bill is pending approval in the parliament since 2011. 51 Child marriages within minority communities are at times an attempt to protect the children forced conversion and forced marriage or kidnapping and sexual abuse by feudal landlords. In Pakistan women are legally entitled to inherit property, but studies estimate that denial of their inheritance rights ranges from 78 52 to 100 per cent 53. Despite this, a national survey shows that for the past 30 years, more than 70 per cent of all Pakistanis perceive that women are given their due share of inheritance (because of dowry and other reasons). 54 If families do not provide brides with what is deemed to be sufficient dowry, this can result in severe forms of domestic violence, including stove burnings leading to death. 55 goal and theory of change The programme level goal set for the theory of change for the GBV programme is: Rights holders and duty-bearers (including religions leaders) perceive GBV as human rights violation, and work to prevent and eliminate all forms of GBV. Providing joint leadership training to women of different faiths will make them better equipped to take on social and political leadership roles from where to challenge and change cultural norms that make GBV acceptable to large parts of the society. By engaging with men who already support women in their family and community to get an education, to have freedom of choice in marriage, to get their rightful share of inheritance, and who do not accept that women should endure domestic violence, their function as role models can be developed, and serve to mobilise other men to also develop a positive and non-violent understanding of masculinity. description NCA Pakistan will work partners to address three interrelated and common GBV offenses: early and child, and forced marriages, denial of inheritance for girls and women, and domestic violence. interventions will include: mobilising community based organizations prevent GBV through raising awareness among rights holders about their right to challenge the gender stereotypes and negative and traditional notions of masculinity; reaching out to influential faith actors to raise their awareness about gender equality and sensitize them to advocate for gender equality and denounce GBV to their congregations and in their community; encouraging faith actors increase women participation in decision making matters and structures in their intuitions. Promote a collaborative effort between CSOs, faith actors and Government to create enabling environment for implementation of prowomen legislation to end GBV in Pakistan. 50 www.dawn.com/news/1098452 51 http://tribune.com.pk/story/559019/minority-rights-no-minor-issues/ 52 Muhammad, N. 2011. Inheritance in property: a gender based discriminatory practice in rural areas of Tangi, district Charsadda. Sarhad J. Agric. 53 LEAD Pakistan, referring to research by NCSW under UNDP www.lead.org.pk/hr/attachments/issues/denial%20of%20women%20inheritance.pdf 54 http://www.gallup.com.pk/polls/27-9-10%202010.pdf 55 http://www.creativeangerbyrakhshi.com/resources/un_women_report.pdf 18 Norwegian Church Aid Pakistan Strategy 2016-2020
The geographical focus will be rural Sindh and KP, with some urban interventions in Punjab (Lahore, Rawalpindi) and in Islamabad Capital Territory). NCA is planning to resume activities in Gujrat District, Punjab, home to a large Norwegian-Pakistani community that is also grappling with GBV, and where NCA can draw on resources and expertise from Norway. NCA will also consider working in Swat, KP, where we already have good contacts with partners and communities. 19 Norwegian Church Aid Pakistan Strategy 2016-2020
6.2. Global : Peacebuilding Needs analysis As a faith-based organization, NCA sees faith actors as potential influential actors for peace. In Pakistan religion, politics, and military power are closely linked, meaning that faith actors may also be politicians and even associated with the military or armed militia. However in the peacebuilding, NCA has and will continue to seek partnership and faith actors who themselves already are involved in using their base and influence to promote tolerance, non-violence, and to speak up for the rights of women and religious minorities. International and internal armed conflicts and militancy continue to fuel religious extremism and exacerbate tension between religious groups in Pakistan. Non-Muslim minorities, which constitute 3% of the population, face discriminatory laws, violence and intolerance. Sectarian violence among the majority Muslim population in particular between Sunni (85-90 per cent of the Muslim population) and Shia (10-15 per cent) 56, adds to an environment of resentment and fear. Sunnis Muslims are further divided into four broad categories, Barelvi, Deobandi, Ahle Hadith, and socially conservative Islamist political parties such as the Jamaat-e-Islami (JI). Around 25 Islamic parties participate in politics in some form. Their success has depended less on electoral victories than on support from military regimes. The influence of Islamic parties lies in their ability to pressure governments from outside parliament or by entering into politically expedient alliances with the two largest mainstream parties that are perceived by many as moderate on religious issues: the Pakistan People s Party (PPP) and the Pakistan Muslim League-Nawaz (PML-N). 57 Deobandi parties are strongly critical of the Barelvi, Sufi and Shia strands of Islam. While the majority of Sunnis belong to the Barelvi sect, which is influenced by traditional rites and practices associated with Sufism, often around shrines and hereditary saints, and have historically kept religion separate from politics, this has changed, with Barelvi parties now part of alliances with an orthodox and sectarian agenda. While Islamic parties operate within the current political order, their ultimate stated aim is to replace it with one that is based their own interpretations of Islam. They have also taken equivocal positions on militant jihad: on the one hand, they insist on their distinction from militant outfits by virtue of working peacefully and within the democratic system; on the other, they admit to sharing the ideological goal of enforcing Sharia (Islamic law), while maintaining sizeable madrasa and mosque networks that are often alleged to be breeding grounds for many extremist groups. 58 The state, in many instances has not taken necessary steps to fully protect basic human rights of its citizens, especially the vulnerable minority communities and women in the country. The constitution provides religious freedom for all, but discriminatory laws and interpretation of laws nourish religious intolerance, while harassment and violence, particularly against women is carried out with impunity. The Shia community suffers from target killings as a result of ongoing sectarian violence. Other minority communities are targets of extra-judicial killings by extremist groups, mainly related to misuse of blasphemy law to meet their vested interests such as to grab land, and property or money from the poor and vulnerable groups. 56 Per Research Center, Religion and Public Life, 2009: http://www.pewforum.org/files/2009/10/shiarange.pdf 57 International Crisis Group, 2011 http://www.crisisgroup.org/~/media/files/asia/southasia/pakistan/216%20islamic%20parties%20in%20pakistan.pdf 58 Idem. 20 Norwegian Church Aid Pakistan Strategy 2016-2020
Religious minority communities being marginalized are also vulnerable to different forms of discriminations in educational institutions, employment opportunities, and at workplaces. According to the Human Rights Commission Pakistan (HRCP) report State of Human Rights in 2014, the incidents of human rights violations have taken different forms of law and order issues. Rights deficits including access to equitable justice, freedom of thought and religion, assembly and association were recordable during 2014 in Pakistan. HRCP recorded 37 cases related to religion, of which seven were registered under Section 295-C (blasphemy) of the Pakistan Penal Code that carries a mandatory death sentence. 11 Hindu temples and churches were attacked in Sindh province. In Kot Radha Kishan town in Punjab, a Christian wife and husband were lynched by a local mob for alleged desecration of the Holy Quran, reportedly urged on by a local religious leader (Imam). goal and theory of change The theory of change for peacebuilding programme is based on the assumption that programme initiative will lead to improved intra and intergroup relations and cooperation because it will breakdown the stereotypes, misunderstanding and hatred that may cause discrimination or/and violent conflicts. The programme level goal set for the theory of change for peacebuilding programme is: People of Pakistan live in a just, peaceful and tolerant environment. The peacebuilding programme will contribute to bring change based on three main pre-conditions: a) relations among the members of different faith communities are improved; b) empowered and inclusive community mechanisms are preventing and resolving local conflicts; c) civil society is challenging duty bearers to ensure just and equal citizenship rights. description Conflicts exist on so many levels and along so many dimensions that it is essential to delimit what sort and level of conflict NCA and partners are aiming to address. Informed by the drivers of conflict noted in the Conflict Analysis (2013) mentioned under chapter 1, NCA and partners opted to address the misuse of religion and extremism, both at national and local level. NCA partners will mobilize and build the capacity of local communities to identify, refrain from, and act against discrimination, and to prevent and resolve conflict, including violent conflict. NCA will facilitate coordination and joint action among FBOs and other CSOs to promote intra and interfaith harmony in the target communities. Faith actors will be challenged and engaged in peace dialogue to discourage hate speeches and promote harmony and address issues of forced conversion and marriages related to minority women. This type of change will also compliment GBV program interventions through synergies between the two programs. NCA partners will lobby with relevant Government institution and other stakeholders to eliminate biases in the curriculum and textbooks that promote hatred and bigotry. Women and youth will be trained and informed about their human rights and mobilize to act against violent extremism. Women Peacebuilder Groups at national and local level will be formed to ensure meaningful women participation in decision making and peacebuilding initiatives at all levels. In addition key actors of the society will be engaged for peace advocacy and to challenge discriminatory legislation against vulnerable communities. When relevant and deemed necessary, NCA has and will continue to play an operation or accompanying role for partners. Faith- and civil society actors working for peace and interfaith harmony face suspicion, opposition and sometimes risk to their lives. NCA does not push or lead partners from the front, but remains present and available, and will step 21 Norwegian Church Aid Pakistan Strategy 2016-2020
in to function as a sounding board and advisor to partners when opportune or requested. The role of NCA to support, but also to question and challenge, to motivate and assure backing and presence for agreed upon goals. NCA wants also to work with more conservative religious groups and leaders, with the aim to change and challenge them to meet and dialogue with more liberal religious groups and other civil society group. Building on a decade of experience and relationships with faith based organisations and leaders, NCA has a unique position and possibility to engage and build alliances between faith actors and civil society. The purpose is not only to gather all like-minded groups, but to serve as a convener of groups and leaders that do not agree, but who can agree to be in contact and dialogue about ways to achieve a more peaceful Pakistan. It will be important to review and possibly expand and diversify the faith actors with which NCA is partnering. Geographically, it will be important to continue to be active in Peshawar (KP) and Lahore, Faisalabad and Gujranwala (Punjab) all cites of religions diversity and important hubs for religious leaders. Northern Punjab and rural Sindh are home to the largest population of Christian and Hindu minorities respectively, and are among NCA s target areas for peacebuilding. 22 Norwegian Church Aid Pakistan Strategy 2016-2020
6.3. Global : Water, Sanitation and Hygiene (WASH) Needs analysis The right to health means that governments must generate conditions in which everyone can be as healthy as possible. Such conditions range from ensuring availability of health services, healthy and safe working conditions, adequate housing and nutritious food, and access to safe water and sanitation. There is an appalling lack of access to safe water and sanitation services in Pakistan. A staggering 16 million people do not have access to safe water, 40 million practice open defecation, and 68 million do not have access to safe sanitation. 59 National averages hide rural-urban disparities. While 90 percent of the urban population have access to improved sanitation (facilities that hygienically separate human excreta from human contact) compared to just 40 percent of the rural population. 60 Information about life-saving hygiene practices is limited, especially in rural areas, violating fundamental rights to dignity, health, and economic development, while undermining communities ability to survive and recover from natural disasters. Climate change is expected to exacerbate the frequency and severity floods as well as drought. Surface and ground water pollution are the main reason for unsafe and unhealthy water sources. Over 41,000 children die every year from diarrhea caused by unsafe water and poor sanitation. 61 In 2013, the child mortality rate in Pakistan was 8.6%, 26 th highest in the world, and water and sanitation related diseases were reported responsible for some 60% of the total number of child mortality cases in Pakistan 62. Higher dropout rate of girls from schools are also reported because of absence of proper sanitation facilities for millions of girls in schools. In absence of proper toilets, millions of women and girls either wait for nightfall to defecate in the open, or do so in unsanitary non-flush toilets. This exposes them to the risk of sexual harassment, violence and undermines their safety and dignity" 63. Under MDG 7 on environmental sustainability, Pakistan has committed to halve the proportion of people without sustainable access to safe drinking water and basic sanitation. In 2013, the Government s status report on MDGs showed that out of 33 targets, Pakistan had achieved only 3 and the progress on 23 targets was off-track. Poor sanitation inflicts huge economic losses on Pakistan. The total economic cost of poor sanitation for the year 2006 was estimated as 343.7 billion PKR US$5.7 billion), equivalent to 3.94 percent of GDP for that year. 64 Sindh is the most underdeveloped province in Pakistan, and faces the biggest challenge of scarce and finite water resources due to scanty rainfall. About 80 per cent of the population in Sindh uses surface water source, while rest are dependent on rain water collection and ground water aquifers. 70 per cent of the overall water sources in Sindh are contaminated and not fit for drinking. Over 50 per cent of the population has no access to sewer systems or wastewater treatment facilities and they mostly depend on on-site disposal affecting the groundwater quality. The only treatment facilities installed in Sindh 59 WaterAid, http://www.wateraid.org/uk/where-we-work/page/pakistan?gclid=cpsfuizf48acfvdktaodkygaxw 60 The economic Impacts of inadequate sanitation in Pakistan, Water & Sanitation (WSP), a multi-donor partnership administered by the World Bank, https://www.wsp.org/sites/wsp.org/files/publications/wsp-esi-pakistan.pdf 61 Idem. 62 http://tribune.com.pk/story/294122/wateraid-report-launch-hygiene-and-sanitation-remain-distant-dream-for-majority 63 Alternative Report on CEDAW by Aurat Foundation and others. Quoted in " Violations of the Right to Water and Sanitation in Pakistan ", The Institute for Social Justice (ISJ). Undated. 64 Idem. 23 Norwegian Church Aid Pakistan Strategy 2016-2020
are oxidation ponds which are mostly non-functional. In Sindh alone, 10 million people practice open defecation. 65 goal and theory of change The programme level goal set for the theory of change for WASH programme is: improved access to sustainable wash services leads to better health of right holders. NCA identifies the main preconditions to achieve the proposed goal as: Reduction in morbidity and mortality rates of children below 5 years of age, basic WASH facilities for the targeted communities are in place and easily accessible, water quality is continuously monitored in the projects and advocated for with government at district and provincial level, the targeted communities are open defecation free, arrangements on Menstrual Hygiene Management (MHM), design and information, are in place in schools and community for women and girls and communities take ownership and are able to sustain WASH intervention. description NCA over the next five years, plans are to establish strong community-led management structures that will enable the rights holders to plan and manage WASH projects by themselves (self-supply mechanism) with major focus on sanitation (CLTS). Use of social marketing concepts and entrepreneurship approaches will be integrated in the planning and implementation of WASH projects. NCA also plans to engage in technical and social research pertaining to important WASH issues and scope of the WASH program. Lobbying with like-minded organisations using existing platforms is also planned to advocate on correct utilization for allocated provincial budget for Water supply schemes in rural areas, regulations by authorities on water quality surveillance in selected districts and Pakistan s commitments on water and sanitation in the new Sustainable Development Goals (SDGs) 66 and South Asian Conferences on Sanitation (SACOSAN). 67 Helping communities protect the environment that sustain their water supply is fundamental, and will increase water security in terms of accessibility, reliability, and timely availability of adequate safe water. NCA partners will ensure that all segments of the community, especially women and youth, are involved in a facilitated process of design, implementation and monitoring of WASH interventions which would aim to establish community leadership and ownership. At the same time inclusiveness of ageing and disability, gender, disaster risk reduction, menstrual hygiene management in the process and design of WASH projects will be a core component. NCA plans to work with communities in such a way where they are empowered and at the same time be accountable to each other within the community for their actions. AS part of HAP commitments, NCA will establish a web-based complaints mechanism for all stakeholder to have access to concrete feedback and respond accordingly. NCA will also work with WASH model of conditional cash based programming to have increased ownership from community and better sustainability of projects. The WASH program expects to achieve the proposed change over time with decentralized management structure of the NCA team through establishment of provincial hubs in are- 65 The economic Impacts of inadequate sanitation in Pakistan, Water & Sanitation (WSP), a multi-donor partnership administered by the World Bank, https://www.wsp.org/sites/wsp.org/files/publications/wsp-esi-pakistan.pdf 66 SDG Goal 6: Ensure availability and sustainable management of water and sanitation for all; SDG Goal 13: Take urgent action to combat climate change and its impacts 67 http://www.un.org.np/sacosan/ 24 Norwegian Church Aid Pakistan Strategy 2016-2020
as of response and partial deployments in the projects in remote locations. Cooperation between NCA Pakistan and Afghanistan on resource sharing, learning, capacity building, meeting on annual bases and possible joint programming would also be an important step in terms of development. NCA using the proposed model will also focus more on capacity building of the civil society, NCA partners and relevant government authorities on WASH related subjects that are not available in the country. There is no reliable and regulated system in place to test and guarantee quality of existing piped water in urban areas. There are sometimes community protests against local water and sanitation authorities for supplying contaminated sewage water. With partners, NCA will aim develop advocacy with the Public Health Engineering Departments (PHED) at district and provincial level to regularly test water in urban areas, which sometimes happens but on an ad-hoc and not on a regular basis Special attention is needed in the areas where the poor population lives and in rural areas, where children are more at risk from diarrhea and malnutrition. Education and awareness campaigns are needed at all levels, particularly in schools, to promote personal hygiene, such as hand-washing, and other inexpensive means to minimize the incidence of diseases and the impact of poor sanitation indirectly. The involvement of faith actors in WASH programmers, and perhaps more specifically in DRR and climate change adaptation efforts can be an innovative approach. It may also be interesting to introduce climate change and how to tackle as a subject and a real and common challenge we face, in interfaith dialogue of the peacebuilding programme. Religious leaders around the world as increasingly engaging with climate change and framing our responsibility to safeguard and protect the basis for life, namely the environment. This could be a novel subject to introduce to faith actors in peacebuilding in Pakistan, and there would be numerous religious leaders in the West (Christian, Muslim, other) who could visit to kick start such ideas. The model of linking relief, rehabilitation and development (LRRD), conceived as a response to the funding gap between relief operations and longer-term development operations after disasters, is very relevant in Pakistan. Each monsoon season, for example, flood affected communities are temporary displaced, experiences loss of assets, and there is varying degrees damages to homes, roads and other infrastructure such as water supply and electricity. The flow of funding from international sources for smaller scale flood- and climate change related humanitarian needs and damages that is so essential to develop more resilient communities have fizzled out, after the unprecedented floods in 2001 and 2011. The NCA WASH programme is placed in the context of LRRD. Better analysis and documentation of the value of post-disaster rehabilitation and development, including DRR, can inform targeted advocacy to donors for securing funds to enable communities to get out of the cycle of damaging annual/frequent set-backs that undermine development. Simply put: a stich in time, saves nine. 25 Norwegian Church Aid Pakistan Strategy 2016-2020
7. Emergency preparedness and response Strengthening disaster response capacity NCA Pakistan will strengthen our position as leading, reliable and preferred humanitarian actor for specialized in delivery of Water, Sanitation and Hygiene services in humanitarian crises, with a recognized strength in protection against all forms of gender-based violence in emergencies. NCA form strategic partnerships with UN agencies, develop closer relations with government disaster management authorities, and actively seek and maintain an active role in the humanitarian WASH cluster system. NCA Pakistan plans to improve capacity in areas of conditional cash based WASH programming in emergencies, use of WASH kits in emergencies, rapid assessments and use of smartphones and monitoring in acute emergencies. NCA will also build capacity of existing and new partners on use of rapid sand filtration units in stock and other membrane filtration technologies (sky-hydrant filter used in Afghanistan), conducting annual orientations of emergency response and contingency plans, establishment and management of community led emergency management structures, mainstreaming of accountability, DRR, gender, ageing, disability and environment in emergency response. NCA Pakistan has the ambition to be among the first phase responders in emergencies. Five main areas will be the focus in the strategic period : 1) Mapping of existing emergency response capacity and operationalisation of plans in place; 2) Decentralisation of emergency response through establishment of provincial hubs, 3) use cash grants to boost and involve local communities in WASH programming in emergencies to boost local markets; 4) Establishing community led emergency preparedness and response structures/committees supported by partners 5) Develop a local roster of WASH and emergency experts for immediate start up and response. These actions will include; Workshops with partners and stake holders involved on existing capacity and plans for upscaling Regular capacity assessment of partners and development of response plans accordingly Building capacity in and investing on identified areas of improvement Allocated budget through BG from HO for immediate start up during emergencies Focus on mainstreaming of Gender, DRR, ageing, disability and environment in emergency response Signing of MOUs with governments authorities of targeted vulnerable areas to be able to secure access and respond immediately Rapid assessment tools and trained staff are in place Establishing a local roster of WASH and emergency experts trained on NCAs emergency response mechanism and approaches to be engaged in emergencies if required Developing plans and guidelines on cash based WASH programming and other technical and social aspects of response (ongoing at regional level) Specific tools for monitoring to record and analyse progress, identify gaps and improve accordingly. Data on age and sex disaggregation and disability will also be recorded (indicator tracking card already developed for WASH) NCA Pakistan has currently prepositioned 8 Water Treatment Units (WTUs) to immediately respond to any emergency. These mobile WTUs were procured during floods of year 2010 and 11. As part of NCAs response plan, WASH stocks and mobile water treatment units are prepositioned in partners warehouses in Sindh currently but it is planned to be shifted and pre-positioned in Sindh, Punjab and KP for immediate start up. NCA plans to use these WTUs during future disasters where appropriate sources could be determined. One WTU can provide safe and clean drinking water to 5000 individuals (15 lit/per/day). 26 Norwegian Church Aid Pakistan Strategy 2016-2020
Each WTU can be connected to a source of contaminated water to purify the water through its filters installed (only microbial contamination). Caretakers from the community will be hired during emergencies to run and maintain the WTU under supervision of NCA and partners staff. In addition to this, NCA has also WASH stockpiles (NFIs) provided by Emergency Response Fund (ERF) administered by OCHA as part of the response plan. As NCA has a holistic programming approach in WASH, equal focus on sanitation (excreta disposal, drainage, solid waste management and vector control) and hygiene promotion (using PHAST, CHAST and C2C approaches). NCA plans to work on specific models and technologies under each contingency plan for a specific emergency to ensure appropriateness of it response. Humanitarian coordination NCA has identified and assessed new partners (three partners in each of the three target provinces) province with specialization in WASH and strong outreach in the most vulnerable geographical locations prioritised in the Humanitarian Response Plan developed by OCHA, in order to have extended coverage and improved capacity to respond to emergencies. In order to ensure strong preparedness and organized response to medium to large scale disasters, NCA through the ACT forum in Pakistan has developed Emergency Preparedness and Response Plan (EPRP) collectively with other ACT forum partners (Christian Aid, Community World Services, Church of Sweden, Diakonie Katastrophenhife, Church of Sweden, Interchurch Organization for Development) to map out existing capacities and joint response plans for different disasters including floods, earthquake and conflicts. NCA has also signed an MOU with CA to access Rapid Response Facility (RRF) managed by UK Aid for large scale level 3 emergencies. The ACT appeal mechanism through ACT forum in Pakistan is another mechanism to jointly assess, plan, raise funds and respond to emergencies in Pakistan. NCA is a member of the PHF security network and shares and receives regular security alerts, updates and advisory to deal with security issues. NCA also consults the Royal Norwegian Embassy (RNE) on security issues. This type of networking provides NCA with a good ground for handling security challenges faced during disasters and for ongoing development programs. During the strategic period, NCA will also focus on building relationship and securing funds for emergencies from ECHO and UK Aid directly and also through alliances and consortiums. NCA is an active member of the national and KP Provincial WASH clusters in Pakistan. NCA has also had the role of DRR and Gender focal points in the national WASH cluster in 2014, and is part of Strategic Advisory Group and Technical working groups on Water supply, sanitation and hygiene promotion. On the parallel, NCA is also an active member of the Gender Task Force (GTF) led by OCHA. During the strategic period NCA plans to begin to decentralize its WASH team and form provincial coordination HUBs in KP (Peshawar), Punjab (Lahore), and Sindh (Karachi/Hyderabad). One of the purposes of this initiative will be to act in co-chair position of the WASH cluster at provincial level and possibly National level. Subsequently NCA will also focus on improving relationship with government (NDMA, PDMAs, District authorities, PHEDs) at provincial and district level in the targeted areas. NCA is also an active member of the Pakistan Humanitarian Forum (PHF) which is comprised of many international NGOs and donor agencies. Coordination meetings of this forum are being done frequently to discuss the crisis situation in affected areas, possible responses and coordination with Government and bilateral donors, joint INGOs needs assessment and related security issues. NCA regularly attends meetings of the PHF which are also attended by the representatives of concerned UN organizations. 27 Norwegian Church Aid Pakistan Strategy 2016-2020
8. Finance and funding In the last five years, the annual turnover of NCA Pakistan ranged from 13 to 25 mill NOK (average 19 mill NOK per year), with considerable fluctuations between the years. After considerable downsizing, due to lack of funding, between 2013 and 2015 staff grew from 13-20 (7 women, 13 men), maintaining one expatriate Country Representative. In the past three years, dependency on Norwegian funding (MFA/ RNE, and NORAD) has reduced. The diversification of donors has been healthy and necessary. In 2015 the budget stands at 25 mill NOK (emergency and development), with Norwegian-originated donors NORAD, MFA/(RNE, Telethon/NRK, and the following non- Norwegian donors: HEKS, European Union, Church of Sweden, Christian Aid, UNOCHA, and United Church of Canada. The budget for 2016 is currently at 30.5 mill NOK (86 per cent of funds secured). During the strategic period NCA Pakistan representation plans to grow gradually and moderately to at least 35 mill NOK in 2020. While existing staff can absorb the planned expansion, some recruitments are foreseen, especially in-house communication and fundraising capacity, and to boost existing programme departments. To avoid vulnerabilities experienced in the past, no more than 30 per cent of the total NCA budget should originate from Norwegian funds. Note that between 2015 and 2019, NCA Pakistan will spent a total of 16 mill NOK collected during the NRK Telethon 2014 for development WASH (these funds will not be counted towards the 30 per cent Norwegian funding). For the GBV programme, Church of Sweden, SIDA, N-MFA, and possibly Danish Church Aid are the most relevant donors, mainly based on their interest in combatting Sexual and Gender-Based Violence. For the Peacebuilding programme, the Canadian High Commission, DFID are two relevant in country donors, but whose peace agendas can be perceived to be tangled up in security and military interests. EU seems a better option, and the Pakistan EU delegation has shown interest in NCA s faith actor network for peacebuilding after NCA won a Europe Aid grant for the GBV programme. More can be done to develop opportunities with MFA, for example by further specializing with partners on the prevention of radicalization through curriculum review and peace education in schools and madrassas. From 2015, Christian Aid (Tackling Violence Building Peace) and Church of Sweden have invested in NCA s peacebuilding programme, in the interest of learning and supporting the scaling up of activities from 2016. For the WASH and emergency programme, the focus will be on securing funds from the UNICEF, UNHCR, ECHO and DFID. Forecasted income Year 2016 2017 2018 2019 2020 Total WASH 11.25 12 13 13 13 62 s Peace building 11.29 12 12 13 13 61 Gender Justice 8.01 9 8 9 9 43 Grand Total (Million NOK) 30.55 33 33 35 35 166 28 Norwegian Church Aid Pakistan Strategy 2016-2020
9. Monitoring and evaluation Monitoring principles and practices In the next strategic period monitoring routines and practices will continued and further developed. NCA programme staff will monitor projects as part of routine programme management and NCA s financial staff will conduct periodic monitoring of financial routines and compliance with financial guidelines. Monitoring design and approach, specific data collection methods, frequency, reporting requirements, etc, for each intervention, will be discussed and mutually agreed by NCA and partners. Monitoring methodologies will be gender sensitive, and data collected, both qualitative and quantitative will be disaggregated according to gender. Monitoring activities will be conducted in a conflict-sensitive way, according to the principles of Do No Harm. In this regard, NCA aims to conduct or update on a yearly basis a conflict analysis for each NCA programme and seek to adapt the programme implementation according to findings. This to ensure that NCA programmes in conflict settings avoid exacerbating conflicts. Building on experiences from other NCA representations as well as initiatives piloted by the office, NCA Pakistan will promote the systematic use of Indicator Tracking Cards (ITCs) for partners to collect information on output indicators as per results frameworks. staff will quality assure and analyse data from the ITCs. Similarly, reflective sessions with partner staff will be organised periodically, where NCA and partners will jointly assess progress towards outcomes and changes (positive or negative) to the beneficiaries, as well as considering changes in the context, conflicts and stakeholders. Field monitoring visits will be conducted at least twice a year, cross-checking progress in the field against ITCs and partners narrative reports. Templates for monitoring field visits will be revised to reduce subjectivity bias and increase usability. For these field visits NCA Pakistan will strengthen coordination among programme teams, capitalising on untapped opportunities. Evaluations NCA Pakistan will fulfill the requests of individual donors, and will be following NCA's evaluation policy. Mid-term reviews will be conducted internally and end evaluations using external resources. An overview of planned evaluation for the 2016-2020 programme period is found attached as Annex 6: Planned evaluations. The country programme will undergo a mid-term review (end 2017), of the strategy as a whole or of one or more of its programmes. An end-of-strategy evaluation will also be carried out. 29 Norwegian Church Aid Pakistan Strategy 2016-2020
10. Organisational prerequisites NCA is committed to strengthening the management at the representation in Islamabad, including building a robust senior management team, and strong programme coordinators who lead and develop new initiatives through strengthened collaboration across the teams. With a growing team and portfolio, a new HR/Admin Manager post was created and hired for in August 2015 to professionalise the HR and Admin functions. The aim is to develop more predictable and professional HR systems to be able to grow the team, and importantly, to further increase the motivation and well-being of staff. In addition to relevant technical training for programme and support staff, including PMER and management training for staff with personnel responsibility, capacity building of staff with include a focus on rights based approach to development/emergency interventions. For a better emergency response capacity, the development a larger, faster and more consistent logistical and administrative should be built. External support will be required for this. NCA Afghanistan and NCA Pakistan will collaborate close on emergency preparedness and response. As a start a new emergency position shared between Afghanistan and Pakistan has been created (effective from August 2015). 30 Norwegian Church Aid Pakistan Strategy 2016-2020
11. Risk management See Annex 7 Risk Analysis and Management The most significant risk to NCA Pakistan strategic plan 2016-2020 is armed conflict and insecurity where violence is directed at INGOs. This is outside NCA s control. Within NCA control is the managing of the risk related to fraud and corruption, reducing the risk of threat to staff and partners. Strategic Disruption of peace in target areas as a result of sectarian violence, target killings, terrorist incidents and intensification of armed conflict with Afghanistan and India could happen, and would result in displacement, insecurity, and would disrupt planned programme activities. Like many, if not most INGOs in Pakistan today, NCA does not have an agreement with the Government for operating in the country, and remains vulnerable to bureaucratic red tape such as visa or travel permits being delayed and denied, often without explanation. The Government is currently reviewing the registration process for INGOs and NGOs, and since 2013 no MOUs have been issued. Process and timeline for establish a new, online system are vague and delayed. This sustained uncertainty hampers predictability in programme monitoring, management and implementation. The risk is managed by keeping close relations with relevant government officials, contributing to and benefiting from INGO forum (Pakistan Humanitarian Forum) advocacy with the Government, and maintaining a low public profile, and remain inconspicuous. Political unrest, military action against militant groups can led to insecurity and with it a shrinking humanitarian and development space. The Government requires all foreigners to obtain permission from relevant Government authorities and Departments prior to visiting these locations. The permit may stipulate that an armed escort must accompany the visitors. Access issues and government relations have the potential to substantially delay or close NCA programs in Pakistan. Our experience is that issues governing INGO access and working space are decided in governmental sectors not readily available for dialogue. Further, such decisions are influenced by forces much larger than NCA and our bilateral relationship to the government, such as international politics and internal Pakistani civilian-military dynamics. The shirking space for INGOs/NGOs is causing higher risk to staff and partner staff, and the lack of conducive a government, and may lead to donor reluctance. Street crimes and sudden demonstrations/public protests due to frustration over electricity shortages and increase in prices of utilities, traffic jams are general security issues can disrupt planned field visits in the project areas. Financial Pakistan is a poor country with high levels of corruption. In addition to corruption, there are risks related to financial mismanagement, fraud and theft. There will always be such a risk, both in NCAs partners portfolio and NCA s own structure. NCA address this by improving internal controls, in-depth assessment of partners, and rigid financial and operational routines and guidelines. 31 Norwegian Church Aid Pakistan Strategy 2016-2020
The NOK has been weak and budgets in NOK were revised down almost 15% in 2015, which may impact disruption of planned programme targets. Signs of donor fatigue are increasing. For example, funds for small-scale floods are drying up, as was seem during monsoon 2015, when despite 1.8 mill people affected and some areas hit as hard as 2010, the relative low number and the lack of government request despite not being able to cover all the needs themselves. In 2017, three main projects in all the three programs are closing. These projects are supported by HEKs, RNE and EU. Appropriate and timely efforts will be essential to replace/renew these projects with similar size of projects. EU has been approached and concept note submitted for new project on gender justice to replace the existing project. Similarly, CoS and CA are contacted for continuing peace building initiatives currently funded by RNE. There is likelihood of not getting long-term support in WASH after HEKs funded project is ended in 2017. However, support for short term emergency projects can be accessed from ACT, MFA. Two risks which can have substantial impact on the fulfilment of our goal to reach 35 mill NOK: first, the working environment for NGO/INGOs in the country, and second, the donor s slow or lack of response to support programme interventions, especially long term programmes, for the new strategic period. Operational The security situation is erratic and has increased following the Pakistan Army s operations against militants in North and South Waziristan on the border to Afghanistan since June 2014, the Government s National Action Plan to eradicate terrorism and their financial support mechanisms, since Dec 2014. Insecurity and bureaucratic procedures for travel in certain areas near military operations, militant group presence, can significantly delay or disrupt programme implementation. NCA place a great deal of efforts in ensuring compliancy with government regulations as well as maintain a constructive dialogue with relevant counterparts in government. Our experience is that issues governing INGO access and working space are decided in governmental sectors not readily available for dialogue. Further, such decisions are influenced by forces much larger than NCA and our bilateral relationship to the government, such as international politics and internal Pakistani civilian-military dynamics. NCA needs to take closer control of defining and ensuring quality programming, which include more and closer monitoring, especially at the start of any project. Hazards Environmental hazards: Landslides and earthquakes are frequent in Northern Pakistan. Floods in Punjab, Sindh and Baluchistan. Staff not trained in survival techniques. Fire: Few facilities have smoke detectors. Poor or shoddy wiring is prevalent. Open flame gas heaters are used in winter. Fire services are poorly developed in the country. Heath and sickness: Adverse conditions in field locations, lack of potable water, malaria, poorly washed or cooked food. Poor health facilities in some field locations. Sexual assault: Sexual violence is common in many areas of the country. There is a mistaken impression that liberal Pakistani females have loose morals. 32 Norwegian Church Aid Pakistan Strategy 2016-2020
Annex 1: Map 33 Norwegian Church Aid Pakistan Strategy 2016-2020
Annex 2: Partner information NCA has identified eleven partners to work with on long term development; seven of them with expertise in peacebuilding, two with experience in GBV and four in WASH. The size and capacity of the selected partners ranges from small, medium and to large organizations. One of the partners has a special focus on GBV and PB and is a common partner for both programmes. The selection and number of partners are also based on the geographical focus areas and their presence and rootedness in these areas. Within the humanitarian field NCA will continue working with existing WASH partners in addition to new partners depending on scale of the humanitarian response. Partner Type Research and Development Foundation (RDF) Core partner Year of establishment 2002 Legal status The Societies Registration Act, 1860 Number of employees 245 Number of members Not applicable Management structure Financial foundation Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) Board of directors, Executive director and management team National and international donors Trocaire, Kindernothilfe (KNH), Concern Worldwide, Oxfam Novib, eni, UEP, Caritas Austria National Humanitarian Network (NHN), Human Resource Development Network (HRDN), IUCN Close coordination with the Public Health Engineering Departments at District Level, Education Department, Agriculture and Livestock Department, Ministry of Climate Change, Government of Pakistan, NDMA, PDMA. MOU with Sindh Agriculture University Tando Jam, Pakistan Agriculture Research Council (PARC) Authorities are occasionally invited for project facilitation. Provide capacity building support to the Government officials also in DRR, WASH, Education Development, Climate Change South Sindh Food security & livelihood, climate change & DRR, Emergency Response, Quality Education and Learning and reproductive health Long experience in WASH and related thematic areas. Have long and strategic presence in NCA Pakistan s focus areas. Have strong relationship with local communities. Also is a good resource as research based organization. 2011 NCA: funding and responsible for donor relations; ensure coordination and interaction between organizations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational 34 Norwegian Church Aid Pakistan Strategy 2016-2020
development. RDF: implement programmes on WASH in Sindh; link to communities and authorities in target districts. Partner Type Year of Establishment 2009 Peace and Development Organization (PADO) Core partner Legal Status Societies Act 1860 Number of Employees 67 Number of members Management structure Not applicable Board of directors, Executive director and management team Financial foundation International donors; budget 2014 PKR 81,378,722 Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organization Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) Concern Worldwide Rapid Fund OFDA/USAID, ERF, UNHCR, Unicef, UNOCHA, USAID SGAFP, UNFPA, UN Women PADO has been working closely with alliances and networks for advocacy, joint assessments and consultancies: Global Call for Action against Poverty (GCAP), UN Clusters, EVAWG, Protection and WASH Cluster, IVAP, Agha Khan University. Close coordination with the Ministry of Economy, Agriculture, Education, Public Health Department, district government and Provincial Disaster Authority at national, provincial and district level. Authorities are occasionally invited for project monitoring and trainings. Also as capacity building initiatives Government officials are also trained during various trainings. As Khyber Pakhtunkhwa (KP) based organization strong and close coordination with Pakistan army for smooth implementation of projects and transparency. KP and Sindh Protection, Education, WASH, Shelter/NFIs, Food Security. Strong and strategic presence in KP, strong ties with local communities in NCA Pakistan s focus areas, strong coordination with local authorities, strong local knowledge, vast experience with NCA, strong presence at local networks, long experience in WASH and related work. 2012 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. PADO: implement programmes on WASH in KP; link to communities and authorities in target districts. 35 Norwegian Church Aid Pakistan Strategy 2016-2020
Partner Type Sungi Development Foundation (Sungi) Core partner Year of establishment 1989 Legal status Societies Act 1860 Number of Employees More than 100 Number of members Not Applicable Management structure Financial Institutions Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) Board of directors, Executive director and management team Funded by International donors USAID, DFID, UNICEF, CIDA, NORAD, TAF, NOVIB National Humanitarian Network (NHN), thematic clusters, FAT (Fair Trade Organization), Human Resource Development Network (HRDN) Close coordination with the Ministry of Economic Affairs, Agriculture, Education, Public Health Department, and District Governments and Provincial Disaster Authority at national, provincial and district levels. Authorities are occasionally invited for project monitoring and trainings. Also as capacity building initiatives government officials are also trained during various trainings. Punjab, Sindh, Gilgit Baltistan, KP, Balochistan Social mobilization, advocacy and policy influence in human rights and democracy, including health and education, community infrastructure, sustainable livelihoods and disaster management. Long experience with local communities. NCA longtime investment in developing WASH capacity, strong presence at local networks, long experience in WASH and related work. 2008 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. Sungi: implement programmes on WASH in target districts; link to communities and authorities in target districts. Partner Type Year of establishment 1997 Participatory Village Development Program (PVDP) Core partner Legal status The Societies Registration Act, 1860 Number of employees 84 Number of members Management structure Not applicable Board of trustees, Board of Management and management committee. Management Committee: 1. Executive Director 2. Deputy Executive Director 36 Norwegian Church Aid Pakistan Strategy 2016-2020
Financial foundation Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) 3. Sr. Finance Manager 4. Sr. Manager Technical Support Unit (TSU) International donors 1. Action medeor German Govt. 2.Catholic Relief Service 3 Community work service 4. Christian Engineers in Development.; budget 77,134,046 Philanthropist (supporting in kind donations) 1. GAVI Alliance 2. IUCN network 3. HRDN Network 4. Maroarra Coordination Council Tharparkar Close coordination with the Ministry of Economy, Agriculture, Education, Public Health Department, district government and Provincial Disaster Authority at national, provincial and district level. Authorities are occasionally invited for project monitoring and trainings. Also as capacity building initiatives government officials are also trained during various trainings. Sindh Advocacy, Agriculture, Education, Environment, Health, Poverty Alleviation, Rural Development, Credit Systems, Emergency Relief Long experience with local communities. NCA invested in developing WASH capacity. 2012 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating Project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. PVDP: implement programmes on WASH in target districts; link to communities and authorities in target districts. Partner Type Khwendo Kor (KK) Non-Government Organization Year of establishment 1993 Legal status Registered under Societies Act XXI of 1860 Number of employees Number of members Management structure Financial foundation 102 staff stationed at 10 offices + 147 teachers KK BoD has 11 members Organogram attached Financial management is based on its policies, procedures and systems. It has on line financial software (quick book) installed in all regions and daily financial transactions are punched in the system. The organisation has the capacity of producing system generated real time reporting. Periodic reporting and analysis is taking place in the organisation besides donor financial reporting on their prescribed formats. The organisation has experience of handling diverse donor base and it complies with their reporting 37 Norwegian Church Aid Pakistan Strategy 2016-2020
Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Year of when partnership with NCA was established Rationale for NCA's partnership with this organization Division of labor between NCA and partner (added value each brings) systems and procedures. The finance section handles approximately USD 1.5 Million annually provided by donors for various programme activities. DIL, NED, IRC, NACP, Oxfam-GB, PPAF, Engro Foundation, Malala Fund, UNOCHA, DAI-Aawaz, USAID through Aurat Foundation, CKU, FDA, JA Clark, Henrich Boll foundation EVAW/G Alliance KP & FATA; The Pakistan National Committee (PNC) (IUCN); Beijing +10Violence against Women (VAW); Aman Ittehad (a peace movement); HRDN (Human Resource Development Network); PCP(Pakistan Center of Philanthropy); Paukhtoonkhwa Civil Society Network (PCSN); Pakistan Coalition for Education (KK hosted the secretariat for this collation); The Asian South Pacific Bureau of Adult Education (ASPBAE); Centre for Governance and Public Accountability; CRM; Education Cluster UNOCHA; Rehnuma- Family Planning association of Pakistan (FPAP); Aahung; Health Cluster UNOCHA; Women Chamber of Commerce KP; Saba Pakistan; Women Business Development Center (WBDC); Islamic Micro Finance Working Group (IMWG); International Network for Alternative Financial Institutions (INAFI); TAQ( Takra Qabile Khwindi); and NHN (National Humanitarian Network) KK has established Men and Women organization in its working areas. All the interventions are conducted through these organizations who collaborate with local body structures at district level for tapping local resources and make the interventions sustainable. All over KP and FATA Education, Health, Economic Empowerment, Civil Rights and Humanitarian Response 2011 Strong women focused (and woman headed) organization, with excellent collaboration with religious leaders also has experience in FATA NCA has helped KK streamline and strengthen its work with religious leaders and helps ensure that KK retains a human rights based approach (sometimes, because of its strong community based approach, volunteers have introduced culturally popular material that is more conservative-religious and curtails women s rights and NCA has kept a check on that). NCA has also provided KK a platform to engage in debate with other women s rights organizations (such as Aurat Foundation, which is against Jirgas, while KK takes a more nuanced approach to the institution). KK has worked on mental health, has considerable experience with education (schools) also. Partner South Asia Partnership Pakistan (SAP-PK) Type Non-Government Organization Year of establishment 1989 Legal status Societies Act 1860 38 Norwegian Church Aid Pakistan Strategy 2016-2020
Number of employees 250 Number of members Volunteers 300,000 Management structure 3 Tier Financial foundation PKR 1913 million Other donors EU, NOVIB, CIDA, UN, etc Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Year of when partnership with NCA was established Rationale for NCA's partnership with this organization Division of labor between NCA and partner (added value each brings) Part of several networks, including Pakistan Social Forum (the Pakistan part of the World Social Forum). SAP-PK derives its name from a regional network, i.e., South Asia Partnership. This is a volunteer network of participatory development-support organizations operating under the same name and for the same purposes in Canada and four South Asian countries, i.e., Bangladesh, Nepal, Pakistan and Sri Lanka. Active engagement with local government Rural and Urban in 45 Districts of Pakistan Democratic Governance; Poverty and Sustainable Livelihood; Human Security and Safe Environment; Peace and Regional Cooperation; Gender and Development; 2010 Strong national organization with large outreach and is able to collaborate closely with religious leaders (NCA had a very good experience with them in south Punjab) NCA has had challenges with SAP-PK s model of working through local organizations vetted through its Resource Development Program (RDP). This has benefits such as sustainability as well as reducing costs, provided that the local organization is competent and SAP-PK staff closely collaborates with them. SAP-PK is strongly rooted in communities and their work with peasants and other marginalized groups is the foundation for this. Although SAP-PK has some competent staff, they are a small team looking at a large number of projects which means that NCA is overburdened with quality reporting, proposal writing etc., that accurately reflect the good work done in the field. Partner Diocese of Raiwind Church of Pakistan Type Core partner (no need to fill in) Year of 1980 establishment Legal status registered under the Societies Registration Act, XXI of 1860 by the City District Government Lahore (Joint Stock Companies) Number of Between 360-400 employees Number of members 30,000-40,000 Management Diocesan Bishop (as Chairman) & Executive Committee structure Financial foundation Self-income generating & International donors Other donors None of the donors in the list, mostly Church donors Membership in None 39 Norwegian Church Aid Pakistan Strategy 2016-2020
networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) Mainly security related matters at district/province level Lahore/Punjab Pastoral Care, Formal Education, Peacebuilding, Disaster Management, Women & Youth Empowerment, Junior Church (Sunday School) Strong experience of working at grassroots level and on minority issues 2004 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. DOR: implement programmes for PB; link to communities and authorities in target districts. Partner Type Peace and Development Foundation (PDF) Core partner Year of 2013 establishment Legal status Registered under Societies Regulation Act, XXI of 1860. RJSC/DISTT RWP/F- 3594/134 Number of employees Ten Number of members Not applicable Management structure Romana Bashir, Executive Director Arif Gill, Manger Project Officer (vacant) Project Officer (vacant) Shafqat Aziz, Associate Advocacy partner Richard Azeem, Finance Associate Jair Nasrani, Finance Officer Adnan Abid, Driver Rose Mary, Cook Imran Gill, Janitor Financial foundation International donors; budget 2014 PKR 9,885,458. Other donors Membership in networks (including ACT Alliance) Cooperation with local government N/A Christian Solidarity Worldwide (CSW) Ending Violence Against Women and Girls (EVAWG) Insani Haqooq Ihtehad (IHI) Women Action Forum (WAF) ACT Alliance (Through NCA) National level: Provincial level: District level: UC level: 40 Norwegian Church Aid Pakistan Strategy 2016-2020
Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) Districts/ Provinces Peacebuilding and Minority Rights Strong experience of working on PB and on advocacy issues 2013 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. PDF: implement programmes for PB; link to communities and authorities in target districts.pdf: implement programmes for PB; link to communities and authorities in target districts. Partner Type Year of establishment Faith Friends Core partner Since 2008 Legal status Registered under Societies Act 1860 Number of employees 4/four Number of members Management structure Financial foundation Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with Not applicable Board of directors, project team NCA NCA UNITE network, Peace and Harmony network Pakistan (PHNP) National level: Ministry of Religious Affairs and Interfaith Harmony etc. Provincial level: KP Government District level: Peshawar Government Districts/Provinces Peacebuilding and interfaith harmony Strong experience of working at grassroots level and on advocacy issues 2004 41 Norwegian Church Aid Pakistan Strategy 2016-2020
NCA was established Division of labour between NCA and partner (added value each brings) NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. FFs: implement programmes for PB; link to communities and authorities in target districts. Partner Type Year of establishment Peace Education and Development (PEAD) Foundation Core partner 2002 Legal status Registered under Trust Act 1882 Number of employees Number of members Management structure Financial foundation Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) 50/fifty Not applicable Board of directors, Executive director and project management/project teams International donors; The Asia Foundation, International Republican Institute (IRI), German Embassy, National Endowment for Democracy (NED), United States Institute of Peace (USIP) etc. Right to Expression, Association, Assembly and Thought (REAT) network, a national coalition of 23 organizations working for the rights of minorities in Pakistan, as well as serves as the Secretariat for the Coalition for the Rights of Minorities Pakistan (CRMP) National level, Provincial level and Districts of operation Khyber Pakhtunkhwa (KP) and Punjab Provinces Research, training and advocacy body with a focus on human (and minority) rights, countering violent extremism, democracy and governance PEAD has substantial experience of working on protection and promotion of peacebuilding, human/minority rights and are being working with NCA as partners in its peacebuilding programme 2014 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. PEAD: implement programmes for PB; link to communities and authorities in target districts. 42 Norwegian Church Aid Pakistan Strategy 2016-2020
Partner Type Organization for Research and Education (ORE) Core partner Year of 2003 establishment Legal status Registered under Societies Act 1860 Number of employees Number of members Management structure Financial foundation Other donors Membership in networks (including ACT Alliance) Cooperation with local government Geographic area Thematic/Global programme area (technical expertise) Rationale for NCA's partnership with this organisation Year of when partnership with NCA was established Division of labour between NCA and partner (added value each brings) 4/Four n/a Governing body, chairman, vice chairman and treasure, management teams International donors The Asia Foundation ORE network (diverse representation) District/provincial, where projects operational Khyber Pakhtunkhwa and Punjab province Research/Education, Peacebuilding, interfaith harmony Strong experience of working at grassroots level and on advocacy issues 2010 NCA: funding and responsible for donor relations; ensure coordination and interaction between organisations involved in the programme through facilitating project teams; provide quality assurance linked to PMER, financial administration and security issues; capacity development and support to organisational development. ORE: implement programmes for PB; link to communities and authorities in target districts. 43 Norwegian Church Aid Pakistan Strategy 2016-2020
Annex 3: Cross-cutting issues and strengthening civil society 44 Norwegian Church Aid Pakistan Strategy 2016-2020