case study lso markunja and marapi

1 | P a g e EU-DPG Programme | A Case Study

European Unions Deepening Participatory Governance Programme (EU-DPG)

A Case Study

On

LSOs Markunja and Marapi

Prepared by:

Kaleemullah

e-mail: [email protected]


Contents

Contents ....................................................................................................... 2

Acronyms ...................................................................................................... 4

Executive Summary: ...................................................................................... 5

Introduction .................................................................................................. 6

Objectives of the study ................................................................................... 7

Research Methodology .................................................................................... 7

Focus Group Discussion ............................................................................... 7

Sample Space ............................................................................................. 7

Primary Data .............................................................................................. 7

Secondary Data/Literature Review ................................................................. 7

Reviewed Documents: ............................................................................... 8

The Aga Khan Rural Support Programme .......................................................... 8

European Unions Deepening Participatory Governance Programme ...................... 8

Governance ................................................................................................ 8

Good Governance: ...................................................................................... 8

Participatory Governance ............................................................................. 9

Deepening Participatory Governance: ............................................................ 9

Profile of Union Councils: ................................................................................ 9

Union Council Markunja ............................................................................... 9

Union Council Marapi ................................................................................... 9

DPGs Interventions...................................................................................... 10

Capacity Building of LSO Markunja .............................................................. 10

Infrastructural Development ....................................................................... 11

Installation of Hand Pumps (LSO Marapi) ................................................... 11

Doskhore Link Road (LSO Markunja) ......................................................... 12

Multi-Stake Holders Forum ............................................................................ 12


Sustainability............................................................................................... 13

Gender Parity .............................................................................................. 14

Analysis ...................................................................................................... 15

Conclusion .................................................................................................. 17

Lessons Learnt ............................................................................................ 17

Annex I-A ................................................................................................... 18

Annex I-B ................................................................................................... 18

Annex II-A .................................................................................................. 19

Annex-II-B .................................................................................................. 19


Acronyms

ADP Annual Development Plan

AKRSP Local Support Organisation

BOD Board of Directors

CSO Civil Society Organisation

DPG Deepening Participatory Governance

EC European Commission

EU-DPG European Union- Deepening Participatory Governance

FGD Focus Group Discussion

GB Gilgit-Baltistan

HH Households

LG&RD Local Government and Rural Development

LSO Local Support Organistaion

MoU Memorandum of Understanding

MSF Multi Stakeholders Forum

NGO Non-Governmental Organisation

UCDP Union Council Development Plan

UNESCO United Nations Educational, Scientific and Cultural Organisation

UC Union Council

VO Village Organisation

VDP Village Development Plan

WO Women Organisation

FCR Frontier Crimes Regulations

GBC Gilgit Baltistan and Chitral

YO Youth Organizations


Executive Summary:

The mountain communities in Shigar Valley of G-B have been living in poor conditions due to

their remoteness. They lack basic infrastructures like roads, bridges, irrigation channels, water

supply systems etc. affecting their living standards. To improve their living conditions EU

launched a programme named DPG. The programme is designed to mobilize the locals, organize

them, empower them, and link them to the government agencies.

With the active involvement of the community and coordination by government agencies, various

projects from Annual Development Projects (ADP) have been sub-granted to the community

organization, in addition to the credit support by EU-DPG programme for infrastructure

development.

Sustainable development can never be achieved without active participation of women. Carrying

patriarchal tendencies, the local communities restricted their women only to household chores.

The programme stipulated women participation as a pre-condition to its intervention, which

resulted in the active involvement of women in decision making, and even in project committees.

These communities are now better aware of their rights and their women are making a difference

in their individual lives and in the society, in a larger perspective.


Introduction

Shigar Valley, a remote village in Gilgit-Baltistan region of Pakistan is a popular tourist

destination. Historical sites like Amburiq Mosque, which is a 14th century architectural

marvel revived in a UNESCO award winning restoration programme, and a 17th century fort

Fong Khar, which has won the prestigious UNESCO Excellence Award for its restoration,

further embellish this region. At a distance of 32 km from divisional headquarters Skardu,

the valley is gateway to mountain ranges of Karakoram wherein lay the second highest peak

in the world, K2. This area is fraught with deep culture partly brought about by the

traditional route that went through the area known as Silk route (up until 18th century) and

partly by its linkages with cultural centers like Tibet and Ladakh.

Complex geopolitics and remoteness of GB has hampered its development over years. Being

a part of underdeveloped GB, Shigar valley, despite its natural resources, has lagged behind

in terms of quality of life and infrastructural development. The Gilgit-Baltistan Self

Governance Order, 2009 was also aimed at repelling the sense of deprivation among the

masses of the area through participatory governance system. However, this governance

model lacked basic constituent of local government through which the government policies

translate into tangibles, efficiently.

The EU programme was aimed at mending this critical missing-link, in its restricted sphere.

Since its inception, the AKRSP has been working to establish institutions (informal) for

improved service delivery mechanisms by empowering the masses at grass root level.

Initially the AKRSP focused on empowerment of local communities by linking them with

different agencies for service delivery and poverty alleviation as a receiving platform.

However, their mammoth growth called for a second tier organization which could engage

with government and non-government agencies independently, resulting in the formation of

LSOs, which are a federation of VOs/WOs at UC levels. With the support of the AKRSP, there

are 21 LSOs operating in GBC thus far.

The EU-DPG Programme targets these LSOs as intermediaries, which are directly connected

to the masses, for its service delivery programmes and engagement with government

executing agencies. By prioritizing the needs of various villages, the DPG team funded by

EU developed UCDPs by consolidating VDPs. The creation of MSF and by bridging the gap

between LSOs and government departments like LG&RD resulted in sub-grant of social

infrastructure projects at village level.

The program also contributes from its funds in collaboration with the VOs in the areas hit by

acute humanitarian crisis, making for a sustainable intervention.


Objectives of the study

1. To study the pre-implementation conditions of the community.

2. To study the impact of the programme on the socio-economic conditions of the vulnerable

community in LSO Markunja.

3. To study the gender parity in implementing the programme and its dividends.

Research Methodology

Focus Group Discussion: FGD is a qualitative, cost-effective research methodology which was

adopted in assessing and evaluating the impact of DPGs program in the LSOs Makunja and Marapi.

Before the field visit, discussions were held with the team members at AKRSP area office Skardu.

After deliberations, LSO Markunja and LSO Marapi were selected on the basis that they were able to

materialize 2 VDPs and were also able secure ADP through LG&RD. The scope of the study was

restricted to the members, BODs LSO Markunja and Marapi.

DPG team visited office of the LSO Markunja, Shigar, district Skardu where the group discussion took

place. The BODs LSO Markunja has had 14 female members and 06 male members. Respondent

details are as herewith Annex I-A. After conducting FGD here, the team then visited LSO Marapi,

Marapi, Shigar for holding FGD with the LSO Members. The details of which are also attached herewith

Annex I-B.

Sample Space: At the moment, EU-DPG programme is involved in 6 LSOs in Baltistan Region,

lobbying for linking government agencies with the local community and mobilizing them into becoming

change agents. Out of 6 LSOs, we have selected 2 LSOs as a sample space (33%) i.e. LSO Markunja

and LSO Marapi. The LSO Markunja constitutes of 26 VOs and 26 WOs covering 94% of the total

population, while the LSO Marapi constitutes of 14 VOs and 17 WOs covering 89% of population.

Primary Data: Primary Data was collected through FGD (Annex II-A and Annex II-B) and immediate

interaction with the BOD Members LSO Markunja and LSO Marapi. A 3-Member team from the AKRSP

Regional Office visited these 2 LSOs on Wednesday 22 April, 2015 to call on the BOD Members. After a

general discourse, the team inquired about the general perception, delivery mechanisms, community

involvement in decision making, gender parity, and their satisfaction of seeing the programme

materialize through various phases via individual engagement with each of the respondents for a

thorough understanding of EU-DPG programmes effectiveness in achieving the goals and objectives

(and communities expectations). The list of the respondents are attached herewith Annex I-A and

Annex I-B.

Secondary Data/Literature Review: As the objective of the study sets it clear that it is aimed at

studying the preconditions of the LSOs Marapi and Markunja, the impact of the programme on socio-


economics, and gender roles in different phases through completion, a review of previous scholarship

has been carried out. In addition to the primary data, the study hinges on data collected from

Engineering Section the AKRPS, Skardu including Baseline Surveys, Project Proposals; DPGs

documents; and data from ID Section, the AKRSP, Skardu.

Reviewed Documents:

DPG Project Progress Report by Ashiq Hussain

List of Union Councils Agreed With LG&RD at District Level

DPG CPI Schedule

Markunja Shigar MSF Report

Union Council Development Plan Markunja Shigar

Union Council Development Plan Marapi Shigar

Markunja-multi stake holder forum bridging gaps opening corridor for sustainable development

Performance Management/Measurement Framework (PMF) - Deepening Participatory

Governance GB

The Aga Khan Rural Support Programme

When the populist leader, Z.A. Bhutto abolished local system of governance (Rajageeri) in 1974, there

emerged a void in governance as the society transitioned from Rajgeeri system to being a part of

modern system of governance. Weaker institutions due to their infancy and extension of FCR further

dwindled the prospects of GB competing with other regions of Pakistan.

It was during this period, the AKF, inspired by Akhter Hameed Khans Comilla Pilot Project, launched a

rural development initiative under the name of the AKRSP spearheaded by Shoaib Sultan Khan in

1982. Since then, the AKRSP has been involved in various development projects in GBC uplifting living

standards of these mountain communities.

European Unions Deepening Participatory Governance Programme

Governance: Governance of an identity includes devising policies, continuous monitoring and

evaluation, and their implementation. The key to governing any entity is to balance the power

between different sub-entities which, in turn, improves the prosperity and viability of the entity.

Good Governance: Good governance includes all the processes of governing through which public

resources are directed towards the optimum service delivery for the masses, ensuring accountability.


Participatory Governance: Participatory governance refers to the form of governance in which

masses at the grass-root level are empowered to use states (their) resources, resulting in improved

decision making regarding their problems and efficient service delivery.

Deepening Participatory Governance:

Due to the absence of local bodies in GB, masses at grass-root level are deprived of their active

participation in governance and matters directly pertaining to their lives. Community organizations like

LSOs, VOs, and WOs were restricted to receiving funds and support from NGOs, only. The EU-DPG

Programme is now linking community organizations with government organizations, in addition to

NGOs, ensuring transparent, efficient, inclusive mobilization of states resources.

Profile of Union Councils:

Union Council Markunja

Being a central UC of sub-division Shigar, the UC Markunja situates all the main government offices

viz. NADRA Office, RHC, National Bank of Pakistan, including private institutions and offices. The total

population of the UC is 7,000 people.

The UC stretches from village Bontupa to village Mamuchanmu on an approximate area of 5000 kms,

including 5 revenue villages and 22 villages. The 700 years old Amburiq Mosque, which was restored

in a UNESCO award winning restoration project, and the Shigar Fort (Fong Khar), which has won

UNESCO Excellence Award, lie inside the boundaries of this UC. Irrigating the fertile soil of the UC,

Shigar Nullah flows through the center of this UC. Fertile lands, plethora of water, variety of fruits,

green pastures, are but a few distinctive features of this UC.

In addition to lush green fields and pastures, the place has abundance of resources, precious and

semi-precious stones, including serpentine stone, which are found here in abundance.

Despite all these resources, most of the villages in the UC have no access to clean drinking water. Due

to the shortage of electricity, everyday life and livelihood of the people has been marred severely.

Lack of skilled labor and due to financial constraints, the large human resource has been unable to

capitalize on and was but an extra burden on the society. Neither an individual nor an organization

was active in the area.

In a dismal situation like this, a group of educated, motivated individuals felt as imperative upon

themselves to organize the local community to solve their problems forming the LSO Markunja on

March 23, 2014. The office of the LSO is situated at Hussaini Chowk, Markunja Shigar. The UC has

now 26 VOs and 26 WOs, in total.

Union Council Marapi

UC Marapi, Shigar is situated at a distance of 28 kms from Skardu, in the North. It is considered to be

one of the main UCs in sub-division Shigar. UC Marapi has total 7 revenue villages. The UC has a total

of 786 HH and is inhabited by 7074 individual members. Stretched over a landmass of 10234 kanals,

the UC has 4543 kanals of cultivable land while 4591 kanals consist of uncultivable lands. The UC has

14 VOs and 17WOs, in total. At an average altitude of 2798 m above sea level, agricultural practices

here are between monoculture and polyculture practices. Most of the people earn their livelihood


through agriculture and farming, and in addition to this, through

tourism and employment in government agencies. The UC is

famous for its agricultural produces and people here possess

relatively large areas of cultivable lands. Meltwater is the main

source of water in the area, for both irrigating and drinking

purposes. Main crops include wheat, barley, maize, buckwheat;

vegetables include potato, tomato, cabbage, onion, bean, turnip,

beetroot, ladyfinger, and bringle; and main fruits include apricot,

walnut, berries, plum, peach, apple, cherry, almond, grapes.

In addition to vast resources of gems and minerals, the area has

large rocks of serpentine stone. The forest in the area has mainly

Eucalyptus and Popular trees.

The area has a diverse flora and fauna in its highlands.

Sightseeing destinations include 700 years old Amburiq Mosque,

Zharbaxhoo which stretches over a vast land of 8 hectares and is

home to variety of wild life species; Buddha rock Kothang Pain;

Bodhi Shagharan; and various other cultural and historic sites.

Despite all these resources, the UC lacks accessibility to clean,

drinking water. Daily life and business activities are hugely

affected due to the shortage of electricity. Because of lack of

funds and skills, the large human resource contributed only to

burden the communitys economy. In a crisis like situation, some

of the educated individuals, nobles rose to the occasion under the

umbrella of the AKRSP to create a forum for voicing their

demands and achieving a sustainable development formed the

LSO Marapi on November 15, 2008. The LSO is registered under

under the Companies Ordinance, 1984.

DPGs Interventions

Capacity Building of LSO Markunja

Capacity Building of a target community is imperative to implementing a program effectively. Ensuring

accountability and good governance is only possible through a community that is aware of its rights

and role in a given framework. While there is no local government system in place in Gilgit-Baltistan,

LSOs are filling the void bridging the gap between government agencies and local communities.

Through the DPG programme, two members from LSO Markuga were trained as S.M at Snowland from

Feb 01, 15 to Feb 04, 15 in Skardu. Participatory governance is only possible through active

participation of the community and can only be achieved by mobilizing the community. Khadim

Hussain, Manager LSO Markunja, shares his experience, I am more confident and aware now; the

training programme increased my understanding on organizing and mobilizing the community, ways to

increase savings, proposal writing and highlighting issues, and resolutions submission. The training

I am more confident

and aware now; the

training programme

increased my

understanding on

organizing and

mobilizing the

community, ways to

increase savings,

proposal writing and

highlighting issues, and

resolutions

submission. , says

Anwer Ali

Member LSO Markunja


programme resulted in bringing to the fore change agents and their efforts resulted in enhanced

participation of the community. Through those catalysts, S.M, 5VOs, and 5WOs were revamped,

increasing membership.

Infrastructural Development

Improved infrastructure improves lives of individuals. Basic infrastructure is vital for uplifting lives of

ordinary people. Governance has many facets and one of them transpires through infrastructure

development. Improving quality of life through deepening participation, imparting sense of ownership

and creating an impact through sustainable development is what the DPG program aims at. Never can

there be an economic activity without basic infrastructure development: that the programme is

dedicated to improving lives of marginalized communities, it focuses on basic infrastructure

development.

Having mobilized and educated via the DPG program, the Local Support Organization, Markunja

invited proposals for projects from sub-organizations viz. VOs and WOs. Due to fund constraints, VDPs

were consolidated and prioritized and scrutinized before being tabled. In consultation with the member

VOs and WOs, projects with overarching objectives and needs were finalized. To achieve unanimity

and consensus, the LSO Marapi ended up with a draw, repelling any potential dissent.

Before the inception of DPG program and due to lack of local governance system, development funds

would embezzle largely.

Unaware of any funds, the communitys life standard would deteriorate instead of improving.

For the community, there were challenges like restriction of funds, lack of expertise and lack of public

awareness about government development organizations like LG&RD. The DPG programme not only

delivered tangibles but also empowered the local community by making them aware of their rights.

Installation of Hand Pumps (LSO Marapi)

The LSO Marapi faces acute shortage of drinking water. Water borne diseases abound, the area had

been struggling with their meager resources. At the same time, lacking technical expertise, the

community would resort to traditional methods. They would dig a well and let the silt settle down in

order to clean it, and make it drinkable. The local community had no option other than drinking water

from the same channel from where animal would drink. Their suffering would not end here. Their

women had to tread long distances to fetch water during winters. There came a moment when local

women, seething with anger, caused a road blockade in protest. Haji Hassan, Member BOD, LSO

Marapi, shares his feelings,


I want to thank you, sir. Because of your timely

intervention, our lives and money both have been

saved. There was a time when water borne diseases

exhausted the capacity of local hospital and we had to

engage even garages to cater for space problems.

The EU-DPG identified area was in sheer need of

intervention. LSO Marapi was funded by EU-DPG

programme after consultation with local communities

for the construction of 4 hand pumps. The water was

tested in Laboratory, which qualified for standards. The

project has now changed life standards of 150 HHs of

this village.

Moreover, DPG is actively involved in achieving

synergies between government agencies and the local

community. GPG teams efforts resulted in a meeting

district Magistrate. LG&RD sub-granted 3 of their

projects to LSO Marapi (MoUs signed).

Doskhore Link Road (LSO Markunja)

The local economy in Shigar relies mainly on agricultural

produces. Adopting old practices for agricultural, the local

communitys survival was at stakes in a growing competitive

market. Additional cost (in terms of time and labor) would

greatly affect the cost of production. With no link road in place,

machineries like tractors, thrashers, harvesters and trucks for

loading goods couldnt reach fields in the area directly affecting the

production cost. High maternal mortality rate, health issues were

hallmark of the village. After its completion, the EU-DPG Dsahkore

link road has reduced maternal mortality rate greatly, improved agricultural yields which has increased

the overall income of the community, improving quality of life by benefitting 150 HHs in the area.

Multi-Stake Holders Forum

MSF is a platform where synergies are built between community organizations and various

development agencies, donors, service providers, and markets, to encourage participators through

planning and prioritizing community needs. The program was formulated to scrutinize, and consolidate

the already developed VDPs into UCDPs.

I want to thank you,

sir. Because of your

timely intervention,

our lives and money

both have been saved.

There was a time when

water borne diseases

exhausted the capacity

of local hospital and

we had to engage even

garages to cater for

space problems.

Figure 1

Figure 2

Figure 3

A view of Daskhore Link Road


Under EU-DPG programme, various departments, which include Agriculture, Forest, Health

department, and LG&RD, were invited for their inputs regarding village and UC level planning.

Moreover, there is a committee named The Planning and Coordination Committee which meets on

quarterly basis to review plans and monitor the social infrastructure. The Committee then shows its

progress reports in the form of periodic reviews. The multi-stake holders forum, in short, is bridging

the gap between village organizations and various government line departments.

There has been a steady progress in building synergies between the local community and government

line departments i.e., LG&RD and Local Administration in which the parties have signed MoUs for sub-

granting of ADP which would incorporate projects identified by the local community. The projects in

the pipeline includes, a foot-bridge at Lamsar, construction of boundary wall at the local school,

Abruzzi, and construction of protective wall at

the reservoir of local irrigation channel all of

which fall in the vicinity of LSO Markunja.

Sustainability

Sustainability is the key to creating an impact.

The social mobilizers were tasked with imparting

a sense of ownership, about the projects, among

the local community members which ultimately

resulted in smooth sailing of the project through

various phases towards completion.

The fact that the President Marapi volunteered

his courtyard for the installation of hand pumps

shows the ownership and concern of the local

community about the project. Furthermore, the

local community of Marapi has contributed an

extra amount of 15,000 PR for the installation of

a motor that has saved the time and energy of

these people.

The reason behind the installation of a hand

pump inside a courtyard was that one cant guard the pump all the time, and that one of the pumps

was partially damaged by the children in the area. There is also a Project Maintenance Committee

which looks after the pumps and repairs it timely, if need be. The fund for maintenance goes from the

savings of the LSO Marapi.

One cannot achieve sustainability through just providing technical and monetary support, as has been

discussed before. There needs to be a sense of ownership among the target community for the

sustainability of the project. Both the LSOs have constituted a Project Maintenance Committee

funded by the community savings, and in addition to that, they have also extended their physical,

material support through completion of the project.

Hand Pump after its automation


Gender Parity

Gender parity is a very important factor relating to self-

development of any community. The mountain communities

in northern Pakistan have historically been patriarchal and DPG

in coordination with AKRSP was able to mobilize and devise an

inclusive framework for the inclusion of the segregated gender that

has resulted in bearing immense results in terms of poverty

alleviation and women empowerment.

Gender parity is a vital factor in the development of any society. It is

recognized in many parts of the world that gender parity is a

fundamental human right. In developed countries of the world,

gender parity has resulted in sustainable development.

Women empowerment is the key to improving their status in society

resulting in taping of economic, political and social development

dividends.

The DPG program focuses on the equal involvement of women in

decision making and their active role in building of a society. As a

result, women have demonstrated their potential. The story of Ms.

Sakin Bi is a reflection of the fact who founded her own organization, Al-Shehbaz Women

Organization; she shares her experience, As you know that in our society, women bear the brunt of

carrying out not only household chores but also works ranging from tending animals to plowing fields

without the share in decision making. This program became our voice. I am a member BOD now. I feel

empowered thanks to AKRSP and DPG.

In addition, they have been actively participating in decision making on various platforms, including

LSOs. In addition to their self-empowerment, they are taking part in the development of their areas

now. The graph below shows the level of their participation in LSOs Markunja and Marapi, reflecting

their role in decision making in the society.

As you know that in our

society, women bear the

brunt of carrying out not

only household chores but

also works ranging from

tending animals to plowing

fields without the share in

decision making. This

program became our voice. I

am a member BOD now. I feel

empowered thanks to AKRSP

and DPG., says Sakina Bi

Member BOD, and

founder Al-Shehbaz

Women Organisation


Analysis

By strengthening the inclusive and representative institutions (VOs, WOs, YOs, CSOs, LSOs) at the

grass root level through increasing the coverage areas of these community organizations, and by

reducing the negative impact of poverty through empowerment of these representative organizations,

the objective of the programme is to achieve a prosperous, inclusive and developed GB.

The link road Markunja was sub-granted to the local community through LSO Markuja. It was

prioritized by the LSO which was originally submitted by a VO. The village relies mainly on its

agricultural produces. Decades old agricultural practices, low level of accessibility has resulted in lower

yields. Due to the absence of a link road, modern machines like thrashers, people in the village would

harvest their fields manually, plough their fields using traditional means and would cover long

distances to reach main road. Moreover, modern machineries like tractors, thrashers and trucks had

no access to the village increasing the work load on the farmers. Maternal mortality rate, due to the

lack of accessibility, was very high in the area. Congested houses and lack of trash disposal facility

would cause various diseases and health related problems.

0 5 10 15 20 25 30

LSO Markunja

LSO Marapi

LSO Markunja LSO Marapi

WOs 26 17

VOs 26 14

Gender Parity: A Comparison


With the construction of link road Markunja, people here are relishing the fact that it has reduced their

production cost, improved their health problems, increased their accessibility, and enhanced their

agricultural yields, which has improved the overall living conditions in the village.

The project has benefitted a total of 150 H.Hs out of 886 H.Hs in the LSO. The pie chart below shows

HHs which have been directly receiving dividends in the LSO.

It was during the month of Ramadan, a Muslim holy month wherein they observe fast, when the

women from Marapi village took to the streets demanding the supply of clean drinking water. Such

was the condition of the area. Added to their miseries, the people had to bear the extra burden of

costly medicines. The installation of water supply system (4 hand pumps) essentially improves the

quality of life of the locals by reducing the extra burden of medicine cost and other health related

issues. Out of 786HHs in the LSO, the project will benefit 150 HHs by supplying them clean drinking

water, as shown below in the pie chart, below.

Total HHs86%

Beneficiary HHs14%

Beneficiar HHs in the LSO Markunja

Total HHs84%

Beneficiary HHs16%

Beneficiary HHs in the LSO Marapi


Conclusion

The multi-prong approach of DPG viz., mobilizing and enlightening the community, bridging the gap

between government agencies and community at the grass root level, improved service delivery in an

accountable environment creating an impact, achieving gender parity, affecting socio-economics

successfully materialized receiving a total 1,324,206 PKR and completing 2 projects. The previous

service delivery mechanism lacked accountability directly affecting the quality of deliverables. The

linkage between local community through LSO and line departments improved quality of deliverables

which can partly be attributed to the capacity building of local community and financial support by EU-

DPG and partly be to the willingness of government agencies.

Lessons Learnt

In order to ensure quality of deliverables, future projects should ensure the seasonal barriers

be taken into account of.

Active participation of the community is imperative to collective development of the society.

The limited time duration left the SMs unacquainted with necessary tools and skills for

community mobilization. The time duration should at least be extended to a week`s time, if

not more.

In addition to womens involvement in decision making, the youth should also be given

opportunity in leadership positions to foster inclusive and sustainable development.

Conflict resolution mechanisms be formulated in order to avoid potential dissent in decision

making processes.


Annex I-A

Respondent Details LSO Markunja

Serial

No.

Name Designation Gender

1 Muhammad Imran Khan LSO Member Male

2 Anwer Ali LSO Member Male

3 Ghulam Nabi LSO Member Male

4 Shakila BOD Member Female

5 Farida Volunteer Female

6 Rizwana Shabnum LSO Member Female

7 Sakina Bi BOD Member Female

Annex I-B

Respondent Detail LSO Marapi

Serial

No.

Name Designation Gender

1 Wazir Ejaz Ali Chairman LSO Male

2 Haji Ghulam Akber Vice Chairman Male

3 Ali Naqi BOD Member Male

4 Haji Hassan BOD Member Male

5 Haji Muhammad Qasim BOD Member Male

6 Ghulam Abbas Accountant LSO Male

7 Ghulam Hussain Social Organiser LSO Male

8 Muhammad Hussain Peon LSO Male


Annex II-A

FGD Questionnaire on Capacity Development

Annex-II-B

FGD Questionnaire on Infrastructure Development

1. How many members are aware about the training that was conducted? (question

determining communication efficiency)

2. What was the condition of V/WO before the training?

3. What benefits have been reaped out of this training, according to communitys perspective?

4. Has any kind of training been imparted by the trainees?

5. Any improvement after training? Any increment in saving? Any business initiative by any

V/WO for earning profit? Any village development plan held?

6. What has been the effect on the vulnerable communities within the village?

7. What are the plans for the future?

8. What lessons have been learnt since then?

9. Any suggestions?

1. Was the community consulted before launching the project?

2. What was the condition of village before the completion of the project/

3. Were the VOs/WOs taken into confidence during implementation phases of the project?

4. How has the project contributed to improving living standards of the community?

5. Has the project contributed to improving living standards of the community?

6. What lessons have been learnt from various implementation phases through completion?

7. Any suggestions?

case study lso markunja and marapi

Documents

g e eudpg programme

case study sustainability

good governance

case study european

case study contents

union council markunja

union council marapi

lsos markunja