1. 2014
APPR Core Team
Program Support Office Multan
6/18/2014
Annual Participatory Programe Review

2. TABLE OF CONTENTS
LIST OF ACRONYMS………………………………………………………….......................................
3
I. INTRODUCTION…………………………………………………………………………………..
4
1.1 Programme Area……………………………………………………………………………………………
4
1.2 PSO Background and Scope/role………………………………………………………………….
4
1.3 Work/Projects………………………………………………………………………………………………. 5
II. Purpose and Scope of APPR-14: ……………………………………………………………
5
III. APPR Methodology………………………………………………………………………………..
6
3.2 Preparatory Activities……………………………………………………………………………………… 6
3.3 Desk Review Analysis of the programme effectiveness on CCCD standards…….
6
3.4 Field Analysis of the programme effectiveness on CCCD standards…………………
6
3.5 Stakeholder Analysis of the programme effectiveness on CCCD standards………
6
3.6 Consolidation of the Outcome/final document…………………………………………………
6
IV. Key Findings, Analysis and Way Forward………………………….…………………….. 7
4.1 Key Findings and Analysis on CCCD Standard # 1………………………………………..
8
4.2 Key Findings and Analysis on CCCD Standard # 2………………………………………..
9

3. 4.3 Key Findings and Analysis on CCCD Standard # 3………………………………………..
10
4.4 Key Findings and Analysis on CCCD Standard # 4………………………………………..
10
4.5 Key Findings and Analysis on CCCD Standard # 5………………………………………... 11
Acronyms
ADP Annual Development Programme
BHU Basic Health Unit
CBO Community Based Organisation
CCCD Child Centered Community Development

4. CFS Child Friendly Space
CP Child Protection
CPP Child Protection Policy
CRC Child Rights Convention
CSO Civil Society Organization
DRM Disaster Risk Management
DRR Disaster Risk Reduction
EiE Education in Emergency
GBV Gender Based Violence
GDP Gross Domestic Product
GER Gross Enrolment Rate
GIS Geographic Information System
HFA Hyogo Framework for Action
HH Household
HPI Human Poverty Index
IDP Internally Displaced Person
LBs: Local Bodies
LGO Local Government Ordinance
LTP Long Term Plan
LYH Layyah
MDA Multan Development Authority
MLT Multan
MoU Memorandum of Understanding
MZG Muzaffargarh
NCCWD National Commission for Child Welfare and Development
NDMA National Disaster Management Authority
NDMF National Disaster Management Framework
NER Net Enrolment Rate
NFI Non Food Items
PSLM Pakistan Social Measurement Survey
PPP Public-Private Partnership
PALS Plans Accountability and Learning System
PDHS Pakistan Demographic and Health Survey
PDMAs Provincial Disaster Management Authorities
PSO Program Support Office
RDPI Rural Development Policy Institute
RJP Rajanpur
RYK Rahim Yar Khan

5. SL Sustainable Livelihood
SLF Sustainable Livelihood Framework
SND Sind
SOP Standard Operating Procedures
SPARC Society for the Protection of the Rights of the Child
South Punjab and its Districts
Punjab is Pakistan's most fertile province, rich in both agriculture and ancient history and constitutes more
than half of country’s population and 25% country area. It has total 361
districts out of 120 districts of
Pakistan2
. It is also one of the more stable provinces of the country. Punjab is the most populous province
of Pakistan.
Southern Punjab is not a formal entity, however, usually it is
demarcated by the three administrative divisions, i.e. Multan,
Bahawalpur and Dera Ghazi Khan with eleven districts, i.e. Multan,
Khanewal, Vehari, Lodhran, Bahawalpur, Bahawalnagar, Rahim Yar
Khan, Dera Ghazi Khan, Layyah, Rajanpur and Muzaffargarh3
. The
demographic make-up of Southern Punjab has historically been
made up of Saraiki people who speak Saraiki language. This area is
often alternatively called Saraikistan or Rohi. Sometimes, the
Saraiki-concentrated districts of Bhakkar, Mianwali and D.I. Khan are also
associated with the South Punjab4
.
South Punjab has a distinct and unique culture influenced by the
inherited ancient civilizations and historical past which flourished in this
region and has permeated their present day culture and its
expressions. The tangible cultural assets range from the ancient
archeological sites of the Hakra-Indus Civilization to Harappan sites, mounds, thulls, medieval forts,
palaces, public institutional buildings, heritage premises/structures and clusters of high value assets and
walled towns which bespeak of its ancient past. The region is the inheritor of one the oldest continuously
1 http://www.punjab.gov.pk/?q=districts accessedon April 13, 2013 at 0922 hrs
2 http://www.infopak.gov.pk/districtpk.aspx access on April 12, 2013 at 2322 hrs
3 Pakistan Institute of Legislative Development and Transparency (2010) Development Fund for South Punjab. “Discussion Paper”. Islamabad
4 http://topics.onepakistan.com.pk/saraikistan-seraiki-province/ [accessed on April 18, 2013 at 1702 hrs]

6. inhabited cities of the world, the walled city of Multan and a remarkable cache of heritage structures of
the Sultanate period and later civilizations which thrived in the region and left an indelible mark.
South Punjab is a land of legends, myths, folklore and the Sufi philosophical and material culture which
are carried forth by its continuing relevance to the present communities. Saraiki, the melodious language
of the region knits together the various cultural sub-groups into a unified and distinct group with a shared
past rooted in antiquity. The region is also well known for its crafts which range from the unique Multan
kashikari tiles to naqaashi, Sheesha Kari, textile crafts and others which still continue to be practiced by the
communities who are its tradition bearers5
.
The Program Support Office Multan
Background: A mapping study of the flood prone district along Indus River (Neighboring Risks 2009)
commissioned during FY 2008-09 set the milestone for Plan to work in Southern Punjab and Sindh. Plan
initiated its work on Child Centered Disaster Risk Management (CCDRM) during CSP-2 period in three
districts of Southern Punjab (Layyah, Muzaffargarh and Rajanpur) and three districts of Sindh (Ghotki,
Khairpur and Thatta). The CSP-III based on poverty and vulnerability analysis and child rights situation
envisioned Plan Pakistan’s role to work in the most marginalized areas of Pakistan and hence geographical
expansion towards Southern Punjab and Sindh. The CCDRM work that started in 2009 also helped later in
positioning Plan for an effective response to the disaster of super-flood 2010. The super-flood mega
response of around 24 million dollars further strengthened Plan International Pakistan’s presence in
Southern Punjab.
The Multan office was initially opened to better coordinate the flood response 2010 in Southern Punjab
and Sindh and was later evolved as Programme Support Office (PSO). Southern Punjab was also identified,
in our CSP-III, as potential area for Plan’s programme expansion and growth based on
poverty/vulnerability analysis from children rights perspective.
PSO operational area: PSO operational area consists of eight districts of the three divisions of Southern
Punjab namely Multan, Lodhran, Muzaffargarh, Layyah, D.G. Khan, Rajanpur, Bahawalpur and Rahim Yar
Khan6
. So far Plan has covered six districts through various development projects/programmes. The PSO
operational area constitutes 40% area and 23% population of entire Punjab Province. In case of disaster,
the geographical scope may be expanded to include certain districts of Sindh.
Role of PSO: The role of PSO is to plan, manage, monitor and report on all Plan International
development programmes/projects in eight selected districts of Southern Punjab with the following key
functions:
 Effective management of all the projects with direct line management of the Project Managers.
 Financial management, monitoring & support for all projects whether implemented directly or
through partners
5 Sajida Haider Vandal. (2011) Culture Expression of South Punjab. Lahore: UNESCO,
6 Avicenna consulting. (2012) Childrightsituation analysis a report of14districts. Plan Pakistan

7.  PPM server/hub
 Developing good relationship with district governments to take forward the child rights agenda
 Propose innovative interventions through monitoring child rights situation on an on-going basis
including options for alternate sponsorship
 Managing disaster response programme/projects
 Advocacy at district level within South Punjab
 Managing human resources as per Plan International approved organizational organogram for
South Punjab and ensuring compliance with all corporate systems of Plan International.
Approved projects operational during March 2013 to May 2014:
Building Skills for Life: Building Skills for Life (BS4L) Project/PPA-II is a UKAID project focusing on
enhancing girls’ access to post primary and Life Skills Based Education. It is a three-year initiative from
April 2011 to March 2014 with specified beneficiary targets in the rural areas of Muzaffargarh district in
order to promote and improve girls/adolescents access to post primary and life skills based education. In
order to improve girls’/adolescents’ access to post primary, BS4L - PPA-II project initiatives include
strengthening school councils in government middle and high schools for girls, establishing community-
supported transportation and surveillance system, developing linkages between dropped out girls and
institutions that offer condensed courses to complete post primary (middle and secondary) education
through formal & non-formal approaches, sensitizing key education stakeholders (girls, boys, parents, SCs,
communities, education officials and NGOs/CBOs) on importance of post primary and life skills based
education for girls and advocating for improvement in policies and implementation practices focusing on
community participation in school development processes thus resulting in improved education
governance.
Education in Emergency/ECE: Enhanced access to quality ECCD/ECE and safer school environment in
three flood affected districts of South Punjab where Plan is establishing 100 ECCD centres in public
schools and Safer School Campaign in all riverine districts (Layyah, Rajanpur and Muzaffargarh in South
Punjab and in Ghotki, Khairpur and Thatta in Sindh).
The Youth Economic Empowerment Project (YEEP) is being implemented to strengthen the accessibility,
quality, relevance and equity of TVET services provided for disadvantaged young people in 3 rural districts
of South Punjab, and support young people to convert technical and vocational education into
meaningful, well-paid employment or self-employment. The project support marginalized young men and
women7
aged 15-298
including young people living with disabilities9
to secure meaningful, well-paid
7‘Young menandwomen’ is used in place of the gender neutral word‘youth’ to emphasizes an approachwhichwill cater for the different needs of
young women, whoare oftenless visible andface different barriers to young men.
8 Youth age range as definedinthe NationalYouthPolicyof Pakistan, Ministryof YouthAffairs. Inselected cases, youth livingwith disabilities may
be consideredupto the age of 35

8. employment and self-employment through improving access to, and uptake of, effective, market-driven
Technical and Vocational Education and Training (TVET), and creating linkages with employers and credit
facilities. Presently the project targets the rural areas of Muzaffargarh, Rajanpur and Layyah districts in
Southern Punjab.
Child Centered Disaster Risk Management (CCDRM)
This programme envisages building the capacity of the local government functionaries and civil society
organizations in all programme districts, aiming to instigate a community based child-centered approach
to disaster risk management on sustainable footings.
This programme is being implemented in the districts of Muzaffargarh, Layyah & Rajanpur in South
Punjab, and Thatta, Ghotki and Khairpur in Sindh where 28 Civil Society Organizations (CSOs) are on board
and with adequate capacities to cope with disasters. The major outcome of the programme, so far, is the
development of the 125 contingency plans/village development plans followed by its execution.
Purpose and Scope:
The APPR FY 2014 (March 2013- May 2014) mainly focusses on the relevance and effectiveness of our
programme work with the lenses of CCCD Operational standards. The review has provided opportunity to
bring staff, stakeholders as well as communities to reflect on this year’s achievements and challenges with
respect to meeting all five CCCD standards. The review has also given Plan Pakistan PSO staff, Partners,
Communities (Men, Women) and Youth (Boys, Girls) an opportunity to:
i. Understand CCCD operational standards and applicability.
ii. Make in-depth analysis and reflect on information from a wide range of sources about the
programme progress, achievements and failures with respect to meeting CCCD standards.
iii. Agree on necessary improvements or adaptation to the projects as a result of lessons learnt
during the year.
Methodology:
This year, APPR is processed by adopting multipronged methodology with a detailed planning at PSO as
well as in the field to develop a clear understanding among Plan and Partner staff on different tools and
processes to be adopted to capture information. PSO team along with partner organizations that
facilitated the process for data collection, analysis, report writing and consolidation, conducted the APPR.
9 54% of the Punjab’s populationis illiterate, withhigher rates inrural areas(60%) andamongst females(61%). (PakistanLa bour Force Survey,
2008-09). Data ondisabilityamong youthis sparse, but 2.5% is the widelyusedestimate inofficial documentation (GoP, Ministryof Women
Development Social Welfare and Special Education, 2002) but will be reviewedfollowingthe baseline.

9. The review has been carried out with a complete participatory approach by adopting following activities
facilitated by a Core team of four Plan staff:
i. PSO team Desk Review:
Keeping in view five CCCD standards, five teams were formed comprising of member taken
across all projects running in programme area. The teams conducted desk analysis based on
documentation review from project proposal documents, quarterly, annual, project end reports,
PPM and other sources available from the assigned projects. The groups then submitted their
respective reports to the core team.
ii. FGDs with communities (Men, Women) and Youth (Boys, Girls):
Three teams comprising of Plan and Partner staff (NRSP, RDPI, FPAP) were engaged to conduct
FGDs with communities and children in three districts of Layyah, Muzaffargarh & Rajanpur. The
teams prepared analysis reports after conducting FGDs in the field. The communities were
selected with following criteria:
a) Maximum Plan’s project implemented or running during March 2013 to May 2014.
b) Youth forums/CBOs/VOs structure available
c) For 4 FGDs, forty community members of different age groups ( 10 Girls, 10 Boys, 10
women and 10 Men) available.
iii. Stakeholder workshop (Government, Partners, CSOs, Youth & Media):
In the third stage, a stakeholder workshop was organized in Multan which was largely attended
by government officials, partners (NRSP,RDPI,CSOs) staff, communities and media persons.
Participants were given orientation on CCCD and it’s operational standards then they conducted
analysis in five groups-each for one out of five standards. The groups shared their analysis with
all participants of the workshop.
iv. Final Report Preparation:
APPR core team with the support of PSO management prepared final report based on the
findings and analysis of Desk Review, Communities (Men, Women, Girls, and Boys) and
stakeholder’s analysis.

10. CCCD ANALYSIS AND WAYFORWARD
STANDARD REVIEW/ANALYSIS
WORKING
WITH
CHILDREN AND
COMMUNITY
DESK REVIEW COMMUNITY STAKEHOLDERS
2 1 2
FINDINGS,EVIDENCES AND ANALYSIS
1. DESK REVIEW:- Desk review analysis of projects being implemented across PSO
Multan area provide evidences that all projects “discuss” the activities with the
children however YEEP, PCMI and ECCD projects designed to work together with
children and community. Thus conclusively the average level for working with
children on the basis of project proposals, midterm, end term reports suggests that
the overall level for this standard stands at 2.
 The contingency plans were prepared in all the partner communities at village
and cluster levels.(CCCDRM)
 The increased capacity of the community volunteers and institutions was also
evident in the successful completion of small community projects such as small
bridges, culverts, pavements and community centers in the project villages.
These small projects were completed by the community with their significant
contributions in the shape of cash and kind. (Project end report - CCDRM)
 Advocacy events planned and executed by the youth forums. (Annual Progress
Report FY 13-14, YEEP)
2. COMMUNITY:-. Children and Adults group in the area selected in District Muzaffargarh,
Layyah & Rajanpur shared that the projects activities are shared with them however their
involvement in the activity design is negligible and no learnings have been shared or
imparted with the consultation of the community. Communities’ feedback provides
evidences that in this standard the PSO Multan working is at level 1.
 The children groups for girls, boys and male adults group involved in FGD at
District Muzaffargarh “we do not recognize the Plan International intervention
and have less knowledge to share”.
 Children have limited knowledge about the interventions and most of the time
has not been consulted. However, two boys indicated “ we were part of the
school safety committee (EiE) and have knowledge regarding tackling and
reducing the impacts of disasters”.
3. STAKEHOLDERS:- Findings of stakeholder analysis shows that children are involved in the
regular meetings in CCDRM project whereas for YEEP a networking of children, youth and
communities have been established with Govt Institutions and other stakeholders. The group
ranked PSO Multan’s performance at 2nd
level.
 The SMC and SRC’s actively participated in deciding the place and material for
room construction (SR&I, ECCD).

11.  “Children are involved in school safety planning and its ground level
implementation (CCDRM)”.
Making conclusion of desk review, community feedback and stakeholders analysis it is
found that first standard is at level-1.As Communities and children are involved in the
activities but lacking in understanding of project objectives. Further there is no tangible
evidence found upon which we could substantiate that communities have been involved
in counselling proposals revision and provision of learnings.
Way Forward
 Community forums SRCs, VO, SMCs etc. ought to be taken on board at very
initial stage of every project launch (Activities, strategies and results). That will
create owner ship by community for the initiatives.
 Periodical project reviews be held with community groups on regular basis.
 Focus should be more on the rights than only the deliverables.
 Community feedback and expressed views be incorporated into the projects.
 Increased sharing and listening to communities views
 Findings and key learning be shared with communities.
Tackling
exclusion and
gender
inequality
DESK REVIEW COMMUNITY STAKEHOLDERS
2 1 1
FINDINGS AND EVIDENCES
1. DESK REVIEW:- Findings describes that all projects are so far comprehensively tackling the
gender and other types of exclusion within their project scope. For instance 4 projects (YEEP,
EiE, PCMI and CCDRM)on level 2 which “works together” with girls, boys, women and men
and tackle gender inequality yet lacks focus on people with special abilities.
 Equal participation of boys and girls is mentioned in the project document
“Direct beneficiaries” whereas No evidence about tackling exclusion is found.
(PCMI)
 In line with the directives given under Plan’s Gender Equality Policy, This
program intervention will contributes to the understanding of how the social
position of girls and boys, and the women and men who are their caregivers,
affects their access to rights, and addressing gender barriers so that they receive
equal benefit from Plan initiatives. The social position of girls and boys is also
affected by their age, class, ethnicity, disability etc and these impacts will also be
analysed and addressed (Project Proposal Document, EiE)

12. 2. Community:- Although some of the projects such as YEEP, PCMI and CCDRM tackles gender
separately focusing its activities on for both male and female however the communities
suggests that most of the vulnerable i.e. people with special needs, biasness on the basis of
sects or tribe are being neglected in most of the projects in district Muzzafargarh and
Layyah. In Layyah the activities of YEEP project are implementing activities in which people
with special needs are included. Thus they ranked the worked at 1
 Biasness on the basis of gender and cast exist in the community as they share
that “people does not feel good about females/girls going out for school and a
local tribe (Jhakkar) is continuously being neglected”. No deliberate efforts have
been ever made to reduce this gap thus exclusion and gender inequality exists
in the village. (FGD, District Muzzafargarh)
 Adult men group shared “poor and differently-able people participation in YEEP
groups for girls and boys and acknowledged benefits of improvements in
education, health & Hygiene, and skill education for poor segments”. In ECCD
project, Plan support them linking with Health, Education departments as ECCD
children are health-screened by doctors from health department. The group
acknowledged ignoring the differently able and poor people in different
community gatherings and collective work. (FGD, District Layyah)
3. STAKEHOLDERS:- Group members suggested that Plan works separately with girls and boys
however in most of the projects gender segregated data and data of people with special
abilities is not available which is constraining the progress in this standard. The overall
ranking by stakeholders for this standard is 1.
 Formation of youth groups for both girls and boys. (YEEP)
 Separate Community meetings with men and women. (PCMI)
 Women capacity building workshops are organized. (PPA-II)
All the projects being implemented in PSO Multan area since May, 2013 are tackling
gender in some way or other however it was found that exclusion on the basis of
ethnicity, caste and tribes have never been accounted. Thus the conclusive ranking for
this standard is 1.
Way FORWARD
 Need to identify exclusion.
 We need to talk with communities in order to identify excluded groups and
children.
 Improve skills of field workers for identification of marginalized and excluded
groups.
 Locational excluded group identification processes be taken by involving
partners in Programme operational area.

13. Engaging with
Civil Society
DESK REVIEW COMMUNITY STAKEHOLDERS
2 3
FINDINGS AND EVIDENCES
1. DESK REVIEW: - Civil societies are engaged in the projects being implemented
currently in the area. Desk review evidences of PCMI, CCDRM and PPA-2 suggests
that as per their project scope they develop long term partnerships with CSO’s
working on children rights. YEEP and EiE count themselves on level-2 whereas SR&I
do not engage civil society at any level of the project. Thus the overall ranking
suggested for this standard is 2.
 Civil Societies are more actively involved in implementing the activities and
project will capacitate the civil society organizations. (Project Proposal
Document, PPA-II)
 It is mentioned in project proposal document that for the purpose of joint
advocacy and build pressure on Government for Child Marriage reforms other
NGO’s will be taken on board “ Target Group and Beneficiaries” (PCMI)
2. STAKEHOLDERS:- During the stakeholders ananlysed that there are clear evidences for
signing MOUs and engaging CSOs for five year plan which was finalized after discussion.
Further the CSOs have been transformed into district level network with lead role in
respective districts. Thus they ranked 3 in this standard.
 Five years of partnership with CSOs such as AAS, SAVAIL Welfare Society and
SEWA Development Foundation. (CCDRM)
 Involvement with civil society in designing planning and orientation (PATS)
 Engage civil society for identification and finalization of schools and caregivers
and CSOs support in implementing safer schools activities (ECCD)
Long term partnerships have been made with civil society organizations in PCMI,
CCDRM and EIE projects as CSO’s network will advocate at district level in PCMI. In
YEEP the youth lead network have been formed and capacitated to work as activists for
their rights. Overall ranking on the basis of evidences found during desk review,
community and specifically stakeholders’ analysis (CSO members) is 2.
Way Forward
 Work with CSOs need to get consolidated with other groups of civil society i.e.
youth groups, VOs, CBOs etc.
 Developing collaboration on other CSOs (Existing within programme area)
initiatives at district level.
 Need to align with networks and forums in programme area as well as at
provincial, national level.
Influencing DESK REVIEW COMMUNITY STAKEHOLDERS

14. Government 2 1
FINDINGS AND EVIDENCES
1. DESK REVIEW: - Desk review analysis of projects being implemented across PSO
Multan area provides evidences that government is in close liaison. Three out of
total six projects suggests working together with government at different levels. The
overall ranking as per desk review for this standard is 2.
 MoU singed with 40 employers and local enterprise. The project aims at
strengthening vocational curricula in coordination with Federal and Provincial
government authorities. (Project biannual Progress Report, YEEP)
 The involvement of Govt. departments into the training program helped in
establishing strong relationship for example. Between 1122 and the project.
Rescue 1122 has supported the project in many training at the community level.
(End Evaluation Report, CCDRM)
2. STAKEHOLDERS:- Govt officials was involved during project launching ceremonies, district
level coordination meetings, workshops at contingency planning. The government officials
involved in the stakeholders analysis suggested that this may be ranked 1 as government is
involved only at discussion level and project activities briefing.
 Government is involved in different project meetings (YEEP, EiE, PCMI)
 ECCD centers model are replicated by government in different schools (ECCD)
Although partnership with government is mandatory as MoU’s, NOC’s are signed with
them for all projects. It is realized that government is not efficiently involved in project
activities with communities for service provision during implementation stage of the
project. Also during stakeholder analysis government members shared that “We are not
fully aware with the objectives of projects”. Thus collective ranking for this standard is 1.
Way Forward
 Involve government departments (Generally all but specifically with whom we
sign MoUs) in progress review meetings.
 Identify capacity building needs for improved service delivery with the
government.
 Find out possibilities of creating conducive environment for working together
and bridging gaps between duty bearer and right holders.
 Government priorities be looked into planning and implementation.
 Provide possible support on government’s initiatives.

15. Strengthening
Plan’s
Accountability
DESK REVIEW COMMUNITY STAKEHOLDERS
1 1 1
FINDINGS AND EVIDENCES
1. DESK REVIEW:- Findings term that mostly projects are not including and focusing on
the Plan’s accountability standard. Except ECCD all other projects ranked at level 1
and share that they only discuss their work with children and no other
accountability measures have been taken into account. The overall ranking of PSO
Multan stands at 1.
 Specific human resources are allocated to M&E and accountability in Plan
Pakistan, and in partner organizations including M&E and finance staff. (Project
Annual Report, EiE)
 The School Management Committees are mandated for SDP development
therefore, SMCs of 90 schools minimum 7 member each and 4-7 Education
Department Officials in each district will be provided with training on SDP
development to engage them in School Development Planning process as rights
holders and duty bearers to play their role effectively in development,
implementation and monitoring of the plans. (Project Annual Report, EiE)
2. COMMUNITY:- Boys (Adolescent) group shared about recently (presently) implemented
projects by Plan Pakistan i.e. YEEP, ECCD, Safer School (EiE). The group members shared that
they talk to their teachers, parents or elder about any issue they face, however, they denied
any Plan staff contact number nor did they make any contact ever to Plan staff. In another
FGD held at Muzzafargarh and Rajanpur the female, adolescents girls and boys respondents
shared that they have contact numbers of Plan staff (social Mobilizer) however they never
utilize for feedback or registering any complaint. Complaint response mechanism was not
established in any of the project areas. The standard is ranked as 1 on the basis of
community feedback.
 “We were never involved in designing or implementing any kind of activity as we

16. were not aware with the project budget, scope and strategy”. (FGD, District
Muzzafargarh)
3. STAKEHOLDERS:- The group members involved in analysing Plan’s accountability shared that
although Plan’s activities are mostly shared with all key stakeholders such as Govt, CSOs,
Youth Groups, Community Members and implementing partners however except CCDRM
none of the project has designed or shared any feedback mechanism at any level. Project
Budget and design is never shared with them hence they remain oblivious with the project
scope and objectives. Thus the standard is ranked as 1.
 Shared contact numbers through penaflex and meetings (CCDRM)
 Suggestion and complaint boxes are in placed at TVET’s by Plan International
Pakistan. (YEEP)
 Quality ensured in provision of tool kits after feedback provided by graduated
youth during follow up meetings with community. (YEEP)
Desk review, community feedback and stakeholders conclusion is that PSO programme
ranked at 1for as far as Plan’s accountability is concerned. As there is no set procedure
to collect communities feedback and reffering back to them on their comments and
suggestions. Only a few evidence found for periodic project reviews held with
communities and children particularly budget sharing.
Way Forward
 Refine and develop formal feedback mechanism be established for all projects in
all operational area.
 Discuss with the community members for improving Plan’s priorities for working
children rights in order to end child poverty.