European Unions Deepening Participatory

Governance Programme (EU-DPG)

A Case Study
On
LSOs Markunja and Marapi

Prepared by:
Kaleemullah
e-mail: kaleembaltee@gmail.com
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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
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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

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Acronyms

ADP
AKRSP
BOD
CSO
DPG
EC
EU-DPG
FGD
GB
HH
LG&RD
LSO
MoU
MSF
NGO
UCDP
UNESCO
UC
VO
VDP
WO
FCR
GBC
YO

Annual Development Plan

Local Support Organisation
Board of Directors
Civil Society Organisation
Deepening Participatory Governance
European Commission
European Union- Deepening Participatory Governance
Focus Group Discussion
Gilgit-Baltistan
Households
Local Government and Rural Development
Local Support Organistaion
Memorandum of Understanding
Multi Stakeholders Forum
Non-Governmental Organisation
Union Council Development Plan
United Nations Educational, Scientific and Cultural Organisation
Union Council
Village Organisation
Village Development Plan
Women Organisation
Frontier Crimes Regulations
Gilgit Baltistan and Chitral
Youth Organizations

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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.

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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.

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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-

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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.

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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

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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.

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

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

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
Hussain, Manager LSO Markunja, shares his experience,

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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,

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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.

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 theFigure 1
A view of Daskhore Link Road
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
Figure 2 150 HHs in the area.
the overall income of the community, improving quality of life by benefitting

Figure 3

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.

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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 subgranting 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.
Hand Pump after its automation
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.

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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

Gender Parity
Gender parity is a very important factor relating to selfdevelopment 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

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.
Organization; she shares her experience,

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.

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Gender Parity: A Comparison

LSO Marapi

LSO Markunja

10

15

20

25

WOs

LSO Markunja
26

LSO Marapi
17

VOs

26

14

30

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.

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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.

Beneficiar HHs in the LSO Markunja

Beneficiary
HHs
14%
Total HHs
86%

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.

Beneficiary HHs in the LSO Marapi

Beneficiary
HHs
16%
Total HHs
84%

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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 EUDPG 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.

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Annex I-A
Respondent Details LSO Markunja

Serial
No.
1
2
3
4
5
6
7

Name
Muhammad Imran Khan
Anwer Ali
Ghulam Nabi
Shakila
Farida
Rizwana Shabnum
Sakina Bi

Designation

Gender

LSO Member
LSO Member
LSO Member
BOD Member
Volunteer
LSO Member
BOD Member

Male
Male
Male
Female
Female
Female
Female

Annex I-B

Respondent Detail LSO Marapi

Serial
No.
1
2
3
4
5
6
7
8

Name
Wazir Ejaz Ali
Haji Ghulam Akber
Ali Naqi
Haji Hassan
Haji Muhammad Qasim
Ghulam Abbas
Ghulam Hussain
Muhammad Hussain

Designation

Gender

Chairman LSO
Vice Chairman
BOD Member
BOD Member
BOD Member
Accountant LSO
Social Organiser LSO
Peon LSO

Male
Male
Male
Male
Male
Male
Male
Male

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EU-DPG Programme | A Case Study

Annex II-A
FGD Questionnaire on Capacity 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?

Annex-II-B
FGD Questionnaire on Infrastructure Development

1.
2.
3.
4.
5.
6.
7.

Was the community consulted before launching the project?

What was the condition of village before the completion of the project/
Were the VOs/WOs taken into confidence during implementation phases of the project?
How has the project contributed to improving living standards of the community?
Has the project contributed to improving living standards of the community?
What lessons have been learnt from various implementation phases through completion?
Any suggestions?
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EU-DPG Programme | A Case Study