Strategic Plan 2014-19 Department of ... - swd.punjab.gov.pk Punjab Strategy Document 2014.pdf · The word Punjab means (literally) land of five rivers. Punjab is Pakistan’s biggest

Strategic Plan 2014-19 Department of Social Welfare & Bait ul-Maal Punjab

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ii

ACKNOWLEDGEMENT

I feel pleased to know that Social Welfare Department with technical support of

UNICEF developed Strategic Plan of Social Welfare Department. It is really appreciable that

this is first time in the history of Department that such document has been developed with

clear Vision, Mission and focused Strategic Priority Areas. I hope this Document will provide

guidelines / directions to Department aiming at quality improvement in services of various

institutions and other programmes.

I also appreciate that proactive role of Team of Social Welfare Department during

the whole process of preparation of this Plan especially the efforts of the core Strategic

Planning Group who worked together with UNICEF Consultant. I am sure the

implementation of this Strategic Plan will make my Department more focused and result

oriented for improved service delivery.

Last but not least I would like to extend my special acknowledgement to UNICEF for

the support provided to the Department for taking initiative of formulation of

comprehensive Strategic Plan of Social Welfare Department leading toward the best interest

of Department and target population.

Syed Haroon Ahmad Sultan Bukhari

Minister Social Welfare & BM Department

Punjab

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FOREWORD

In post 18th amendment scenario, more autonomy had been shifted to the

Provinces to develop policies and legislations with broader scope and improved roles.

Moreover, Rules of Business-2011 Government of Punjab, the revised mandate of Social

Welfare & Bait-ul-Maal Department is to provide Social Protection including institutional

care, skill development and rehabilitation to the marginalized segments of society.

In this scenario, Department is inflowing towards social protection from social

welfare with broader scope of work and mandate and it necessitated to have an assessment

of working of the Department and to identify the gaps in policies, structures,

communicating system and other relevant systems of the Department.

Department with the technical and financial assistance of UNICEF, carried out the

Institutional Assessment of Department in 2011 in order to analyze the functioning, major

bottlenecks, strengths and gaps.

On the basis of findings and recommendations of Institutional Assessment, it was

planned to formulate a comprehensive Strategy of Department geared towards providing a

clear mandate and operational framework and to prioritize the key Strategic Areas. A

Strategic Planning Group (SPG) was notified by our Administrative Department with

representation from Administrative Department, Directorate General, field Officers and

Incharges of Institutions from different regions of Punjab. In this regard, a comprehensive

Strategic Plan of Social Welfare Department developed with clear, Vision, Mission and

Strategic Priority Areas (SPAs).

I would like to acknowledge the support & efforts of UNICEF in development of

Strategic Plan of Social Welfare Department, Punjab. Further I must express particular

appreciation for the theoretical and methodological work carried out by Consultants Ms.

Mihaella, Mr. Nadeem Haider and Department of Administrative Sciences, University of the

Punjab alongwith Mr. Irshad Waheed, Deputy Director / Programme Coordinator and his

team Mateen Ashraf and Kiran Sultan.

I would also like to extend gratitude to my dedicated team of Social Welfare

Department for their remarkable work in carrying out this assignment.

At the end, the active engagement, encouragement, assistance and support of the

whole team in formulation of this Report is appreciable.

Captain (Retd) Jahanzaib Khan

Secretary Social Welfare & BM Department

Punjab

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ACRONYMS

BDS Business Development Services

BISP Benazir Income Support Programme

PSSB Punjab Social Services Board

CAF Common Assessment Framework

CBOs Community Based Organizations

FGDs Focus Group Discussions

GDP Gross Domestic Product

ICT Information, Communication and Technology

M&E Monitoring and Evaluation

NGOs Non Government Organizations

NPOs Non Profit Organizations

PPP Public Private Partnership

SOPs Standard Operating Procedures

SPG Strategy Planning Group

SWD Social Welfare and Bait-ul-Maal Department

UN United Nations

UNICEF United Nations Children’s Fund

VSWAs Voluntary Social Welfare Agencies

WDC Women Development Centres

PWS Patient Welfare Society

MSO Medical Social Officer

MSSP Medical Social Services Project

SERC Socio-economic Rehabilitation Centres

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CONTENTS

FOREWORDS ........................................................................... Error! Bookmark not defined.

ACKNOWLEDGEMENTS ............................................................ Error! Bookmark not defined.

ACRONYMS ....................................................................................................................... iv

EXECUTIVE SUMMARY ........................................................................................................ 1

SECTION ONE ...................................................................................................................... 3

1. INTRODUCTION TO PROVINCE, SOCIAL WELFARE DEPARTMENT, METHODOLOGY &

APPROACH ......................................................................................................................... 3

1.1 Administrative and Socio-economic Profile of Punjab Province ................... 3

1.2 Social Services, Institutional Architecture and its Evolution in Punjab ........ 4

1.3 Methodology & Approach for Strategy Planning .............................................. 6

SECTION TWO ..................................................................................................................... 9

2. DEPARTMENT’S STRATEGIC PRIORITY AREAS AND INTERVENTION LOGIC ....................... 9

2.1 Department’s Vision and Mission ...................................................................... 9

2.2 Strategic Priority Areas, Challenges and Intervention Logic .......................... 9

2.2.1 Institutional & Community Care Services ...................................................... 10

2.2.1.1 Key Challenges & Constraints ....................................................................... 10

2.2.1.2 Strategies, Results Hierarchy and Resources ................................................ 11

2.2.2 Cash Transfers/Assistance Services ............................................................. 11



2.2.3 Economic Empowerment/Skill Development Services .............................. 13



2.2.4 Medical Social Services, Humanitarian Assistance and

Reintegration/Rehabilitation) ............................................................................. 16

2.2.4.1 Key Challenges & Constraints ......................................................................... 17

vi

2.2.4.2Strategies, Results Hierarchy and Resources ................................................... 18

2.2.5 Partnerships for Community Development ................................................. 19


2.2.6 Institutional Capacity Development ............................................................. 21


ANNEX 1: INSTITUTIONAL CARE CENTRE COVERAGE, SERVICES AND BENEFICIARIES ........ 26

ANNEX 2: STRATEGY – RESULTS AND RESOURCES MATRIX ............................................... 28

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LIST OF FIGURES & TABLES

Figure 1 : Administrative Map of Punjab Province .............................................................. 3

Figure 2 : Organogram of Social Welfare & Bait ul Maal Department Punjab ...................... 5

Figure 3: Process Flow Diagram for The Strategy Formulation . Error! Bookmark not defined.

Figure 4 : Institutional Care Centres Breakup In Terms of Beneficiary Groups .............. Error!

Bookmark not defined.

Figure 5: Institutional Care Services Beneficiaries Breakup for 2010-11 Error! Bookmark not

defined.

Figure 6: Yearly Financial Allocations for Bait ul Maal from 2007-12 ................................. 14

Figure 7: Beneficiaries of Skill Development Interventions 2008-11 .................................. 16

Table 1: Cash Assistance Offered to Students at Different Education Levels ..................... 12

Table 2: Functions and Coverage of Skill Development Centres ........................................ 14

Table 3: Services & Projects Breakup & Beneficiaries 2008-11 . Error! Bookmark not defined.


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EXECUTIVE SUMMARY

The word Punjab means (literally) land of five rivers. Punjab is Pakistan’s biggest province by population, accounting for 55.6 percent of the country’s total population according to the last census. The province has a substantial industrial and agrarian base, and the provincial government estimates that it contributes about 58 percent to Pakistan’s GDP, with contributions of over 50 percent in each major sector1.The latest statistics suggest that province has an estimated population of over 90 million people. The province is broadly divided into three major regions i.e. northern, central and southern region. For administrative purposes, the province is divided into 36 districts. Punjab is ethnically diverse, culturally vibrant, and demonstrates linguistic plurality, as several languages and dialects are spoken across varied regions such as Urdu, Punjabi, Seraiki, Potohari, Baluchi and others.

Punjab has progressed well on major socio-economic indicators. For instance, the children

under 5 reported underweight in 2011 (as per Government of Punjab MDG Report 2011) at

33% compared to national average of 40%. However, this is still 13% higher than the set

target of MDG driven national goal of less than 20%. Similarly, the report cites Net Primary

Enrollment Ratio at 61%, which is 5 percentage points higher than the national average.

The Constitution of Pakistan guarantees provision of basic necessities and an enabling

environment for the personal and professional development of each individual. These rights

are enshrined in the country’s constitution enacted in 1973. Furthermore, the country has

signed off varied human rights conventions and development frameworks to provide and

safeguard fundamental rights. Together these national and international commitments bind

the state to provide comprehensive social assistance services to all, while prioritizing the

poor and the vulnerable such as women, children, disabled, older people, drug addicts and

other minority groups.

The public sector involvement for social services delivery dates back to early 1963, when a

‘Directorate of Social Welfare’ was first established. The department continued to evolve in

the subsequent decade and became a separate & independent public entity in 1979. In the

following years, the mandate of the organization continued evolving, as ‘Women

Development’ portfolio was incorporated in 1996. The Bait-ul-Maal (or Zakat and charity

distribution) functions were added to the department’s mandate in 1998. In subsequent

years, the women development portfolio was separated from the department.

1. Punjab Economic Report 2007,

2

The passage of 18th constitutional amendment has led to complete delegation of authority

and resources to the social welfare departments in provinces. This transition came with

added responsibility and expectations from the department to deliver efficacious services.

The department seized the opportunity and sought support from UNICEF-Pakistan (in 2012),

a longstanding development partner of the Punjab Government, to extend technical &

financial assistance in this respect.

With continued assistance from UNICEF, the department embarked upon a strategy

formulation process that considered anchoring the strategy formulation into the operational

context; participation (of internal and external stakeholders); and leveraging fully the in-

house knowledge, experiences and expertise.

The process started with mapping and clustering the portfolio of existing services being

extended by the SWD. Resultantly, five services clusters were identified as Strategic Priority

Areas (SPAs) for further planning including; I) Institutional & community care services; II)

Cash transfers/assistance services; III) Economic empowerment (skill development) services;

IV) Medical social services, humanitarian assistance and reintegration/rehabilitation; and V)

Partnerships for community development. Institutional capacity development was the over-

arching strategic area agreed upon.

Later, a strategy matrix was drawn through an intensive five days reflection and discussion

process (strategy planning workshop) held in Lahore from July 9-13, 2012. The in-house

discussions were followed by a daylong external stakeholders’ consultations session (with

representatives from public sector, civil society, donors and UN agencies in attendance) on

July 13, 2012, which was used to showcase the outcome of in-house discussions and seek

inputs and suggestions from relevant stakeholders to further improve the plan. The planning

workshop outcome helped in drafting a strategy document, which was circulated widely

both internally and externally to solicit feedback. The feedback received was incorporated in

the strategy document.

The strategy is divided into three sections- the first one gives an overview of the geo-

physical, administrative and socio-economic profile of Punjab. The description traces the

evolution of social welfare services in the province, and introduction of services within

public domain. Moreover, it outlines the institutional history, policies and objectives that

are driving the department’s working. It also highlights the methodological framework, and

steps taken to formulate the strategy document.

Section two summarizes the outcome of the strategy process, commencing with outlining

the organization’s vision and mission. Each service portfolio has been taken as a SPA. The

description in each strategic area entails a snapshot in terms of constituent services, policy

environment, structures and systems, as well as critical policy and operational challenges,

hindering effective service delivery.

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The final section includes the strategy log-frame delineating the respective outcomes,

outputs, indicators, verification sources, timelines, and associated costs under each SPA,

and other annexes.

SECTION ONE

1. INTRODUCTION TO PROVINCE, SOCIAL WELFARE DEPARTMENT,

METHODOLOGY & APPROACH

1.1 Administrative and Socio-economic Profile of Punjab Province

The word Punjab means (literally) land of five rivers. Punjab is Pakistan’s biggest province by population, accounting for 55.6 percent of the country’s total population according to the last census. The province has a substantial industrial and agrarian base, and the provincial government estimates that it contributes about 58 percent to Pakistan’s GDP, with contributions of over 50 percent in each major sector2.The latest statistics suggest that province has an estimated population of over 90 million people. The province is broadly divided into three major regions i.e. northern, central and southern region. For administrative purposes, the province is divided into 36 districts. Punjab is ethnically diverse, culturally vibrant, and demonstrates linguistic plurality, as several languages and dialects are spoken across varied regions such as Urdu, Punjabi, Seraiki, Potohari, Baluchi and others.

Much like cultural and ethnic diversity, the province has a strong &diversified economic base. Agriculture, industry and services remain the major contributors to the provincial economy. With rich natural resource base and well-developed support infrastructure, the province remains the major contributor of agricultural produce. Hence, often referred to as ‘grain basket’ of Pakistan. Moreover, the associated industry has also shown remarkable growth in last few decades. The value added products are fast replacing the raw materials, both for domestic use and exports. The communication infrastructure in the province has seen significant signs of improvement over the years. Furthermore, the province remains the major contributor to

2. Punjab Economic Report 2007,

Figure 1 : Administrative Map of Punjab Province

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national gross domestic product (GDP). Punjab has progressed well on major socio-economic indicators. For instance, the children under 5 reported underweight in 2011 (as per Government of Punjab MDG Report 2011) at 33% compared to national average of 40%. However, this is still 13% higher than the set target of MDG driven national goal of less than 20%. Similarly, the report cites Net Primary Enrollment Ratio at 61%, which is 5 percentage points higher than the national average. The MDG target is set for 100% enrollment. There are evident gender and regional disparities in education sector. The average immunization rates at 86% are higher than national average. In addition one-third of the districts have already achieved 90% immunization rate.

The share of women employment in non-agricultural activity is higher than other provinces, though still much lower than the MDG targets. Reportedly, female labour participation (including agriculture) is 20.7%.The antenatal care coverage recorded at 68% (2010-11) with significant urban-rural gap. In 2011, the report suggests that access to improved water source was 1.1 percentage points above MDG targets of 93 percent. Referring to another source, the MDG report suggests that 72% population reportedly (2007-8) had access to improved sanitation, which is higher than the national average.

The diagnostics of social development scene underline an urgent need for prioritization of social development as public policy agenda, with demonstrated focus on addressing gender and regional disparities. The evolving context in the province with repeated cycles of disasters; inadequate power supplies resulting in industry closure, job cuts; and rising living costs are all adding to the quantum of those living in poverty and heighted levels of vulnerability. These changes are affecting all; however, the poor have been hit hardest. Given the unique demographic context of Punjab, the widening polarization and gap between the affluent and others carries the potential to fuel widespread social and political unrest. The evolving context merits concerted efforts of all stakeholders to address rising levels of deprivation, exclusion and hopelessness.

1.2 Social Services, Institutional Architecture and its Evolution in Punjab

The concept of social services delivery in Pakistan stems from Islamic principles and values of “ADLO-AHSAN” (justice and favour), and “HAQOOQUL EBAD” (human rights). These principles and values are considered fundamental to the creation and sustenance of a just society. Moreover, these set a trilateral framework of rights, privileges and responsibilities among the state, community and individuals. The related provisions of the Constitution of Pakistan (1973) are inspired from these principles and values that underline alleviation of human suffering irrespective of sex, caste or race.

The state of Pakistan guarantees provision of basic necessities and an enabling environment for the personal and professional development of each individual. These rights are enshrined in the country’s constitution enacted in 1973. Furthermore, the country has signed off varied human rights conventions and development frameworks to provide and safeguard fundamental rights. Together these national and international commitments bind the state to provide comprehensive social assistance services to all, while prioritizing the poor and the vulnerable such as women, children, disabled, older people, drug addicts and other minority groups.

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The social services delivery predominantly remained a non-public domain from 1947 until early 60s. During that period, local social workers and volunteers rendered these services. Material assistance, however, was organized through local philanthropy. The public sector involvement for social services delivery dates back to 1963, when the ‘Directorate of Social Welfare’ was first established, headed by a Director. The department continued to evolve in the subsequent decade and became a separate & independent public entity in 1979.In the subsequent years, the mandate of the organization continued evolving, as ‘Women Development’ portfolio was incorporated in 1996. The Bait-ul-Maal (or Zakat and charity distribution) functions were added to the department’s mandate in 1998.However, in the following years, the women development portfolio was separated from the department. With the passage of 18th constitutional amendment, the social welfare services have completely been handed over to the provinces. Currently, the Director General (DG), operationally heads the department, with reporting responsibility to the Secretary of SWD. The Secretary remains the administrative head of the department.

Find below the organogram of the SWD Punjab at provincial level:

The department offers wide variety of services for varied groups of beneficiaries. The service packages have been framed with an expressed intent to provide immediate relief, and afterwards facilitate self-reliance and reintegration of beneficiaries into mainstream. Furthermore, the delivery mechanisms prioritize targeting of the poorest and vulnerable segments of society such as destitute women, children, sick, elderly, disabled, drug addicts and others. The department’s functions are guided by the Rules of Business drawn from multiple legal instruments and operational guidelines. The legal framework includes:

Secretary

SW & BM

Director General

Director P&E

Director

Admin.

Director Program

me

Dy. Secretary

SectionOfficer (SO)

General

SO Social Welfare

SO (DI) SO (E)

Figure 2 : Organogram of Social Welfare & Bait ul-Maal Department Punjab

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i. The Punjab Vagrancy Ordinance, 1958 ii. Voluntary Social Welfare Agencies (Registration and Control) Ordinance, 1961 iii. The Punjab Social Services Board Ordinance, 1970 iv. Disabled Persons (Employment and Rehabilitation) Ordinance, 1981 v. The Punjab Bait-ul-Maal, Act 1991

The department’s ongoing activities and future planning are driven by a set of key objectives, priority areas for intervention (in terms of target groups & thematic areas), legislation and corresponding approaches and rule of business. The key objectives that drive the operations of the department are as under:

I. Strengthen social assistance, and provide protection against vulnerability to all segments of society especially children, women, the elderly and households with limited economic capacity.

II. Formulate schemes and programmes on need basis involving all stakeholders ensuring sustainability and ownership.

The priority areas for intervention define both the key beneficiary groups and range of services that department must focus on more. These include: i) reaching out to the poorest; ii) addressing the needs of vulnerable children; iii) addressing the needs of vulnerable and poor women; iv) providing employment and income earning opportunities to the disabled; v) protection against environmental and natural disasters; vi) improving access to social care services and shelter; and vii) assistance in the provision of healthcare services. The department is engaged in direct services delivery in partnerships with civil society partners. The direct services entail institutional care, skill development, legal support, cash transfers, medical social services and humanitarian assistance.

Punjab Bait-ul-Maal, a constituent unit of the department was set up in 1991. The unit is mandated to perform the following functions:

i. Relief and rehabilitation of the poor and the needy particularly poor widows and orphans;

ii. Educational assistance to the poor and deserving students; iii. Medical and financial assistance to poor patients and addicts; iv. Any other purpose of public utility particularly where the beneficiaries would be the

disadvantaged sections of the society.

1.3 Methodology & Approach for Strategy Planning

The 18th constitutional amendment led to complete delegation of authority and resources to the provincial social welfare departments. This transition came with added responsibility and expectations from the department to deliver efficacious services. The department seized the opportunity to improve institutional policies, systems and practices to evolve responsive and quality services.

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A conscious choice was made to leverage and mobilize both in-house and external resources to embark upon the organizational development process. The department sought support from UNICEF-Pakistan (in 2012), a longstanding development partner of the Punjab Government, to extend technical & financial assistance in this respect. Consequently, the organizational development took off with a comprehensive “Institutional Self-Assessment”. The assessment was carried out by adapting the ‘Common Assessment Framework’ (CAF)3. The process entailed systematic and participatory diagnostics of the policies, structures, systems and practices. The assessment underlined the need for the department to formulate institutional strategy, to remain relevant and deliver responsive services in the face of emerging needs.

With continued assistance from UNICEF, the department initiated a strategy formulation process, which was anchored in the existing operational context; participation (of internal and external stakeholders), while fully leveraging the in-house knowledge and experiences. A Strategic Planning Group (SPG) was formed within the department to lead the strategy formulation process. The group’s inputs and reflections contributed to enriching the final product. Moreover, the inclusive approach whereby comments and feedback sought from all stakeholders (internal and external) enabled prioritization of emerging issues and service needs, as well as identifying appropriate approaches and actions. This exercise contributed to developing a comprehensive and responsive strategic framework. The diagram below illustrates the process followed.

3. The Common Assessment Framework (CAF) is a result of the co-operation among the EU Ministers responsible for Public Administration. A pilot version was presented in May 2000 and revised versions were launched in 2002 and 2006. A CAF Resource Centre (CAF RC) was created at the European Institute of Public Administration (EIPA) in Maastricht following the decision of the Directors General in charge of public service. It works in close cooperation with the network of CAF national correspondents. The CAF is an easy-to-use, free tool to assist public-sector organizations across Europe in using quality management techniques to improve their performance. For more details please refer http://www.eipa.eu/en/topic/show/&tid=191

Instiutional Self Assesment (CAF)

Project Inception

Workshop

Services Clustering & Formation of

Strategy Planning Group

(SPG) Strategy Planning

Workshop Manual

Development

Provincial Strategy Planning

Workshop

Strategy Document

Preparation

http://www.eipa.eu/en/topic/show/&tid=191

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The process started with mapping and clustering of services. Resultantly, five service clusters and an over-arching institutional capacity assessment area was identified as Strategic Priority Areas (SPAs) for further planning. These services are enumerated below:

1. Institutional & community care services; 2. Cash transfers/assistance services; 3. Economic empowerment (skill development) services; 4. Medical social services, humanitarian assistance and reintegration/rehabilitation; 5. Partnerships for community development; 6. Institutional capacity development.

Subsequent to the clustering exercise, a strategy log-frame was drawn through an intensive five days reflection and discussion process (strategy planning workshop) in Lahore from 9-13 July 2012. The participants’ selection for the in-house discussion considered members’ role, experience & exposure within the department. The four-day in-house discussions were followed by a daylong external stakeholders’ consultations session (with representatives from public sector, civil society, donors and UN agencies in attendance) on July 13, 2012, which was used to showcase the outcome of in-house discussions and seek inputs and suggestions of relevant stakeholders to further improve the plan. As a result, the department’s strategy document was prepared, which was circulated internally and externally to demonstrate the department’s commitment to participation and inclusion. The structure of the document is as below:

1) Introduction, methodology and approach 2) Strategic priority areas & intervention logic 3) Annexes

Section one of this strategy document gives an overview of the geo-physical, administrative and socio-economic profile of Punjab. The description traces the evolution of social welfare services in the province and introduction of services within public domain. Moreover, it outlines the institutional history, policies and objectives that are driving the department’s operations, and highlights the methodological framework adopted to formulate the strategy document.

The subsequent section encapsulates the outcome of the strategy process, and outlines the organization’s vision and mission. Each service portfolio has been taken as a SPA. The description under each SPA entails a snapshot in terms of constituent services, policy environment, structures and systems, coverage and beneficiaries’ profiles. It also outlines critical policy and operational challenges, hindering effective service delivery. The description ends with results matrix for each SPA, which delineates the intervention logic, i.e. strategic goal, outcome, key strategies, outputs and costs. The final section includes the consolidated results and resources matrix as annex (Annex 1: Results and Resources Matrix).

Figure 3: Process Flow Diagram for the Strategy

Formulation

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SECTION TWO

2. DEPARTMENT’S STRATEGIC PRIORITY AREAS AND INTERVENTION

LOGIC

2.1 Department’s Vision and Mission

As explained earlier, this section encapsulates the outcome of strategic thinking and discussions. The discussion is structured into six sub-sections, which include five service portfolios together with institutional capacity development. The sixth strategic area has been treated as a crosscutting domain; however, partly addressed & incorporated into individual services strategic plans. This section starts with outlining the vision and mission statements formulated. This is followed by brief overview of each services area (strategic priority area) entailing services overview, policy and operational environment, corresponding structures and systems, coverage and beneficiaries’ profiles. The discussion includes distilled analysis in terms of listing of key policy and operational challenges and constraints for each SPA. The description in each sub-section ends with strategic results and resources matrix – highlighting the intervention logic, i.e. strategic goal, outcome, outputs and costs. The department initiated the strategic planning process by reviewing and reflecting on the existing vision and mission statements. These statements were reviewed while taking considered view of evolving context and future services needs of the poor and the vulnerable. The vision and mission statements (outlined below) drawn through exhaustive discussions demonstrate the department’s spirit to embrace to change, desire to remain relevant, evolve responsive services and build capacities to deliver quality results. Vision: An equitable and well-functioning social protection system anchored at the principles of empowerment and inclusion for all, particularly the marginalized. Mission: Coordinate/ensure responsive social protection services to the communities in general, poor and vulnerable in particular, by mobilizing partnerships and developing organizational capacities.

Goals of Social Welfare Department:

Vulnerable & Destitute

• Protect & Support

• Increase access

• Ensure Quality

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Approaches:

Transparency

• Merit Based Recruitments

• Third Party Validation of services

E-Management

• Automation of cash transfers

• Creating centralize data base

Research based Planning

• Review of the current initiatives

• What results we are expecting?

• Setting up goals

• Action Plan

Creating Awareness

• Social Networking

• Advertisement, banners, etc

2.2 Strategic Priority Areas, Challenges and Intervention Logic

2.2.1 Institutional & Community Care Services

The department provides multitude of services within the domain of institutional care services portfolio, which mainly include both resident and non-resident care services; however, it does not include outreach or community care services. The major beneficiary groups include destitute women, orphans, working women, vulnerable children, elderly, disabled, drug addicts and others.

The department has 1,415 operational institutional care centres for 11 different types of beneficiaries (for services and beneficiary details please refer to Annex 1). The coverage of these services is sporadic with exception of shelter homes for destitute women, which exist in all districts.

2.2.1.1 Key Challenges & Constraints

- Inadequate service packages including geographic coverage vis-à-vis services demand;

- Services portfolio and expansion decisions often lack evidence based planning; - Limited partnerships with civil society and other potential partners to offer

responsive care services - Policy and systemic gaps evident in terms of weak, inconsistent, and in some cases

non-existent legislation. Services delivery is further compounded by lack of standards of care, disconnect with needs and context, shortage of trained staff and staff availability at service centres, limited capacity building investments, weak monitoring and accountability systems and others;

- Lack of understanding and desire to evolve and experiment with new approaches for community based care, de-institutionalization, reunification and social reintegration of beneficiaries.

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2.2.1.2 Strategies, Results Hierarchy and Resources

The department’s proposed strategies, results hierarchy and resources requirements for

strengthening the institutional and community care services are summarized below.

2.2.2 Cash Transfers/Assistance Services

The department offers cash transfer or assistance services for varied groups of beneficiaries.

These services are meant to alleviate poverty, provide immediate to medium term

economic relief to those vulnerable and in need of assistance. The cash transfer portfolio

includes regular and occasional cash assistance, compensation of medical treatment and

educational scholarships. Much of financing for cash transfer comes from the allocations

made to Punjab Bait-ul-Maal (a constituent unit of the department), formed in 1991.

Punjab Bait-ul-Maal transfers PKR 100 million every year (refer Figure 6 for allocations made

in last 5 years). Of the total allocated budget, the department transfers 20% to District Bait-

ul-Maal Committees (formed in each district) equally. The remaining 80% of the Budget is

distributed among districts on population basis.

Problem Statement: Inadequacies in the legislation/s and systems translating into limited coverage (services menu and

geographic footprint) and inconsistent quality of care services.

Strategic Priority Area # 1: Responsive institutional and community care services facilitating protection,

rehabilitation and reintegration of poor, marginalized and vulnerable.

Proposed Strategies: a) Policy and systems overhaul for an enabling operational environment; b) Application of evidence and results based planning for services design & expansion; c) Prioritization of community care, de-institutionalization and reintegration services.

Strategic Outcome: Enabling legislation and responsive systems in place for consistent, quality and

responsive institutional and community care services.

Strategic Outputs: OP # 1)Legislation, systems & structures reassessed/reorganized for institutional &community care services. OP # 2)Evidence based decision-making with greater involvement of communities/CSOs in services delivery. OP # 3)Model institutional and community care services piloted, staff trained; results

reviewed/incorporated into design.

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The regular and occasional cash transfers are made from funds available with District Bait-

ul-Maal Committees. These are allocations made from the Zakat funds available with the

province. The amount varies for different groups of beneficiaries.

The medical treatment assistance is advanced through, ‘Anjuman-e-Behbood Marezan’ also

known as Patient Welfare Society (PWS). The societies extend up to PKR 10,000/- as

advance payment for the treatment of patients; however for life threatening diseases such

as Cancer and Hepatitis C, cases are referred to the Pakistan Bait-ul-Maal.

Scholarships are offered for the middle school to the technical levels of education. Funds

are not directly advanced to the student, but either to the guardians/parents or head of

educational institutions, from where the recommendations are received. In this respect, a

certificate is also taken to ensure that the student is not receiving funding from alternate

sources. The amount of assistance varies with level of educational attainment, as evident

from the breakup given below.

Table 1: Cash Assistance Offered to Students at Different Education Levels

Education level Boarder Non Boarded

Primary Rs 1500/- Rs 1000/-

MA, MSc Rs 2500/- Rs 2000/-

MBBS Rs 3500/- Rs 3000/-

Vocational training Rs 1500/- Rs 1000/-

Source: Social Welfare and Bait-ul-Maal Department


Limited coverage, meagre assistance value resulting in invisible impact;

Non-evidence based planning, beneficiary targeting and limited coordination with similar programmes contributing to duplication and resource wastage;

Lack of focus on beneficiary (cash assistance services) tracking, use of technology (MIS) to facilitate linking them up with allied services for economic self-reliance;

Operational loopholes in cash delivery system causing delays and pilferages.

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strengthening the cash assistance services are summarized below.

2.2.3 Economic Empowerment/Skill Development Services

The economic uplift and self-reliance services mainly for destitute girls and women remain a

key intervention of the department. These interventions at their core are meant to

empower women by imparting skills trainings to girls and women to get productively

engaged and contribute to the family income. The aim in a way is to mainstreaming gender

equity while addressing the underlying causes of women poverty, exclusion and

vulnerability in a patriarchal society.

The services are rendered through varied types of skill development centres. The outreach

of these centres is extensive as they are spread across province. These centres are mostly

concentrated in peri-urban and rural areas. Most of these centres are operated by the

department itself, whereas some centres i.e. vocational training centres for women, are

administratively being managed by civil society partners. However, department provided

seed support in terms of purchase of equipment in addition to contributing to staff salary.

Problem Statement: Non-evidence based and ineffective beneficiary targeting, inefficient services delivery systems, political interferences together with limited external coordination hampering services to achieve desired results. Strategic Goal: Poor and vulnerable receiving timely and adequate cash assistance for subsistence & other

needs. Proposed Strategies: a) Review and revise policies, systems and operations; b) Evolve innovative approaches for cash transfer i.e. coordinated targeting &mobile cash delivery c) Encourage greater use of ICT applications for planning and monitoring; Strategic Outcome: Cash assistance policy and design strengthened for coordinated planning, effective targeting and efficient assistance delivery.

Strategic Outputs: OP # 1: Existing legislation and systems reviewed revised and implemented for efficient, effective and transparent cash assistance delivery. OP # 2: Capacities of staff and other relevant stakeholders enhanced through training & on-job support, and effective M&E (including use of ICT applications). OP # 3: Results based NGO grant management systems in place for effective services, reinforcing partnerships and enabling sustainability of NGO partners.

14

There are 870 centres being managed or supported by the department for women’s skills

development. Of the total, 834 are those operated by the CSOs/NGOs for which department

provided seed support and continues to share staff salaries. Between 2008-11 the

department offered varied types of training to over 30,000 (thirty thousand) women and

girls in different traits

The table below elaborates the functions and coverage of skill development centres

operated and/or supported by the department.

Table 2: Functions and Coverage of Skill Development Centres

Institution/ Project

# of

Uni

t

Description

District Industrial Homes

(Sanatzar)

34 DIHs are imparting skills training in different trades and

registers successful trainees to deliver on work orders.

Women Development

Centre/WDC (Qasr-e-Behbood)

01 Skills Development and Women Empowerment

Silai Markaz 01 Skills Development and Women Empowerment

Vocational Training Centres for

women in Population Welfare

Centres

834 NGOs have established these centres in rural areas.

Government has provided machinery and is contributing

towards the salary of teachers.


Disorientation or gradual deviation from the original concept whereby these centres were to provide multiple business development services (BDS). However, the current focus is on training only;

The training courses (offered) are deeply conventional to the extent of becoming obsolete, including insufficient/inadequate training resources, tools and techniques;

The training certificates are not accredited by the technical and vocational skill boards;

Limited interest and capacity to build linkages with industry and reorient the programme to the market demands and move back to original concept of BDS;

Limited training / capacity building opportunities for teachers/instructors;

Limited post-training support provided to trainees to either find jobs or set up businesses such as grants, job placement services, linkages to microfinance, etc.;

Limited follow up contact with the trainees to measure results of training programmes.

15



strengthening the economic empowerment or skill development services are summarized

below.

Problem Statement: The focus has shifted from income and business facilitation services to skill development/training. Moreover, the erosion of training capacities (in terms of curricula, materials, trainer, facilities etc.) over years, have caused further deterioration of services. Strategic Goal: Complete business development services (BDS) package introduced resulting in increased employability, entrepreneurship, income and empowerment of the (vulnerable) trainees. Proposed Strategies: a) Focus on niche market (especially target group) and switch to original design; b) Incorporate complete spectrum of Business Development Services (BDS)& prioritize skills/services as per

market demands; c) Build partnerships with BDS providers and explore outsourcing options; Strategic OutcomeThe economic empowerment services re-aligned/re-engineered and resourced to offer competitive business development services - enabling greater market access, employability (including self-employment), and increased income of the vulnerable trainees. Strategic Outputs: SO # 1: Existing services assessed, redesigned to offer package of BDS for niche beneficiary group (poor & destitute women/girls); SO # 2: Pilot roll-out of BDS package at model centers, (offering systematic targeting, training packages/vocations and materials, trainers skills, certificate accreditation, post training business development support, partnerships with BDS service providers), pilots reviewed, learning incorporated and scaled-up;

16

2.2.4 Medical Social Services, Humanitarian Assistance and

Reintegration/Rehabilitation)

This component combines multiple services such as medical social services, community

development projects, humanitarian assistance and socio-economic reintegration of

disadvantaged (including the disabled and the drug addicts).

The medical social services project was initiated in mid 80’s. The project envisages provision

of financial assistance to cover medical expenses of deserving patients (also referred under

section for cash assistance). The post discharge (hospital) psycho-social and reintegration

care is extended by specialized cadre of ‘Medical Social Officers’ (MSO). These officers are

deputed mostly in secondary and tertiary health care facilities at district and sub-district

levels. The project initiation dates back to the time when the department was functioning as

subsidiary of the health department.

For the delivery of medical social services, the MSOs are assigned to set up health

committees in the hospitals and function in close coordination with health facility

administration. These officers are also tasked to mobilize local funding, over and above the

allocations made to them. The financial assistance to the deserving patients is provided on

the advice of health facility managers. This financial assistance either comes from allocated

resources (mostly Zakat resources) or resources generated by mobilizing local philanthropy.

Furthermore, the department staff members are expected to provide post discharge

psychosocial counselling to facilitate patients’ complete reintegration into the society.

The department has established community development projects in urban, peri-urban and

rural areas. These projects mobilize and organize communities for collective development

actions. These projects have formed &forged partnerships with the community

development forums and NGOs (around 7000 registered NGOs and community groups). The

services range from community awareness, development planning, resource mobilization,

implementation, follow up and other support. The beneficiaries of community development

projects are in millions.

With repeated cycles of disasters, the department is increasingly getting engaged in relief and recovery operations. The services portfolio includes mobilization, coordination and relief delivery, either directly or through networks of civil society partners and registered volunteers. Furthermore, the department heads the protection cluster at provincial and district levels, as part of humanitarian relief and recovery planning. Despite being a visible and effective public sector partner for humanitarian activities, the department lacks policy and operational guidelines for relief and recovery undertakings. Furthermore, the department lacks technical, financial and material resources for such engagements.

The services portfolio includes disability specific activities for immediate relief, rehabilitation

and reintegration into mainstream life. These include material, counselling and

17

physiotherapy services to handicapped or disabled to enable their rehabilitation as

productive citizens. Moreover, the department has set up rehabilitation centres for drug

addicts for their treatment, training and rehabilitation. The department is also engaged in

certification of disability and advocates implementation of job quota in public sector for the

disabled.


Inadequate or non-existent policy and systemic guidelines for delivery of standardized

& consistent services in medical social services, community development,

humanitarian assistance and reintegration/rehabilitation (for disabled and addicts)

services;

Lack of coordination internally and externally for medical social, community

development and humanitarian services for which role and services remain under-

acknowledged;

Insufficient technical, material and financial resources for services provision, lack of focus on capacitating department for efficacious services delivery;

Limited monitoring & evaluation capacities for community development projects;

The existing mandate or scope of work constraints department to play more meaningful role in job placement of certified disabled persons;

Conventional approaches &non-existent standards of care (limited innovation) in

services for rehabilitation and reintegration of disabled, drug addicts and others.

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2.2.4.2Strategies, Results Hierarchy and Resources


strengthening the abovementioned services are summarized below.

Problem Statement: Legislative inadequacies and systemic gaps coupled with resource deficiencies constraining wider, consistent, recognized and quality social medical services, humanitarian assistance and reintegration/rehabilitation.

Strategic Goal: Coordinated, recognized and responsive social medical care services (SMCS), humanitarian

assistance and reintegration/rehabilitation services available to poor, disadvantaged and vulnerable. Proposed Strategies:

- Policies and systems reformulation and for standardization and recognition of services. - Structural re-alignment with added focus on staff capacity development; - Evolve mechanisms & capacities for meaningful internal and external coordination for effective

actions (including outsourcing of services either partially or fully); - Promote innovation and knowledge management especially for community development and

drug/disability reintegration services;

Strategic Outcomes: 1) Enabling legislation and systems evolved/enacted for coordinated, recognized and consistent social

medical services 2)System capabilities enhanced for coordinated, effective, timely humanitarian assistance and reintegration/rehabilitation services (including those for community development, drug addicts & the disabled).

Strategic Outputs: SO # 1: Legislation & systems reassessed, aligned to international best practices and implemented for coordinated and standardized social medical services (including integration of MSO in healthcare services) delivery; SO # 2: Staff and stakeholders’ capacities enhanced through training and on the job assistance; SO # 3: Humanitarian assistance, community development and rehabilitation care (including disabled/addicts) legislation and systems reviewed/reformulated (developed) demonstrating prioritization & provision of social protection in humanitarian assistance & reintegration (rehabilitation);

SO # 4: Humanitarian assistance coordinated planning & monitoring mechanisms in place for humanitarian

engagements e.g. clusters, guidelines, recovery working groups and others; SO # 5: SWD and CSO staff trained in social protection in humanitarian assistance and revised standards of reintegration/rehabilitation (for drug addicts and disabled) and delivering quality relief, reintegration/rehabilitation.

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2.2.5 Partnerships for Community Development

The department is aware of and recognizes the role and potential of the development partners for community awareness and development in the province. Hence, the department is engaged with relevant stakeholders comprising institutional donors, UN agencies, international and national NGOs, local businesses and philanthropy, organized community groups and volunteers. The department forms partnerships with CSOs by extending financial assistance, training to leverage resources and capacities of these development partners for community development. The partnerships are guided by the principles of commonality of goal, functional strengths & complementarities. With that there is firm belief that there is immense potential for partnerships between stakeholders for alleviating poverty and sufferings of masses. Registration of NGOs remains one of the several key functional responsibilities that the department is entrusted with.There is evidently no single or unified legal framework in Pakistan to register and govern non-profit entities4. Reportedly, there are 10 to 18 different laws or regulations that govern the non-profit entities. Some even date back to Colonial era. Analytically, these regulations could be grouped into two, one set that relates to registration and delineate internal governance and reporting relationship between the state and the NGO, whereas the others are geared towards taxation. The legal instrument available with the department for non-profit organization registration is called, ‘Voluntary Social Welfare Agencies (Registration and Control) (VSWA) Ordinance, 1961’.The department has over 7500 registered NGOs. Anecdotal accounts suggest that a significant number of these organizations are dormant.

The department extends financial assistance to local NGOs and community based organizations (CBOs) to deliver community development services as partners. The NGO & CBO partners offer range of services such as awareness raising, technical skills, small-scale infrastructure or services projects among others. The partner organizations at times offer their contributions to the project costs. The department intends to reform the social services delivery by developing a comprehensive PPP framework.

The Punjab Social Services Board (PSSB) was established on 12 Oct: 1970 under the Punjab Social Services Board Ordinance (Punjab Ordinance-II) 1970. Major function of the board is to provide financial and technical assistance to NGOs registered under Voluntary Social Welfare Agencies (Registration & Control) Ordinance 1961.


No unified and/or comprehensive legal framework for NGO governance and

accountability. The current legal instrument appears to be obsolete and in some cases

irrelevant after passage of 18th Constitutional Amendment;

The registration and accountability of non-profit entities are desegregated among

different state institutions functions, which seldom share information and take

coordinated actions;

Mutual distrust and lack of coordination between state institutions and civil society;

Weak or non-existent contract management capacities together with negligible state

funding for civil society;

4. For more details please refer the Assessment and Strengthening Project (USAID) report on Civil

Society Organizations registration http://www.asp.org.pk/indepth/csos_covernance_resources/2.pdf

http://www.asp.org.pk/indepth/csos_covernance_resources/2.pdf

20

Limited capacities with partnership development & management and resource mobilization by tapping onto the donor funding including local philanthropy;

Limited coordination systems and capacities for coordinated planning, resource sharing, tracking performance of NGOs/CBOs. These gaps are contributing to diffused focus and prioritization, coverage overlaps and resources loss;

Inadequate and ineffective communication to illuminate department’s work, potential

and contributions for partnerships and encouraging greater public private partnership

(PPP).



strengthening the partnership development, management and in consequence improved

services are summarized below.

Problem Statement: Mutual distrust, limited coordination, legal and system inadequacies for partnership development and management- Public Private Partnership (PPP). Strategic Goal: Trusted partnerships developed and at work (public private partnership) for coordinated, expanded and consistent social protection services delivery.

Proposed Strategies

Advocate uniform and comprehensive legal framework for NGO registration and governance;

Evolve and implement consistent/ effective systems for NGO contract management and performance tracking;

Establish channels for communication, joint planning and resource sharing with CSOs/NGOs at provincial and district levels;

Mobilize resources (within public sector & from donors) to establish fund for innovating social services delivery;

Improve public image and awareness of department functions and build staff capacities for partnership and contract management.

Strategic Outcome: Enabling partnership management mechanisms evolved (legislation, systems, contract management and others) and strengthened to leverage partners’ complementarities, resources for

responsive social protection services delivery. Strategic Outputs: SO # 1: Legislation and systems reviewed/reformulated for effective partnership development and management; SO # 2: Multi-stakeholder coordination forums established at varied levels for coordinated planning; SO # 3: Joint projects & programmes developed and implemented demonstrating partnerships & social

innovation (piloting innovative models for social services delivery); SO # 3: Staff and partners trained in partnership management principals and systems.

21

2.2.6 Institutional Capacity Development

An enabling working environment contributes to the success of the organization, for which institutional development interventions (though partly addressed in thematic or service areas planning) has been set as a crosscutting priority area for SWD. The availability of perhaps the most qualified and committed workforce (in relative terms) in the public domain remains the most significant and cherished strength of the department. There is widespread realization that to address social problems effectively the department needs certain level of operational flexibility to offer responsive services. However, in the given operational environment, where uniform public operations systems are in practice, the framework offers limited flexibility. The existing systems and practices for planning, monitoring and evaluation, resource mobilization, communication and visibility largely remain non-evident and result based. This is coupled with limited use, inclination and technology awareness of the staff to apply modern ICT tools. In lieu of the above, this component prioritizes interventions around legislation and policy review and reformulation (development in some cases), evolving coherent systems and structures for evidence & result based planning (research-driven agenda setting), resource mobilization, visibility, internal and external coordination, structural reorganization & enabling human resource (HR) systems, result oriented monitoring and evaluation (M&E) systems, and usage of modern ICT infrastructure.

2.2.6.1 Key Challenges and Constraints

Weak, inconsistent and underdeveloped legal and policy framework contributing to ambiguities around roles, expectations, visibility, coordination, resource development and accountabilities etc.;

Conventional, inconsistent and in some cases out-dated service delivery systems, procedures and standards;

Uniform public sector operational systems constraining innovation to offer responsive services;

Inadequate systems, resources and capacities for evidence and result based planning, M&E to design responsive services, standards of care, track progress and compliance and measure impact;

Limited coverage and staff capacity to use modern ICT infrastructure, e.g. computers, internet, email, etc.;

Lack of focus and resources on staff capacity development coupled with limited

capacities (curricula, trainers, training aids and others) within the existing training

institute.

22



institutional strengthening are summarized below.

Problem Statement: Inadequate & inconsistent legislation, systems, resources (including staff capabilities) constraining department to organize/coordinate evident based, responsive, competitive and quality services.

Strategic Goal: Enabling environment created resulting in improved services delivery, institutional credibility and satisfaction of staff, beneficiaries, communities and partners. Proposed Strategies:

Review and reformulate enabling legislation, policies & systems for responsive social care services in evolving context (resource mobilization, visibility, ICT and others);

Evolve & practice evidence and results based planning, monitoring and evaluation systems;

Review and overhaul existing human resource (organizational) structures, systems and the existing ‘Training Institute’;

Encourage greater use, awareness and accessibility of ICT tools for daily operations, visibility (websites), planning, monitoring and evaluations.;

Strategic Outcome: Legislation, systems, structures overhauled/developed to enable evolution of a comprehensive social protection system and retain motivated workforce delivering responsive, efficient, transparent services to the vulnerable.

Strategic Outputs: SO # 1:Provincial M&E/MIS and Communication Unit (M&EC) established/revamped and equipped with result driven information collection, analysis, consolidation, reporting and dissemination systems and tools. SO # 2: Service/sector based SOPs developed and implemented SO # 3: Comprehensive human resource policies developed and implemented SO # 4: SWD Training Institute capacities enhanced SO # 5: Staff members have access to and using modern ICT applications

23

Recommendation

For effective utilization of Strategic Plan of Social Welfare Department, it

is strongly recommended that Department may develop Action Plan /

Sectoral Plan against each Strategic Priority Areas (SPAs)


25

ANNEX 1: INSTITUTIONAL CARE CENTRE COVERAGE, SERVICES AND BENEFICIARIES

Institution/ Project # of

Unit

Description Beneficiaries

2008-09 2009-10 2010-11 2012-13

Abandoned Babies Home

(Gehwara)

03 To provide Institutional care to the abandoned babies aging (0-6)

and to Place them with foster parents

53 96 99 119

Day Care Centre (Ghuncha)

06 Day Care Centres, each attached with hostels for workingwomen. 253 145 178 -

Social Services Centres for

Lost and Kidnapped Children

(Nigehban)

08 Children who are lost and found by police or any other

Institutions/NGO are provided temporarily shelter

1088 1124 2927 899

Centre for Mentally Retarded

Children (Chaman)

01 Institutional care for mentally retarded children. Psychiatric

Treatment of children, Counselling services for the families.

51 64 89 312

Model Orphanages

(Dar-ul-Atfal)

11 Institutional care to orphans up to the age of 15 for male and 18 for

female

391 413 554 458

Homes for the destitute and

Needy Girls (Kashana)

03 Institutional care for the girls ageing 6-18. Training, education &

rehabilitative services.

350 359 392 236

Mother and Children Homes

(Dar-ul-Falah for Widows)

06 Separate apartments for5 widows providing free boarding and

lodging, education and training facilities as well as monthly stipend.

136 273 412 171

Shelter Homes (Dar-ul-Aman) 34 Providing protection, institutional care, education and vocational

training to destitute women who are deprived of family support for

various reasons.

8487 8949 9164 12695

Hostel for Working Women 10 It provides safe residence to working women on very cheap rates

comparing private sector hostels.

1392 1428 1479 -

Home for Old & Infirm

Persons (Aafiat).

03 Facility for the aging population providing free shelter, food,

treatment and recreational facilities

122 135 159 114

Half Way Home (Dar-ul-

Sakoon)

01 Providing an enabling & conducive convalescence for mentally sick

patients.

125 32 41 30

ANNEX 2: STRATEGY – RESULTS AND RESOURCES MATRIX

Strategy - Results and Resources Matrix

Social Welfare Department

Govt. of Punjab

Vision: An equitable and well-functioning social protection system anchored at the principles of empowerment and inclusion for all, particularly the marginalized.

Mission: To provide responsive social protection services to communities at large and vulnerable in particular, by mobilizing partnerships and developing organizational capacities.

Core Services Areas

Institutional & Community Care Services

Cash Transfers/Assistance Services

Economic Empowerment (Skills Development) Services

Social Medical Services, Humanitarian Assistance and Reintegration/Rehabilitation

Partnerships for Community Development

Institutional Capacity Development

Problem Statement Core Services Area # 1 (Institutional Care Services): Inadequacies in the legislation/s and systems translating into limited coverage

(services menu and geographic footprint) and inconsistent quality of care services.

Strategic Priority Area # 1: Responsive institutional and community care services facilitating protection, rehabilitation and reintegration of poor,

marginalized and vulnerable

Results Hierarchy, Indicators, M&E Arrangements, and Indicative Resources

Outcome,Indicators& Baseline Outputs, Indicators and Targets Monitoring & Evaluation System

Outcome 1.1: Enabling legislation and

responsive systems in place for

consistent, quality and responsive

institutional and community care

services.

Indicators:

Policy guidelines enacted for


(social contracting)

% increase in beneficiaries receiving


services

Number of model/pilot community

care projects initiated by SWD &with

partners.

Increase in beneficiaries reintegrated

into society.

Baseline

% of beneficiaries against

unattended target population

The institutional care centers in non

Output 1.1.1: Legislation, systems & structures reassessed/reorganized for institutional & community care services.

Indicator 1.1.1:Number of policy guidelines developed for institutional/community care, revised rules of business entailing changes to social contracting, New community care services and guidelines (beneficiary targeting, standards of care, qualification of service providers and others), Increase in coverage (target groups, beneficiaries & geographic outreach), % increase in budgetary allocation, % decrease in costs per beneficiary. Number of beneficiaries receiving allied services

Target: 4 policy documents developed/revised, updated rules of business, operational documents for services/centers (targeting, quality

of care, service providers’ profiles.

Output 1.1.2: Evidence based decision-making with greater involvement of communities/CSOs in services delivery

Indicator 1.1.2:Number of need assessment/services assessment surveys, increase in services menu/target population, Number of district and institutional care centers steering committees formed (with representatives from civil society & community), Number of civil society partners/volunteers for community care services, Beneficiary database established with tracking details and case management module, SWD communication strategy and documentation of visibility/awareness

Mixed method approaches shall

be applied for collection,

consolidation, analysis, reporting

and dissemination of M&E

information.

The most important are,

secondary sources review, key

informant interviews – KII

(service providers, beneficiaries,

civil society and community),

case Studies, focus group

discussions – FGDs (with varied

respondent groups), field visits,

beneficiary surveys, field

photographs, other PRA tools

Sources of Information & MOVs:

Institutional & community care

providers’ logs/reports.

Periodic District Executive

public sector are neither registered

with SWD nor their services are

standardized

Policy and systems for community

based care are non existent

No precedence on social contracting

(day/institutional care) to civil

society or other organizations.

campaigns.

Target: 4 policy and system researches, 10% districts and institutions have steering committees (on pilot basis)

Output 1.1.3: Model institutional and community care services piloted,

staff trained; results reviewed/incorporated into design. Indicator 1.1.3: Number of pilots projects, number of post pilot reviews and evaluations, number of MOUs with civil society for innovative services, number of training packages, number of staff, CSO & volunteers trained, number of units embracing new models and approaches.

Target: 10 pilots / model centers established for different beneficiary groups, 25% increase in beneficiaries of institutional and community

care, 5 MOUs with CSO partners for institutional and community care services, 200 staff/CSO staff trained in institutional and community care.

Officers – SWD reports

SWD Monitoring Unit reports &

database

Annual SWD Report

Problem Statement Core Services Area # 2 (Cash Transfers/Assistance Services):Non-evidence based and ineffective beneficiary targeting, inefficient services delivery systems, political interferences together with limited external coordination hampering services to achieve desired results.

Strategic Priority Area # 2: Poor and vulnerable receiving timely and adequate cash assistance for subsistence & other needs.


Outcome, Indicators& Baseline Outputs, Indicators and Targets Monitoring & Evaluation System

Outcome 2.1: Cash assistance policy and

design strengthened for coordinated

planning, effective targeting and efficient

assistance delivery.

Output 2.1.1: Existing legislation and systems reviewed revised and

implemented for efficient, effective and transparent cash assistance

delivery.

Indicator 2.1.1:Number of studies/assessments conducted informing

Mixed method approaches shall

be applied for collection,

consolidation, analysis, reporting

and dissemination of M&E

Indicators:

Coherent policies and systems

Increased financial allocation for cash

assistance in budget,

Increase in beneficiary groups and

number of beneficiaries,

% of case-load cross-verified from

other data sources e.g. BISP, CSOs,

etc.) and found reliable.

Number of partners involved in cash

assistance,

Number of cash assistance

beneficiaries linked to other protection

services,

Baseline

One time cash assistance is provided

to destitute

Legislation exists for cash transfers

under Zakat (one time grants only).

In-effective targeting and political

interferences in selection of

beneficiaries

Systemic gaps such as discretionary

powers of Local Zakat Councils,

Absence of credible basis (evidence

available) to assess needs, priority

regions and groups and portfolio of

assistance. High proportion of repeat

beneficiaries

Lack of beneficiary database,

cash assistance re-design, number of recipient groups & beneficiaries,

cash assistance guidelines for targeting, enrolment,

efficient/transparent delivery, grievance management, communication

strategy etc., number of cases validated from other sources (BISP etc.),

number of innovative mechanisms and partners for cash assistance

delivery (mobile phone transfers etc), % of beneficiaries

linked/registered with other protection services.

Target: 02 Feasibility/assessment studies, Operations Manual for cash

assistance programme, 1 Integrated Cash Assistance Programme

implemented (for multiple groups).

Output 2.1.2: Capacities of staff and other relevant stakeholders

enhanced through training & on-job support, and effective M&E

(including use of ICT applications).

Indicators 2.1.2: Beneficiary track-able MIS/database, number of

staff/stakeholders (contractors) trained, number of MOUs with

stakeholders, Info dashboards for decision-making,

Target: 4 MOUs for partnerships, 5 training programme/year for

stakeholders involved, Beneficiary database established,.

Output 2.1.3: Results based NGO grant management systems in place

for effective services, reinforcing partnerships and enabling

sustainability of NGO partners.

Indicators 2.1.3: Assessment report of current grant management

system, new framework and tools for result based NGO grants

management, number of MOUs with NGO partners, % increase in

partners’ projects and portfolio, partners performance tracking system

linked to MIS, % increase in number of beneficiaries.

information.

The most important are,

secondary sources reviews, cross

validation of data, KIIs, case

studies, FGDs, field visits,

household and beneficiary

surveys, field photographs, other

PRA tools.


MIS/database, market

researches, assessment reports,

periodic progress reports/SWD

Monitoring unit, Annual SWD

Report

information unavailable as to

beneficiaries being listed or receiving

other assistance/services.

NGO grant assistance mechanisms

are weak and lack result orientation.

Target: Fully functional RBM based NGO grant management system in

place

Problem Statement Core Service Area # 3 (Economic Empowerment – Skill Development Services): The focus has shifted from income and business facilitation services to skill development/training. Moreover, the erosion of training capacities (in terms of curricula, materials, trainer, facilities etc.) over years, have caused further deterioration of services. .

Strategic Priority Area # 3: Complete business development services (BDS) package introduced resulting in increased employability, entrepreneurship,

income and empowerment of the (vulnerable) trainees.


Outcome and Indicators Outputs, Indicators, Baseline and Indicative Resources Monitoring & Evaluation System

Outcome 3.1The economic empowerment

services re-aligned/re-engineered and

resourced to offer competitive business

development services -enabling greater

market access, employability (including

self-employment), and increased income of

the vulnerable trainees.

Indicators:

Number of Policy documents defining

new measures/proactive interventions

Number of market researches for new

Output: 3.1.1Existingservices assessed, redesigned to offer package of

business development services for niche beneficiary group (poor &

destitute women/girls).

Indicator 3.1.1:Number of Policy and system analysis studies, market

researches, revised policy documents, increased number of training

vocations, (new) target groups and post training services (placement,

enterprise development support etc), revised criteria for targeting

Target: 2 policy and system research studies, 2 market research studies, 5 MOUs with BDS providers, 10% increase in trainees & 20% increase in

employability (including self employment),

Output: 3.1.2Pilot roll-out of BDS package at model centers, (offering

Information shall be gathered by

applying different tools such as

secondary sources reviews, cross

validation of data, KIIs, market

researches, case studies, FGDs,

field visits, surveys, field

photographs, other PRA tools


Training reports, market surveys

types of interventions

Number of centers offering BDS

&trainings

Number of BDS packages, MOUs with

potential employers/business support

agencies (micro finance institutions)

Number of partners (training institutes,

microfinance institutions, market

organizations) involved in BDS

Numbers of trainees at jobs/self

employed

Baseline

No legislation for economic

empowerment services

XX of centers

Overly focused on skill development,

disconnect from market & BDS (skill set,

curriculum, trainers skills, post training

support, marketing, placement).

Ineffective coverage and targeting

Limited tracking of trainees to assess how

many got employed and/or set up

enterprises.

Certificates are non-accredited and

limited partnerships for BDS

systematic targeting, training packages/vocations and materials, trainers

skills, certificate accreditation, post training business development

support, partnerships with BDS service providers), pilot reviewed,

learning incorporated and scaled-up.

Indicator 3.1.2: Revised targeting & enrolment criteria, MOUs with BDS

providers for training and post training services, market researches,

additional skills/vocation, revised curricula, MOUs for certificate

accreditation, number of trained trainers in vocations and instructional

techniques, number of trainees trained in model centers, hardware

provided at centers for new vocations

Target: 10 pilot centers with BDS functioning, 5 MOUs with BDS providers including accreditation, 4000 trainees provided BDS through

pilot centers

and reports, training units and

BDS providers reports,

MIS/database, periodic progress

reports/SWD Monitoring unit,

Annual SWD Report

Problem Statement Core Service Area # 4 (Medical Social Services, Humanitarian Assistance and Reintegration/Rehabilitation): Legislative inadequacies

and systemic gaps coupled with resource deficiencies constraining wider, consistent, recognized and quality social medical services, humanitarian

assistance and reintegration/rehabilitation.

Strategic Priority Area # 4: Coordinated, recognized and responsive social medical care services (SMCS), humanitarian assistance and

reintegration/rehabilitation services available to poor, disadvantaged and vulnerable.


Outcome,Indicators and Baseline Outputs, Indicators and Targets Monitoring & Evaluation System

Outcome 4.1:Enabling legislation and

systems evolved/enacted for coordinated,

recognized and consistent social medical

services

Indicators:

Number of policy papers and

documents for social medical services

Number of vulnerable receiving social

medical care services

Defined role of MSO in provincial and

district healthcare apparatus

Standards of services defined and

notified

Number of beneficiaries receiving post

curative reintegration care services

MOUs and partnerships with civil

society and businesses

Baseline

Output 4.1.1: Legislation & systems reassessed, aligned to international

best practices and implemented for coordinated and standardized social

medical services (including integration of MSO in healthcare services)

delivery

Indicator 4.1.1:Number of policy and system researches, policy and

system papers and notifications, standards of care for medical social

services, recognized MSO functions in provincial and district healthcare

services delivery, number of beneficiaries of social medical care services,

number of MOUs with partners and associates, increase in number of

beneficiaries, number of beneficiaries receiving post curative integration

services,

Target: 1 policy document on services standards and performance

standards, MSO role/services mainstreamed into health services

delivery,10% increase in beneficiaries receiving medical social services

and post curative integration.

Output 4.1.2: Staff and stakeholders’ capacities enhanced through

training and on the job assistance.

Information shall be gathered

through mixed method

approaches such as secondary

sources reviews, KIIs, case



PRA tools


Research and policy drafts,

consultation sessions minutes,

partnership MOUs, policy

instruments, SOPs for

coordination forums at provincial

and district levels, coordination

forum meeting notes and plans,

beneficiary survey reports,


reports/SWD monitoring unit,

Policy defining role of MSOs in

healthcare delivery is non-existent -

their activities are driven by personal

drive rather than guided by any

performance standards and guidelines.

Ambiguities and gaps in standards of

services and systems for MSO related

services


Limited tracking of beneficiaries and

weak post-curative care reintegration

services

Limited linkages of social medical care

services with other social protection

services delivered by the Dept.

Outcome 4.2: System capabilities enhanced

for coordinated, effective, timely

humanitarian assistance and

reintegration/rehabilitation services

(including those for community

development, drug addicts & the disabled).

Indicators:

Number of policy researches, draft

policy documents on effective,

coordinated and timely humanitarian

assistance (natural disasters and

conflicts) & reintegration/rehabilitation

services.

Indicator 4.1.2:Number of training packages developed, number of

trainings organized, number of staff and others stakeholders trained,

number of visits to MSOs, exchange visits between MSOs, numbers of

satisfied beneficiaries

Target: 3 training packages, 200 trained staff and partners, 50%

beneficiaries linked to other protection services,

Output 4.2.1: Humanitarian assistance, community development and

rehabilitation care (including disabled/addicts) legislation and systems

reviewed/reformulated (developed) demonstrating prioritization &

provision of social protection in humanitarian assistance & reintegration

(rehabilitation).

Indicator 4.2.1:Number of policy & system researches and policy papers

on social protection in humanitarian situations, reintegration services,

number of consultations on policies and systems, number of policies and

systems enacted, standards of care for reintegration/rehabilitation (for

disable, drug addicts and other groups) reviewed, revised and enacted.

Target: 2 formative researches undertaken for humanitarian assistance

and reintegration, 2 policy guidelines/instruments formulated &

enacted, 10% increase in number of people receiving relief, recovery &

partners reports, annual SWD

reports

Number of consultations &

policies/legislation enacted

Number of beneficiaries receiving

social protection services in

humanitarian situations.

Number of vulnerable people receiving

rehabilitation & reintegration services

(disabled, drug addict, people in

conflict with law etc.)

Number of trainings provided to social

protection cluster (humanitarian)

members

Number of social protection (cluster)

plans developed and implemented

(including cluster meetings held) in

humanitarian situations

Baseline

Lack of policy guidance on social

protection in humanitarian situations

Limited capacities and understanding of

staff on social protection in

humanitarian assistance

Limited resources for social protection

cluster coordination, planning and

monitoring

Obsolete and in some cases lack of

standards of care (SOPs) for different

rehabilitation and reintegration centres

XX of rehabilitation & reintegration

centres

%of relapse cases of rehabilitated cases

reintegration/rehabilitation services

Output 4.2.2: Humanitarian assistance coordinated planning &

monitoring mechanisms in place for humanitarian engagements e.g.

clusters guidelines, recovery working groups and others.

Indicator 4.2.2:Number of child protection units formed, protection

clusters formed at provincial and district levels for disaster response,

number of cluster plans developed and implemented, number of

beneficiaries, numbers of people rehabilitation and reintegrated into

mainstream life

Target: 34 CPU formed, Protection clusters (provincial and at least 5

districts) formed as part of preparedness planning, guidelines to their

composition, mandate, planning, operations, decision making and

measuring results developed and enacted,

Output 4.2.3: SWD and CSO staff trained in social protection in

humanitarian assistance and revised standards of

reintegration/rehabilitation (for drug addicts and disabled) and

delivering quality relief, reintegration/rehabilitation.

Indicator 4.2.3:Number of staff and partners trained, pre-post training

results, number of people receiving specialized relief, rehabilitation and

reintegration services, number of satisfied beneficiaries and families

Target: 200 staff and partners trained, MOUs with CSO partner to

adhere to standards of humanitarian assistance and

reintegration/rehabilitation services.

(drug addicts)


Limited tracking of beneficiaries and

linkages to other services

Problem Statement Core Services Area # 5 (Partnerships for Community Development): Mutual distrust, limited coordination, legal and system

inadequacies for partnership development and management- Public Private Partnership (PPP).

Strategic Priority Area # 5: Trusted partnerships developed and at work (public private partnership) for coordinated, expanded and consistent social

protection services delivery.


Outcome, Indicators and Baseline Outputs, Indicators and Targets Monitoring & Evaluation System

Outcome 5.1: Enabling partnership management

mechanisms evolved (legislation, systems, contract

management and others) and strengthened to leverage

partners complementarities, resources for responsive

social protection services delivery

Indicators:

Number of policy researches, draft policy

documents on Public Private Partnerships for social

protection& community development

Number of consultations & policies/legislation

enacted

MOUs signed with development partners

Number of partners coordination forums

Output 5.1.1: Legislation and systems

reviewed/reformulated for effective partnership

development and management.

Indicator 5.1.1:Number of policy & system researches and

policy papers on PPP, social protection& community

development, number of consultations on policies and

systems, number of policies and systems enacted

Target: 2 policy instruments developed on partnerships for

social protection and community development, 10% increase

in number of people receiving social protection and

community development services delivered through forging

partnerships

Output 5.1.2: Multi stakeholders’ coordination forums

Information shall be gathered

through mixed method



studies, FGDs, field visits, surveys,

field photographs, other PRA

tools


Research and policy drafts,

consultation sessions minutes,

partnership MOUs, policy

instruments, SOPs for

Number of joint plans

Number of beneficiaries receiving social protection

& community development services.

Baseline

Loopholes in current partnership legislation –

multiple legislations for registration, limited

authority of SWD to revoke non-performing CSOs,

regulatory inclination rather partnership

Current relationship is marred by mutual mistrust,

non-coordinated planning, lack of information

sharing and others

Donors’ preferences for non-public partners

Absence of coordination forums at provincial and

district levels

Limited scale and scope of SWD financial assistance

for community development

Limited community participation in public sector

development planning (CCBs are registered with

SWD)

Limited resources for registration, monitoring and

quality assurance of partners services.

established at varied levels for coordinated planning.

Indicator 5.1.2:Number of coordination forums (including

social protection clusters) established at provincial and

district levels, number of MOUs signed, number of joint

plans by PP partners, number of beneficiaries, % increase in

additional resources by PPP (financial, human etc.)

Target: 3 Provincial and 10 District Coordination Forums (on

pilot basis) established, 10 coordination forum plans,

Coordination Unit established in SWD

Output 5.1.3: Joint projects & programmes developed and

implemented demonstrating partnerships & social

innovation (piloting innovative models for social services

delivery)

Indicator 5.1.3: Number of MOUs, number of new projects,

number of people receiving services, projects funded as part

of social innovation grant scheme.

Target: 10 MOUs with partners, Social Innovation Fund

Established (for grant to NGOs/CBOs) 50 innovative social

services delivery projects with partners (co-funded), 10%

increase in services coverage

Output 5.1.4:staff and partners trained in partnership

management principals and systems

Indicator 5.1.4:Number of staff trained in partnership

management, MOUs signed for specialized rehabilitation

services by outsourcing services, beneficiary surveys

coordination forums at provincial

and district levels, coordination

forum meeting notes and plans,

beneficiary survey reports,



partners reports, annual SWD

reports

administered, number of knowledge documents produced,

number of assessment and evaluation reports.

Target: 200 SWD staff trained in partnership management,

5 MOUs signed for outsourcing of rehabilitation services, 5

beneficiary surveys, reviews & evaluations undertaken, 5

knowledge documents produced

Problem Statement Core Services Area # 6 (Institutional Capacity Development): Inadequate & inconsistent legislation, systems, resources (including staff

capabilities) constraining department to organize/coordinate evident based, responsive, competitive and quality services.

Strategic Priority Area # 6: Enabling environment created resulting in improved services delivery, institutional credibility and satisfaction of staff,

beneficiaries, communities and partners.


Outcome, Indicators and Baseline Outputs, Indicators and Targets Monitoring and Evaluation

System

Outcome 6.1: Legislation, systems,

structures overhauled/developed to enable

evolution of a comprehensive social

protection system and retain motivated

workforce delivering responsive, efficient,

transparent services to the vulnerable.

Indicators:

Number of policy researches, system

analysis reports

Number of draft policy documents,

SOPs etc

Number of trainings

Output 6.1.1: Provincial M&E/MIS and Communication Unit (M&EC)

established/revamped and equipped with result driven information

collection, analysis, consolidation, reporting and dissemination systems

and tools.

Indicator 6.1.1:SOPs for M&EC Unit, number of staff in M&EC, number

of staff trained in M&E, MIS & Communication, number of service area

baselines available, number of analytical reports informing management

choices, number of references made to M&E/MIS data for ADP, real

time data available through MIS.

Target: Provincial level M&E/MIS & Communication Unit established &

functional

Information shall be gathered by

applying mixed method





PRA tools


Research and policy drafts, policy

instruments, SOPs for services

Revised organogram at provincial and

district levels

% improvement in pre-post test

(training) reports

% improvement in staff performance &

satisfaction

Revised M&E system and MIS

Baseline:

Limited baseline information around

scope and scale of social problems

Weak M&E system, disorientation from

results and informing management

decision making

Conventional staff performance

assessment, disconnect from delivery of

results

Limited training opportunities for staff

No practice around measuring staff

satisfaction

Services SOPs in most cases are

outdated and require realignment

Limited use of ICT in provincial and

district offices

Output 6.1.2: Service/sector based SOPs developed and implemented

Indicator 6.1.2: Number of policy instruments and SOPs for services

developed and notified (including functional areas such as M&E,

communication etc.), number of staff and stakeholders trained as per

SOPs.

Target: Outlined above under different outputs

Output 6.1.3: Comprehensive human resource policies developed and

implemented

Indicator 6.1.3:Changes in job profiles and organogram, number of staff

trained in various thematic and functional areas, improvements in staff

performance evaluations, % increase in staff satisfaction

Target: Comprehensive HR Manual for provincial and district authorities

(aligned to provincial HR systems)

Output 6.1.4: SWD Training Institute capacities enhanced

Indicator 6.1.4:Number of partnership MOUs with academia and

training institutions, number of training packages, number of trained

facilitators and roster members, number of trainings offered, number of

staff and other stakeholders trained,

Target: 5 MOUs with training service providers, 5 new training

programmes, 4000 staff and partners representatives trained

Output 6.1.5:Staff members have access to and using modern ICT

applications

and functional areas (5 services

areas, communication, M&E etc),

staff performance assessments,

staff survey reports,



partners reports, Annual SWD

reports

Indicator 6.1.5:Number of staff having access to & using computer &

internet, number of staff using MIS, number of staff contributing to

update website

Target: 80% staff has access to ICT hardware and familiar with basic

computing programmes


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Documents

Strategic Plan 2014-19 Department of ... - swd.punjab.gov.pk Punjab Strategy Document 2014.pdf · The word Punjab means (literally) land of five rivers. Punjab is Pakistan’s biggest