Women Development Department
Government of Sindh
The Islamic Republic of Pakistan
April 2018
Japan International Cooperation Agency (JICA)
Kaihatsu Management Consulting, INC.
EI
JR
18-045
Project for Improvement of Livelihoods and
Well-being of Female Home Based Workers in
the Informal Economic Sector
in Sindh Province (Phase I)
Project Completion Report
Map of Sindh Province
(Source: This map is based on a UN map, modified by JICA. The depiction and use of boundaries, geographic
names, and related data shown on the map do not necessarily imply official endorsement or acceptance by JICA)
i
Table of Contents
Abbreviation ........................................................................................................................................... iii
Summary ................................................................................................................................................. v
Chapter 1 Outline of the Project and the scope of work of Phase 1 ........................................................ 1
1.1 Background ................................................................................................................................... 1
1.2 Project framework ......................................................................................................................... 1
1.3 Phasing of the Project, and purpose and the tasks undertaken in Phase 1 ..................................... 2
1.4 Changes from the original plan ..................................................................................................... 3
Chapter 2 Contents of the activities ........................................................................................................ 5
2.1 Facilitation of PC-1 document drafting and approval process ...................................................... 5
2.2 Establishment of project implementation structure ....................................................................... 6
2.3 Project management ...................................................................................................................... 9
2.3.1 Formulation of the monitoring sheet ...................................................................................... 9
2.3.2 Finalization of PDM and PO ................................................................................................ 10
2.4 Current status survey of each thematic area of life management, supply value chain and
financial access .................................................................................................................................. 14
2.4.1 Life management .................................................................................................................. 14
2.4.2 Supply and Value Chain ....................................................................................................... 18
2.4.3 Access to financial services .................................................................................................. 21
2.5 Accumulation of knowledge of support for FHBWs .................................................................. 26
2.6 Selection of pilot areas and partner organizations for SVC ........................................................ 28
2.7 Field Survey ................................................................................................................................ 33
2.8 Finalize project framework ......................................................................................................... 38
2.8.1 Guiding principles of the Project: SPIN ............................................................................... 38
2.8.2 Project activities and sustainability ...................................................................................... 41
2.8.3 Implementation schedule ...................................................................................................... 45
2.9 Planning pilot activities ............................................................................................................... 46
2.9.1 Life management .................................................................................................................. 46
ii
2.9.2 Access to financial services .................................................................................................. 55
2.9.3 Income generation ................................................................................................................ 59
2.9.4 Formal employment promotion ............................................................................................ 67
Chapter 3 Difficulties encountered, measures taken in undertaking tasks assigned during Phase 1, and
lessons for future operation ................................................................................................................... 70
3.1 Difficulties encountered and measures taken during the assignment period ............................... 70
3.1.1 Technical aspect ................................................................................................................... 70
3.1.2 Operational aspect ................................................................................................................ 72
3.2 Lessons for work implementation for future operation ............................................................... 73
Chapter 4 Achievement of Phase 1 ....................................................................................................... 75
4.1 Project Input ................................................................................................................................ 75
4.2 Achievement of Outputs .............................................................................................................. 77
Appendix 1: Project Design Matrix (PDM)
Appendix 2: Plan of Operation (PO)
Appendix 3: Summary of activities in Phase II
Appendix 4: Activity plan for Phase II
Appendix 5: Minutes of meetings
Appendix 6: Draft PC-1
Appendix 7: Report of the Field Survey
Appendix 8: Report on Life Management Skill Needs
Appendix 9: Needs Assessment Report for selecting the target products
Appendix 10: Report on Situation Review of Access to Financial Service for FHBWs
iii
Abbreviation
AHAN
Aik Hunar Aik Nagar
AQAL
Advancing Quality Alternative Learning Project
ATM
Automated / Automatic Teller Machine
BDG
Business Development Group
BISP
Benazir Income Support Program
BRAC
Bangladesh Rural Advancement Committee
CDWP
Central Development Working Party
CED
Craft Enterprise Development
CGAP
Consultative Group to Assist the Poor
CNIC
Computerised National Identity Card
CO
Community Organization
C/P
Counterpart
DAC
Development Assistance Committee
DLNFE
Directorate of Literacy and Non-Formal Education
DSP
Digital Service Provider
DWDO
District Women Development Officer
EAD
Economic Affairs Division
ECDI
Entrepreneurship and Community Development Institute
ECI
Empowerment through Creative Information
FA
Financial Service Access
FHBWs
Female Home Based Workers
FMFB
First Microfinance Bank
GA
Graduation Approach
HANDS
Health And Nutrition Development Society
HBWs
Home Based Workers
HBWWCA
Home Based Women Worker Center Association
HBWWF
Home Based Women Workers Federation
IG
Income Generation
ILO
International Labour Organization
IRC
Indus Resource Centre
JCC
Joint Coordination Committee
JICA
Japan International Cooperation Agency
KKO
Kaus-e-Kazah Organization
LHRD
Labour and Human Resources Department
LM
Life Management
MFB
Microfinance Bank
MFI
Microfinance Institution
MFS
Mobile Financial Service
iv
MNO
Mobile Network Operator
MOC
Memorandum of Cooperation
MOU
Memorandum of Understanding
NGO
Non-Governmental Organization
NRSP
National Rural Support Program
P&D
Planning and Development Department
PC-1
Planning Commission Form No.1
PCSW
Provincial Committee for Status of Women
PDM
Project Design Matrix
PMIC
Pakistan Microfinance Investment Company
PMU
Project Management Unit
PO
Plan of Operation
PPCC
Pilot Project Coordination Committee
PPP
Public Private Partnership
PRA
Participatory Rural Appraisal
R/D
Record of Discussion
ROSCA
Rotating Savings and Credit Association
SBP
State Bank of Pakistan
SDS
Sindh Development Society
SED
School Education and Literacy Department
SMEDA
Small and Medium Enterprises Development Authority
SMS
Short Message Services
SO
Social Mobilizer
SRSO
Sindh Rural Support Organization
STEVTA
Sindh Technical Education & Vocational Training Authority
SVC
Supply Value Chain
SZABIST
Shaheed Zulfikar Ali Bhutto Institute of Science and Technology
TCF
The Citizen Foundation
TOT
Training of Trainer
UNDP
United Nations Development Programme
UN Women
United Nations Entity for Gender Equality and the Empowerment of Women
WDD
Women Development Department
WDFP
Women Development Foundation Pakistan
WEDO
Women Entrepreneurship and Development Organization
WWWT
Working Women Welfare Trust
＜Exchange rate as of March 2018＞
USD 1 =JPY 106.787000
PKR 1 = JPY 0.968710
v
Summary
Chapter 1 Outline of the Project and the scope of work of Phase 1
The Project for Improvement of Livelihoods and Well-being of Female Home Based Workers in the
Informal Economic Sector in Sindh Province (Phase 1) (the Project) aims to improve the livelihoods
and well-being of female home-based workers (FHBWs) and their families. In Phase 2 of the Project,
the Project’s pilot activities will be implemented in the target areas by the executing agency, i.e., the
Women Development Department (WDD). The Project is separated into two phases. This report
describes the initial work carried out in Phase 1, from 7 March 2017 to 30 April 2018, to finalize the
project framework and create detailed activity plans.
Chapter 2 Contents of the activities
Phase 1, which took place in the first year of the Project, was a preparation period, and its purpose was
to formulate a feasible and detailed implementation plan for Phase 2 for the remaining four years
period.
1) Facilitation of Planning Commission Form No.1 (PC-1) document drafting and approval
process: The Project team supported WDD to draft the document based on the finalized project
framework.
2) Establishment of project implementation structure: The Project team clarified the roles and
members of 1) the Joint Coordination Committee (JCC), 2) the Project Management Unit (PMU),
and 3) the Pilot Project Coordination Committee (PPCC).
3) Project Management: The Project team reached a consensus on the project framework for Phase
2 with WDD and Japan International Cooperation Agency (JICA), and revised Project Design
Matrix (PDM) Ver.0 and Plan of Operation (PO). The finalized version was approved by the third
JCC meeting, held on 23 February 2018, as shown below:
Project Purpose
Output
The Project team also developed the monitoring sheet (version1,2,3) with WDD.
4) Current status survey of each thematic area: The Project team conducted a current status
survey in the three thematic areas: 1) life management, 2) supply and value chain, and 3) financial
services access. The survey contents are shown below. The reports are attached to this Project
Completion Report.
vi
Thematic area
Contents of Survey
Life management
Outlines of existing life management programs
Outlines of existing life management programs targeting FHBWs
Supply and value chain
Current situation of candidate partner organizations
Current market situation of textile and handicrafts produced by
FHBWs (market survey)
Financial services
access
Current situation of the financial sector in Pakistan
Data collection on financial service providers’ information
5) Accumulation of knowledge of support for FHBWs: The Project team conducted three
activities: 1) delivery of monthly magazine, 2) weekly meeting, and 3) sharing of on-line folder to
share documents with WDD as a trial of knowledge sharing.
6) Selection of pilot areas and collaborating organizations for Supply Value Chain (SVC): The
Project team selected two partner organizations, the Sindh Rural Support Organization (SRSO)
and Women Development Foundation Pakistan (WDFP), through public notification of a call for
proposals. The Project selected target areas from the organizations’ working areas.
7) Field survey: The Project team conducted a field survey in the target areas to understand the
current livelihood and work situation among the target FHBWs. The survey revealed that FHBWs
face challenges such as a high illiteracy rate, limited household economic capacity, limited sales
volumes and profits from Home Based Worker (HBW), scarce market channels, constrained
mobility, and limited use of formal financial institutions.
8) Guiding principles of the Project (SPIN): The three main guiding principles were agreed by the
3
rd
JCC.
i) Take a step-wise approach for livelihood improvement: The Project will take a step-wise
approach in seeking the optimal combination of interventions, with reference to a graduation
approach
1
that aims to assist households in their gradual transition from extreme poverty to
sustainable livelihoods.
ii) Seek effective public-private partnership (PPP): The Project will involve private sector
organizations, such as Non-Governmental Organizations (NGOs), social enterprises, and
private companies, as well as public organizations to maximize and sustain the impact of the
Project.
iii) Invest in Future: Provide female workers with skills and opportunities to cope with rapidly
changing market economy: The Project will invest in improvement of both present
conditions and the future of female workers by initiating promotional activities to make
employers and female workers aware of the importance of and opportunities for female
employment. The Project will provide female workers with skills and opportunities such as
digital technologies to cope with rapidly changing market economy.
1
The Graduation Approach was developed by the Consultative Group to Assist the Poor (CGAP) and the Ford Foundation,
based on the experiences of the Bangladesh Rural Advancement Committee (BRAC). This approach aims to assist the
extreme poor in their gradual transition from extreme poverty to sustainable livelihood. By providing social protection
combined with livelihood development and financial inclusion, the approach serves to protect the lives of the extreme poor in
the short term, and to support them to be economically sustainable in the long term.
vii
9) Project activities and sustainability: The Project will implement four types of activities, namely,
life management capacity development, financial service access promotion, income generation
activities and promotion of female employment in the formal sector, as pilot activities in Sukkur
with SRSO and in Karachi with WDFP. For sustaining and spreading the support mechanism as
well as support activities for FHBWs, the Project will test and develop the livelihood
improvement knowledge and tool kit through conducting pilot activities.
10) Planning pilot activities: The Project team developed plans for pilot activities for life
management, income generation, financial services access, and formal employment promotion. In
the formulating the plans, the team took the following planning steps. First, analyze the findings
of the field survey; second, plan pilot activities and their implementation system through
discussion with the partner organizations; third, finalize the framework of the pilot project; and
fourth, develop the activity plan for each partner organization. The team reflected the strengths
and needs of the partner organizations and FHBWs in the activity plans; therefore, the plans are
different for different organizations in terms of training content, duration of intervention, and
implementation structure.
Chapter 3 Difficulties encountered, measures taken in undertaking tasks assigned
during Phase 1, and lessons for future operation
The Project team sought to be flexible in dealing with difficulties, as follows:
1) Technical aspects
i) Flexibility to change the work plan: As the situation of FHBWs is drastically different from
place to place, the Project team planned to conduct a situation analysis in the pilot project
areas after selecting partner organizations at the beginning of the work period (April and May
2017). The partner organizations for SVC have a significant influence on the project activities;
therefore, the Project team decided to postpone the situation analysis and focus on selecting
the partner organizations first by following instructions of WDD to ensure transparency of the
selection, and to combine the analysis with the needs survey planned for the middle of the
work period (August and September 2017).
ii) Diversification of target products: Although it was originally proposed to focus on handicrafts,
with a request and in consultation with WDD and JICA, the Project team decided to look into
a possibility to diversify the target products in the light of other business opportunities in
Karachi, possible collaboration with private companies to trade products in bulk, and the
additional potential to promote female employment in the formal sector.
iii) Pursuit of PPP: For achieving the project objectives and ensuring impact and sustainability, in
addition to WDD, engagement/involvement of other public and private organizations in the
Project is indispensable. The Project team investigated the possibility of collaboration with the
public sector, including the School Education and Literacy Department and the Sindh
Technical Education and Vocational Training Authority (STEVTA), as well as private entities
viii
such as financial institutions, telecommunication companies, fintech companies, designers,
and social entrepreneurs.
2) Operational aspects
i) Security measures: The mobility of Japanese experts had limitations due to security concerns.
The Project team followed the instructions of JICA. When Japanese experts were not allowed
to visit Baldia in Karachi for the field survey, the Project team sent local staff and supervised
activities at a distance.
ii) Information sharing: The Project involves a range of organizations and individuals; therefore,
all information was recorded in English and shared with them. The Project team held weekly
meetings with the WDD director to share progress with activities. The Project also delivered
its monthly magazine to all JCC members.
Chapter 4 Achievements of Phase 1
The inputs of Japanese and Pakistan sides were made as planned. Based on PDM version 0, Outputs
for Phase 1 were mostly achieved as following:
‐ Output 1: The implementation structure of WDD has not been established, because officers have
not been allocated to the Project, as PC-1 is not ready for approval as at the end of Phase 1.
Nonetheless, WDD has shown strong ownership and commitment to the Project. WDD’s
understanding of the characteristics of JICA’s technical cooperation projects and this Project in
particular has been enhanced.
‐ Output 2: The collaborative implementation mechanism was established as planned. The
mechanism is considered functional, as the Project has already conducted a field survey with
partner organizations.
‐ Outputs 3 and 4: The Project conducted the needs assessment survey as planned and shared the
results with relevant stakeholders.
1
Chapter 1 Outline of the Project and the scope of work of Phase 1
1.1 Background
The informal economy plays a substantial role in South Asia, including Pakistan. According to the
ILO (2011), approximately 80 percent of the labor force outside the agriculture sector in Pakistan is
engaged in activities in the informal economy and the number of people involved increased from 1.22
million in 1999/2000 to 1.62 million in 2008/09. Almost three-quarters (71.4%) of the workforce in
the non-agricultural informal sector are women, and most of them are Home Based Workers (HBWs).
It is extremely difficult to know the precise situation of Female Home Based Workers (FHBWs) in
Pakistan. There is no category for HBWs in the country’s labor statistics. Most enumerators of these
statistical surveys are male, and they find it difficult to contact female respondents; moreover, male
respondents tend not to give details about female labor in their families.
2
Therefore, female labor
participation appears limited in the statistics. Since FHBWs work individually from home, it is
difficult to know their actual work conditions. Therefore, they are called “invisible workers.”
Most FHBWs are piece rate workers. Contract workers do not have a clear employment relationship
with employers; therefore, they are not treated as actual workers and are not protected by the labor
laws that ensure the protection of workers’ basic rights. Because of this, they face difficulties
including: 1) unstable and unfair remuneration, 2) hazardous and unhealthy working environments, 3)
low productivity, 4) limited negotiation power due to lack of organization, 5) limited access to
necessary financial services and vocational training, and 6) no access to insurance against
accidents/illness or basic social services.
This Project promotes equal economic growth and human security in Pakistan by seeking to improve
the livelihoods and well-being of HBWs, who are mainly low-income households, and women in the
informal sector, who play a key role in the economy of Pakistan.
1.2 Project framework
The Project framework agreed in the Record of Discussion (R/D) on 22 November 2016 is as follows:
(1) Title of the Project
Project for Improvement of the Livelihoods and Well-being of Female Home Based Workers in the
Informal Economic Sector in Sindh Province (Phase 1) (hereinafter called "the Project")
(2) Project site
Target districts of Sindh province in Pakistan
2
Basic planning survey report
2
(3) Implementation agency
Women Development Department (WDD)
(4) Project purpose
Livelihoods and well-being of FHBWs and their families are improved through the implementation
of the pilot activities of the Project
(5) Intermediate Outcomes
1) The organization structure and coordination capacity of WDD are strengthened for the
implementation of the Project
2) Collaborative implementation mechanism is set in place and functions among the concerned
departments and agencies for the implementation of the Project
3) Basic Life Management Capacity of FHBWs is strengthened
4) Supply and value chains associated with work carried out by FHBWs are improved
5) FHBWs' access and usage of financial services are improved
1.3 Phasing of the Project, and purpose and the tasks undertaken in Phase 1
The Project is divided into two phases. This work corresponds to Phase 1, in which the review of the
project framework (as described above), as well as detailed planning of activities for Phase 2, are
carried out.
In Phase 1 of the Project, the Project team conducted the necessary surveys to select the pilot project
areas and industries, and selected targets based on the results of surveys. At the same time, Phase 1
was designed to secure the necessary budget for the Pakistani side of the Project and establish the
system of cooperation with related organizations.
The duration of Phase 1 is from 7 March 2017 to 30 April 2018. In order to accomplish the activities
in Pakistan, the project team divided the term of the project into three parts: first survey period (March
to July 2017), mid-term review period (July to August 2017), and second survey period (September
2017 to February 2018). The work flowchart is below.
3
(Source: Project team)
Figure 1-1 Flowchart of project activities in Phase 1
1.4 Changes from the original plan
Three main changes have been made to the Work Plan submitted in April 2017, as shown in the
following table. Other minor changes are explained in the relevant chapters of this report.
Table 1-1 Main changes to the plan
No
Change
Plan
Actual
Reason
1
Number of
pilot areas
Three areas
Two areas (Karachi,
Sukkur)
Reducing the target areas is
appropriate from the
viewpoint of the feasibility
of the Project.
2
Fact finding
survey
Fact finding
survey is
implemented in
the first survey
period.
In the second survey
period, the field survey
was implemented by
merging the fact-finding
survey and needs
survey.
In order to decide the target
areas for the fact-finding
survey, it is necessary to
select the partner
organizations of the SVC.
However, it was considered
that the selection of
organization in such a short
time was difficult. Detailed
reasons are included in
section 3.1.
4
No
Change
Plan
Actual
Reason
3
Target
products
Handicrafts
Products other than
handicrafts and services
are included as target
products. In addition,
the promotion of
employment in formal
sectors has been added.
Difficulties with SVC
support activities are high
because the market potential
of handicrafts is low. Target
FHBWs can be expanded by
including those who work
for service/business on
individual basis. It is
appropriate to support new
work that has a high
potential for young educated
women who have high IT
skill levels. It is important to
expand job opportunity for
female in the formal sector
rather than keeping FHBWs’
work in the informal sector.
(Source: Project team)
5
Chapter 2 Contents of the activities
2.1 Facilitation of PC-1 document drafting and approval process
PC-1 is a planning document to secure a development budget from the government of Pakistan. All
development projects, including donor projects, require the government department concerned to
develop a PC-1 and budgets are allocated based on the PC-1.
The Project team with the help from JICA Pakistan office assisted WDD in confirming the approval
process for PC-1 and developing the draft PC-1 for the Project.
(1) Confirming the approval process
With the support from JICA Pakistan office, the Project team conducted hearings about the
procedures for PC-1 approval with the Planning and Development Department (P&D) of the Sindh
government and the Economic Affairs Division (EAD) of the federal government.
As a result, it was found that the approval of the Central Development Working Party (CDWP) is
necessary for Projects with donor support, although provincial projects normally require the
approval of only the Provincial Development Working Party (PDWP).
Table 2-1 Organizations to approve PC-1
Organizations to approve PC-1
Members and frequency of meetings
Provincial Development
Working Party (PDWP)
Additional Chief secretary of Planning and Development
Department (P&D) in the provincial government chairs meeting.
Meetings are held every week.
Central Development
Working Party (CDWP)
Deputy Chairman of the Planning Commission chairs the meetings,
which comprises representatives of related departments of the
federal government and provincial P&D. Meetings are held every
month.
(Source: Project team)
It also became clear that the time required for PC-1 approval depends on the maturity of the
contents in the Project document. Although the project team had assumed drafting of the PC-1
would start from the mid-term review period, the details of the project were not decided at that
point and there were many opportunities for changes. Therefore, it was agreed with WDD to
postpone formulating PC-1 until February 2018, when the project framework was finalized.
(2) Supporting the formulation of PC-1
In February 2018, the Project team supported WDD to develop a draft PC-1, based on the finalized
project framework.
6
2.2 Establishment of project implementation structure
Ground work for establishing the project implementation structure for Phase 2 was undertaken. The
work plan assumed the structure for Phase 2 would be established at an early stage of the work in
order to test its functionality. However, WDD planned to hire the necessary staff for Phase 2 through
PC-1 and existing staff were too busy to be fully involved in the Project. Testing the implementation
structure for Phase 2 at this point in the work was dropped and it was established systematically based
on work progress. The procedures for establishing the implementation structure is shown in the table
below.
Table 2-2 Procedures for establishing implementation structure
Period
Timing
Activities related to implementation structure
First
survey
period
March to June 2017
- The Project received approval for the project implementation setup at the
first JCC meeting. The Project established PMU.
- WDD nominated two staff in charge of the Project.
Mid-term
review
period
July to August 2017
- Two partner organizations for SVC, namely Women Development
Foundation Pakistan (WDFP) in Karachi and Sindh Rural Support
Organization (SRSO) in Sukkur, were selected at the second JCC meeting.
Second
survey
period
September 2017 to
January 2018
- The Project team discussed the implementation structure with the selected
SVC partner organizations.
- The Project team discussed the implementation structure and necessary
staff for Phase 2 implementation with WDD.
February 2018
- The implementation structure for Phase 2 was approved at the third JCC
meeting.
- The Project discussed Memorandums of Cooperation (MOCs) between
WDD and two partner organizations.
(Source: Project team)
The approved implementation structure for Phase 2 is shown below.
(Source: Project team)
Figure 2-1 Implementation structure of Phase 2
7
The establishment, procedures, functions and responsibilities of the Joint Coordination Committee
(JCC), Project Management Unit (PMU), and Pilot Project Coordination Committee (PPCC) are
described below.
1) JCC
The establishment and operation of JCC was defined as set out in the Record of Discussion (R/D)
signed on 22 November 2016. JCC meetings were held three times during the work period, namely
April and August 2017 and February 2018, and members were reviewed and adjusted accordingly.
The functions and members of JCC in comparison with the original plan in R/D are shown below.
Table 2-3 Functions and members of JCC
Timing
At the time of signing R/D
At the time of work completion
Function
- Facilitate inter-organizational
coordination
- Exchange opinions on major issues that
arise during the implementation of the
Project.
- Review progress biannually, revise the
overall plan when necessary, approve
an annual work plan, and conduct
evaluation of the Project
- Facilitate inter-organizational
coordination
- Exchange opinions on major issues that
arise during the implementation of the
Project.
- Review progress biannually, revise the
overall plan when necessary, approve
an annual work plan, and conduct
evaluation of the Project
Chairperson
WDD Secretary, JICA
WDD Secretary
Member
WDD, (PCSW), LHRD, P&D, JICA
Office, JICA Experts, Representatives of
private sector
WDD, (PCSW), LHRD, P&D, SED, SRSO,
WDFP, JICA Office, JICA Experts
Observer
EAD
HBWWF, UN women, Embassy of Japan
1) Abbreviations:
PCSW: Provincial Committee for Status of Women
LHRD: Labor and Human Resources Department
P&D: Planning and Development
SED: School Education Department
HBWWF: Home Based Women Workers Federation (HBWWF)
2) PCSW has not been established yet.
(Source: Project team)
Although there has been no change in JCC’s functions, appropriate members and observers were
added as the detailed activities were clarified.
2) PMU
Based on R/D, PMU was established at the beginning of the work period. However, as indicated
above, WDD planned to hire the necessary staff for project implementation through PC-1; thus, it
was difficult to secure counterpart staffs (C/Ps) during this work period. WDD nominated staff for
the work and they participated in project activities whenever necessary. After SRSO, which is
headquartered in Sukkur, was selected as a partner organization for SVC, the official at WDD
Sukkur Directorate participated well in the project activities.
8
The functions and members of PMU in comparison with the original plan in R/D are shown below.
Table 2-4 Functions and members of PMU
Timing
At the time of signing R/D
At the time of work completion
Function
- Overall responsibility for project
implementation
- Responsible for daily operations at
project level
- Hold monthly meetings
- Monitor progress at project level
- Develop monitoring sheets
- Decision making on project operation
Secretariat
WDD
WDD Secretariat
Project Director
WDD Secretary
WDD Secretary (Additional Secretary if
Secretary is absent)
Project Manager
WDD Director
WDD Director
Member
- Area Coordinators of target districts
- Members from Each Pilot Project
Implementation Unit
- JICA Experts
- Area coordinators in Karachi and Sukkur
- WDD officers: 3 in Karachi and 2 in
Sukkur
- JICA experts
(Source: Project team)
More concrete tasks were added, and the composition of members was reviewed and modified
during the work period.
3) Pilot Project implementation structure
After selecting the partner organizations for SVC, the Project team discussed the implementation
structure for the pilot project with relevant organizations. The agreed implementation structure in
comparison with the original plan in R/D is shown below.
Table 2-5 Comparison of pilot project implementation structure
Timing
At the time of signing R/D
At the time of work completion
Organization
Pilot project implementation unit
Pilot project coordination committee
Task
- Discuss matters for the daily operation of
the Project
Carry out the following tasks through
monthly meetings
- Responsible for daily operations at pilot
level
- Coordinate issues at pilot level
- Monitor progress
- Share information
- Decision making at pilot level
Members
- Life management component: WDD,
SED, NGO, and JICA experts
- SVC component：WDD, private sector,
NGO, and JICA experts
- Financial services access component:
bank, microfinance institution, JICA
experts
Establish the committees in Karachi and
Sukkur with the following members
- WDD officers
- Representative of the partner organization
- Leader FHBWs
- JICA experts
- Any other stakeholders
(Source: Project team)
9
Each partner organization agreed to assign a project manager and a coordinator to coordinate the
daily operation of the pilot project. These staff are expected to carry out the daily operation of the
pilot project.
In addition, the Pilot Project Coordination Committee (PPCC) will be established as a platform for
monitoring and coordinating the pilot project. Committee meetings will be held monthly to monitor
progress and ensure the necessary coordination.
2.3 Project management
2.3.1 Formulation of the monitoring sheet
As part of monitoring activities, the Project supported WDD to formulate the Monitoring Sheet, from
Ver. 1 to Ver. 3. Soon after commencement of the Project, the Japanese expert explained the Project
Design Matrix (PDM) and the Plan of Operations (PO), and their logical composition. In addition, the
Project enhanced the main C/P of WDD’s understanding of the PDM and project management
methods in technical cooperation with JICA. To assess progress, the Project collaborated with the
Project Manager to create Ver. 1, a trial version of the Monitoring Sheet (dated April 14). Ver. 2 (July
14) and Ver. 3 (February 28) were later formulated collaboratively with WDD. The officers of WDD
deepened their understanding of how to assess the progress of the Project through the formulation of
the Monitoring Sheet.
The following are the issues faced by the Project and the measures taken to resolve them, as indicated
in Ver. 1, Ver. 2, and Ver. 3 of the Monitoring Sheet.
Table 2-6 Issues and measures taken by the Project
Issues
Measures taken by the Project
Ver. 1
Security measures taken by
JICA Pakistan Office may affect
the smooth implementation of
the Project activities.
The Project collaborated closely with JICA
Pakistan Office to mitigate the effects of
security measures on implementation of
Project activities.
Ver. 2
Two C/Ps of WDD had limited
participation in the Project
activities due to long leave and
accident.
C/Ps accompanied the Project team on the
field survey to identify the present status of
FHBWs. This activity provided them with a
practical opportunity to develop survey skills,
although their participation was limited on a
daily basis.
Ver. 3
PC-1 was planned to be
approved in Phase 1 (indicator
1-1 in PDM Ver. 0), but will be
approved after the completion
of Phase 1.
The Project supported WDD to formulate
PC-1. JICA Pakistan Office will follow up
this issue after Phase 1 is completed in March
2018.
10
MOUs were expected to be
agreed between WDD and the
relevant departments and
agencies in Phase 1 (indictor
2-1 in PDM Ver. 0).
After a series of discussions, it was decided
that JICA, partner organizations, and WDD
would create a Memorandum of Cooperation
(MOC). The contents of a draft MOC were
discussed in February 2018. Signing is
expected in March or April 2018.
(Source: Project team)
The objective of Phase 1 of the Project was to formulate a plan for Phase 2. Therefore, the Project has
primarily conducted surveys to collect information to formulate Phase 2. As the Project is in the
preparation period, C/P of WDD has not been decided yet under PC-1. The Project assessed its
progress based on PDM Ver. 0.
2.3.2 Finalization of PDM and PO
The Project revised PDM Ver. 0 and PO Ver. 0 by considering the objective and activities of Phase 2,
which were discussed during Phase 1. The following are the principles and process of the revision of
PDM and PO.
(1) Revision principles
The following points have been agreed as principles of revision among JICA, WDD, and the
Project team:
1) The content of the PDM should be described in simple terms.
2) The logic should be easy to understand.
3) The Project goal should be achievable in the Project period.
4) The plan should be sustainable.
Regarding the range of the revision, stakeholders have agreed to cover all items in the PDM,
including the Project Purpose but excluding the Project name.
(2) Process of revision
At the commencement of the Project, it was planned to revise PDM Ver. 0 and PO Ver. 0 in three
steps during Phase 1 and have the changes approved by the JCC. Later, it was considered that it
would cause confusion among stakeholders if they discussed and approved an incomplete PDM.
Therefore, JICA, the Project team, and WDD agreed that the Project would finalize the PDM and
PO and approve them at the final JCC meeting planned for February 2018.
The Project selected partner organizations, conducted needs surveys of FHBWs who receive
support from the selected organizations, and identified the present status of both these parties.
After several surveys of potential government organizations, private sector entities, and social
entrepreneurs, the Project planned a rough implementation structure for Phase 2. Following these
11
activities, the Project began detailed discussions about the Project framework, including the PDM,
from December 2018.
The Project revised the PDM and PO through the following process:
1) Agreement on the Project framework
2) Formulation of draft PDM Ver. 1 by JICA HQ and the Project team
3) Finalization of draft PDM Ver. 1 based on discussion among stakeholders, including WDD
and other related organizations
4) Approval of draft PDM Ver. 1 and PO Ver. 1 at JCC meeting
The activities and results are described as follows.
1) Agreement on the project framework
Based on the results and information obtained during Phase 1, JICA and the Project team discussed
and agreed in December 2017 on the project framework.
In addition, JICA and the Project team agreed on the following principles:
i) The Project will support the livelihoods of FHBWs through three channels:
Piece-rate jobs for a more stable income
Own-account
Employment in the formal sector
ii) The Project envisages the development of a support package in which a step-wide approach
referring to the Graduation Approach (GA) is applied for overcoming poverty and improving
livelihoods
iii) The Project will apply an approach that will empower the girls and women of the next
generation.
2) Formulation of draft PDM and PO by JICA HQ and the Project team
JICA and the Project team conducted a workshop for the formulation of the draft PDM and PO on
January 12, 2018, with the following agenda:
i) Clarify the PDM’s logic by referring to a similar technical cooperation project in Honduras
3
ii) Formulate draft PDM Ver. 1 (with Overall goal, Project purpose, and Outputs)
iii) Discuss PO Ver. 1
3) Finalization of draft PDM and PO based on discussion with WDD and stakeholders
Based on the discussion with WDD and partner organizations, the Project finalized the draft PDM
3
Project on Life Improvement and Livelihood Enhancement of Conditional Cash Transfer Beneficiaries through Financial
Inclusion in Honduras
12
Ver. 1 as set out below. PDM Ver. 1 was approved at the third JCC meeting on 23 February 2018.
Table 2-7 Outline of PDM Ver. 1
Overall Goal
The number of FHBW households who receive some of the services explained in
the livelihood improvement knowledge and tool kit (the tool kit) is increased.
Project
Purpose
Application of the tool kit developed through public-private partnership (PPP) to
improve livelihoods of FHBW households is promoted.
Outputs and
Activities
Output 1: Capacity of WDD in promoting the tool kit to improve livelihoods of
FHBW households through PPP is enhanced
Activities:
1-1. Carry out a kick off seminar with WDD, partner organizations and key
stakeholders
1-2. Facilitate planning of the pilot activities by partner organizations (Output 2 to
5)
1-3. Strengthen the capacity of WDD Officers
1-4. Conduct base-line survey
1-5. Facilitate carrying out the pilot activities
1-6. Monitor and review the pilot activities
1-7. Formulate strategy for continuation and expansion of the pilot activities
1-8. Continue and expand the pilot activities
1-9. Conduct end-line survey
1-10. Facilitate and develop roll-out plan(s) of the tool kit of WDD, WDFP and
SRSO
Output 2: Capacity of target FHBW households in life management (LM) skills is
improved
Activities:
2-1. Plan pilot activities of LM skills
2-2. Carry out the pilot activities
2-3. Monitor and assess the process and outcomes of the pilot activities
2-4. Revise methodology and contents of the pilot activities
2-5. Continue and expand revised pilot project
2-6. Review and finalize methodology and contents of the pilot activities based on
activities 2-2 to 2-5.
Output 3: Capacity of target FHBW households to access to financial services is
improved
Activities:
3-1. Plan pilot activities for improvement of financial access for demand and supply
sides
3-2. Carry out the pilot activities
3-3. Monitor and assess the process and outcomes of the pilot activities
3-4. Revise methodology and contents of the pilot activities
3-5. Continue and expand revised pilot activities
3-6. Review and finalize methodology and contents of pilot activities based on the
13
activities 3-2 to 3-5
Output 4: Target FHBWs acquire knowledge and skills necessary for income
generation:
4-1. Plan pilot activities for income generation for group based and own account
FHBW HH respectively
4-2. Carry out the pilot activities
4-3. Monitor and assess the process and outcome of the pilot activities
4-4. Revise methodology and contents of the pilot activities
4-5. Continue and expand revised pilot activities
4-6. Review and finalize methodology and contents of the pilot activities based on
the activities 4-2 to 4-5
Output 5: Importance of promotion of female employment in the formal sector is
sensitized
Activities:
5-1. Plan pilot activities for promotion of female employment in the formal sector
5-2. Carry out the pilot activities
5-3. Monitor and assess the process and outcomes of pilot activities
5-4. Review and finalize methodology and contents of pilot activities based on
activities 5-2 to 5-3
Output 6: The tool kit is developed based on the Outputs 2 to 5.
6-1. Prepare tool kit based on the outcome 2, 3, 4 and 5
6-2. Share the tool kit with relevant organizations
6-3. Finalize the tool kit in reference to comments from relevant organizations
6-4. Support WDD to authorize the tool kit
(Source: Project team)
The Project held close discussions with JICA and WDD in February 2018 to finalize PDM Ver. 1
by considering the following points of view. These correspond to the five evaluation criteria of the
Development Assistance Committee (DAC).
Table 2-8 Points for project formulation
5 Evaluation
Criteria
Points discussed
Relevance
i) Relevance to the needs of FHBWs (depending on the target areas)
ii) Step-wise approach (in reference to Graduation Approach) and Public Private
Partnership (PPP)
iii) Investment for future
iv) Gender consideration and family approach
v) Security and accessibility of Japanese experts
Effectiveness
vi) Achievability of the Project purpose in four years, in terms of activity strategies,
marketability of products, and social barriers to out-of-home employment and/or
continuing employment of female workers after marriage and having children
14
vii) Collaboration with related organizations that are doing similar work will enhance
effectiveness of the project
viii) Contribution to capacity development of WDD
Efficiency
ix) Achievability of each Output within the given timeline
x) Amount/kinds of inputs (allocation of Pakistani officials and C/P, materials,
facilities, project cost)
xi) Clarification of the roles and responsibilities of partner organizations
Impact
xii) Prospect of achievement of Overall goal (e.g., expansion of area coverage/increase of
beneficiaries)
xiii) Positive/negative impact other than Overall goal
Sustainability
Human resources and funds of relevant organizations, and skills and knowledge in the tool
kit to duplicate pilot projects
(Source: Project team)
2.4 Current status survey of each thematic area of life management, supply value chain and
financial access
2.4.1 Life management
The skills necessary for life management are generally defined as the “necessary capability to
constructively and effectively deal with various problems and demand in daily life” and
“psychological and social capability
4
.” However, the contents of life skills differ by problems, target
persons, and cultural and social values. There is no agreement on the definition.
The project’s life management situational survey focused on training to cope with the problems of
daily life for adults, including women, in Pakistan. The survey was conducted in the following manner
to examine the points where the Project should intervene.
(1) Understand outlines of existing life management programs
(2) Understand outlines of existing life management programs targeting FHBWs
(1) Understand the outlines of existing life management programs
The Project team visited fifteen NGOs
5
and consulting firms that conduct training and/or hold
sessions regarding life management and life skills to consult and collect information. The training
courses were categorized by topic.
4
Tokiko Ito ”Features and challenges of participatory life skills education by Japanese NGOs”
5
Detailed information on 15 organizations were discussed in the ‘Life management skill needs survey’.
15
Table 2-9 List of life skills courses categorized by topic
Contents
Main target
Implementing organization
General life skills (Islamic
education, social norms, rights
and duties, health and nutrition,
mental health, beauty care,
maternal and child health,
disaster prevention, access to
various systems and facilities,
saving methods, environment,
and so on)
Adult illiterate women
Advancing Quality Alternative
Learning Project (AQAL
Project)
Reproductive health
Adolescent girls and their
communities
Aahung, Shirkat Gah, Indus
Resource Centre (IRC), Health
And Nutrition Development
Society (HANDS)
Hygiene
Community
HANDS
Labor rights
FHBWs, workers
Now Communities, Home
Based Women Workers
Federation (HBWWF), Legal
Rights Forum
Women’s rights
FHBWs, women
Aurat Foundation, Legal Rights
Forum
Life skills related to starting
and running business
FHBWs, young people,
victims of violence against
women
HomeNet, Empowerment
through Creative Information
(ECI), Aurat Foundation, IRC,
The Citizens Foundation
(TCF), (ECDI)
Financial education
FHBWs, female workers,
farmers, housewife
ECI, MAZAR
6
Literacy
FHBWs, illiterate
Literate Pakistan, ECI
7
(Source: Project team, based on consultations)
These organizations can be categorized into two groups according to the nature of their work. One
group comprises organizations whose focus is upstream work, such as the development of
modules/materials and Training of Trainer (TOT). The other group comprises organizations that
mobilize beneficiaries and roll out series of trainings. The Project needs to work with the first
group of organizations to utilize/modify the existing modules and develop new modules.
6
Some micro finance banks also implement financial education. This table focuses only on NGOs.
7
The Project team conducted consultations; in addition, some organizations that provide literacy education in Pakistan also
conducted consultations.
16
Table 2-10 Classification of organizations by work focus
Organizations whose primary job is the
development of modules, materials, and TOT
Organizations whose primary job is mobilizing
beneficiaries and rolling out trainings
Aahung, ECI, Shirkat Gah, Legal Right Forum,
Literate Pakistan, AQAL Project
IRC, TCF, HANDS
(Source: Project team, based on consultations)
(2) Understand the outlines of existing life management programs targeting FHBWs
The Project aims to improve the livelihoods of FHBWs. The Project intends to e provide guidance
on family budget management, saving promotion, financial service access and income generation
in step wise approach with careful consideration of socioeconomic situation of each FHBW.
Based on this assumption, life skills related to setting up and running businesses, financial
education, literacy education, and the rights of workers and women were defined as the priority
topics for the Project. The Project team collected material from the organizations listed in Table
2-12 that implement these priority topics and analyzed their contents.
Our analysis of the materials identified the following points as advantages and challenges when we
use the existing courses in the Project.
Table 2-11 Advantages and challenges of the course for FHBWs
Contents
Advantages
Problems/challenges
Life skills related
to starting and
running
businesses
Topics are well
considered, and the
necessary themes are
appropriately covered.
Use effective story-type
case studies.
Understanding of participants depends on
the ability of the trainer to provide training
appropriate to participants’ skill levels.
Some content does not match with the needs
of participants considering the variety of
their backgrounds and situations.
The description about gender and the labor
rights is general and the content needs to be
reconsidered in the light of reality on the
ground.
It is better to have practical and active
learning sessions as well as lectures.
The training term is short. Follow-up
activities are needed to implement the
training in daily life.
There is no topic about gender bias, such as
limitations on women’s mobility and
occupations.
Women are the only target. There is no
module whose target is the men of the
household and the community.
17
Contents
Advantages
Problems/challenges
Financial
education
The contents are well
covered in a balanced
manner and practical.
The training term is two days. Continuous
follow up, coaching, and use of format for
household management is an effective
method to implement what they learn in the
training sessions in daily life.
Bridging to actual services is also necessary.
Literacy
education
Five days literacy course
delivered by ECI is more
practical, such as
incorporating how to use
a calculator.
SMS-based Literacy
Program implemented by
the Jazz Foundation
could be considered as
the follow-up program.
The five-day course is too short to learn
literacy and calculation and continuous
exercises and follow-up are necessary.
Using a simple format for follow-up is an
effective method to maintain a record of
business and household management.
Labor Rights of
and women’s
rights
The training contents
accommodates
‘Pro-Women’ and the
formation of HBW law.
It is important to design the course content to
match the skill levels of participants so they
can understand it easily.
Participants should be correctly informed
whether they are covered by the legal system
or not.
Digital Literacy
Modules of digital literacy was not found in
the existing materials.
Practical digital technology can be
introduced and incorporated in topics such
as financial literacy, business development
and functional literacy.
(Source: Project team)
Although the needs of participants are covered, more or less, by the courses above, there are some
areas for improvement, such as the ability of trainers, follow-up practice in daily life, continuous
coaching, customization to match the skill levels of participants, and approaches to men and
communities.
There are existing life skill training courses in Pakistan for FHBWs. It is possible to update the
content of modules and utilize them whereas it is preferable for the Project to strengthen the
capacity of trainers (facilitators), systematize training, and formulate follow-up systems.
18
2.4.2 Supply and Value Chain
The Project team conducted a survey of the current situation of the supply and value chain (SVC),
divided into two activities: 1) understanding the current situation of candidate partner organizations,
and 2) a market survey.
As explained in the work plan, the Project team originally planned to narrow the target products after
analyzing the SVCs of products supported by candidate partner organizations, which would lead to the
final selection of partner organizations. The Project, however, decided to select partner organizations
through a process of public invitation before selecting the target products. The Project team, therefore,
conducted an analysis of SVCs as part of planning pilot activities with the selected partner
organizations.
(1) Understanding the current situation of candidate partner organizations (March and April
2017)
The Project team collected information, such as activity areas, organizational structure, activities
and results, human resources, and financial capacity from 13 organizations. We targeted NGOs
conducting activities in Karachi and Hyderabad where WDD allocates officers, and business
enterprises engaged in the production and sale of textiles or handcrafts. The following table shows
the comparison of candidates selected from the 13 organizations.
Table 2-12 Comparison of candidate partner organizations
Name
Activity area
Product
Life
skills
Market
linkage
Financial
services
access
Overview
SRSO
11 districts in
North Sindh
○
○
△
○
A well-established NGO
with strong financial
endowment from the
government. Its main
activity of microfinance
seems successful. The
exhibition event annually
organized by SRSO invites
media and celebrity and
gets huge public attention.
AHAN
Country-wide
○
△
△
△
A government-related
organization with a solid
financial base and
management capacity and a
nationwide network of
concerned stakeholders.
Supports total value chain
from production to market
for FHBWs, including
many female clusters.
19
Name
Activity area
Product
Life
skills
Market
linkage
Financial
services
access
Overview
SDC
Hyderabad
○
△
△
△
Deploys good activities in
Hyderabad. Has a leader
and master trainer who can
teach other members and
negotiate with the market
over price. Members’
embroidery skills are high.
IRC
Khairpur
○
△
△
△
Main activity is education.
Runs its own outlets and
establishes a system of
support from production to
sales of the products made
by FHBWs.
Product quality is good, but
it has had difficulty in
finding the right market.
ECDI
Country-wide
○
○
×
×
A pioneer organization for
value chain support in
Pakistan.
Main aim of ECDI is
capacity development of
FHBWs: does not provide
support for sales.
Has interesting initiatives to
sign MOUs with major
retailers and private sectors.
Developed various training
materials for Value Chain
development.
WWWT
(Working
Women
Welfare Trust)
Sukkur
Shikarpur
Larkana
Karachi
○
×
×
×
Has established system of
production, quality control,
and sales. WWWT pay a
quarter of the price as
working wage to FHBWs.
Has a limited budget;
therefore, cannot expand
target area or the number of
beneficiaries.
WDFP
Karachi
△
×
×
×
Provides vocational
training.
WDFP has two community
centers that link with local
communities.
WEDO
(Women
Entrepreneurs
hip and
Development
Organization)
Thatta
Karachi
△
×
×
×
Still weak as an
organization and financial
sustainability is fragile, but
conducting good activities
focusing on truly needy
communities such as
fishing communities in the
coastal area.
(Source: Project team)
20
Our analysis of our data collection identified the following points for selecting the partner
organizations.
Many organizations target rural areas when supporting SVC for FHBWs.
Most attempts to develop market linkage have failed, because these organizations did not have
market information, effective marketing channels, or sufficient business skill.
We can expect only a certain volume of market demand for hand-made textile products decorated
with embroidery, quilting, beads, and mirrors.
Some FHBWs have high-quality skills for creating traditional products such as embroidery, but
face constraints in quality management and finishing equal to the demands of high-end markets.
All organizations have support needs for product design, as they consider it a critical challenge.
Organizations with significant capacity do not need substantial external support, although there is
room for improvement such as product design and marketing. On the other hand, organizations
that express a need for support do not have sufficient capability to pilot the project activities
needed to develop a successful model.
(2) Market Survey
The Project team conducted a market survey to understand the current market situation of textiles
and handcrafts produced by FHBWs. The survey investigated two aspects: 1) price, and 2) general
consumers, using local researchers. The following table shows the survey outline.
Table 2-13 Survey outline and sample size
Category
Survey target
Survey method
Sample size
Price
Retailers dealing with clothes,
bags, and home textiles in
Karachi and Sukkur
Shop visit and direct observation
Questionnaire interview (for five
cases only)
41
Consumer
General consumers residing in
Karachi
Telephone interview
20
(Source: Project team)
The survey revealed the current situation and challenges of the textile market as follows:
➢ The textile market comprises three categories: local markets facing severe competition from
low-cost Chinese products; middle-layer markets, in which major companies with established
brands have dominance; and high-end markets, where consumers value goods produced by hand
using traditional techniques.
➢ Hand-made products sold in local markets are not valued fairly and cannot compete with low-cost
21
machinery products. On the other hand, consumers above the middle class are likely to spend
money for brand-name products. A dress made by hand embroidery or applique is sold for 3,000
to 5,000 rupees at SRSO outlets and other NGOs. However, Khaadi, which was the most favored
brand among interviewed consumers, sells a hand-embroidered dress for 8,000 to 10,000 rupees.
➢ Middle class consumers in urban areas consider product quality and new trends carefully when
purchasing products. They use the internet to understand the latest fashions. Quality products are
sold at higher prices in online shops and craft shops that target wealthy customers.
➢ The textile market that targets consumers above the middle class has been expanding as national
income levels rise. Textile products vary, and each product and market has unique characteristics.
Clothes require high technical skills of design and finishing and designs need to be revised
frequently to reflect market preferences. On the other hand, household goods such as cushions
and bed linen have fewer difficulties as they have standardized sizes and are not sensitive to
consumers’ preferences. We can anticipate a demand for these household goods as gifts. The
Project should not depend on a few product lines but take measures to reduce risks by offering
diverse products.
➢ Hand-embroidered clothes lacking a strong brand cannot compete with machinery products that
are sold at cheaper prices, even if we evaluate hand-made products fairly and price them
appropriately. Additionally, customers will not choose products of inferior quality or design. It is
essential to target consumers who recognize the value of hand-made products and develop
trend-conscious products and product lines that these targeted consumers will select.
Based on the findings above, we propose detailed contents of the pilot activity in section 2.8.
2.4.3 Access to financial services
The Project team conducted a survey of current financial services access by collecting data about
financial service providers in relation to FHBWs’ access to finance. The survey was conducted in the
following order: 1) understanding the current situation of the financial sector in Pakistan, and 2) data
collection about financial service providers. This section explains survey activities and results.
(1) Understanding the current situation of the financial sector in Pakistan
The Project team reviewed the literature
8
and analyzed information on the current situation of the
financial sector in Pakistan. The review revealed that the sector has three current features: 1) a low
level of financial inclusion, 2) striking growth of the microfinance sector, and 3) development of
mobile banking.
8
The literature reviewed by the Project team includes: Annual reports of financial institutions, “MicroWATCH”
(Microfinance network), and “Are Pakistan’s Women Entrepreneurs Being Served by the Microfinance Sector?” (World
Bank), Financial inclusion insights Pakistan (Intermedia).
22
Pakistan India Bangladesh Nepal
Account (All adults) 13.0 53.1 31.0 33.8
Account (Women) 4.8 43.1 26.5 31.3
Mobile account (All adults) 5.8 2.4 2.7 0.3
Financial institution account (All adults) 3.3 14.4 7.4 16.4
Savings in the past year (Saved any money) 31.6 38.3 23.9 44.7
Credit in the past year (Borrowed from financial institution) 1.5 6.4 9.9 11.9
Credit in the past year (Borrowed any money) 49.8 46.3 48.3 59.0
1) Low-level financial inclusion
Compared with other countries in South Asia, Pakistan shows a significantly lower level of
financial inclusion; in particular, the ownership ratio of bank accounts among women is low. On
the other hand, mobile banking provided by cell-phone companies has been developed recently,
creating a higher proportion of people with mobile banking accounts than neighboring countries.
Although Pakistan still faces a low level of use of the deposit and loan services of formal financial
institutions, our survey showed a high level of use of informal savings and loans.
9
Table 2-14 Comparison of financial inclusion in South Asian countries (%)
(Source: “The little data book on financial inclusion 2015,” World Bank)
2) Striking growth of microfinance sector
Despite the low level of financial inclusion, the microfinance sector in Pakistan has been growing
sharply. The total number of active borrowers was 4.2 million in 2016with a 16.6% increase from
previous year and the gross loan portfolio increased by 46.6% to 132 billion rupees in the 2016
fiscal year.
10
In recent years, the sector has continued the development of the macroeconomic
environment by introducing the National Financial Inclusion Strategy (2015) and the regulatory
framework for Non-Bank Microfinance Institutions (2016), and establishing the Pakistan
Microfinance Investment Company (PMIC).
3) Development of mobile banking
The mobile banking sector has been developing rapidly. Data from the State Bank of Pakistan
(SBP) indicates that the number of mobile banking accounts registered by the end of 2017 was 27.3
million,
11
a 30-40% yearly increase. When we look at service access by gender, the mobile phone
sector has a much lower percentage of female ownership than males (13%), while mobile banking
has a slightly higher percentage of female ownership (21%).
12
This suggests that women are more
likely to access mobile banking than other financial services. The major providers of mobile
9
The field survey and other interviews revealed that many households save money at home, take informal loans, and
participate in informal community savings groups (ROSCA) called “kamatie” or “committee.”
10
Data are from financial institutions that are members of Pakistan Microfinance Network. Data source is the Pakistan
Microfinance Review 2016.
11
Branchless Banking Newsletter 2017, third quarter, State Bank of Pakistan
12
Pakistan Financial Inclusion Insights 2018, Intermedia
23
finance services (such as deposits and mobile money) are Telenor (EasyPaisa), Mobilink (Jazz
cash), and UBL Omni (UPaisa), which dominate the market.
(2) Data collection about financial service providers
1) Overview and trends among financial service providers
The Project team collected information about microfinance banks (MFBs), microfinance institutes
(MFIs),
13
and digital service providers (DSPs). The following table gives a brief overview of these
institutions.
Table 2-15 Overview of financial institutions
Microfinance
Bank
First
Microfinance
Bank
FINCA
First Women Bank
National Rural
Support
Program
(NRSP) Bank
APNA Bank
Headquarters
Islamabad
Lahore
Karachi
Lahore
Lahore
Number of
branches in
Sindh
36
(11 in Karachi,
2 in Sukkur)
8
(2 in Karachi,
1 in Sukkur)
N/A
(10 in Karachi,
1 in Sukkur,
1 in Khairpur,
1 in Shikarpur)
9
(3 in Karachi,
1 in Sukkur)
31 in Sindh
(13 in Karachi,
1 in Sukkur,
2 in Khairpur)
Ratio of female
customers
40%
30%
-
33%
40%
Characteristics
Expands
outreach in
collaboration
with the post
office. JICA
has a 7% share
through
overseas
investment
loan.
The first
institution
certified by
“Smart
Campaign”
(customer
protection). Set
up digital
wallet service
by establishing
affiliate
enterprise with
SimSim.
Established for
female financial
services access.
Semi-governmental
institution with
82% government
share
Targets female
individuals and
small and medium
sized companies
above a certain
financial level.
Aims to
promote
financial
services access
for the poor in
rural areas. Has
the largest
number of
customers
nationwide.
Targets
individuals and
small/medium
sized
companies
above a certain
financial level.
Establishes
information
center for
customers in
each area.
13
“FB is a commercial bank specializing in microfinance, supervised by the State Bank of Pakistan (SBP). It can mobilize
deposits under the MFB regulation (2011). MFI is a non-bank provider of microfinance, including to NGOs. MFIs have been
registered under the non-bank regulation of 2016.
24
Microfinance
Institution
ASA
Kashf
Foundation
SAFCO Support
Foundation
Orangi Pilot
Project
Akhwat
Headquarters
Karachi
Lahore
Hyderabad
Karachi
Lahore
Number of
branches in
Sindh
100
33
(17 in Karachi,
1 in Sukkur, 3
in Khairpur)
39
10
N/A
(12 in Karachi,
3 in Sukkur)
Ratio of female
customers
98%
＞90%
-
60%
-
Characteristics
Global
headquarters is
in Bangladesh.
Targets female
customers only.
Is applying for
MFB status.
14.5% of total
customers are
the ultra-poor
below poverty
score of 15.
Has 180
trainers who
provide
financial
literacy and
vocational
training.
It has strength in
loan for
agricultural sector.
Also conducts a
program to support
technical
development and
marketing for
handcrafts,
combined with
financial support.
Target area is the
south of Sindh.
Originated as a
pilot project for
community
infrastructure
development in
poverty areas.
Provides
finance and
technical
cooperation to
small-scale
partner
organizations.
MFI
specializing in
Islamic finance
(finance
without
interest) to
small-scale
enterprises.
The second
largest
institution after
NRSP among
all MFBs and
MFIs.
Digital service
provider
Telenor
Mobilink
SimSim
Headquarters
Islamabad
Islamabad
Lahore
Characteristics
Owns “Telenor Bank”.
Provides mobile-banking
service with “Easypaisa”
of the largest market
share. Easypaisa provides
remittance, loan, deposit,
and insurance services
through mobile phones.
Owns “MobilinkBank” that
provides mobile banking
service JazzCash, that
provides services similar to
Easypaisa. Has established
partnership with VISA (credit
card). Is planning to increase
the number of female agents
in cooperation with Women’s
World Banking.
Established as a joint
venture between FINCA
and FINJA (IT company).
Provides financial services
through apps. Services
such as remittance and
payment are made on the
apps system, free of
charge if the transactions
are made between SimSim
accounts. Mobile money
can be converted to cash at
financial institutions or
agents. SimSim does not
provide a deposit service.
(Source: Project team)
Most MFBs provide deposit and loan services. MFIs have a relatively high proportion of poor and
female customers, but they are not allowed to accept deposits under current regulations.
Computerized National Identity Card (CNIC) is one of the requirements to open a bank account at
MFBs. Many MFIs have challenges in expanding outreach because of their limited capacities, and
they expressed a need for collaboration with the Project to strengthen outreach and improve
efficiency. In return, the Project might be able to use the capacities of these MFIs, as they have
experience in financial education and awareness activities for customers.
25
2) Constraints on women’s access to financial services
The literature review and our survey revealed the main constraints women face in financial services
access below:
➢ Females have difficulty with physical access to branches or ATMs of financial institutions
because they cannot go out without the permission of family members and they do not use public
transport.
➢ Even though financial institutions in the microfinance sector place an emphasis on measures to
increase the number of female customers, the ratio of female customers has decreased recently.
The female-to-male ratio dropped from 58% in 2014 to 54% in 2016.
14
Notably, MFBs, which
can accept deposits, has a stable female-to-male ratio of 25%, while MFI has a female-to-male
ratio of 73% and RSP has a ratio of 78%.
➢ Even though females have bank accounts or use formal loans, this does not necessary mean that
they can use these financial services freely: they are likely to be controlled by male family
members.
15
➢ Although our survey found a relatively high need for saving among FHBWs,
16
they face greater
barriers to access to financial institutions that provide savings and/or deposit services.
➢ Mobile banking has a higher ratio of female-to-male customers but faces limitations on outreach
due to the low prevalence of mobile phones among women.
Based on the findings above, we propose detailed contents of the pilot activity in section 2.8.
14
Pakistan Microfinance Review 2016, Pakistan Microfinance Network
15
Based on interviews with financial institutions. The World Bank’s publication, Are Pakistan’s Women Entrepreneurs
Being Served by the Microfinance Sector? (2013) states that at least 50% of female loan customers said their family members
used their loans.
16
The Project’s field survey showed that the highest percentage (42%) of respondents chose savings as the financial service
they most wanted to use, among several financial services.
26
2.5 Accumulation of knowledge of support for FHBWs
(1) Understanding the current situation on knowledge management
The Project team interviewed WDD officers to understand the current situation and capacities for
knowledge management, which indicates information system to collect, accumulate, and
distribute information, at WDD. The findings are as follows:
i) Information management
Except for the regular reporting mentioned below, WDD does not have any organizational
system to implement knowledge management. The Director of the WDD Directorate (Ms.
Mussarat) is in charge of the management of regular reporting.
ii) Knowledge sharing inside the office
Regular reporting: District offices submit monthly reports of hard data to the Director of
WDD Directorate (Ms. Mussarat). The Director compiles these into quarterly reports and
submits them to the Secretary of the WDD. Monthly reports include working records and
results of activities, but do not report challenges or lessons learnt from activities.
Ad-hoc training: WDD officers sometimes receive training on certain topics supported by
donors. They have the opportunity to share information at training, but do not have regular
occasions explicitly for knowledge sharing.
iii) Publicity
Website: WDD has its own website; however, it is not updated frequently due to the lack of
an officer in charge. The officer in charge at WDD is supposed to ask the IT department to
update the contents by providing necessary information.
Ad-hoc publications: WDD occasionally puts an advertisement in the newspapers about an
event such as International Women’s Day, but does not have any regular medium to deliver
information to the public.
(2) Knowledge management trial
As explained above, WDD does not conduct comprehensive activities for knowledge
management at present. In addition, the Project team did not have a counterpart who could be
substantially dedicated to knowledge management, and the team was not at the stage to collect
lessons from activities or publish information in Phase 1. Considering the situation, the Project
conducted a trial of a limited scope of knowledge management activities as listed in Table 2-16
and avoided influencing the entire organization of WDD.
As the Project team shared information with WDD through the trial, we strengthened our
cooperative relationship with Ms. Mussarat (project manager) and Ms. Lodi (additional secretary)
and promoted their understanding of the Project.
27
Table 2-16 Proposed plan and results of accumulation of knowledge about support for FHBWs
Proposed Plan
Result
Information
management
Appoint an officer in charge of
information management
Set up a specific place to unify
management of reports and data
Prepare and review rules for
information management
The Project team did not implement the planned
activities, as WDD is not ready to conduct these
tasks without officers in charge of information
management.
Knowledge
sharing inside
the office
Hold sessions to share experience
and knowledge in WDD
Provide feedback about progress of
activities, good practice, and lessons
learnt to related organizations
through PMU meetings
Monthly magazine: The Project team delivered
the monthly magazine every month to JCC
members to report progress of activities since
March 2017. Thirteen magazines were delivered.
Weekly Meeting: The Project team held weekly
meetings with the Project Manager every Friday
from August 2017. We monitored progress of
activities and discussed concerns.
On-line file sharing: The Project team created a
shared on-line folder to share important
documents with selected WDD officers.
Publicity
Publish newsletters
Establish a page on WDD’s website
and disseminate information
The Project team prepared a brochure but did not
finalize it during Phase 1, because we held a
series of discussions on the outline of the Project
and did not clarify the detailed activity plans by
the end of Phase 1.
(Source: Project team)
28
2.6 Selection of pilot areas and partner organizations for SVC
The Project has a policy to implement three areas of pilot activities to the same FHBWs. The core of
the pilot activities will be SVC, with the understanding that an improvement in SVC has the biggest
impact on improving livelihoods. Partner organizations for SVC activities were identified in order to
select pilot areas, and the target areas, products, and FHBWs were selected based on the areas and
activities of the chosen partner organizations.
(Source: Project team)
Figure 2-2 Work flow for partner organizations
Selection of partner organizations for SVC was carried out in the following five steps.
(1) Call for proposal
(2) First screening
(3) Second screening
(4) Decision on selection
(5) Approval at JCC
The procedures and outcomes of each step are described below.
(1) Call for proposals
In order to select partner organizations for SVC, the Project team assisted WDD to develop an
advertisement and concept note and advertise them in newspapers and on the WDD website.
17
The Project team received 17 applications by the deadline of 29 May 2017. A joint selection
17
Express Tribune on 11 May 2017, Daily Jang on 13 May 2017 and Daily Kawish on 14 May 2017.
29
committee of Japanese experts and WDD members was established to discuss and approve the
selection.
(2) First screening
A first screening was conducted of the 17 applications that were received. The screening
procedures are described below.
1) Confirmation of application organizations. Applications from individuals were disqualified.
2) Checking applications against the six selection criteria listed below. Applications that did not
satisfy all the criteria were disqualified.
➢ Financial sustainability
➢ Institutional sustainability, including human resources
➢ Backbone for SVC support
➢ Needs of the organization
➢ Feasibility
➢ Access of the organizations to various resources
➢ Political neutrality
3) Checking the security situation of the areas where the organizations are active. Organizations
whose headquarters are located in areas where Japanese experts are prohibited from visiting were
disqualified. Those organizations whose address required a site visit to confirm the security
situation were given a conditional pass.
The following five organizations qualified after the first screening.
18
Table 2-17 Qualified organizations after the first screening
No
Name of organizations
Outcome
1
Sindh Development Society (SDS)
Qualified
2
Sindh Rural Support Organization (SRSO)
Conditional
3
Home Based Women Worker Center Association (HBWWCA) and
Home Based Women Workers Federation (HBWWF)
Qualified
4
Women Development Foundation Pakistan (WDFP)
Qualified
5
The Citizen Foundation (TCF) in Partnership with Kaus-e-Kazah
Organization (KKO)
Conditional
(Source: Project team)
18
The result was approved at the selection committee meeting held on 15 June 2017.
30
(3) Second screening
The selection committee members conducted interviews with the five organizations that passed
the first screening and made site visits to four organizations. The members did not visit one
organization
19
as permission for a site visit was not granted due to security concerns.
Table 2-18 Schedule of the second screening
Organization
TFC/KKO
WDFP
SDS
SRSO
Location
Karachi
Karachi
Hyderabad
Sukkur
Date of
interview/s
11 July (KKO)
24 July (TCF)
12 July
18 July
20 July
Date of site visit
13 July
13 July
19 July
20 and 21 July
(Source: Project team)
Each member of the committee evaluated each organization against the evaluation criteria below.
Organizations that scored 70% (21 points) or above qualified.
Table 2-19 Evaluation criteria and points
Evaluation item
Point
Evaluation as SVC partner
20
Capacity and sustainability
8
Backbone for SVC support
4
Needs
2
Feasibility
6
Feasibility of other components
10
Total
30
(Source: Project team)
Evaluation points for each organization were finalized in the discussion among members of the
selection committee. The results are shown below. Three organizations, WDFP, TCF/KKO, and
SRSO, qualified.
19
Home Based Women Worker Center Association (HBWWCA) and Home Based Women Workers Federation (HBWWF)
31
Table 2-20 Results of evaluation
(Source: Project team)
(4) Decision on selection
The selection committee evaluated the three qualified organizations against the criteria of
feasibility, balance of activities between urban and rural areas, and scalability of activities in the
future. WDFP in Karachi (urban) and SRSO in Sukkur (rural) were selected as partner
organizations. An overview of the two organizations is shown below.
Table 2-21 Overview of selected partner organizations
Organization
WDFP
SRSO
Place
Karachi (Urban)
Sukkur and surrounding districts (Rural)
Type of FHBW
Individual self-employed FHBWs
Groups of FHBWs
Products
Food, accessories, crafts, textiles, home
appliances, IT, and others
Textiles, handicrafts
Role of NGO
NGO serves as a platform for FHBWs by
providing information, connection to
training, and market linkage
NGO serves as a training provider,
production unit, and marketing entity that
provides orders to FHBWs
Possible areas of
technical assistance
- Market survey
- Marketing
- Product development & quality control
- Business management
- Market survey
- Marketing, promotion, and branding
- Quality control and finishing
(Source: Project team)
The Project will support two models. One is an urban model, where WDFP will support
individual FHBWs in an urban area who produce products such as handicrafts and food or
WDFP TCF/KKO SDS SRSO
Karachi Karachi Hyderabad Sukkur
Capacity and sustainability 8.0 4.0 5.5 4.0 7.5
Backborne for SVC suport 4.0 2.0 3.0 2.0 4.0
Needs 2.0 2.0 2.0 2.0 1.5
Feasibility 6.0 6.0 5.5 5.5 5.0
Sub-total 20.0 14.0 16.0 13.5 18.0
Life management component 5.0 3.5 3.5 3.5 4.0
Financial access component 5.0 3.5 3.0 3.0 5.0
Sub-total 10.0 7.0 6.5 6.5 9.0
30.0 21.0 22.5 20.0 27.0
Total score
Max score
Feasibility of other
components
Organization
Location
Evaluation as SVC
partner
32
provide services such as beautician. The other is a rural model, where SRSO plays a role in
connecting the products made by groups of FHBWs in a rural area to the market.
(5) Approval at JCC
The selection of partner organizations for SVC was explained and approved at the meeting of the
JCC on 11 August 2017.
33
2.7 Field Survey
2.7.1 Objective and outline of the survey
The field survey conducted by the Project had two objectives: 1) understanding the current livelihoods
and work situation of FHBW and 2) clarifying training needs. The survey was carried out in August
and September 2017 in Karachi and the Sukkur region. Survey areas were selected from the activity
areas of the partner organizations (WDFP and SRSO). Table 2-22 shows an outline of the field survey.
Table 2-22 Outline of the survey
Survey period
August to October, 2017
Objectives
Understand the current livelihoods and work situations of FHBWs
Identify the training needs in life management and supply and value chains
Survey place
Baldia (Karachi, WDPF)
Maripur (Karachi, WDFP),
Sukkur (SRSO), covering six villages in three districts: Sukkur, Shikarpur,
and Khairpur
Survey methods
Participatory Rural Appraisal (PRA)
Questionnaire interviews
Individual interviews
In charge
A survey team of the subcontractor (HomeNet Pakistan), supervised by the
project team of Japanese experts. Please see Appendix #5.
(Source: Project team)
The participatory rural appraisal (PRA) was conducted by the subcontractor in accordance with the
detailed instructions given by the project team. We held two workshops in each area: one for FHBWs
and another for male residents. Participants were identified by the partner organizations. Male
participants were mostly family members or relatives of female participants who had relationships
with the partner organizations.
After conducting the PRA workshops, we held questionnaire interviews for three successive days in
each area. The sample size of 90 was equally allocated among three areas: Baldia (Karachi), Maripur
(Karachi), and the Sukkur region, including six villages
20
in the districts of Sukkur, Shikarpur, and
Khairpur. There were two sample groups: 1) Target FHBWs and 2) non-target FHBWs. Target FHBWs
were female home-based workers who had received support from the partner organizations and
maintained regular contact with them. Non-target FHBWs were women who had not received any
support from the partner organizations, or who had received some support previously but did not
maintain regular contact. SRSO has offered comprehensive development activities at the community
level. This was one reason that we could not identify many non-target respondents in the Sukkur
region. Due to limitations of time and information, we did not conduct random sampling, but collected
the sample through the cooperation of the partner organizations, which was a modified snowball
sampling process.
20
Arbab Mirbahar (Sukkur), Sodho Khan Sarwari (Sukkur), Moorani (Shikarpur), Bhirkan (Shikarpur), Agha Ali Jatoi
(Khairpur), and Pir Bux Solangi (Khairpur).
34
Table 2-23 Number of participants at the PRA workshops and questionnaire interviews
PRA workshops
Questionnaire interview
Area
No. of
FHBWs
No. of male
residents
Total
No. of target
FHBWs
No. of
non-target
FHBWs
Total
Karachi
Baldia
12
10
22
17
13
30
Maripur
10
11
21
15
15
30
Sukkur
11
11
22
26
21
4
30
Total
33
32
65
58
32
90
(Source: Project team)
2.7.1 Results of the survey
The main findings of the survey are summarized below:
Table 2-24 Summary of survey results
Topic
Main findings
1. Basic profile
of the
respondents
The majority of the respondents were married women in their 20s and 30s, with a
mixture of ethnicities: The average age of the total sample was 34. More than half of
the total sample (64%) was married and 37% were Sindh, followed by Pakhtoon
(22%), Saraiki (17%), Baloch (8%), and Urdu-speaking (8%). Baldia and Maripur,
especially, displayed ethnic diversity, with five or six different ethnicities reported.
Almost all respondents (99%) were Muslim. No critical conflicts were reported in the
PRA sessions.
Differences in languages: A majority of the total sample spoke Urdu (88%), followed
by Sindhi (53%), and Saraiki (23%). While all the women in Baldia and Maripur could
speak Urdu, those in Sukkur did not necessarily speak Urdu.
2. Education
Rates of school enrollment and literacy: Thirty-one percent of the target FHBWs
and 53% of the non-target FHBWs had no school education. By area, 46% of the
target FHBWs in Sukkur, 20% in Maripur, and 18% in Baldia, had no school
education. A majority of the target FHBWs in Baldia and Maripur could read and
write. On the other hand, less than half of the target FHBWs in Sukkur responded that
they could read (46%) or write (35%).
Basic capacity for calculations: Even the respondents who answered that they had
not attended school tended to be able to do addition and subtraction verbally (83% and
78%, respectively), whereas they could not perform multiplication or division (28%
and 33%, respectively).
3. Gender
Permission by male family members to go out: In many cases, women needed the
permission of male family members to go out. Even in the same village, more than
40% of the target FHBWs needed to get permission from a male family member to go
out. Young respondents were more likely to need to get permission than older
respondents were.
Accessible places for females: The neighborhood shop was the easiest place for
women to go in Baldia and Maripur without seeking permission, whereas it was the
home of relatives in the same village for women in Sukkur. More than half of the
target FHBWs in all areas answered that they could go to the community center or the
home of relatives in the same village alone.
21
Almost all the target FHBW in Sukkur were members of business development group (BDG) developed and supported by
SRSO.
35
Visiting the market: 84% of the total sample answered that they had visited markets.
They usually went to markets with family members, but 22% answered that they had
visited markets alone. The most common problem affecting the ability of women to go
to the market was traffic and/or transport.
4. Household
status
Their families: The average family size of the sample was 6.5, with 2.7 children, 3.5
working-age adults, and 0.2 older people. The most prevalent family type was married
couple with children (32%). The household head was most often the respondent’s
husband (34%), but the second largest proportion was the respondent (29%).
Importance of HBWs’ earnings: The average number of income sources per
household was 2.8, with 1.7 casual income sources and 1.1 stable sources. HBWs
accounted for 14% of the primary income sources. A significant share (17%) of
respondents (17%) was the primary earner in their household. This suggests that
respondents were in an important position to earn for their households. The average
annual salary or cash income of the target FHBWs (259,239 PKR) was slightly higher
than that of non-target FHBWs, but there was no tangible gap between the sample
groups. We found that HBW income had more significance in lower-income
households.
Few respondents own assets: Almost all households had real estate (house and/or
land), but there were eight households in Baldia and three in Maripur that did not have
any real estate. Generally, real estate was owned by the respondent’s husband or other
family members, and a very limited number of the respondents owned houses and
residential land themselves.
A significant share of the respondents can manage household accounts solely, but
with limited assets: Almost half the total sample responded that they alone managed
the household accounts (54%). We found that marital status and household income
levels were correlated with statistically significant differences in sole management
power. Women who were married, widowed, divorced, or separated from spouses
were more likely to have sole decision-making power for their household accounts
than single women. Women in middle- and low-income households were more likely
to have the power of sole management than those in high-income households. Of the
total sample, 30% of the respondents answered that their households had recorded
household accounts in the last 12 months, and the literacy status of the respondents
was associated with responses on record keeping: the literate tended to keep more
records than the illiterate. The most common range of amounts that the respondents
could spend in one month of their own free will was less than or equal to 1,000 PKR
(42%). This was spent primarily on clothes and/or shoes for themselves or their
children, education, food, health, daily expenses, and cosmetics.
Limited economic capacity of the households (food security and Benazir Income
Support Program: BISP): Forty percent of respondents reported deficits in their
household accounts. Almost half (54%) reported that, in the previous year, they had
worried about not having enough food for their families and 40% had reduced or
skipped their meals. These data indicate their severely limited economic capacity. Just
over a fifth (22%) had a BISP Card.
Prevalence of CNIC: Most respondents (86%) had a CNIC.
36
5. Home-Based
Work
Dominance of textile products: There were three major product categories: stitching
(58%), embroidery (40%), and patchwork (23%). The most prevalent work status was
self-employed (79%), followed by piece-rate (19%).
Small volume of sales and profits: The average total monthly sales were 5,492 PKR,
with a profit of 4,160 PKR. Respondents from Sukkur had the largest sales and
greatest profits. Not all sample groups and areas reached the monthly minimum wage
for an unskilled worker (14,000 PKR) when we estimated monthly wages. Most of the
total sample (82%) reported that they did not have a written agreement with their
buyers: 87% had negotiated to increase unit prices, and 43% of them were successful.
Direct sales to neighbors: More than half of the respondents (55%) had a “direct to
consumer” sales channel, followed by NGOs (18%), middlemen (15%), and retailers
(6%). In many cases, they sell their products to their neighbors and the raw materials
are provided by the customers. More than half (62%) have never calculated their
necessary costs, which limits the accuracy of our data on costs.
The control of HBW income Almost half (46%) of the total sample respondents
stated that they managed the income earned by HBW together with the other income in
their households. However, most (89%) reported that they could spend their HBW
income on whatever they wished. This notably high proportion demonstrates that
HBW is a significant essential income source for the respondents to gain or expand
their economic freedom. The women started HBW to provide support to their family
and to expand their economic power (pocket money) to spend money for their own
purposes, including education. Education is a common concern among them, as many
women are eager to give their children better opportunities for education through the
money they earn.
Multiple burdens: The women work on HBW while performing other domestic
chores, such as meal preparation, cleaning, washing, and bringing water, as well as
sending their children to school several times a day. The average working hours for
HBW for target FHBWs was 3.7 hours per day.
Main challenges: The common challenges of FHBW were insufficient or irregular
electricity supply for lighting source, low remuneration, decreasing orders, overburden
with other work, and lack of workspace. The most important issues differed by area.
Economic and psychological benefits: We found that HBW provides women with the
economic benefits of supporting their families and acquiring pocket money and
psychological pleasure from feeling happy and proud about working and teaching
other women.
Unaware of HBW rights: Most total sample (89%) stated that they had never heard
about the Home-Based Worker Policy or the Home-Based Worker Act.
6. Relationships
with family
members
Support from family: 61% of the total sample indicated they did not receive any
support from their family members for HBW. When male family members help with
HBW, they tend to help outside the home doing such things as purchasing raw
material.
Objections to women working: There were three main reasons that family members
objected to HBW: (1) women should take care of their families rather than doing
HBW, (2) women should not work or go out, and (3) issues with health and/or age.
Male participants at the PRA sessions, however, did not display any strong opposition
to women working inside the house and receiving training and/or financial services,
only to working outside the home.
37
7. Group
activity
Experience of group activities: 64% of the total sample had experienced group
activities, and technical training was the most popular topic in all areas. There was no
official female group activity reported in Karachi, although some women taught other
women their skills and divided their orders with their students. SRSO organized
business development groups in Sukkur.
Interest in group activities: 89% of the total sample showed an interest in group
activities with neighboring women to learn how to improve their business and/or
acquire skills. They wanted to increase their HBW income by 14,862 PKR on average,
significantly more than their current incomes.
8. Financial
services
access
Limited levels of financial literacy: Almost half of the total sample (51%) stated that
they were unaware of any services provided by financial institutions. However, 66%
responded that they knew what “interest on a loan” was. In general, those in Maripur
were not aware of financial services.
Limited ownership of mobile phones: Almost all respondents (97%) reported that
there was a mobile phone in their households; however, 29% owned mobile phones of
a “normal type,” and 13% owned smartphones. Almost half of the respondents (46%)
stated that they used text (SMS) on mobile phones, but there was a little use of other
IT services.
Limited use of formal financial products and/or services: More than half of the
respondents (56%) reported that their household did not have any bank accounts.
Fifteen respondents (17%) possessed bank accounts. Although loans and savings use
was quite high in general, there were gaps in the use of the formal sector. Loans were
prevalent among formal financial products and services, whereas formal savings and
insurance were not popular among the respondents. Kamaties (a type of ROSCA) are
the predominant savings vehicle.
Significant need for savings services: Of the range of available financial services,
more respondents indicated that they would like to use savings services (42%), than
remittances (36%), insurance (30%), or loans (26%). Low-income households are
more likely to want to use savings services. Popular purposes for savings services were
business expansion, education, preparation for emergencies, business start-up, and
marriage.
(Source: Project team)
38
2.8 Finalize project framework
Intensive discussions about the project framework took place with JICA in January 2018 and with
WDD and partner organizations in February. Inputs into the discussions were the outcomes of the
situation analysis, the field survey, and a series of discussions with partner organizations and other
stakeholders. Guiding principles, activities and sustainability measures and the implementation
schedule were discussed as explained below, along with PDM and PO as described in 2.3.2.
2.8.1 Guiding principles of the Project: SPIN
The Project adopts SPIN as the three most basic guiding principles.
(Source) JICA
Figure 2-3 Guiding principles of the Project: SPIN
SPIN consists of the following three principles:
(1) Take a step-wise approach for livelihood improvement
(2) Seek effective public-private partnership (PPP)
(3) Invest in Future: Provide FHBWs with skills and opportunities to cope with rapidly changing
market economy
(1) Taking a step-wise approach for livelihood improvement
The results of the field survey show that many FHBWs are considered ultra-poor, some with food
insecurity problems. For livelihood improvement of the ultra or transient poor, special care is
necessary. A “Graduation Approach (GA)” that highlights the importance of a step-wise approach
for improvement of livelihoods of the ultra and transient poor would be the reference for the
Project. The GA was developed by the “Consultative Group to Assist the Poor” (CGAP) and the
“Ford Foundation” based on the experiences of the “Bangladesh Rural Advancement Committee”
(BRAC). GA aims to assist the extreme poor in their gradual transition from extreme poverty to a
sustainable livelihood. By providing social protection combined with livelihood development and
financial inclusion, the approach serves to protect the lives of the extreme poor in the short term,
39
and to support them in their efforts to be economically sustainable in the long term.
22
(Source) JICA
Figure 2-4 Take a Step-wise Approach
The approach is highly regarded, as it can move up the extreme poor to a level where they can
participate in the market economy by combining the tools for assistance depending on the level of
food security and financial knowledge of the targeted households.
With the assumption that GA is effective not only for extreme poverty but also poor households in
general, the Project will seek an optimal combination of interventions, namely life management
capacity development (LM), financial service access promotion (FA), and income generation
activities (IG) in terms of timing, types, and duration of interventions through implementation of a
pilot project.
In addition, considering traditional and conservative socio-cultural context surrounding target
FHBWs, the Project would approach not only FHBWs but also their family members to gain their
support and understanding of the activities and concept the Project tries to promote.
22
CGAP & Ford Foundation (2014), “From extreme poverty to sustainable livelihoods: a technical guide to the Graduation
Approach”, p. 8.
40
(2) Seeking effective Public Private Partnership (PPP)
In order to maximize and sustain the impact of the Project, it will involve not only public sector
organizations but also private sector organizations such as NGOs, social enterprises, and private
companies. This is because it is private businesses that can ultimately change the livelihood of
FHBWs.
(Source) JICA
Figure 2-5 Seek public-private partnership
The Project will collaborate with NGOs and private entities for implementation of a pilot project.
NGOs will mobilize FHBWs and provide training and coaching. The involvement of private
financial institutions and marketing partners is also expected in the activities of FA and IG. WDD
will monitor, coordinate activities, and accumulate knowledge and experience obtained through the
pilot activities to develop the tool kit to sustain the impact of project activities.
The Project expects that these private partners will bring innovations and synergies into the project
activities, and these activities can be sustained and expanded with their own initiative along with
government efforts.
(3) Investment in Future: Provide female workers with skills and opportunities to cope with
rapidly changing market economy
There are several ways for FHBWs and their families to be able to improve their livelihoods. One
obvious way is for the present FHBWs and their children to stay or continue working as FHBWs
but try to improve and stabilize their income. The other way is to move into the formal sector by
seeking employment outside the home. Formal employment has advantages in terms of stable
incomes and provision of social security.
41
(Source) JICA
Figure 2-6 Invest in Future
As there seems to be an increasing demand for female workers in factories in urban settings, the
Project seeks the possibility to promote female employment in the formal sector. Besides, even for
those who will remain FHBWs, the Project tries to equip them with new knowledge and skills such
as finance and IT, which are required to keep up with a fast-moving market economy.
As promotion of formal employment requires long-term perspectives and substantial time to make
a difference in the current status, the Project will not target making tangible changes but will
initiate sensitization activities to make both employers and female workers aware of the importance
as well as opportunities of female employment and facilitate behavioral change. In this way, the
Project will invest in the improvement of both the present as well as the future of female workers.
2.8.2 Project activities and sustainability
The Project consists of six outputs as follows:
Output 1.
Capacity of WDD in promoting the tool kit to improve livelihoods of FHBW HHs
through PPP is enhanced
Output 2.
Capacity of target FHBW HHs in life management (LM) skills is improved
Output 3.
Capacity of target FHBW HHs to access to financial services is improved
Output 4.
Target FHBWs acquire knowledge and skills necessary for income generation
Output 5.
Importance of promotion of female employment in the formal sector is sensitized
Output 6.
The tool kit is developed based on the Outputs 2 to 5
42
These outputs are categorized into three parts, namely capacity enhancement of WDD (Output1), pilot
activities (Output 2-5) and production of the end-product (Output 6). The following sections explain
the overview and relations of activities and how to ensure the sustainability after project completion.
(1) Pilot activities (Output 2-4) and WDD capacity enhancement (Output 1)
The Project will implement four types of activities, namely, life management capacity development
(LM), financial service access promotion (FA), income generation activities (IG) and promotion of
female employment in the formal sector, as a pilot activity. With WDD as an implementing agency,
all activities will be carried out in collaboration with private partners.
(Source) Project team
Figure 2-7 Four (4) types of pilot activities
The first three activities, LM (Output 2), FA (Output 3), and IG (Output 4), constitute pilot projects
aimed at improving the livelihood of FHBWs to be carried out in collaboration with two partner
NGOs, namely SRSO and WDFP. The pilot project will be implemented in Sukkur by SRSO and in
Karachi by WDFP. WDD will monitor, coordinate activities, and accumulate knowledge and
experience obtained through the pilot activities in order to reflect them in the development of the
tool kit explained below.
The last activity (Output 5) will be carried out jointly by WDD and WDFP in Karachi to promote
female employment in the formal sector.
43
(2) Development of the ‘Knowledge and the Tool kit’ (tentative) for the Project (Output 6)
In order to sustain and spread the support mechanism as well as support activities for FHBWs,
which are tested through the pilot activities, the livelihood improvement knowledge and tool kit
(the tool kit) will be developed at the end of the Project.
(Source) Project team
Figure 2-8 Development of the tool kit
The tool kit is meant to provide both public and private organizations essential knowledge, steps
and strategies, and practical tools for enhancing and benefiting the livelihood improvement of
FHBW households. The tool kit includes all the training materials, promotional materials,
guidelines, and handbooks. The structure and content of the tool kit will be finalized based on
careful examination of the outcomes of pilot activities in output 2 to 5.
The tool kit should be cost-effective and easy to apply so that more organizations as well as
individuals who are supporting FHBWs can use it easily.
(Source) Project team
Figure 2-9 Image of the tool kit
44
(3) Sustainability after project completion
Through the project activities, it is expected that WDD can enhance its capacity to promote the
application of the tool kit and work along with PPP principle to improve the livelihood of FHBWs
even after the project completion.
For this purpose, WDD will hire new staff for the Project as livelihood improvement officers
(tentative title)
23
. These staff will monitor the pilot activities and coordinate with project members
and other government organizations under Output 1, conduct sensitization and awareness activity
on formal employment under Output 5, and develop and disseminate the tool kit under Output 6.
They will plan and monitor the pilot activities of Output 2-4, facilitate various activities on the
ground including linking of FHBWs with external resources and, coaching and mentoring by
partner organizations.
(Source) Project team
Figure 2-10 Promotion of the tool kit
It is expected that WDD, based on the experience of implementing the Project, will set up a
“livelihood improvement unit” consisting of those livelihood improvement officers for continuing
and expanding the activities to reach out to populous women in general, and FHBWs in particular,
in Sindh after the project period.
23
The term “livelihood improvement officer” is used in this plan to refer to the officer to be hired by WDD for the Project.
As the task of the said officer will focus on livelihood improvement of FHBWs, the term is used for ease of understanding of
the stakeholders who read this plan. The term is not fixed or indicative of any specific post in WDD.
45
2.8.3 Implementation schedule
The project period is four (4) years. The implementation schedule for the entire project is shown
below.
(Source) Project team
Figure 2-11 Implementation schedule
Activities will be implemented in sequence or in parallel in order to maximize efficiency and
effectiveness. The pilot project for livelihood improvement will begin in Sukkur and activities in
Karachi will start after an interval of six months so the modules developed in Sukkur can be used
effectively in Karachi.
46
2.9 Planning pilot activities
The Project team developed pilot activities by taking the following steps after selecting the partner
organizations.
(1) Understand the current situation and needs of FHBWs through surveys, including the field survey
(2) Plan pilot activity and implementation system through meetings with the partner organizations
(3) Finalize the project framework
(4) Develop the activity plan for each partner organization, based on the project framework
The overview of the project framework finalized in step (3) is described in the previous section 2.8.
Please note that steps (1) and (2) were taken before the project framework was finalized. The Project
team carried out the activities in (1) and (2) in parallel with the field survey, which is described in 2.8.
The final step (4) was the development of detailed activity plans after the project framework was
finalized in step (3).
This section describes the concrete processes and the use of the steps listed above for each area: LM,
IG, FA, and formal employment promotion. Based on the planning in this section, the activity plan for
Phase 2 was developed. Summary as well as full-version of activity plan for Phase 2 are attached as
Appendix 3 and 4.
2.9.1 Life management
The Project team developed the pilot activity plan for life management by taking the following steps.
(1) Understand the current situation and needs of FHBWs through surveys, including the field survey
(2) Plan pilot activity and implementation structure through meetings with the partner organizations
(3) Finalize the project framework
(4) Develop the activity plan for each partner organization, based on the project framework
(1) Understand the current situation and needs of FHBWs through surveys
In order to understand FHBWs’ need for life management training, questions about SVC and
access to financial services were included in the field survey questionnaire. The survey was
conducted from August to September 2017. The Project team simultaneously conducted a survey
of middlemen and retailers, which covered questions on needs and demands of market side.
The findings of the surveys are summarized below.
47
Table 2-25 Result of the survey (PRA, questionnaire, and interviews)
Topic
Result of the field survey (PRA, questionnaire, and interviews)
Functional literacy and
calculation
There is a significant proportion of illiterate FHBWs. Some of the illiterate
women can do four basic calculations in their daily life.
Record keeping,
household budget
management,
calculation of
cost/benefit
The income earned from HBW is low.
24
Unpaid wages and delays in
payment were not reported in the survey, but payment is irregular, and
monthly income is not stable.
Regardless of their contribution to household income, a number of women
manage their household’s budget.
Only a few women keep records of their household budget and wages and
calculate costs. Many FHBWs do not understand the necessity to keep
records.
Women can use the income from HBW as they see fit. Most use their
income for education and medical care.
Social network,
negotiation skill
Women who have participated in group activities show greater success in
price negotiations and have a greater range of information sources and
advisors. Women who do not participate in group activities tend to fail in
price negotiations, and their networks of advisors are limited to family
members.
Legal knowledge
There are few FHBWs who know about the Home Based Worker Act,
because the Act has not been passed into law to date.
Financial and digital
literacy
The level of knowledge about formal financial services and digital literacy
is low.
Limitation of mobility
(Gender)
Most FHBWs face limitations on their mobility, as they cannot go out
without permission from male family members.
Some male family members object to women working, while some
FHBWs are supported by male family members.
Options for women’s work are limited: there is no variety of role models of
female workers.
Perception of women
Some FHBWs responded that they do not think or do nothing to improve
their skills.
Illiterate FHBWs have a high motivation to learn, but they also have a
strong inferiority complex about being illiterate.
Topic
Result of the survey of middlemen and retailers
Delivery time, Hygiene
Middlemen and retailers need FHBWs to meet delivery times, maintain a
clean workspace, and improve their hygiene control.
(Source: Project team)
24
The average monthly income from HBW was 4,160 PKR. The minimum monthly wage for full time unskilled workers in
Sindh province was 14,000 PKR.
48
The Project team identified the following topics for life skill training after analyzing the surveys’
results.
Table 2-26 Potential training topics
Topic
Contents
Male family
members should
be included in the
training
25
Orientation
Orientation about the Project
○
Life course planning
Planning life events and budgeting
○
Functional literacy and
calculation
Functional literacy, focusing on topics frequently used in work
and daily life, such as how to read and sign essential documents
in daily life, how to send SMSs, how to read and write numbers,
and how to calculate by using a calculator.
Record keeping
Keeping records of orders, income, expenditure, and time spent
on HBW
Delivery date management
Work discipline (management of time and quality) and
management of delivery time
Cost calculation
Separating business expenditure from household expenditure
and keeping a record of costs
Cleanness of work place and
health
How to keep the workplace clean and improve hygiene.
Household budget
management
How to use a household account book (visualization of
household accounts)
○
Digital education
How to use a mobile phone
26
○
Financial education
Financial services
○
Laws related to women and
labor
Knowledge of the legal system and how to use it
Gender
Gender bias in daily life
27
○
Occupations for women
Occupations that women could engage in
○
Role models
Learning about women’s careers through role models
○
(Source: Project team)
25
Priority will be given to the marked topics for men’s participation. Male members, however, will be encouraged to
participate in the other topics trainings as long as their participation will work positively on women’s economic
empowerment.
26
Digital devices are effective tools that enable women with limitations on their mobility to access the world outside their
homes.
27
Patriarchy is considered one of the reasons why Pakistani women has only option but to work in HBW with low incomes
(Root for Equity “Unacknowledged Treasures: The Home-based Women Labor of Pakistan” 2011). The existing modules
have little content that alerts women to gender bias. Most of them target women only. There is no module that teaches males
in the family, or the community, about gender bias. Modules that teach men about the current situation of low incomes for
female workers in the informal sector from a gender perspective would be effective. (The work plan proposed that the Project
should adopt a policy of avoiding sensitive topics such as gender, but effective interventions on such topics could be designed
with full consideration of the need for sensitivity.)
49
The field survey revealed that women who participate in SRSO group activities have relatively
higher incomes, greater negotiation skills, and wider networks for consultation than those in
Karachi. It will be effective life management training to have regular meetings or sessions for each
group, conduct training in a group, and share the experiences of the groups about improving life
management skills.
Women who participate in SRSO group activities list their group leaders and SRSO social
organizers as their advisors. Therefore, the Project should use human resources like these people to
provide continuous coaching to FHBWs in their daily life.
(2) Plan pilot activity and implementation system through meetings with partner organizations
The Project team held discussions on activity plans and implementation systems with each of the
partner organizations in August, September, and November 2017, and January 2018, taking into
account the results of the field survey.
1) Confirm the life management programs of the partner organizations and discuss training
topics
The Project team interviewed the partner organizations about their previous training experience in
related to life management and identified whether they had implemented activities similar to
possible Project interventions.
Table 2-27 Existing modules of partner organizations
WDFP
SRSO
Adult literacy course using the modules of
“Literate Pakistan” (not solely for FHBWs)
Micro-business startup course
Female leadership course (not solely for
FHBWs)
Training in fund management and record
keeping for leaders of Community
Organizations (COs) (not targeting FHBWs)
How to read a Memorandum of
Understanding (MOU), how to sign it, and
how to read numbers
Hygiene training for communities
(Source: Project team base on consultation information)
WDFP does not implement the modules systematically and continuously, although they have
experience in conducting literacy and small business startup training. WDFP does not carry out
follow-up or coaching in a systematic way. SRSO training is limited to simple record keeping and
reading numbers, targeting Community Organizations. SRSO’s capacity to conduct regular
follow-ups is a strength. However, the FHBWs in the Business Development Group (BDG), who
are the targets of the Project, have not received systematic training, except for skills training. It is
reasonable for the Project to implement life management training for FHBWs effectively and
comprehensively and follow up the training in Phase 2 through these two partner organizations.
50
The Project team agreed with WDFP and SRSO about the possible training topics listed in Table
2-27.
2) Plan the implementation structure
Neither WDFP nor SRSO has been involved in the upstream parts of training activities, such as the
development of modules and materials. They are mainly engaged in the downstream activities,
such as mobilization and delivering training. Therefore, the Project team focused on the
downstream, i.e., mobilization, delivering training and follow-up, such as coaching, when
discussing the implementation structure with the partner organizations.
(Source: Project team)
Figure 2-12 Cycle of life management activity
The Project team agreed with the partner organizations to use the activity cycle in the figure above
to develop the activity plan for the component of the training to strengthen FHBWs’ life
management skills. The partner organizations will promote and deliver activities ①, ③, ④, and
⑤. Both organizations are dependent on outside organizations for developing the modules.
Therefore, it was agreed that the Project will use experts and outside resources for activity ②,
which includes TOT (Training of Trainer). The two partner organizations, however, will be a part of
a team for development of modules for consultation and reflection of outcome of activities on the
ground.
(3) Finalize the project framework
As described in 2.8, adoption of a step-wise approach in line with the basic thinking of GA was
decided at the meeting with JICA in January 2018. It was agreed that the life management skills
improvement component in the pilot project would include household budget management
① Regular group discussions
② Development of the training
modules/materials, and TOT
③ Training
④ Practice
⑤ Coaching
↓
Back to ① and repeat
②・・・Upstream part (Blue circle)
③～①・・・Downstream part
51
education, financial education, and coaching. These are the core elements of GA and would be
supplemented by topics which are required specifically for the target FHBWs, based on the results
of the needs survey.
(4) Plan of activities based on the project framework for each partner organization
The life management skill component will employ the same training content and coaching
mechanism for the pilot activities of the two partner organizations. The duration of training and
coaching structure will be tailored to the characteristics of each organization’s structure. SRSO’s
activities are based on the regular group activities. FHBWs are supposed to meet each other with
regular interval for income generation activities. Taking advantage of this set up, the Project will
pilot training course for 6 months to gradually train and follow up them. On the other hand,
WDFP’s beneficiaries are own-account FHBWs who might not favor to spend long duration for
training prior to start their business. The Project, therefore, will pilot intensive and compact
training for them. The main differences are summarized in Table 2-28 below.
Table 2-28 Differences in the training program in the partner organizations
SRSO
WDFP
Duration of Training
6 months (25 weeks)
1.5 months (6 weeks)
Coaching structure
Social organizers and group leaders
Staff and group leaders
(Source: Project team)
1) Activities
Following the discussion with JICA mentioned in (3), the project framework was fine-tuned
according to GA. The Project team investigated and decided on the content and timing of life
management training in conjunction with other components, i.e., financial services access and
income generation.
Some of the topics listed in Table 2-29 were shifted to the financial services access and income
generation components. The Project team plans to teach FHBWs digital literacy and introduce
financial products through collaboration with a digital service provider. The Project team plans to
provide relevant training on financial services through partner financial institutions. Production
techniques, including topics related to quality, will be incorporated into the activities of the income
generation component.
Labor laws and pro-women laws will not be taught as independent topics at the beginning of the
pilot activities, as labor laws are not applicable to informal labor and the HBWs Act has not yet
been signed into law. However, parts of relevant laws such as anti-harassment law at workplaces
will be included in the topic of women and careers.
52
Topics to be covered in the life management training at the beginning of pilot activities are listed in
Table 2-29. The training aims to 1) increase FHBWs’ understanding of future financial needs and
preparedness for emergencies in accordance with life course events, 2) facilitate FHBWs to manage
income and expenditure, and 3) encourage FHBWs to continue saving practices. The training also
intends to expand the perception of women and careers among FHBWs and their families and
increase options for women’s occupations.
Table 2-29 Topics for training sessions
No.
Topic
Contents
Family
members
1
Orientation
Orientation session to 1) explain an overview of
project activities, 2) establish rapport, and 3)
motivate participants
○
2
Life course planning
Financial requirements and planning for life course
event
○
3
Benefit of savings
Benefit of savings, setting target savings amounts,
risks of using informal savings methods
○
28
4
Work discipline
Time management, meeting delivery deadlines,
importance of quality, how to keep workplace clean,
and personal hygiene
5
Income and
expenditure
management
How to record income and expenditure, visualization
of family budget
○
6
Cost and profit
recording
29
How to record orders, income, cost, and working
time. Separation of family and business accounts,
record keeping
7
Financial services
access
30
Types of financial services, how to open a bank
account, mobile banking (training will be provided
by financial institutions)
○
8
Women and careers
Gender bias in daily life, occupations for women,
women role models, knowledge and application of
labor and pro-women laws
○
As
needed
Functional literacy &
numeracy
How to sign documents, how to read bills, how to
send SMSs, how to read and write numeric figures,
and how to use a calculator. These exercises will be
combined with relevant topics above.
(Source: Project team)
28
The pros and cons of inclusion of family members in training sessions 3) (Benefit of savings), 5 (Income and expenditure
management) and 7 (Financial access), will be considered again through consultation with FHBWs and partner organizations.
29
, Cost and profit recording will be included in the business development guidance in the pilot activity at WDFP.
30
The topic of financial access is part of the financial services access component.
53
The understanding and support of family members is essential and effective for some topics.
Family members will be invited to the training for those topics marked in the column of “family
members” in the table above, along with FHBWs. SRSO will conduct 25 training sessions for the
pilot activities spread over six months, because their pilot activities will be based on continuous
and regular group activities and meetings. Training sessions will be held biweekly with follow up
visits in the alternate weeks. Session durations for WDFP pilot activities will be six weeks, i.e., 1.5
months,
31
to reduce the time until FHBWs begin livelihood activities. The training will employ
active learning to facilitate understanding and provide real-life practice of what participants learn.
In addition, a coaching mechanism will be established to assist FHBWs to practice their training
topics in their everyday lives.
2) Implementation structure for development of training modules and available resources
The Project team investigated organizations and resources that were potentially useful for the
training modules that need to be developed for the pilot activities. The organizations and resources
that were investigated are listed below.
Table 2-30 Potential resources and organizations
Organizations and resources
Contents
Resources developed by or
through the State Bank of
Pakistan (SBP), Pakistan
Microfinance Network, Kashif,
ECI
Various materials for financial literacy were developed by these
organizations. The Project needs to check if those are available
for public use and any copyright issues that would arise.
Aahung
Aahung is an NGO working on reproductive health. The Project
will investigate if it can provide expertise to ensure the material
to be developed by the Project is appropriate for the social an
cultural values that it will be delivered.
Qaaf se Qanoon
Qaaf se Qanoon is a project of SZABIST (Shaheed Zulfikar Ali
Bhutto Institute of Science and Technology) working on legal
literacy. It employs audiovisual media including theater plays
and radio programs. The Project will investigate the possibility
of Qaaf se Qanoon providing training for trainers on pro-women
law and labor law-related content.
(Source: Project team)
31
Cost and profit recording will be moved and included in business development training to be conducted after life
management training sessions. Financial literacy contents are combined and divided into two sessions.
54
Materials will be developed by a team of project experts, local experts (to be selected from the
above list as well as other relevant local resource persons), WDD, and the partner organizations.
3) Implementation structure
The existing organization structures of SRSO and WDFP will be used for implementation other
than the development of materials. Following this principle, the Project team held discussions with
each partner organization and agreed on the implementation structure below.
SRSO CED has been working with BDGs for income generation activities. Each BDG has group
leaders whereas SRSO has social mobilization section for community organization activities.
Social organizers are active for monitoring community activities. The Project will build an
implementation structure for training and coaching activities based on this two set ups. Social
organizers will lead as main trainers and mentors for FHBWs while group leaders will assist social
organizers.
WDFP operates smaller set up than SRSO. They have female staffs in each office, i.e. Maripur and
Baldia well recognized by the community. Those staffs will work as trainers and mentors. At the
same time, groups of FHBWs gathered for training program will identify group leaders who can
play a role of trainers and mentors. They will assist WDFP staff for training and mentoring
services.
SRSO implementation structure
WDFP implementation structure
(Source: Project team)
Figure 2-13 Implementation structure of life management activities
(excluding development of materials)
55
2.9.2 Access to financial services
The pilot activity of financial services access was investigated and developed by taking the following
steps. The Project team did not discuss topics of the training with the partner organizations, because
we have not selected any financial partner organizations at this stage.
(1) Understand the current situation and needs of FHBWs through surveys. including the field survey
(2) Finalize the project framework
(3) Develop the activity plan for each partner organization, based on the project framework
(1) Understand the current situation and needs of FHBWs through surveys
In addition to the current status survey described in 2.4.3 above, the Project team conducted a
field survey to understand the target FHBWs’ financial services access (the demand side) and
identify their needs. The team also interviewed some major financial institutions to identify
supply side needs. The challenges and opportunities of both sides were categorized into three
issues: 1) low level of outreach and financial inclusion, 2) low level of knowledge of basic
financial issues and financial service literacy, and 3) limited means of saving.
Table 2-31 Summary of the identified issues for FHBWs’ financial services access
Supply side
Demand side
Needs
Issue: Low level of financial inclusion and outreach, especially for women
(Opportunity)
- Regulatory environment is progressive
in Pakistan and especially favorable
for MNOs. MNOs have good potential
to expand outreach especially to
women.
- MFB and MFI industries are growing
and many products and services
targeting poor household are already
available in the market.
(Issue)
- Due to severe competition among
financial institutions and high cost,
MFBs and MFIs are shifting more
loans to male clients than before.
(Issue)
- FHBWs have difficulty accessing
financial services due to lack of
mobility and physical access.
- Most households have a mobile phone
but few women are allowed to have
their own. Penetration of smartphones
is low.
- Women cannot access mobile accounts
partly because there are no women
agents.
- There is general mistrust of Mobile
Financial Services (MFS) due to lack
of information on new technology.
- Women are not the final beneficiaries
of loans.
Financial
inclusion and
outreach by
financial
institutions
should be
expanded.
Issue: Low level of knowledge of basic financial issues and financial services in general
especially for women
(Opportunity)
- There are many financial institutions
providing financial literacy training.
(Issue)
- Existing training is ad-hoc and there is
no organized and institutionalized
modules especially targeted to poor
women.
(Issue)
- Financial inclusion, especially of
women, is low due to social norms.
- Target FHBWs’ knowledge of any
kind of financial service is very low.
Package for
enhancing
financial
literacy for the
target segment
of women is
necessary
56
Issue: Limited means for saving, especially for women
(Opportunity)
- Many microfinance institutions have
converted to MFB to access savings.
MNOs also offer mobile account
services.
(Issue)
- Many microfinance institutions face
the challenge of funds shortage.
(Opportunity)
- FHBWs have active in informal
financial activities such as Kamatie
but do not have access to formal
financial institutions.
- Needs for savings and remittances are
high, especially for poor households.
Saving activity
should be
advocated and
promoted. Trial
and
establishment
of a bridging
mechanism
which connects
informal
financial
services to
formal ones are
necessary.
(Source: Project team)
(2) Plan the framework for the pilot project
As described in 2.8, introduction of a step-wise approach in line with basic thinking of GA was
decided at the meeting with JICA in January 2018. In the pilot project, improvement in financial
services access will focus on financial literacy, savings promotion among FHBWs on one hand
(demand side strengthening), and on promotion of improved service delivery by the partner
financial institutions on the other (supply side strengthening).
(3) Finalize the project framework
Based on the issues identified by the field survey and interviews, the Project team investigated
potential activities and implementation structure for pilot activities in three areas: financial
literacy, savings promotion, and improved service delivery, as described below.
(Source: Project team)
Figure 2-14 Structure of possible activities for financial access
Financial
Literacy 1
Financial
Literacy 2
Saving service
Other services
(Mobile account,
women agent etc.)
Financial Literacy
Saving Promotion
Improved Service Delivery
57
1) Possible activities in the pilot project and potential partners
Possible activities in three areas and potential partners are described in the table below.
Table 2-32 Possible activities to be implemented by the Project and potential partners
Category
Activities
Partner
1.
Financial
literacy
Develop financial literacy training module
Improving financial literacy is essential for the FHBWs to
increase their access to financial services. Basic training,
including concepts, the importance and necessity of savings
and credit for life planning, and basic knowledge about
actual access to formal financial institutions should be
enhanced.
Although there are many modules developed by various
institutions, there is no systematic information about how to
access those modules and trainers. The Project can support
a streamlined information base to facilitate access to the
information and develop specially customized modules for
the target segment of FHBWs.
There are several
MFBs and MFIs with
long experience in
financial trainings
such as the Kashf
Foundation、
OPP-OCT、and
NRSP bank. The
Project should
identify a single
organization for
collaboration in the
target area.
2.
Savings
promotion
Conduct savings promotion
Savings should be promoted in the early phase of Phase 2,
as saving is integral to building livelihood security and
resilience, and the needs of the target FHBWs for savings
are high. Many women use Kamatie, which suggests that
they have the capacity to save a certain monthly amount.
Such informal financial products have issues and limitations
(safety and management issues in dealing with cash,
inconvenience and relative high transaction cost associated
with group work etc.). Activities to promote saving can be
conducted in cooperation with motivated FSP. It is also
possible to promote mobile account saving with MNOs.
One partner should
be identified who is
operating in the
target area to conduct
the activities. NRSP
bank in Sukkur and
OPP-OCT in Karachi
will be good
candidates.
58
Category
Activities
Partner
3.
Improved
service
delivery
Support to develop or improve financial services
There are many financial products and service available in
the market; therefore, identifying the bottlenecks that face
financial institutions by conducting a detailed survey will
be effective in expanding outreach to the unbanked
population, including the target FHBWs. The regulatory
and industrial environment for MNOs is favorable;
therefore, utilization of IT/mobile technology and
collaboration with MNO partners should be considered. For
example, support to develop simplified and efficient
procedures and system for loan applications, development
of women community agents for mobile banking, mapping
accessible financial institutions etc. can be proposed. In
addition, digital literacy training, such as when and how to
use a mobile account and advocating the usefulness and
security of MFS will be necessary to improve its image and
build trust in mobile services.
MNOs such as
Telenor, Jazz
(Mobilink) and
FINJA (SimSim).
FINJA especially is a
start-up fintech
company, providing
various innovative
and convenient
services free or with
nominal fee charge,
and very positive for
collaboration with
the Project. Akhwat
could be an
interesting partner as
it provides
interest-free loans.
2) Implementation structure
All three categories of the potential activities will be closely interlinked and should be conducted in
collaboration with partner organizations in the private sector.
The Project will develop the financial literacy of target FHBWs by conducting training to deliver
the basic content. This will include household account management, cost profit calculation, and the
planning, benefits and means of savings etc. by experts in collaboration with SRSO and WDFP
under Output 2 activities. Advanced training on the practical use of financial services will be
delivered by partner financial institutions chosen on the basis of availability of resources and
convenience. Likewise, savings promotional activities will be conducted primarily by project
experts and the partner organizations (SRSO and WDFP), and financial institutions’ participation is
anticipated. The development or improvement of financial service delivery, including saving
activities, will especially require the proactive engagement of financial institutions and digital
service providers.
The Project team held a series of discussion with Finja, a co-owner of the digital banking service
brand SimSim. Finja displayed a keen interest in collaborating with the Project on a joint survey of
the financial needs of the target FHBWs and developing services suitable for their needs. Although
the details of the collaborative mechanism will be worked out after Phase 2 begins, there is a high
possibility of working with Finja in this area.
59
2.9.3 Income generation
The Project team developed the pilot activity plan for income generation by taking the following steps.
(1) Understand the current situation and needs of FHBWs through surveys, including the field survey
(2) Plan pilot activity and implementation system through meetings with the partner organizations
(3) Finalize the project framework
(4) Develop the activity plan for each partner organizations, based on the project framework
(1) Understand the current situation and needs of FHBWs through surveys
In order to plan the pilot activity, the Project team conducted the field survey to understand the
current situation, problems, and needs of the target FHBWs. The mechanisms of the SVC of the
products handled by the partner organizations were also reviewed.
1) Findings of the field survey
The survey revealed the current situation and challenges about SVC-related activities of FHBWs
in the pilot areas as follows.
Table 2-33 Current situation and challenges of SVC activities in the target areas
Current
situation
Most women are engaged in HBW and 14% of households’ main income source
is HBW. HBW plays a key role in household income.
Almost all HBWs make handicrafts. The main products are stitching,
embroidery, and patchwork.
79% of FHBWs are self-employed and the percentage of piece-rate workers is
low (19%).
More than half of FHBWs (55%) sell products directly to the customers, 18%
sell to NGOs, 15% to middlemen, and 6% to retailers. Middlemen are not very
involved.
Main
challenges
Sales are not stable and the sales volume is generally low; therefore, income
from HBW is substantially lower than the minimum monthly wage set by the
government.
FHBWs cannot calculate costs, sales, or profits and do not actively manage
them.
Since the burden of other work such as household chores is heavy, FHBWs
cannot spare much time for their HBW.
There are physical limitations such as lack of workspace and electricity.
Most FHBWs need to get permission from male family members to go out and
younger FHBWs face more difficulties in accessing the market alone.
FHBWs do not have transport to the market.
(Source: Field survey report)
60
The results above indicate the following:
It is realistic to support handicraft development for income generation, especially for Sukkur
where there are few other economic opportunities for FHBWs.
Most of the target FHBWs are suffering from lack of market linkage with few connections to
middlemen or traders. The Project should put a strong emphasis on enhancing marketing
channels.
Interventions for cost calculation and budget management are urgently required for FHBWs to
enhance their income.
2) Analysis of the SVC of each organization
The Project team surveyed the products made by the target FHBWs of each partner organization
and analyzed their SVCs through their sales channels. The channels were identified by the field
survey.
i) SRSO
There are two sales channels: one through SRSO and the other outside SRSO.
(Source) Project team
Figure 2-15 Supply Value Chain (SRSO)
The main marketing channels are BDGs selling at exhibitions organized by SRSO and the outlet
owned by SRSO in Sukkur. A very high proportion (95%) of SRSO’s customers is women and
approximately 20% are part of the younger generation. All profits from sales are provided to the
FHBWs. SRSO does not take any profit other than sufficient to cover necessary managerial costs.
As shown in Figure 2-15, SRSO has an MOU with the Indus Craft Foundation and SABA
Pakistan,
32
and handicraft products made by BDG members are sold in their outlets. However,
overall marketing channels for the target FHBWs are very limited, and middlemen or traders were
32
As at the date of the survey (September 2017), an MOU with the Indus Craft Foundation was in the process of
development.
61
not observed, except in a very few cases.
The survey found several cases of marketing channels that operate without SRSO support. Some
BDG leaders or other key people worked as coordinators to sell products as follows:
Trading directly with the retailers at a local market in Sukkur using their channels built with
SRSO support in the past.
Selling bedcovers made of “rilly” (patchwork) to relatives who live in foreign countries
Making hair accessories and selling them in neighboring villages
Selling bed sheets to doctors’ dormitory in the hospital where a family member was hospitalized
ii) WDFP
The survey was conducted of FHBWs whom WDFP is supporting in two locations, Maripur and
Baldia. Most of the FHBWs in Maripur sell their products directly to customers who are neighbors,
relatives, friends, etc. In Baldia, there are a few cases where FHBWs have deals with middlemen,
but the Project team could not contact the middlemen directly, because the FHBWs were afraid of a
negative effect on their business. Instead, the team conducted interviews with female middlemen,
including female leaders who obtain orders and distribute them to fellow workers in Baldia.
(Source: Project team)
Figure 2-16 Supply Value Chain in Baldia and Maripurt, Karachi
The interview revealed that female middlemen receive orders from retailers or factories where they
had worked before, divide the orders among neighboring women, collect the products by visiting
each woman’s house, and distribute the income fairly. Those female middlemen cannot negotiate
the price at all and their income is very low.
33
Some FHBWs sell “Adda” work (embroidery made
33
For example, in the case of simple stitching, the payment amount was very low, such as only 3 PKR for stitching one
62
using wooden frames) that is a promising technique in this area. However, FHBWs receive only
1,500 PKR when selling it through middlemen, even though the market price of suits with Adda
work is from 20,000 to 25,000 PKR.
The survey found that the marketing channels of the target FHBWs are very limited in both
locations. Even in the case of the worker who has several channels with middlemen, their income is
extremely lower than amount of actual cost. In urban locations, FHBWs are engaging in other
income generating activities such as beauticians, etc., as well as making handicrafts. The
challenges and opportunities of SVC related activities of the partner organizations as revealed in
the field survey, SVC survey, marketing survey, discussions with each partner organization, and
rapid appraisal by a design expert, are summarized as follows.
Table 2-34 Current SVC related activities and challenges of the partner organizations
WDFP (Karachi)
SRSO (Sukkur)
Current SVC
activities
WDFP implements training in
stitching, embroidery, beauty care,
cooking, and business development.
These are projects founded by
donor assistance. They display and
sell some of products at their own
center, but they have not supported
marketing activities to date.
SRSO has a specialized Craft Enterprise
Development department that provides
comprehensive support on SVC. SRSO
organizes about 150 Business
Development Groups, assesses their skills,
conducts skill training, supports
production such as designing, and sells
their products.
Organizational
challenges to
support SVC
Since WDFP gives skill training
only and does not provide
marketing assistance, their support
is not comprehensive assistance
based on a long-term strategy. As a
result, their target women do not
have access to markets and their
assistance does not improve the
income of the target women.
Activities are ad hoc and WDFP has
problems with sustainability
because their activities depend on
donors’ funds.
Their target women are individuals
and it is difficult to organize
groups.
The types of products and skill
levels of their target women vary.
The marketing channels for their products
are limited exhibitions and their own
outlet; therefore, sales volumes are
limited.
The products are varied but they do not
necessarily respond to market needs
(range, design, and quality).
Because exhibitions are managed by
SRSO and the system does not allow
SRSO to make a profit, there is no
sustainability.
SRSO has room for improvement in
product development that matches pricing
and sales, and management of costs and
benefits.
Their outlet is in a place with inconvenient
access, and it is not attractive to
customers.
Business management is low even though
SRSO has Craft Enterprise Development
section.
nightgown, and 15 PKR for 100 small pouches, although the raw materials were given by customers. About 400 PKR is paid
for tailoring one suit.
63
WDFP (Karachi)
SRSO (Sukkur)
Opportunities
of SVC
There is a significant opportunity to
generate income such as small
business and employment, because
they are based in the large city,
Karachi, and the target area has
good access to industrial zones and
private companies.
A variety of vocational training is
implemented such as beauty
courses, and cooking, not only
handicraft.
WDFP has rich experience of
mobilizing young members and
advocacy, and these experiences
can be utilized.
SRSO organizes about 150 BDGs and has
wide outreach to rural areas. SRSO’s
network can be used at the expansion
stage in the future.
SRSO has an existing framework of
community support and they employ
social mobilizers (SOs).
They have the facility (such as a stitching
machine) for a certain level of production.
There is a demand for their products in a
certain market segment, that could be
expanded if good product lines reflecting
their customers’ taste are developed, as
the skill level of the target FHBWs is very
high.
(Source: Project team)
(2) Plan pilot activity and implementation system through meetings with partner organizations
Based on the above analysis of the current situation and its challenges, the basic framework of pilot
activity with partner organizations was developed as follows.
1) Discussion with partner organizations
Table 2-35 Basic framework of pilot activity
Item
WDFP (Karachi)
SRSO (Sukkur)
Scale
50 persons (20–25 persons, 2 areas)
300 persons (30 persons, 10 BDGs)
Staff
Existing staff: 2 (Maripur: 1, Baldia: 1),
Project coordinator
Existing staff of Craft Enterprise
Development department, production
manager, social mobilizers (SOs)
Target products
and
services
Wide range of products and services, such
as handicrafts, food products, and beauty
care
Handicrafts using traditional skills of
stitching, embroidery, quilting, etc.
Target market
Local markets
High-end market, including export in
the future
Key
considerations
・ Support is focused on small
businesses, including services for
own-account FHBWs.
・ Promotion of female employment in
the formal sector such as factories is
also included.
・ Focuses on development of new
leaders, creating successful models,
and promoting social change through
advocacy.
・ Various resources for women’s
business promotion are available in
・ Kinds and levels of skill of the
target group have been identified,
and the product line that the
Project will support should be
decided.
・ The Project should focus on
establishing a mechanism to
develop products with designs that
meet market demands.
・ Business startup training for
Business Development Groups
(BDG) is conducted in parallel to
64
Item
WDFP (Karachi)
SRSO (Sukkur)
Karachi and should be utilized.
・ Mobilization of young people and IT
tools such as social media are
promoted, and assistance is focused
on the younger generation.
enhance their basic business
capacity.
・ Diversification of market channels
should be aimed at by searching
out collaborative market players.
(Source: Project team)
(3) Finalize the project framework
As described in 2.8, adoption of a step-wise approach in line with the basic thinking of GA was
decided at the meeting with JICA in January 2018. In addition, along with the change in scope of
the pilot reflecting the type and nature of work FHBWs are engaged in respective pilot areas, SVC
support component was changed to be called income generation support. SRSO’s support for
income generation will be provided through support for skill and quality improvement and
marketing of handicraft products developed by BDGs. WDFP’s support for income generation will
be provided through support for the development of business plans and coaching for target
FHBWs.
(4) Development of the activity plan for each partner organization based on the project
framework
The income generation activities of the pilot project should take into account the different strengths
and characteristics of each partner organization’s support mechanisms and the situation of their
target groups, and each organization should employ a specific framework, as set out in Table 2-32.
An overview of the activities and implementation structure of the pilot project were agreed with the
partner organizations as set out below.
65
1) SRSO
i) Activity
It was decided to undertake the following strategies for the pilot project with SRSO to maximize its
strengths.
Table 2-36 Strategies for the Pilot Project
Strength of SRSO
Strategy
FHBWs are organized as BDGs
Use BDGs as a platform for group activities
FHBWs are equipped with traditional skills and have
been engaged with making handicrafts
Focus on handicrafts for income generation
activities
SRSO has a Craft Enterprise Development (CED)
section which is dedicated to assisting BDGs with
market linkage
Use CED as a platform for developing the
SRSO brand
(Source: Project team)
The activities were designed to develop the capacity of SRSO and the target BDGs. Capacity
building of SRSO will focus first on design intervention and developing product lines that meet the
demands of the targeted high-end market. The market survey has revealed that domestic consumers
are willing to pay a high price for a popular brand’s products. Therefore, it is important to establish
a brand or create linkage with existing brand preferred by high-end customers, in order to penetrate
the larger middle-class population. SRSO’s production unit will also be upgraded so it can
sustainably produce high quality products.
The capacities that BDGs most need (but currently lack) are quality management, record keeping,
and market linkage development. These will be the main areas of support by the Project.
ii) Implementation Structure
As mentioned above, the basic principle of the pilot activity with SRSO is to use the existing
capacity and strengths of SRSO. However, a series of discussions with SRSO has identified that the
challenges they face are lack of design capacity, an efficient production management system, and
market linkages, all of which require external support. The Project agreed to assign a master trainer
and a production manager to support the SRSO production unit and BDGs to solve those
challenges. Those capacities, however, are expected to be adopted into SRSO’s CED practice in a
sustainable way. SOs will provide daily coaching, follow up, and monitoring to BDGs.
66
2) WDFP
i) Activity
It was decided to undertake the following strategies for the pilot project with WDFP to take
advantage of its characteristics and its urban setting.
Table 2-37 Strategy for the Pilot Project
Characteristics of WDFP
Strategy
Various income generation opportunities are
available in Karachi
Promote a range of occupations for
motivated individual FHBWs
Various external resources for supporting women’s
businesses are available in Karachi
Use these resources as much as possible to
develop simple low-cost support packages
(Source: Project team)
It was decided after consultation with WDFP that pilot activities would use existing resources to
target individual own-account FHBWs. The Project will support the target FHBWs to develop and
implement their own business plans, provide skill training, small asset, and mentoring/marketing
support with WDD livelihood development officers. Training for business development and skill
development will be supported by existing resources and external organizations such as STEVTA,
All Pakistan Women Association (APWA), etc.
ii) Implementation structure
Like the life management component, it was agreed with WDFP to conduct activities with existing
staff at each center in Maripur and Baldia with the support of external experts. As mentioned above,
external organizations will be used for training. The support of WDD officers will be important for
providing FHBWs with information and linkages necessary for their business after they have
completed their training activities.
3) Potential partners for marketing activities
It is essential to involve private entities in the Project’s marketing activities to ensure income
generation activities are successful. The Project team held a series of discussions with several
potential partners who responded positively about cooperation with the Project. An overview of
each organization is shown in the table below. Follow-up with these organizations will be necessary
once the Phase 2 is started.
67
Table 2-38 Overview of potential partners for marketing activities
Marketing partners
Details
Sunny Miracle
A social enterprise based in Islamabad supporting local communities (mainly in
the Punjab) to produce and market dried vegetable and fruit using customized
solar dryers. Therefore, they have an interest in cooperating with the Project. The
cost of a solar dryer is around $500, which can be shared with 2-3 households.
They need activities at scale, as bulk orders are necessary to make the operation
commercially viable.
KOEL
One of the most successful apparel brands using traditional craft and skills (with
a special focus on vegetable dye and block prints). It has two outlets and a gallery
in Karachi and there are many followers of the brand’s concept. There is the
possibility of displaying products in their outlets and organizing joint exhibitions
and events.
ADORN
A social enterprise selling handicraft products through the owner’s personal
networks and an on-line shopping site. All design and quality control are
conducted by the owner. They have an interest in using some craft parts produced
by the target FHBWs (such as mirror work) on their products and selling some
products through their marketing channels.
(Source: Project team)
2.9.4 Formal employment promotion
The Project team developed the pilot activity plan of formal employment promotion by taking the
following steps.
(1) Finalize the project framework
(2) Develop the activity plan for each partner organization, based on the project framework
The Project will promote the importance of female employment in the formal sector as one of the pilot
activities in Karachi in close collaboration with WDFP. As this activity was added when the project
framework was finalized in January 2018, the Project team has developed an activity plan based on the
literature review, interviews, and discussions with stakeholders.
(1) Finalize the project framework
As described in 2.8, the meeting with JICA in January 2018 decided to include formal employment
promotion activities in the project framework. The aim of this activity is to make an environment
for FHBWs to enter and remain in the formal sector so that they can attain stable income sources,
open up new opportunities to develop their capabilities, and advance to a better life.
68
(2) Develop the activity plan for each partner organization, based on the project framework
The Project team held a series of discussions with stakeholders including WDD, WDFP, UN
Women, United Nations Development Programme (UNDP), and selected private companies on the
current conditions and issues related to female employment in the formal sector. The project team
developed strategies, proposed activities, and implementation structure, described below.
1) Strategy
Pay due attention to the social context surrounding women’s formal employment
The Project will consider the social context surrounding women’s formal employment when
planning activities, as there might be sensitive issues associated with gender norms and practice
as well as labour relations including labor disputes on the ground. The Project will set up a
working group composed of WDD, WDFP, and local experts who have knowledge about the
situation and obstacles to women’s formal employment in Karachi.
Use concrete examples to deliver clear messages
The Project will use concrete examples to deliver clear messages to participants of activities, who
are FHBWs, their families, female youth in communities, as well as companies, so they can take
the first step toward action. For FHBWs and their families, the Project should introduce actual
cases wherein ordinary women have realized success in finding jobs, creating changes in their life,
and broadening possibilities for livelihood improvement and economic empowerment. It is
important to show role models for FHBWs as a goal that can be attained by them, even if their
success occurs on a small scale. In terms of the activities for companies, the Project can share
practical examples of efforts to enhance female employment such as improvement of the working
environment and arrangement of transportation. The Project should also explain how these
measures have brought benefits for the companies.
Seek cooperation with other relevant projects
The Project will seek cooperation with other relevant projects so the Project can make efficient
linkages with private companies that have the potential to take action to enhance women’s
employment. UNDP has experience in providing training to companies in the garment industry in
Karachi. UN Women has a project promoting “women empowerment principles” to private
companies. JICA also has several technical cooperation projects that intervene in industrial
sectors. The Project should build cooperative relationships with these projects in the early stages
of Phase 2 to gain an understanding of their experience in awareness and sensitization activities.
69
2) Outline of activities:
The Project will conduct two different types of activities, one for companies and another for local
communities as shown below:
Table 3-39 Outline of awareness and sensitization activity
Company
Local community
Name of the
activity
“Awareness creation activity”
“Sensitization activity”
Target
Management officers of
companies in Karachi
Female workers
FHBWs and their family
members living in the
surrounding target areas
Female youth including
university students
34
Candidate contents
of the activity
<Management>
Social and economic
significance of female
employment
Impact on business strategy
Practical examples to enhance
female employment
Constraints and potential of
FHBWs
<Female workers>
Life course planning
Successful cases
Successful cases (life history of
role models)
Conditions of places of work and
transportation
Varieties of female employments
Exchange of opinions by
communities and companies
Presenters
Local expert (with Japanese
expert)
Livelihood improvement officers
(tentative title)
Trainer of WDFP
Livelihood improvement officers
Place
Each company, or a conference
hall to invite participants
Community centers of WDFP in
Maripur and Baldia
Necessary hours
per activity
1 hour
35
1.5 hours
Optional activity
Tour to visit model work places
Campaign utilizing social media
Tour to visit model work places
Campaign utilizing social media
(Source: Project team)
3) Implementation Structure
The Project will form a working group comprising a WDD Officer, WDFP, the expert team, and
local experts. The working group will play a role in developing plans and materials such as a
presentation and a brief video. The working group will use information and advice from UNDP and
other relevant organizations in the development of plans and materials, as well as seeking their
advice when selecting companies to participate in the awareness creation activity.
34
The Project will not exclude participations of male youth, but especially target female youth for enhancing their
awareness.
35
It might be effective to split the training into two to three sessions with some follow-ups.
70
Chapter 3 Difficulties encountered, measures taken in undertaking tasks
assigned during Phase 1, and lessons for future operation
3.1 Difficulties encountered and measures taken during the assignment period
The main assignment during the Phase 1 was to formulate an activity plan for Phase 2 of the Project.
The entire period of the Project is for five years; however, its first year was designated as Phase 1 to
allow enough time for preparation, formulation of strategies and planning of detailed activities for the
remaining four-years period of Phase 2 because of particular challenges this Project faced at its onset.
Some of the challenges are presented below:
The real situation and needs of FHBWs were not clear, as there was limited information about
FHBWs.
Knowledge and information about prospective partner organizations was insufficient though
collaboration with NGOs and business entities was foreseen to be indispensable given the nature
and scope of the Project and constrained capacity of WDD in implementing this Project.
Japanese experts have limited mobility due to security concerns.
The Project team has been as flexible as possible in dealing with these difficulties in order to fulfill the
objectives of Phase 1. The following sections explain difficulties encountered and measures taken in
undertaking tasks assigned during Phase 1 in technical aspects as well as operational aspects
respectively.
3.1.1 Technical aspect
In technical aspect, there are three specific tasks that required substantial flexibility and adjustment as
described below.
(1) FHBWs situation analysis
In the original plan, the situational analysis of FHBWs was to be implemented at the beginning of
the work period. The survey needed be conducted in the pilot project areas, because the situation of
FHBWs is drastically different place by place; therefore, the pilot project areas needed to be
selected first. However, in the work plan, the partner organizations for SVC were to be selected
first and the situation analyses carried out in the areas where the selected organizations conduct
their activities.
As the partner organizations for SVC have a big influence on project activities, the Project team
decided to postpone the situation analysis and focus on selecting the partner organizations first. The
situation analysis was combined with the needs survey (originally planned to occur after the
selection of partner organizations) and conducted as a field survey.
71
This led to the difficulty that the Project team could not know the real situation of FHBWs as
beneficiaries of the project until the latter half of work period when the field survey was conducted.
Nevertheless, WDD’s ownership of the Project and their understanding of it was strengthened by
fully involving them in the process of selecting the partner organizations.
(2) Selection of target products
In the work plan, it was proposed to focus on handicrafts as the target products, because FHBWs
and WDD are familiar with handicrafts through their past activities and therefore support for
handicrafts is easier to implement. However, in the course of work on the Project, several skeptical
views were expressed by WDD and other stakeholders; for instance,” handicraft products have
limited market potential” and “FHBWs producing handicraft products are mostly old and thus
supporting handicrafts will not contribute to the next generation of FHBWs.” Consequently, target
products were diversified as follows:
1) Most FHBWs supported by WDFP in Karachi are individual and own-account holders. They
work on products and services other than handicrafts. Therefore, individual FHBWs who produce
handicrafts, food, and other products, and provide services such as beautician services, will be
supported in Karachi.
2) The outcomes of the JICA mission in October included possibilities of collaboration with private
companies or social enterprises that could be bulk buyers of goods produced by FHBWs. For
example, we sought the possibility of collaboration with Miracle Trust, which produces and sells
dried vegetables and fruit under the brand name of Sunny Miracles. The domestic demand for
dried vegetables and fruit is increasing. FHBWs can easily produce high-quality dried vegetables
and fruit using the specialized drier developed by Miracle Trust. FHBWs can engage in other
activities such as handicrafts as the production of dried products is easy. Dried products could be
a valuable additional income source for FHBWs and stabilize their income.
3) Activities to promote women’s employment in the formal sector were added to the pilot project.
In Karachi, pilot project activities now include WDD’s activities to facilitate the actions of
relevant organizations in the public and private sectors to remove or alleviate bottlenecks that
prevent women’s employment in the formal sector.
(3) Selection of partner organizations
In order to achieve the project objectives, the Project aims to collaborate with various organizations
and to focus on the strength of the respective organizations. With the support of JICA, the Project
team investigated the possibility of collaboration with the organizations described below, in
addition to the partner organizations for SVC described in 2.6.
1) Public sector organizations
The Project team investigated the possibility of the project activities being sustained after project
completion by public sector organizations that provide similar activities. They are the School
72
Education and Literacy Department, which provides an adult literacy program and the Sindh
Technical Education & Vocational Training Authority (STEVTA), which provides vocational
training for women, including stitching and embroidery. The Project team visited their sites and
interviewed key officials to investigate the possibility of collaboration.
We discovered that it was difficult for these organizations to provide FHBWs with life management
training or SVC training directly, due to their limited resources and differences in target areas,
target beneficiaries, and training policies. However, the organizations are available to provide
technical advice during training module development or for sustaining project activities as a part of
their regular activities by adjusting and implementing the training modules developed through the
Project after project completion.
2) Private organizations and individuals
In addition to two partner organizations for SVC, collaboration with financial organizations and
three DSPs in the financial services access component was considered. The Project team also
conducted interviews and discussed the possibility of collaboration with designers and social
enterprises with high social consciousness in the textile sector. The team employed a social
entrepreneur and a designer who has successful experience of ethical business for effective project
formulation.
3.1.2 Operational aspect
In operational aspect, the Project encountered the following difficulties.
(1) Security measures
There have been considerable limitations on the mobility of Japanese experts to carry out tasks in
Sindh province in general, and in Karachi in particular, due to security advice. Japanese experts are
required to inform the JICA security advisor about visits, obtain their permission, and arrange a
police escort well in advance of the visit. Visits had to be cancelled if the location was considered
at high risk.
The Project team followed the instructions of JICA security advisor as much as possible. The
security advisor visited the sites in advance to confirm the safety of visits to select partner
organizations for SVC and conduct the field survey. As a result, Japanese experts were not allowed
to visit Baldia in Karachi, one of the three areas for the field survey. The Project team ensured the
smooth operation and quality management of the survey by instructing local staff and consultants
in survey techniques during the surveys in the two other areas, which were conducted in advance,
and supervising them at a distance when they conducted the survey in Baldia.
73
(2) Information-sharing among stakeholders
Project work involved various organizations and individuals; therefore, all records were made in
English and shared with relevant persons and organizations whenever necessary. It was difficult for
the Project team to share work progress with WDD, as most of the officers concerned were busy.
Since August 2017, weekly progress reports have been shared with WDD, JICA, and Project team
during the periods when Japanese experts have been in Pakistan. In addition, access to important
project documents has been provided through Google Drive to relevant WDD officials. Monthly
newsletters have been disseminated to JCC members.
(3) Operation of the project office
As the number of project team members was greater than expected, the Project team was unable to
use the office space prepared in the WDD Directorate office. Thanks to the kind cooperation of
WDD, the Project team used the committee room of WDD in the Sindh Secretariat. After the new
office space was rejected by the JICA security advisor due to insufficient security measures, WDD
negotiated with the Sindh Government and obtained permission to use a room in the Sindh
Secretariat as the project office. The assigned project office is ideal in terms of security as well as
ease of communication with key personnel in WDD. The Project team is thankful for WDD’s
flexible arrangements.
3.2 Lessons for work implementation for future operation
The following sections describe lessons from this work that could be useful for other similar work or
projects.
(1) Promoting understanding of the concept of JICA technical assistance
Diversified collaboration was the a priori assumption of the Project; therefore, the Project team
held discussions with various organizations, including government organizations, NGOs, and
private companies, about possible collaboration. The most difficult concept for these organizations
to grasp was JICA technical assistance, which focuses on building the capacity of counterpart staff
to sustain activities even after project completion, when there is no direct financial assistance. This
is particularly the case with NGOs, as most of their activities in Pakistan are financed by donors
and they expected similar assistance from the Project. The Project team explained the concept to
potential partner organizations for SVC at the time of application as well as the screening stage.
Nevertheless, it transpired that they expected support for human resources even at the time of
discussing concrete activities. It was a heavy burden for the Project team to promote the
understanding of the concept of JICA technical assistance among stakeholders.
It was suggested that more local resources should be used to implement Phase 2 of the Project. If
these local resources lead project implementation without fully understanding the concept or rules
of JICA technical assistance, there may be much confusion on the ground, which will hinder the
smooth implementation of the Project.
74
It is very important to allocate enough time to promote an understanding of the project concept
among stakeholders at the beginning of Phase 2. It may be effective to prepare a set of guidelines
that describe the principles of collaboration for new organizations that participate in the project.
Given the increasing likelihood that JICA technical projects will collaborate with organizations
other than the implementing agency, there should be measures to promote an understanding of the
concept of technical assistance.
75
Chapter 4 Achievement of Phase 1
4.1 Project Input
(1) Japanese inputs
Based on PDM Ver.0 and PO Ver. 0, the Project implemented Phase 1 with the following inputs.
1) Dispatch of Japanese Experts
Seven short-term experts have been assigned to the Project as follows:
Table 4-1 List of Japanese Experts
No
Name
Title
1
Chiyo Mamiya
Chief Advisor / Inter-organizational collaboration 1
2
Hiroko Matsuki
Deputy Chief Advisor / Inter-organizational collaboration 2
3
Kazuko Shirai
Monitoring and Evaluation
4
Yoshiko Honda
Supply and Value Chains 1/Financial Services Access
5
Mika Kawamoto
Supply and Value Chains 2
6
Noriko Hara
Life Management Capacity Development
7
Kiyoko Sandambatake
Assistant for Inter-organizational collaboration/Project Coordinator
(Source: Project team)
The plan and result of dispatch of Japanese expert is shown in the following page.
2) Provision of Equipment
The Project provided the following equipment.
Table 4-2 List of Equipment
Items
Volume
Unit Cost (PKR)
Total Cost
(PKR)
Location
Projector
1
48,500
48,500
WDD
PC and related software
2
111,775
223,550
Copy machine
1
782,640
782,640
Air-conditioner
1
710,000
710,000
Total
―
―
1,764,690
(Source: Project team)
3) Local Cost
Approximately JPY 20 million was provided as local resources (general management cost,
equipment, and outsoursing fee) during Phase 1 (to the end of February 2018).
76
(Source: Project team)
Figure 4-1 Plan and Result of Dispatch of Japanese Expert
1 2 3
18 16 5 31 1 15 29 2 3 16
11 16 6 12 2 31 30
21-24 30 -16 4 18
18 16 8 31 1 21 21 2
13 21 13
18 2 10 17 28 2 18-24 5-16 26-3 9-19 15-18 30-3 12-17 24-31 5-14
11 28 6 19 17-18 14-21
22-31
1 28-31 1-3
11 4 16 3 22 20 8 24
Kiyoko Sandambatake
Assistant for Inter-organizational
collaboration / Project Coordinator
Actual
Name/Task
Chiyo Mamiya
Chief Advisor / Inter-organizational
collaboration 1
Hiroko Matsuki
Deputy Chief Advisor / Inter-
organizational collaboration 2
Kazuko Shirai
Monitoring and Evaluation
Mika Kawamoto
Supply and Value Chains 2
Plan
Actual
Yoshiko Honda
Supply and Value Chains 1 / Financial
Services Access
Plan
Actual
(24 days)
Plan
Actual
Plan
Actual
2017
2018
3
4
5
6
7
8
9
10
11
12
(2 days)
(28 days)
(30 days)
(8 days)
(2 days)
(28 days)
(21 days)
(16 days)
(7 days)
(30 days)
Plan
Plan
Actual
Plan
Actual
Noriko Hara
Life Managemen Capaciy Development
(14 days)
(16 days)
(27 days)
(15 days)
(3 days)
(2 days)
(14 days)
(30 days)
(45 days)
(60 days)
(60 days)
(30 days)
(2 days)
(28 days)
(25 days)
(12 days)
(30 days)
(30 days)
(30 days)
(45 days)
(30 days)
(6 days)
(16 days)
(15 days)
(2 days)
(28 days)
(18 days)
(14 days)
(6 days)
(9 days)
(9 days)
(19 days)
(1 days)
(19 days)
(30 days)
(45 days)
(14 days)
(14 days)
(16 days)
(21 days)
(11 days)
(2 days)
(10 days)
(1 day)
(8 days)
(10 days)
(10日)
(20日)
(14日)
(14日)
(14 days)
(10 days)
(4 days)
(2 days)
(7 days)
(4 days)
(3 days)
(30 days)
(18 days)
(12 days)
(2 days)
(8 days)
(25 days)
(20 days)
(20 days)
(21 days)
(4 days)
(20 days)
　　　　　　 　Planed assignment 　　　　 　　Actual assignment　　　　　　　Visit financed by KMC
(12 days)
77
(2) Pakistani inputs
1) Appointment of counterpart staff
A Project Director, Deputy Project Director, Project Manager, and two counterpart staff have been
appointed.
2) Provision of facilities
WDD provided a meeting room in the WDD Secretariat as a Project office from March to
November 2017. Specific office space for the Project has been provided in the WDD Secretariat
since November 2017.
3) Local costs
WDD bore the electricity costs of using the office space in the WDD Secretariat.
4.2 Achievement of Outputs
The progress of outputs planned for Phase 1 in PDM Ver. 0 is described below. The prospect of
achievement of the Project purpose and overall goal, achievement of some indicators for Outputs 3
and 4, and all the indictors for Output 5 are not described in this report, as these were originally
planned to be achieved through activities in Phase 2 of PDM Ver. 0.
(1) Output 1
The achievement of indicators for Output 1 in Phase 1 is described as follows.
Table 4-3 Achievement of indicators for Output 1 (Phase 1)
Indicator
Achievement
1-1
PC-1 is approved (in Phase 1)
The draft of PC-1 was approved by WDD and the
Project team in February 2018.
1-2
Necessary personnel are allocated for
the Project at WDD (in Phase 1) and
engaged in the Project continuously
The following officials have been allocated by the
Secretary of WDD (Project Director)
Additional Secretary of WDD Secretariat as
Deputy Project Director
Director of WDD Directorate as Project
Manager
Section Officer of WDD Secretariat and
The organization structure and coordination capacity of WDD are strengthened for the
implementation of the Project
78
Indicator
Achievement
DWDO in Karachi as C/P
The Project implemented its activities in Karachi in
collaboration with the Project Manager.
The DWDO (Disrict Women Development Officer)
of WDD in Sukkur actively participated in the
Project activity, which contributed to the
enhancement of a close relationship with partner
organizations. WDD plans to hire new staff by
PC-1, who will be in charge of the activities in
Phase 2.
1-3
The number of monitoring reports
developed by WDD regularly
The Project formulated the Monitoring Sheet from
Ver. 1 to Ver. 3 in collaboration with WDD.
(Source: Project team)
PC-1 has been drafted by WDD with support from the Project team. WDD has shown its strong
ownership and comittment to the Project throughout Phase 1. WDD’s understanding of the
characteristics of JICA technical assistance project and Phase 2 of the Project were certainly
enhanced through close discussion with JICA and the Project team and the collaborative
development of the Monitoring Sheet. Therefore, Output 1 is regarded as mostly achieved.
(2) Output 2
The achievement of indicators for Output 2 in Phase 1 is described as follows.
Table 4-4 Achievement of indicators for Output 2 (Phase 1)
Indicator
Achievement
2-1
MOUs are agreed upon between WDD
and concerned departments/agencies
Draft Memorandum of Cooperation (MOCs) between
WDD, JICA, and partner organizations (SRSO and
WDFP) were discussed. They will be signed after all
the contents of agreement are confirmed among the
stakeholders.
2-2
The Project Management Unit (PMU)
is set up
PMU was approved by the first JCC meeting. The
minutes of the JCC meeting including approval of
PMU was signed by WDD on 13 April 2017.
Collaborative implementation mechanism is set in place and functions among the concerned
departments and agencies for the implementation of the Project
79
2-3
The results of the situation analysis on
FHBWs are shared among the PMU
The results of the field survey were shared with the
relevant stakeholders in December 2017.
2-4
Regular meetings of the PMU are held.
The Project has held weekly meetings with the
Project Director, Deputy Project Director, and Project
Manager of WDD since August 2017.
2-5
Information on the Project is regularly
disseminated to concerned
stakeholders at provincial and federal
level
The Project has issued the Project Monthly Report to
relevant stakeholders at provincial level since March
2017.
(Source: Project team)
The collaborative implementation mechanism was established as planned. The mechanism became
functional through sharing the results of field survey, weekly meetings, and information sharing on
a regular base. Therefore, Output 2 is already achieved.
(3) Output 3
The achievement of indicators for Output 3 in Phase 1 is described as follows.
Table 4-5 Achievement of indicators for Output 3 (Phase 1)
Indicator
Achievement
3-1
The needs assessment survey on Life
Management Training is conducted,
and the results of the survey are shared
among PMU members and other
stakeholders
A needs assessment survey was conducted as part
of the field survey in September 2017.
The Project collected and analyzed training
materials from organizations that conduct training
in life skills, financial education, literacy education,
and labor/women’s rights.
The result of the survey were shared with WDD and
partner organizations in November 2017.
(Source: Project team)
Output 3 was achieved as the Project conducted the needs assessment survey as planned and shared
the results with relevant stakeholders.
(Pilot Activity 1 of the Project: Life Management Capacity) Basic Life Management Capacity of
FHBWs is strengthened through the Life Management Training by WDD and other partner
agencies such as the Directorate of Literacy and Non-Formal Education (DLNFE)
80
(4) Output 4
The achievement of indicators for Output 4 in Phase 1 is described as follows.
Table 4-6 Achievement of indicators for Output 4 (Phase 1)
Indicator
Achievement
4-1
The needs assessment survey to improve supply
and value chains for the work of FHBWs is
conducted by WDD and partner organisations,
and the results of the survey are shared among
the members of PMU and other concerned
stakeholders
The Project conducted a needs assessment
survey and market survey for SVC from
June to November 2017, and shared the
results with relevant stakeholders in
November 2017.
(Source: Project team)
Output 4 was achieved as the Project conducted the needs assessment survey and market survey as
planned and shared the results with relevant stakeholders.
(5) Output 5
The indicators for Output 5 were set to be achieved in Phase 2. The Project collected information
on financial services of relevant institutions
36
for FHBWs in Pakistan from September 2017 to
January 2018. The Project also collected information on financial services offered by private
telecom service providers and discussed mechanisms for future collaboration.
Considering the factors mentioned above, the Outputs which were planned to be achieved in Phase
1 are regarded as mostly achieved.
36
FMFB, ASA, FINCA, FWB, OPP-OCT, NRSP, SAFCO, Barotha Trust, Kashf Foundation, Akhuwat and APNA banks,
and SMEDA
(Pilot Activity 2 of the Project: Supply and Value Chains) Supply and value chains associated
with work carried out by FHBWs are improved through activities implemented by WDD and
partner organizations
(Pilot Activity 3 of the Project: Financial Services Access) FHBWs' access and usage of financial
services are improved through renovation in financial products and service delivery methods on
the side of financial institutions (such as commercial banks and microfinance institutions)