United Nations DP/DCP/PAK/2

Executive Board of the Distr.: General

15 November 2017
United Nations Development
Programme, the United Nations Original: English

Population Fund and the United

Nations Office for Project Services

First regular session 2018

22 to 26 January 2018, New York
Item 2 of the provisional agenda
Country programmes and related matters

Country programme document for Pakistan (2018-2022)

Contents
Page

I. Programme rationale .................................................................................................... 2

II. Programme priorities and partnerships…………………………………………………. ……….… 3
III. Programme and risk management .................................................................................... 6
IV.6 Monitoring and evaluation …………………………………………………….…………………… 7
Annex
Results and resources framework for Pakistan (2018-2022) ……………………………………… 9

17-20352X (E) 151217

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I. Programme rationale
1. Pakistan is the sixth most populous country in the world, with a population of 207.8 million,
growing at an annual rate of 2.4.1 The country has made positive strides to address its development
challenges through the structural transformation of its economy2 and the peaceful, democratic,
political transition of 2013 with its strong reform mandate.
2. The Government has adopted a ‘whole-of-government’ approach to achieve the Sustainable
Development Goals. The National Assembly has resolved to adopt the Goals as its development
agenda in Vision 2025, providing the overarching national policy framework for development
priorities.3
3. Pakistan aims to achieve many objectives pertaining to governance, economic, social and
environmental matters, such as:
(a) Maximizing democratic gains through inclusive democratic processes, government
efficiency, transparency,4 accountability, rule of law and access to justice;
(b) Attaining higher levels of human development to reduce poverty and inequalities, enhance
stability and help to capitalize in particular on its young human resources;
(c) Reducing gender inequality by advancing women’s social, economic and political
empowerment; and
(d) Addressing vulnerability to disasters and climate change, which includes environmental
degradation, natural disasters and seismic activity.
4. Over the previous country programme, 2013-2017, political participation has improved in
Pakistan, as has the stability of its democratic institutions.5 Taking forward this positive trend will
be vital for strengthening governance, transparency, accountability and the rule of law. Specifically,
in rule of law, there are supply-side constraints, which have resulted in a paucity of judges and
lawyers,6 with implications for the cost and availability of legal representation.7
5. In 2010, the National Assembly approved the 18th Amendment to the Constitution, which
devolved administrative and budgetary authority to provincial governments. While the
establishment of local authorities at the district level is still in progress, strengthening of local
institutional capacities are important in the wake of the country’s decentralization policy.8
6. While Pakistan has approved a raft of new policy reforms and ratified several international
treaties pertaining to environmental issues and democratic governance, challenges remain in
translating international instruments into national laws and implementation thereof. 9
7. Economic and political empowerment of women has improved in Pakistan over the last few
years. The female literacy ratio increased from 40 per cent in 2004-2005 to 49 per cent in 2014-
2015.10 Currently, females occupy 20.6 per cent of seats in the National Assembly and 18.3 per cent
of seats in the Senate, demonstrating their increasing importance in decision-making and strategic
roles.11 The Balochistan and Khyber Pakhtunkhwa assemblies have elected women as their speakers

1 Pakistan Bureau of Statistics, Provisional Summary Results of 6th Population and Housing Census-2017
http://www.pbs.gov.pk/content/provisional-summary-results-6th-population-and-housing-census-2017-0.
2 Planning Commission, International Growth Centre, the Framework for Economic Growth, 2011.
3 Ministry of Planning, Development and Reform, Pakistan 2025: One Nation – One Vision.
4 There has been improvement in its ranking on the corruption perception index 2016

(https://www.transparency.org/news/feature/corruption_perceptions_index_2016); however, Pakistan remains 116

out of 176 countries.
5Bertelsmann Stiftung transformation index (2016) Pakistan Country Report. Available at https://www.bti-

project.org/fileadmin/files/BTI/Downloads/Reports/2016/pdf/BTI_2016_Pakistan.pdf.
6There are fewer than two judges for every 100,000 residents of a province. (Siddique, O., 2013. Pakistan's

experience with formal law: an alien justice. Cambridge University Press, p. 20.).
7United Nations, Common country assessment for Pakistan, 2016, p. 53.
8United Nations, Common country assessment for Pakistan, 2016, p. 7.
9United Nations, Common country assessment for Pakistan, 2016, p. 18.
10Pakistan Social and Living Standards Measurement Survey, Pakistan Bureau of Statistics.
11Official websites for the National Assembly of Pakistan and the Senate of Pakistan

(http://na.gov.pk/en/all_members.php#; http://www.senate.gov.pk/en/women_list.php?id=-

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and have been proactive in enacting provincial legislation to address women empowerment issues.
However, gender gaps and inequality still remain a developmental challenge, as evidenced in the
gender development index.12
8. Economic growth peaked at 5.3 per cent13 in 2016-2017, the highest in a decade, as a result of
improvements in the agriculture and services sectors. The overall macroeconomic stability, rise in
foreign direct investment and domestic demand have contributed to rising economic growth.
However, even higher economic growth is required to meet the poverty reduction objectives of the
2030 Agenda for Sustainable Development. Official unemployment stands at 5.87 per cent,14 with
youth unemployment at 10.75 per cent15 out of a total labour force of 61.04 million.16 Pakistan needs
to create 1.5 to 2.5 million jobs per year to accommodate the annual entry of over four million youth
to the job market.17
9. Consumption-based poverty fell from 57.9 per cent in 1998-1999 to 29.5 per cent in 2015-
2016,18 while multi-dimensional poverty fell from 55.2 per cent in 2004-2005 to 38.8 per cent in
2015-16.19 Yet despite progress in reducing absolute poverty, achieving sustainable human
development for all Pakistanis remains an objective. Pakistan ranks 147 on the human development
index,20 which can be further improved by reducing inequalities and uneven development,
particularly in rural areas.
10. Despite a volatile regional situation, Pakistan has been able to reduce the number of terrorist
attacks and casualties over the past few years.21 However, since terrorism has become a global
threat, like many other countries in the region, Pakistan remains vulnerable, costing the country over
$118.32 billion in the past 15 years. 22 This has also resulted in hampering the Government’s efforts
to focus on the development goals it sets for itself.
11. Pakistan is also highly vulnerable to environmental risks, ranking seventh on the global climate
risk index 2017.23 These risks include droughts, glacial lake outbursts, floods and earthquakes
(Pakistan lies on one of the most active seismic zones in the world). Deforestation impacts
biodiversity, ecosystems and community livelihoods, especially for women in rural and tribal areas,
and climate change only exacerbates the country’s significant challenges.

II. Programme priorities and partnerships

12. Given this contextual analysis and the national development priorities of the Government,
UNDP will leverage its strong, trusted relationship with the national and provincial governments to
accelerate a strong development-oriented agenda,24 anchored in the UNDP core mandate and new
strategic plan, 2018-2021. The strategies of this country programme have been informed by
recommendations generated in the recent assessment of development results (ADR),25 stakeholder
consultations and UNDP-established areas of comparative advantage.

1&catid=261&subcatid=2&cattitle=Members of Senate).
12 UNDP, Human Development Report, 2016.
13 Pakistan Bureau of Statistics, Economic Survey of Pakistan, 2016-2017.
14 https://data.worldbank.org/indicator/SL.UEM.TOTL.ZS?locations=PK.
15 https://data.worldbank.org/indicator/SL.UEM.1524.ZS?locations=PK.
16
Economic Survey, 2015-2016.
17 UNDP, National human development report, 2015, Pakistan’s demographic transition: Young adults,

human capital and jobs. See also, Islamabad Policy Research Institute, Pakistan’s youth bulge: human
resource development challenges (http://www.ipripak.org/pakistans-youth-bulge-human-resource-
development-hrd-challenges).
18 Economic Survey, 2015-2016.
19 Ibid.
20 Pakistan’s human development index stood at 0.55 in 2015.
21Global terrorism index 2016 and global peace index 2017.
22 Economic Survey, 2015-2016.
23 German Watch (https://germanwatch.org/en/press).
24 The recommendation to pursue a strong development-oriented programme (e.g., support to state-

building) featured prominently in the recent assessment of development results (2017).

25 Independent Evaluation Office of UNDP, Assessment of development results (draft report),

February 2017.

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13. UNDP will pursue the implementation of this country programme through the following three
tiers:
(a) Fostering an enabling environment in legislation, regulatory frameworks and development
policies, drawing on South-South best practices;
(b) Strengthening the capacity of institutions and systems at all levels to provide innovative
solutions and implementation support for governance, environmental sustainability and
stabilization processes;
(c) Supporting the Government in community-level interventions that promote scalable
solutions focused on building local capacities.
14. The country programme will concentrate on achieving two outcomes that are aligned with the
Vision 2025 and priority areas of the United Nations Sustainable Development Framework
(UNSDF) for Pakistan /One-UN Programme III, 2018-2022, as agreed with the Government.
Outcome 1 (UNSDF Outcome 9): Increased effectiveness and accountability of governance
mechanisms26
15. At the enabling environment level, UNDP will support the shaping and implementation of
legislative reforms, regulatory frameworks and strategic policies that strengthen the application of
democratic principles and processes of good governance. It will pay special attention to promoting
integrity, transparency and accountability, as well as greater response to voice, inclusion,
participation and women’s empowerment.
16. At the institutional level, UNDP will capitalize on the achievements of the previous cycle as
recognized in the ADR by investing in systematic capacity development to:
(a) Support the democratic process through assistance to the National Election Commission,
Parliament and provincial assemblies. UNDP will assist women parliamentarians’
caucuses for effective oversight and participation, in addition to extending support to the
formulation of legislation to advance decentralization. This will include the devolution of
accountability, transparency and fiscal management, alongside support for inter-provincial
mechanisms, most prominently using the organization’s comparative advantage of having
access to the Federally Administered Tribal Areas (FATA) in support of reform processes.
(b) Pursue service delivery and administrative reforms in cooperation with the UNDP
Global Centre for Public Service Excellence for South-South Cooperation. The
institutional performance index will be rolled out to promote the responsiveness of public
sector institutions and the citizen satisfaction index will be introduced as a complementary
accountability and performance tool based on citizen’s perception of service delivery.
(c) Support the primary rule of law institutions, including the police and criminal justice
bodies to increase access to justice and legal aid. UNDP will also strengthen the federal
and provincial institutional capacities for the effective implementation of governance
mechanisms contributing to enhanced public service delivery.
(d) Strengthen capacities for achievement of the Goals at the national and provincial level,
which will include horizontal coordination across sectors and public-private partnerships,
and vertical coordination across various levels of the Government. This will include
identification of gaps and assessment of progress towards the Goals through research,
analysis, innovation and advocacy, including the national human development index, the
multi-dimensional poverty index and the development finance assessment.
(e) Support strategic policy dialogue through multi-stakeholder consultations with
parliament, provincial assemblies, federal and provincial ministries, district authorities, the
media, civil society, the private sector and academia. UNDP will also support the Ministry
of Planning, Development and Reform through the Multidimensional Poverty Peer
Network27 and similar global and regional cooperation initiatives, and will continue to

26Outcome 9, United Nations Sustainable Development Framework /One-UN Programme III (2018-2022).
27The Multidimensional Poverty Peer Network comprises ministers and senior officials from nearly 30
countries. The network provides a platform to members to share their experiences and exchange views and
knowledge about the use of multi-dimensional poverty approach in their countries for policy-making and

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publish the quarterly Development Advocate Pakistan journal to broaden dialogue on key
development topics.
17. At the community level, UNDP interventions to strengthen local governance will aim to
improve service delivery through better targeting, participatory decision-making and accountability
for results. To maximize local impact, UNDP will scale up successful interventions, such as the
strengthening rule of law programme in Khyber Pakhtunkhwa, to other provinces in partnership
with the provincial governments.
18. To achieve outputs under outcome 1, which are integral to the UNSDF, 2018-2022, UNDP
will exercise its comparative advantage within the United Nations system in the area of governance
and forge partnership arrangements with the International Organization for Migration (IOM), the
United Nations Educational, Scientific and Cultural Organization (UNESCO), the United Nations
Population Fund (UNFPA), the United Nations Human Settlements Programme (UN-Habitat), the
Office of the United Nations High Commissioner for Refugees (UNHCR), the United Nations
Children’s Programme (UNICEF), the United Nations Office for Drugs and Crime (UNODC), the
United Nations Entity for Gender Equality and the Empowerment of Women (UN-Women) and the
World Health Organization (WHO).
Outcome 2 (UNSDF Outcome 6): Enhanced resilience and socioeconomic development of
communities28
19. At the enabling environment level, UNDP will build on its important contribution from the
previous cycle by integrating disaster risk management and climate change strategies into national
policy frameworks, public finance management systems and implementation mechanisms. UNDP
will also support access to global climate/environment resources, such as the Global Environment
Facility and the Green Climate Fund.
20. On building institutional capacities, UNDP will help the Ministry of Finance and provincial
finance departments to mainstream climate finance and strengthen institutional planning, budgeting
and implementation of integrated disaster risk management and climate change actions. It will
strengthen the capacities of the national and provincial disaster management authorities to work in
high risk areas.
21. Coordinated with outcome 1, supporting the Government at the community level, UNDP will
target areas with high levels of poverty and high exposure to climate change risks. UNDP will
address these development challenges by creating livelihoods and employment opportunities,
strengthening resilience, promoting climate change adaptation and working towards sustainable
natural resource management. UNDP will apply its social and environmental screening
methodology29 to identify and manage risks, and strengthen achievement of positive development
outcomes, including gender equality and women’s empowerment. UNDP will also pursue recovery
activities that promote rehabilitation and resilience and build local partnerships in areas most
affected by displacement.
22. To achieve this, UNDP will capitalize on its comparative advantage in the areas of climate
change and disaster risk management, being the first organization to access the Green Climate Fund
for Pakistan. UNDP will scale up its glacial lake outburst floods programme to help authorities and
communities in northern Pakistan to address the impact of melting glaciers and changing monsoon
patterns, which trigger floods and landslides. The programme will help to expand innovative early
warning and mitigation measures30 to cover nearly 100 per cent of the country’s glaciated areas,
ultimately benefitting 29 million people. UNDP will also assist community-based disaster risk
management efforts in high risk areas, and will strengthen preparedness and emergency response

poverty reduction. The network is coordinated by the Oxford Poverty and Human Development Initiative
(OPHI) based at Oxford University, United Kingdom. OPHI also serves as secretariat for the network. The
Ministry of Planning, Development and Reform became a member of the network in 2014. More information
about the network is available at: http://www.ophi.org.uk/wp-content/uploads/web_21.07_MPPN-
brochure_2014.pdf.
28 Outcome 6, United Nations Sustainable Development Framework/One-UN Programme III (2018-

2022).
29 http://www.undp.org/content/undp/en/home/librarypage/operations1/undp-social-and-environmental-

standards.html.
30 For example, installation of weather stations, rain gauges, discharge equipment and gabion walls to protect

against landslides.
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systems. It will mobilize grassroots-level organizations for environmental protection through the
Global Environment Facility Small Grants Programme.
23. In pursuit of achieving outputs under outcome 2, UNDP will leverage its comparative
advantage within the United Nations system to spearhead support for national authorities and people
in pursuit of the resilience agenda in close collaboration with the Food and Agriculture Organization
of the United Nations (FAO), IOM, UNESCO, UNICEF, the United Nations Industrial
Development Organization (UNIDO), UN-Habitat, UN-Women, the World Food Programme
(WFP) and WHO.
Achieving the Sustainable Development Goals in Pakistan
24. UNDP will focus on empowering women to ensure that women are not just beneficiaries but
genuine agents of change at all levels. Women’s leadership and empowerment will be integrated to
feature prominently within all areas of UNDP programming in Pakistan.31 UNDP will pursue an
enhanced partnership with UN-Women.
25. UNDP will build on what has proven to work in Pakistan and remains dedicated to its flagship
programmes where they have delivered strategic development results:
(a) the FATA reforms and recovery programme;
(b) the rule of law programme;
(c) the glacial lake outburst floods initiative; and
(d) the pioneering strategically oriented Sustainable Development Goals policy and
implementation support at national and provincial levels.
26. UNDP will enhance national ownership for the Goals through joint programming and co-
financing. Successful implementation of the country programme is contingent on the mobilization
of domestic resources amounting to 30 per cent of the total envelope. UNDP will leverage private
sector funding for the Goals by utilizing a mix of instruments to attract private sector investors,
including the development of an engagement strategy to scale up partnerships by accessing
corporate social responsibility initiatives and exploring blended finance models.
27. UNDP will pursue provincial-level programming in this programme cycle, since devolution32
represents a development game changer in Pakistan. Consistent with this approach, UNDP remains
committed to maintaining its field presence in all provinces.
28. UNDP will exploit its position as the South-South development knowledge broker to ensure
that Pakistan secures the benefits from the exchange of innovative solutions, technologies and
investment models for accelerated attainment of the Goals. UNDP will continue to promote the
development impact of the China-Pakistan Economic Corridor and facilitate cooperation among
countries sharing the Himalaya, Hindu-Kush, Karakoram and Tien Shan mountain ranges.
29. UNDP will pursue partnerships with the Government, United Nations organizations and the
private sector to meet the goals of the country programme, such as scaling up the successful private-
public partnership model for youth employment in Sindh and other provinces. UNDP will deepen
its own collaboration with United Nations organizations to ensure that humanitarian, early recovery
and resilience-oriented programming at all levels contributes to the country’s sustainable longer-
term development outcomes.

III. Programme and risk management

30. This country programme outlines UNDP contributions to national results and serves as the
primary unit of accountability to the Executive Board for results alignment and resources assigned
to the programme at country level. Accountabilities of managers at the country, regional and
headquarters levels with respect to country programmes is prescribed in the UNDP programme and
operations policies and procedures, and the internal controls framework.

31UNDP has ongoing programmes in Pakistan working on women empowerment (e.g., youth employment in
Sindh, rule of law in Khyber Pakhtunkhwa, refugee affected hosting areas in Balochistan, climate change/disaster
risk reduction in Gilgit-Baltistan and Chitral, etc.). Current funds come from the governments of Balochistan and
Khyber Pakhtunkhwa, the Green Climate Fund, the governments of the United Kingdom and United States, and
others.
32 In accordance with the 18th amendment.

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31. The country programme will be nationally executed in close collaboration with the Government
at all levels to ensure ownership and accountability for achieving development results (the
Economic Affairs Division of the Ministry of Finance remains the main counterpart). Different
implementation modalities (national, direct and/or non-governmental organizations) will be used
and partners will be selected on the basis of comparative advantage and capacities and with a view
to building sustainable impact. The multi-stakeholder (governmental, donor and community/civil
society) project review boards and project steering committees will continue to serve as oversight
mechanisms. UNDP will also increasingly deliver services to the Government, on its request, to
enhance development effectiveness in addressing development challenges.
32. In accordance with Executive Board decision 2013/9, all direct costs associated with project
implementation will be charged to the concerned projects. Based on this Executive Board decision,
UNDP policy on cost recovery of organizational costs, including UNDP human resources, incurred
in the implementation of a development programme, will be included in the project budget and
directly charged against it.
33. The harmonized approach to cash transfers will serve as the operational framework to manage
financial risks with government and non-government implementing partners, while building
capacities as needed.
34. The UNDP approach is to accept informed risks and undertake proactive mitigation, drawing
on the findings of the ADR and lessons from past engagement. Opportunities to make a difference
are enormous, given the increase of national ownership reflected through government cost-sharing.
The main risks include:
(a) The regional geo-political situation of Pakistan and the political transition expected with
the 2018 election, which may possibly lead to policy shifts affecting the development
agenda and the nature of demand for UNDP support. The country programme is structured
to provide maximum flexibility, permitting adjustments as required.
(b) The risk of insufficient funding, which demands greater national responsibility for
financing development using domestic resources. UNDP will scale up its partnerships for
government financing and with private sector and international financial institutions to
mobilize non-core funding and invest UNDP regular resources in innovative solutions.
(c) The length of time key strategic engagements require. Success depends on strong field
presence with co-location, regular communication at all levels, and use of national and
international experts and networks to leverage policy dialogue. For many years, FATA
reforms, for example, made little or uneven progress. Through UNDP support, the
Government has laid the foundation for more recent, productive engagements in FATA
governance reforms that have begun to tackle long-term issues deeply ingrained within
institutions of the political economy.
(d) Vulnerability to disasters and climate hazards, which UNDP will address through early
warning and risk management arrangements. Additionally, strengthened policy
frameworks and institutional capacities will enhance the Government’s willingness to
focus on climate change mitigation and adaptation measures.
35. The country programme envisages an indicative financing envelope of about $252 million over
the programme period, of which about $17.4 million will come from regular resources and $235
million from other resources, such as government, third-party, South-South and thematic trust funds.

IV. Monitoring and evaluation

36. The country programme monitoring and evaluation framework is integral to the results
framework of the UNSDF. As the indicators of the new UNDP strategic plan, 2018-2021, UNSDF
2018-2022, and the Sustainable Development Goals are in the process of finalization, the results
framework will be adjusted based on the final strategic documents. UNDP instituted the systematic
tracking for accountability and results (STAR), a web-based platform that links project activities to
the strategic plan, country programme and project indicators. The platform enhances transparency,
through open-sourced access to progress on achievements and financial tracking, and provides a
snapshot to detect impact at any interval point.
37. The simpler country programme results framework, with fewer outcomes, helps to keep the
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engagement focused, while adoption of three entry levels to programming facilitates monitoring and
reporting on results. A successful example of this approach is visible in UNDP efforts to improve
performance and transparency in public institutions by establishing performance monitoring
mechanisms at federal levels.
38. UNDP will strengthen monitoring and evaluation practices to generate disaggregated data
through: (a) periodic reviews, midterm and final evaluations; (b) earmarking at least 5 per cent of
each project budget to data collection, monitoring and evaluations; (c) emphasizing the review of
results at strategy and portfolio levels; and (d) expanding the use of third-party monitoring and
impact evaluations by engaging with local development partners.
39. UNDP will place particular emphasis on enhancing effective data-gathering instruments
pertaining to the areas of this country programme, which enables evidence-based policy
development and the generation of disaggregated data (for example, by using STAR, Sustainable
Development Goals data mapping, and data ecosystems to support implementation and monitoring).
40. In areas with limited access, UNDP will work through local partnerships and collaborative
arrangements to ensure results and accountability.
41. Gaps in national data undermine efforts to address the different dimensions of development
challenges, reducing the country’s ability to track development progress. More data will be required
to support evidence-based policies, to which the ongoing census will contribute. UNDP will provide
its support to the Bureau of Statistics and provincial bureaus, if so requested, in order to enhance
their capacities to identify data gaps and test innovative and technological solutions to generate data
and strengthen systems, including monitoring and annual development plans for the Goals.
42. UNDP will contribute to the development and monitoring work of the United Nations
Programme Monitoring and Evaluation Group to facilitate coordination, joint programming and
harmonized results-based management approaches. It will maximize use of national data and
monitoring and evaluation systems, and strengthen capacity for quality data generation.

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Annex. Results and resources framework for Pakistan (2018-2022)

NATIONAL PRIORITY: Vision 2025: Pillar 3 – Governance, institutional reform and modernization of the public sector.

Outcome 1: (UNSDF Outcome 9): Increased effectiveness and accountability of governance mechanisms.33

UNDP STRATEGIC PLAN OUTCOME 3: Countries have strengthened institutions to progressively deliver universal access to basic services.
Data source and Indicative resources
UNSDF outcome
frequency of data Indicative country programme outputs (including indicators, Major partners/ by outcome (in
indicators,
collection, and baselines targets) partnerships thousands of United
baselines and targets
responsibilities States dollars)
UNSDF34 indicator 9.1 World Bank, Output 9.1: Democratic governance of state institutions, including Implementing Regular: 3,771
(IRRF35 outcome indicator Pakistan Bureau of Parliament, provincial assemblies, local governments and electoral partners: Other: 93,500
7.3): Extent to which post Statistics, Election management bodies, strengthened to be responsive to citizens and Government of Total: 97,271
2015 agenda and the Commission of accountability, for improved service delivery. Pakistan; Election
Sustainable Development Pakistan, Commission of
Goals are integrated and Law and Justice CPD output indicator 9.1.1 (IRRF indicator 2.1.1): Extent to Pakistan; Senate of
adapted into national Commission of which Parliament, legislative and electoral institutions meet Pakistan; National and
development plans and Pakistan, minimum benchmarks to perform core functions effectively. four provincial
budgets Ministry of Baseline: Scale: 2. To a minimum extent. assemblies; Ministry of
Planning, Target: (2022): Scale: 4. Fully. Interprovincial
UNSDF indicator 9.2 Development and Coordination
(IRRF outcome indicator Reform, CPD output indicator 9.1.2 (Goal 5.5.1): Proportion of seats held Departments; local
3.3): Access to justice Judicial Statistics of by women in national parliaments and local governments. government
services disaggregated by sex Pakistan, UNDP Proxy indicator: Extent to which measures taken by legislature departments; law
and population group Human results in enhanced participation of women in departments;
Development Report national/provincial/local elections.
UNSDF indicator 9.3 Baseline: Scale: 2. To a very partial extent. Funding partners:
(IRRF outcome indicator Target: (2022): Scale: 5. To full extent. Governments of
2.1): Extent to which there is Germany, United
open access to data on CPD output indicator 9.1.3 (IRRF indicator 3.2.2): Extent to Kingdom and Northern
government budgets, which national/provincial governments/administrations are enabled Ireland
expenditures, and public by having functioning development planning, budgeting and
procurement monitoring systems for improved services in response to priorities
voiced by the public.
UNSDF indicator 9.4 Baseline: Scale: 2. To a very partial extent.
(IRRF outcome indicator Target: (2022): Scale: 5. To full extent.

33 To be adjusted once UNSDF is finalized.

34 United Nations Sustainable Development Framework for Pakistan.
35 Integrated results and resources framework.

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2.3): Output 9.2: Strengthened functioning, financing and institutional Implementing

Proportion of women to men capacities facilitate access to justice and improve redress partners:
in parliaments mechanisms by the rule of law institutions. Provincial justice
departments, informal
CPD output indicator 9.2.1 (IRRF indicator 3.4.1): Extent to bar associations,
which victims, especially women, have access to justice, informal justice sector
disaggregated by sex. actors
Baseline: Scale: 1. Not adequately. civil society
Target: (2022): Scale: 4. Largely. organizations

CPD output indicator 9.2.2 (IRRF indicator 3.4.2/Goal 16.3.1): Funding partners:
Extent to which victim’s grievances reported cases are addressed by Provincial governments,
relevant competent authorities or other officially recognized dispute European Union,
resolution mechanisms, disaggregated by sex. Governments of the
Baseline: Scale: 1. Not adequately. Netherlands and
Target: (2022): Scale: 4. Largely. Switzerland
Output 9.3: Through active citizen engagement, Funding partners:
national/provincial governments shape public policy priorities and Ministry of Planning,
establish planning, financing and monitoring mechanisms, Development and
facilitating implementation of the Sustainable Development Goals. Reform;
Ministry of Finance;
CPD output indicator 9.3.1 (IRRF indicator 7.2.2): Extent to Planning and
which national and provincial systems, strategies and programmes development
use updated and disaggregated data to monitor progress against the department for
Goals as an integral part of national development goals. provinces;
Baseline: Scale: 1. Not adequately. federal and provincial
Target: (2022): Scale: 4. Largely. bureaux of statistics

CPD output indicator 9.3.2 (Goal 17.18.1): Extent to which Goal

indicators are produced at the national/provincial level, with full
disaggregation when relevant to the target, in accordance with the
Sustainable Development Goals.
Baseline: Scale: 1. Not adequately.
Target: (2022): Scale: 4. Largely.

CPD output indicator 9.3.3 (IRRF indicator 7.7.1): Evidence of

UNDP Human Development Report and other Goals-related
documents contribute to policies, regulations and systems.
Baseline: Scale: 1. Not adequate.
Target: (2022): Scale: 4. Significant.

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NATIONAL PRIORITY: Vision 2025: Pillar 1 – Putting people first: developing human and social capital; Pillar 4 – Energy, water and food security.

Outcome 2: (UNSDF Outcome 6): Enhanced resilience and socioeconomic development of communities.36

RELATED STRATEGIC PLAN OUTCOME 5: Countries are able to reduce the likelihood of conflict and lower the risk of natural disasters, including from climate change.
Output 6.1: National and provincial policies, systems and Implementing Regular: 4,860
institutions enabled to achieve structural transformation and partners: Other: 141,300
promote inclusive economic, social and political opportunities. FATA Secretariat; Total: 146,160
Department of Home
CPD output indicator 6.1.1 (IRRF indicator 3.1.1): Extent to and Tribal Affairs,
which core functions of government are strengthened. Khyber Pakhtunkhwa;
Baseline: Scale: 2. Very partially. Provincial departments
Target: (2022): Scale: 4. Largely. of planning and
development; Sindh
CPD output indicator 6.1.2 (IRRF indicator 1.1.2): Extent to Technical and
UNSDF indicator 6.1 which policies, systems and institutional measures are in place at Vocational Training;
Pakistan Bureau of
(IRRF outcome indicator the provincial levels to generate and strengthen engendered Khyber Pakhtunkhwa
Statistics, the World
1.5): Hectares of land that are employment and livelihoods. Economic Zones
Bank, Ministry of
managed sustainably under a Baseline: Scale: 1. Not adequately. Development and
Labour and
conservation, sustainable-use Target: (2022): Scale: 4. Largely. Management Company;
Manpower, ILO,
or access-and-benefits- Provincial Disaster
Ministry of Climate
sharing regime Output 6.2: Revitalized productive capacities are sustainable and Management
Change,
generate employment opportunities and improvement in sustainable Authority/Provincial
National/Provincial
UNSDF indicator 6.2 livelihoods as part of broader development efforts. Reconstruction,
Disaster
(IRRF outcome indicator Rehabilitation and
Management
6.3): Economic loss from CPD output indicator 6.2.1 (IRRF indicator 1.1.1/Goal 8.3.1): Settlement Authority
Authority,
disasters as a proportion of Number of new jobs and other livelihoods generated, disaggregated
Environmental
the exposed gross domestic by sector and subsector, by sex, age and by wage category. Funding partners:
Protection Agency
product Baseline: Jobs: 1,500 (Women = 1,100; Men = 400); Livelihoods: Governments of Japan,
100 (Women = 50; Men = 50). Norway, United
Target (2022): Jobs: 10,000 (Women = 6,000; Men = 4,000); Kingdom and Northern
Livelihoods: 5,000 (Women = 2,500; Men = 2,500). Ireland, United States;
United Nations Trust
CPD output indicator 6.2.2 (IRRF Indicator 6.1): Extent to Fund for Human
which critical benchmarks are met for social and economic Security;
recovery after a disaster, inclusive of gender equality and women's UNDP; Telenor
empowerment principles. Pakistan; Saudi Fund
Baseline: Scale: 1. Very partially. for Development
Target (2022): Scale: 3. Largely. (SFD);

36 To be adjusted once UNSDF is finalised

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 DP/DCP/PAK/2

UNDP Bureau for

Crisis Prevention and
Recovery

Output 6.3: Legal and regulatory frameworks and policies are in Implementing
place, and institutions capacitated for the conservation, sustainable partners:
use, inclusive access and benefit-sharing of natural resources, Government of
biodiversity, chemicals, waste management and ecosystems. Pakistan; provincial
governments; Ministry
CPD output indicator 6.3.1 (IRRF indicator 2.5.4): Extent to of Finance; Ministry of
which national/provincial planning and budgeting mechanisms for Climate Change;
conservation, sustainable use, inclusive access and benefit-sharing planning and
of natural resources, biodiversity and ecosystems exist and are development
implemented, integrating gender equality. departments; Gilgit-
Baseline: Scale: 1. Not adequately. Baltistan/ Khyber
Target (2022): Scale: 4. Largely. Pakhtunkhwa
International Institute
CPD output indicator 6.3.2 (IRRF 5.3.3): Extent to which for Sustainable
disaster and climate-risk management plans and implementation Development; Centre
measures at national and provincial levels are inclusive and for Climate Research
effective (e.g., including the collection of disaggregated data, and Development
gender analysis and targeted actions).
Baseline: Scale: 1. Not adequately. Funding partners:
Target (2022): Scale 4. Largely. Governments of Italy,
United Kingdom and
CPD output indicator 6.4.2 (Goal 12.4.2): Hazardous waste Northern Ireland;
generated per capita and proportion of hazardous waste treated, by Global Environment
type of treatment. Facility; Green Climate
Proxy indicator: Extent to which hazardous chemicals and waste Fund; Government of
are efficiently handled, disposed and reported. Gilgit Baltistan; UNDP
Baseline: Scale: 1. Not adequately.
Target: (2022): Scale 4. Largely.

Output 6.4: In line with international conventions and national

policy frameworks, implementation mechanisms are effectively
introduced that promote sustainable use of natural resources, protect
ecosystem and biodiversity and effectively manage and mitigate the
threats to this process (chemicals, waste, CO2 emissions, etc.).

CPD output indicator 6.4.1 (IRRF indicator 1.3.2): Number of

jobs and livelihoods created through management of natural
resources, ecosystem services, chemicals and waste, disaggregated

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by sex, and rural and urban.

Baseline: Jobs: 10,000 (Women = 5,000; Men = 5,000);
Livelihoods: 2,000 (Women = 500; Men = 1,500).
Target: (2022): Jobs: 25,000 (Women = 12,500; Men = 12,500);
Livelihoods: 15,000 (Women = 5,000; Men = 10,000).

Estimated resources required for 2018-2022:

Regular: $8,631,000
Other: $234,800,000
TOTAL: $243,431,000

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