Research Methodology - Pakistan Water Gateway | A …waterinfo.net.pk/sites/default/files/knowledge/FATA... · Web viewFATA Assessment Study (South Waziristan Agency) Final Report

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FATA Assessment Study

South Waziristan Agency(Final Report)

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FATA Assessment Study (South Waziristan Agency) Final Report

Contract Number: GBTI II Task Order No. EEM-4-07-07-00008-00

Contractor Name: Chemonics International, Inc.

USAID Technical Office: Office of Economic OpportunitiesUSAID Pakistan

Date of Report: June 7, 2012

Document Title: FATA Assessment Study (South Waziristan Agency)Final Report

Authors’ Names: Sohail Younas Moghal, Team LeaderShahin Shah Safi, Project Manager/Value Chain ExpertDr. Usman Mustafa, Value Chain ExpertKhalid Mahmood Rasool, Policy, Institutional and Work Force ExpertZafar Habib, Policy & Institutional Development ExpertJaved Iqbal, Capacity Building Expert

FINCON Consulting Inc.

SOW Title and Work Plan Action: USAID Pakistan FIRMS Project<SOW title and Component><Work Plan Action ID number>

FIRMS Project Page 2


Data Page

Name of Component: Private Sector Development

Authors:

Sohail Younas Moghal Team LeaderShaheen Shah Safi Project Manager/Value Chain ExpertDr. Usman Mustafa Value Chain ExpertKhalid Mahmood Rasool Policy, Institutional and Work Force ExpertZafar Habib Policy and Institutional Development ExpertJaved Ahmad Capacity Building Expert

Practice Area: <Private sector development>

Key Words

Apple, Capacity building, Development, Economy, Extension Services, FATA, FDA, FATA Secretariat, FCR, IDP, Institutional Framework, Livestock, Mehsud, Market, Peach, Pine Nut, Policy, Political Agent, Potato, Production, Remittances, Sector, Skills Development, South Waziristan, Technical Education, Tomato, Training, USAID, Value Addition, Value Chain, Walnut, Wazir, Workforce



Abstract

South Waziristan is the largest Agency of FATA which has suffered at the hands of extremist elements and a subsequent military operation during the recent years. This has led to disruption of normal life and displacement of large segment of the local population from their homes. Government is undertaking peace restoration and rehabilitation efforts in the Agency. These efforts are being complemented by USAID through investments in various infrastructure projects like roads, irrigation dams and electricity transmission lines.

For restoration of livelihood opportunities and initiating a sustainable growth in South Waziristan, it is important to understand governance, institutional framework and dynamics of the local economy and identify viable solutions. The report provides an assessment of South Waziristan’s agriculture-based economy. A broader analysis of the overall policy and institutional framework has been carried out and constraints have been identified. The report includes a workforce analysis to identify areas for skills training for local youth for generating employment potential for them in other regions of Pakistan and in overseas markets. The report also identifies all the important sectors of the local economy which can quickly contribute to sustainable growth in SWA. Value chain analyses of three selected sectors, Apple, Pine nut and Livestock, have been carried out to identify their strengths and understand the constraints hindering realization of true potential of each sector. The report identifies specific projects which may be taken up by FIRMS/USAID for initiating a sustainable growth process in short to medium term timeframe.



Abbreviations

Abbreviation ExplanationADB Asian Development BankBDSP Business Development Service ProviderCCS Cadet College SararoghaCSO Civil Society OrganizationDAP Di Ammonium PhosphateFATA Federally Administered Tribal AreasFCR Frontier Crimes Regulations FDA FATA Development AuthorityFGD Focus Group DiscussionFIFA FATA Investment Facilitation AuthorityFR Frontier RegionFS FATA SecretariatFSDP FATA Sustainable Development PlanGCMS Government College of Management SciencesGOP Government of PakistanGTI Government Technical InstituteIDP Internally Displaced PersonIOM International Organization for MigrationISMC Input Sales and Marketing CenterKP Khyber Pakhtunkhwa LG & RD Local Government and Rural DevelopmentMFVDP Malakand Fruits and Vegetables Development ProjectMICS Multiple Indicator Cluster SurveyNGO Non Government OrganizationNWA North Waziristan AgencyPA Political AgentPCNA Post Crisis Need AssessmentPEI Poverty Eradication Initiative PPP Public Private PartnershipROZ Reconstruction Opportunity ZoneSAFRON State and Frontier RegionsSDC Skill Development CenterSFDP South FATA Development ProjectSMEDA Small and Medium Enterprise Development AuthoritySRSP Sarhad Rural Support ProgramSWA South Waziristan AgencyTACCI Tribal Areas Chamber of Commerce and IndustryTOR Terms of ReferenceUNESCO United Nations Educational, Scientific and Cultural OrganizationUSAID United States Agency for International DevelopmentVCD Value Chain DevelopmentWITE Waziristan Institute of Technical EducationWSDC Women Skill Development Center



Table of Contents

1.0 EXECUTIVE SUMMARY.......................................................................................................8

2.0 BACKGROUND AND INTRODUCTION...........................................................................122.1 Introduction to South Waziristan Agency.............................................................................122.2 Demographic Profile of South Waziristan Agency...............................................................122.3 Economic Profile of South Waziristan Agency....................................................................14

3.0 SOUTH WAZIRISTAN AGENCY – A SITUATION ANALYSIS....................................173.1 Post-Military Operation Scenario.........................................................................................173.2 Current State of Physical, Local and Economic Infrastructure.............................................173.3 Economic Infrastructure........................................................................................................213.3.1 South Waziristan Economy and Livelihoods........................................................................213.4 Business Enabling Environment...........................................................................................233.5 IDPs crisis.............................................................................................................................233.6 Roles of Different Stakeholders in SWA..............................................................................23

4.0 POLICY AND INSTITUTIONAL ANALYSIS....................................................................254.1 Political Structure Analysis in SWA Context.......................................................................254.2 Institutional structure of FATA.............................................................................................264.3 Analysis of Laws Governing FATA in Context of SWA.....................................................294.4 Agriculture Markets and Marketing Regulations/Laws........................................................334.5 Judicial System - Jirga..........................................................................................................334.6 Local and Foreign Remittances.............................................................................................344.7 Recommended Projects for Policy and Institutional Development......................................35

5.0 WORKFORCE ANALYSIS...................................................................................................365.1 Current Situation of Technical Education.............................................................................36

6.0 VALUE CHAIN ANALYSES.................................................................................................406.1 Sector Selection.....................................................................................................................406.2 Apple Sector Value Chain Analysis......................................................................................416.3 Pine Nut Value Chain Analysis.............................................................................................496.4 Livestock Sector Value Chain...............................................................................................55

7.0 STRAETGY, RECOMMENDATIONS AND WORKABLE PROJECTS........................607.1 Strategy Components............................................................................................................607.2 Recommended Projects.........................................................................................................617.3 Implementation Approach.....................................................................................................78

8.0 APPENDICES..........................................................................................................................808.1 Appendix 1 - Study Objectives and Methodology................................................................808.2 Appendix 2 - South Waziristan Climate...............................................................................838.3 Appendix 3 – Tehsil-wise Population and Rural Localities Size in SWA............................848.4 Appendix 4- Population Density, Male-Female Split, Household Size, Age Distribution...858.5 Appendix 5 – Tribe-wise Population Distribution of SWA..................................................898.6 Appendix 6 - Population Split by Mother Tongue................................................................908.7 Appendix 7 – School Enrollment Rates, Literacy and Higher Education in SWA...............918.8 Appendix 8 – Ownership Status and Construction Material of Houses................................98



8.9 Appendix 9 – Access to Civic Facilities in South Waziristan............................................1008.10 Appendix 10 – Main Crops Profile of South Waziristan....................................................1058.11 Appendix 11 – Fruits Sector Profile of SWA.....................................................................1088.12 Appendix 12 – Vegetable Sector Profile of SWA..............................................................1108.13 Appendix 13 - Livestock Profile of SWA...........................................................................1128.14 Appendix 14 – Mineral Profile of South Waziristan Agency.............................................1138.15 Appendix 15 – Industry Profile of SWA.............................................................................1148.16 Appendix 15A – Landholding Profile.................................................................................1158.17 Appendix 16 – Road Network in FATA.............................................................................1168.18 Appendix 17 – Current IDPs Situation...............................................................................1178.19 Appendix 18 – Peach Sector Value Chain Analysis...........................................................1188.20 Appendix 18 – Value Chain Analysis of Tomato...............................................................1238.21 Appendix 20 – Potato Value Chain Analysis......................................................................1308.22 Appendix 21 – Walnut Value Chain Analysis....................................................................1348.23 Appendix 22 – Pine Nut Classes (product grades)..............................................................1398.24 Appendix 23 – Livestock Diseases in SWA.......................................................................1398.25 Appendix 24 - FGD Participants, List of Key Informants and Pictures.............................140



1.01.0 EXECUTIVE SUMMARYEXECUTIVE SUMMARYSouth Waziristan Agency (SWA) is the largest Agency of FATA, accounting for one fourth of FATA’s total area. Agriculture is the main source of livelihood of the local people. The Agency has been a victim of conflict during the recent years. A military operation, launched to combat the ongoing militancy, has caused a large segment of population to migrate to other regions of Pakistan. With the improvement of security situation in the Agency, Government of Pakistan (GOP) has initiated steps for restoration of routine life in the Agency. USAID is supporting GOP in these efforts by investing in large infrastructure development projects. Such efforts need to be complemented by interventions aimed at restoring livelihood activities so as to restart economic growth process in the region. For that, it is important to first understand the local economy. The present report is a step in that direction and presents an assessment of SWA by identifying the potential sectors and proposing an economic growth strategy for the Agency.

There are around ten different tribes living in South Waziristan. As per 1998 census, Mehsud is the largest tribe with 56.8% share and Wazir the second largest with 23% share of the total population. Major segment of population is associated with different subsectors of Agriculture. Horticulture is the main sector of SWA; with the Agency holding about 75% share in total fruit production and 30% share in total vegetable production of FATA. SWA has large forests, including Pine Nut and Walnut trees. Major share of agriculture production is in Wazir area where the terrain includes fertile plains; unlike Mehsud areas which mostly consist of mountainous terrains. Livestock is a very important sector and is kept by almost every household of the Agency. Industries and minerals are not large sectors in SWA. An important source of income for local people is in the form of remittances.

As a result of military operation, a substantial area has been cleared by the Pakistan Army but some strategic areas are still controlled by militants. Road infrastructure is badly damaged due to the ongoing conflict in the area. Overall situation of access to civic facilities in SWA is not satisfactory. FATA Secretariat is the main institution managing administrative, planning and development issues of FATA. FDA is the other organization established to implement development projects. For supporting agriculture and livestock sectors of SWA, government’s extension structures also exist. But uncertain security situation, coupled with inherent capacity weaknesses, act as barriers to efficient service delivery. There is no legal framework for agricultural marketing in SWA, similar to that in settled areas. Major fruits and vegetable markets are owned and managed by group of local traders; with selected market elders to oversee market operations and dispute settlements.

SWA, being a part of FATA is governed through FCR. Political Agent is the authority responsible for managing all administrative matters. In 2011, as part of FATA Reforms Package, amendments have been suggested in FCR through which funds given to PAs have been brought under the audit. FATA Tribunal can now hear the complaints of the tribal people against political administration. Political Parties Order has also been extended into FATA. All these actions are expected to contribute towards the broader objective of mainstreaming FATA with the rest of Pakistan. There are around 43 Pakistani laws which have been extended to FATA; however, these laws do not include Banking Rules and Regulations, Land Revenue Acts, Civil & Judicial laws, SECP Rules and regulations, Contract Laws, Customs Acts, Forestry Acts, Seeds and Livestock regulations. The judicial system of settled areas is not extended in South Waziristan. In protected areas, criminal and civil cases are decided by the Political Officers vested with judicial powers. In non-protected areas, cases are decided under the FCR through a local Jirga, a council of elders, at the Agency level. Hence, a proper legal framework and legal recourse is not available for investors.

The bulk of SWA workforce is comprised of unskilled and semi-skilled worker and engaged in low paid manual jobs in industrial and commercial sectors. Limited economic opportunities force the youth to move to settled areas of Pakistan for meaningful employment. Around 43% of SWA households receive local remittance from family members working in Pakistan and around 14% households receive foreign remittances.



There are three broad categories of technical education in SWA: Commerce and technical education falls in the domain of FATA Secretariat while vocational training is managed by FDA. There is only one Government Technical Institute and one Government College of Management Sciences in SWA. Technical training opportunities for women are offered by FDA through its Women Skill Development Centers (WSDC) where certificate-level courses in tailoring, knitting and embroidery are taught. 42 WSDCs are operating in FATA of which 10 are in SWA. In Institutions Based Training (IBT) program of FDA, selected students from FATA are trained in leading vocational training institutes of settled areas. FDA gives stipend of PKR 2000 per month to each student. Around 10% of the passed out students are from SWA. Trades of heavy machinery operator, building electrician, quantity surveyor, auto mechanic and computer were some courses in which maximum number of students qualified. FDA also facilitates on-job training in which selected students from FATA are employed with private sector organizations for getting practical experience. 59 students are enrolled under this program; of whom none is from SWA. Pakistan Army has established Waziristan Institute of Technical Education (WITE) in SWA where training is provided in seven trades including building (electrical), auto mechanic, carpenter, mason. nursing, welding and driving.

Apple, Pine Nut and Livestock sectors were selected for conducting detailed value chain analyses and proposing development initiatives. Key factors considered for prioritizing sectors included presence of indigenous strength, wider impact for the economy, potential for improvement and sustainability of interventions.

Apple is the largest fruit produced in SWA; contributing around 15% to national apple production. Apple orchards are clustered in and around Wana. The orchards are not developed as per the recommended practices due to lack of awareness. There is no availability of saplings of improved varieties due to unavailability of proper nurseries in the Agency. There is limited access to fertilizers and pesticides due to unsatisfactory security situation. Available inputs are adulterated; there is no inspection mechanism. There is low awareness about optimal dose requirements for inputs. High cost of fuel makes irrigation and use of farm machinery difficult. Tree management techniques like pruning are not practiced. All such factors lead to a situation where apple productivity is below optimal levels. Fruit grading is practiced; but trained graders are not easily available. About 30% of the low grade apple is marketed within FATA in gunny bags and jumble packs. 70% better quality apple is marketed in settled areas; Lahore being the biggest market. Other important markets for SWA apple are D.I Khan, Peshawar and Islamabad. About one fourth of this fruit is marketed in modern cardboard boxes and the major share in traditional wooden crates. There is no use of individual or collective trademark or brand. The farmer thus loses the potential value he can get from same produce by using better presentation and improved marketing. There is no marketing association of apple sector stakeholders. Access to market information is difficult. All such factors erode the bargaining position of apple farmers. Access to finance through formal channels is nonexistent, but traders get credit from commission agents.

Pine Nut is an important source of livelihood in forested areas of Shakai, Angoor Adda and Mehsud areas of SWA. Ownership of the forest is on tribe/clan basis. Local population attempts to regenerate pine nut trees by planting seeds, but survival rate is only 3-5%. Farmers do not pay attention to use of pesticides, fertilizers and irrigation for Pine trees. There is lack of awareness about recommended practices for use of farm inputs. Two main diseases, tree drying and cones infection cause huge damage to trees and reduces pine nut production. Harvesting of pine nuts is done manually in a very unsafe manner. Improper methods damage branches of tree which affects the next year’s production. Post harvest operations of nuts extraction, grading and packing are carried out using very traditional tools and skills which results in increasing wastages. Cone collectors sell their nuts in the local markets to the agents of the wholesale market; Bannu being the biggest and Lahore the second largest market. Small volumes are also sold in Rawalpindi and Peshawar markets. The entire pine nut production from SWA is sold in unroasted form. Local farmers/traders lose this potential value due to their ignorance about the process. There is no marketing association of pine nut entrepreneurs and they have limited access to market information.



Livestock is an integral part of SWA economy and about 98% households rear livestock. It is the major source of livelihood for Mehsud population. In small ruminants, goat is more common than sheep; while in large ruminants, cow is more common. The sector is characterized by highly inefficient farm management practices. Only in-house breeding is practiced with no practice of artificial insemination. There is no proper feeding system for animals. Small and large animals are openly grazed. There is no proper housing and sanitation for small or large ruminants. Disease incidence is high leading to low milk and meat productivity. There is no service availability for animal vaccination. The farmer gets very basic support from medical stores and unqualified veterinary practitioners. There is no formal slaughterhouse in SWA. Butchers slaughter animals in their shops. There is no proper livestock marketing system; main markets being in major subdivisions Sarwakai, Makeen and Wana. There is no organization or association of producers or market intermediaries. There is no market committee or market act implemented in SWA. There are no skin/wool markets and these by-products are sold at low rates to local shopkeepers. There is no marketing of milk and the surplus milk is used for making butter, etc. Due to forced displacement of Mehsud population, the local population has completely lost their livestock.

Based on the findings of the research, an integrated economic growth strategy has been proposed; targeting all important constraints. The proposed strategy has six components: i) policy and institutional reforms, ii) production and productivity enhancement, iii) strengthening marketing linkages, iv) promotion of value addition, v) skills training, and vi) entrepreneurship promotion. In each of these areas, workable projects have been identified for the three selected value chains and the two crosscutting themes of policy and institutional development and workforce development. Brief project profiles follow:

POLICY AND INSTITUTIONAL DEVELOPMENTNeed Assessment and Proposals for Regulatory Reforms Package: Undertake need assessment of regulatory framework for SWA/FATA for its short to medium term requirements to provide an enabling business environment and improve governance for gradual transformation of the regulatory framework for the Agency.

Strengthening Institutional Capacity and Capability: Develop/strengthen institutional capacity of senior officials of FS, FDA and line departments to meet the challenge of implementing the proposed regulatory framework.

Integrated Agriculture Supply and Advisory Center: Develop need based, private sector driven integrated centers at three subdivisions of SWA to offer agriculture input supplies and advisory to farmers.

Development of Lost Micro and Small Enterprises: Assist the IDP families to help them regain their lost livelihood businesses through a grant based initiative.

WORKFORCE DEVELOPMENTInstitution-based Technical Training: Arrange and sponsor six months to one year training of students from SWA with well known and accredited technical institutes from settled areas in diversified skill sets/vocational trade.

Financial Assistance for General Education: Provide financial assistance to youth of SWA who might be forced to leave their general education due to financial constraints.

APPLE SECTORApple Nurseries Development Project: Facilitate/promote apple orchard development in South Waziristan Agency with improved varieties by providing support for establishment of nurseries and by directly providing plants to the farmers in Wazir and Mehsud areas.

Establishment of Model Orchards on Farmers’ Fields: Establish new model apple orchards in South Waziristan Agency for demonstration of apple farming best practices.



Integrated Apple Orchard Management Project: Improve apple farm productivity by creating awareness on best practices, training local farmers, providing direct technical advice to farmers, demonstrating the effectiveness of recommended practices, sharing cost of agriculture inputs, training of extension workers and private service providers in SWA.

Improved Apple Packaging and Marketing Project: Add value to SWA apples through interventions for promoting apple grading and use of cardboard packaging, applying modern marketing techniques like using individual trademarks and brands.

PINE NUT SECTORPine Nut Productivity Enhancement Project: Bring in improvements in pre-harvest, harvest and post-harvest practices of Pine Nut. Interventions will include training and provision of proper harvesting and post-harvesting tools.

Strengthening Marketing Linkages of Pine Nut Entrepreneurs: Impart marketing strength to Pine Nut farmers and traders by organizing them in groups, improving access to market information, arranging visits to major dry fruit markets in Pakistan and developing linkages with potential traders.

Promoting Pine Nut Roasting in SWA: Build capacity of Pine Nut entrepreneurs and provide technical support for roasting of Pine Nuts. Roasting machinery and training will be provided to partner farmers/traders.

LIVESTOCK SECTORLivestock Development and Productivity Enhancement: Enhance productivity of livestock sector by enhancing the service delivery capacity of government and private sector, improving provision of veterinary services, educating households on recommended livestock management practices on animal breeding, housing, nutrition, etc.

Livestock Restocking in SWA: Facilitate resettling of Mehsud IDPs families in their homes by providing them the sets of small, large ruminants and poultry birds; along with balanced ration for the animals.

Training Program for Animal and Poultry Management: Provide training to family members managing livestock for improving productivity.

Successful implementation of development initiatives in SWA requires that peace prevails in the Agency and there is an active participation of the local communities in the process. The implementing team needs to take Pakistan Army on board as presently, it is the most important stakeholder in the Agency. FATA Secretariat and FDA should be included as project partners. Main implementation partner should be a community organization which is aware of the local conditions and possesses demonstrated experience of implementing projects in SWA. The implementing partner should work in collaboration with other donor driven initiatives to develop synergies and ensure optimal usage of development funds.



2.02.0 BACKGROUND AND INTRODUCTIONBACKGROUND AND INTRODUCTIONSouth Waziristan Agency (SWA) is the largest agency of the Federally Administered Tribal Areas (FATA) of Pakistan; spread over an area of 6,620 square kilometers; accounting for 24.3% of FATA’s total area. Agency’s estimated population in 2009 was 529,871 which was 13.2% of FATA’s total population. Agriculture is the main source of livelihood in the Agency. SWA has seen many challenges in the recent years. Responding to extremist militancy in the Agency, a military operation, launched in 2008-09, has disrupted the lives of the local people. Infrastructure is severely damaged and large segment of the local population has been forced to leave its homes and live as internally displaced persons (IDPs) in relatively secure places like D I Khan, Tank and other cities of Pakistan.

Presently, the Agency faces huge challenges like unsatisfactory security situation, damaged infrastructure, destroyed houses, damaged water channels causing scarcity of irrigation water, limited market access, inadequate support services for the local enterprises, etc. As a follow up of military operation, Government of Pakistan has initiated steps for restoration of routine life in the Agency. The efforts of the government are being complemented by number of donors and international development agencies. USAID has invested funds in number of infrastructure projects in SWA for construction of new roads and irrigation dams and restoration of electricity distribution infrastructure.

In order to provide support for restoration of livelihood activities and initiate the process of economic growth, it is important to understand the local economy. This requires conducting an assessment of the local economy so as to identify potential sectors where some focused interventions may be implemented to initiate a sustainable growth process in short to medium term timeframe. The present report endeavors to meet this objective. Key requirements of the project TOR and the study methodology have been presented in Appendix 1.

2.12.1 Introduction to South WaziristanIntroduction to South Waziristan Agency AgencySWA is bounded by North Waziristan Agency in north, D I Khan in east, Balochistan in south and Afghanistan in north. SWA has a cold climate in winter with snowfall in some places; while in summer, the climate is pleasant. Average temperatures in Agency during different months in 2008-09 are shown in Appendix 2.

The Agency is divided into three subdivisions, Wana, Serwakai and Ladha; and eight Tehsils; Birmal, Ladha, Makeen, Sararogha, Serwakai, Tiarza, Toi Khulla and Wana. As per 1998 census, Wana was the largest Tehsil accounting for 21% and Makeen the smallest, accounting for 7% of the total population. The Census data identified 357 localities in South Waziristan Agency all of which were classified as rural. Tehsil-wise population distribution and average size distribution of localities is shown in Appendix 3.

2.22.2 Demographic Profile of South Waziristan AgencyDemographic Profile of South Waziristan Agency11

South Waziristan Agency is thinly populated with estimated population density of 80 persons per square km; lower than the average figure of 147 for FATA.2 The population density increased from the reported figure of 65 persons in 1998; compared to 108 for FATA. As per 1998 census, average household size in SWA was 8.5, compared to 9.3 for FATA. 45.9% of the Agency’s population was under 15 years of age.3 Details of population density, average household size, gender split and age-wise distribution in SWA are presented in Appendix 4.

1 Demographic data presented in this report has mostly been taken from Population Census 1998 and the extrapolated figures available in FATA Development Statistics 2009. Along with these, Multiple Indicator Cluster Survey (MICS) FATA-2009 has also been used for social development indicators. MICs has sample based data on the selected indicators for the year 2007. The approach has been to use the latest available statistics from different sources. While evaluating the presented data, it is important to consider the fact that these were the indicators when security situation in SWA was normal. Due to existing conflict situation, the actual situation on ground is ought to be different. 2 FATA Development Statistics, 20093 FATA Multiple Indicator Cluster Survey-2009



There are more than ten different tribes living in South Waziristan. Wazir and Mehsud are the two largest tribes constituting more than three fourth of the total population. As per 1998 census, Mehsuds have the largest population in SWA accounting for 56.8% and Wazirs for 23% of Agency’s total population. Mehsud population has a concentration in Tehsils Ladha, Makeen. Sararogha. Serwekai and Tiarza. Wazir population resides mostly in Tehsils Birmal and Wana. Dotani and Suleman Khel are the other important tribes who live mostly in Tehsil Toi Khula. Tehsil Wana has the most diversified mix of population with around nine different tribes living there. Appendix 5 shows the detailed tribe wise distribution in different Tehsils.

Pushto is the most commonly spoken language in South Waziristan. As per the Population Census of 1998, 97.3% of the population had Pushto as their mother tongue. After Pushto, Urdu is the most common language in the Agency. Tehsil-wise details with respect to mother tongue are shown in Appendix 6.

SWA had an overall literacy rate of 20.3% in 2007. Literacy rates of male and female populations were 31.9% and 5.5% respectively.4 There was no noticeable improvement in literacy rate in the Agency since the last population census in 1998; when , the literacy rate was reported to be 19.8%. This was higher than FATA’s average rate of 17.4%. As per the Census, female literacy in SWA was only 2.6% which was lower than the FATA’s average of 3.0%. Mehsud population is more literate than Wazir population. In 1998, Mehsuds had a literacy rate of 23.8%; compared to 12.9% for Wazirs. Toji Khel was the most educated tribe of SWA with literacy rate of 31.9%. Details are presented in Appendix 7.

As per MICS survey, 97.6% of SWA population lived in their own houses5; while the Population Census 1998 reported 95.5% living in their own houses. About 80% of the total houses of SWA were built from unbaked blocks and earth bound materials and only 10% population used baked bricks. For roofs as well, cheaper materials like wood and bamboo were used by 84% of the population. Only 1.2% of the houses in SWA were built with the modern day roofs using lintels. 11.2% of Mehsud households while 6.8% of Wazir households had ‘pacca’ houses. Majority of these houses in Mehsud areas have been destroyed due to conflict situation. Details about ownership status and the type and construction material of houses are shown in Appendix 8.

Regarding access to civic facilities, in 2007, 54.5% population of SWA used improved sources of drinking water; protected well and protected spring being the two most common sources.6 As per population census 1998, only 24% of the population used inside source of clean drinking water. 5% of Mehsud households and 4.6% of Wazir households had access to potable water. For sanitation, as per MICS, latrine facility was available to only 24.8% households; the rest using open fields. This figure was lowest amongst all six agencies which were included in MICS survey. Related results in 1998 census were different where latrine facility was reported to be available to 35.5% of SWA households.

58.7% of the households used electricity as a source of lighting while 39% used kerosene oil. 60.6% of the Mehsud households had electricity while for Wazirs, this facility was available to 49% households.7 Most commonly used fuel for cooking in SWA is wood. As per MICS, 97.6% households use firewood as cooking fuel while for as per the data of 1998 census, 93% of the households used wood. Details of access to civic facilities are presented in Appendix 9.

4 Multiple Indicator Cluster Survey-20095 Ibid6 Ibid7 Population Census, 1998


Wazir Tribe23.1%

Mehsud Tribe56.8%

Other Tribes20.1%

Tribal Distribution in South WaziristanSource: Population Census 1998


2.32.3 Economic Profile of South Waziristan AgencyEconomic Profile of South Waziristan AgencySWA is a rural economy with Agriculture as the most important sector. Major segment of population is associated with different subsectors of Agriculture; including main crops of wheat and maize and horticulture crops of fruits and vegetables. The Agency also has large forests, including Pine Nut and Walnut, which act as source of income for the local people. Livestock is another very important sector of SWA. Almost every household of SWA keeps livestock to meet their meat and milk needs. Small ruminants are also kept for commercial purposes. The presence of non agriculture sectors like industries and minerals is much less pronounced in SWA compared to those in other agencies of FATA. Another important source of income for the local people is through remittances from locals working overseas or in other parts of Pakistan.

2.3.12.3.1 Overview of Economic Sectors of SWAOverview of Economic Sectors of SWA88

2.3.1.12.3.1.1 Main cropsMain cropsSouth Waziristan is a smaller player in FATA in the production of main crops contributing only 6.5% of the total production of main crops in FATA in 2008-09. Wheat and maize are the two main crops produced in the Agency. However, their productions are insufficient to even meet the local food requirements. However, realizing that only 2.7% area of SWA is presently cultivated (8.1% for FATA), it can be inferred that in long term, there is potential to increase main crops production in the Agency. In terms of yields, SWA lags behind by wide margins. Average yield of wheat in SWA in 2008-09 was 1.33 tons per hectare; compared to 3.43 tons for Sindh and 2.69 tons for Punjab. Similarly, in maize, average yield of SWA was 1.56 tons while that in Punjab was 4.92 tons. Brief profile of main crops sector of SWA is presented in Appendix 10.

2.3.1.22.3.1.2 Horticulture (Fruits)Horticulture (Fruits)Horticulture is the most important sector of South Waziristan. The Agency is the biggest producer of Kharif (summer) fruits in FATA. In 2008-09, total of 70,412 tons of fruits were produced in SWA which accounted for 76.6% of the total production of FATA. A wide variety of fruits are produced in SWA including apple, peach, almond, persimmon, plum, apricot, water melon, pear, musk melon, pear, grapes and walnut. In Rabi (winter season), there is little production of fruits in FATA. Citrus, loquat and mulberry are produced in some areas, but SWA is not a recognized producer of these fruits. Apple is the largest fruit of FATA and South Waziristan. In 2008-09, SWA produced 64,535 tons of apple which accounted for 73.4% share of FATA’s and 92.3% of SWA’s total Kharif fruit production. On a national level, apple production of SWA translates into 14.7% of total production.

Bajaur, 4,030 , 4.4%

Khyber, 924 , 1.0%

Kurram, 5,738 , 6.2%

Mohmand, 1,940 , 2.1%

North Waziristan,

5,442 , 5.9%Orakzai, 1,659 ,

1.8%

South Waziristan,

70,412 , 76.6%

All FRs, 1,755 , 1.9%

Kharif Fruits Production Distribution of FATA 2008-09(Values in tons) Apple

92.9%

Peach2.3%

Plum0.7%

Almond0.4%

Pomegranate0.3%

Pear0.3%

Grapes0.4%

Water Melon1.4%

Walnut0.2%

Musk Melon1.0%

Persimmon0.0%

South Waziristan Kharif Fruits Production - 2008-09

Apple production is concentrated in and around Wana which is a Wazir area. There is insignificant apple production in Mehsud areas since most of those areas are mountainous where it is difficult to establish orchards.

8 The data presented on different sectors of South Waziristan Agency has been taken from FATA Development Statistics-2009; which have been compiled by Bureau of Statistics (FATA Cell), Planning and Development Department, FATA Secretariat, Peshawar.



Peach is the second largest fruit produced is SWA. In 2008-09, 1604 tons of peach was produced in the Agency which was 39% of FATA’s production and 2.8% of combined productions of FATA and KP. Peach production is done mostly in Wazir areas. Fruit sector profile of SWA is presented in Appendix 11.

2.3.1.32.3.1.3 Horticulture (Vegetables)Horticulture (Vegetables)South Waziristan is the most important Agency of FATA in case of vegetables as well. In 2008-09, total production of Kharif vegetables in the Agency was 9,992 tons, which was 30.1% of the FATA’s total production.

Bajaur, 4,145 , 12.5%Khyber, 612 ,

1.8%Kurram, 4,648 ,

14.0%

Mohmand, 8,722 , 26.3%

North Waziristan, 3,424 , 10.3%

Orakzai, 945 , 2.8%

South Waziristan,

9,992 , 30.1%

All FRs, 733 , 2.2%

Kharif Vegetables Production Distribution of FATA 2008-09(Values in tons)

Lady Finger, 535 , 5.4%

Tinda, 330 , 3.3%

Brinjal, 500 , 5.0%

Bitter Gourd, 675 , 6.8%

Tomato, 6,902 , 69.1%

Bottle Gourd, 672 , 6.7%

Other, 378 , 3.8%

SWA Kharif Vegetables Production - 2008-09(values in tons)

A wide variety of Kharif vegetables are produced in SWA. Tomato is the largest vegetable of the Agency claiming 69% of the share of total vegetables production. The share of SWA in Rabi vegetables is not significant. In 2008-09, total Rabi vegetables produced in SWA were 852 tons which only accounted for 3.4% of the total production of FATA. Tomato is the largest vegetable in the Agency with Kharif production of 6902 tons in 2008-09; which accounted for 28% of FATA’s production. Tomato is produced mostly in Wazir areas. Other important vegetable is potato which is produced mostly in Mehsud areas. Profile of SWA vegetables production is shown in Appendix 12.

2.3.1.42.3.1.4 Pine Nut and WalnutPine Nut and WalnutAlong with rugged mountains and fertile plains, the terrain of FATA is also covered with forests. South Waziristan has the largest forest covered area. Pine Nut and Walnut are two important products of SWA. Pine Nut is an expensive product which is sold at high prices in local and export markets. The product is considered to be a specialty since it is not abundantly grown. Most of the production of Pine Nut is in Wazir area.

Walnut is the other important dry fruit nut of South Waziristan which is cultivated by large number of people. Total production of Walnut in the Agency in 2008-09 was 171 tons which was not large when compared with those of other agencies.

2.3.1.52.3.1.5 LivestockLivestockLivestock is one of the most important sectors of SWA and 98% of households in SWA own livestock.9 It serves as a mean of subsistence and supplements the nutritional needs of families. It is also a mean for serving the guests and acts a cash source when money is needed in emergency. As per the Livestock Census 2006, in small ruminants, goat population was about two times of that of sheep population. In large ruminants, cattle are the main animals with buffaloes being around ten percent of the total large ruminants population. Domestic poultry is also kept by the households providing meat and eggs to the families. Livestock population of SWA in comparison with other agencies is shown in Appendix 13.

Livestock sector has been struck really hard in Mehsud areas since the people were unable to take their livestock with them as they were forced to be displaced due to conflict.

9 Multiple Indicator Cluster Survey-2009



2.3.1.62.3.1.6 Non Agriculture SectorsNon Agriculture Sectors

2.3.1.6.12.3.1.6.1 MineralsMinerals Natural minerals constitute an important economic sector of FATA. The local terrain is host to multitude of minerals carrying large economic value. Unlike other six agencies, South Waziristan is the only agency from where there is no production of any mineral. There has not been much exploration for assessing and tapping the mineral potential of SWA. A comparison of mineral extraction in different agencies of FATA is shown in Appendix 14.

2.3.1.6.22.3.1.6.2 IndustriesIndustries South Waziristan is the least industrialized Agency of FATA. As per the official data, in 2007-08, there were only three industrial units in SWA where fifteen employees used to work. The least industrialized status of SWA is also verified from another survey10 according to which there are only nine industrial units in SWA which is the lowest number amongst all agencies. Three of these units have been closed due to conflict situation in the Agency. Appendix 15 shows the industry profile of SWA.

2.3.1.72.3.1.7 RemittancesRemittancesRemittance plays an important role in the economy of South Waziristan. They constitute an important source of disposable income for the families. On an average, one to two persons from every household in the Agency work outside the Agency in other provinces of Pakistan or in overseas markets. Remittances data segregated on regional basis is not available. Therefore, the tune of money flowing to SWA as remittances is not known with certainty. Most of the people working going out of SWA are from Mehsud areas since they have lesser economic opportunities available to them compared to Wazirs who have fertile agriculture lands available to earn their livelihood.

10 Survey Enumeration of Industries. Service Sector Entities, Labor Force and Identifying Constraints in FATA-October 2010. Carried out by FATA Development Authority and CAMP



3.03.0 SOUTH WAZIRISTAN AGENCY – A SITUATION ANALYSISSOUTH WAZIRISTAN AGENCY – A SITUATION ANALYSIS

3.13.1 Post-Military Operation ScenarioPost-Military Operation ScenarioThe pivotal role of South Waziristan Agency in regional conflict and congregation of militants in the area culminated to Operation Reh-e-Nijaat in June 2009. A substantial area of the Agency has been cleared by the Pak Army but few strategic areas are still controlled by the militants. Many parts of Agency have volatile security situation whereas somewhat normalcy exists in Wazir populated areas and in those Mehsud areas which have been cleared of militants by Pak Army.

The civic life, physical and economic infrastructure was badly disrupted and damaged before and during the military operation. The extent of disruption to economic and trading activities was well summed up in a joint study in 2010 conducted by international donors including WHO, FAO and FATA Secretariat, “…terrorism and military operations affected negatively the functioning of FATA markets. The magnitude of the impact on markets varied according to the security status of each area. Wholesalers were generally most affected by lack of access to roads, bridges, road blockades and curfews while retailers were most affected by insecurity, destruction of shops, storages, and trade vehicles.”11

Pak Army displayed their sensitivity towards rehabilitation of normal life in the conflict hit areas through rehabilitation of physical infrastructure and revival of economic activities by various initiatives organized through local administration. Pak Army was instrumental not only in supporting aid and other administrative services delivery but it also assisted managing the entire IDP population housed in Tank, DI Khan and adjoining regions. Pak Army also helped the political administration to channelize the work of NGOs and humanitarian organization, both international and national/local in provision of food and non food aid. It still oversees the work of relief organizations in the Agency through Political Agent’s office and civil administration of nearby relevant districts.

Pakistan Army is also involved in number of mega infrastructure projects designed for the area through FATA Secretariat, USAID, DFID, GIZ, etc. Pak Army is actively engaged with the local administration for road construction, dams, revival of electric supply, revival of transport activity, movement to and from the Agency and maintenance of security.

3.23.2 Current State of Physical, Local and Economic InfrastructureCurrent State of Physical, Local and Economic InfrastructureFATA is one of the most underdeveloped regions of Pakistan. Its people are poorly educated, lack access to adequate health care, and are deprived of basic facilities such as sanitation and potable water.12 Same is true for South Waziristan Agency which is the largest agency in terms of area in FATA and home of over 13% population of FATA. The vast majority of population lives in rural areas with inadequate provision of civic facilities. There are only two notable urban settlements namely Wana and Sarwakai.

3.2.13.2.1 Irrigation and Water ManagementIrrigation and Water ManagementLike most of FATA areas, SWA receives little precipitation over the year. This has caused lower recharge rate of sub soil, lower the water table and reduced the quantity of water available under the surface. It was reported that current water level is generally as low as 600 to 700 feet. In South Waziristan, the karez irrigation system was in use until the 1980s. A karez is an underground irrigation channel. The system consists of a series of wells and connecting channels, and uses gravity to bring groundwater to the surface. But unfortunately, the low recharge of subsoil water sources has eventually rendered the system now inoperable.13

11 Pakistan- Food Security and Market Assessment in Crisis Hit Areas of NWFP and FATA, a joint report of FATA, FAO, WHO)12 FATA Sustainable development Plan 2007-201213 FATA Sustainable development Plan 2007-2012



Most of the farmland is irrigated through small watercourses constructed by families, clans or tribes. These traditional irrigation methods are usually temporary arrangements in nature and up for frequent disruption. Situation of tube wells operating in SWA is not different from FATA where according to the Irrigation and Hydel Directorate, there are 805 tube wells installed14. It is reported that half of the installed tube wells are no longer functioning due to high operating costs, low electricity voltage and the drawing down of the water table.

Water rights are defined through customary practices know as Nikhat (apportionment) on the basis of tribe or clan. Generally, clans residing upstream areas has the first and those living on downstream has the second right. In SWA, generally land holding are small. 19.7% own less than one acre land, 30.1% own 1-5 acre of land whereas only 1.6% own land over 15 acre. Hence, water right is a sensitive issue and effects bulk of land owner farmers.15 Appendix 15A shows the landholding profile of SWA in comparison with other agencies/FRs.

3.2.23.2.2 Roads InfrastructureRoads InfrastructureRoad network usually figures high in priority in Annual development Program of FATA but unfortunately the road network is reported insufficient and was badly damaged due to the ongoing conflict in the area. Road length comparisons for different agencies and FRs of FATA are shown in Appendix 16. Lately, Pakistan Army and USAID assisted to develop a metal road. This road is not yet extended to Angoor Adda; the customs check point on the border of Afghanistan; completion of which can open up a new era of trading and communication between two countries. The positive effects of constructed road has already reflected in 2-3 hours time saving and over 25% saving in cost of diesel/petrol if travelling from Wana to Tank or Dera Ismail Khan.

Due to peculiar environment and problems of the area, SWA lacks necessary staff, capacity, equipment and resources to construct new roads and maintain the existing road infrastructure. The cost of laying is far higher in SWA as well as FATA than those in settled area because of increased cost of material and transport. The Political Agent is authorized to approve the schemes costing up to Rs 20 million through Agency Development Sub Committee which is chaired by him. Road infrastructure schemes are usually identified by the people through Jirgas, influential Maliks or elected representatives of the area. The Governor of KP also has the powers to authorize the infrastructure schemes in exceptional cases for underdeveloped or remote areas.

The land acquisition laws enforced elsewhere in settled area do not apply in FATA. The alternate customary practice allows construction of roads or bridges to pass through “ qaumi” (tribal) land for a “ tribal commission” amounting to 6.25% of the total project cost. While planning roads or bridges on private land, the political administration meets with the local Maliks/ elders to work out a settlement through Jirga negotiations.

Access to wide ranging services and facilities are restricted due to absence of comprehensive road networks in SWA. Raw materials are not easily available and marketing of agricultural produce remains a challenge. Similarly, health care and education are affected as schools and hospitals are seldom built in remote areas. Poor road infrastructure hinders the human security mechanism as well and makes the job of law enforcing forces even more difficult.

3.2.33.2.3 Physical Planning and HousingPhysical Planning and HousingThe traditional mechanism of physical planning and housing does not exist in SWA like other agencies of FATA. Outsiders are generally not welcome to live in the tribal area. However, outsiders are allowed to work as part of their assignment of work as government staff, labor, traders and technicians by private sector. Traditionally, tribal men do not offer their houses or land for rent or even for use by government. .97.6% of households own their house whereas 1.6% live in rented house without paying any rent.16 Hence, contemporary housing market and physical planning system is nonexistent in the Agency. 14 Ibid15 MICS 200916 MICS 2009



Due to non availability of market based housing, government builds its own official buildings and residential facilities for its employees. Government complexes are usually built in a close cluster for security reasons. These complexes include government offices and staff residences, and are built with the consent of local tribe and Political Agent.

The political administration allots housing to all government employees. The political agent plays a decisive role in house allocation. It was reported that current available accommodation is based on staff strength dating back to 1970s which led to large housing gap for government employees as compared to the current requirements. Due to typical environment prevailing in the Agency and procedure involved in such constructions, the cost of building in the tribal areas is far higher than the settled areas. Additionally, security is a major concern too.

3.2.43.2.4 Clean Drinking Water and SanitationClean Drinking Water and SanitationWater supply and sanitation is the responsibility of FATA works and services department. Official records indicate that 56 percent of the population in FATA is covered by water supply schemes comprising upon community tanks and taps. It was reported that availability of water supply schemes in SWA are more or less in line with FATA average coverage. In terms of Improved Sources of Drinking Water, only 0.5 % had access to public tap, 10.2% households rely on protected spring, 21.4% reply on protected well and 8.8% rely on in house protected well. Only 8.5% households spend less than 30 minutes to fetch water whereas 50.1% had to spend 30-60 minutes and 21.50% had to spend over one hour to fetch water for their household use from the water sources17. Details are presented in Appendix 9.

Public sector schemes primarily rely on ground water consisting of tube wells whereas dug wells and infiltration galleries using electric or diesel pumps are few in number. Surface schemes are gravity based and rely on slopes and gradients to carry water to distribution points. Water supply schemes developed prior to 1992 are operated and maintained by the government. However, since 1992, water supply schemes are only developed in those areas where the resident clan or tribal agrees before hand to take over the operation and maintenance of the scheme.

Development of sanitation infrastructure has been mostly ignored by the community due to traditional dispersed style of housing and building houses on mounds and hill tops. . Only 6.1% households use flush toilets whereas 75.2% rely on open fields for excreta disposal.18 Hence, absence of provision of basic sanitation is degrading the living environment, polluting the water sources and poses a serious health hazard.

Major issues of water supply and sanitation include the political influence on new schemes which is resulting in limited and uneven coverage. High operation and maintenance cost of ground water schemes make it more difficult for communities to take over such schemes on completion. Further, lack of technical skills to properly manage these completed and handed over schemes is a threat to sustainability of these schemes. At the institutional level, there is a limited capacity and ability to cope with growing demand and complexities of the sector.

3.2.53.2.5 Rural DevelopmentRural DevelopmentThe local government and rural development directorate handles small scale projects such as sanitation, minor roads, wells and hand pumps and small irrigation schemes . Such projects are identified through a combination of community demand and consultation with the relevant authorities and handed over to the beneficiaries upon completion.

The main issue of rural development is ever increasing water scarcity and inadequate sanitation facilities. Access to many rural areas and insufficient road network compounds the woes of rural development. Access to markets is restricted due to insufficient road infrastructure and security

17 MICS 200918 Ibid



situation which adversely affects the rural livelihoods. It is reported that few or no social and recreational facilities exist for men, women and children in SWA.

3.2.63.2.6 EducationEducationSWA has schools including government run institutions as well as community schools, private schools and madrassahs (Islamic religious schools). The curriculum of government schools is developed by the federal government with input from the provinces. The provincial Public Service Commission is entrusted to recruit, hire and transfer teaching and management staff for the middle school onwards up to college level. At lower levels, most of the schools employ an average of between one and three teachers.

It was reported that many school buildings are used for other purposes including running businesses. Similarly, official statistics related to number of teachers was reported unreliable as in many cases teachers collect their salaries but hire others to stand in for them against a mutually agreed small fee. At many paces, teachers do not report to work at all. Except for two girls’ schools at Wana in South Waziristan, for example, no female teachers in that town attended school but continued to collect their salaries19. This has naturally led to distrust among the parents as many of them have opted not to enroll their children in government schools. This vacuum has resulted in rapid growth of the private sector schools in urban as well in rural areas with affordable fee structure for middle and low income families.

It was reported that enrollment is low in government run schools. The dropout rate was reported higher as well. Most common reasons mentioned for low enrollment and high dropout rates are poor teaching, teachers’ absence, at times inconvenient school location and harsh punishment to students. Among the girls, enrolment is affected by the shortage of girls’ schools and female teachers, as well as social factors such as early marriage, cultural taboos and tribal enmities that make travel hazardous.

MICS 2009 offers some revealing insights of education and facilities of education in SWA. Only 22% had access to schools in their own village whereas 78% had to go out of village for schooling. Net enrollment of primary schools ( 6-10 years age) was reported as 41.2% for males and 12.3% for females. The enrollment nosed down to 14.9% for males and 6.5% for females for middle school (10-12 years age). Literacy rate in 15-24 years age was reported as 32.2% whereas 67.8% were found illiterate.20 Agency-wise comparisons of school enrollment and literacy have been presented in Appendix 7.

A number of donors are providing support to improve education, including the Asian Development Bank (ADB), the Canadian International Development Agency, the Embassy of Japan, GTZ, Norwegian Agency for Development Cooperation, the United Nations Children’s Fund, UNESCO, USAID and the World Bank.

3.2.73.2.7 HealthHealth Health indicators for FATA are incomplete and in many cases only estimates are available. These highlight the poor state of the health care system. Infant mortality is estimated to be as high as 87 deaths per 1,000 live births, while maternal mortality is thought to exceed 600 deaths per 100,000 live births. Access to health services is severely limited, with just one dispensary, basic health unit or rural health center reported in the year 2004 for every 50 square kilometers and these facilities concentrated near the settled areas.21

There are no private hospitals in FATA, although services are offered by private medical practitioners. These include doctors qualified from Afghanistan and the former Soviet republics, who are not recognized by the Pakistan Medical and Dental Association, as well as local prayer leaders and faith healers.22

19 FATA Sustainable development Plan 2007-201220 MICS 200921 Ibid22 FATA Directorate of Health



In government facilities, the availability of human resources is insufficient in most cases with respect to trained and qualified medical staff whereas vacuum of trained staff is filled in through non-technical personnel such as dispensers, immunization staff, ward orderlies, dais (birth attendants), and malaria-, leprosy- and tuberculosis-control workers.

The major issue confronting the health care sector is restricted access to health services, especially for more vulnerable segments of the population. Currently, health planning is focused on infrastructure, whereas an equally serious problem is the availability of human resources. In terms of services, the focus remains on curative care or highly visible interventions involving short and intensive campaigns. It was reported that service delivery cannot see improvement in the absence of sufficient numbers of qualified doctors and trained paramedics to properly staff the available infrastructure.

3.33.3 Economic InfrastructureEconomic Infrastructure

3.3.13.3.1 South Waziristan Economy and LivelihoodsSouth Waziristan Economy and LivelihoodsSouth Waziristan Agency has a predominant rural economy with agriculture as the largest sector. The agricultural production is generally low due to reliance on obsolete harvesting practices, even poorer post harvesting practices, dysfunctional agricultural markets and poor market access by the farmers wherever normal harvesting is operating. Due to lack of awareness, supervision and war zone, much of natural resources are severely depleted like forest, fruit gardens and irrigation systems.

3.3.13.3.1 One Agency, Two Economic ShadesOne Agency, Two Economic ShadesUnfortunately, SWA has been the center of ongoing militancy since 2004 which has severely damaged the economic environment; more so in Mehsud areas since most of the population had to leave their homes and take refuge in neighboring settled areas of Tank, Dera Ismail Khan and other cities as IDP’s.

The economy is reported as normal or close to normal in Wazir area. The main trading center Wana is reportedly having brisk business; a trading hub for its indigenous fruits and vegetable produce, general consumer products, food and grain products, household products etc. to and from settled areas of Pakistan, neighboring area of Mehsuds and Afghanistan. The Wana market is reportedly populated with over 2,200 shops catering to the needs of various products, trade and skills.

However, the economy of Mehsud area is badly stuck in conflict with militants. At present, economic environment in Mehsud area is dominated by militants where they control significant share of Mehsud tribal area. The militants have devised and managing their own administrative set up with their own security arrangements, tax collection, and local dispute settlement mechanism and policing trade routes. As per government officials’ estimate 30% of IDPs have returned so far whereas, residents belonging to the SWA area estimate return of hardly 15% of IDPs’. Pak Army is currently in processes to clear further areas from militants to pave the way for return of 3rd phase of IDPs.

3.3.23.3.2 Markets in SWMarkets in SWAAThe main markets in SWA are in Wana, Makeen, Ladha and Kaniguram. The markets are owned by the tribesmen, at times independently and sometimes as a joint property of the tribe under the customary system of Nikat. The markets are structured in a haphazard manner like most of the markets of settled area. Mostly, the markets are centered on fruit and vegetable wholesalers, with a bus station nearby. Non locals can hardly do any business without partnership with or under the protection of a local entrepreneur. The area has been a conduit of large scale smuggled goods from Afghanistan for onward supply to settled areas and for local affluent population having purchasing power due to their domestic and foreign remittances.23

As no agricultural marketing laws exist, markets operate on a self regulated basis. Each market has its own market committee selected by its members which represents market issues with local administration and resolve market related disputes. Such market mechanism does not promote 23 Stakeholders feedback



competition, transparency in daily auctions, does not allow outside merchants to participate in auctions and does not offer a competitive trading platform to the farmers as well. Agricultural reforms are needed to improve the functioning of the agricultural markets.

A joint study in 2010 conducted by international donors including WHO, FAO and FATA Secretariat24 concluded that the crisis resulted in reduced market competition in FATA:

“ Market performance (integration) has reduced in FATA Traders’ coping strategies impact negatively households in FATA Price trends and purchasing power in crisis affected FATA

….Overall, market functioning is poor in current crisis hot spot areas of FATA (including SWA). Reduced physical access to markets, reduced food availability on markets, reduced traders’ response capacity, reduced market integration and efficiency and low household purchasing power, are all indications of weak performance of food markets in FATA”.

Wana is the major fruit and vegetable market with around thirty wholesalers. Other markets including Makeen, Ladha and Kaniguram have 10 to 15 major wholesalers mainly dealing with local vegetables and fruits with no market linkage with outside markets. But Wana market has well integrated marketing arrangements with major markets of settled areas in Punjab and KP.25

3.3.43.3.4 Financial Institutions and Access to FinanceFinancial Institutions and Access to FinanceThere are only two commercial banks in the whole SWA. National Bank and United bank has its branches in Wana mainly for government and private money transfers, deposits and local and foreign remittances. No lending to private sector is reported by these branches as banking regulatory framework is not extended to SWA area. As an alternate, most of the financial transactions are handled by money changers (Sarraaf) who act as intermediaries for the flow of funds from abroad and cities like Karachi and Lahore. Local money lenders are reportedly extending credit to the local needy borrowers at exorbitantly high interest rates, ranging from 30 to 60% per annum.

The relevant Banking laws are not extended to FATA except Banking Finance Recovery Regulation which disables the banks to extend loans to FATA areas.

Farmers are dependent on fruit and vegetable merchants to have cash advance to procure agricultural inputs in exchange of an understanding to sell their produce through them. For other businesses, the local entrepreneurs depend on their peers, family and friends, money lenders and business associates to raise required funds with or without interest charge as no formal lending source is available to them.

3.3.33.3.3 Transport SectorTransport SectorOwing to their historical understanding of transport sector, both tribes in SWA, Mehsud and Wazir, find this sector favorable to work. Transport sector can be divided into two categories; cargo transport and passenger transport. The sector can further be subdivided between intra city and intercity (inter-provincial) transport sectors. Most of the cargo trucks work on routes all across the country, between Karachi and Khyber Pakhtunkhwa, from Torkham, Khyber Agency to border with China in Northern areas.

Transport business by SWA entrepreneurs is generally an extended business activity with other businesses. Most of the trucks are owned by investors who are also involved in other businesses e.g. importers/exporters of goods, fruits/vegetables dealers, petrol pumps owners, restaurant owners, etc. The transport business allows them the outreach, develop contacts and explore other business opportunities. The sector also attracts investments from small and medium investors. It is a common practice that few families pool their resources to buy a cargo truck for one of the members of the

24 Pakistan- Food Security and Market Assessment in Crisis Hit Areas of NWFP and FATA, a joint report of FATA, FAO, WHO)25 Stakeholders feedback



family and become shareholder in the business. The investment from remittances is also utilized to invest in buying vehicles.

3.43.4 Business Enabling EnvironmentBusiness Enabling EnvironmentThe dynamics of businesses in SWA are subordinate to the tribal customs, cultural practices and local environment; marred with poor infrastructure, lack of economic opportunities, acute poverty, and lack of access to finance and prevalence of militancy.

Land revenue laws of settled areas are not applicable. Land ownership, sales and distribution is strictly carried under ‘nikhat’. In case of dispute, Jirga at local level is the forum to resolve the dispute.

Business enabling regulatory framework does not exist as such if compared to settled areas. Crucial laws like Partnership, Companies Act, and Customs Act, Land Revenues Act, banking regulations, contract laws and civil judicial framework are not extended to the Agency. Further, no institutional support system exists to pave the way for introduction of business enabling environment. A new organization named as FATA Investment Facilitation Authority (FIFA) has been established at FATA Secretariat. This dedicated organization is meant to promote enabling business environment and enterprise development in the Agency through proposing regulatory reforms.

USAID’s recently proposed initiative of Investment Promotion Council (IPC) is a step in the direction to help improve the business enabling environment in the SWA. Specific initiatives for SWA can be considered in its ambit as well.

3.53.5 IDPs crisisIDPs crisisAs a consequence of security operation in SWA during 2009, more than 41,000 families were displaced from their homes. Since the operation was primarily carried out in Mehsud dominated area, they were naturally the most affected community in this conflict. Most of the displaced population moved to nearby districts of Tank, D.I. Khan, Bannu, Lakki Marwat and Karak whereas most of the affluent families preferred to take refuge in metropolitan cities like Peshawar, Rawalpindi/Islamabad, Lahore and Karachi. As per registered IDPs data, Tank hosted about 26, 447 families whereas Dera Ismail Khan hosted 12,852 families.

The estimated number of people displaced from SWA, according to FATA Disaster Management Authority (FDMA), is about 400,000. The government organized the relief operations through military and PDMA. Relief operation included providing food and shelter to the IDPs with the assistance of international and local relief agencies for registered IDPs.

FDMA figures estimate that about 5500 families have moved back into the Agency since the start of return process from December 2010 in two phases i.e., 5,500 returned during January- July 2011 in first phase whereas 1,025 families returned during October 2011 in 2nd phase. About 34,983 IDPs families are yet to return to their homes. Details of the IDPs families returned to SWA during first and second phase are presented in Appendix 17.

3.63.6 Roles of Different Stakeholders in SWARoles of Different Stakeholders in SWACurrently, the traditional administrative setup is facing a challenge by the militant forces. Many maliks have fallen victim of militancy. Currently, militants have occupied a part of the area belonging to Mehsuds causing forced displacement of majority of population to settled areas. Military operation has cleared some of the area but still over 3/4 th or even more population of Mehsud area is unable to return. Traditional administrative setup of Political Agent is functional but now Pakistan Army is a major partner in Agency administration due to militancy. Travelling to and from the agency is restricted. USAID had made significant contribution in building and rehabilitation of roads, electric supply and dams. Access to agency is restricted; hence most of international donor agencies are not able to operate with normalcy. The gap is currently being filled in by local NGOs which are lately gaining better acceptance as compared to past.



FATA Secretariat and FDA have an elaborated administrative setup and infrastructure in place but security situation has severely constrained their institutional capability to deliver social services to the people of SWA. It appears that SAFRON, FATA and FDA has realistic understanding of ground realities, required capacity and capability to deliver social services to the areas and undertake development projects provided the political and security situation permits them to do so. As put up by a senior official, right now it looks that we may have to live with the militancy for a while until it is overpowered by state power and political will. Until then, the institutions may have to keep functioning under volatile, harsh and uncertain circumstances.



4.04.0 POLICY AND INSTITUTIONAL ANALYSISPOLICY AND INSTITUTIONAL ANALYSIS

4.14.1 Political Structure Analysis in SWA ContextPolitical Structure Analysis in SWA Context

4.1.14.1.1 Political Structure and Administrative SetupPolitical Structure and Administrative SetupSouth Waziristan Agency is one of seven agencies; collectively known as FATA. As per constitution of Pakistan (Article 1), FATA is included as territories of Pakistan. SWA is represented in the National Assembly (two seats) and senate (one seat) like other FATA agencies and is under direct executive authority of the President of Pakistan (Article 51, 59, and 247). The laws framed by the National assembly do not apply in SWA/FATA unless ordered by the President of Pakistan. The President is also empowered to issue regulations for governance and peace in the trial areas. FATA is governed primarily through Frontier Crimes Regulation 1901 (FCR). It is administered by the Governor of the KP, being the agent to the President of Pakistan with the overall supervision of the Ministry of SAFRON in Islamabad.

All decisions regarding administration and planning are taken by FATA Secretariat which was set up in 2002 and headed by an Additional Chief secretary, assisted by four secretaries and number of directors. FATA development Authority was established in 2006 and is responsible for development projects under the stewardship of a Steering Committee and Board of Directors and headed by a Chief Executive Officer. The KP Governor plays a coordinating role between federal, provincial and Civil Secretariat FATA.

4.1.24.1.2 Role of Political AgentRole of Political Agent South Waziristan Agency is administered by a Political Agent, assisted by a number of assistant political agents, tehsildars (administrative head of a tehsil), naib tehsildars (deputy tehsildar), and members from various local police (khasadars) and security forces known as levies and scouts. The summer headquarter of Political Agent is Wana whereas he spends winter at his Tank office.

The political Agent (PA) is responsible to oversee the working of line departments and various service providers from the Agency or outside the Agency. He is also responsible for handling inter-tribal disputes over boundaries or the use of natural resources and for regulating trade in natural resources with other agencies, FRs and settled areas.

The Political Agent is the key administrative figure in the agency administration and development planning. He plays a supervisory role for development projects and chairs Agency development committees comprised upon various government officials to recommend proposals and approve development projects. He also supervises the execution process of these developments e.g. inviting project tenders, evaluation of tenders, award of tenders, disbursements, project supervision, etc. Political Agent also serves as project coordinator for the rural development schemes.

Tribal areas have a peculiar history of administration and their relations with the government during pre and post independence have seen many highs and lows. Hence, interference in local affairs of South Waziristan like other agencies is kept to a minimum due to special constitutional arrangement for the area. The local tribes regulate their own affairs in accordance with customary rules and unwritten codes, characterized by collective responsibility for the actions of individual tribe members and territorial responsibility for the areas under their control. The government functions through local level tribal intermediaries known as Maliks (representatives of the tribes) and Lungi holders (representatives of sub tribes of clans) who are influential members of their respective clan or tribe. Total number of Maliks and Lungi holders is reported as 1,470.26

The Agency is divided in three Sub Divisions namely Ladha, Wana and Sarwakai; each is further divided into Tehsils. Currently, total strength of Khasaadar is reported as 3,689. In total, 900 posts of

26 FATA Secretariat



levy force are allocated for the Agency but much of Mehsud areas quota remains vacant due to ongoing conflict27.

4.24.2 Institutional structure of FATAInstitutional structure of FATA

4.2.14.2.1 FATA SecretariatFATA SecretariatFATA Secretariat was set up in 2002 headed by the secretary FATA. Until 2002, all decisions regarding the development and planning in the tribal areas were taken by the FATA Section of the KP Planning and Development Department. These decisions were implemented by the line departments of KP government (then NWFP). In view of increased strategic importance of FATA and its reflection on national security in the post 9/11 scenario and newly waged War on Terror on Afghanistan, a dedicated secretariat named FATA Secretariat was set up in 2002.

The Civil Secretariat FATA was established in 2006 to take over the decision making functions and provide a dedicated administrative office for administrative, planning and development issue relating to FATA. It is headed by Additional Chief Secretary and assisted by a number of secretaries and directors. The project implementation is carried out by the line departments of the secretariat. The Governor Secretariat of KP performs the coordinating role for interaction between the federal and provincial governments and the Civil Secretariat.

Major departments of FATA Secretariat are as follows:

i. Administration and Coordinationii. Financeiii. Law & Orderiv. Planning & Developmentv. Directorate of Projects vi. Social Welfare, Zakat & Ushrvii. FATA Investment Facilitation Authority (FIFA)

4.2.24.2.2 FATA Development Authority (FDA)FATA Development Authority (FDA)FATA Development Authority was established as a specialized development organization in 2006, to broach more innovative, fast track and participatory approach to replace the conventional straight jacket development systems. FATA Development Authority is structured on corporate and commercial lines with Public Private Partnership.28

The goals of the FATA Development Authority are to plan and execute sustainable development projects in the assigned sectors. The aim is to harness abundant human resource and exploit and add value to equally abundant natural resources of the area so as to create economic and employment opportunities in FATA29.

Political and administrative domains are continuously dealt by FATA Secretariat whereas FDA is mandated to take care of development plans of FATA. Following are major functions of FDA:

Assessment of potentials for economic development Preparation of survey, feasibility reports, and projects Industrial development including ROZs Development of minerals Development of water resources Skills development Any other sector assigned by the Governor

27 Ibid28 http://www.FATAda.gov.pk/About-FATADa.php29 Ibid


http://www.fatada.gov.pk/About-FataDa.php


FDA has a seven member Steering Committee to oversee the working of the Board with Governor KP as its Chairman with other high powered members from Federal and Provincial governments. The management of FDA is governed by a Board of Directors; a chairman, seven directors including four directors representing private sector and civil society and a secretary. The FDA is headed by Chief Executive Officer who is the Chairman of the Board as well. Functionally, FDA has four major departments; Finance, Planning, Minerals and Technical.

In the Annual Development Plan 2011-12 FATA DA has total allocation of Rs. 1,452 million for its major sectors and sub sectors including small dams/power, mineral, industries, skills development, research & development, physical planning and SME financing. 84% of development budget was allocated for ongoing schemes whereas 16% funds were allocated for new schemes.

4.2.34.2.3 Structure and Dynamics of Agriculture and Livestock Extension DepartmentsStructure and Dynamics of Agriculture and Livestock Extension Departments

4.2.3.14.2.3.1 Dynamics, Practices and Institutional Framework of Agriculture SectorDynamics, Practices and Institutional Framework of Agriculture SectorAgriculture is the lifeline of the people of South Waziristan and a nucleus of local economy. Small landholders make up the majority of farmers engaged in agriculture mainly at the subsistence level. The soil and climatic conditions favors the cultivation of cereals, fruit and vegetables but agricultural productivity is reported low. In terms of land utilization as well as irrigation, South Waziristan lags far behind the KP and the country as a whole30.

As reported by the officials; a little over 40 percent of the cultivated area in FATA is irrigated, while the remaining farmland relies exclusively on rainfall. It was reported that trend of land utilization in South Waziristan is not different than rest of the FATA. In irrigated areas, water is provided through a combination of delivery systems, including tube wells, dug wells, lift pumps and traditional communal canals.

According to figures for the year 2000, the majority of farms (33.9%) are between 0.4 and 1 hectare in size, followed by smaller agricultural holdings of less than 0.4 hectares (22.8 per cent), and slightly larger holdings of between 1 and 2 hectares (18.6 per cent). Most farmland produces a single crop each year and a very small percent of cultivated land is put to use during two seasons. 31 By far, the largest majority of farms are cultivated by owners. Land tenure is governed by customary law and falls under the categories of individual, joint family or collective ownership of the tribe (shamilat). Land settlement has not been carried out in SWA. It was reported that no legislation related to agriculture or tenancy has been extended to the Agency areas.

Selection of crops for cultivation depends upon various factors such as topography, rainfall, water availability, soil quality, land potential and management practices. Most of the cropped area is planted with cereals; wheat, barley and maize and vegetables and fruits. High value cultivated fruits include apple, apricot, peach, pine nut and walnut.

4.2.3.24.2.3.2 Department of Agriculture and Extension Services in SWADepartment of Agriculture and Extension Services in SWAThe directorate of agriculture is headed by a Director in Peshawar. A deputy Director based at DI Khan oversees the department functions in South Waziristan Agency and North Waziristan Agency. He is assisted by three Agency Agriculture Officers, one each stationed in Tehsil Wana, Ladha and Sarwakai. The total number of field assistants was reported as 24.

The main functions of department are dissemination of recommended agricultural practices, training of farmers in improving agricultural production technology, reclamation and development of cultivable waste land, quality control and regulatory measures for agriculture input/output. Currently, senior officers cannot undertake regular field visits due to ongoing security situation. Field staff is able to perform their duties in the areas where security situation is permissible.

30 Meetings with farmers and Agricultural Department at FATA Secretariat and DI Khan31 FATA Sustainable Development Plan 2007-15



4.2.3.34.2.3.3 Dynamics and Institutional Structure of Livestock SectorDynamics and Institutional Structure of Livestock SectorLivestock is an essential component of the household economy in South Waziristan Agency. Animals are a source of milk and meat and provide dung which serves both as fuel and fertilizer. Poultry is a very vital household activity as well as it helps supplementing much needed income support to many households.

Livestock serves dual economic purpose for the farmers as in normal conditions the livestock is a source of protein and income whereas it serves as a buffer in times of hardship. In case of crop failure, animals are at hand for farmers to sustain; can be culled for self or sold to the market. The size of the herd depends mainly on the household’s capacity to purchase animal feed in the winter and spring months, when natural fodder is thin on the ground. Livestock productivity is constrained by feed shortages, inadequate veterinary cover, and inferior genetic potential and poorly developed marketing facilities. Grazing normally takes place on common lands (shamilat). Ownership of livestock is individual, governed by customary law, especially when it comes to grazing.

Backyard poultry farming is part and parcel of the rural economy. Women spend a major portion of their day attending to livestock and poultry.

Extension services in South Waziristan are reported very weak in general. Current militancy and conflict has multiplied already weak extensions services. The gap thus created is filled in by private sector mainly through shops which stock some of the medicines. Some of the extension services like artificial insemination are administered by local semi skilled veterinary professionals. The agriculture directorate submit ‘complaints’ (requests) to Political Agent for administrative action to control the outbreak of disease or handle conflict over livestock, particularly with respect to nomad communities. The Political Agent also exercises authority in technical matters, and has at his disposal the services of a quarantine officer, independent of directorate, who is based in Peshawar and issues animal health certificates.32

The Political Agent office designates sites for animal trading. These market areas are contracted out annually through open auction. These animal trading markets are reported lacking the basic facilities. In rural areas, hides and skins are collected by individual small traders who then sell it to larger traders in settled areas. There is no organized system for the sale of milk and dairy products. Farmers, small-scale milk sellers, milk and dairy shops, vendors, and tea stall owners are all involved in milk marketing. Outside traders are required to obtain permission from the political agent prior to making deals with the local livestock farmers.

4.2.3.44.2.3.4 Dynamics and Institutional Structure of ForestryDynamics and Institutional Structure of ForestryForests are integral part of the SWA economy and play a significant role in local livelihoods. Forests meet the fuel, fodder and timber requirements of the local population. There are medical herbs available in the forests as well which can be a good source if commercially managed.

Though it is an independent department in FATA Secretariat, but most of its professional staff is transferred from the provincial department on a rotational basis. The directorate’s activities are restricted to small-scale interventions due to lack of necessary administrative will and technical ability. Small scale tree plantation, seed sowing and sporadic soil conservation efforts are the major activities of the department. Overall forest cover is reportedly declining as a result of prolonged periods of drought, uncontrolled grazing, pressure from fuel wood and fodder collection, and unsustainable levels of timber extraction (legally, for local use and sale, and illegally for export to areas outside FATA). 97.60% of households use firewood’s as primary means of solid fuel use causing rapid depletion of firewood resources of nearby forests33.

It was reported that no forest legislation has been extended to the tribal areas to date. As a result, legal categories of forests are not demarcated, and statutory cover does not exist to regulate extraction and

32 Directorate of Livestock and Poultry33 MICS 2009



exploitation activities. Land settlement has not been carried out making individual rights over land and forest resources difficult to assess or protect. Ownership is governed by customary law. Local tribes own all forests and pastures in their respective areas, with well-defined boundary rights in the form of individual, joint family or collective (shamilat) ownership. Most unproductive wasteland and dry land is collectively owned and used primarily as pasture. In general, more influential tribes exercise greater control over natural resources.

4.34.3 Analysis of Laws Governing FATA in Context of SWAAnalysis of Laws Governing FATA in Context of SWA

4.3.14.3.1 FCR and its AmendmentsFCR and its AmendmentsUnder Article 1 of the Constitution, the tribal areas are part of Pakistan and the fundamental rights provided therein are applicable to FATA as well. However, through Article 247, the superior courts have been barred from exercising jurisdiction in FATA.34 Thus there is no judicial forum available for enforcement of the fundamental rights. It also provides that no Act of Parliament applies to FATA, unless the President of Pakistan consents being the sole authorized entity to amend laws and promulgate ordinances for the tribal areas. The elected representatives thus have no say in administration of FATA nor are they able to legislate for their constituencies.35

On August 12, 2011, the President of Pakistan announced a FATA Reforms Package in which the Frontier Crimes Regulation (Amendment) Regulation 2011 was included.

The FCR in its original form permitted collective punishment and responsibility of family or tribe for crimes of individuals. It permitted punishment to be meted out by unelected tribal Jirgas and denied the accused the right to trial by court of law. Tribal chiefs were also responsible for handing over suspects charged by the federal government without specifying an offence. Failure to comply could make the tribal chiefs liable for punishment.

The regulation in all denied following rights to the individuals:

Those convicted for an offence by a tribal Jirga didn’t have the right to appeal in any court of law. It let the government restrict the entry of a tribal man into a settled district in the rest of Pakistan.

The discriminatory provisions of the regulation, both substantive as well as procedural - e.g. selection of Jirga members (section 2), trial procedure in civil/criminal matters (sections 8 & 11), demolition of and restriction of construction of hamlet, village or town in FATA (section 31), method of arrest/detention (section 38 & 39), security for good behavior (sections 40, 42), imposition/collection of fine (sections 22-27), etc. are in violation of the Constitution of Pakistan.

The FCR, in totality, denies tribal residents: the right to be dealt in accordance with the law; the security of person; safeguards to arrest and detention; protection against double jeopardy or self incrimination; the inviolability of the dignity of man; prohibition of torture for the purpose of extracting evidence; protection of property rights; and the equality of citizens.

4.3.24.3.2 Present SituationPresent Situation President of Pakistan promulgated the Frontier Crimes Regulation (Amendment) 2011 on August 12, widely termed as a historic development for Peace and Development in FATA. However, it was criticized by few commentators for being impractical.

For the first time, funds at disposal of political agents have been brought under the audit by Auditor General of Pakistan.

Section 58A has been inserted into the FCR to make provision for jail inspection by the FATA tribunal, while the appellate authority and political agent rules will be framed for regulating the Agency welfare fund.36

34 Proposal for FATA Reforms by Mr. Khalid Aziz (2008)35 Findings extracted from policy paper by FATA research Center, press clippings, government press releases.36 http://dawn.com/2011/08/13/major-changes-made-in-fcr-FATA-people-get-political-rights/


http://dawn.com/2011/08/13/major-changes-made-in-fcr-fata-people-get-political-rights/


Two major areas under focus were the Action (in Aid of Civil Power) Regulation and FATA Tribunal:

4.3.2.14.3.2.1 Action (in Aid of Civil Power) RegulationAction (in Aid of Civil Power) RegulationThe federal government issued two identical notifications — Action (in Aid of Civil Power) Regulation 2011 — for FATA and the Provincially Administered Tribal Areas (PATA) that give unprecedented powers to armed forces combating terrorism in these areas with retrospective effect from February 1, 2008, and also allowing them to detain terror suspects for 120 days. It is feared by some commentators that this may again lead to misuse of power and nullify the dilution of some of the draconian provisions in the FCR.

4.3.2.24.3.2.2 From FCR Tribunal to FATA TribunalFrom FCR Tribunal to FATA TribunalAnother amendment was about the FATA tribunal which is an appellate body with powers to hear complaints of the tribal people against the judgments passed by the political authority. The erstwhile FCR Tribunal comprised provincial law and home secretaries and in case of a dissenting opinion between two the issue was referred to the Chief Secretary.

Under the amended law, the tribunal consists of a chairman being a person who has been a civil servant of not less than BPS-21 having experience of tribal administration. Of its two other members, one shall be a person who is qualified to be appointed as judge of the High Court and well conversant with the local traditions, while the other should have been a civil servant of not less than BPS-20 having experience of tribal administration. Some legal commentators criticize the composition of the tribunal which makes it impractical.

4.3.2.34.3.2.3 Amendment in Political Parties ActAmendment in Political Parties ActThe President of Pakistan in August 2011 signed the Extension of the Political Parties Order 2002 to the tribal areas where, after appropriate regulations to be framed later, political parties can operate freely and present their socio-economic programs. It is hoped that with extension of Political Parties Order would allow political parties to promote their programs in tribal areas which could counter the pernicious one-sided campaign of militants to impose their ideological agenda on the people.37

4.3.34.3.3 Extension of Pakistani Laws into FATAExtension of Pakistani Laws into FATADue to peculiar and often volatile political and administrative situation in FATA, most of essential social and economic laws of Pakistan have not been extended to FATA so far. Hence, a proper legal framework and legal recourse is not available for investors where the business possibilities exist in current situation. Availability of legal framework in the areas currently under turmoil can at least assures that investment and businesses can take hold as soon as normalcy return to those areas.

Out of about 100 different laws extended to FATA, PATA, NWFP (KP) and Balochistan during last 15 years, a little above 43 laws pertained to FATA. A comprehensive list of laws extended to FATA since 1997 are summarized below:

Laws extended to FATA since 199738

Title of Act/Ordinance Notification Area to which applied Remarks

Further to amend the electoral roles (FATA) Order of 1975 (1 of 1975) President Order No. 3 of 1996 to FATA.

14.12.1996 FATA F. No. 1 (11) F. 1/95

Representation of people act of 1976 to FATA (Exemption of I.D. Card for issuance of ballot papers in FATA).

12.1.1997 FATA F. No. 15 (1) F. 1/96

Amendment in the FCR, 1901 (Regulation II of 1997) for FATA. 14.2.1997 FATA F. No. 15 (8)

F. 1/96

37 http://dawn.com/2011/08/13/major-changes-made-in-fcr-FATA-people-get-political-rights/38 SAFRON, Islamabad


http://dawn.com/2011/08/13/major-changes-made-in-fcr-fata-people-get-political-rights/


Senate (Elections) (Third amendment), Ordinance, 1996 (XV II of 1996) and 15.2.1977

FATA F. No. 9/F-IV/95

ii. Representation of the People Act (Fifth amendment), Ordinance, 1996 (CXIX of 1996) and -do-

iii. Representation of the people Act (sixth amendment), Ordinance, 1996 (CXIX II of 1996) -do-

Representation of the people Act (Fourth amendment), Ordinance, 1996 (CXIX of 1996) 15.2.1977 FATA No. F.9.

IV/95-(ii)Employment of Children Act, 1991 to FATA and PATA of NWFP 2.7.1997 FATA & PATA

NWFPNo. F. 9(12) F.IV/91

Extension of Civil Aviation Ordinance 1960 Aircraft (Removal of danger to Safety), Ordnance 1965 and the Pakistan Civil Aviation Ordinance, 1982 to FATA,s of NWFP

2.7.1997 FATA No. F. 15(9) F. IV/97

National Highway Authority 1991 (Act No. XI of 1991 to FATA & PATA of NWFP. 26.5.1998 FATA & PATA

NWFPNo. F. 15(4) F.I/96

Extension of Control of Narcotics Substances Act of 1997 (XXV of 1997) to FATA and PATA of NWFP 16.11.1998 FATA & PATA

NWFPNo. F.15(1) F.I/95 Vol.II.

Anti Narcotics Force Act, 1997 to FATA and PATA of NWFP 27.5.1998 FATA & PATA

NWFPF. No. 15-F.IV/94

Frontier Crimes (Amendment) Regulation No. I of 1998). FCR 1901 Regulation No. III of 1901) to provide for proper implementation (Enforcement of prohibition (Enforcement of Hadd) Order 1999 (P.O. No. 4 of 1979) to FATA

FATA F.No.9(2)F.IV/95.

Extension of Electoral Rolls Act and Rules framed the re-under to FATA. 20..1998 FATA F.No. 15(12)

F.I/97Repeal of the Electoral Rolls Act 1975 to the FATA of NWFP -do- FATA F.np. 15(12)

F.IV/91Extension of Electoral Rolls Act. 1974 & the Rules framed there under to FATA (Amendment (consequential) in the Representation of people Act, 1976 to FATA.

17.1.2000 FATA F. No. 15 (12) F.I/98

Amendment in FATA DC Regulation, 1970. 19.8.2000 FATA DC F. No. 15(4) F.I/2000

FATA Pure Food Regulation, 1999/2000 Pending FATA F. No. 15 (10) F.I/2000

Extension of Laws to Malakand. 21.1.2001 FATA F. No. 15(7) F.I/2000

Foreigners (Amendment) Ordinance 2000 to FATA & PATA of NWFP. 6.2.2001 FATA & PATA

NWFPF. No. 15(17) F.I/2000

Amendment in the Shari Nizam-e-Adl Regulation, 1999 (Shariat Bench) Pending FATA F. No. 15(11)

F.I/98Pakistan Travel Agencies Act, 1976 to FATA (XXX of 1976). 27.7.2001 FATA F. No. 15(1)

F.I/99The Criminal law (Amendment( Act 1901-1989 (III of 1990)The Criminal law (Amendment) Act 1991 (II of 1991)

FATA F. NO. 15 (2) F.I/2000

Extension of Section 365-A (Act of 1990 to FATA). 8.8.2001 FATA F. No. 15(19) F.I/2000

Extension of Evacuee Property Laws to PARA in NWFP. FATA F. No. 15(3)

F.I/2001



PATA (Application of Election Laws) Regulation, 2001. 9.8.2001 FATA F. No. 15(6)

F.I/2001

Final list of Union Council in FATA 3.10.2002 FATA F. Np. 11(4) F.I/2002

Extension of NWFP River protection Ord, 2002 to the Territory/Jurisdiction of FATA. 7.8.2002 FATA F. No. 11(6)

F.I/2002Surrender of illicit Arms Act 1991 Act No. XXI-2911)1 19.2.2002 FATA F. No. 11(1)

F.I/2003

Extension of Labor Laws (Amendment) Ord. 2000 to FATA 19.2.2003 FATA

F.11(10) F.I/2002 11(14) F.I/2004

Extension of Juvenile Justice Systems Ord. 2000 to PATA & FATA, NWFP. 23.11.2004 PATA & FATA

NWFPF.11(14) F.I/2004

Extension of Zakat & Ushr Ordinance 1980 (XVII of 1980) to FATA, NWFP. 26.9.2006 FATA NWFP F. No. 11(7)

P/L/2006Extension of the Regulation, Transmission & Distribution of Electric Power (XL of 1997) Power Act 1997 called NEPRA Act 1997 to FATA.

10.2.2007 FATA NWFP F.11(8) P/L/2006

Extension of PEMRA Ordinance (Pakistan Electronic Media Regulatory Ordinance, 2002) to PATA NWFP. 9.8.2007 FATA F. No. 11(3)

P/L/2007Extension of National Disaster Management Ordinance (No. LIII of 2007) to FATA. 03.3.2008 FATA NWFP F. No. 11(3)

P/L/2007Extension of Disaster Management Commission 2007 (Ord. No. LIII of 2007) to FATA. 24.8.2008 -do-

Extension National Disaster Management Authority 2007 (Ord. No. LIII of 2007) to FATA 6.10.2008 -do-

Federally Administered Tribal Areas Education Foundation Regulation, 2010 FATA Khyber Pakhtunkhwa

25.3.2010 FATA

Federally Administered Tribal Areas Application of Financial Institutions (Recovery of Finances) Regulation, 2010

30.8.2010 FATA

Federally Administered Tribal Areas to the extent of the universities and its affiliated colleges/ institutions

the Higher Education Commission Ordinance, 2002 (Ord. LIII of 2002);the Federal Universities Ordinance, 2002 (Ord. CXX of 2002);the Trusts Act, 1882 (Act II of 1882);the Provident Funds Act, 1925 (Act XIX of 1925)the Auditor-general’s (Functions, Powers, Terms and Conditions of Service) Ordinance, 2001 (Ord. XXIII of 2001); and the Service Tribunals Act, 1973 (Act LXX of 1973).

2.6.2011 FATA

Action in Aid of Civil Powers Regulation, 2011 to FATA 27.6.2011 FATA

Frontier Crime (amendment) Regulation, 2011 12.8.2011 FATA

Extension of Cadet College of Wana Regulation, 2011 24.8.2011 FATA



Some of the most important regulations and legal provision missing the extension list includes Banking Rules and Regulation (except Recovery of Finance regulation-2011), Land Revenue Acts, Civil & Judicial laws, SECP Rules and regulations, Contract Laws, Customs Acts, Forestry Acts, Seeds regulation, Livestock regulations etc. There is no legal and institutional framework in place even for the regulations and laws extended to FATA.39

4.44.4 Agriculture Markets and Marketing Regulations/LawsAgriculture Markets and Marketing Regulations/LawsCurrently, no legal framework exists in SWA for agricultural marketing similar to the settled areas. Though Agricultural Marketing System Prevailing in Punjab, KP and Sindh is extension of obsolete agricultural marketing rules framed by the British Government in late 1930s, the same legal framework was adopted and amended during 70s and 90s in Punjab and Sindh. This marketing system is highly skewed towards commission agents and does not foster open competition and direct marketing of agricultural produce to the corporate customers by farmers. But this legal framework has the basic institutional ingredients in place like Market Committee, Market Committee regulations and office establishment, compiling inward produce data, compiling price data, developing and maintaining markets, allocating work rights as commission agents in markets, etc. Even this lopsided and obsolete regulatory framework does not exist in SWA.

It was reported that Political Agent authorizes the operation of temporary animal markets in SWA by selling the rights on annual basis. But no facilities are provided for the upkeep and operations of these markets. The hygienic and overall conditions of these markets are told as being highly unsatisfactory.

The three major fruits and vegetable markets at Wana, Makeen and Ladha are also owned and managed by group of local traders. Each market has handpicked market elders to oversee market operation and dispute settlements. Routine dispute settlements and violations of contract are referred to these committees. In case of persistence of dispute, the issue is referred to local customary Jirga, which operates as per the local customs. Such Jirga is composed of elders of the areas mutually agreed by the aggrieved parties.

4.54.5 Judicial System - Judicial System - JirgaJirga The judicial system of settled areas is not extended in South Waziristan. Hence, all civil and criminal cases are decided under the FCR 1901 by a Jirga; a council of elders. The residents of the area may approach Peshawar High Court and Supreme Court of Pakistan with a consultation writ challenging a decision issued under the FCR 1901.

SWA is divided into two administrative categories: protected areas and non-protected areas. Protected areas are the regions under the direct control of the government, while non-protected areas are administered indirectly through local tribes.

In protected areas, criminal and civil cases are decided by the political officers vested with judicial powers. After completing the necessary inquiries and investigations, cognizance of the case is taken and a Jirga is constituted with the consent of the disputing parties. The case is then referred to the Jirga, accompanied by terms of reference. The Jirga hears the parties, examines evidence, conducts further inquiries where needed, and issues a verdict which may be split or unanimous. Where the verdict is held to be in accordance with customary law and free of irregularities, it is accepted and a decree is issued accordingly. An aggrieved party may challenge the decree before an appellate court, and a further appeal may be lodged with a tribunal of the federal or provincial government. Once appeals are exhausted, execution of the verdict is the responsibility of the political administration.

In non-protected areas, cases are resolved through a local Jirga at the Agency level. Local mediators first intervene to achieve a truce (Tiga) between parties in a criminal case, or to obtain security (Muchalga) in cash or kind for civil disputes. Thereafter, parties must arrive at a consensus concerning the mode of settlement arbitration; Riwaj (customary law) or Shariah (Islamic law). Once the mode of

39 Sources at FIFA- FATA Secretariat



settlement is agreed upon, mediators arrange for the selection of a Jirga with the consent of the parties to the case.

Implementation of Jirga decisions in non-protected areas is the responsibility of the tribe. The Jirga may mete out punishment to an offender, imposing a heavy fine. Occasionally, more serious measures may be taken such as expelling an individual or a family from the area, and confiscating, destroying or setting fire to homes and property. In such cases, the entire tribe bands together as a Lashkar (army) to enforce the decision.

Although the Jirga mechanism enjoys widespread favor due to its historic and cultural significance, it was reported that corruption has started eroding the system. It was reported that the poor and more vulnerable segments of society cannot afford to convene a Jirga. There are a number of requirements for a Jirga to be held, including hospitality (boarding, lodging, meals, etc.), which are increasingly beyond the means of ordinary people. There is also frequently voiced grievance that in most cases, Jirga decisions are tilted to favor the richer or more influential party.

4.64.6 Local and Foreign RemittancesLocal and Foreign Remittances Due to limited economic opportunities within the Agency, it is very common cultural and economic practice for male workers to seek jobs and undertake businesses in settled areas of Pakistan and Middle Eastern countries e.g. Saudi Arabia, UAE, Bahrain, Qatar, etc. it is almost customary for the adult male members to work and send their savings as livelihood back home. Various inquiries to local families indicate that almost each family has one or more members working outside Agency. Local remittances are estimated as Rs. 5,000 to Rs. 12,000 per head per month. In case of foreign remittances, estimated Rupees equivalent from Rs. 20,000 to 40,000 per month per head was reported by the local residents/families.

Multiple indicators Cluster Survey for FATA, released in 2009 dwells upon the dynamics of local and foreign remittances as… “Due to small land holding and uneconomical cultivation, the majority of the inhabitants rely on income from off-farm sources outside the agency or country. 36.1% of households receive remittances from other parts of Pakistan. Receipt of in-country remittances is significantly higher in urban areas (53.2%), than rural (35.4%). The urban population is heavily dependent on remittances from off-farm sectors. The second source of income from remittances is the transfer of money from abroad. Nearly 10% of households receive remittances from abroad. A higher percentage of households in urban areas (15.6%) receive remittances from abroad than compared to rural areas (9.9%).

As per the findings of MICS FATA-2009, 43% of the households belonging to South Waziristan Agency receive remittances from Pakistan settled area whereas about 14% households receive foreign remittances from abroad. In case of local remittances, SWA scored the highest among six agencies covered under MICS, and was at par with other agencies in case of foreign remittances. Most of Mehsuds and Wazirs are in transport, construction, trade and labor works in Pakistan and abroad and is regular source of finances for their households back home”40.

The foreign remittances sent by regular banking channels are not reported recipients’ area wise by the banks. Hence, segregated figures of foreign remittances of SWA residents could not be collected despite visits to State bank of Pakistan Peshawar and DI Khan and National Bank, Regional Office, D.I. Khan. Visits to local foreign money changers did not yield any substantive information of foreign remittance volume. Hence, authenticated figures of local and foreign remittance could not be established. However, at best the estimate of local and foreign remittances can be extrapolated based on above analysis with a high margin of error.

40 Multiple indicators Cluster Survey for FATA, 2009



4.74.7 Recommended Projects for Policy and Institutional DevelopmentRecommended Projects for Policy and Institutional Development Based on the analysis and findings in the area of policy and institutional development, workable projects have been identified. Following paragraphs present the names of the projects with brief introductions. Details of these projects have been provided in the chapter on strategy and recommendations.

Need Assessment and Proposals for Regulatory Reforms Package: The project proposes to undertake the need assessment of regulatory framework for SWA/FATA for its near and medium term requirements to provide an enabling business environment and improved governance. The objective is to formulate and suggest reforms package for a gradual transformation of the regulatory framework for the Agency. This is a cross cutting initiative as relevant with SWA as with other agencies, hence, it involves a holistic approach and requires a broad based ownership.

Strengthening of Institutional Capacity and Capability: This initiative involves development/strengthening of the institutional capacity of senior officials of FATA Secretariat, FDA and line departments of FATA Directorates to implement the proposed regulatory framework.

Development of Lost Micro and Small Enterprises: The project aims at assisting the displaced families to help them regain their lost livelihood businesses through a grant based initiative. This program is recommended for registered and unregistered displaced families of SWA. The grant program can be tied up with their return and be spent to regain their livelihood once they return for re-settlement in their homes.

Integrated Agriculture Supply and Advisory Center: The project proposes to establish integrated centers at three subdivisions of SWA. The centers will offer reliable agricultural input supplies and advisory to the farmers related to their extension needs. It would be private sector driven initiative managed through community based organizations.



5.05.0 WORKFORCE ANALYSISWORKFORCE ANALYSIS

5.15.1 Current Situation of Technical EducationCurrent Situation of Technical EducationThe bulk of South Waziristan Agency workforce is comprised of unskilled and semi-skilled workers. Hence, most of the workforce is engaged in low paid manual jobs in the industrial and commercial sectors. As local employment opportunities are very few on local farmlands or commercial sectors, unemployment and/or under employment is very high in the Agency. It is reported that poverty arising from rampant unemployment is a major cause pushing the youth towards militants. Limited economic opportunities have been forcing since long the youth to look outward for meaningful employment; in settled areas of Pakistan. Now, a large number of SWA residents are working in metro cities of Pakistan in various trades like transportation, construction, etc. and earning livelihood for their families. Similarly, a large Diaspora belonging to SWA is working in Saudi Arabia, UAE and other Middle Eastern countries.

FATA MICS-2009 endorses this trend as over 43% of households in SWA receive local remittance from their adult family workers working in Pakistan whereas over 14% households receive foreign remittances41. Widespread reliance on local and foreign remittance points to dearth of suitable job opportunities in the agency. 42% of households have a family member working in other provinces whereas 21% households have family member working abroad42.

There are broadly three categories of technical education: Commerce, Technical education and Vocational Training. Commerce and technical education falls in the domain of FATA Secretariat whereas vocational training is managed by FDA Skills Development Center. Due to poor education infrastructure, issues related to teachers’ quality and availability and in view of integrating FATA to the settled areas, there are various scholarship and financial assistance programs for students belonging to FATA to pursue their education in educational establishments operating in settled area. The selection of students is generally done through Political Office; opportunities advertised, applications received and candidates finalized. Available scholarships and financial assistance is distributed among the FATA agencies based on Population Census-1998 i.e., quotas are allocated for each agency by FATA Secretariat or FDA Skills Development Center as the case may be. As per Technical education Directorate, 4,748 students are benefiting from these financial assistance programs in the disciplines of engineering, commercial, technical and vocational43.

5.1.15.1.1 FATA Secretariat InstitutesFATA Secretariat Institutes

5.1.1.15.1.1.1 Government Technical Education Institutes- GTIsGovernment Technical Education Institutes- GTIsThere were few skills development opportunities in SWA as well in FATA, with current services focused on a limited number of subjects. Figures for the year 2004–05 showed that only one government vocational institute (now known as government technical institutes, or GTIs) was in operation in South Waziristan; Government Technical Institute Chaghmalai.44 This institute is currently reported as closed due to uncertain security situation. As per sources of FATA Secretariat, no student was reported as enrolled and/or passed out during 2010-11 through Government Technical Institute in South Waziristan Agency.

Generally, GTIs offer six-month to two-year courses in subjects such as welding, tailoring, surveying, carpentry, auto mechanics, machining and electrical work. Courses are also offered, in affiliation with the KP Board of Technical Education, for a Diploma or Associate Engineering in telecommunications, electronics, computer information and electrical technology. The minimum qualification to register for these courses is matriculation, except in the case of six-month courses which admit students who have completed middle school. The GTIs do not admit women.

41 Multiple indicators Cluster Survey for FATA, released in 200942 Ibid43 Directorate of Technical Education, FATA Secretariat44 Ibid



5.1.1.25.1.1.2 Government College of Management Sciences (GCMS)Government College of Management Sciences (GCMS)There is a reportedly one Government College of Management Sciences (GCMS) in South Waziristan.45 This College is for boys and does not admit any girl students. Obviously, the skills gap is more apparent among women, who are generally poorly educated to begin with. There are no vocational or commerce colleges for women to address this problem. Partly for this reason, women find it much harder to seek the required training and vocational development.

5.1.25.1.2 FDA InitiativesFDA Initiatives There are three major skills development initiatives carried out by FDA Skills Development Center:46

1. Women’s Skills Development Centers (WSDCs)2. Institutions Based Training (IBT)3. On Job Training

5.1.2.15.1.2.1 Women’s Skills Development CentersWomen’s Skills Development CentersCurrently, 70 Women’s Skills Development Centers (WSDCs) have been approved for FATA, of which 42 are operating. 10 WSDCs were operating in South Waziristan Agency; most of them were closed due to the issue of insurgency. Each center had one teacher and an assistant, with a group of about 20 students, most of whom are illiterate. The centers offer certificate-level courses in tailoring, knitting and embroidery. No examinations are held and certificates are awarded on the basis of course participation47.

Seven of these centers are reportedly being revived by FDA at following locations during 2012: (Jandola, Chaghmalai, Kotkai, Sararogha, Murghibund, Mandana, Spinkai Raghzai) 48.

5.1.2.25.1.2.2 Institutions Based Training (IBT)Institutions Based Training (IBT)The FDA Skills development Center (SDC) has collaborated with leading vocational training institutions of settled areas to train students belonging to FATA area for agreed number of seats. FDA-SDC offers about PKR 2,000 per month per student for institutes fee and boarding and lodging. This program is reported as a good success as it provided opportunities to FATA student to attain vocational training in leading vocational institutes and integrate them with mainstream education. Durations of programs range from 3 to 6 months. So far, 3,407 students have benefited from this initiative. This program being funded by a donor (USAID) is scheduled to wind up by June 2013. 49 Though exact figures of employment of these pass outs are not available but FDA SDC mentioned feedback that over half got the job within six months.

FDA-SDC has collaborated with sixteen leading technical institutes from outside Agency for IBT program. The list follows:

1. Construction Technology Training Institute (CTTI), Islamabad 2. Khyber Institute of Technical Education (KITE), Peshawar 3. Waziristan Institute of Technical Education (WITE), SWA 4. Agricultural Light Engineering Program (ALEP), Mardan 5. Gems and Gemological Institute of Pakistan (GGIP), Peshawar 6. Swedish Group of Technical Institute, Wah Cantt 7. Dimension Stone Center, PCSIR Laboratory, Peshawar 8. Government Advance Technical Training Institute, Peshawar 9. Government Technical and Vocational Center, Peshawar 10. Pak German Wood Working Center, Peshawar 11. Pakistan Readymade Garment Training Institute, Lahore

45 Ibid46 FDA & FDA-SDC47 FDA- SDC48 http://www.southwaziristanrehab.com/skill-development-centers.html49 FDA-SDC


http://www.southwaziristanrehab.com/skill-development-centers.html


12. Pakistan Knitwear Training Institute, Lahore 13. Leather Goods Services Center, Bannu 14. Ensign Communiqué, Karachi 15. Fan Development Institute, Gujrat 16. Automotive Training Center, Small Industrial Estate, Kohat Road, Peshawar

327 students of SWA benefited from this program whereas total beneficiaries were reported as 3,407. Students opted for these skills sets/ trade for training which they thought had better employability; offering some glimpse of demand side of these trades.

List of Passed out Trainees Under Institution Based Training

Major Trades Opted by Students of SWA South Waziristan Agency FATA Total

Auto Mechanic 14 35Basic Computer and Office Management Course 14 122Building Electrician 33 271Computer 15 84Heavy Machinery Operator 36 632Material Testing 14 204Plumber 11 207Quantity Surveyor 14 99Turner Machinist 11 141Building Engineers or Electrician 14 19Total -Major Trades opted by students 176 1814Other Trades 151 1593Total students passed out 327 3407

5.1.35.1.3 On-Job Training in Local Industries (internship)On-Job Training in Local Industries (internship)This initiative aims at providing opportunities to the students to receive on-job training and thus, enhance their employability while being paid a stipend as well. 59 students are currently enrolled for this on-job training with twenty private sector organizations mainly located in Peshawar. No student from SWA could make into the list. The reason mentioned was as organizations are mainly located in Peshawar being far away from SWA, hence insufficient interest from students belonging to SWA. 50 54 students from other agencies benefited from this programs; mainly from nearby agencies mainly Khyber, Orakzai, Mohmand.

5.1.45.1.4 Initiatives by Pakistan ArmyInitiatives by Pakistan Army

5.1.4.15.1.4.1 Waziristan Institute of Technical Education (WITE)Waziristan Institute of Technical Education (WITE)Pak Army helped to establish a new technical institute names as Waziristan Institute of Technical Education (WITE) which has already started functioning during 2012. Reportedly, 52 students have passed out so far51. The details of courses being offered and capacity of enrollment is as under:52

Courses Duration (month) Frequency per year No of students

50 FDA-SDC51 FATA Secretariat- Directorate of Technical Education52 http://www.southwaziristanrehab.com/waziristan-institute-for-technical-education-wite.html


http://www.southwaziristanrehab.com/waziristan-institute-for-technical-education-wite.html


Building (electrical) 5 2 20Auto mechanic 5 2 20Carpenter 5 2 20Mason 3 2 20Nursing/ Lab Assistant 12 2 20Welding 5 2 20Driving 3 2 20

5.1.4.25.1.4.2 Cadet College SararoghaCadet College SararoghaA cadet college has been approved for the youth of South Waziristan. The population in focus is the locals of Jandola, Kotkai, Manzai, Chagmalai, Shahoor and surroundings. Selected location is near Spinkai Raghzai and Sararogha, hence it has been named as Cadet College Sararogha (CCS). Until the new setup is constructed, a temporary location has been selected in the existing Building of WITE (Waziristan Institute of Technical Education)53.

5.1.55.1.5 Skills in DemandSkills in DemandNo scientific demand side analysis is available to offer clue about futuristic skill set/trade in demand in other provinces in Pakistan and abroad. However, deliberation with various stakeholders indicate that building and construction, heavy machinery operations, electrical, mechanical, paramedics, lab technicians in health sector have better employability and comparatively better salary structure in Pakistan and abroad. The growth trend in skill trades opted by students in Institution Based Training is also an indicator of better employable trades as detailed in one of the above sections.

Another area to determine the growth trends is to study the sectors and subsectors of key value chains of agriculture and livestock. The skill sets required to strengthen the pre and post harvest of major agriculture sectors like apple, peach, tomato, potato, pine nut, walnut, etc. can also contribute in the improved capacity of local population. Similarly, technical skills required for livestock management can also help to improve the available capacity of this vital economic sector. Strengthening of the related skill sets are being recommended in the value chain chapters whereas in this chapter only technical education has been discussed.

5.1.65.1.6 Recommended Projects for Workforce Development of SWARecommended Projects for Workforce Development of SWABased on the findings of workforce analysis of SWA, following workable projects have been proposed to develop the local young workforce with the objective of increasing economic opportunities for them. Project details have been presented in the chapter on strategy and recommendations.

Institution Based Technical Training: The project proposes to arrange and sponsor training of students from SWA with well known and accredited technical institutes from settled areas in diversified skill sets/vocational trades. The project will offer the local youth of SWA an opportunity to get better quality technical education which will improve its employability and will also contribute towards the broader objective of integrating FATA with other regions of Pakistan.

Financial Assistance for General Education: The project proposes to provide financial assistance, in the form of scholarships, to the youth of SWA who might be forced to leave their general education due to financial constraints.

53 http://www.southwaziristanrehab.com/cadet-college-sararogha.html


http://www.southwaziristanrehab.com/cadet-college-sararogha.html


6.06.0 VALUE CHAIN ANALYSESVALUE CHAIN ANALYSES

6.16.1 Sector SelectionSector SelectionSouth Waziristan economy is mainly based on agriculture. Therefore, for having a quick impact, it is important to explore the opportunities available in agricultural sectors. For identifying the important sectors of the economy, an initial assessment was carried out by the study team. Value chain analysis was conducted for seven sectors during first round of assessment. These sectors included Apple, Peach, Potato, Tomato, Pine Nut, Walnut and Livestock. For making the interventions more focused, the number of priority sectors was reduced to three. The three prioritized sectors were Apple, Pine Nut and Livestock. Initial analyses carried out during the first round of study on Peach, Tomato, Potato and Walnut have respectively been presented in Appendices 18, 19, 20 and 21.

6.1.16.1.1 Rationale for Sector SelectionRationale for Sector SelectionFollowing factors were considered for prioritizing sectors for proposing SWA development strategy:

Presence of an indigenous strength in terms of sector’s overall size Wider impact for the economy Potential for improvement/value addition Possibilities for generating quick impact by focused interventions Sustainability of the proposed interventions

6.1.1.16.1.1.1 Apple Sector ImportanceApple Sector ImportanceIn horticulture sector, SWA is the largest contributor amongst all the agencies. More than three fourth of the total fruit production of FATA comes from SWA.

Apple production of SWA contributes 93%, 73% and 14.6% shares to fruits baskets of SWA, FATA and Pakistan respectively. Such a large size reflects the sector’s importance for SWA economy.

Apple has the largest area under cultivation and largest production amongst all fruits. Average returns per acre for apple are much higher compared to those from wheat and maize.

Apple is a high value fruit and fetches good value for farmers and traders involved in this business.

In spite of the fact that in SWA, apple production yield is one of the highest when compared with other apple producing areas of Pakistan, there still remains a room for adding value by minimizing high percentage of losses due to inefficient pre and post harvest practices.

6.1.1.26.1.1.2 Pine Nut Sector ImportancePine Nut Sector ImportancePine Nut is a unique product of SWA. South Waziristan is an important producer of Pine Nuts and an important supplier of this product in major markets of Pakistan. Pine Nut is a promising sector in view of the following facts:

It is a very high value crop, selling at around Rs 2500-3000 per kg in retail markets in major cities of Pakistan. It thus offers an attractive earning opportunity for the farmers.

Pine Nut is not an abundantly available product since it is grown in specific terrains and in specific climatic conditions. Suitability of SWA conditions for growing Pine Nut offers an opportunity whereby it can be developed as a specialty product to contribute to SWA economic growth on a long term sustainable basis.

In Pine Nut sector, the present methods of plantation, tree management and harvesting are not effective and lead to low yields and wastages. With targeted interventions, visible impact can be created quickly.

Major value addition activity in Pine Nut sector is roasting which is currently not being carried out in SWA. The sector offers the opportunity of extending the length of local value chain of Pine Nut to provide better economic returns to the local farmers.

Promoting Pine Nut will help increase forestation process in the Agency.



6.1.1.36.1.1.3 Livestock Sector ImportanceLivestock Sector Importance98% of the households in SWA own livestock. 54 Livestock was included as a priority sector in economic growth plan for SWA in view of the following considerations:

Livestock plays an important role in both Wazir and Mehsud economies. The sector, however, has a higher importance for Mehsuds since they do not have many other economic opportunities available. Most of the livestock owned by Mehsuds is lost during displacement of local population. Revival of this sector is important from the perspective of resettlement of Mehsud IDP families going back to their homes.

Agriculture and livestock sectors complement each other for their growth. While crops act as a source of food for the animals, the manure produced by the livestock is used as a fertilizer for the plants. Focus on livestock is therefore also important for reviving/maintaining the required balance in the local ecosystem.

The existing livestock production systems in SWA are very rudimentary leading to low productivity. Restoration of livestock related activities offers an opportunity to develop this sector better than before by educating the farmers on better livestock management practices so as to increase economic returns for them.

6.26.2 AppleApple Sector Value Chain Analysis Sector Value Chain AnalysisApple is the largest fruit produced in South Waziristan Agency. Favorable climatic conditions, suitable temperatures and altitude make SWA an ideal place for apple production. South Waziristan Agency produced 64,535 tons of apples in 2008-09 which was more than 50% of the total apple production of FATA and KP, and 14.6% of the total national apple production.55 Apple is mainly produced (around 98%) in Wazir area whereas, with the balance being in Mehsud area. This is because that most of the plain agricultural land is in Wazir area and Mehsud area is mostly mountainous.

6.2.16.2.1 Apple Production PracticesApple Production PracticesApple farmers of SWA employ conventional production practices; which offers a high scope for improvement. Following section describes varieties, input use, and cultural practices adopted by farmers in the Agency:

6.2.1.16.2.1.1 Apple VarietiesApple VarietiesThere are four main varieties Waziri, Red Kulu, Shana Mana and Gaja grown in SWA. About half of the total apple production of the Agency is of Waziri variety; followed by Red Kulu and Gaja. Shana Mana is the smallest variety having 10% share in total production. Following table shows production shares, varietal attributes, average yields and harvesting seasons of the four apple varieties of SWA:

Variety name, share in production, attributes, yield and harvesting season of Apple in SWAVariety Name Share in

Production(%)

Attributes Per Tree Yield

(Crates)56

Harvesting Season

Waziri 50 Sweet and soft, with low storability

10-15 First week of June to July end

Red Kulu 20 Excellent taste and good storability

7-12 End September to end October end

Gaja 20 Best variety, fetches good market price, has good storability

6-8 Mid July to Mid September

Shana Mana 10 Green average quality apple, works as a pollinizer

10-12 End September to end October end

54 Multiple Indicators Cluster Survey, 200955 FATA Development Statistics, P&D Department, FATA Secretariat56 Average weight of a crate is 16-17 kg



6.2.1.26.2.1.2 Orchard Size and LayoutOrchard Size and LayoutBased on the discussions held with the local apple farmers, apple orchards in SWA can be classified into three categories on the basis of size:

Large orchards, with an average size ranging from 1000 to 1200 yustas.57 About 30% of the total apple orchards fall in this category

Medium orchards, with an average size of 500-600 yustas; accounting for about 40% of the total orchards

Small orchards, with an average size ranging between 150 and 200 yustas. 30% of the apple orchards in SWA fall in this category

Apple orchards in SWA have not been developed in line with the recommended practices for the sector. Looking at the orchard layout, tree plantation is not done at standardized plant to plant and row to row distances which lead to inefficient use of land and suboptimal growth of trees; resulting in low productivity. The key reason behind such a situation is lack of awareness about the desired practices and an isolation of the farmers from the mainstream horticultural practices adopted in the rest of Pakistan.

6.2.1.36.2.1.3 Apple Tree PropagationApple Tree PropagationThere is no availability of apple seeds and saplings of improved varieties in South Waziristan. The farmers keep using the traditional propagation techniques from the same varieties which are diseased and low yielding. There were twelve fruit nurseries in the Agency before insurgency and the subsequent military operation. In the current situation, most of the nurseries have been closed, whereas some are operating on limited scale. Even the operational nurseries do not provide any improved varieties. The nurserymen uproot the suckers from apple trees and bud it with the available required variety. There is no awareness amongst farmers about improved varieties. Even where some more farmers do have some knowledge, there is the issue of availability of the seeds and/or saplings. As a result of these practices, the production yields and the quality of the fruit obtained from these apple trees remain low.

6.2.1.46.2.1.4 Farming InputsFarming Inputs

6.2.1.4.16.2.1.4.1 FertilizerFertilizer Urea and DAP are the two main fertilizers applied to apple trees. Normally, one kg of urea and two kg of DAP is required per tree per season, but the farmers do not apply the required dose due to unavailability of fertilizer. Urea is a banned fertilizer in the Agency due to the risk of being used in preparation of explosives. The issue is more severe in Mehsud areas. Availability of urea and other farming inputs becomes a constraint for the local farmers when the movement is restricted due to security reasons. There are some farm input shops in SWA, but in many cases, the inputs and procured and transported from adjoining districts of D I Khan and Tank.

The available fertilizers are adulterated and farmers are reluctant to use these. There is no mechanism for inspecting the quality of fertilizers and pesticides available to the local farmers. There is very low awareness about the optimal dose requirements of fertilizers for apple trees. Correct method and frequency of application of different types of farm inputs is also not known to the farmers. The net result of this situation is that apple orchards do not get the required nutrition; thereby leading to low productivity.

6.2.1.4.26.2.1.4.2 PesticidesPesticides Diseases and insect pest infestation is common in apple orchards of SWA. Majority of the local farmers do not have the essential knowledge to identify diseases and insects/pests which damage apple trees and their produce. The farmers are unaware of proper control measures.

57 1 kanal is equal to 2.5 yustas



The pesticides available to the apple farmers are adulterated and not effective for the intended purpose. There is no check on the quality of the pesticides available in SWA or the adjoining districts. The shopkeepers selling pesticides are not registered. The farmers buy chemicals/pesticides on the recommendation of the shopkeepers who are ignorant about the proper pesticides and its application. Even if they manage to buy the right pesticide, they do not have information about correct dose and method of spraying. This is even worse than not using any pesticide at all since it adds to farmer’s cost and he does not get any benefit. A substandard pesticide sometimes may also lead to causing further damage to plant/fruit.

Due to the present security situation, availability of pesticides is also a problem. Apple orchards require pesticide spray at specific times. Delays in this regard act as a factor towards reducing productivity. Sometimes, delay in getting spray machinery also becomes a problem.

6.2.1.4.36.2.1.4.3 IrrigationIrrigation The only source for irrigating the apple orchard is tube well which is supplemented by the rain water. Due to non availability of electricity, tube wells are operated through diesel. High prices of diesel increase the cost of producing apple. Farmers are applying on an average nine irrigation (average cost Rs 100,000 per orchard per season58).

6.2.1.4.46.2.1.4.4 Farm MachineryFarm Machinery Farming techniques play a vital role in enhancing productivity, controlling diseases and keeping the land fertile. Tractor is the most commonly required farm machinery. Only a small percentage of local farmers have their own tractors. About 30% of the farmers use tractors to plough the orchards while the majority (70%) relies on manual method of ploughing by using spades. Non adoption of mechanization is mainly due the lack of availability of tractors to farmers and their potentially high cost of usage. Tractor availability is an issue and cost of renting out the services is an expensive option (rented tractor costs Rs 1200 per hour). This becomes even costlier for the farmers in remote hilly areas since the services for hiring tractor includes the hours spent in reaching that remote area.

6.2.1.4.56.2.1.4.5 Ineffective PruningIneffective Pruning Pruning is an important requirement of apple tree. It is done through a skilled laborer once in a year. One person prunes 5-8 trees in a day and it costs Rs 500 per person per day. There is little practice of pruning because there is lack of proper pruning tools like secateurs and pruning saws. There is low awareness amongst apple farmers about the importance of pruning. Unavailability of skilled labor is also one of the reasons for lower-than-required practice of pruning. Skilled labor comes from D.I. Khan and, in some cases from far flung areas like Swat and Peshawar.

6.2.1.56.2.1.5 IntercroppingIntercroppingIntercropping is the practice of planting other seasonal crops in the orchards to generate additional revenues. In SWA, intercropping is practiced up to four years in the newly established apple orchard. Following crops are intercropped more commonly:

Water melon is planted in April and harvested in July. Production per yusta is 100 pieces of melons with a value of Rs. 1200-1500.

Tomato is also planted in apple orchards. Sowing season is April and it is harvested from mid June to end July. Production is 20 crates per yusta with a value of Rs. 2400.

Chilies are also cultivated in apple orchards. Average production is 5 bags (50 kgs) per yusta. At Rs. 50/bag, value per yusta is around Rs. 250.

The farmers do not get optimal profit even by adopting the intercropping practices because they are growing low yielding local verities for intercropping. Furthermore, the production techniques are conventional and farmers have poor marketing information and skills.58 A rough calculation of tube well cost for an orchard of 1200 yusta is as follows:Single irrigation uses diesel of about Rs 10,000. There is use of 6 laborers (2 at tube well and 4 for irrigating the orchard); which is around Rs 1800 (at Rs 300 per day). Total cost per irrigation comes out to be 11800. For 9 irrigations required during the season, the cost comes out to be Rs 106200. Cost per yusta is Rs 88



6.2.26.2.2 HarvestingHarvesting and Post Harvest Practices and Post Harvest PracticesApple harvesting in South Waziristan starts in the first week of June and continues till the end of October. Waziri apple is the first variety to be harvested while the harvesting of other three varieties follows that. Apple harvesting is a labor intensive job. Farmers do not use proper harvesting bags to collect and carry apples to packing areas in the orchards. There is lack of skilled labor (picker) to properly harvest the fruit without causing bruise/damage to the fruit. Around 50% of the labor is from outside Agency while the rest of the workers are from SWA. Average daily labor costs Rs 350 plus food. Lack of using proper post harvest techniques causes increased wastage in the apple produce.

6.2.2.16.2.2.1 GradingGradingAfter harvesting, apples are left out for two to three days for color picking and are then graded according to the variety, size, color and overall condition of the fruit. Two to three grades are created in the process. There is no use of mechanization in apple grading. Manual labor is used for this purpose. Around fifty percent of the labor used for apple grading is from SWA while the rest comes from outside the Agency. Daily average labor cost is Rs 500 plus food. Apple growers face problem of non availability of skilled graders) in the Agency. In case skilled labor is not available, the farmer has to employ untrained labor which leads to reducing the effective value of produce from his orchard.

6.2.2.26.2.2.2 PackingPackingA rather unique finding of the sector was that the majority of the packing labor comes from outside the Agency; especially from Peshawar and Swat. They constitute around 80% of the workforce and cost Rs 600-700 per day because there are no local skilled apple packers available. The skilled packers play a significant role in the value chain of fruit since they add value to the fruit by improving presentation in the market. The wooden crates are nailed in the orchard and the strips/clips are fixed in Wana market at Rs. 7 per crate.

6.2.2.36.2.2.3 PackagingPackagingAfter sorting, around 70% produce is considered to be of higher value and is packed in wooden crates or cardboard boxes. Around 20% of the total produce is marketed in gunny bags to the local markets of Wana, Tank and North Waziristan while the balance 10% is marketed in jumble in small vehicles like pickups.

Of 70% of the higher value produce, 75% produce is marketed in wooden crate; costing Rs 60 per crate. These wooden crates are supplied from Punjab. Only 25% produce is marketed in cardboard boxes. The price of cardboard box is Rs. 90 and the supply source is from Lahore.

In packaging, the farmers face shortage of packaging (wooden crates and cardboard boxes), packing material (plastic strips, padding material etc), and skill labor. There is also lack of awareness about the economic benefits associated with the use of improved packaging i.e. cardboard boxes.

6.2.36.2.3 Apple MarketingApple Marketing

6.2.3.16.2.3.1 Role of Pre-harvest ContractorRole of Pre-harvest ContractorOnly about 10% of the farmers sell the produce from their orchards to the pre-harvest contractor. In most of the cases, the farmers apply fertilizer and irrigation water throughout the period and the disease/insect control is the responsibility of the contractor. The contractual arrangement is written on a plain paper signed by the orchard owner, the contractor and a few witnesses. Some advance, mutually agreed upon, is taken from contractor and the remaining amount is received after marketing the produce. In certain cases, very rarely, when the orchard/produce is damaged by extreme weather conditions (heavy rains, hailstorm, etc.) and the contractor suffers losses he approaches the elders of the area who constitute a Jirga. Keeping in view the extent/severity of losses, the Jirga requests the orchard owner to consider the case sympathetically. The orchard owner honors the request of the Jirga and waives off some of the outstanding amount according to local traditions and norms.



6.2.3.26.2.3.2 Marketing ProcessMarketing ProcessThe farmers/contractors supply apples to the local markets in SWA. 50% amount is received after sale and the remaining 50% is received after one to two months. The traders purchase apples on credit in Wana market, re-grade the produce and supply to Lahore market. The commission agent in Lahore pays transportation cost of Rs. 50,000 to Rs. 60,000 to the transporter. This cost is deducted from the trader after transaction of apple on the following day. The trader has one to two persons in Lahore market and the apples are auctioned in their presence. A 10-crate lot is presented for auction and one crate at random is opened as a sample and the bidding continues on that sample. Lot is given to the highest bidder on cash payment.

The commission agent charges commission at a rate of 6-8% from the seller and deducts some amount on the credit already advanced to the trader. Free stay and food is provided by the commission agent in the premises of his office located in the wholesale market.

6.2.3.36.2.3.3 Major Apple MarketsMajor Apple MarketsApple produced in SWA is marketed both inside the Agency as well as in other big markets. Important markets for the Waziristan apple are discussed below:

6.2.3.3.16.2.3.3.1 Markets within SWAMarkets within SWA Wana, Birmal, Makeen, Shakai, Sararogha, Ladha, Azam Warsak, Barwand, Spinkai Raghzai, and Kanigurum are important markets within SWA. These markets, except Wana, were closed due to insurgency and subsequent military operation. During 2010, the Army has constructed and rehabilitated most of the markets which are operational now. Wana is the major market where about 70% of the fruit sold within SWA is supplied. The balance 30% is supplied to other markets in SWA.

The Wana wholesale market has about 20-25 fruit and vegetable shops. These shops have been constructed by private sector and are owned by them. Government’s institutional framework and regulations are not applicable to these markets. The Wana municipal committee assists in maintaining hygiene in the market and facilitates disposal of waste from this market. The commission agents are mostly locals. They organize the auction through outcry bidding and the highest bidders (wholesalers) purchase the produce and supply to major wholesale markets in Pakistan.

6.2.3.3.26.2.3.3.2 Major Markets Outside SWAMajor Markets Outside SWA Major apple markets outside SWA are D I Khan, Lahore, Rawalpindi, Peshawar, Faisalabad, Sargodha and Multan. Detail of each of these markets is given in the following paragraphs:

D.I. Khan Market: Supply to this market starts by the end of July and continues up to end of October. Second grade apples are supplied to this market. D.I. Khan market receives supply of apples from Wana as well as from other parts of Pakistan; including Zhob, Loralai, Quetta and D.G. Khan. From D.I Khan market, apples are supplied to D.I. Khan city, Bannu, Bhakkar and other nearby towns. On an average, 8 truckloads having 400 crates are supplied per day to D.I. Khan market. Around 25% supply of apples is consumed locally in D.I. Khan whereas the balance 75% is supplied to Bhakar, Darya khan, Mianwali, Layyah, Chok Azam, Fateh Pur, Qaidabad, Khushab etc. There is no cold storage facility available in D.I. Khan.

Peshawar Market: Supply of apples to Peshawar market starts from August and continues up to October. First grade apples are preferred in this market. 60% apples (Kala Kulu, Golden, Amri and Gaja varieties) are supplied from Quetta while 25% supplies come from Kabul (Kala Kulu, Beiruti, etc.). This includes supplies from Iran also. 10% supplies come from Swat (Golden, Francee, Beriuti), whereas only 5% supplies come from Wana (Gaja, Red Kulu etc.). Due to supplies from Kabul and Iran, Wana apple cannot compete well in Peshawar market.

Islamabad Market: Supply to this market starts from mid July (Kashmiri apple) and continues up to October. First grade apple, uniformly packed in cardboard boxes, is preferred in this market. 20% apples (Gaja and Red Kulu) are supplied from SWA. On an average, 15 truck loads (400 crates per truck) are supplied per day to Islamabad market for 45 days. 25% produce is supplied in cardboard



boxes and 75% supplied in wooden crates. Gaja, being early variety, is sold instantly and is not stored. One of the reasons for not storing Gaja apple is insect infestation of the fruit where the eggs are hatched into larvae, mostly codling moth, which deteriorate the fruit from inside and destroy it completely.

The market value of Gaja is quite high and the market accepts it favorably. 20% Wana apples are supplied to Islamabad market and the remaining 80% supplies come from Quetta, Swat, Hunza, Afghanistan, Iran and China. Cold storage charges are Rs. 30 per crate per month. Labor charges of Rs. 8 per crate are also added to this storage cost. Wana apples are not uniformly packed; top layer is of good quality whereas the remaining down layers are of low quality which makes it difficult for them to compete with apples coming from China and Iran.

Lahore Market: Lahore is the biggest market for Wana apples. Major supply of apples in this market (about 50%) is from Balochistan. Wana apples hold a significant share of 30% in total supply of apples to Lahore market. 15% apples are supplied from Swat with the balance 5% coming from Hunza. Only 20% apples coming from Wana are supplied in cardboard boxes and the balance 80% in wooden crates. Supply season from Wana is three months, Quetta four to five months, Swat two to three months and Hunza two months. From Lahore market, apples are supplied to Bahawalpur, Sheikhupura, Kasur, Okara, Chishtian and other cities/towns. Apples imported from New Zealand, Australia, South Africa, Iran, China and Afghanistan are also sold in Lahore market. Due to diseases/insect infestation (codling moth) Wana apples cannot be stored in cold storage for long.

Afghanistan Market: There is no export of apple to Afghanistan. On the contrary, Afghan apples are supplied through Angoor Adda to DI Khan, Lahore and Rawalpindi.

6.2.3.46.2.3.4 Marketing Channels of SWA AppleMarketing Channels of SWA Apple

Apple Farmers/Contractors

Wana MarketLocal Markets in SWA, NWA

Lahore MarketLocal Towns Tank Market D. I. Khan Market

Major Cities of Punjab

Local Towns

Bannu, Bhakkar Markets

Consumers ConsumersConsumers

70% share of SWA apples

30% shareof SWA apples

SWA Apple Market Channels

Peshawar Market Islamabad Market

Consumers Consumers

6.2.3.56.2.3.5 Markets Price/Earnings ComparisonsMarkets Price/Earnings ComparisonsMarketing produce outside SWA receives higher prices in the wholesale markets. Generally, the average price of apple during the season is Rs. 300 per crate in Wana market. Keeping in view this



price as a benchmark, if a truck load (400 crates) is marketed in Lahore market, a premium of Rs. 162 per crate is realized which translates into 53.8% increase in net income when compared with the income based on price of Rs 300 per crate in Wana market. Similarly, if one truck of apple (700 crates) is marketed in DI Khan market, an additional income of Rs. 132 per crate is realized. This indicates 44% increase in net income. Following table shows the details:

Selling in D I Khan Market

Selling in Lahore Market

Base Price at Wana (Rs/crate) 300 300 Weight/crate (kg) 17 17 Loading/truck (No. of crates) 700 700 Loading Charges (Rs) 1,400 1,400 Transportation Charges/truck (Rs) 20,000 60,000 Unloading charges (Rs) 1,400 1,400 Market Fee (Rs) 200 500 Munshiyana (Rs) 30 50 Other Cost (police, custom) (Rs) - 2,000 Total Cost Till Market (Rs) 23,030 65,350 Market Rate (Rs/crate) 500 600 Total Revenues (Rs) 350,000 420,000 Commission rate 7.0% 7.5%Commission (Rs) 24,500 31,500 Total Cost 47,530 96,850

Net Income (Rs) 302,470 323,150 Net Income/crate (Rs) 432 462 Increase in Income (Rs/pack) 132 162 % increase over Wana 44.0% 53.9%

No major value addition activities are carried out in intermediary markets. As the fruit is harvested, the destination market is known and the fruit is treated according to the requirement of the destined markets.

6.2.46.2.4 Apple ProcessingApple ProcessingThere is no processing of apple in SWA or in adjoining settled districts. As a result, apple produce which does not have value as table fruit is wasted. Reportedly, there is one processing unit with the name of “Jam-e-Wana” in Wana. It is situated on Zarai Noor road and produces processed consumer products like jams, murabbas, etc. on cottage scale.

Apparently, there is a potential for having an apple processing unit in SWA since apple pulp and concentrate is in demand from the juice manufacturing sector of Pakistan. However, it does not appear to be practical to suggest an apple processing intervention since it is a capital intensive business. Further, there is no peace in the region as well as no industrial culture in SWA; being the least industrialized Agency. There is no availability of local skilled labor, machinery maintenance facilities and allied raw material suppliers. Therefore, recommendation for this apple processing has not been made.

6.2.56.2.5 Regulatory/Institutional Links of Value ChainRegulatory/Institutional Links of Value Chain Market committees and related regulations applicable in major markets of Pakistan do not exist in

SWA. Though the agriculture marketing regulatory framework in settled is itself causing some



market distortions but at least it does provide an operational framework. It does offer an institutional support mechanism to develop Markets, maintain and compile basic inward data. But, even that basic infrastructure does not exist.

Market people in Wana extend credit on limited scale for the purchase of inputs and other needs. However, the traders get enough credit from the commission agent in Lahore market.

Farmers’ groups, marketing associations are non-existent in South Waziristan. Production and marketing practices are performed on individual basis. There is no ready availability of market information to the farmers. Usually, they get market information from Wana market on limited scale. Traders (post harvest contractors) have linkages with market functionaries in D.I. Khan and Lahore markets. They have one to two representatives in Lahore and D.I. Khan and they provide market information to traders in Wana through telephone and mobile.

There is lack of research and extension services for apple farmers. There are about twenty check posts on the way from Wana to DI Khan and the checking process is

cumbersome. Non-existence of proper farm to market roads cause heavy losses to produce. Recently, the new

road constructed from Tank to Wana with the financial assistance of USAID has profound economical and social benefits. There is a substantial reduction of two to three hours in travel time, with an average saving of around Rs 10,000 per trip. The road is yet to be constructed up to Angoor Adda which will facilitate trade with Afghanistan.

6.2.66.2.6 Recommended Projects for SWA Apple Sector DevelopmentRecommended Projects for SWA Apple Sector DevelopmentBased on the findings of apple sector value chain analysis, workable projects have been identified. The projects target majority of the constraints hindering the optimal performance of apple sector of SWA. Project names with a brief introduction of each of them are presented below. Details have been included as part of the chapter on strategy and recommendations.

Apple Nurseries Development Project: The project proposes to facilitate and promote improved varieties apple orchard development in South Waziristan Agency. The project will facilitate provision of plants of improved varieties by providing support for establishment of nurseries and also by directly providing plants to the farmers. The project will mainly focus Wazir area but will also include activities for establishing new apple orchards in relatively plain regions of Mehsud area.

Establishment of Model Orchards on Farmers’ Fields: The project proposes to establish new model apple orchards in South Waziristan Agency for demonstration of apple farming best practices. These orchards will be established in both Wazir and Mehsud areas.

Integrated Apple Orchard Management Project: The project aims at improving farm productivity of apple sector of SWA. Activities will include creating awareness on best practices, training the local farmers on best farming practices and providing direct technical advice to the farmers; so as to demonstrate the effectiveness of improved apple orchard management techniques. The project will also share the cost of agriculture inputs with the farmers. Further, it will focus on building the capacity of government’s extension workers and training of private service providers.

Improved Apple Packaging and Marketing Project: The project aims at adding value to SWA apples through interventions in post harvest management practices and marketing of the project. These interventions include promoting grading of apples and selling the product grade-wise, promoting use of cardboard packaging and applying modern marketing techniques; such as using individual trademarks of farmers and branding of local apples as specialty product of Wana. Local farmers and traders will be trained on implementation of the targeted interventions and will also be supported directly by providing them cardboard boxes.



6.36.3 Pine NutPine Nut Value Chain Analysis Value Chain AnalysisPine Nut is one of the important sources of income in several forested areas of Shakai, Angoor Adda and Mehsud regions of SWA. The landscape of Pine forest covers the area from Shakai to Angoor Adda along with the border of Afghanistan, where around 20% of the forest comprises of Pine trees. Keeping in view the valuable nature of the produce and the long period of tree maturity, Pine trees are protected by the community members.

There have been drastic changes in the production of Pine Nuts in the recent years due to volatile security situation. During last year, due to military operation of Pakistan Army, the farmers could not harvest Pine cones at the right harvesting time which resulted in drastic decline in production. Total Pine Nut production decreased from 90,000 to 25,000 maunds. However, prices were increased from Rs 25,000 to 65,000 per maund due to supply and demand phenomena. A comparison of production, prices and estimated revenues is shown in the following table:

Production and price levels for year 2010 and 2011.Year Total Production

maunds (50 kg)Average Price/

Rs/maund (50 kg)Total Revenue (Rs)

2010 90,000 25,000 2.25 billion2011 25,000 65,000 1.50 billionSource: Primary data collected from Pine Nut Entrepreneurs

6.3.16.3.1 Pine Nut Production SystemsPine Nut Production Systems

6.3.1.16.3.1.1 Ownership StatusOwnership StatusOwnership of the forest is on tribe/clan basis which is according to the size of plain land owned by the family and the income from the forest and particularly from Pine trees is divided among the family members. The far flung and high up forests, where access is quite difficult, are communal forests. The Chalghoza forests are protected wherein the harvesting of trees and grazing of animals is prohibited and heavy penalties are imposed for breaking the rules. The communal cum personal nature of Pine forests helps to strengthen the social bonds among the community and also plays a vital role in their protection.

6.3.1.26.3.1.2 Average Size of ForestAverage Size of ForestAverage size of the forest possessed by each tribe/clan depends upon the piece of plain land possessed by that tribe/clan. Larger the plain land possessed, the larger the Pine forest. Based on the information collected through focus group discussions, size-wise distribution of Pine forests owned by the farming households is as follows:

20% farm households possess 600-800 yusta59 forest which is the largest size 50% of the households possess 300-350 yusta forest which is medium sized holding 30% households possess small holding of around 30 yusta

6.3.1.36.3.1.3 Pine Nut Forest DevelopmentPine Nut Forest DevelopmentPine nut trees have been growing mixed with other forest trees naturally in the mountainous ranges of SWA. The Pine nut trees come into bearing in 20-25 years and remain productive for about 75-80 years. There has been little effort by the government’s forest department to establish forests in SWA. Forestation is only done on government land which is quite less. However, local population, (about 25%) attempts to regenerate Pine Nut trees through planting of seed. The planting of seed is done normally during snowfall season by the locals with a myth that the snow helps in the breakage of shell and in germination of the sapling in the subsequent season; mostly in March-April. However, the survival rate is quite low i.e. 3-5% which does not produce the desired results.

59 2.5 Yusta is equal to 1 kanal



There is an improved method of forestation by using sapling technique but unfortunately no Pine Nut nursery is operating in the region to provide the saplings. There is dire need of extension services and nurseries to provide the saplings and technical knowhow. This will not only help to fight off diseases but will also help in developing Pine forests.

The only variety grown in SWA is Pinus Gerardiana. The growers do not know about the improved varieties and no work has been done in this domain by the government’s forest department. There is room for plantation of improved varieties with better protection against diseases and better production level.

6.3.1.46.3.1.4 Farming Issues in Pine NutFarming Issues in Pine NutKeeping in view the wild nature of the forests, farmers do not pay attention to use of pesticides, fertilizers and irrigation for Pine trees. Orientation sessions with the farmers, provision of extension services and inputs can all contribute towards better management of pine forests and getting higher amount of production.

Drying of trees and cone infection are two main diseases causing extensive damage to the production but unfortunately no research has been carried out to identify the exact cause of the diseases and develop countermeasures. As a result, the farmers suffer losses and have to rely on domestic wisdom to fight off the diseases which is not a very effective practice.

Drying of Trees: The Drying disease causes about half of the tree (50% branches) to dry off. As a remedy, the dried branches are cut, carried to house and are burned. If these branches are not cut, the whole tree dies and even it spreads to other trees and causes huge damage. This is a viral disease mostly found in Pine species. The farmers were found to be aware of this disease but did not know about any remedy except for cutting the branches.

Cones Infection: In this disease, the cones on the tree develop a whitish coating, probably due to fungus attack, which hampers seed development and adversely affects the yield, causing as high as 75% reduction in production. As reported by the farmers, the occurrence of this infection is more severe when there are rains in the bearing period.

6.3.26.3.2 Pine Nut Harvesting and Post harvest ManagementPine Nut Harvesting and Post harvest ManagementHarvesting and post harvest management are important activities. The following section describes these in detail:

6.3.2.16.3.2.1 HarvestingHarvestingThe harvesting of Pine Nut cones start in September and continues till the end of October every year. Total harvesting of the cones is done manually. The men climb up the tree and harvest most of the cones (80%) in the first pick and the remaining 20% after a week. Usually 10 persons are required in harvesting of 30 yusta forest wherein seven persons (male) climb up the trees and harvest the cones while three women assist them in collection of cones on the ground and filling of bags. Generally, 50-80 mature cones are harvested from one tree.

As there are no harvesting tools/safety belts, the cones at the periphery of the tree are harvested by pulling the branches, which causes breakage of the branches and result in great reduction in yield in the following years. Provision of training and equipment for harvesting of cones can significantly increase the productivity levels.

6.3.2.26.3.2.2 Post-HarvestPost-Harvest Operations OperationsThe cone collectors do not follow any specific post harvesting techniques. There is no value addition and raw nuts are sold to commission agents without roasting. Roasting is not carried out in SWA due to a lack of awareness about the process. There is an opportunity to introduce roasting techniques to fetch higher prices for the farmers. Delay in reaching the market reduces the weight of the nut which leads to decrease in farmer’s earning. Main post-harvest operations carried out for Pine Nuts follow:



6.3.2.2.16.3.2.2.1 Nuts ExtractionNuts Extraction The harvested cones are dumped in a pile in a room (within the house) and are covered with tarpaulin and trash. During this storage period, losses up to 30% occur if proper precautions are not adopted. After 8-10 days, the scales of the cones open up and they are placed on a local cot (Charpai) and beaten with a stick to extract the nuts. The process has an inherent disadvantage that some nuts remain in the bottom of the cone. There is no special tool used to extract these left over nuts from the cones and the cone collectors remove them with sharp wooden sticks. During this process, some nuts are broken and the extent of loss goes as high as 10%. Generally, the nut recovery from the cone is 5%.

There is no use of cones once the nuts are extracted from them and they are used only for burning purposes. There are possibilities for using these cones for more value added purposes such as making decoration pieces. Awareness and trainings can be provided to make different types of decoration pieces from the Pine cones.

6.3.2.2.26.3.2.2.2 GradingGrading Proper grading of nuts is not carried out by the Pine Nut collectors. Only the broken pieces of nuts and cone are removed manually. Different sized sieves and locally made “Chaj” are used for grading and cleaning the inert matter. However, keeping in view the international and regional best practices, classification can be performed on extracted nuts. Various standards exist to identify the quality of Pine nuts, if adopted can fetch higher prices as well as boost the prospects of export. Pine nuts are generally classified into three classes. Details of these classes are provided in Appendix 22.

6.3.2.2.36.3.2.2.3 PackingPacking Pine Nuts packing is done in 80 kg of gunny bags. The price of empty bag is Rs 60-80. Improper packing and handling practices is one of the reasons for high post harvest losses. Total post-harvest losses (packaging, storage, handling, transportation, etc.) may be as high as 30-40% of the total produce.

6.3.36.3.3 Pine Nut MarketingPine Nut MarketingCone collectors sell their nuts in the local markets to the agents of the wholesale market. The traders in the local markets of SWA pay 50% of the amount at the time of transaction and the remaining 50% is paid after one to two months. The local traders in SWA do not charge any commission as they purchase themselves and delay 50% payment for one to two months and sometimes for even longer. Commission rate in various other markets varies from 2 to 2.5%.

No branding practice is followed by producers. Farmers are unaware of the branding concept and its importance in marketing of the products. Returns for the farmers can be improved by building the marketing capacity of the farmers.

6.3.3.16.3.3.1 Wholesale MarketsWholesale MarketsD.I. Khan Market: DI Khan is a Pine Nut market due to its proximity with SWA. Supplies from Wana and other producing areas are channeled to this market. Very few wholesalers are located in this market because of low competition; this is not a potential market for increasing the trade of Pine Nut.

Bannu Market (Azad Mandi): This is a primary wholesale market of national/international importance. Major quantities of Pine Nuts are brought from Chitral, Gilgit, Skardu, Miranshah, Afghanistan and Zhob in this market. In the past, traders from China also used to make large transactions in Bannu market, but now supplies are routed to China, Middle East and Gulf States through Lahore based wholesalers.

Lahore Market: Lahore is the second largest market for Pine nuts. Substantial value addition is done in this market. Supply to Punjab and Sindh provinces, along with export to other countries, is practiced through Karachi based exporters from Lahore.



Peshawar Market: Peshawar is the third largest market where supplies from Afghanistan and some parts of Chitral, Gilgit, Chilas, etc. are made. From this market supplies are also routed to Rawalpindi/Islamabad market and some parts of KP.

Rawalpindi Market: This market is important where supplies from Chilas (Gilgit), Peshawar and Bannu are channelized. Supplies from this market are made to nearby cities and towns. Some dry fruit traders also export Pine Nut from this market.

6.3.3.1.16.3.3.1.1 MarketingMarketing Channels Channels Since pine nuts producers from SWA have no market linkages with Bannu, Lahore markets etc. Vast majority (98%) of the pine nut producers supply nuts to the local markets of Wana, Miranshah, Makeen, etc. wherefrom the dealers make supplies to D.I. Khan, Bannu, Lahore and other potential markets in Pakistan. A small proportion (about 2%) directly supplies nuts to Tank, D.I. Khan and Bannu markets. Following figure shows the marketing channels:

Pine Nut Farmers

Wana Market4-5 traders

Miranshah Market8-10 traders

Makeen Market1-2 traders

Bannu Wholesale Market

Lahore Market

Exported to Middle East and

Gulf markets

Other markets in Punjab and Sindh

Peshawar MarketRawalpindi Market

SWA Pine Nut Market Channels

6.3.3.26.3.3.2 Market ComparisonsMarket ComparisonsA comparison was drawn to compare the benefits for the farmer for selling his Pint Nut produce in Lahore market versus if it was sold in Wana. There was an estimated increase of about 36% in net income if the farmer sells it in Lahore. No major value addition activities are carried out in the intermediary markets. Some cleaning and sorting operations are carried out for Pine Nut brought into intermediary markets. There is no major difference in incremental increase in value if that small value addition is done in SWA or in an intermediary market like Bannu or D.I. Khan. Calculations used for developing this comparison are shown below in the following Table:




Base Price at Wana (Rs/maund of 50 kg) 50,000 Weight/pack (kg/bag) 80 Loading/truck (No. of bags) 125 Loading charges of 125 bags (Rs) 625 Weight per truck (maunds) 200 Transportation Charges/truck (Rs) 60,000 Miscellaneous Charge on the way (food, police) 4,000 Unloading charges (Rs) 625 Market Fee (Rs) 500 Munshiyana (Rs) 50 Total Cost Till Market (Rs) 65,175 Market Rate (Rs/maund) 70,000 Total Revenues (Rs) 14,000,000 Commission rate 2.5%Commission (Rs) 350,000 Total Cost (Rs) 415,175

Net Income (Rs) 13,584,825 Net Income/maund (Rs) 67,924 Increase in Income (Rs/pack) 17,924 % increase over Wana 35.8%

6.3.46.3.4 Regulatory/Institutional Links of Value ChainRegulatory/Institutional Links of Value Chain The Pine Nut entrepreneurs in SWA are unaware of the price situation in the primary and

secondary wholesale markets; hence they supply to the local markets in SWA. This lack of market information severely affects their bargaining power and middleman gets benefit of their ignorance.

No effective linkages have been developed with the traders in potential markets of Pakistan. By increasing the linkages of the main market dealers, better prices can be availed.

Market associations do not exist at collector level. It is difficult to reach individual cone collector to strengthen their capacities in marketing.

The pine nut entrepreneurs do not have any access to formal/informal source of finance and hence cannot market outside SWA.

6.3.56.3.5 Recommended Projects for SWA Pine Nut Sector DevelopmentRecommended Projects for SWA Pine Nut Sector DevelopmentBased on Pine Nut value chain analysis, workable projects have been proposed for maximizing potential and economic returns from the sector. Brief introduction to the proposed project is presented below. Details have been included in the chapter on strategy and recommendations.

Pine Nut Productivity Enhancement Project: The project aims at bringing improvements in pre-harvest, harvest and post-harvest practices of Pine Nut. For pre-harvest stage, an awareness campaign will be launched to educate the farmers on benefits of Pine Nuts and Pine trees and use of appropriate farming techniques for maximizing production. For harvesting, the interventions will include training the farmers on best practices and providing proper harvesting tools. For post-harvest, tools will be provided along with training to Pine Nut farmers. Training will also be provided for reducing packaging losses. In addition, the project will also focus providing support for planting new trees by providing the forest owners with good quality saplings.



Strengthening Marketing Linkages of Pine Nut Entrepreneurs: The project targets to strengthen marketing linkages of Pine Nut farmers and traders in SWA by organizing them in groups and increasing their access to market information. The project also aims to arrange visits of local Pine Nut entrepreneurs to major dry fruit markets in Pakistan for increasing their exposure, making them aware of market dynamics and developing their linkages with potential traders.

Promoting Pine Nut Roasting in SWA: The project aims at building capacity of Pine Nut entrepreneurs and providing technical support for roasting of Pine Nuts. The project will create awareness on role of roasting in improving incomes. Roasting machinery will be provided to partner farmers/traders and training will be imparted to develop a quality product. Support will also be extended for carrying out test marketing of the product in Lahore market.



6.46.4 Livestock Sector Value ChainLivestock Sector Value ChainLivestock is one of the earliest practices of human being and is serving mankind. Livestock acts towards making farmers’ lives more productive, easy and secure because it is used as a reserve capital for any emergency. Livestock is very common in SWA and almost all households (98%) rear livestock.60 There is no recognized livestock farm in the Agency except some poultry farms recently established by Pakistan Army.

6.4.16.4.1 SWA Livestock Sector ProfileSWA Livestock Sector Profile

6.4.1.16.4.1.1 Tribal Distribution of LivestockTribal Distribution of LivestockMajority of Wazirs and Mahsuds of South Waziristan are pastoral. Livestock is the major source of livelihood of majority of Mahsud families living in SWA. There was significant decrease in number of animals in their areas due to war. Almost all the refugees from Mahsud area lost their animals. SWA was a passing route of Afghan Nomads before war. Goats are reared more as of sheep due to their adaptability and disease resistance characteristics.

On an average, 10 to 12 goats and sheep and 4 to 5 cows are reared per household. Buffalos are not common in South Waziristan Agency. Some families in Wazir areas rear these for milk purpose. As per the Livestock census 2006, buffaloes were around 10% of the total large ruminants population of the Agency. Due to conflict, substantial numbers of animals died and lost, or were taken by the fighting forces for consumption purposes. Local desi poultry birds are kept in the houses. On an average, each household has 5 to 15 birds. Recently, Pakistan Army has developed some poultry farms for commercial purposes; otherwise poultry is reared only for home consumption.

The average price of male goat of one to one and a half years is reported as Rs 6000-7000 whereas, female milk producing goat price ranges from Rs 15,000-20,000. Sheep’s price is lower than goat. Average price of milking cow ranges between Rs 30,000 and 50,000. Some households rear high yielding cows which have very high price. Buffalo price is around Rs 100,000. The mutton and beef prices reported are around Rs 450 and Rs 250 per kg respectively. Some children sell eggs to shopkeeper in order to fetch candies and other food items.

6.4.1.26.4.1.2 Livestock Species in SWALivestock Species in SWAMain goat species are local and commonly known as “Pahari”.61 The cattle are mainly local breed but “Sahiwal” and “Neeli” cow and buffalos are also present in the Agency. Due to local crossing, the original breed is difficult to locate.

6.4.26.4.2 Livestock ManagementLivestock ManagementFollowing section describes important management practices and constraints faced by farmers in small and large animal production in SWA.

6.4.2.16.4.2.1 BreedingBreedingIn house breeding is common for both large and small ruminants which is an important reason for low productivity of animals. The services of one male are utilized for a herd of 20 to 25 sheep and goat. Local bull which is kept by elders in the area and his services are utilized by farmers for impregnation. No artificial insemination practices are followed in the area. There is also no exotic or high yielding breed reported except for goats where some farmers possessed “Beetle Breed” which is from Punjab and is bigger in size and also produce two to three kg of milk. This breed fetches higher prices.

Effective and efficient management always plays pivotal role for higher production. In fact, in SWA, livestock production is practiced as a “traditional livelihood” without any modern innovation, technologies. There is no value addition except some livestock milk byproduct used for local consumption. 60 Multiple indicator Cluster Survey for FATA, released in 200961 One of Japanese emergency NGO distributed goats (Beetle) to 500 IDPs families along with animal ration in the form of ‘wanda” in D.I. Khan.



6.4.2.1.16.4.2.1.1 Livestock FeedLivestock Feed There is no proper feeding of animals. Small and large animals are openly grazed. During grazing, farmers reported loss of animals by wolf attack and also due to theft. There is no rotational grazing practice in the area. Animal are grazed on specified grazing areas, they are not allowed to graze in private orchards. If any animal is found grazing in someone jurisdiction, it is heavily fined in order to curb grazing in their areas.

During winter, due to shortage of grazing material (less vegetation and snow fall), the animals are fed with jowar, maize, wheat straw, choker and other dry fodder. They are also fed with gram straw which is mostly bought from D.I. Khan, at Rs 100 per bag of 20 kg. The price of straw bundle was reported as Rs 15 to 20 per bundle of 15 to 29 kg. Choker price was reported to be Rs 15 per kg. Some farmers also informed feeding of wild olive leaves to their livestock during winter because olive remains green throughout the season. Birds are fed from leftover foods from the households.

6.4.2.1.26.4.2.1.2 Livestock HousingLivestock Housing There is no proper housing and sanitation for both small and large ruminants in the area. During summer, the animals are placed in an open area covered with boundaries of sticks and thorn grasses to protect from wild animals. Animal are placed in mud houses during winter season. In certain cases, small ruminants are also placed in caves.

6.4.2.26.4.2.2 Livestock Diseases and TreatmentLivestock Diseases and TreatmentDiseases are one of the most important factors causing low productivity in livestock in SWA. Production system scenario of livestock in the Agency is dominated by subsistence and small-holdings. The farmers are concerned more about their animal diseases than other factors affecting productivity in animals like nutrition, breeding and reproduction. Thus treatment and control of diseases still remains the most critical point for any extension or technology transfer effort. Diseases cause mortality, depriving the farmer from its livelihood. Furthermore, a disease causes substantial production losses (immediate and long term quality losses) and in fact these are economically more significant than losses from mortality.

A number of diseases were reported by livestock producers during in-depth interviews and FGDs Names of the diseases are presented in Appendix 23. The farmers were unable to name the diseases but they described the symptoms. There is no proper treatment of animals in the Agency. There are no veterinary services or qualified veterinary doctor available in the area. If animals are sick, the farmers treat them with traditional ways by giving their animals indigenous herbs and shrubs. Some farmers also get some animal treatment services from settled areas like D.I. Khan and Tank. In such cases, the farmers describe the symptoms of animals’ diseases and get some medicine from the unauthorized medical stores/shops and or from unqualified and unregistered veterinary practitioners.

As per the findings of FGD, there is no service or facility for animal vaccination in South Waziristan. For this as well, the farmer gets support from medical stores and unqualified veterinary practitioners. One of the reasons for no availability of services is the security situation, since officially, government’s veterinary services are available in the Agency at Tehsil level. They claim to do regular vaccination of local animals.

6.4.36.4.3 Production (Milk and Meat)Production (Milk and Meat)The yield is very low both in case of milk and meat. On an average, local goat and sheep produce around half to less than one liter of milk per day. The average live weight of small ruminants is around 15 to 20 kg. Similarly, the cow produces only 2 to 4 liters of milk with live weight of 60 to 70 kg. The low productivity is mainly attributed to local breed, no use of high nutrition ration (Wanda, minerals, etc.). Feeding is done only through grazing and limited stall feeding only during winter. Some farmers produce “ghee” from the extra milk. In town packed milk is used for tea in shops.

6.4.3.16.4.3.1 Animals SlaughteringAnimals SlaughteringFarmers slaughter their animals in an open space outside their houses by themselves. Small restaurants in Wana and other towns have their own arrangements for slaughtering animals; whereas, butcher or



meat shops (only in towns) slaughter their animals in their shops. There is no formal slaughterhouse reported by the interviewers in the area. People prefer to slaughter their animals by themselves. It is not considered to be a good practice if one asks somebody else to slaughter his animals. The offal are just thrown in the garbage.

6.4.46.4.4 Livestock MarketingLivestock Marketing

6.4.4.16.4.4.1 Live Animals MarketingLive Animals MarketingThere is no proper livestock marketing system in SWA. Main livestock markets are in the major subdivisions i.e. Sarwakai, Makeen and Wana, which operate on daily basis. Wana is the biggest local market, followed by Makeen and Sarwakai where on an average 400, 250, and 200 animals are sold per day, respectively. The beopari/commission agents play their roles in almost every step of channels; with their margin being Rs 100-200 for small ruminants and Rs 500 for large ruminants. From these three main markets of SWA, live animals are transported to D.I. Khan, Peshawar, Punjab and Afghanistan markets.

The market margin per animal is Rs 100 to 200 whereas; the sale price is Rs 4,500 to 5000 per small animal. Goat fetches 20 percent higher prices as of sheep. Beside the local supplies, animals are also brought from Afghanistan into these markets. The number of dealers also varies from local markets. The share of Afghan and local animals are 30-40% and 60-70% in these markets, respectively. There is no restriction on movement of animals from SWA to other parts of the country but farmers reported that they have to pay Rs 500 to 600 to police on different check posts. The biggest outside markets reported are Gazni in Afghanistan via Wana and Angoor Adda. Outside SWA, major nearby markets are Bannu, D.I Khan, Miranshah and Tank where 40, 30 and 20 percent animals are brought for sale. There are no market fees but beoparies or dealers have to pay Rs 500 per month for getting to market place. No market facilities i.e. shade, feed, water, vet services, etc. are available in market place.

Farmers/Producers of

SWA

Middleman (Beopari)

Wana MarketSewakai Market Makeen Market

Middleman (Beopari)

Tank Market Punjab MarketsD.I. Khan MarketBannu Market Afghanistan

Market

Beopari

ButchersFarm producers

Marketing Channels of Live Animals of SWA



6.4.4.1.16.4.4.1.1 Road and transportation CostsRoad and transportation Costs Generally, roads are not good for transportation. Due to bad road, less number of animal are loaded in a truck (50 to 60 small ruminants per truck, with sheep number being less by 10%). The truckload fare from Wana to Makeen, Tank and D. I. Khan is Rs 16,000, 12,000, and 25,000, respectively. The new road built by USAID has had a positive impact on the lives of the local livestock farmers by reducing the time of travel. The time will be further reduced if there are no check posts on the way.

6.4.4.1.26.4.4.1.2 Mode of Payment and LoanMode of Payment and Loan Majority of the sale of animals is done on cash, whereas, around 30% sales are done on credit. Generally, 50 percent payments are made at the sale while rest is credited for one month. The credit terms varies from person to person. There are some silent partners who provide loan to the beoparies and got 50% profit share. This is for better long term relationship.

6.4.4.1.36.4.4.1.3 Livestock Producer/Beopari Organization or AssociationLivestock Producer/Beopari Organization or Association There is no organization or association of producers as well as market intermediaries. Similarly, there is no market committee or market act implemented in SWA. Beoparies/agents as well as dealers do not share market information and kept it secret for their own interest. Some beoparies act jointly but it is very rare and depends on individual to individual.

6.4.4.1.46.4.4.1.4 Role of Eid-ul-AzhaRole of Eid-ul-Azha On Eid-ul-Azha occasion, the animals fetch higher prices. The beoparies start purchasing animal one month earlier and rear than. They get around Rs 1000 and Rs 500 margin per animal at retail and whole sale markets. The shares of wholesale and retail markets are 20-30% and 70-80% respectively.

6.4.4.1.56.4.4.1.5 Skin, Hide and Wool marketingSkin, Hide and Wool marketing There is no skin, hide and wool marketing in SWA. The skins are sold at very low rates. The sheep wool is sold Rs 100 to 150 per kg at local shops.

6.4.4.26.4.4.2 Milk MarketingMilk MarketingThe animals in the Agency are not managed with a commercial approach. The milk is produced mainly for family consumption. Very few households living in town or having their own shops sell milk and get it from their own sources. Packed milk is also used on hotels and tea stalls. There is no milk marketing. The surplus milk is used for preparation of butter and Ghee. The spare Lassi is given to poor neighborhoods free of charge.

6.4.56.4.5 Access to FinanceAccess to FinanceThere is no formal loan or credit facility available in the areas for livestock producer as of other sectors. Farmers get loan in case of emergency from informal sources (friends, relatives, beoparies, etc). There is also a tradition of getting loan for business purpose where the lender gets 50% share in case of profit whereas in case of loss, the loaner has to bear all losses and has to return the principle amount but without any interest. In the market, at times, the producer sells his animals on loan basis for a cycle of 15 to 20 days. This builds good rapport among the beoparies. Foe emergency, animals are sold as reserved assets.

6.4.66.4.6 Major ConstraintsMajor Constraints There is a vast potential in the livestock sector. If effectively handled, with a focused planning and political commitment without stretching much on the cultural boundaries, it may solve many socio-economic problems of the rural segment of the population in the SWA. There are several factors constraining improved livestock productivity. These can be grouped into economic, institutional, biological and technological constraints as follows:



Constraints in Livestock production in SWAEconomic

ConstraintsInstitutional Constraints Biological Constraints Technological Constraints

Lack of policy Poor

marketing No pricing

mechanism No formal

credit

Fragmented/weak vet and extension services

No research for quality species in SWA

No rotational grazing No training facilities

Low genetic potential – local breeds

Poor performing large population

Rampant diseases and parasites

Inadequate and poor quality Feeds (mainly grazing)

Absence of processed quality feed

Poor management of fodder production

Absence of production technology Packages

Traditional management

6.4.76.4.7 Recommended Projects for SWA Livestock Sector Development Recommended Projects for SWA Livestock Sector Development For developing livestock sector of South Waziristan Agency, workable initiatives have been identified and presented as projects. Details of these projects have been included in the chapter on strategy and recommendations. Brief introduction to the proposed projects is shown below:

SWA Livestock Development and Productivity Enhancement Project: The project aims to develop and enhance the productivity of livestock sector in SWA. The project will provide a package of technologies which will enhance livestock productivity. Enhancing productivity will lead to boosting households’ incomes, improving nutrient intake, and contribute towards reducing poverty in the Agency.

Livestock Restocking in SWA: The key objective of the project is to assist in resettling Mehsud IDPs in their homeland by providing them sets of adaptable high yielding breeds of small, large ruminants and poultry.

Training Program for Animal and Poultry Management for Families: The project targets to increase animal productivity and health and income of farmers by imparting training to family members. This training program will have a preference for training women family members of the family; since livestock is primarily managed by women. This will increase productivity and lead to increased incomes for the farmers.



7.07.0 STRAETGY, RECOMMENDATIONS AND STRAETGY, RECOMMENDATIONS AND WORKABLE PROJECTSWORKABLE PROJECTSRegions coming out of internal chaos and destabilization cannot engage in sustainable long term development unless they first go through an interim phase of basic economic reconstruction. The challenge of this phase is to reactivate the economic activity while keeping in mind the fragile balance of peace in perspective. The aim is to revive the economic activities in the region so that they have a permanent stake in peace in the area. Without sustainable peace, no short, medium or long term strategy has realistic chance of success. Area still under a threat or freshly coming out of conflict have greater chances of reverting to instability if the peace gains are not consolidated through an integrated strategy in which security, political, social and economic issues are addressed together.

The development strategy for SWA targets those areas where interventions can bring about a quick and sustainable change to foster economic growth process in the Agency. Focused interventions have been proposed in the selected priority sectors. Recommendations have also been proposed to improve the overall policy and institutional framework. Capacity building of local youth has also been included as an important component of the proposed strategy.

7.17.1 Strategy ComponentsStrategy ComponentsBased on the findings of the research, the proposed integrated strategy targets all important constraints which hinder the sector growth. The strategy has been split into six components so as to cover all important elements of the proposed development activity in SWA.

Component 1 – Policy and Institutional Reforms: The component includes broad based interventions aimed at improving the overall framework of economic development. Most of these constraints have their roots in the political system of FATA and thus are difficult to be rectified in short to medium term. The recommendations proposed under this component aim to have a quicker impact.

Component 2 – Production and Productivity Enhancement: All the sectors in SWA operate at suboptimal levels in terms of production and productivity. This component proposes projects aimed at improving efficiencies in the selected sectors. This includes diversified interventions for improving production methods, cost reduction methods by controlling diseases and wastes, creating awareness about recommended practices, etc.

Component 3 – Strengthening Marketing Linkages: The component targets strengthening the weak marketing linkages of producers in SWA with key markets in Pakistan. Interventions like providing access to market information, use of improved packaging, innovative marketing methods, organizing farmers into groups, etc. has been included in this component.

Component 4 – Promotion of Value Addition: The component proposes interventions in the areas where product value can be saved/increased by improving presentation of the product, by changing the physical form of the product into some value added form, etc. so as to get a better value for the producers.

Component 5 – Skills Training: This component covers the entire SWA but has a greater significance for Mehsud population. The focus is to facilitate technical training programs for the youth of SWA in skills which have demand in overseas markets and in other regions of Pakistan.

Component 6 – Entrepreneurship Promotion: This component includes interventions for development of micro and small enterprises in SWA by providing related trainings and facilitating provision of capital for business startup.

In line with the six components, workable projects have been developed in different sectors. Basic concept of each project has been described; along with its rationale expected benefits, main activities and an implementation approach.



7.27.2 Recommended ProjectsRecommended ProjectsSWA is territory of Pakistan, as defined in the Constitution as a part of FATA. Though it is represented in the national assembly but it remains under direct executive authority of the President of Pakistan. The laws framed by the National assembly do not apply in SWA/FATA unless ordered by the President of Pakistan. SWA is administered by a Political Agent who is responsible for the governance of the area under FCR. Most of essential social and economic laws of Pakistan have not been extended to SWA being part of FATA which has perpetuated a governance system where normal regulatory framework like settled areas of Pakistan has not been introduced. Consequently, a pro-growth and economically responsive business enabling environment could not evolve in the Agency. Hence, economic opportunities are as scarce as ever; rather shattered due to brutal conflict inflicted on the Agency. Poverty is rampant and is a major cause of youth’s allure towards militants’ folds. Majority of Mehsud population is forced to live as IDPs. Normal agency administrative fabric is partly dysfunctional at present. Security is the compelling priority during these times of turmoil which has extended a pivotal role to Pakistan Army in the governance of the agency.

The governance and economic structure has, thus, culminated into the fact that unemployment and/or under employment is very high in the agency. Majority of SWA workforce is comprised of unskilled and semi-skilled workers; mostly engaged in low paid manual jobs. To survive in the presence of lack of economic opportunities, a vast majority SWA residents are working in settled areas of Pakistan and abroad; a major source of local and foreign remittance for the community.

Looking at the key value chains, it is observed that very little value addition activities are actually carried out by the sector stakeholders existing at different links of the value chain. Sector evaluation does indicate the existence of a realizable potential at different stages; however, that additional dividend is not being reaped. Absence of peace and disruption of normal economic process in the Agency is one of the key constraints in that regard. Traditionally, FATA region has been isolated from settled areas of Pakistan. The local people have very little exposure due to which their awareness levels about better farming and value addition options are very low. Even where a realization about the marginal increase in value does exist, there is lack of requisite knowledge and skills to practically implement that value addition option. Skilled labor for doing that value addition activity does not exist. Further, even where all other components are in place, availability of capital for undertaking the possible value addition options remains as the major barrier.

In this backdrop and peculiar prevailing environment of SWA, an out of box development strategy and a paradigm shift is inevitable in governance structure, regulatory framework, institutional arrangements and full realization of the potential of local value chains so as to accomplish a meaningful change in the governance and economic environment of the Agency. It is important that a handholding and participatory approach is adopted for development strategies and carefully crafted regulatory reforms are initiated to pave the way for economic growth and stability. Prevalence of security is a prerequisite for any social and economic development of the area. At present, access to many parts of the Agency is restricted which causes a restricted movement of government officials, service providers and development organizations.

The development initiatives suggested in the following paragraphs have been developed with this backdrop to accomplish long term change in governance, regulatory framework, institutional strengthening and quick impact economic for major part of local community.

7.2.17.2.1 Policy and Institutional Development ProjectsPolicy and Institutional Development Projects

7.2.1.17.2.1.1 Need Assessment and Proposals for Regulatory Reforms PackageNeed Assessment and Proposals for Regulatory Reforms PackageProject Description: It is proposed that a project be designed and initiated to undertake the need assessment of regulatory framework for SWA/FATA for its near and medium term requirements to provide an enabling business environment and improved governance. The project aims to formulate and suggest reforms package for a gradual transformation of the regulatory framework for the Agency. This is a cross cutting initiative as relevant with SWA as with other agencies, hence, it involves a holistic approach and requires a broad based ownership.



Purpose: To assist FATA Secretariat to undertake a holistic need assessment for required regulatory framework to pave the way for transformation of current governance structure and regulatory framework and suggest set of regulatory framework/ reforms package.

Rationale: Need for regulatory reforms have been well acknowledged by all stakeholders over the years. A few amendments were announced in August 2012 relating to FCR and extension of Political Parties Act. But still the overall regulatory framework is inconsistent and insufficient for normal enterprises to invest and undertake usual businesses in FATA area including SWA. Though over thirty laws have been extended to FATA during last fifteen years, but still some of the most essential regulations and laws are not yet extended to FATA. Unless an elaborated and comprehensive regulatory frame work is in place, a transformation in governance and judicial system may not be realized. Further, investment, lending and other trade related activities cannot take place on sustainable basis; which are so essential for employment generation and enterprise development in the area and poverty eradication.

Expected Benefits: A need based well crafted and planned transition from an obsolete regulatory and administrative

framework to a same/similar regulatory framework and administrative arrangement like settled areas with minimum chaos and loss of time.

Instead of extending the laws and regulations in piecemeal, a wholesome package is devised best suited for the near and medium term regulatory, administrative and development needs of the SWA/FATA.

This would open the way for economic growth in the areas by providing necessary banking, land revenue, judicial and other economic related regulatory framework to promote investment in the area and offer economic opportunities to ward off poverty and extremism and support decent livelihood for the people.

Currently, corporate and banking enterprises find it impossible to extend their activities to SWA/FATA in the absence of clear land titles, proper legal and administrative setup, dispute settlement mechanism and banking regulations. Implementation of regulatory reform package would pave the way for normal business activities to explore indigenous business potential for the benefit of the local population.

Proposed Activities: Conduct a comprehensive study of existing regulatory framework; the laws and regulations

already extended to SWA/FATA. Conduct a need assessment to determine which relevant laws and regulations are inevitable for the

area to suit the development needs for near and medium term. Study and identify set of laws and regulations most needed and crucial for the efficient governance

and development needs of the areas. Initiate extensive consultation with all stakeholders( federal & provincial governments, FATA

secretariat, PA , elected representatives of the area, civil society of the area, private sector, business enabling institutions like SBP, SECP, commercial banks, SMEDA etc) to formulate a reform package which has broad based ownership/support.

Propose a comprehensive regulatory reforms package accordingly.

Project Timeframe: Short to medium term

Implementation Approach: Federal and provincial governments and FATA Secretariat are the institutions responsible to undertake any change in the existing regulatory framework. This initiative is designed to assist key government institutions to enable them to undertake the gigantic work of need assessment of existing framework, study the options to identify the needed laws and regulations and propose a comprehensive reform package with a broadcasted ownership. A team of legal and administration experts may be organized by a competent policy think tank/organization to undertake the job with well defined scope of work and timeline. A proposed initiative by USAID as Investment Promotion Council (IPC) in KP can lend a credible support to either undertake the whole proposed



program or part thereof. Based on information available, the objectives and structure IPC is suitable and relevant for this project proposal.

7.2.1.27.2.1.2 Strengthening of Institutional Capacity and CapabilityStrengthening of Institutional Capacity and CapabilityProject Description: This initiative involves development/strengthening of the institutional capacity of senior officials of FATA Secretariat, FDA and line departments of FATA Directorates to implement the proposed regulatory framework.

Purpose: To assist the existing officials and new inductees into the folds of FATA Secretariat, its Directorates and FDA to prepare them to meet the challenges of implementation of proposed reform package for the area.

Rationale: FATA secretariat and FDA were established to undertake the administrative and development affairs of FATA including SWA. The current capability and capacity of both organizations have evolved according to the scope of administrative and institutional requirements of the area. Additional capacity and capability would be required to successfully implement the proposed reform package. Hence training and capacity building of existing officials and new inductees would be necessary to understand the new regulatory framework and its implementation process.

Expected Benefits: Well prepared institutions to undertake the gigantic job of implementing the new regulatory

framework. Develop comprehension of new regulatory framework and its impact on relevant stakeholders so

that the officials can devise suitable implementation strategies to ensure minimum chaos, avoid confusion, conflicts and amicably resolves anomalies.

To accomplish an orderly implementation of new reforms package with achievement of desired outcome.

Proposed Activities: To undertake a quick need assessment for the capacity building. Design capacity building programs; dedicated training programs, designing other training

activities like seminars, conferences, trainings, field visits etc. Design roster of training programs and training activities with the collaboration of relevant

institutions so that officials can be made available with minimum hindrance to the official work and plan the capacity building schedule accordingly.

Develop training material, reference material and teaching aids to impart trainings and undertake training activities.

Identify and engage suitable trainers from Pakistan and abroad, if needed and available, with suitable credentials.

To conduct the training programs of predetermined durations and other training activities

Project Timeframe: Medium to long term

Implementation Approach: A capable training organization and /or policy think tank may be entrusted to undertake the assignment. Such organization would conduct need assessment, evaluate the relevance of national training institutions, organize collaboration with these institutions, finalize contents of training programs and training activities and identify the qualified trainers by best utilizing talent in national institutions and supplementing with experts from outside national institutions wherever needed. As this project is integrated to 7.2.1.1, proposed initiative of USAID as Investment Promotion Council (IPC) can lend practical assistance to undertake this project as a whole or any component of this project.

7.2.1.37.2.1.3 Development of Lost Micro and Small EnterprisesDevelopment of Lost Micro and Small EnterprisesProject Description: Assist the displaced families to help them regain their lost livelihood businesses through a grant based initiative. This program is recommended for registered and unregistered



displaced families of SWA. The grant program can be tied up with their return and be spent to regain their livelihood once they return for re-settlement in their homes.

Purpose: To assist the displaced families to regain their livelihood by rebuilding their micro and small enterprise (poultry, livestock, agriculture, transport, retail etc.) by offering them grant assistance to regain their subsistence for a sustainable living.

Rationale: The conflict in SWA has devastated the livelihood of displace families; many of them are registered IDP and rest are residing in different cities in settled areas on their own. Their displacement caused loss of their micro and small enterprises which used to be source of livelihood for them during peace time. Around 5,500 families have returned in two phases of IDPs return. In the absence of access to finance form formal sector, these families need financial assistance and technical guidance to regain their livelihood and sustainability. The program would have quick impact and high visibility.

Expected Benefits: To assist the displaced families to regain their livelihood enterprises and enable them to have a

sustainable living after the traumatic displacement. Assist rebuilding the lost enterprises of the most affected areas by the militancy. Help revive the normal economic opportunities and normalcy in the area. Help the displaced entrepreneurs to become productive again immediately on their return. To promote economic opportunities in the area which can further develop job creation locally and

be part of backward or forward market linkages.

Proposed Activities: Mapping of potential recipients who have lost their micro and small enterprises. Determine the size and financials of lost enterprises to determine the criteria of selection and size

of grant. Develop and comprehensive project design including selection criteria, process of approval, size

of grants, approval of grants, deliverance of grant, monitoring mechanism. Identify and register the potential grant recipients Deliverance of grant to the selected micro and small entrepreneurs. Organize monitoring of enterprise development and effective usage of Grant for the exclusive

purpose of developing lost enterprises.

Project Timeframe: Short term

Implementation Approach: An organization well versed with the dynamics of the area and economic landscape of the community may be entrusted to undertake the job. Organizations like SMEDA, Sarhad Rural Support Program or suitably profiled NGOs already working successfully in the area would be useful to undertake this initiative. Linkages and active support of other major administrative stakeholders of the agency should also be solicited for a broad based ownership of the initiatives and its delivery to the deserving recipients.

7.2.1.47.2.1.4 Integrated Agriculture Supply and Advisory CenterIntegrated Agriculture Supply and Advisory CenterProject Description: To provide an integrated center at three main locations of SWA; subdivision headquarters of Wana, Makeen and Ladha offering the agricultural reliable input supplies and advisory to the farmers related to their extension needs. It would be private sector driven initiative managed through community based organizations.

Purpose: To provide major agricultural and livestock inputs at one center so as to ensure reliability and purity to cater the needs of farmers’ community. This center also provides advisory services for their agricultural and livestock problems.

Rationale: Currently, agricultural extension services are largely dysfunctional due to the ongoing conflict. But the efficacy, quality service and reach of extension department in peace time left much to be desired. Farmers complained about severe problems in procurement of certified seeds, genuine



branded pesticides and other agricultural inputs of quality which is causing them higher prices and yet poor quality. Poor quality of agriculture inputs and lack of easily available extension advisory services is major cause of poor agriculture yields. Hence, providing an integrated center for agriculture inputs and advisory services would fill in the vacuum hurting so badly at present.

Expected Benefits: Providing major all agriculture input supplies at one place located at three convenient locations. Make quality inputs available at an accessible point so as farmers can get rid of adulterated and

often poor quality inputs available in the local market. Farmers can have access to certified seeds instead of relying on adulterated seeds causing loss of

yield to their produce. Farmers can have access to genuine pesticides instead of getting adulterated pesticides from the

market. Provide extension advisory services at the center for the benefit of farmers related to agriculture

and livestock.

Proposed Activities: Determine the major input requirements and regular stocking needs for the area Collaborate with the manufacturers or authorized dealers to arrange procurement of quality inputs

at competitive prices. Develop physical infrastructure for the intergraded center Hire staff and train them for satisfactory operations of the center Hire agriculture and livestock specialists to offer advisory services to the farmers. Develop an arrangement of ownership and management based on community based organization

and participatory approach.


Implementation Approach: It would be a private sector community based and managed initiative with a permanent organization structure. Community based local organizations and NGOs with demonstrated experience in the area would be engaged to develop an organization to manage and be responsible for regular running, upkeep and management of the center. Sarhad Rural Support Program and other organizations alike can help formation of its management structure and sustainable operations.

7.2.27.2.2 Workforce Development ProjectsWorkforce Development Projects

7.2.2.17.2.2.1 Institution Based Technical TrainingInstitution Based Technical TrainingProject Description: Arrange and sponsor training of students from SWA with well known and accredited technical institutes from settled area in diversified skill sets/vocational trade. Training period may be from six months to one year long depending upon institutions calendar of training.

Purpose: Training the youth of SWA in higher value and quality skill sets to equip them for better employment prospects at higher remuneration as compared to current general practice of working in few basic skills or unskilled fields at subsistence remuneration; both for employment in settled areas or Middle Eastern Counties. The target may be to develop an outreach to about 10-20% of families of SWA in three years (based on average family size close to 10, approximate number of students may be 5,500 to 11,000 for whole of SWA).

Rationale: Due to current security situation in SWA, the GTI was closed whereas all Women Vocational Training Centers were closed as well. Wana Institute technical education (WITE) has been established and made operational during 2011 but it has limited capacity and narrow skill sets. Further, accreditation/acceptance of certificate of technical educations operating in SWA has been a problem as employers hardly have confidence in quality of education being imparted in narrow skill sets. Currently vast majority has to live as IDP or reside in settled areas due to security situation. Instead of leaving the youth at the mercy of wave of events, youth may be provided institutional based training



with leading technical training institutions of Pakistan and prepared them for better demand based employment in and outside Pakistan.

Expected Benefits Assist the displaced and resident youth of SWA to continue their technical education instead of

either loosing education opportunities due to their displacement or closure of GTI in their agency. Offer youth of SWA opportunities of learning from best recognized/accredited institutions of

Pakistan instead of GTI, certificate of which is not well acknowledged due to its poor quality education perspective.

To offer the youth of SWA an environment to integrate with the youth of mainstream culture and exposure. This would enable them to become a change agent for their own families and community.

Value addition in the skills sets of SWA youth through better education for their higher employability in and outside Pakistan.

A diversified and demand based menu of skill sets/vocational training is made available to youth of SWA from mainstream technical education institutes.


Implementation Approach: Quick need analysis be carried out to determine the well demanded and most employable skill sets. Accordingly, leading technical education institutes from settled areas from Punjab, KP, Sindh and Islamabad be identified and collaborated with for the training. Full financial support is provided to the students covering their fee, boarding and lodging expenses. An implementation partner is recommended which could be a community based organization or FDA-SDC which is already doing similar project for the whole FATA.

7.2.2.27.2.2.2 Financial Assistance for General EducationFinancial Assistance for General EducationProject Description: Provide financial assistance to the youth of SWA who might be forced to leave their general education due to financial constraints.

Purpose: To help the youth of SWA who have would like to pursue their college education but cannot continue due to financial constraints of their families by providing a subsistence level financial assistance as scholarships.

Rationale: The general education is not in wide access to general student who have matriculated and would like to pursue for their college education due to limited number of colleges SWA. Further, security situation has even deprived most of them from whatever was available in the agency. Many of the families are forced to live out of Agency further hindering chances of students to continue their education. This initiative aims at enabling them to continue their education and prepare for an educated life afterwards.

Expected Benefits: To assist the capable, deserving and willing students to continue their general college education. To make them an educated citizens of future with better job prospects. promote integration of youth of SWA with mainstream through their education in leading colleges

of settles areas To help youth of SWA to become an agent of change by learning new cultural experiences and

better quality education from settled areas.

Proposed Activities Design and develop the details of the initiative for implementation Identify and organize collaboration with potential colleges as partner organizations Organize selection process and finalize students for potential financial assistance Develop a community based organization or collaborate with an existing NGO or FATA

Education Directorate to undertake the management of the initiative




Implementation Approach: The project should be developed as a donor driven initiative with a proposed duration of three years. Its management should remain vested with development sector NGO as implementing partner or joint management of implementing partner with FATA Education Secretariat. The areas of operation would primarily be areas in nearby districts of SWA like DI Khan, Tank etc.

7.2.37.2.3 Apple Sector ProjectsApple Sector Projects

7.2.3.17.2.3.1 Apple Nurseries Development ProjectApple Nurseries Development ProjectProject Description: The project proposes to facilitate and promote apple orchard development in South Waziristan Agency with improved varieties. The project will aim at facilitating provision of plants of improved varieties by providing support for establishment of nurseries and also by directly providing plants to the farmers. The project will mainly focus Wazir area since majority of apple orchards are located there. However, the project interventions will also be extended to develop new apple orchards in relatively plain regions in Mehsud area.

Purpose: To strengthen SWA apple sector by facilitating the provision of virus/disease free, true to type, apple varieties.

Rationale and/or Criteria for Selection: The present situation of nursery production for fruits in general and apple in particular is not satisfactory. Due to military operation, most of the nurseries have been closed whereas some are operating at limited scale. There is no availability of saplings of improved varieties to the local farmers. This has created a situation where development of new apple orchards is hindered and even where it is being done, traditional methods are being used which is a reason for decreased productivity. There is lack of awareness in SWA about improved varieties grown in other parts of Pakistan.

The nursery raising venture will primarily focus apple sector but will not limit itself to just one fruit. It will provide seeds/saplings for other important fruits and vegetables like peach, tomato, etc. Thus, the project will offer spillover effects for the entire horticulture which is the most important sector of the Agency.

Expected Benefits: The introduction of disease/virus free improved varieties would not only help improve

productivity but also ensure quality produce to the markets. The disease/virus free fruits have increased shelf life (cold storage) with regulated supply to the

market resulting in increased income to the growers on one hand and quality fruit to the consumers on the other hand.

The project will provide an opportunity for the pilot testing of improved nursery technologies. The project will increase awareness about the importance of improved varieties amongst the local

horticulture farmers. The establishment of improved plant nurseries will also promote nursery raising business in the

Agency.

Proposed Activities Foster the formation and management of association of nursery growers identified through the

venture which could provide training and marketing forum. Develop partnerships with technical institutes in public sector and other horticulture development

projects to get technical expertise for the project Identify sources of virus and disease free propagation material. Establish stool beds and mother trees for rootstock and scion wood production of identified,

improved deciduous and sub-tropical fruit species. Develop training programs for production techniques in stool bed, seed bed and hedge row

management and also in the production, lifting, grading and marketing of fruit saplings.




Implementation Approach: The project should be developed with an approach of capitalizing on existing strengths. There have been many horticulture development projects implemented in different parts of Pakistan like Malakand Fruits and Vegetable Development Project (MFVDP). Research institutes like Agricultural Research System (at Ratta Kulachi, DIK, Tarnab (Pesh) and Mingora (Swat) and/or Agriculture Extension SWA/DIK may be entrusted the responsibility to provide nursery men disease/virus free material (rootstock and budwood), supported through a supply of fertilizers and insecticide inputs, technical training and regular nursery visits. The selected organization may work out the detailed activities and they should be provided the operational/supporting fund. The nursery men should provide land, the necessary Farm Yard Manure and irrigation water for the growth of nursery stock. The number of nurseries to be developed in SWA should be decided by the executing organization or donor agency according to staff and fund availability. The interested nursery growers should be taken to Agricultural Research Station North, Mingora (ARSNM), Swat and certified registered nursery available in the vicinity of Mingora (Swat) to enlighten them with the productivity, quality, disease pest resistance of the available fruit plants (apple, peach etc.). The nursery growers in consultation with technical staff of ARSNM may select suitable varieties for introducing them in SWA.

7.2.3.27.2.3.2 Establishment of Model Orchards on Farmers’ FieldsEstablishment of Model Orchards on Farmers’ FieldsProject Description: The project proposes to establish new model apple orchards in South Waziristan Agency for demonstration of apple farming best practices. These orchards will be established in both Wazir and Mehsud areas.

Purpose: To establish model orchards on farmers’ fields to demonstrate improved production techniques and insect pest control measures to enhance apple productivity/quality in Wazir area and explore possibility of growing apple in Mehsud areas.

Rationale: The existing orchards in SWA have not been properly laid out. The shorter distances between plant and rows in conjunction with poor pruning and orchard management techniques result in low quality fruit due to poor air circulation and sun rays penetration. This reduces the shelf life of apple even in the cold stores. The demonstration effect of such orchards will motivate other farmers to establish new orchards on the same pattern. The owners of the existing orchards may also apply the improved production interventions to their orchards. This would help improve the productivity/quality of apple and would ensure increased income to the farmers. .

While the project will demonstrate the best practices in apple growing for Wazirs who are already in this business while, it will be a demonstration of starting/increasing apple orchards in some plains of Mehsud area as well. Thus, the project can act as a trigger for motivating Mehsud population to start considering apple growing as one of their livelihood activities.

Expected Benefits: Apple farmers of SWA will be educated on best farming practices by directly witnessing the

establishment and operations of the model orchards. The program will cover all the facets of apple production; including selection of better varieties, orchard establishment, orchard management, effective and efficient use of farm inputs and harvesting.

Improved farming practices will lead to improving apple productivity leading to increased economic benefits for the farmers.

Mehsud population living in relative plain areas will be motivated to start considering a new livelihood opportunity through apple cultivation.

Proposed Activities: Select suitable sites for establishment of orchards in SWA with willing and innovative farmers.



Take the selected farmers to the germplasm resource center i.e. Agriculture Research Station, North, Mingora (ARSNM), Swat and certified fruit plant nurseries established in the vicinity of Mingora (Swat).

Discuss the improved varieties with regard to production and market value and develop consensus of SWA farmers in the light of discussion.

Establish new orchards as per the recommended layout. Use the recommended farm inputs and management practices to create model orchards in the Agency.

Install micro irrigation system (drip irrigation) to ensure optimum/economical use of water and demonstrate to farmers the use and benefits of system in water scarce areas like SWA.

Conduct training sessions for local apple farmers on best farming management practices through experts from public and private sector organizations.


Implementation Approach: The project should be implemented in collaboration with community organizations working in

SWA. An agreement should be developed where the responsibilities of project (donor) and the farmers

are spelled out. The farmers should provide suitable land, the required farmyard manure, irrigation water and

protection of young trees from livestock and other hazards The project may supply improved fruit plants, inputs (fertilizer, pesticides) free of cost for

establishing model orchards on farmers fields. The project may arrange skilled labor for laying out of orchard, improved pruning, spraying, weed

control techniques, etc. The cost of drip irrigation system should be shared between donor and farmer. The capacity of farmers should be developed in the operation of drip irrigation system, application

of inputs and farm management techniques. The farmers should be committed to follow the instructions of technical staff.

7.2.3.37.2.3.3 Integrated Apple Orchard Management Project Integrated Apple Orchard Management ProjectProject Description: The proposed project aims at improving farm productivity of apple sector of SWA. This will be achieved by engaging in activities for creating awareness on best practices, training the local farmers on best farming practices and providing direct technical advice to the farmers. The project will demonstrate the effectiveness of improved apple orchard management techniques to apple growers. One element of the project will be sharing the cost of agriculture inputs with the farmers. In addition, the project will also focus on building the capacity of government’s extension workers in SWA. For improving the sustainability of interventions, training of private service providers has also been included in this project.

Purpose: To improve apple farm productivity in SWA by increasing awareness, demonstrating best cultural practices, proper diseases and insect pest control measures, farmer training and providing direct technical support.

Rationale: Apple yield in SWA is one of the highest in Pakistan. This is in spite of the fact that the sector is not being managed in line with the recommended practices. The situation thus offers an opportunity whereby the sector productivity can be further improved by building capacity of the local farmers and strengthening institutional arrangement for sustainability of interventions.

Expected Benefits: The project will lead to the adoption of improved farm management practices resulting in

increased apple yields through training of farmers and direct support. Farmers will get enlightened with the recommended apple orchard management practices. Government’s extension workers will be more educated about technical requirements of apple

sector and will provide a better quality service to local farmers.



New private sector extension service providers will be developed. This, on one hand, will create new employment opportunities while on the other will increase quality support services to apple farmers.

Proposed Activities: Enterprising apple farmers, interested in joining the project, should be selected. Training program should be designed for creating awareness and educating the farmers on

recommended farming practices in apple orchard management, apple pests and diseases control measures, optimal use of pesticides and fertilizers, irrigation management, tree management techniques like pruning, apple harvesting, etc.

Agriculture extension departments should also be involved in the process to develop their ownership and include them in training programs.

Community organizations should be selected for implementing the program. Engage technical experts for providing advice to the farmers in integrated orchard disease/pest

management of apple and arrange field days for the farmers to educate them with the improved orchard and pest management practices in the target orchards.

Cost of agriculture inputs should be shared with the farmers. Persons from educated youth of SWA should be selected who are willing to work as extension

service providers. Training programs should be implemented for farmers, extension officers and the persons selected

as private BDSPs. Demonstration visits of SWA apple farmers should be arranged to Swat and apple areas in

Balochistan to improve their vision about best farming practices being followed in those areas.


Implementation Approach: The project should be implemented in collaboration with community organizations working in South Waziristan. Government’s agricultural research and extension departments should also be made partner in the process to facilitate project activities, create government’s ownership in the project and building capacity of the extension workers.

7.2.3.47.2.3.4 Improved Apple Packaging and Marketing ProjectImproved Apple Packaging and Marketing ProjectProject Description: The project aims at adding value to SWA apples through interventions in post harvest management practices and marketing of the project. These interventions include adding value to the fruit by promoting grading of apples and selling the product grade-wise, promoting use of cardboard packaging and applying modern marketing techniques; such as using individual trademarks of farmers and branding of local apples as specialty product of Wana. These interventions will involve both hardware and software support. Local farmers and traders will be trained on implementation of the targeted interventions and will also be supported directly by providing them cardboard boxes.

Purpose: To increase the value of apples for the farmers through use of modern post harvest and marketing methods to maximize economic benefits for the people living in SWA.

Rationale and/or Criteria for Selection: Improved packaging plays an important role in the protection and presentation of the produce. The postharvest losses of horticultural produce are as high as 30-40% in Pakistan. Most of these losses are attributed to improper post harvest practices and use of conventional wooden crate where the hard surfaces of wooden planks and nails damage the produce. It is therefore important to use improved packaging to reduce losses on one hand and promote the produce in the market on the other hand. Net increase of 8-34% in income was realized by marketing apple in cardboard boxes. 62 Similarly, selling an effectively graded agricultural product increases the overall value of produce for the farmer. MFVDP studies indicated a net increase of 51% in income by selling the produce grade-wise as compared to conventional method of marketing. 63 Product value can also be increased by using effective and innovative means of marketing. The apple farmer of SWA is

62 Marketing trials carried out by MFVDP, reported in Annual Report 1995-96.63 Ibid



currently suffering due to his ignorance and lack of capacity to adopt these practices. The project aims to fulfill this gap.

Expected Benefits: There will be an increased awareness amongst the apple farmers about improved post harvest and

marketing practices. There will be a reduction in post harvest losses in apple produce. Farmers will get better market prices for their apples by improved grading and packaging. Transportation and packaging losses will be reduced. The SWA apple will be in a better position to compete with apples being imported from China,

Iran, South Africa and other countries. The concept of introducing individual trademarks will also help farmers get a better price for their

produce. This will also motivate other farmers to follow in their footsteps which will widen the impact of intervention.

Proposed Activities: Select farmers (both large and small) willing to participate in this venture. Select a wider trade mark in consultation with the apple growers to represent the area e.g.

“WANA APPLES”. Quality standards should be defined to qualify to be included under the umbrella of brand.

Select a specific trademark for each farmer. The farmer may use his name, his village, etc. for this purpose.

The farmers should be trained in postharvest handling techniques of apples (i.e. picking, grading and packing).

The produce should be packed grade-wise e.g. Grade-1 apple, Grade-2 apple. Uniform quantity of apple should be packed grade-wise in cardboard boxes and wooden crates and

the market response should be determined by doing test marketing. The agreement with large and small farmers between the project (donor) and farmers should be

developed, for example on 80:20 share basis. Cost sharing may be done on other ratios as mutually agreed upon by the two partners.

The services of resource persons should be hired to accomplish the venture successfully.


Implementation Approach:The project should be implemented in collaboration with community organizations working in SWA. Some examples in this regard include SRSP, PEI & others. These organizations are already working in SWA. Enterprising farmers should be included as partners in the project. Interventions should be to conduct all the project activities using a handholding approach. Once the benefits of the project are demonstrated to the farmers, they should be doing the activities by themselves in the next phase.

7.2.47.2.4 Pine Nut Sector ProjectsPine Nut Sector Projects

7.2.4.17.2.4.1 Pine Nut Productivity Enhancement ProjectPine Nut Productivity Enhancement ProjectProject Description: The project will focus on interventions aimed at bringing in improvements in pre-harvest, harvest and post-harvest practices of Pine Nut. For pre-harvest stage, an awareness campaign will be launched to educate the farmers on benefits of Pine Nuts and Pine trees and use of appropriate farming techniques for maximizing production from each tree. For harvesting stage, the interventions will include training the farmers on best practices. Along with that, they will also be provided proper harvesting tools. For post-harvest, tools will also be provided along with providing training to Pine Nut farmers. Training will also be provided for reducing packaging losses. In addition, the project will also focus on initiating the process of regeneration of Pine forests and support will be offered by the prospective implementing partner for planting new trees by providing the forest owners with good quality saplings.



Purpose: To maximize economic benefits for Pine Nut farmers of South Waziristan Agency by improving their pre-harvest, harvesting and post harvest practices.

Rationale: Pine Nut farmers cannot get maximum benefit from their trees due to use of inefficient methods. At the pre-harvest stage, the trees suffer from diseases which damage trees and drastically reduce production. By creating awareness about recommended practices for getting maximum yields, farmers’ returns can be improved.

Similarly, there are issues in harvesting of Pine Nuts which leads to losses in the produce. In many cases, the cone collectors/contractor while harvesting the mature cones also harvests the immature cones to increase their lot but this remains a futile effort. Due to absence of the recommended harvesting tools, the collectors harvest the nearby cones by hand but for harvesting the cones at the terminal end, they bend the branches. During this process, the branches break and result in the loss of underdeveloped cones which is a crop for the next season. Some collectors intentionally cut the branches with axe which deteriorates the Pine trees. This project aims to reduce these losses by providing training and proper tools.

For extracting nuts from the cones, proper methods are not utilized. The cones are beaten with a stick which breaks the nuts and also leaves some nuts in the cone. The nuts obtained by this method contain impurities viz; broken pieces of cones, dirt, etc. The nuts are not properly graded/cleaned and are marketed as such. By providing proper tools and training the farmers on post-harvest practices, net value of their produce can be increased.

Expected Benefits: There will be an increased awareness about the importance of Pine Nuts and Pine trees in the

communities which will improve conservation of Pine forests. Pine Nut Trees will not be damaged and yield per tree will improve. Farmers will learn improved methods of harvesting which will lead to getting more produce per

tree. Use of proper harvesting techniques will ensure safety of cone collectors during the process of

climbing the tree for harvesting. Improved post-harvest practices and packaging will reduce losses at this stage and improve the

product quality. Introduction of grading practices will improve net value of produce. There will be an increase in economic benefits for the farmers.

Proposed Activities: As part of mass awareness campaign, promotional material should be developed to create

awareness through print media among the masses. Radio talks and meeting with Pine Nut farmers should be used to educate the masses about the conservation of Pine Nut forests through electronic media. The overall objective of the campaign should be to discourage cutting and encourage regeneration of Pine trees.

Farmers should be provided support for protecting their trees against diseases. This support should be in the shape of provision of proper pesticides as well as in the form of training.

Clippers should be developed to harvest the mature cones only without causing damage to the branches.64

Safety belts should be provided to cone collectors for making the harvesting process safer. Training should be provided on cone harvesting methods. Tools for post-harvest operations should be provided. These include special sieves and cleaning

tools. Training should be provided on post-harvest practices. Pint Nut plants should be provided through nurseries to increase plantation.

Project Timeframe: Short term64 Such clippers have been developed by in one of the projects done in Chitral for improving harvesting of cones. Safi 2004, Pre- and Post-harvest management of cones collector



Implementation Approach: The project proposals should be implemented in collaboration with suitable partners. Government’s forest department should be involved for creating an ownership and for getting support for distributing new plants. Main implementation should be done through community organizations working in South Waziristan. Tools should be provided initially free of cost to popularize its use. In the later season, cost should be shared by the farmers.

7.2.4.27.2.4.2 Strengthening Marketing Linkages of Pine Nut EntrepreneursStrengthening Marketing Linkages of Pine Nut EntrepreneursProject Description: The project targets to impart marketing strength to Pine Nut farmers and traders in South Waziristan Agency by organizing them into groups and increasing their access to market information. The project also aims to arrange visits of local Pine Nut entrepreneurs to major dry fruit markets in Pakistan for increasing their exposure, making them aware of the market dynamics and developing their linkages with potential traders.

Purpose: To increase the bargaining power of Pine Nut farmers/traders of South Waziristan by organizing them and facilitating access to market information.

Rationale: People of South Waziristan lack exposure to markets in other parts of Pakistan. As a result, just like farmers in other agencies of FATA, they exist in an isolated condition. This isolation affects the economics of these regions also. In the absence of appropriate market information, the local farmers and traders cannot take marketing decisions which lead them to a situation where they get exploited at the hands of more informed people from other parts of Pakistan. This is true for Pine Nut farmers and traders also. It is therefore important to facilitate provision of market information and increase exposure of the local entrepreneurs to dry fruits (pine nut) markets to motivate them to initiate self marketing to maximize their returns from this natural resource i.e. Pine nuts.

As it is difficult to reach individual farmer, it is therefore imperative to organize them into marketing associations. Marketing associations are based on cooperative principles in which a group of farmers join together to carry on some or all the process involved in marketing. Through this, they get self-help for marketing their produce collectively by securing economies emerging from large-scale business, which an individual farmer cannot get due to small marketable surplus. This facilitates the farmers/traders in getting cost savings in transport, storage, etc. and negotiating prices with the buyers.

Visits of the local entrepreneurs to dry fruit markets will help them understand the market dynamics and will also contribute towards the broader objective of mainstreaming the local population with the rest of Pakistan.

Expected Benefits: The project will help organize the Pine Nut entrepreneurs/traders and enable them to transact

business deals in a better way. The project will make the local farmers/traders more informed about markets to get more

marketing options and get better prices for their products. Development of marketing linkages would encourage self marketing which would

eliminate/reduce the role of middlemen. By initiating self marketing, the profit margin of the middle man would be realized by the SWA

Pine Nut entrepreneurs i.e. it would ensure increased income to them. The project will contribute towards mainstreaming South Waziristan with other parts of Pakistan.

Proposed Activities: Pine Nut farmers and traders should be facilitated to organize themselves as a group which may be

called Pine Nut Marketing Association. The capacity building of the group should be carried out on principles of cooperative marketing so

that the association remains cohesive, functional to achieve the following benefits through economies of scale and improved bargaining.

IT based solutions should be developed for providing marketing information to local Pine Nut farmers/traders.



20-25 Pine Nut entrepreneurs should be selected from the Pine Nut marketing association and their visit should be facilitated to markets in Bannu, Peshawar, Rawalpindi and Lahore. The cost should be borne by the project.

The marketing process, mode of payment and the role of various actors would be explained to the Pine Nut entrepreneurs.

The linkages of the Pine Nut entrepreneurs should be developed with the potential traders in these markets for future marketing.


Implementation Approach: The services of a resource person/expert in formation of marketing association should be hired. A meeting of the Pine Nut entrepreneurs/traders should be called wherein the expert would discuss the benefits of marketing associations by quoting examples of successful associations in Pakistan and other countries. The bylaws would be developed by the experts in consultation with the entrepreneurs and the willing entrepreneurs would be organized in the marketing associations. A specific name for the association and a trade mark for the product (Pine Nut) would be developed. The marketing of the product would be carried out in the light of cooperative principles laid out by the members of the association.

7.2.4.37.2.4.3 Promoting Pine Nut Roasting in SWAPromoting Pine Nut Roasting in SWAProject Description: The project aims at building capacity of Pine Nut entrepreneurs and providing technical support for roasting of Pine Nuts. The project will create awareness on role of roasting in improving incomes of the local stakeholders. Roasting machinery will be provided to partner farmers/traders and training will be imparted to develop a quality product. Following this, support will also be extended for carrying out test marketing of the product in Lahore market.

Purpose: To build the capacity of local farmers/traders to roast Pine Nuts to add value to the product and realize increased incomes by selling value added product.

Rationale: Pine Nuts in Pakistan are consumed in the roasted form. Currently, Pine Nuts are supplied by the local farmers/traders of SWA in unroasted form. No roasting is carried out in SWA as a result of which the farmer loses the prospective added value. By bringing in Pine Nut roasting technology into South Waziristan Agency and training the local entrepreneurs, it is possible to increase net returns for the local farmers/traders. 20-30% increase in income has been reported by in a similar initiative of Pine Nut roasting in Chitral.65

Expected Benefits: A new economic activity will be started in South Waziristan Agency. New technology will be introduced in the Agency which will promote value addition culture in the

Agency. There will be increased economic benefits for the local farmers/traders.

Proposed Activities: Select Pine Nut entrepreneurs who are willing to become partners in the proposed value addition

project. Design roasting equipment in Lahore which are manually operated with heating arrangement

(local conditions to be kept in view) Install the roasting machines at suitable sites through experts. Initiate roasting of pine nuts through a roasting expert to streamline the process in local

conditions. Train the farmers/traders on successful use of roasting technology. Test market the roasted nuts in potential markets and compare its value with the raw nuts. 65 Project was done by Inter Cooperation (IC) in 2004. As per the current market trends, average price of raw pine nut is PKR 1400 per kg; while roasted pine nuts are sold for around PKR 2200 per kg. Accounting for 20% loss in weight after roasting, average value addition comes to be around 25%.



Provide marketing support to partner entrepreneurs for entering Lahore market.


Implementation Approach: The services of a roasting expert would be hired preferably from Lahore to install the roasting machine according to local conditions (manually operated and heated through local firewood, empty Pine cones, etc.). The roasting expert would explain the roasting process and would practically demonstrate it to the pine nut entrepreneurs. The roasting time, the intensity of the fire would be noted. The expert would ask the local entrepreneur to roast the nuts practically. After roasting, the cleaning of the nuts from the sand etc. would also be demonstrated. This would help improve the capacity/skills of the locals in roasting and would enable them to practice it in future.

7.2.57.2.5 Livestock Sector ProjectsLivestock Sector ProjectsFollowing three livestock development projects are proposed for SWA. The first “SWA Livestock Development and Productivity Enhancement Project’ is for the whole SWA, whereas, the second “Restocking of Livestock in SWA” is specially designed for Mehsud IDPs and the third is “Training for Animal and Poultry Vaccination”. Details of the projects, their purpose, rationale, activities, and implementation approaches are as follows:

7.2.5.17.2.5.1 SWA Livestock Development and Productivity Enhancement Project SWA Livestock Development and Productivity Enhancement Project

Purpose: To develop and enhance the productivity of livestock sector in SWA.

Rationale: The project will provide a package of technologies which will enhance livestock productivity. Livestock is one of the major sectors of SWA livelihood. Farmers will be selected through community organizations.

Expected Benefits: Enhancing productivity will lead to boosting households’ incomes, improving nutrient intake, and contribute towards reducing poverty in the Agency.

Proposed Activities: Enhancing the efficiency and effectiveness of delivery of livestock services, improvement of

disease diagnosis and vaccination, monitoring and reporting system of both the Government and the partner organizations.

Provision of veterinary facilities at small town level and strengthen capacity of staff to treat emergencies, educate households about animal care through extension efforts (the available government veterinary services should be activated and strengthened) throughout SWA

Strengthened livestock – buffalos/ cows – breeding program at household. Improve the quality of livestock management – feeding, health, hygiene, watering, fodder and

waste disposal – by provision of technical support, awareness campaigns, and field demonstrations Training and facilitating in preparation of balanced ration for animal (feeding block, wanda,

nutrients, etc.) Develop capacity for goat improvement focusing women at household level. Award of small grants to Agency level for the provision of proper sheds, feeding, watering,

loading/unloading and other services to make animal markets business friendly.


Implementation Approach: A team of livestock professionals along with provincial and Agency livestock department will be assigned at FATA Secretariat to help the livestock office to develop project document for provision of additional personnel, facilities and resources to better serve needs at local level. The project will be implemented along with the partner organization/local NGOs working in the area. A joint private public project funded by different donor agencies. The team will train employees by undertaking field demonstration activities in order to build their technical capacity to serve needs of livestock farmers. In addition, the team will help the livestock office in preparing



another project document to provide for necessary resources to address identified needs and shortcomings in the area of marketing. Finally, the team will help administer grants and provide required assistance to concerned officer in building animal markets.

7.2.5.27.2.5.2 Livestock Restocking in SWALivestock Restocking in SWAPurpose: To resettle Mehsud IDPs in their homeland and provide them sets of small, large ruminants and poultry birds.

Rationale: Along with the livestock development and productivity project this project will distribute sets of small, large ruminants and poultry birds to IDPs of Mehsud areas to restart their livelihood. They left their houses and animals during war. In order to resettle them and to start from the beginning each family should be provided with a set of locally adaptable high yielding breed of small and large ruminants along with a set of poultry birds to start their family poultry farm on share basis.

Expected Benefits: The IDPs will be resettled. Through enhancement of animal productivity households income and health will be improved.

Proposed Activities: Distribution of a set of small, large ruminants and poultry birds to IDPs in Mehsud areas through

partner organizations. Distribution of balanced ration for animal (feeding block, wanda, nutrients, etc.) Coordination with the “SWA Livestock Development and Productivity Enhancement Project”.


Implementation Approach: A team of livestock professionals along with provincial and Agency Livestock department will be assigned at FATA secretariat to help the livestock office develop project document. The project will be implemented along with the local NGOs working in the area.

7.2.5.37.2.5.3 Training Program for Animal and Poultry Management for FamiliesTraining Program for Animal and Poultry Management for Families

Purpose: To increase productivity, health and income of farmers by imparting training to families of livestock farmer with focus on women.

Rationale: Livestock is major source of livelihood of SWA farmers. The major cause of lower productivity of livestock is due to diseases. The project will aim at imparting training to family members with a preference for training women family members of the family; since livestock is primarily managed by women. The project will enhance livestock productivity through reduction in diseases losses. This will increase productivity and lead to increase farmer’s income. High productivity also means more livestock products for consumption which will improve nutrient intake and health of farmers. The farmers will be selected through community organizations. The project will adopt Farmer Field School approach.

Expected Benefits: Enhancing productivity will boost household’s income, improve nutrient intake, and reduce

poverty in the Agency. Contribute towards enhancing the role of women in rural economies.

Proposed Activities: Special on farm “livestock management” training program (ration, vaccination, grazing

management, etc.) will be launched for community with the cooperation and collaboration of partnership organization



Provide vaccine for vaccination and other medicines for treatment of animals to trained person


Implementation Approach: A team of livestock professionals along with provincial and agency livestock department will be assigned at FATA secretariat to help the livestock office and partner organization to develop project document. The project will be implemented along with the partner organization/local NGOs working in the area. It will be a joint private public project funded by different donor agencies. The team will train Master Trainers (MT) and these MT will train farmers at village/hamlet level. Field demonstration activities will also be carried out in order to build their technical capacity to serve the needs of local livestock farmers.



7.37.3 Implementation ApproachImplementation ApproachSouth Waziristan Agency, being a part of FATA, has its own political, social and economic dynamics. The Agency is a conflict-hit area where peace has still not been fully restored; however, the situation is gradually improving. Implementation of any development initiative in SWA has to be done keeping this reality in perspective. Maintenance of peace and security in the Agency is the foundation on which the foundation of strategy will be laid.

The other important ingredient in project implementation recipe should be active community participation. Involvement of communities in implementation process increases the acceptability of interventions and the probability of success. Without active community participation in rehabilitation/growth process, neither the aim of stabilization can be achieved nor can the sustainability be ensured. Community participation is important in any development initiative; however, in case of FATA, its importance is even higher because it is a tribal society which is isolated from the mainstream settled districts of Pakistan. It is crucial to design the initiatives keeping in view the local values, laws and culture.

7.3.17.3.1 Potential Implementing PartnersPotential Implementing Partners Successful project implementation requires selection of suitable partners. Following discussion identifies potential partners in this regard:

7.3.1.17.3.1.1 Government’s InstitutionsGovernment’s InstitutionsIt is important to take government along in the implementation of any development program in SWA. Government has a defined structure for managing different sectors of the economy. Having the relevant departments on board while designing the detailed implementation plan creates ownership and the project gets the required support. Going without government can convert this support into resistance. Three important institutions operating in FATA should be on board for successful implementation. These include Pakistan Army, FATA Secretariat and FATA Development Authority. Potential roles of each of these in the implementation process are discussed below:

7.3.1.1.17.3.1.1.1 Pakistan ArmyPakistan Army Currently, Pakistan Army is the most important stakeholder in South Waziristan Agency. Following the military operation, the army is now busy in rehabilitation efforts. It is important to take Pakistan Army on board before any implementation steps may be initiated. This is required for ensuring the safety and security of the implementation team. Moreover, all the areas of the Agency are currently not accessible and permission is required for movement. Role of army is also important from the perspective that it is already implementing number of development initiatives in cleared areas. These projects include development of market complexes, establishment of poultry farms, support for beekeeping and establishment of technical institutes. Working in coordination with army will create possibilities for developing synergies between different projects.

7.3.1.1.27.3.1.1.2 FATA SecretariatFATA Secretariat The project should be implemented in coordination with FATA Secretariat (FS). The most important benefit of this will be putting a tag of ‘government’ on the project which will increase its acceptability amongst the communities. Role of FS is also very important in implementation of projects proposed for policy and institutional reforms; since FS is the main governing body in FATA. FS also has an important role in the proposed value chain development projects. The selected sectors are from agriculture and livestock sectors; thus, these two departments should be involved in the project. Facilitation should be available from the extension officers for obtaining information of the towns and villages which will be targeted for interventions. Some of the proposed productivity enhancement projects have built in an element of training of extension officers. Taking FATA Secretariat along will facilitate execution of that capacity building element.

7.3.1.1.37.3.1.1.3 FATA Development AuthorityFATA Development Authority Development in FATA is the mandate of FATA Development Authority (FDA). It will therefore be very useful in making FDA a partner in this project. Important area for collaboration should be skills



training; since the organization is already implementing similar projects. There are possibilities of capitalizing on the experience of FDA in those projects.

7.3.1.27.3.1.2 Community OrganizationsCommunity OrganizationsCommunity participation is the key to success of implementation of any development initiative in FATA. The proposed development projects for South Waziristan Agency should be implemented with the same approach. Key implementation responsibility should be with Civil Society Organizations (CSO). Depending on the size and scope of interventions, there may be one or more CSOs selected as implementing partners. The implementing organizations should work closely with the communities to fine tune the interventions design and create an ownership for those. One of the findings of the FGDs was that presently, there is an increased acceptability for NGOs in the communities of SWA. This transition has occurred due to the rehabilitation efforts which are being implemented through these community organizations.

With the normalizing of peace situation in selected areas of SWA, different NGOs are already working on implementation of different projects in the Agency. Sarhad Rural Support Program (SRSP) is working in SWA for rehabilitation of IDPs. Some other NGOs are working in Mehsud areas in infrastructure and livelihood projects. More organizations should be identified as potential partners during the detailed design phase of the project.

7.3.1.37.3.1.3 Donor ProjectsDonor ProjectsPresently, there are many donor assisted projects going on in South Waziristan Agency. It will be useful to develop linkages with those programs and capitalize on each others’ strengths. One important organization in this regard is International Organization for Migration (IOM) which is working for rehabilitation of small infrastructure projects like water channels. ‘Save the Children’ is also providing support for rehabilitation of the local population.

7.3.27.3.2 Implementation ProcessImplementation ProcessImplementation will start with the development of a detailed project design. Number of targeted initiatives and their basic concepts have been proposed in the report . It will be important to select and prioritize those initiatives looking at the availability of funds. Detailed information will be collected for developing project designs which will include details of all the project components/ subcomponents. Cost of each project should be worked out. Procedures and processed for flow of funds to beneficiaries should be clearly laid out.

In parallel with project development, the process of selecting implementing partners should be started. As the implementation partners are selected, the initially developed project design should be shared with them to rectify any field related issues. The project document should be finalized and project activities should start as soon as funds are made available.



8.08.0 APPENDICESAPPENDICES

8.18.1 Appendix 1 - Study Objectives and MethodologyAppendix 1 - Study Objectives and Methodology

8.1.18.1.1 Objective of the StudyObjective of the StudyThe objective of the study is to undertake an assessment of the economy of SWA so as to identify interventions for growth and facilitate the mainstreaming of FATA with the rest of Pakistan. Study’s TOR identified the following three functional areas for conducting research.

Policy and institutional development Value chain improvement Capacity building

Based on the first draft of report submitted to FIRMS, and for incorporating the input of USAID, a need was realized for increasing the scope of work of the study and revising the TOR. As per the revised TOR, the team was asked to conduct detailed value chain analysis on three sectors. In addition, workforce analysis and a more focused study for strengthening policy and institutional development component were also included in the revised TOR.

8.1.28.1.2 Study MethodologyStudy MethodologyFATA Assessment Study was carried out using secondary and primary sources of information.

8.1.2.18.1.2.1 Secondary ResearchSecondary ResearchSecondary information was collected from all possible sources for developing a basic understanding of South Waziristan. This included previous reports on FATA and SWA, government’s documents and statistics. Different sources used for this purpose included FATA Secretariat, FATA Development Authority, SMEDA KP, and various organizations implementing development projects in SWA. The team members visited these organizations to meet with the relevant people and get the available information. In addition, internet sources were also tapped for accessing relevant information. List of some important documents and statistics collected through secondary research is provided in the following table:

List of Important Documents Collected through Secondary ResearchSr. No. Document Organization

1. FATA Sustainable Development Plan 2007-2015 Civil Secretariat FATA2. Survey Enumeration of Industries, Service Sector

Entities, Labor Force and Identifying Constraints in FATA

FATA Development Authority

3. IPRI Fact File Civil Secretariat FATA4. Cost of Conflict in FATA P&D Department, FATA Secretariat5. FATA Development Program 2008 Economic Division6. Pakistan –Food Security & Market Assessment in

Crisis Affected Areas of NWFP and FATAWorld Food Program

7. Human Resource Development Project of FATA Development Authority

FATA Development Authority

8. FATA Job Market Survey FATA Development Program-Livelihood Development (USAID Project) through TUSDEC

9. Tribal Areas Rural to Urban Centers Conversion Initiative (TARUCCI)

FATA Secretariat

10. Tourism Potential of FATA FATA Development Authority11. Digest of Mega Projects P&D Department, FATA Secretariat12. FATA Data Shaheed Bhutto Foundation13. FATA Dialogue series Institute of Management Sciences, Peshawar 14. FCR Human Rights Commission of Pakistan15. FATA Annual Development Plan 2009-10 Planning & Development Deptt (FDA)



16. Action (in aid of civil power) Regulations, 2011 Government of Pakistan 17. FATA Statistics Government of Khyber Pakhtunkhwa (website)18. Multiple Indicators Cluster Survey P& D Department, FATA, UNICEF & World

Food Program

8.1.2.28.1.2.2 Primary ResearchPrimary ResearchInformation was collected using qualitative primary research tools of Focus Group Discussions (FGD) and one-to-one interviews. As per the original TOR of the project, primary research was conducted in two phases.

In the first phase, five FGDs were conducted which focused on identification of important economic activities/sectors/value chains in SWA. Two of these events in each sector were conducted in D I Khan and two in SWA with the help of local CSOs. One FGD was conducted in Peshawar to understand the point of view of people of SWA residing there. In addition to these FGDs, one-to-one meetings were also conducted with sector stakeholders and government officials in Peshawar and D I Khan so as to understand the issues related to policy, institutional development and capacity building. List of the participants of FGDs and list of key informants met during first phase of the study and list of stakeholders met during second phase of study; along with pictures are shown in Appendix 24.

Prior to conducting FGDs, research instrument was developed for collecting the relevant information. During FGDs and one-to-one interviews, the economic sectors identified through secondary research were discussed with the participants and an initial evaluation of each sector was carried out with respect to its importance for the economy, potential role in employment generation and regional economic development and the constraints faced by the sector. The exercise enabled the team members to narrow down the initial list of sectors and focus only on those sectors which could have a relatively wider economic impact in the short to medium term timeframe.

Initial results of the first phase of analysis were shared with the client and feedback was obtained. Based on this, initial selection of sectors was done on which the team wanted to conduct more detailed discussion in the second round of FGDs. Detailed and customized information collection instruments were developed by the team for each of the identified sectors. As per the requirements of the TOR, two FGDs were conducted for each of the sectors. Four FGDs was conducted in SWA (one in each of the four sectors) with the help of local civil society organizations and four (one in each of the sectors) were conducted in Peshawar. 66

For meeting the additional requirements set forth in the revised TOR, the team members visited D I Khan, Peshawar and Lahore for having further meetings with the stakeholders of the three selected value chains of Apple, Pine Nut and Livestock for collecting more information. Relevant government officials and technical training institutes were also met with to get related information on other two study components.

8.1.2.38.1.2.3 Information AnalysisInformation AnalysisBased on the results of the primary research and the information collected through secondary sources, key constraints and possible areas of interventions were identified. Recommendations and interventions proposed by the stakeholders were evaluated for their potential impact and practicality. Along with broad recommendations, specific projects, based on workable initiatives, were also identified and presented in the report.

8.1.2.48.1.2.4 Report DevelopmentReport DevelopmentThe proceedings and findings of the project were consolidated as a draft report which was submitted to FIRMS. Comments and feedback was obtained by FIRMS and USAID. Report was revised in the light of comments and the requirements of the new TOR and submitted to FIRMS. Client’s feedback was incorporated in the draft report and final draft was submitted to FIRMS.66 Initially, arrangements were made to conduct these events in D I Khan. However, due to worsening of security situation in the area, the plan was modified and the relevant stakeholders from SWA were invited to Peshawar to hold these events for collecting the required information.





8.28.2 Appendix 2 - South Waziristan Appendix 2 - South Waziristan ClimateClimateSWA has a cold climate in winter with snowfall in some places; while in summer, the climate is pleasant. Mean annual rainfall is only 10-15 inches. Maximum and minimum temperatures of the South Waziristan Agency during the year 2008-09 are shown in the following figure:

-5

0

5

10

15

20

25

30

35

40

45

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Mean

45

3432

29

1816

6

1215

25

3739

25.6727

20 1915

12

0

-5

36

12

22

1712.33

Degr

ee C

elsi

us

Maximum Minimum Temperatures of SWA - 2008-09

Maximum Minimum

Source: FATA Development Statistics-2009



8.38.3 Appendix 3 – Tehsil-wise Population and Rural Localities Size in SWAAppendix 3 – Tehsil-wise Population and Rural Localities Size in SWATehsil-wise populations of these administrative divisions are shown in the following table and figure:

Tehsil Population 1998 Male-Female RatioBirmil 58,512 113.7Ladha 72,278 118.2Makin 30,528 109.4Sararogha 72,063 111.2Serwekai 31,472 115.4Tiarza 37,708 110.1Toi Khulla 36,508 153.7Wana 90,772 113.0Total SWA 429,841 116.3Source: Population Census 1998

Birmil13.6%

Ladha16.8%

Makin7.1%

Sararogha16.8% Serwekai

7.3%Tiarza8.8%

Toi Khulla8.5%

Wana21.1%

SWA Population Distribution between TehsilsSource: Population Census 1998

Distribution of 357 rural localities with respect to population is shown in the following figure:

The distribution resembled a normal distribution curve with a skew towards left (lower values) towards About two third of the total localities (234) comprise of population clusters having a size of up to 1000 persons. 500-999 was the most commonly found bracket in which 33% of the total localities fell. Large population clusters of more than 5000 persons were 9.



8.48.4 Appendix 4- Population Density, Male-Female Split, Household Size, AgeAppendix 4- Population Density, Male-Female Split, Household Size, Age DistributionDistribution

Population Characteristics Comparison with Pakistan, KP and FATA (1998)Region Population Density

(persons/sq/km)Urban Population

(%)Sex Ratio (males per

100 females)South Waziristan 65 0.0% 116FATA 108 2.62% 108Khyber Pakhtunkhwa 238 16.88% 105Pakistan 166 32.52% 108Source: Population Census 1998

Population Characteristics Comparison between Different Agencies and FRs (2009 estimated)

Region

Area Population Population Ratio Pop. DensityArea

(sq km) % Share No.%

Share Male Female RatioSouth Waziristan 6,620 24.3% 529,871 13.2% 284,856 245,015 1.16 80.0 Bajaur 1,290 4.7% 942,140 23.5% 482,978 459,162 1.05 730.3 Khyber 2,576 9.5% 829,210 20.6% 431,664 397,546 1.09 321.9 Kurram 3,380 12.4% 585,805 14.6% 300,061 285,744 1.05 173.3 Mohmand 2,296 8.4% 526,638 13.1% 276,195 250,443 1.10 229.4 North Waziristan 4,707 17.3% 470,048 11.7% 250,389 219,659 1.14 99.9 Orakzai 1,538 5.7% 285,073 7.1% 142,594 142,479 1.00 185.4 FR Bannu 745 2.7% 24,775 0.6% 13,125 11,650 1.13 33.3 FR D I Khan 2,008 7.4% 49,304 1.2% 25,919 23,385 1.11 24.6 FR Kohat 446 1.6% 116,689 2.9% 59,986 56,703 1.06 261.6 FR Lakki 132 0.5% 8,836 0.2% 4,363 4,473 0.98 66.9 FR Peshawar 261 1.0% 68,299 1.7% 34,331 33,968 1.01 261.7 FR Tank 1,221 4.5% 34,416 0.9% 17,868 16,548 1.08 28.2 Total FATA 27,220 100.0% 4,016,495 100.0% 2,089,039 1,927,456 1.08 147.6 Source: Bureau of Statistics, FATA Cell Peshawar(The estimation is based on the 1981-98 inter-censual growth rate for each Agency/FR. Totals do not add up due to statistical discrepancies

The population density of South Waziristan is thinner compared to FATA and other provinces of Pakistan. However, the number of persons residing per household is higher. A comparison is shown in the following table:

Region Average Household SizeSouth Waziristan 8.5Pakistan 6.8Khyber Pakhtunkhwa 8.0FATA 9.3Punjab 6.9Sindh 6.0Balochistan 6.7Federal Capital Territory 6.2

Source: Population Census 1998



Looking deeper into average household size, it is seen that the largest share of the population (30.7%) lives in houses where the average household size is 10 or more persons. 11.4% population lives with an average household size of 8 persons. Population distribution with respect to number of persons per household is shown below:

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

1 Person

2 Persons

3 Persons

4 Persons

5 Persons

6 Persons

7 Persons

8 Persons

9 Persons

10 & More Persons

0.6%

6.3% 5.3%7.5% 9.0% 9.9% 10.8% 11.4%

8.5%

30.7%

Perc

ent P

opul

ation

Average Household Size ComparisonSource: Population Census 1998

In 1998, the total number of households in SWA were 50,093 and the average household size was 8.5 persons. Comparing different Tehsils of SWA, Sararogha had the largest number of households, accounting for 21% of the total households of the Agency. With respect to population, Sararogha was the third largest Tehsil. Population distribution with respect to households and population are shown in the following table:

TehsilPopulation

Total No. of Households

Relative share in Total Households

Birmil 58,512 6,866 13.7%Ladha 72,278 8,134 16.2%Makin 30,528 3,593 7.2%Sararogha 72,063 10,590 21.1%Serwekai 31,472 3,758 7.5%Tiarza 37,708 3,978 7.9%Toi Khulla 36,508 4,857 9.7%Wana 90,772 8,317 16.6%Total SWA 429,841 50,093 100.0%Source: Population Census 1998

Population distribution in large number of households results in lowest household size (6.8 persons per household) for Sararogha. Wana was the Tehsil with largest number of 10.8 persons per household. Following figure shows a comparison of household size across all the eight Tehsils and with the average value for the whole Agency.



8.4.18.4.1 Population Distribution in Age BracketsPopulation Distribution in Age BracketsAs per FATA MICS 2009, age distribution of population of SWA in age brackets of four years is shown in the following table:

Age Bracket (years) Population Share0-4 10.80%5-9 18.60%10-14 16.50%15-19 13.10%20-24 7.00%25-29 5.10%30-34 4.60%35-39 5.50%40-44 5.10%45-49 4.10%50-54 3.70%55-59 2.50%60-64 1.90%65-69 0.50%70+ 0.80%Source: FATA MICS 2009

Population Census provides data in three age brackets of up to 15 years, 15-64 years 65 years and above. Comparison of the census data with MICS is shown in the following table:

Age Bracket Under 15 15-64 65 years and aboveFATA MICS 2009 45.90% 52.80% 1.30%Population Census 1998 48.10% 48.00% 3.90%



Comparison of the male population distribution of SWA in different age brackets with those in FATA and other regions of Pakistan is shown in the following table:67

Under 15 years 15-64 years 65 years & aboveSouth Waziristan 48.1% 48.0% 3.9%FATA 36.4% 60.8% 2.8%Khyber Pakhtunkhwa 48.0% 48.7% 3.3%Punjab 42.5% 53.2% 4.3%Sindh 42.6% 54.6% 2.8%Balochistan 47.2% 50.1% 2.7%Pakistan 43.5% 52.8% 3.7%Source: Population Census 1998

The percentage of under 15 persons in the total population is higher for South Waziristan and Khyber Pakhtunkhwa compared to the overall average for Pakistan and other three provinces. However, it is surprising to note that the comparable figure for FATA is much lower compared to SWA, KP and other regions of Pakistan. It is important to look at this segment of the population since during the last fourteen years (since the year census was conducted), this segment of the population would now have been included in the youth. The relative share of youth in the present population composition of SWA would be higher than those of the other regions of the country.

Comparing the eight Tehsils of SWA with respect to population distribution, not very significant differences are observed. Tehsil Toi Khula had a slightly different profile since the percentage of Under 15 persons in the total population was 55% which was highest amongst all the Tehsils. Following figure shows the relative shares of the three segments of the population in SWA and in eight Tehsils of the Agency:

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Birmil Ladha Makin Sararogha Serwekai Tiarza Toi Khulla Wana Total SWA

46.6% 47.0% 46.0% 48.2% 45.0% 48.7%55.2%

48.1% 48.1%

49.8% 49.0% 48.3% 48.6% 49.6% 47.7% 40.2% 48.6% 48.0%

3.6% 4.0% 5.7% 3.2% 5.4% 3.6% 4.6% 3.4% 3.9%

Perc

ent P

opul

ation

Male Population Distribution in Age BracketsSource: Population Census 1998

Under 15 15-64 65 and Above

67 Only male population has been considered for this analysis since similar information about the female population is not available for SWA.



8.58.5 Appendix 5 – Tribe-wise Population Distribution of SWAAppendix 5 – Tribe-wise Population Distribution of SWAWazir and Mehsud are the two main tribes of South Waziristan Agency. Along with these, there are many smaller tribes. As per the Population Census 1998, tribe-wise population for all the eight Tehsils is shown in the following table:

Tehsil Tribe Population Share of TotalBirmal Wazir 58,512 13.6%Ladha Mehsud 72,278 16.8%Makin Mehsud 30,528 7.1%Sararogha Mehsud 72,063 16.8%Serwekai Mehsud 31,472 7.3%Tiarza Mehsud 37,708 8.8%

Toi KhulaDotani 22,281 5.2%Suleman Khel 14,227 3.3%

Wana

Afghan Refugees 3,987 0.9%Douthan Toji Khel Wazir 3,559 0.8%Khomia Khel 15,683 3.6%Khomia Khel/Toji Khel 3,921 0.9%Toji Khel 21,992 5.1%Wazir Barkey 410 0.1%Wazir 40,669 9.5%Wazir/Douthani 246 0.1%Zelli Khel 305 0.1%

Total 429,841 100.0%Source: Population Census 1998

Mehsuds have the largest population in SWA accounting for 56.8% of the total SWA population in 1998. Wazirs had a share of 23%. Consolidated tribe-wise population distribution is shown in the following figure:

Wazir23.1%

Mehsud56.8%

Dotani5.2%

Suleman Khel3.3%

Afghan Refugees0.9%

Douthan Toji Khel Wazir0.8%

Khomia Khel3.6%

Khomia Khel/Toji Khel0.9%

Toji Khel5.1%

Wazir Burkey0.1%

Wazir/Dothani0.1%

Zelli Khel0.1%

SWA Population - Tribe-wise DistributionSource: Population Census 1998



8.68.6 Appendix 6 - Population Split by Mother TongueAppendix 6 - Population Split by Mother TonguePushto is the most commonly spoken language in South Waziristan. As per the Population Census of 1998, 97.3% of the population had Pushto as their mother tongue. After Pushto, Population segment with Urdu as their mother tongue was the second most common segment in SWA. Apart from these two languages, Sindhi, Punjabi and Balochi are also the mother tongues of some limited number of families in SWA.

Tehsil Percent Population with Mother TonguePushto Urdu Others

Birmil 99.6% 0.2% 0.2%Ladha 88.5% 0.3% 11.2%Makin 96.6% 2.5% 0.9%Sararogha 99.7% 0.2% 0.1%Serwekai 99.7% 0.1% 0.1%Tiarza 99.4% 0.2% 0.4%Toi Khulla 99.1% 0.5% 0.4%Wana 98.5% 0.4% 1.2%Total SWA 97.3% 0.4% 2.3%

Source: Population Census 1998

Looking across different Tehsils of SWA, not much difference is seen except for Ladha where 11.5% population had a mother tongue apart from Pushto. Tehsil Ladha has a high concentration of Mahsud population. Along with this, Tehsil Makin is also a Mahsud area which had a relatively higher share of Urdu speaking population (2.5%). It can be inferred that Mahsud area of SWA has a relatively higher share of non-Pushto population compared to the areas of Wazir and other tribes.



8.78.7 Appendix 7 – School Enrollment Rates, Literacy and Higher Education inAppendix 7 – School Enrollment Rates, Literacy and Higher Education in SWASWA

8.7.18.7.1 School Enrollment RatesSchool Enrollment Rates

Primary School Net Enrollment Rate. 6-10 years agePercent of children of primary school age (6-10) enrolled in primary school-2007

Agency/FR

Net enrollment rate male

Number of male children

Net enrollment rate female

Number of female

children

Total net enrollment

rateBajaur 31.8 355.0 11.8 340.0 22.0FR Bannu 18.6 349.0 4.0 274.0 12.2Fr DI Khan 29.2 120.0 9.5 116.0 19.5FR Kohat 63.3 166.0 43.8 130.0 54.7FR Lakki 26.1 199.0 9.5 158.0 18.8FR Peshawar 50.9 171.0 39.6 197.0 44.8FR Tank 40.0 65.0 15.2 33.0 31.6Khyber 54.5 367.0 23.7 410.0 38.2Kurram 42.0 288.0 25.5 326.0 33.2Mohmand 35.5 296.0 9.8 336.0 21.8Orakzai 41.2 335.0 11.6 310.0 27.0South Waziristan 41.2 311.0 12.3 243.0 28.5Source: Multiple Indicator Cluster Survey-2009

Middle School Net Enrollment Rate. 10-12 years agePercent of children of primary school age (10-12) enrolled in primary school-2007

Agency/FR

Net enrollment rate male

Number of male children

Net enrollment rate female

Number offemale

children

Total net enrollment

rateBajaur 6.4 187.0 2.8 144.0 4.8FR Bannu 2.3 171.0 0.0 106.0 1.4Fr DI Khan 4.1 74.0 0.0 52.0 2.4FR Kohat 19.1 89.0 9.4 85.0 14.4FR Lakki 8.5 82.0 0.0 66.0 4.7FR Peshawar 9.6 114.0 2.9 102.0 6.5FR Tank 11.5 26.0 0.0 21.0 6.4Khyber 8.2 182.0 2.7 226.0 5.1Kurram 2.0 149.0 1.3 157.0 1.6Mohmand 4.1 170.0 1.2 173.0 2.6Orakzai 5.1 157.0 0.0 135.0 2.7South Waziristan 14.9 194.0 6.5 138.0 11.4Source: Multiple Indicator Cluster Survey-2009



8.7.28.7.2 Literacy Situation as Per FATA MICS-2009 (2007 data)Literacy Situation as Per FATA MICS-2009 (2007 data)

-

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

20.0 16.5

34.2

26.5

16.6 17.0

7.3

12.8

37.6

8.5

36.8

7.6

Liter

acy

Rate

Literacy Rates - Agency ComparisonSource: Multiple Indicator Cluster Survey-2009

Literacy Rate, 10+ years of Age

Agency/FRTotal Literacy Rate

(%)Male Literacy Rate

(%)Female Literacy Rate

(%)South Waziristan 20.3 31.9 5.5Bajaur 15.8 25.7 4.2Khyber 32.7 54.3 10.7Kurram 25 35.1 14.4Mohmand 15.8 27.1 4.2Orakzai 16.1 27.5 3.6FR Bannu 7 11.7 0.9Fr DI Khan 12.8 20.6 4.1FR Kohat 37.4 54.6 18.5FR Lakki 9.5 16.4 1.7FR Peshawar 36.7 62.1 12.1FR Tank 8.4 14.9 0.5Source: Multiple Indicator Cluster Survey-2009

Adult Literacy Rate, 15+ years Age

Agency/FRTotal Literacy Rate

(%)Male Literacy Rate

(%)Female Literacy Rate

(%)South Waziristan 20.0 32.3 4.3 Bajaur 16.5 27.9 3.1 Khyber 34.2 57.2 10.1 Kurram 26.5 37.9 14.4 Mohmand 16.6 28.5 3.5 Orakzai 17.0 29.5 3.4 FR Bannu 7.3 12.8 0.6



Fr DI Khan 12.8 21.2 3.9 FR Kohat 37.6 57.4 15.6 FR Lakki 8.5 15.5 0.7 FR Peshawar 36.8 65.2 10.0 FR Tank 7.6 13.7 0.0Source: Multiple Indicator Cluster Survey-2009

8.7.38.7.3 Literacy Situation as per 1998 CensusLiteracy Situation as per 1998 Census

The literacy rate of FATA was the lowest amongst all the provinces and special regions of Pakistan. As per the Population census 1998, only 17.4% people of FATA were literate which was half of that of Khyber Pakhtunkhwa. The literacy rate of SWA in 1998 was 19.8% which was better than the region’s average. SWA is a better literate Agency compared in FATA and is second only to Khyber Agency in this regard.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

South Waziristan

FATA Khyber Pakhtunkhwa

Punjab Sindh Balochistan Islamabad Pakistan

19.8% 17.4%

35.4%

46.6% 45.3%

24.8%

72.4%

43.9%

Liter

acy

Rate

Literacy Rates Comparison with Other Provinces/RegionsSource: Population Census 1998

Male literacy rate was much higher than that of female literacy rate. In 1998, the female literacy in SWA was only 2.6% which was lower than the FATA average. This compared to the similar figures of 18.8% for Khyber Pakhtunkhwa and 32.0% for Pakistan. Male literacy rate in the Agency was 32.5% which was higher than the FATA average; and was about the same as that in Balochistan.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

South Waziristan

FATA Khyber Pakhtunkhwa

Punjab Sindh Balochistan Islamabad Pakistan

32.5% 29.5%

51.4%57.2% 54.5%

34.0%

80.6%

54.8%

2.6% 3.0%

18.8%

35.1% 34.8%

14.1%

62.4%

32.0%

Liter

acy R

ate

Literacy Rates Comparison with Other Provinces/RegionsSource: Population Census 1998

Male Literacy Rate Female Literacy Rate



Looking into the comparison of literacy rates between the seven agencies of FATA, SWA is seen as better literate agency. An overall literacy rate of 19.8% was second only to that of Khyber agency. Bajaur, Mohmand, Orakzai and North Waziristan have had lower literacy rates than that of SWA.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

South Waziristan Bajaur Khyber Kurram Mohmand North Waziristan Orakzai

19.8%

13.4%

23.0%

19.8%

11.3%

15.9%

10.6%

Liter

acy R

ate

Literacy Rates Comparison with Other AgenciesSource: Population Census 1998

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

South Waziristan Bajaur Khyber Kurram Mohmand North Waziristan Orakzai

32.5%

22.3%

39.9%

33.3%

19.1%

26.8%

19.7%

2.6% 3.4% 2.6%4.5%

1.9% 1.5% 1.3%

Liter

acy R

ate



Comparing different Tehsils of SWA with respect to literacy rates, it is seen that Ladha was the most literate Tehsil with 30% literacy rate. Ladha was the second largest Tehsil with respect to population with a concentration of Mehsud tribes. Highest literacy rate in this Tehsil can also be linked to a higher share of 11.2% Non-Pushto speaking population which was also the highest amongst all the eight Tehsils of SWA. Tehsil-wise literacy rate comparison is shown in the following figure:

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Birmil Ladha Makin Sararogha Serwekai Tiarza Toi Khulla Wana SWA

10.9%

29.8%

14.5%

23.9%21.9% 21.2%

4.6%

20.8% 19.8%

Liter

acy

Rate

Literacy Rates Comparison between SWA TehsilsSource: Population Census 1998



Sararogha had the second highest literacy rate of 24%. This Tehsil again has a higher share of Mehsud population. Thus, it can be inferred that Mehsud tribe is more literate compared to Wazir and other tribes of SWA. Toi Khula had the lowest literacy rate of 4.6%. Majority of population in this Tehsil is from Suleman Khel and Dotani tribes. Birmal had the second lowest literacy rate which is housed mostly by Wazirs. Wana had a literacy rate of 20.8%; slightly higher than the Agency average.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

Birmil Ladha Makin Sararogha Serwekai Tiarza Toi Khulla Wana SWA

17.9%

48.1%

23.6%

40.8%36.0% 36.1%

7.0%

34.3% 32.5%

0.8%4.0%

2.0% 3.1% 2.7% 2.2% 0.7% 3.0% 2.6%

Liter

acy R

ate



Majority of the literate population of SWA is male; and the trend is same for all the Tehsils. Just like overall literacy rate, Ladha had the highest rate of 4.0% in female literacy also. Sararogha was the Tehsil with second highest female literacy rate of 3.1%.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

12.9%

23.8%

2.2%

7.5%

15.2%

22.3%19.6%

26.6%

31.9%

10.8%

6.9%

18.4%

Liter

acy

Rate

Literacy Rates Tribe-wise ComparisonSource: Population Census 1998

8.7.48.7.4 Educational AttainmentEducational AttainmentLooking at the profile of the literate population, it is observed that the highest percentage of people is that of the ones who manage to complete only their primary education. In 1998, 38% of the people of the literate population managed to complete their primary education which was about 7.5% of the total population of 10 year and above. About one fifth of the total literate persons left their studies before



passing primary examination. Following table shows the breakup of literate population with respect to their education attainment and their percentage with respect to total population of 10 year and above:

Educational Attainment No. of literate persons

% of Total Literate Population

% of Total Population (10 year & above)

Below Primary 10,676 20.3% 3.98%Primary 20,105 38.3% 7.49%Middle 12,251 23.3% 4.56%Matriculation 5,943 11.3% 2.21%Intermediate 1,611 3.1% 0.60%BA/B.Sc. & Equivalent 769 1.5% 0.29%MA/M.Sc. & Equivalent 439 0.8% 0.16%Diploma/Certificate 126 0.2% 0.05%Others 608 1.2% 0.23%Total Population 52,528 100.0% 19.56%

11% of the total literate persons managed to pass Matriculation examination; and only 1.5% managed to complete their graduation.

Below Primary19.9%

Primary38.6%

Middle23.7%

Matric11.4%

Intermediate3.1%

BA/B.Sc. & Equivalent

1.5%

MA/M.Sc. & Equivalent

0.8%

Diploma/ Certificate

0.2%

Others0.9%

Education Attainment of Male Literate PopulationSource: Population Census 1998

Totalmale Literate Population in 1998 was 49,869

Below Primary28.5%

Primary32.4%

Middle16.8%

Matric8.9%

Intermediate3.2%

BA/B.Sc. & Equivalent

1.4%

MA/M.Sc. & Equivalent

1.3%

Diploma/ Certificate

0.9%

Others6.5%

Education Attainment of Female Literate PopulationSource: Population Census 1998

Total female Literate Population in 1998 was 2,659



Looking for differences between educational attainment of male and female population, it is seen that the 28.5% women falls in below primary category; while the similar figure for male population is 19.9%. Thus, the percentage of females dropping out from schools before passing primary education is higher than that for males.

8.7.58.7.5 Higher Education AttainmentHigher Education Attainment

TehsilTotal Literate

Population

BA/B.Sc. & EquivalentMA/M.Sc. & Equivalent or

AboveNo. of

Persons% of literate population

No. of Persons

% of literate population

Birmil 3,978 32 0.8% 17 0.4%Ladha 13,701 207 1.5% 118 0.9%Makin 2,667 54 2.0% 34 1.3%Sararogha 10,698 114 1.1% 57 0.5%Serwekai 4,390 51 1.2% 21 0.5%Tiarza 4,845 36 0.7% 14 0.3%Toi Khulla 963 7 0.7% 5 0.5%Wana 11,286 268 2.4% 173 1.5%SWA 52,528 769 1.5% 439 0.8%

On an overall basis for SWA, 1.5% of the total below 10 years population managed to complete their graduation; while the completing their education up to Masters level was only 0.8%. Wana was the most advanced Tehsil in this regard from where maximum number of people completed their graduation and Masters degrees. Wana was the highest not only in terms of number of people but also in terms of percentage share of population (2.4%). Second and third largest Tehsils in this comparison were Ladha and Makin which are from Mehsud area. Percent people completing their graduation in Ladha and Makin were 1.5% and 2% respectively. Birmak, Tiarza and Toi Khula were the most backward Tehsils with respect to attainment of higher education.



8.88.8 Appendix 8 – Ownership Status and Construction Material of HousesAppendix 8 – Ownership Status and Construction Material of Houses

Agency/FR Own RentedGovernment/

Subsidized Without RentSouth Waziristan 97.6 0.0 0.8 1.6Bajaur 86.2 3.2 0.5 10.2Khyber 98.0 0.4 0.4 1.1Kurram 84.1 11.3 1.5 3.1Mohmand 98.4 0.3 0 1.3Orakzai 97.0 0.5 0 2.5FR Bannu 99.4 0.0 0 0.6Fr DI Khan 97.6 1.0 0 1.4FR Kohat 99.3 0.0 0.3 0.3FR Lakki 99.3 0.4 0.4 0FR Peshawar 96.3 0.4 0 3.3FR Tank 100.0 0.0 0 0Source: Multiple Indicator Cluster Survey-2009

Major share of SWA population lives in their own houses. As per the Population Census of 1998, 95.5% people have their own houses. Only 1.9% lives in rented houses; while the balance population lives in places where they do not have to pay any rent. These may include places away from main population centers or any attached housing arrangements with friends/relatives where they do not have to pay any rent.

The standard of living of majority of SWA is very similar to a typical undeveloped village. One of the indicators in this regard is the construction material used for building houses.68 Following figures show the results of the Population Census 1998 about the type of construction material used by the people of SWA:

Baked Bricks/Blocks/

Stones10.2%

Unbaked Bricks/Earth

Bound79.6%

Wood/Bamboo3.0%

Others7.2%

SWA Houses Materials (Outer Walls)Source: Population Census 1998

RCC/RBC

1.2%

Cement/Iron Sheets2.9%

Wood/Bamboo84.4%

Others11.5%

SWA Houses Materials (Roofs)Source: Population Census 1998

About 80% of the total houses of SWA were built from unbaked blocks and earth bound materials. Only 10% of the total population could afford to use baked bricks. For roofs as well, cheaper materials like wood and bamboo were used by 84% of the population. Apart from the affordability aspect, the

68 It is important to note that the data has been taken from Population Census 1998 when the security situation in SWA was satisfactory. Existing conflict situation has caused destruction of large number of houses and the current situation will even be worse.


Owned95.5%

Rented1.9%

Rent Free2.6%

SWA Ownership of HouseholdSource: Population Census 1998


other reason for this is the ease of availability of such materials. Only 1.2% of the houses in SWA were built with the modern day roofs using lintels of cement, bricks and concrete.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

6.8%

11.3%

7.3%

1.6%

5.6%

13.2%

2.4%3.2%

9.9%

2.5%

0.0% 0.0%

% Pa

cca

Hous

es

Pacca Houses % in Total Population (Tribe-wise)Source: Population Census 1998



8.98.9 Appendix 9 – Access to Civic Facilities in South WaziristanAppendix 9 – Access to Civic Facilities in South Waziristan

8.9.18.9.1 Access to Different Sources of Drinking WaterAccess to Different Sources of Drinking Water

8.9.1.18.9.1.1 MICS ResultsMICS Results

Proportion of Households Using Improved Sources of Drinking Water FATA 2007Source SWA Bajaur Khyber Kurram Mohmand Orakzai Total

In-house Pipe into Dwelling 2.4 7.5 27.6 23.3 9.4 8.5 10.5 In-house Pipe into yard 0.3 3.2 1.5 3.3 2.4 6.8 2.5 Public taps/stand post/hand pump 0.5 4.1 5.6 4.2 1.3 6.0 3.8 In-house hand pump 9.6 1.6 1.7 0.8 0.8 0.5 2.3 In-house donkey pump 0.3 0.9 1.5 0.3 0.3 0.5 0.7 In-house protected well 8.8 8.2 5.3 8.6 2.4 4.1 4.9 Turbine tube well 1.1 3.4 17.4 2.8 3.1 2.2 5.1 Protected well 21.4 7.3 8.5 7.1 4.1 8.3 Protected spring 10.2 0.9 2.2 5.8 0.5 5.2 3.2 Bottle water 0.0 0.0 0.0 0.0 0.0 0.0 0.1 Total 54.5 37.1 71.2 52.4 27.3 38.0 41.3 Source: Multiple Indicator Cluster Survey-2009

Proportion of Households Using Unimproved Sources of Drinking Water FATA 2007Source SWA Bajaur Khyber Kurram Mohmand Orakzai TotalIn-house unprotected well 1.1 4.1 3.9 0.8 5 3.6 2.4Unprotected well 2.4 16.1 10.7 5.8 33.3 15.6 11.7Unprotected spring 7 34.2 6.8 33.2 24.1 34.2 22.3Rain water 0.3 0.5 0.2 0 0 1.6 3.1Tanker-truck 0 0.2 2.7 0 0.5 0 0.9Cart with buckets 0 0.7 0.5 0 2.9 0 0.7River/stream/dam/ lake/pond 34.8 7.3 3.9 7.5 5.5 4.9 16.2Other 0 0 0.2 0.3 1.3 2.2 1.5Total 45.5 63.1 28.8 47.6 72.7 62 58.7Source: Multiple Indicator Cluster Survey-2009

Time to Source of WaterPercent Distribution of households according to time to go to source of drinking water, get water and return

Less than 30 minutes

30 minutes to one hour

More than one hour

Water on premises

UrbanKhyber 28.6 45.7 14.3 11.4 Kurram 12.8 5.1 2.6 79.5 Total 20.3 24.3 8.1 47.3



RuralBajaur 11.6 45.7 19.8 26.2 FR Bannu 5.1 42.7 47.5 4.8 Fr DI Khan 12.7 60.3 18.6 8.3 FR Kohat 15.6 54.6 7.3 22.5 FR Lakki 2.4 56.5 41.2 - FR Peshawar 35.7 31.9 17.6 14.8 FR Tank 4.2 54.2 29.2 12.5 Khyber 25.9 48.7 9.1 14.8 Kurram 12.3 40.5 27.5 19.3 Mohmand 15.6 42.4 32.1 10.0 Orakzai 15.5 44.0 27.2 13.3 South Waziristan 8.5 50.1 21.5 19.3 Total 13.7 46.4 25.2 14.4

8.9.1.28.9.1.2 Access to Clean Drinking Water (Census 1998 Results)Access to Clean Drinking Water (Census 1998 Results)

Population Census 1998 distinguishes source of drinking water as being inside or outside a house. As per the census results, 24% of the SWA population used inside source while the balance used outside sources of clean drinking water. Following figure shows the percentage shares of households using different sources of clean drinking water.

Inside Pipe (Nul)5.4%

Inside Hand Pump4.2%

Inside Well13.9%

Outside Pipe (Nul)2.9%

Outside Hand Pump0.2%

Outside Well5.2% Pond

4.7%

Others63.4%

Source of Clean Drinking Water for SWA HouseholdsSource: Population Census 1998

8.9.28.9.2 Sanitation FacilitiesSanitation Facilities

Type of Toilet Used Percent HouseholdsFlush toilet connected to public sewerage 2.1 Flush toilet connected to septic tank 4.0 Pit latrine with flush 10.1 Pit latrine without slab 2.1 Pit latrine with slab 4.0 Open pit 1.9 Bucket 0Public toilet 0.5 Open fields 75.2 Source: Multiple Indicator Cluster Survey-2009



Separate31.2%

Shared4.3%

None64.5%

Latrine Facility Availability in SWA HouseholdsSource: Population Census 1998

Separate89.4%

Shared10.6%

Bathroom-Separate vs. Shared in SWA HouseholdsSource: Population Census 1998

8.9.38.9.3 Lighting Source in SWALighting Source in SWA

Electricity58.7%

Kerosene Oil39.1%

Others2.2%

Source of Lighting Used by Households of SWASource: Population Census 1998



8.9.48.9.4 Type of Cooking Fuel Used in South Waziristan (MICS)Type of Cooking Fuel Used in South Waziristan (MICS)

Type of Cooking Fuel Percent HouseholdsElectricity 0.0Gas/LPG 0.5Biogas 0.0Kerosene oil 0.3Coal 0.3Firewood 97.5Grasses 0.8Dung cake 0.3Straw-wheat 0.3Source: Multiple Indicator Cluster Survey-2009

8.9.58.9.5 Cooking Fuel and KitchenCooking Fuel and Kitchen

Wood92.8%

Kerosene Oil1.8%

Gas0.3%

Others5.0%

Cooking Fuel Used by Households of SWASource: Population Census 1998

Separate90.5%

Shared9.5%

Kitchen-Separate vs. Shared in SWA HouseholdsSource: Population Census 1998



8.9.68.9.6 Tribe-wise Comparison of Civic FacilitiesTribe-wise Comparison of Civic Facilities

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

4.6% 5.0%

3.2%1.6%

10.6%11.5%

15.1%

6.3%

15.4%

7.5%

0.0% 0.0%

% H

ouse

hold

s with

Pota

ble

Wat

er

Potable Water Availability % (Tribe-wise)Source: Population Census 1998

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

49.1%

60.6%51.6% 49.7%

95.7%

68.9%

52.1%

95.2% 94.1%

12.5%

100.0%

0.0%

% H

ouse

hold

s with

Elec

trici

ty A

vaila

bilit

y

Electricity Availability % (Tribe-wise)Source: Population Census 1998



8.108.10 Appendix 10 – Main Crops Profile of South WaziristanAppendix 10 – Main Crops Profile of South WaziristanSouth Waziristan is a smaller player in FATA in the production of main crops. In 2008-09, only 6.5% of the total production of main crops69 in FATA was contributed by SWA. Wheat and maize are the two main crops produced in the Agency. Rice, sugarcane and barley are other large crops of FATA, but they are not cultivated in SWA.

In 2008-09 South Waziristan produced 9,700 tons of wheat from a total cultivated area of 7,280 hectares which translated into 7% share of FATA’s total wheat production. In maize, SWA is a relatively larger contributor. In 2008-09, the Agency produced 10,413 tons of maize, accounting for 15.8% of total maize production of FATA.

South Waziristan , 20,126 , 6.9%

Other Agencies/FRs of FATA, 269,465 ,

93.1%

Main Crops Production - SWA vs. FATA - 2008-09(Values in tons)

Maize, 10,413 , 51.8%Wheat, 9,700 ,

48.2%

Main Crops Production of SWA - 2008-09(Values in tons)

Production and areas of major crops of SWA in comparison with FATA is shown in the following table:

Main Crops Production and Area Comparison

Crop NameFATA SWA SWA Share

Area (ha)

Production (tons)

Area (ha)

Production (tons)

Area (ha)

Production (tons)

Maize 50,310 66,088 6,675 10,413 13.3% 15.8%

Wheat105,82

5 137,716 7,280 9,700 6.9% 7.0%Rice 11,001 16,265 - 0.0% 0.0%Sugarcane 1,556 40,124 - - 0.0% 0.0%Soybean 143 188 - - 0.0% 0.0%Gram 3,021 1,020 - - 0.0% 0.0%Ground NUt 736 1,296 - - 0.0% 0.0%Mong 3,677 2,121 25 13 0.7% 0.6%Barley 15,346 13,077 - - 0.0% 0.0%Rapeseed & Mustard 5,277 11,696 - - 0.0% 0.0%

Total196,89

2 289,591 13,980 20,126 7.1% 6.9%

8.10.18.10.1 Role of Main Crops in Economic Growth of SWARole of Main Crops in Economic Growth of SWAPresently, the main crops have a smaller role to play in the economy of South Waziristan. The two crops grown in the Agency are food crops which also act as a source to provide food for their livestock. However, the Agency remains as the net importer of cereals for meeting the local food requirements. The local production of wheat is sufficient to meet only 8% of the total consumption by the local population and the balance has to be imported from other parts of Pakistan.70 69 Includes Wheat, maize, barley, sugarcane, rice, mong, soybean, gram groundnut and rapeseed & mustard70 Source; Rapid Need Assessment of Federally Administered Tribal Areas (FATA) by World Food Program



There is however a potential for improving the performance of main crops; by increasing the production and by increasing the productivity. The potential for improving the cultivation area can be assessed by looking at the figures of available land which may be used for this purpose. Following table shows the comparison of cultivated area and the culturable waste in FATA, SWA and two other agencies:

Total Area (ha)

Cultivated Area (ha)

% of Total

Uncultivated area (ha)

% of Total

Culturable waste (ha)

% of uncultivated

FATA 2,722,042 220,901 8.1% 2,501,141 91.9% 169,362 6.8%SWA 662,000 18,040 2.7% 643,960 97.3% 46,513 7.2%Bajaur 129,035 75,300 58.4% 53,735 41.6% 11,110 20.7%Khyber 257,654 19,954 7.7% 237,700 92.3% 53,335 22.4%

It can be seen that only 2.7% area of SWA is presently cultivated; much below the average figure of 8.1% for FATA. Land availability as culturable waste is 46,513 hectares which is a high figure and indicates towards the potential of increasing the cultivation area. However, it is difficult to consider the option of increasing the cultivation area in short to medium term scenario. It is a long term investment and thus is not being proposed in this study.

The other option of adding value by improving the productivity can be evaluated by looking at the following graphs which provide yield comparisons of the wheat and maize (the two major crops of SWA) in Pakistan and other provinces.

-

0.50

1.00

1.50

2.00

2.50

3.00

3.50

SWA FATA Pakistan Punjab Sindh KP Balochistan

1.33 1.30

2.66 2.69

3.43

1.57

2.12

Yiel

d (T

ons/

hect

are)

Wheat Yield Comparison - 2008-09

-

0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

SWA FATA Pakistan Punjab Sindh KP Balochistan

1.56 1.31

3.42

4.92

0.63

1.88

1.13

Yiel

d (T

ons/

hect

are)

Maize Yield Comparison - 2008-09

In case of wheat, the yields of FATA and SWA are the lowest in Pakistan. In case of maize also, the yields of FATA and SWA are one of the lowest. This indicates that with focused interventions, there is potential for improving the productivity of cultivating wheat and maize in SWA.

While deciding on selecting sectors as key drivers of the intended economic growth, it is also useful to look at the opportunity assessment by cultivating food crops compared to cash crops like apple or other fruits. A simple comparison is presented in the following table:

(2008-09 figures)Wheat Apple

Cultivated area (ha) 7,280 3,092 Production (tons) 9,700 56,938 Average Losses 5% 30%Effective production 9,215 39,857 Production (40 kg) 230,375 996,415 Average price per 40 kg 950 1,20071



Total Produce Value (000 Rs) 218,856 1,195,698 Unit Return (Rs/ha) 30,063 386,707 Unit Return (Rs/acre) 12,171 156,562

The above comparison shows that from an economic perspective it is in farmer’s interest to cultivate fruits instead of cereal crops. Wheat or maize is cultivated for subsistence and that purpose is not being fulfilled either. In case of fruits, the returns increase even further due to intercropping.

On the basis of the above discussion, it is proposed that main crops cannot be considered as a key driver for economic growth of SWA.

71 Average price of Rs 30 per kg has been used.



8.118.11 Appendix 11 – Fruits Sector Profile of SWAAppendix 11 – Fruits Sector Profile of SWAHorticulture is the most important sector of South Waziristan. The Agency is the biggest producer of Kharif (summer) fruits in FATA. A wide variety of fruits are produced in SWA; including apple, peach, almond, persimmon, plum, apricot, water melon, pear, musk melon, pear, grapes and walnut. Dates and figs are the two other fruits produced in FATA but there is no production of these fruits in SWA.

South Waziristan holds the lion’s share in fruit production of FATA. In 2008-09, total of 70,412 tons of fruits were produced in SWA which accounted for 76.6% of the total production of FATA. Distribution of Kharif fruit production in FATA between different agencies and FRs is shown in the following figure:

Bajaur, 4,030 , 4.4%

Khyber, 924 , 1.0%

Kurram, 5,738 , 6.2%

Mohmand, 1,940 , 2.1%


Orakzai, 1,659 , 1.8%

South Waziristan,

70,412 , 76.6%

All FRs, 1,755 , 1.9%

Kharif Fruits Production Distribution of FATA 2008-09(Values in tons)

In Rabi (winter season), there is little production of fruits in FATA. Citrus, loquat and mulberry are produced in some areas, but SWA is not a recognized producer of these fruits. Fruit areas and productions of different agencies and FRs of FATA are provided in the following tables:

Area, Production and Yields of Kharif Fruits in Different Agencies of FATA Area (ha) Production (tons) Yield (kg/ha)

South Waziristan 5,666 70,412 12,427 Bajaur 420 4,030 9,595 Khyber 83 924 11,133 Kurram 446 5,738 12,865 Mohmand 200 1,940 9,700 North Waziristan 440 5,442 12,368 Orakzai 157 1,659 10,567 F.R Bannu 44 633 14,386 F.R D.I. Khan 40 580 14,500 F.R Kohat 9 72 8,000 F.R Peshawar 50 470 9,400 Total FATA 7,555 91,900 12,164

Kharif Fruit Production in FATA and SWA

Fruit FATA SWA SWA Share

Area Production Area Production Area Production Apple 3,711 67,432 3,500 64,535 94.3% 95.7% Peach 1,000 4,084 802 1,604 80.2% 39.3%



Apricot 788 4,230 460 920 58.4% 21.7% Plum 524 2,981 286 501 54.6% 16.8% Almond 157 370 150 300 95.5% 81.1% Pomegranate 193 1,224 115 230 59.6% 18.8% Pear 148 808 100 200 67.6% 24.8% Grapes 137 799 88 271 64.2% 33.9% Water Melon 132 2,102 60 960 45.5% 45.7% Walnut 294 2,686 57 171 19.4% 6.4% Musk Melon 151 2,251 48 720 31.8% 32.0% Persimmon 90 990 - - 0.0% 0.0% Dates 140 1,030 - - 0.0% 0.0% Figs 17 150 - - 0.0% 0.0% Others 73 763 - - 0.0% 0.0%

The strength of horticulture sector of SWA should not be seen in isolation but in the context of the overall economy of the country. Demand for horticulture products of SWA is generated not from within SWA or FATA but from all the major markets in other provinces of the country. There is a strong positive correlation between per capita expenditure on fruits and vegetables with the household income levels. As the monthly income increases by a factor of three, the per capita expenditure on fruits increases eight times and that on vegetables by two times.72 Therefore, the demand for fruits and vegetables is higher in other provinces where average income levels are higher.

Looking into the mix of fruits, apple is seen as the largest fruit of FATA and SWA. Distribution of variety of fruits produced in FATA and in SWA is shown in the following figures:

Apple73.4%

Peach4.4%

Apricot4.6%

Plum3.2%

Almond0.4%

Pomegranate1.3%Pear

0.9%Grapes

0.9%

Water Melon2.3%Walnut

2.9%Musk Melon

2.4%

Persimmon1.1%

Dates1.1%

Figs0.2%

Others0.8%

FATA Kharif Fruits Production - 2008-09Apple92.9%

Peach2.3%

Plum0.7%

Almond0.4%

Pomegranate0.3%

Pear0.3%

Grapes0.4%

Water Melon1.4%

Walnut0.2%

Musk Melon1.0%

Persimmon0.0%

South Waziristan Kharif Fruits Production - 2008-09

72 Balochistan Agricultural Marketing Policy Reforms, Preston S. Pattie, USAID Pakistan FIRMS Project



8.128.12 Appendix 12 – Vegetable Sector Profile of SWAAppendix 12 – Vegetable Sector Profile of SWAJust like fruits, South Waziristan is the most important Agency of FATA in case of vegetables also. In 2008-09, total production of Kharif vegetables in the Agency was 9,992 tons, which was 30.1% of the FATA’s total production.

Bajaur, 4,145 , 12.5%Khyber, 612 ,

1.8%Kurram, 4,648 ,

14.0%

Mohmand, 8,722 , 26.3%


Orakzai, 945 , 2.8%

South Waziristan,

9,992 , 30.1%

All FRs, 733 , 2.2%

Kharif Vegetables Production Distribution of FATA 2008-09(Values in tons)

A wide variety of Kharif vegetables are produced in SWA. Tomato is the largest vegetable of the Agency claiming 69% of the share of total vegetables production. Shares of different vegetables are shown in the following figure:

Lady Finger, 535 , 5.4%

Tinda, 330 , 3.3%

Brinjal, 500 , 5.0%

Bitter Gourd, 675 , 6.8%

Tomato, 6,902 , 69.1%

Bottle Gourd, 672 , 6.7%

Other, 378 , 3.8%

SWA Kharif Vegetables Production - 2008-09(values in tons)

Details of area, production and yields of Kharif vegetables produced in FATA and SWA are provided in the following table:

Kharif Vegetables Production in FATA and SWA

Fruit FATA SWA SWA Share

Area Production Area Production Area Production Arum 5 30 - - 0.0% 0.0% Lady Finger 478 2,610 107 535 22.4% 20.5% Tinda 200 1,243 55 330 27.5% 26.5% Brinjal 166 1,222 0 500 30.1% 40.9% Pumpkin 136 927 - - 0.0% 0.0% Bitter Gourd 74 915 27 675 36.5% 73.8% Tomato 3,839 24,542 1,290 6,902 33.6% 28.1%



Bottle Gourd 85 1,063 28 672 32.9% 63.2% Other 89 699 54 378 60.7% 54.1% Total 5,072 33,251 1,611 9,992 31.8% 30.1%

The share of SWA in Rabi vegetables is not significant. In 2008-09, total Rabi vegetables produced in SWA were 852 tons which only accounted for 3.4% of the total production of FATA.

South Waziristan is also an active contributor in production of potato and onion. In potato, it was the fifth largest Agency in 2008-09; producing 4,740 tons and accounting for 14.4% of FATA’s total potato production. In onion, SWA is relatively a smaller player accounting for 7.9% of total FATA production by producing 2237 tons in 2008-09. Following figures shows the share of SWA in potato and onion production of FATA in comparison with other agencies:

North Waziristan,

7,439 , 22.7%

Bajaur, 7,005 , 21.3%

Khyber, 6,594 , 20.1%

Kurram, 4,797 , 14.6%

South Waziristan,

4,740 , 14.4%Orakzai, 1,157 , 3.5%

Mohmand, 636 , 1.9%

FR Peshawar, 454 , 1.4%

Potato Production in FATA- 2008-09(values in tons)

Mohmand, 9,621 , 33.9%

Khyber, 5,730 , 20.2%

Bajaur, 5,100 , 18.0%

Kurram, 2,730 , 9.6%

South Waziristan, 2,237 , 7.9%

North Waziristan, 890

, 3.1%Orakzai, 148 ,

0.5%

All FRs, 1,936 , 6.8%

Onion Production in FATA - 2008-09(values in tons)

Looking at the data presented in the vegetable profile of SWA, it can be seen that tomato and potato are the two large crops of the Agency.



8.138.13 Appendix 13 - Livestock Profile of SWAAppendix 13 - Livestock Profile of SWA

Agencies/FRs Cattle Buffaloes Sheep Goats Camels Horses Asses Mules

Bajaur 132,274 15,207 53,025 173,358 417 50 4,407 129

Khyber 155,817 10,274 190,478 529,147 826 15,092 31,448 28,216

Kurram 121,457 3,171 76,698 113,588 47 673 3,966 901

Mohmand 232,544 3,439 133,887 378,245 431 221 18,178 454

N. Waziristan 210,408 18,716 233,561 263,979 2,746 1,080 16,826 436

Orakzai 64,336 12,979 48,202 107,932 250 190 13,390 2,774

South Waziristan 134,611 14,677 313,639 399,137 9,356 314 23,022 1,416

F.R Bannu 97,429 11,522 128,448 639,587 910 53 5,055 39

F.R D.I. Khan 104,509 373 167,838 199,095 2,086 63 4,498 24

F.R Kohat 16,367 261 6,970 52,457 41 - 252 24

F.R Kurram 104,330 1,400 138,380 204,650 320 290 14,560 1,410

F.R Mansehra 32,724 32,517 15,480 75,681 90 36 4,959 1,350

F.R Peshawar 22,803 345 24,477 115,838 236 79 2,097 -

Total FATA 1,429,609 124,881 1,531,083 3,252,694 17,756 18,141 142,658 37,17

3

Share of South Waziristan Agency 9.4% 11.8% 20.5% 12.3% 52.7% 1.7% 16.1% 3.8%

Source: Livestock Census 2006



8.148.14 Appendix 14 – Mineral Profile of South Waziristan AgencyAppendix 14 – Mineral Profile of South Waziristan AgencyNatural minerals sector is an important economic sector of FATA. The local terrain is host to multitude of minerals carrying large economic value. Minerals are extracted from different agencies and FRs of FATA. South Waziristan is the only agency from where there is no production of any mineral. Production figures of different types of minerals extracted from FATA are provided in the following table:

8.14.18.14.1 Appendix ------ - Mineral Production of FATAAppendix ------ - Mineral Production of FATAAgencies/

F.RsBajaur Khyber Kurram Mohmand North

WaziristanOrakzai South

WaziristanF.R

KohatTotal FATA

Marble 4,828 17,336 - 422,403 130 - - - 444,697 Chromite 3,019 - 190 14,007 28,482 - - - 45,698 Lime Stone 58 1,156,822 - 1,029 - - - 13,730 1,171,639 Soap Stone 20 1,396 30 9,038 - 14 - - 10,498 Coal 30 - 34,805 - - 148,470 - 32,520 215,825 Magesite - - - 550 - - - - 550 Quartz - - - 37,723 - - - - 37,723 Serpentine - - - 3,706 - - - - 3,706 Barite - 51 - - - - - - 51 Chloride - 768 - - - - - - 768 Graphic - - - 40 - - - - 40 Iron Ore - - - 151 - - - - 151 Fluorite - 768 - - - - - - 768 FATA Development Statistics

The present inexistence of any extraction does not necessarily mean a lack of potential of for mineral sector development in SWA. It should be seen only in the present scenario and the reason for this is limited mineral exploration activities in the Agency. As per some studies, SWA may have potential for production of Chromite and precious/base metals.73 Tapping the mineral potential of SWA can only be seen in a long term scenario and has not been seen as a growth driver in short to medium term timeframe.

73 FATA Development Authority is carrying out a study on precious/base metals in South Waziristan Agency



8.158.15 Appendix 15 – Industry Profile of SWAAppendix 15 – Industry Profile of SWAIndustry is not a large sector in FATA. Most of the industrial units in FATA are related to marble processing or manufacturing of light engineering products. South Waziristan is the least industrialized Agency of FATA. As per the official data, in 2007-08, there were only three industrial units in SWA where fifteen employees used to work. Comparison of industries population in different parts of FATA is shown in the following table:

Agencies/ FRs 2005-06 2006-07 2007-08Industrial

UnitsIndustrialEmployees

IndustrialUnits

IndustrialEmployees

IndustrialUnits

IndustrialEmployees

FATA 193 3800 193 3800 193 3800Bajaur 15 200 15 200 15 200Khyber 106 2300 106 2300 106 2300Kurram 18 150 18 150 18 150Mohmand 38 1000 38 1000 38 1000North Waziristan 5 35 5 35 5 35Orakzai 8 100 8 100 8 100South Waziristan 3 15 3 15 3 15F.R Bannu - - - - - -F.R D.I. Khan - - - - - -F.R Kohat - - - - - -F.R Lakki - - - - - -F.R Peshawar - - - - - -F.R Tank - - - - - -Source: FATA Development Authority

The least industrialized status of SWA is also verified from another survey.74 As per the survey report, there are only nine industrial units in SWA which is the lowest number amongst all agencies. Three of these units have been closed due to conflict situation in the Agency. The distribution of these units between different sectors is provided in the following table:

Goods No. of UnitsCement Blocks 3Coal Extraction 1Electric Goods 1Furniture & Fixtures 1Flour Mill 1Plastic Shoes 1Spare Parts 1Total No. of Units 9

Short to medium term potential of industrial development in SWA does not exist. It is therefore not included as one of the priority sectors for the proposed economic growth strategy.

74 Survey Enumeration of Industries. Service Sector Entities, Labor Force and Identifying Constraints in FATA-October 2010. Carried out by FATA Development Authority and CAMP



8.168.16 Appendix 15A – Landholding ProfileAppendix 15A – Landholding Profile

Proportion of Households having Landholding (acres) by Farm Size -2007

Less than 1 acre1 to < 5 acres 5 to < 10 acres

10 to < 15 acres

15 acres and above

South Waziristan 19.7 30.1 33.7 15 1.6Bajaur 27.7 64.2 5.2 1.5 1.5Khyber 31.1 63.2 3.8 1.9 0Kurram 18.7 65.1 8.9 3 4.3Mohmand 18.6 65.9 11.4 2.1 2.1Orakzai 25 68.5 5.6 0.8 0FR Bannu 11.1 63.7 15.4 7.3 2.6Fr DI Khan 36.4 46.5 14.1 2 1FR Kohat 35.4 53.1 8 0.9 2.7FR Lakki 38.2 54.8 3.3 1.7 2.1FR Peshawar 32.2 59.8 3.4 2.3 2.3FR Tank 29.3 68.3 2.4 0 0Total 25.3 59.3 10 3.5 1.9Source: FATA MICS-2009



8.178.17 Appendix 16 – Road Network in FATAAppendix 16 – Road Network in FATA

Area (sq. km)

Black Topped Road Length (km)

Shingled Road Length (km)

Total Road Length (km)

Road per Sq.km of Area

Bajaur 1,290 428.24 316.97 745.21 0.58Khyber 2,576 522.14 177.18 699.32 0.27Kurram 3,380 475.10 302.00 777.10 0.23Mohmand 2,296 358.23 116.03 474.26 0.21North Waziristan 4,707 512.21 219.56 731.77 0.16Orakzai 1,538 371.74 356.64 728.38 0.47

South Waziristan 6,620 484.97 407.01 891.98 0.13F.R Bannu 745 197.00 51.50 248.50 0.33F.R D.I.Khan 2,008 91.00 55.19 146.19 0.07F.R Kohat 446 79.62 14.00 93.62 0.21F.R Lakki 132 43.30 18.70 62.00 0.47F.R Peshawar 261 127.97 6.00 133.97 0.51F.R Tank 1,221 116.77 70.25 187.02 0.15Total FATA 27,220 3,808.29 2,111.03 5,919.32 0.22Source: Chief Engineer Works and Services Department, KP



8.188.18 Appendix 17 – Current IDPs SituationAppendix 17 – Current IDPs Situation

IDPs Returned in Phase IThe return of IDPs of SWA has occurred in two phases. The following table shows total return to South Waziristan Agency so far during Phase-1 a/b/c/d/e.

Date Families ReturnedPhase 1a: Dec 04, 2010 to Jan 07, 2011 902Phase 1b: Apr 30, 2011 to May 06, 2011 1,414Phase 1c: June 08, 2011 to June 10, 2011 989Phase 1d: June 28, 2011 to July 02, 2011 1,202Phase 1e: July 20, 2011 to July 22, 2011 1,048Total 5,555Source: FATA Disaster Management Authority

IDPs Returned in Phase IIThe following table shows total return to South Waziristan Agency so far during Phase-2 started from October 17, 2011.

Date From Families Returned Total

17-Oct-11 Tank 433 501DI khan 68

18-Oct-11 Tank 153 302DI Khan 149

19-Oct-11 Tank 154 222DI Khan 68

Total Tank 740 1,025

Source: FATA Disaster Management Authority

Total IDPs ReturnedThe following tables show summary of South Waziristan Agency IDPs:

Tank DIK Others Total Returned Balance26,447 12,854 2,262 41,563 6,580 34,983

Source: FATA Disaster Management Authority



8.198.19 Appendix 18 – Peach Sector Value Chain AnalysisAppendix 18 – Peach Sector Value Chain Analysis

8.19.1.18.19.1.1 Peach Sector OverviewPeach Sector OverviewPeach is the second largest fruit of SWA. The production of peach is not comparable with that of apple; however, the fruit is important for SWA since 39% of the total production of FATA is accounted for by the Agency. SWA is the third largest producer of peach in FATA and KP after Swat and Mardan. In 2008-09, SWA’s total peach production was 1,604 tons, which was 2.8% of the total production of FATA and KP. SWA has one of the lowest yields of peach in KP and FATA. This is also evident from the fact that the share of the Agency in total peach production was 39%; whereas, is share in total peach cultivated area was 80%.

This low yield is the result of lack of proper orchard management practices and can be improved with focused interventions. The situation thus presents an opportunity which can be capitalized upon for adding value to the sector.

Peaches are grown both in Mahsuds and Wazirs areas of South Waziristan. The area under peach cultivation is double in Wazir compared to that in Mahsuds area. Peach yield in Wazirs areas is higher as of Mahsuds because the first has better soil, irrigation and management practices. Recent war has significantly affected peach production in Mehsud Areas.

There are mainly three varieties i.e. Watni (local), Red (A5, A6, and A7), and Badami are cultivated in the area. The farmers were unable to described types under Red peach. The share of Watni, Red, and Badami peaches are 10, 60 and 30 percent, respectively. The Red varieties yield is the highest i.e. 7 crates per yusta whereas, other varieties have lower yield. Farmers in the area considered large, medium and small peach grower having area 1000 or more, less than 1000 to 300, and less than 300 yusta, respectively. Their shares were reported as 40, 30, and 30 percent, correspondingly.

The average prevailing land rent for irrigated land is Rs 150,000 per acre. The plant to plant and row to row distance varies, farmer plants 5 to 10 plant in one yusta. It is kept 5 to 5 meter in Wazir plain areas. Blooming season also varies with regard to varieties. The harvesting season starts in July and August and longs for up to one and half month. Fruit bearing starts after 3 to 4 years of the plantation of the tree. The Watni variety is very soft and mainly consumed in local area. The maximum productive age of tree is 20 years but farmer cut their fruit trees after certain years if the yield is low or there is insects attack (after five years of bearing fruits). Interestingly, Watni bear fruit when all other peach varieties stop bearing fruit.

8.19.1.28.19.1.2 Peach Orchard ManagementPeach Orchard ManagementPeach is a sensitive fruit crop. Proper management of fruit is crucial. The farmers in SWA are adopting traditional method of production and not applying the recommended practices. That is shown as low yields. There are no value addition practices and it has large scope in production and marketing stages.

8.19.1.38.19.1.3 Farm InputsFarm InputsPeaches are cultivated through sapling. Local private nurseries are available in Wana but not scientifically operated and cultivating old cultivars. Mostly, the saplings are purchased from local nurseries. Some farmers also produce samplings in their own nurseries.


-

2.00

4.00

6.00

8.00

10.00

12.00

14.00

2.00

13.55 12.77

10.47 9.76 9.69 9.67

4.91

0.88

Yiel

d (T

ons/

hect

are)

Peach Yield Comparison amongst Districts - 2008-09


8.19.1.3.18.19.1.3.1 FertilizerFertilizer The application of organic fertilizer is very limited and mainly used in Wazir areas. In Mahsud areas, after the war, urea fertilizer is restricted that is why it application is limited. Urea and DAP are restricted and the government does not allow its import into the agency. Government will allow only through permits, the process of getting permit is highly complicated and time consuming. All these factors have led to increased cost of fertilizer and reduced application. Farmers applied organic fertilizer to fulfill plants requirement but its availability is also limited. There is no practice of compost which is a good organic fertilizer. Those who applied fertilizer the type, quantity and cost are presented in the following table:

Application of organic and inorganic fertilizer along with their cost/acre in SWA. Fertilizer Quantity

(kg per tree)Cost per bag

(Rs)Quantity per

bagApplication cost

(Rs/tree)Urea One kg two times 4,000 50 kg Two time DAP One kg/tree 5,000 50 kg One timeFarmyard Manure One hand cart Rs 50 NA One time

8.19.1.3.28.19.1.3.2 Insect, Pest, Diseases and Application of PesticidesInsect, Pest, Diseases and Application of Pesticides Aphids are the main insect while scab is the major disease reported by the farmers. Some trees branches also get dried from the top. Farmers just cut that particular branch in order to stop spreading the disease. Very little application of pesticide was reported by the farmers. Farmers applied two sprays of pesticide before flowering. Some farmers reported application of even banned pesticide i.e. DDT. Generally, they don’t know the name of pesticide. They just described the symptoms of disease or insects to the unregistered shopkeeper and get pesticides in D.I Khan or Wana areas. Some farmers also rented sprayed machine at Rs 25/- day. Following table shows details:

Table 7.3.4.3 Application of pesticides, number, time and cost/acre in SWAPesticides Quantity

(kg per tree)No. of sprays Time of sprays

Diathan M 45 2gm/liter/tree/season Two times Before floweringCOC 2gm/liter/tree/season Two times Before floweringRidomil 2gm/liter/tree/season Two times Before floweringLorsban 2ml/liter/tree/season Two times Before floweringDDT 2ml/liter/tree/season Two times Before flowering

Farmers face number of constraints i.e. the pesticides are not available, even those available are very expensive and there is report of adulteration in the pesticides. There is no provision of effective extension services. Spraying machinery is not very readily available. Farmers are not adopting precautions or instruction for the application of pesticides.

8.19.1.48.19.1.4 IrrigationIrrigationMain source of irrigation is diesel tube wells; there are few electric tube wells; mainly in Wazir areas. Farmers apply irrigation after 15 days to their orchards. Some farmers use granular irrigation and get irrigation water from far flung areas but it is getting less popular because of long distance and drying of springs. The farmers face water shortage problem because water table has gone down, diesel and electricity prices are ever increasing, flooding and lawlessness etc. Load shedding is very serious issue so electric tube wells are getting less popular. Government is providing no irrigation facilities although there are number of sites suitable for mini dams. There is no irrigation management practices i.e. drip, trickle irrigation system despite the scarcity of irrigation water.

8.19.1.58.19.1.5 Farming Technology and TechniquesFarming Technology and TechniquesThere is no awareness for pruning and no skills of orchard management which have very bad impact on production. Farmers are cutting only infected or dried branches of their trees.

The tractors charge is Rs 1000/per hour which is not affordable for the poor farmers. Majority of the farmers prepared their land with tractor; while the rest followed traditional ways of farming and



manually preparing their field with spade. Farmers practice hoeing five times in a year while weeding is practiced two times in a season.

Wheat, Berseem and Vegetable are the major crops with which peaches were intercropped.Intercropping minimizes the risk factor.

8.19.28.19.2 Harvesting and Post HarvestingHarvesting and Post HarvestingPicking of fruit starts from the last week of May. Picking is done mainly manually only 20 percent orchard farmers use clippers. Mostly, family or local labor is used for harvesting and packing. Normally, three people are required to pick fruit from one tree. For grading and packing services, people from Swat and D. I. Khan are employed. They charge Rs 600/day plus food. The special graded crates are prepared on commission agent’s demand. Wooden crates are used which cost Rs 35 per crate. It includes crate price plus news paper, packing straw, decoration material, etc. Peaches are packed and transported manually to nearby roads sides because trucks are unable to reach at farm due to uneven terrain. Cardboard packing is used by 30% farmers due to bad roads and dealers also prefer wooden crates. The packing materials are not easily available in the market and the prices are very high. Wooden crates are bought from Bahawalpur and Sargodha in dismantled form while cardboard boxes are purchased from Lahore. Major pre harvest losses are due to late harvest followed by diseases and insect losses whereas the post harvest losses are mainly due to poor harvesting techniques, improper packing, storage and packing, etc.

The figures available are only the estimates made by farmers. Loss figures may be deliberately over or understated for commercial or other reasons in order to gain benefits or to avoid embarrassment. Post harvest losses in fruits and vegetable ranges between 25-40% or even greater. In the study area, post harvest losses were not the exception. These are estimated at 40 %, 25%, and 30% in Watni, Red and Badami, respectively.

To reduce the post-harvest losses and glut supply to the markets, the surplus or over ripe produce should be processed. In the SWA it was observed during the FGDs and key resource person that most of the respondents had no knowledge of post harvest while some had little awareness about it. Most of those who had the knowledge of processing were of the view that peach can be used in the preparation of Jam/Muraba while two growers were of the view that peaches can be dried. This shows that farmers of the area possessed very limited knowledge of peach processing and were not aware of the recent techniques of food processing. When asked whether they were willing to get training in peach processing; most of the respondents showed their willingness for it.

8.19.38.19.3 Peach MarketingPeach MarketingOnly about 10 percent farmers of SWA sell their peach orchards to the pre harvest contractor. The contract is made when the trees are in blossom; therefore, farmers apply fertilizer and irrigational water throughout the season. Pesticides application and supply is the responsibility of the contractor.

Majority of the Wazir peach orchards are sold to pre harvest contractors, whereas, in Mahsud areas one to two percent farmer do this practice. Contracting rate varies from orchard to orchard at the rate of Rs 70,000 to 120,000 per acre. Contractors are responsible for all inputs; fertilizer, pesticides, irrigation, etc. if there is any contractual differences this is resolved amicably and mutually.

Local consumption of the peach is only 10%. The Watni variety is mainly consumed in the local market of South Waziristan. The major local markets are in Wana, Makeen, Shakai, Sararogha, Ladha, Azam Warsak and Birmal. The Watni variety is mainly consumed in the local market of South Waziristan. Producers brought their peaches at Wana and sell through local commission agents they organize the auction/outcry bidding and the highest bidders (wholesalers) purchase the produce and supply to the major wholesale markets in Pakistan. Peaches marketed outside SWA obtain higher prices. These are Bannu (30%), D.I Khan (25%) and directly to Punjab and Afghanistan (35%). Punjab has higher fetching price but on the way there are five police check posts where each truck load pay Rs 500 as bribe per trip. Moreover, the transportation cost is higher. Similarly, farmer get higher prices in Afghanistan but the trucks charges higher transport fair and it is risky. Therefore, there



is very little export to Afghanistan, although, there is substantial scope of export through Angoor Adda. The commission agents who are locals organize the auction through outcry bidding and the highest bidders (wholesalers) purchase the produce and supply to the major wholesale markets in Pakistan.

The commission agents charge 6% commission or Rs 10 to 15 per crate. They provide credit to producers/whole sellers and also stay and food. Mandi and transporter owners union or associations are available whereas farmers have no association. There are no formal market intelligence services available. Farmers get information about price and demand flow through the value chain through telephone and cell phone through their own source. Some time, the commission agents also inform farmers about the market prices. Farmers get 50 percent amount at the sale while the rest received after one two months period. The whole sellers and traders purchased peaches on credit in Wana market. They re-grade peaches and supply to other premium markets.

The commission agent charges the commission at a rate of 6-8 % from the seller and deducts some amount on the credit already advanced to the trader. Free stay and food is provided by the commission agent in the premises of his office located in the wholesale market.

8.19.48.19.4 Access to FinanceAccess to FinanceThere is no formal loan or credit facility available in the areas from government or NGOs in general and especially for peach producer. Farmers get loan in case of emergency from informal sources (friends, relatives, beoparies, etc). There is also a tradition of lending loan for business purpose where the lender get 50% share in case of profit whereas in case of loss the loaner have to bear all losses and have to return the principle amount but without any interest. In the market, some time, the producers sell their products on loan basis for a cycle of 15 to 20 days. This builds good rapport among the beoparies. In emergencies, farmers sell their livestock to meet their needs for money.

8.19.58.19.5 Major ConstraintsMajor Constraints There are several factors constraining improved peach production. These can be grouped in to economic, institutional, biological and technological constraints as follows:

Economic, institutional, biological and technological constraint in peach production Economic

ConstraintsInstitutional Constraints Biological

ConstraintsTechnological Constraints

Lack of policy Poor marketing No formal credit Poor roads and

communication

Fragmented/weak extension services

Inadequate extension services No research for quality peach

varieties for SWA No training facilities Water management and

availability issues Water management practices

Low disease resistance varieties.

Insect and pest attacks

Inadequate and even no inorganic application of fertilizer.

Absence of modern technologies

Poor management practices



3.3.13.3.1 Peach MarketingPeach MarketingEffective marketing plays major role for fetching better prices. Following are the major marketing constraints:

Poor terrain and bad roads Lack of market intelligence and service Inadequate market information No formal credit facilities No market act or ordinance No value addition practices No farmers association



Poor post harvest handling and care

Marketing is more important than production. Therefore, now a day it is advised to think marketing before production. Farmers have no association, they are facing serious marketing problem a number of them are related to production. Which, includes quality of the cultivars, input availability and their quality, pruning, etc. All these affect the quality and marketing. The farmers have no bargaining capacity. There is no market regularization, market information, no formal credit facilities. Poor terrain and bad road also hurdle a lot. Although, USAID developed a road but still there is a need to develop linkage roads. There are number of check posts which neutralized the benefit of time saving due to the construction of new road. There are no value addition practices in peach, whereas, it has lot of scope. The agriculture extension department is there but in practice no services.

8.19.68.19.6 Suggestions for Peach SectorSuggestions for Peach SectorIn order to increase the productivity and income of SWA farming community in peach sector, following are the suggestions:

Formulation of proper production and marketing plan Distribution of production package Establishment of extension service Launching of production enhancement campaigns Proper peach management training Drip irrigation, sprinkle irrigation and packing material are required for the improvement.

Tools implements should be provided for management of orchards. Establishments of proper markets information Exploration of markets Market intelligence and formulation of market committees



8.208.20 Appendix 18 – Value Chain Analysis of TomatoAppendix 18 – Value Chain Analysis of Tomato

8.20.18.20.1 Tomato Sector OverviewTomato Sector OverviewTomato is nutritious vegetable that provide good quantity of Vitamin A & C. It is the kind of crop that starts paying off very quickly i.e. it can be harvested within 13 weeks of plantation. It also doesn’t require many overhead costs apart from the cost of seeds, agrochemicals and of course the cost of transportation to the local market.

It is widely grown both in the Mehsud and Wazir regions and provides additional income for the farmers. Farmers use the traditional ways of sowing and majority of the varieties grown are local and farmers do not have idea about better yielding varieties and techniques.

Tomato plantation is done in both plain land as well as an intercrop in apple and peach orchards. About 80% tomato is cultivated in plain lands while the balance in orchards.

It is one of the major vegetable crops of the South Waziristan Agency and the total production of tomato is around 5500-6000 tons per season accounting for 69% of the Agency’s Kharif vegetable production. In FATA context, it accounted for 28% of the total tomato production in 2008-09, which is second only to Mohmand. Tomato production of SWA in comparison with other agencies in Kharif and Rabi seasons is shown in the following table:

8.20.1.18.20.1.1 Tomato Production (Kharif) 2008-09Tomato Production (Kharif) 2008-09Agencies/FRs 2008-09

Area Production Yield perHectare

South Waziristan 1,255 7,620 6,072 Bajaur 220 1,775 8,068 Khyber 35 225 6,429 Kurram 626 4,482 7,160 Mohmand 1,200 8,400 7,000 North Waziristan 445 2,857 6,420 Orakzai 20 131 6,550 F.R Bannu 25 160 6,400 F.R Kohat 5 32 6,400 Total FATA 3,831 25,682


Bajaur, 2,395 , 8.5%

Khyber, 433 , 1.5%

Kurram, 4,482 , 16.0%

Mohmand, 8,480 , 30.2% N. Waziristan,

3,282 , 11.7%

Orakzai, 201 , 0.7%

S. Waziristan, 7,889 , 28.1%

All FRs, 878 , 3.1%

Tomato Production in FATA (Kharif + Rabi) - 2008-09(values in tons)


8.20.1.28.20.1.2 Tomato Production (Rabi) 2008-09Tomato Production (Rabi) 2008-09Agencies/ F.Rs TOMATO 2008-09

Area Production Yield PerHectare

South Waziristan 40 269 6.73 Bajaur 80 620 7.75 Khyber 31 208 6.71 Kurram 0 0 0Mohmand 10 80 8.00 North Waziristan 83 425 5.12 Orakzai 10 70 7.00 F.R Bannu 6 43 7.17 F.R D.I. Khan 70 485 6.93 F.R Kohat 3 18 6.00 F.R Peshawar 20 140 7.00 Total FATA 353 2358 6.68

Tomato is a low performing sector when compared to FATA and tomato produced in other parts of Pakistan. Following figure shows a yield comparison:

-

2.00

4.00

6.00

8.00

10.00

12.00

14.00

South Waziristan

FATA Punjab KP Sindh Balochistan Pakistan

6.09 6.56

12.93

9.09 8.23

9.61 9.54

Yiel

d (T

ons/

hect

are)

Tomato Yield Comparison of SWA with FATA and Other Provinces - 2008-09

With focused interventions, it is possible to improve the performance of tomato cultivation in SWA; thus having a positive impact on the incomes of the local people.

Presently, there are no value addition operations being done for tomato; which leaves a room for taking some additional measures for its improvement. Thus, the economic growth strategy for SWA should consider tomato as an important product which can provide a quick positive impact for improving the livelihoods of the local population.

8.20.28.20.2 Tomato FarmTomato Farming Featuresing FeaturesAverage farm size is one determinant of the better yield as the small to medium sized farms tend to give higher yields. This is due to the better farm management and less wastages in the use of agro chemicals. However, despite manageable farm size, per acre yield of tomato in SWA is much lower than the average yield of FATA & rest of Pakistan. This low yield is the result of using uncertified seeds and non availability of quality fertilizers and pesticides.



Following is the estimated percentage division of tomato farm sizes in South Waziristan.

Small: 2.5 – 3 yusta (35%) Medium: 4.5-5 yusta (25%) Large: 6-7 yusta (40%)

The land holding and tenure system is according to “Nikat” system in SWA i.e. the land is owned by the grandfather and divided amongst the heirs according to local inheritance system.

There is a trend of share cropping in South Waziristan like the rest of Pakistan and around 50% land is self cultivated while the balance 50% is on share crop basis. Inputs including seeds and fertilizers are supplied by farmer whereas the labor is supplied by the share cropper. He gets one fifth to one fourth of the farm income; depending on the soil fertility, water availability, etc.

8.20.38.20.3 Tomato ProductionTomato Production

8.20.3.18.20.3.1 Land PreparationLand PreparationLand preparation is one of the most important tasks of the farmer’s pre plantation activities and plays a decisive role in improving the yield of the crop. Unfortunately, due to several constraints, farmers of the SWA rely heavily on the old land preparation techniques. Following is the rough estimation about the percentage of farmers who use modern land preparation techniques and others who rely on traditional techniques.

20% farmers prepare land through tractor. 30% prepare through spade (Bailcha). 50% prepare through animals drawn plough.

8.20.3.28.20.3.2 Field LayoutField LayoutProper field layout is very important in weed management and for the growth of the crop as well. Proper field layout also reduces the risk of over cropping and thus saves from the negative impacts. Farmers are somehow aware of the recommended best practices for the tomato crop and follow it. Following is the average field layout of the tomato crop observed throughout the Agency:

Plant to plant distance: 1 ft Row to row distance: 1.5 m (5 ft)

8.20.3.38.20.3.3 Farm InputsFarm InputsFarmers use the traditional wisdom and do not have access to the modern crop management techniques. Farm is prepared before March and plantation of seedlings is performed during the month of March. Certified and recommended seed is not available in the Agency and farmers use local and uncertified seed for plantation. The average cost of available seed is Rs 500/kg.

By providing certified seeds, training in land preparation and modern equipment, output of the crop can be increased manifold.

Fertilizer is an essential input for getting better crop yield. Farmers do not have access to all the recommended fertilizers & pesticides and have to rely on whatever is available. The ongoing practice of farmers in fertilizer utilization is summarized below.

Urea: 15 kg/yusta is used DAP: Adulterated and not applied Farmyard manure: 7-10 bags/yusta

DAP which is considered an essential fertilizer for the tomato crop is not used by the farmers due to adulteration.



Water storage and availability for the crops is a major problem in SWA. Farmers have channelized the water streams and use them for irrigation purposes. The source of this water is snowmelt and rains.

Hoeing: 2-3 hoeing done, 2 laborers required per yusta per hoeing

8.20.3.48.20.3.4 IntercroppingIntercroppingIntercropping practice is widely used by the farmers with tomato crop. Normally they sow watermelon and cucumber crops in the month of March. These crops being water intensive raise the overall irrigation requirements for the tomato crop as well.

These intercropped commodities are readily sellable and cover up to 70-80% cost of production of the tomato.

8.20.48.20.4 Major Diseases and InsectsMajor Diseases and Insects

8.20.4.18.20.4.1 Diseases & Insects Diseases & Insects Tomato varieties vary considerably in their resistance against several types of diseases. SWA farmers being unaware of this and most importantly with lack of access to modern varieties have to rely on uncertified and domestic tomato varieties. These low yielding varieties also lack resistance against the diseases.

Furthermore, due to non availability of recommended pesticides, several very common diseases are experienced during the tomato crop cycle. Some of them require simple training and orientation to farmers to avoid the disease. Sseveral insect attacks are experienced during the flowering and fruit ripening stages. Following are the commonly experienced tomato crop diseases

Root Rot: As the name states, the roots of the plant rot. Normally this is the result of over watering the crop and proves to be lethal for the plant. This can be managed by providing training to the farmers in irrigation techniques suitable for the tomato crop.

Stem Borer: this is also a very commonly experienced disease that can be managed with recommended pesticides.

8.20.58.20.5 HarvestingHarvestingTomato crop takes around 13 weeks from cultivation till the time it can be harvested. The harvesting season in SWA starts at end of June and continues till end of July every year. Harvesting is carried out manually by men and women and the mature, red colored tomatoes are piled in the corner of the field.

8.20.68.20.6 GradingGradingAt the moment no grading of tomatoes is performed just the over ripen and damaged tomato are removed manually. However, keeping in view the international and regional best practices, there is a need of establishing and implementing grading system based on color and size of the produce. This requires provision of training to farmers and orientation about the benefits of grading.

8.20.78.20.7 PackagingPackagingPackaging process of tomato is not value adding and common practices are used to make the transportation of tomato possible. Almost all of the labor involved in the packaging process is local and they have never received any formal training nor do they have idea of modern value adding packaging practices. Following are the ongoing packaging practices being used by the farmers

Good quality tomatoes are packed in wooden crates (8-10 kgs). Low quality tomatoes are packed in small sheet of bag (containing 5-6 kgs) and 4 corners are tied. Over filling is generally practiced causing compression damage and adds to postharvest losses.

8.20.88.20.8 Packing & BrandingPacking & BrandingIn this era of brand consciousness, brand building and effective marketing are the essential practices to market the agriculture products to earn maximum price. People are getting more conscious about the



quality of the food and the way it is packed. On the other hand, unfortunately, poor farmers of South Waziristan Agency are unaware of these practices and their potential benefits. There is no branding practice being used; rather farmers are unaware of the branding concept and its importance in marketing of the products. Huge gap prevails in the marketing value chain of the tomatoes and this can be patched up by building the capacity of the farmers in brand creation and management. This will surely help in improving the income of farmers.

8.20.98.20.9 MarketingMarketingThe marketing channel of the tomato is dominated by the middle man (Beoparis) who purchase in bulk from the local markets and sell to other bigger markets. All the benefits of price differentials are enjoyed by the middle men who are more informed than the farmers. Furthermore, there is no storage facility available in the agency which also force the farmers to sell their crops are the prevailing rates. Following marketing channels are being used in SWA to market tomato.

65% produce is packed in wooden crates (8-10 kgs) and marketed to Tank, DI Khan, Bannu, Miran Shah and Zhob markets. The trader (Beoparis) avail these markets.

35% produce is marketed in small sheets of gunny bags (containing 5-6 kgs) and are marketed to local markets in SWA. The local markets are in Makeen, Ladha, Sara Rogha, Wana, Shakai, Khaisur, Sarwakai, Chaghmali, Bedr, Jandola, etc.

8.20.108.20.10 Market ComparisonsMarket ComparisonsThe net income from one crate (10 kg) of tomato marketed in Lahore market is Rs. 201 and when it is compared with base price of Rs. 200 per crate in Wana market, the net increase is 0.87 rupees which is non-significant and hence the marketing of tomatoes under the present price scenario is not recommended. However, when tomatoes were marketed in DI Khan market, the increase in income over benchmark prices of Wana was 37.96 rupees/crate and the present increase was 18.98%. The comparison of selling tomatoes in D I Khan and Lahore markets compared to that in Wana is presented in the following table:



Base Price at Wana (Rs/crate) 200 200 Weight/pack (kg) 10 10 Loading/truck (No. of crates) 750 750 Loading Charges (Rs) 1,500 1,500 Transportation Charges/truck (Rs) 20,000 60,000 Unloading charges (Rs) 1,500 1,500 Market Fee (Rs) 100 300 Munshiyana (Rs) 30 50 Other Cost (police, custom) (Rs) - 2,000 Total Cost Till Market (Rs) 23,130 65,350 Market Rate (Rs/crate) 280 300 Total Revenues 210,000 225,000 Commission rate 4.0% 4.0%Commission (Rs) 8,400 9,000 Net Income 178,470 150,650 Net Income/pack 238 201 Increase in Income (Rs/pack) 38.0 0.9 % increase over Wana 19.0% 0.4%



8.20.118.20.11 Market InformationMarket InformationMarket information plays a vital role in making selling/ buying decision, but there is no well established market intelligence system in the Agency. The only source of information is the personal contacts and the friends/ relatives visiting the markets.

A well designed and integrated market information system can bring a positive change in ongoing selling practices.

8.20.128.20.12 Export MarketingExport MarketingIn addition to supply of tomato within Pakistan, considerable quantity is informally exported to Afghanistan through the routes of Angoor Adda, Miranshah, Shawal and Shakai. These informal exports are triggered by the ease of transportation to Afghanistan (short distance) and sometimes better return than the local markets.

8.20.138.20.13 TransportationTransportationTransportation cost is major ingredient of post harvest price hikes in tomato. Following is an overview of the transportation costs involved in the marketing value chain. A Bedford truck carrying 800-1000 crates (8-10 kg) from Wana to DI Khan costs Rs. 20,000; while it costs Rs 16000 from Wana to Tank.

8.20.148.20.14 AuctionAuctionGenerally, there is no auction (bidding) in the local markets and the shopkeepers offer prices.

8.20.158.20.15 Market CommitteesMarket CommitteesContrary to other markets of Pakistan, there is no existence of formal market regulations and farmer associations to look after the common interests of various stakeholders. There is a need of introducing the concepts of market and farmers’ associations to ensure that the interests of value chain stakeholders are safeguarded. This will also provide a platform to the agriculture community to raise their issues on a common platform.

8.20.168.20.16 CreditCreditAccess to finance plays a vital role in reshaping and brings about change in the practices of any industry. Unfortunately, lack of access to finance in whole of FATA and particularly SWA has badly affected the entrepreneurial culture. Few progressive farmers even stated that they want to adopt value adding practices but the lack of availability of finance hinders their way and they are forced to follow the traditional practices. Other than the formal credit, farmers try to get needed finance from shopkeepers, beoparis (middleman) and relatives with short term pay back promise.

8.20.178.20.17 Gaps/Constraints:Gaps/Constraints: Tractor availability is a problem. Non access to field in the remote hilly areas. High charges of tractor (Rs.1200/hr) which include the hours spent in traveling and in the

field. Lack of seed of improved varieties. Increased price of inputs. Conventional farming practices. High cost of Labor. High cost of packaging material (wooden crates/cardboard boxes) High transportation cost due to increase in diesel prices. Lack of identification of diseases/insect pests and lack of improved control practices. Fertilizer availability and adulteration is a serious problem. Adulteration of pesticides is another serious problem. Lack of research and extension services.



8.20.17.18.20.17.1 Suggestions for Tomato SectorSuggestions for Tomato Sector There is a serious need of research to identify the diseases and recommend appropriate dose of

pesticides to control the diseases. The proper fertilizer doses of fertilizers (urea, DAP) need to be determined for proper growth

of seedlings. Irrigation water may be supplied through micro-irrigation model schemes in Mehsud area. Tunnel farming be introduced to produce off-season vegetable for “niche” marketing to get

maximum return from this market window. The farmers should be linked with the research system to get improved tomato varieties. The improved production technology should be extended to the growers. The improved post harvest management practices need to be extended to the tomato growers. Market information, knowledge about market operation/functionaries and potential markets

should be extended to the growers. Linkages of the farmers with market functionaries should be developed through market visit. Test marketing of graded tomato vs conventionally graded tomato should be carried out in the

potential markets to acquaint the growers with the benefits of improved grading practices. Marketing association should be formed to organize the farmers to develop proper marketing

strategies.



8.218.21 Appendix 20 – Potato Value Chain AnalysisAppendix 20 – Potato Value Chain AnalysisOver the years, potato has become an important crop for both farmers and consumers in Pakistan. It is the fourth most important crop by volume of production in the country; it is high yielding, having a high nutritive value and gives high returns to farmers. Punjab, Sindh, KP and Balochistan respectively account for 88.3, 0.3, 7.2 and 4.2 percent of the production of potatoes in the country.

Pakistan is a large potato producing country yet it has very limited adequate storage and processing facilities. Due to the lack of adequate storage facilities a substantial proportion of production is wasted. The combination of inadequate storage facilities and an underdeveloped processing industry leads to volatility in prices as not all excess production can be stored or processed for consumption during the off season.

Potato is an important crop of the people of SWA. With appropriate interventions, the sector has the potential of improvement. Currently, potato yield of SWA is lower even than the FATA average by 7%. Compared to the national average, potato yield in SWA is lower by more than half. This indicates towards huge potential for improvement in the sector.

Potato is also an important crop from the perspective of assisting the local people in restoration of their damaged livelihoods. Major cultivation of potato is in Mehsud area which is the most affected by the present conflict in the Agency. The local population is forced to migrate from their native towns. Focusing on potato will be an important measure towards restarting regular farming activities in the area; and that too with an improved approach.

Potato Production and Yields 2008-09

DistrictCultivation Area

(Hectares)Production

(Metric Tons) % Share

Yield (MT/Hectare

)

North Waziristan 870 7,439 22.7% 8.55 Bajaur 520 7,005 21.3% 13.47 Khyber 530 6,594 20.1% 12.44 Kurram 390 4,797 14.6% 12.30 South Waziristan 470 4,740 14.4% 10.09 Orakzai 130 1,157 3.5% 8.90 Mohmand 80 636 1.9% 7.95 FR Peshawar 35 454 1.4% 12.97 Total 3,025 32,822 100.0% 10.85

8.21.18.21.1 Macro Picture of Potato in SWAMacro Picture of Potato in SWAPotato is grown both in Mehsud and Wazir areas of South Waziristan. Mehsud area accounts for about 70% of potato production. Whereas, in Wazir area its cultivated area as well as production is less but overall yield is higher due to better soil, irrigation and management practices. Recent war significantly affected its production in Mehsud area.


-

5.00

10.00

15.00

20.00

25.00

South Waziristan

FATA Punjab Sindh Khyber Pakhtunkhwa

Balochistan Pakistan

10.09 10.85

23.51

9.01

13.00 15.31

22.68

Yiel

d (T

ons/

hect

are)

Potato Yield Comparison of SWA with FATA and Other Provinces - 2008-09


Five varieties i.e. Karnda, Krora, Desiree, Raja and Altama are mainly cultivated in the area. The share of Karnda, Krora, Desiree, Raja and Altama varieties reported by farmers is 40, 40, 10, 5, and 5 percent, respectively. The Desiree potato yield is the highest i.e. 500 kg as of other varieties whereas the rest are around 300 kg per yusta.

Farm size classification and share in total number of farms is as follows:

Large more than 20 yusta 20%Medium 10-20 yusta 30%Small Less than 10 yusta 50%

The average prevailing land rent for irrigated and un-irrigated land is Rs 50,000 and 30,000 per acre. The plant to plant and row to row distance is one and two feet, respectively. Potato is 4 to 5 months crop. The sowing startsin February whereas the blooming period started at the end of March while harvesting started in June/July and continues for up to 20 days. It is a late spring crop as in other parts of the country.

8.21.28.21.2 Potato ManagementPotato ManagementGood management always plays pivotal role for higher production. Following section describes the important management practices adopted by potato growers in SWA. The section also highlights issues and constraints faced by producers in the area. The farmers in SWA are adopting mostly the traditional ways of production, with low level of recommended inputs resulting in low yields.

8.21.38.21.3 Farm inputsFarm inputs

8.21.3.18.21.3.1 SeedSeedMostly, the seed is purchased from Punjab (Faisalabad, Multan and Lahore). Farmers also get seed from local sources but some farmers also used their own crop seed. The quality seed is not used because of issues in its availability as well as its higher cost.

8.21.3.28.21.3.2 FertilizerFertilizerThe application of organic fertilizer is very limited and mainly used in Wazir areas. In Mehsud areas after the war urea fertilizer is restricted that is why it application is limited. Urea and DAP are restricted and the government does not allow its import into the Agency. Government will allow only through permits, the process of getting permit is highly complicated and time consuming. All these have increased the cost of fertilizer and reduced its application. Farmers applied organic fertilizer to fulfill plants requirements but its availability is also limited. There is no practice of compost which is a good organic fertilizer. Those who applied fertilizer the type, quantity and cost are presented at table 8.3.4.3.

Table 8.2.4.2. Application of organic and inorganic fertilizer along with their cost/acre in SWA. Fertilizer Quantity

(kg per acre)Cost per bag

(Rs)Quantity per bag Application cost

(Rs/acre)Urea 400kg/acre 4000 50kg Six times 500/day

DAP 200kg/acre 5300 50kg One time 500/day

Farmyard Manure 10 saikaras/acre 3000/Sikara One and half saikara/Tractor

One time. 500/day

8.21.48.21.4 Insect, pest, diseases and application of pesticidesInsect, pest, diseases and application of pesticidesSome insects lay their eggs on leaves and after 20 to 40 days, their larvae emerge. Some insect larvae have also been reported in the tubers. Powdery mildew and tuber rot diseases were also reported by farmers during FGDs.. Very little application of pesticide was reported by the farmers. Farmers applied pesticide before flowering. Some farmers applied even banned pesticide i.e. DDT Generally, they don’t know the name of pesticide. They just described the systems of disease or insects to the



unregistered shopkeeper and get pesticides in D.I Khan or Wana areas. The application of pesticides, number, doze, time and cost/acre is presented at Table 8.2.5.

Table 8.2.5. Application of pesticides, number, time and cost/acre in SWA.Pesticides Quantity

(kg per tree)No. of sprays Time of sprays

Diathan M 45 2gm/half liter/Acre/season Two times Before flowering COC 2gm/Half litter/Acre/season Two times Before floweringRidomil 2gm/Half litter/acre/season Two times Before floweringLorsban 2ml/half liter/acre/season Two times Before floweringDDT 2ml/half liter/acre/season Two times Before flowering

Farmers face number of constraints i.e. the pesticides are not available, even those available are very expensive and there is report of adulteration in the pesticides, there is no effective extension services, spraying machinery is not available. Farmers do not take any care while applying pesticides. There are no extension services available or demonstration plots in the area. In fact there is no formal institution available in SWA.

8.21.58.21.5 IrrigationIrrigationMain source of irrigation is diesel tube wells. Farmers apply irrigation water three times to their crop. Some farmers use granular irrigation and get irrigation from far flung areas but it is getting less popular because of long distance and drying of some springs. The farmers face water shortage problem because water table has gone down, diesel and electricity prices are getting day by day very expensive. Load shedding is very serious issue for electric tube wells. Government is providing no irrigation facilities although there are number sites suitable for mini dams.

8.21.68.21.6 Farming Technology and TechniquesFarming Technology and TechniquesThe tractors charge Rs 1000/per hour which is beyond the access of the poor people. Majority of the farmers prepared their land with tractor. While the rest followed traditional way of farming and manually preparing their field with the spade. Farmers practice hoeing and weeding 4 to 6 times each in a season. There is no intercropping inside the field but farmers grow some crops on the boundaries of their field.

8.21.78.21.7 Harvesting and Post HarvestingHarvesting and Post HarvestingHarvesting starts from June to July. Harvesting is done manually with the help of spades. Two percent losses are reported due to cuts in the tuber in harvesting. Mostly, family labor is used otherwise all local labor is used for harvesting and packing. No grading is done. Harvested crop is put in jute sacks/bags and transported to nearby roads sides because trucks are unable to reach at farm due to uneven terrain. Major pre harvest losses are due to diseases, insect and water stress whereas the post harvest are mainly due to transportation delay, techniques, storage, packing, etc.

8.21.88.21.8 Access to FinanceAccess to FinanceThere is no formal loan or credit facility available in the areas for potato producers. Farmers get loan in case of emergency from informal (friends, relatives, beoparies, etc) sources. There is also a tradition of lending loan for business purpose where the lender get 50% share in case of profit whereas in case of loss the loaner have to bear all losses and have to return the principle amount but without any interest. In the markets some time, the producers sells their animal on loan basis for a cycle of 15 to 20 days.

8.21.98.21.9 MarketingMarketingPre harvest practices are not so common. The landlord gets 3 bags/yusta from the pre harvest contractor. Seventy five percent of total potato is marketed at local level while the rest 10, 10, and 5 percent harvest crop is transported to Lahore, Multan and D.I khan, respectively. The commission agents are charge 6% commission. Mandi and transporter owners union or associations are available whereas farmers have no association. There are no formal market intelligence services available. Farmers get information about price and demand flow through the value chain through telephone and



cell phone through their own source. Some time commission agents also informed farmers about the market prices. There is no export of potato from SWA. Although, the prices in Afghanistan are high and it gives much more profit as compare to other parts of the country to export potato but due to high transport costs and risk farmers are not exporting it to Afghanistan. Roads are not good for transportation. The truck load fair from Wana to Makeen, Tank and D. I. Khan is Rs 16,000, 12,000, and 25,000/-, respectively. The fair for Lahore and Faisalabad is around Rs 50,000. Although, the transport time from SWA to D.I. Khan is substantially decreased if no check post will be there but the cost is increased due to higher prices of diesel.

8.21.108.21.10 Major ConstraintsMajor ConstraintsThere are several factors constraining improved potato production. These can be grouped in to economic, institutional, biological and technological constraints as follows:

Economic Constraints

Institutional Constraints Biological Constraints Technological Constraints

Lack of policy Poor marketing No formal credit

Fragmented/weak extension services

Inadequate extension services

No research for quality potato varieties for SWA

No training facilities

Low disease resistance varieties. No proper gene pool is available in the country

Insect and pest attacks Inadequate and even

no inorganic application of fertilizer

Absence of modern technologies

Poor management practices



8.21.10.18.21.10.1 Potato marketingPotato marketingEffective marketing played major role for better prices. The following are the major marketing constraints:

Conflict No potato grading Poor terrain and bad roads Lack of market intelligence and service Inadequate market No formal credit facilities No market act or ordinance No value addition No farmers association

Farmers are not fetching higher prices due to number of marketing problems/constraints which are poor market information or intelligence, inadequate local market, not application of market act or ordinance. Poor terrain and roads along with the continue conflict in the area hurdle a lot. Farmers has no association, therefore no bargaining position, they whole depends at the mercy of commission agents or whole sellers. There are no formal loan facilities available. Farmers are getting credit from informal institution including the commission agents or trader. Therefore, they are suppose to sell their product to them at any price they offer. There is a need to develop local level institutes.



8.228.22 Appendix 21 – Walnut Value Chain AnalysisAppendix 21 – Walnut Value Chain AnalysisWalnut holds a major identity with high demand in national and international dry fruit markets Walnut is the other important dry fruit nut of South Waziristan which is cultivated by large number of people. Total production of Walnut in the Agency in 2008-09 was 171 tons which was not large when compared with those of other agencies. It translated into a share of only 6.4% of FATA’s total walnut production. It is a major source of cash income after Pine Nut. Scattered and solitary trees of walnut are grown on peripheries of agricultural fields, along irrigation channels, paths, in compounds and backyards, etc. The prominent regions of SWA for walnut trees are Sarwakai, Ladha, Tyrza, Sara Rogha, Shawal, Makeen areas and around Wana bazaar.

Looking at the yields of Walnut, there is a ample room for improvement. Walnut production yield of SWA in 2008-09 was only 3.0 tons per hectare which was less than one third of that of Kurram (11.0 tons per hectare and Orakzai (10.96 tons per hectare).With targeted interventions, the prospects of improving the performance of Walnut sector are high.

There are two types of walnuts i.e. Kaghazi (thin shelled) and thick shelled called Matak. Kaghazi walnuts are of economic importance and its marketing is done whereas Mattak are non-saleable and are pre dominantly used for playing by children.

8.22.18.22.1 Ownership StatusOwnership StatusA very common practice in SWA is the plantation of trees in backyards, front of homes and along the water channels. Same holds true for the walnut trees which are planted in the same way. Almost 90% of the walnut trees are owned by the individuals and 10% are owned by the community members. The community ownership works according to the shares of the grandfathers of the respective sub-tribes. The responsibilities and the shares in the produce are shared according to the number of households in each sub-tribe claiming ownership in the communal land.

8.22.28.22.2 ProductionProductionWalnut trees begin producing nuts when they are about 10 years old, but the best nut production begins when trees are 30 years old. Good nut crops occur in about two out of five years. Open-grown trees with large crowns produce more nuts than woods-grown trees with small crowns, but the number of nuts, frequency of nut crops, and quality of nuts (percentage of kernel to shell, by weight) vary greatly from tree to tree.

In SWA, larger trees produce around 70-80 kg whereas the young trees produce less. However, the average production per tree is around 40 kg. Total production of walnuts in SWA is around 6,000 maunds (50 kg per maund) and prices vary considerably within and outside the Agency. For example, the prices in Wana market range between Rs 70-100 per kg, in DI Khan Rs 120-150 per kg; whereas in Lahore, the prices range from Rs 180 to 250/kg.

1.1.1.1.1.1. VarietiesVarietiesPeople are unaware of the improved walnut varieties and only know about the prevailing varieties i.e. thin shelled & thick shelled. This lack of awareness and unavailability of the improved varieties leaves no option with the farmers but to use the existing varieties. The available variety takes around 6-8 years to mature and largely depends upon the soil fertility. Production can be significantly enhanced by introducing new varieties and building capacity of the farmers in basic walnut tree management techniques.

8.22.38.22.3 BloomingBloomingFlowering period of walnut trees is April-May and the nuts harvesting starts in mid September and continues till end of October. Farmers use traditional harvesting techniques which are not cost effective and safe. There is need of building the capacity of collectors in adopting safety measures while climbing on the walnut trees and harvesting of the produce. Safety belts can be provided along with the collecting tools to save the branches from break during the harvesting process.



8.22.48.22.4 Availability of SaplingAvailability of SaplingThere are no regular nurseries to provide the saplings of the walnut trees and the farmers plant thin-shelled nuts on their own land and around the premises of their houses. Some farmers sell surplus walnut sapling at Rs. 50-60/plant. By ensuring the availability of the improved varieties of walnuts, significant improvement can be made in the production of walnut in the long run.

8.22.58.22.5 Fertilizer ApplicationFertilizer ApplicationDue to high cost of fertilizers, the farmers generally do not use artificial fertilizers and apply farmyard manure to the saplings/young trees which is readily available. Generally, farmyard manure is applied 3 times in a year. The use of fertilizers is also restricted due to the fear of the adulteration in the DAP that affects the bad way.

8.22.68.22.6 Diseases/Insect PestsDiseases/Insect PestsDue to the non availability of the extension services and nurseries, huge gap prevails in the practices of the farmers being adopted for walnut produce management. The farmers do not know about the reason behind the commonly experienced problems and the scientific way to cure them. Following are the most commonly experienced diseases every season with varying intensity

Flowers wilt and drop Kernel inside the nut gets rotted

8.22.78.22.7 IrrigationIrrigationThe sapling/young trees depend on the rain water where water is gathered around the tree. During summer, water is supplied to the plants through snow melt. In Mehsud area, spring water is channelized from 20-50 meter distance.

8.22.88.22.8 Farming TechniquesFarming TechniquesWalnut production practices used in SWA are 100% traditional. There is no existence of best practices rather people are unaware of them and huge capacity gaps exists. Thin shelled nuts are planted with a help of handmade hoes and in rare cases saplings are transplanted.

Pruning which is considered to be an important task for the growth of the walnut trees is not in practice at all. This is due to lack of awareness and lack of skilled persons; and also due to the non availability of the pruning tools.

8.22.98.22.9 IntercroppingIntercroppingIntercropping is not suggested practice with the walnut trees. In SWA however, at the early growth stage of walnut tree, intercropping is practiced. Normally, intercropped crops are wheat, maize & tomato/ potato. This practice, at the later stages, becomes impossible due to the huge shading effect of the walnut tree.

8.22.108.22.10 HarvestingHarvestingWalnut harvesting starts in mid September and continues till end of October. Farmers use traditional harvesting techniques which are not cost effective and safe. The branches are stricken with the help of a stick where the walnuts fall down on the ground. This beating practice damages the twigs and branches. The walnuts on the ground are collected by children and women.

There is need of building the capacity of collectors in adopting safety measures while climbing on the walnut trees and harvesting of the produce. Safety belts can be provided along with the collecting tools to save the branches from break during the harvesting process.

8.22.118.22.11 Value AdditionValue AdditionAt the moment no value added activity is being practiced in SWA and even kernel extraction is not practiced. Farmers are unaware of the economical benefits of value added activities and they require proper trainings. Simple techniques can be introduced like kernel extraction and walnut crackers can be provided to reduce the losses.



8.22.128.22.12 GradingGradingThere are no clear standards of grading available based on their quality and taste. Just the black colored and damaged nuts are separated manually. Grading of the walnut kernels can be performed after the farmers start extracting them. This will help to maximize the economic benefits to the farmers.

8.22.138.22.13 Packing & BrandingPacking & BrandingAs discussed earlier, the post harvest process of walnut are not value adding. Walnuts are packed in used sacks of fertilizer, sugar etc. Farmers are unaware of the concepts of branding and the economic value of proper packaging and brand development.

Huge gap exists in this part of the value chain and number of interventions can be designed keeping in view the international and regional best practices including but not limited to the following

Capacity building of farmers in post harvest management Development of entrepreneurial culture to promote the value addition activities

8.22.148.22.14 MarketingMarketingEffective marketing is one of the essential practices to sell the agriculture products to earn maximum price. People are getting more aware about the quality of the food and the way it is packed. On the other hand, unfortunately, poor farmers of South Waziristan agency are unaware of these practices and their potential benefits.

Marketing of walnuts is limited to the farm gate where 75% of the produce is purchased by the traders and 30% by the local shopkeepers. The farmers have no access to the markets outside SWA. The most common marketing channel issues are listed below

In Mehsud area (where majority of the nuts are produced) majority of the shops/markets are closed due to operation which hampers marketing process.

Capacity issues on the part of marketing value chain operators For marketing produce outside SWA, a road permit is required at Jandola check post in particular,

which is a time consuming process.

8.22.158.22.15 Markets ComparisonMarkets ComparisonMarketing walnuts in Lahore market indicated an increase of Rs 2388/maund (50 kgs) over the base price (4000/maund) in Wana market. The overall increase in income was 59.71%. While marketing walnuts in DIK market, the per maund increase and the % increase in income was 1168.39 rupees and 29.21%, respectively as compared to base price in Wana. Comparison is shown in the following table:



Base Price at Wana (Rs/maund of 50 kg) 4,000 4,000 Weight/pack (kg/bag) 80 80 Loading/truck (No. of bags) 120 120 Weight per truck (maunds) 192 192 Loading Charges (Rs) 600 600 Transportation Charges/truck (Rs) 20,000 60,000 Unloading charges (Rs) 600 500 Market Fee (Rs) 200 500 Munshiyana (Rs) 50 50 Other Cost (police, custom) (Rs) - 2,000 Total Cost Till Market (Rs) 21,450 63,650 Market Rate (Rs/maund) 5,500 7,000



Total Revenues 1,056,000 1,344,000 Commission rate 4.0% 4.0%Commission (Rs) 42,240 53,760 Net Income 992,310 1,226,590 Net Income/maund 5,168 6,388 Increase in Income (Rs/pack) 1,168 2,388 % increase over Wana 29.2% 59.7%

8.22.168.22.16 Overview of Pre & Post Harvest LossesOverview of Pre & Post Harvest LossesLosses in walnut value chain are alarmingly high (32%). This means that farmers lose 1/3 rd of the walnut production every year. Of the 32%, about 17% can be controlled by providing training to the farmers and equipping them with the required tools. Following is the breakdown of the factors which play role in losses

8.22.16.18.22.16.1 Pre-harvest LossesPre-harvest Losses Generally 25% pre-harvest losses occur which are attributed to diseases (3%), insect pest

(2%), more rains (15%), water stress losses (5%).

8.22.16.28.22.16.2 Post-harvest LossesPost-harvest Losses 7% losses occur due to harvesting (5%) and improper storage (2%).

8.22.178.22.17 Gaps/ConstraintsGaps/Constraints in Walnut Sector in Walnut Sector

8.22.17.18.22.17.1 Field LevelField Level Lack of improved walnut varieties Lack of skills/chemicals to control diseases/insect pests Lack of transfer of technology Lack of improved harvesting methods/tools Lack of improved post-harvest management practices Lack of skillful use of irrigation water

8.22.17.28.22.17.2 Market Level:Market Level: Lack of market information system Lack of knowledge about market operation/functionaries Lack of linkages with market functionaries and relevant stakeholders Lack of improved packaging Lack of knowledge about proper on-farm storage Lack of other marketing tactics/complexities Lack of proper grading standard/charts Lack of marketing credit Little know-how of outside markets/market information

8.22.17.38.22.17.3 Policy Level:Policy Level: Lack of sustainable policy for walnut marketing/trade Lack of introduction of exotic improved material/varieties Lack of sustainable system for increasing area under walnuts (as most of the walnut kernels

are exported) Lack of promoting the nut trade through TDA and commercial attaches in Pakistan embassies Lack of extension services Lack of research activities to identify diseases, insect pest and control measures High cost of transportation



8.22.188.22.18 Suggestions for WalnutSuggestions for WalnutBesides development of fruit varieties (apples, peaches, etc) the Agriculture Research Station North at Mingora (ARSNM), Swat has developed three walnuts varieties of California origin along with improved production practices.

The Agricultural Officer75 in Wana should get improved varieties of walnuts and/or budwood for distribution amongst the growers in SWA. The Agri. Extension department has already established a private nursery in SWA, the department may assist the nursery men to bud/graft the local varieties with the improved budwood to develop improved varieties.

The Agriculture Officer Wana should get the improved production technology (use of improved rates of inputs i.e. fertilizer, cultural practices etc) for the walnut growers of SWA.

The Agriculture Officer Wana should note the diseases/insect pest of walnut in SWA and discuss with the research staff at ARSNM. The research station may provide optimum rates of chemicals/pesticides for the control of diseases and insect pests as they have already conducted research in this respect.

The recommendations in the use improved production package and control of diseases/insect pest may be developed in Urdu and/or Pushto in the form of brochures, pamphlets for distribution amongst the farmers.

To accomplish the above activities and to meet the TA/DA expenses, the Agri. Extension office should be financially supported and strengthened to work efficiently.

Irrigation water may be supplied through micro-irrigation model schemes in Mehsud area. The improved post harvest management practices viz; harvesting, de-hulling, grading, drying,

on-farm storage needs to be extended to walnut growers. In this connection, the services of postharvest management expert may be availed.

Market information, knowledge about market operation/functionaries and potential markets should be extended to the growers.

Linkages of the farmers with market functionaries should be developed through market visit. Test marketing of walnut should be done in the potential markets to acquaint the growers with

the competitive edge of each market. Marketing association should be formed to avail the economy of scale in the purchase of

inputs and sale of walnuts. This would help develop their say in the market.

75 Agriculture Extension Department has established an office in Wana headed by Agriculture Officer with enough field staff and the Deputy Director of Agri. Extension department is located at DI Khan.



8.238.23 Appendix 22 – Pine Nut Classes (product grades)Appendix 22 – Pine Nut Classes (product grades)Extra class: Pine Nuts in this class must be of superior quality. They must be characteristic of the species or commercial type and be of uniform colour. They must be practically free from defects and blemishes with the exception of very slight superficial defects, provided that these do not affect the general appearance of the produce, its quality, its conservation or its presentation in the package.

Class I: Pine Nuts in this class must be of good quality. They must be characteristic of the species and/or commercial type. They may have the following slight defects, provided that these do not affect the general appearance of the produce, its quality, its conservation or its presentation the package:

i. Slight defects in shapeii. Slight defects in development

iii. Slight defects in colouring

Class II: This class includes Pine Nuts which do not qualify for inclusion in the higher classes, but which satisfy the minimum requirements specified above.

8.248.24 Appendix 23 – Livestock Diseases in SWAAppendix 23 – Livestock Diseases in SWA

Livestock and major diseases/infections in SWANo. Type of Animal Diseases/Infection1 Small ruminants (Goat and sheep) Fever

Sheep and Goat Pox Worms Internal and external Parasites Influenza Brucellosis Skin hair removed Diarrhea

2 Large ruminants (Cow and cattle) Foot and Mouth Disease (FMD) Fever Diarrhea Brucellosis Milk fever

3 Poultry birds Loose motion New castle disease

Source: Focus Group Discussion 2012



8.258.25 Appendix 24 - FGD Participants, List of Key Informants and PicturesAppendix 24 - FGD Participants, List of Key Informants and Pictures

8.25.18.25.1 Lists of ParticipantsLists of Participants of Focus Group Discussions during First Phase of Study of Focus Group Discussions during First Phase of Study

South Waziristan Sector Assessment

FIRMS ProjectAttendance Sheet (Focus Group-1)

Date of FGD: January 14, 2012 Venue of FGD: Dera Ismail Khan (D.I. Khan)Submitted by: FINCON Services Pakistan

No Name Designation Organization Sector Belongs to (Region of

SWA)Tribe Cell Phone Signature

1 Gul Shah Jan Wazir Farmer, transport

S.W Wana Bermal Wazir 0345-9826695

2 Waheed Teaching Education Agriculture Sarwakai Mehsud 0305-9458505

3 Saud Alam Teaching Education Agriculture Sarwakai Mehsud 0344-8994198

4 Nek Wali Khan Teaching Schooling Teaching Ladha Mehsud 0300-504044

5 Azizullah Teaching Schooling Teaching Ladha Mehsud 0344-9105853

6 Shamsher Khan Farmer Farmer Farmer Ladha Mehsud 0342-9247312

7 Akramullah Malik Malik Malik Wana Wazir 0301-8004737

8 Saleem Farmer Farmer Farmer Wana Wazir 0345-2924231

9 Muhammad Shahid Farmer Farmer Farmer Ladha Mehsud 0346-9724534

10 Saeed Khan Mehsud Farmer Agri Ladha Mehsud 0315-9532316

11 Mahboob Alam MBA I.T Education Serwakai Mehsud 0308-5695721

12 Aminullah Khan Forester Forestry wild life Forest Ladha &

Serwakai Mehsud 0345-9831241



South Waziristan Sector AssessmentFIRMS Project

Attendance Sheet (Focus Group-2)

Date of FGD: January 14, 2012 Venue of FGD: Dera Ismail Khan (D.I. Khan)Submitted by: FINCON Services Pakistan



1 M. Shahid Agri. Officer Dept. Agri. Agri. Professional Sarwakai Mahsood 0333-9964549

2 M. Qasim Farmer Farming Agriculture Wana Wazir 0333-9971769

3 Mr. Javeed Farmer Farmer Agriculture Wana Wazir 0313-9313787

4 Mr. Muhammad Farmer Farmer Agriculture Wana Wazir 0303-8761786

5 Ali. Wazir Farmer Farmer Agriculture Wana Wazir 0965-210205

6 Mr. Anar Gul HGFAP. Sectary

Horticulture Department

Agriculture Ladha Mahsood 0345-5348692

7 Mr. Nawab Khan Farmer Farmer Agriculture Wana Wazir -------

8 Mr. Abdur Rahman Farmer Farmer Agriculture Wana Wazir 0305-9363284

9 Afsar Khan Farmer Farmer Agriculture Sararogha Mahsood 0308-2889058

10 Gulat Khan Farmer Farmer Agriculture Makin Mahsood 0366-7232914

11 Masibullah Agriculture S.O Agriculture P/o Ladha Mahsood 0333-9978930

12 Rakhmat wali Livestock S.W Livestock P/o Ladha Masood 0300-5798147

13 Rakhmat Khan Agriculture Farmer Agriculture P/o Ladha Masood 0333-2845182

14 Javed Farmer Farmer Farmer Wana Wazir 0965-235020

15 Asmatullah Agriculture Farming Farming Sarwakai Mahsood 0300-5893223

16 Zahid ullah Student M.Phil Wana Environment Wana Wazir 0333-9961365





Date of FGD: January 18, 2012 Venue of FGD: Institute of Management Sciences (Peshawar)Submitted by: FINCON Services Pakistan

No Name Designation Organization

Sector (e.g. Agriculture, Mining, Trade, Transport, etc)

Belongs to

(Region of SWA)

Tribe Cell Phone Signature

1 Ghani Gul Mehsud S.W.A Mehsud 0333-9103011

2 Dr. Noor Zaman Mehsud S.W.A Mehsud 0300-5901532

3 Dr. Khalid Mahmood Mehsud Health S.W.A Mehsud 0300-8595919

4 M. Daud AD (HMCC) Mehsud Contractor S.W.A Mehsud 0313-9310488

5 Amanullah AMC Mehsud Contractor S.W.A Mehsud 0344-8991825

6 Salah-ud-Din Advocate Wazir Social Sector S.W.A Wazir 0332-5555234

7 Mahi-ud-Din Property Wazir Property Consultant S.W.A Wazir 0300-5901281

8 Ikramulllah jan Wazir Property Consultant S.W.A Wazir 0333-9104244

9 Zafar Habib Team Member

10 Ayub Gul WYS Department Engineering Mehsud Mehsud Masakhel 0301-8851319

11 Khan Wali Geologist Mehsud S.W.A S.W.A Mehsud0301-5942518,0312-5830014

12 Shahin Shah Safi Consultant AMCON Agriculture Mohmand Agency Safi 0300-5809050

13 Zahid Wazir AHO Agri FATA Agriculture FR Bannu Wazir 0344-909364

14 Javed Team Member





Date of FGD: January 19, 2012 Venue of FGD: WANA South WaziristanSubmitted by: FINCON Services Pakistan



1 Dost Mohammad Farmer & Orchard Owner WANA Wazir

2 Mir khatim Agri Nurseries WANA Wazir

3 Malik Janr Milk WANA Wazir

4 Noor Rehman Agriculture WANA Wazir

5 Amir Aman Shop Keeper (Spare Parts Supplier) WANA Wazir

6 Sardar Ali Khan Trader com-seller WANA Wazir

7 Habib Ullah Transporter WANA Wazir

8 Gulab Khan Farmer (land Owner) WANA Wazir

9 Din Mohammad Contractor WANA Wazir

10 Roshan Fruit Business & Farmer WANA Wazir

11 Mira Khan Businessman & Agriculturist WANA Wazir

12 Awal Dar Business & Farmer WANA Wazir

13 Pir Khan Flacks Owner WANA Wazir

14 Ajab Noor Livestock & Medium Business WANA Wazir

15 Noor Aslam Forest WANA Wazir




FIRMS Project Attendance Sheet (Focus Group-5)

Date of FGD: January 21, 2012 Venue of FGD: TANK Submitted by: FINCON Services Pakistan

No Name Designation OrganizationSector

(e.g. Agriculture, Mining, Trade, Transport, etc)

Belongs to (Region of


1 Abdul Samad Agriculture Kani Guram Mehsud

2 Attah Ullah Doctor & Medium Business Kani Guram Mehsud

3 Khurshid Doctor Kani Guram Mehsud

4 Mujib Khan Trader & Agriculturist Kani Guram Mehsud

5 Attah Muhammad Education Kani Guram Mehsud

6 Faiz Ullah Business Kani Guram Mehsud

7 Ajmal Khan Agriculture Kani Guram Mehsud

8 Hamish Gul Forest Kani Guram Mehsud

9 Rehmat Ullah Fishery Kani Guram Mehsud

10 Akhtar Zaman Business Kani Guram Mehsud

11 Tariq Zaman Agri Business Kani Guram Mehsud

12 Saif ur Rehman Business Kani Guram Mehsud

13 Shahab ud Din Contractor Kani Guram Mehsud

14 Abdul Wadood Business Kani Guram Mehsud

15 Babrik Fruit Business Kani Guram Mehsud

16 Musa Khan Social Worker Kani Guram Mehsud

17 Amin Ullah Forest Kani Guram Mehsud

18 Gul Bahar Mines Kani Guram Mehsud

19 Hedayat Ullah Agriculture Kani Guram Mehsud




Sector: LivestockVenue: WANA (South Waziristan) Date of FGD: February 03, 2012 Submitted by: FINCON Services Pakistan

No.

Name Designation Organization Sector Belongs to (Region of SWA)


1 Ayaz Ullah Jan Live Stock Sub-Division Wana Wazir 0300-5934182

2 Nazar Gul Live Stock Sub-Division Wana Wazir 0305-9226151

3 Mir Azam Live Stock Sub-Division Wana Wazir

4 Ajab Noor Live Stock Sub-Division Wana Wazir 0300-5980637

5 Muhammad Gul Live Stock Sub-Division Wana Wazir 096-5210012

6 Zar Janan Live Stock Sub-Division Wana Wazir

7 Sakhi Marjan Live Stock Sub-Division Wana Wazir 096-5210670

8 Rahim Khan Live Stock Sub-Division Wana Wazir

9 Farid Khan Live Stock Sub-Division Wana Wazir 0305-5380071

10 Basa Jan Live Stock Sub-Division Wana Wazir

11 Haya khan Live Stock Sub-Division Wana Wazir

12 Dost Muhammad Live Stock Sub-Division Wana Wazir




Sector: Vegetables Venue: WANA (South Waziristan) Date of FGD: February 03, 2012 Submitted by: FINCON Services Pakistan

No.

Name Designation Organization

Sector (e.g. Agriculture, Mining,

Trade, Transport, etc)

Belongs to (Region of SWA)


1 Mir Khatam Wazir Agriculture-Tomato Sub-Division Wana Wazir 0965-210491

2 Haji Gul Muhammad Agriculture-Tomato Sub-Division Wana Wazir 0965-210049

3 Haji Muhammad Roshaan

Agriculture-Tomato Sub-Division Wana Wazir 0965-212008

4 Haji Zahir Agriculture-Tomato Sub-Division Wana Wazir 0965-212629

5 Haji Farid Khan Agriculture-Tomato Sub-Division Wana Wazir 0965-210031

7 Shah Jahan Agriculture-Tomato Sub-Division Wana Wazir 0965-211233-212502

8 Mir Abbas Khan Agriculture-Tomato Sub-Division Wana Wazir 0965-211260

9 Mir Rasool Agriculture-Tomato Sub-Division Wana Wazir

10 Rakhmat Jan Agriculture-Tomato Sub-Division Wana Wazir 0965-212629

11 Gul Janan Agriculture-Tomato Sub-Division Wana Wazir

12 Noor ullah Agriculture-Tomato Sub-Division Wana Wazir

13 Ghulam Haider Agriculture-Tomato Sub-Division Wana Wazir



Date of FGD: February 04, 2012 Venue: WANA (South Waziristan) Submitted by: FINCON Services Pakistan

No Name Designation Organization Sector Belongs to (Region of SWA)


1 Sheher Khan Potato Sub-Division Wana Wazir 0965-212603

2 Azmat ullah Potato Sub-Division Wana Wazir 0302-5565252

3 Razi Khan Potato Sub-Division Wana Wazir 0965-211504

4 Rakim Khan Potato Sub-Division Wana Wazir

5 Gulnoor Potato Sub-Division Wana Wazir

6 Fazal Marjan Potato Sub-Division Wana Dotani 0303-3844855

7 Ayub Potato Sub-Division Wana Dotani 0965-233190

8 Salam Khan Potato Sub-Division Wana Wazir

9 Inaam Ullah Potato Sub-Division Wana Wazir 0965-211729

10 Shamsh ur Rehman Potato Sub-Division Wana Wazir

11 Jamil Khan Potato Sub-Division Wana Wazir

12 Shahid Ullah Potato Sub-Division Wana Wazir




Sector: Fruits Venue: WANA (South Waziristan) Date of FGD: February 04, 2012 Submitted by: FINCON Services Pakistan

No. Name Designation Organization Sector Belongs to (Region of SWA)


1 Ali Muhammad Apple Sub-Division Wana Wazir 0965-210158 0965-210049

2 Noor Rehman Apple Sub-Division Wana Wazir

3 Ghulam Nabi Apple Sub-Division Wana Wazir 0303-5630220

4 Mehmood Apple Sub-Division Wana Wazir 0305-9372755

5 Sadiq Apple Sub-Division Wana Wazir 0302-5570001

6 Shah Saleem Apple Sub-Division Wana Wazir 0965-212411

7 Bubrai Apple Sub-Division Wana Wazir 0305-9464251

8 Malik Mir kha Jan Apple Sub-Division Wana Wazir 0965-211440

9 Abu Zada Apple Sub-Division Wana Wazir

10 Noor Akki Apple Sub-Division Wana Wazir

11 Mir Khatam Apple Sub-Division Wana Wazir

12 Ghulam Qadir Apple Sub-Division Wana Wazir

13 Gul Janan Apple Sub-Division Wana Wazir



Date of FGD: February 05, 2012 Venue: WANA (South Waziristan) Submitted by: FINCON Services Pakistan



1 Loi Khan Peach Sub-Division Wana Wazir 0965-212754

2 Abdur Rehman Peach Sub-Division Wana Wazir

3 Eid Muhammad Peach Sub-Division Wana Wazir

4 Narar Gai Peach Sub-Division Wana Wazir

5 Sarwar Khan Peach Sub-Division Wana Wazir 0305-7372755

6 Muhammad Farooq Peach Sub-Division Wana Wazir 0306-8544557

7 Saleem Muhammad Peach Sub-Division Wana Wazir 0346-7857076

8 Shah Nawaz Peach Sub-Division Wana Wazir

9 Javed Ullah Peach Sub-Division Wana Wazir

10 Naik Muhammad Peach Sub-Division Wana Wazir

11 Miyan Habib Peach Sub-Division Wana Wazir

12 Samad Gul Peach Sub-Division Wana Wazir




Sector: NUTS (Pine nut & Walnut) Venue: WANA (South Waziristan) Date of FGD: February 05, 2012 Submitted by: FINCON Services Pakistan



1 Mir Salam Pine nut Sub-Division Wana Wazir 0965-213086

2 Ali Khan Pine nut Sub-Division Wana Wazir 0965-233025

3 Eid Muhammad Pine nut Sub-Division Wana Wazir 0302-5570001

4 Nabi Pine nut Sub-Division Wana Wazir 0305-9464673

5 Lalu Khan Pine nut Sub-Division Wana Wazir 0965-230290

6 Noor Ali Pine nut Sub-Division Wana Wazir 0965-210314-210308

7 Nazir Khan Pine nut Sub-Division Wana Wazir

8 Muhammad Ayub Khan Pine nut Sub-Division Wana Wazir

9 Allah Khan Pine nut Sub-Division Wana Wazir

10 Abdul Khaliq Pine nut Sub-Division Wana Wazir

11 Muzamil Pine nut Sub-Division Wana Wazir

12 Gulab Khan Pine nut Sub-Division Wana Wazir




FIRMS ProjectSector: Fruits

Date of FGD: February 03, 2012 Venue of FGD: PeshawarSubmitted by: FINCON Services Pakistan



1 M. Siddiq Mehsud Makin Mehsud 0332-7235676

2 Alam Gul Peach Grower WANA Wazir 0301-7116327

3 Mir Zalam Gul Peach Grower Makin Mehsud 0344-2647943

4 Shafi Hussain Whole Seller Sararogha Mehsud 0304-9296900

5 Zar Wali Khan Local Market Lodha Mehsud 0304-9056875

6 M. Younis Apple Whole Seller Lodha Mehsud 0306-5095648

7 Noor jamal Apple Grower WANA Wazir 0301-8791515

8 M. Shafiq Apple Grower Lodga Mehsud 0344-9072066

9 Maimal Khan Apple Grower makin Mehsud 0346-3560530

10 Mahib Ullah Local Market Wazir




Sector: Livestock Date of FGD: February 03, 2012 Venue of FGD: PeshawarSubmitted by: FINCON Services Pakistan



1 M. Siddiq Mehsud S.W.A Mehsud 0332-7235676

2 Muhammad Sharif Livestock Sararogha Mehsud 0341-8204192

3 Imran ud Din Livestock Makin Mehsud 0344-9112725

4 Shah Noor Zaman Livestock 0336-6469284

5 Karmali Livestock 0332-2147266

6 Nooran Shah Livestock 0333-2450945

7 Sher Dil Khan Livestock 0342-9368878

8 Zafar Habib Livestock




FIRMS ProjectSector: Nuts (Pine nut & Walnut) Date of FGD: February 04, 2012 Venue of FGD: PeshawarSubmitted by: FINCON Services Pakistan



1 Taj Ali Walnut Local Whole Sale WANA Mehsud 0344-4327558

2 Ghani Khan Walnut Local Whole Sale Wazir 0331-5039839

3 Abdul Yasin Walnut Grower Shamal Mehsud 0346-8141071

4 Sameer Ullah Pine nut Whole Sale (DI Khan) Tehsil Tiarza Mehsud

0306-2829794

5 Aleem Ullah Whole Sale Dealer (DI Khan) Ladha Mehsud

0345-9846400

6 Haseem Ullah Local Whole Sale (WANA) Makin Mehsud

0303-8258347

7 Rasheed Khan Pine nut Whole Sale (WANA) Sararogha Mehsud

8 Aleem Gul Pine nut Grower WANA Wazir

9 Mir Awaz Pine nut Grower Shawal Mehsud 0343-9834816

10 Sher Alam Pine nut Business S.W.A Wazir 0345-9843838

11 M. Siddiq Khan S.W.A Mehsud 0332-7235676




Sector: Vegetables Date of FGD: February 04, 2012 Venue of FGD: PeshawarSubmitted by: FINCON Services Pakistan



1 Sher Rehman Tomato Whole seller Lodha Mehsud 0346-9496811

2 Sadr ud Din Potato Grower Makin Mehsud

3 Raza Khan Potato Local Market Makin Mehsud

4 Miraj Muhammad Tomato Grower Lodha Mehsud

5 Zahir ud Din Tomato Local Dealer Sararogha Mehsud 0307-8957138

6 Haq Nawaz Potato Local Market Tiarza Mehsud

7 Sher Muhammad Khan Potato Grower Serwlkai Mehsud

8 Rahmat Ullah Potato Dealer WANA Wazir

9 Burhan ud Din Sararogha Mehsud

10 M. Siddiq Mehsud Makin Mehsud 0332-7235676



8.25.28.25.2 List of Key Informants during First Phase of StudyList of Key Informants during First Phase of Study

Name Organization Designation Contact DetailsFATA DEVELOPMENT AUTHORITYZubair Asghar Qureshi FATA Development Authority (FDA) General Manager Planning &

Development0333-9306967

Mr. Aftab FDA GM FinanceMr. Khalil FDA Manager IndustriesJaved Noor FDA Institutional Development

specialistGhous Rehman FDA Manager PlanningAteeq Bangash FDA Dy. Dir Small damsFATA SECRETARIAT Ali Sher Mehsud FATA Secretariat DG ProjectsPir Zahoor FATA Secretariat Coordinator PCNA FATAAbdul Hadi ERKF, FATA sectt Investment Facilitation

officerAtif-ur-Rehman FATA Investment Facilitation

Authority (FIFI), FATA SecttSecretary

Muhammad Fahim FATA, CBP (Implementation support unit)

Deputy Chief of Party

Shafi Ur Rehman PCNA, Implementation Support Unit, FATA

Procurement specialist

NGOs WORKING IN SWAMr. Khurram PPAF Manager (Telephonic

Conversation) Ahmed Zaib SERVER CEOIrfanullah Marwat SABAWOON Manager Projects Khan Sarwar (Wana) WANA welfare organization Imran wazir (Wana) WANA welfare organization 0345-9872289Munawar khan (Wana) WANA welfare organization 0346-7846549Shaharyar Ahmed (Wana)

WANA welfare organization 0346-7870652

Sana ullah Khan (Wana) WANA welfare organization 0344-9354809Miran gul (Wana) WANA welfare organization 0305-9014717Muhammad Jalal (Wana) WANA welfare organization 0333-9961363Nizam Dawar Tribal development network Chairman 0345-8581002Muhammad Siddiq Mehsud

Zwnan Development Organization CEO

SMALL & MEDIUM ENTREPRISES AUTHORITY Javed Khattak CEO SMEDA, KPMr. Noman SMEDA Coordinator 0300-5963103Faiz-ur-Rehman SMEDA, ERKF project Field Coordinator, SWA

OTHER STAKEHOLDERS Sailab Mehsud Khan Tribal Union of Journalists Dy. President, BBC

Coordinator0300-5790880

Mr. Shahid Agri ext. Deptt Agri Officer WANASaeed Khan Agri ext. Deptt Agri officer TankFarhat Banori Quick Impact Project (USAID) Program EngineerMalik Safdar Tribal Union of Journalists PresidentShahzada khan TUJ Journalist, SWAKamran Khan Quick Impact Project (FATA

SecretariatPlanning & Monitoring Economist

Muhammad Anwar FSSP, USAID COTRZainab Azmat Mehsud Institute of Management Sciences Faculty memberPir Zubair Shah New York Times JournalistDr. Muhammad Mohsin Institute of Management Sciences Director (Former MD at



Bank of Khyber)



8.25.38.25.3 List of Commission Agents/Other Stakeholders visited during Second Phase of StudyList of Commission Agents/Other Stakeholders visited during Second Phase of Study

LIVESTOCKDr. Afzal Khan Dr. Qaloob KhanAgency Livestock Officer (ALO), Agency Livestock Officer (ALO),South Waziristan Agency FR DIK/TankPh: 0963-510232 Ph: 0966-9280207

Mr. Atlas Khan Mr. Javed IqbalVeternary Assistant, Veternary Assistant,SWA SWACell: 0336-7763998 Cell: 0301-8791050

Mr. ZaitullahVeternary Assistant,SWACell: 0346-7878162D.I Khan Fruit MarketGhulam Haider & Sons Muhammad Younas & BrothersFruit & Vegetable Commission Agents, Muhammadi Commission ShopShop No: 111, 112, New Sabzi Mandi, Fruit & Vegetable Commission Agents, Rata Kalachi, DI Khan Sabzi Mandi, DI KhanPh: 0966-741064 Ph: 0966-811159Cell: 0314-7626254, 0344-8221135

Saif Ullah & Brothers Mian HabibInsaf Fruit & Vegetables Comm. Agents Farmer/Fruit DealerShop # 16, New Sabzi Mandi, D I Khan Azam Warsak, Kalu Shah, SWA.Ph: 0966- 811749 Ph: 0965-230243

Cell: 0302-4482918Peshawar Fruit MarketMr. Jandool Khan Mr. Kabul KhanFruit & Vegetables Commission Agent, Haji Muhammad Gul, Kabul Khan & SonsPeshawar Fruit Commission Agents,Cell: 0300-5922084 Fruit Market, Peshawar

Ph: 091-2552474Cell: 0302-5972377

Islamabad Fruit MarketMr. Bismillah Jan Haji RahmanAgha Fruit Company, Islamabad Muhammad Insaf Commission Shop, Ph: 051-4443351-52 Islamabad.Cell: 0302-8865405 Cell: 0300-5803482

Mr. Qayum Haji Naimat KhanCommission Shop, Islamabad Zamindar Fruit Commission Shop, Ph: 051-4441683 Islamabad.Cell: 0300-9736880 Ph: 051-4431498Lahore Fruit MarketBarkat Ali Khan & Alam Khan Mr. Muhammad Aslam KhanSwat Fruit Company, Lahore Frontier Fruit Company, LahorePh: 042-7722900, 7705945 Ph: 042-7703805, 7700930



Cell: 0300-4195960

Mr. Babu SaeedSaeed Fruit Company, LahorePh: 042-3773019Peshawar Dry Fruit MarketMr. Wazir ur Rehman Mr. Fazal Rehman ManoMamoor & Company Fazal Rehman & Sons,Dry Fruit Commission agents, Dry Fruit Commission agents,Mewa Mandi, Peshawar Mewa Mandi, PeshawarCell: 0345-9399530 Ph: 091-211928, 220205

Cell: 0321-9156826

Mr. Muhammad SharifHaji Mohd Bostan, Mohd Sadiq,Mohamand and Brothers,Mirch Mandi, Peshawar.Ph: 091-5273431Ph: 091-5273531Cell: 0300-5980724Rawalpindi Dry Fruit MarketMr. Chaudary Adnan Haji Khan ZadaAdnan Traders, Mehran TradersDry Fruit Commission Agents Dry Fruit Commission AgentsGanj Mandi, Rawalpindi Ganj Mandi, RawalpindiPh: 051-5550144, 5552435 Ph: 051-5537119Cell: 0300-5282842 Cell: 0300-9505621

Mr. Chuhadary ShahidChaudary Mohd. Din & Co.Commission agent Shop No. 3, Ganj Mandi,RawalpindiPh: 051-5530414Cell: 0321-5005810Lahore Dry Fruit MarketMr. Zulifqar Hassan Gul Haji SarwarGul Traders, Raza Traders,Dry Fruit Merchant, Dry Fruit Merchants & Commission Agents,Akbar Mandi, Lahore Akbar Mandi, LahorePh: 042-7633238, Cell: 0300-4785606 Ph: 042-37669703

Mr. Asfandyar KhanSarhad Traders,Dry Fruit Merchant & Commission agentsAkbar Mandi, LahorePh: 042-7636388, 7635614Cell: 0321-4125292, 0300-4348087



8.25.48.25.4 List of Meetings with Institutions/Persons in Islamabad, D I Khan and Peshawar inList of Meetings with Institutions/Persons in Islamabad, D I Khan and Peshawar in Second Phase of the StudySecond Phase of the Study

1. Mr. Habib-Ullah- Khattak, secretary, SAFRON, Islamabad2. Mr. Mohammad Siddiq, Zonan Development Organization, SWA- DI Khan3. Mr. Azizullah Mehsood, EDO, DI Khan alongwith five residents of SWA ( two of them held

title of MISHAR)4. Mr. Ayub Khan, Superintendent , Government of Technology, DI Khan5. Mr. Habibullah Kundi , Deputy Director Agriculture, DI Khan6. Mr. Ali Sher, Director General, FATA Secretariat, Peshawar7. Mr. Dawood Afridi, Deputy Director Projects, FATA Secretariat, Peshawar8. Mr. Atif Rehman, Secretary, FIFA, FATA Secretariat, Peshawar 9. Mr. Hidayatullah, Deputy Director, Technical Education, FATA Secretariat, Peshawar10. Ms. Imrana Wazir along with three officers, Skills Development Section, (PMU), FDA,

Peshawar11. Mr. Suleman Ghani, Senior Policy Advisor, FIRMS, Lahore12. Mr. Khalid Aziz, CEO, RIPORT, Peshawar13. Mr. Zubair Qureshi,General manager, FDA, Peshawar 14. Mr. Fawad, Agency coordinator SWA, IOM



8.25.58.25.5 Pictures of Focus Group DiscussionsPictures of Focus Group Discussions during Phase I of Study during Phase I of Study



8.25.68.25.6 Pictures of Focus Group DiscussionsPictures of Focus Group Discussions during Phase I of Study during Phase I of Study



8.25.78.25.7 Stakeholder Meetings during Phase II of StudyStakeholder Meetings during Phase II of Study


