Governance Support Project



To strengthen the capacity of government departments in KP, Newly Merged Areas and Balochistan to help support efficient delivery of the PCNA program in KP and Newly Merged Areas and related development programs in Balochistan.

Duration: October 11, 2011 - June 30, 2016
Across KP, Newly Merged Areas and Balochistan

Implementing Agency


PCNA Pillar

Strategic Objective 1: Build responsiveness and effectiveness of the State.


The Governments of KP and Balochistan and the Newly Merged Areas Secretairat by capacity building and reform.

The people of KP, Newly Merged Areas and Balochistan, through enhanced governance leading to restoration of citizens trust.


Project Outcomes

The project has achieved or exceeded its targets as defined under the PDO indicators, with tangible results in terms of improved government capacity and accountability. These outcomes were assessed through an impact evaluation of the PCNA and beneficiary surveys. Some of the results achieved are as follows:


  • Accelerated delivery of selected public services: the average service delivery time decreased for the following targeted services:
    • Issuance of domicile certificate: from 14 to 9 days.
    • Issuance of fard (property registration title): from 5 to 3 days.
    • Issuance of construction permits: from 32 to 30 days.
    • Registration of criminal incident reports (FIR) by the police: from 6 to 5 days.
    • Issuance of birth and death certificates: from 7 to 2 days.
  • Increased annual disposal rate of cases submitted through the citizen grievance redress system by the Peshawar High Court. The annual disposal rate increased from 53 percent in 2013 (3,031 cases disposed of out of a caseload 5,702) to 95 percent in 2014 and 2015 (2,867 cases disposed of out of 3,011 instituted in 2014).
  • Increased number of grievances addressed by KP Ombudsman. Sustained annual increase in disposal to 509 (in 2014) from 345 (in 2012). Furthermore, there was an increase in the number of complaints from 905 (in 2012) to 1,253 (in 2014), demonstrating continued citizen engagement with the institution.
  • Increased number of anticorruption complaints addressed by KP Anti-Corruption Establishment. The average number of complaints resolved every month increased from 28 cases in 2012 to 58 cases in 2014.
  • Service delivery time standards for 19 public services set by the KP Right to Public Services Commission. Monitoring of these standards to date shows signs of improved responsiveness in 19 pilot districts (out of 25).
  • Continuous monitoring of citizens’ information requests by the KP Right to Information Commission. In 2015, the Commission resolved 309 out of 419 complaints of noncompliance or inordinate delays in providing information.
  • High level of litigant satisfaction (88 percent of respondents) with the judgements delivered by district court judges trained at the KP Judicial Academy.
  • Monitoring of development projects initiated. The Directorate General of M&E at the KP Planning and Development Department tracks all stages of project preparation, approval and execution through a development planning monitoring system that is linked to the treasury system and provides continuous updates to senior management as well as the concerned departments. At present, the system tracks financial but not physical progress. The Directorate General of M&E provides regular in-year recommendations to improve the execution of the development budget, e.g., by reallocating funds from stalled projects.
  • The KP government has approved and published long-term Governance Action Plans (2015–25) that will guide the KP GPP.

Newly Merged Areas

  • Accelerated resolution of citizen grievances: the Newly Merged Areas Tribunal reduced the average time for disposing of appellate cases from 721 days (2012) to 95 days (2014) and 56 days (2015) – an overall reduction of 92 percent.
  • Accelerated grievance redress by the Newly Merged Areas anti-corruption hotline: the average time to resolve complaints decreased from 98 days in 2012 to 35 days in 2014.
  • Successful pilot of service delivery facilities monitoring by youth. Citizen e-monitoring of public infrastructure includes geo-tagging, pictorial reports and user feedback on water and sanitation and livestock facilities. The monitoring revealed that two livestock facilities (out of 30 monitored) and 37 water facilities (out of 117 monitored) were nonfunctional.
  • The Newly Merged Areas Secretariat has approved and published long-term Governance Action Plans (2015–25) that will guide the Newly Merged Areas GPP.


  • Increased proportion of development budget funds directed to priority sectors identified through citizen consultations. Increase of 1.73 percent (against a target of 1 percent) in development budget funds allocated to priority sectors (education, health) between the draft budget and final budget (PKR 880 million or US$ 8.7 million). The impact of citizen consultations on the budget was analyzed in an impact evaluation conducted under the GSP.
  • Increased rate of grievances addressed by the Balochistan Ombudsman: the rate of grievances addressed increased from 18 percent in 2012 (1,296 grievances disposed of out of 7,064) to 41 percent in 2014 (1,421 grievances disposed of out of 3,492).
  • Successful pilot of service delivery facilities monitoring by youth. This includes pictorial reports on the condition of infrastructure, data on the availability of essential inputs (e.g., textbooks, medicines), personnel attendance and user satisfaction. To date, the monitoring has covered 47 hospitals, 684 schools and the three district administration offices. As a result, three schools that were revealed to be nonfunctional have resumed providing education to local children.

PCNA and Rapid Response Facility

  • PCNA impact evaluation. The GSP established a monitoring system for the implementation of the PCNA and has conducted an impact evaluation of the PCNA program.
  • Increased investment mobilized. Since the launch of the PCNA in 2010, a total of US$ 2.6 billion has been mobilized against a recommended investment target of US$ 2.8 billion, with 69 percent coming from the Government of Pakistan and 31 percent from development partners.
  • Accelerated delivery of technical support under Rapid Response Facility. The average lead time for delivery of TA, following the submission of a request, was reduced to 42 days (2015) compared to 52 (2012). This responsiveness is based on the development of 37 TA concept notes (against a target of at least 10), which resulted in two additional financing amounts for the GSP in two years.