DIASPORA ORGANIZATIONS AND THEIR HUMANITARIAN RESPONSE IN PAKISTAN - ReliefWeb
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DIASPORA ORGANIZATIONS AND THEIR HUMANITARIAN RESPONSE IN PAKISTAN
ENHANCING ENHANCING
COORDINATION IN COORDINATION IN
HUMANITARIAN HUMANITARIAN
SETTINGS SETTINGS
ACKNOW-
LEDGEMENTS
The DEMAC and Owl RE research team would like
to thank the members of diaspora communities in
Pakistan and across the world, as well as the represen-
tatives of donors, UN agencies, NGOs, government
officials, and other actors who dedicated their time
providing information and sharing their valuable
knowledge and experiences.
This study is made possible by the generous support of the American
people through the United States Agency for International Development
(USAID). The contents are the responsibility of the Danish Refugee Council
on behalf of DEMAC and do not necessarily reflect the views of USAID or
the United States Government.
Published August 2021
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ABOUT WHY
DEMAC DIASPORA?
The mission of DEMAC is two-fold: Work with diasporas has shown that diaspora organizations are multi-sectoral, fast responding
actors who work transnationally, including in countries facing humanitarian crises. Having a
1) t o enable inclusive coordination and collaboration among diaspora organizations connection with and understanding of their country of origin or heritage plays a vital role in
providing humanitarian assistance, and across diaspora organizations and institutional humanitarian assistance where diaspora organizations often are part of the first response in
humanitarian actors, and the aftermath of a disaster.
2) t o facilitate higher levels of engagement and visibility for diaspora organizations They are also key actors when it comes to raising the alarm in times of crisis. The ease and
in the humanitarian system. frequency of communication between local communities and diaspora organizations means that
they can be alerted in real-time, and their capacity to collect and disperse funds rapidly ensures
The objective is to contribute to transforming the humanitarian ecosystem by laying the that they are a key factor in unlocking the first responses in crisis settings. In hard-to-reach places
groundwork for a deeper understanding of diasporas as humanitarian actor groups with where access may be an issue, diaspora organizations have a unique advantage due to their local
different modus operandi for the implementation of aid in practice, identifying and opening connections and ties. They use their transnational position to respond to the growing demands
potential spaces for engagement and cross-fertilization, and improving coordination for remote management and cross-border response in countries where international actors have
between diaspora and institutional relief providers. a limited presence, and to advocate on behalf of crisis affected populations in the policy arenas
of their countries and regions of residence.
Supporting diaspora as part of a broader humanitarian ecosystem to play a key role in humanitar-
ian responses and provide vital support to communities in countries of origin contributes to the
DEMAC
relevance, effectiveness and sustainability of humanitarian responses. In light of their transnational
identity and close local ties, it is also strongly linked to the localization agenda, one of the main
commitments under the Grand Bargain. Localization aims to strengthen the resilience of local
communities and to support local and national responders on the front line. UNOCHA has called
AIMS AT
furthermore for an indispensable opening of the resource base of humanitarian action by integrat-
ing ‘non-traditional actors’ - such as diasporas - to enhance the effectiveness of the humanitarian
response and render it interoperable.
Diaspora organizations are part of and play a central role in localization. Many can be considered
frontline responders themselves, making direct and concrete contributions to emergency
responses in their home countries. Others work closely with local authorities, local organizations
and community groups, providing technical and financial support, playing a role in advocacy and
linking local actors with additional sources of support.
01 02 03 Diaspora organizations are heterogeneous – they have different capacities, values and
approaches and as part of a broader humanitarian community can play a valuable and agile role
in humanitarian responses. However, assistance provided by diaspora organizations and the formal
humanitarian actors often follow parallel tracks, resulting in a lack of mutual understanding and
recognition, and thus a lack of coordination and collaboration that would be of benefit to the
Enhancing knowledge Increasing awareness Improving coordination overall response.
between diasporas on diasporas’ communcation and
and humanitarian humanitarian coherence of
institutions interventions humanitarian response
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WHAT
NOW?
Building on expertise gained since its inception in 2015, DEMAC is further consolidating itself Building on these experiences and the past and present research, DEMAC will develop an
as a permanent platform – a one-stop-shop – for enhancing mutual knowledge and coordination operational framework for diaspora and humanitarian actors to improve future responses to
between diaspora humanitarian actors and the international humanitarian system. humanitarian emergencies. Through the development of a standardized approach for the inter-
national humanitarian system to assess and document the role and impact of diaspora in selected
DEMAC’s work has been a key factor behind stronger representation and visibility of diaspora emergency responses, DEMAC will enhance the knowledge and awareness of the nature and
organizations in the humanitarian eco-system – a first and core example hereof being the significance of the diaspora, followed by the facilitation of internal discussions on how the
coordination of joint messaging and participation of diasporas as a stakeholder group to the system could and should relate to and coordinate with diaspora emergency actors.
World Humanitarian Summit in Istanbul in 2016, which was a key factor to putting diaspora
humanitarianism on the map. Furthermore, DEMAC will use the documentation from selected diaspora emergency responses
to engage with diaspora humanitarian actors to enhance the generation of lessons learned and
DEMAC has also piloted concrete liaison structures between diaspora and institutional humani- self-reflections from diaspora-led emergency responses with a view to adjust their approach
tarian actors towards improving operational coordination in specific crisis settings. Another core and discuss how to engage with the international humanitarian system.
contribution to the role of diaspora humanitarianism has been continuous knowledge development:
DEMAC has conducted a number of studies aiming to increase understanding of motivations and DEMAC will develop guidelines, tools and resources in support of diaspora emergency engage-
modus operandi of diaspora humanitarian engagement, replacing assumptions with evidence on ment, with a view to remain prepared to support diaspora organizations’ engagement in new
diaspora contributions.1 emergency responses and facilitate coordination among responding diaspora organizations,
and between diaspora organizations and the humanitarian system.
Finally, DEMAC will enhance the knowledge among diaspora organizations about the
humanitarian system to enhance probabilities of coordination between the two.
DEMAC is currently working with five selected emergency-prone focus countries, while at the
same time remaining prepared to engage with and support diaspora from additional countries
should a humanitarian crisis unfold in their country of origin.
DEMAC conducted research to increase knowledge on diaspora humanitarian engagement.
1
These studies can be found on the DEMAC homepage under resources.
Creating Opportunities to work with diasporas in humanitarian settings, May 2018
Diaspora Drought Response - Somaliland and Puntland, March 2017
Diaspora Humanitarianism: Transnational Ways of Working, March 2016
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TABLE OF
CONTENTS
Acronyms and abbreviations 8
Executive Summary 10
1. Introduction 16
Acronyms and abbreviations 2. Methodology 17
CBO Community based organization 3. Context 20
DEMAC Diaspora Emergency Action and Coordination 3.1. Humanitarian actors and coordination 24
DERF Danish Emergency Relief Fund 3.2. Humanitarian response 26
DRC Danish Refugee Council 3.3. Pakistani diaspora 28
FATA Federal Administered Tribal Areas
FTS Financial Tracking System 4. Diaspora humanitarian response 36
HC Humanitarian Coordinator 4.1. Motivations for humanitarian response 36
HCT Humanitarian Country Team 4.2. Diaspora response activities 38
HDF Human Development Foundation 4.3. Coordination and implementation 40
HRP Humanitarian Response Plan 4.4. Diaspora financing for humanitarian response 44
IDP Internally displaced person 4.5. Planning, targeting and selection criteria 45
ICCM Inter-Cluster Coordination Mechanism
INGO International non-governmental organization 5. O
verview of diaspora humanitarian response 48
KP Khyber Pakhtunkhwa province 5.1. Diaspora transparency and accountability 53
L/NNGO Local/National non-governmental organization
NDMA National Disaster Management Authority 6. Gaps and challenges in diaspora humanitarian response 54
NHN National Humanitarian Network
NoC No Objection Certificate 7. Future diaspora response and engagement in Pakistan 57
SDGs Sustainable Development Goals
UAE United Arab Emirates Recommendations 58
UN United Nations
UN OCHA UN Office for the Coordination of Humanitarian Affairs Annex A: Table of persons interviewed 64
WASH Water, Sanitation and Hygiene Annex B: List of diaspora organizations assessed 66
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EXECUTIVE
SUMMARY
This case study is part of the Diaspora
Emergency Action and Coordination
Platform’s (DEMAC) “Research study
on diaspora humanitarian response and in North America and the other half in Europe,
engagement”. the Middle East and Australia. At least half
had offices or representatives in Pakistan and Diaspora organizations implement human-
Recurring floods, droughts, earthquakes formal structures and set-ups. itarian interventions both directly as well as
and epidemics all make the humanitarian with partners. Almost all diaspora organiza-
operating environment challenging in A sense of belonging, socio-cultural and tions identified were providing longer-term
Pakistan. Ongoing unrest and conflict have religious obligations, a desire to alleviate support to communities, working along the
an exacerbating effect. With over 10 million suffering and provide longer-term support humanitarian-development nexus even if they
people in need of humanitarian assistance in for Pakistan were drivers for diaspora human- did not necessarily identify it as such. Their
2021, the humanitarian response in Pakistan itarian response. Diaspora are alerted to crises humanitarian response is not static or limited
is led by the government in collaboration both through friends and extended families by geographic region; rather it is dynamic and
with the key humanitarian actors. and via the formal requests the Pakistani evolving, such as scaling-up in times of crises
government extends to the international and scaling-down to revert to ongoing deve- Although diaspora organizations did coordi-
With over nine million individuals, the community – including the diaspora – lopment-focused projects. nate with the humanitarian sector and
Pakistani diaspora is the seventh largest during times of major emergencies. Diaspora authorities, their planning and selection of
immigrant population in the world. Remit- organizations are mainly active in education, Although most diaspora organizations parti- beneficiaries were largely carried out inde-
tances form the first and immediate diaspora health and livelihoods, primarily building on cipated in humanitarian coordination mecha- pendently. Most diaspora organizations relied
response in times of crisis, moving beyond their existing development programmes and nisms, the level of coordination varied de- on their staff, volunteers or partners on the
families to vulnerable community members. projects to scale up in times of humanitarian pending on their activities and nature of the ground to identify needs and beneficiaries.
The most common type of diaspora organi- crisis. This has been well illustrated by their organization. Those organizations involved in Diaspora organizations have adopted diffe-
zations are formal charities, well established response to the COVID-19 pandemic, where a specific area of intervention limited coordi- rent transparency and accountability
in their countries of residence, active mainly many diaspora organizations were active. nation efforts to within this area. Less formal approaches, often depending upon demands
in development in addition to scaling up for Apart from the COVID-19 response, the large groups did not participate in coordination of their supporters, such as conducting field
humanitarian response as needed. Another majority of their humanitarian interventions mechanisms. visits at different intervals and providing
type of diaspora organization often active in were for sudden onset crises such as floods regular progress reports.
humanitarian response are those organized and earthquakes. Diaspora humanitarian A commonality of all 24 diaspora organiza-
by the same profession, such as those from response was perceived as rapid and flexible tions assessed was that they were primarily Gaps and challenges identified in the huma-
the health or education fields. and diaspora organizations were seen to supported through direct fundraising by the nitarian response of diaspora organizations
have the ability to quickly mobilize resources. diaspora in their countries of residence. Other included adhering to humanitarian principles
This case study identified 24 Pakistani dias- While often short-term in nature, diaspora or- funding sources were from private companies, and standards, capacity limitations, admi-
pora organizations that were active regularly ganizations were nevertheless concerned with foundations and institutional donors to nistrative issues and recognition as diaspora
in humanitarian response, with one half based the long-term sustainability of their actions. a lesser extent. organizations.
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Future diaspora response and engagement
In Pakistan, the diaspora are an important
pillar in the country’s development and
response to crises, as seen with the COVID-19
pandemic. The diaspora organizations have
been supporting Pakistan in development
projects for decades alongside national and
local authorities, L/NNGOs, INGOs and UN
agencies. With many diaspora organizations
having a physical presence in Pakistan, they Alerting and needs assessment:
will most likely become more visible and Interviewees of both the diaspora and
active as humanitarian actors. The more es- humanitarian sector agreed that the exchange
tablished diaspora organizations are already between diaspora organizations and other
part of the humanitarian system and more humanitarian actors on identifying and sha-
could be done to recognize and utilize their ring information on needs should be increa-
specialized capabilities as diaspora organiza- sed. Diaspora expertise and know-how could
tions. Further, there are synergies to be found be further integrated in early warning systems
with those diaspora organizations with a and needs assessments coordinated by
specialization that are sporadically involved authorities and humanitarian actors.
in humanitarian response.
Strategic planning:
Recommendations Diaspora organizations integrated within
It is proposed that DEMAC strengthen the institutional humanitarian system had the
its role in leading and supporting greater opportunity to be involved in joint planning,
engagement between the institutional although it seemed that most diaspora res-
humanitarian system in Pakistan and the ponse planning was carried out independently
Pakistani diaspora globally. These recommen- of the wider system. Opportunities to support
dations require further inputs and validation the involvement of diaspora organizations
from the diaspora organizations, their within institutional humanitarian planning
partners and other humanitarian actors. processes could include greater input from
Recommendations are organized around them, and recognize their distinct advantages
the humanitarian program cycle and contain in terms of rapidity, securing funding and
specific action points listed at the end of providing potential long-term support for
the case study. recovery.
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Resource mobilization:
Although diaspora organizations have a
strong supporter base, it does not currently
provide all organizations with a secure and
continuous financial base. There are several
areas where institutional humanitarian actors
could further engage with diaspora organiza-
tions in order to strengthen their access
to more predictable forms of financing.
Coordination:
Implementation: The majority of diaspora organizations
The operating models of diaspora organiza- were participating in coordination fora either
tions in Pakistan differ depending upon the directly or through their partners. Neverthe-
type of organization, their ongoing activities less, there was a suggestion from interviewees
and experience. A number of areas were for greater coordination from the side of the
identified where synergies could be increased diaspora organizations and more recognition
during implementation, such as further and visibility for their role in the humanitarian
partnerships with the institutional human- response.
itarian actors and integrating diaspora
response within their activities. Information management:
The sharing of information within diaspora
Peer review and evaluation: organizations and their partners was taking
Diaspora organizations and their partners are place but was limited both between them and
involved in reviews and evaluations of their with the humanitarian sector. This could be
own responses but no links were seen with further strengthened by reinforcing mecha-
the institutional humanitarian system. Increa- nisms to share information both between
sed involvement and exchanges between the diaspora organizations and with the human-
diaspora, authorities and humanitarian actors itarian actors, national and provincial
on good practices on monitoring, evaluation authorities, donor governments and
and learning would be beneficial. institutional donors.
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2.
METHODOLOGY
1. Limitations:
A small number of limitations to the research
INTRODUCTION
should be highlighted as follows:
The research approach was based on an initial • Within
the research timeframe, it has not
desk review, which mapped the structure and been possible to identify, describe and
activities of 24 Pakistani diaspora organizati- analyze all diaspora organizations’
ons that could be identified as active humanitarian response from 2015-2020.
in humanitarian response.3 In recognition of this, the research focused
on information available on the 24 diaspora
The Diaspora Emergency Action and Coor- The mapping was followed by collection of organizations identified, with a focus on
dination platform (DEMAC) was launched by primarily qualitative data through further desk the eight diaspora organizations and five
the Danish Refugee Council (DRC) in 2015 review and semi-structured interviews with of their partners spoken to, with the aim
and is currently supported with funding from diaspora organizations and groups, United of highlighting the different approaches
USAID’s Bureau for Humanitarian Assistance. Nations (UN) agencies, international non-go- adopted.
vernmental organizations (INGOs), local and
In line with the objective to facilitate increa- The findings of this study will be shared with national Pakistani NGOs (L/NNGOs), Pakistani •T
he case study is not fully representative
sed common ground between diaspora and Pakistani humanitarian actors including dia- community-based organizations (CBOs) and of diaspora humanitarian response and has
formal humanitarian action and enhance spora organizations, as well as more broadly government officials. In total 31 people were focused on the most visible diaspora inter-
mutual knowledge and coordination between within the humanitarian sector. interviewed.4 Due to COVID-19 movement ventions. This has still allowed for the
diaspora and humanitarian actors and the restrictions, data collection was primarily drawing of conclusions and recommen-
international humanitarian system, DEMAC The case study focuses on the period 2015- remote although a visit was carried out to dations to support future engagement.
has conducted three case studies.2 These aim 2020, providing an analysis of the emergency speak with affected communities. Some data
at contributing to strengthening the humanitarian response of Pakistani diaspora on the activities of diaspora organizations •A
lthough many of the diaspora organi-
DEMAC platform by providing insights into organizations during that time. The research was also gathered such as their type of zations are well established, the diaspora
the current modalities of diaspora human- looked at the methods used to mobilize dias- structure, activities and partners. community is fluid and changing, with
itarian interventions and developing recom- pora resources and the means used to new diaspora groups emerging and others
mendations, resources and tools to support provide humanitarian response as well as Both the qualitative and quantitative data ceasing activities constantly. This made
enhanced operational and strategic commu- implementation arrangements and forms and information were collated and analyzed it more challenging to have a complete
nication, and cooperation between diaspora of interaction with the international to identify major trends and findings that picture of diaspora humanitarian response
and institutional humanitarian actors. humanitarian system. form the basis of this case study. in Pakistan.
2
This case study focuses on Pakistan with research carried out by Neelofar Shahzad with the support of Glenn O’Neil and 3
Please see Annex B for those diaspora organizations covered in the initial mapping.
Lois Austin of Owl RE, research and evaluation consultancy. The other two case studies focus on Ukraine and Somalia. 4
Please see Annex A for the list of stakeholders spoken to.
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3.
CONTEXT
Pakistan has experienced large scale natural and human induced disasters including floods,
earthquakes, epidemics, droughts, displacement, insurgencies and instability. These recurring
events make the humanitarian operating environment challenging.
Ongoing unrest and conflict have an exacer-
bating effect. The relatively high level of
disaster risk is attributable to Pakistan’s parti- Federal Administered Tribal Areas – FATA)5
cular geography, climate variability, topogra- causing the displacement of hundreds of
phy, the nature of its economy and associated thousands of civilians. The country has also
trends of population concentration and witnessed large scale natural disasters. Of
environmental degradation. On top of this, these disasters, the earthquake of 2005 and
the ever-shrinking humanitarian space has the floods in 2010, 2011 and 2014 were the
made the situation more complex. most disastrous, causing thousands of ca-
sualties and inflicting heavy damage to in-
The country’s timeline of crises indicates that frastructure, livestock and crops. In addition,
Pakistan has witnessed large scale natural and the earthquake in 2015 and floods in 2020 in
human induced disasters in the past 30 years. the Sindh province were devastating and left
There is ongoing political tension with India, many in need of critical humanitarian assis-
and the relationship with Afghanistan, despite tance. Alarmingly, drought is looming in
hosting some 1.4 million Afghan refugees, re- parts of Sindh and Baluchistan provinces.
mains difficult and complex. The unrest in the The COVID-19 pandemic added to these
northern parts of Khyber Pakhtunkhwa (KP) multiple crises by impacting the entire
province and the resulting military operation population, particularly those who were
in 2009 forced approximately more than already vulnerable, and created new pockets
three million people to flee their homes. of vulnerability for certain segments of
As of today, military operations continue in society including day workers and small
the Merged Districts (formerly known as the businesses.6
5
Mohsin, Z., R. (2019), The Crisis of Internally Displaced Persons (IDPs) in the Federally Administered Tribal Areas of Pakistan and their
Impact on Pashtun Women: https://www.researchgate.net/publication/331533289
6
https://covid.gov.pk/
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MAIN CRISES
IN PAKISTAN
(1990-2021) 2016
Floods and
landslides
2019
Earthquake in
Kashmir region
in Azad Jammu
2009 - 2011 in KP Kashmir
2005 Malakand
Conflict, 2014 2019 - 2021
Earthquake in causing large-
Azad Kashmir, scale internal Floods in FATA (currently
northern areas displacement, Chitral district newly merged
of KP in KP in KP districts) crisis
1992 2000 2007 2010 2015 2020
Floods in Azad Kashmir, Drought in Cyclone Yemyin Hunza Floods in Floods and
North-West Frontier Baluchistan in Baluchistan Lake disaster districts of landslides in
province southern Punjab Sindh province
Floods in KP
and Sindh Hindukush
provinces earthquake in 2020 - 2021
northern
Pakistan COVID-19
2013
Floods in KP,
Baluchistan,
Northern Punjab
Awaran earthquake
in Baluchistan
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The cluster system in
Pakistan is set up as follows:
3.1. Humanitarian actors and coordination
In Pakistan, the National Disaster Management Authority (NDMA) and its provincial and district
level bodies are responsible for coordinating the humanitarian response with the support of the
UN Office for the Coordination of Humanitarian Affairs (OCHA). Community Education Emergency Food Security
Restoration Shelter/Non-
The key humanitarian actors include: Food Items
•T
he national and local disaster management authorities: the NDMA at central level is supported
by Provincial Disaster Management Authorities, District Disaster Management Authorities and the
Pakistan Army7,
• INGOs and UN agencies (including UNICEF, WHO, UNHCR, FAO, OCHA, UNDP, UN Women,
UNFPA and IOM); UN agencies also have a funding role for other humanitarian actors,
Health Logistics Nutrition Protection Water,
• Individual philanthropists, private corporations and foundations: Unilever, Reckitt Benckiser, Sanitation
Nestlé, Telenor, Zong, Mobilink, Shell, Pakistan State Oil, Standard Chartered Bank are some & Hygiene
private companies that have integrated emergency response within their Corporate Social (WASH)
Responsibility commitments. Among the foundations, Reach Out to Asia, Educate a Child, the
Bill and Melinda Gates Foundation, and the IKEA Foundation have been active in responding
to humanitarian crises,
•H
umanitarian and development L/NNGOs and their networks including the National
Humanitarian Network,
•C
ivil society and community groups including diaspora individuals, groups and organizations
Aging and Gender Child
and their partners in addition to religious groups and organizations. Based
Disability Protection
Violence
OCHA’s coordination structure in Pakistan consists of the Humanitarian Coordinator (HC), the
Humanitarian Country Team (HCT), the Inter-Cluster Coordination Mechanism (ICCM) at national
and provincial levels, and district coordination cells in affected areas. The HCT is led by the HC,
comprising of UN agencies, INGOs and L/NNGOs representatives, with the International Federation
of Red Cross and Red Crescent Societies and the International Committee of the Red Cross being
observers. The cluster system facilitates the humanitarian response from the district to the national Some of the main institutional donors providing support include the governments of the USA,
level. The cluster approach was put in place for the first time following the 2005 earthquake. Nine the UK, Australia, Canada, Sweden and Denmark, in addition to the European Union. The Start
clusters were established within 24 hours of the earthquake.8 Since then, both government and UN Network and OCHA’s country-based pooled fund are other funding sources for humanitarian
response mechanisms have evolved. After the floods of 2010, the country has developed annu- response.9
al response plans for all the major emergencies including the current COVID-19 pandemic. At the
provincial level, the ICCM mechanisms are chaired by OCHA and/or the Provincial Disaster Manage- Alongside the government and the key humanitarian actors, the Pakistan Army is a major actor in
ment Authorities. OCHA also ensures coordination with INGOs and L/NNGOs through their umbrel- humanitarian response in the country. The Pakistan Army conducted rescue operations in response
la groups. These include the Pakistan Humanitarian Forum, which is an alliance of 38 INGOs, and to the 2005 earthquake, and the floods in 2010 and 2011.10 Likewise, during responses to internal
the National Humanitarian Network (NHN), which is a national network of more than 160 L/NNGOs displacement and the conflict in the merged districts, the Pakistan Army has had a significant role
members and chapters in several provinces. coordinating the humanitarian response in areas where security remained volatile.11
9
Cochrane, H. (October 2008), The role of the affected state in humanitarian action: A case study on Pakistan. HPG Working
Paper: https://www.humanitarianlibrary.org/sites/default/files/2014/02/3417.pdf
10
Greenwood, L. & Balachandran, G. (March 2014), The search for common ground: civil-military relations in Pakistan: https://
www.refworld.org/pdfid/53469ed24.pdf
7
National Disaster Management Authority: http://web.ndma.gov.pk/ddma.php 11
IDMC, NRC (December 2009), Pakistan: Millions of IDPs and returnees face continuing crisis, a profile of the internal dis-
8
Street, A. & Parihar, G. (April 2007), The UN Cluster Approach in the Pakistan earthquake response: an NGO perspective: placement situation: https://reliefweb.int/sites/reliefweb.int/files/resources/79DA1DDE2DA98FF785257680005EFEAC-
https://odihpn.org/magazine/the-un-cluster-approach-in-the-pakistan-earthquake-response-an-ngo-perspective/ Full_Report.pdf
24 25ENHANCING ENHANCING
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The HRP complements the existing Pakistani
3.2. Humanitarian response disaster response policies. The Calamity Act
of 1958 was replaced by the National Disaster
10.5 million people have been identified Management Ordinance in 2006.13 The NDMA,
as being in need of humanitarian assistance through a multi-stakeholder consultative
in 2021. process, has developed a National Disaster
Risk Management Framework which serves
The humanitarian response in Pakistan is led as national policy on disaster risk reduction
by the government in collaboration with the and has supported the development of
key humanitarian actors mentioned earlier. detailed disaster response contingency
The HCT complements national efforts and plans.14
addresses priority gaps, strengthening the
coordinated response between humanitarian In the wake of COVID-19, a National
actors and government counterparts at the Coordination Committee was constituted
federal and provincial levels. comprising the Prime Minister and Chief
Ministers of the provinces.15 A COVID-19
For 2021, the UN Humanitarian Response Relief Fund was launched and the diaspora
Plan (HRP) has identified 10.5 million people were among the highest contributors to the
in need of humanitarian assistance and sets fund.16 In April 2020, the Pakistani govern-
out two strategic objectives: saving lives ment launched the Yaran e Watan initiative
by providing integrated services to those (“Friends of the country” in Urdu) to mobilize
affected by shocks; and providing support diaspora health professionals to provide tele-
to vulnerable people to sustain their liveli- health services for Pakistan, such as telemedi-
hoods and improve their living conditions cine consultations to COVID-19 patients, tele-
and resilience.12 training of health workforce members and
research collaboration specific to COVID-19.17
Multi-sectoral responses are required for To engage humanitarian actors including dia-
the most at-risk communities due to repetiti- spora organizations and their partners in the
ve natural disasters, the recurrence of food response against COVID-19, the government
insecurity and high prevalence of acute granted special permission to all humanitarian
malnutrition. Those pre-existing vulnerabili- actors which allowed them to start their
ties have been aggravated by the continuing response activities quickly while formal
impact of COVID-19. approval was still being processed.
UN OCHA (2020), Pakistan Humanitarian Response Plan 2021 https://hum-insight.info/plan/1034
12
13
Historical Calamity Act of 1958 with the National Disaster Management Ordinance (NDMO) 2006.
14
National Disaster Management Authority (August 2012), National Disaster Management Plan, Executive Summary: https://
www.ndrmf.pk/wp-content/uploads/2018/07/NDMP-EXECUTIVE%20SUMMARY.pdf
15
The News (16 March 2020), National Coordination Committee reviews measures taken to curb coronavirus: https://www.
thenews.com.pk/latest/630081-national-coordination-committee-reviews-measures-taken-to-curb-coronavirus
16
EU DiF (2020), Diaspora engagement mapping - Pakistan: https://diasporafordevelopment.eu/wp-content/up-
loads/2020/11/CF_Pakistan-v.2.pdf
17
https://www.facebook.com/yaranwatan
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The Pakistani diaspora is a major source of remittances to the country. According to the State Bank
of Pakistan, the Pakistani diaspora sent back some USD $21.8 billion in the fiscal year 2018/2019.20
3.3. Pakistani diaspora Owing largely to different initiatives of the current government to encourage and facilitate
remittances, it is expected that the volume of remittances will rise to USD $24.4 billion by the end
As of 2019, with over nine million individuals, the Pakistani diaspora is the seventh of 2021.21 The volume of remittances increased in 2020 by 6.4% compared to the previous year,
largest immigrant population in the world.18 seemingly overall unaffected by the COVID-19 pandemic, although remittances from certain
markets, such as the USA, did see a drastic reduction (21.6% reduction from 2019 to 2020).22
Of this group, the large majority are based in the Middle East. Saudi Arabia is home to the largest
population, with 2.6 million, followed by the United Kingdom with 1.5 million. Other major countries Remittances form the first and immediate diaspora response in times of crisis, moving beyond
include the United Arab Emirates (UAE) (1.4 million), the USA (500,000), Oman (239,000), Canada families to vulnerable community members. Interviewees for this research indicated that support
(216,000), Qatar (125,000), Malaysia, (120,000), Italy (114,000), Kuwait (114,000), Bahrain (110,000) is usually channelled through family members, relatives or friends to support relatives and/or fellow
and France (104,000).19 community members, often during Ramadan when Muslims pay sadaqa and zakat, as well as in
times of crisis.23 This support is usually in the form of cash assistance to the neediest in the
community, identified by friends or family on the ground.
Diaspora organizations are active both in development actions and humanitarian response with
7
a range of structures and set-ups. The diaspora organizations mapped in this research tended to
be active both in development and humanitarian sectors; no organization or group was identified
TH that could be considered only humanitarian. Different structures and set-ups were seen evolving
over time, such as the Swat Relief Initiative (SRI), as highlighted below. The most common set-up
is formal, often with the organization or group being well established in the country of residence,
often for decades, with representatives and offices in Pakistan. Some organizations with this struc-
28
ture, such as Penny Appeal, Imamia Medics International and the Minhaj Welfare Trust are also
active in humanitarian response in other countries, such as Syria, Yemen and Lebanon, and are
close to the model of an INGO. Some diaspora organizations also provide services for Pakistanis
LARGEST DIASPORA BILLION in their countries of residence, such as the Pakistani Welfare Society in Saudi Arabia, the Pakistan
POPULATION IN THE WORLD USD Association of Dubai (PAD) in UAE and Edhi International Foundation in major global cities (for
instance New York, Dacca, Tokyo, Sydney, London, Dubai).
Another type of diaspora organization often active in humanitarian response were those organized
by the same profession, such as health professionals (for instance, Midland Doctors, Association of
Physicians of Pakistani Descent of North America), engineers (for example, Institution of Engineers
24
Pakistan-Saudi Arabian Center) or sector-specific (notably in education, such as the Citizens Foun-
dation and Development in Literacy). These organizations tend to provide ongoing support in their
REMITTANCES IN 2018/19 speciality area, upscaling in times of crisis. For example, the Association of Pakistani Physicians
and Surgeons of the UK (APPS) has ongoing health activities in Pakistan such as support to health
clinics and awareness campaigns. They launched a series of activities in 2020 to respond to the
COVID-19 pandemic, including providing personal protection equipment for health professionals,
DIASPORA ORGANIZATIONS setting up telemedicine workshops and establishing a helpline, partnering with the above-
ACTIVE IN HUMANITARIAN RESPONSE mentioned Yaran e Watan initiative.
20
he News (30 May 2021), Pakistani diaspora sends USD $21.841bln remittances back home in FY19: https://www.thenews.
T
com.pk/print/496593-pakistani-diaspora-sends-21-841bln-remittances-back-home-in-fy19
The News (30 May 2021), Pakistan Migration Report 2020: Remittances from informal channels on the rise: https://www.
21
thenews.com.pk/print/617314-pakistan-migration-report-2020-remittances-from-informal-channels-on-the-rise
22
Ahmed, J. (February 2021), Impact of COVID-19: Focussing on Remittance Flows to Pakistan. Pakistan Institute of Develop-
IOM (August 2019), Pakistan, Migration Snapshot: https://migration.iom.int/sites/default/files/public/reports/Pakistan%20
18
ment Economics: https://www.researchgate.net/publication/348975138_Impact_of_COVID-19_Focusing_on_Remittan-
Migration%20Snapshot%20Final.pdf ce_Flows_to_Pakistan
Pilot Guides (undated), The Pakistani Diaspora: https://www.pilotguides.com/study-guides/the-pakistani-diaspora/
19 23
https://www.globalsadaqah.com/blog/zakat-vs-sadaqah/
28 29ENHANCING ENHANCING
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Overview of structures of
24 mapped diaspora organizations
From an informal response to a formal diaspora organization:
Swat Relief Initiative
4
Ms. Zaib un Nisa, the founder and chief executive of SRI, belongs to the
traditional royal family of the Swat State, which merged with Pakistan in 1969.
Ms. Nisa lives in the USA but is in close contact with the community back home.
During the instability in 2009 when millions of people from Malakand Division,
15
mainly Swat district, were displaced, Ms. Nisa collected money from family and
friends in the USA and rushed to Pakistan to support those crisis-affected
people. She stayed in Pakistan for months to support the people and once she ASSOCIATIONS MANAGED
got back to the USA, she discussed with her husband that one-time support MAINLY BY VOLUNTEERS
was not enough and that she would like to continue supporting her people.
Afterwards, she consulted with family and friends abroad and with their sup-
port, the Swat Relief Initiative was established. Since then, the organization
has not only responded to major humanitarian crises but has also pursued
longer-term programs mainly supported by the Pakistani diaspora in the USA.
Swat Relief Initiative is registered both in the USA and locally in the Swat
district. Today, Swat Relief Initiative is one of the key humanitarian and OFFICIALLY REGISTERED ORGANIZATIONS
developmental players in the SWAT district. IN COUNTRIES OF RESIDENCE WITH STAFF,
VOLUNTEERS AND GOVERNANCE STRUCTURES
Of the diaspora organizations covered in
this research, 24 were identified as being
regularly active in humanitarian response;
half had a physical presence in Pakistan.
This case study identified 24 diaspora
organizations that were regularly active in
organizations (15 out of 24) have official
status as a non-profit organization or charity
in their country of residence, often with staff,
volunteers and a governance structure. Four
out of the 24 were association-type organiza-
3LOOSE NETWORKS OF VOLUNTEERS
COMING TOGETHER TO RESPOND TO
CRISES
humanitarian response; some half (13) were tions often with non-profit status and mana-
2
based in North America (USA with one in ged mainly by volunteers with some having
Canada), followed by Saudi Arabia (three), staff. To a lesser extent networks, teams or
UK, (two), Australia (two), Norway (one), UAE groups of volunteers that came together for a
(one) and two had offices in multiple loca- common effort in humanitarian aid represen-
tions (including Australia, UK, UAE and the ted three out of the 24 mapped. Two diaspora
USA). organizations were registered and/or based in
Pakistan with an affiliate office and/or repre-
The diaspora organizations that were more sentatives in countries of residence. However, ORGANIZATIONS REGISTERED OR BASED
regularly active in humanitarian response a further nine diaspora organizations were IN PAKISTAN WITH AN AFFILIATE OFFICE OR
tended to have formal structures in their known to have offices and/or representatives REPRESENTATIVE IN ANOTHER COUNTRY
countries of residence with corresponding in Pakistan; in total half (12 out of 24) were
offices in Pakistan. Over half of diaspora known to have a presence in Pakistan.
30 31ENHANCING ENHANCING
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SETTINGS SETTINGS
Penny Appeal Swat Relief Initiative (SRI)
Residing country: USA, UK, Australia Residing country: USA
Active since: 2009 Active since: 2009
Structure: Penny Appeal is a registered Structure: SRI is registered in both the
charity in the USA, UK, Australia and USA and in Pakistan as an NGO
Pakistan
Description: Penny Appeal is
implementing programs both in the
development and humanitarian sectors. Description: While mainly implementing
In development, it focuses on livelihoods humanitarian and relief programs, SRI works
and skills development, women’s emp- across the emergency, early recover and
owerment, health and education (school development continuum
construction). It is active in other countries
aside from Pakistan, including Yemen, Syria,
Lebanon
Main areas of intervention: Education, Main areas of intervention:
livelihoods, WASH (water supply and Livelihoods, WASH, health and education
hygiene kits), shelter
Main partners: Human Development Founda-
tion, Khapal Kor Foundation, communities
Funding: Diaspora contributions, Funding: Diaspora contributions and
The following is an overview of six of the more formal diaspora organizations institutional donors and general public foundations
engaged in humanitarian action identified through this research. All six are registered
in the countries where they are based but with different modus operandi.
They range from project-based interventions dependent on sporadic diaspora contributions
implemented by contacts on the ground with no interaction with institutional humanitarian Engagement with humanitarian system:
actors, to focused humanitarian and development interventions supported by institutional Penny Appeal implements directly as well
donors and implemented with or through local partners who participate in institutional as through partner organizations. In both Engagement with humanitarian system:
humanitarian coordination mechanisms. It should also be highlighted that diaspora cases, Penny Appeal participates in the Participates in coordination
organizations can also have a mixed modus operandi combining both these approaches. coordination system in place at different meetings and mechanisms
levels and is fully integrated in the
institutional humanitarian system
Geographic focus: Sindh, KP, Baluchistan Geographic focus:
and Punjab provinces Swat district of KP province
32 33ENHANCING ENHANCING
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Association of Pakistani Physicians
The Citizen Foundation Pakistan Association of Dubai (PAD) Human Development Foundation (HDF) and Surgeons of UK (APPS)
Residing country: USA Residing country: UAE Residing country: USA Residing country: UK
Active since: HDF was established in 1997
Active since: 1995 Active since: 1963 Active since: 2004
and has been active in Pakistan since 1999
Structure: Registered as a non-profit, social
Structure: A registered charity with welfare and cultural organization in UAE Structure: HDF is registered in the USA and Structure:
42 chapters across the USA and registered working through volunteers with staff in as a non-profit organization in Pakistan APPS is a registered charity in the UK
as a NGO in Pakistan Pakistan
Description: The Foundation operates a
network of 1,652 schools, educating Description: PAD provides development
266,000 students through 12,000 teachers and humanitarian assistance with the help of Description: The aim of APPS is to
Description: HDF is implementing
and principals, with over 17,400 employees. volunteers and staff. They have established build bridges among health professionals of
development and humanitarian programs.
The Foundation is the largest private emp- an orphanage and are supporting it on a Pakistani heritage and promote the highest
Likewise, the organization has regular
loyer of women in Pakistan with an all- regular basis. They are working on skills standards of patient care and education.
advocacy programs on tobacco control,
female faculty of 12,000 teachers and enhancement, education, women’s emp- APPS carries out activities both for the
social capital development, education and
principals. The Foundation is active both owerment, health. They also provide support UK Pakistani community and in Pakistan.
literacy, primary health care, economic
in development and humanitarian sectors, to orphans and Pakistani prisoners upon The projects range from improving medical
development, women’s empowerment
including in economic development and their release from UAE jails education to mobile health units
environment protection
Main areas of intervention: Education,
Main areas of intervention: Education, Main areas of intervention: health, economic development, gender/ Main areas of intervention: Health, education
livelihoods, gender/women’s empowerment Education, livelihoods, WASH women’s empowerment, WASH, shelter
Funding: Diaspora contributions Funding: Diaspora contributions, Funding: Diaspora contributions
Funding: Diaspora contributions and
and institutional donors foundations, institutional donors No formal engagement with humanitarian
private companies system
Engagement with humanitarian system:
The Pakistan Chapter of the Citizen Foun- Engagement with humanitarian system: Engagement with humanitarian system: Engagement with humanitarian system:
dation is part of the broader humanitarian No formal engagement with Actively engaged and participates in cluster No formal engagement with
structure in country humanitarian system meetings humanitarian system
Geographic focus: Sindh, KP, Punjab Geographic focus: Geographic focus: HDF is active in 34 dis- Geographic focus: UK and Pakistan
and Baluchistan provinces Swat District of KP Province of Pakistan tricts across different provinces of Pakistan
34 35ENHANCING ENHANCING
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SETTINGS SETTINGS
4.
DIASPORA
HUMANITARIAN
RESPONSE In addition to these motivations, according
to interviewees, diaspora organizations are Midland Doctors provide more long-term sup-
motivated by a desire to alleviate suffering port such as hospital construction, purchasing
and contribute to the long-term development ambulances, establishing children’s clinics
4.1. Motivations for humanitarian response of Pakistan. This means that the development and ongoing training for health personnel.
projects and humanitarian interventions sup- The organization becomes active in times
A sense of belonging, socio-cultural and there is also a strong socio-cultural obligation ported and implemented often extend beyond of crisis, such as for COVID-19 and the 2019
religious obligations, and a desire to allevia- for Pakistanis abroad to help their villages home regions, as seen with Development earthquake in the Kashmir region.
te suffering and provide longer-term support and/or regions of origin. This also extends in Literacy, Penny Appeal, Human Develop-
for Pakistan are drivers for diaspora huma- to those who migrate from rural areas to ment Foundation (HDF) and Crescent Relief Diaspora and diaspora organizations are
nitarian response. Diaspora are alerted to work in the larger cities of Pakistan. This type amongst others. This approach can also alerted to emerging and current crises
crises through multiple channels in addition of support, often in the form of cash transfers extend to helping Pakistanis with human- through multiple channels, primarily from
to formal requests from the Pakistani or commodities, traditionally passes through itarian needs in other countries, in addition their friends and extended families, media
government. families and friends based in the home regi- to diaspora organizations acting similarly to coverage and their volunteer networks,
ons and they then select the most vulnerable humanitarian INGOs in other countries in partners and staff in Pakistan. The organi-
Individuals and the more informal diaspora in the communities. The diaspora organizati- times of crisis, as described above. zations can also be alerted by the Pakistani
groups are usually motivated by the religi- ons with a geographical focus also facilitate government and officially requested to
ous teachings of giving, sadaqa and zakat as such support, such as the SRI active in the The motivation to contribute to the long- support a humanitarian response, as seen
described above. This can also be used by Swat district of the KP province and the term development of Pakistan is particularly with the Yaran e Watan initiative where twelve
the more formal diaspora organizations as an Sindhi Association of North America active well illustrated by diaspora organizations with diaspora organizations have partnered with
appeal for funds.24 According to interviewees, in the Sindh province. a distinct specialization. For example, the the Ministry of National Health Services.
For example, Penny Appeal, Crescent Relief, the Citizens Foundation, Hope Charities and the Human Development Foun-
24
dation all have sadaqa and/or zakat appeals for funds on their websites.
36 37ENHANCING ENHANCING
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HUMANITARIAN HUMANITARIAN
SETTINGS SETTINGS
Type of crises: As seen in the examples
below, the large majority of humanitarian
interventions by diaspora organizations were
for sudden onset crises such as floods and
earthquakes, in addition to responding to the
COVID-19 pandemic. There were examples
seen where organizations have responded
to more protracted crises like population
4.2. Diaspora response activities Activities not undertaken: As described displacement, such as the SRI highlighted
above, formal diaspora organizations under- earlier. In spite of the propensity for drought
Diaspora organizations in Pakistan primarily build on their existing development programmes take a range of humanitarian response activi- in Pakistan, diaspora organizations were less
and projects to scale up in times of humanitarian crisis, and are mainly active in education, ties. Although none were identified as being active in prevention activities. Almost all
health and livelihoods. active in protection, some were involved in diaspora organizations identified were
activities such as legal aid and gender equa- providing longer-term support to communi-
This has been seen in their response to the COVID-19 pandemic, where many diaspora lity which have protection elements. Given ties in the fields of education and health.
organizations were active across a range of areas including education, health, food security and their development experience, some diaspora In this respect, the organizations were
livelihoods and water, sanitation and hygiene (WASH). Although most diaspora organizations revert organizations were also capable of carrying working along the humanitarian-development
to their development and ongoing activities following a crisis, examples are seen where they will out longer-term responses, such as provision nexus even if they did not necessarily identify
provide ongoing support to communities suffering in the aftermath. For example, the PAD provides of direct healthcare and nutrition programs. it as such.
ongoing financial support to a L/NNGO called Parwarish for children that were orphaned as a result
of the insurgency in the Swat district some ten years ago.
The 24 diaspora organizations assessed were involved in mainly three areas of intervention.
Although some organizations had a specialization, such as education or health, examples were Education 16
seen where even these organizations worked in other areas during a crisis, as seen with the
Midland Doctors carrying out WASH activities in an earthquake response (see further below).
The main activities of the mapped diaspora organizations were: 15
Health
• Education: including funding and support for students and their families from vulnerable groups
such as refugees and displaced children; girls’ education and gender equality; and vocational Food security and livelihoods 15
training for health professionals, engineers and teachers. Additional interventions were seen in
response to the COVID-19 pandemic, such as supporting schools in adapting to remote teaching.
Many diaspora organizations link these actions with their longer-term support to education in WASH 9
Pakistan.
Gender, diversity and inclusion 5
• Health: including providing medical equipment and supplies; and dispatching local and diaspora
medical teams to scale up existing medical services. For example, during the COVID-19 response, Economic development/
the PAD supported the government in adapting a hospital for COVID-19 positive patients. Many 4
income generation
diaspora organizations active in the medical field built on their existing medical programmes and
partnerships in times of crisis. Shelter 2
•F
ood security and livelihoods: including providing cash, food, and support
for women’s livelihoods.
• WASH: Providing water (e.g. temporary water tanks); repairing and/or installing Figure 1: Main areas of intervention
water installations and WASH in schools serving vulnerable communities. (24 diaspora organizations – multiple responses)
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