Primary Education Program by EY-DIYA- PAKISTAN

www.diyapak.org EAC Diya Primary Education Program
Proposal to implement primary education program for 40,500 OOSC in Pakistan
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DIYA Pakistan
Primary Education Program for Out of School Children
www.diyapak.org
getinvolved@diyapak.org
facebook.com/Pakistan.Diya
PhotoCredit:IPS/AshfaqYusufzai

1
Overview - EAC DIYA Primary Education Program
EAC Diya Primary Education Program (or “the Program”)Program title
Diya Pakistan (Registered) (or “Diya”)Organization
To enable 40,500 out of school children (OOSCs) to enroll for and complete a 40-month primary education program. This
will be achieved through accelerated establishment of 1,350 community home-schools. The Program is aligned to the
government’s Universal Primary Education (UPE) efforts.
Project goal
Coverage will be across all four major provinces in Pakistan – Punjab, Sindh, KPK and Baluchistan. Key districts to include
Rawalpindi, Attock, Chakwal, Jhelum, Gujranwala, Sialkot, Narowal, Sheikhupura, Sangodha, Jhang, Faisalabad, TT Singh,
Sahiwal, Khanewal, Multan, Vehari, Pakpattan, Bahawalnagar, RY Khan, DG Khan, Muzafargarh, Mianwali, Bhakar, Khushab,
Jacobabad, Shikarpur, Mardan, Swabi, Swat, Pishin and Turbat
Project location
PHASE 1 - First 3 years – complete enrollment of 40,500 OOSCs
PHASE 2 – Year 4 to Year 6 - primary education completion (40 month education period)
Project duration
Direct impact: 40,500 OOSCs enrollment in first three years; 1,350 home-schools established
Long term impact: 1,350 fully operational schools with capacity for 40,500 students on year-on-year basis
Project impact
Diya Pakistan (in collaboration with its volunteer network and partner institutions including Kawish and ILM Trust)Project partners
USD 4,800 over 40 months (USD 120 per month or USD 1500 per year)Cost per school
USD 50 per year per OOSC (rounded off)Cost per child

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Executive summary
Diya is proposing to help 40,500 OOSCs in Pakistan to enroll for and
complete the primary education program.
Pakistan’s education situation is deplorable
The nation faces an ‘education emergency’ with more than 9 million
school-age children not having access to basic education. Literacy
rates are low, 69% for men and 45% for women.
The challenge…
A large segment of marginalized OOSCs are constrained by economic
reasons and are in child labor, farm hands or beggars. In other
instances, the main impediment to schooling is the family or cultural
considerations that prevent girl students from participating in large
size, mixed-gender schools.
Innovative, practical, community-based solution
The Program will establish and operate home-schools to provide
door-step access to education in localities where there are no
government schools or education facilities. Teachers (primarily
qualified ladies) will be identified from local communities and
provided with training and resources under Non Formal Basic
Education (NFBE) framework. Home-schools follow the government-
approved curriculum that makes it easier for students to get
admission in regular government secondary schools once they have
completed the Program.
Diya will set up a high-powered Steering Committee including
nominees of primary donors to regularly evaluate progress. Key
performance indicators shall be monitored and reported regularly.
Financial audit will be undertaken by a Big 4 firm on annual basis.
High impact and sustainable
The Program will establish 1,350 new schools over a three year period
(450 schools each year). Each school will enroll 30-35 OOSCs reaching
a total of 40,500 students in Year 3. Once established, the schools will
operate on a perpetual basis, monitored and guided by Diya.
Diya has 25 years’ of proven, successful track record
Since 1988, Diya is working relentlessly to provide access to education
to financially distressed, talented students. Diya has disbursed more
than 195,000 education scholarships with a spending of more than
PKR 350 million.
When Pakistan suffered from catastrophic floods in 2010, Diya was
able to quickly mobilize its nationwide network to rehabilitate 85,000
flood affected school children over a six-week period.
Through our partner-institution (including Kawish and ILM Trust),
there are more than 1,300 home-schools established across Pakistan.
Result-oriented approach, professionalism, transparency and
accountability characterizes Diya’s operation, winning us the trust of
prominent donors like Ernst & Young, HSBC, Western Union, Bank
Islami and Al Baraka Group amongst others.
Financial plan
Cost per student per year is USD 50.
For a class of 30 students, annual cost per school is c. USD 1,500.
Total project cost for 40,500 students over 40 month period is
estimated at USD 6,784,169.

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The dismal state of affairs in education in Pakistan today presents a catastrophic education emergency. Even though the constitution mandates free and
compulsory primary education for children aged 5-16, the standard of education, access and the facilities are sub-par. Some of the most significant
barriers to education in Pakistan are:
Amidst such pressing problems and lack of investment in the sector, there are a large number of out of school children in the country, an issue which
requires urgent attention. Of the 9.2 million OOSCs…….
Pakistan’s EDUCATION EMERGENCY - A dismal state of affairs
Insufficient spending Poverty Social issues Corruption
Only 2-3% of GDP spent on
education
A large segment cannot
afford school fees (and
revert to child labor)
Family and cultural norms
prevent many girl students
to attend formal schools
“Ghost schools”,
mismanagement and
teacher absenteeism
Background and rationale
Higher number of
OOSCs are girls
(38.9%) than boys
(30.2%)6
Poor children worse
off: 49.2% compared
to 17.5% in richest
quintile6
Dropout highest in
grade 5 (42.8%),
most do not
transition to
secondary ed.6
Net Enrolment6
Punjab - 61%
Sindh - 53%
KPK - 51%
Baluchistan - 47%
2nd in the
world for
OOSCs
Low Literacy Rate2 Abysmal Education
Development Index Score5
Large Number of Out of
School Children3
Poor Education
Infrastructure1
Gender Disparity4
21,000 schools have
no building
Only 69% of men and
45% of women can
read
9.2 million out-of-
school children
(Primary 6.5m)
5.2 million out-of-
school girls & 4
million out-of-school
boys
113 of 120
countries

4
Background and rationale (cont’d)
The Program will target an accelerated build-up of community home-
schools in remote and educationally disadvantageous localities in
rural and urban Pakistan. It is a sizeable intervention that follows a
proven, successful model and seeks to enroll 13,500 OOSCs in each
of the first three years of operation. The approach addresses a
number of critical bottlenecks in the supply of accessible, quality
education through localized, innovative solutions. The key elements
of the program are:
• Door-step, affordable access to education mobilizing teachers and
students from local community and operating schools from the
homes of the teacher (under approved guidelines)
• Government curriculum for primary education
• Flexible approach catering to a wide age-group of OOSCs
• Accelerated completion of program within 40 months
• OOSCs sit for Class V government education board exam upon
completion
• Majority of financial donation is for the ‘soft infrastructure’
including teaching kits, learning kits and teachers’ (nominal)
salaries, and less than 4% of the overall cost is towards general
and administrative expenses (leveraging the available volunteer
infrastructure of Diya and its partner institutions). This minimizes
any moral hazard issue or misuse of funds
• Creates employment opportunity for talented teachers
• OOSCs wishing to continue higher education or vocational training
will be supported by Diya through its regular education program
• Once established, the home-schools will continue to operate and
be supported by existing and new donors in Diya network
How EAC Diya Program will make a difference?
1. Proven, successful, 26 years’ track record in providing access to
education for the marginalized segments of the society through
our nationwide operational network
(http://www.youtube.com/watch?v=H0SL2IeKKqU)
2. Managed by an accomplished team with highest integrity –
committed to professionalism, transparency and accountability
at all levels – annual audit by KPMG
3. Proposed Program will trigger a significant breakthrough in
providing OOSCs door-step access to quality education –
objective is to build scale for this cost effective model through a
collaborative approach
Why Diya?
26
years track record,
making a difference
since 1988
425m+
In donations (PKR)
received and
disbursed
235k+
merit scholarships
awarded over 26
years
700+
schools, colleges
and universities
across Pakistan
Diya IMPACT
1350+
ILM community
home-schools
already working
6500+
Volunteers across
32 districts
450
ILM mini libraries
1700
ILM teachers driving
the program (incl.
model schools)
Home Schools
(delivered in collaboration with partner institutions)

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Provide access to primary
education by enrolling at least
40,500 OOSCs in first three
years (1,350 home-schools)
Ensure 13,500 OOSCs
complete their primary
education annually (Year 4
and onwards) from
established home-schools
Prioritize resources to invest
in soft infrastructure, e.g.
teacher training, teaching kits
and learning kits
Significantly increase
outreach to OOSCs
Target poor, marginalized,
hard-to-reach children (in
child labor, farm hands,
beggars, etc.) who are unable
to afford education for
economic or cultural reasons
Create employment
opportunities for talented
youths (predominantly female
teachers) to work-from-home
in line with their local culture
Bring marginalized
segments into mainstream
Eliminate gender
discrimination by providing
door-step access to education
to girl and boy students who
are unable to participate in
regular schools
Reduce the gender gap in
education
Align with government’s
national policy on Universal
Primary Education, pursue
government-approved
curriculum, and prepare
OOSCs to pass Class V exam
from the relevant
government education board
on completing the 40-month
Program
Support government
initiatives in education
Project goals and objectives
Project goal
To trigger significant breakthroughs in providing OOSCs in poverty, crises or cultural-restricted environment with
door-step access to quality, primary education. The Program will specifically help address cultural issues relating to
inability of girl students to participate in large size, mixed-gender schools.
The success of more than 1,350 home-schools and the non-formal basic education framework over the years is
acknowledged by the government who is actively supporting this innovative model. The main hindering factors
include the lack of financial commitment from the public sector and low priority from the private sector. This cost
effective Program will help replicate the success of home-school model at a much bigger, provincial and national
level.
KeyObjectives
1 2 3 4

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NUMBER OF OOSCs REACHED
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6
450 Schools opened in First Year 13,500 13,500 13,500 13,500 13,500 13,500
450 Schools opened in Second Year - 13,500 13,500 13,500 13,500 13,500
450 Schools opened in Third Year - - 13,500 13,500 13,500 13,500
Total OOSCs reached in the year 13,500 27,000 40,500 40,500 40,500 40,500
The qualifying graduates of home-
schools will be offered financial
scholarship from Diya under our
regular education program, to
continue higher schooling.
Project beneficiaries
Target OOSC beneficiaries
Target population: Age group 5-14 years; not going to school; in child
labor (farm hands, beggars, cottage industry); in localities with no
government education facilities; balanced gender split encouraging
enrollment of both girls and boy students.
Target geographies: Localities across a number of districts with no
government or other educational infrastructure. (Punjab) -
Rawalpindi, Attock, Chakwal, Jhelum, Gujranwala, Sialkot, Narowal,
Sheikhupura, Sangodha, Jhang, Faisalabad, TT Singh, Sahiwal,
Khanewal, Multan, Vehari, Pakpattan, Bahawalnagar, RY Khan, DG
Khan, Muzafargarh, Mianwali, Bhakar, Khushab. (Sindh)- Jacobabad,
Shikarpur. (KPK) - Mardan, Swabi, Swat. (Baluchistan)- Pishin, Turbat.
Program structure
Diya plans to establish 450 home-schools every year over first three
years (total 1,350). Each school will have enrollment of 30-35
students. OOSCs will complete a 40 month Program and will then sit
for the regular government board Class V exams. A total of 40,500
OOSCs will be enrolled over a three year period under the Program.
Once the home-schools are established, the plan is for them to
continue to operate perpetually. Hence, once the Program is
complete, Diya intends to continue to operate these 1,350 schools,
mobilizing new resources from existing/new donors to keep 40,500
OOSCs in school every year.
* Shaded cells
represent new OOSCs
that will be enrolled
in our established
home-schools after
completion of the
Program.
1,350
home-schools
established
40
months Program
duration
40,500
OOSCs qualify
primary education
40,500
OOSCs enrolled
Year 3 & onwards
1,350
teachers
employed
1 2 3 4 5
ResultsFramework

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Strategy, activities and implementation plan
Operational
Excellence
Strategicpillars
1
Strategic
intent
Actions
required
Leverage the existing scalable, cost-
effective operational platform
• Site selection & mobilization
• Onboarding of local teachers
• Enrollment of target OOSCs
• Successful completion of 40-month
program
Exceptional
Leadership
3
Deliver high-impact programs through
professional & accountable leadership
• Establish Program Steering Committee
to provide oversight
• Regular monitoring, evaluation, impact
assessment and communication
• Annual financial audit by Big 4 firm
Resilient Financial
Plan
2
Mobilize initial and on-going funding through
primary and supporting donors
• Primary donors: Agree budget and fund
disbursement schedule
• Ongoing funding: Launch Adopt-a-School
scheme for Diya donors in Pakistan and
Middle East (individual and institutions)
Program
Mission
EAC Diya Primary Education Program
Accelerated build-up of home-schools to enroll 40,500 OOSCs and
ensure completion of 40-month primary education program

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Strategy, activities and implementation plan (cont’d)
Strategic Pillar What needs to be done? Implementation plan and milestones
Operational
Excellence
Leverage the existing,
scalable, cost effective
operational platform
to quickly enrol 13,500
students in each of
Year 1, 2 and 3
1
Site selection and mobilization
for 450 home-schools
(in each of Year 1, 2 and 3)
1 • Working with our partner institutions, finalize the list of 12-15
districts in Punjab, Sindh, KPK and Baluchistan for the first 450
home-schools (Year 1). Leveraging our existing network, plan to
operationalize 90 schools within the first 90 days. For each of the
following quarter, plan to operationalize 120 new schools
Onboarding of local teachers
(total of 1,350 teachers… one
per home-school)
2
Enrollment of target OOSCs
3
Successful completion of 40
month program
4
• Establish a core team of 2-3 coordinators for each district. Invite
applications, conduct interviews and sign-up local teachers
• Initiate the two-week induction training program managed by
District Coordinators. Procure and distribute Teaching Kit and
Learning Kit. Follow up with monthly coaching sessions and
maintain full record
• Teachers to finalize enrollment of 30-35 OOSCs within 15 days of
launch of the home-school
• Complete first month review of home-school progress and ensure
at least one field-visit within first three months
• Regular monthly follow-up with teachers, review of attendance
register and motivational talk to OOSCs during each site visit
• Deliver training and coaching program for teachers (monthly,
quarterly and annually)
• Organize students’ appearance for Class V exams at the
government-approved examination centres, and report results

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Resilient
Financial Plan
Mobilize initial funding
and develop donor
mobilization programs
for ongoing
functioning of the
schools
2
Agree budget and fund
disbursement schedule from
primary donors
5
Launch Adopt-a-School scheme
for Diya donors
(individuals and institutions)
6
• Diya to mobilize funding from existing and new donors for OOSCs
to ensure that the home-schools remain operational perpetually
• It is planned that 500-600 individual donors from Diya’s network
will adopt 1-2 home-school each, at an annual cost of USD 1,500
per school
• Diya will further mobilize 20-30 institutional donors to adopt 40-50
home-schools each
• With the completion of EAC program, Diya to ensure that all 1,350
home-schools have been adopted by new donors
• Primary donors to finalize proposal and budgets by Q2 2014
• Agree controls and key performance indicators around fund
mobilization and disbursement
• Ensure indirect general and administrative expenses are
maintained at minimum, always less than 4% of the overall outlay
• Initiate pilot project in April 2014*
* Pilot project (70 home-schools) initiated by Diya in April 2014

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Exceptional
Leadership
Deliver high impact
primary education
intervention programs
through professional,
transparent and
accountable
leadership
3
Establish Program
Steering Committee (PSC)
to provide direction and
oversight
7
Regular evaluation,
impact assessment,
monitoring and reporting
8 • Maintain a simple and effective management information system
based on quality data, to track and report performance
(operational, financial, administrative)
• Monitor progress of teachers and home-schools against agreed
targets, on a monthly basis and maintain formal record
• Formalize and achieve key metrics including service level
agreements and turnaround time relating to project administration
• Gather feedback and action key findings. Further strengthen the
framework each year
• PSC to have 3 nominees each from primary donors
• Meet semi-annually to assess impact made by the Program,
challenge and feed back recommendations for strengthening the
operational and financial performance
• Establish performance metrics, refine and update standardized
policies, processes and procedures for the Program, and ensure
targets are achieved
• Manage key stakeholders including public sector education
authorities, donors, media, volunteers, teachers and OOSCs
Annual external audit
by a Big 4 firm
9
• It is expected that KPMG would continue to be the external
auditors. Diya will request special focus on the Program execution
to ensure controls are effective and ensure fully transparency

11
Monitoring and evaluation
MonitoringA EvaluationB
We will work through a Program Management Office (PMO) that will be led directly by a senior team member. The PMO will be the central
body responsible to ensure performance tracking, evaluation, communication with the leadership and the delivery teams, and to ensure that
target results are achieved.
The bottom-up framework includes:
1. District Coordinators – monthly and quarterly liaison with home-
schools in their respective districts (including regular field visits).
Key metrics are student enrollment, attendance and teachers’
training & development
2. Regional Coordinators – collect information & data in their
respective districts and liaise with PMO (8 regions to include
Quetta, Karachi, Sukkur, Lahore, Multan, Muzafarabad,
Peshawar, Chitral, D.I. Khan and Swat)
3. PMO – establish and maintain a structured management
information system to keep track of home-schools, teachers’
training & development, enrollment, attendance, program
completion, examination results, donor network and financial
plan
4. Program Director – liaise with PMO and Regional and District
Coordinators to review monthly and quarterly performance and
action the agreed / remedial plan
5. Program Steering Committee (PSC) – review performance
dashboards received from PMO / Program Director on quarterly
basis and direct appropriate actions
Performance evaluation against a set criteria to include:
1. Accelerated build-up of home-schools as per plan
2. Mid session assessment of students’ academic performance
3. Annual assessment of academic performance
4. Home school performance (enrollment, drop-outs, training &
development, students’ performance)
5. Annual assessment of financial and donor administration plan
The evaluation is documented in a standardized RAID document
(Risks, Actions, Issues under management, Decisions). Feedback will
result in agreed corrective actions, decisions, issue escalation and or
scope change.
CommunicationC
PSC communication will involve:
1. Quarterly Performance Dashboard (PDF by email)
2. Semi annual leadership meeting (via video-con or tele-con)
3. Annual Performance Assessment Report (PDF by email)
4. Annual leadership meeting (in person, in Rawalpindi or Doha)
5. Annual Impact Assessment Report (PDF by email)
6. Annual external audit report of Diya by Big 4 firm (PDF by email)

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Strong follow-
through under
Diya’s regular
education
initiative
Aligned
with govt
education
policy
Community
based
program
Sustainability strategy
Providing localized, low-cost, scalable solutions
1. Community based program: Home-school model is based on the concept of hand-holding
communities to self-identify the severity of the education challenge for their children, agree a local
qualified resource to take responsibility as teacher (who has access, trust and influence on the local
population), who then identifies and enrolls OOSCs and manages the school, and is supported by Diya
on administrative, educational and financial matters. Diya plays a central role as mentor and coach to
the local teacher.
2. Aligned with government’s education policy: Home-schools subscribe to the government curriculum
and upon completion of Non-Formal Basic Education program, OOSCs sit for the Class V examination
conducted by the provincial education boards. Once they pass, they qualify for admission in regular
schools should they opt to pursue higher education.
3. Strong follow-through under Diya’s regular education initiative: Diya has a proven track record of
delivering education to the most distressed segment of the society across Pakistan over the last two
decades. Diya is committing to support qualifying OOSCs who may wish to pursue higher education or
vocational training under our regular education program.
Mitigation PlanKey Risks
The teachers will be from the local community who have access to and trust of their neighborhood. Home-schools by definition
provide convenient and door-step access to education that specially encourages girl students to enroll.
Community
acceptance
OOSCs are encouraged through zero financial expenses, and local teachers engage regularly with the guardians to address any unique
issues/ avoid surprises, create awareness on education and minimize drop-outs. A basic qualifying criteria for home-schools (and
teachers) is the ability to maintain an average class size of 30-35 OOSCs at all times.
Program
completion
Work-from-home is a strong incentive for teachers who are competent, economically-challenged and unable to take up formal
employment due to family or social issues. In fact, if there is a change of family situation (e.g. lady teacher gets married), they still
like to retain the income opportunity by training and handing-over the role to another family member (subject to Diya’s approval).
Teachers’
continuity

13
Brig Iftikhar Hussain Shah
Brig Khalid Masaud
Sajjad Haider Chaudhry
Adil Abid
Ashar Nazim
Lt Col Zafar
Islam Tariq
Project organization structure
The Program will be planned and implemented by a team comprising of 9 senior executives on a voluntary basis. They will be supported by 6
full-time working with the PMO. By Year 3, there will be 1,350 teachers operating the home-schools. Diya will leverage its nationwide network
of volunteers and partner institutions to rapidly scale up the organization, structured as follows:
Program
Management
Office (PMO)
Project Implementation Team
Donor nominee # 1, #2, #3
Afaq Khan, Chairman Diya Board of Trustees
Noor Abid, Diya Board of Trustees
Brig Aftab Ahmad, President Diya
Program Delivery Field Staff
(Volunteers)
Project Implementation Team
Manages day-to-day operations
Program Management Office
Responsible for tracking progress,
evaluating impact, providing overall
coordination and reporting to leadership
team. Supported by a core team of 6
professionals (project managers, book
keepers and accountants)
Workstream Delivery Management
Planning and delivery of the workstreams
across interdependencies
Home School Teachers
Responsible for operating schools
Volunteers
On when-needed basis
Leadership Team
Provides overall direction and ensures
achievement of program objectives
Program Director
Manages stakeholder relations and has
the overall responsibility for program
execution
Program Director
Zulfiqar Hussain Noon
Ammar Tarin
Leadership Team (Program Steering Committee)
Program Team
Financial & Risk
Management
Regional & District
Coordination
Procurement &
Logistics
Home-School Teachers

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References
1 Education Emergency Pakistan, DAWN Newspaper, 9 March 2011
2 "Out of School Children in Balochistan, KPK, Punjab and Sindh provinces of Pakistan", UNICEF, June 2013
3 Pakistan Social and Living Standards Measurement Survey 2010-11, Pakistan Bureau of Statistics
4 ibid, pg 15, table
5 Pakistan Education Fact Sheet - UNESCO
6 UNICEF OOSC Report Summary
DIYA PAKISTAN REGD.
Head Office: 1304/474, Hasan Street, Defence Road, New Lalazar Rawalpindi. 46000, Pakistan
Sub Office: 27-B, Satellite Town, Rahim Yar Khan, Pakistan
Diya Pakistan
working towards employable education
www.diyapak.org
Email: getinvolved@diyapak.org
http://www.youtube.com/watch?v=H0SL2IeKKqU

Primary Education Program by EY-DIYA- PAKISTAN

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