Over the last 17 years, PPAF has successfully laid the foundations of a vibrant and responsive development sector by expanding its presence across 130 districts in the country. During this time PPAF has worked on developing human and institutional capacities of its 130 partner organizations, thereby enabling small, emerging entities to transform into medium and large organizations. The journey that began in 2000 is, however, far from over. PPAF must continue to serve its communities by creating and building the capacities of institutions for the poor and institutions of the poor.
This, therefore, is an opportune time to reflect on what has been achieved and what remains to be done.
As a learning institution, PPAF is uniquely positioned to build on its core strengths and simultaneously reorient itself to address challenges that lie ahead. Learning from our work, gradually we have shifted our focus on scale to a focus on depth – thus maximizing outcomes and impact at the grassroots.
This required a recalibration of operations to explicitly address the spatial dimensions of poverty. While poverty has been decreasing over the past decades, inequity has been rising. A shift of priorities is needed towards those marginalized regions of Pakistan that have historically lagged behind in socioeconomic development and are particularly underserved.
Our initiatives are rolled out under an overarching community-led and demand driven strategy guided by the core values of PPAF: inclusion, participation, accountability, transparency and stewardship. Our interventions are integrated, appropriately sequenced, and multi-sectoral – creating an enabling ecosystem to help graduate the poor out of poverty. .
Through various external and internal consultations, PPAF continues to leverage its unique position by creating synergies and forging alliances with diverse stakeholders – government, public sector agencies, corporate and private entities and the academia. .
PPAF plays a proactive role as a responsive and versatile national institution through knowledge generation which is undertaken through direct research and experimentation for the purpose of identifying best practices, strengths/weaknesses, and new ways of working, which lead to policy advocacy and engagement. It has also resulted in expanding donor interest in our work. .
I would like to acknowledge the invaluable support of team PPAF who are at the heart of this new paradigm. I am grateful to the Government of Pakistan and our international partners for their faith in our work and operations. I am also grateful to our partner organizations for their hard work and dedicated efforts in the field. Above all, I would like to recognize our community institutions for demonstrating resilience in the face of adversity and becoming agents of hope and change in this country.
Qazi Azmat Isa