Acr 2022

SAVING
LIVES
CHANGING
LIVES
Pakistan
Annual Country Report 2022
Country Strategic Plan

2018 - 2022
Table of contents
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Context and operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
RISK MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
CSP Financial Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Programme performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
STRATEGIC OUTCOME 01 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Cross-cutting results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
PROGRESS TOWARDS GENDER EQUALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
PROTECTION AND ACCOUNTABILITY TO AFFECTED POPULATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
ENVIRONMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Data Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Annex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
REPORTING ON BENEFICIARY INFORMATION IN WFP’S ANNUAL COUNTRY REPORTS . . . . . . . . . . . . . . . . . . . 31
Figures and Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

WFP CONTRIBUTION TO SDGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
BENEFICIARIES BY SEX AND AGE GROUP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
BENEFICIARIES BY RESIDENCE STATUS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
BENEFICIARIES BY PROGRAMME AREA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
ANNUAL FOOD TRANSFER (MT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
ANNUAL CASH BASED TRANSFER AND COMMODITY VOUCHER (USD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
STRATEGIC OUTCOME AND OUTPUT RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
CROSS-CUTTING INDICATORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
2022 | Pakistan Annual Country Report

2
Overview
In 2022, the final year of its Country Strategic Plan (CSP) 2018-2022, WFP provided relief, recovery, and development
assistance to 4.7 million people in Pakistan. This was more than five times the initial target and four times the number
reached in 2021. Over the life of the five-year CSP, WFP reached 7.7 million people.
2022 saw unprecedented levels of monsoon rains that triggered widespread flooding. This caused substantial
casualties and infrastructure damage, affecting more than 33 million people. Of those that WFP reached in 2022, 3.1
million people were flood survivors, who were experiencing "emergency" levels of food insecurity (Integrated Phase
Classification, IPC Phase 4), requiring immediate assistance.
The Country Strategic Plan was premised on a progressive WFP transition from direct in-kind food and cash support to
the provision of technical assistance to strengthen the capacities of national institutions, continuing a process initiated
during the 2018 - 2022 CSP. Areas of focus include emergency preparedness, disaster management, nutrition, social
protection, and food systems, while enabling grassroots communities to adapt to climate change, build resilience and
improve their livelihoods.
While that shift was impacted in 2022 due to significant humanitarian needs from the floods, the climate hazards (heat
wave in March and floods in June-October) underscored the imperative to accelerate the transition. A CSP for
2023-2027, endorsed in November by WFP’s Executive Board, duly affirmed the commitment of the Government,
donors, and stakeholders to doing so.
Notable achievements during the CSP that ended in December 2022 include the integration of WFP interventions into
the national social protection system; and a successful push for significant expansion of a key national stunting
prevention social protection programme, the Benazir Nashonuma Programme.
During the year, WFP also provided livelihood support to food-insecure communities in Sindh, Balochistan and Khyber
Pakhtunkhwa (KP) provinces. This intervention was linked to the crisis in Afghanistan and the concern that this would
trigger an influx of refugees. The large-scale cross-border movement did not occur, but there is a recognition of the
need to strengthen and support already vulnerable communities in Pakistan impacted by the instability. These
responses aimed to stabilize the food security of impoverished communities impacted by multiple hazards and shocks,
while simultaneously building their resilience to cope with future stresses and provide employment opportunities
(linked to the triple nexus). This was particularly pertinent to the intervention areas in KP and Balochistan provinces,
which are impacted by the humanitarian crisis in neighbouring Afghanistan.
In 2022, WFP stepped up its involvement in the formulation and management of safety net initiatives. For example, WFP
played a key role in the elaboration of shock-responsive support to flood-affected women and children through the
provision of specialized nutritious foods, fortified wheat-flour, and cash grants, along with advice on healthy diets.
Nonetheless, the flooding - which caused an estimated USD 30 billion in damage and losses, particularly in the food,
livestock, and fisheries sectors - drove WFP to also focus on crisis response in the second half of 2022. This was
reinforced by growing evidence of a surge in already high rates of acute malnutrition. The focus on the crisis response
was also demonstrated through the provision of over USD 100 million from donors in 2022.
This meant that there was less external funding for mitigating actions such as the building of community resilience or
strengthening national capacities to improve emergency preparedness, disaster management, and food security.
National and provincial authorities were also focused on the flood response and reconstruction.
Other challenges exacerbated by the flooding included rapid food price inflation; limited non-governmental
organization partner capacity; supply chain disruptions, which resulted in food commodity shortages and delayed
distributions; and diminished overland access to inundated communities.
Moving forward, WFP will continue to reinforce the Government’s efforts to enhance food and nutrition security for the
people of Pakistan, by reaffirming its role as the Government’s partner of choice to build resilience and address root
causes.

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4,798,380 55% 45%
female male
Total beneficiaries in
2022
Estimated number of persons with disabilities: 434,000 (49% Female, 51% Male)
Beneficiaries by Sex and Age Group
Female Male
10,432 12,726
60+ years 60+ years
113,024 116,962
382,177 100,993
18-59 years 18-59 years
1,414,415 928,214
38,448 31,965
282,757 293,784
32,531 39,891
352,461 366,639
30,033 31,127
24-59 months 24-59 months
205,412 209,773
61,935 63,506
0-23 months 0-23 months
266,643 248,296
0 500,000 1,000,000 0 200,000 400,000 600,000 800,000
Planned Actual Planned Actual
Beneficiaries by Residence Status
835,764
Resident
4,798,380
0 1,000,000 2,000,000 3,000,000 4,000,000
Planned Actual
Beneficiaries by Programme Area
Unconditional
58,500
Resource
3,035,344
Transfers
Malnutrition
57,654
treatment
97,445
programme
Malnutrition
349,630
prevention
908,331
programme
Asset Creation 369,980

and Livelihood 902,773
0 1,000,000 2,000,000 3,000,000
Planned Actual

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Beneficiaries by Modality
490,574
Food
3,433,352
Cash-Based 253,500
Transfers 1,354,926
Capacity 267,340
Strengthening 269,844
0 1,000,000 2,000,000 3,000,000
Planned Actual

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Total Transfers by Modality
36,274
Food (mt)
88,300
0 20,000 40,000 60,000 80,000
Planned Actual
Cash-Based
12,714,286
Transfers
17,784,294
(USD)
0 5,000,000 10,000,000 15,000,000
Planned Actual
Annual Food Transfer (mt)
42
,7
0
71
60,000
40,000
96
0 2,5
2
11 96
20,000
5, 0,1
5
1
01 4
7, 1
14
4, ,14
1 8
4
17 ,28
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Planned Actual
Annual Cash Based Transfer and Commodity Voucher (USD)
12,714,286
Cash
17,784,294
0 5,000,000 10,000,000 15,000,000
Planned Actual

6
Context and operations
In 2022, WFP implemented wide-ranging responses to unprecedented climate shocks that devastated much of Pakistan
and further undermined the food and nutrition security of tens of millions of people still reeling from the impacts of the
COVID-19 pandemic and the conflict in Ukraine.
Throughout the year, WFP reached 3.1 million survivors hardest-hit by the floods - those among "emergency" food
insecurity (Integrated Food Security Phase Classification, IPC Phase 4) - with food, cash, nutritional support, and
resilience-building assistance.
WFP assisted another 1.6 million people with relief, recovery, and development services, adding up to a total of 4.7
million people reached in 2022. This was more than five times WFP’s planned number, and nearly five times the 1
million reached in 2021. It brought the cumulative number of people assisted by WFP over the five years of the CSP to
7.7 million.
The span of WFP’s response to the 2022 shocks - a fierce, prolonged heat wave followed by record monsoon rains that
caused widespread flooding - reflected the four pillars of the CSP: urgent assistance to disaster victims; nutritional
support to children and women needing it most; enabling climate-prone communities to withstand extreme weather
events; and boosting government capacities to tackle hunger.
The world’s fifth most populous country, Pakistan’s hunger and nutrition crises are underpinned and aggravated by
deep-rooted structural problems, including high rates of poverty (21.9 percent), inequality, unemployment (6.9
percent), and environmental degradation.[1],[2] Pakistan is a lower middle-income country aspiring to obtain upper
middle-income status by 2025, but unlikely to attain Sustainable Development Goal 2: Zero Hunger by the 2030 target.
Pakistan ranked 161st out of 192 countries in the 2022 Human Development Index, having slipped from 154th of 189 in
2021. In terms of hunger and climate risks, Pakistan was ranked 99th out of 121 countries on the 2022 Global Hunger
Index, and the 2021 Global Climate Risk Index listed the country as the world’s 8th most susceptible to extreme weather
events. That year’s Global Gender Gap Index put Pakistan at 153rd out of 156 countries.
Political instability was heightened in 2022, following the formation of a new coalition government ahead of planned
elections planned in 2023.
Pakistan’s already severe economic and financial crises worsened throughout the year. This included: sluggish growth;
a plummeting rupee; widening fiscal and balance of payments deficits; sharply rising government debt servicing costs;

7
exchange reserves dropping to a dangerous low level; and accelerating inflation - notably food, fuel, and fertilizer
prices. A lack of investment and reform in the agriculture sector, although a key pillar of the economy, served to limit
growth and development.
Nearly two-thirds of Pakistan’s 221 million people are subsistence farming families that produce most of the country’s
food but account for the majority of its food-insecure - and of its officially estimated 82.7 million "multi-dimensionally
poor".[3] The productivity is low due to entrenched socioeconomic inequities, outdated agronomic practices, and an
increasingly hostile climate, among other factors.
The low capacity of subsistence farming families to prepare for or respond to shocks was underscored by exceptional
flooding in 2022. This was the product of an intense, weeks-long heat wave that began in March and triggered
significant melting of the country’s northern glaciers, then epic monsoon rains.
Inundating one-third of the country, the flooding claimed over 1,700 lives, affected more than 33 million people -
uprooting 8 million of them - and destroyed or damaged homes, schools, health facilities, roads, bridges and other
infrastructure on a massive scale. Nearly 10 million acres of cropland were submerged, and livestock, food and seed
stocks, and valuable topsoil were washed away. So, too, was much of the country’s ready-to-harvest cotton and rice,
traditionally top export earners. The autumn wheat-planting season was jeopardized, signalling significant scarcities of,
and higher prices for the country’s staple grain.
A government-led Post-Disaster Needs Assessment released in October estimated damage and losses at more than
USD 30 billion - equivalent to some 10 percent of GDP - noting that resilient rehabilitation and reconstruction would
cost at least USD 16.3 billion.
The Integrated Food Security Phase Classification analysis anticipated an alarming surge in the number of people in
affected areas facing "crisis" or "emergency" levels of food insecurity (IPC 3 and 4) to 14.6 million by early 2023, from a
pre-flood level of 6 million. It also estimated that an additional 1.1 million in IPC 3 were at risk of slipping into IPC 4.
Other assessments showed rising rates of acute malnutrition. Of 1 million children under 5 screened by UNICEF in the
last quarter of 2022, 14.4 percent had moderate acute malnutrition and 8.2 percent severe acute malnutrition.
Rapidly rising staple food prices contributed to the deepening hardship and hunger. Cases of malnutrition among
beneficiaries of the country’s biggest social protection programme, the Benazir Income Support Programme, rose 53
percent in the second half of the year.
While funding for WFP’s response materialized, the imperative of a strong focus on urgent humanitarian needs meant
less attention to longer-term CSP objectives, including resilience- and institution-building.
Yet extreme weather events again highlighted the pressing need to meaningfully address the root causes of food
insecurity and malnutrition. The 2023-2027 CSP, which requires USD 781 million and was approved in November by
WFP’s Executive Board, makes that commitment.
Transitioning from direct programme implementation, WFP prioritizes the strengthening of national capacities via the
provision of technical assistance on disaster preparedness and management, climate adaptation, resilience building,
and social protection.
Risk Management
Major risks associated with operating in Pakistan’s routinely complex and challenging environment became more
pronounced in 2022, owing to the year’s unprecedented climate shocks, continued insecurity in parts of Balochistan
and Khyber Pakhtunkhwa (KP) provinces, the federal parliament’s ouster in April of the Prime Minister, and a deepening
of the country’s multi-faceted economic crisis.
One significant challenge brought on by the devastating monsoon flooding was the limited availability of cooperating
partners (CPs) able to meet the needs of the emergency response.
Mitigation measures included a range of WFP orientations and refresher training sessions for CP staff on policy,
procedure, and performance standards, reinforcing key principles of field-level collaboration, food handling, and
protection and accountability to affected populations and the recruitment of more staff.
Another challenge was the disruption of supply chains due to shortfalls in the availability of commodities, slowing
assistance delivery. To mitigate these challenges, WFP enhanced coordination with relevant partners to expedite
procurement. Risks relating to fraud and corruption were higher during the year but minimized by stringent oversight
of CPs and more vigorous monitoring in other respects.

8
Strategic risks addressed included access and mobility constraints attributable to the volatile security situation in
Balochistan and KP. Enhanced coordination with government authorities helped mitigate this, enabling WFP to secure a
quicker turnaround on its requests for authorization for partners to implement activities, and for staff to travel to
security-sensitive locations.
The disruption by the floods of overland access also led to delays to operations across the country as well as in
flood-affected areas.
Resourcing shortfalls remained an overarching concern, not least for activities requiring consistent support over the
medium- and long-term, such as nutritional assistance. Throughout 2022, WFP continued to advocate for multi-year
funding.

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Partnerships
With the year’s two major climate shocks generating a significant scale-up, WFP moved to strengthen existing
partnerships and forge new ones to meet pressing humanitarian needs and pursue development programmes.
Resources from the Government of Pakistan were maintained in 2022, reflecting its commitment in 2021 to
considerable multi-year funding for WFP interventions within the nationwide stunting prevention Benazir Nashonuma
Programme (BNP) launched in 2020.
Meanwhile, contributions by government- and private sector donors more than doubled to USD 119.3 million, with the
lion’s share earmarked for the flood response.
Host Government Partners
In 2022, an already productive relationship with the National Disaster Management Authority (NDMA) and the
Provincial Disaster Management Authority (PDMA) was further strengthened by keen collaboration after the floods hit.
WFP was the first international organization asked to assist the country, and in addition to mounting a sizeable
assistance operation of its own, oversaw the clearance, handling and delivery of large volumes of bilateral aid, on
behalf of the NDMA.
WFP leveraged a broadening involvement with the BNP and its parent, the Benazir Income Support Programme (BISP) -
the country’s flagship social protection enterprise overseen by the Ministry of Poverty Alleviation and Social Security
(PASS). That was achieved via the re-allocation of specialised nutritious food resourced by the Government for the BNP
to flood-affected communities through the Blanket supplementary feeding programme for pregnant and lactating
women (PLW) and children under 2 in the most hard-hit districts.
At the national level, WFP supported the NDMA by conducting assessments aimed at bolstering the country’s food
systems, and, with PASS and the Ministry of Planning, Development and Special Initiatives, established a multi-sectoral
steering committee to advance the national school meals agenda.
WFP continued to strengthen its relationships with provincial authorities, most prominently with their disaster
management administrations to respond to the flooding, but also in numerous other areas: nutrition with departments
of health; school meals with departments of education; and rural livelihoods with departments of agriculture.
Such evolving relationships cemented WFP’s place as a partner of choice for many local officials, which yielded
significant dividends. For example, while in previous years assistance deliveries could be delayed or otherwise
jeopardized by the failure of WFP or a cooperating partner to promptly secure a No Objection Certificate, improved
engagement helped ensure no such denials throughout 2022.
Cooperating Partners
WFP’s increasingly localized approach also helped generate a roster of some one hundred potential cooperating
partners (CPs), many with experience in specific provinces, thereby furthering the key Country Strategic Plan (CSP)
objective of reflecting stronger grassroots perspectives into WFP’s work.
WFP worked with 30 non-governmental organizations as CPs in 2022, 23 of them local and 7 international, drawing on
their knowledge of, and access to local communities.
Three were chosen through the agency-wide United Nations Partner Portal, capitalizing on the platform’s established
due diligence and verification processes and findings.
United Nations and International Financial Institutions
WFP collaboration with UN agencies proceeded swiftly: with the Food and Agriculture Organization of the United
Nations (FAO) on needs assessments and rural livelihoods enhancement programmes; the International Labour
Organization (ILO) on social protection; UNICEF on the treatment and prevention of malnutrition; UNICEF, the United
Nations Educational, Scientific and Cultural Organization (UNESCO), the UN Population Fund (UNFPA) and the World
Health Organization (WHO) on expanding primary healthcare system capacity for Community-based Management of
Acute Malnutrition (CMAM); and the United Nations High Commissioner for Refugees (UNHCR) on Afghan refugee
issues.
WFP led the country-level UN and humanitarian community’s working group on cash transfers, and co-chaired, with
FAO, the Food Security and Agriculture Working Group.

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WFP stepped up engagement with international financial institutions - a growing source of funding for the Government
of Pakistan - including the World Bank, Asian Development Bank, the Islamic Development Bank, and the International
Monetary Fund, to explore ways of supporting government-led social protection programmes, strengthening the
country’s food systems and boosting the local production of specialized nutritious foods.
Through the CSP 2023-2027, approved by its Executive Board in November, WFP pledges stronger partnerships with
civil society, women’s groups, private sector entities and academic institutions.
WFP would like to thank all donors for their generous contributions to WFP’s Country Strategic Plan in Pakistan.[1]

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CSP Financial Overview
The final year of the 2018-2022 Country Strategic Plan (CSP) saw a cumulative 76 percent of the five-year USD 514
million needs-based requirements met, thanks to direct donor contributions, multilateral funds from governments, and
internal WFP resources.
A third budget revision of CSP (2018-2022) was approved in mid-2022, mainly to reflect the climate hazards and the
surge in humanitarian assistance needs, with a budget expansion to USD 514 million, from the previously envisaged
USD 475 million. At the same time, forecast spending on social protection, school meals, and resilience building was
reduced.
Donor earmarking remained a challenge in 2022, with 85 percent of contributions expressly directed to specific
Strategic Outcomes or associated Activities.
Almost half the total was dedicated to Strategic Outcome 1 (crisis response) and over one-third to Strategic Outcome 3
(nutrition).
WFP’s response to the flood emergency in the latter months of the year - under Strategic Outcomes 1, 3, and 5- was
costed at USD 225 million. Being in the last quarter of the CSP’s final year, a second budget revision in the calendar year
was not carried out as the available resources and expenditures remained within the cumulative five-year CSP budget,
even though they exceeded the annual needs-based plan. By year’s end, half that sum had been resourced, with 80
percent of contributions earmarked for emergency assistance and livelihoods support.
As a result, both confirmed contributions and WFP spending exceeded the levels anticipated for the year under the
needs-based plan. With the flood response expected to continue in 2023, unspent balances from 2022 were carried
over.
There was some variation in funding-levels across the other activities. Activity 3 (social protection) was well-resourced
thanks to the confirmation of contributions for the flood response in the latter part of the year. Activity 4 (school meals)
was only 47 percent funded. Activity 5 (stunting prevention) was well funded, owing to a multi-year commitment by the
Government of Pakistan in 2021.
Strategic Outcome 4 (resilience) activities were mostly funded by multilateral contributions, enabling expenditure to
reach 87 percent of the needs-based plan for the year. While no donor resources were earmarked for Strategic
Outcome 5, planned interventions were implemented using locally generated funds.
The budget for the CSP 2023-2027, approved by WFP’s Executive Board in November, is USD 781 million.

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Annual CSP Financial Overview by Strategic Outcome (Amount in USD)
Needs Based Implementation Available
Expenditure
Plan Plan Resources
SR 1. Everyone has access to food
31,769,507 40,213,218 104,081,465 80,704,684
SO01: Affected populations in

Pakistan have timely access to
adequate food and nutrition
during and in the aftermath of
natural disasters and/or other
shocks. 30,045,068 38,371,843 102,673,589 80,498,003
Activity 01: Provide humanitarian

assistance to meet the basic food
and nutrition needs of the most
vulnerable populations affected
by disaster.
2,320,513 9,950,058 67,010,288 51,397,806
Activity 02: Support affected

populations during the early
recovery phase to address food
insecurity and rebuild livelihoods.
27,724,555 28,421,785 35,614,750 29,100,197
Non-activity specific
0 0 48,550 0
SO02: The social protection

system at federal and provincial
levels provides the most
vulnerable populations, especially
women, adolescent girls and
children, with improved and
sustained access to safe,
1,724,438 1,841,375 1,407,876 206,681
nutritious and sufficient food by
2022.
Activity 03: Augment social

protection mechanisms to
support the food insecure and
nutritionally vulnerable urban and
rural poor.
476,675 192,979 822,030 124
Activity 04: Provide technical

assistance to provincial
governments for, and implement
as appropriate, school meals.
1,247,762 1,648,395 585,845 206,557

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SR 2. No one suffers from
malnutrition
45,334,006 21,287,916 76,191,964 29,327,267
SO03: The entire population,

especially children under 5,
adolescent girls and women of
reproductive age, in Pakistan has
improved nutrition in line with
national targets for 2025. 45,334,006 21,287,916 76,191,964 29,327,267
Activity 05: Assist the government

to achieve SDG 2.2 with improved
governance, quality
implementation, evidence
generation and innovation.
45,334,006 21,287,916 76,111,671 29,327,267
Non-activity specific
0 0 80,292 0
SR 4. Food systems are

sustainable
4,724,764 5,359,084 6,206,255 4,096,695
SO04: Communities in
disaster-prone districts have more
resilient food systems and
development gains are better
protected by disaster risk
management systems at all levels
4,724,764 5,359,084 6,206,255 4,096,695
by 2022.
Activity 06: Support all levels of

government and communities to
adopt and operationalize an
integrated climate risk
management system.
2,768,183 2,180,927 5,323,883 3,614,673
Activity 07: Strengthen the

government’s and communities’
capacity for disaster risk
reduction.
1,956,580 3,178,156 882,372 482,022
SR 5. Countries have strengthened

capacity to implement the SDGs
1,127,992 960,500 6,005,804 3,024,160

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SO05: Federal and provincial
systems have strengthened
capabilities to provide food
security and essential services to
the people of Pakistan by 2022.
1,127,992 960,500 6,005,804 3,024,160
Activity 08: Strengthen

government and partner
capabilities to provide food
security and essential services.
1,127,992 960,500 6,005,804 3,024,160
Non-strategic result
0 0 1,909,538 0
Total Direct Operational Costs
82,956,270 67,820,719 192,485,490 117,152,808
Direct Support Costs (DSC)
7,203,058 7,729,131 13,766,179 5,167,643
Total Direct Costs
90,159,329 75,549,851 206,251,670 122,320,451
Indirect Support Costs (ISC)
5,860,356 4,910,740 470,539 470,539
Grand Total
96,019,685 80,460,591 208,631,748 122,790,991

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Programme performance
Strategic outcome 01: Affected populations in Pakistan have timely
access to adequate food and nutrition during and in the aftermath of
natural disasters and/or other shocks.
WFP provided unconditional support 30 percent of participants in all livelihood

Livelihood support resilience-building
to 3.1 million flood-affected people support activities were women, and in
activities assisted nearly 1 million people
with 63,000 mt of food and USD 4.7 Pakistan Administered Kashmir region, 67
across the country
million in cash-based transfers percent were women
Addressing the basic food needs of people affected by natural hazards and conflicts via in-kind food and cash
assistance, and asset creation and livelihoods support, were top WFP priorities throughout the 2018-2022 Country
Strategic Plan (CSP).
They assumed particular importance and urgency in 2022 given the unprecedented mid-year flooding that upended the
lives of tens of millions of people, many of them already very vulnerable to food insecurity, and inflicted damage and
losses costed at some USD 30 billion, mostly to the food, livestock and fisheries sectors.
Subsequent outbreaks of waterborne diseases, and the time taken for floodwaters to recede for which 5 million people
remained exposed or living close to flooded areas as of December, aggravated the myriad challenges confronting WFP
and other responders.[1]
Activity 1: Provision of humanitarian food and cash-based relief assistance to meet the basic food needs of
disaster-affected people
At the Government’s request, WFP promptly mobilized and deployed available in-country food stocks to flood-affected
areas and secured additional funding commitments from donors.
WFP prioritized those among the 4 million people classified by an Integrated Food Security Phase Classification (IPC)
analysis as suffering "emergency" levels of food insecurity - IPC Phase 4 - and by year’s end reached 3.1 million of them
- of which nearly half were women and girls - in 34 districts across four provinces. Three-quarters received in-kind
rations and the rest cash-based support.
Given the unexpected scale and intensity of the flooding, the expeditious, large-scale WFP response significantly
exceeded initial targets for the year in terms of the volume and value of emergency assistance provided and the
number of recipients in 2022.
Activity 2: Support the recovery of conflict and disaster-affected population to address food insecurity and help
rebuild their livelihoods
Where possible, WFP expanded the scale of ongoing livelihood support interventions in areas hit by the floods in 2022.
Other support for Activity 2 - fostering recovery from conflict and disaster through asset creation and improved
livelihoods - was provided via i) livelihood interventions - food and cash grants - to rebuild critical community
infrastructure in two food-insecure districts of Balochistan and Khyber Pakhtunkhwa (KP) provinces along their borders
with Afghanistan; and ii) two districts of Sindh Province recovering from multiple hazards (including flooding, drought
and a locust infestation).
The provision of livelihood assistance to food-insecure districts in Balochistan and Khyber Pakhtunkhwa Province was
in support of the triple nexus approach (linking Humanitarian - Development - Peace Stabilisation), where assistance
was provided to address food insecurity and at the same time (through training and asset creation) ensure that
communities were less susceptible and vulnerable to conflict (through employment) and the impact of climate change
(through assets strengthening mitigation and adaptation). Funds provided as part of the overall response to crisis in
Afghanistan and the potential humanitarian impact in Pakistan, were used for these interventions along the border

16
district, targeting communities that would potentially host incoming refugees.
Livelihood interventions were implemented in close coordination with relevant government entities, and targeted
communities actively engaged in decision making processes, not least concerning the identification of assistance
recipients. Profiles of targeted villages were developed, and female cooperating partner staff interviewed women
residents to ensure their needs and preferences were adequately reflected in the choice of projects and related training
sessions.
The interventions supported the harnessing and management of natural resources, increased agricultural production,
improved access to markets and the development of income-boosting skills. Nonetheless, livelihood interventions were
adversely affected by the mid-year flooding, with the result that they were less successful than anticipated.
WFP worked to mitigate the impact of the flooding by assisting more villages than initially planned in affected areas,
with livelihood support activities thereby increasing the overall number of assistance recipients beyond that originally
envisaged. Available resources were stretched to accommodate more beneficiaries, sometimes meaning a reduction in
ration sizes.
Nonetheless, monitoring of the impact of post-flood interventions showed that the food consumption scores of
participants in Sindh improved considerably, with a commensurate decline in the proportion resorting to negative
coping strategies. Results from Balochistan and KP, meanwhile, showed that the livelihood flood responses helped
forestall a further deterioration in food security.
Most of the funding received for Strategic Outcome 1 was earmarked by donors for the flood response. Given that it
only began in August, some of the resources were not spent during 2022 and were therefore carried over for use in
2023.
Gender and age-related concerns were fully integrated into both SO 1 activities, resulting in a Gender and Age Marker
Monitoring score of 4. More than 50 percent of the recipients of WFP assistance under livelihoods and recovery projects
were women.
WFP GENDER AND AGE MARKER
CSP ACTIVITY GAM MONITORING

CODE
Provide humanitarian assistance to meeting the basic food and nutrition needs of the
population that are affected or are likely to be affected by natural disasters and
shocks.
4
Support affected populations during the early recovery phase to address food
insecurity and rebuild livelihoods. 4

17
Strategic outcome 02: The social protection system at federal and
provincial levels provides the most vulnerable populations, especially
women, adolescent girls and children, with improved and sustained
access to safe, nutritious and sufficient food by 2022.
WFP assisted in the development of

WFP conducted a scoping study of social WFP, in collaboration with the
an implementation plan for Social
protection in Pakistan in collaboration Government of Pakistan organized a
Protection Programs in Pakistan
with policymakers in the country National Consultation on School Meals.
Administered Kashmir (PAK) region
WFP provides technical support to the Government to design and run social protection programmes that seek to
address significant, longstanding challenges for the population. That deficiency is underscored by the tens of millions of
Pakistani children who do not go to school, high levels of youth unemployment, and the persistence of
inter-generational poverty, hunger and malnutrition on a massive scale.
Activity 03: Augment (or scale up) existing or national social protection mechanisms to support the
food-insecure and nutritionally vulnerable urban and rural poor
In 2022 WFP continued to step up its involvement in the formulation and management of social protection
interventions, for example by playing a key role in the elaboration of shock-responsive safety nets in favour of children
and pregnant and lactating women (PLW) impacted by the flooding, particularly vulnerable to food insecurity.
WFP committed to a number of initiatives to address this. They include the provision, within the framework of the
Community-based Management of Acute Malnutrition (CMAM) model, of locally-produced specialized nutritious foods
(SNF) to at-risk children under 5 and PLW, as a preventive measure (the CMAM is a multi-stakeholder undertaking
begun in Pakistan in 2009 that involves a range of government entities, UNICEF, WHO and partners).
Another initiative was designed to encourage healthier food consumption over the medium- and long-term on the part
of PLW and their children. WFP targeted those not covered by national safety net programmes, with cash and
nutritionally fortified wheat flour. WFP also continued working to boost the capacities of the federal and provincial
governments to support people vulnerable to food and nutrition insecurity in a range of other ways.
WFP also began participating in a newly-established working group (with the National Disaster Management Authority,
NDMA), the Pakistan Meteorological Department, other UN agencies and non-governmental organizations) on
shock-responsive social protection and the role therein of anticipatory action.
WFP was invited to join a steering committee tasked with devising a safety net strategy for Pakistan Administered
Kashmir. Its early guidance, not least concerning personnel and required skillsets, was well received.
Activity 4: Provide technical assistance to provincial governments for, and implement as appropriate, school
meals
WFP continued providing technical assistance to strengthen the Governments capacity to understand and take forward
school feeding programmes across the country. The focus of this work has been to support relevant authorities and
institutions to streamline thinking towards a national approach that takes account of provincial contexts.
Pakistan joined the multinational Global School Meals Coalition that had been launched in September 2021. The
accession provided leverage for WFP to facilitate provincial and national consultations on the subject attended by
representatives of key ministries, including those responsible for development and poverty alleviation.
Global School Meals Coalition participants stressed the importance of a more systematic approach to the use of school
meals as a safety net in Pakistan. The outcome of the National Consultation has been a formal declaration which
prioritizes the institutionalization of school meal programmes in relevant national and provincial policy and strategy
documents.
A subsequent WFP study of the feasibility of launching a school feeding programme in Balochistan that will provide
cooked meals consisting of local staple foods was completed during the year.

18
As reflected in a mid-year CSP budget revision that lowered anticipated 2022 spending for school feeding, an envisaged
donation of high-energy biscuits and associated funding failed to materialize. As a result, there were no field-level
interventions under this Strategic Outcome during the year. Funding received in the latter part of the year was carried
over for disbursement in 2023.

CODE
Augment Government of Pakistan social protection mechanisms like the Benazir

Income Support Programme to support food and nutrition insecure urban and rural
poor people.
N/A
Provide technical assistance on school meals to provincial governments and

implement school meals programmes as appropriate. N/A

19
Strategic outcome 03: The entire population, especially children under
5, adolescent girls and women of reproductive age, in Pakistan has
improved nutrition in line with national targets for 2025.
WFP continued scaling up its stunting Over 95 percent of the women and
The programme on fortification of wheat
prevention Benazir Nashunoma children treated under the
flour milled by small-scale mills (chakkis)
Programme in 2022 and Community-Based Management of Acute
was scaled up to include 50 chakkis in five
operationalized 260 facilitation Malnutrition (CMAM) programme were
additional districts
centres cured
Effective treatment and prevention of malnutrition became even more urgent in 2022 given the negative impacts of the
heavy flooding for at-risk women of child-bearing age and children - the primary intended beneficiaries of Strategic
Outcome 3.
Another of its key objectives became more pressing as a result: positioning nutrition squarely at the centre of Pakistan’s
development agenda and bolstering political commitment to meaningful progress at the federal, provincial and district
levels.
Activity 5: Assist the government in achieving SDG 2.2 through improved governance, quality implementation,
evidence generation and innovation
Malnutrition remains a key area of concern. The 2018 Pakistan national nutrition survey found that 18 percent of
children under 5 were wasted, exceeding the World Health Organization emergency threshold of 15 percent. It also
found that more than 40 percent of children under five were stunted. The number of children under five suffering from
acute or severe acute malnutrition has also increased. This situation was exacerbated further by the 2022 floods.
Within this context, in 2022, WFP spurred a further scale-up of the government’s national stunting prevention initiative,
the Benazir Nashonuma Programme (BNP), part of the broader Benazir Income Support Programme (BISP) safety net
programme. That saw the extension of BNP activities from 50 to 260 facilitation centres in 122 of 141 districts in the
course of the year, boosting programme coverage by 18 percentage points, well above the target level. The programme
supported marginalized pregnant and lactating women (PLW) and children aged 6-24 months through four
interventions: awareness sessions on health and hygiene; provision of specialized nutritious foods (SNF); routine child
growth monitoring and immunization; and conditional cash-based transfers (in addition to the unconditional
cash-based transfers received under the BISP programme). Ninety-four percent of the BNP beneficiaries engaged in all
cycles of programme activities, a testament to the quality of service delivery.
However, specialized nutritious foods (SNF) were distributed to fewer recipients than planned, making for less than
satisfactory results in terms of dietary quality and diversity - a challenge compounded by a flood-induced escalation in
staple food prices. A significant proportion of the facilitation centres were operationalized in the latter half of the year,
and beneficiaries that were subsequently facilitated through them received significantly fewer rounds of SNF.
The scale-up also involved WFP funding for the provision of SNF and cash to eligible pregnant and lactating women
(PLW) for them and their children under 2, guidance on infant and young child feeding and hygiene practices, and
health monitoring.
WFP also assisted BISP stakeholders with designing and orchestrating a pilot regime to extend BNP care from the first
1,000 days of life to the first 8,000 days- specifically to cater for the health and nutritional needs of girls aged 15-19 in
the poorest households. Associated training was given to over 1,500 government officials engaged in service delivery,
54 percent of them women.
WFP was involved in the Khyber Pakhtunkhwa Stunting Prevention Rehabilitation Integrated Nutrition Gain (KP SPRING)
programme and provided SNF were provided to PLW and children under 2, as well as a range of nutrition-related
guidance to adolescent girls. This came to a close during the year and part of its functions were subsumed under the
broader BNP.
Within the framework of Community-Based Management of Acute Malnutrition (CMAM), WFP was active during the
year in 14 districts of Khyber Pakhtunkhwa and in Pakistan Administered Kashmir, supporting more people than

20
planned. At-risk children were given Acha Mum, a chickpea-based paste fortified with vitamins and minerals, while PLW
received Maamta, a nutritious supplement rich in vitamin-absorbing lipids. An efficient referral regime devised by WFP -
enabling early and accurate identification of the most in need - made for both broader coverage than planned and
higher than anticipated recovery rates.
WFP secured funding to initiate a CMAM "surge" pilot project - to boost the capacities of local health bodies to meet
seasonal increases in demand for services to address acute malnutrition - in the Tharparkar District of Sindh.
To address the considerable countrywide challenge of micronutrient deficiency, WFP broadened its support for the
fortification of wheat flour by small-scale mills (chakki) beyond the initial ten assisted in Islamabad. An additional 50
chakki in Khyber Pakhtunkhwa and Punjab provinces were added to its roster of recipients and began fortifying their
flour with vitamins and minerals commonly missing from the local diet: iron, zinc, folic acid and vitamin B12.
Surveys indicated that some 70 percent of the residents of beneficiary communities were consuming fortified flour as a
result, typically in the form of chapati, the staple flatbread. Localized advocacy campaigns by WFP helped account for
the success of the venture. WFP also took steps to launch a pilot project to fortify rice, based on the conclusions of a
recently finalized feasibility study.
In the area of governance, WFP deployed two experts to the federal Scaling Up Nutrition (SUN) secretariat housed at
the Planning Commission of Pakistan in Islamabad, and others at SUN’s provincial counterpart offices in Balochistan
and Sindh. WFP remained co-chair of the SUN Business Network, which has a membership of more than 80 companies.
Financial and technical support - in the form of skilled staff - was provided to the National Fortification Alliance (a forum
of stakeholders under the auspices of the Ministry of Health that advocate for food enrichment to tackle pervasive
micronutrient deficiencies) and to each of its four provincial counterparts.
With a Gender and Age Marker Monitoring score of 4, WFP fully integrated gender and age into the implementation of
Strategic Outcome 3, Activity 5.

CODE
Assist the government in achieving SDG 2.2 through improved governance, quality
implementation, evidence generation and innovation. 4

21
Strategic outcome 04: Communities in disaster-prone districts have
more resilient food systems and development gains are better
protected by disaster risk management systems at all levels by 2022.
The Multi Hazards Vulnerability Risk Prefabricated offices and Mobile Storage
The report on Emergency Preparedness
Assessments (MHVRAs) for five Units (MSUs) were provided to provincial
Capacity Index (EPCI) for Balochistan was
selected districts of Punjab were and district-level disaster management
approved
approved and published. authorities
The devastating weather extremes of 2022 - a prolonged heat wave that saw temperatures of over 45C centigrade for
weeks on end, followed by the heaviest-ever monsoon rains - reinforced the conviction among local and external
stakeholders that the increasingly frequent and severe impacts of climate change must be meaningfully addressed.
However, despite the gravity of the year’s crises and forecasts of even more extreme weather events in the future,
mobilization of the resources needed to improve emergency preparedness and disaster management at the
community level remained a challenge.
Activity 6: Support all levels of the Government and communities in adopting and operationalizing an
integrated climate risk management system.
As the spring heat wave underscored, water is an increasingly scarce resource in Pakistan, especially in arid and
semi-arid regions, and therefore a pointed topical challenge for agronomists, hydrologists and policy-makers.
WFP is actively engaged and launched livelihood projects in Sindh to enable smallholder communities to introduce
drought-resistant, salt-tolerant crop varieties. In Pakistan Administered Kashmir, livelihood support involved planting of
lemon, olive, guava trees alongside local berries to capture and conserve the precious rainwater needed to bring them
to harvest.
Participants in the projects, which were designed to boost grassroots resilience as well as earnings, received vocational
training in a range of relevant areas, including food preservation, processing, and marketing. More than two-thirds of
the participants in Pakistan Administered Kashmir were women.
WFP worked with the Sindh Government’s climate change directorate to analyse the potential impacts of climate
change on the province and the wider Indus River basin, and to map all adaptation and mitigation activities underway.
The ultimate aim of the exercise was to generate a framework for the sustainable socioeconomic development of the
large area, taking proper account of the threats posed by global warming.
Activity 7: Strengthen the government’s and communities’ capacity for disaster risk reduction.
While engagement with the NDMA and PDMA for the flood response was vigorous and productive, funding constraints
curtailed the implementation of planned new projects under the CSP with the federal agency and its provincial
counterparts. Still, there were keen consultations during the year on the evolution of pre-existing initiatives and on
areas of potential future partnership. WFP contributed to the elaboration of a range of national risk reduction policies
and plans.
Consultations took place with other relevant entities, including the National Disaster Risk Management Fund and the
Ministry of Climate Change. One theme was the pursuit of support from the Green Climate Fund, a major contributor to
climate change adaptation and mitigation work around the world.
One reason for limited engagement with the NDMA on new projects was the all-consuming nature of the major
responses to the year’s extreme weather events. At the provincial level, WFP helped enhance the emergency
preparedness and response capacities of KP’s provincial and district disaster management agencies with training
sessions for senior officials that focused on heat wave and forest fire risks.
Gender and age measurements were well integrated into Activity 6, as demonstrated by the Gender and Age Marker
Monitoring score of 4.

22
CODE
Support all levels of the Government and communities in adopting and

operationalizing an integrated climate risk management system. 4
Strengthen the government’s and communities’ capacity for disaster risk reduction.
N/A

23
Strategic outcome 05: Federal and provincial systems have
strengthened capabilities to provide food security and essential
services to the people of Pakistan by 2022.
WFP transported 96,205 m3 of relief goods to 160 locations across

WFP led the logistics working group, which facilitated the exchange of
Pakistan as part of its logistics augmentation support to the host
information among partners responding to the 2022 floods
Government
WFP provided a wide range of services to augment Pakistan’s national, provincial, and district-level emergency response
capacities, with a strong focus on improving the national supply chain network. As a partner of choice for the
Government in logistics, WFP supported Pakistan’s disaster management agencies, and local and international
partners, in responding to the unprecedented mid-year flooding.
Activity 8: Strengthen government and partner capabilities to provide food security and essential services
WFP’s flood response included a major logistics augmentation operation of its own, including the local and international
procurement, and delivery, of large quantities of food commodities. In its capacity as the global humanitarian logistics
lead, and on behalf of the NDMA, WFP managed the clearance, warehousing, and onward transportation of bilateral aid
which came via air, sea, and rail.
Among those bilateral contributions, WFP handled 88 and 15 planeloads of humanitarian cargo from Gulf States and
the United States, respectively, 12 trainloads from Turkey, and 334 containers into the southern port of Karachi -
including 44 from the United Kingdom.
The in-country movement of assistance was also routinely tasked to WFP. With much of Pakistan under water for
months after the rains, deliveries, and distributions were made by road and rail where possible, and otherwise, by
boats provided by provincial authorities.
Between September and year-end, WFP transported more than 96,000 m3 of humanitarian cargo - including 150,000
tents - to 160 locations around the country, most of it carried on 2,700 contracted trucks.
The WFP-managed Logistics Cluster was not formally activated for the government-led flood response. Instead, WFP
spearheaded the requisite dissemination to fellow responders - in-person and online - of key information, including
provision of detailed maps facilitating access to flood-affected areas.
Beyond flood response support, in line with its commitment to boost the government’s emergency preparedness and
response capacities, WFP helped ensure the utility and maintenance of a network of eight Humanitarian Response
Facilities it had built and handed over to local authorities during the period between 2015 - 2020. WFP also worked to
strengthen national capacities through other infrastructure development and the provision of technical assistance to
local food departments responsible for the management of strategic grain reserves or silos. Minimizing food losses
through an effective supply chain remains a major priority.
Achievements in this area included:
• The construction of a 3,000 mt wheat storage facility in Malakand District of Khyber Pakhtunkhwa (formally
inaugurated in February 2023)
• Support to the finalization of a feasibility study of the supply chain and storage infrastructure of Sindh and
Balochistan food departments; and
• Technical assistance to Sindh’s department on the construction of wheat silos.
WFP continued to procure food locally and abroad, based on cost-effectiveness, facilitating imports through Karachi
port for its operations in both Pakistan and its neighbour, Afghanistan.
For its 2022 Pakistan operations, WFP purchased 93,000 mt of commodities - wheat, split peas, fortified food, vegetable
oil and iodised salt - at a total cost of USD 67 million.
During the year, WFP purchased over 216,000 mt of food for its operations in Afghanistan valued at USD 208 million.

24

CODE
Strengthen government and partner capabilities to provide food security and

essential services. N/A

25
Cross-cutting results
Progress towards gender equality

Improved gender equality and women’s empowerment among
WFP-assisted population
Pakistan’s national development plan, Vision 2025, prioritizes gender equality as a primary goal. However,
long-standing inequities persist, with women and girls continuing to suffer a wide range of opportunity-limiting
discrimination. Pakistan’s slide on the World Economic Forum’s flagship Global Gender Gap Index continued in recent
years, with its ranking declining to 153rd out of 156 countries in 2021, from 151st in 2020. It had been 112th in 2006.
Over the five years of the CSP - which expressly references in Strategic Outcomes 2 and 3 the aim of meeting the
nutrition and social protection needs of women and girls - WFP demonstrated an improvement in identifying and
assisting people and groups who were vulnerable to food insecurity, or at risk of becoming so. These included persons
with disabilities and members of the transgender community.
In 2022, WFP continued encouraging implementing partners to recruit more women and to focus more on gender
issues. For the first time, it also earmarked a specific proportion of field-level agreement budgets (5 percent) for the
advancement of gender equality and other forms of inclusion.
Fifty-five percent of the 4.8 million people who received WFP assistance during the year were women and girls, up from
51 percent in 2021. Women often play an outsized role in the design, execution, and management of livelihood and
resilience schemes. There was a significant increase in the proportion of women and girls directly receiving WFP
emergency food rations and cash grants. They also constituted 78 percent of the recipients of WFP’s nutritional support
and 90 percent of participants who underwent training as part of their participation in livelihood and resilience
activities.
A pilot livelihoods enhancement project launched during the year in Balochistan with a local non-governmental
organization - entitled Women’s Empowerment - Livelihoods and Enterprise Development (WE LED) - is training 200
female homemakers to better access commercial markets for a range of goods they make. Women accounted for more
than two-thirds of the participants in community-based resilience-building projects jointly initiated by WFP and the
forestry department of Pakistan Administered Kashmir. In Khyber Pakhtunkhwa and Sindh provinces, WFP projects
provided opportunities for women to build and rehabilitate small-scale community infrastructure such as water pumps,
washing areas, kitchen gardens, fruit nurseries and livestock sheds.
WFP will continue to promote women's empowerment and gender equality in the coming years. This will include
considering ways to address points raised in a WFP evaluation of the CSP, released in October. The evaluation noted
that the endorsement of WFP’s Gender Transformation Programme was a positive step to providing opportunities to
address structural issues and recommended a deeper gender analysis to uncover root causes of inequality and gender
gaps. It also noted a need to foster the participation of men in the gender equity enterprise, especially to improve the
enabling environment.

26
Protection and accountability to affected
populations
Affected populations are able to benefit from WFP programmes in a
manner that ensures and promotes their safety, dignity and integrity.
Affected populations are able to hold WFP and partners accountable
for meeting their hunger needs in a manner that reflects their views
and preferences
WFP’s approach to upholding the rights of people vulnerable to food insecurity continued to be guided by the
Protection and Accountability Policy and the Disability Inclusion Road Map. As always, the design and execution of
WFP's operations prioritized the safety and dignity of recipients, amid the challenges and significant scale-up of 2022,
Yet the year’s major climate shocks - notably the prolonged spring heat wave and the torrential monsoon rains that
followed - made at-risk population groups, families and individuals more vulnerable to food insecurity.
A nationwide WFP protection survey in October found that, following the flooding, women and girls felt less safe in their
homes and communities. Sixty-two percent of respondents expressed concern about a lack of safe spaces, while 80
percent said they were not aware of any availability locally of gender-based violence treatment or counselling services.
At WFP’s urging, cooperating partners (CPs) hired more female staff, deploying many to remote, deep-field locations,
especially in Khyber Pakhtunkhwa and Balochistan, where such vulnerability is often most acute.
An estimated 800,000 refugees from Afghanistan reside in Pakistan’s flood-stricken districts suffered more hardship,
with the climate calamities compounding the debilitating impacts of high poverty rates and limited access to basic
services and livelihood opportunities. Already stretched refugee families resorted to extreme coping, including skipping
meals, taking children out of school and the distress sale of limited productive assets, further aggravating food
insecurity and malnutrition and undermining recovery prospects. While not directly targeting refugees, the overall flood
response included resilience activities that are expected to benefit the overall community in disaster-prone areas.
WFP’s protection and accountability mitigation measures include pre-distribution risk assessment and analysis, and
clear guidance to CPs, local officials, community leaders and people reached, on targeting criteria and the rationale.
Using a needs-based targeting approach, WFP ensures the specific needs of vulnerable groups such as the elderly,
persons with disabilities, women, girls, children and members of the transgender community are adequately addressed
in information-sharing, data protection, safety and post-distribution monitoring.
WFP’s primary protection and accountability tool is a database-backed community feedback mechanism, which
includes a toll-free hotline that enables recipients and others to confidentially express views on any and all aspects of
its assistance, and flag concerns. The hotline is operated mostly by women fluent in local languages and trained to treat
callers with sensitivity. That facilitates prompt action on feedback by WFP and CPs, and programming adjustments. In
2022, 91 percent of the complaints registered via the hotline were from women. Most concerned the relief assistance
being provided to flood-affected households. Requisite follow-up by WFP and CP staff was consistently prompt,
thorough and, as required, discreet. The hotline supports private reporting of sexual exploitation and abuse, and
protecting these individuals remained a top WFP priority in 2022. This was illustrated by WFP’s active participation in a
UN-wide, in-country assessment of ten CPs, most of whom were active in the flood response. The assessment’s
conclusions and recommendations will be finalized in 2023.
WFP further strengthened protection from sexual exploitation and abuse (PSEA) efforts by strengthening clauses on the
subject in its field-level agreements with CPs, and related advisory sessions for their staff.
With the International Organization for Migration, WFP produced a new set of PSEA information and guidance
materials, distributing more than 1,000 banners to CPs for display at distribution and other sites, and some 600,000
flyers to assistance recipients. Other 2022 milestones included a surge in the number of transgender communities
receiving WFP assistance - from 30 to 130 - and the recruitment by a CP of a transgender staff member, a move that
proved key to the identification groups in need. To ensure the continued protection and confidentiality of the personal
information of assistance recipients on SCOPE, WFP’s corporate beneficiary data management platform, WFP
conducted a Privacy Impact Assessment of all its operations and implemented an action plan informed by the
assessment's recommendations. WFP exceeded all indicator targets for 2022 pertaining to the proportion of assistance
recipients able to access the support in a safe, dignified and unhindered manner.
WFP will continue to strengthen its efforts around protection and accountability to affected populations. This includes
considering findings from a WFP evaluation of the five-year CSP, released in October. The evaluation found that while

27
WFP-collected protection indicators showed positive results, there were CPs that still struggled to operationalize
protection principles, either because they lacked awareness of them or the knowledge to apply them. The evaluation
also advised that the short-term nature of WFP projects in Pakistan and high turnover among CP staff meant a need to
invest more in enhancing the protection capacities of partners, and more analysis of indicators.

28
Environment
Targeted communities benefit from WFP programmes in a manner that
does not harm the environment
The weather extremes of 2022 underscored the urgent need for climate-resilient infrastructure of all kinds to secure
lives and livelihoods, and significantly strengthen Pakistan’s food systems. The shocks also underlined that the
smallholder farming families producing most of the country’s food are increasingly threatened by climate change -
notably those in ever-expanding arid regions.
The subsistence nature of smallholder farmers’ agriculture and their limited access to financial and other resources
mean they have little capacity to absorb or adapt to such shocks. Their vulnerability, like that of other Pakistanis, is also
increasing because of environmental degradation and poor natural resource management. Worsening water scarcity
remains a major obstacle to improved food security, a challenge aggravated by Pakistan’s rapid population growth.
Furthermore, experts warn that climate change will continue to manifest itself in accelerated glacial melt and rising sea
levels, with grim implications for coastal areas and their ecosystems.
Much of WFP’s work during the year was designed to strengthen food security and resilience for those most vulnerable
to climate change, while protecting their environments. A large part of these efforts included implementing
climate-resilient activities, that met the immediate food needs of communities in need, while simultaneously providing
them with opportunities to build and rehabilitate productive assets, such as irrigation canals and flood protection
embankments.
WFP also engaged in in-house environmentally-friendly initiatives in 2022, including the installation of solar panels at
office buildings, and rainwater capture and storage facilities at warehouses. With the Country Strategic Plan 2023-2027,
WFP commits to the adoption of an enhanced environmental management system, to minimize negative impacts. The
focus areas include energy efficiency, water, and waste management, sustainable procurement, and a reduction in
non-essential travel.

29
Data Notes
Context and Operations
[1] World Bank. Poverty & Equity Brief. South Asia Pakistan. October 2022.
https://databankfiles.worldbank.org/public/ddpext_download/poverty/987B9C90-CB9F-4D93-AE8C-750588BF00QA/current/Global_POVEQ_PAK.pdf
[2] World Economics. Pakistan's Unemployment Rate: 6.9%.
https://www.worldeconomics.com/Demographics/Unemployment-Rate/Pakistan.aspx#:~:text=The%20population%20of%20Pakistan%20is,of%20work%20is%200.0%20million.
[3] Government of Pakistan, UN Development Programme and University of Oxford. Multidimensional Poverty in Pakistan.
https://reliefweb.int/report/pakistan/multidimensional-poverty-pakistan
Partnerships
[1] Australia, Bulgaria, Canada, European Commission, France, Germany, Japan, New Zealand, Norway, Pakistan, Private Donors (Amazon, Bank of America, Cartier, Philanthropy,
Chellaram Foundation, JP Morgan, Mastercard Asia, Mastercard Belgium, Morgan Stanley, PayPal, Pfizer, Religious of the Sacred Heart of Mary, Share The Meal - Germany, Share
The Meal - USA, Share the Meal, Singapore - Private, S&P; Global, Uber Technologies, UK ARUP Group, UPS Foundation), the Republic of Korea, United Arab Emirates, United
Kingdom, USA
Strategic outcome 01
[1] United Nations Satellite Centre. Preliminary Satellite-Derived Flood Evolution Assessment, Islamic Republic of Pakistan - 3 January 2023. https://unosat.org/products/3470
* There are no outcome results as well as food expenditure share reported under Activity 1, as the response was implemented in the latter half of 2022 and the outcome results
were not available at the time of Annual Country Report preparation. The activities completed under Activity 2 were programmed based on available resources. Thus, WFP was able
to fully achieve all its targets for these activities.
The outputs under both activities in this strategic outcome were re-aligned in the most recent budget revision conducted in 2022. As a result, the targets were updated and WFP
was able to achieve them fully.
* For Activity 5, the blanket supplementary feeding programme was implemented under the flood response. It was not initially planned for and therefore does not have a target
beneficiary number.
The majority of the activities planned under this strategic outcome were based on available resources, thus enabling WFP to reach or almost reach all the stipulated targets in
terms of outputs
The majority of the activities planned under this strategic outcome were based on available resources, thus enabling WFP to reach or almost reach all the stipulated targets in
terms of outputs

30
Annex
Reporting on beneficiary information in WFP’s annual country

reports
To produce estimates of the total number of unique beneficiaries WFP has assisted yearly, the data from all activities
and transfer modalities must be adjusted to eliminate overlaps and add new beneficiaries. Further background
information is provided in the summary tables annex of the ACR.
The final estimated number of beneficiaries assisted in each country is validated by country offices and entered in
COMET at the end of every year:
• the total number of beneficiaries, which is the sum of all direct beneficiaries reached under all country level
activities, based on the adjusted totals that seek to eliminate overlap;
• the total number of beneficiaries receiving food transfers, cash-based transfers and commodity vouchers or
capacity strengthening, the sum of all direct beneficiaries reached under the activities for each of these transfer
modalities, based on the adjusted estimates that seek to eliminate overlap;
• the total number of beneficiaries assisted under each programme area, the sum of all direct beneficiaries reached
under WFP's eight programme areas at the country level;
• the number of schoolchildren assisted under school-based programmes, the sum of all participants assisted under
the school-based programmes, adjusted to exclude overlaps and activity supporters such as teachers and cooks.
Although WFP conducts quality assurance to provide beneficiary data which are as accurate as possible, numerous
challenges remain regarding data collection, verification, entry and processing. Beneficiary numbers in ACRs should be
considered "best estimates", subject to over- and under- estimation.
For the 2022 reporting period, disability data has been collected using a variety of approaches; head counts in single
activities, disaggregation of data from post distribution monitoring reports (PDMs) and other data sources from UN
agencies and National Census data. As standardized guidance was not available in WFP prior to 2020, these methods
have varied according to the existing needs, capacity, and experience of various WFP activities and operational
contexts. Moving forward, as part of the 2020 Disability Inclusion Road Map, WFP is building on continued efforts to
mainstream and standardize disability data collection methodologies, aligning with international standards and best
practices.

31
Figures and Indicators
WFP contribution to SDGs
SDG 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
WFP Strategic Goal : WFP Contribution (by WFP, or by governments or partners with WFP Support)
SDG Indicator National Results SDG-related indicator Direct Indirect
Unit Female Male Overall Year Unit Female Male Overall
Prevalence of % 16.9 2021 Number of people Number 1,917,59 1,993,46 3,911,057

undernourishment reached (by WFP, or by 1 5
governments or partners
with WFP support) to
improve their food
security
Number of people Number 1,488,22 1,547,11 3,035,344

reached (by WFP, or by 9 5
governments or partners
with WFP support) in the
context of emergency
and protracted crisis
response
Prevalence of % 17 18.4 17.7 2018 Number of people Number 75,792 21,654 97,445
malnutrition wasting reached (by WFP, or by
among children governments or partners
under 5 years of with WFP support) with
age, by type interventions to prevent
(wasting and and treat malnutrition
overweight) (moderate acute
malnutrition)
Prevalence of % 39.4 40.9 40.2 2018 Number of people Number 229,854 58,321 288,175
stunting among reached (by WFP, or by
children under 5 governments or partners
years of age with WFP support) with
stunting prevention
programmes
Prevalence of % overw 9.2 9.7 9.5 2018 Number of people Number 75,792 21,654 97,445
malnutrition eight reached (by WFP, or by
among children governments or partners
under 5 years of with WFP support) with
age, by type interventions to prevent
(wasting and and treat malnutrition
overweight) (moderate acute
malnutrition)
SDG 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development
WFP Strategic Goal : WFP Contribution (by WFP, or by governments or partners with WFP
Support)
SDG Indicator National Results SDG-related indicator Direct Indirect
Unit Overall Year Unit Overall

32
Dollar value of financial and technical US$ 2,143,042, 2020 Dollar value (within WFP portfolio) US$ 8,949,475
assistance (including through North-South, 520 of technical assistance and
South-South and triangular cooperation) country capacity strengthening
committed to developing countries interventions (including
facilitation of South-South and
triangular cooperation)
Beneficiaries by Sex and Age Group

Beneficiary Category Gender Planned Actual % Actual vs. Planned
Total Beneficiaries male 280,208 2,163,668 772%

female 555,556 2,634,712 474%
total 835,764 4,798,380 574%
By Age Group
0-23 months male 63,506 248,296 391%

female 61,935 266,643 431%
total 125,441 514,939 411%
24-59 months male 31,127 209,773 674%
female 30,033 205,412 684%
total 61,160 415,185 679%
5-11 years male 39,891 366,639 919%
female 32,531 352,461 1083%
total 72,422 719,100 993%
12-17 years male 31,965 293,784 919%
female 38,448 282,757 735%
total 70,413 576,541 819%
18-59 years male 100,993 928,214 919%
female 382,177 1,414,415 370%
total 483,170 2,342,629 485%
60+ years male 12,726 116,962 919%
female 10,432 113,024 1083%
total 23,158 229,986 993%
Beneficiaries by Residence Status

Residence Status Planned Actual % Actual vs. Planned
Resident 835,764 4,798,380 574%
Beneficiaries by Programme Area

Programme Area Planned Actual % Actual vs. Planned
Asset Creation and Livelihood 369,980 902,773 244%
Malnutrition prevention programme 349,630 908,331 259%

33
Programme Area Planned Actual % Actual vs. Planned
Malnutrition treatment programme 57,654 97,445 169%
Unconditional Resource Transfers 58,500 3,035,344 5188%
Annual Food Transfer (mt)

Commodities Planned Distribution (mt) Actual Distribution (mt) % Actual vs. Planned
Everyone has access to food
Strategic Outcome 01
High Energy Biscuits 0 0 0%
Iodised Salt 2,288 171 7%
LNS 0 0 0%
Split Peas 51 7,146 14,055%
Vegetable Oil 1,144 4,014 351%
Wheat 22,596 0 0%
Wheat Flour 0 71,742 -
High Energy Biscuits 0 0 0%
LNS 0 0 0%
Vegetable Oil 0 0 0%
Wheat 0 0 0%
No one suffers from malnutrition
High Energy Biscuits 0 112 -
LNS 10,196 5,115 50%
Annual Cash Based Transfer and Commodity Voucher (USD)

Modality Planned Distribution (CBT) Actual Distribution (CBT) % Actual vs. Planned
Strategic result 01: Everyone has access to food
Cash 10,928,571 14,700,785 135%
Strategic result 04: Food systems are sustainable
Cash 1,785,714 3,083,509 173%

34
Strategic Outcome and Output Results
Strategic Outcome 01: Affected populations in Pakistan have timely access to adequate food and Crisis Response
nutrition during and in the aftermath of natural disasters and/or other shocks.
Output Results
Activity 01: Provide humanitarian assistance to meet the basic food and nutrition needs of the most vulnerable populations
affected by disaster.
Detailed Indicator Beneficiary Group Sub Activity Unit of measure Planned Actual
A.1: Beneficiaries receiving cash-based All General Female 19,122 388,693

transfers Distribution Male 19,878 404,073
Total 39,000 792,766
A.1: Beneficiaries receiving food transfers All General Female 9,561 1,150,683
Distribution Male 9,939 1,196,214
Total 19,500 2,346,897
A.2: Food transfers MT 1,539 62,645
A.3: Cash-based transfers US$ 1,071,429 4,673,400
Activity 02: Support affected populations during the early recovery phase to address food insecurity and rebuild livelihoods.
A.1: Beneficiaries receiving capacity All Food assistance Female 7,520 36,876
strengthening transfers for training Male 1,880 4,292
Total 9,400 41,168
A.1: Beneficiaries receiving cash-based All Food assistance Female 73,300 262,359
transfers for asset Male 76,200 272,741
Total 149,500 535,100
A.1: Beneficiaries receiving food transfers All Food assistance Female 76,231 167,003
for asset Male 79,249 173,610
Total 155,480 340,613
Output Results
Output indicator Detailed indicator Unit of measure Planned Actual
A: Targeted beneficiaries receive sufficient cash- and/or food-based transfers to meet their basic food and nutrition requirements.
General Distribution
A.1: Number of women, men, boys and girls A.1.13: Number of women-headed Individual 124,600 467,245
receiving food/cash-based households that receive food assistance
transfers/commodity vouchers/capacity
strengthening transfers
A.1: Number of women, men, boys and girls A.1.14: Number of staff Individual 1,623 1,623
receiving food/cash-based members/community health workers
transfers/commodity vouchers/capacity trained on modalities of food distribution
A.1: Number of women, men, boys and girls A.1.15: Number of timely food distributions Number 3 3
receiving food/cash-based as per planned distribution schedule
C: Targeted beneficiaries receive sufficient cash- and/or food-based transfers to meet their basic food and nutrition requirements.
Institutional capacity strengthening activities

35
C.4*: Number of people engaged in capacity C.4*.1: Number of government/national Individual 49 49
strengthening initiatives facilitated by WFP partner staff receiving technical assistance
to enhance national food security and and training
nutrition stakeholder capacities (new)
C.5*: Number of capacity strengthening C.5*.2: Number of training training session 3 3

initiatives facilitated by WFP to enhance sessions/workshop organized
national food security and nutrition
stakeholder capacities (new)
H: Targeted beneficiaries receive sufficient cash- and/or food-based transfers to meet their basic food and nutrition requirements.
H.2: Number of WFP-led clusters H.2.1: Number of WFP-led clusters unit 2 2

operational, by type operational
K: Targeted beneficiaries receive sufficient cash- and/or food-based transfers to meet their basic food and nutrition requirements.
General Distribution
K.1: Number of partners supported K.1.1: Number of partners supported partner 22 22
A: Affected populations receive support to rebuild livelihoods and expedite their recovery process.
Food assistance for training
A.1: Number of women, men, boys and girls A.1.16: Number of participants in beneficiary Individual 7,807 7,708
receiving food/cash-based training sessions (health and nutrition)
A.1: Number of women, men, boys and girls A.1.17: Number of training sessions for training session 99 99
receiving food/cash-based beneficiaries carried out (health and
transfers/commodity vouchers/capacity nutrition)
A.1: Number of women, men, boys and girls A.1.20: Number of training sessions for training session 2,591 2,591
receiving food/cash-based beneficiaries carried out (livelihood-support/
transfers/commodity vouchers/capacity agriculture&farming;/IGA)
receiving food/cash-based training sessions (livelihood-support/agricult
transfers/commodity vouchers/capacity ure&farming;/IGA)
D: Affected populations receive support to rebuild livelihoods and expedite their recovery process.
Food assistance for asset
D.1: Number of assets built, restored or D.1.108: Volume (m3) of check dams and m3 75,560 75,559
maintained by targeted households and gully rehabilitation structures (e.g. soil
communities, by type and unit of measure sedimentation dams) constructed
D.1: Number of assets built, restored or D.1.114: Volume (m3) of soil excavated from m3 130 130
maintained by targeted households and newly constructed waterways and drainage
communities, by type and unit of measure lines (not including irrigation canals)
D.1: Number of assets built, restored or D.1.115: Volume (m3) of soil excavated from m3 17,400 17,370
maintained by targeted households and rehabilitated waterways and drainage lines
communities, by type and unit of measure (not including irrigation canals)
D.1: Number of assets built, restored or D.1.116: Volume (m3) of water harvesting m3 43 43
maintained by targeted households and systems constructed
communities, by type and unit of measure
D.1: Number of assets built, restored or D.1.117: Kilometres (km) of drinking water Km 3 3
maintained by targeted households and supply line rehabilitated

36
D.1: Number of assets built, restored or D.1.119: Kilometres (km) of irrigation canals Km 2,765 2,765
maintained by targeted households and rehabilitated
D.1: Number of assets built, restored or D.1.123: Number of community water ponds Number 124 124
maintained by targeted households and for irrigation/livestook use constructed
communities, by type and unit of measure (3000-8000 cbmt)
D.1: Number of assets built, restored or D.1.125: Number of community water ponds Number 655 655
maintained by targeted households and for irrigation/livestock use
communities, by type and unit of measure rehablitated/maintained (3000-8000 cbmt)
D.1: Number of assets built, restored or D.1.127: Number of water tanks/tower Number 9 9
maintained by targeted households and constructed for irrigation/livestock/domestic
communities, by type and unit of measure use (0 - 5000cbmt)
D.1: Number of assets built, restored or D.1.131: Number of wells, shallow wells Number 40 40
maintained by targeted households and rehabilitated for irrigation/livestock use
D.1: Number of assets built, restored or D.1.156: Volume (m3) of earth dams and m3 143,200 143,200
maintained by targeted households and flood protection dikes constructed
D.1: Number of assets built, restored or D.1.157: Number of animal shelters animal shelter 131 131
maintained by targeted households and constructed
D.1: Number of assets built, restored or D.1.159: Hectares (ha) of land brought under Ha 3,219 3,219
maintained by targeted households and plantation
D.1: Number of assets built, restored or D.1.17: Hectares (ha) of land cleared Ha 108 108
maintained by targeted households and
D.1: Number of assets built, restored or D.1.38: Kilometres (km) of feeder roads Km 126 126
maintained by targeted households and rehabilitated
D.1: Number of assets built, restored or D.1.41: Kilometres (km) of footpaths, tracks Km 2,864 2,864
maintained by targeted households and or trails rehabilitated
D.1: Number of assets built, restored or D.1.59: Number of culverts and drainage Number 2 2
maintained by targeted households and systems repaired (between 4-6m in width)
D.1: Number of assets built, restored or D.1.65: Number of family gardens garden 15 15
maintained by targeted households and established
D.1: Number of assets built, restored or D.1.8: Hectares (ha) of land under crops Ha 24 24
maintained by targeted households and
D.1: Number of assets built, restored or D.1.98: Number of tree seedlings Number 5,000 5,000
maintained by targeted households and produced/provided
Outcome Results
Outcome Indicator Sex Baseline End-CSP 2022 2022 2021 2020 source
Target Target Follow-up Follow-up Follow-up
Target Group: IDPs/Returnees - Location: Pakistan - Modality: Food - Subactivity: General Distribution

37
Consumption-based Coping Strategy Female 4.7 <1.02 <1.02 2.64 1.02 WFP
Index (Average) Male 4.7 <2.03 <2.03 1.77 2.03 programme
Overall 4.7 <1.73 <1.73 1.85 1.73 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 50 ≥78.9 ≥78.9 41.9 78.9 WFP
households with Acceptable Food Male 65.5 ≥69.6 ≥69.6 52.5 69.6 programme
Consumption Score Overall 64.45 ≥73.4 ≥73.4 51.6 73.4 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 50 ≤21.1 ≤21.1 58.1 21.1 WFP
households with Borderline Food Male 33.5 ≤29.8 ≤29.8 46.8 29.8 programme
Consumption Score Overall 34.55 ≤26.1 ≤26.1 47.8 26.1 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 0 ≤0 ≤0 0 0 WFP

households with Poor Food Male 1 ≤0.9 ≤0.9 0.7 0.9 programme
Consumption Score Overall 1 ≤0.5 ≤0.5 0.6 0.5 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Expenditure Share Female 52.4 <52.4 <52.4 WFP

Male 47.9 <47.9 <47.9 programme
Overall 48.2 <48.2 <48.2 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Target Group: All - Location: Sindh - Modality: Cash - Subactivity: Food assistance for asset
Consumption-based Coping Strategy Female 2.7 ≤2.7 0.1 WFP

Index (Average) Male 1.5 ≤1.5 0 programme
Overall 2.2 ≤2.2 0 monitoring
WFP
programme
monitoring
WFP
programme
monitoring

38
Food Consumption Score: Percentage of Female 2.1 ≥80.84 67.2 WFP
households with Acceptable Food Male 3.1 ≥80.68 74.5 programme
Consumption Score Overall 2.5 ≥80.5 70.5 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 46.6 ≤9.32 16.6 WFP

households with Borderline Food Male 51.2 ≤10.24 13.8 programme
Consumption Score Overall 48.5 ≤9.7 15.3 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 51.3 ≤10.26 16.2 WFP

households with Poor Food Male 45.7 ≤9.14 11.7 programme
Consumption Score Overall 40 ≤9.8 14.2 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Expenditure Share Female 83.3 ≤83.3 34.2 WFP

Male 86.4 ≤86.4 34.5 programme
Overall 84.6 ≤84.6 34.3 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Livelihood-based Coping Strategy Index Overall 72.7 ≥72.7 97.9 WFP

(Percentage of households using coping programme
strategies): Percentage of households monitoring
not using livelihood based coping
strategies
Livelihood-based Coping Strategy Index Overall 3.5 ≤3.5 0.5 WFP

using crisis coping strategies
Livelihood-based Coping Strategy Index Overall 0.8 ≤0.8 0 WFP

using emergency coping strategies
Livelihood-based Coping Strategy Index Overall 23 ≤23 1.6 WFP

using stress coping strategies
Target Group: FFA Beneficiaries - Location: Federally Administered Tribal Areas - Modality: - Subactivity: Food assistance for asset

39
Consumption-based Coping Strategy Female 10.9 <10.9 <10.9 4.7 1.5 14.23 WFP
Index (Average) Male 6.09 <6.09 <6.09 2.85 2.69 4.7 programme
Overall 6.42 <6.42 <6.42 3.04 2.5 5.4 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 40 ≥55.9 ≥55.9 59 25.49 55.9 WFP
households with Acceptable Food Male 52.2 ≥59.5 ≥59.5 40.8 29.1 59.5 programme
Consumption Score Overall 51.4 ≥59.3 ≥59.3 42.8 28.61 59.3 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 10 ≤44.1 ≤44.1 37.7 66.67 44.1 WFP
households with Borderline Food Male 36.8 ≤39.5 ≤39.5 51.9 55.11 39.5 programme
Consumption Score Overall 34.9 ≤39.9 ≤39.9 50.7 56.68 39.9 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Consumption Score: Percentage of Female 50 ≤0 ≤0 3.3 7.84 0 WFP

households with Poor Food Male 11 ≤0.9 ≤0.9 7.3 15.78 0.9 programme
Consumption Score Overall 13.7 ≤0.9 ≤0.9 6.5 14.71 0.9 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Food Expenditure Share Female 29 <29 <29 39 92.15 55.8 WFP

Male 45 <45 <45 40.2 46.13 51.3 programme
Overall 44 <44 <44 39.9 52.4 51.6 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Livelihood-based Coping Strategy Index Female 2.8 <2.8 <2.8 1.8 1.68 2.97 WFP
(Average) Male 2.65 <1.98 <1.98 1.6 1.71 1.98 programme
Overall 2.86 <2.6 <2.6 1.6 1.71 2.06 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Livelihood-based Coping Strategy Index Overall 32 ≥32 ≥32 53.7 54.5 29 WFP
not using livelihood based coping
strategies

40
Livelihood-based Coping Strategy Index Overall 43 ≤43 ≤43 16.7 25.1 39 WFP
using crisis coping strategies

using emergency coping strategies
using stress coping strategies
Proportion of the population in targeted Overall 0 ≥70 ≥70 61 63 67 WFP

communities reporting benefits from an programme
enhanced livelihood asset base monitoring
Strategic Outcome 02: The social protection system at federal and provincial levels provides the most - Root Causes
vulnerable populations, especially women, adolescent girls and children, with improved and
sustained access to safe, nutritious and sufficient food by 2022.
Output Results
Activity 03: Augment social protection mechanisms to support the food insecure and nutritionally vulnerable urban and rural
poor.
C: Major social safety nets adopt measures to address food security and nutrition vulnerabilities and serve the varying needs of the
urban and rural poor men, women, boys and girls in order to break the intergenerational cycle of poverty and malnutrition.
C.5*: Number of capacity strengthening C.5*.1: Number of technical assistance unit 4 4

initiatives facilitated by WFP to enhance activities provided
Activity 04: Provide technical assistance to provincial governments for, and implement as appropriate, school meals.
C: Targeted boys and girls in government primary schools, and girls in secondary schools, receive nutritious foods and participate in
nutrition education programmes in order to improve their nutrition and increase school attendance.

Outcome Results
Activity 03: Augment social protection mechanisms to support the food insecure and nutritionally vulnerable urban and rural
poor.

41
Target Group: All - Location: Pakistan - Modality: Cash - Subactivity: General Distribution
Proportion of cash-based transfers Overall 0 ≥25 ≥25 15.83 Secondary

channelled through national social data
protection systems as a result of WFP
capacity strengthening support (new)
Target Group: Children - Location: Punjab / RAHIM YAR KHAN - Modality: Food - Subactivity: Prevention of acute malnutrition
Proportion of children 6-23 months of Female 5.31 >70 >70 Secondary

age who receive a minimum acceptable Male 3.56 >70 >70 data
diet Overall 4.4 >70 >70 Secondary
data
Secondary
data
Target Group: All - Location: Pakistan - Modality: Capacity Strengthening - Subactivity: Institutional capacity strengthening activities
Number of national food security and Overall 0 =1 =1 1 WFP

nutrition policies, programmes and programme
system components enhanced as a monitoring
result of WFP capacity strengthening
(new)
Target Group: Secondary School Girls - Location: Khyber Pakhtunkhwa - Modality: Cash - Subactivity: School feeding (take-home
rations)
Enrolment rate Female 0 ≥15 ≥15 14 WFP

Overall 0 ≥15 ≥15 14 programme
monitoring
WFP
programme
monitoring
Retention rate / Drop-out rate (new): Female 50 ≤20 ≤20 3 WFP

Drop-out rate Overall 50 ≤20 ≤20 3 programme
monitoring
WFP
programme
monitoring
Retention rate / Drop-out rate (new): Female 50 ≥80 ≥80 97 WFP

Retention rate Overall 50 ≥80 ≥80 97 programme
monitoring
WFP
programme
monitoring

42
Strategic Outcome 03: The entire population, especially children under 5, adolescent girls and women Root Causes
of reproductive age, in Pakistan has improved nutrition in line with national targets for 2025.
Output Results
Activity 05: Assist the government to achieve SDG 2.2 with improved governance, quality implementation, evidence generation
and innovation.
A.1: Beneficiaries receiving capacity All Prevention of Female 91,690 114,421

strengthening transfers stunting Total 91,690 114,421
A.1: Beneficiaries receiving capacity Pregnant and lactating Prevention of Female 166,250 112,761
strengthening transfers women stunting Total 166,250 112,761
A.1: Beneficiaries receiving food transfers Children Prevention of Female 0 129,021

acute Male 0 112,545
malnutrition Total 0 241,566
A.1: Beneficiaries receiving food transfers Children Prevention of Female 45,295 67,811
stunting Male 46,395 58,321
Total 91,690 126,132
A.1: Beneficiaries receiving food transfers Children Treatment of Female 15,051 26,208
moderate acute Male 15,417 21,653
malnutrition Total 30,468 47,861
A.1: Beneficiaries receiving food transfers Pregnant and lactating Prevention of Female 0 264,169
women acute Total 0 264,169
malnutrition
A.1: Beneficiaries receiving food transfers Pregnant and lactating Prevention of Female 166,250 162,043
women stunting Total 166,250 162,043
A.1: Beneficiaries receiving food transfers Pregnant and lactating Treatment of Female 27,186 49,584
women moderate acute Total 27,186 49,584
malnutrition

43
Output Results
and innovation.
A: Children under 5, adolescent girls and women of reproductive age benefit from nutrition-specific interventions to prevent all forms of
malnutrition (particularly, acute, stunting, and micronutrient deficiencies).
Prevention of stunting
A.1: Number of women, men, boys and girls A.1.14: Number of staff Individual 1,691 1,691
A.6: Number of institutional sites assisted A.6.10: Number of health centres/sites health center 383 260
assisted
Treatment of moderate acute malnutrition
A.1: Number of women, men, boys and girls A.1.14: Number of staff Individual 454 441
A.6: Number of institutional sites assisted A.6.10: Number of health centres/sites health center 149 149
assisted
C: Children under 5, adolescent girls and women of reproductive age benefit from nutrition-specific interventions to prevent all forms of
malnutrition (particularly, acute, stunting, and micronutrient deficiencies).

C: Evidence-based cost-effective models for improved nutrition are made available to policy-makers and practitioners in order to inform
policy and programme design to support nutritionally vulnerable people.

C: Functional and effective governance across sectors exists at both federal and provincial levels to improve the nutritional status of the
population, especially children under 5, adolescent girls and women of reproductive age.

C: Public and private sector actors consistently apply nutrition-sensitive approaches in order to improve the population’s accessibility
and adequate consumption of nutritious foods.

44
E*: Children under 5, adolescent girls and women of reproductive age benefit from nutrition-specific interventions to prevent all forms
of malnutrition (particularly, acute, stunting, and micronutrient deficiencies).
Prevention of stunting
E*.4: Number of people reached through E*.4.2: Number of people reached through Number 341,000 282,669
interpersonal SBCC approaches interpersonal SBCC approaches (female)
I: Evidence-based cost-effective models for improved nutrition are made available to policy-makers and practitioners in order to inform
policy and programme design to support nutritionally vulnerable people.
I.1*: Number of tools or products developed I.1*.1: Number of tools or products Number 1 1
or revised to enhance national food security developed or revised to enhance national
and nutrition systems as a result of WFP food security and nutrition systems as a
capacity strengthening support result of WFP capacity strengthening
support
K: Public and private sector actors consistently apply nutrition-sensitive approaches in order to improve the population’s accessibility
and adequate consumption of nutritious foods.
M: Functional and effective governance across sectors exists at both federal and provincial levels to improve the nutritional status of the
population, especially children under 5, adolescent girls and women of reproductive age.
M.1: Number of national coordination M.1.1: Number of national coordination unit 8 8

mechanisms supported mechanisms supported
Outcome Results
and innovation.
Number of national food security and Overall 0 ≥7 ≥7 7 5 5 WFP

(new)
Target Group: All - Location: Pakistan - Modality: Food - Subactivity: Prevention of stunting
Proportion of eligible population that Overall 0 >70 >70 84 66 WFP

participates in programme (coverage) programme
monitoring
Target Group: CH - Location: Pakistan - Modality: Food - Subactivity: Prevention of stunting
Proportion of children 6-23 months of Female 3.6 >70 >70 21.3 25.9 WFP
age who receive a minimum acceptable Male 3.6 >70 >70 20.2 27.6 programme
diet Overall 3.6 >70 >70 21 26.7 monitoring
WFP
programme
monitoring
WFP
programme
monitoring

45
Proportion of target population that Female 0 >66 >66 94 51 WFP
participates in an adequate number of Male 0 >66 >66 94 programme
distributions (adherence) Overall 0 >66 >66 94 51 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Target Group: CH - Location: Pakistan - Modality: Food - Subactivity: Treatment of moderate acute malnutrition
MAM Treatment Default rate Female 3.84 <15 <15 4.47 1.94 3.31 Secondary
Male 4.03 <15 <15 3.99 2.04 3.19 data
Overall 3.93 <15 <15 4.24 1.99 3.25 Secondary
data
Secondary
data
MAM Treatment Mortality rate Female 0.01 <3 <3 0 0.02 0.01 Secondary
Male 0.01 <3 <3 0.01 0.02 0 data
data
Secondary
data
MAM Treatment Non-response rate Female 2.06 <15 <15 0.38 0.26 0.09 Secondary
Male 1.89 <15 <15 0.56 0.28 0.07 data
data
Secondary
data
MAM Treatment Recovery rate Female 94.1 >75 >75 95.15 97.78 96.59 Secondary
Male 94.07 >75 >75 95.45 97.66 96.74 data
Overall 94.09 >75 >75 95.29 97.72 96.66 Secondary
data
Secondary
data
Proportion of eligible population that Female 69 >50 >50 47 Secondary

participates in programme (coverage) Male 69 >50 >50 47 data
Overall 69 >50 >50 39 35.5 47 Secondary
data
Secondary
data
Target Group: PLW_BISP_Nashonuma - Location: Pakistan - Modality: Food - Subactivity: Prevention of stunting
Minimum Dietary Diversity – Women Overall 13.6 >13.6 >13.6 12.7 14.9 WFP
programme
monitoring

46
Strategic Outcome 04: Communities in disaster-prone districts have more resilient food systems and Resilience Building
development gains are better protected by disaster risk management systems at all levels by 2022.
Output Results
Activity 06: Support all levels of government and communities to adopt and operationalize an integrated climate risk
management system.
A.1: Beneficiaries receiving capacity All Food assistance Female 0 1,487

strengthening transfers for training Male 0 7
Total 0 1,494
A.1: Beneficiaries receiving cash-based All Food assistance Female 31,870 13,268
transfers for asset Male 33,130 13,792
Total 65,000 27,060

47
Output Results
Activity 06: Support all levels of government and communities to adopt and operationalize an integrated climate risk
management system.
A: Targeted beneficiaries receive assistance to create assets to improve food security, enhance resilience to shocks, reduce risk and
ensure sustainable livelihoods.
Food assistance for training
receiving food/cash-based training sessions (community preparedness,
transfers/commodity vouchers/capacity early warning,
strengthening transfers disaster risk reduction, and climate change
adaptation)
A.1: Number of women, men, boys and girls A.1.19: Number of training sessions for training session 2 2
receiving food/cash-based beneficiaries carried out (community
transfers/commodity vouchers/capacity preparedness, early warning,
strengthening transfers disaster risk reduction, and climate change
adaptation)
C: Shock-responsive safety net models are developed to pre-empt and mitigate the negative effects of a disaster on highly vulnerable
households.


D: Targeted beneficiaries receive assistance to create assets to improve food security, enhance resilience to shocks, reduce risk and
ensure sustainable livelihoods.
Food assistance for asset
D.1: Number of assets built, restored or D.1.131: Number of wells, shallow wells Number 1 1
maintained by targeted households and rehabilitated for irrigation/livestock use
D.1: Number of assets built, restored or D.1.52: Number of social infrastructures and Number 1 1
maintained by targeted households and Income Generating infrastructures
communities, by type and unit of measure rehabilitated (School Building, Facility
Center, Community Building, Market Stalls,
etc.)
C: The humanitarian response system (including government, local and international actors) remains prepared and has an efficient
supply chain network to respond and protect vulnerable communities in a timely manner.


48
C.7*: Number of national institutions C.7*.1: Number of national institutions Number 3 3
benefitting from embedded or seconded benefitting from embedded or seconded
expertise as a result of WFP capacity expertise as a result of WFP capacity
strengthening support (new) strengthening support (new)
C.8*: USD value of assets and infrastructure C.8*.1: USD value of assets and US$ 130,000 130,000
handed over to national stakeholders as a infrastructure handed over to national
result of WFP capacity strengthening stakeholders as a result of WFP capacity
support (new) strengthening support (new)
C: The national, provincial, district and community system integrates disaster risk reduction and management, including climate- and
environment-related risk management, to mitigate the risk of disasters on vulnerable communities.

C.6*: Number of tools or products C.6*.1: Number of tools or products unit 6 6

developed or revised to enhance national developed
food security and nutrition systems as a
support (new)

C.8*: USD value of assets and infrastructure C.8*.1: USD value of assets and US$ 15,000 15,000
handed over to national stakeholders as a infrastructure handed over to national
result of WFP capacity strengthening stakeholders as a result of WFP capacity
support (new) strengthening support (new)
H: The humanitarian response system (including government, local and international actors) remains prepared and has an efficient
H.3: Number of engineering works H.3.1: Number of engineering works unit 2 2

completed, by type completed
K: The humanitarian response system (including government, local and international actors) remains prepared and has an efficient
L: The humanitarian response system (including government, local and international actors) remains prepared and has an efficient
L.1: Number of infrastructure works L.1.1: Number of infrastructure works unit 3 3

implemented, by type implemented
L.2: Amount of investments in equipment L.2.1: Amount of investments in equipment US$ 90,000 90,000
made, by type made
L: The national, provincial, district and community system integrates disaster risk reduction and management, including climate- and
environment-related risk management, to mitigate the risk of disasters on vulnerable communities.


49
Outcome Results
Target Group: All - Location: Balochistan - Modality: - Subactivity: Emergency preparedness activities
Emergency Preparedness Capacity Overall 2.15 ≥2.15 ≥2.15 WFP survey

Index
Number of national food security and Overall 0 =5 =5 5 2 WFP

(new)
Proportion of targeted communities Overall 0 >80 >80 WFP

where there is evidence of improved programme
capacity to manage climate shocks and monitoring
risks
Strategic Outcome 05: Federal and provincial systems have strengthened capabilities to provide food - Root Causes
security and essential services to the people of Pakistan by 2022.
Output Results
Activity 08: Strengthen government and partner capabilities to provide food security and essential services.
C: Strategic grain reserves management is improved to maintain an appropriate quantity and quality of stock to moderate the supply for
populations affected by a shock or prolonged stress.


C.6*: Number of tools or products C.6*.1: Number of tools or products unit 2 2

developed or revised to enhance national developed
food security and nutrition systems as a
support (new)

K: Infrastructure to store the strategic grain reserves is designed and built to minimize losses and improve quality control to serve the
people of Pakistan.
L: Infrastructure to store the strategic grain reserves is designed and built to minimize losses and improve quality control to serve the
people of Pakistan.


50
Outcome Results
Activity 08: Strengthen government and partner capabilities to provide food security and essential services.
Target Group: All - Location: Pakistan - Modality: - Subactivity: Institutional capacity strengthening activities
Number of national food security and Overall 0 =3 =3 3 WFP

(new)

51
Cross-cutting Indicators
Progress towards gender equality indicators
Improved gender equality and women’s empowerment among WFP-assisted population
Activity 01: Provide humanitarian assistance to meet the basic food and nutrition needs of the most vulnerable populations affected by
disaster.
CrossCutting Indicator Sex Baseline End-CSP 2022 Target 2022 2021 2020 source
Target Follow-up Follow-up Follow-up
Target Group: All - Location: Pakistan - Modality: Cash, Food - Subactivity: General Distribution
Proportion of food assistance Overall 0 >20 >20 32 27.6 14 WFP

decision-making entity – committees, programme
boards, teams, etc. – members who are monitoring
women - -
Target Group: All - Location: Pakistan - Modality: Food - Subactivity: General Distribution
Proportion of households where women, Overall 20 ≥50 ≥50 43.6 42 55 WFP

men, or both women and men make programme
decisions on the use of monitoring
food/cash/vouchers, disaggregated by
transfer modality - Decisions jointly made
by women and men
Proportion of households where women, Overall 39.8 ≤30 ≤30 52.8 53 39 WFP
transfer modality - Decisions made by
men
Proportion of households where women, Overall 40.2 ≤20 ≤20 3.6 5 6 WFP
transfer modality - Decisions made by
women
Target Group: All - Location: Federally Administered Tribal Areas - Modality: - - Subactivity: Food assistance for asset
Type of transfer (food, cash, voucher, no Female 0 ≥10 ≥10 32 35 42 Secondary

compensation) received by participants in Male 0 ≥90 ≥90 68 65 58 data
WFP activities, disaggregated by sex and Overall 0 ≥100 ≥100 100 100 100 Secondary
type of activity - - data
Secondary
data

52
Protection indicators
Affected populations are able to benefit from WFP programmes in a manner that ensures and promotes their safety, dignity and integrity
disaster.
Proportion of targeted people having Female 99 =100 =100 98 100 100 WFP
unhindered access to WFP programmes Male 99 =100 =100 98 100 100 programme
(new) - - Overall 99 =100 =100 98 100 100 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Proportion of targeted people receiving Female 100 ≥90 ≥90 98 99 100 WFP
assistance without safety challenges Male 100 ≥90 ≥90 98 99 99 programme
(new) - - Overall 100 ≥90 ≥90 98 99 99 monitoring
WFP
programme
monitoring
WFP
programme
monitoring
Proportion of targeted people who report Female 89 ≥90 ≥90 99 98 100 WFP
that WFP programmes are dignified (new) Male 89 ≥90 ≥90 99 98 99 programme
-- Overall 89 ≥90 ≥90 99 98 99 monitoring
WFP
programme
monitoring
WFP
programme
monitoring

53
Accountability to affected population indicators
Affected populations are able to hold WFP and partners accountable for meeting their hunger needs in a manner that reflects their views
and preferences
disaster.
Target Group: All - Location: Pakistan - Modality: Food - Subactivity:
Proportion of project activities for which Overall 0 =100 =100 100 88 90 WFP
beneficiary feedback is documented, programme
analysed and integrated into programme monitoring
improvements - -
Proportion of assisted people informed Female 40.4 >80 >80 87.44 90 75 WFP
about the programme (who is included, Male 40.4 >80 >80 95.18 92 77 programme
what people will receive, length of Overall 40.4 >80 >80 92.78 91 77 monitoring
assistance) - - WFP
programme
monitoring
WFP
programme
monitoring

54
Environment indicators
Targeted communities benefit from WFP programmes in a manner that does not harm the environment
disaster.
Target Group: All - Location: Pakistan - Modality: - - Subactivity: General Distribution
Proportion of FLAs/MOUs/CCs for CSP Overall 0 =100 =100 0 0 WFP

activities screened for environmental and programme
social risk - - monitoring
Target Group: All - Location: Pakistan - Modality: - - Subactivity: Food assistance for asset

Activity 03: Augment social protection mechanisms to support the food insecure and nutritionally vulnerable urban and rural poor.
Target Group: All - Location: Pakistan - Modality: - - Subactivity: General Distribution

Target Group: Secondary School Girls - Location: Khyber Pakhtunkhwa - Modality: - - Subactivity: School feeding (take-home rations)

Activity 05: Assist the government to achieve SDG 2.2 with improved governance, quality implementation, evidence generation and
innovation.
Target Group: All - Location: Pakistan - Modality: - - Subactivity: Institutional capacity strengthening activities

Activity 06: Support all levels of government and communities to adopt and operationalize an integrated climate risk management system.
Target Group: All - Location: Pakistan - Modality: - - Subactivity: Food assistance for asset


55
Cover page photo © WFP/Shehzad Noorani
Naila (centre) with her siblings: After spending two weeks on the road due to
floods, her family returned home to Sindh and started rebuilding.
World Food Programme

Contact info
Chris Kaye
chris.kaye@wfp.org
https://www.wfp.org/countries/pakistan
Financial Section
Financial information is taken from WFP's financial records which have

been submitted to WFP's auditors.
Annual Country Report
Pakistan Country Portfolio Budget 2022 (2018-2022)
Annual Financial Overview for the period 1 January to 31 December 2022 (Amount in USD)
Code Strategic Outcome
SO 1 Affected populations in Pakistan have timely access to adequate food and nutrition during and in the aftermath of natural disasters and/or other shocks.
SO 2 The social protection system at federal and provincial levels provides the most vulnerable populations, especially women, adolescent girls and children, with improved and sustained access to safe, nutritious and sufficient food by 2022.
SO 3 The entire population, especially children under 5, adolescent girls and women of reproductive age, in Pakistan has improved nutrition in line with national targets for 2025.
SO 4 Communities in disaster-prone districts have more resilient food systems and development gains are better protected by disaster risk management systems at all levels by 2022.
SO 5 Federal and provincial systems have strengthened capabilities to provide food security and essential services to the people of Pakistan by 2022.
Code Country Activity Long Description
ACL1 Support affected populations during the early recovery phase to address food insecurity and rebuild livelihoods.
CAR1 Support all levels of government and communities to adopt and operationalize an integrated climate risk management system.
CSI1 Augment social protection mechanisms to support the food insecure and nutritionally vulnerable urban and rural poor.
CSI1 Strengthen government and partner capabilities to provide food security and essential services.
EPA1 Strengthen the government’s and communities’ capacity for disaster risk reduction.
NPA1 Assist the government to achieve SDG 2.2 with improved governance, quality implementation, evidence generation and innovation.
SMP1 Provide technical assistance to provincial governments for, and implement as appropriate, school meals.
URT1 Provide humanitarian assistance to meet the basic food and nutrition needs of the most vulnerable populations affected by disaster.
Strategic
Strategic Outcome Activity Needs Based Plan Implementation Plan Available Resources Expenditures
Result
Support affected
populations during the
early recovery phase to
address food insecurity
and rebuild livelihoods.
27,724,555 28,421,785 35,614,751 29,100,197
Affected populations in Provide humanitarian

Pakistan have timely access assistance to meet the
to adequate food and basic food and nutrition
nutrition during and in the needs of the most
aftermath of natural disasters vulnerable populations
and/or other shocks. affected by disaster. 2,320,514 9,950,058 67,010,289 51,397,806
Non Activity Specific
0 0 48,551 0
1
Augment social protection

mechanisms to support the
food insecure and
The social protection system nutritionally vulnerable
at federal and provincial urban and rural poor.
levels provides the most
vulnerable populations, 476,676 192,980 822,031 124
especially women,
adolescent girls and children,
with improved and sustained
access to safe, nutritious and Provide technical
sufficient food by 2022. assistance to provincial
governments for, and
implement as appropriate,
school meals.
1,247,763 1,648,396 585,846 206,557
Subtotal Strategic Result 1. Everyone has access to food (SDG

Target 2.1) 31,769,507 40,213,218 104,081,466 80,704,685
This computer generated report is certified by the Chief of Contribution Accounting and Donor Financial Reporting Branch (FINC)
Page 1 of 3 16/02/2023 12:11:26

Strategic
Result
Assist the government to

achieve SDG 2.2 with
improved governance,
quality implementation,
The entire population,
evidence generation and
adolescent girls and women innovation.
45,334,007 21,287,916 76,111,671 29,327,268
2 of reproductive age, in
Pakistan has improved
nutrition in line with national
targets for 2025.
0 0 80,293 0
Subtotal Strategic Result 2. No one suffers from malnutrition (SDG

Target 2.2) 45,334,007 21,287,916 76,191,964 29,327,268
Support all levels of

government and
communities to adopt and
operationalize an
Communities in disaster-
prone districts have more integrated climate risk
management system.
resilient food systems and 2,768,184 2,180,928 5,323,883 3,614,673
4 development gains are better
protected by disaster risk
management systems at all
Strengthen the
levels by 2022.
government’s and
communities’ capacity for
disaster risk reduction.
1,956,580 3,178,156 882,373 482,022
Subtotal Strategic Result 4. Food systems are sustainable (SDG

Target 2.4) 4,724,764 5,359,084 6,206,256 4,096,695
Page 2 of 3 16/02/2023 12:11:26

Strategic
Result
Federal and provincial

systems have strengthened Strengthen government
capabilities to provide food and partner capabilities to
5
security and essential provide food security and
services to the people of essential services.
Pakistan by 2022. 1,127,992 960,501 6,005,805 3,024,161
Subtotal Strategic Result 5. Countries have strengthened capacity

to implement the SDGs (SDG Target 17.9) 1,127,992 960,501 6,005,805 3,024,161
Non SO Specific Non Activity Specific 0 0 1,909,539 0
Subtotal Strategic Result 0 0 1,909,539 0
Total Direct Operational Cost 82,956,271 67,820,719 194,395,030 117,152,809
Direct Support Cost (DSC) 7,203,059 7,729,132 13,766,180 5,167,643
Total Direct Costs 90,159,329 75,549,851 208,161,209 122,320,452
Indirect Support Cost (ISC) 5,860,356 4,910,740 470,539 470,539
Grand Total 96,019,686 80,460,592 208,631,748 122,790,991
Wannee Piyabongkarn
Chief
Contribution Accounting and Donor Financial Reporting Branch
Page 3 of 3 16/02/2023 12:11:26

Columns Definition
Needs Based Plan

Latest annual approved version of operational needs as of December of the reporting year. WFP’s needs-based
plans constitute an appeal for resources to implement operations which are designed based on needs
assessments undertaken in collaboration with government counterparts and partners
Implementation Plan
Implementation Plan as of January of the reporting period which represents original operational prioritized
needs taking into account funding forecasts of available resources and operational challenges
Available Resources
Unspent Balance of Resources carried forward, Allocated contribution in the current year, Advances and Other
resources in the current year. It excludes contributions that are stipulated by donor for use in future years
Expenditures
Monetary value of goods and services received and recorded within the reporting year
Cumulative Financial Overview as at 31 December 2022 (Amount in USD)
Code Strategic Outcome

SO 1 Affected populations in Pakistan have timely access to adequate food and nutrition during and in the aftermath of natural disasters and/or other shocks.
SO 2 The social protection system at federal and provincial levels provides the most vulnerable populations, especially women, adolescent girls and children, with improved and sustained access to safe, nutritious and sufficient food
by 2022.
SO 3 The entire population, especially children under 5, adolescent girls and women of reproductive age, in Pakistan has improved nutrition in line with national targets for 2025.
SO 4 Communities in disaster-prone districts have more resilient food systems and development gains are better protected by disaster risk management systems at all levels by 2022.
SO 5 Federal and provincial systems have strengthened capabilities to provide food security and essential services to the people of Pakistan by 2022.
Code Country Activity - Long Description

ACL1 Support affected populations during the early recovery phase to address food insecurity and rebuild livelihoods.
CAR1 Support all levels of government and communities to adopt and operationalize an integrated climate risk management system.
CSI1 Augment social protection mechanisms to support the food insecure and nutritionally vulnerable urban and rural poor.
CSI1 Strengthen government and partner capabilities to provide food security and essential services.
EPA1 Strengthen the government’s and communities’ capacity for disaster risk reduction.
NPA1 Assist the government to achieve SDG 2.2 with improved governance, quality implementation, evidence generation and innovation.
SMP1 Provide technical assistance to provincial governments for, and implement as appropriate, school meals.
Code Country Activity - Long Description
URT1 Provide humanitarian assistance to meet the basic food and nutrition needs of the most vulnerable populations affected by disaster.
Strategic Needs Based Allocated Advance and Allocated Balance of

Strategic Outcome Activity Expenditures
Result Plan Contributions Allocation Resources Resources
Provide humanitarian
assistance to meet the
basic food and nutrition
needs of the most
vulnerable populations
affected by disaster. 72,473,350 107,131,724 4,629,808 111,761,532 96,149,049 15,612,482
Affected populations in
Support affected
Pakistan have timely access
populations during the
to adequate food and
early recovery phase to
nutrition during and in the
address food insecurity
aftermath of natural disasters
and rebuild livelihoods.
and/or other shocks. 112,753,150 76,015,659 0 76,015,659 69,501,105 6,514,553
0 48,551 0 48,551 0 48,551
The social protection system

at federal and provincial
levels provides the most Augment social protection
vulnerable populations, mechanisms to support the
especially women, food insecure and
adolescent girls and children, nutritionally vulnerable
with improved and sustained urban and rural poor.
access to safe, nutritious and
sufficient food by 2022. 7,956,928 4,826,280 0 4,826,280 4,004,374 821,906
Page 1 of 4 16/02/2023 12:10:55

The social protection system

at federal and provincial
levels provides the most Provide technical
vulnerable populations, assistance to provincial
1 especially women, governments for, and
adolescent girls and children, implement as appropriate,
with improved and sustained school meals.
access to safe, nutritious and
sufficient food by 2022. 48,190,108 2,246,528 0 2,246,528 1,867,240 379,288
Subtotal Strategic Result 1. Everyone has access to food (SDG

Target 2.1) 241,373,536 190,268,741 4,629,808 194,898,549 171,521,769 23,376,781
Assist the government to

achieve SDG 2.2 with
improved governance,
quality implementation,
The entire population,
evidence generation and
innovation.
adolescent girls and women 157,146,706 127,430,765 0 127,430,765 80,646,361 46,784,404
2 of reproductive age, in
Pakistan has improved
nutrition in line with national
targets for 2025.
0 80,293 0 80,293 0 80,293
Subtotal Strategic Result 2. No one suffers from malnutrition (SDG

Target 2.2) 157,146,706 127,511,058 0 127,511,058 80,646,361 46,864,697
Page 2 of 4 16/02/2023 12:10:55

Strengthen the
government’s and
communities’ capacity for
Communities in disaster-
disaster risk reduction.
prone districts have more
resilient food systems and 22,617,088 4,750,610 0 4,750,610 4,350,260 400,350
4 development gains are better
protected by disaster risk Support all levels of
management systems at all government and
levels by 2022. communities to adopt and
operationalize an
integrated climate risk
management system.
15,250,908 6,647,331 0 6,647,331 4,938,122 1,709,210
Subtotal Strategic Result 4. Food systems are sustainable (SDG

Target 2.4) 37,867,996 11,397,942 0 11,397,942 9,288,382 2,109,560
Federal and provincial

systems have strengthened Strengthen government
capabilities to provide food and partner capabilities to
5
security and essential provide food security and
services to the people of essential services.
Pakistan by 2022. 11,236,834 7,510,585 438,820 7,949,405 4,967,761 2,981,644
Subtotal Strategic Result 5. Countries have strengthened capacity

to implement the SDGs (SDG Target 17.9) 11,236,834 7,510,585 438,820 7,949,405 4,967,761 2,981,644
Non SO Specific Non Activity Specific 0 1,909,539 0 1,909,539 0 1,909,539
Subtotal Strategic Result 0 1,909,539 0 1,909,539 0 1,909,539
Total Direct Operational Cost 447,625,072 338,597,864 5,068,628 343,666,493 266,424,272 77,242,221
Page 3 of 4 16/02/2023 12:10:55

Direct Support Cost (DSC) 35,043,484 27,965,544 503,630 28,469,174 19,870,638 8,598,537
Total Direct Costs 482,668,556 366,563,408 5,572,258 372,135,667 286,294,909 85,840,757
Indirect Support Cost (ISC) 31,373,456 19,268,130 19,268,130 19,268,130 0
Grand Total 514,042,013 385,831,538 5,572,258 391,403,797 305,563,039 85,840,757
This donor financial report is interim
Wannee Piyabongkarn
Chief
Page 4 of 4 16/02/2023 12:10:55
Columns Definition
Needs Based Plan

Latest approved version of operational needs. WFP’s needs-based plans constitute an appeal for resources to
implement operations which are designed based on needs assessments undertaken in collaboration with
government counterparts and partners
Allocated Contributions
Allocated contributions include confirmed contributions with exchange rate variations, multilateral contributions,
miscellaneous income, resource transferred, cost recovery and other financial adjustments (e.g. refinancing). It
excludes internal advance and allocation and contributions that are stipulated by donor for use in future years.
Advance and allocation

Internal advanced/allocated resources but not repaid. This includes different types of internal advance (Internal
Project Lending or Macro-advance Financing) and allocation (Immediate Response Account)
Allocated Resources
Sum of Allocated Contributions, Advance and Allocation
Expenditures
Cumulative monetary value of goods and services received and recorded within the reporting period
Balance of Resources
Allocated Resources minus Expenditures
Cumulative Financial Detail by Contribution as at 31 December 2022 (Amount in USD)
Category Allocated Resources Value Allocated Resources % Cost Category Expenditure Value Expenditure %
Directed Multilateral 353,616,191 90% Food and related costs 156,372,623 51%
Multilateral 19,510,031 5% Cash Based Transfer and related costs 49,469,214 16%
Others 18,277,574 5% Implementation Costs 34,569,447 11%
391,403,797 100% Capacity Strengthening 26,012,988 9%
Direct Support Costs (DSC) 19,870,638 7%
Indirect Support Cost (ISC) 19,268,130 6%
Service Delivery 0 0%
305,563,039 100%
Total
Incoming and Non-Direct Subtotal
Outgoing Multilateral Directed
Transfers Multilateral
Allocated Resources 391,403,797 5,822,432 31,965,174 353,616,191
Expenditures
Food and related costs 156,372,623 5,537,860 7,263,194 142,853,839
Cash Based Transfer and related costs 49,469,214 0 6,757,616 42,689,748
Capacity Strengthening 26,012,988 0 3,647,932 22,365,849
Service Delivery 0 0 0 0
Total Transfer 231,854,825 5,537,860 17,668,742 207,909,436
Implementation Cost 34,569,447 192,059 2,809,713 31,556,426
Total Direct Operational Costs 266,424,272 5,729,920 20,478,455 239,465,862
Direct Support Cost (DSC) 19,870,638 92,512 1,887,084 17,891,042
Total Direct Costs 286,294,909 5,822,432 22,365,539 257,356,904
Indirect Support Cost (ISC) 19,268,130 0 661,005 18,607,124
Total Expenditures 305,563,039 5,822,432 23,026,544 275,964,028
Balance of Resources 85,840,757 0 8,938,629 77,652,163
Outstanding Contributions Receivable 43,702,179
Cash Balance 33,949,984
The following donors have provided multilateral contributions for this CPB:
AUL DFAT CHA MOA FIN MOFA GER BMZ (BERLIN) IRE DAFM NOR MOFA PAK GKHPK PAK MNFSR PAK MNHSR SWE MOFA UK DFID UK FCDO WPD PRIV DON IG GER
Note: ACR amounts are rounded off to the nearest dollar.
Page 1 of 24 16/02/2023 12:11:30

AUL DFAT AUL DFAT AUL DFAT AUL DFAT AUL DFAT AUL DFAT AUL DFAT
10032032 10032860 10032907 10034148 10036683 10036699 10037575
AUL-C-00248-04 AUL-C-00248-05 AUL-C-00248-10 AUL-C-00248-06 AUL-C-00300-03 AUL-C-00248-08 AUL-C-00301-01
Allocated Resources 1,012,950 3,777,500 2,024,712 2,848,558 135,006 691,770 167,144
Expenditures
Food and related costs 542,948 988,992 0 1,385,203 0 0 132,710
Cash Based Transfer and related costs 0 585,757 1,531,659 10,367 97,203 523,312 0
Capacity Strengthening 0 1,083,598 0 560,956 2,340 0 0
Service Delivery 0 0 0 0 0 0 0
Total Transfer 542,948 2,658,347 1,531,659 1,956,526 99,543 523,312 132,710
Implementation Cost 209,275 578,041 220,865 500,088 17,496 75,462 17,910
Total Direct Operational Costs 752,223 3,236,388 1,752,524 2,456,614 117,039 598,773 150,620
Direct Support Cost (DSC) 146,698 310,561 148,614 218,089 9,727 50,776 6,323
Total Direct Costs 898,921 3,546,949 1,901,138 2,674,702 126,766 649,549 156,943
Indirect Support Cost (ISC) 114,029 230,552 123,574 173,856 8,240 42,221 10,201
Total Expenditures 1,012,950 3,777,500 2,024,712 2,848,558 135,006 691,770 167,144
Balance of Resources 0 0 0 0 0 0 0
Outstanding Contributions Receivable 0 0 0 0 0 0 0
Cash Balance 0 0 0 0 0 0 0
Page 2 of 24 16/02/2023 12:11:30

AUL DFAT AUL DFAT AUL DFAT AUL VICT GOV BUL MOFA CAN DFATD CAN DFATD
10041401 10043224 10044672 10045017 10044749 10031550 10032312
AUL-C-00325-04 AUL-C-00329-01 AUL-C-00343-01 AUL-C-00345-01 BUL-C-00016-03 CAN-C-00546-35 CAN-C-00529-18
Allocated Resources 1,501,289 3,755,695 3,117,205 134,105 51,706 1,394,210 1,255,566
Expenditures
Food and related costs 891,204 2,716,110 0 0 0 0 0
Cash Based Transfer and related costs 0 0 0 0 0 0 609,992
Capacity Strengthening 0 0 0 0 0 1,083,305 0
Total Transfer 891,204 2,716,110 0 0 0 1,083,305 609,992
Implementation Cost 322,653 0 0 0 0 139,481 100,078
Total Direct Operational Costs 1,213,856 2,716,110 0 0 0 1,222,785 710,069
Direct Support Cost (DSC) 157,300 0 0 0 0 80,215 267,713
Total Direct Costs 1,371,156 2,716,110 0 0 0 1,303,000 977,783
Total Expenditures 1,501,289 2,945,331 190,252 8,185 3,156 1,394,210 1,059,923
Balance of Resources 0 810,364 2,926,953 125,920 48,551 0 195,644
Cash Balance 0 810,364 2,926,953 125,920 48,551 0 195,644
Page 3 of 24 16/02/2023 12:11:30

CAN DFATD CAN DFATD CAN DFATD CAN DFATD CAN DFATD CAN DFATD CAN DFATD
10033071 10033245 10035383 10038090 10039740 10040558 10041907
CAN-C-00252-02 CAN-C-00563-23 CAN-C-00572-37 CAN-C-00585-23 CAN-C-00598-18 CAN-C-00609-13 CAN-C-00619-12
Allocated Resources 14,160 1,537,189 381,029 354,569 787,211 1,598,201 485,841
Expenditures
Food and related costs 0 878,628 0 270,921 0 0 306,677
Cash Based Transfer and related costs 14,160 0 277,360 0 589,259 1,198,480 43,184
Capacity Strengthening 0 0 0 0 0 0 0
Total Transfer 14,160 878,628 277,360 270,921 589,259 1,198,480 349,862
Implementation Cost 0 288,027 49,204 37,038 92,473 185,555 59,634
Total Direct Operational Costs 14,160 1,166,655 326,564 307,959 681,732 1,384,035 409,496
Direct Support Cost (DSC) 0 215,079 31,209 24,969 57,434 116,624 46,692
Total Direct Costs 14,160 1,381,735 357,773 332,928 739,166 1,500,658 456,188
Indirect Support Cost (ISC) 0 155,455 23,255 21,640 48,046 97,543 29,652
Total Expenditures 14,160 1,537,189 381,029 354,569 787,211 1,598,201 485,841
Page 4 of 24 16/02/2023 12:11:30

CAN DFATD CAN DFATD CAN DFATD CAN DFATD CHA MOA CHA MOA CHA MOFC
10042074 10042901 10044557 10044748 10042210 70001813 10033506
CAN-C-00619-29 CAN-C-00621-03 CAN-C-00631-01 CAN-C-00631-02 CHA-C-00085-04 CHA-C-00085-02 CHA-C-00056-14
Allocated Resources 1,923,216 2,351,917 733,112 2,199,676 180,192 40,000 133,017
Expenditures
Food and related costs 499,701 0 0 0 0 0 0
Cash Based Transfer and related costs 720,985 1,695,776 95,542 98,929 113,470 0 0
Total Transfer 1,220,686 1,695,776 95,542 98,929 113,470 0 0
Implementation Cost 306,561 286,606 0 0 0 0 0
Total Direct Operational Costs 1,527,247 1,982,382 95,542 98,929 113,470 0 0
Direct Support Cost (DSC) 241,702 225,992 0 0 0 0 124,314
Total Direct Costs 1,768,949 2,208,373 95,542 98,929 113,470 0 124,314
Indirect Support Cost (ISC) 154,267 143,544 44,744 134,253 10,998 0 8,702
Total Expenditures 1,923,216 2,351,917 140,286 233,181 124,467 0 133,017
Balance of Resources 0 0 592,826 1,966,495 55,725 40,000 0
Outstanding Contributions Receivable 0 0 0 0 0 0
Cash Balance 0 0 592,826 1,966,495 55,725 40,000 0
Page 5 of 24 16/02/2023 12:11:30

EEC ECHO EEC ECHO EEC ECHO EEC ECHO EEC ECHO EEC ECHO FRA MOEFA
10031634 10033671 10035485 10039460 10042180 10044388 10044832
EEC-C-00686-02 EEC-C-00686-03 EEC-C-00686-04 EEC-C-00882-01 EEC-C-00943-01 EEC-C-00977-01 FRA-C-00331-10
Allocated Resources 942,305 2,312,810 787,153 584,317 1,122,652 164,687 1,028,807
Expenditures
Food and related costs 0 23,087 0 0 825,349 0 0
Cash Based Transfer and related costs 0 0 233,015 442,585 0 0 0
Capacity Strengthening 667,636 1,551,014 414,330 0 0 154,465 0
Total Transfer 667,636 1,574,101 647,345 442,585 825,349 154,465 0
Implementation Cost 159,762 421,815 8,037 62,802 122,159 0 0
Total Direct Operational Costs 827,398 1,995,916 655,382 505,387 947,508 154,465 0
Direct Support Cost (DSC) 54,281 177,619 84,148 43,005 106,625 0 0
Total Direct Costs 881,679 2,173,535 739,529 548,392 1,054,133 154,465 0
Total Expenditures 942,305 2,312,810 787,153 584,317 1,122,652 164,517 62,791
Balance of Resources 0 0 0 0 0 170 966,016
Outstanding Contributions Receivable 0 0 0 0 229,358 0 0
Cash Balance 0 0 0 0 -229,358 170 966,016
Page 6 of 24 16/02/2023 12:11:30

GER BMZ (BERLIN) GER BMZ (BERLIN) GER BMZ (BERLIN) GER BMZ (BERLIN) GER BMZ (BERLIN) GER BMZ (BERLIN) GER BMZ SI-EWOH
10042196 10044144 10044145 10045186 70000412 70000414 70000255
GER-C-01121-01 GER-C-01177-01 GER-C-01177-02 GER-C-01209-02 GER-C-00762-03 GER-C-00762-04 GER-C-00553-02
Allocated Resources 16,891,892 533,049 4,797,441 2,444,638 27,120 22,113 411,253
Expenditures
Food and related costs 6,765,742 0 0 79,575 0 0 23,586
Cash Based Transfer and related costs 5,472,193 0 533,800 0 0 0 0
Capacity Strengthening 0 0 0 0 25,000 20,000 387,667
Total Transfer 12,237,935 0 533,800 79,575 25,000 20,000 411,253
Implementation Cost 2,033,483 0 430,101 69,239 0 0 0
Total Direct Operational Costs 14,271,418 0 963,901 148,815 25,000 20,000 411,253
Direct Support Cost (DSC) 1,589,513 0 0 0 2,120 2,113 0
Total Direct Costs 15,860,931 0 963,901 148,815 27,120 22,113 411,253
Indirect Support Cost (ISC) 1,030,961 32,534 292,802 149,203 0 0 0
Total Expenditures 16,891,892 32,534 1,256,703 298,018 27,120 22,113 411,253
Balance of Resources 0 500,516 3,540,739 2,146,620 0 0 0
Outstanding Contributions Receivable 0 0 0 0
Cash Balance 0 500,516 3,540,739 2,146,620 0 0 0
Page 7 of 24 16/02/2023 12:11:30

GER BMZ SI-EWOH GER MFA VN 05 GER MFA VN 05 ITA MOFA Joint SDG Fund JPN MOFA JPN MOFA
70000384 10044538 10044911 10042545 70002196 10033390 10035134
GER-C-00554-02 GER-C-01207-01 GER-C-01207-02 ITA-C-00301-01 001-C-02648-01 JPN-C-00648-01 JPN-C-00694-01
Allocated Resources 439,560 6,204,757 10,341,262 3,348,242 243 500,000 3,574,007
Expenditures
Food and related costs 5,131 4,455,297 7,452,904 0 0 0 1,972,072
Cash Based Transfer and related costs 0 0 0 2,414,119 0 0 0
Capacity Strengthening 431,463 0 0 0 0 222,954 302,755
Total Transfer 436,594 4,455,297 7,452,904 2,414,119 0 222,954 2,274,827
Implementation Cost 2,260 305,822 959,539 408,021 228 203,444 716,301
Total Direct Operational Costs 438,853 4,761,119 8,412,443 2,822,140 228 426,398 2,991,128
Direct Support Cost (DSC) 707 324,111 509,302 321,749 0 43,085 364,748
Total Direct Costs 439,560 5,085,230 8,921,745 3,143,889 228 469,484 3,355,875
Indirect Support Cost (ISC) 0 378,694 631,157 204,353 15 30,516 218,132
Total Expenditures 439,560 5,463,924 9,552,902 3,348,242 243 500,000 3,574,007
Balance of Resources 0 740,833 788,360 0 0 0 0
Outstanding Contributions Receivable 0 0 0 0 0 0
Cash Balance 0 740,833 788,360 0 0 0 0
Page 8 of 24 16/02/2023 12:11:30

JPN MOFA JPN MOFA KOR MOFA KOR MOFA KOR MOFA KOR MOFA NOR MOFA
10043052 10044606 10038124 10040607 10042861 10045292 10032266
JPN-C-00836-17 JPN-C-00867-01 KOR-C-00201-01 KOR-C-00207-10 KOR-C-00243-02 KOR-C-00267-01 NOR-C-00329-02
Allocated Resources 837,111 2,500,000 74,270 123,750 1,000,000 500,000 245,126
Expenditures
Food and related costs 615,283 1,867,817 0 0 0 0 0
Cash Based Transfer and related costs 0 0 0 0 720,992 0 0
Capacity Strengthening 0 0 51,573 85,966 0 0 153,969
Total Transfer 615,283 1,867,817 51,573 85,966 720,992 0 153,969
Implementation Cost 90,300 284,156 12,713 21,148 121,887 0 61,018
Total Direct Operational Costs 705,583 2,151,973 64,286 107,114 842,879 0 214,987
Direct Support Cost (DSC) 80,436 195,445 5,451 9,083 96,088 0 14,103
Total Direct Costs 786,020 2,347,418 69,737 116,197 938,967 0 229,090
Total Expenditures 837,111 2,500,000 74,270 123,750 1,000,000 30,516 245,126
Balance of Resources 0 0 0 0 0 469,484 0
Cash Balance 0 0 0 0 0 469,484 0
Page 9 of 24 16/02/2023 12:11:30

PAK Ministry PAK Ministry

PAK GKHPK PAK GKHPK PAK GKHPK PAK GKHPK PAK GKHPK
Poverty Alleviation Poverty Alleviation
10039469 10039473 10039475 10040135 70000493 70001037 70001038
PAK-C-00103-01 PAK-C-00103-03 PAK-C-00103-02 PAK-C-00104-01 PAK-C-00094-01 PAK-C-00098-01 PAK-C-00099-01
Allocated Resources 459,105 827,046 720,762 394,030 254,846 9,695,262 12,611,735
Expenditures
Food and related costs 258,935 0 363,042 273,280 185,354 6,565,098 6,077,897
Cash Based Transfer and related costs 0 0 0 0 0 0 0
Capacity Strengthening 61,816 0 0 0 0 355,405 2,797,683
Total Transfer 320,751 0 363,042 273,280 185,354 6,920,503 8,875,581
Implementation Cost 85,195 0 0 58,275 31,710 1,695,076 2,111,892
Total Direct Operational Costs 405,946 0 363,042 331,555 217,064 8,615,579 10,987,473
Direct Support Cost (DSC) 35,501 0 0 41,419 22,228 706,789 1,132,806
Total Direct Costs 441,447 0 363,042 372,975 239,292 9,322,368 12,120,280
Indirect Support Cost (ISC) 17,658 31,809 0 21,055 15,554 372,895 485,067
Total Expenditures 459,105 31,809 363,042 394,030 254,846 9,695,262 12,605,346
Balance of Resources 0 795,236 357,720 0 0 0 6,389
Outstanding Contributions Receivable 0 827,046 357,719 0 0 0
Cash Balance 0 -31,809 0 0 0 0 6,389
Page 10 of 24 16/02/2023 12:11:30

PAK Ministry PAK Ministry

PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR
Poverty Alleviation Poverty Alleviation
70001039 70001904 10032381 10032420 10032421 10033297 10033427
Allocated Resources 8,851,850 46,678,639 2,419,869 1,053,923 913,387 3,755,924 514,416
Expenditures
Food and related costs 6,078,443 3,361,938 2,419,869 1,053,923 913,387 3,755,923 514,416
Capacity Strengthening 0 3,452,360 0 0 0 0 0
Total Transfer 6,078,443 6,814,298 2,419,869 1,053,923 913,387 3,755,923 514,416
Implementation Cost 307,830 1,397,978 0 0 0 0 0
Total Direct Operational Costs 6,386,273 8,212,276 2,419,869 1,053,923 913,387 3,755,923 514,416
Direct Support Cost (DSC) 11,380 19,845 0 0 0 0 0
Total Direct Costs 6,397,653 8,232,121 2,419,869 1,053,923 913,387 3,755,923 514,416
Indirect Support Cost (ISC) 340,456 1,795,334 0 0 0 0 0
Total Expenditures 6,738,109 10,027,455 2,419,869 1,053,923 913,387 3,755,923 514,416
Balance of Resources 2,113,741 36,651,184 0 0 0 1 0
Cash Balance 2,113,741 36,651,184 0 0 0 1 0
Page 11 of 24 16/02/2023 12:11:30

PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR
10033577 10033578 10033694 10033696 10034898 10034944 10035916
Allocated Resources 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Expenditures
Food and related costs 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Total Transfer 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Implementation Cost 0 0 0 0 0 0 0
Total Direct Operational Costs 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Direct Support Cost (DSC) 0 0 0 0 0 0 0
Total Direct Costs 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Indirect Support Cost (ISC) 0 0 0 0 0 0 0
Total Expenditures 1,009,852 3,443,223 561,932 423,570 1,141,391 1,014,803 1,399,169
Page 12 of 24 16/02/2023 12:11:30

PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR PAK MNFSR
10037102 10037205 10037211 10037631 10040205 10040316 10040488
Allocated Resources 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Expenditures
Food and related costs 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Total Transfer 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Implementation Cost 0 0 0 0 0 0 0
Total Direct Operational Costs 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Direct Support Cost (DSC) 0 0 0 0 0 0 0
Total Direct Costs 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Indirect Support Cost (ISC) 0 0 0 0 0 0 0
Total Expenditures 990,576 544,031 233,269 1,295,500 5,250 154,309 350,650
Page 13 of 24 16/02/2023 12:11:30

PAK MNFSR PAK MNFSR PAK MNHSR PAK MNHSR PAK MNHSR PAK MNHSR PAK MNHSR
10041368 40000032 10039106 10039109 10041654 10042714 70000355
Allocated Resources 476,163 19,866 390,803 719,401 630,883 592,920 296,111
Expenditures
Food and related costs 476,163 0 390,803 719,401 630,883 592,920 0
Capacity Strengthening 0 0 0 0 0 0 248,073
Total Transfer 476,163 0 390,803 719,401 630,883 592,920 248,073
Implementation Cost 0 0 0 0 0 0 20,563
Total Direct Operational Costs 476,163 0 390,803 719,401 630,883 592,920 268,636
Direct Support Cost (DSC) 0 6,175 0 0 0 0 9,402
Total Direct Costs 476,163 6,175 390,803 719,401 630,883 592,920 278,039
Indirect Support Cost (ISC) 0 0 0 0 0 0 18,073
Total Expenditures 476,163 6,175 390,803 719,401 630,883 592,920 296,111
Balance of Resources 0 13,691 0 0 0 0 0
Cash Balance 0 13,691 0 0 0 0 0
Page 14 of 24 16/02/2023 12:11:30

PAK MNHSR SAU KSHA&RC SAU KSHA&RC SAU KSHA&RC SAU KSHA&RC SAU MEWA SAU MEWA
70000356 10037461 10040226 10040659 10042258 10032149 10034825
PAK-C-00092-02 SAU-C-00136-01 SAU-C-00165-01 SAU-C-00157-02 SAU-C-00169-01 SAU-C-00113-01 SAU-C-00117-03
Allocated Resources 903,889 175,023 257,335 11,783 3,880,000 169,072 184,719
Expenditures
Food and related costs 0 133,264 193,500 11,783 2,604,739 137,052 134,844
Capacity Strengthening 757,252 0 0 0 0 0 0
Total Transfer 757,252 133,264 193,500 11,783 2,604,739 137,052 134,844
Implementation Cost 62,770 18,007 28,202 0 665,632 8,155 22,006
Total Direct Operational Costs 820,021 151,271 221,702 11,783 3,270,370 145,207 156,850
Direct Support Cost (DSC) 28,701 13,070 19,305 0 372,822 12,804 16,595
Total Direct Costs 848,722 164,341 241,007 11,783 3,643,192 158,011 173,445
Indirect Support Cost (ISC) 55,167 10,682 16,052 0 236,808 11,061 11,274
Total Expenditures 903,889 175,023 257,059 11,783 3,880,000 169,072 184,719
Outstanding Contributions Receivable 0 0 92,847 11,783 1,940,000 0 0
Cash Balance 0 0 -92,571 -11,783 -1,940,000 0 0
Page 15 of 24 16/02/2023 12:11:30

SWI SDC SWI SDC SWI SDC SWI SDC SWI SDC SWI SDC UAE MBRGI
10032744 10034709 10035650 10035651 10036111 10038918 10044551
SWI-C-00620-18 SWI-C-00539-05 SWI-C-00646-02 SWI-C-00646-01 SWI-C-00539-06 SWI-C-00646-03 UAE-C-00077-01
Allocated Resources 464,075 243,666 126,699 99,340 127,391 370,000 10,000,000
Expenditures
Food and related costs 0 0 0 0 0 0 7,493,846
Cash Based Transfer and related costs 336,806 0 0 74,768 0 280,224 0
Capacity Strengthening 0 243,666 85,206 0 127,391 0 0
Total Transfer 336,806 243,666 85,206 74,768 127,391 280,224 7,493,846
Implementation Cost 55,155 0 20,995 11,218 0 39,998 279,690
Total Direct Operational Costs 391,962 243,666 106,200 85,985 127,391 320,222 7,773,536
Direct Support Cost (DSC) 43,789 0 12,766 7,292 0 27,196 0
Total Direct Costs 435,751 243,666 118,967 93,277 127,391 347,418 7,773,536
Indirect Support Cost (ISC) 28,324 0 7,733 6,063 0 22,582 610,329
Total Expenditures 464,075 243,666 126,699 99,340 127,391 370,000 8,383,865
Balance of Resources 0 0 0 0 0 0 1,616,135
Cash Balance 0 0 0 0 0 0 1,616,135
Page 16 of 24 16/02/2023 12:11:30

UAE MOFaIC UAE MOFaIC UK DFID UK DFID UK DFID UK DFID UK FCDO
10045593 10045596 10031453 10031756 10031770 10033286 10039412
UAE-C-00082-01 UAE-C-00083-01 UK -C-00302-05 UK -C-00286-02 UK -C-00302-06 UK -C-00302-07 UK -C-00467-01
Allocated Resources 241,813 24,282 343,270 2,122,088 1,508,749 7,843,677 3,986,035
Expenditures
Food and related costs 0 0 0 0 0 2,603,341 2,597,236
Cash Based Transfer and related costs 0 0 254,303 1,617,927 1,153,140 2,112,372 0
Capacity Strengthening 0 0 0 0 0 0 65,574
Total Transfer 0 0 254,303 1,617,927 1,153,140 4,715,713 2,662,810
Implementation Cost 0 0 38,405 241,887 170,090 1,036,726 795,858
Total Direct Operational Costs 0 0 292,707 1,859,814 1,323,230 5,752,439 3,458,668
Direct Support Cost (DSC) 0 0 28,106 123,446 86,816 1,402,362 284,088
Total Direct Costs 0 0 320,813 1,983,259 1,410,045 7,154,801 3,742,756
Indirect Support Cost (ISC) 0 0 22,457 138,828 98,703 688,876 243,279
Total Expenditures 0 0 343,270 2,122,088 1,508,749 7,843,677 3,986,035
Balance of Resources 241,813 24,282 0 0 0 0 0
Outstanding Contributions Receivable 241,813 24,282 0 0 0 0 0
Page 17 of 24 16/02/2023 12:11:30

UK FCDO UN UN CBPF UN CBPF UN CBPF UN CERF UN CERF
10042119 10037125 70000730 70000817 70001311 70000213 70000233
UK -C-00467-02 001-C-02064-01 001-C-01967-01 001-C-02010-01 001-C-02273-01 001-C-01730-01 001-C-01746-01
Allocated Resources 2,758,621 60,000 339,385 569,753 499,000 550,238 1,199,936
Expenditures
Food and related costs 1,926,183 0 234,008 392,854 377,881 371,154 0
Capacity Strengthening 0 9,494 0 0 0 0 0
Total Transfer 1,926,183 9,494 234,008 392,854 377,881 371,154 893,202
Total Direct Operational Costs 2,331,948 51,934 293,751 493,151 431,320 471,191 1,028,080
Direct Support Cost (DSC) 258,306 4,404 24,920 41,828 37,225 45,464 98,621
Total Direct Costs 2,590,254 56,338 318,671 534,979 468,545 516,655 1,126,700
Total Expenditures 2,758,621 60,000 339,385 569,753 499,000 550,238 1,199,936
Page 18 of 24 16/02/2023 12:11:30

UN CERF UN CERF UN CERF UN CERF UN CERF UN FAO UN ONE PAKISTAN
70000529 70000533 70001062 70001307 70001323 10034853 70000164
001-C-01882-01 001-C-01884-01 001-C-02178-01 001-C-02278-01 001-C-02277-01 001-C-01871-01 001-C-01708-01
Allocated Resources 2,500,000 1,500,015 1,946,102 1,496,886 2,059,830 636,983 297,000
Expenditures
Food and related costs 0 810,204 1,483,889 0 1,261,991 0 0
Cash Based Transfer and related costs 796,415 0 0 1,137,432 0 0 0
Capacity Strengthening 924,750 183,479 0 0 158,073 407,158 233,360
Total Transfer 1,721,165 993,683 1,483,889 1,137,432 1,420,064 407,158 233,360
Total Direct Operational Costs 2,142,557 1,276,597 1,684,461 1,295,353 1,782,891 532,302 277,570
Direct Support Cost (DSC) 204,861 131,868 142,865 110,174 151,222 59,992 0
Total Direct Costs 2,347,418 1,408,465 1,827,326 1,405,527 1,934,113 592,294 277,570
Total Expenditures 2,500,000 1,500,015 1,946,102 1,496,886 2,059,830 636,983 297,000
Page 19 of 24 16/02/2023 12:11:30

USAID BHA USAID BHA USAID BHA USAID BHA USA USAID/FFP USA USAID/FFP USA USAID/FFP
10043246 10044475 10044589 10044629 10031548 10032199 10032200
USA-C-02112-01 USA-C-02116-01 USA-C-02117-01 USA-C-02116-02 USA-C-01472-01 USA-C-01423-01 USA-C-01424-01
Allocated Resources 1,000,000 16,500,000 2,165,921 21,500,000 10,000,000 2,098,334 5,147,016
Expenditures
Food and related costs 0 6,849,371 0 10,661,950 5,314,360 1,379,713 2,377,252
Cash Based Transfer and related costs 0 2,971,548 0 0 937,460 0 1,239,630
Capacity Strengthening 0 73,065 0 1,452,065 0 0 0
Total Transfer 0 9,893,984 0 12,114,015 6,251,820 1,379,713 3,616,882
Implementation Cost 0 579,138 0 37,960 1,778,579 403,320 786,480
Total Direct Operational Costs 0 10,473,122 0 12,151,975 8,030,399 1,783,033 4,403,363
Direct Support Cost (DSC) 0 0 0 0 1,054,393 229,695 516,394
Total Direct Costs 0 10,473,122 0 12,151,975 9,084,792 2,012,728 4,919,757
Indirect Support Cost (ISC) 61,033 1,139,235 0 1,312,207 915,208 85,607 227,259
Total Expenditures 61,033 11,612,356 0 13,464,182 10,000,000 2,098,334 5,147,016
Balance of Resources 938,967 4,887,644 2,165,921 8,035,818 0 0 0
Outstanding Contributions Receivable 938,967 15,372,443 2,165,921 21,500,000 0 0 0
Cash Balance 0 -10,484,799 0 -13,464,182 0 0 0
Page 20 of 24 16/02/2023 12:11:30

WPD CAREEM -
USA USAID/FFP USA USAID/FFP USA USAID/FFP USA USAID/FFP USA USAID/FFP USA USAID/FIELD
STM
10032201 10033729 10034869 10037533 10040132 10032183 10037213
USA-C-01425-01 USA-C-01546-01 USA-C-01546-02 USA-C-01830-01 USA-C-01946-01 USA-C-01422-01 WPD-C-05263-06
Allocated Resources 4,232,670 9,000,000 16,000,000 5,000,000 2,000,000 1,635,559 24,480
Expenditures
Food and related costs 1,680,590 5,147,014 6,196,580 0 0 0 0
Cash Based Transfer and related costs 1,638,498 0 3,631,242 3,791,683 1,488,463 0 20,115
Capacity Strengthening 0 0 1,246,417 0 0 1,238,499 0
Total Transfer 3,319,089 5,147,014 11,074,238 3,791,683 1,488,463 1,238,499 20,115
Implementation Cost 645,608 1,892,660 2,393,496 536,145 242,671 296,373 2,870
Total Direct Operational Costs 3,964,697 7,039,674 13,467,734 4,327,828 1,731,134 1,534,872 22,985
Direct Support Cost (DSC) 267,973 1,252,567 1,506,005 367,008 146,800 100,688 0
Total Direct Costs 4,232,670 8,292,241 14,973,739 4,694,836 1,877,934 1,635,559 22,985
Indirect Support Cost (ISC) 0 707,759 1,026,261 305,164 122,066 0 1,494
Total Expenditures 4,232,670 9,000,000 16,000,000 5,000,000 2,000,000 1,635,559 24,479
Page 21 of 24 16/02/2023 12:11:30

WPD CHELLARAM
WPD GATES WPD GATES WPD GATES WPD JAWFP WPD JAWFP WPD JAWFP
FOUNDATION
10044603 10044733 70000194 70000195 10031877 10035780 10039613
WPD-C-06173-01 WPD-C-06184-01 WPD-C-04136-10 WPD-C-04136-11 WPD-C-04359-09 WPD-C-05022-01 WPD-C-05583-02
Allocated Resources 250,000 4,500,000 138,339 620,963 178,763 100,262 175,551
Expenditures
Food and related costs 0 475,711 0 0 105,393 0 0
Capacity Strengthening 0 83,444 100,395 455,443 17,664 69,134 0
Total Transfer 0 559,155 100,395 455,443 123,057 69,134 133,107
Implementation Cost 0 17,900 9,964 110,114 29,450 17,650 18,824
Total Direct Operational Costs 0 577,055 110,359 565,557 152,507 86,784 151,931
Direct Support Cost (DSC) 0 0 27,979 55,407 10,004 7,359 12,906
Total Direct Costs 0 577,055 138,339 620,963 162,512 94,143 164,836
Indirect Support Cost (ISC) 15,258 274,648 0 0 16,251 6,119 10,714
Balance of Resources 234,742 3,648,297 0 0 0 0 0
Outstanding Contributions Receivable 0 0 0 0 0
Cash Balance 234,742 3,648,297 0 0 0 0 0
Page 22 of 24 16/02/2023 12:11:30

WPD JAWFP WPD JAWFP WPD JAWFP IG WPD METRO AG WPD METRO AG WPD METRO AG WPD METRO AG
10039619 10042059 10042147 10034005 10037419 10040653 10042206
WPD-C-05583-07 WPD-C-05890-01 WPD-C-05766-13 WPD-C-04757-01 WPD-C-05320-01 WPD-C-05404-09 WPD-C-05405-04
Allocated Resources 108,648 107,498 68,612 5,848 6,892 2,398 6,989
Expenditures
Food and related costs 0 0 0 0 0 0 0
Cash Based Transfer and related costs 82,380 0 0 0 0 0 4,960
Capacity Strengthening 0 77,775 49,641 3,663 4,895 1,778 0
Total Transfer 82,380 77,775 49,641 3,663 4,895 1,778 4,960
Implementation Cost 11,650 12,833 3,098 1,122 881 296 931
Total Direct Operational Costs 94,030 90,608 52,739 4,785 5,776 2,074 5,891
Direct Support Cost (DSC) 7,987 10,329 6,593 681 490 177 672
Total Direct Costs 102,017 100,937 59,332 5,466 6,266 2,252 6,562
Indirect Support Cost (ISC) 6,631 6,561 4,188 383 627 146 427
Balance of Resources 0 0 5,093 0 0 0 0
Cash Balance 0 0 5,093 0 0 0 0
Page 23 of 24 16/02/2023 12:11:30

WPD PEPSI CO WPD PEPSI CO

WPD NGO RED R WPD UNILEVER WPD UNILEVER
FOUNDATION FOUNDATION
10039227 10032937 10035191 10035584 10035858 Unassigned
WPD-C-05526-01 WPD-C-04540-02 WPD-C-04916-01 WPD-C-04995-01 WPD-C-05045-01
Allocated Resources 6,339 100,000 133,000 111,483 4,200 0
Expenditures
Food and related costs 0 0 0 0 0 717,730

Cash Based Transfer and related costs 0 71,936 0 0 0 21,850
Capacity Strengthening 6,339 0 96,036 76,971 2,896 -793
Service Delivery 0 0 0 0 0 0
Total Transfer 6,339 71,936 96,036 76,971 2,896 738,787
Implementation Cost 0 13,686 17,949 18,471 739 11,248
Total Direct Operational Costs 6,339 85,622 113,986 95,442 3,635 750,035
Direct Support Cost (DSC) 0 8,274 10,897 9,237 308 0
Total Direct Costs 6,339 93,897 124,883 104,679 3,943 750,035
Indirect Support Cost (ISC) 0 6,103 8,117 6,804 256 0
Total Expenditures 6,339 100,000 133,000 111,483 4,200 750,035
Balance of Resources 0 0 0 0 0 -750,035
Outstanding Contributions Receivable 0 0 0 0 0
Cash Balance 0 0 0 0 0
This donor financial report is interim

Wannee Piyabongkarn
Chief
Page 24 of 24 16/02/2023 12:11:30
Columns Definition
Incoming and Outgoing transfers

Net of resource transfer in and out in USD
Total Direct Multilateral

Sum of Direct multilateral contributions in USD
Total Non-Direct Multilateral

Multilateral contributions, Outstanding advances,
Internal allocations (such as Immediate Response account – IRA),
Internal fund and miscellaneous income in USD

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SAVING

Country Strategic Plan

PROTECTION AND ACCOUNTABILITY TO AFFECTED POPULATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Figures and Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

BENEFICIARIES BY SEX AND AGE GROUP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

BENEFICIARIES BY RESIDENCE STATUS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

BENEFICIARIES BY PROGRAMME AREA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

ANNUAL FOOD TRANSFER (MT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

ANNUAL CASH BASED TRANSFER AND COMMODITY VOUCHER (USD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

STRATEGIC OUTCOME AND OUTPUT RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

Beneficiaries by Sex and Age Group

0 500,000 1,000,000 0 200,000 400,000 600,000 800,000

Planned Actual Planned Actual

Beneficiaries by Residence Status

0 1,000,000 2,000,000 3,000,000 4,000,000

Beneficiaries by Programme Area

Asset Creation 369,980

0 1,000,000 2,000,000 3,000,000

2022 | Pakistan Annual Country Report

0 1,000,000 2,000,000 3,000,000

2022 | Pakistan Annual Country Report

0 20,000 40,000 60,000 80,000

0 5,000,000 10,000,000 15,000,000

Annual Food Transfer (mt)

Annual Cash Based Transfer and Commodity Voucher (USD)

0 5,000,000 10,000,000 15,000,000

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

Host Government Partners

United Nations and International Financial Institutions

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

2022 | Pakistan Annual Country Report

SR 1. Everyone has access to food

31,769,507 40,213,218 104,081,465 80,704,684

SO01: Affected populations in

Activity 01: Provide humanitarian

Activity 02: Support affected

0 0 48,550 0

SO02: The social protection

Activity 03: Augment social

Activity 04: Provide technical

2022 | Pakistan Annual Country Report

45,334,006 21,287,916 76,191,964 29,327,267

SO03: The entire population,

Activity 05: Assist the government

0 0 80,292 0

SR 4. Food systems are

4,724,764 5,359,084 6,206,255 4,096,695

Activity 06: Support all levels of

Activity 07: Strengthen the

SR 5. Countries have strengthened

1,127,992 960,500 6,005,804 3,024,160

2022 | Pakistan Annual Country Report