Project Implementation Policy KPK 2023

GENERAL
CLOSURE PRINCIPLES
PROJECT PROJECT
REVISION IMPLEMENTATION
Rs.
HUMAN
MONITORING RESOURCE
& EVALUATION MANAGEMENT
Rs.
FINANCIAL REVENUE
MANAGEMENT CLEARANCE
PROJECT PROCUREMENT
MANAGEMENT MANAGEMENT
KHYBER PAKHTUNKHWA
PROJECT IMPLEMENTATION
POLICY 2022
Preface
The Planning and Development Department Khyber Pakhtunkhwa is continuously
striving to improve the pace of development in the province. Formulation of Project
Implementation Policy (PIP) is another such effort to improve the preparation,
execution, monitoring and evaluation of development projects in the province. Project
Implementation is a complex process consisting of setting up of PMU, human resource
management, financial management, procurement management, monitoring &
evaluation and revision of projects. The 2008 project policy of the provincial Government
covered the Human Resource component only. In the absence of a detailed policy
document, there was always a chance for uninformed decisions based on a lack of
knowledge, arbitrariness or bias. A need was therefore felt to develop a comprehensive
policy document to streamline the whole process of project implementation and guide
the stakeholders. The PIP is the first-of-its-kind policy instrument in the history of the
province, which covers all aspects of project implementation.
The Project Implementation Policy (PIP) covers the implementation process of

development projects holistically. It has been divided into 14 chapters, i.e. General
Principles, Transition into Project Implementation, Establishing Project Management
Unit (PMU), Human Resource Management, Revenue Clearance, Procurement
Management, Operational/ Project Management, Financial Management (Accounting
and Auditing), Institutional Arrangements for Project Implementation, Monitoring and
Evaluation, Project Revision, Out-Transition / Project Closure, Advice of Approval Forums
and Provisions related to special types of projects. Each chapter deals with a specific
aspect of the implementation process. The updated version of Project policy 2008 has
been made part of the Human Resource Management chapter of the Project
Implementation policy.
The policy was developed after a detailed study of the relevant laws, rules, policies and
various issues encountered related to projects. Series of meetings were held under the
chair of the Chief Secretary, Additional Chief Secretary, Secretary Establishment,
Secretary Finance and Secretary P&D, where detailed discussions were held on all
aspects of the new policy. It has been ensured that the policy is in conformity with other
prevalent policies and rules dealing with project implementation, either explicitly or
impliedly.
The policy shall be applicable to all projects being funded by the Annual Development
Plan (ADP) of the Provincial Government, Public Sector Development Program (PSDP),
executed by the Provincial Government, Accelerated Implementation Program (AIP),
ADP for Merged Areas and special categories projects. The document would improve
the quality of decision-making at all levels. It would enable both the planners and
implementers to make informed, efficient and timely decisions leading to risk reduction
in all the phases of project management.
Being a live document, all suggestions for its correction, amendments, improvements
etc., are welcomed.
Shah Mahmood Khan

Secretary Planning and Development Department
Government of Khyber Pakhtunkhwa
Table of Contents
Acronyms ...................................................................................................................... 01
Introduction ................................................................................................................ 02
Objective of Project Implementation Policy (PIP) ..................................... 02

Scope of Project Implementation Policy (PIP) ............................................ 02
Relationship of Project Implementation Policy with other Policies ...... 03
Relation with existing Project Policy .............................................................. 04
Structure of Project Implementation Policy ................................................ 04
Chapter 1: General Principles .................................... ............................................ 05

Understanding PC-I Forms .................................................................................. 05
Key supporting documents for PC-I ......................................................................... 05
Sustainability ....................................................................................................................... 06
Ownership and Responsibility ......................................................................... 06
Evidence-based Planning ................................................................................. 07
Applying PIP to Current Projects ....................................................................... 07
Being Mindful of Diversity and Inclusion ........................................................ 07
Community Engagement and Feedback Mechanisms .............................. 07
Project Phasing ........................................................................................................ 07
Inception Phase ................................................................................................... 07
Operational Phase ............................................................................................. 08
Closure Phase ....................................................................................................... 08
Chapter 2: Transition into Project Implementation ........................................... 09
Notifying the Project Director .............................................................................. 09

Reporting Hierarchies ............................................................................................. 09
Inception Phase ........................................................................................................ 09
HR .............................................................................................................................. 09
Financial Management ....................................................................................... 10
Notifying Relevant Committees ....................................................................... 10
Additional Steps .................................................................................................... 10
Chapter 3: Establishing Project Management Unit (PMU) ........................... 11

Financial Limits Mandating a PMU .................................................................... 11
Other Considerations for Establishing a PMU ................................................ 11
Utilizing Existing PMUs for Projects of Like Nature ................................... 11
Civil Infrastructure Schemes or Projects ....................................................... 11
Large Scale, Multi-Component Projects ....................................................... 12
Complex and Non-traditional Projects ......................................................... 12
Execution through Autonomous Bodies or Public Sector Companies ....... 12
Execution through Autonomous Bodies or Public Sector Companies ...... 12
Projects without PMUs .............................................................................................. 12
Housing the PMU ......................................................................................................... 12
Renting Space for PMU .......................................................................................... 12
Procurement of Office Furniture, Equipment, and Cars .............................. 13
HR for PMU ................................................................................................................ 13
Outsourced Functions in PMU ............................................................................ 13
Operational Expenditures ..................................................................................... 14
Chapter 4: Human Resource Related Provisions ................................................. 15
Recruitments using Project Implementation Policy ....................................... 15

Recruitments using Recruitment Policy for Market Based Talent ............. 30
Recruitment using MP Scales Policy .................................................................... 30
Customized Mode of Recruitment ........................................................................ 30
Engaging Human Resource through Third Party Firms ................................ 31
Hiring of Project Staff under KP Procurement Regime ................................. 31
Process of Recruitment Under Various Modes ................................................. 31
Chapter 5: Practise of Revenue Clearance ........................................... 32

Revenue Clearance at Finance Department ..................................................... 32
Instances where Revenue Clearance may be required at Finance Department 32
Revenue Clearance at P&D .................................................................................... 33
Instances where Revenue Clearance may be required at P&D ................ 33
Revenue Clearance for HR ..................................................................................... 33
Chapter 6: Procurement Management for Projects ......................................... 34

Relevant Rules for Procurement .......................................................................... 34
Mode of Procurement .......................................................................................... 34
Procurement Process .......................................................................................... 34
Constituting Committees for Procurements in Projects ............................. 34
Procurement Committee .................................................................................... 35
Procurement Sub-Committees ........................................................................ 35
Relevant Rules for Procurement ......................................................................... 35
Mode of Procurement ........................................................................................ 36
Supply Chain Management ............................................................................... 36
Service Level Agreements ................................................................................ 36
Procurement of Machinery & Equipment, Furniture or other items
on placement basis/ rental mode with guaranteed load ........................ 37
Utilization of Procured Items ............................................................................ 37
Variation of Estimated Amounts from Bid Amount ................................... 37
Chapter 7: Operational/ Project Management .................................................. 38
Project Conception .................................................................................................. 38

Project Implementation Plan ............................................................................... 38
Technical Support .................................................................................................. 38
Design Consultants & Resident Supervision .................................................. 39
Certification .............................................................................................................. 39
Logistics Support .................................................................................................... 39
Chapter 8: Financial Management (Accounting and Auditing) of Projects 40
Responsibilities of Project Director as Drawing and Disbursing Officer (DDO)

Financial Phasing of the Project ........................................................................ 40
Financial Forecasting ............................................................................................. 40
Projects with Exemptions ..................................................................................... 41
Provision of Funds and Release Mechanism .................................................. 41
Authorization of AG ............................................................................................ 41
Releases According to Financial Phasing ..................................................... 41
Assan Assignment Account ................................................................................. 41
Opening of Commercial Account ....................................................................... 42
Assan Assignment Account .............................................................................. 42
Opening of Commercial Account .................................................................... 42
Maintenance of Petty Cash ................................................................................... 42
Re-appropriation of Funds within the Budgetary Allocation .................... 42
Need for PC-I Revision Based on Financial Changes ................................... 43
Audits ........................................................................................................................... 43
Pre-audit ................................................................................................................. 43
Audit by DG Civil Audit ....................................................................................... 43
Audit by Third Party ............................................................................................. 44
Clear and Discrepant LC Documents ................................................................ 44
Chapter 9: Institutional Arrangements for Project Implementation ......... 45

Project/ Programme Steering Committee ........................................................ 45
Requisite for establishing Steering Committees as Institutional
Arrangements for Project Implementation ...................................................... 46
Chapter 10: Monitoring and Evaluation ................................................................. 46

Monitoring Staff ........................................................................................................ 46
Project Monitoring Committee ............................................................................ 46
Project Monitoring Tools ......................................................................................... 46
PC-IV Forms ............................................................................................................... 47
Risk Assessment ........................................................................................................ 47
Chapter 11: Revision ...................................................................................................... 48
Extension in Scope of Civil Works as a Result of Revisions ......................... 48
Chapter 12: Out-Transition / Project Closure ....................................................... 49

Closure of PMU .......................................................................................................... 49
HR Discharge ............................................................................................................. 49
Integration of Project into Steady-State Service Delivery ................... 49
Financial Closing ................................................................................................ 50
Closure of Designated Bank Accounts .................................................... 50
Transfer of Remaining Funds .................................................................... 50
Closure Audits ...................................................................................................... 50
Financial Audits ............................................................................................. 50
Project Closure Audits ................................................................................. 50
Chapter 13: Advice of Approval Forums ......................................................... 51
Chapter 14: Provisions Related to Special Types of Projects .................. 52
Restructuring of org and Institutional Development ............................. 52

Land Acquisition .................................................................................................. 52
PC-II .......................................................................................................................... 52
Different Funding Sources ............................................................................... 53
PSDP, HDF, FPA ............................................................................................ 53
PPP Projects ................................................................................................... 53
Civil Infrastructure Projects ........................................................................ 53
01
Acronyms
AB Autonomous Bodies
ADP Annual Development Programme
AIP Accelerated Implementation Programme
C&W Communication and Works Department
CPO Chief Planning Officer
DDC District Development Committees
DDO Drawing and Disbursement Officer
DDWP Departmental Development Working Party
EOL Extraordinary Leave
FD Finance Department
FTN Free Tax Number
KP Khyber Pakhtunkhwa
KPRA Khyber Pakhtunkhwa Revenue Authority
KPPRA Khyber Pakhtunkhwa Public Procurement Regulatory Authority
LC Letter of Credit
NTN National Tax Number
P&DD Planning and Development Department
PC-I Planning Commission form number 1
PD Project Director
PDA Peshawar Development Authority
PDWP Provincial Development Working Party

PHE Public Health Engineering Department
PIP Project Implementation Policy
PKHA Pakhtunkhwa Highways Authority
PMU Project Management Unit
PSC Public Sector Companies
PSDP Public Sector Development Projects
PPP Public Private Partnership
SNE Schedule of New Expenditure
WeBOC Web Based One Customs
02
Introduction
In pursuance of Rule 3(3) read with entries 3 & 8 under Planning & Development
Department,1 Schedule-II (dealing with distribution of business amongst
departments) of Khyber Pakhtunkhwa Government Rules of Business, 1985 notified
vide No. SO(O&M) S&GAD/3-3/1985 dated 6th April, 1985 and amended from time to
time, and in exercise of the powers conferred to P&D under the said rules, the Project
Implementation Policy (PIP) is being notified as a guiding paradigm/ policy for all
approved development projects of the Government of Khyber Pakhtunkhwa.
Objective of Project Implementation Policy (PIP)

Project execution is far more comprehensive and complex than the Human Resource
component only. The previously issued project policy has been issued under Section 25
of KP Civil Servant Act, 1973 and thus essentially focuses only on human resource
functions. Other areas such as setting up of PMU, financial management, procurement
management, institutional mechanisms for project management, monitoring &
evaluation of projects, and revision of projects based upon execution needs to be
covered in a holistic manner. This Project Implementation Policy (PIP) intends to cover
all these areas.
Moreover, there are other important policies/ rules covering certain areas and providing
for the extent of power/ function vested in the executing agency. Thus, it is important to
bring relevant provisions under one umbrella and explain the manner in which these
powers/ functions shall be executed. PIP intends to serve as this overarching instrument
to cover every aspect of implementation holistically.
The ultimate objective is to facilitate executing agencies in fast tracking implementation

of approved projects by elaborating areas those are not previously covered.
Scope of Project Implementation Policy (PIP)

Applicability: The policy shall be applicable to all projects being funded by ADP, PSDP
(provincially executed projects), AIP or any other project falling under the development
portfolio, including special category projects (e.g. projects those are part of development
portfolio and have foreign component, HDF component or PPP component or any other
such area).
However, in case of these special category projects, the provisions of PIP shall be read
along with provisions of any policies, rules, practices and contractual obligations dealing
with such projects.
Nature of Projects being covered: the nature of development projects over the years
has undergone significant expansion from traditional civil infrastructure projects to
covering broad areas, such as micro finance loans, stipends, cash hand-outs, innovative
1 Appraisal, monitoring and evaluation of development projects and programmes, Determining policies for approval,
review and monitoring of development schemes for Government
03
financing arrangements such as financing interest payments/ default risk, projects

involving outsourcing of services, management contracting, restructuring/
strengthening of organizations, rental arrangements for services/ equipment/ vehicles/
supply chain & warehousing etc. This PIP aims at covering all such innovative projects.
Moreover, certain explanatory provisions dealing with land acquisition guidelines, and
feasibility schemes (to be executed in PC-II mode) have also been included in this PIP.
Execution Agency: The Project Implementation Policy shall be applicable to all projects
being funded through development portfolio regardless of executing agency whether it
is administrative department itself, or any of its attached entities (directorate or any
unit), autonomous body, or public sector company, or any other such unit. The role of
Executing Agency shall remain in its own defined legal framework, with other options
allowed by the client organizations/entities as permissible under legal and regulatory
framework.
Relationship of Project Implementation Policy with other Policies

Project Implementation Policy shall be read and interpreted in backdrop of following
other policies and rules in vogue dealing with project execution either explicitly or
impliedly (so far as possible, referencing to these provisions has been ensured in instant
policy). These include:
Khyber Pakhtunkhwa Government Rules of Business, 1985, notified vide No. SO(O&M)
S&GAD/3-3/1985 dated 6th April, 1985
KP Annual Development Programme Policy, 2019-23
Khyber Pakhtunkhwa Delegation of Financial Powers Rules, 2018, notified vide letter
NO.SO(FR)/FD/9-1/2018/DOP/17441
Khyber Pakhtunkhwa Public Procurement of Goods, Works and Services Rules, 2014,
notified vide letter No.SO (FR)/FD/9-7/2010/Vol-II, and as amended from time to time
Recruitment Policy for Market based Talent vide No SO(Policy)/ E&AD/1-10/2019

dated 10th October, 2019
Assan Assignment Account Procedure (Local Currency), 2020, approved by Finance

Division, Islamabad vide No. F.2(2)BI/2008/2020-1081 and circulated by the CGA vide
No.1376/CGA/A.A/RP-2018 (L.C), dated 26.10.2020
PFM Act 2022 after its promulgation as in line with federal Manual for Development
Projects notified by federal Government in 2021 after promulgation of federal PFM Act
Furthermore, provisions of the Manual for Development Projects have been intuitively
incorporated while formulating the Project Implementation Policy.
The instant project implementation Policy refers to many provisions as per current
practice/ authorization in vogue. In case of change in such policies (like opening of Assan
Assignment Account, KPPRA rules, Delegation of Financial Powers etc.), the provisions
of those amended policies shall prevail w.e.f. the date of such amendment. The Project
Implementation Policy shall be deemed to be amended, mutatis mutandis, to the
extent of those provisions.
04
Project Implementation policy and Project Policy 2008

KP policy regulating appointment to posts in development projects, 2008, along with
amendments has been made part of the project implementation policy as a
preferred/first mode of engagement/recruitment of staff for first level and mid-level
managerial/ technical positions. In addition, for specialized positions, option of
‘Recruitment Policy for Market based Talent’ is also available. In case KP Government
adopts MP-Scale policy, it will also become an option for specialized recruitments.
It is reiterated that the Project Implementation Policy is meant to be understood in

conjunction with existing policies or rules and any other relevant policy instruments.
Structure of Project Implementation Policy

The Project Implementation Policy has
the following chapters:
Chapter 1: General Principles
Chapter 2: Transition in the execution of Project
Chapter 3: Establishing PMU
Chapter 4: Human Resources Related Provisions
Chapter 5: Practice of Revenue Clearance
Chapter 6: Procurement Management of Project
Chapter 7: Operational/ Project Management
Chapter 8: Financial Management

(Accounting and Auditing) of Project
Chapter 9: Institutional Arrangements

for Project Implementation
Chapter 10: Monitoring & Evaluation
Chapter 11: Revision of Project
Chapter 12: Project Closure/ Transition out of Project
Chapter 13: Advice of Approval Forums
Chapter 14: Special provisions related to projects

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Chapter 1: General Principles

The Project Implementation Policy (PIP) is prospective in nature. However, this section
lays out the principles which shall help in improving the quality of project documents
such as PC-I, ultimately leading to improved implementation of projects. Similarly, so far
as possible, these shall be adhered to during revision of these PC-Is.
Understanding PC-I forms

Any well designed project has to come from a well drafted PC-I form. The PC-I form shall
be treated as a project implementation document, rather than just an instrument to
access development funding. This implies that a PC-I form shall mention all necessary
steps required to implement the project. Three key aspects of a well drafted PC-I include;
(i) Key Supporting Documents
(ii) Sustainability
(iii) Ownership and Responsibility
Key supporting documents for PC-I

All PC-Is should include, as far as possible, detailed documentation of the following;
Implementation Plan
An implementation plan should be drafted using tools such as Gantt Charts, or any
suitable alternative representation of implementation steps. The implementation plan
should clearly outline which sub-activities need to be undertaken at what time during
the project life cycle, in order to carry out the main activity to completion. The more
detailed an implementation plan, the better the overall execution of the project.
Procurement Plan and Procurement Committees

The PC-I form should also include a detailed procurement plan, along with proposed
procurement committees. Additionally, to the extent of suggesting possible
mechanisms for timely procurements, Grievance Redressal Mechanisms and
Committees shall also be included in the PC-I form.
Human Resource Plan

Any project does not necessarily start off with a fully formed team. Recruitments of good
quality staff, ensuring that the right person is hired for the right job, and good HR
management such as HR appraisals, are crucial steps needed to ensure proper HR
management. Therefore, all PC-I forms should identify a detailed HR plan. The HR plan
should ideally identify the posts required, their job descriptions, minimum qualifications,
experience required, pay packages, and appointing authority. Any hiring should be done
according to these specifications, and due diligence, e.g. verification of experience
certificates from issuing authorities may be undertaken before hiring.
Additionally, projects should aim for a more dynamic mode of hiring, such that
contractual provisions require a three month probation period upon hiring, during
which contract termination can be done without notice; subsequently, a thirty day
notice period may be given for any termination of contract, regardless of whether
request for termination was initiated by the resource, or the project.
06
Financial Plan
As a critical component of project execution, financial plans are not just important; they
remain a necessity for the financial health of the project. Thus, all PC-Is should have, as
far as possible, detailed Financial Plans, along with expected financial phasing needs.
Cash Flow Plan

Each PC-I should aim to include a cash flow plan, which can help feed into the financial
phasing of the project.
Risk Register
Any venture is prone to risk. But timely risk identification, management, and mitigation
can help increase the risk appetite for projects. Thus, all PC-Is should have a detailed risk
register, and risk mitigation plan.
Monitoring and Evaluation Plan

Well-drafted PC-Is should identify critical and responsive KPIs that may be measured
over time. This includes identification of certain outcome, output, process, and input
based KPIs which can be tracked throughout the life cycle of the project. Thus, each
intervention being undertaken shall have clear linkage with output and outcome
indicators.
Well-drafted PC-Is should also identify means of verification for each indicator that can
be tracked throughout the life cycle of the project.
Capacity building plan

For projects where the focus may be on service delivery, as opposed to traditional brick
and mortar projects, capacity building may be needed to ensure that staff involved in
service delivery is capacitated enough to take on their jobs in a safe and responsible
manner.
Exit Strategy
For projects where the aim is to introduce and institutionalize service delivery innovation
in particular, or for other innovative projects such as cash handouts etc., a viable exit
strategy must be included in the PC-I, outlining how the project will be phased out.
Sustainability
While innovation is appreciated, sustainability should be the focus of all projects. Hence,
all projects, by virtue of their PC-Is, should identify how sustainable impact will be
generated from project activities.
Ownership and Responsibility

Successful implementation of PC-I remains the responsibility of the administrative
department that prepares the original/ revised PC-I. The Administrative Department
needs to ensure that PC-Is, and by virtue of PC-Is, all projects, are carried out as best as
possible.
07
Evidence-based Planning
All PC-Is should be based on utilizing statistics and data to as far an extent as possible, to
ensure that any project is driven by verifiable data and evidence.
Applying PIP to Current Projects

In cognizance of the fact that the PIP will be implemented within an ongoing
development eco-system, any PC-Is that are already in implementation may continue
until any future revisions are needed. All revisions shall incorporate these principles
including already notified (if any) procurement, recruitment committees and any other
committees may be made part of revised PC-I.
Being Mindful of Diversity and Inclusion

So far as practicable, any project or intervention having significance in terms of
inclusiveness for minorities, marginalized communities, or differently abled people,
gender mainstreaming, environmental effect/ climate change resilience, energy
efficiency (including focus on renewable energy) shall be highlighted. P&D and other
departments of the Government of Khyber Pakhtunkhwa shall support the project and
create an environment conducive to attributing and compiling these efforts.
Community Engagement and Feedback Mechanisms

The primary aim of any project remains the social or economic uplift of the people. to the
extent that projects are usually aimed at bettering public service delivery, it is critical that
the project should speak to the needs of the public. To do so, it is suggested that open
channels of communication may be maintained with communities and people who will
be impacted by any project. These channels of communication can be e-based, through
social media, or in-person communication. Ultimately, the aim of this community
engagement should be to establish a vibrant and transparent feedback mechanism,
whereby community stakeholder feedback can be used to adjust projects if need be.
Project Phasing
For any project, it is important to recognize that three distinct phases constitute the
entire project cycle; inception, operations, closure. These phases are explained below.
Inception Phase
The inception phase of the project can last between 3 to 6 months from the
commencement date of the project (the date on which the Administrative Approval was
signed), depending upon the nature of the project. It is to be noted that during the
inception phase only skeleton staff may be available, in the form of a lean leadoff team.
This leadoff team should be able to initiate key functions such as:
Initiate recruitments such that all recruitments can be completed by
the time the inception phase ends
Initiate banking processes and streamline financial processes
Initiate baselines, such as baseline development and data collection processes
08
Operational Phase
The operational phase of the project will start after 3 to 6 months of the project
commencement, depending upon the nature of the project, and the length of the
inception phase. During this phase, the project is expected to have the following:
100% staffing to ensure that all activities if the project can be initiated.
As the heaviest phase of the project, in terms of work and activities undertaken,
the operational phase will require a completely staffed team
Timely initiation of procurements, civils works, and any other activities listed
in the implementation plan
Routine monitoring of physical and financial progress, and tracking of all key
indicators to identify bottlenecks and critical points for project course correction
Closure Phase
The closure phase can last between 3 to 6 months at the end of the project. While project
staff can be present, a skeleton team will be required to oversee the final documentation
of the project. This skeleton team will be responsible for:
Closing financial accounts

Conducting audits, if need be
End line monitoring, especially if a PC-IV has to be prepared. It is imperative
that monitoring and evaluation staff be involved in, and possibly even lead,
the preparation of PC-IV forms
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Chapter 2: Transition into Project

Implementation
Consequent upon approval of the PC-I form by the concerned approval forum, the
administrative department shall issue Administrative Approval that is construed to be
the official commencement date of the project.
Project implementation provisions for ‘transitioning-in’ into a project, mentioned in this

chapter, are general and may be used as guidelines. However, the Administrative
Department may adopt their own steps, if need be.
Notifying the Project Director

After issuance of administrative approval, both in case of a full time Project Director, or
ex-officio Project Director, the administrative department shall notify the Project
Director (or any other appropriate designation as mentioned in the PC-I) for the project.
The PD shall be notified soon after issuance of AA preferably within one month. In case
there is a full time PD, the same be notified with full powers in accordance with
Delegation of Financial Powers Rules 2018 and GoKP procurement rules 2014 enabling
him/her to take full charge and act with authority. In no case the pr0ject shall be run on
additional charge basis for more than six-month period. The PD shall be hired through
any swift mechanism permissible under PIP. The Government employees may also
participate for hiring but in that case they will have to proceed on extra ordinary leave
(EOL). As far as posting through deputation is concerned, the appointing authority shall
also consider the relevant experience and qualification of the officer before such
appointment.
Reporting Hierarchies
The notification of project director role shall deem to transition the project from the
Planning Cell of the Department (such as CPO wing), to the PD of the project. In order to
expedite the communication related to project items, PD may directly submit all cases
(if any) to administrative Secretary or through Special Secretary or any other officer
in-charge of development matters, rather than through Planning Cell of the
Department.
Inception Phase
After the approval of the administrative Secretary, the PD shall undertake key steps to
ensure that the project is initiated efficiently. These steps are outlined below:
Human Resources
Leadoff Team
Upon the approval of the administrative Secretary, and notification of PD, additional
charge of key positions shall be provided to the most suitable individuals available within
the department or any of its attached departments/ entities (including ABs/ PSCs).
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Project Posts for PMU or Service Delivery

In case the project requires recruitment of HR for the Project Management Unit (PMU),
PD shall start the recruitment process by giving advertisements as required under
relevant provisions of this project implementation Policy. With regard to any of the
service delivery positions provided in the PC-I (any post that is not part of PMU), PD, after
recording reasons, may proceed with recruitment of such staff as per relevant provisions
governing this.
Financial Management
PD shall also send the case for release of fund, through the Planning Cell (such as CPO
wing), to the Finance Department in respect of allocation for the year. However, to
expedite the processing, PD may send an advance copy directly to the Finance
Department.
In addition, PD may also process cases for opening of Assan Assignment Account and/ or
designated account (if required), justifying the need for them. Assan Assignment
Account permission is granted by Administrative Secretary whereas for designated
account, Finance Department will grant the requisite permission. In case the project
requires, PD shall also get necessary documentation for NTN/ FTN/ WeBOC or any other
registrations like KPRA or social security etc.
Notifying Relevant Committees

PD shall also notify all other committees such as Procurement Committees, Project
Steering Committee, or any other committees either mentioned in PC-I or otherwise
required for smooth implementation. The PC-I may list indicative ToRs for all proposed
committees.
Ideally PD shall be appointed first through head hunting or through any fasted
mechanism; the rest of the team shall be hired once the PD is on board.
Additional Steps
In addition, PD shall take all other necessary measures that are required by the peculiar
nature of the project. The PD must be empowered to exercise all his powers in light of
DOP 2018, Project Implementation Policy 2022 and as approving authority being head of
procuring entity under KPPRA Procurement Rules 2014. This shall notified by the
concerned approving forum i.e. DDWP and/or PDWP etc.
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Chapter 3: Establishing Project

Management Unit (PMU)
Project implementation is a specialized task and timely execution of a project requires
focused and dedicated effort. Delays in execution lead not only to cost escalation, but
also delayed service delivery. Key considerations for establishing a Project Management
Unit (PMU) are provided below.
Financial Limits Mandating a PMU

P&D may issue instructions from time to time to define financial limits that make it
mandatory for any project to have a dedicated PMU. However, as a starting point, the
following financial limits may be used:
Approved Cost Status of PMU
Rs 1 Billion plus Full time dedicated PMU
Preferably dedicated PMU, though Administrative

Rs 200 Million to Rs 1 Billion
Department may decide not to have
Administrative Department to decide. However, PMU cost

Less than Rs 200 M
shall preferably be less than 5 percent of project cost
Other Considerations for Establishing a PMU

Following are additional considerations while deciding upon PMU structure and role. These
considerations can ensure that any PMU remains a high functioning and efficient unit.
Utilizing Existing PMUs for Projects of Like Nature

For projects of like nature, where a PMU exists for an ongoing project, one PMU may cater
for more than one project. The subsequent PC-I may refer to the ADP scheme under which
PMU has been established.
In such cases, where a PMU already exists, and another project is assigned to it, the
subsequently assigned PC-I may provide for strengthening of existing PMU through
additional HR or operational budget.
Civil Infrastructure Schemes or Projects

For schemes involving civil infrastructure only, to be executed by dedicated agencies like
C&W, PKHA, PDA,, other works departments (irrigation, PHE and others) etc., the provision
of dedicated PMU may be dispensed with. If, however, the Executing Agency does not have
the requisite expertise for carrying out the scheme or project, it may engage a short-term
or a long-term expert of the relevant discipline.
12
Large Scale, Multi-Component Projects

For large-scale projects, involving multiple components such as civil works,
procurements, recruitments, setting up a management structure etc., establishing a
smart PMU shall be the preferred option. Even if recruitments are carried out through
the current side against SNE posts, a dedicated PMU shall ensure that all these steps are
tracked and supported. The team for such projects may also be hired from the market
on contractual basis fully.
Complex and Non-Traditional Projects

For complex/ non-traditional projects, particularly involving procurements,
recruitments, stipends, and financial support dispensation (either directly or through
intermediate financial institutions) etc., setting up of a dedicated PMU shall be the
preferred option. The team for such projects may also be hired from the market on
contractual basis fully.
Execution through Autonomous Bodies or Public Sector Companies

In cases where the execution of project is done through Autonomous Bodies (ABs)/
Public Sector Companies (PSCs), the provision of a dedicated PMU may still be a
preferred mode; yet depending on capacity of respective AB/ PSC, provision of a
dedicated PMU may be dispensed with.
Projects without PMUs

In cases, where the administrative department prefers not to have a dedicated PMU, the
department shall still notify an ex-officio project director, who shall carry out necessary
steps mutatis mutandis as referred in above chapter of Transition into project.
Housing the PMU

The housing of any PMU may preferably be within the administrative department.
However, in most cases, due to space deficiency within existing buildings of the
administrative department or its attached bodies, the option of housing the PMU in a
rented building may be explored.
Renting space for PMU

The prescribed procedure may be adopted while selecting office space for PMU. Usually,
in such cases, some rent is required to be paid in advance. For such purposes, an
approval may be obtained from Finance Department under relevant provisions, such as
the Second Schedule of the Khyber Pakhtunkhwa Delegation of Financial Powers Rules,
2018, notified vide letter NO.SO(FR)/FD/9-1/2018/DOP/17441KP. Good practices of office
management including co-working space/ work stations, and smaller conference
room-cum-work stations may be adopted. Separate offices may be restricted only for
Project Director.
13
Procurement of office furniture, equipment, and cars

The procurement of office furniture and equipment shall be carried out on priority, to
ensure that PMU is functional in the least possible time. These items shall be part of PC-I.
Relevant provisions, such as Chapter II (Methods of Procurement of Goods) of Khyber
Pakhtunkhwa Public Procurement of Goods, Works and Services Rules, 2014, notified
vide letter No.SO (FR)/FD/9-7/2010/Vol-II shall be followed for procurement of furniture
and equipment.
The growing tendency of using PMUs as a tool to procure vehicles needs to be

discouraged. While the instant policy allow for procurement of vehicles for project
usage, the preferred mode in this regard is entering into contract, following relevant
provisions, such as Chapter III (Procurement of Works and Non-Consulting Services) of
Khyber Pakhtunkhwa Public Procurement of Goods, Works and Services Rules, 2014,
notified vide letter No.SO (FR)/FD/9-7/2010/Vol-II, for rent-a-car model. This allows greater
flexibility and more efficient utilization of resources without creating any long term
liability and is deemed to be effective in restricting utilization for office use only. Either
models of rent-a-car, vis-à-vis monthly mode and/or daily mode may be adopted.
Similarly, driver, POL and repairs and maintenance shall be part of agreed contractual
terms with the service provider, in addition to preferable presence of tracker in these
vehicles.
Ultimately, procurement of office furniture, equipment, and cars, shall enable projects to
utilize finances more efficiently, and reduce the cost of purchase of durable assets as
well as to reduce incremental operating cost (IOC) related to the project.
HR for PMU
PMU shall comprise mostly of managerial and technical personnel. They may be
recruited using any of the methods as outlined in the HR chapter of this policy. The
practice of using PMUs as a source of employment for support staff shall be discouraged.
The managerial and technical staff shall be placed in a flat hierarchy and they shall carry
out their work themselves rather than getting ministerial support in the form of Stenos,
Assistants, Senior Clerks, Junior Clerks etc. These ministerial roles shall not be allowed for
PMUs under instant Project Implementation Policy. Instead, the Project should aim at
hiring experts who have demonstrated experience in relevant fields, to create a
high-functioning body which can deliver on its objectives and results.
Similarly if the project is of complex nature, or requires specialized technical expertise of

consultants, after making necessary budgetary provisions in PC-I, relevant provisions
such as Chapter IV (Procurement of Consultancy Services) of Khyber Pakhtunkhwa
Public Procurement of Goods, Works and Services Rules, 2014, notified vide letter No.SO
(FR)/FD/9-7/2010/Vol-II may be followed for procurement of consultant for design, or any
other support. These provisions may be used to procure services of individual
consultants/ firms.
Outsourced functions in PMU

Support functions such as janitorial, security, office boys, MEPG services (Mechanical
Electrical Plumbing and generators), gardeners etc. shall preferably be outsourced using
relevant provisions of KPPRA. Since the instant policy envisages rent-a-car model as
preferred mode for transportation services hence, no driver shall be recruited under
instant policy.
14
Similarly, if the nature of project so requires, PMU shall also procure services of
warehousing, supply chain and transportation and/or any third party services, as project
nature may require.
Operational Expenditures
The operational expenditures of PMU, such as salary of PMU employees, utilities and
other non-salary expenditures may be spent as per prescribed procedure after getting
approval of Project Director.
Moreover, processing of such small individual bills may not be the most efficient process.
Hence, after getting approval from Finance Department under Khyber Pakhtunkhwa
Delegation of Financial Powers Rules, 2018, notified vide letter
NO.SO(FR)/FD/9-1/2018/DOP/17441KP, the Project Director may obtain a monthly limit
against which the funds may be drawn from Assan Assignment Account/ other fund
center, and deposited into designated bank account authorized for this purpose by
Finance Department.
15
Chapter 4: Human Resource

Related Provisions
Any project PC-I may require recruitments for PMU or any of service delivery posts. The
project may opt for one or more modes for different types of personnel to be recruited
against various positions. It is suggested that the PC-I may identify which mode of
recruitment the project will opt for. However, should the PC-I remain silent on mode of
recruitment, the default mode of recruitment shall be assumed to be recruitments
under this policy, unless the competent authority allows for an alternative mode after
due diligence is conducted. All these positions/ recruitments shall be on contract basis
and shall not be liable to regularization under any circumstances. The instant chapter
deals with modes of recruitment as well as the preferred mode for different types of
positions. The available modes are:
Method of appointment to posts in development projects provided in this policy below
Recruitment Policy for Market based Talent vide No SO(Policy)/ E&AD/1-10/2019
dated 10th October, 2019
KP Government’s adoption of MP-Scale policy, as an option for specialized recruitments
(as and when adopted by KP Government)
Customized Mode of recruitment as defined in PC-I and approved by PDWP (it shall be
applicable only for projects approved by PDWP / higher forums and shall not be applicable
for lower forums such as DDWP, DDC etc.
Customized mode of recruitment
Engaging HR through Third Party Firms
Process of recruitment under various modes
Recruitments for Development Projects Under the Policy

Method of recruitment given here shall apply to all posts in the approved development
projects funded fully or partially by the Provincial Government or controlled by the
Provincial Government. Terms and conditions for appointment under the policy shall be
made part of the PC-I to be approved by the relevant approval forum. Project posts
which have already been advertised shall be filled based on Project Policy 2008. Project
posts in approved projects which are yet to be advertised, may be filled through this
policy, after approval of the P&D Department.
(2) NOMENCLATURE AND PAY SCALES / PACKAGES OF THE POSTS
(i) As far as possible, nomenclature of the posts and pay scales should be such that it exists
in the regular service cadres of the Department and for which service recruitment rules
have already been prescribed.
(ii) The educational qualification, experience, age limit, scale of post, pay package, number
of posts, duration of appointment and responsibilities etc. of each post sanctioned for the
project shall be prescribed in the PC-I. Moreover, selection on project posts through initial
recruitment or by way of deputation shall also be specified. Furthermore, the required
scoring matrix for the purpose of shortlisting and final merit list, as mentioned
at 6(iii) from (a) to (d), shall also be specified for each category of posts.
(iii) Fixed pay package for project posts shall be sanctioned at the time of approval of PC-I
with reference to the responsibilities attached to the post. Fixed package with reference
to various pay scales shall be as follows:
16
Revised Pay Packages
Pay Scale on Increment at 5%

Sr. No. Regular Side Minimum Rs. of the Minimum Maximum Rs.
(Rs.)
1 BPS 3-4 21000 1000 31000
2 BPS 5-8 25000 1250 37500
3 BPS 9-10 35000 1750 52500
4 BPS 11-13 40000 2000 60000
5 BPS 14-15 55000 2750 82500
6 BPS 16 75000 3750 112500
7 BPS 17 110000 5500 165000
8 BPS 18 150000 7500 225000
9 BPS 19 200000 10000 300000
10 BPS 20 300000 15000 450000
11 BPS 21 400000 20000 600000
12 BPS 22 600000 30000 900000
Provided that for ongoing projects, salary of existing staff shall be fixed in a way that it is not
less than the salary last drawn.
Provided further that projects where daily waged staff is to be hired as per requirement/
nature of project, in all such cases the monthly income of the hired staff shall not be less
than the minimum wages fixed by Government from time to time.
(iv) Negotiable Pay Package: Special Pay Package as determined by the administrative
department shall be included in the PC-I with full justification for such positions which
are (a) either specialized in nature, (b) Unique in terms of qualification, experience and
availability of such services in market are either scarce or monopolized and (c) highly paid.
Note: In the instant case BPS system shall not apply. Furthermore, approval of such positions
shall be granted by the committee headed by the Additional Chief Secretary, Planning &
Development, Khyber Pakhtunkhwa.
(v) Civil Servants appointed against project posts on deputation basis will get pay and allowances
corresponding to their own pay scales, a deputation allowance at the rate of 20% of the basic
pay subject to the maximum of Rs.12,000/- per month, and a project allowance equal to two
basic salaries last drawn on regular post;
Provided that if the circumstances demand for provision of special incentives to the
deputationists in a project, the same special incentives will be placed for consideration
before the committee to be headed by Additional Chief Secretary, P&D with Secretaries
of Finance, Establishment and concerned department as members.
17
(3) PROCEDURE TO FILL THE POST

If the competent authority decides to make appointment to a project post through
initial recruitment, the following procedure shall be followed:
(i) Applications for the posts shall be invited through wide publicity in the print media.
he advertisement shall be published in at least two leading newspapers having wide
circulation as well as through the official website of the project / concerned administrative
department.
(ii) A reasonable time not less than fifteen (15) days may be given in the advertisement inviting
applications for the posts to provide adequate opportunity to eligible candidates to apply
and to ensure maximum competition. However, in case of urgency, to be determined by the
Administrative Secretary concerned, time for inviting applications can be reduced to seven
(7) days from the date of publication of the advertisement. In case the last date for receipt
of applications falls on a public holiday, the last date shall stand extended to the next
working day. Urgency can be declared in such cases wherein expeditious implementation/
execution is desired in the best public interest. Without prejudice to the generality of the
aforesaid, urgency can be declared if one or more of the following circumstances exist:
(a) Security issues/Projection of counter narrative
(b) Disaster Management/Health Issues
(c) Projects involving seasonal factors
(d) Signature/pilot project
(e) Projects at the verge of completion
(iii) The terms and conditions for appointment including but not limited to following shall
be clearly advertised:
(a) Nomenclature of the posts
(b) Pay scale or Pay Package
(c) Number of vacancies
(d) Minimum Qualification Required
(e) Minimum Experience Required
(f) Age limit at the time of closing date
(g) Duration of Appointment
(h) Nature of Appointment
(i) Mode of Appointment (Testing Service etc.)
(j) Duties & Responsibilities
(k) Station of duty etc.
Note: Applicants with incomplete documents shall not be entertained.

Minimum qualification shall be specified clearly against which clear scoring can be made.
(iv) The appointing authority / administrative department, before advertising the posts,
keeping in view the anticipated number of the applicants and scoring matrix approved for
the posts, shall assign the conduct of test to Khyber Pakhtunkhwa Educational Testing and
Evaluation Agency (ETEA) and in case of refusal by ETEA to conduct such test, services of
a suitable and registered testing agency to be hired after getting NOC from ETEA. MoU
signed with the testing service agency shall clearly mention passing marks in terms of
percentage for a particular post. Passing score for a post in a test should not be less
than 40%.
(v) Applications received for a post shall be scrutinized by the shortlisting committee
(Para-8) constituted for the purpose. After thorough scrutiny of record, list of shortlisted
candidates will be finalized, duly signed by all the members of shortlisting committee
containing marks obtained in minimum required academic qualification, higher
qualification, relevant experience, test score if any, training, age limit and other conditions
strictly according to selected scoring matrix.
(vi) The appointing authority/administrative department shall ensure competition in the hiring
process. However, it may shortlist 03 to 05 applicants against one post for interview by the
concerned Selection Committee. Furthermore, the number of candidates to be called for
interviews should not be less than 03 per post in the case of posts falling in specialized
18
categories. Reasonable time may be given to the candidates to appear for the interview.
The names of those candidates who do not appear for the interview shall be dropped
from the selection process.
(vii) Selection Committee (Para-7) shall interview the qualified and eligible candidates and
shall devise a merit list on the basis of weightages assigned to each component of the
scoring matrix: academic qualification, higher qualification, relevant experience,
test score, professional skills as well as marks obtained in the interview.
(viii) The list containing order of merit of the candidates must be signed by all members of the
Committee including its chairman and forwarded to the Secretary of the department
concerned to process the case for approval of appointing authority.
(ix) The appointing authority shall approve appointment, in order of merit, on the
recommendations of the Selection Committee and orders in this regard shall be issued
within 10 days. In case, the first candidate on the merit list does not join service within a
period of one month, his offer shall stand cancelled, after ensuring that appointment
order was duly received by the candidate, and offer of appointment may be extended
to the next candidate on the merit list. After completion of the hiring process in a project,
a waiting list duly signed by all members of the selection committee shall be maintained.
Such waiting list will be valid for 06 months from the date of issuance and any candidate
on merit can be appointed during the period from the list if a post is fallen vacant due to
the following reason:
(a) Failure to report arrival before the stipulated deadline
(b) Resignation from the post
(c) Disqualification due to disciplinary action
(d) Disqualification due to procedural lapse in recruitment
(e) Disqualification due to non-verification of documents
(f) Disqualification due to Unsatisfactory / Negative Police Report
(g) Disqualification due to being medically unfit
(x) Staff appointed by initial recruitment in a project shall not be entitled to pension or
GP fund. They shall also not be treated as “Civil Servants”.
(xi) Project employees will receive medical allowance as per medical attendance rules of
the Provincial Government.
(xii) They shall be entitled to TA/DA in accordance with the TA rules of the Provincial
Government.
(xiii) Project employees shall be entitled to avail leave as given below:

(a) Casual Leave: 15 days once in a calendar year (lapsable). Maximum of 5 days casual leave
can be granted at a time by the competent authority.
(b) Long Leave: 45 days without pay, during the whole project cycle subject to cogent justification
and at the discretion of the competent authority.
(c) Maternity Leave: Admissible to the female employees as per Khyber Pakhtunkhwa Civil Servants
Revised Leave Rules, 1981.
(xiv) Additional Charge of project posts of mega projects (Rs. 3 Billion and Above) shall not be
allowed to officers of line Department. For projects less than Rs. 3 Billion additional charge
of project posts may be allowed to nominees of line departments on case by case basis,
for a specified period, to be determined by the committee, headed by Additional Chief
Secretary P&D comprising Secretaries of Finance, Establishment and concerned
Department. The additional Charge Allowance will be 100% of the running basic pay.
No additional charge will be allowed below BS-17 in any case. Additional charge of the
post shall not be given for a period of more than 06 months.
(xv) If the competent authority decides to make an appointment to a project post through
deputation, the procedure given in para-4 shall be followed.
19
(xvi) Civil Servants can apply for the project posts by following the procedure given in Para-5
hereof. In case of selection, the Civil Servants will be entitled to draw salary at market
rates, as provided in PC-I.
(xvii) Project Director and staff will be appointed for a period of three years or project term
whichever is less. The Government will discourage frequent transfer of Project Director,
officers and staff of the project during execution. However, during execution of the
project, transfer of Project Director if warranted will be notified to the P & D Department.
In case of poor performance, contracts of PD or project staff can be terminated at any time.
(xviii) No extension will be allowed to project staff including Project Director. For cases of
extreme importance, extension beyond three years or for revised extended period of the
project, shall be allowed after approval from the next higher authority.
(xix) Documents to report proceedings of the selection process, including list of shortlisted
candidates, waiting list and final list of selected candidates shall be published on the
website of concerned Administrative Department as proactive disclosure of information.
(xx) The entire process from advertisement till final merit list shall be completed within 03
months including the selection of Project Director.
(xxi) Provided that the administrative secretary concerned, under unavoidable circumstances,
can extend this period for 02 additional months, after recording the reasons for delay.
(xxii) After joining the project post and before payment of salary, the character antecedents
shall be verified through Police and academic / experience certificates shall be verified
through concerned Board/University etc. In addition, a medical certificate shall be
obtained by him/her from the DHQ / MTI duly signed by the Medical Superintendent /
Head of MTI.
(xxiii) Pay scale of Project Director shall be BS-19 or above for projects costing Rs. 3 Billion or
more. For other projects, Project Director shall not be less BS-18 in any case.
(xxiv) Appointment on daily wages shall be allowed for project posts in BPS-03 to BPS-05 only
and mode of appointment shall be specified in PC-I as well as in revenue clearance of
the Finance Department for this purpose.
(4) DEPUTATION OF CIVIL SERVANTS TO PROJECT POSTS
In case the competent authority decides to fill a post by transferring a regular civil
servant to project post on deputation basis, the procedure laid down herein below shall
be followed:
(i) The Administrative Department where the project has been initiated will provide a panel
of at least 3 officers keeping in view the qualifications and other terms and conditions
prescribed in PC-I for the P&D Department.
(ii) The panel will be considered by the Provincial Project Selection Committee (PPSC) for
selection of civil servants on deputation to project posts falling in BS-17 and above, strictly
on merit keeping in view the job relevance, experience and service record. Deputation to
project posts less than BS-17 shall not be allowed. The constitution of the Provincial Project
Selection Committee (PPSC) shall be as under:
Additional Chief Secretary Khyber Pakhtunkhwa Chairman

Secretary Establishment Khyber Pakhtunkhwa Member
Secretary Finance Khyber Pakhtunkhwa Member
Secretary P&D Khyber Pakhtunkhwa Member
Secretary of concerned Department (Ex-officio Member)
(iii) On receipt of requisition for deputation of a civil servant to a project post, his
administrative department will decide whether the services of the civil servant concerned
be lent for the project post or not. If he can be spared for deputation to project post, the
Department concerned will prepare a self-contained Working Paper for consideration of
20
the PPSC, keeping in view the qualifications and other terms and conditions prescribed
in PC-I, which may be circulated among all members three days before the meeting.
Subsequently, notice of the meeting and working paper will be issued to all members
after obtaining approval of the Chairman of the PPSC. The working paper shall, inter alia,
ontain the following:
(a) Provisions of PC-I containing details of post including pay package etc. of the post, life of project
and relevant extract of PC-I;
(b) Academic qualification of the officer proposed for deputation, training received and research
work done, if any;
(c) Service history including present pay scale, cadre of officer and important posts held by him
with assignments;
(d) Mode of appointment of officer to post presently held (i.e. initial recruitment or promotion);
and whether probation period after appointment/promotion has been completed or not;
(e) Any disciplinary proceedings initiated against the officer, if so, the outcome thereof;
(f) Whether living in Government or in a private/ own house;
(g) Nature of duty attached with the project post and relevance of the previous assignments of
the officer with the post to which deputation is proposed;
(h) Stations of duty (in present post and after proposed deputation)
(i) Whether previously served in a project deputation basis and if so period of stay and other details;
and how much period has lapsed since his repatriation from the last project assignment;
(j) Grading of PERs/ACRs for the last five years
(k) Any other information which may be helpful in disposal of the case by the PPSC
(iv) In case of deputation of a Civil Servant to a project which is fully funded by the Provincial
Government, the pension contribution shall continue to be paid from the proceeds of the
Provincial Government. However, in other cases, the procedure in vogue regarding
pensionary/leave and other service liabilities of the civil servant shall be followed.
(v) During deputation, retention of officially allotted residential accommodation shall be

governed by Khyber Pakhtunkhwa Residential Accommodation Rules 2018. Payment
of house rent shall be made to the relevant head of account as per provisions of the
said rules.
(vi) Civil Servants who are in receipt of housing subsidy shall be entitled for the said facility
even after their posting in a project.
(vii) The initial period of deputation will be three years extendible for another two years or till
the project life, whichever is earlier.
(viii) Civil servant will not be considered for deputation to a project post unless he/she has
successfully completed the initial as well as extended period of probation. He/she will
also not be considered for deputation unless a period of at least 4 years has elapsed after
his/her return from last deputation to a project.
(5) APPOINTMENT OF CIVIL SERVANTS TO PROJECT

POSTS THROUGH COMPETITION
(i) Any Civil Servant holding appointment on a regular basis and possessing the minimum
qualification, experience and fulfilling other conditions advertised, may apply for a
project post through proper channels.
(ii) In case of shortage of time, a Civil Servant may forward an advance copy of the
application for the post and simultaneously submit application to the departmental
authority for permission which may be furnished before interviews for the post are held.
21
In the event of failure to produce departmental permission at the time of interview, the
candidate shall not be interviewed or considered for appointment to the post.
(iii) The department concerned of the Civil Servant shall process her/his application in a timely
manner and may forward the same to the quarter concerned.
(iv) In the event of appointment of a Civil servant to the post through open competition,
she/he shall be required to obtain extra ordinary leave before joining the project provided
he/she is entitled for EOL as per the Khyber Pakhtunkhwa Civil Servants (Revised Leave)
Rules, 1981. Moreover, he/she shall relinquish charge once he/she is relieved by the
competent authority so that his/her pensionary and other service liabilities are not
accumulated against the Government for service rendered in the project.
(v) Civil servants passing through probationary period and those holding appointments on
contract basis may apply for project posts. However, in the event of their appointment,
they shall be required to resign from government service.
(vi) On joining the project post by availing Extra-Ordinary Leave (Leave without pay), retention
or vacation of officially allotted residential accommodation shall be governed by Khyber
Pakhtunkhwa Residential Accommodation Rules 2018.
(vii) On completion of the project or its conversion into current budget, the services of the
Project staff appointed on contract basis shall stand terminated. However, Government
Servants serving in the project on deputation basis or on EOL (without pay) basis shall be
repatriated to their parent department
(6) CRITERIA FOR SELECTION
(i) A candidate for a project post must possess the minimum educational qualification and
experience and they must be within the age limits advertised for the post.
(ii) A candidate shall be a citizen of Pakistan domiciled in Khyber Pakhtunkhwa. However,

in case of a post requiring highly Technical and Professional qualification and experience,
the appointing authority, with the approval of the next higher authority, may appoint a
candidate domiciled in any other province provided that there is no candidate available
having domicile from Khyber Pakhtunkhwa.
(iii) Selection for all the project posts will be based on merit on such criteria which shall be
determined by the selection committee. Without prejudice to the generality of the
aforesaid, the selection criteria shall be based on academic qualification, higher
qualification, relevant experience etc. in accordance with any of the following criteria
from (a) to (d). The desired criteria shall be specified against each post in PC-I as well as
in revenue clearance to be issued by Finance department.
S. No. (a) (b) (c) (d)

Minimum
Qualification 60 40 30 15
Higher
Qualification 10 10 10 10
Experience 10 10 - 15
Training 5 5 07 07
Test - - 45 30
Interview 15 35 8 23
Total 100 100 100 100

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A. Minimum Qualification:
For General Cadre / Non-Technical Posts:
Marks Share & Distribution

Minimum Prescribed
Qualification/ 60 40 30 15
Certificate/ Degree
1st 2nd 3rd 1st 2nd 3rd 1st 2nd 3rd 1st 2nd 3rd
Div Div Div Div Div Div Div Div Div Div Div Div
1 Matric 60 45 36 40 30 24 30 23 18 15 12 9
Matric 30 22 18 20 15 12 15 11 9 7 6 4
2 FA/F.Sc./
Equivalent/ 30 23 18 20 15 12 15 12 9 8 6 5
12 Years Education
Matric 20 15 12 13 10 8 10 7 6 5 4 3
FA/F.Sc./
Equivalent/ 20 15 12 13 10 8 10 8 6 5 4 3
3
12 Years Education
BA/B.Sc./Equivalent/ 20 15 12 14 10 8 10 8 6 5 4 3
14 Years Education
Matric 15 11 9 10 7 6 7 5 4 3 3 2
FA/F.Sc./
Equivalent/ 15 11 9 10 7 6 7 6 4 3 3 2
12 Years Education
4
BA/B.Sc./Equivalent/ 15 11 9 10 8 6 8 6 5 4 3 2
14 Years Education
MA/M.Sc./Equivalent/ 15 12 9 10 8 6 8 6 5 5 3 3
16 Years Education
23
For Professional / Technical Posts:
Marks Share & Distribution

Minimum Prescribed
Qualification/ 60 40 30 15
Certificate/ Degree
1st 2nd 3rd 1st 2nd 3rd 1st 2nd 3rd 1st 2nd 3rd
Div Div Div Div Div Div Div Div Div Div Div Div
For 4 Examinations
1st Professional 15 11 9 10 7 6 7 5 4 3 3 2
1 2nd Professional 15 11 9 10 7 6 7 6 4 3 3 2
3rd Professional 15 11 9 10 8 6 8 6 5 4 3 2
Final 15 12 9 10 8 6 8 6 5 5 3 3
For 4 Examinations
1st Professional 20 15 12 13 10 8 10 7 6 5 4 3
2
2nd Professional 20 15 12 13 10 8 10 7 6 5 4 3
3rd Professional 20 15 12 14 10 8 10 8 6 5 4 3
Note: For degrees in CGPA, equivalent percentage ranges will be as under:
CGPA 4.0 Ranges CGPA 5.0 Ranges Equivalent %age Ranges
Greater Than or Greater Than or Greater Than or

equal to 2.5 equal to 3.5 equal to 60
Greater Than or equal Greater Than or equal Greater Than or equal

to 1.8 and Less than 2.5 to 2.8 and Less than 3.5 to 50 and Less than 60
Less than 1.80 Less than 2.80 Less than 50
Note: Degrees / Certificates of CA/ACMA/ACCA will be awarded marks of first division.
B. Higher Qualification
Maximum of 10 marks will be awarded for having qualification above minimum required
qualification as under:
One level advanced degree: 7 Marks

Two levels advanced degree: 10 Marks
24
Provided that extra marks shall be awarded to higher qualification only, if it is in

continuation with the minimum required qualification for the project post.
C. Experience
Maximum of 15 marks will be awarded for experience over and above minimum required
experience at the rate of 1 mark per year. Only relevant and verifiable experience will be
counted. The relevant experience gained prior to or during the period of minimum
qualification shall not be counted, however, experience gained during higher qualification
shall be counted. However, it will not include an internship done in partial fulfillment of a
degree. Internships completed under National or Provincial Internship Programs / Policies
shall be counted for experience.
Note: No marks will be awarded for experience under scoring matrix (c) as tabulated
on the previous page.
D. Training Course
Maximum of 07 marks will be awarded for minimum three-month training in the relevant
field from a university / institution recognized by the HEC or any Board of Technical
Education or any training institute established by the Federal Government or any Provincial
Government or from an internationally recognized organization.
E. Test
Marks obtained in test conducted by ETEA or other testing agencies, as provided under
para 3(iv),will be counted under scoring matrices (c) and (d), based on its weightage in
relevant matrix. Owing to Specialized and technical nature of the posts, the administrative
department may decide to consider any one of the four tests, i.e. GRE/GMAT/MCAT/SAT for
this purpose. Scoring scales of these tests shall be converted for quantification under
relevant scoring matrix in this policy and shall be duly approved by the administrative
secretary concerned before advertisement.
F. Interview
A candidate securing less than 40% in an interview under the relevant scoring matrix shall
be considered as failed.
(iv) Zonal allocation formula shall not apply to the project posts. However, for
recruitment against posts in BS-16 and below, included in projects under Merged Areas
ADP and Accelerated Implementation Plan (AIP), additional 05 marks shall be awarded
to the candidates holding domicile of tribal districts or tribal subdivisions, till further
orders.
For project employees, who have rendered 02 years continuous service in a developmental
project of Govt: of Khyber Pakhtunkhwa shall be entitled for 10 years automatic age
relaxation in upper age limit.
25
(7) COMPOSITION OF SELECTION COMMITTEES
Recruitment to the project posts shall be made on the recommendations of Selection

Committees. Composition of Selection Committee for appointment to posts in different
pay scales or equivalent posts will be as under:
(a) For posts in BS-19 and above or equivalent posts:
Additional Chief Secretary Khyber Pakhtunkhwa Chairman
Secretary Establishment or his nominee

not below the rank of Additional Secretary Member
Secretary Finance or his nominee

not below the rank of Additional Secretary Member
For Technical posts, an expert from the

echnical Department or public Sector University Member
may be associated with the Committee
Representative of P&D Department not Member

below the rank of Additional Secretary
Secretary of the concerned sponsoring Department Member/Secretary
(b) For posts in BS-17 & BS-18:
Secretary of the Department Chairman
Representative of the Establishment or

his nominee not below the rank of Deputy Secretary Member
Representative of the Finance or his nominee

not below the rank of Deputy Secretary Member
In case of technical posts, an expert from

Technical Departments or public Sector Member
University may be associated with the Committee
Representative of P&D not below Member

the ank of Deputy Secretary
Project Director/ Additional Secretary or Member/Secretary

Deputy Secretary, if there is no Additional
Secretary in the Department
(c) For posts in BS-3 to 16.

Project Director Chairman
Additional Secretary or Deputy Member

Secretary of the concerned Department
Member
Representative of Establishment Department
Representative of Finance Department Member
Representative of the Project Director Secretary

26
(8) SHORTLISTING COMMITTEE
To facilitate the Selection Committees a Short-Listing Committee with the following

composition will shortlist the candidates on the basis of their academic qualification, past
experience, test scores, age limits and other conditions advertised for the post:
(a) For the post of Project Director
Administrative Secretary concerned Chairman

Additional/Deputy Secretary
Member
of concerned Department
Representative of Establishment
Member
Department not below the rank
of Deputy Secretary
Representative of Finance Department Member

not below the rank of Deputy Secretary
Representative of P&D not

below the rank of Deputy Secretary Member
(b) For other posts

Project Director Chairman
Additional Secretary or Deputy
Secretary of the Department concerned Member
Representative of the Establishment

Department not below the rank of Member
Deputy Secretary
Representative of the Finance Member

Department not below the rank
of Deputy Secretary
Representative of P&D not below Member

the rank of Deputy Secretary
(9) APPOINTING AUTHORITIES
Project Director would exercise the powers of appointing authority for posts in and
equivalent to BS 3-16, whereas Administrative Secretary concerned would be appointing
authority for all posts equivalent to BS-17 and above. However, approval of the Chief
Minister, Khyber Pakhtunkhwa shall be obtained, if deputation of Administrative Secretary
or Head of Attached Department to the Project posts is involved.
27
(10) TERMINATION OF SERVICE ON COMPLETION OF PROJECT
(i) A project employee shall work against that post for which she/he was recruited and shall not
be transferred to any other post in the project or at any other station.
(ii) A project employee shall also not be transferred to any other project under the same
department / Government.
(iii) If the performance of the employee is found unsatisfactory, his/her services shall be
terminated on a fifteen day-notice or payment of fifteen days salary in lieu of notice. In the
event such an employee is a Government Servant, he/she may be repatriated to their parent
department.
(iv) At the time of appointment, each employee shall give an undertaking to the effect that
during the employment, they shall be held responsible for the losses (accruing to the project
due to them and shall be held answerable therefore) and shall be bound to follow the terms
and conditions mentioned in the agreement provided in this chapter.
(v) On completion of the project, the services of the project employees shall stand terminated.
However, they shall be re-appointed on a need basis, if the project term is extended.
(vi) In case the project posts are converted into regular budgetary posts, the posts shall be filled
in according to the rules prescribed for the post by the Public Service Commission or the
Departmental Selection Committee, as the case may be. Ex-project employees shall have no
right of adjustment against the regular posts. However, if eligible, they may also apply and
compete for the posts with other candidates.
(11) PERFORMANCE MANAGEMENT & EVALUATION

(i) Performance of Project Directors for projects having cost above Rs. 3 billion shall be
evaluated by a committee in P&DD against a Performance Evaluation Matrix. The matrix
shall be reviewed and updated periodically by Planning and Development Department
and will essentially include all general parameters about performance of the project
focusing on timely recruitment, financial and physical progress of the project as specified
in PC-I, accomplishments of project objectives, to timely assess the magnitude of deviations
from the original project plan.
For projects costing less than Rs. 03 billion, performance evaluation of the project directors,
if any, will be carried out by the concerned Administrative Departments.
(ii) Project Director shall devise an appraisal matrix for all the key staff having direct influence
on progress of the project, based on targets and achievements. Annual performance of the
report will be shared with the Administrative Department clearly mentioning deviations
from targets, if any, and recommendations.
(iii) Performance Evaluation Reports of the Government Servant shall be written by the
concerned PAO during his / her appointment in the project on deputation basis and ACS
P&D Department will be the 1st Countersigning Authority for the posts in BPS-19 and above
or Specialized Positions under Negotiable Pay Packages.
(iv) The Planning & Development Department shall introduce reward for “consistently good
performing project teams”. Selection of such projects will be based on the overall
performance rating of projects first after mid-term review results and second on the
completion of evaluation reports by the donors.
A Centralized Project Management Cell under the Special Secretary, P&D Department
shall be established to monitor and resolve the issues of all the projects included in the ADP.
28
AGREEMENT
This agreement is made on this ___________ day of ______________ (Two thousand, and
_______________) between Governor of the Khyber Pakhtunkhwa Province (hereinafter
referred to as the Government) acting through _______________________ on the ONE PART
and _________________________________________________ (hereinafter referred to as the
employee) on the OTHER PART;
WHEREAS the Government has agreed to employ the Employee and the Employee has
agreed to serve the Government as ____________________ on the terms and conditions
hereinafter mentioned;
NOW these present witnesses and the parties hereto respectively agree as follows:
1. Subject to clause 9, the employee shall serve the Government as ______________ in the
project under ________________ Department for a period of _____________ years
commencing from the date of assumption of charge of the post.
2. The Employee shall:
(a) devote his/her whole-time to perform his/her duties as ____________ in the

_________Project;
(b) carry out such administrative functions in relation to his/her duties as the
Government may, from time to time, assign to him/her;
(c) submit himself/herself to the lawful orders of the Government and of the officers and
authorities under whom his/her services may be placed from time to time, during the
currency of this Agreement; and
(d) Proceed, whenever required, to such part of Pakistan and perform such duties
relating to his/her appointment as the Government may specify.
3. a) For the services rendered, the Employee shall be entitled to receive pay as may be
prescribed in the this policy/PC-I and shall not be entitled to earn any annual increments
during his contractual appointment. The pay of the Employee shall commence from the
date of his/her assumption of charge of the post and cease on the date of termination of
this agreement or on termination of his/her services for any reason, whichever may be
earlier.
(b) The Employee shall, if required to travel in the public interest be entitled to receive
traveling allowance at such rate as may be prescribed, and
(c) The Employee shall not, unless permitted by the Government, indulge in private
practice, nor shall he indulge, directly or indirectly, in any trade, business or occupation,
and in any political activity whatsoever, other than his obligations under this Agreement.
4. In the event of misconduct as defined in the Khyber Pakhtunkhwa Government

Servants Conduct Rules 1987 or breach of any of the terms and conditions specified
herein or in the PC-I or this Policy on the part of project employee, except deputationist
29
or those Government Servants who joined the project on Extra Ordinary Leave (Leave
without pay), a fact finding inquiry shall be conducted. If charges are proved his/her
services shall be terminated, besides recovery in case of pecuniary loss to the project. The
appointing authority, in such cases, shall be the competent authority in respect of the
project staff, other (Leave without pay). If a deputationist or those who join the project on
Extra Ordinary Leave (Leave without pay), are involved in misconduct or breach of terms
and condition or cause pecuniary loss to the project, they shall be repatriated to their
parent department with proposed action, recovery and penalty which shall be decided
by their respective competent authorities.
5. If the performance of the employee is found unsatisfactory, his/her services shall be

terminated on fifteen days notice or payment of fifteen days salary in lieu of notice. In
case of a Government Servant, he may be repatriated to his/her parent department.
6. The Employee shall be held responsible for the losses accruing to the Project due to
his carelessness or inefficiency and shall be recovered from him.
7. The employee shall be entitled for TA/DA in accordance with the TA rules of the
Khyber Pakhtunkhwa.
8. The Employee shall not be entitled to any pension or gratuity for the service rendered
by him;
9. Either party to this agreement may terminate the agreement by giving to the other
party fifteen days notice in writing of its intention to do so and on the expiration of such
notice this agreement shall be terminated:
Provided that where no notice is served or served of a shorter period, the defaulting
party shall pay to the other party an amount equal to the pay of the employee for the
period of fifteen days or for such period by which the notice falls short, as the case may
be:
10. On completion of the project, the services of the employee shall be terminated. He
may, however, be re-appointed if any phase of the project is there.
11. Stamp Duty, if any, on this instrument shall be borne by the employee.
In witness whereof the said _______________________ and __________________________

on behalf of the Government have hereunto set their hands first above written.
Signed by __________________________________________________
In the presence of:
Witness 1. _______________________________________________
2. _______________________________________________
Signed by _______________________________________________
Witness 1. _______________________________________________
2. _______________________________________________
30
It shall come into force at once and shall not affect the terms and conditions of the staff
already working in the projects. Unless specified otherwise, all recruitments to project
posts shall be carried out using this policy (even if PC-I is silent on mode of recruitment).
This is usually the preferred mode for all first level managers and middle managers.
Recruitments using Recruitment Policy

for Market Based Talent
This policy may be followed for senior positions such as Project Director, Deputy Project
Director, CFO or equivalent, Chief Technical Officer or any other specialized expertise/
skills set. PDWP (or higher forum) shall be categorically apprised of the circumstance
those warrant use of this mode. The relevant committees vis-à-vis Short Listing
Committee, Aptitude Test Committee and Selection Panel shall be approved by PDWP.
Once approved by PDWP, the concerned department shall carry out the hiring process
as per set criteria and shall submit the recommendations for approval to administrative
secretary in case of PD whereas for remaining positions, PD along with a committee
constituted by the administrative secretary shall accord approval. The salary ranges shall
also be approved by PDWP. For budgeting purposes, middles of the range may be
mentioned in PC-I cost estimates, however, the selection panel shall be competent to
decide upon the final offer. The PC-I may use in vogue MP scales to benchmark the
salary ranges. For positions opting for this mode of recruitment, the Project Director
shall preferably get third party validation of the process.
Recruitment using MP Scales Policy

The Federal Government has notified the Management Position Scales Policy, 2020, vide
O.M. No. 1/3/202-E-6, amended vide O.M. No. 1/3/2020-E-6 to establish a mechanism by
which individuals may be hired on MP Scales. As against any previous MP Policies
notified by the Federal Government, where the emphasis was mainly on pay scales,
however, the year 2020 policy mentions the mechanism of hiring individuals as well.
Before putting this into practice, under Project Implementation Policy, the
Establishment Department of Government of KP shall formally notify its adoption after
fulfilling codal formalities.
Once notified, for specialized positions, the PC-I may opt for this mode. If any such post
within the project requires a resource with a highly specialized or technical knowledge
based skill set, such that neither the KP policy regulating appointment to posts in
development projects, 2008, nor the Recruitment Policy for Market based Talent, 2019,
result in the identification or selection of such a resource, then the Project may decide to
recruit through the Management Position Scales Policy, 2020.
Customized Mode of Recruitment

For certain projects, where the approval forum is PDWP or higher, there can be
instances where neither of the above three modes of recruitment are suitable for the
type of HR required. In such instances, PDWP projects may, after providing sufficient
justification, resort to a customized mode of recruitment and salary packages,
contingent on approval of relevant authorities.
31
Engaging Human Resource through Third Party Firms

The project may engage a third party to provide for the requisite human resource for a
particular project. This mode may be adopted for a variety of positions/ skills set. Some of
examples include:
(i) Doctors, nurses, paramedics, teachers required for a project

(ii) Computer software or hardware or networking engineers required
for development or maintenance of system
(iii) Data entry operator (with or without laptops/ computers) required for a project
(iv) Entomologists, epidemiologists required for a project
(v) GIS specialists along with their requisite equipment (with or without mobility)
and/or with or without android or any other devices
The individuals so provided by third party firms shall not have individual contracts with
the project rather they shall be on payroll of third parties. Third parties may be given a
certain management fee for managing these contracts.
The project shall mention the eligibility requirements to the third party along with either
fixed remuneration or may ask remuneration to be part of the submitted bid. In order to
ensure that there are no intermediary fees (except management fee), the project may
require a third party to make all payments through the bank accounts of individuals.
Similarly, only the process for recruitment under pre-agreed criterion and methodology
may be outsourced and HR so recruited may be offered contractual position.
Hiring of project staff under KP Procurement Regime

Hiring of specialized staff may also be done through KPPRA Procurement Regime
(KPPRA Act 2012). The procedure given for individual consultants/expert/advisors/ Staff
can be used to define a criteria based on qualification and experience of the applicant.
After shortlisting, detailed interviews can be held as per prescribed procedures.
Process of Recruitment Under Various Modes

Subject to any changes subsequently made in this Policy , PC-I may allow the project to
outsource one or more steps of recruitment process including receipt of applications,
evaluation/ shortlisting of applications, conduct of one or 2 stages of written test,
interviews, finalization of selected candidates, joining, posting plans and/ or orientation.
Outsourcing Entire Process of Recruitment

The PC-I may also choose to outsource the entire hiring process, to ensure that all
processes, up to the final selection, are done in a transparent, meritocratic manner.
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Chapter 5: Practice of
Revenue Clearance
Project implementation is a specialized task and timely execution of a project requires
focused and dedicated efforts. This section deals with the due diligence aspect carried
out during any PC-I appraisal (both initial approval and subsequent revisions). The due
diligence aspect for the capital component of a project is usually carried at the level of
P&D, whereas whatever is reflected on the revenue side, is considered part of revenue
clearance at the Finance Department.
This chapter of Project Implementation Policy deals with a more pragmatic approach
and intuition behind revenue clearance. Khyber Pakhtunkhwa Delegation of Financial
Powers Rules, 2018, notified vide letter NO.SO(FR)/FD/9-1/2018/DOP/17441KP give
absolute authority and power to P&D for approval of development schemes at level of
PDWP (above Rs 200 Million) and similarly to other respective forums. The current
practice of revenue clearance for the entire revenue component rests on the principle
that any long term liability in terms of SNEs, vehicles etc., shall be with the concurrence
of the Finance Department. However, the underlying presumption is that the
development schemes have a large capital component (like road or building schemes)
and a very minor revenue component. This presumption is no longer true with all
innovative projects comprising a significant pie of overall development portfolio such as
stipends, and micro finance loans, etc. Projects such as hospitals, with significant
machinery and equipment components, or schools where furniture for students and
laboratories is cleared through revenue clearance, rather than due diligence at
concerned sections of P&D.
Revenue Clearance at Finance Department

The instant Project Implementation Policy allows revenue clearance at the Finance
Department only in respect of items which create long term liability, such as SNE or any
equipment that has substantial maintenance costs beyond the project life.
Instances Where Revenue Clearance May Be Required at Finance Department

The following examples shall help in understanding instances where Revenue Clearance
at the Finance Department is required:
Scheme of school upgradation/ girls stipend, revenue clearance will be required

ONLY for any PMU posts being recruited on BS scales
Outsourcing of equipment (where equipment remains property of service

provider) like CT Scan, MRI etc., provided contractual obligations go beyond
project life (for example MRI is installed on a 7 year contract with yearly pay for
performance basis payments. In case PC-I life is only 2 years but payments will
continue for 7 years, in such case revenue clearance will be required.
Any project posts in PMU or otherwise those are fixed pay positions and have
direct equivalence with BS regime
33
Revenue Clearance at P&D

In case any line item in the revenue component of a project is not creating any long term
liability, the due diligence shall be carried out at the level of P&D, instead of revenue
clearance at the Finance Department. Most notably, all core equipment of the project,
outsourced support functions such as janitorial, security, supply chain and warehousing
etc. are expenditures limited to the project life only, and have no long-term implications.
Hence, they shall be excluded from revenue clearance of the Finance Department.
Instances Where Revenue Clearance May Be Required at P&D

The following examples shall help in understanding instances where Revenue Clearance
at P&D is required:
Scheme of school upgradation, no revenue clearance required for furniture for

students and teachers, laboratory equipment etc.
Equipment of hospitals for upgradation/ new hospitals
Stipend to girls student for high school (the scheme’s core function is stipend and
will continue during project life only)
Outsourcing of support functions like janitorial, security etc.
Outsourcing of equipment (where equipment remains property of service

provider) like CT Scan, MRI etc., provided contractual obligations go beyond
project life (for example MRI is installed on a 7 year contract with yearly pay for
performance basis payments. In case PC-I life in 7 years (no revenue clearance
required).
Any project posts in PMU or otherwise those are fixed pay positions and have no
equivalence with BPS regime
Purchase of books under Directorate of Archives and Libraries in higher education

department
Disbursement of stipend to school going children under AIP program in E&SE

department
Hiring of teaching staff in government colleges under PMU or higher education

programs etc.
Revenue Clearance for HR

With regard to human resource, the regularization of project staff in the past successive
tenures of Governments has created the potential risk of long term liability. The instant
policy has provided for multiple routes for recruitment of project staff. Furthermore,
regularization is only associated with BS scales; no regularization can take place for
special / fixed pay packages/ MP Packages. Hence the Project Implementation Policy
requires only those project posts to be considered for revenue clearance, which are
recruited on BS scales. For all fixed pay/ special pay or MP based positions, the due
diligence at level of P&D shall be carried out.
34
Chapter 6: Procurement
Management for Projects
Procurements remain an important component of project execution. Good project
management includes ensuring that all components of the project vis-à-vis civil works,
goods procurements and human resources are completed in a manner such that
service delivery of the project shall commence at the earliest. However, there has been a
tendency to take a conservative view and start procurement as a sequential step after
civil works. This is, at times, also driven by the absence of adequate storage for these
equipment/ furniture. Resultantly, even after completion of civil works, service delivery
cannot commence.
Relevant Rules for Procurement

All procurements under projects are carried out as per Khyber Pakhtunkhwa Public
Procurement of Goods, Works and Services Rules, 2014, notified vide letter No.SO
(FR)/FD/9-7/2010/Vol-II, and as amended from time to time. The instant Project
Implementation Policy elaborates the manner in which the procurement rules are put
into practice in project setting. The provisions of KPPRA Rules, therefore, shall have an
overriding effect.
Mode of Procurement
Once the project is approved, it shall be the authority of the PD to determine the most
appropriate method for procurement. This has been legally covered under section 33 of
KPPRA Act that it is the authority of the procuring entity (Project authority in this case)
to select the most appropriate method for carrying out procurements. Devising bid
solicitation documents (BSD) and specifications, TORs, evaluation criteria, all rest with
the project authority and that is the reason PD of the projects has been classified as
Category-I officer in Delegation of Financial Powers Rules 2018.
Procurement Process
The Project Director shall constitute all relevant procurement committees, such as for
devising BSD (specifications/BOQ/Drawing/Design/Evaluation Criteria/ Type of contract
etc.) and if required, a sub-committee for technical evaluation, a committee for
Grievance Redressal and a committee for physical inspection as per provisions of KPPRA
Procurement Rules 2014. For observance of codal formalities, the project director shall be
responsible.
Constituting Committees for Procurements in Projects

During preparation of PC-I/ revision of PC-I, the committees mentioned in this chapter
may be mentioned. However, in case PC-I is silent, and the nature of project so requires,
Project Director may constitute one or more of following procurement committees/
subcommittees.
35
Procurement Committee
This is an overarching committee and shall have ultimate responsibility and authority to
approve recommendations of other sub-committees. Normally the Project Director may
head this committee. However, PD may assign someone under them to head this.
Membership may include representatives of administrative departments; though this
remains purely optional.
Procurement Sub-Committees
One or more sub-committees may be notified to support and assist the primary
Procurement Committee amongst following:
Technical Specification Committee

This committee will be responsible for finalizing specifications of goods/ equipment/
furniture, services/ consultant’s specifications and deliverables.
Tender Committee
This committee shall initiate the tender process and shall carry out steps like publishing
of ad (if required), pre-bid conferences, receiving of bids.
Technical Bid Opening Committee

Once bids have been received by the tender committee, they shall hand over the
technical bids to the technical evaluation committee. They shall evaluate bids and
upload technical evaluations.
Note: in case of pre-qualification/ EOI, technical bid opening committee may also
evaluate the bid against pre-qualification criterion.
Financial Bid Opening Committee

After technical evaluation is completed, the tender committee shall handover financial
bids of technically qualified bidders to the financial opening committee that shall open
the bids.
Procurement committee based upon technical and financial evaluation shall finalize the
overall evaluation and shall upload final evaluation.
Physical Inspection Committee

Once goods or services are delivered, this committee may verify the physical quantities
and conformance with specifications.
Note: in case of pre-qualification/ EOI, technical bid opening committee may also
evaluate the bid against pre-qualification criterion.
Grievance Committee
Grievance committee shall be constituted to decide upon grievances. Usually, mid to
senior level officers from the Administrative Department shall chair this committee.
36
Membership is different from other committees to ensure impartial redressal with the
exception of one individual (who may serve as secretary of the grievance committee).
Additionally, the Grievance Committee shall ensure the application of, and compliance
with, the Khyber Pakhtunkhwa Public Procurement Grievance Redressal Rules, 2017,
notified vide No. SO(FR)/FD/9-7/2011/Vol-II.
Price Reasonability Committee

The PD has to make a price reasonability committee to determine if price is reasonable
or not, especially for high cost procurements.
Mode of Procurement
An important decision during procurement of equipment is mode of procurement.
Commonly used Inco Terms like DDP, C&F or any other are admissible. The decision
regarding choosing one mode over others or seeking bids for more than one mode
clearly indicating preferred mode for evaluation of bids may be decided upon by the
committees and shall be reflected in procurement documents.
Depending upon project nature, the Project Director and Procurement Committee may
ask for third party inspections of firms both in case of local and imported firms. The third
party inspection is a preferred mode, in case monetary volume of a particular item is
high or quantities are high or complex items are being procured. For imported items,
third party pre shipment inspection may be invoked too. In order to meet with the costs
involved, preferably PC-I shall provide for some funds. However, some of the third party
inspections, after mentioning in procurement documents, may be carried out at the
vendor's cost.
Supply Chain Management

An important reason for delayed project execution is delayed procurement of goods
(equipment, furniture etc.) on account of non-availability of space to store these items. In
order to address this issue, PC-I and/ or Procurement Committee may opt for procuring
services of supply chain, warehousing and transportation service providers. Similarly, the
procurement documents may allow for partial payment upon receipt of procured items
and the balance payment after successful installation and operationalization.
Service Level Agreements

In order to have long term operationalization of procured items, service level
agreements may be made part of procurement by the Procurement Committee (say 3
to 5 years). However, it shall be either quoted separately or some percentage (say to 2%
to 5% for each year) of total bid may be retained for each completed year and respective
part shall be paid on each successful year completion.
37
Procurement of Machinery & Equipment, Furniture or

Other Items on Placement Basis/ Rental Mode With
Guaranteed Load
In order to encourage use of pay for performance model and to get maximum benefit
out of actual utilization of any machinery, equipment, furniture or other items, PC-I may
opt for getting the item on placement basis or rental basis with guaranteed load. This
may include either time based or usage based arrangement. This may be used for any
medical equipment, laboratory items, heavy machinery like bulldozers, excavators,
tractors, trolleys, mining and agriculture equipment etc. Similarly, if the project nature so
desires, it may also be used for office equipment like generators, photocopiers etc.
Utilization of Procured Items

In order to have efficient utilization of procured items, a role may be given in PC-I or by
administrative department or Steering committee (for details, see Chapter 9:
Institutional Arrangements for Project Implementation), to use delivered items of one
project against any other project where funds are available and Purchase Orders of
similar items have been issued. However, extreme caution shall be carried out in this
regard so that the original project does not suffer due to any breakdown in supply of
future orders and supply chain.
Variation of Estimated Amounts From Bid Amount

Project execution in many instances suffer greatly, and can be delayed on account of
non-clarity in cases where the bids price received is more than the estimated price
provided in PC-I. In this regard, it is important to understand that PC-I prices are, at best,
an intelligent estimate; these estimation may not be true reflection of actual price. The
inflationary trends and gap between preparation of PC-I and actual procurement also
contributes towards this.
Procurement on other hand is a completely separate process and is a reflection of

market forces (so far as it is transparent and competitive as per spirit of Khyber
Pakhtunkhwa Public Procurement of Goods, Works and Services Rules, 2014). Hence the
variation in prices shall not be a reason for stopping procurements; provided that the
Procurement Committee is convinced that all relevant provisions of Khyber
Pakhtunkhwa Public Procurement of Goods, Works and Services Rules, 2014 have been
fulfilled AND price reasonability has been ascertained.
Usually the Procurement Committee shall be competent to decide upon the way
forward in this regard, keeping in view the options listed in next para of instant chapter.
However in case of large volume procurements and for the options other than Option-I,
the Procurement Committee may seek advice of either administrative department or
Steering Committee (see Chapter 9: Institutional Arrangements for Project
Implementation, for details)
There are potentially four options to deal with the above mentioned proposition.
38
Option I: Reduce quantities in a manner that overall funds provision is adhered to
Option 2: Re-appropriate from other heads preferably within revenue component

and meet the additional funds through the re-appropriation
Option 3: P&D guidelines provide to go overall 10% to 15% over and above approved
cost and the same cushion may be utilized for meeting enhanced cost
Option 4: Combination of above
Chapter 7: Operational/ Project

Management
Development projects are implemented in order to improve outreach and service
delivery of respective functions of government departments, which may not be easy to
realize using current budget mode of financing and instruments like service rules,
organizational structures etc. It is, therefore, imperative that development schemes are
provided with more flexibility and innovative approaches. On the other hand, it is equally
important that these projects do follow modern practices and deliver efficiently rather
than retrogress into a medium to funnel these resources through porous channels. The
instant chapter deals with some of these principles and instruments to help projects
deliver more efficiently.
Project Conception
Projects shall be conceived as one complete whole, comprising various components
such as civil works, goods (equipment etc.), services, human resource, trainings and
capacity building, Standard Operating Procedures (SOPs) and Project Management (the
instrument that connects all individual components).
Project Implementation Plan

Successful implementation of a project requires a detailed implementation plan. Ideally
all PC-Is shall have this. Prospectively, during revision of PC-Is, detailed project
implementation plan shall be invariably ensured, mentioning key interventions,
activities and sub activities under each area and timelines along with key milestones. It
shall help in identifying activities along the critical path (though the critical path may
keep on changing depending upon delays in each or some activities).
Technical Support
Modern project management requires a variety of skill sets. However, it is not absolutely
essential to have all these expertise as in-house resources. Some of the expertise may be
tapped in externally, on a need basis. It implies that whether a PMU is formed or not, on
a need basis, so far as practicable, these expertise may be sourced-in for short term/
medium term support. The executing agency in such a case, may build only enough
capacity in-house, such that it allows the executing agency to benefit from the external
resources (to be able to interpret the reports and advice of external support).
39
Examples of such external technical support includes software development, GIS

mapping and other spatial planning components, financial and performance audits,
legal services, transaction advisory services, communication services (including social
media and design services). The instant Project Implementation Policy not only
acknowledges these areas but also encourages executing agencies to use this as a
preferred mode going forward (for projects to be developed in future/ projects
undergoing revisions).
Design Consultants & Resident Supervision

In case the project has a complex nature, it is imperative to engage design consultants,
rather than solely relying on in-house capacity of the works department (C&W, PHE,
Irrigation, LG, Tourism or any other department/body). Similarly, in most of such cases, it
shall be imperative to engage design consultants too so that there are no gaps at time
of execution between the design and implementation. This has stretched implications
for transactions that require specialized knowledge, such as complex energy projects for
which project aims either IPO (initial public offering) or strategic buyouts or any other
mode.
Certification
An important area to enhance service delivery is enhancing our focus to standardization
and Standard Operating Procedures and this can be best achieved through various
certifications in respective fields. This may include both national and international
certification and licensing. Projects are encouraged to build provisions for such licensing
and certification fees as part of PC-I, along with provisions necessary to achieve these
certifications, such as trainings etc.
Logistics Support
Projects are encouraged to utilize third party logistics services rather than in-house
purchase of such goods or services. These include supply chain, warehousing and
transportation services instead of building own warehouses, rent-a-car services instead
of purchasing own vehicles, use of vouchers for employees through e-based transport
services, instead of own vehicles/ motorcycles, use of courier services instead of in-house
capacity, renting office space for PMU instead of a project aiming to build its own office
(in certain cases, this is equally applicable to service delivery projects such as rest areas
at tourists spots etc.), janitorial, security, maintenance firms engagement instead of
in-house capacity.
40
Chapter 8: Financial Management

(Accounting and Auditing) of Projects
Project Director of any development project is Category-I officer as per Khyber
Pakhtunkhwa Delegation of Financial Powers Rules, 2018, notified vide letter
NO.SO(FR)/FD/9-1/2018/DOP/17441KP. The Project Director shall be competent to
sanction all expenditures as per PC-I under relevant heads.
Key financial management provisions, including the financial responsibilities of the PD,
for efficient fiscal management and project functionality are explained below.
Responsibilities of Project Director as Drawing

and Disbursing Officer (DDO)
As per the First Schedule of the Khyber Pakhtunkhwa Delegation of Financial Powers
Rules, 2018, notified vide letter NO.SO(FR)/FD/9-1/2018/DOP/17441KP, the PD is
designated as a Category-I DDO. The posting order issued for the PD by the
administrative department or sponsoring agency will be enough to grant Category-I
powers to the PD.
If, however, the post of PD is vacant, the Administrative Secretary may give additional
charge of post of PD to a suitable person for a period of 90 days, or till the appointment
of regular incumbent. Any individual with the additional charge can exercise Category-I
powers to ensure smooth project functionality. A three month extension may also be
given in the additional charge, if no suitable candidate is found.
Financial Phasing of the Project

When any administrative department, or sponsoring agency submits a PC-1 to the
relevant approving forum, it should add a tentative financial phasing with the PC-I. The
tentative financial phasing should be on bi-annual basis (6 monthly). This phasing shall
mention which project activities will be covered in which phase. However, the
administrative secretary will be authorized to review and revise the financial phasing in
accordance with the on ground implementation from time to time.
Financial Forecasting
Financial forecasting within the project, will be adhered to, to as maximum an extent as
possible. However, wherever need be, revisions can be allowed. These revisions have to
come through the Administrative Secretary.
It is proposed that the Administrative Secretary will review the project on a monthly
basis. If they feel that forecasting needs to be changed, then a request can be sent
through P&D to FD for the next quarter.
41
Projects with Exemptions

Any Projects that have any exemption by Federal Government Statutory Regulatory
Order, will undertake the process for exemption as per existing rules and laws. It will be
the responsibility of the PD to ensure completion of the exemption process.
Provision of Funds and Release Mechanism

The Finance Department may release funds of approved projects to relevant heads on
bi-annual basis in accordance with the financial phasing given in the PC-I. FD will release
the money on controlling level. The Administrative Secretary will ensure that within a
week of receipt of funds from FD, the money is made available for spending.
Authorization of AG
Consequently, the Project director will aim at ensuring that within spending level
availability, the money should be available on the withdrawal level.
Releases According to Financial Phasing

While most projects may require phased releases, releases may not always need
financial phasing. In such instances, funds can be released in their entirety.
Similarly, if the Administrative Secretary is satisfied that there is a modification required

in the financial phasing given in the PC-I, then that request has to be sent through P&D
to FD. FD may then release funds according to modified request.
Assan Assignment Account

Finance Division has issued detailed instructions with regards to opening Assan
Assignment Accounts, as per Assan Assignment Account Procedure (Local Currency),
2020, approved by Finance Division, Islamabad vide No. F.2(2)BI/2008/2020-1081 and
circulated by the CGA vide No.1376/CGA/A.A/RP-2018 (L.C), dated 26.10.2020. Though
necessary instructions have already been communicated to all concerned, a quick
overview of the process of opening this account are detailed below.
In case of projects where a separate PD has been nominated, the PD will be responsible
for opening Assan Assignment Account, in line with instructions in Assan Assignment
Account Procedure (Local Currency), 2020.
In cases where a PD is not nominated, and the project is below a certain cost (PKR 200
million), a Principal Accounting Officer will open this account.
Signatories for the Assan Assignment Account will be in line with the directions
contained in Assan Assignment Account Procedure (Local Currency), 2020. Compliance
with these directions will be the responsibility of the Principal Accounting Officer. In
instances where the PD has been hired, one signatory has to be PD, and one has to be a
representative of the Administrative Secretary.
All payments, except for those payments which are to be made for quotation or petty
purchases, must be made through the Assan Assignment Account.
42
Opening of Commercial Account

A project preferably should open 2 commercial accounts. Each of these is explained
briefly below.
Account for Salary and Operational Purpose

In this account, funds will be maintained such that a one month salary budget, plus a
one month operational expenditure budget for projects with a PMU is always present.
These operational expenditures may be limited to operations which are procured as
petty purchases below PKR 50,000/-, or procurements through quotations below PKR
100,000/-, as per provisions laid down in Chapter III, (6)(a), (6)(b) and any other relevant
provision in Khyber Pakhtunkhwa Public Procurement of Goods, Works and Services
Rules, 2014, notified vide letter No.SO (FR)/FD/9-7/2010/Vol-II, and as amended from time
to time.
It is crucial to note that all procurements done through competitive bidding as per
KPPRA Rules, 2014, shall be paid through the Assan Assignment Account. The PD will be
responsible for ensuring compliance with this condition.
Account for LC Payments

A second commercial account will be maintained, to be used purely be for LC payments.
Every project above PKR 1 billion, will need to open their WeBOC account, ensure
registration for tax number (FTN), and sales tax registration.
Maintenance of Petty Cash

Projects may be allowed to maintain petty cash, in order to undertake operational
expenditures. All petty cash expenditures will be verified through vouched accounts. The
PD will be responsible for maintenance of petty cash vouched accounts. Petty cash
provisions, with respect to the financial outlay of the project are given in the table below.
Project Cost Petty Cash Provision (PKR per month)
Greater than PKR 1 Billion 500,000/-
PKR 200 million to PKR 1 Billion 150,000/-
Less than PKR 200 million 50,000/-
Re-Appropriation of Funds Within the Budgetary Allocation

It is expected that certain projects may need to re-appropriate funding during the
lifetime of the project. As per the financial phasing, within any one quarter, if one item
has to be bought, or money has to be moved from one head to another, the
Administrative Secretary shall have the re-appropriating rights to do so at the spending
level.
43
Need For PC-I Revision Based on Financial Changes

Project costs related to procurements may vary, especially if any procurement is
necessitated at a later stage of the project. For this purpose, if any procurement is to be
done outside of the procurement plan, the project can go into a PC-I revision.
Certain instances where project expenditure is upward of 15% of total approved PC-I cost,
special provision can be given. In such cases, approval can be given by the administrative
Secretary, which can subsequently be confirmed by the approving forum.
Similarly, if the item cost of any one particular item varies, such that this variation does
not raise the cost of the project by more than 15%, the Administrative Secretary (or PD in
the case of procurement of goods and works, as per the delegation of financial powers)
has the power to grant approval, followed by approval from relevant forum.
Audits
All projects shall undergo a regular audit process (statutory audit by Auditor General) on
annual basis and special audit if so required. Additionally, for large and complex projects,
audit by chartered accountant firms shall also be mandated.
All audits shall be conducted for three main elements, and may include any other
project implementation element as per need. These three domains are:
(i) Procurement and Financial Audits

(ii) Process Audits
(iii) HR Recruitment Audits
Large projects shall be encouraged to have annual audits of procurement, HR

recruitment, and Financials etc. on an annual basis .
Other supporting audit functions are listed below:
Pre-Audit
Projects for which a separate PMU is made, must ensure the presence of a separate
internal pre-audit wing within the PMU. All payments will be processed through this
pre-audit wing. Only after a pre-audit is conducted by the internal audit wing, will
payments be processed. The Internal Audit Wing will also draft and submit a yearly
internal audit report, which will be put up to the administrative Secretary for necessary
action and compliance.
Audit by DG Civil Audit

DG Civil Audit will conduct an annual audit of all projects. The resultant report of this
audit will be put up by the competent authority for consideration as per the audit
manual and standing instructions issued by AG Pak.
44
Audit by Third Party

Projects which have a separate PMU, will need to budget financial provision for third
party audits. All third party audits will be conducted annual, as opposed to a singular
third party audit during project closure. Procurement of a third party to conduct audits
can be such that any one party can conduct all three audits, or three different
organizations can conduct each audit. The selection of firms for audit can be done under
the relevant provisions of KPPRA Rules, 2014.
These audits will cover three main types:
Financial Audit + Procurement Audit

All financial procedures and procurement procedures compliance will be assessed.
Process Audit
Process controls of PMU and project implementation will be assessed.
HR Recruitment Audit
HR files and records will be assessed.
Clear and Discrepant LC Documents

While acknowledging the discrepancy in LC documents may be non mala fide in some
cases, it is important to protect the projects’ own financial interests. Therefore it is
proposed that a revocable Letter of Credit may be issued, wherever possible. If a
revocable Letter of Credit cannot be issued, an irrevocable letter of credit may be issued.
However, the irrevocable letter of credit must include strict, time-bound terms, e.g. in the
case of equipment, delivery and installation of equipment may be included as a term.
45
Chapter 9: Institutional Arrangements

for Project Implementation
Under Khyber Pakhtunkhwa Delegation of Financial Powers Rules, 2018, notified vide
letter NO.SO(FR)/FD/9-1/2018/DOP/17441KP, the ultimate authority for approval of any
development project lies with respective approval forum (PDWP, DDWP etc.). However,
there has been increasing emphasis on establishing certain institutional arrangements
(particularly for flagship initiatives/ programs) such as steering committees (usually
headed by quite senior level like Minister, concerned Secretary or Commissioners). The
results of execution of such projects through oversight of such steering committees are
overall encouraging. However, under current arrangement, the mandate of the steering
committee with regard to any adjustment or change in project design or execution is
extremely limited rather than non-existent.
The instant project implementation policy intends to develop linkages of project

execution with these institutional arrangements, even if overall the powers of such
institutional forums shall be quite limited.
Project/ Programme Steering Committee

It shall be headed by a senior level such as Minister, Administrative Secretary or
Commissioner. The committee shall oversee project implementation and shall be
restricted by TORs duly approved by approval forum (mainly PDWP). For projects
approved at the level of DDWP, the practice of such institutional arrangement may not
be adopted unless extremely important due to the nature of the project. Generally
steering committee may have following mandate:
Make decisions as to phasing of facilities with in overall scope of project
Guide procurement committees as to cost variations between PC-I estimated

and actual bids (See procurement chapter)
Re-allocation of some resources (within same project), recommendations to

PDWP (See Procurement Chapter)
May recommend a matter to PDWP for advice (see Advice of Approval Forums
chapter)
May recommend revision of particular component to approval forum (See

Revision of PC-I chapter)
May constitute one or more committees under it to support itself (however, such
committees shall be recommending bodies to Steering Committee and would be
restricted by mandate of Steering Committee)
Any other mandate specifically given to steering committee

46
Requisite for establishing Steering Committees as

Institutional Arrangements for Project Implementation
In order to provide for the steering committee, the PC-I at time of formulation or during
revisions shall mention the composition of the Steering Committee along with a
mandate that is proposed to be assigned to the steering committee. The approval forum
shall approve the composition and TORs/ mandate.
Chapter 10: Monitoring and Evaluation

Monitoring, evaluation, and learning remains a key component of project management
and implementation. As a critical function monitoring, evaluation and learning functions
are required to;
assess project implementation;
recommend corrective action;
anticipate possible bottlenecks;
track project progress against implementation timelines;
identify and record critical baseline, mid line, and end line data, and;
help identify negative externalities which could impact the overall completion of
the project.
Monitoring Staff
It is recommended that all projects shall have a dedicated monitoring and evaluation
team (or a single dedicated resource, in case of smaller projects). For projects with
dedicated PMUs, it is imperative to include an in-house monitoring and evaluation
resource.
Project Monitoring Committee

A Project Monitoring Committee may be designated after the first quarter is over, and
the project enters its’ operational phase. This monitoring committee shall prepare
quarterly reports, which should identify processes on key indicators of the project, and
overall project implementation. These reports may be presented to the sponsoring and
executing agency, and subsequently, may be forwarded to P&D, or relevant approval
forums.
Project Monitoring Tools

During the formulation of the PC-I, it is expected that all projects will incorporate a
results-based monitoring paradigm, where key outcome, output, process, and input
indicators will be identified and tracked throughout the lifetime of the project. All
indicators must list tangible means of verification, along with proposed frequency of
monitoring (if applicable). These results-based monitoring tools will remain a live
document throughout the lifetime of the project, and may be revised as per need.
47
In addition to project specific tools that may be designed, all projects shall be monitored
through available e-based portals that may be used for effective monitoring and
evaluation of projects include the following:
(i) Planning Commission Forms Management System (PCFMS)

(ii) Development Projects Management System (DPMS)
Additionally, it is also recommended that projects spanning across three years or more
may start submitting their PC-III forms during the second year.
PC-IV Forms
The monitoring reports formulated by the Project Monitoring Committee may be used
as justification for project revision, project extension, or for PC-IV formulation. For any
projects looking to move a PC-IV, it is suggested that the PC-IV be drafted primarily, or in
consultation with the monitoring and evaluation team. For this purpose, any project
moving into the closure phase may retain monitoring and evaluation staff as part of the
closure phase skeleton staff.
In the interest of ensuring that only projects that merit moving to the current side, move
a PC-IV form, it is suggested that multi-level monitoring mechanisms may be adopted,
such that for any project moving to submit a PC-IV form, the Administrative Department
and P&D will work in collaboration. The Administrative Department will identify which
projects can be considered for PC-IV. Ultimately, DG M&E will decide which projects
qualify, in consultation with relevant stakeholders.
Risk Assessment
A risk register must be maintained for all projects. The risk register should clearly identify
high, medium and low risks to the projects, including an analysis on the risk appetite of
the project. Additionally, the risk register shall also list key actions needed for risk
reduction, and risk mitigation. Critical risks that should be considered include:
Financial risk
Administrative risk
Implementation risk
Fiduciary risk
FE projects, or projects involving foreign procurements – impact of devaluation
should be accounted for before hand
Environmental risk assessment: projects, especially those that focus on, or relate
to civil works, should have an initial environment impact assessment, and
should also undertake a biannual and/or annual exercise to ascertain the
adverse environmental impacts of the project
The project risk register should clearly identify the person responsible for periodic risk
assessment, escalating high risk warnings to the concerned authority, and risk
mitigation actions.
48
Chapter 11: Revision

PC-I is the main project document and covers the entire life cycle of the project.
However, the timeframe between PC-I development and execution and gestation life
itself warrants revision in PC-I. The revision in PC-I is essentially not a bad practice
(frequent revisions does imply project planning quality) and in certain cases it brings
value by adding mid-course correction and incorporating the implementation learning
experiences.
Thus, a PC-I may be revised either if it requires certain changes in scope and design or for
projects with long gestation periods, mid project life revision (say after 2 years of
approval) is likely to bring value and improve project implementation quality.
Similarly, in cases where a project can be completed at reduced scope, the project may
be sent for revision to the concerned approval forum.
For all projects going into revisions, the provisions of this project implementation policy
may be incorporated so far as practicable and does not adversely affect the quality of
implementation.
However, if the project requires some clarity or change in one or more aspects and it
does not affect the overall scope nor it goes beyond 15% of its approved cost, the
preferred method is through seeking advice from the approval forum (details in Advice
of Approval Forum chapter of this policy).
Extension in Scope of Civil Works as a Result of Revisions

Subject to any provisions mentioned in Building and Road Code and under KPPRA Rule
18(c)iii, the civil works exceeding 15% may be given to same contractor provided that the
committee (so constituted) ascertains and certifies that the extension in scope of work is
such that cannot be separated from the original scope of work and would have adverse
effect on the final work completed and must certify that the conditions mentioned in
above Rule 18(c) iii are met. The committee so constituted shall be headed by the
Administrative Secretary of the department under which the executing agency falls.
Furthermore, it shall be Project Director as its member besides membership from
Finance and P&D Departments.
49
Chapter 12: Out-Transition /

Project Closure
Development Projects, by definition, have a definite and limited life. They cannot
continue indefinitely, even if several extensions are granted from time to time. Project
closures remain a critical component of any project, as a well-managed closure with the
proper exit strategy can ensure sustainability of the impact generated by the project.
PC-IV is the project closure document and shall be prepared preferably 3 months before
the end of gestation life of the project. As suggested in earlier (see Chapter 10:
Monitoring and Evaluation), PC-IV forms may be developed during the Closure phase,
and monitoring and evaluation personnel may assist in the formulation of a PC-IV form.
However, a few other considerations need to be addressed to ensure that the
out-transition of any project is smooth. These considerations are listed below. It is also
imperative to note that project closure ultimately remains the responsibility of the
sponsoring agency.
Closure of PMU
In case a dedicated PMU was established outside the premises of the administrative
department, it is imperative that all assets and equipment procured for the project are
disposed of in an appropriate manner. This disposal can include auction of items, or
return of items to sponsoring agencies or administrative departments. Additionally, all
pending liabilities of rent must be cleared before the project ends.
In cases where the project or PMU was housed within the administrative department, all
items borrowed or loaned from the administrative department may be returned back in
working condition.
Ultimately, by the closing date, the complete inventory of the project must either be
returned to the administrative department, auctioned, or written off.
HR Discharge
In the interest of ensuring that projects do not become draconian in their closure, it is
imperative that all projects must issue closure notices at least three months in advance
to all staff, regardless of whether the project moves to the current side or not.
Additionally, any financial liability, e.g. salaries, must be paid before the closing date of
the project.
Integration of Project into Steady-State Service Delivery

For projects that were introduced as a medium to introduce innovation in service
delivery, it is imperative that transition of project into steady state must retain the quality
of service delivery. Thus, a needs assessment of service delivery (e.g. needs assessment of
service delivery staff) may be conducted to identify capacity building needs for
continued quality service delivery provision, and easing any roadblocks during the
transition from project mode to current/regular mode. This transition of service delivery
should take place at least six months before the official closing of the project.
50
Financial Closing
All projects must ensure that financial closing is undertaken efficiently. This includes
ensuring that all liabilities are paid, and all accounts are adjusted before or on the closing
date of the project. Two key actions that need to be undertaken are as follows:
Closure of Designated Bank Accounts

All bank accounts must be closed by the PD, or the Principal Accounting Officer (if no PD
has been appointed), upon closing for project or shifting of expenditures to pre-audit
system of accounting.
Transfer of Remaining Funds

The sponsoring agency should ensure that all liabilities are cleared well within the
closure phase. Additionally, any funds remaining in any bank account may be withdrawn
in the form of a pay order which can be submitted to the relevant authorities, thereby
ensuring that all bank accounts are closed on the date of the project closure.
Closure Audits
Financial Audits
The sponsoring agency must ensure that financial audits are conducted during the last
3 to 6 months of the project to ensure that all liability, payments, and cash movements
in general are accounted for. Additionally, these closing financial audits must also
identify that no further expenditures are forecasted.
Project Closure Audits

The concerned administrative department or sponsoring agency must conduct a
project closure audit within the last month of the closing date.
51
Chapter 13: Advice of

Approval Forums
Project Implementation is like ‘beating heart surgery’. A good PC-I shall aim to take a
holistic view of project implementation and shall provide for various scenarios that may
be faced during execution. However, the fact remains that in developing countries the
volatility of internal and external environments and risk exposure of projects makes it
very difficult to cover all scenarios. In such cases, often projects suffer delay in execution
on account of lack of clarity of approval forum versus execution tier particularly at Project
Director Level (even Administrative Secretary’s powers in such case are unclear).
The Project Director is usually left with no other choice but to take the project to revision
(through submitting revised PC-I). The current process of revision (due diligence at level
of CPO, pre-PDWP, PDWP etc.) is lengthy and the clarity a particular project requires
may not be the most efficient utilization of resources besides unnecessary delayed
execution.
As an alternative, the instant project implementation policy is providing a quicker

mechanism for such execution related issues. Thus, for any projects looking to resolve an
issue which does not alter the overall project design, the project director or
administrative secretary or steering committee (see institutional arrangement chapter
above) may refer the specific question or issue along with background knowledge
directly to PDWP or DDWP (as the case may be) in form of working paper. It shall be
addressed to Secretary P&D for PDWP and head of approval forum in other cases. The
Secretary P&D may, directly or after seeking advice of the concerned section, shall place
the matter before PDWP along with his/her or sections’ recommendations. In such cases
there shall not be any need to submit revised PC-I. PDWP shall take decision after
evaluating the issue at hand. The decision so taken shall be duly minuted by the
approval forum and shall be deemed to be decision of PDWP/ approval forum as the
case may be (provisions shall apply mutatis mutandis to DDWP and other forums). By
issuance of such minutes, the PC-I shall also be deemed to be amended to that extent.
Common examples where advice of approval forum may be sought through submitting
working paper include inability to find HR on approved package or mentioned age limit
or qualifications in the PC-I, any particular technology or specifications have become
upgraded and previous is either not available or not imperative to go for that, PC-I did
not provide for funding for any of enabling/ desirable set of measures (such as
outsourcing or external expertise or audits by chartered accountant or design etc.). Thus
in such cases, instead of revising PC-I, advice from the approval forum may be sought on
that specific issue.
52
Chapter 14: Provisions Related

to Special Types of Projects
In cognizance of the fact that projects remain multi-faceted, key provisions for special
types of projects are given below.
Restructuring of ORG and Institutional Development

Some departments might need projects to improve their own performance. The main
aim of these projects is to improve operations (e.g. Food Authority – can be launched as
a project).
In this case, all HR, along with JDs etc. will be mentioned in the PC-I to ensure that the
right technical staff is hired. Additionally, basic scale and project allowance will need to
be mentioned as well in the PC-I. This is necessary in cases where department thinks
that recruitment has to be done on scale, and fixed pay is not suitable for the relevant
posts.
For such projects, the HR may need some regulatory powers. The project needs to
identify which law/rule can be used to give them such powers .
All positions may only be taken on the current side, when after PC-IV evaluation, the
positions are proven to be useful and their utility has been established. If the position is
shifted to the current side, and recruitment processes are initiated, staff that may already
be working against these posts during project mode, may be given a fixed number of
marks based upon the issuance (by the PD or equivalent in-charge) of a certificate
marking satisfactory performance. These marks may not exceed 5% of the total marks
available.
Land Acquisition
Projects where a major chunk of land acquisition is involved, will require suitable staff to
assist the land acquisition. This staff needs to be included in the PC-I (should be expert
in land survey and land measurement).
In these cases, the PD will be responsible for identification of suitable land, draft
notification under section 4 and section 6 of Land Acquisition Act, 1894. Project director
will be responsible for transfer of requisite funds to the account of concerned land
acquisition collector.
PC-II
The PC-II forms address feasibility of projects. Projects that are directed by the
department or approving forum, to conduct a feasibility, may do so before drafting a
PC-I.
Within PC-II, all aspects can be covered to make a PC-I.

53
Different Funding Sources
PSDP, HDF, FPA

PSDP, HDF, and FPA projects usually vary only to the extent that they are funded by
different sources. The PIP shall be applicable on all projects in the same manner as it
would on any PDWP or DDWP project.
PPP Projects
In case a project is being implemented in PPP mode, the following may be ensured:
PPP engagement type
Duration
Responsibility and risks of private sector
Responsibility and risks of public sector
Draft concession agreement, or ToRs of transaction advisor
Closure and termination mechanism
Penalties for breach of contract
Relevant application of KPPRA Rules, 2014
Civil Infrastructure Projects

Civil infrastructure projects may be undertaken on rough costing.
‫ﺑﺎب ﺧﯿﺒﺮ‬
Rs.
Disclaimer: The Khyber Pakhtunkhwa Project Implementation Policy is prepared by SEED - Sustainable Energy and
Economic Development Programme. It is funded by United Kingdom’s Foreign, Commonwealth, and Development Office
(FCDO). The programme is implemented by Adam Smith International in close collaboration with the Government of
Khyber Pakhtunkhwa.

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GENERAL

The Project Implementation Policy (PIP) covers the implementation process of

Shah Mahmood Khan

Objective of Project Implementation Policy (PIP) ..................................... 02

Chapter 1: General Principles .................................... ............................................ 05

Chapter 2: Transition into Project Implementation ........................................... 09

Notifying the Project Director .............................................................................. 09

Chapter 3: Establishing Project Management Unit (PMU) ........................... 11

Chapter 4: Human Resource Related Provisions ................................................. 15

Recruitments using Project Implementation Policy ....................................... 15

Chapter 5: Practise of Revenue Clearance ........................................... 32

Chapter 6: Procurement Management for Projects ......................................... 34

Chapter 7: Operational/ Project Management .................................................. 38

Project Conception .................................................................................................. 38

Chapter 8: Financial Management (Accounting and Auditing) of Projects 40

Responsibilities of Project Director as Drawing and Disbursing Officer (DDO)

Chapter 9: Institutional Arrangements for Project Implementation ......... 45

Chapter 10: Monitoring and Evaluation ................................................................. 46

Chapter 11: Revision ...................................................................................................... 48

Extension in Scope of Civil Works as a Result of Revisions ......................... 48

Chapter 12: Out-Transition / Project Closure ....................................................... 49

Chapter 13: Advice of Approval Forums ......................................................... 51

Chapter 14: Provisions Related to Special Types of Projects .................. 52

Restructuring of org and Institutional Development ............................. 52

ADP Annual Development Programme

AIP Accelerated Implementation Programme

C&W Communication and Works Department

CPO Chief Planning Officer

DDC District Development Committees

DDO Drawing and Disbursement Officer

DDWP Departmental Development Working Party

EOL Extraordinary Leave

FTN Free Tax Number

KPRA Khyber Pakhtunkhwa Revenue Authority

KPPRA Khyber Pakhtunkhwa Public Procurement Regulatory Authority

NTN National Tax Number

P&DD Planning and Development Department

PC-I Planning Commission form number 1

PDA Peshawar Development Authority

PDWP Provincial Development Working Party

Objective of Project Implementation Policy (PIP)

The ultimate objective is to facilitate executing agencies in fast tracking implementation

Scope of Project Implementation Policy (PIP)

financing arrangements such as financing interest payments/ default risk, projects

Relationship of Project Implementation Policy with other Policies

KP Annual Development Programme Policy, 2019-23

Recruitment Policy for Market based Talent vide No SO(Policy)/ E&AD/1-10/2019

Assan Assignment Account Procedure (Local Currency), 2020, approved by Finance

Project Implementation policy and Project Policy 2008

It is reiterated that the Project Implementation Policy is meant to be understood in

Structure of Project Implementation Policy

Chapter 1: General Principles

Chapter 2: Transition in the execution of Project

Chapter 3: Establishing PMU

Chapter 4: Human Resources Related Provisions

Chapter 5: Practice of Revenue Clearance

Chapter 6: Procurement Management of Project

Chapter 7: Operational/ Project Management

Chapter 8: Financial Management

Chapter 9: Institutional Arrangements