PAKISTAN ANNUAL REPORT 2024
OVERVIEW
Message from the Executive Director, ALP
In 2024, Accountability Lab Pakistan focused on creating a more transparent, accountable, and inclusive governance ecosystem by supporting communities, strengthening institutions, and driving evidence-based advocacy. This led to systemic shifts in governance and citizen engagement, particularly in anti-corruption, climate resilience, gender equity, digital democracy, and youth leadership.
Our Theory of Change in 2024 revolved around empowering local changemakers—youth, civil society, and reform-minded public officials—with the necessary tools to create sustainable shifts in governance and accountability. We concentrated on building networks, fostering leadership, and amplifying marginalized voices to establish a culture of integrity and participatory governance.
Our collaboration with the Anti-Corruption Establishment (ACEB) in Balochistan led to a 350% increase in the registration of anti-corruption cases and increased public trust in anti-corruption mechanisms by strengthening the investigative and prosecutorial capacities of anti-corruption officials. Additionally, by integrating financial investigation and digital governance tools into public sector institutions, we contributed to long-term systemic reforms that enhance efficiency and accountability.
The Strengthening Women Leadership in Pakistan’s Justice Sector project supported young women in challenging systemic barriers and actively participating in justice sector institutions, contributing to a shift in gender dynamics within Pakistan’s legal and governance frameworks. By providing advocacy skills and platforms to amplify their voices, the initiative fostered a new generation of female leaders who are now influencing legal discourse and institutional policies. The project also helped reshape societal perceptions of women in law enforcement and the judiciary.
Similarly, the Eco-Leaders Initiative equipped hundreds of young climate activists with advocacy and policy engagement skills, resulting in sustained climate action at the grassroots level. Our Pakistan Emerging Leaders Initiative (PELI) empowered young changemakers to implement Social Action Plans (SAPs) that directly benefited marginalized communities. At the regional level, the Digital Democracy Initiative (DDI) played a critical role in ensuring that civil society actors across South Asia remained resilient against digital repression, safeguarding their ability to advocate for governance reforms and digital rights.
Our research and advocacy efforts also shaped national and regional discourse on governance reforms. Our policy briefs on climate resilience, employability skills, and social contract renewal provided actionable recommendations that informed decision-making at multiple levels of governance. Additionally, our country analysis reports (CARs) offered critical insights into Pakistan’s evolving political, economic, and security landscape, serving as valuable resources for policymakers, civil society organizations, and researchers. Through strategic advocacy, we engaged government stakeholders, civil society, and media to amplify evidence-based solutions, ensuring that our interventions translated into long-term policy shifts. With over five million citizens engaged through outreach and digital campaigns, our work not only influenced governance frameworks but also strengthened citizen agency in holding institutions accountable.
As we move into 2025, we remain focused on expanding institutional partnerships, deepening civic engagement, and ensuring that governance reforms lead to tangible improvements in the lives of communities across Pakistan.
Shifting norms to ensure that integrity becomes the expected behaviour within societies.
Influencing policies, processes and practises through growing coalitions and advocating for change.
Equipping reformers – inside and outside government – with the knowledge and tools to push for better governance.
Shifting norms to ensure that integrity becomes the expected behaviour within societies.
Influencing policies, processes and practises through growing coalitions and advocating for change.
Equipping reformers – inside and outside government – with the knowledge and tools to push for better governance.
How has the Lab impacted governance and anti-corruption efforts in the country and/or region, with specific highlights?
Over the past decade, Accountability Lab has played an instrumental role in strengthening governance and anti-corruption efforts in Pakistan through institutional reforms, capacity building, and citizen engagement initiatives. Our work has directly contributed to enhancing transparency, accountability, and service delivery across key public institutions.
Key Highlights of Our Impact
Strengthening Provincial Anti-Corruption Establishments (ACEs):
- Through the Institutional Capacity Building of ACEs project, we have worked closely with provincial ACEs in Balochistan to enhance their investigative and prosecution capacities.
- Our interventions include strengthening case management systems, digitization and archiving of records, establishing a specialized financial investigation unit, and strengthening inter-agency coordination.
- These reforms have improved the efficiency of anti-corruption investigations, leading to better accountability in public sector governance.
Digitization of the Public Accounts Committee (PAC) in Balochistan:
- The Accountability Lab played a key role in automating the PAC Balochistan’s processes, ensuring better oversight of public funds.
- We developed and deployed Pakistan’s first-ever PAC Management Information System (PACIS), enhancing transparency in financial scrutiny and making legislative oversight more efficient.
- This model is now being explored for adoption in other provinces, including Punjab.
Integrity Innovation Lab – Building Ethical Leadership in Civil Service:
- Our flagship Integrity Innovation Lab initiative has trained over 2,000 senior civil servants in governance innovation, leadership, and citizen-centric service delivery.
- These programs, delivered at premier government training institutions, have supported public officials in tackling corruption and inefficiencies by designing innovative governance solutions.
- Over 100 potential interventions for public service reforms have been documented through this initiative.
Digital Democracy Advocacy (DDI) – Advancing Inclusive Democracy in South Asia:
- Through the Digital Democracy Initiative, Lab is driving inclusive democratic processes across the South Asian region.
- The initiative supports marginalized communities to amplify their voices and promote transparency, ensuring more inclusive participation in democratic processes both online and offline.
- Through DDI, Lab has successfully completed comprehensive stakeholder mapping and capacity assessments of local partners and developed tailored risk mitigation strategies for civil society actors, especially in restrictive political environments.
- By engaging local stakeholders in co-creating digital solutions, the initiative strengthens democratic practices and bridges the gap between citizens and governance structures, enhancing citizen-government collaboration across the region.
Eco-Leaders Initiative – Supporting Youth in Climate Governance:
- Through the Eco-Leaders initiative, Lab has trained 150 young activists, with a focus on marginalized communities, in environmental advocacy, climate change mitigation, and sustainable development.
- The program has established a National Eco-Leaders Network, providing a platform for youth to engage in climate action and governance dialogues across the country.
- By amplifying youth voices, the initiative has fostered greater participation in climate governance, supporting young leaders to influence sustainable practices and advocate for climate-friendly policies at local and national levels.
Integrity Icon – Celebrating Exemplary Public Servants in Pakistan
- The Integrity Icon campaign recognizes and celebrates honest government officials who demonstrate exceptional integrity and leadership in Public Service. The initiative has so far recognized and honored more than 50 exceptional civil servants in Pakistan who have made significant contributions to public service through their dedication and ethical conduct.
- By showcasing the stories of these individuals, the Integrity Icon Initiative inspires others within the public sector to uphold high standards of integrity and transparency, fostering a culture of accountability.
- The campaign actively engages citizens in identifying and nominating honest officials, thereby promoting public participation in governance and enhancing trust between the government and the community.
Broader Impact:
- Over 27,000 students and 2,000 faculty members trained in leadership, digital skills, and governance under various incubation and peace-building initiatives.
- Our transformative campaigns have reached over 5 million social media users over the past few years.
- Institutional partnerships with key government entities such as the Anti-Corruption Establishments, Public Accounts Committees, Designated AML agencies, Financial Regulators, and premier government training institutes on the federal and provincial levels, fostering long-term systemic reforms.
- Developed customized digital tools (case management and financial investigation systems), enhancing efficiency in corruption investigations and public financial management.
Through these initiatives, Accountability Lab continues to foster a culture of integrity, transparency, and innovation in governance, ensuring that public institutions become more responsive, citizen-centric, and resilient against corruption.
What did we learn that has set us up for sustainable work and success in 2025?
Reflecting on our journey – despite various challenges – several key insights from our initiatives have positioned us for sustainable success in 2025:
1. By fostering an active network of government and academic institutions, CSO and citizenry, we’ve enhanced our adaptability and responsiveness to diverse community needs. This approach has strengthened our regional presence while maintaining local relevance.
2. Our commitment to amplifying marginalized voices has deepened our impact. Initiatives like the Integrity Icon campaign, Gov-Her-Nance, Pakistan Emerging Leaders’ Initiative, and Eco-Leaders Initiative have contributed to leadership development on a community level, promoting individuals who exemplify integrity and inspiring broader societal change.
3. Recognizing the transformative power of technology, we’ve integrated digital tools to enhance transparency and accountability in public sector institutions, enhancing the impact, reach, and sustainability of our initiatives.
4. By nurturing leadership at all levels, we’ve built a resilient organization capable of navigating challenges and driving innovation. Programs like the Accountability Incubator, Accountability Innovation Lab, PELI, Farq Parta Hey, Bolo Aur Badlo and Eco-Leaders initiatives have skilled young change-makers, ensuring a pipeline of future thought leaders.
5. Institutional collaborations with organizations like the National Police Academy, Secretariate Training Institute, Provincial Civil Services Academies, Public Accounts Committees, Provincial Anti-corruption Agencies, National Agriculture Resource Center and leading public sector universities amplify our collective impact.
6. Our dedication to learning and adapting to the evolving needs of our beneficiaries, partners, and collaborators has been a cornerstone of our success. Engagement with global and regional collaborators has broadened our perspectives and informed our strategies.
7. These lessons have equipped us with the insights and strategies necessary to advance our mission and achieve greater impact in 2025.
How many participants did you have in 2024?
Youth/Students
Civil Servant
Community Members
TOTAL
Project 1: Pakistan’s Emerging Leaders Initiative (PELI)
Program’s Summary
The Pakistan Emerging Leaders Initiative (2022-2024) is aimed at assisting rising young leaders to play their role in social development effectively by building their capacity for leadership, conflict management and mitigation, diversity, social inclusion, civic education, community resilience, and development. During 2023, the initiative directly engaged 35 young and dynamic individuals from different universities and madrassahs through a year-long program consisting of comprehensive training workshops followed by virtual mentoring sessions and ideas for community Social Action Plans (SAPs). In 2024, 21 participants worked on unique ideas and presented their SAPs. The project aimed to sensitize a large number of people from vulnerable communities through these SAPs.
Objectives:
-Equip young leaders with leadership, conflict resolution, and civic engagement skills.
-Foster social cohesion through inclusive platforms for university and madrassah students.
-Encourage youth to develop and implement community-driven solutions.
-Strengthen networks among emerging leaders for sustained impact in peacebuilding and social development.
How Did We Make an Impact, and What Did We Learn?
-The program provided a platform for marginalized groups, particularly madrassah students, to engage with their peers from universities, breaking down social barriers.
-Participants designed and executed SAPs that directly engaged and benefited vulnerable communities, creating a ripple effect beyond the program.
-The peace circles and seminars enabled young leaders to initiate constructive dialogue, enhancing their ability to mediate conflicts within their communities.
-The PELI Alumni Summit solidified the program’s legacy by fostering continued engagement and collaboration among alumni.
Key Learnings:
-Inclusivity Strengthens Social Cohesion:
Bringing together diverse participants fostered deeper understanding and dismantled stereotypes.
-Action-Oriented Training Leads to Sustainable Change:
The transition from training to SAP implementation ensured that learning translated into real-world impact.
-Continued Mentorship is Crucial:
Ongoing mentorship and expert guidance significantly enhanced the quality and sustainability of SAPs.
Continued Mentorship is Crucial: Ongoing mentorship and expert guidance significantly enhanced the quality and sustainability of SAPs.
What Makes the Work Sustainable?
-Alumni Network:
The PELI Alumni Summit and continuous networking opportunities ensure long-term engagement among participants.
-Social Action Plans:
The SAPs initiated by program fellows have the potential to evolve into independent community-led initiatives.
-Knowledge Resources:
The comprehensive training manual serves as a lasting resource for future training and capacity-building efforts.
-Partnerships:
Collaborations with Accountability Lab Pakistan, Atlas Corps, and CaterpillHERs create avenues for continued youth leadership development.
-Mentorship and Support:
The program’s emphasis on post-training mentorship provides sustained guidance for alumni implementing social impact projects.
Mentorship and Support: The program’s emphasis on post-training mentorship provides sustained guidance for alumni implementing social impact projects
What Are We Most Proud Of?
-Successfully bridging the gap between madrassah and university students, creating a unique model for inclusive leadership development.
-Enabling female participants, with 80% of the boot camp attendees being women, contributed to greater gender representation in leadership.
-Supporting 21 innovative and impactful SAPs that directly benefited local communities.
-Establishing a strong network of youth leaders who continue to engage in social development and peacebuilding beyond the program.
-Hosting the PELI Alumni Summit, which strengthened the program’s legacy and facilitated future collaborations.
BY THE NUMBERS
Comprehensive training
Young leaders trained from universities and madrassahs across Pakistan.
Social Action Plans developed and implemented.
Of the boot camp participants were female.
Students were selected for the peace circles and dialogue-based initiatives.
Attendees, including alumni, academia, and CSOs, participated in the PELI Alumni Summit.
Project 2: Accountability Innovation Lab
Project 2:
Accountability Innovation Lab
Accountability, commitment to public service, and innovation are the core principles of effective governance. The Integrity Innovation Lab, launched in collaboration with the National Endowment for Democracy (NED), is transforming how Pakistan’s public servants adopt the principle of inclusive governance. Recognizing that bureaucratic structures often operate within rigid frameworks, this initiative introduces design thinking and human-centered governance to train public officials on problem-solving skills that respond to modern governance challenges. By equipping public officials with practical tools, the program fosters a new generation of leaders who prioritize citizen engagement, ethical leadership, and innovation in public service delivery. Hundreds of officers trained under the program every year develop a renewed sense of accountability, problem-solving acumen, and a citizen-centric approach.
Objectives
-Strengthen the capacity of government officials through specialized training.
-Foster innovation and accountability in public institutions.
-Enhance awareness of contemporary leadership techniques rooted in integrity, honesty, humility, and collaboration.
Outcomes
-Public officials are equipped with modern governance tools and problem-solving skills.
-Development of creative solutions to improve accountability and service delivery.
-Increased awareness and adoption of ethical leadership practices through training, mentorship, and knowledge-sharing platforms.
-Strengthened culture of integrity and citizen-centric governance within public institutions.
Impact
-Supporting and Skilling Public Officials:
More than 300 public officials are trained in ethical leadership, accountability, inclusive governance, and innovation.
-Institutional Change:
Enhanced decision-making processes through the adoption of design thinking and human-centered governance.
-Innovative Solutions:
Develop practical, context-driven strategies to improve accountability, inclusive policymaking, and service delivery.
-Sustained Knowledge Sharing:
Publication of thought pieces, articles, and case studies fostering continuous learning and dialogue.
Key Learnings
-Behavioral Change Requires Continuous Engagement:
Short-term training is impactful, but continuous engagement and institutional support are crucial for sustainable change and impact.
-Public Officials Are Willing to Innovate:
Civil servants show enthusiasm for problem-solving and modern governance approaches when provided with the right tools and support.
-Cross-Sector Collaboration Strengthens Impact:
Engagement of senior civil servants, policymakers, and governance experts enhances the practical relevance of training programs.
-Institutional Barriers Need to be Addressed:
Rigid bureaucratic structures and outdated policies limit the application of innovative ideas, highlighting the need for systemic reforms.
Continued Mentorship is Crucial: Ongoing mentorship and expert guidance significantly enhanced the quality and sustainability of SAPs.
Sustainability of the Initiative
-Institutional Integration: By embedding training curriculum within established government training institutions such as the Secretariat Training Institute (STI), the National Police Academy (NPA), and the Balochistan Civil Services Academy (BCSA) the program ensures long-term continuity and ownership by public sector stakeholders.
-Knowledge Transfer & Mentorship: A structured training and mentorship model, involving senior bureaucrats guiding junior officers, fosters continuous learning, ensuring the program’s principles endure beyond formal training sessions.
-Scalable & Adaptive Framework: The design thinking and human-centered governance approach allows for adaptation to evolving governance challenges, making the initiative relevant across different departments and levels of government.
-Collaborative Networks & Knowledge Sharing: Engagement with public servants, civil society, and governance experts creates a peer-learning ecosystem, sustaining innovation and accountability through ongoing dialogue, publications, and shared best practices.
Mentorship and Support: The program’s emphasis on post-training mentorship provides sustained guidance for alumni implementing social impact projects.
Key Outcomes We Are Most Proud Of
-Enabling a New Generation of Public Servants:
More than 300 government officials gained practical insights and tools to integrate accountability, integrity, and citizen-centric governance into their daily work.
-Institutional Adoption of Innovation:
The integration of design thinking and human-centered governance into training curricula at STI and the National Police Academy marks a significant shift toward modern governance practices.
-Catalyzing Behavioral Change:
Trained officers reflect a greater sense of responsibility and ethical leadership, leading to accountability, collaborative decision-making, and a proactive problem-solving approach within their respective departments.
-Fostering a Community of Reformers:
The program has cultivated a network of thought leaders and innovators within public service committed to challenging bureaucratic inertia and driving long-term institutional reforms.
-Sparking Policy Dialogue:
The initiative has contributed to ongoing dialogues about systemic reforms, highlighting the need for a more flexible, innovative, and citizen-responsive governance model in Pakistan.
BY THE NUMBERS
Public officials trained in ethical leadership, accountability, and inclusive governance.
Problem-solving strategies developed by public officials to improve service delivery and citizen engagement.
Thought pieces and policy briefs to document the learnings from the program
Project 3: Strengthening Women’s Leadership in Pakistan’s Justice Sector
The Strengthening Women Leadership in Pakistan’s Justice Sector project, implemented by Accountability Lab Pakistan in collaboration with UN Women, aimed to amplify the participation of young women in justice sector institutions, including the judiciary, police, and legal fraternity. Conducted in Islamabad and Rawalpindi, the initiative engaged 25 aspiring leaders through a Virtual Media Caravan (VMC), mentoring sessions, and a targeted media campaign. By equipping participants with digital advocacy tools and professional mentorship, the project fostered a new generation of women leaders committed to gender-inclusive justice reforms.
Objectives of Project
- Mobilize young women and girls to pursue careers in justice sector institutions.
- Strengthen advocacy for gender-responsive policies in policing and the judiciary.
- Establish a network of digital advocates to amplify women’s representation in justice leadership.
- Increase public awareness of gender-based violence (GBV) and the role of women in justice reform.
Main Outcomes of the Project
- 25 participants trained in digital advocacy, legal awareness, and policy engagement.
- Five media projects (articles, vlogs, videos, and animations) were successfully developed and published.
- Four high-profile podcasts featuring female leaders in the judiciary and police reached a national audience.
- Three op-eds were published in mainstream media, driving public discourse on women’s leadership in the justice sector.
- A social media campaign reaching over 200,000 people, raising awareness on justice sector gender disparities.
How did we make an impact?
The project successfully nurtured a pipeline of young female advocates who are now actively promoting gender equality within justice institutions. Through virtual mentoring and storytelling, participants developed compelling narratives that challenged stereotypes and inspired future generations to join the legal profession. A key learning from the project was the power of digital media in shaping public perceptions and policy conversations. By leveraging social media, podcasts, and op-eds, the initiative ensured widespread engagement, particularly among youth. Additionally, the need for institutional collaboration was evident, working closely with government entities, universities, and media outlets maximized impact and outreach.
Improvements in Behavioral Change
- Participants gained advanced digital storytelling skills, enabling them to advocate for justice sector reforms.
- The Virtual Media Caravan inspired young women to consider careers in policing, the judiciary, and legal field.
- Published stories and media outputs sparked discussions on GBV, gender equality, and women’s leadership.
- A community of digital advocates was established, ensuring continued engagement in justice sector reforms.
- A community of digital advocates was established, ensuring continued engagement in justice sector reforms.
What Makes the Work Sustainable?
The long-term sustainability of this initiative is reinforced through:
- The publication of impactful digital content ensures continued visibility of the issues.
- The network of trained young women who continue to engage in digital advocacy and justice sector awareness.
- Continued social media engagement to sustain public discourse on gender-responsive justice policies.
- The integration of storytelling into advocacy ensures that narratives of women in justice remain accessible and influential.
What Are We Most Proud Of?
- Reached over 200,000 individuals through a targeted social media campaign, raising awareness of gender-based violence (GBV) and the importance of women’s representation in justice institutions.
- Trained 25 young women and men through the Digital Media Caravan, surpassing the initial target of 20 participants.
- Published 5 impactful stories and conducted 5 virtual mentoring sessions, successfully meeting all planned targets.
- Produced 3 op-eds and 4 podcasts, amplifying critical discussions on justice sector reforms and gender equity in the media.
- Established a network of 25 young advocates equipped with the tools and knowledge to address GBV and promote women’s leadership in the judiciary.
BY THE NUMBERS
Young women leaders trained in legal advocacy and digital storytelling.
Compelling media projects (videos, vlogs, articles, and animations) were developed and published.
High-impact podcasts featuring female justice leaders, generating nationwide engagement.
Widely-read op-eds published in leading newspapers, influencing public discourse.
Social media reach, fostering conversations on gender and justice reforms.
Project 4: Eco-Leaders: Youth Leadership in Climate Mitigation
The “Eco-Leaders: Fostering Student Leadership in Climate Change Mitigation” project, implemented by Accountability Lab Pakistan, aimed to support young Pakistanis with the knowledge, skills, and platforms necessary to drive climate change action. Conducted across four cities—Chitral, Karachi, Rawalpindi, and Quetta—the project engaged 150 students through climate-focused boot camps, mentoring sessions, and environmental adoption seminars. Through hands-on field visits, interactive workshops, and policy advocacy efforts, participants developed climate action plans, enhancing their leadership roles in climate resilience and sustainable development.
Overview of Main Outcomes and Objectives
Objectives
-Build capacity among students for climate leadership.
-Develop and implement climate action plans within universities and communities.
-Establish a network of young climate leaders for sustained engagement.
-Promote institutional adoption of climate-friendly policies.
Main Outcomes
-150 students trained in climate adaptation and leadership.
-16 climate action plans developed and integrated into universities.
-Three universities pledged to transform into “Green Campuses.”
-Virtual mentoring and environmental adoption seminars are conducted to reinforce sustainability.
-Enhanced social media advocacy, reaching over 900,000 people.
How Did We Make an Impact and What Did We Learn?
The project successfully nurtured a pipeline of young female advocates who are now actively promoting gender equality within justice institutions. Through virtual mentoring and storytelling, participants developed compelling narratives that challenged stereotypes and inspired future generations to join the legal profession. A key learning from the project was the power of digital media in shaping public perceptions and policy conversations. By leveraging social media, podcasts, and op-eds, the initiative ensured widespread engagement, particularly among youth. Additionally, the need for institutional collaboration was evident, working closely with government entities, universities, and media outlets maximized impact and outreach.
Behavioral Change and Improvements
-Participants reported increased consciousness about their carbon footprint, leading to practical behavioral changes such as waste reduction, responsible water use, and active participation in campus sustainability initiatives.
-Many students, after attending the boot camps, initiated awareness campaigns within their universities and communities, encouraging peers to adopt eco-friendly behaviors.
-There was a notable increase in student engagement in climate activism, with several participants actively reaching out to local policymakers to advocate for sustainable environmental policies.
What Makes the Work Sustainable?
The sustainability of the project is ensured through:
-The institutional adoption of climate action plans by participating universities.
-A network of trained climate leaders who continue to engage through digital platforms.
-Continued advocacy via social media and local climate-focused initiatives.
-University pledges to maintain and enhance climate-conscious campus policies.
-Development of training curricula and mentoring models that can be replicated in future programs.
-Behavioral transformation among students, who have integrated climate-conscious decisions into their daily lives, ensuring long-term sustainability beyond project completion.
What Are We Most Proud Of?
-Successfully mobilizing 150 students as climate champions.
-Seeing three universities commit to transitioning into “Green Campuses.”
-The innovative climate action plans developed by students, address real challenges in their local environments.
-Meaningful engagement with students, evidenced by powerful testimonials and their active role in policy development.
-Significant outreach through social media, spreading climate awareness beyond the immediate participants.
-Encouraging long-term behavioral change, as students have adopted more eco-conscious lifestyles and are inspiring their peers to do the same.
Gender breakdown
Social media outreach
BY THE NUMBERS
Total participants engaged
Field visits: 4 key climate-affected sites across Pakistan
Virtual mentoring sessions: 12 conducted to refine action plans
Direct beneficiaries: 150 students trained
Direct beneficiaries:
16 climate action plans developed
Media coverage:
5 traditional media mentions
Media coverage:
15 social media mentions
Project 5: Digital Democracy Initiative (DDI)
The Digital Democracy Initiative (DDI) is a global effort spearheaded by CIVICUS, with Accountability Lab as the Regional Co-design Partner for South Asia. The program aimed to strengthen digital democracy by developing innovative, locally-driven solutions that support civil society organizations (CSOs), activists, and marginalized communities across the region.
The South Asia Co-Design process facilitated an inclusive and participatory methodology, ensuring that digital democracy mechanisms are deeply rooted in local realities. The process brought together stakeholders from all eight South Asian countries, engaging CSOs, policy advocates, and technology experts to co-create solutions that respond to pressing digital democracy challenges.
The Digital Democracy Initiative (DDI) has laid a strong foundation for sustainable digital democracy in South Asia, ensuring financial independence, policy advocacy, and community-driven solutions. By creating regionally owned funding mechanisms and strengthening digital rights networks, the initiative ensures long-term resilience and innovation in civic engagement across the region.
Objectives of the Program
-Improving Support Infrastructure:
Enhancing ecosystems for civil society by developing and testing new prototypes for financial and non-financial support and conducting policy and advocacy efforts to increase support for local pro-democracy actors.
-Strengthening Capacities:
Providing tools, resources, and technical assistance to local actors, enabling them to identify and address their unique needs and opportunities in using digital technologies for civic action.
-Fostering Collective Learning:
Creating platforms for diverse civil society groups to engage in collective testing, learning, and sharing among peers, thereby boosting innovation and collective learning across regions.
Outcomes of the Program
1. Creation of Sustainable Funding Mechanisms:
a. Ideated the South Asia Diversity Fund (SADF) to provide flexible, regionally sourced funding for CSOs.
b. Introduced the Endowment Fund & Social Enterprise Arm, ensuring long-term financial resilience for digital democracy initiatives.
2. Strengthened Regional Collaboration & Advocacy:
a. Created a plan for the South Asia Democracy Solidarity Block (SASB), bringing together CSOs from eight South Asian countries.
b. Enhanced cross-border advocacy, policy coordination, and digital rights protection efforts.
3. Improved Capacity & Digital Engagement:
a. Trained 100+ CSOs, activists, and digital rights defenders on using technology for civic engagement.
b. Facilitated stakeholder mapping, research, and co-design workshops to develop regional solutions for digital democracy challenges.
4. Institutionalized Participatory Governance:
a. Designed community-driven funding allocation models, ensuring local decision-making in grant distribution.
b. Promoted inclusive governance, particularly focusing on women, youth, and marginalized communities.
How Did We Make an Impact and What Did We Learn?
-Inclusive Co-design Process:
Over 60 civil society actors from eight South Asian countries directly participated in shaping financial and non-financial solutions.
-Cross-border Collaboration:
The regional approach fostered shared learning, leading to adaptable and context-specific digital democracy models.
-Bottom-up Engagement:
Through stakeholder mapping and research, the program identified key local actors who drive digital democracy at the community level.
Lessons Learned:
-Leveraging local expertise led to more relevant and culturally adaptable solutions.
-Virtual collaboration was effective, but internet accessibility and digital literacy remain challenges.
-Sustained funding mechanisms are critical to counteract shrinking civic spaces.
Behavioral Change and Improvements
-Shift in Funding Models:
The SADF and Endowment Fund models created regional ownership, reducing dependency on Global North donors.
-Increased Policy Advocacy:
The SASB advocacy network supported CSOs to challenge restrictive policies and advocate for digital rights protection.
-Digital Skill Development:
The initiative helped CSOs and bottom-up activists integrate technology into civic participation and governance.
What Makes the Work Sustainable?
-Financial Independence:
The South Asia Diversity Fund (SADF) promotes long-term sustainability by engaging regional donors, private sector partners, and local philanthropy.
-Institutionalized Support Networks:
The SASB framework ensures ongoing knowledge-sharing and regional coordination for digital democracy.
-Adaptive and Scalable Models:
The financial prototypes allow flexibility, enabling CSOs to sustain digital democracy efforts amid shifting political landscapes.
What Are We Most Proud Of?
-Supporting 60+ CSOs across eight South Asian countries through a participatory co-design process.
-Developing the first-ever regional Diversity Fund for Digital Democracy, ensuring self-sustaining financial support.
-Building a coalition of digital democracy advocates through SASB, fostering cross-border collaboration.
-Laying the groundwork for regional policy advocacy, helping CSOs challenge digital repression in restrictive environments.
BY THE NUMBERS
Regional co-design session in Nepal
Civil society actors from South Asia
Total participants engaged
Countries of South Asia
Project 6: Building Institutional Capacity of Anti-corruption Establishment Balochistan
Project 6: Building Institutional Capacity of Anti-corruption Establishment Balochistan
ACCOUNTABILITY INCUBATOR
Accountability Lab, in partnership with the U.S. Embassy’s Bureau of International Narcotics and Law Enforcement Affairs (INL), successfully implemented an initiative to strengthen the institutional capacity of the Anti-Corruption Establishment Balochistan (ACEB). This project significantly enhanced ACEB’s investigative and prosecutorial capabilities, leading to a 350% increase in FIR registrations and an increase in arrests and prosecutions of corruption cases.
The initiative trained 80% of ACEB’s core investigation and legal team, equipping them with modern techniques and ICT tools for efficient case processing. A specialized Financial Investigation Unit was also established to handle complex financial crimes and special investigations. Through a comprehensive outreach campaign, over 700 students and faculty members were engaged from leading public sector universities across Balochistan, 43 news stories were published in local media and the digital campaign reached over half a million digital media audience, enhancing citizen engagement. The project also facilitated strategic partnerships and collaborations with key institutions, including the SECP, FIA, NAB, and FMU, fostering inter-agency collaboration. The development of training manuals, SOPs for whistleblower protection, handbooks for the investigators and prosecutors, and a post-induction training course further ensured the long-term sustainability of these reforms.
This initiative has strengthened public trust in governance and set a foundation for a more transparent and accountable anti-corruption system in Balochistan.
Objectives
-Enhance the investigative and prosecutorial capacity of the Anti-Corruption Establishment Balochistan (ACEB) through specialized training and skill development.
-Improve the case processing efficiency by equipping ACEB officials with modern ICT tools for data management, financial forensics, and digital evidence analysis.
-Strengthen inter-agency collaboration by fostering partnerships with key anti-corruption and financial monitoring institutions.
-Increase public awareness and engagement through academic outreach, digital campaigns, and media advocacy to promote citizen-led accountability.
-Develop sustainable training resources, including standardized curricula, handbooks, and SOPs for continued professional development within ACEB.
Outcomes
-Core investigation and legal team trained in modern anti-corruption techniques.
-Increase in FIR registrations, with a notable rise in arrests and corruption case convictions.
-Establishment of a Financial Investigation Unit to enhance ACEB’s ability to handle complex financial crimes.
-Academic youth and faculty members are sensitized on reporting corruption, leading to increased online complaints through ACEB’s CMIS.
-Development of training manuals, SOPs, TORs for the FIU, and handbooks for investigators and prosecutors to support long-term institutional reforms and capacity building.
Impact
-Increased capacity and efficiency of the investigation and prosecution team of ACE,B leading to an increase of FIR registrations by 350%, with more corruption cases successfully investigated and prosecuted.
-Strengthened institutional capacity to handle complex financial crimes through the establishment and operationalization of a specialized Financial Investigation Unit (FIU).
-Increase public awareness about the reporting mechanism and protection of whistle-blowers, leading to an increase in the registration of online complaints through ACEB’s CMIS.
-43 news stories were published related to ACEB’s contributions and cases, and more than half a million social media users were reached through an outreach campaign, reinforcing public trust in ACEB’s anti-corruption efforts.
-Strengthened partnerships with SECP, FIA, NAB, and FMU, fostering knowledge exchange and improved coordination in financial crime investigations.
Key Learnings
-Training and skill development directly contribute to improved case registration, investigation, and prosecution.
-Partnerships with key stakeholders, including national financial and anti-corruption institutions, increase the efficiency and investigative capacity of ACEs.
-Awareness campaigns and outreach foster greater citizens’ trust and participation, resulting in increased reporting of corruption cases.
-Equipping investigators with ICT tools for case tracking, data analysis, and digital forensics improves operational efficiency and transparency.
-The development of standardized training curricula, handbooks, and SOPs provides foundational support to resource-starved ACEs for continued professional development within ACEB.
-To improve feedback and policy input from provinces, Anti-Corruption Establishments (ACEs) should be made part of the national AML framework. As the primary anti-corruption watchdogs at the provincial level, their inclusion would ensure a more coordinated and effective approach to combating financial crimes on a national level.
Sustainability of the Initiative
-Institutional Integration for Long-Term Impact: The initiative strengthened ACEB’s institutional capacity by embedding training programs and financial investigation expertise within the institution, ensuring continuity beyond the project period.
-Recurrent Training and Knowledge Transfer: A pool of master trainers has been developed to continuously assess training needs and conduct periodic refreshers, creating a self-sustaining capacity-building mechanism within the institution.
-Strengthening Financial Crime Investigations: The establishment of a dedicated Financial Investigation Unit (FIU) provides ACEB with specialized expertise in forensic investigations, money laundering cases, and financial crime analysis, ensuring lasting institutional reforms.
-Strategic Institutional Partnerships: Strengthened collaborations with SECP, FIA, NAB, and FMU create a sustained ecosystem of inter-agency cooperation, allowing ACEB to integrate national and international best practices into its anti-corruption efforts.
-Digital Knowledge Resources for Continuous Learning: Training manuals, SOPs, whistleblower protection guidelines, and digital learning materials (such as pocket guides and video lessons) provide ACEB personnel with on-demand learning tools to reinforce investigative and prosecutorial skills.
-Expanding Public Engagement and Awareness: The complaint reporting system (CMIS), digital advocacy, and media outreach continue to increase citizen participation in anti-corruption efforts, fostering a culture of accountability and transparency in Balochistan.
What are we are most proud of
-Significant Increase in Case Registrations: One of the most impactful outcomes of this initiative was the 350% increase in FIR registrations. This reflects not only the efficacy of the training and resources provided but also the institutional commitment of ACEB to tackle corruption with greater efficiency.
-Strengthened Investigative Capacity: The establishment of the Financial Investigation Unit (FIU) has been a significant step toward enhanced institutional efficiency. The FIU plays a pivotal role in handling complex financial investigations, enhancing ACEB’s ability to investigate and prosecute sophisticated corruption cases involving financial forensics, money laundering, and illicit financial flows.
-Sustained Knowledge Transfer and Capacity Building: The training program has already benefitted 80% of ACEB’s core investigation and legal team during the first phase of the project. These trainings have equipped staff with modern anti-corruption techniques, ICT tools, and skills in financial forensics and digital evidence analysis. The development of specialized training manuals, handbooks, and SOPs ensures long-term sustainability by providing ACEB with the resources needed for continued professional development.
-Increased Public Engagement and Citizen Trust: Through outreach and media campaigns, the project reached over 700 students, faculty members, and over half a million social media users. The success of these efforts can be assessed through the increase in online complaints received through ACEB’s CMIS platform, reflecting a growing trust in the institution and increased citizen engagement in the fight against corruption.
-Fostering Inter-Agency Collaboration: Strategic partnerships with key institutions such as SECP, FIA, NAB, and FMU on federal and provincial levels have proven to be instrumental in strengthening ACEB’s institutional capability. These partnerships have facilitated knowledge exchange, enhanced coordination, and fostered a cooperative anti-corruption ecosystem across Pakistan.
-Media Engagement and Advocacy: The success of the media outreach campaign, which resulted in the publication of 43 news stories about the progress of cases undertaken by ACE, has reinforced public confidence in the institution and its efforts to promote good governance and accountability in Balochistan.
BY THE NUMBERS
Increase in FIR registrations, leading to a surge in corruption investigations and prosecutions.
of ACEB’s core investigation and legal team is trained in modern anti-corruption techniques.
Students and faculty members from leading public sector universities engaged through academic outreach.
News stories were published in local media, raising awareness about ACEB’s efforts.
Digital media audience reached through targeted online campaigns.
Specialized Financial Investigation Unit (FIU) was established to handle complex financial crimes.
Additional Programming Highlights
Impact Stories (From Our Participants)
Khalida Niaz, Nowshera.
Beneficiary from Strengthening Women Leadership in Pakistan’s Justice Sector Initiative
“Being part of the Virtual Media Caravan was a turning point for me. I have always believed in the power of storytelling, but this experience showed me just how far a story can travel when given the right platform. Writing an impact story on women’s representation in the justice sector wasn’t just about sharing facts; it was about bringing real struggles and successes to light. I wanted people to see the barriers that women face in pursuing careers in law and policing, but more importantly, I wanted them to see the strength and determination of those breaking through.
But as I wrote, I kept asking myself, what about those who do not have access to the internet and social media? In places like Nowshera and across KP, many young women do not receive the encouragement to pursue careers in fields like law enforcement or the judiciary. Often, their dreams are overshadowed by societal expectations, and they do not see role models who reflect their aspirations. I did not want my words to stay confined to one audience, I wanted to reach those who needed to hear them the most. That is why I took my message to the radio, where it could reach people in remote areas where a mother, a father, or a young girl listening in her home could hear stories of women who defied the odds.
That moment made me realize that change often starts quietly, with a conversation, even if it is one-sided at first. In communities where female encouragement is rare, even the smallest shift in perspective can open doors. And sometimes, that’s all it takes to change a life. That, to me, is the real power of storytelling.”
Savera
Beneficiary from CFLI – Eco Leaders
“The Eco-Leaders project implemented by Accountability Lab Pakistan was unlike anything I had experienced before. It was not just another training or awareness session but a transformational journey that brought together individuals from diverse backgrounds, each with unique experiences and perspectives. This diversity allowed us to see environmental challenges through different lenses, fostering a deeper understanding of how climate change affects communities in distinct ways. What made this experience even more powerful was the engaging activities and open, respectful dialogue fostered by our mentors. We weren’t just passive listeners; we were active participants, brainstorming, debating, and collaborating on real, actionable solutions. It was in this space of shared learning and mutual respect that ideas turned into practical, community-driven initiatives.
Through this experience, I developed concrete action plans to tackle climate challenges in my own locality. I never imagined that I could take on such an active role in environmental advocacy, but this project gave me the confidence and the skills to do so. Now, I don’t just see climate change as a distant issue, I see it as something I have the power to influence, one step at a time. More importantly, I now understand the true power of collaboration. This project showed me how impactful conversations, when backed by passion and commitment, can drive real, lasting change. It left me with valuable lessons, a strong network of like-minded individuals, and the determination to continue advocating for a sustainable future not just in my own community but beyond.”
Nimal Kamal, Islamabad.
Beneficiary from UN Women – Strengthening Women Leadership in Pakistan’s Justice Sector
“I have always loved visual storytelling. I believe that there is something almost magical about watching an idea come to life on screen. But being a part of Digital Media Caravan, I realized that animation could do so much more than just entertain. It could educate, challenge perspectives, and start conversations that words alone sometimes cannot. I wanted my animation to be more than just a story, I wanted it to be a reflection for young girls who dream of something bigger but are not able to see a path forward. So, I created the journey of a determined young girl inspired by her aunt to pursue law, facing hurdles, pushing past barriers, and proving that her dreams were just as valid as anyone else’s. As I worked on it, I kept thinking, What if a girl somewhere in Pakistan watches this and sees herself in it? What if it gives her the confidence to believe that she, too, can take up space in the justice system? That thought kept me going.
When the video was finally shared, the response was beyond anything I expected. People connected with it, shared it and started conversations around it. That is when I realized something truly powerful: art can be activism. A simple animated story can reach people in ways that statistics or reports often can’t. This experience has shown me that storytelling, in any form, has the power to change perspectives, spark hope, and inspire real change.”
Advocacy and Policy
In 2024, Accountability Lab Pakistan (ALP) significantly advanced its mission to promote transparency, accountability, and inclusive governance through a series of meticulously conducted research and analysis projects. These initiatives not only deepened the understanding of critical policy areas but also informed targeted advocacy campaigns that spurred tangible policy shifts across various sectors.
Research and Analysis Conducted in 2024
– Country Analysis Reports (CARs):
ALP consistently published bi-monthly CARs, providing comprehensive examinations of Pakistan’s political, economic, security, and environmental landscapes. These reports offered in-depth analyses of socio-political events, economic trends, security challenges, and environmental issues, serving as valuable resources for policymakers, researchers, and civil society organizations.
-Policy and Situational Analysis on Climate Resilience and Inclusion:
Recognizing the escalating environmental threats, ALP developed a comprehensive policy brief titled “Policy and Situational Analysis Report: Enhancing Climate Resilience and Inclusion to Address Climate Challenges in Pakistan.” This report assessed Pakistan’s climate vulnerabilities, particularly focusing on marginalized communities such as rural agricultural workers, women, indigenous populations, low-income groups, minorities, and refugees. It proposed actionable recommendations, including fortifying infrastructure, promoting sustainable agricultural practices, adopting renewable energy solutions, and implementing social safety nets to protect those disproportionately affected by climate change.
-Policy Brief on Renewing the Social Contract:
This brief explored the evolving social contract in Pakistan, examining historical contexts and current challenges. It proposed a roadmap for reforms aimed at rebuilding trust between the state and its citizens, emphasizing the importance of participatory governance, transparency, and accountability.
-Policy Brief on 21st Century Employability Skills:
Addressing the evolving job market, ALP analyzed key employability skills anticipated to be in demand, focusing on cognitive abilities, digital literacy, and the necessity for lifelong learning among Pakistan’s youth. The brief provided strategic recommendations for educational institutions, policymakers, and industry stakeholders to collaboratively enhance the employability of the future workforce.a
Advocacy Campaigns and Policy Areas
-Anti-Corruption Advocacy:
Building upon its institutional analysis, ALP launched targeted advocacy campaigns aimed at reforming anti-corruption enforcement in Pakistan. Collaborating with provincial anti-corruption establishments, including the Anti-Corruption Establishment Balochistan (ACEB), ALP worked to enhance accountability mechanisms and promote citizen engagement in governance processes. These efforts aimed to address enforcement gaps and strengthen the overall integrity of anti-corruption institutions.
-Climate Justice and Environmental Sustainability:
Through the Eco-Leaders initiative, ALP engaged youth in climate action, fostering a generation of environmentally conscious leaders. This program not only raised awareness about climate challenges but also contributed to policy dialogues emphasizing environmental sustainability and inclusive governance. The initiative laid the groundwork for future policy advancements in climate resilience and mitigation.
-Local Government Reforms:
ALP’s leadership and design thinking programs equipped 250 government officials and bureaucrats with skills to promote inclusivity in policymaking. This initiative fostered a network of reform champions advocating for decentralized and participatory governance structures. The training emphasized the importance of citizen-centric policies and the integration of innovative solutions to address local governance challenges.
Outputs Created and Policy Shifts
-Policy Briefs and Analytical Reports:
ALP produced a series of policy briefs and analytical reports addressing critical issues such as anti-corruption enforcement, climate resilience, water governance, social contract renewal, and employability skills. These documents served as valuable resources for policymakers, civil society organizations, and stakeholders committed to advancing accountability and transparency in Pakistan.
-Digital Governance Enhancement:
In collaboration with the Public Accounts Committee (PAC) in Balochistan, ALP facilitated the transition to digital processes, thereby enhancing efficiency and transparency in governmental operations. This digital transformation signified a broader policy shift towards leveraging technology to improve public sector accountability and combat corruption.
Budget Highlights
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