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The Secret of Development

In the darkest values of the glorious mounts

Where the sun was feeble to kiss the ground

Where thoughts were frozen by the shade of crown

Where voices were coffined in the barks of hounds

Where sights were shorten with the credulous bounds

Where wishes were slaughtered for the will of fond

Where skills were blunted by the fallacy tone

Where life was lumbered with the pigheaded dawns

But a brisk of breeze with a whiffing gore

Entered through the outlets of the locked doors

With an awakening knock to the intellectual soil

To probe the power, within the inner ore

Thus, mission and goals were set to go

With the power of wisdom on a constrictive row

When the skills were hone with the adze of art

Then man was nothing but a creative borough

Having trust with honour and freedom to think

Each soul on soil was a potent king

Thus the key to paradigm shift was learnt

Is to share, empower and lead to brink

Nazir Ahmed Bulbul

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ADVISORY BOARD

GHULAM ALI

GHULAM AMIN BEG

FARMAN ALI

EDITOR IN CHIEF

ZULFIQAR ALI KHAN

GRAPHICS DESIGNER

KARIM KHAN FAYAZI

EDITORIAL SUPPORT

EJAZ ALI

SURRYA DINNAR

MARKETING TEAM

SHAHID KARIM

SULTAN AZAM

SPECIAL THANKS

DR.HERMANN KREUTZMANN

The Magizne is a product of the Knowledge Managment component of Karakoram Area Development Organization (KADO).

The opinions expressed in the various articles are those held by the contributors and are not necessarily shared and reflects the thoughts of KADO. KKI welcomes articles from contributors. All articles are subject to a review and approval process by the Editorial Board.

KADOKarakoram Knowledge Initiative

KADO Central Office,Aliabad

District Hunza-Nagar,

Northern Areas of Paksitan

Tel : (92-5821)-50216/50213

Fax : (92-5821)-50213

Email : [email protected]

www.kadohunza.org

10 Years of KADO(1998-2008)

Contents

The Secret of Development: A Poem by Nazir Ahmed Bulbul

Editorial 6

1Empowerment of Civil Society for Sustainable Development: A Case Study of the Karakoram Area Development Organization in Hunza Valley

8

AMIN BEG, KHAWAJA KHAN AND ZULFIQAR ALI KHAN

2Present Situation and Future Potential of Cross-border Fruits Trade between Xinjiang, China and Pakistan

36

DAI JIAN AND LU ZHAOHUI

3The Karakoram Highway - Road Construction and Subsequent Development Efforts

42

HERMANN KREUTZMANN

4 Wheat and Flour Insecurity in Hunza Valley 47

TIKA KHAN AND DR. MIR AHMED JAN

5Education is a Strong Vehicle to Bring Peace An Interview with Safida Ayub

53

GEORGINA CHETWYND

6Hunza Development Forum: A Multi-Stakeholder Forum to direct Future Development

58

BRIG. (RTD.) HISSAMULLAH BAIG SI(M)

7 Ennobling the Voiceless- KADO in Retrospect 60

SULTAN AHMED

8 NGOs and State-Society Relations in the Development of Hunza 62

ALI Al-HAKIM

9 Disempowerment holding back entrepreneurship in Gilgit-Baltistan 65

NOOR MUHAMMAD

10 Divaako: An initiative to preserve and promote local heritage 70

SHERBAZ KALEEM

11 Hunza taking Strides in Women Empowerment 72

ABBAS ALI

12 The Journey of Sedna School and College Aliabad 74

Editorial

KADO Board, management and its editorial team is pleased to publish Karakoram Knowledge Initiative (KKI) as the first development magazine/journal in the history of Northern Areas of Pakistan. We feel quite an honor to take an important step towards Knowledge dissemination which will help assimilation and further growth of knowledge in the region.

Knowledge is vital today and for tomorrow, rather it has been for all times and for all societies. The society of Northern Areas is in rapid transition therefore, it is crucial rather inevitable that knowledge keep on growing to help sustain and understand different dimensions of the society. The past three decades has been phenomenal in terms of creating new knowledge, introducing development paradigms and evolution of participatory development and also, the society has undergone a tremendous change process. There is constant need for thinking and reflection that what worked out and what did not. The aim of KKI is to facilitate the access of information to people and organizations concerned with subject matters of Northern Areas of Pakistan in particular and mountain communities in general.

Different regional and international development organizations are extensively engaged in producing a variety of knowledge but such a sporadic and site-specific efforts are still unknown and unfamiliar to other researchers, academics, students and development professionals. Most of the efforts are restricted within some organizations, libraries and individuals and are not readily made available to others. Accessibility is thus the main obstacle in the evolution of knowledge in most of the mountain regions and KKI is the effort to reduce that obstacle.

It is believed that this product like others, will have perennial impact on the society as it intends to provide information on variety of subjects to help and cater the information needs of students, researchers, scholars, youth, elderly, men, women, development associates, scientists, donors, local organization, Government, non government organization and, private sector Most importantly, it will keep youth informed and intact with the society not superficially but with concrete details regarding the subject matters so that they contribute to society more in years to come. It will help fostering knowledge networks and paving a way towards knowledge society. Information, without doubt, will play the fundamental role in bringing people together, triggering thoughts, initiating research, sharing experiences, helping communication, conserving knowledge and pursuing value additions in all domains of life. Through such efforts, KADO is optimistic to have a lasting impact in the mountain regions of Karakoram-Himalaya-Hindukush and Pamir (KHHP).

The editorial team will keep on striving to make it much better, appealing and worthwhile for its affiliated people and societies.

Karakoram Knowledge Highways (KKH) Whistling with knowledge

Karakoram Knowledge Highways (KKH) Whistling with knowledge

Abstract

Contemporary research into sustainable development in mountain areas point towards the need for investment into the development, capacity building and fostering of institutional arrangements that devolve decision-making power to local levels, and involve the participation of interested stakeholders over a long period of time (Pratt, 2002). During the last two decades in the developing world including Pakistan in general and in the mountain societies including the Karakoram region (Northern Pakistan) in particular, large numbers of people are joining hands into self-help community groups to help themselves.

The Aga Khan Rural Support Programme (AKRSP) stimulated and created about 4,000 Village/Women Organization (V/WOs) in Northern Areas and Chitral, since its inception during 1982 (AKRSP, 2008). These village level organizations were instrumental in transforming the socio-economic conditions and livelihood opportunities of the target communities. The challenge was however to consolidate and strengthen these V/WOs and transform them to respond to the changing socio-economic and political landscape.

AKRSP thus evolved about 40 Local Support Organizations (LSOs) in Northern Areas and Chitral (NAC) as second tier of institutions by linking the V/WOs at Union Council level in order to inculcate a broader and integrated development vision at the UC level. (AKRSP 2008).

This paper attempts to present the case of a model community-driven, local intermediary organization named Karakoram Area Development Organization (KADO) in Hunza valley, which is seen as a sustainable approach to local development. In the subsequent sections, the paper describes the rationale, objectives, approaches and current activities of the organization. In the final section the case discusses future vision and the challenges and opportunities envisaged and how KADO would like to manage and sustain the change processes in the region and what programmes of action it intends to launch in order to empower the civil society for sustainable development. It finally concludes its premise on the note that in order to achieve the objectives of sustainable livelihoods and poverty reduction in the mountain societies, sustained investments in the development of strong and autonomous indigenous democratic institutions need to be fostered to enable local communities to govern themselves.

EMPOWERMENT OF CIVIL SOCIETY FOR SUSTAINABLE DEVELOPMENT: A CASE STUDY OF KARAKORAM AREA DEVELOPMENT ORGANIZATION IN HUNZA

AMIN BEG, KHAWAJA KHAN & ZULFIQAR ALI KHAN *

* This case study was originally developed by Ghulam Amin Beg and Dr Khawaja Khan in the year 2002, which was published in a book titled, Karakoram in

TransitionCulture, Development and Ecology in the Hunza Valley, edited by Hermann Kreutzmann. Published by Oxford University Press, 2006, Karachi,

Pakistan. This is an updated version of the original work produced by Zulfiqar Ali Khan.

Introduction

Over the last two decades a large number of civil society organizations have mushroomed in the Northern Areas of Pakistan. There are four basic stimulants for the rapid growth of this social capital: i) increased marginalization and frustration of the people with the failure of the government to deliver social and public good; ii) lack of effective, efficient, transparent and democratic governmental

1

Karakoram Knowledge Highways (KKH) Whistling with knowledge Empowerment Of Civil Society For Sustainable Development8

institutional mechanisms at the local level; iii) increased philanthropic and voluntary spirit of the educated and affluent members of the community to contribute to the well-being of the disadvantaged and to supplement the efforts of the government and the development agencies and iv) increased interest of development and donor agencies and the governments to channelize funds and technical support through community-driven, grassroots level, local or regional organizations.

Since 1982, in the Northern Areas, the Aga Khan Rural Support Programme (AKRSP) has had the instrumental role in stimulating development of participatory and increasingly, autonomous Village and Women Organizations comprised of the majority of the village people served. This people-centered social development process emphasizing the creation of village level institutions and supported by other programme elements, is based upon three practices that follow from AKRSPs philosophy: helping communities to organize themselves through sustained dialogue, capital formation through savings and human resource development through training(AKRSP, 1999).

However in the geographic context of the present case study, the history and tradition of community level institutional action has had its roots in the ancient tribal, clan and ethnic relationships and a coherent and well-knitted system of community setup in Hunza, which has created a network of formal and informal interactive community mechanisms within and across villages and which has evolved over a long period of time to deliver social good.

Pioneering institutions of the Ismaili community with head offices in Karachi opened their regional chapters such as the Regional Education Board (REB) that reinforced community-based, self-help education programmes by the name of Diamond Jubilee (D.J.) Schools since 1946, mainly focusing on primary and girl education. The Regional Health Board (RHB) started its Primary Health Care (PHC) initiatives in the early 70s. In the 70s and 80s, the Economic Advisory Board (EAB) supported community-based multipurpose credit societies that promoted entrepreneurship through mobilizing local savings, investment and provision of utility shops in the villages. Since the 70s the government has supported Multipurpose Cooperative Societies, in 1984 there were 21 in Hunza and 18 in Nager (Kreutzmann: 1993). In the 80s and 90s, therefore parallel to the AKRSP supported V/WOs, which were in their inception and take off stages, these self-help institutional mechanisms that were started in the 40s through 70s were completing their life cycles to transform into new set of institutions to adjust themselves to the evolving needs of various communities in the diverse regions. The establishment of educational societies that run community-based English medium schools is one example of such transformations. With diminishing levels of physical isolation of villages from each other and from main towns, penetration of market forces with increased tourism, trade and economic activities, people were challenged by the threats to their cultural, environmental and social assets. While appreciative of the opportunities offered, the development of a critical mass of human and social capital in the area led to the emergence of a common sense of purpose, integration and the need for co-existence in a spirit of unity in diversity. These formal and informal civil society organizations work with commitments and enhanced capacities to identify, plan and implement projects and programmes of merit and of public good.

Emergence of a New Development Paradigm

This new social pattern is struggling to fill the vacuum created by the transformation from the old institutional mechanisms serving the subsistence economy to new set of institutional actions demanded by the cash economy (Kreutzmann: 1993) and explores further potentials of integration into national and global economic systems. However, despite positive impacts and progress made so far, Hunza like other valleys in the Northern Areas continues to suffer from intense deprivation and marginalization of primary, secondary and tertiary natures. With an annual population growth of around 3%, unemployment rate (educated young women and men) estimated to be at 60%, the agriculture sector able to produce mere 40% of the food requirements (KHDP Project Document,

Karakoram Knowledge Highways (KKH) Whistling with knowledge Empowerment Of Civil Society For Sustainable Development 9

2000) and the absence of virtually any cottage or industrial base, the vast majority of the Hunzukuts continue to trail below the poverty line, earning less than two US dollar a day!

There are major challenges faced by the people of Hunza and given its peculiar geo-political, cultural and socio-economic contexts which are unparalleled with other regions and, no institution or group of institutions willing to address these issues in totality with a long-term view and tailor-made to the specifics and peculiarities of Hunza. On the one hand, there is lack of quality and market-oriented education, insufficient quantum and quality of secondary healthcare and inaccessibility to tertiary health services, problems of access to income and employment opportunities especially for the educated and semi-educated women and the most disadvantaged groups (artisans, the poor and special persons), degradation of the cultural and environmental assets of the area due to increased tourism, lack of regulatory and enabling support to local micro and small entrepreneurs to take maximum benefits from the Khunjerab international border trade and growing tourism and lack of quality institutions to serve as permanent change agents in the society. On the other hand, the public sector institutions in the valley remain alien, corrupt, unaccountable to and indifferent of the needs of the people. The political institutions continue to be non-entities, inaccessible, undemocratic and dormant. The private sector was at a nascent stage, is undernourished and trapped in a hostile disabling environment. These issues when coupled with the broader questions of denial of the fundamental rights of self-governance and callous disenfranchisement of the people by the government and the state, it continues to multiply poverty and the sense of powerlessness and deprivation, worsens the fundamental human rights situations and notches the conscience of the conscious youth and the intelligentsia.

The only ray of hope remains the third sector-the flora of community/citizen institutions, which are still in the incubators, requiring oxygen and round the clock nursing and medical care. The mushrooming of village level institutions with lack of social, human, technical and financial resources, lack of management capacity and the dependency syndrome on their benefactor organizations and irresolution to graduate to levels beyond community mobilization did not bear good news for the progressive institutionalization of the village organizations as the instrument of management at the village level and their development as successful clusters or independent local institutions as convincing evidence of the value and vitality of the AKRSP program (World Bank: AKRSP Evaluation, 1990). If proper enabling support were not provided, the fallback effect of these social institutions would be more devastating (compared to the dilemma of the multipurpose cooperative societies continuously being faced during the last one decade) because of the sheer scale, outreach, size and complexities of the V/WOs, LSOs and the Local Development Organizations (LDOs). Meanwhile the financial and social sustainability of such community sector social enterprises remain a big question mark.

Birth of a Community-driven Regional Intermediary Organization

The Karakoram Area Development Organization was formally constituted in December 1997 and it was incorporated in February 1998 in Gilgit as a company limited by guarantee and not having a share capital3. KADO is a community initiative deriving its strength from the established tradition of local philanthropy and the enterprising work of the disadvantaged groups. It envisions a healthy and knowledge-driven society. KADOs mission is to enhance local capacities for sustainable and equitable development, primarily in Hunza valley and the broader Karakoram region. It works with a goal to improve the socio-economic base and living conditions of the rural population. It focuses on four thematic areas: a) Income and Employment Generation; b) Cultural Development; c) Environmental Mhanagement; d) Information and Communications Technology for Local Development. It has devised a three-pronged objectives to achieve its goal and mission: i) to create income and employment opportunities in the region with particular focus on women and the disadvantaged groups; ii) to build the capacity of community-based organizations, and iii) to preserve, promote and development


the cultural and environmental assets of the region. KADO takes inspiration from and builds on the successes of the Aga Khan Development Network, the community institutions and subsequent actions by other agencies to further the cause of sustainable livelihoods and reduction of poverty in the mountain societies and advocates the mainstreaming of the marginalized groups especially women, artisans, ethnic minorities and the special need persons of the community through indigenization and internalization of the change processes. A related strategic aim is to empower the communities and local institutions to enable them to gradually take over the functions and powers of development agencies upon their exit from the valley. The evolution of KADO from a small handicraft promotional society to a regional development organization is the best model of indigenous organizational development, which gives great satisfaction to the SDC and Swiss taxpayers (Christoph Graph, Head Asia-pacific SDC 2008)

Governance System

Twenty-four notable citizens; social activists, representatives of community-based organizations, literati and youth came together in December 1997 and subscribed to the Memorandum of Association of KADO. The general memberships (known as general body or AGM) have now risen to thirty-seven. The AGM is the supreme policy making body of KADO. Notable members from the community and community-based organization are identified and offered the membership of the organization. Annually the members of the AGM meet to elect the Board of Directors (BOD), numbering eleven, which is responsible for the overall management and Administration of the affairs of the organization (see Fig 1.1). The Chairman is elected to the office for a period of three years and all other directors for one year each. One third of the directors retires each year and replaced by new ones from the AGM. All the directors are eligible to elect for a second term in office. The Board forms different committees to support the Chairman and the management to work in a coordinated and decentralized way to achieve desired objectives (KADO, Governance Paper,

Photo 1.1: A member casts vote during the election for Chairman2000). A Chief Executive Officer supported by the projects

team and the inance and administration head is responsible for the day-to-day management. The total number of KADO staff is thirty-six including twenty-five regular and twelve interns and consultants.

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Fig 1.1: Governace Structure


Governing Values and Approaches

As a local development organization, KADO strongly relies on local voluntarism and philanthropy. In the Hunza context, increasing number of young men and women are enthusiastically joining hands to contribute their time, skill, knowledge and money and share experiences to deliver social and public good. Appreciating the multi-ethnic nature of Hunza society, KADO promotes pluralism, tolerance, equal access to and opportunity for all and respects freedom of thought, expression and action. It has a strong social orientation and has firm belief in the strengths of the poor, women and the disadvantaged members of the community. KADO respect universal human rights and strongly advocates democratic norms, meritocracy, transparency and justice and good governance in its operations.

KADOs approach to development is consistent and innovative in the local, regional and national contexts. It builds on the existing skills and local resources and opts for sustainable and market-based solutions to problems. Through methods of action research, action learning and functions-based approaches, KADO addresses the supply and demand issues in its thematic concern areas through a package of product, market and institutional development actions. It does not believe in isolation and sees opportunity in building interfaces and synergies with like-minded institutions and mainly focuses on developing partnerships with the private sector and the local development agencies and coordinates, liaises and creates networks with regional, national and international initiatives. It is not shy of taping outside resources in terms of finance, technologies and expertise, wherever it could be found and whenever necessary to fill gaps. As a long-term view, it aims at institutionalization, social, cultural, economic, financial and environmental sustainability of its efforts and development of market-based institutions, wherever feasible. KADO firmly acts in a culture, environment and gender-friendly manner. Its key approach to sustainability is community participation: it believes in remaining within and evolving out of the target communities and acting and behaving in a community way. This would require different approaches as it works with diverse communities. Ascertaining community ownership and commitment are key indicators.

Current Projects and programmes

Over the last 10 years, KADO has developed several successful projects corresponding with the key thematic framework it has charted. Major projects initiated so far are focused on income and employment generation for women and special persons, environmental management, cultural development, gems sector development and information and communication technology for local development. As a crosscutting theme KADO is also involved in human and institutional development, capacity building and promotion of networks, gender mainstreaming, community participation, lobbying and advocacy and also addresses human rights issues related to the disadvantaged groups.

Karakoram Handicraft Development Programme (KHDP)

Operated under the theme of Income and Employment Generation, KHDP was initiated as a community based enterprise system4. The Programme was initiated to promote culture-sensitive

and environmentally sustainable micro-enterprises creating village-based income and employment opportunities for artisans, women, small producers and the special need members of the community. The project has successfully organized about 3000 women artisans into artisan groups called Primary Production Units (PPUs), who work for the project from their homes. Another 70 women were trained to develop finished products at seven village-based workshops called Secondary Production Units (SPUs). The products include embroidery and needlework, carpet and traditional rug weaving

and fabric weaving. Bonded in a brand name, Thread Net Hunza, the products made by these PPUs and SPUs were marketed through 46 local and national retailers by the Marketing, Training and Product Development (MTD) department. Around 40 local men and women have been trained in


sales & marketing, product development, production management, quality management and project management, who provided services to the artisans (see Table 1.1).

The crafts promoted by the project gained a good name in local, national as well as international markets and three of the products received UNESCO Seal of Excellence for their quality and cultural aspects.

Photo 1.2: The 3 KHDP Products received UNESCO Seal of Excellence Award

Fig 1.2: Progression in Annual Sales of handicraft through KHDP

In economic outputs, the income levels have increased, which has helped the workers to improve the means of household livelihood. Increased incomes have resulted in increased savings, which provide cushion against any unfortunate condition (KHDP Impact Study 2004).

KHDP also conducted action researches in embroidery, wool spinning and weaving in Nagar valley, Chipurson, Misgar and other areas. Backstopping support was provided to Baltistan Cultural Forum and other organization, in order to replicate the model of KHDP to Baltistan. The project also provided technical and physical support to establish Hunza Oriental Crafts Hussainabad, which was handed over to a local entrepreneur during 2003.

The project intervention has increased the marketable local traditional handicraft products from 3 to more than 50. The sale of local handicraft was Rs 25,000 during 1996 which increased to Rs 3.4 million during 2005, only through KHDP marketing section.

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Table 1.1: KHDP Performance in terms of Group Formation, Training and Product and Market development Functions (1996-2003)

Key Achievements 1996 1997 1998 1999 2000 2001 2002 2003 Total

A. Artisan Interest Groups Formation:

Primary Production Units (PPUs) 6 13 10 10 8 12 3 2 64

Secondary Production Units (SPUs) 1 0 3 0 0 2 0 0 6

Training Centres (TUs) 1 1 2 0 2 0 0 0 6

Yearly-totals: 8 14 15 10 10 14 3 2 76

B. Artisan Skill Development Training/Coverage:

Embroidery 200 600 450 430 360 500 448 0 2988

Sewing/Stitching 5 6 15 0 4 11 5 19 65

Carpet/Sumac Weaving 0 20 24 3 6 2 2 0 57

Sharma/Goat Hair Rugs Weaving 10 5 12 0 3 2 4 6 42

Wool Spinning 0 0 0 0 0 0 0 0 0

Fabric Weaving 0 24 0 0 8 18 10 0 60

Wood Work/Musical Instruments Making 0 0 0 0 10 16 8 0 34

Leather Works 8 0 0 0 6 2 1 12 29

Hand Knitting 0 0 0 0 0 0 25 10 35

Yearly -totals: 223 655 501 433 397 551 509 47 3310

C. Craft Business Development Training:

Production/Quality Supervisors 2 2 6 0 5 4 5 2 26

Product Development 1 2 2 3 2 2 10 25 47

Book Keeping/Inventory Management 1 2 1 3 2 1 3 2 15

Sales & Marketing 1 1 2 2 2 2 1 2 13

Refresher Courses 0 6 4 5 7 10 5 4 41

Yearly-totals: 5 13 15 13 18 19 24 35 142

Source: KHDP Annual Reports 1996-2005

The year 2005 was the intermediary phase for KHDP in order to develop future strategy and plan for KADO as well as for the KHDP, before the exit of donors. The years 2006-2008 were decided as the donors exit phase, during which SDC continued its financial support to KADO as KDRC in a declining rate. KHDP was divested into five (5) independent women artisan-owned handicraft companies to ensure the sustainability of the impact of the programme. Four of the companies were formed by the group of artisans working in secondary production units (Hyderabad, Mayun, Nairabad, and Ghulkin) and the fifth one comprised of the artisans and women employees working in central production and marketing units during the project phase. These companies were formally registered under company ordinance during 2007 with below names:

1.Women Arts and Craft Pvt Ltd, Karimabad

2.Darul-Hunar Pvt Ltd, Nasirabad

3.Bibi Khadija Pvt Ltd, Mayoon

4.Silk Route Handicraft Pvt Ltd, Ghulkin

5.Karakoram Handicraft Pvt Ltd, Karimabad


Lifting the Veil on the Northern Areas: Motifs and Designs of Embroidery

KHDP worked over the years in Hunza and Ghizar valleys in collection and documentation of the designs and motifs of traditional embroideries. These collections were published as a book in order to preserve the local craftsmanship before external influences.

PPU SPU Final ProductPhoto 1.3: KHDP Handicraft Production Model

Furthermore, two other independent women companies as Gulmit Carpet Center and Ganish Fabric Center were formed to continue the operations of the action research projects. Twenty women artisans are the shareholders in Gulmit Carpet Center and the gross sale of carpet from 2006 to October 2008 remained Rs 0.76 million.

Table 1.2: Annual gross sale of Women Companies (in millions)

KHPL DHPL WACPL BKHPL SRHPL TOTAL

2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

0.64 0.92 0.21 0.22 0.25 0.47 0.069 0.25 0.079 0.19 1.248 2.05

Source: Companies Progress Reports (The statistics for 2008 is upto October)

SDC and KADO provided onetime support to the women companies and developed their capacities to independently run the company affairs. The companies are now independently managing their own businesses including production and marketing. KADO is still providing overall supervision and helps in book-keeping, marketing and linkages creation for the companies.

Hunza Environmental Committee (HEC)

Activated under the theme of Environmental Management, HEC 5 was formed in December 1997 as a project of KADO. AKCSP initially provided technical and financial support to the project through NORAD. It is a community response to the civic needs of the growing tourist and business towns of central Hunza, where in the absence of any Municipality, the issue of solid waste management was getting out of control and there was no mechanism to arrest the situation and manage the problem. The prime objective was to keep Hunza clean by developing a solid waste disposal system and to undertake environmental awareness programmes. It was also envisaged that the project would pave the way to develop a permanent community-based civic body in order to continue activities on a sustainable basis. Specific objectives were to: i) maintain and promote Hunza as a pollution-free valley, ii) foster a community-based municipal body in Hunza that could be able to deliver environmental management services on a sustainable basis, iii) develop cost-effective ways to dispose-off solid waste and explore options to develop recycled saleable products to generate income, iv) develop a


model that could be replicated in other mountainous areas in the Karakoram region, having similar conditions, and v) enhance community awareness on stewardship of the environment.

HEC mobilized the local community and the business people and sustains operations through fee-for-service. It has created a local endowment fund to support operations and collaborates with local educational, conservation and development institutions for awareness raising programmes. HEC executes the first and only community-based municipal agency in the country. Its approach to solid waste management is distinctive in that it has used the voluntarism of a local NGO, with the social responsibility of the private sector and has ascertained close cooperation from the local government. At present, HEC is involved in Solid Waste Management Project (SWMP) and Environmental Awareness Programmes.

Around 8 villages (including the two larger towns of Karimabad and Aliabad) in central Hunza with a total population of around 25,000 (50% of the total population) have been covered under the SWMP. The project has hired and trained 4 technical staff and a supervisor. The recovery of user fee is made on monthly basis. The mechanism of the solid waste management system includes: i) Installation of bins on roadsides and sale of in-house bins to hotels; ii) Daily collection of waste from the bins in tractor trolley; iii) Disposing-off waste daily, through land filling method.

HEC is playing a vital role in creating awareness regarding the environmental issues in Hunza and other parts of Northern Areas. World environment day is celebrated annually with the involvement of schools and community groups as keep Hunza clean moots in order to give awareness to new generation. The project conducts awareness programme and special campaigns against wall-chalking, over-weight chicken, drugs and other issues with the support of local administration, business community, students, Boy Scouts, Girls Guides and Volunteer Corps. KADO, during 2008, installed traffic sign boards in Aliabad main market in order to channelise the flow of traffic.

Almost 90% of the SWMP clients are from the business community; shopkeepers, traders, cabins, hotels, restaurants, barbershops, auto workshops etc. Other clients include institution and organization like; hospitals, offices, schools, colleges, banks, Imambargahs & Jamatkhanas (community centers) and Mosques, and individual households near the roadsides. By the year 2008, the total number of users has reached 1,491 (886 registered and 650 unregistered). HEC is housed within the KADO head office. A five-member committee headed by a director of the KADO Board governs its affairs. Local committees have been formed comprised of users in key towns and close liaison is kept with the Business Associations and bazaar committees. Five staff; a Supervisor, a commission agent for recovery of fee, two Environment Assistants and a tractor driver manage the project. The project secretary reports to the Chairman of HEC for policy guidance and to the Chief Executive Officer of KADO for day-to-day operations.

Photo 1.4: HEC Solid Waste Colletion Mechanism

Photo 1.5: AC Hunza inagurates Trafic Sign Boards


Fig 1.3: Progression of HEC Service Charges (HEC Reports)

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Table 1.3: Progression of Registered Users and Fees Structures

S.No Details

1997 2008 (Oct)

Number User fee rates/month Number User fee rates/month

1 Shops 292 20 455 50-100

2 Restaurants 20 20-50 44 250- 800

3 Hotel 25 100-700 35 300-2500

4 Cabins 48 30 50 20- 100

5 Barber Shop 6 50 8 150-300

6 Butcher Shop 5 50 7 200-300

7 Vegetable Shop 3 50 12 50-200

8 Poultry Shop 6 50 20 150-400

9 Auto Workshop 4 50 13 100-300

10 Houses 20 10 110 50-200

11 Offices 8 20 22 50-600

12 Schools/Colleges 10 20 38 100-500

13 Hospitals 2 50 5 250-2,530

14 Clinics 3 50 6 50-250

15 Banks 5 20 15 50-300

16 Mosques/Commu-nity Centers 9 Voluntary contribution 46 Voluntary contribution

Total 466 886

Source: HEC Reports


Hunza Arts and Cultural Forum (HACF)

The project 6 started operations in 1998 with its office in Mominabad, the artisan village of Hunza. The project closed its major activities during 2004 however the trained persons from the project formed independent groups to continue functions.

Main activities during the project phase included; a) establishment of traditional musical instruments making workshop, b) training in traditional music to the youth and c) organizing local festivals.

The overall objective of the project was to serve as a catalyst to promote and develop the oral-heritage of music and performing arts of Hunza in an artistically and financially sustainable manner by developing the

Training Areas Number

Traditional music 68

Musical instruments making 8

Wood carving 30

Traditional dances 10

Total 116

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HACF had a dual approach/strategy of preservation and documentation and the revival through development and promotion of the traditional music. That means documentation, adaptation, research, training and production & marketing has dealt in an integrated way. The communities were involved in the project design and implementation through their representative organizations. However, where possible, local entrepreneurs were encouraged to takeover or initiate culture-based enterprises in the villages that support the overall project objectives. Training products were open for all on cost basis. However special preference was given to the new generation of the traditional musician community to take benefit from the project interventions. Governance support was provided by a five-member committee of the KADO, headed by a director of KADO. The management was comprised of three technical staff, headed by a Supervisor, who reported to the CEO KADO and the Committee head.

Table 1.4: Type and Areas of Trainings under HACF

Photo 1.6: Artisans during musical instruments making tranning

Photo 1.7: Tajik artists from China performing during Silk Route Festival 1997

necessary expertise and infrastructure to run them, by building on the indigenous knowledge and experiences of the local ethnic communities in Hunza. Specific objectives were to: i) organize the production of high quality, low-cost musical instruments for use by students and amateur musicians alike; ii) facilitate the transfer of the oral heritage to next generations through education, research, archival and development of various components of the oral knowledge of the area using both traditional and non-traditional methods including multimedia; iii) enable the musician-artisan community to benefit both artistically, economically and socially from the opportunities offered; iv) instill dignity and confidence in the artist community by giving them a sense of ownership and patronage by organizing and promoting festivals and cultural exchange programmes; v) establish a permanent institution to continuously support and maintain oral heritage projects in a cost-effective and sustainable manner in the area.

18Karakoram Knowledge Highways (KKH) Whistling with knowledge Empowerment Of Civil Society For Sustainable Development18

The project intervention resulted in a radical change in the societal attitudes towards the artisan community in Hunza, as before this intervention, playing music was considered the job of a specific community only. The trainings resulted in formation of five musical bands by youth outside this community. These bands are now earning precious money by playing music during marriages, festivals and for tourists in hotels. The future vision is to establish a Culture Center and the programmes of the project would include; i) musical education and training integration music education in schools, ii) strengthening and enhancing the existing instruments workshop, ii) initiating cultural exchanges within the region and outside and promotion of local festivals, iii) research and documentation of the oral tradition of the various ethnic communities and its archival and publication using multimedia tools.

Information and Communication Technology (ICT)

In order to take advantage of the growing opportunities offered by the information and communication revolution, KADO embarked upon a vision to effectively and creatively use the Information and Communication Technology (ICT) for local development. It was observed that despite its marginality, the Karakoram region offers rich content in the form of biologically and culturally diverse habitat and people. The two-pronged aim was: i) to explore the full potentials of eco-and cultural tourism opportunities and contribute to the body of global learning by making the indigenous knowledge and experiences accessible to all; and ii) to lessen the digital divide by providing access to and training on ICT tools to enable the rural communities in this mountains to improve their livelihoods. By the end of 2000, KADO started various ICT projects. IDRC helped KADO to initiate an E-commerce project using the Pan Asia Networking (PAN) E-shopping Mall 7 for its handicraft products through mail order system (MOS). In the year 2001, PAN also provided a small research grant to develop a Web Page (Karakoramhunza cyber site) on the cultural and eco-tourism potentials of the Karakoram region. The same year KADO in collaboration with like-minded institutions organized a seminar on ICT for Local Development in Hunza and fostered two community-based Village Computer Literacy Centers (Murtazaabad and Hyderabad), involved in training on software applications.

KADO established Mountain Institute for Computer Science (MICS) during 2003 in order to provide computer related skills and education to students and professionals with the support of Allign Technologies Inc. USA. The institute trained 270 persons (134 male and 136 female) in computer and basic IT skills. During 2005, KADO was selected as member of Global Knowledge Partnership (GK) a Global network of public, private and non-for-profit organizations working on the use of information technology for development.

After initial interventions KADO started an action research project Information and Communication Technology for Rural Development (ICT4D), during 2004. The IDRC funded project aimed at demonstrating the use of information and communication technology for the promotion of sustainable livelihoods and extradition of extreme poverty in the remote mountainous villages. Major components of this project included provision of internet services and action research on e-village, e-school and business incubation.

KADO Internet Service (KIS) fulfilled the long lasting dream of people of Hunza and Nager to become a part of global information society, with establishment of ISP in Hunza. KIS remained the only internet facility in Hunza and Nagar valleys from 2004 to 2008. SCO has started provision of internet in

Photo 1.8: A local elder browsing internet at KADO Cafe

Central Hunza during 2008 in very subsidized rates. The project provided fifty percent discounts on tariff for the educational institutions and very nominal charges from Allama Iqbal Open University


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Empowerment Of Civil Society For Sustainable Development

and Virtual University students.

The internet caf/distance learning center Karimabad provides internet facilities for tourists and those locals who cannot afford this facility at their houses. Local students improving their education and qualification through distance learning were specially facilitated at this center.

Fig 1.4: KADO Caf Users 2007 (in thousand)

.ON,OCAL5SERS,OCAL5SERS

The project established two E-village Resource Centers (EVRC) in Altit and Hussainabad to test the potential of ICT in village planning and development. This action research project was implemented with the help of Altit Town Management Committee (ATMC) and Hussainabad Islahi Committee (HIC). The centres provided subsidised internet facilities and basic computer trainings to the villagers, in order to enable them to access and use the required information from internet according to their needs and interests.

Fig 1.5: Gender wise distribution of training participants in E-village Resource Centers

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The human and institutional capacity of the local partner organisations were strengthened through different workshops and training session to enable them to carry out their own development at local level. A Sustainable Village Development Plan (SVDP) including a comprehensive document, Village Information System as data base and a comprehensive web site www.altithunza.org was developed for Altit Village with the active involvement of the local community. It was learnt that broader and multiple use of ICT with bigger mandate in different sectors such as education, health, rural development, or institutional or market development, is an enabling tool that produces multiplier effect if intervened in all areas simultaneously.

Empowerment Of Civil Society For Sustainable Development 21

The main focus of the e-school action research project was to experiment potential impact of ICT on students learning, teacher development, school culture and synchronization of best practices in teaching-learning processes. Two schools; Khanabad, D.J School and Hasighawa Memorial Public School, Karimabad were primarily selected for the research purpose. Grade IX Mathematics and English subjects were selected in these two schools as research sample against control schools with similar situation in the project area, except provision of ICT facilities to the sample group. An overall improvement of 45.6% was observed in teaching learning process and other parameters set for the action research in the focus groups as compared to the controlled groups locating in the same vicinity with the same conditions except ICTs intervention.

Table 1.5: Comparison of SSC-I Results 2005 with 2006 of focus school (HMPS)

Subject2005 2006

Appeared Passed % Appeared Passed %

Mathematics 29 20 68.97 57 52 91.23

Overall Result 29 10 34.48 57 51 89.47

Source: E-school Action Research Report 2005

The Business incubation process started in around early quarter of 2005, when internet connectivity was for the first time started in Hunza valley. The focus remained on capacity building of local entrepreneurs through trainings in computer, internet, web designing, and business management. The project motivated the entrepreneurs to use internet to access wide network of customers and clientele especially from the tourism perspective. According to the assessment carried out in June 2007, an average of 30.51% improvement/growth was recorded in incubated businesses. This includes 36.79% improvement in tourism industry, 30.58% in trade and commerce and 24.17% in service industry.

Fig 1.6: Impact of business incubation interventions

Source : KADO, BI Action Research Report 2007

Women Vocational Trainings (IT skills)

The situation of female literacy as a whole and computer literacy is specifically very poor due to accessibility of females to computer and IT training centers in the far flung areas of Gilgit-Baltistan. To address this situation, Planning and Development Department (P&DD) initiated a project under presidential package named Women Vocational (IT) skills training in all six districts of Northern Areas during July 2006. The project aimed to develop a cadre of female human resources equipped with knowledge and skills in Information technology in order to access social and economic opportunities. KADO was selected as an implementing partner on the basis of its work for women empowerment through handicraft project and its experience as the only organisation of Northern Areas to implement a successful information and communication technology project.


Fig 1.7: District Wise Distribution of IT Centers in Northern Areas

Through this project, 34 I.T centers were established in the far-flung areas of all districts of Northern Areas. The project extensively trained 34 female master trainers; most of them were the first BCS graduates from KIU, in basic and advance computer and IT modules. These IT centres were established with Government girls collages, schools, and in some cases with the community-based education systems in order to ensure the sustainability of the centres after project phase. The actual target of the project was 3,400 students but the project successfully trained 4,208 students in basic computer skills. The target for the Diamer districts however remained unachieved due to certain reasons.

Table 1.6: Number of Students and Training Target

District Number of centersTarget for the center Achievements Over/ underachievement

Gilgit 13 1300 1644 344

Ghanche 3 300 316 16

Skardu 9 900 1277 377

Ghizer 5 500 628 128

Astor 2 200 245 45

Diamer 2 200 98 -102

Total 34 3400 4208 808

Source: WVT Project Report 2007

The training helped the educated unemployed women to easily embark on jobs or income generating activities. According to a survey conducted during June 2007 about 48 trained women from these IT centres were employed in different Government and Non Government organisation. After completion of the project period, the centers were handed over to the School Management Committees (SMCs) in November 2007, in order to continue proper utilization of the resources. KADO is also working out with P&DD to initiate another 2-year follow-up project in order to diversify the trainings and develop sustainability plans for the IT centers.

Photo 1.9:Traning at Govt Girls Middle School Harmosh,Gilgit

This project offered KADO the opportunity to develop a strong relationship with the Northern Areas Administration and other community institutions throughout NAs. KADO also increased its credibility as an effective regional


development organisation.

Community-based Rehabilitation Centers for Special People

As part of its obligation to improve the living conditions of the disadvantaged groups and ameliorate their human rights situation, KADO is providing work therapy to around 85 special persons (60 men and 25 women) at Sharma Rehabilitation Center (SRC), Hyderabad and Women Rehabilitation Center (WRC), Karimabad8. This is a social safety net for special persons, majority of them having backgrounds of the poorest of the poor families. Work has been categorized according to the capacity of the special need persons, attaching them to the various processes of work ranging from local rug weaving (Sharma), embroidery work, spinning, sewing stitching to playing local musical instruments. SDC supported SRC as part of KHDP project till 2004 whereas WRC was

established during 2001 with one time support of German and Finland embassies. Pakistan Bauitul Mall also supported the center for 2 years. These centers are now functioning with the support of Hashoo Foundation, local community and other philanthropists.

The impact of the activities on their mental and physical activeness is assessed regularly and opportunities are provided for socialization and integration in the society. In order to diversify their skill base and provide opportunities for entertainment and spiritual therapy, 4 special men have been trained in traditional music and around 20 in traditional dance, dramatics and indoor games. This special band of entertainers, The Silk Route Special Band receives much appreciation on various festive occasions (festivals, weddings, visits by dignitaries etc.) and earns income and acquires confidence and merit. These projects are a unique blend of therapy, training and income enhancing opportunities, besides opening vistas for socialization integration and entertainment and sensitize the communities of their

social responsibilities.

KADO conducted a door to door Survey on Disability in Hunza Valley during 2004 with the support of World Bank. The survey collected and documented baseline information about Persons with Disabilities (PWDs), facilities and services related to PWDs, human resource related to PWDs, State of PWDs and Basic Minimum Needs (BMN) of the PWDs. According to this survey there are 1,013 (Male: 531.Female 482) persons with disabilities in Hunza valley, which is 2.17% of the total population.

Fig 1.8: Types of Disablities in Hunza

Source: Survey Report, Disability in Hunza 2004

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The construction of a state of the art rehabilitation center is in progress with the financial support of Ministry of Social Welfare and Special Education, Islamabad. The local community generously donoted 5 Kanals of Land for this purpose. The future programme is to provide scientific and professional rehabilitation facilities by increasing the outreach of the center.

Gems Cutting and Polsihing

The mighty mountain ranges of Northern Areas provide a great opportunity to explore the deposits of precious, semi precious and industrial minerals. During past years, these resources were extracted by using non-professional and non-scientific methods and exported through black-markets. The stones of the region like ruby, sapphire, aquamarine, topaz, marganite, floride, calcite, quarts, and Spinal are very famous in national and international markets. Traditional jeweler used stones in the past for making jewelry but in very limited quantity and there was no further usage, except selling the major raw material either in local domestic market and international markets.

KADO trained five local youth during 1995 in Gems and Gemology from the Gems and Gemological Institute, Peshawar. However, there was lacking any organized effort to properly develop human resources in this sector in order to exploit these resources for the benefit of the local community.

The first Gems Cutting and Polishing Center was established in Hunza, Karimabad, on July 2006 with the support of an American-Pakistani Philanthropist, Nasruddin Rupani, aimed to develop a cadre of skilled persons to facilitate the value chain of Gems sector for the socio-economic benefit of the local communities. Initially, the project was jointly implemented by KADO and AKRSP. However, after

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Majority of the special people are out of the project outreach. In socially responsible societies it is the responsibility of the state, the private and the citizens sectors and the individuals to take care of the poor, destitute and the needy.

Fig 1.9: Age Wise Distribution of Special People in Hunza


successful operation, KADO entered direct partnership with Rupani Foundation and AKRSP established seven centers in other parts of Northern Areas and Chitral. The center, over a period of three years (2006-2008), trained 30 women and 14 men in four batchs, in gems cutting and polishing. The master

trainer also received advance training in gems cutting and polishing from Srilanka. A production unit with six trained women is engaged to produce marketable products in gems and jewelry. These items are marketed through the KADO showroom in Karimabad. Products blend of gems and handicrafts have a good appeal and demand in national market. The centre has received initially a demand of 15,000 pieces of Lapiz Lazuli from England. KADO and Rupani Foundation jointly cconducted Gems market survey of all major cities in Pakistan to develop products according the market needs and trends. Rupani Foundation also facilitated a team from KADO to study the gems sector in Srilanka. KADO is facilitating to form

Gems & Mineral Association, Hunza in order to professionalize the sector and also lobby for the ownership of local communities in mining. The trained women from this center are now working as master trainers in other centers established by AKRSP and government departments.

The gems industry in the region is very loosely structured (the value chain is not developed and knitted properly) as a formal industry in the first place and the capacity at each chains level also lacks to make any significant economic impact in the region. KADO thus plans to work in gems sector as a whole including mining, extraction and quarry, processing and value addition, marketing and diversification.

Karakoram Development Resource Center (KDRC)

The exit phase of KHDP (2006-2008) resulted in formation of two different institutional mechanisms in the form of women-owned independent business groups and KDRC. The main objectives of KDRC was to develop and implement a new organizational development plan including organizational strategy, structure, management processes and HRD plan for coming three (3) years and to test the efficacy of different innovative ideas as action research projects for further implementation and replication. KADO identified and experimented different innovative ideas in knowledge management and e-governance.

Knowledge Management (KM): KADO believes that todays global economy is in transition to a knowledge based economy in which knowledge resources such as know-how, expertise and intellectual property are more critical than traditional economic resources like land, capital and other natural resources. KM comprises a range of practices used by organizations to identify, create, represent, and distribute knowledge. While the term is mostly used for managing knowledge within an organization, KADOs knowledge management program has a greater external focus as its main objective is to help the local communities in KADOs target areas to develop and thrive with the help of knowledge. The knowledge management project comprised of below main components:

a) Hunza Information System (HIS): The absence of centralized, rigorous and consolidated statistical database was hampering effective planning and development process in Hunza valley. Resultantly, planning were mostly based on assimilation of hypothetical constructs and scattered facts and figures. KADO thus initiated this project to develop a comprehensive data-base for the whole valley. HIS aimed at developing a comprehensive data-base on different socio-economic indicators in order to provide basic facts and figures to development practitioners, researchers, policy makers, students and other relevant stakeholders for balanced and informed decisions and development. KADO conducted a comprehensive socio-economic survey of more than 6,100 households in Hunza

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valley, covering about 30 different main indicators/sectors. This survey was conducted with the help of 149 (male 41, female 108) trained enumerators, Boys Scout and Girls Guides from each villages of Hunza. To make the data readily available to different stakeholders at different levels, an interactive MS-Access and SPSS-based (Statistical Software for Social Sciences) software was developed. Hunza is a highly scattered region, therefore seven localized databases and one centralized database hubs was developed at union council levels. Computer systems installed with HIS software were handed-over to the information hubs. Twenty (20) youth were fully trained both in HIS and SPSS software to assist the local and central information hubs in generating reports and update of the statistics.

During the first three months of system handover, the local information hubs of HIS will identify the missing households and other mistakes in the data-base to ensure accuracy and reliability of HIS. A policy manual has been also developed providing guidelines regarding the dissemination and update mechanism of the system. HIS is expected to play a central role in developing social capital, sharing and acquiring knowledge, and stimulating innovation through effective management of local information.

b) Local Media Production Units: Media is playing a pivotal role in knowledge creation and dissemination as well as in creating awareness among people regarding critical issues. The local cable network in Hunza has coverage of about 60% of the households with an increasing trend in Central Hunza and other main towns. This is the cheapest and easy way to reach a large number of communities within a short period of time. KADO has trained 35 youth (30% females) in script writing, cinematography, production management and other related field through highly qualified professionals from National Colleges of Arts, Lahore.

The training aimed to develop and strengthen potential local media groups to work for the documentation, promotion and dissemination of cultural heritage and create awareness about different development issues by using local cable networks. The training resulted in formation of two different independent media groups with the name of Devakoo Productions in Central Hunza and Nerew Productions in Upper Hunza, with the objectives to preserve and promote local cultural heritages and educate local community on a variety of issues, critical for overall development of the region. Devakoo Productions Unit have purchased a cable channel named as Sujo Hunzo to broadcast different programmes in local language. Nerew productions is also broadcasting different programmes in local languages. The Production units and local cable channels are being used to provide and attain quality information regarding all social, economic and development aspects of life of individuals and to harness a collective vision for the better future of the area and society.

KADO established a media studio with basic equipments necessary for film production. KADO is also playing its role to create linkages for the production units in order to increase their resource base

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and ensure sustainability. These efforts have led to develop local technical skills and capacities in media and media related industry (which is on boom in Pakistan) to create income and employment for youth and to provide information to all citizens/people on variety of areas. The business community is also the client and recipient of such services to promote their own businesses, products and services through advertising and promotion - in local language and within the local context. The Production units have developed about 10 documentaries on different themes and also made coverage of 20 different local, regional and international programmes. The teams have started talk shows, interviews, docu-dramas and other programmes on education, health, culture and heritages, development issues, indigenous knowledge, oral traditions and many other issues in local languages. The duration of broadcasting programmes through Sujo Hunzo is initially about 2 hours from 9 pm to 11 pm daily.

c) E-governance: In the quest for governments to become more responsive and accessible, e-governance is being looked upon as an accepted methodology involving the use of IT in improving transparency, providing accurate and speedy information to citizens and improving administrative

efficiency and public services. Websites are a powerful channel to facilitate e-governance by providing all possible government information right on the users desktop.

KADO developed an E- Governance website for the office of Assistant Commissioner Hunza in order to make available all sort of relevant information and data online. This includes forms, formats, instructions, resources, statistics about the valley, Government jobs announcements and notifications, Annual development Plans, price list, transport fare lists, electricity schedule and other basic details. The other institutions (political and civil society) will be gradually encouraged

to share information so that a culture of accountability and transparency is endorsed. The idea is to experiment on the concept and its implication that how government and citizens can be brought together and how citizens are more empowered to get the benefit from better services of Government. It would take a lot of commitment and planned efforts on the part of the governments to make the concept work and bear fruit. KADO looks forward to have the first prototype a success and its efficacy will be explored, though it is believed that it is a small step but it is very important step towards improving governance.

d) Development Resources and Services: One of the main objectives of KDRC was to develop the capacity of local organizations by facilitating the provision of services and development resources.

1. Secretariat for Hunza Development Forum: This consultative forum was evolved during the first multi-stakeholder forum in Hunza from August 23-24, 2004 by AKRSP in collaboration with KADO. The purpose was to initiate a public deliberation on the major development issues involving diverse groups and stakeholders in Hunza so that a common approach and a framework for collective action could be developed to address long-term development challenges in the valley (MSF concept paper 2004). KADO is now the Secretariat for this Forum. The consultative meetings are held at KADO regularly to discuss issues critical for the development of Hunza. The website of the HDF is www.kadohunza.org/hdf.

2. Development Services: KDRC during 2008 facilitated local organisations by developing 5 proposals, 25 letters and applications, 10 banners, 3 brochures and 5 websites without charging

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3. Trainings and capacity building: KDRC organised about 5 different trainings and workshops during 2008 in order to develop the capacities of local development organisations in governance, planning and management. KDRC hosted a five-day Training of Trainers in collaboration of ICIMOD during May 2008 on Advocacy with the objective to equip the participants with advocacy tools, strategies and techniques to undertake advocacy for the mountain communities. About 25 representatives from 12 governments and non-government organisations from all over the Northern Areas participated the workshop.

4. Health Insurance: KADO facilitated the First Micro-insurance Agency to implement the health insurance project in Hunza. During 2007, KADO registered 1073 families (3653 individuals) in Central Hunza for the insurance, through the village-based primary production units of the handicraft companies. About 1,801 individuals benefited from the OPD services of Aga Khan Extended Health Centre, Aliabad, Hunza. 271 ensured individuals benefited while admitted in the centre whereas 2 persons received death claims.

During 2008, KADO registered 1,200 families (4,375 individuals) from Central Hunza and Shinaki for the health insurance product.

5. Networking and linkages: KDRC facilitated the visit of about 20 local, national and international delegates during 2008.

6. Resource Mobilization and Sustainability: After the establishment of endowment fund, KADO is now relatively financially stable. KADO has further diversified its programmes and funding sources during the exit phase which is important for the sustainability of the organization. The figure 1.9 clearly depicts the diversified funding sources of KADO during 2008.

Fig 1.10: Diversification of KADO Funding Sources During 2008

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The Way Ahead

KADO is looking forward to guide investment into creating human and social capital through support for information technology, technical education, incentives for knowledge production and through market development for ecological and cultural tourism to diversify the economic base. Therefore as a long term investment KADO envisages current projects and programmes to transform into three centers of excellence, catering for the long term needs of the economy, culture and society: The


income and employment projects is seen to bifurcate into community-owned enterprises like that of the handicraft project and a human resource development institute focusing on producing business managers and entrepreneurs; the cultural activities would be transformed into a Center for Art and Culture, and the ICT projects into an institute for Information technology.

While looking at the integration of these projects and programmes in the market system, KADO would be exploring new avenues where it could fill supply-demand gaps to achieve its objectives. KADO plans to scale-up the gems cutting and polishing center and develop the value chain- mining, extraction and quarry, processing and value addition and marketing as a formal industry. The handicraft-based enterprise model is also intended to replicate in gems sector as home-based industries.

In order to effectively utilize the surplus production and develop agri-based enterprises, KADO plans to develop the agri-business sector with particular focus on fruit and food processing and seed sub-sectors.

KADO believes that knowledge plays a vital role in the evolution and development of societies. Therefore, intends to develop and strengthen knowledge management system/organization in order to develop social capital, nurturing new knowledge, stimulating innovation, or sharing existing tacit knowledge among the mountain communities.

KADO is engaged in rehabilitation of special people through work therapy. The project has however lesser outreach and lacks professional rehabilitation techniques and technologies. KADO plans to expand and professionalize the rehabilitation initiatives after the completion of the construction work on the new rehabilitation center.

The dream of empowering the civil society for sustainable development can only become reality if transparent, democratic, autonomous and self-sustaining local intermediary organizations are fostered. These local service providers would be required to adopt product and market development functions and sector-focused and functions-based approach towards institutional development. In order to make these institutions work, visionary, highly committed, professional and qualified people are required, who are willing to devote their time, skills, knowledge and experiences for the collective good of others. KADO is one such initiative in the Karakoram region, which has transpired as a model local institution for democratic and decentralized sustainable mountain development. This is a truly bottom up initiative which has acquired the capacity to plan, implement and manage projects and programmes independently and competently. The development community and the government should support such initiatives. It is now a well-established fact that people are willing to invest time, effort and scarce resources in social systems that they can call their own, and that respond to problems they themselves define. We need to help people to manage these social investments with the same care and priority that is given to commercial investments. Improved social conditions contribute to an environment in which private enterprise can thrive. Private business could contribute more managerial talent and money to the social sector. Governments could make it more interesting for them to do so. Everyone must work together to provide the capacities and structures necessary to render the voluntary ethos efficient and effective (AKF, 1997). KADO has taken the initiative. It strongly believes that, only by creating room for sustained local governance, market-based and community driven initiatives such as KADO, one can reduce poverty and empower local communities that will create a shield of human and social capital against intolerance, ignorance, extremism and terrorism. (Ali, 2001).


Photo 1.21 : ZubaidA Jalal, Former Minister for Social Welfare and Special Education at SRC Hyderabad, Hunza

Photo 1.17 : Dr. Khawaja Khan, Chairman KADO receives Award from Pervaiz Musharaf, former President of Pakistan

Photo 1.16 : His Highness Prince Karim Aga Khan visits KHDP stall at Serena Hotel

Photo 1.19: Faisal Saleh Hayat, Former Federal Minister for KANA at KHDP Stall in Islamabad

Picture Galley

Photo 1.18: Former Swiss Ambassador Christian Dunant evinces interest in KHDP Products during an exhibition in Islamabad

Photo 1.20: Dr Abdul Qadir Khan at KHDP stall in Islamabad


Photo 1.22: Ismail Gulgee, the famous Pakistani Artist during KADO visit

Photo 1.25 : Christina Rocca Assistant Secretary of State for South Asia during KADO visit

Photo 1.27: Canadian Deputy Prime Minster Anne McLellan at ICT Stall

Photo 1.24 : Nilofer Bakhtiar, Former Minister for Tourism at KHDP stall in Islamabad

Photo 1.23: Chairman KADO Presents gift to Dr Attia Inayatullah, Former Minister for Women Development

Photo 1.26: Iqbal Waljiz, President Ismali National Council for Pakistan signs guest book at Rehablitation Center Hyderabad


Photo 1.28 : Muhammad Mian Soomro, Chairman Senate inaugurates the Gems Cutting & Polishing Center, Karimabad

Photo 1.30: Dr.Shamshad Akhter, Governor State Bank of Pakistan signs guest book at Gems Cutting & Polishing Center Karimabad ,Hunza

Photo 1.31: SDC Officals Christoph Graph, Head of Asia Pacific, Pius Rohner, Country Director & Kanwal Bokharey Visits Gems Center Karimabad

Photo 1.29: Chairman KADO presents gift to Mailk Maskeen, Speaker NALA

Photo 1.32: Babar Yaqub Fateh Muhammad Cheif Secretary NAs at Gems Cutting & Polishing Center Karimabad


Notes:

(1) The people of Hunza, as Shia Ismaili Muslims and followers of His Highness the Aga Khan, have well-established community level institutions called Jamati (community) setup, as Councils, Arbitration and Conciliation Boards, Religious Education Boards and other social and economic institutions. These local institutions are linked to their counterparts on the regional and national levels under the supreme guidance of the Imam (Spiritual leader)-H.H. the Aga Khan.

(2) Over the years the communities have established village-based Social-Welfare and Educational Societies in Hunza who mainly run English Medium Schools. There are 17 such societies and schools in Hunza who have formed a coalition called Association of Social Welfare and Educational Societies Hunza (ASWES). Under this ASWES they operate a teacher-training project, called Hunza Education Resource Project (HERP).

(3) KADO is a precursor of Karakoram Handicraft Promotion Society (KHPS). Its evolution is interesting: Mr. Didar Ali a local entrepreneur and his Swiss friend Ueli Ramsier initially conceived the idea of revival of Sharma (traditional goat-hair rug) as a commercial venture, which they felt, was vanishing and could have a good export market! Upon discussing the idea with some civic-minded youth and community leaders the idea of a handicraft promotion society was generated with potentials of income for women. Further dialogue with Women and Village organizations and the Aga Khan Regional Council for Hunza led to the formation of KHPS in 1994-95. At this time Izhar Ali Hunzai (presently with IIMI, Colombo) was heading the AKRSP RPO in Gilgit, who took keen interest in the project formulation, which was presented to SDC Islamabad. During that period Aga Khan Cultural Service (AKCSP) was researching into the status of arts and crafts in Hunza and an integrated project was developed and submitted to SDC Berne. Noting duplication of efforts, the two proposals were merged. Later I.A.Hunzai became the Chief Executive Officer of AKCSP who facilitated the KHPS Board in graduating KHPS to KADO.

(4) KHDP started operation in 1996, which was a joint project between Aga Khan Cultural Service Pakistan (AKCSP) and KADO (previously known as Karakoram Handicraft Promotion Society), funded by the Swiss Agency for Development and Cooperation (SDC). After the withdrawal of AKCSP in March 2000, KHDP is now in its phase III and is independently run by KADO with continued SDC support. SDC also supports the human and institutional development functions of KADO through KHDP, which primarily focuses on Board development, LDO capacity building, Networking and human resource development.

(5) The Aga Khan Foundation-UK (EU-Block fund) and the Norwegian development Agency (NORAD) initially provided funding support to the HEC and technical support was provided by AKCSP.

(6) The project was supported by AKCSP and training support from KHDP (SDC) with on time support from the German Embassy in Islamabad. The project continues to run with local philanthropic support and income from activities.

(7) These projects were started with support from the International Development Research (IDRC) Canada-Pan Asia Networking (PAN) Singapore.

(8) The Swiss agency (SDC) provided support to the rehabilitation center for men under KHDP and the German Embassy in Islamabad has provided one time support to the rehabilitation center for women. The Spanish Embassy and Finland embassy Islamabad and Pakistan Baitulmal also provided small grant for improving working conditions.


References:

AKF Geneva: Annual Report 1997; A Message from the Chairman.

AKRSP, 1999: Joint Review Mission Final Report, Gilgit.

http://www.threadnethunza.com.pk,

http://www.kadohunza.org

http://www.altithunza.org

http://www.hmpsc.org

http://www.rchunza.org

Ali, Farman, 2001: DAWN, English Newspaper Pakistan: November 14 special story; coverage to KHDP exhibition and quote from the speech of the Chairman KADO.

Dawn, 2008, English Newspaper Pakistan: November 12 news coverage; SDC officials visits projects in Hunza, Baltistan

Kreutzmann, H., 1993: Challenges and Response in the Karakoram: Socio-Economic Transformation in Hunza, Northern Areas, Pakistan.

KADO, 2005: Project Document for KHDP: Exit phase- January 2006 to December 2008, KADO, Aliabad Hunza.

KADO, 2006: Strategic Plan 2008-2010, KADO, Aliabad Hunza.

KADO, 1998: Vision 2005 Programme; Karakoram Area Development Organization and Aga Khan Cultural Service, Pakistan Gilgit.

KHDP/KADO, 1997 to 2007: Annual Reports and Yearly Plan of Operation (YPOs), Aliabad Hunza.

KADO, 2000: KADO Governance Paper, Hunza

KHDP, 2000: KHDP Project Document (2000-2004), Hunza.

KADO, 1996 to 2007: KADO Board and AGM Minutes, Hunza.

KADO, 2000: Case Study: Hunza Environmental Committee (HEC), KADO Aliabad, Hunza.

Nayani, Karim, 1999: KHDP, Mid Term Review Report Gilgit.

Pratt, Jnae, D: 2002: Draft Background Paper C1: Institutions for Democratic and Decentralized Sustainable Mountain Development, Bishkek Global Mountain Summit, Section C: Mountain Cultures and Civil Society: http://www.mtnforum.org/resources/library/pratd02a.htm

Saadi, Hassan Noor, 2003: Impact Evaluation of KHDP and Rehabilitation Centers,

SDC-SDPI Symposium, 1997: Empowerment and Community Mobilization; SDC Seminar on Empowerment of Civil Society for Sustainable Development Quetta,

TNH, 2004: Business Plan, KADO, Aliabad Hunza

World Bank, 1999: AKRSP Second Interim Evaluation.

WVT, 2006: Women Vocational Training (IT) Centers in Six Districts of Northern Areas, KADO, Aliabad, Hunza


Present Situation and Future Potential of Cross-border Fruits Trade between Xinjiang, China and Pakistan

DAI JIAN AND LU ZHAOH

Documents

Karakoram Knowledge Highways (KKH)-1