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Rupani Foundation

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Gems, Jewelry and Minerals Sector

Housing, Land Banking and Construction SectorHydro-electric Power Generation

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Rupani Foundation Head Office USA.Address:8303 Southwest Freeway Ste 440Houston, TX 77074Phone: 713-777-5059Email: [email protected]

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the value added and productive sectors like minerals, hydro power generation , housing and construction industry.


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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

5“Education 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

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

Transition—Culture, 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 AKRSP’s 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. KADO’s 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.

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.

KADO’s 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.


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)

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


Empowerment Of Civil Society For Sustainable Development

and Virtual University students.

The internet café/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 Café Users 2007 (in thousand)

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 centers

Target 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 today’s 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, KADO’s 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

Source : KADO Financial Report 2008

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 ZHAOHUI

Abstract:

The paper outlines the present situation of cross-border fruits trade between Xinjiang Uighur Autonomous Region (XUAR) of PR, China and the Islamic Republic of Pakistan. It also analyzes the different advantages of the fruit varieties grown in Xinjiang and Pakistan. At the end, it especially emphasizes the complementation of fruit production between Xinjiang and Pakistan, and the potential of cross-border fruit trade in the near future.

Introduction

Xinjiang Uighur Autonomous Region (XUAR) is the only province of China having a 500 km borderline with the Islamic Republic of Pakistan. The Khunjerab Pass lying in the Taxkorgan Tajik Autonomous County of Kashgar Prefecture of XUAR locates in the Pamir Mountain areas. It is the only land Port between China and Pakistan, as well as the only port in Xinjiang open to any third country. The distance between Khunjerab Pass and Urumqi, the capital city of Xinjiang, and Kashgar, one of the important cities in the southern Xinjiang, is about 1890 km and 420 km respectively. On the other side, the distance between Khunjerab Pass to Sost Port and Gilgit in north of Pakistan is only 130km and 270km respectively. The distance from Khunjerab pass to Islambad, the capital city of Pakistan is 870km. Khunjerab Pass, due to its special geographic location, is now the most important channel of cross-border fruits trade between Xinjiang and Pakistan.

1.Present situation of cross-border fruits trade between Xinjiang and Pakistan

The cross-border trade between Xinjiang and Pakistan has a long history. Extension and improvement in highway connecting both regions and improvement of transportation facilities have enormously increased the trade volume through this border pass.

1.1 Present situation of fruits export from Xinjiang to Pakistan

Fruits are one of the important exporting items from Xinjiang to Pakistan through Khunjerab Pass. The volume of trade enormously increased during past several years. (See Table 2.1)

2

Table 2.1. Fruits export from Xinjiang to Pakistan during 2002-2005

YearFruits

exports(ton)Value(10 thousand

Dollar)

Export increasing rate(%)

exports values

2002 308 16 — —2003 4715 58 1431 2632004 9552 193 103 2332005 17362 501 82 160

Source: Xinjiang Customs.

The table shows that the cross-border fruit exports between Xinjiang and Pakistan is at its infant stage. The annual export amount is not so large, but the overall trend shows an increase during this period of time. About 693 batches of fruits were exported from Xinjiang to Pakistan during 2005. The total weight was 17,320 ton and the value 5.01 million USD, which is 82% and 160% higher than that of 2004. Apple, pear and grape produced in the southern XUAR makes large part of this export.

Karakoram Knowledge Highways (KKH) – Whistling with knowledge36

These items account 39.4%, 34.5% and 25.5% respectively of the total fruits export.

1.2 Present situation of fruit exports from Pakistan to Xinjiang

The Gilgit District of Northern Pakistan bordering XUAR is mostly mountain area. The climatic and geographic conditions of the region allow producing small quantity of apricot, cherry, apple, mountainous pear and grape. The fruits are very delicious in taste however the yield is very low. The volume is not enough to meet the demands of local markets and further export to the bordering countries and areas. Therefore, the volume of fruits exported to Xinjiang from Pakistan is negligible.

2 Potential of the cross-border fruits trade between Xinjiang and Pakistan

2.1 Analysis of the potential of fruits exported from Xinjiang to Pakistan

2.1.1 Xinjiang has the most advantageous natural conditions for producing variety of fruits of high quality in large quantity.

Xinjiang has very rich sunshine and heat resources. The sunny, dry weather with low rainfall and significant temperature difference between day and night during summer is very suitable for growing various temperate fruits with good quality and yield.

The annual sunshine is about 2500-3000 hours in Tarim Basin lying in the southern part of XUAR. The yearly average temperature is 9.8-12.9°C. The effective cumulative temperature is 4000 °C and the non-frost is 180-220 days. It provides the best growing condition for apple, pear, apricot, pomegranate and many other fruit varieties. The local government is establishing a large fruits production base in the Tarim Basin, which will help to improve the cross-border fruits trade between Xinjiang and Pakistan.

2.1.2 Xinjiang has various typical fruits germplasm.

Xinjiang has long history of fruit trees planting. It accumulates a large varities of fruit germplasm and indigenous races. Many local cultivars, such as fragrant pear from Korla, apple from Aksu, Turpan grape, muskmelon and dates from Hami, pomegranate and walnut from Hotan, and fig from Artux, are all the famous fruit varieties which are well-known both within China and other parts of the world.

2.1.3 The capacity of fruit production is growing in Xinjiang.

Since 2000, the agricultural structure of Xinjiang has been under rapid transformation. The overall capacity of fruit production, such as the fruit varieties, planting area, yield and quality, has increased enormously.This gives enormous potential to export fruits to the surrounding Central Asian countries.

The statistics during 2000-2006 reveals an annual increase of 15% and 12% in planting area and total yield respectively in Xinjiang. The planting area was 502.8 thousand hectares, while the total yield was 3431.4 thousand tons during 2006. In the Kashgar Prefecture, cumulative fruits yield is 237.8 thousand ton and the planting area is 118.4 thousand hectares. This shows an increase of 289% and 216% respectively as compare to 2000.

During this period, the planting area and yield of apples, pears and grapes, which accounts for large percentage of cross-border trade between Xinjiang and Pakistan, increased enormously. (See Tables 2.2)

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Cross-border Fruits Trade between China & Northern Areas. 37

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Type of Fruits Total Yield Xinjiang Southern Xinjiang Kashgar Prefecture

Fruits in Total2000 1518732 667848 2378402006 3431435 1821266 750984

Annual increase rate 12.35 15.41 17.85

Apples2000 299673 85925 232772006 327886 128760 40269


Pears2000 194879 111528 228322006 435203 264796 29182


Grapes2000 683645 167546 267892006 1502035 352301 59233


Source: Xinjiang Statistics Yearbook 2001 and 2007

Table 2.2: Planting Area of Typical Fruits in Xinjiang during 2000—2005 Unit(hectare, %)

Type of Fruits Plant Area Xinjiang Southern Xinjiang Kashgar Prefecture

Fruits in Total2000 193075 101081 287482006 502788 347923 111838


Apples2000 34561 11103 26222006 31067 13522 3486

Annual increase rate ------ 2.86 4.15

Pears2000 33898 20657 18362006 69180 51277 2039


Grapes2000 59054 15407 21922006 103875 34590 4225


Source: Xinjiang Statistics Yearbook 2001 and 2007

Table 2.3: Total Yield of Typical Fruits in Xinjiang during 2000—2005 Unit(ton, %)

2.1.4 The fruit importing policies of Pakistan is not clear

The availability of many temperate fruits, such as apple, pear, grape and melons in the market of Northern Pakistan are highly dependent on import from plains of Pakistan or China. The custom duties on these items are very low as the region is not self-sufficient. The government is providing 24 hours service at the Sost Customs however the import quota is not fixed therefore it is not difficult to export fruits from Xinjiang to Pakistan through the Khunjerab Pass.

2.2. Analysis on the potential improvement of fruits exporting from Pakistan to Xinjiang

2.2.1 The fruits planted in Pakistan are complemented to those planted in Xinjiang.

The southern part of Pakistan is the so-called Oriental Fruit Basket It is famous for its tropical and sub-tropical varieties, such as banana, orange, mango, palm date, pineapple, and guava etc. Among them, orange and mango are two of the major important export fruits of Pakistan.

Pakistan is the fifth largest country in mango production and the third largest exporting country of mango in the world. The present planting area is 93 thousand hectares; with the total yield of about 925 thousand tons. The annual export is about 60 thousand tons valuing 24 million US Dollars.

The annual yield of oranges in Pakistan was calculated about 2500 thousand tons during 2005. The


fruit is rich in juice with sweet-sour taste. The fruit has recognition in international market as low price, high quality, with long shelf-time.

There is thus a significant compensation between fruits produced in the southern Pakistan with that of Xinjiang and other provinces in the northern part of China. This offers a good opportunity forXinjiang to improve its cross-border fruits trade with Pakistan through Khunjerab Pass.

2.2.2 The bilateral governmental treaties signed in recent years will greatly push the cross-border fruits trade between Xinjiang and Pakistan

A series of bilateral treaties have been signed between both countries including the Free Trade and the Early Harvest Agreement, in order to improve trades. Through these agreements both countries have shown willingness to reduce the duty on three kinds of agro-products to zero on the day before January 1st 2006, 2007 and 2008.

According to the duty regulation of Chinese Customs, 11 kinds of fruits from Pakistan are accorded in those agreements, including palm, pineapple, guava, mango, orange etc. The agreement took in effect during 2006. The Chinese government has permitted to import mangoes and oranges from Pakistan through the only land port in China, i.e. Khunjerab Pass and six other ports of ocean and air transportation locating in Dalian, Tianjin, Beijing, Shanghai, Qingdao and Nanjing. The duty of dry fruits, like dry fig, dry palm date and dry pineapple etc, imported into China from these ports reduced to zero since January 1st 2007. This has improved the cross-border fruits trade between the two countries and the fruits from Pakistan are now also available in the supermarkets and fruit wholesale market of Xinjiang.

3 : Conclusions

• The cross-border fruits trade between Xinjiang and Pakistan is in infant stage however the volume of annual export shows enormous increase during the past few years.

• The fruit varieties produced in Xinjiang are highly complemented with that produced in Pakistan. This offers potential to further push cross-border fruits trade.

• The Khunjerab Pass is the only land port in China that is allowed to import fruits from Pakistan. The pass will therefore play important role in the cross-border fruits trade between the two countries.

References

Xinjiang Statistics Yearbook 2001. Beijing: China Statistical Press, 2001

Xinjiang Statistics Yearbook 2007. Beijing: China Statistical Press, 2007

Free Trade Agreement between the Government of People’s Republic of China and Pakistan, 2006.

Early Harvest Agreement of Free Trade between the Government of People’s Republic of China and Pakistan, 2005.

Fan Weigong. Present Situation of Fruits Trade between Xinjiang and Pakistan, and thoughts on Improvement Exports Competition Capacity of Xinjiang. Economy of Xinjiang Agricultural Reclamation, 2006,5-.P44-46

Dai Jian is Professor and Director of Institute of Agricultural Economy & Information (IAEI) of XAAS

Lu Zhaohui is Associate Professor, Institute of Agricultural Economy & Information (IAEI) of XAAS


The Karakoram Highway – Road Construction and Subsequent Development Efforts

Hermann Kreutzmann

The construction of the Karakoram Highway and improved accessibility played a dominant role in changing livelihoods. For communication and rural development traffic infrastructure was in certain areas a pre-condition for investment and improvement. Out-migration for work and education, enhanced exchange relations of goods and services as well as cross-border communication with neighbouring China have opened up new business opportunities, supported economic transformation and led to accentuated social stratification (Kreutzmann 2006). In this brief contribution the impact of the Karakoram Highway is put into the perspective of overall linkages between down country Pakistan and its mountain regions.

The Karakoram Highway - symbol of qualitative change

Before 1935, the Gilgit Agency was supplied with goods via Burzil pass (4200m) from Srinagar. After the lease of Gilgit to British India the Babusar route was expanded and improved by military engineers and contractors for the caravans. Both routes were closed in winter due to heavy snowfall. The first link for “modern” traffic of Northern Pakistan with down country Pakistan was established from the railhead in Havelian (NWFP) via the Kaghan Valley in 1949. The selected route followed a colonial mule track for the support of the British administration and the garrisons in the Gilgit Agency. It was only after independence that the first jeep reached Gilgit - a cul-de-sac of its own - before the track was extended to wards Hunza in 1957. The jeepable road across Babusar Pass (4,173 m) remains open for three months in summer only and during the rest of the year air links were transporting valuable supplies at high cost. Air traffic between the Punjab and Gilgit was introduced as early as 1927.

After the inception of Pakistan’s first Village Aid Five-Year Plan in 1956 development efforts based on public funds reached the mountains and were made available in the Gilgit Agency. A participatory approach facilitated the construction of suspension bridges to span the Hunza River near Danyor and the Gilgit River at Sher Qila. Villagers provided three-quarters of the cost, all the unskilled labour and cut all the wood for bridge construction from communal forests (Clark 1960: 21). At this early stage of development the Central Government covered “75 per cent of all non-recurring expenditure and

50 per cent of recurring expenditure” (Clark 1960: 22), trying a holistic approach by introducing new wheat varieties, new ploughs, different fruit varieties, im proved livestock (pedigree bulls, merino rams etc.), silkworm production, and new weaving looms for local tweeds. Out of the annual Village Aid Programme’s budget of Rs. 300,000 (app. US $ 65,000 at that time) two thirds were spent on transport alone. Lacking accessibility inferred high costs for the allocation of goods from the lowlands at the places of need in the mountains. Consequently the remaining budget for development projects was substantially reduced. Not surprisingly the transport charges for one maund (1 maund equals 37.32 kg) of goods from Rawalpindi to Gilgit amounted to the multiple of its value.

In order to reduce trans portation costs of basic goods, the Indus Valley Road from Swat was proposed and the construction started in 1959. The Pak-China Border Treaty of 1963 and resulting bilateral and cooperative efforts led to what has been termed the Pak-China Friendship or Karakoram Highway (KKH). By 1975 the KKH was accessible to trucks and since 1978 regular traffic has plied between Rawalpindi and Gilgit.

In addition to trans-mountain exchange of goods

the KKH brings in subsidized food grains from down

country Pakistan into the region. It is the life-line for

the ever-growing food deficit of Northern Pakistan.

Cereals, fresh meat (imported as live animals for

slaughter in the bazaars) and cooking oil account

3


for more than three quarters of all imports from the

lowlands. The per capita-dependence on supplies

through this artery is highest for the Gilgit District

and significantly lower in Chitral and Baltistan

(cf. Kreutzmann 2004). Chitral is seasonally cut

off from external supplies until the tunnel under

the Lowari Pass might be completed. Baltistan has

been linked to the Karakoram Highway through an

asphalted road which now enables year-long traffic

communication and a rapid change of market prices

for basic commodities. The Baltistan road did not

exist as such in previous times when Baltistan was

oriented towards Srinagar. In 1963

Fig 3.1: Map of KKH

Karakoram Knowledge Highways (KKH) – Whistling with knowledge KKH – Road Construction and Subsequent Development Efforts 43

a first road link to Gilgit was established across the Deosai Plateau, two years later by the Indus valley. The road was extended and asphalted in the mid-1980s. In addition to its ubiquitous military im portance, huge quantities of food are brought into the region to supply army personnel, tourists, and growing numbers of local farming and trading households.

Prior to discussing the economic gains and losses from the KKH, socio-cultural changes should be mentioned. We have to acknowledge the fact that KKH is not just opening up a new world of communication and exchange, but that this artery amplified existing exchange relations which had a major impact on local societies and behavioural patterns as well. The availability of an improved traffic infrastructure coincides with imposed social change. Between 1972 and 1974 the then Pakistan Prime Minister Zulfikar Ali

Bhutto abolished the autonomy of local rulers. Mir Jamal Khan was the last Hunza tham who survived his demise only for two years. The close watch and control executed by the hereditary ruler lost its strength, more opportunities and personal liberties for local enterprising people came up.

With the apparent power vacuum new administrative structures took effect. Local bodies and integrated rural development projects replaced the infrastructural functions of previous rulers, village organizations and community self-help groups emerged. The KKH enabled more people to out-migrate from the remote mountain valleys in search of jobs and education. Both

endeavours became successful and changed the social structure significantly. Education and economic entrepreneurship mixed-up the previous social layers originating from the traditional elite structure. Former influential groups lost their traditional dominance since control over mobility and migration could not be executed any longer. The new elite has been grouped around economic success which is strongly linked to trade, tourism and professionalism. Consequently, today we are confronted with a hybrid system of old and new, of tradition and modernity, of inherited and acquired respect. The developments connected to the opening of the KKH have left their mark on all societies in the Northern Areas of Pakistan and posed a challenge to planning regional development by state authorities and government institutions. Incorporation of the formerly remote mountain valleys into the mainstream of Pakistan’s economy and society has been the task since.

Economic development in the aftermath of the KKH

As early as 1972 the Government Report of M. Abdullah advocates the regular supply of basic food items to northern Pakistan from the grain chambers of lowland Punjab. The proposed concept fa vours an exchange of a different range of cash crops from the mountain valleys with surplus staple foods from the plains, with transport subsidized from public funds. In Abdullah’s opinion self-sufficiency in grain production cannot be achieved in the mountain valleys. For example, the highly subsidized and competitive price for wheat flour (ata) cannot be met by local producers. Con sequently, the proportion of food produced locally is steadily decreasing. In some villages of the Hunza valley local production of ata nowadays is less than one third of the household’s annual con-sumption. Similar trends are observed in other regions of the Northern Areas. The dependency on down country supplies for other consumer goods is even higher. Consequently, for the first time in history there are now no periods of starvation and famine for such disasters have been prevented by subsidies and crisis mana-gement from the Federal Government and the World Food Programme.

Photo

3.1

: Expansi

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g o

f K

KH

2008


The observation of Robert Chambers (1983: 13) that research and development projects follow net works of roads has been supported by the extension of major development projects to this region in the aftermath of the KKH construction. The Government of Pakistan and non-governmental organ izations such as the Aga Khan Development Network (AKDN) with international funding have established a number of rural development and com munity services’ projects with substantial impact on the physical infra structure, local trading, and education

and health services. Their efforts also focus on the exten sion and improvement of existing agricultural resources. By applying economics of different scales of production they aim to increase productivity through the cultivation of valuable niche products, like seed potatoes, vegetable seeds, and special varieties of fruit. Ex change of goods between lowlands and highlands is the driving force behind this concept.

In periods of crises these development models based on long-distance trading relations for cereals and other staples are vulnerable. A potential scenario such as this must be kept in mind. A closure of the road due to natural or man-made hazards can effect dreadful results. In the case of the Karakoram Highway engineers’

corps are maintaining the road and most natural hazards – especially in spring and during the monsoon season - are managed in a way that the affected stretches are re-opened after a short while. Repair costs are high for providing a year-long open service line. It is a great achievement that such a road in extremely difficult terrain provides this high standard for transportation. Less control can be executed when highway robbers and/or politically motivated activists threaten the safety of travel along this only life-line and make use of its uniqueness for executing

pressure. These unstable conditions affect other spheres of global and inter-regional exchanges like tourism and trade as well.

The initial construction of the KKH as an artery between lowlands and the Karakoram has led to a secondary road network of link roads. In the Hunza Valley more than 95% of all households are connected with a jeepable or truckable road by now. In the side valleys such as the Gilgit, Ishkoman, Yasin, Astore Valleys and in Baltistan the same density is aimed at and approached. New suspension bridges were constructed by bilateral aid. The majority of link roads have been financed by public funds and regional development plans, some of them have come into existence as a productive physical

Karakoram Knowledge Highways (KKH) – Whistling with knowledge KKH – Road Construction and Subsequent Development Efforts 45

References

Abdullah, M. 1972: Report on Prospects of Agricultural Develop ment in Northern Areas (Gilgit and Baltistan). Islamabad

Chambers, R. 1983: Rural Development. Putting the Last First. London, Lagos, New York

Clark, L. P. 1960: Progress in the Gilgit Agency. In: Eastern World 14: 21-22

Kreutzmann, H. 2004: Accessibility for High Asia. Comparative perspectives on Northern Pakistan's traffic infrastructure and linkages with neighbours in the Hindukush-Karakoram-Himalaya. In: Journal of Mountain Science 1 (3): 193-210

Kreutzmann, H. (ed.) 2006: Karakoram in transition. Culture, development and ecology in the Hunza Valley. Oxford, New York, Karachi: Oxford University Press, 419 pp.

World Bank 2002: The next ascent. An evaluation of the Aga Khan Rural Support Program, Pakistan. Washington

Dr. Hermann Kreutzmann currently holds the Chair of Human Geography at the Center for Development Studies in the Institue of Geography, Freie Universität Berlin.

Prof. Dr.Kreutmann has nearly thirty years experience of fieldwork in South Asia and has carried out fieldwork and research in China, Pakistan, Afghanistan, Tajikistan and Nepal.

infrastructure programme of the Aga Khan Rural Support Programme (AKRSP). Especially in remote areas, with only a few scattered settlements, this development agency has taken the role of a planning institution for accessibility and market connection. Road construction has become the second most important activity of this rural development programme only to be surpassed by the construction of irrigation channels. The emphasis on the construction of tertiary roads by private sector development organizations such as AKRSP has continued until today while government maintains the KKH and Skardu Highway as well as constructs secondary roads (World Bank 2002: 29). The major arteries in the urban and semi-urban centres of Gilgit, Karimabad, Skardu and Chitral belong to that category. The changes in world politics have convinced the then President of Pakistan, Pervez Musharraf, to implement major projects in road

construction: asphalt roads connecting Ghizer and Chitral districts via Shandur pass (3700 m) and the route across Babusar pass (4100m) linking the KKH at Chilas with Kaghan and Hazara. The improvement of accessibility was a major driving force for the establishment of tourism in the Northern Areas of Pakistan as a local source of income generation (Fig. 3.2).

The future keeps major changes and surprises in stock as a result of the recent Pak-China agreement about widening and expansion KKH and converting the highway into a major artery for road and rail traffic and for transporting fossil fuels via pipeline from down country Pakistan into Xinjiang Province. This will have tremendous impact on the Northern Areas in general and change life in the Hunza Valley in particular.


Wheat and Flour Insecurity in Hunza, Northern Areas, Pakistan.

TIKA KHAN AND DR. MIR AHMED JAN

Abstract

This paper delineates the outcomes of the research carried out during April-September 2008, in different parts of Hunza, in response to the acute shortage of wheat/flour, over a period of several months, since October 2007. The study evaluates overall wheat/flour access and availability situation in the region. It also assesses the existing food security status and major confluent factors of insecurity and suggests redesigning development approaches to balance food security and development phenomenon in the region.

At present, 53,500 people inhabit Hunza valley, with a net wheat/flour demand of 11,800 metric tons annually. In 2008, the local wheat production was 516.3 metric tons with a net deficit of 11,283.8 metric ton. The valley holds a maximum 4.37% self reliance in wheat/flour that can feed the local people for 16 days. This situation indicates catastrophic wheat/flour insecurity (99%) in the densely populated and urbanized areas in the valley. Literature review divulges that the per annum wheat consumption in the region is higher (34%) than the rest of the country. The highly subsidized wheat/flour, supplied through civil supply organization, is sold in black at open prices. Government and civil supply authorities in the region are reluctant to share the actual quota figures with the public.

Over the years, the world has witnessed massive famine due to food scarcity. In the contemporary context several geographical regions like Pakistan have become catastrophically insecure and Hunza is not unique to it.The valley had a minimum of 74.2% self-sufficiency from indigenous production with the availability of 0.45 kg (average) wheat per day per capita, which drastically dropped down to 0.02kg in 2008 with only 2.8% self reliance level.

Shimshal is the only village in Hunza, where only 22.3% households have wheat shortage; the remaining 77.70% population meets their wheat and flour requirements indigenously. The remaining areas in the region are high insecure as much high as 100% (Aliabad/Hyderabad) and minimum of 96.17% (Gojal Bala-Sost). Self-reliance level in Chipursan is better as compared to other areas with an indigenous production of 13.79% of their total annual consumption.

The intervention of AKRSP, during 1980s, in agriculture sector improved average per kanal wheat production upto 92kg (2.3 Maund), which has declined to 74.5kg in 2008. Increased construction has reduced per capita land holding (0.04 hectares). The government agriculture interventions do not show any remarkable contribution in improving wheat quantity and quality in the area.

Introduction

Food security is defined as a situation “when all people, at all times, have physical and economic access to sufficient, safe, and nutritious food, and to meet their dietary needs and food preference for an active and healthy life.”(World Food Summit, Rome 1996) The definition underlines three main dimensions i) adequacy of food (effective supply), ii) ample access to food (i.e., the ability of the individual to acquire sufficient food or effective demand), and iii) reliability of both supply and access (equity of food distribution).(UN 1996)

4

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Wheat and Flour Insecurity in Hunza 47

The construction of KKH during 1970s improved the food security situation in Hunza. This coupled with the integrated rural development programmes of AKDN enabled the rural communities to develop human and institutional capacity for poverty reduction. The results and impact of the programme are matchless and are unique in nature. However, the goal of sustainable development is yet to realize having a resilient and a supportive ecosystem (IUCN 2003). Since October 2007, it has been difficult period in the region to access wheat/flour, similarly in the years ahead; food scarcity can be a potential source of conflicts and incidence of socio-economic and political instability. There is a close nexus among food insecurity, poverty and disease (WFP 1998).

The World Food Programme (WFP) assessment in 120 district in Pakistan revealed 74 (62%) districts as food deficient in terms of net availability and according to the Food Security Analysis ranking 2003 Northern Areas are net food insecure areas (WFP 1998). Similarly among the food insecurity zones in Pakistan prepared by the UN World Food Programme, the Northern Areas are among the most food insecure areas (Dawn 2003).

Wheat crop contributes 3.0 percent to GDP of the country whereas in case of Hunza it is 0.64 percent (Hyderabad LSO). As wheat cropland area declines in the region, dependency on the exterior sources has increased in recent years and it has reached to an alarming level, not only in the region but also across the country. In Punjab, which is considered the hub for wheat production in Pakistan, many poor parents put their children on bid for their livelihood (Daily Jhang 23 March 2008).

KKH is the only supply-line for Northern Areas and Hunza, not only to access wheat and flour but also to sell their cash crops in down market. KKH being passing through the most insecure mountainous settings is not fully reliable. Frequent natural calamities, man made tragedies and high rise transportation charges have deprived the rural communities across the region12 to access equitable distribution of wheat/flour. Enormous difference between quota and open market sale price has encouraged black marketing mafia to deprive the local people in accessing wheat/flour.

Material & Methods

Administratively, Hunza subdivision is divided into seven Union Councils, having diverse climatic and geographic conditions. Simple sampling technique with a purposively structured questionnaire was used to obtain data from ten farmers from each Union Council which makes the total sample size as 70. In addition to the interviews from farmers, the Presidents of the corresponding Ismaili Local Councils were also asked the same questions where needed. Data gathered was punched in a simple Micro Soft Excel based programme to generate results. Data presented in tabular, charts and graphic forms for convenience. Critical care has been given in dealing information to assure maximum accuracy in data entry and analysis.

Results & Discussion

The declining agricultural productivity, lack of investment in scientific farming and the absence of supportive mechanisms to small farmers have made it difficult to arrest the declining issue in agriculture and which can further worsen the food security situation in Pakistan (Northern part) (SARCC Journal 2002) During 1950s, communities in Hunza had a minimum of 74.2% self-sufficiency with the indigenous access of 0.45 kg (average) wheat per day per capita, which drastically dropped down to 0.02kg in 2008 leaving behind only 2.8% self reliance level. Per capita land holding is decreasing day by day, and presently stands at 0.124 hectares and 0.04 hectares in Northern Areas and Hunza respectively. In the coming years this declining trend will continue and food security will also decline in a direct proportion.


In 1996, the per capita wheat consumption in Pakistan was 145 kg as compare to 219 kg, in which is 34% high. To feed a population of around 53,500, Hunza needs an average of 11,809.2 metric tons of wheat (minimum 7757.5 MT @ 145 Kg Per Annum); however, its total indigenous wheat production is less than 516.3 metric tons, which makes only 4.37% of the total consumption. The major consumption sites of wheat are identified as Local inhabitants, hotels and the immigrants who require 97.57%, 2.11% and 0.32% respectively.

70.5% increase in wheat prices since 2000 (Economic Survey 2005-06) has made wheat/flour inaccessible to hundreds of poor families in the region. High prices (almost double) of wheat/flour in open market has encouraged wheat/flour mafia to sell the quota wheat/flour in open market

Government and civil supply authorities in the region are reluctant to share information about quota and its distribution mechanism, however each procession for wheat and flour has been satisfied with a negligible number of metric tons.

Shimshal is one of the few communities in the Northern Areas that produces enough food for its population. Such an adequate level of self-sufficiency has been crucial for survival, given its “remote” location (Moutain Voices;Oral testimones in Karakoram) However, recent calculations show that Shimshal has only 77.70% self-reliance. Shimshal and Chipursan offer a great opportunity of thousands acre of barren land to extend and expand agriculture vertically and horizontally but so far it has not been given due consideration in this regard.

Conclusions

Research results show that the overall wheat production is on decline. Several key factors are affecting food security situation and indigenous productivity in the region. Some of these forces/trends are decline in per capita land holding, decreased productivity, changing trend in subsistence agriculture to market oriented cropping, increasing transport charges, shrinking work force at farms, lack of subsidy on agricultural basic items etc. inequitable distribution of quota, active wheat/flour mafia, lack of rotational cropping and mono cultural practices have made cropping land less productive which is evident from the data shared in the paper.

Building on the previous and existing trends we can see an increasing food insecurity in the region over the years ahead and will become a strong political issue in the Local and regional

House Hold

Fig 4.1: Wheat Consumption Sites-2008

Cons

umpt

ion

MT

Consumption Sites

Fig 4.2 : Wheat Per Capita Consumption Ratio-2008

150

50

Kilo

Gra

ms

Consumption Sites

% increase consumptionHunzaPakistan

150

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Wheat and Flour Insecurity in Hunza 49

politics. However, farmer psyche in the region will take a shift in practices and will start to grow wheat in the next years. This slight shift will decrease food insecurity in some parts of the region but the growing human influx into the valley will increase and therefore food insecurity situation will continue to grow.

Recommendations

The facts analyzed during this research present the need to incentivize the agricultural sector by motivating farmers to grow more wheat in order to increase food security and to avoid any potential famine in future. Following are some specific recommendations in this regard;

1.The Local community in general and farmers in particular need to be educated and made aware of the situation and future set backs or potential threat of food crisis.

2.Government Line departments and NGOs must introduce high yielding wheat varieties in the region to increase per unit return.

3.Modernization of agricultural practices and introduction of agriculture technology is an important area to maximize productivity.

4.To cope with the declining per capita land holding lateral extension is critical besides vertical expansion.

5.Vast barren lands in Shimshal and Chipursan valleys must be given due concentration to bring under cultivation to grow wheat on scientific lines making Shimshal a ‘regional food hub’.

6.The wheat storage and distribution mechanism of Government of Pakistan is less efficient which results in black marketing or smuggling to other parts. This requires immediate attention to ensure proper distribution and storage in the region.

7.Some new but innovative approaches in food style (diversification) are required to reduce wheat consumption through introducing new dishes and trends.

References

Afzal, R.M. Daily Jhang Rawalpindi September 10, 2008.

Bhathi, R.J.A. Daily Jhang Rawalpindi Saturday 23, August and September 10, 2008

Daily Jhang March 23, 2008

Dawn, July 21, 2003 Food security in N. Areas demanded

Economic Survey of Pakistan, Ministry of Finance (Report: 2005-2006)

http://cmsdata.iucn.org/downloads/asses_naps.pdf

http://www.fews.net/docs/Publications/1001460.pdf.

http://www.shrdc-isb.org.pk/SAARC-Journal/SAARC-JHRD-V3.N1/9.%20Dr%20Javed-Pakistan.pdf

http://www.un.org.pk/unic/pdf/finaldoc.pdf.

Khan, A. N. One World South Asia 22 October 2003http://www.oneworld.net/article/view/71058/1/ Pakistan’s Neglected Northern Areas Now on Development Map

Madal, S.M. Daily Jhang Rawalpindi September 10, 2008


Mazhar Abbas et al. 2006: Dissemination of wheat production technologies and interface of out reach efforts with farmers

Shah, S.S.A. Daily Jhang Rawalpindi September 10, 2008

Weekly bang-e-Sahar Karachi Saturday 31st August 2008

World Food Programme (WFP) Pakistan: Food Security Analysis (FSA) 1998: Food Insecurity in Rural Pakistan 2003.htm

www.apmn.org APMN publications_ Vol_ 5_No_ 1.htm

www.shimshalpakistan.com /Mountain Voices oral testimonies from the Karakorum mountains, Pakistan Local themes agriculture.htm

The Principal researcher and Author of this paper is working as lecturer in Biological Sciences at Federal Government Degree College for Boys Aliabad, Hunza.

Co-author of this paper is Head Chemistry department and principal Federal Government Degree College Aliabad, Hunza. He holds a PhD in Chemistry.

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“Education is a Strong Vehicle to Bring Peace”: An Interview of Safida Ayub with Georgina Chetwynd *

‘I believe if we want to bring peace, education is a strong vehicle and a tremendous tool to initiate this. Why? Because it increases knowledge, develops skills and moral values. If we get this richness inside, this shouldn’t lead to violent behaviour because it brings an internal peace, and the internal peace leads to external peace in the society. So let us grow more seeds for education, wherever we can’. Many people have a vision how to bring peace, but how many of us would follow this vision to Afghanistan? The interview that follows is with a lady who worked in Afghanistan for a year. It is almost exactly what she wrote:

Can you say a little about your background?

5

My name is Safida Begum. I come from the Northern Areas of Pakistan – Gulmit, Gojal in Hunza. I studied till grade 10 and moved to Karachi for further studies. After BA (bachelor in science) in 1987, I joined my school as a head mistress / head teacher (HT). I was the first HT within the Aga Khan Education (AKES) system among more than 50 male HTs. It was an interesting experience, where some of the colleagues were very good to me and were supportive while others tried to ignore me, as I was not considered important. However, the management was supportive so that was a huge encouragement for me to struggle for myself and for others’ future. I kept on working but I did not enjoy it because I did not have proper management, academic and social skills and experience when dealing with students, parents and communities. I used to try to get ideas and support from men because many of them were educated and were working in different organisations. However, everyone was not so keen for women’s participation, so people among them used to disappoint me but I appreciate those who were so much supportive to me. Luckily, Jonathan Mitchell as general manager joined AKES in 1990s, and initiated an improvement plan for local capacity development though the English Language Training Programs and then sent a group of potential candidates to the British Council Lahore for further training. The

trainers John Trood and Mrs Trood from UK, played a key role throughout the process and further identified three (02 men and myself as a woman) as Master Trainers (MTs) to work with VSOs. When we returned back from Lahore, 6 VSOs (Volunteer Oversees Services) from UK also joined AKES as trainers. So we three local MTs worked with them to bridge between the foreigners and the locals to enhance the capacity of local teachers and develop our own language and methodological skills though the Language Enhancement and Achievement Program (LEAP). However, then I got a scholarship for an M.Ed program at the Aga Khan University – Institute for Educational Development (AKU-IED), Karachi. The medium of instruction at this institute was English as it is affiliated with the University of OISE Toronto, Canada and Harvard University. Yet, it was a smooth transition for me to cope with the program because of the language development. This program changed my whole perspective, thinking and reflective skills. I understood myself and my professional needs, and professional needs of the local teachers, HTs, and the whole education system. Moreover, it broadened my perspective and I looked at education as a holistic approach, rather than teaching subjects and passing examination through rote learning.

We as a group of AKU-IED graduates returned back to our area and served at the Aga Khan

* This interview has been published with prior permission from Georgina Chetwynd, who interviewed Safida Ayub during her affiliation with Mountain Institute for Educational Development (MIED) through VSO’s Youth for Development Programme.

“Education is a Strong Vehicle to Bring Peace” 53

University - Professional Development Center North (AKU- PDCN). So I served for 8 years, which provided me the opportunity to share my learning with different stakeholders e.g. teachers, HTs, Education Officers / supervisors from AKES, Government and Private sectors through different programs such as Whole School Improvement Program (WSIP), Educational Leadership and Management Program, Mentoring and other needs based programs. The head of the AKU-PDCN’s practical support and mentoring boosted us up to a different level. Similarly, the academic, physical, moral and emotional support from AKU-IED enabled us to cope with the local needs and gender issues. I enjoyed my work and became a change agent for the area, where I helped to make differences in lives, and the above mentioned people made differences in my life. So I gradually developed more confidence, motivation and curiosity for learning and sharing. Therefore, I got international exposures such as International Research Scholar at the University of Kansas USA and recently, went through a three weeks successful training on ‘Peace Building’ from American University Washington D.C.

In a similar way, many of my colleagues from Northern Areas (NAs) went through the LEAP program to enhance their English language skills and opted for M.Ed program at AKU-IED, successfully completed and now serving at leadership roles. Moreover, few of them completed / completing their Ph.D degrees.

The purpose of explaining all this is to demonstrate how change can be initiated and sustained through capacity development of local people. Moreover, I would like to acknowledge the contribution of the people in their leadership roles in our area, their strategic thinking, positive direction and vision and contextualised actions generated stimulation for learning. Thus, leadership makes a big difference, particularly, if the leaders have good professional understanding and professional approach to change.

What were your motivations in going to Afghanistan?

It was a stimulation and motivation to serve

the poor communities and sow some seeds of motivation to lead to education.

Where were you based?

I was working in Badakhshan province and was based in Sheghnan, a place that remains closed for 9 months that shrinks life pattern but the border crossing points from Tajikistan side, enables to bring a momentum in life to survive within the traditional system.

Can you briefly explain what you were doing?

I was working as a Professional Development Advisor (PDA) for Badakhshan (BDK). We were three PDAs based in three provinces (Bamyan, Baghlan and Badakhshan). We concentrated on local capacity development. We were working in 62 government schools (that increased to 82 in 2008) in BDK, partnership schools with communities, district education, provincial and ministry of education and the Teacher Training Colleges (TTCs) for in service teachers. We had 62 teacher trainers in all three provinces, where we were training them and they were giving


training in schools and communities. The Local Training Head closely worked with the PDAs for the Leadership and Management Training in five districts of BDK to train the school HTs.

It is a huge province with lack of infrastructure and facilities so the pace of change can be very slow. But my experience with working with these stakeholders was a significant part of a positive change of their thinking. I got a lot of appreciation from the trainees for developing their capacity.

At the end of every training, the participants demanded more support and professional help. This indicates that people do want to improve their education and their environment but they need skilful people to understand their particular needs and deal according to their level of understanding. I think it is important because they seemed to be taking change as a change of religion and culture because they are innocent people and they are misguided for various interests and conflicts. Therefore, they need mentoring in a positive direction to support them to enhance their knowledge, increase their skills and improve their attitudes for a positive change in their communities and societies.

However, my experience also showed that the local leaders need to access the training centers so they could establish that nothing is against their religion or culture. Once they are satisfied with the trainers’ approach, they (local leaders) become the change agents within the communities because it enables them to link with their cultural values and talk positively about the initiatives.

How did you find being a single woman in Afghanistan, and particularly being a woman in a senior position?

Initially, it was quite difficult because the people and the staff would treat me as a woman, with whom they could never disagree or speak with, and they would keep me isolated. But I was a professional woman so I had to talk, agree or disagree in a friendly manner. When I talked some would listen to see what I say and whether it makes sense for them or not, while others would always just disagree for the sake of disagreement because I was a woman. It was quite disappointing situation but gradually, I understood the culture, the tradition and the people, who are positive and negative. So gradually I developed relationships with people around me, who were everything for me in that isolated place. I talked, shared jokes, listen to their stories and experiences and shared my experiences so that helped me to cool down and focus on my tasks. However, the Regional Education Officer (promoted to training head) became my mentor, brother, friend, colleague, and learner. I learned many things from him and he learned from me. We were good sister and brother. I realised a local person’s support enables you to feel at home but you need to develop that trust relationship within the person and within the community through your honesty and hard work. They are needy people and you are taken as a leader so you need to prove your ability to help them and satisfy them with your work. If you are able to do that then, they become your protectors and well wishers. Did you feel afraid at any point?

I was afraid at the beginning because I had a different image of Afghanistan. I was scared of going to the traditional toilets as it was outside of the guest house but gradually, I realised that it was a peaceful area so I was not scared but I made arrangement to stay as a paying

Karakoram Knowledge Highways (KKH) – Whistling with knowledge “Education is a Strong Vehicle to Bring Peace” 55

guest with a family so felt more protected. Once I travelled alone with the local people in a local transport from Sheghnan to Faizabad. Though I was scared inside but showed a lot of confidence. However, the people were so good to me that I cannot express the feeling. I remember, once the older person gave me his ‘shall’ when he felt that I was cold. He also set in front of the seat to protect me. Similarly, when we were crossing the pastures in the mountainous region at Shiva, the local people stopped our van, requesting to take one of the injured people (who fought and got injured) to Faizabad but these people refused saying that they have a woman guest so they cannot take him.

Have you got any encouraging stories about the role of women in Afghanistan life?

Women are protected very well according to the culture and traditions. The local men in leadership positions, who were liberal, were trying to encourage women to participate at the Mothers Literacy Centers and educate their children. They were giving my example that she has left her children at home and have come to serve us to you should take it as an excellent opportunity and benefit from her experiences. One of the Commanders in a district motivated the HTs in the leadership training to allow their women to attend the Mothers Literacy Centers and the conference on Primary Education. He also suggested that they should play a key role in enhancing girls education by motivating and educating their communities.

How does the education system in Afghanistan compare to Pakistan? Are they facing similar problems?

It is difficult to compare two countries. Pakistan has come a long way and has developed mechanism and infrastructure for students to get education from Nursery to higher education so students have choices for their careers. However, Afghanistan remaining under war for 30 years, has lost everything. So there are gaps at every stage of human life from intellectual capital to social, emotional and moral so it will take time to establish an infrastructure and a support mechanism for students. But the international organisations have

been playing a key role to fill some of the gaps in supporting the Government of Afghanistan. It was wonderful to notice a comprehensive National Curriculum for schools and the Teacher Training Colleges (TTCs) was developed by international consultants according to the current needs of the global village. It is a huge contribution for the country if it is implemented in the same way. I think that Pakistan does not have that kind of comprehensive national curriculum.

Do you feel optimistic about Afghanistan’s future or not?

I am optimistic about the change could happen in Afghanistan but it will take a lot of time because people of Afghanistan are very much scattered from each other socially and emotionally. They are lacking connectivity and harmony among themselves. So instead of thinking about their country, they go for ethnicity that creates conflict among them that hinders their progress.

Is there anything else you would like to tell people in the UK about your experiences in Afghanistan?

First of all I would like to thank people from UK and USA, who made differences in my life, my people and my area. Then I would like to request people to think broadly and act locally. It means, whoever, goes to these kinds of conflict zones, it is essential to understand the culture, the tradition and work with communities to give them ownership. Facilitate them to enhance their capacity and work with them as a critical friend. It helps to be part of the culture and the critical view helps to understand the needs and work skilfully to satisfy the communities as clients. Once it is done, there is no way that those innocent people will forget you. It means you are in their hearts and minds all the time to follow your partway. So if someone gets that, for me, that is a great achievement and satisfaction in life.


6Hunza Development Forum (HDF): A Multi-stakeholder consultative Forum to direct and steer Development in Hunza

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

“In an era of rising expectations and unmet needs in the developing world, the civil society sector plays an essential role in the provision of social services, the protection of the marginalized, the delivery of development programmes and the promotion of good governance. Its work is especially critical where governments are weak or non-performing, as in situations of failed democracies or post-conflict reconciliation and reconstruction. For over 30 years, the Aga Khan Foundation (AKF) has led the civil society strengthening initiatives of the Aga Khan Development Network (AKDN) across all thematic areas (health, education and rural development) and regions in which it works. To broaden the impact of these activities, the civil society programme has now been formally extended to encompass all the AKDN agencies. The scope of the programme has also been widened in order to increase the positive impact of a wide array of organisations that have a presence in public life, including faith-based and charitable organisations, non-governmental organisations (NGOs), labour unions, professional associations and foundations, village and women’s groups, neighbourhood self-help groups, social movements, business associations, microcredit organisations, coalitions and advocacy groups.” (AKDN Brochure 2008)

With this background, it was felt that as a futuristic course, Hunza needs a fresh approach in order to work towards a balanced and healthy society. Accordingly, AKRSP in collaboration with KADO hosted the first multi-stakeholder forum in Hunza, during 23-24 August 2004. The purpose was to initiate a public deliberation on 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.

Concept and Working Methodology

The diversity and divergence of views on development requires a broad-based platform of key stakeholders in the society. Designed as a flexible and neutral platform for all stakeholders, HDF provides an opportunity to representatives from Government and broad spectrum of civil society organizations, including AKDN agencies, voluntary community institutions, public sector agencies, business associations, Political parties, and Religious leaderships etc. to discuss and plan future development. In its scheduled meetings, the Forum encourages open discussion on issues and opportunities leading to a shared commitment of the stakeholders towards common ideas, goals and strategies. The forum also seeks feed-back from all concerned “Hunzukutz” living around the globe, through internet, in order to integrate their views in developing a common development vision for the valley. It fully recognizes that people and local institutions are the ultimate drivers of the development process in Hunza.

It also aims at evolve a society which believes in moving forward on the principles of meritocracy. For

this, it is essential to have a working democracy and good governance and pluralism, which means

people of diverse backgrounds and interests, organizations of varying types and goals coming together

for different forms of creative expression, which are valuable and deserving of support by government

and society as a whole.

Main Terms of References for HDF

HDF mainly performs as an umbrella platform to discuss development issues and propose collective strategies for future course of action. Specifically, HDF has the below terms of references:


1. Organize Grand HDF, once in a year. 2. Facilitate to form thematic forums (business, youth, women, peace). 3. Form working committees for specific tasks. 4. Promote collaboration and interaction between Government, civil society and private sector. 5. Share and discuss issues and best practices 6. Provide professional and organizational support for different forums 7. Mobilize resources for Grand Forums 8. Follow up on decisions of grand Development Forum. 9. Prioritize development sector and prepare action plans

Long Term Goals

A set of long term Collective Targets have been proposed for which it is expected that everyone sharing this vision will endeavour to work with his heart and soul under the working committees for each sector. These in the order of priority are listed as under:

1.Energy (Hydropower and Water Management).

2.Human Resources Development: alternative energy, earth sciences, skills in ICT & English etc through a proposed “Hunza Human Capacity Development Centre (HHCDC), Gems Stone Cutting and Polishing Centres, Stone Engraving Centres, scientific mining techniques etc).”, Chinese language and specialists in social sciences.

3.Creation of Endowment to support human resource development in the above sectors. This is visualised to be achieved through donations, from profit making endeavours and also through diversion of annual development budget allocated by the government through the elected representatives.

4.Advocacy with national & international setups: supporting development targets, institutional development, harmonization of traditional laws with statutory laws of the country/NA’s with NALA and Ministry of Kashmir Affairs, tourism advancement, appropriate construction with local populations in collaboration with concerned agencies, Invigorating the attractive regional traditions reflecting the ethos of “Suchi” & preservation of language, Upholding meritocracy, transparency & freedom of information, declaration of “Weapon-Free” status for Hunza

5.Facilitation of adventure sports & adoption of some of this as regional specialty.

6.Facilitation to develop and strengthen Association for Minerals Exploration/ Extraction, Business Association Development and exhibitions for culture and home industry.

HDF does not claim to be a service delivery entity rather it is a consultative forum and wishes to endeavour and coordinate collective efforts towards happy, healthy and prosperous society. With this approach the forum invites all concerned and talented “Hunzukutz” to join the committees, take the leading roles, help further articulating strategies and catalyst the activities to materialize results. For further details visit : http://www.kadohunza.org/hdf

Brig (Retd) Hisamullah Beg SI (M) is presently the President of HDF Task Force .

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Hunza Development Forum (HDF) 59

7Ennobling the Voiceless- KADO in Retrospect

SULTAN AHMED

Hunza is famously known as the Shangri-la of John Hilton’s famous novel- The lost Horizon. The stunning natural beauty has always fascinated people from outer world whereas the socio-economic issues like immense poverty and illiteracy remained under cover, for centuries. The establishment of Diamond Jubilee Schools during 1946 brought a new ray of hope for the strenuous and industrious people living in these valleys. For centuries the valley remained under the rule of local Mirs, which finally came to an end in 1974. This led the introduction of a new political and administrative setup in the valley. The journey initially remained painful because of its temporary nature and haphazard shift form one system to another. Resultantly, the pace of development remained lethargic and slow. With the rise of awareness amongst communities by dint of education and development initiatives, taken by some international organizations especially the Aga Khan Development Network (AKDN), the civil society has made greater strides to find ways forward for development and self reliance. One such example is the Karakoram Area development Organization (KADO).

The story of KADO is quite unique and interesting. The indigenous conception and nurturing of this organization makes it a distinct one. The journey of KADO began in 1995-6, when some likeminded individuals felt the need to preserve and promote traditional handicraft, leading to the establishment of Karakoram Handicraft Promotion Society (KHPS). Meanwhile, a team from Aga Khan Cultural Services Pakistan (AKCSP) also conducted a study on traditional skills in the area. It was a coincidence that both AKCSP and KHPS submitted separate proposals to the Swiss Agency for Development Cooperation (SDC) in Islamabad. Keeping in view the same geographic location, SDC invited both institutions at one table and finally Karakoram Handicraft Development Programme (KHDP) was initiated as a pilot project in 1997. Over a period of one year, this project was successfully implemented by KHPS with the institutional backstopping from AKCSP. The focus of this project was preservation of handicraft through women artisans. Part of this project, a unique component was initiated for people with special needs i.e. Sharma Rehabilitation Center (SRC) for men. At this center, more than 50 special persons were trained in production of traditional rugs called Sharma/Palos. The extension of KHDP was approved in early 1998 and by that time KHPS was mature enough to take shape of an organization with broader mandate. Towards the end of 1998, the founders of KHPS mutually agreed to register the organization under Companies Ordinance 1984 as Karakoram Area Development

Organization (KADO). This was a turning point in the history of development of Hunza valley in particular and the Northern Areas in general. In 1997, the board and management of KADO felt the need to address the increasing degradation of environment in the valley, because of random dumping of waste materials. The creation of Hunza Environmental Committee (HEC) was a step towards keeping Hunza clean. Installation of bins at various places and proper dumping of waste material brought a new revolution in Hunza. Each year, KADO celebrated World Environment Day in collaboration with other partners. These campaigns remained instrumental in creating awareness about environment in the region.

During 2000, AKCSP transferred the complete responsibility of KHDP to KADO. This was possible, because of the trust gained by KADO, while working with SDC and AKCSP during a very short period of time. This exciting but challenging opportunity brought a new array of developments for KADO. Efforts were made to increase the capacity of KADO as a well governed and organized entity. The dedication and enthusiasm of volunteers with diverse backgrounds, gave KADO mileage beyond the norm. KADO organized seminars and conferences on various emerging issues ranging from social development trends to gender, revival of arts/culture and ICT. These activities helped KADO in strengthening its vision for development in the region. Having gained a lot of experience in handicrafts, KADO also partnered with like minded organizations in areas


like Nagar, Ghizer and Baltistan to impart training to women artisans.

KADO also endeavored for the documentation

and promotion of indigenous arts under Hunza Arts and Cultural Forum (HACF). This component provided training to a number of youth in wooden instruments and utensils making, under the supervision of veteran artisans. Training on trio-band music to local youth groups was another milestone of this component. The Rehabilitation Center for Women with special needs (WRC) was yet another step, which earned great respect and name for KADO. As a dynamic organization, KADO realized the growing demands in the field of Information and Communication Technology (ICT). This component was a timely call to promote IT education and ultimately introduction of internet facility in the valley. Today both Hunza and Nagar are benefiting from this facility. By dint of its belief on merit and quality, KADO earned greater respect amongst communities, civil society organizations, government and donor communities. With the passage of time,

KADO also expanded its work to other places of Northern Areas and a number of local institutions benefited from its expertise and experiences.

KADO works with a philosophy of evolving an egalitarian society with a great focus on the neglected and disadvantages segments of the society. Historically, women and people with special needs remained the most neglected. The interventions of KADO have helped to give them a platform and voice for expressing their hidden skills and talents. With a vision to develop a healthy society, KADO has emerged as a hub, for developing vision that realizes the values of justice, peace, equality and freedom of expression. The projects initiated by KADO are not the end but the means to demonstrate the realization of thinking into action. With a highly dedicated team of volunteers and dynamic young professionals, KADO has a long way to go further with lots of aspirations. Let us hope that KADO works day in and day out to remain the flagship of innovation and practical solutions to the emerging issues of civil society in the years ahead.

The Writer is working as Comminication Officer with FOCUS Humanitarian Pakistan. He has about Four years of work experience with KADO.

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Karakoram Knowledge Highways (KKH) – Whistling with knowledge Ennobling the Voiceless- KADO in Retorspect 61

Let’s do a thought experiment. Imagine that, Hunza was a small nation-state. We could ask a legitimate question, as to where it would have stood vis-à-vis the state of our economic and political development. If we were to use Walt Rostov’s famous six-point manifesto of economic development, where our area would have stood? Following Rostov’s model we could ask: Is it a traditional society? Are there any preconditions for takeoff? Or have we actually taken off and entered into the mythical world of luxury, prosperity and high-consumption. Indeed nothing of this stuff. Hunza may neither be categorized traditional nor modern. But we can safely say that the economic situation is part feudal, part traditional and part modern, yet a situation exists, that needs a characterization of its own. We have to examine the ground realities so to set a discourse that would help us embark on a process of sustainable economic development. In this essay we will try and map the social, economic and cultural conditions of Hunza in that context.

To begin with, over the last two decades, we have already developed the trappings of a market-based economy with all its necessary ingredients. All sorts of private businesses, small and medium-sized companies, import and export houses and private schools exist side by side with few public sector organizations. Subsistence agriculture has almost vanished and such agricultural products as potatoes, apricots, apples and other fruits are readily sold in the market. What are the forces that have brought us to this frontier? Surely excessive interest of NGOs along with expansion of infrastructure projects such as KKH may be considered as key agents of change.

Today, NGOs have a smooth presence throughout the length and breadth of Northern Areas. Ideas, methods and approaches adopted by these organizations, in helping the people of Northern Areas, to eliminate poverty from amongst themselves and sparkle flames of enlightenment, are deeply influencing the minds of the people. Of course, there have been remarkable stories of success. For example there are individuals from Hunza who have successfully got education from top western universities such as Harvard, Oxford, the LSE and many others. Hence, many NGOs boast of their contribution in the development, and transformation of the Northern Areas. They claim that grinding poverty has been substantially reduced and its affects considerably mitigated. They may not be wrong in claiming a share in the credit for doing so in a region that is largely harsh, cold, mountainous, and poor in natural resources and lacks technical expertise for the solution of persistent problems.

But, a contrasting picture is that, excessive intervention of development NGOs in the past has only resulted in skewed economic growth, creating social segments and new economic classes who are educated, have money and opportunity’ at the cost of exclusion of others- i.e. poor uneducated and unskilled people. In the final analysis people associated with NGOs in conjunction with government bureaucracy have developed a neo-aristocratic society that has created a dangerous wedge between the haves and the have-nots, between educated elites and mildly-educated youth bulge without adequate employment opportunities, between opportunist entrepreneurs and farmers. The challenge now is to initiative a new process of change that would mitigate the conflict of classes and stops the slow erosion of our social fabric. We need to promote the ideal of social equity, and justice once a hallmark of our traditional society. How can we achieve this goal, remains the critical challenge in front of our thought leaders, policy-makers, politicians and just anybody who is willing to reclaim our cultural heritage. We will have to recover our culturally grounded and time-tested patterns of co-operative behavior that had made possible for our forefathers to carve out mountains to build water-channels, tilled the fields to create not only amazing beauty but it sustained our civilization for a long time.

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

ALI AL-HAKIM


Institutions, formal and informal, contribute in building a healthy civil society and helps sustain processes of economic growth. We have so far relied heavily on the policy-decisions taken by international development organizations and other NGOs to steer the process of change. We have still not found strong institutions that would govern our lives and regulate our development. Hence, the process of development so far is haphazard, uncontrolled at best and directionless at worst. Is the moment ripe to start a scathing assault on the worn out notion of development through such self-help strategies as the formation of VO/WOs, LSOs and so on? Is the time ready to think about locally-evolved and indigenously crafted policies? Is it time to strengthen state-society relationship and build strong government? Is it time to shake off the begging bowl of development aid, as the

Source

: AK

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Photo 8.1: NGOs played vital role in Social Moblisationpolitically-motivated aid to thrid World countries in general and specifically to Pakistan shows the futility of ‘aid-dependency’? If we take bold steps to turn down external help, what else remains for us to do?

There is much that can be done. In modern societies higher education and skill-based trainings has become an inevitable prerequisite for economic growth and development. The service sector has emerged as a new niche market for many countries that have successfully planned in tapping their workforce. England today is as much economically benefitting from financial, educational and other service sectors as it had done so in the past form its extraordinary capacity for industrialization. Once imperial Britain imported all kinds of raw materials from around the world, and processed them in its industries spread around Manchester, Liverpool and Scotland and then exported its finished products. Today it invites skilled professionals from all corners of the globe, trains them and uses them in creating wealth through offering services. What I am suggesting here is that given our geographical conditions and lack of opportunities for exploiting natural resource base, we have few options but to look for opportunities where we can consolidate our service sector. Since we live in hostile geographic and climatic conditions, it becomes doubly important to think along the lines of tapping our human resources. Though we may not compete with the UK but why not learn from it. Surely, we can as the great future lies in our human resources.

It is time to build local institutions, strengthen our ties with the government, and foster an environment of creativity through promoting traditional patterns of co-operative behavior. It is also the occasion to foster a creative environment by tapping the innovative proclivities of our people through patronizing art, dance, music, cuisines, and other expressions of our culture.

Ali-Alhakim is the pen name of Sultan Abbas. He is a graduating from London School of Economics.

Karakoram Knowledge Highways (KKH) – Whistling with knowledge GOs and State-Society Relations in the Development of Hunza 63

9Spread over more than 28,000 square miles, Gilgit–Baltistan sits aloft a very important geographic location between four of the greatest mountain ranges and in the proximity of four nuclear powers, China, Russian Federation, Pakistan and India.

Life for the one and a half million people of the region, however, is not a rosy path. Plagued by poverty and a 62 years long period of political disempowerment, the people of Gilgit–Baltistan (GB) have been victims of systematic neglect and oppression. The United Nations Food Programme mapped Gilgit-Baltistan among one of the most food insecure zones of Pakistan1.

However, over the years economic opportunities have expanded considerably due to arrival of NGOs and increase in trade and tourism and the opening of the KKH. Thousands of families are, now, dependent on two of the most vulnerable industries, trade and tourism. The possibilities of business initiatives in Gilgit-Baltistan and their impact on the overall human development in the region are to be studied in this background.

The general business scenario in GB gives a mixed outlook. On the one hand, the small population size, low national earning average, geographic obstructions, political uncertainty and uncertain law and order situation, in the face of rising sectarian militancy, are some of the factors that might strike Gilgit – Baltistan off the investor’s priority list. While, on the other hand, rich natural beauty, unexplored minerals industry, under served consumer base and growing personal earnings of a select group (or the emergence of a regional consumerist class) also provide opportunities for investment in commercial enterprises.

In fact, some leading consumer goods companies have already established sales and distribution infrastructure in the region and several communication companies have extended their networks to the region. Financial institutions, such as banks and cooperative societies, are present and growing. Currently NBP, HBL, Soneri Bank, Bank Alfallah and Karakuram Cooperative

Disempowerment holding back Entrepreneurism in Gilgit-Baltistan

Noor Muhammad

Bank are providing services in the region. The First Microfinance Bank has also established a chain of branches in GB.

Although local entrepreneurs have developed businesses for the consumer base but none can refuse the opportunity cost that we have incurred due to lack of huge investors; local or non - local. The desirability of attracting investors to the region has to be weighed against the social, environmental and economic implications of such “foreign investments”. Already there is an influx of commercial enterprises in the region, in one or the other guise!!

Since the locals are not ready yet for any big time entrepreneurism, the region offers an opportunity for encouraging small and medium enterprises amongst the educated youth, at least. It, definitely, needs institutional framework and opportunities but it also needs the development of an entrepreneurial spirit. It will have to start somewhere in our educational institutions. As innovation is the most prominent factor that makes good entrepreneurs. We will have to encourage creativity and out of the box thinking among the youth. Most of the existing entrepreneurs in GB are retailers, offering Fast Moving Consumer Goods (FMCG) to their customers or running hotels, here and there, small and large. A degree of specialization can be seen in the local retailing market with shops offering specific goods and, to some extent, services to a growing customer base. However, retailing is not organized and based on modern principles.

Although summer and spring tourism has boomed in some parts of the region because of historical exposure and some efforts by tour operators, the government and certain NGOs, a large area still remains unknown to tourism. Tourism initiatives related to winter sports and other seasonal events offer unparalleled opportunities for new entrants. Similarly, adventure sports in summer, like canoeing, rowing, boating and swimming, remain unattended. Organized sports related to mountains offer ample opportunities for adventurist entrepreneurs.

Disempowerment holding back entrepreneurism in Gilgit-Baltistan 65

Another promising field is the exploration and trade of mineral resources and precious stones. Out of the twenty five2 identified semi precious and precious stones, only seven (7) are being mined and exported. Rubies, Aquamarine, Tourmaline, Topaz and Pargasite are some of the precious stones that are found in the northern areas and are being mined. The reservoirs of Ruby have been estimated at 1.5 million carats, mostly found in Hunza. The reservoirs of Topaz, Garnet and others are yet to be explored. Recently Gems Cutting and Polishing Centers have been established in the region by government of Pakistan, increasing opportunities of overall growth.

Packaged foods or products related to agricultural items offer a wide field for investment. Only a few ventures are working on commercial scale production of fruit based products i.e. Jams, Jelly & dried fruits. The fruits of Northern Areas have a lot to offer to the world.

The prospects offered by expansion of trade routes cannot be over -emphasized. Linking the KKH to a network of trade routes, hence bringing the Central Asian States in the trade net, would help economic growth of the region. Projects in transport and power in collaboration with China have opened opportunities for the future.

But to imagine that the region can make progress in any of the above mentioned areas of economic activity in the absence of political empowerment of the people would be sheer folly. The very

low per capita income is not only a result of lack of resources but an outcome of inadequate comprehension of region’s issues. The educated, local, people know their region from the inside out and only they can lead their economy, culture and other expressions of life in the best way. Political disempowerment and the constitutional limbo has discouraged private investors (apart from a few NGOs) curtailing the growth potential.

Another important factor, linked with political disempowerment, is the curse of sectarianism. Tourism, trade, investment and even the routine business activities are killed by sectarian clashes.

In the wake of the January 8, 2008 incident a large disinvestment was reported from GB. Adherents of a certain sect withdrew their capital, and hence opportunities of economic activity, out of fear of death. Shops, markets, hotels and all other economic activities remained halted for more than a month. The aftermath of that incident still haunts tourism prospects of the region.

Poor infrastructure has, traditionally, been a hurdle. Means of communication (roads, telecommunication) are inadequate and unreliable. These factors discourage investment. However, things have improved a little bit with the arrival of cellular companies. Road infrastructure, however, needs to be improved a lot. Usually people talk only of improving the KKH but, in reality; KKH would not be able to deliver the

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expected results if other routes, Gilgit-Skardu route, Gilgit- Shandur route and other smaller routes are not improved in their entirety.

Another major hurdle is the lack of skilled labor. First, there is dearth of professionals and skilled artisans, and second, mediocrity defines majority of our skilled labor. Policy making is restricted due to political disempowerment. The Northern Areas Legislative Council, the supreme ‘elected’ legislative body, has yet to come up with a legislation of any importance already in the fourth year of its inception.

Realistically speaking Gilgit – Baltistan has yet

Referances

1. http://www.oneworld.net/article/view/71058/1/

2. Mineral Sector Overview, Government of Pakistan 2005

to journey towards realization of the commercial and industrial potential of its resources. It is important for us, the students, the planners, development practitioners and the local investors, to start organizing our economy using scientific methods. The Karakuram International University has the potential to play a very important role in the development of the region. The dearth of information on the region is lamentable. Even the NGOs are not updating their websites on the internet. We have to equip ourselves, by resolving our internal issues, by increasing our knowledge and skills and by peacefully forcing the government of Pakistan for getting our political rights.

The writer is a business graduate of Shaheed Zulfikar

Ali Bhutto Institute of Science & Technology – Karachi.

He is also the Chief Editor of Pamir News Blog and

Pamir Times Magazine.

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Disempowerment holding back entrepreneurism in Gilgit-Baltistan 67

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10 Divaako: An Initiative to Preserve and Promote local Heritages

SHERBAZ KALEEM

Generally looking at the natural beauty, enjoying cultural richness, listening to melodies of streams and pleasing oneself from the scenic beauty, hundreds of foreign and domestic tourists visit the Northern Areas during spring and summer seasons. We may come across with media persons visiting to capture the colors of the ‘Heaven on the Earth’. We may also see many foreigners exposing the monuments, artisans and project the indigenous hand made products to the outer world as photographs or essays in journals, newspapers and books. We feel gratified with the sense that our land is being considered worth looking by the world.

There however lacks indigenous efforts to collect these features and develop a visual asset for the coming generation. So far, the treasury of these assets are holding very few collections either produced by foreign or national production teams or private TV channels having focused on mythological stories and characters which provide a pinhole to learn about the history, culture and people of the region.

The question is, should the local youth wait for a major breakthrough about the fate of local people at political level or a special coincidence that would bless us with a status that would bring solutions to all our issues at once? We are nowhere in the cue sheets of television transmissions, newspapers and other media. If included luckily, we are pasted in a wrong location, where colors of our culture have no matching.

These feelings blinked the idea of establishing a private production unit in our minds. But a dark tunnel of disparity for non availability of funds and resources combated the dream at the very initial stage. Karakuram Area Development Organization (KADO) as an indigenous organization was also working on similar directions. KADO thus maneuvered the idea by providing material and technical resources.Professionals from National College of Arts were engaged to train potential local youth in film and production related skills. These trainings resulted to form local production unit as Divaako.

Divaako, in local Burushaski language, means ‘people

born with extra ordinary power of wisdom and premonition’. Media symbolize these characters by informing, educating and providing precautions about catastrophes to masses. Divaako was formally inaugurated by Abdul Sattar, Secretary Planning Northern Areas on 10 May 2008. The team of six directors is headed by Chairman as the managing body. The directors have experience in script writing, cinematography, direction, editing and other fields. It has a production manager and a team of supervisors who, on regular bases, develop and broadcast programs through local channel Suju Hunzo. Divaako intends to introduce intellectuals, artists, educationists, civil society leaders,

Photo 10.1: Secretary Planning & Development Department, Abdul Sattar Inagurates Devaako Productions.


the lost pearls of the local wisdom that set a life style of velour and prestige during devastating conditions in the past. Local history needs to be presented in visual form and the life history and heroic deeds of freedom fighters bear morale for us that needed to be recorded as part of our invaluable visual asset of our region. Finally Divaako dares to juxtapose local culture and its rich features combating with the tendency of replacing everything just for change. Divaako desires to inform, educate and entertain viewers with a purpose behind and make them manage change without erasing their identity.

The production unit developed and broadcasted documentaries, talk shows, interviews, docu-dramas and other programmes on a variety of themes during a very short period of time. The journey is just started. Divaako is working hard to develop linkages with organizations and professionals to record their success stories, students who paced with the excellence, teachers with outstanding performances and everyone who has the commitment to make difference in the lives of the local communities.

Divaako believes in the aesthetic sense and is destined to explore the light across the tunnel with the hope of cooperation from everyone sharing the vision to develop a knowledge-based society.

Sherbaz Kaleem is the Chairman of Divaako production unit. He is a famous Playwright of Burushaski language and presently working as the Principal of Hasegawa Memorial Public School Karimabad, Hunza.

and political figures determined to bring positive changes in the Society. This will help to develop a common vision for the region.

Cultivation of the aspired values through visual medium will engrave positive impressions on the minds of new generation and will help determine a correct path to follow. This will provide a suitable environment for the development of knowledge-based society where creation is valued and creative people get due honor for their contribution to society.

Divaako is also committed to project the issues as well as activities of government departments, civil society and private sector organizations. The products specially prepared to spotlight the worth seeing corners and cultures of Northern Areas will seek attention of viewers and will pave the path for the promotion of tourism in the country. The alien culture invasion has seriously affected youth by defacing the frames of thinking, polluted ideas and created cultural clouds that have caused the eclipse of the brightness of local cultural values in the region. Further, we are aimed at digging out

Karakoram Knowledge Highways (KKH) – Whistling with knowledge Devaako 71

11Hunza taking Wtrides in Women Empowerment

Abbas Ali

Historically Hunza is a male dominated patriarchic society where ideas about women empowerment have only recently started making an impression on the social and economic dynamics of the mountain society. In the Hunza (Kilik to Mayun) the Aga Khan Development Network (AKDN) took a lead to initiate programs focused on gender development and empowerment through different organizational approaches.

As a leading change agent, Aga Khan Education Services (AKES) started its first Diamond Jubilee school in 1946 in the region. Since then, AKES is building the female education force in the region through a network of about 124 schools, two academies and special scholarship programmes. AKES thus played a major role in creating awareness in women’s empowerment.

Following this in the field of health, Aga Khan Health Service (AKHSP) focused on child and mother primary health care in 1974 in Hunza and now is covering majority of the population in the region. AKHS has contributed in improving the health facilities of the region, eventually increasing women’s health and hygienic standards and particularly reduced infant mortality rates in the region.

The most important and revolutionary contribution that Aga Khan Rural Support Programme (AKRSP) has made, is mainstreaming women for equitable and sustainable development by establishing active grass-root level Women Organizations and local support organizations. Today, these organizations are the vehicles for accelerating social transformations in the community by providing a forum for discussion and ensuring the participation of the real target groups in the identification, planning, and implementations of different developmental activities. Through this forum, women are taking charge of their needs and in turns have ownership over development initiatives.

But all these initiatives were top down approaches where local people were at the receiving end of imported ideas from communal leadership outside their socio-cultural world. The recognition of

beneficial experiences of working with AKDN in Hunza made it possible for people to look outside

their male dominant cultural heritage.

In this process of changing roles Karakuram Area Development Organization (KADO) is the first indigenous initiative that affected thousands of lives in Hunza. Interestingly the target of this first recognized indigenous development organization is women’s empowerment. This trend indicates the importance of the role of women in the socioeconomic and cultural context


of Hunza. KADO has set role models of successful women owning business enterprises that are still unknown outside.

Hunza is still far behind in terms of political and social empowerment of women. It would not be

wrong to say progress of economic empowerment of women is again in the selfish interests of a male dominated society if women are denied the right of political and social empowerment. Political and social positions (including management) are places where people have authority to decide regarding allocation of resources and direct the society. Looking at the current positions of power both within KADO and in the larger

society of Hunza very insignificant women are involved in the decision- making processes. Still to a greater extent men decide what is good and bad for women.

Keeping in view the current debates regarding women’s empowerment, the people of Hunza, and women particularly, need to take initiatives to play their due role at the decision making level. Real empowerment will come when women will be in position to decide, acquire, demand and build what they think important for themselves.

The stereotype images of the role of women in society based on biological differences entail many other consequences. The notion that women are mothers by nature and their place is at home restricts them from participating in other important matters of social, economic, and political life. The notion that women naturally do not like politics and it is men’s task, provides legitimacy for men to hold power on critical and important decision making matters and excludes women from it.

In order to empower society as a whole men and women both have to challenge and resist the above stereotypes. The process of transformation will be an ongoing process which requires both long and short term social, economic and political commitments.

The author is currently studying at the Institute for the Studies of Muslim Civilizations (ISMC)-Aga Khan University (AKU), London. He has also worked with KADO as Marketing Officer during 1998-99.

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Karakoram Knowledge Highways (KKH) – Whistling with knowledge Women Empowerment in Hunza 73

12 The Journey of Sedna School & College Aliabad, Hunza

In spite of, lack of resources and harsh climatic conditions for living, Hunza has made tremendous progress not only in economy, socio cultural aspects and in infrastructure, but also in education. However, it was realized that the existing quality of Education did not meet the standards in the run of current human race to face the worldly challenges. The Rosary Welfare and Development Organization thus laid the foundations of Sedna School & Degree College in 2006 and Sedna Montessori & Primary School in 2008 to improve the quality, effectiveness of education and educational opportunities in Hunza. The faculty of Sedna endeavours to create a catalytic centre of educational excellence. The faculty of Sedna envisions that home-grown intellectual leadership of exceptional calibre is the best driver of a society’s destiny.

The Rosary projects are envisioned to be the premier institutions in Hunza for Montessori ( ECD based) to degree level education. Its campus is spread over a spacious site, and is ideally located at the Karakoram Highway near Aga Khan Family Health Centre, Aliabad Hunza. The main building accommodates the administration offices, classrooms, library and resource room with well equipped computers with internet facility. Sedna extends its services to the students of Montessori, Primary, Lower Secondary, Secondary, Higher Secondary and Degree level in humanities, general sciences, commerce and science subjects.

Sedna is a workplace that values idealism, human connection, and in depth learning. Our visions extend beyond the mere academic aspect. In the last years, we have been focusing on the students holistic development. Apart from normal schooling, different life education lectures were organised to develop moral, civic, health and environmental awareness within our students. One of our concerns is to foster students’ value on responsibility.

Scholarships : Merit-cum-need scholarships is a generous offer of Sedna to outstanding students on merit-cum-need basis. Its objective is to give opportunity to outstanding and financially needy students to pursue their studies by giving especial packages. This program will be helpful for meritorious and needy students who otherwise cannot pay their fees. This unique step will create an atmosphere of challenge, pride and competition among the students.The scholarship amounts remained Rs.100,000, 180,000, 250000 during 2007, 2008 and 2009 respectively.

Academic Achievement: Sedna is proud of its proficient and friendly faculty, who are energetic, experienced, effective, and helpful. In the past two years, in spite of the challenging results of KIU, our students got the best results in board examinations. The overall result of Sedna for the year 2007-08 were; SSC-I 92%, SSC-II 77%, HSSC-I 78.95% and HSSC-II 74.07%.

Anila Alidad secured first position in HSSC-I (Humanities) from KIU board whereas Irfan Ali secured second position in SSC-I and Benazir Yaqoob second position in HSSC-I (Humanities)

The vision of Sedna is to gain knowledge and skills to seek the highest standards of professional competence. To achieve these challenging targets we are struggling in our maximum possible capacity. However, it requires more facilities like equipped laboratories, an effective and valuable library and as well as the audio visual facilities.

Our journey has just begun. We hope to develop dedicated teachers and students, who are able to inspire and change the world of the future generation, one which recognizes that the air that we breathe is one.


We con

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Beyond the Excellence

We Prepare for Better Tomorrow

SEDNA SCHOOL & DEGREE COLLEGE

“We want our students, to gain knowledge and skills, strive for the holistic growth, actively involved to promote knowledge society, proud of their culture, able to make right choices and recognize their own unique”

Sedna School & Degree College, Aga Khanabad Hunza Phone # : +92-5821-55453-4 Email : [email protected]

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