Abstract

C
ontemporary 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 studv was originallv developed bv Ghulam Amin Beg and Dr Khawafa Khan in the vear 2002, which was published in a book titled, Karakoram in
TransitionCulture, Development and Ecologv in the Hun:a Jallev, edited bv Hermann Kreut:mann. Published bv Oxford Universitv Press, 2006, Karachi,
Pakistan. This is an updated version of the original work produced bv Zulhqar 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
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institutional mechanisms at the local level; iii) increased philanthropic and voluntary spirit of the
educated and affluent members of the community to contribute to the well-being of the disadvantaged
and to supplement the efforts of the government and the development agencies and iv) increased
interest of development and donor agencies and the governments to channelize funds and technical
support through community-driven, grassroots level, local or regional organizations.
Since 1982, in the Northern Areas, the Aga Khan Rural Support Programme (AKRSP) has
had the instrumental role in stimulating development of participatory and increasingly,
autonomous Village and Women Organizations comprised of the majority of the village
people served. This people-centered social development process emphasizing the
creation of village level institutions and supported by other programme elements, is
based upon three practices that follow from AKRSPs philosophy: helping communities
to organize themselves through sustained dialogue, capital formation through savings
and human resource development through training(AKRSP, 1999).
However in the geographic context of the present case study, the history and tradition of community
level institutional action has had its roots in the ancient tribal, clan and ethnic relationships and a
coherent and well-knitted system of community setup in Hunza, which has created a network of
formal and informal interactive community mechanisms within and across villages and which has
evolved over a long period of time to deliver social good.
Pioneering institutions of the Ismaili community with head offices in Karachi opened their regional
chapters such as the Regional Education Board (REB) that reinforced community-based, self-help
education programmes by the name of Diamond Jubilee (D.J.) Schools since 1946, mainly focusing
on primary and girl education. The Regional Health Board (RHB) started its Primary Health Care
(PHC) initiatives in the early 70s. In the 70s and 80s, the Economic Advisory Board (EAB) supported
community-based multipurpose credit societies that promoted entrepreneurship through mobilizing
local savings, investment and provision of utility shops in the villages. `Since the 70s the government
has supported "Multipurpose Cooperative Societies, in 1984 there were 21 in Hunza and 18 in
Nager (Kreutzmann: 1993). In the 80s and 90s, therefore parallel to the AKRSP supported V/WOs,
which were in their inception and take off stages, these self-help institutional mechanisms that
were started in the 40s through 70s were completing their life cycles to transform into new set of
institutions to adjust themselves to the evolving needs of various communities in the diverse regions.
The establishment of educational societies that run community-based English medium schools is
one example of such transformations. With diminishing levels of physical isolation of villages from
each other and from main towns, penetration of market forces with increased tourism, trade and
economic activities, people were challenged by the threats to their cultural, environmental and social
assets. While appreciative of the opportunities offered, the development of a critical mass of human
and social capital in the area led to the emergence of a common sense of purpose, integration and
the need for co-existence in a spirit of unity in diversity. These formal and informal civil society
organizations work with commitments and enhanced capacities to identify, plan and implement
projects and programmes of merit and of public good.
Emergence of a New Development Paradigm
This new social pattern is struggling to fill the vacuum created by the transformation from the
old institutional mechanisms serving the subsistence economy to new set of institutional actions
demanded by the cash economy (Kreutzmann: 1993) and explores further potentials of integration
into national and global economic systems. However, despite positive impacts and progress made
so far, Hunza like other valleys in the Northern Areas continues to suffer from intense deprivation
and marginalization of primary, secondary and tertiary natures. With an annual population growth
of around 3%, unemployment rate (educated young women and men) estimated to be at 60%, the
agriculture sector able to produce mere 40% of the food requirements (KHDP Project Document,
Empowerment Of Civil Society For Sustainable Development
"
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 capital
#
. KADO is a community initiative deriving its strength from the established tradition of
local philanthropy and the enterprising work of the disadvantaged groups. It envisions a healthy and
knowledge-driven society. KADOs mission is to enhance local capacities for sustainable and equitable
development, primarily in Hunza valley and the broader Karakoram region. It works with a goal to
improve the socio-economic base and living conditions of the rural population. It focuses on four
thematic areas: a) Income and Employment Generation; b) Cultural Development; c) Environmental
Mhanagement; d) Information and Communications Technology for Local Development. It has devised
a three-pronged objectives to achieve its goal and mission: i) to create income and employment
opportunities in the region with particular focus on women and the disadvantaged groups; ii) to
build the capacity of community-based organizations, and iii) to preserve, promote and development
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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 Chairman
2000). 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
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Governing Values and Approaches
As a local development organization, KADO strongly relies on local voluntarism and philanthropy.
In the Hunza context, increasing number of young men and women are enthusiastically joining
hands to contribute their time, skill, knowledge and money and share experiences to deliver social
and public good. Appreciating the multi-ethnic nature of Hunza society, KADO promotes pluralism,
tolerance, equal access to and opportunity for all and respects freedom of thought, expression and
action. It has a strong social orientation and has firm belief in the strengths of the poor, women and
the disadvantaged members of the community. KADO respect universal human rights and strongly
advocates democratic norms, meritocracy, transparency and justice and good governance in its
operations.
KADOs approach to development is consistent and innovative in the local, regional and national
contexts. It builds on the existing skills and local resources and opts for sustainable and market-
based solutions to problems. Through methods of action research, action learning and functions-
based approaches, KADO addresses the supply and demand issues in its thematic concern areas
through a package of product, market and institutional development actions. It does not believe
in isolation and sees opportunity in building interfaces and synergies with like-minded institutions
and mainly focuses on developing partnerships with the private sector and the local development
agencies and coordinates, liaises and creates networks with regional, national and international
initiatives. It is not shy of taping outside resources in terms of finance, technologies and expertise,
wherever it could be found and whenever necessary to fill gaps. As a long-term view, it aims
at institutionalization, social, cultural, economic, financial and environmental sustainability of its
efforts and development of market-based institutions, wherever feasible. KADO firmly acts in a
culture, environment and gender-friendly manner. Its key approach to sustainability is community
participation: it believes in remaining within and evolving out of the target communities and acting
and behaving in a community way. This would require different approaches as it works with diverse
communities. Ascertaining community ownership and commitment are key indicators.
Current Projects and programmes
Over the last 10 years, KADO has developed several successful projects corresponding with the key
thematic framework it has charted. Major projects initiated so far are focused on income and employment
generation for women and special persons, environmental management, cultural development, gems
sector development and information and communication technology for local development. As a
crosscutting theme KADO is also involved in human and institutional development, capacity building
and promotion of networks, gender mainstreaming, community participation, lobbying and advocacy
and also addresses human rights issues related to the disadvantaged groups.
Karakoram Handicraft Development Programme (KHDP)
Operated under the theme of Income and Employment Generation, KHDP was initiated as a
community based enterprise system
&
. 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
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sales & marketing, product development, production management, quality management and project
management, who provided services to the artisans (see Table 1.1).
The crafts promoted by the project gained a good name in local, national as well as international
markets and three of the products received UNESCO Seal of Excellence for their quality and cultural
aspects.
Photo 1.2: The 3 KHDP Products received UNESCO Seal of Excellence Award
Fig 1.2: Progression in Annual Sales of handicraft through KHDP
In economic outputs, the income levels have increased, which has helped the workers to improve the
means of household livelihood. Increased incomes have resulted in increased savings, which provide
cushion against any unfortunate condition (KHDP Impact Study 2004).
KHDP also conducted action researches in embroidery, wool spinning and weaving in Nagar valley,
Chipurson, Misgar and other areas. Backstopping support was provided to Baltistan Cultural Forum
and other organization, in order to replicate the model of KHDP to Baltistan. The project also provided
technical and physical support to establish "Hunza Oriental Crafts Hussainabad, which was handed
over to a local entrepreneur during 2003.
The project intervention has increased the marketable local traditional handicraft products from 3
to more than 50. The sale of local handicraft was Rs 25,000 during 1996 which increased to Rs 3.4
million during 2005, only through KHDP marketing section.
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Table 1.1: KHDP Performance in terms of Group Formation, Training and Product and Market
development Functions (1996-2003)
Key Achievements 1996 1997 1998 1999 2000 2001 2002 2003 Total
A. Artisan Interest Groups Formation:
Primary Production Units (PPUs) 6 13 10 10 8 12 3 2 64
Secondary Production Units (SPUs) 1 0 3 0 0 2 0 0 6
Training Centres (TUs) 1 1 2 0 2 0 0 0 6
Yearly-totals: 8 14 15 10 10 14 3 2 76
B. Artisan Skill Development Training/Coverage:
Embroidery 200 600 450 430 360 500 448 0 2988
Sewing/Stitching 5 6 15 0 4 11 5 19 65
Carpet/Sumac Weaving 0 20 24 3 6 2 2 0 57
Sharma/Goat Hair Rugs Weaving 10 5 12 0 3 2 4 6 42
Wool Spinning 0 0 0 0 0 0 0 0 0
Fabric Weaving 0 24 0 0 8 18 10 0 60
Wood Work/Musical Instruments Making 0 0 0 0 10 16 8 0 34
Leather Works 8 0 0 0 6 2 1 12 29
Hand Knitting 0 0 0 0 0 0 25 10 35
Yearly -totals: 223 655 501 433 397 551 509 47 3310
C. Craft Business Development Training:
Production/Quality Supervisors 2 2 6 0 5 4 5 2 26
Product Development 1 2 2 3 2 2 10 25 47
Book Keeping/Inventory Management 1 2 1 3 2 1 3 2 15
Sales & Marketing 1 1 2 2 2 2 1 2 13
Refresher Courses 0 6 4 5 7 10 5 4 41
Yearly-totals: 5 13 15 13 18 19 24 35 142
Source: KHDP Annual Reports 1996-2005
The year 2005 was the intermediary phase for KHDP in order to develop future strategy and plan for
KADO as well as for the KHDP, before the exit of donors. The years 2006-2008 were decided as the
donors exit phase, during which SDC continued its financial support to KADO as KDRC in a declining
rate. KHDP was divested into five (5) independent women artisan-owned handicraft companies to
ensure the sustainability of the impact of the programme. Four of the companies were formed by the
group of artisans working in secondary production units (Hyderabad, Mayun, Nairabad, and Ghulkin)
and the fifth one comprised of the artisans and women employees working in central production and
marketing units during the project phase. These companies were formally registered under company
ordinance during 2007 with below names:
1.Women Arts and Craft Pvt Ltd, Karimabad
2.Darul-Hunar Pvt Ltd, Nasirabad
3.Bibi Khadija Pvt Ltd, Mayoon
4.Silk Route Handicraft Pvt Ltd, Ghulkin
5.Karakoram Handicraft Pvt Ltd, Karimabad
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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 Product
Photo 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
(
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
Empowerment Of Civil Society For Sustainable Development
$(
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
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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 Ofhces 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
0
1
2
3
4
5
6
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Hunza Arts and Cultural Forum (HACF)
The project
)
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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4
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.
18
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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
*
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 caf/distance learning center Karimabad provides internet facilities for tourists and
those locals who cannot afford this facility at their houses. Local students improving their education
and qualification through distance learning were specially facilitated at this center.
Fig 1.4: KADO Caf Users 2007 (in thousand)
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
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.
0
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60
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80
Total Hussain abad Altit
25%
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47%
53%
31%
69%
Empowerment Of Civil Society For Sustainable Development
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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)
Subject
2005 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.
Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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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
Empowerment Of Civil Society For Sustainable Development
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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), Karimabad
8
. 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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Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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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
Empowerment Of Civil Society For Sustainable Development
'(
successful operation, KADO entered direct partnership with Rupani Foundation and AKRSP established
seven centers in other parts of Northern Areas and Chitral. The center, over a period of three years
(2006-2008), trained 30 women and 14 men in four batchs, in gems cutting and polishing. The
master trainer also received advance training in gems
cutting and polishing from Srilanka. A production unit
with six trained women is engaged to produce marketable
products in gems and jewelry. These items are marketed
through the KADO showroom in Karimabad. Products
blend of gems and handicrafts have a good appeal and
demand in national market. The centre has received
initially a demand of 15,000 pieces of Lapiz Lazuli from
England. KADO and Rupani Foundation jointly cconducted
Gems market survey of all major cities in Pakistan to
develop products according the market needs and trends.
Rupani Foundation also facilitated a team from KADO to
study the gems sector in Srilanka. KADO is facilitating to
form Gems & Mineral Association, Hunza in order to professionalize the sector and also lobby for the
ownership of local communities in mining. The trained women from this center are now working as
master trainers in other centers established by AKRSP and government departments.
The gems industry in the region is very loosely structured (the value chain is not developed and
knitted properly) as a formal industry in the first place and the capacity at each chains level also
lacks to make any significant economic impact in the region. KADO thus plans to work in gems sector
as a whole including mining, extraction and quarry, processing and value addition, marketing and
diversification.
Karakoram Development Resource Center (KDRC)
The exit phase of KHDP (2006-2008) resulted in formation of two different institutional mechanisms
in the form of women-owned independent business groups and KDRC. The main objectives of KDRC
was to develop and implement a new organizational development plan including organizational
strategy, structure, management processes and HRD plan for coming three (3) years and to test
the efficacy of different innovative ideas as action research projects for further implementation and
replication. KADO identified and experimented different innovative ideas in knowledge management
and e-governance.
Knowledge Management (KM): KADO believes that todays global economy is in transition to a
knowledge based economy in which knowledge resources such as know-how, expertise and intellectual
property are more critical than traditional economic resources like land, capital and other natural
resources. KM comprises a range of practices used by organizations to identify, create, represent, and
distribute knowledge. While the term is mostly used for managing knowledge within an organization,
KADOs knowledge management program has a greater external focus as its main objective is to help
the local communities in KADOs target areas to develop and thrive with the help of knowledge. The
knowledge management project comprised of below main components:
a) Hunza Information System (HIS): The absence of centralized, rigorous and consolidated
statistical database was hampering effective planning and development process in Hunza valley.
Resultantly, planning were mostly based on assimilation of hypothetical constructs and scattered facts
and figures. KADO thus initiated this project to develop a comprehensive data-base for the whole
valley. HIS aimed at developing a comprehensive data-base on different socio-economic indicators
in order to provide basic facts and figures to development practitioners, researchers, policy makers,
students and other relevant stakeholders for balanced and informed decisions and development.
KADO conducted a comprehensive socio-economic survey of more than 6,100 households in Hunza
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Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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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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Empowerment Of Civil Society For Sustainable Development
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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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Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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fees.
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
Empowerment Of Civil Society For Sustainable Development
'"
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).
Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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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 showing interest in KHDP
Products during an exhibition in Islamabad
Federal Minister, Naveed Qamar during the
visit of Gems Cutting and Polishing Center,
Karimabad.
Empowerment Of Civil Society For Sustainable Development
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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 Minister,
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
Karakoram Knowledge Highways (KKH) - Whistling with knowledge
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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 visiting 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
Empowerment Of Civil Society For Sustainable Development
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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.
Karakoram Knowledge Highways (KKH) - Whistling with knowledge
#&
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
Empowerment Of Civil Society For Sustainable Development
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