karakoram area development...

Annual Report 2008

karakoram area development organization

www.kadohunza.org

Karakoram Area Development Organization (KADO)

Head Office Aliabad , Hunza , Northern Areas of Pakistan,

Phone : (92-5813)-455816/458135

Fax : (92-5813)-455813

Email : [email protected]

Web : www.kadohunza.org

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Copyright© 2009

Published by the

Karakoram Area Development Organization

All rights reserved

Please direct all comments and queries to:

Karakoram Area Development OrganizationHead Office Aliabad , Hunza , Northern Areas of Pakistan

Phone : (92-5813)-455816/458135Fax : (92-5813)-455813

Website : www.kadohunza.orgEmail : [email protected]

Editorial Board

Ghulam Ali, Zulfiqar Ali Khan

With contributions from all the Projects and Programmes.

Graphics Design: Karim Khan Fayazi

Photo Credits: Zulfiqar Ali and KADO Staff

Printed by:

Colorline, Islamabad. [email protected]

KADO ANNUAL REPORT 2008 i

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Annual Report 2008

Karakoram Area Development Organization

ANNUAL REPORT 2008

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Harnessing Culture for Development and Empowering

People through Knowledge and Opportunities

CHAIRMAN’s MESSAGE

FOREWORD BY CEO

KADO OVERVIEW

FINANCIAL SUMMARY

PROFIT AND LOSS STATEMENT OF WOMEN HANDICRAFT COMPANIES

PARTNERS AND INSTITUTIONAL COLLABORATIONS

CHAIRMAN AND BOARD OF DIRECTORS

KADO AGM

PROJECTS OVERVIEW FOR 2008

ACRONYMS

C O N T E N T S

KADO ORGANOGRAM

CHAIRMAN’S MESSAGE

KADO ANNUAL REPORT 2008

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Sher AlamChairman KADO

I am pleased to share that KADO is making a rapid progress on its way to achieve the vision

that was envisioned by our board and members i.e. to contribute towards developing a

healthy society which is culturally, economically, socially and spiritually balanced. I am proud

and confident in saying that our journey to achieve the vision is continued and KADO has

made outstanding progress in terms of attaining and striking a balanced development. Some

of the interventions have produced great results such as enhancing cultural identity through

the promotion of handicrafts, music and traditional rugs rehabilitation of special people

through work therapy, socio- economic empowerment of women through entrepreneurship,

protection of local physical environment through solid waste management and facilitating

development process through information and communication technologies.

With the blessing of Allah and service by men and women, KADO affiliates, philanthropists,

community, artisans and donors, KADO achieved its set short-term goals rather over achieved,

and set a new direction for long-term interventions and investments.In this context, KADO

will be engaged in further improving the quality of life of people and also to help accelerate

the institutional development along with the private sector growth and promotion of social

and economic activities, building on local physical and human resources.

Despite these successes, the challenges are also enormous to initiate new projects and to

make the existing projects sustainable, especially sustaining and expanding the Rehabilitation

Centres for special people. We are, however, confident about community participation and

encouragement and valuable contributions of philanthropists, corporate entities, Government

of Pakistan and other international donors to develop synergies for the sustainable development

of the region.

I would like to thank SDC, IDRC, GKP, Northern Areas Administration, local philanthropists,

general members and Board for their valuable contributions and services, to make our world

beautiful. Indeed these efforts have made good impressions while improving the conditions

of the underprivileged and KADO is further committed to its cause, people and society and

seek your assistance and wisdom continuously and from time to time. We will keep on striving

hard, day in and day out, to achieve our goals and to ensure that every day we achieve

effectiveness in our results and relationships. KADO will keep on contributing, as an active

part of civil society organization, until there is need and the need is likely to grow.


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FOREWORD BY CEO

Ghulam AliCEO KADO

KADO is a nice chapter in the history of local governance and contemporary institutional

development in Hunza and Northern Areas (Gilgit Baltistan) of Pakistan. It is nice, because

it demonstrated the potential of local people, the spirit of local volunteerism, resources and

expertise in order to create socio-economic value for the society by integrating and embracing

marginalised and poor segments of the society. It started with a small handicraft society,

formed and nurtured by a group of people included; entrepreneurs, social workers,

philanthropists and professionals primarily with the aim to protect and promote handicrafts

but over the years it expanded in scale and scope on the basis of community needs and

demands.

KADO is constantly engaged in creating public value and believes in creating value for the

society as its one of the important tasks, therefore, it puts its energies and resources in one

place in order to attain maximum results. Although, value creation is not a simple task but

the recipe of commitment, hard work, right ideas, right people and right mechanisms make

it easier. Fortunately, KADO remained successful in developing an ideal combination and

willing to develop further as it intends to do more and more in the future as a strong civil

society organization while fostering private sector growth, advancing social and economic

opportunities and stretch the income and employment opportunities to disadvantaged segment

of the society.

I am pleased to introduce our first and foremost formal published Annual Report 2008. The

aim of this annual report is to make information easily available and accessible to our valuable

community, stakeholders and donors. In the last many years, KADO disseminated information

in the form of specific reports, notes, presentations and through websites etc. However, to

further improve and professionalise our information disclosure and reporting, we have

published formal Annual Report and this effort will be sustained in years ahead too.

I am grateful to all our supporters, contributors, and donors individually and collectively for

their support, encouragement and advice, without which it would have not been possible

to achieve important milestones. We also look forward to seek the assistance and wisdom

of our stakeholders in order to materialise our dreams and objectives. Our dream has always

been to develop ‘synergy and effectiveness’ between Government, civil society, private

sector, community and also among the available resources to creates better opportunities

to improve the lives of so many but especially the marginalised and poor.


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The idea of ‘developing independent and autonomous institution of the people at

Hunza valley and the larger Karakoram levels’ was envisioned in the early 90s by

a group of like-minded literati and social activists based on the experiences of village

and local level institutional efforts. This vision was translated into action by forming

Karakoram Handicraft Promotion Society (KHPS) during 1995, in order to protect,

promote and harness the traditional handicrafts for local development. The need

for the protection of handicrafts was felt desperately due to the influence from

external world and rapid change process in the region. The project improved the

skills of the artisan and increased access to cash income for more than 3,000 women

artisans in embroidery. The project created a new brand - Thread Net Hunza (TNH)

- for women made handicrafts, which resulted in the formation of 5 independent

women owned private limited Companies and 2 independent women carpet and

fabric businesses. The project documented the traditional handicrafts as a book

titled “Lifting the veils on Northern Areas: Motifs and Designs of Embroidery”.

As the project got an acceptable speed and recognition amongst the community,

many other ideas floated by community and AKDN agencies in Environment and

culture. For that purpose, two projects started, one with the name of HEC (Hunza

Environmental Committee) in the domain of Environment and other HACF (Hunza

Art and Cultural Forum) in the domain of Culture and Heritage. This notion turned

out to be an important milestone in the form of converting a small initiative into a

reliable and trusted development organization to work beyond handicrafts by

expanding its vision, scope, scale and governance, culminating in the birth of

Karakoram Area Development organization in 1998 with the vision to develop a

healthy society. From there onwards, it has managed projects on a wide range of

themes including rehabilitation of special people, information and communication

technology, handicrafts, culture, gems, knowledge management and good governance.

KADO, in a span of a decade gave a right footing for local development while

carrying the broader development mandate and by adopting the strategy based on

the local needs, values and ethical compatibility and integrity. The sheer scale and

size of KADO projects and programmes, and the effect of KADO as a local institution,

capable of developing and retaining quality human resources, both men and women,

professional and volunteer, speaks of its impacts and positive contributions to the

well being of the vulnerable groups including artisan, women, artists, youth and

persons with disabilities.

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Vision

“A healthy society which is socially, culturally, economicallyand spiritually balanced”

Mission

Objectives

“To develop local capacities for equitable and sustainable development”

1. To facilitate delivery of quality social and economic services through publicand private sector partnerships.

2. To build the capacity of private sector for accelerating economic growth inNorthern Areas.

3. To build the capacity of key stakeholders for good governance in NorthernAreas.

4. To develop profitable enterprises in food processing, IT, tourism, hydropowergeneration and gemstones.

5. To expand the use of ICT in education, employment creation and povertyreduction.

6. To develop KADO as a good governed civil society institution with synergisticcollaboration between the social and commercial arms of the organization.

7. To work for the rehabilitation of special people and their integration intothe society.

8. To protect and promote cultural and environmental assets of NorthernAreas.


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PROJECTS OVERVIEW FOR 2008

1) Karakoram Development Resource Centre (KDRC)

2) Thread Net Hunza and Women Entrepreneurship/KHDP

3) Information and Communication Technology for Development (ICT4D)

4) Women Vocational Training (IT Skills)

5) Rehabilitation of Special People

6) Hunza Environmental Committee (HEC)

7) Gems Cutting and Polishing


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The purpose to initiate KDRC was to continue the successful promotion of development

and private sector initiatives after SDC’s pull-out from KADO as the major and

longest partner of the Karakoram Handicraft Development Programme (KHDP). The

main objectives of KDRC are to develop and implement a new organizational

development (OD) plan including organizational strategy, structure, management

processes and HRD plan and to test the efficacy of different innovative ideas as

action research projects for further implementation and replication.

The main focus of KDRC during the year 2008 remained on the implementation of

the OD plan developed during 2007. Furthermore, KADO identified, experimented

and successfully implemented different innovative ideas in Knowledge Management

and E-Governance.

1.1 Knowledge Management (KM)

KM comprises of 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 with the objective to empower the local community through

knowledge creation and dessimination.The knowledge management component

successfully completed projects including Hunza Information System (HIS), fostering

local media production units and publication of the first development journal.

Hunza Information System (HIS):

The project aimed at to develop a comprehensive, centralized, rigorous and

consolidated statistical database of Hunza valley in order to facilitate the development

practitioners, researchers, policy makers, students and

other relevant stakeholders for balanced and informed

decisions, plans and development.

KADO initiated the door-to-door household survey of

more than 7,000 households in Hunza valley during

August 2007 which was finally completed during 2008.

The survey covered about 30 different main socio-

economic indicators/sectors. About 149 (male 41, female

108) trained enumerators, Boy Scouts, and Girl Guides

from the 45 highly scattered villages of Hunza valley

were involved in the process. An important

1. KARAKORAM DEVELOPMENT RESOURCE CENTRE (KDRC)

HIS main page

component of HIS is the documentation of the profiles of 1,200 business entities

in Hunza valley with the support of Aga Khan Economic Planning Board for Hunza.

The most important aspect of this system is the interactive Visual Baisc 6.0 , MS-

Access and SPSS-based (Statistical Software for Social Sciences) software which

stores and manipulates the data for better reporting purposes.

Table: Details of Trainings in HIS

189

Male Females Total

Enumerators 41 108 149

HIS & SPSS 25 15 40

Total 66 123

In order to regularly update the database

and to ensure best utilisation of the database,

seven localized information stations and one

centralized database hubs/points were

developed at union council levels. Computer

systems with HIS software were installed at

each hub. Twenty five (25) 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.

HIS traning partcipants

Ethnic distribution of Hunza(HIS sample report)

Burushaski

Domaki

Shina

Wakhi

Polcy mannual has been developed in order to dessiminate the required facts andfiguers at different levels.KDRC during the year facilitated about 14 organisations,researchers and students by providing required data.

HIS is expected to play a central role in developing social capital,sharing and acquiring knowledge, and stimulating innovationthrough effective management of local information.

Local Media Production Units:Media is playing a pivotal role in knowledge creation anddissemination as well as in creating awareness amongpeople regarding critical issues such as health, education,art, culture, economy, business, development and earlychildhood etc. The local cable networks in central and othermain towns of Hunza have 60% coverage of the householdswith an increasing trend. Similarly, about 60% households havingTV at home. This offers a cheapest and easy way to

12%

22%

65%

1%


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reach a large number of people within a short period of time.

KADO trained 35 youth (30% females) in script and creative writing, cinematography,

production management and other related fields through highly qualified professionals

from National College of Arts, Lahore. This was aimed at developing and strengthening

potential local media groups to work for the documentation, promotion and

dissemination of cultural heritage and to create massive awareness about different

development issues among the local communities. The other objective was to stir

interest among the youth to pursue careers in media related fields and also to

create local income and employment opportunities and to enhance the entrepreneurial

abilities among the community through sensitization.

The training resulted in formation of two different independent media groups as

“Divaako 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.

a media studio with basic equipments necessary

for film production and is playing its role to create

linkages for the production units in order to increase

their resource base and ensure sustainability.

The local business community is also the client

and recipient of such services to promote their own

businesses, products and services through

advertisement and promotions in local language

within the local context.

Divaako Productions purchased a cable channel

named as “SUJO HUNZO” to broadcast different

programmes in local Burushaski language. The

duration of broadcasting programmes through this local channel is initially about

2 hours from 9 pm to 11 pm on daily basis. Similarly, “NEREW Productions” is also

developing and broadcasting different programmes in local Wakhi language. The

cable networks are thus best utilised to provide and attain quality information

regarding the socio-economic, cultural and development aspects of the life of

individuals to harness a collective vision for the better future of the area and society.

The Production units, within a short period of time, developed about 10 documentaries

on different themes and also made coverage of 20 different local, regional and

Local Youth during atraining session

international programmes. The production units have started to organize and

boardcast talk shows, interviews, docu-dramas and other programmes on different

sectors including counselling on health, education, nutrition, entertainment, art,

culture, music, literature, drugs, youth, senior citizens concerns, economy, online

training, good governance and business development etc.

The feedback from the community is much appreciative and are very much

enthusiastic about the channel and expecting more.

Karakoram Knowledge Highways-KKH

Different regional and international development organizations are extensively

engaged in producing a variety of knowledge in the Northern Areas (Gilgit-Baltistan)

of Pakistan 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. KDRC thus started to publish

the first quarterly development journal in the history of the

Northern Areas of Pakistan (Gilgit-Baltistan) as “Karakoram

Knowledge Highway-KKH” in order to facilitate knowledge

dissemination to help assimilation and further growth of

knowledge in the region.

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. Through such

efforts, KADO is optimistic to have a lasting impact in the

mountain regions of Karakoram-Himalaya-Hindukush and Pamir

(KHHP).

The first Issue of KKH


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1.2 E-Governance

In the quest for governments to become more responsive and accessible, E-

governance is being looked upon as an accepted methodology by involving the use

of IT to improve transparency, accountability and to provide accurate and speedy

information to citizens and improve administrative efficiency and public services.

Websites could be used as a powerful channel to facilitate E-governance by providing

all possible government information right on the users’ desktop.

KADO developed the first E- governance website for the office of Assistant

Commissioner, Hunza in order to make all sort of relevant information and data

online at www.achunza.org.

The information includes forms, formats,

instructions, resources, statistics about the

valley, Government 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.

1.3 Development Resources and Services

KDRC during the year played its role in developing the capacity of local organizations

by facilitating the provision of specialised services and development resources to

local commuinty.

Secretariat for Hunza Development Forum

This consultative forum was evolved during the first multi-stakeholder forum held

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

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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.

KADO is now acting as the Secretariat for this Forum. Consultative meetings were

held at KADO to discuss issues critical for the development of Hunza. The website

of the HDF was also developed as www.kadohunza.org/hdf

Development Services

KDRC during 2008 facilitated local organisations by developing 8 proposals, 25

letters and applications, 10 banners, 3 brochures and 5 websites without charging

service fees.

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 with ICIMOD during

May 2008 on Advocacy with the objective to equip the participants with advocacy

tools, strategies and techniques to undertake advocacy campaigns for the mountain

communities. About 25 representatives from 12 Government and NGOs from all

over the Northern Areas (Gilgit-

Baltistan) participated the workshop.

The staff and board members of KADO

during the year participated in about

10 international seminars, conferences

and workshops in Germany, Srilaka,

Nepal, China, Malaysia, Dubai on

variety of themes.

The Social Sector Developmnet

Manager (SSDM) KADO successfully

completed a one-year Advanced

Professional Training “Planning and

Management for Sustainable Regional

Development in Mountain Regions” organised by InWEnt-Capacity building International

in Germany. This programme was also participated by two staffs of AKRSP and one

each from Planning and Development Department (P&DD)

Advocacy Training Participants


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Northern Areas and Naunihal Development

Organisation (NDO). The training participants

organised a workshop on “Practices and

Experiences in Alpine Europe; A model for

regional development in Northern Mountains

in Pakistan”, as a transfer project. This workshop

was participated by about 35 high officials and

representatives of Government departments,

international and regional NGOs, conservation

committees, local support organizations, political

institutions and private sector.

The objective of the workshop was to give new

perspective in understanding change

management and regional development in NAs

based on best practices in Alpine region of Europe.

Similarly, the Chairman, CEO, Private Sector Development Manager and Communication

Officer also participated the InWEnt national change management training programmes

held in Gilgit.

Participants of the workshop

The seed of present day KADO was sown in 1996 through Karakoram Handicraft

Development Project (KHDP) which pursued in unison many of the core objectives

of KADO like enterprise development, revival of traditional arts, empowerment and

capacity building of women (artisan) and integration of special people. The Project

helped women artisans to raise their living standards in rural areas. The project

introduced massive innovations in product design, development and eased the

market access for small producers. The capacities of local women was developed

in business planning, management and leadership.

One of the interesting parts of the KHDP exit phase 2006 – 2008 was the ownership

of the embroidery business transfered to the women - the previous staff of KADO

regular and wage earners. Four of the companies were formed from the secondary

production units (Hyderabad, Mayun, Nairabad, and Ghulkin) and the fifth from the

central production and marketing group during the project phase.

The purpose of establishing these companies were to promote profitable, culture-

1.4 Micro Health Insurance

KADO facilitated the First Micro Insurance Agency (FMiA) to implement the micro health

insurance product in Hunza. During 2007, KADO registered 1,073

families (3,653 individuals) in Central Hunza for health insurance

through female community agents. 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[s] whereas 2 persons received death

claims.

During 2008, KADO registered 1,200 families (4,375 individuals)

from Central Hunza (excluding Hyderabad) and Shinaki (lower

Hunza) for the health insurance product.

1.5 Networking and linkages

KDRC facilitated the visit of about 20 local, national and international delegates during

2008.

Insurance Card

2. THREAD NET HUNZA AND WOMEN ENTREPRENEURSHIP/KHDP


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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. During 2008, the business groups

continued their businesses independently after formal registration under companies

ordinance in 2007 as below.

1. Women Arts and Craft Pvt Ltd, Karimabad

2. Dar-ul-Hunar Pvt Ltd, Nasirabad

3. Bibi Khadija Handicraft Pvt Ltd, Mayoon

4. Silk Route Handicraft Pvt Ltd, Ghulkin

5. Karakoram Handicraft Pvt Ltd, Karimabad

The Gulmit Carpet Center and Ganish Fabric Center also continued their successful

operations as independent companies.

The companies managed their own businesses independly including production and

marketing as second year of their formal business. The companies further developed

linkages with the 3000

women artisans which

were organ ised in

Primary Production Units

(PPUs) during the project

phase. Thread Net Hunza

remained under the

ownership of KADO in

order to control the

quality of products being

marketed under this

trademark.

The main challenges

remained in designing,

marketing and book

keeping. KADO provided

overall supervision and

helped in book-keeping,

marketing and linkage

c r e a t i o n f o r t h e

companies.

3. INFORMATION AND COMMUNICATION TECHNOLOGY FOR DEVELOPMENT (ICT4D)

Information and Communication Technologies (ICTs) are creating unprecedented

opportunities to increase both outreach as well as quality of essential services for

communities across the world. With appropriate

use of ICT, it is now possible to help local

communities improve their access to education,

skill enhancement, and health and income

generation services

Keeping this in view, KADO has been

experimenting with innovative ways of using ICT

for development since the year 2000.

The major intervention in this regard was the

IDRC funded project as Information and

Communication Technology for Rural Development

(ICT4D), 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. The major

components of this project included provision of internet services and action researchs

on e-village, e-school and business incubation concepts.

KADO consolidated the action research component during early 2008. Proposals

were submitted to dfferent donor agencies in order to replicate the action research

in other parts of Northern Areas. The KADO Internet Service

(KIS) which 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 continued to provide internet

services in Hunza and Nagar valleys. KIS remained the only

internet facility in Hunza and Nagar valleys from 2004 to 2008.

SCO started provision of internet during 2008 in a very subsidized

rates however the demand for KIS services remained higher

due to quality in service delivery. The project provided fifty

percent discounts on tariff for the educational institutions and

very nominal charges for Allama Iqbal Open University and

Virtual University students.

KIS helped promoting businesses in the region. An assessment

0

1000

2000

3000

4000

5000

6000

7000

8000

Female

Male

Foreign VisitorsLocal Visitors

Visitors details KADONetCafe 2008

Artisan at work in GulmitCarpet Center

Tourists acccessing internetat KADO Cafe, Karimabad


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that carried out by independent team in KADO recorded an average of 30.51% net

improvement/growth in tourism, business, services and other sectors due to the

provision of internet.

The internet café/distance learning centre Karimabad provided 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 centre.

5. REHABILITATION OF SPECIAL PEOPLE

4. WOMEN VOCATIONAL TRAININGS (IT SKILLS)

During the early 2008, KADO and the Planning and Development Department

(P&DD) Northern Areas handed over the 34 IT Centres to School Management

Committees (SMCs), in order to continue proper utilization of the resources. These

centres were established under presidential package as ‘Women Vocational (IT)

skills training in all six districts of Northern Areas. The project aimed at 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.

KADO trained 4,208 women from all over

Northern Areas as compared to the actual

target of 3,400. The training helped the

educated unemployed women to easily

embark on jobs or income generating

activities.

The project offered KADO the opportunity

to develop a strong relationship with the

Northern Areas Administration and other

community institutions throughout NAs. KADO is now working with P&DD for

extension of the project in order to expand its benefit in the region.

Women during trainingin Govt.High SchoolHaramosh Gilgit

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. This is a

social safety net for special people, majority of them having backgrounds of the

poorest of the poor families.

According to KADO Survey, there are about 1,200 people with various disabilities

in Hunza valley who need care and special services. The highest percentage of

disabilities i.e. 35% pertains to physical disabilities followed by hearing/speech

34%, mental retardness 19% , visual 11% and 0.6% having multiple disabilties.

KADO has been working since 1996 in rehabiliation of special people which helped

it earn recognition and credibility among communities and in both public and private

sectors as an organisation specializes in working with special people.


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6. HUNZA ENVIRONMENTAL COMMITTEE (HEC)

Rapid urbanization, infrastructure development, changing lifestyles and increasing

volume of cross border trade has started posing a number of environment related

challenges and threats in Hunza valley as well as in other parts of Northern Areas.

One of these relates to a rapid increase in the amount of solid waste being generated

in and around urban centres, in abscence of muncipality.

Realizing the importance of this issue, KADO, started service delivery in solid waste

management (SWM) in 1997 under Hunza Environmental Committee (HEC). HEC

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. HEC executes the first and only

community-based municipal agency in the country.

KADO trained special people in vocational and income earning skills and developedmarket for their products so that they could live an honourable and dignified lifeas productive members of the society. Work has been categorized according to thecapacity of the special people, attaching them to various processes of work rangingfrom local rug weaving (Sharma), embroidery work, spinning, sewing stitching toplaying local musical instruments.

A website www.rchunza.org was developed to mobilize resources for rehabilitationof special people. KADO staff is also regularly contributing part of their salaries forthe rehabilitation centres.

These centers are now functioning with the support of Hashoo Foundation, localcommunity and other philanthropists.

The impact of the activities on their mental and physical activeness is assessedregularly and opportunities are provided for socialization and integration in the

society. In order to diversify their skill baseand provide opportunities for entertainmentand ‘spiritual therapy’, 4 special men havebeen trained in traditional music and around20 in traditional dance, dramatics and indoorgames. This special band of entertainers, ‘TheSilk Route Special Band’ receives muchappreciation on various festive occasions(festivals, weddings, visits by dignitaries etc.)and earns income and acquires confidenceand merit.

The rehabilitation project is a unique blendof therapy, training and income enhancingopportunities, besides opening vistas forsocialization, integration and entertainmentand sensitize the communities of their socialresponsibilities.

The completion of the construction of rehabilitation centre building, granted by theFederal Ministry of Social Welfare and Special Education will provide more spaceand facilities to extend services to a wider spectrum of special people from upperand lower Hunza as well. KADO’s efforts have produced tangible impact in streamliningand giving them a dignified life imprinting healthy signs across the society. KADOis open to share its experience and building cooperation to scale up the projectactivities with the interested partners in promoting healthy and noble values in thesociety.

Speical Women at workin WRC, Kariamabd

Keep Hunza Clean mootduring WED 2008


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HEC, during 2008, installed traffic sign boards in Aliabad main market with the

support of Jan Alam, District Councilor in order to channelize the flow of traffic. The

Councilor also helped KADO in terms of salary to one Environmental Assistant.

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 centres) 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 mobilized the local community and the business people and sustains operations

through fee for-service. 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.

The SWMP service covers around 8 villages

(including the two larger towns of Karimabad

and Aliabad) in central Hunza with a total

population of around 50% of the total

population).

HEC is playing a vital role in creating

awareness regarding the environmental issues in Hunza and other parts of Northern

Areas. World Environment Day (WED) was celebrated on June 5 with the support

of WWF, local administration, Ismaili Volunteer Corps, Boy Scouts, Girls Guides,

Hunza Business Association and schools. The project conducted awareness programme

and special campaigns against wall-chalking,

over-weight chicken, drugs and other issues

with the support of local partnerss.

HEC organized frequent dialogues and

discussions with political representatives,

government officials, social activists, butcher

shop owners, chicken shop owners and other

relevant stakeholders to develop proper

hygienic mechanism for these businesses.

On the occasion of WED, documetaries and

special talk shows were telecasted through

the local TV channel Suju Hunzo.

HEC is lobbying with Government in order to

declare major towns of Hunza as Municipality.

HEC with the help of local administration

imposed ban of all type of wall chalking.

AC Hunza inaguratestraffic sign boards inAliabad

WED 2008 at Sost Table: HEC Registered Users and Fee Structures 2008

Details Registered Users Fees/month

Shops 44 50-100

Restaurants 44 250- 800

Hotels 35 300-2500

Cabins 50 20- 100

Barber Shops 8 150-300

Butcher Shops 7 200-300

Vegetable Shops 12 50-200

Poultry Shops 20 150-400

Auto Workshops 13 100-300

Houses 110 50-200

Offices 22 50-600

Schools/Colleges 38 100-500

Hospitals 5 250-2,530

Clinics 6 50-250

Banks 15 50-300

Mosques/Community Centres 46 Voluntary contribution

Total 886


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26

KADO is facilitating to form Gems & Mineral Association,

Hunza in order to formalise this sector and also lobby for the

ownership of local communities in mining. The trained women

from this centre are now working as master trainers in other

centers established by Rupani foundation, AKRSP and

government department in other parts of Northern Areas

(Gilgit-Baltistan).

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 capacities at each

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.

The Northern Areas of Pakistan (Gilgit-Baltistan) is at the confluence of three world

famous mountain ranges - Himalayas, Hindukash, and Karakoram - which hide

inexhaustible mass of gems and minerals in their depths. While gems and precious

stones mined from these areas find their way

into the markets around the world, but mostly

in raw form. This deprives the local communities

as well as the country from getting a fair share

in gems business. Keeping this in view, KADO

with its partners, which includes Rupani

Foundation and AKRSP, established a Gems

Cutting and Polishing Center (GCPC) in Hunza

where local youth - both men and women - are

being trained in the art of cutting and polishing

of precious and semi precious stones. KADO is

also actively engaged in awareness raising and

lobbying activities to increase value addition

in this sector.

The aim of the centre is to produce skilled and

technical experts and also to help facilitate the

value chain of the sector there by increasing the potential to develop the Gems and

Jewelry sector. By the end of 2008, the Center produced 40 (30 women,10 men)

trained people in gems cutting and polishing. From the opening of the centre

an initial breakthrough is witnessed in order to benefit local people socially

and economically.

The Master Trainer also received advance training in gems cutting and polishing

from Srilanka. A production unit, with six trained women, has started to

produce marketable products in gems and jewellery. An artistically décor

display centre has eased marketing component of the products. 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 conducted Gems market survey of all major

cities in Pakistan in order to findout market niches of different products in this

sector.Rupani Foundation also facilitated a team from KADO to study the gems

sector in Srilanka.

7. GEMS CUTTING AND POLSIHING

A women during the GemsCutting and Polishingtraining session

0

5

10

15

20

25

30

Male Female Total

1614

30

Training details during 2008

Gems Cuts and ProductsBlue Topaz (Cushion Checker Cut)

Color less Quartz (Simple Heart Cut)

Citrine Quartz (Octagone Cut)

Gems and Handicraft blended Friendship Band


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FINANCIAL SUMMARY*

* Audited Report 2008

Profit and Loss Statement of Women Handicraft Companies

1. Karakoram Handicraft Pvt. Ltd.

2007 2008

Sale 917,650 1,259,967

Profit (480,617) 262,433

Production 760,000 1,030,264

2. Women Art and Craft Pvt. Ltd.

2007 2008

Sale 465,706 609,940

Profit 192,417 146,557

Production 313,540 644,343

3. Darul Hunar Pvt. Ltd.

2007 2008

Sale 110,356 330,701

Profit 14609 9324

Production 160,497 295,738

4. Bibi Khadija Handicraft Pvt. Ltd.

2007 2008

Sale 253,813 240,517

Profit 64886 (68,416)

Production 94,803 193,116

5. Silk Route Handicraft Pvt. Ltd.

2007 2008

Sale 189,838 186,670

Profit 106,048 123,799

Production 94,803 197,220


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KADO works with many regional, national and international partners. It also works

closely with different government departments and ministries. In addition, the local

community provides substantial support. The below listed Organizations have

provided their supports to KADO in implementation of different projects.

KADO ORGANOGRAMME PARTNERS AND INSTITUTIONAL COLLABORATIONS

Swiss Agency for Development and Cooperation (SDC)

International Development Research Centre (IDRC)

Planning and Development Department, Northern Areas (Govt. of Pakistan)

Ministry of Special Education (Government of Pakistan)

German Embassy

Low Cost leader Inc. USA

Global Knowledge Partnership (GKP)

Bait-ul-Mal (Govt. of Pakistan)

Aga Khan Development Network (AKDN)

Aga Khan Agency for Micro Insurance

Rupani Foundation

Hashoo Foundation

WWF-Pakistan

IUCN-Pakistan

International Centre for Integrated Mountain Development (ICIMOD)

Ministry of information Technology (Govt. of Pakistan)

Pakistan Software Export Board (PSEB)

Cyber Net

World Bank

Bytes for All

Comsats


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Chairman and Board of Directors

Sher AlamChairman

Amjad AyubVice Chairman

Hoor ShahDirector

Jan e AlamDirector/ Head Rehabilita-

tion Centers

Amamullah KhanDirector/ Head Hunza Environ-

mental Committee

Fouzia ZahidDirector/Head ICT4D

Muhammad MuzafarDirector

Ghulam MustafaDirector

Mubarak HussainDirector

Shama MirajDirector

Farhat BanoDirector

KADO Annual General Members

1 Ainul Hayat 14 Naushad Tahir

2 Didar Ali 15 Yasmin Ali

3 Lal Bano 16 Ali Ahmad

4 Iftikhar Hussain 17 Izhar Ali Hunzai

5 Tajul Nisa 18 Muzafar ud Din

6 Ghulam Amin Beg 19 Safiullah Baig

7 Shaukat Ali 20 Ikaramullah Baig

8 Abdul Malik 21 Sarbaz Khan

9 Noor-ud- Din 22 Asghar Khan

10 Noorani Bano 23 Ghulam Abbas

11 Dr. Khawaja Khan 24 Almas Nadeem

12 Kaneez Fatima 25 Dr. Pervaiz Ahmad

13 Muhammad Din 26 Amir Hussain


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ACRONYMS

AGM Annual General MeetingAKCSP Aga Khan Cultural Services PakistanAKDN Aga Khan Development NetworkAKF Aga Khan FoundationAKAM Aga Khan Agency for Micro FinanceFMiA First Micro Insurance AgencyAKRSP Aga Khan Rural Support ProgrammeBDS Business Development ServicesBDSPs Business Development Service ProvidersBOD Board of DirectorsCBOs Community Based OrganizationCEO Chief Executive OfficerGKP Global Knowledge PartnershipHF Hashoo FoundationHDF Hunza Development ForumHIS Hunza Information SystemICT4D Information and Communication Technology for DevelopmentIDRC International Development Research CentreIUCN International Union for Conservation of NatureISP Internet Service ProviderIT Information TechnologyKADO Karakoram Area Development OrganizationKHDP Karakoram Handicraft Development ProgrammeKDRC Karakoram Development Resource centerKKH Karakoram HighwayKKH Karakoram Knowledge HighwaysKIU Karakoram International UniversityKM Knowledge ManagementLDOs Local Development OrganizationLG&RD Local Government and Rural DevelopmentNGOs Non Governmental OrganizationsOD Organizational DevelopmentP&DD Planning and Development DepartmentPPU Primary Production UnitsSDC Swiss Agency for Development & CooperationSPU Secondary Production UnitsSRC Sharma Rehabilitation centerSCOM Special Communication Organization Mobile servicesTNH Thread Net HunzaWRC Women Rehabilitation CentreYPO Yearly Plan of Operation

karakoram area development...

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