Brig (R) Hisamullah Beg SI(M)
The AKDN Introduction to the civil society program reads: “In an era of rising expectations and unmet needs in the developing world, the civil society sector plays an essential role in the provision of social services, the protection of the marginalised, the delivery of development programmes and the promotion of good governance. Its work is especially critical where governments are weak or non-performing, as in situations of failed democracies or post-conflict reconciliation and reconstruction.
For over 30 years, the Aga Khan Foundation (AKF) has led the civil society strengthening initiatives of the Aga Khan Development Network (AKDN) across all thematic areas (health, education and rural development) and regions in which it works. To broaden the impact of these activities, the civil society programme has now been formally extended to encompass all the AKDN agencies. The scope of the programme has also been widened in order to increase the positive impact of a wide array of organisations that have a presence in public life, including faith-based and charitable organisations, non-governmental organisations (NGOs), labour unions, professional associations and foundations, village and women’s groups, neighbourhood self-help groups, social movements, business associations, microcredit organisations, coalitions and advocacy groups.”
With this background it was felt that as a futuristic course, Hunza needs a fresh approach towards achieving a balanced society. Accordingly AKRSP in collaboration with KADO hosted the first multi-stakeholder forum in Hunza during 23-24 August 2004. The purpose was to initiate a public deliberation on 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.
The diversity and divergence of views on development requires a neutral platform for key stakeholders. Designed as a flexible and neutral platform for all stakeholders, HDF provides an opportunity to representatives drawn from Government and broad spectrum of civil society organizations, including AKDN agencies, voluntary community institutions, public sector agencies, business associations, Political parties, and faith based entities etc. to discuss and plan future development. In its scheduled meetings the Forum encourages open discussion on issues and opportunities leading to a shared commitment of the stakeholders towards common goals and ideas on how to move forward, while on the internet it seeks feed-back from all concerned “Hunzukutz” anywhere else and integrating these views towards developing a common vision through an open, transparent, inclusive and accountable mechanism. It fully recognizes that people and local institutions are the ultimate drivers of the development process in Hunza. See SOCIAL ORGANIZATIONS , GROUPS.
It also aims to help evolve a society which believes in moving forward on the principles of Meritocracy for which it is essential to have a working democracy, good governance and Pluralism which means people of diverse backgrounds and interests, organizations of varying types and goals coming together for different forms of creative expression, which are valuable and deserving of support by government and society as a whole.
The current TOR for HDF is as follows:
1. Organize Grand HDF meeting once in a year;
2. Facilitate to form thematic forums (Business, youth , women , peace);
3. Form working committees for specific tasks;
4. Promote collaboration and interacting between Government, Civil Society and private sector;
5. Share and discuss issues and best practices;
6. Provide professional and Organizational Support for different forums;
7. Raise resources for organizing Grand Forum;
8. Follow up on decisions of grand Development Forum;
9. Prioritize development sector and prepare action plan;
10. It should meet every quarter;
To achieve what has been stated in the above paragraphs a set of long term Collective Targets have been proposed for which it is expected that everyone sharing this vision will endeavour to work with his heart and soul. These in the order of priority are listed as under:
A. ENERGY (Hydropower and Water Management, by building Dams on river Hunza / Nager) More than 100 MW by 2020 ATABAD POTENTIAL 
B. Human Resources Development
  • Alternative Energy:                             – 200 specialists by 2015
  • Earth Sciences:                                    – 500 specialists by 2015
  • Skills: ICT & English etc through a proposed “Hunza Human capacity” Development Centre (HHCDC), Gems stone Cutting and polishing Centres; stone carving/engraving centres; scientific mining techniques etc (MINE TO MARKET)”: – 5000 specialists by 2015
  • Chinese language:                                – 100 specialists by 2015
  • Social sciences:    SOME CHOICES   – 5000 specialists by 2015
C. Creation of an Endowment to Support HR Development in above This is visualised to be achieved through donations, from profit making endeavours and also through diversion of annual development budget allocated by the government through the elected representatives.   – Rs 200 m by 2015
D. ADVOCACY: HDF will undertake advocacy with National & International setups for:
  • Supporting of development targets
  • Institutional development
  • Harmonization of traditional laws with statutory laws of the Country/NA’s with NALA and Ministry of Kashmir Affairs.CUSTOMARY LAWS
  • Tourism Advancement.
  • Appropriate construction with local populations in collaboration with BACIP and other agencies.
  • Invigorating the attractive regional traditions reflecting the Ethos of “Suchi” & preservation of language (Click HCF,  ALPHABETS).
  • upholding meritocracy, transparency & freedom of Information.
  • Declaration of “Weapon-Free” status for Hunza, this will contribute to a softer image of Pakistan in the world and help tourism.
E. SPORTS: Facilitation of adventure sports & adoption of some of these as regional specialties.
F. Facilitation:
  • Association for Minerals Exploration/ Extraction.
  • Business Association Development and
  • Exhibitions for culture and home industry.
Aim and Plan for Attainment of Targets
The collective targets for all stakeholders are aimed at gradually evolving a productive population rather than a consumer one. It goes without saying that in this increasingly materialistic world only productive entity – whether individuals or whole society – can hope to progress and prosper at the cost of consumers.
HDF does not claim to be a service delivery entity, rather it endeavours to coordinate collective efforts towards this end. With this approach you – as a concerned and talented “Hunzukutz” – are requested to personally participate (or motivate those known to the readers) in the effort by joining any one (or more than one) of the committees assigned to workout strategies and action plans in actualising these targets.
Brief visualisation for the committees and outline for their working are enumerated below:
1. Energy and Water Management: Will mobilize government and/or investors to make this possible. Knowledgeable members of the committee will search and approach International Agencies such as “Kuwait Fund” and like (with aim of either investment or philanthropy) by processing technical proposals.Click: ADVOCACY
2. Committee on HR Development: The main committee will form further committees on each of the topics specified under this heading (may also identify additional topics). The committee members will be assigned to initiate a global search (on the internet or personal knowledge) for university/institutional programs, their costs, prerequisites for participation and any enabling provisions by the institution/governments and actions to avail the opportunities.Cyber members: MEMBER , MEMBER2 , MEMBER3 , MEMBER4 ,   MEMBER5 , IRFAN    
3. Committee on Creation of Endowment: This is visualised to be achieved through individual donations, by establishing profit making entities and also diversion of annual development budget allocated by the government through the elected representatives. It will also coordinate with other agencies maintaining endowments for this purpose. The committee will work out the mechanism and methodology for maintaining and awarding resources to the deserving trainees for incountry and facilities abroad towards actualisation of HR Development targets.
4. Committee/s on Advocacy: Main committee will form subcommittees for each of the headings (and any other suggested by the participants).
5. Committee on Adventure Sports: We request following men of prominence to head and form these committees and select volunteers as members:
  • Mr Nazir Sabir (SI)
  • Col Sher Khan (SI)
  • Mr Ashraf Aman (President’s Pride of Performance)
6. Committees on Facilitation: KADO Chairman and professional staff to be assisted by other volunteers.
(Every organization should have a Code of Practice for Board members which is available to all stakeholders 
AKDN Guideline Booklet No. 4)
All such organisations involve people who have committed themselves to improving the society in which they live by what they do and how they behave. Commitment and voluntarism may, however, not be enough for an effective organization – specific organizational skills are needed as well. And these skills can be learnt.
This document will ultimately contain following Sections:
1. A Code of Conduct for the Governance (now)
2. Terms of Reference for all Members (now)
3. Terms of Reference for all Committees and sub-committees (on required basis)
1. MEMBERSHIP: Basic to each member is the understanding that Governance (Boards or similar structures) are a part of the management function of any non-profit and non-government organization (also known as civil society organisations or CSOs). At its most basic, management can be defined as: “ensuring that an organization has clear objectives, and makes the most effective and efficient use of resources in order to achieve those objectives”. Each or all the members have at least some or all of five separate roots:
  • Philanthropy and the desire to help people who are considered less fortunate
  • The desire to improve local communities through mutual aid and self-help
  • The desire to improve conditions through political and economic action (SEE POLITICAL ACTION )
  • The desire to take on services provided by the public or private sectors, and
  • The simple reality of shared interests.
The term “governance” is increasingly used for the big picture, long term and legal aspects of ensuring that an organization is properly run, and “management” for ensuring that the work gets done within this framework. Governing body which is legally and financially responsible for the organization and responsible for setting and monitoring long and medium term objectives, and developing policies.
HDF members (Governance) are drawn from wide array of organizations that have a presence in public life (specifically elected representatives), including faith-based and charitable organisations, non-governmental organizations (NGOs), labour unions, professional associations and foundations, village and women’s groups, neighbourhood self-help groups, social movements, business associations, microcredit organizations, coalitions, advocacy groups and above all the government. Presently this body consists of 22 members as listed in the attachment. But at the same time it is flexible and welcomes any additions with a background listed in the foregoing lines. The members are appointed or elected for a term coinciding with that of the Elections to Gildit and Baltistan Legislative Assembly (GBLA and DISTRICT COUNCIL).
2. EXECUTIVE STRUCTURE Should have the Understanding and regularly review the ethos and values that underpin the organization’s work, and ensuring that Board members, volunteers and others involved with the organization understand these values and how they apply to their work. They are also expected to:
  • Maintain a long term overview of the organization and all its work
  • Making strategic and major decisions about the organization’s objectives, policies and procedures
  • Ensuring decision-making procedures are transparent people know who makes decisions and how they are made, and accountable (decisions are reported to the people who have a right to know about them)
  • Ensuring that the needs and interests of relevant people and bodies are considered when making decisions
  • Ensuring that adequate resources (especially people and money) are available to carry out activities, and making decisions about how to proceed when resources turn out not to be available
  • Monitoring the work of the organization, especially progress towards objectives
  • Ensuring appropriate action is taken when work is not being done, or is not being done properly
  • Taking legal responsibility for the organisations and all its actions
The body (All honorary workers) will consist of:
  • A chairman:
  • A Vice-Chair
  • A Board Secretary
  • A Treasurer
The Chairperson’s/Vice Chairperson’s role has two parts, one practical, and the other institutional:
• Planning and running meetings of the body, ensuring that everything is covered and decisions are made when required, keeping order, helping the group deal with differences of opinion and conflicts, being sure that everyone who wants has a chance to speak.
• Ensuring that the organization as a whole sets and sticks to its policies and priorities, then serving as a spokesperson for the organization, making essential or emergency decisions between committee meetings, working closely with the manager to ensure work is being done properly and to help staff with difficulties.
3. MEETINGS It should meet every quarter. The venue/timing and Agenda will be disseminated by the Secretary at least 15-Days in advance. Preferably a yearly schedule for regular meetings (Every three months) of the members for the entire year should be announced by Mid November each year along with the schedule for “Once a year grand Meeting”, which is to be held for all concerned “Hunzukutz” anywhere and also the committees constituted from time to time. Emergent meetings may be held on required basis with the consent of chairman.
4. MINUTES AND ACTION PLANS the format for Agenda as well as recording of ‘Minutes’ /’Action plan’ is attached. Any concerned “Hunzukutz” may initiate a proposed item for inclusion in the Agenda any time through all available means, such as E-Mail, telephone, written paper etc. on this or similar format The decisions on each item of agenda will be on the basis of ‘majority vote’ if a clear ‘consensus’ does not emerge in the meeting.
5. TENURE AND ELECTIONS The tenure of ‘Executive Body’ will commence and end in consonance with the Government schedule for election to District Councils and Northern Area Legislative council. The candidates proposed by members/General public will be chosen on the basis of at least 50% secret votes of the “Governance” to coincide with the “Once a Year Grand Meeting”.
1. Names of volunteers whether willing to head the committees or participate as members received will be shared with all and placed on the web site. We expect the names of volunteers to be communicated to addresses on the website.
2. All these committees are expected to participate physically in the ‘Once a year grand meeting’, while rest of the time they will use modern means of communication for their contributions from their existing work stations.
3. Readers are requested to visit HDF website hosted by KADO ( and and help HDF through ideas and participation in the collective effort.
4. Sometimes HDF will set up Sub-Committees and Working Groups. All such Committees and Groups need clear Terms of Reference. Ideally every entity should have a Code of Practice for members which are available to all stakeholders. Through this the members should police themselves, but others involved in the effort can also monitor the performance of HDF.