Karakoram Knowledge Highways (KKH)

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Rupani Foundation
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The Secret of Development

In the darkest values of the glorious mounts
Where the sun was feeble to kiss the ground
Where thoughts were frozen by the shade of crown
Where voices were coffined in the barks of hounds
Where sights were shorten with the credulous bounds
Where wishes were slaughtered for the will of fond
Where skills were blunted by the fallacy tone
Where life was lumbered with the pigheaded dawns
But a brisk of breeze with a whiffing gore
Entered through the outlets of the locked doors
With an awakening knock to the intellectual soil
To probe the power, within the inner ore
Thus, mission and goals were set to go
With the power of wisdom on a constrictive row
When the skills were hone with the adze of art
Then man was nothing but a creative borough
Having trust with honour and freedom to think
Each soul on soil was a potent king
Thus the key to paradigm shift was learnt
Is to share, empower and lead to brink
Nazir Ahmed Bulbul
10 Years of KADO(1998-2008)
Kara kora m K now l ed g e H i g h w a ys ( K K H )
ADVISORY BOARD
GHULAM ALI
GHULAM AMIN BEG
FARMAN ALI
EDITOR IN CHIEF
ZULFIQAR ALI KHAN
GRAPHICS DESIGNER
KARIM KHAN FAYAZI
KADO
EDITORIAL SUPPORT
EJAZ ALI
SURRYA DINNAR
Karakoram Knowledge Initiative

KADO Central Office,Aliabad
MARKETING TEAM
District Hunza-Nagar,
SHAHID KARIM
Northern Areas of Paksitan
SULTAN AZAM
Tel : (92-5821)-50216/50213
Fax : (92-5821)-50213
SPECIAL THANKS
Email : kado@kado.net.pk
DR.HERMANN KREUTZMANN
www.kadohunza.org
The Magizne is a product of the Knowledge Managment

component
of
Karakoram
Area
Development
Organization (KADO).
The opinions expressed in the various articles are
those held by the contributors and are not necessarily
shared and reflects the thoughts of KADO. KKI
welcomes articles from contributors. All articles are
subject to a review and approval process by the
Editorial Board.
Contents
The Secret of Development: A Poem by Nazir Ahmed Bulbul
Editorial
1
Empowerment of Civil Society for Sustainable Development: A Case

Study of the Karakoram Area Development Organization in Hunza 8
Valley
AMIN BEG, KHAWAJA KHAN AND ZULFIQAR ALI KHAN
Present Situation and Future Potential of Cross-border Fruits Trade

36
between Xinjiang, China and Pakistan
DAI JIAN AND LU ZHAOHUI
The Karakoram Highway

Development Efforts
Road
Construction
and
Subsequent
42
HERMANN KREUTZMANN
4
Wheat and Flour Insecurity in Hunza Valley
47
TIKA KHAN AND DR. MIR AHMED JAN

5
Education is a Strong Vehicle to Bring Peace

Safida Ayub
An Interview with
53
GEORGINA CHETWYND
6
Hunza Development Forum: A Multi-Stakeholder Forum to direct

58
Future Development
BRIG. (RTD.) HISSAMULLAH BAIG SI(M)
Ennobling the Voiceless- KADO in Retrospect
60
SULTAN AHMED
8
NGOs and State-Society Relations in the Development of Hunza
62
ALI Al-HAKIM
9
Disempowerment holding back entrepreneurship in Gilgit-Baltistan
65
NOOR MUHAMMAD
10
Divaako: An initiative to preserve and promote local heritage
70
SHERBAZ KALEEM
11
Hunza taking Strides in Women Empowerment
72
ABBAS ALI
12
The Journey of Sedna School and College Aliabad
74
Editorial
KADO Board, management and its editorial team is pleased to publish Karakoram
Knowledge Initiative (KKI) as the first development magazine/journal in the history of
Northern Areas of Pakistan. We feel quite an honor to take an important step towards
Knowledge dissemination which will help assimilation and further growth of knowledge
in the region.
Knowledge is vital today and for tomorrow, rather it has been for all times and for all
societies. The society of Northern Areas is in rapid transition therefore, it is crucial
rather inevitable that knowledge keep on growing to help sustain and understand
different dimensions of the society. The past three decades has been phenomenal in
terms of creating new knowledge, introducing development paradigms and evolution of
participatory development and also, the society has undergone a tremendous change
process. There is constant need for thinking and reflection that what worked out and
what did not. The aim of KKI is to facilitate the access of information to people and
organizations concerned with subject matters of Northern Areas of Pakistan in particular
and mountain communities in general.
Different regional and international development organizations are extensively engaged
in producing a variety of knowledge but such a sporadic and site-specific efforts are still
unknown and unfamiliar to other researchers, academics, students and development
professionals. Most of the efforts are restricted within some organizations, libraries
and individuals and are not readily made available to others. Accessibility is thus the
main obstacle in the evolution of knowledge in most of the mountain regions and KKI
is the effort to reduce that obstacle.
It is believed that this product like others, will have perennial impact on the society as
it intends to provide information on variety of subjects to help and cater the information
needs of students, researchers, scholars, youth, elderly, men, women, development
associates, scientists, donors, local organization, Government, non government
organization and, private sector Most importantly, it will keep youth informed and
intact with the society not superficially but with concrete details regarding the subject
matters so that they contribute to society more in years to come. It will help fostering
knowledge networks and paving a way towards knowledge society. Information, without
doubt, will play the fundamental role in bringing people together, triggering thoughts,
initiating research, sharing experiences, helping communication, conserving knowledge
and pursuing value additions in all domains of life. Through such efforts, KADO is
optimistic to have a lasting impact in the mountain regions of Karakoram-HimalayaHindukush and Pamir (KHHP).
The editorial team will keep on striving to make it much better, appealing and worthwhile
for its affiliated people and societies.
Karakoram Knowledge Highways (KKH)
Whistling with knowledge
EMPOWERMENT OF CIVIL SOCIETY FOR SUSTAINABLE DEVELOPMENT:

A CASE STUDY OF KARAKORAM AREA DEVELOPMENT ORGANIZATION IN
HUNZA
AMIN BEG, KHAWAJA KHAN & ZULFIQAR ALI KHAN *
Abstract
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 selfhelp 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.
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
* This case study was originally developed by Ghulam Amin Beg and Dr Khawaja Khan in the year 2002, which was published in a book titled, Karakoram in
TransitionCulture, Development and Ecology in the Hunza Valley, edited by Hermann Kreutzmann. Published by Oxford University Press, 2006, Karachi,
Pakistan. This is an updated version of the original work produced by Zulfiqar Ali Khan.
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 3 . 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
10
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
2000). A Chief Executive Officer supported by the projects election for Chairman
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.
#OMMUNITY
'ENERAL"ODY!'-
#HAIRMAN"OARDOF$IRECTORS
"OARD#OMMITTEES
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Fig 1.1: Governace Structure
11
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 marketbased solutions to problems. Through methods of action research, action learning and functionsbased 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 4 . 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
12
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
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.

!NNUAL'ROSS3ALESTRENDINMILLIONS0+2S

9EARS
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.
13
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)
13
10
10
12
64
Secondary Production Units (SPUs)
Training Centres (TUs)
Yearly-totals:
14
15
10
10
14
76
B. Artisan Skill Development Training/Coverage:

Embroidery
200
600
450
430
360
500
448
2988
Sewing/Stitching
15
11
19
65
Carpet/Sumac Weaving
20
24
57
10
12
42
Wool Spinning
Fabric Weaving
24
18
10
60
Wood Work/Musical Instruments Making
10
16
34
Leather Works
12
29
Hand Knitting
25
10
35
Yearly -totals:
223
655
501
433
397
551
509
47
3310
Sharma/Goat Hair Rugs Weaving
C. Craft Business Development Training:

Production/Quality Supervisors
26
Product Development
10
25
47
Book Keeping/Inventory Management
15
Sales & Marketing
13
Refresher Courses
10
41
Yearly-totals:
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
14
PPU
Photo 1.3: KHDP Handicraft Production Model
SPU
Final Product
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.
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.
Hunza Environmental Committee (HEC)

Activated under the theme of Environmental Management, HEC 5 was formed in December 1997 as
a project of KADO. AKCSP initially provided technical and financial support to the project through
NORAD. It is a community response to the civic needs of the growing tourist and business towns of
central Hunza, where in the absence of any Municipality, the issue of solid waste management was
getting out of control and there was no mechanism to arrest the situation and manage the problem.
The prime objective was to keep Hunza clean by developing a solid waste disposal system and to
undertake environmental awareness programmes. It was also envisaged that the project would pave
the way to develop a permanent community-based civic body in order to continue activities on a
sustainable basis. Specific objectives were to: i) maintain and promote Hunza as a pollution-free valley,
ii) foster a community-based municipal body in Hunza that could be able to deliver environmental
management services on a sustainable basis, iii) develop cost-effective ways to dispose-off solid
waste and explore options to develop recycled saleable products to generate income, iv) develop a
15
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 feefor-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 Photo 1.4: HEC Solid Waste Colletion Mechanism
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
Photo 1.5: AC Hunza inagurates Trafic Sign Boards
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.
16

!MOUT0+2S INLAC

9EARS
Fig 1.3: Progression of HEC Service Charges (HEC Reports)
Table 1.3: Progression of Registered Users and Fees Structures

1997
S.No
2008 (Oct)
Details
Number
User fee rates/month
Number
User fee rates/month
292
20
455
50-100
Shops
Restaurants
20
20-50
44
250- 800
Hotel
25
100-700
35
300-2500
Cabins
48
30
50
20- 100
Barber Shop
50
150-300
Butcher Shop
50
200-300
Vegetable Shop
50
12
50-200
Poultry Shop
50
20
150-400
Auto Workshop
50
13
100-300
10
Houses
20
10
110
50-200
11
Offices
20
22
50-600
12
Schools/Colleges
10
20
38
100-500
13
Hospitals
50
250-2,530
14
Clinics
50
50-250
15
Banks
20
15
50-300
16
Mosques/Community Centers
Voluntary contribution
46
Voluntary contribution
Total
466
886
Source: HEC Reports
17
Hunza Arts and Cultural Forum (HACF)

The project 6 started operations in 1998 with its office in Mominabad, the artisan village of Hunza.
The project closed its major activities during 2004 however the trained persons from the project
formed independent groups to continue functions.
Main activities during the project phase included; a)
establishment of traditional musical instruments making
workshop, b) training in traditional music to the youth
and c) organizing local festivals.
The overall objective of the project was to serve as a
catalyst to promote and develop the oral-heritage of
music and performing arts of Hunza in an artistically
and financially sustainable manner by developing the
necessary expertise and infrastructure to run them, by
Photo 1.6: Artisans during musical instruments
building on the indigenous knowledge and experiences making tranning
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.
Table 1.4: Type and Areas of Trainings under HACF
Number
Traditional music
68
Musical instruments making
Wood carving
30
Traditional dances
10
Total
116
Source: HACF, KADO 2004
Training Areas
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 Photo 1.7: Tajik artists from China performing during
Silk Route Festival 1997
reported to the CEO KADO and the Committee head.
18
18
The project intervention resulted in a radical change in the societal attitudes towards the artisan
community in Hunza, as before this intervention, playing music was considered the job of a specific
community only. The trainings resulted in formation of five musical bands by youth outside this
community. These bands are now earning precious money by playing music during marriages, festivals
and for tourists in hotels. The future vision is to establish a Culture Center and the programmes of
the project would include; i) musical education and training integration music education in schools,
ii) strengthening and enhancing the existing instruments workshop, ii) initiating cultural exchanges
within the region and outside and promotion of local festivals, iii) research and documentation of the
oral tradition of the various ethnic communities and its archival and publication using multimedia
tools.
Information and Communication Technology (ICT)

In order to take advantage of the growing opportunities offered by the information and communication
revolution, KADO embarked upon a vision to effectively and creatively use the Information and
Communication Technology (ICT) for local development. It was observed that despite its marginality,
the Karakoram region offers rich content in the form of biologically and culturally diverse habitat
and people. The two-pronged aim was: i) to explore the full potentials of eco-and cultural tourism
opportunities and contribute to the body of global learning by making the indigenous knowledge
and experiences accessible to all; and ii) to lessen the digital divide by providing access to and
training on ICT tools to enable the rural communities in this mountains to improve their livelihoods.
By the end of 2000, KADO started various ICT projects. IDRC helped KADO to initiate an E-commerce
project using the Pan Asia Networking (PAN) E-shopping Mall 7 for its handicraft products through
mail order system (MOS). In the year 2001, PAN also provided a small research grant to develop a
Web Page (Karakoramhunza cyber site) on the cultural and eco-tourism potentials of the Karakoram
region. The same year KADO in collaboration with like-minded institutions organized a seminar on
ICT for Local Development in Hunza and fostered two community-based Village Computer Literacy
Centers (Murtazaabad and Hyderabad), involved in training on software applications.
KADO established Mountain Institute for Computer Science (MICS) during 2003 in order to provide
computer related skills and education to students and professionals with the support of Allign
Technologies Inc. USA. The institute trained 270 persons (134 male and 136 female) in computer and
basic IT skills. During 2005, KADO was selected as member of Global Knowledge Partnership (GK) a
Global network of public, private and non-for-profit organizations working on the use of information
technology for development.
After initial interventions KADO started an action research project Information and Communication
Technology for Rural Development (ICT4D), during 2004.
The IDRC funded project aimed at demonstrating the use of
information and communication technology for the promotion
of sustainable livelihoods and extradition of extreme poverty
in the remote mountainous villages. Major components of
this project included provision of internet services and action
research on e-village, e-school and business incubation.
Photo 1.8: A local elder browsing internet at

KADO Cafe
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
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
19
4(%!,)!"!$#/ /04(2)&4#2%$)43/#)%49,4$
!N)NDIGENOUS&INANCIAL)NSTITUTIONDEDICATEDFORTHE,OCAL$EVELOPMENT
4HEESSENCEOFOURBUSINESSPHILOSOPHYISTOCATERTOTHEFINANCIALREQUIREMENTSOF
SMALLMEDIUMSIZEDENTREPRENEURSCREDITSFORCONSTRUCTIONOFSCHOOLBUILDINGS
WATERCHANNELSANDOTHERLOCALDEVELOPMENTPROJECTSASWELLASFORTHEIMMEDIATE
FINANCIALNEEDSOFLOCALFARMERSBYPROVIDINGTHEMQUALITATIVECOMPETITIVESERVICES
)NCORPORATEDON$ECEMBERTHEFIRSTBRANCHOFTHESOCIETYFORMALLYOPENEDDOORSFOR

OPERATIONSIN!LIABADFOLLOWEDBY'ILGIT"RANCHAND!GA+HANABAD!LIABAD"RANCHJUSTRECENTLY
4HESOCIETYNOWHASSHAREHOLDERSFROMALLOVER(UNZAAND'ILGITREGIONS
0LEASANTANDCOMPUTER BASEDSOPHISTICATEDATMOSPHEREHASBEENPROVIDEDINTHEBRANCHESTO
FACILITATETHECUSTOMERSWITHASTRONGVISIONTOBETHEMOSTRESPECTED&INANCIAL)NSTITUTIONIN
'ILGIT "ALTISTAN
)FYOUJOINUSYOULLNOTONLYBENEFITFROMAGREATRANGEOFPRODUCTSANDSERVICESYOUWILLALSO
GETASAYINTHEDEVELOPMENTOFTHEREGION
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.

,OCAL5SERS
.ON ,OCAL5SERS
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.
80
75%
69%
70
60
53%
47%
50
40
30
Female
31%
Male
25%
20
10
0
Total
Altit
Hussain abad
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.
21
The main focus of the e-school action research project was to experiment potential impact of ICT
on students learning, teacher development, school culture and synchronization of best practices
in teaching-learning processes. Two schools; Khanabad, D.J School and Hasighawa Memorial Public
School, Karimabad were primarily selected for the research purpose. Grade IX Mathematics and
English subjects were selected in these two schools as research sample against control schools
with similar situation in the project area, except provision of ICT facilities to the sample group. An
overall improvement of 45.6% was observed in teaching learning process and other parameters set
for the action research in the focus groups as compared to the controlled groups locating in the same
vicinity with the same conditions except ICTs intervention.
Table 1.5: Comparison of SSC-I Results 2005 with 2006 of focus school (HMPS)
2005
Subject
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.
22
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
Gilgit
Ghanche
Number of
centers
Target for
the center
Achievements
Over/ underachievement
13
1300
1644
344
300
316
16
Skardu
900
1277
377
Ghizer
500
628
128
Astor
200
245
45
Diamer
200
98
-102
34
3400
4208
808
Total
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.
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
Photo 1.9:Traning
Harmosh,Gilgit
at
Govt
Girls
Middle
School
23
development organisation.
Community-based Rehabilitation Centers for Special People
Photo 1.11: A Visitor with Special Women
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.
4YPEOF$ISABILITIESIN(UNZA
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
0HYSICAL
and Basic Minimum Needs (BMN) of the

PWDs. According to this survey there are
(EARING

1,013 (Male: 531.Female 482) persons
with disabilities in Hunza valley, which is
-ENTAL
2.17% of the total population.

24
Fig 1.8: Types of Disablities in Hunza
6ISUALS
Source: Survey Report, Disability in Hunza

2004
-ULTIPLES
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.

ABOVE
!GE'ROUP
Fig 1.9: Age Wise Distribution of Special People in Hunza
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
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
25
Photo 1.12: A yound lady during a traning

at Gems Center Karimabad
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.
Photo 1.13: Friendship Band blended

with handicraft and stone.
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
26
Photo 1.14: HIS enumerators during training.
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.
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
27
Photo 1.15: Local youth during training in

Film Making.
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.
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.
www.achunza.org
c) E-governance: In the quest for governments to become more responsive and accessible, egovernance 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
28
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
,OCAL$ONATION

/THERS

!+230

)#)-/$

3$#

(ASHOO
ES
ARG

H
ES#
IC
V
R
E

%NDOWNMENT0ROFIT
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
29
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 subsectors.
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).
30
Picture Galley
Photo 1.16 : His Highness Prince Karim Aga

Khan visits KHDP stall at Serena Hotel
Photo 1.17 : Dr. Khawaja Khan, Chairman

KADO receives Award from Pervaiz Musharaf,
former President of Pakistan
Photo 1.18: Former Swiss Ambassador

Christian Dunant evinces interest in KHDP
Products during an exhibition in Islamabad
Photo 1.19: Faisal Saleh Hayat, Former Federal

Minister for KANA at KHDP Stall in Islamabad
Photo 1.20: Dr Abdul Qadir Khan at KHDP stall

in Islamabad
Photo 1.21 : ZubaidA Jalal, Former Minister

for Social Welfare and Special Education at
SRC Hyderabad, Hunza
31
Photo 1.22: Ismail Gulgee, the famous

Pakistani Artist during KADO visit
Photo 1.23: Chairman KADO Presents gift to Dr

Attia Inayatullah, Former Minister for Women
Development
Photo 1.24 : Nilofer Bakhtiar, Former Minister

for Tourism at KHDP stall in Islamabad
Photo 1.25 : Christina Rocca Assistant

Secretary of State for South Asia during KADO
visit
Photo 1.26: Iqbal Waljiz, President Ismali

National Council for Pakistan signs guest book
at Rehablitation Center Hyderabad
Photo 1.27: Canadian Deputy Prime Minster

Anne McLellan at ICT Stall
32
Photo 1.28 : Muhammad Mian Soomro,

Chairman Senate inaugurates the Gems
Cutting & Polishing Center, Karimabad
Photo 1.29: Chairman KADO presents gift to

Mailk Maskeen, Speaker NALA
Photo 1.30: Dr.Shamshad Akhter, Governor

State Bank of Pakistan signs guest book at
Gems Cutting & Polishing Center Karimabad
,Hunza
Photo 1.31: SDC Officals Christoph Graph,

Head of Asia Pacific, Pius Rohner, Country
Director & Kanwal Bokharey Visits Gems Center
Karimabad
Photo 1.32: Babar Yaqub Fateh Muhammad

Cheif Secretary NAs at Gems Cutting & Polishing
Center Karimabad
33
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.
34
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
35
Present Situation and Future Potential of Cross-border Fruits Trade between

Xinjiang, China and Pakistan
DAI JIAN AND LU ZHAOHUI

Abstract:
The paper outlines the present situation of cross-border fruits trade between Xinjiang Uighur
Autonomous Region (XUAR) of PR, China and the Islamic Republic of Pakistan. It also analyzes the
different advantages of the fruit varieties grown in Xinjiang and Pakistan. At the end, it especially
emphasizes the complementation of fruit production between Xinjiang and Pakistan, and the potential
of cross-border fruit trade in the near future.
Introduction
Xinjiang Uighur Autonomous Region (XUAR) is the only province of China having a 500 km
borderline with the Islamic Republic of Pakistan. The Khunjerab Pass lying in the Taxkorgan
Tajik Autonomous County of Kashgar Prefecture of XUAR locates in the Pamir Mountain areas.
It is the only land Port between China and Pakistan, as well as the only port in Xinjiang open to
any third country. The distance between Khunjerab Pass and Urumqi, the capital city of Xinjiang,
and Kashgar, one of the important cities in the southern Xinjiang, is about 1890 km and 420 km
respectively. On the other side, the distance between Khunjerab Pass to Sost Port and Gilgit in
north of Pakistan is only 130km and 270km respectively. The distance from Khunjerab pass to
Islambad, the capital city of Pakistan is 870km. Khunjerab Pass, due to its special geographic
location, is now the most important channel of cross-border fruits trade between Xinjiang and
Pakistan.
1.Present situation of cross-border fruits trade between Xinjiang and Pakistan
The cross-border trade between Xinjiang and Pakistan has a long history. Extension and improvement
in highway connecting both regions and improvement of transportation facilities have enormously
increased the trade volume through this border pass.
1.1 Present situation of fruits export from Xinjiang to Pakistan
Fruits are one of the important exporting items from Xinjiang to Pakistan through Khunjerab Pass.
The volume of trade enormously increased during past several years. (See Table 2.1)
Table 2.1. Fruits export from Xinjiang to Pakistan during 2002-2005
Year
2002
2003
2004
2005
Fruits
exports(ton)
Value(10 thousand
Dollar)
308
4715
9552
17362
16
58
193
501
Export increasing rate(%)

exports
values
1431
103
82
263
233
160
Source: Xinjiang Customs.
The table shows that the cross-border fruit exports between Xinjiang and Pakistan is at its infant
stage. The annual export amount is not so large, but the overall trend shows an increase during this
period of time. About 693 batches of fruits were exported from Xinjiang to Pakistan during 2005. The
total weight was 17,320 ton and the value 5.01 million USD, which is 82% and 160% higher than
that of 2004. Apple, pear and grape produced in the southern XUAR makes large part of this export.
36
These items account 39.4%, 34.5% and 25.5% respectively of the total fruits export.
1.2 Present situation of fruit exports from Pakistan to Xinjiang

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

2.1 Analysis of the potential of fruits exported from Xinjiang to Pakistan
2.1.1 Xinjiang has the most advantageous natural conditions for producing variety of
fruits of high quality in large quantity.
Xinjiang has very rich sunshine and heat resources. The sunny, dry weather with low rainfall and
significant temperature difference between day and night during summer is very suitable for growing
various temperate fruits with good quality and yield.
The annual sunshine is about 2500-3000 hours in Tarim Basin lying in the southern part of XUAR.
The yearly average temperature is 9.8-12.9C. The effective cumulative temperature is 4000 C
and the non-frost is 180-220 days. It provides the best growing condition for apple, pear, apricot,
pomegranate and many other fruit varieties. The local government is establishing a large fruits
production base in the Tarim Basin, which will help to improve the cross-border fruits trade between
Xinjiang and Pakistan.
2.1.2 Xinjiang has various typical fruits germplasm.

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

Since 2000, the agricultural structure of Xinjiang has been under rapid transformation.
The
overall capacity of fruit production, such as the fruit varieties, planting area, yield and quality, has
increased enormously.This gives enormous potential to export fruits to the surrounding Central Asian
countries.
The statistics during 2000-2006 reveals an annual increase of 15% and 12% in planting area and
total yield respectively in Xinjiang. The planting area was 502.8 thousand hectares, while the total
yield was 3431.4 thousand tons during 2006. In the Kashgar Prefecture, cumulative fruits yield is
237.8 thousand ton and the planting area is 118.4 thousand hectares. This shows an increase of
289% and 216% respectively as compare to 2000.
During this period, the planting area and yield of apples, pears and grapes, which accounts for large
percentage of cross-border trade between Xinjiang and Pakistan, increased enormously. (See Tables
2.2)
Cross-border Fruits Trade between China & Northern Areas.
37
www.kadohunza.org
www.kadohunza.org
Table 2.2: Planting Area of Typical Fruits in Xinjiang during 20002005 Unit(hectare, %)
Type of Fruits
Plant Area
Fruits in Total
Annual
Apples
Annual
Pears
Annual
Grapes
Annual
2000
2006
increase
2000
2006
increase
2000
2006
increase
2000
2006
increase
rate
rate
rate
rate
Xinjiang
Southern Xinjiang
Kashgar Prefecture
193075
502788
14.65
34561
31067
-----33898
69180
10.73
59054
103875
8.40
101081
347923
19.31
11103
13522
2.86
20657
51277
13.87
15407
34590
12.25
28748
111838
21.42
2622
3486
4.15
1836
2039
1.51
2192
4225
9.83
Source: Xinjiang Statistics Yearbook 2001 and 2007
Table 2.3: Total Yield of Typical Fruits in Xinjiang during 20002005 Unit(ton, %)
Type of Fruits
Total Yield
Xinjiang
Southern Xinjiang
Kashgar Prefecture
2000
2006
increase
2000
2006
increase
2000
2006
increase
2000
2006
increase
1518732
3431435
12.35
299673
327886
1.29
194879
435203
12.16
683645
1502035
11.90
667848
1821266
15.41
85925
128760
5.95
111528
264796
13.15
167546
352301
11.20
237840
750984
17.85
23277
40269
8.14
22832
29182
3.57
26789
59233
12.00
Fruits in Total
Annual
Apples
Annual
Pears
Annual
Grapes
Annual
rate
rate
rate
rate
Source: Xinjiang Statistics Yearbook 2001 and 2007
2.1.4 The fruit importing policies of Pakistan is not clear

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

Xinjiang
2.2.1 The fruits planted in Pakistan are complemented to those planted in Xinjiang.
The southern part of Pakistan is the so-called Oriental Fruit Basket It is famous for its tropical and
sub-tropical varieties, such as banana, orange, mango, palm date, pineapple, and guava etc. Among
them, orange and mango are two of the major important export fruits of Pakistan.
Pakistan is the fifth largest country in mango production and the third largest exporting country of
mango in the world. The present planting area is 93 thousand hectares; with the total yield of about
925 thousand tons. The annual export is about 60 thousand tons valuing 24 million US Dollars.
The annual yield of oranges in Pakistan was calculated about 2500 thousand tons during 2005. The
40
fruit is rich in juice with sweet-sour taste. The fruit has recognition in international market as low
price, high quality, with long shelf-time.
There is thus a significant compensation between fruits produced in the southern Pakistan with
that of Xinjiang and other provinces in the northern part of China. This offers a good opportunity
forXinjiang to improve its cross-border fruits trade with Pakistan through Khunjerab Pass.
2.2.2 The bilateral governmental treaties signed in recent years will greatly push the crossborder fruits trade between Xinjiang and Pakistan
A series of bilateral treaties have been signed between both countries including the Free Trade and
the Early Harvest Agreement, in order to improve trades. Through these agreements both countries
have shown willingness to reduce the duty on three kinds of agro-products to zero on the day before
January 1 st 2006, 2007 and 2008.
According to the duty regulation of Chinese Customs, 11 kinds of fruits from Pakistan are accorded
in those agreements, including palm, pineapple, guava, mango, orange etc. The agreement took in
effect during 2006. The Chinese government has permitted to import mangoes and oranges from
Pakistan through the only land port in China, i.e. Khunjerab Pass and six other ports of ocean and
air transportation locating in Dalian, Tianjin, Beijing, Shanghai, Qingdao and Nanjing. The duty of
dry fruits, like dry fig, dry palm date and dry pineapple etc, imported into China from these ports
reduced to zero since January 1 st 2007. This has improved the cross-border fruits trade between
the two countries and the fruits from Pakistan are now also available in the supermarkets and fruit
wholesale market of Xinjiang.
3 : Conclusions
The cross-border fruits trade between Xinjiang and Pakistan is in infant stage however the volume
of annual export shows enormous increase during the past few years.
The fruit varieties produced in Xinjiang are highly complemented with that produced in Pakistan.
This offers potential to further push cross-border fruits trade.
The Khunjerab Pass is the only land port in China that is allowed to import fruits from Pakistan. The
pass will therefore play important role in the cross-border fruits trade between the two countries.
References
Xinjiang Statistics Yearbook 2001. Beijing: China Statistical Press, 2001
Xinjiang Statistics Yearbook 2007. Beijing: China Statistical Press, 2007
Free Trade Agreement between the Government of Peoples Republic of China and Pakistan, 2006.
Early Harvest Agreement of Free Trade between the Government of Peoples Republic of China and Pakistan,
2005.
Fan Weigong. Present Situation of Fruits Trade between Xinjiang and Pakistan, and thoughts on Improvement
Exports Competition Capacity of Xinjiang. Economy of Xinjiang Agricultural Reclamation, 2006,5-.P44-46
Dai Jian is Professor and Director of

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

Institute of Agricultural Economy &
Information (IAEI) of XAAS
41
The Karakoram Highway Road Construction and Subsequent Development

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

Before 1935, the Gilgit Agency was supplied
with goods via Burzil pass (4200m) from
Srinagar. After the lease of Gilgit to British India
the Babusar route was expanded and improved
by military engineers and contractors for the
caravans. Both routes were closed in winter due
to heavy snowfall. The first link for modern
traffic of Northern Pakistan with down country
Pakistan was established from the railhead in
Havelian (NWFP) via the Kaghan Valley in 1949.
The selected route followed a colonial mule track
for the support of the British administration and
the garrisons in the Gilgit Agency. It was only
after independence that the first jeep reached
Gilgit - a cul-de-sac of its own - before the
track was extended tow ards Hunza in 1957. The
jeepable road across Babusar Pass (4,173 m)
remains open for three months in summer only
and during the rest of the year air links were
transporting valuable supplies at high cost.
Air traffic between the Punjab and Gilgit was
introduced as early as 1927.
After the inception of Pakistans first Village
Aid Five-Year Plan in 1956 development efforts
based on public funds reached the mountains
and were made available in the Gilgit Agency.
A
participatory
approach
facilitated
the
construction of suspension bridges to span the
Hunza River near Danyor and the Gilgit River at
Sher Qila. Villagers provided three-quarters of
the cost, all the unskilled labour and cut all the
wood for bridge construction from communal
forests (Clark 1960: 21). At this early stage of
development the Central Government covered
75 per cent of all non-recurring expenditure and
42
50 per cent of recurring expenditure (Clark 1960:

22), trying a holistic approach by introducing
new wheat varieties, new ploughs, different fruit
varieties, imp roved livestock (pedigree bulls,
merino rams etc.), silkworm production, and new
weaving looms for local tweeds. Out of the annual
Village Aid Programmes budget of Rs. 300,000
(app. US $ 65,000 at that time) two thirds were
spent on transport alone. Lacking accessibility
inferred high costs for the allocation of goods
from the lowlands at the places of need in the
mountains. Consequently the remaining budget
for development projects was substantially
reduced. Not surprisingly the transport charges
for one maund (1 maund equals 37.32 kg) of
goods from Rawalpindi to Gilgit amounted to the
multiple of its value.
In order to reduce transp ortation costs of
basic goods, the Indus Valley Road from Swat
was proposed and the construction started in
1959. The Pak-China Border Treaty of 1963 and
resulting bilateral and cooperative efforts led to
what has been termed the Pak-China Friendship
or Karakoram Highway (KKH). By 1975 the KKH
was accessible to trucks and since 1978 regular
traffic has plied between Rawalpindi and Gilgit.
In addition to trans-mountain exchange of goods

the KKH brings in subsidized food grains from down
country Pakistan into the region. It is the life-line for
the ever-growing food deficit of Northern Pakistan.
Cereals, fresh meat (imported as live animals for
slaughter in the bazaars) and cooking oil account
for more than three quarters of all imports from the
been linked to the Karakoram Highway through an
lowlands. The per capita-dependence on supplies
asphalted road which now enables year-long traffic
through this artery is highest for the Gilgit District
communication and a rapid change of market prices
Fig 3.1: Map of KKH
and significantly lower in Chitral and Baltistan
for basic commodities. The Baltistan road did not
(cf. Kreutzmann 2004). Chitral is seasonally cut
exist as such in previous times when Baltistan was
off from external supplies until the tunnel under
oriented towards Srinagar. In 1963
the Lowari Pass might be completed. Baltistan has
KKH Road Construction and Subsequent Development Efforts
43
a first road link to Gilgit was established across

the Deosai Plateau, two years later by the Indus
valley. The road was extended and asphalted
in the mid-1980s. In addition to its ubiquitous
military imp ortance, huge quantities of food are
brought into the region to supply army personnel,
tourists, and growing numbers of local farming
and trading households.
Photo 3.1: Expansion and Widening of KKH 2008
Prior to discussing the economic gains and

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

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

of the KKH
Bhutto abolished the autonomy of local rulers.

Mir Jamal Khan was the last Hunza tham who
survived his demise only for two years. The close
watch and control executed by the hereditary
ruler lost its strength, more opportunities and
personal liberties for local enterprising people
came up.
With
the
apparent
power
vacuum
new
administrative structures took effect. Local
bodies and integrated rural development projects
replaced the infrastructural functions of previous
rulers, village organizations and community selfhelp groups emerged. The KKH enabled more
people to out-migrate from the remote mountain
valleys in search of jobs and education. Both
44
As early as 1972 the Government Report of M.

Abdullah advocates the regular supply of basic
food items to northern Pakistan from the grain
chambers of lowland Punjab. The proposed
concept fav ours an exchange of a different
range of cash crops from the mountain valleys
with surplus staple foods from the plains,
with transport subsidized from public funds.
In Abdullahs opinion self-sufficiency in grain
production cannot be achieved in the mountain
valleys. For example, the highly subsidized and
competitive price for wheat flour (ata) cannot
be met by local producers. Cons equently, the
proportion of food produced locally is steadily
decreasing. In some villages of the Hunza
valley local production of ata nowadays is less
than one third of the households annual con
sumption. Similar trends are observed in other
regions of the Northern Areas. The dependency
on down country supplies for other consumer
goods is even higher. Consequently, for the
first time in history there are now no periods of
starvation and famine for such disasters have
been prevented by subsidies and crisis mana
gement from the Federal Government and the
World Food Programme.
The observation of Robert Chambers (1983:

13) that research and development projects
follow netw orks of roads has been supported
by the extension of major development projects
to this region in the aftermath of the KKH
construction. The Government of Pakistan and
non-governmental organizations such as the
Aga Khan Development Network (AKDN) with
international funding have established a number
of rural development and comm unity services
projects with substantial impact on the physical
infras tructure, local trading, and education
corps are maintaining the road and most natural

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

on the extens ion and improvement of existing
agricultural resources. By applying economics of
different scales of production they aim to increase
productivity through the cultivation of valuable
niche products, like seed potatoes, vegetable
seeds, and special varieties of fruit. Exc hange
of goods between lowlands and highlands is the
driving force behind this concept.
pressure. These unstable conditions affect other

spheres of global and inter-regional exchanges
like tourism and trade as well.
In periods of crises these development models

based on long-distance trading relations for
cereals and other staples are vulnerable. A
potential scenario such as this must be kept in
mind. A closure of the road due to natural or
man-made hazards can effect dreadful results.
In the case of the Karakoram Highway engineers
The initial construction of the KKH as an artery

between lowlands and the Karakoram has led
to a secondary road network of link roads.
In the Hunza Valley more than 95% of all
households are connected with a jeepable or
truckable road by now. In the side valleys such
as the Gilgit, Ishkoman, Yasin, Astore Valleys
and in Baltistan the same density is aimed at
and approached. New suspension bridges were
constructed by bilateral aid. The majority of link
roads have been financed by public funds and
regional development plans, some of them have
come into existence as a productive physical
KKH Road Construction and Subsequent Development Efforts
45
infrastructure programme of the Aga Khan

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

Chitral districts via Shandur pass (3700 m) and
the route across Babusar pass (4100m) linking
the KKH at Chilas with Kaghan and Hazara. The
improvement of accessibility was a major driving
force for the establishment of tourism in the
Northern Areas of Pakistan as a local source of
income generation (Fig. 3.2).
The future keeps major changes and surprises
in stock as a result of the recent Pak-China
agreement about widening and expansion KKH
and converting the highway into a major artery
for road and rail traffic and for transporting fossil
fuels via pipeline from down country Pakistan
into Xinjiang Province. This will have tremendous
impact on the Northern Areas in general and
change life in the Hunza Valley in particular.
References
Abdullah, M. 1972: Report on Prospects of Agricultural Developm ent in Northern Areas (Gilgit and
Baltistan). Islamabad
Chambers, R. 1983: Rural Development. Putting the Last First. London, Lagos, New York
Clark, L. P. 1960: Progress in the Gilgit Agency. In: Eastern World 14:21-22
Kreutzmann, H. 2004: Accessibility for High Asia. Comparative perspectives on Northern Pakistan's
traffic infrastructure and linkages with neighbours in the Hindukush-Karakoram-Himalaya. In: Journal
of Mountain Science 1 (3): 193-210
Kreutzmann, H. (ed.) 2006: Karakoram in transition. Culture, development and ecology in the Hunza
Valley. Oxford, New York, Karachi: Oxford University Press, 419 pp.
World Bank 2002: The next ascent. An evaluation of the Aga Khan Rural Support Program, Pakistan.
Washington
Dr. Hermann Kreutzmann currently holds the Chair of Human Geography at the Center
for Development Studies in the Institue of Geography, Freie Universitt Berlin.
Prof. Dr.Kreutmann has nearly thirty years experience of fieldwork in South Asia and
has carried out fieldwork and research in China, Pakistan, Afghanistan, Tajikistan and
Nepal.
46
Wheat and Flour Insecurity in Hunza, Northern Areas, Pakistan.

TIKA KHAN AND DR. MIR AHMED JAN
Abstract
This paper delineates the outcomes of the research carried out during AprilSeptember 2008, in different parts of Hunza, in response to the acute shortage
of wheat/flour, over a period of several months, since October 2007. The study
evaluates overall wheat/flour access and availability situation in the region. It also
assesses the existing food security status and major confluent factors of insecurity
and suggests redesigning development approaches to balance food security and
development phenomenon in the region.
At present, 53,500 people inhabit Hunza valley, with a net wheat/flour demand of
11,800 metric tons annually. In 2008, the local wheat production was 516.3 metric
tons with a net deficit of 11,283.8 metric ton. The valley holds a maximum 4.37%
self reliance in wheat/flour that can feed the local people for 16 days. This situation
indicates catastrophic wheat/flour insecurity (99%) in the densely populated and
urbanized areas in the valley. Literature review divulges that the per annum wheat
consumption in the region is higher (34%) than the rest of the country. The highly
subsidized wheat/flour, supplied through civil supply organization, is sold in black
at open prices. Government and civil supply authorities in the region are reluctant
to share the actual quota figures with the public.
Over the years, the world has witnessed massive famine due to food scarcity. In
the contemporary context several geographical regions like Pakistan have become
catastrophically insecure and Hunza is not unique to it.The valley had a minimum
of 74.2% self-sufficiency from indigenous production with the availability of 0.45
kg (average) wheat per day per capita, which drastically dropped down to 0.02kg
in 2008 with only 2.8% self reliance level.
Shimshal is the only village in Hunza, where only 22.3% households have
wheat shortage; the remaining 77.70% population meets their wheat and flour
requirements indigenously. The remaining areas in the region are high insecure
as much high as 100% (Aliabad/Hyderabad) and minimum of 96.17% (Gojal BalaSost). Self-reliance level in Chipursan is better as compared to other areas with an
indigenous production of 13.79% of their total annual consumption.
The intervention of AKRSP, during 1980s, in agriculture sector improved average
per kanal wheat production upto 92kg (2.3 Maund), which has declined to 74.5kg in
2008. Increased construction has reduced per capita land holding (0.04 hectares).
The government agriculture interventions do not show any remarkable contribution
in improving wheat quantity and quality in the area.
Introduction
Food security is defined as a situation when all people, at all times, have physical and economic
access to sufficient, safe, and nutritious food, and to meet their dietary needs and food preference
for an active and healthy life.(World Food Summit, Rome 1996) The definition underlines three
main dimensions i) adequacy of food (effective supply), ii) ample access to food (i.e., the
ability of the individual to acquire sufficient food or effective demand), and iii) reliability of both
supply and access (equity of food distribution).(UN 1996)
Wheat and Flour Insecurity in Hunza
47
The construction of KKH during 1970s improved the food security situation in Hunza. This coupled
with the integrated rural development programmes of AKDN enabled the rural communities
to develop human and institutional capacity for poverty reduction. The results and impact
of the programme are matchless and are unique in nature. However, the goal of sustainable
development is yet to realize having a resilient and a supportive ecosystem (IUCN 2003).
Since October 2007, it has been difficult period in the region to access wheat/flour, similarly
in the years ahead; food scarcity can be a potential source of conflicts and incidence of socioeconomic and political instability. There is a close nexus among food insecurity, poverty and
disease (WFP 1998).
The World Food Programme (WFP) assessment in 120 district in Pakistan revealed 74 (62%)
districts as food deficient in terms of net availability and according to the Food Security Analysis
ranking 2003 Northern Areas are net food insecure areas (WFP 1998). Similarly among the food
insecurity zones in Pakistan prepared by the UN World Food Programme, the Northern Areas are
among the most food insecure areas (Dawn 2003).
Wheat crop contributes 3.0 percent to GDP of the country whereas in case of Hunza it is 0.64
percent (Hyderabad LSO). As wheat cropland area declines in the region, dependency on the
exterior sources has increased in recent years and it has reached to an alarming level, not only
in the region but also across the country. In Punjab, which is considered the hub for wheat
production in Pakistan, many poor parents put their children on bid for their livelihood (Daily
Jhang 23 March 2008).
KKH is the only supply-line for Northern Areas and Hunza, not only to access wheat and flour
but also to sell their cash crops in down market. KKH being passing through the most insecure
mountainous settings is not fully reliable. Frequent natural calamities, man made tragedies
and high rise transportation charges have deprived the rural communities across the region 12
to access equitable distribution of wheat/flour. Enormous difference between quota and open
market sale price has encouraged black marketing mafia to deprive the local people in accessing
wheat/flour.
Material & Methods
Administratively, Hunza subdivision is divided into seven Union Councils, having diverse
climatic and geographic conditions. Simple sampling technique with a purposively structured
questionnaire was used to obtain data from ten farmers from each Union Council which makes
the total sample size as 70. In addition to the interviews from farmers, the Presidents of the
corresponding Ismaili Local Councils were also asked the same questions where needed. Data
gathered was punched in a simple Micro Soft Excel based programme to generate results. Data
presented in tabular, charts and graphic forms for convenience. Critical care has been given in
dealing information to assure maximum accuracy in data entry and analysis.
Results & Discussion
The declining agricultural productivity, lack of investment in scientific farming and the absence
of supportive mechanisms to small farmers have made it difficult to arrest the declining issue
in agriculture and which can further worsen the food security situation in Pakistan (Northern
part) (SARCC Journal 2002) During 1950s, communities in Hunza had a minimum of 74.2% selfsufficiency with the indigenous access of 0.45 kg (average) wheat per day per capita, which
drastically dropped down to 0.02kg in 2008 leaving behind only 2.8% self reliance level. Per
capita land holding is decreasing day by day, and presently stands at 0.124 hectares and 0.04
hectares in Northern Areas and Hunza respectively. In the coming years this declining trend will
continue and food security will also decline in a direct proportion.
48

Consumption MT
In 1996, the per capita wheat

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

House Hold

(OTELS
)MMIGRANTS
Consumption Sites
Kilo Grams
Fig 4.1: Wheat Consumption Sites-2008

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

Government and civil supply authorities
150
in the region are reluctant to share

information
about
quota
and
its
150
distribution mechanism, however each

procession for wheat and flour has been
satisfied with a negligible number of

metric tons.
50

Shimshal is one of the few communities in
the Northern Areas that produces enough

Pakistan
Hunza
% increase consumption
food for its population. Such an adequate
level of self-sufficiency has been crucial
Consumption Sites
for survival, given its remote location
Fig 4.2 : Wheat Per Capita Consumption Ratio-2008
(Moutain
Voices;Oral
testimones
in
Karakoram) However, recent calculations
show that Shimshal has only 77.70% self-reliance. Shimshal and Chipursan offer a great
opportunity of thousands acre of barren land to extend and expand agriculture vertically and
horizontally but so far it has not been given due consideration in this regard.
Conclusions
Research results show that the overall wheat production is on decline. Several key factors
are affecting food security situation and indigenous productivity in the region. Some of these
forces/trends are decline in per capita land holding, decreased productivity, changing trend in
subsistence agriculture to market oriented cropping, increasing transport charges, shrinking
work force at farms, lack of subsidy on agricultural basic items etc. inequitable distribution of
quota, active wheat/flour mafia, lack of rotational cropping and mono cultural practices have
made cropping land less productive which is evident from the data shared in the paper.
Building on the previous and existing trends we can see an increasing food insecurity in the
region over the years ahead and will become a strong political issue in the Local and regional
Wheat and Flour Insecurity in Hunza
49
politics. However, farmer psyche in the region will take a shift in practices and will start to
grow wheat in the next years. This slight shift will decrease food insecurity in some parts of the
region but the growing human influx into the valley will increase and therefore food insecurity
situation will continue to grow.
Recommendations
The facts analyzed during this research present the need to incentivize the agricultural sector
by motivating farmers to grow more wheat in order to increase food security and to avoid any
potential famine in future. Following are some specific recommendations in this regard;
1.The Local community in general and farmers in particular need to be educated and made
aware of the situation and future set backs or potential threat of food crisis.
2.Government Line departments and NGOs must introduce high yielding wheat varieties in the
region to increase per unit return.
3.Modernization of agricultural practices and introduction of agriculture technology is an
important area to maximize productivity.
4.To cope with the declining per capita land holding lateral extension is critical besides vertical
expansion.
5.Vast barren lands in Shimshal and Chipursan valleys must be given due concentration to bring
under cultivation to grow wheat on scientific lines making Shimshal a regional food hub.
6.The wheat storage and distribution mechanism of Government of Pakistan is less efficient
which results in black marketing or smuggling to other parts. This requires immediate attention
to ensure proper distribution and storage in the region.
7.Some new but innovative approaches in food style (diversification) are required to reduce
wheat consumption through introducing new dishes and trends.
References
Afzal, R.M. Daily Jhang Rawalpindi September 10, 2008.
Bhathi, R.J.A. Daily Jhang Rawalpindi Saturday 23, August and September 10, 2008
Daily Jhang March 23, 2008
Dawn, July 21, 2003 Food security in N. Areas demanded
Economic Survey of Pakistan, Ministry of Finance (Report: 2005-2006)
http://cmsdata.iucn.org/downloads/asses_naps.pdf
http://www.fews.net/docs/Publications/1001460.pdf.
http://www.shrdc-isb.org.pk/SAARC-Journal/SAARC-JHRD-V3.N1/9.%20Dr%20Javed-Pakistan.
pdf
http://www.un.org.pk/unic/pdf/finaldoc.pdf.
Khan, A. N. One World South Asia
22 October 2003http://www.oneworld.net/article/
view/71058/1/ Pakistans Neglected Northern Areas Now on Development Map
Madal, S.M. Daily Jhang Rawalpindi September 10, 2008
50
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OF'ENERAL)TEMS2AWMATERIALSFOR
3ERENA(OTEL"ALTIT)NN+ARIMABAD
04$#-OTEL(UNZA
+!$/
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GENERAL)TEMS-OBILE3IMSAND#ARDS
(UNZA(EALTHY(ONEYALSOAVAILABLE
4EL

#ELL
Mazhar Abbas et al. 2006: Dissemination of wheat production technologies and interface of out
reach efforts with farmers
Shah, S.S.A. Daily Jhang Rawalpindi September 10, 2008
Weekly bang-e-Sahar Karachi Saturday 31st August 2008
World Food Programme (WFP) Pakistan: Food Security Analysis (FSA) 1998: Food Insecurity in
Rural Pakistan 2003.htm
www.apmn.org APMN publications_ Vol_ 5_No_ 1.htm
www.shimshalpakistan.com /Mountain Voices oral testimonies from the Karakorum mountains,
Pakistan Local themes agriculture.htm
The Principal researcher and Author of this

paper is working as lecturer in Biological
Sciences at Federal Government Degree
College for Boys Aliabad, Hunza.
Co-author of this paper is Head Chemistry

department and principal Federal Government
Degree College Aliabad, Hunza. He holds a PhD
in Chemistry.
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Education is a Strong Vehicle to Bring Peace: An Interview of Safida

Ayub with Georgina Chetwynd *
I believe if we want to bring peace, education is a strong vehicle and a tremendous
tool to initiate this. Why? Because it increases knowledge, develops skills and
moral values. If we get this richness inside, this shouldnt lead to violent behaviour
because it brings an internal peace, and the internal peace leads to external
peace in the society. So let us grow more seeds for education, wherever we can.
Many people have a vision how to bring peace, but how many of us would follow
this vision to Afghanistan? The interview that follows is with a lady who worked in
Afghanistan for a year. It is almost exactly what she wrote:
Can you say a little about your background?

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

a key role throughout the process and further
identified three (02 men and myself as a woman)
as Master Trainers (MTs) to work with VSOs.
When we returned back from Lahore, 6 VSOs
(Volunteer Oversees Services) from UK also
joined AKES as trainers. So we three local
MTs worked with them to bridge between the
foreigners and the locals to enhance the capacity
of local teachers and develop our own language
and methodological skills though the Language
Enhancement and Achievement Program (LEAP).
However, then I got a scholarship for an M.Ed
program at the Aga Khan University Institute
for Educational Development (AKU-IED), Karachi.
The medium of instruction at this institute was
English as it is affiliated with the University of OISE
Toronto, Canada and Harvard University. Yet, it
was a smooth transition for me to cope with the
program because of the language development.
This program changed my whole perspective,
thinking and reflective skills. I understood myself
and my professional needs, and professional
needs of the local teachers, HTs, and the whole
education system. Moreover, it broadened my
perspective and I looked at education as a
holistic approach, rather than teaching subjects
and passing examination through rote learning.
We as a group of AKU-IED graduates returned
back to our area and served at the Aga Khan
* This interview has been published with prior permission from Georgina Chetwynd, who interviewed Safida Ayub
during her affiliation with Mountain Institute for Educational Development (MIED) through VSOs Youth for Development
Programme.
53
University - Professional Development Center

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

motivation to lead to education.
Where were you based?

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

Northern Areas (NAs) went through the LEAP
program to enhance their English language
skills and opted for M.Ed program at AKU-IED,
successfully completed and now serving at
leadership roles. Moreover, few of them completed
/ completing their Ph.D degrees.
The purpose of explaining all this is to
demonstrate how change can be initiated and
sustained through capacity development of local
people. Moreover, I would like to acknowledge
the contribution of the people in their leadership
roles in our area, their strategic thinking,
positive direction and vision and contextualised
actions generated stimulation for learning. Thus,
leadership makes a big difference, particularly, if
the leaders have good professional understanding
and
professional
approach
to
change.
What were your

Afghanistan?
motivations
in
going
to
It was a stimulation and motivation to serve
54
Can you briefly explain what you were doing?

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

Training Head closely worked with the PDAs for
the Leadership and Management Training in five
districts of BDK to train the school HTs.
It is a huge province with lack of infrastructure
and facilities so the pace of change can be very
slow. But my experience with working with these
stakeholders was a significant part of a positive
change of their thinking. I got a lot of appreciation
from the trainees for developing their capacity.
At the end of every training, the participants

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

local leaders need to access the training centers
so they could establish that nothing is against
their religion or culture. Once they are satisfied
with the trainers approach, they (local leaders)
become the change agents within the communities
because it enables them to link with their cultural
values and talk positively about the initiatives.
How did you find being a single woman in

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

I was afraid at the beginning because I had a
different image of Afghanistan. I was scared of
going to the traditional toilets as it was outside
of the guest house but gradually, I realised
that it was a peaceful area so I was not scared
but I made arrangement to stay as a paying
55
guest with a family so felt more protected.

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

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

Afghanistan compare to Pakistan? Are
they facing similar problems?
It is difficult to compare two countries. Pakistan
has come a long way and has developed
mechanism and infrastructure for students to get
education from Nursery to higher education so
students have choices for their careers. However,
Afghanistan remaining under war for 30 years, has
lost everything. So there are gaps at every stage
of human life from intellectual capital to social,
emotional and moral so it will take time to establish
an infrastructure and a support mechanism for
students. But the international organisations have
56
been playing a key role to fill some of the gaps

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

future or not?
I am optimistic about the change could happen in
Afghanistan but it will take a lot of time because
people of Afghanistan are very much scattered
from each other socially and emotionally. They
are lacking connectivity and harmony among
themselves. So instead of thinking about their
country, they go for ethnicity that creates conflict
among them that hinders their progress.
Is there anything else you would like to tell

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

to direct and steer Development in Hunza
BRIG. (RTD.) HISSAMULLAH BAIG SI(M)

In an era of rising expectations and unmet needs in the developing world, the civil
society sector plays an essential role in the provision of social services, the protection
of the marginalized, the delivery of development programmes and the promotion of
good governance. Its work is especially critical where governments are weak or nonperforming, 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 womens groups, neighbourhood
self-help groups, social movements, business associations, microcredit organisations,
coalitions and advocacy groups. (AKDN Brochure 2008)
With this background, it was felt that as a futuristic course, Hunza needs a fresh approach in order to
work towards a balanced and healthy society. Accordingly, AKRSP in collaboration with KADO hosted
the first multi-stakeholder forum in Hunza, during 23-24 August 2004. The purpose was to initiate a
public deliberation on major development issues involving diverse groups and stakeholders in Hunza,
so that a common approach and a framework for collective action could be developed to address
long-term development challenges in the valley.
Concept and Working Methodology

The diversity and divergence of views on development requires a broad-based platform of key
stakeholders in the society. Designed as a flexible and neutral platform for all stakeholders, HDF
provides an opportunity to representatives from Government and broad spectrum of civil society
organizations, including AKDN agencies, voluntary community institutions, public sector agencies,
business associations, Political parties, and Religious leaderships etc. to discuss and plan future
development. In its scheduled meetings, the Forum encourages open discussion on issues and
opportunities leading to a shared commitment of the stakeholders towards common ideas, goals
and strategies. The forum also seeks feed-back from all concerned Hunzukutz living around the
globe, through internet, in order to integrate their views in developing a common development vision
for the valley. It fully recognizes that people and local institutions are the ultimate drivers of the
development process in Hunza.
It also aims at evolve a society which believes in moving forward on the principles of meritocracy. For
this, it is essential to have a working democracy and good governance and pluralism, which means
people of diverse backgrounds and interests, organizations of varying types and goals coming together
for different forms of creative expression, which are valuable and deserving of support by government
and society as a whole.
Main Terms of References for HDF

HDF mainly performs as an umbrella platform to discuss development issues and propose collective
strategies for future course of action. Specifically, HDF has the below terms of references:
58
1. Organize Grand HDF, once in a year. 2. Facilitate to form thematic forums (business, youth, women,
peace). 3. Form working committees for specific tasks. 4. Promote collaboration and interaction
between Government, civil society and private sector. 5. Share and discuss issues and best practices
6. Provide professional and organizational support for different forums 7. Mobilize resources for
Grand Forums 8. Follow up on decisions of grand Development Forum. 9. Prioritize development
sector and prepare action plans
Long Term Goals

A set of long term Collective Targets have been proposed for which it is expected that everyone
sharing this vision will endeavour to work with his heart and soul under the working committees for
each sector. These in the order of priority are listed as under:
1.Energy (Hydropower and Water Management).
2.Human Resources Development: alternative energy, earth sciences, skills in ICT &
English etc through a proposed Hunza Human Capacity Development Centre (HHCDC),
Gems Stone Cutting and Polishing Centres, Stone Engraving Centres, scientific mining
techniques etc)., Chinese language and specialists in social sciences.
3.Creation of Endowment to support human resource development in the above
sectors. This is visualised to be achieved through donations, from profit making
endeavours and also through diversion of annual development budget allocated by the
government through the elected representatives.
4.Advocacy with national & international setups: supporting development targets,
institutional development, harmonization of traditional laws with statutory laws of
the country/NAs with NALA and Ministry of Kashmir Affairs, tourism advancement,
appropriate construction with local populations in collaboration with concerned
agencies, Invigorating the attractive regional traditions reflecting the ethos of Suchi
& preservation of language,
Upholding meritocracy, transparency & freedom of
information, declaration of Weapon-Free status for Hunza
5.Facilitation of adventure sports & adoption of some of this as regional
specialty.
6.Facilitation to develop and strengthen Association for Minerals Exploration/
Extraction, Business Association Development and exhibitions for culture and
home industry.
HDF does not claim to be a service delivery entity rather it is a consultative forum and wishes to
endeavour and coordinate collective efforts towards happy, healthy and prosperous society. With this
approach the forum invites all concerned and talented Hunzukutz to join the committees, take the
leading roles, help further articulating strategies and catalyst the activities to materialize results.
For further details visit : http://www.kadohunza.org/hdf
Brig (Retd) Hisamullah Beg SI (M) is

presently the President of HDF Task
Force .
Hunza Development Forum (HDF)
59
Ennobling the Voiceless- KADO in Retrospect
SULTAN AHMED
Hunza is famously known as the Shangri-la of John Hiltons famous novel- The lost
Horizon. The stunning natural beauty has always fascinated people from outer world
whereas the socio-economic issues like immense poverty and illiteracy remained under
cover, for centuries. The establishment of Diamond Jubilee Schools during 1946 brought
a new ray of hope for the strenuous and industrious people living in these valleys. For
centuries the valley remained under the rule of local Mirs, which finally came to an
end in 1974. This led the introduction of a new political and administrative setup in
the valley. The journey initially remained painful because of its temporary nature and
haphazard shift form one system to another. Resultantly, the pace of development
remained lethargic and slow. With the rise of awareness amongst communities by dint
of education and development initiatives, taken by some international organizations
especially the Aga Khan Development Network (AKDN), the civil society has made
greater strides to find ways forward for development and self reliance. One such
example is the Karakoram Area development Organization (KADO).
The story of KADO is quite unique and interesting.

The indigenous conception and nurturing of
this organization makes it a distinct one. The
journey of KADO began in 1995-6, when some
likeminded individuals felt the need to preserve
and promote traditional handicraft, leading to the
establishment of Karakoram Handicraft Promotion
Society (KHPS). Meanwhile, a team from Aga
Khan Cultural Services Pakistan (AKCSP) also
conducted a study on traditional skills in the
area. It was a coincidence that both AKCSP and
KHPS submitted separate proposals to the Swiss
Agency for Development Cooperation (SDC) in
Islamabad. Keeping in view the same geographic
location, SDC invited both institutions at one table
and finally Karakoram Handicraft Development
Programme (KHDP) was initiated as a pilot project
in 1997. Over a period of one year, this project
was successfully implemented by KHPS with the
institutional backstopping from AKCSP. The focus
of this project was preservation of handicraft
through women artisans. Part of this project, a
unique component was initiated for people with
special needs i.e. Sharma Rehabilitation Center
(SRC) for men. At this center, more than 50 special
persons were trained in production of traditional
rugs called Sharma/Palos. The extension of KHDP
was approved in early 1998 and by that time
KHPS was mature enough to take shape of an
organization with broader mandate. Towards the
end of 1998, the founders of KHPS mutually agreed
to register the organization under Companies
Ordinance 1984 as Karakoram Area Development
60
Organization (KADO). This was a turning point

in the history of development of Hunza valley in
particular and the Northern Areas in general. In
1997, the board and management of KADO felt
the need to address the increasing degradation
of environment in the valley, because of random
dumping of waste materials. The creation of
Hunza Environmental Committee (HEC) was a
step towards keeping Hunza clean. Installation
of bins at various places and proper dumping of
waste material brought a new revolution in Hunza.
Each year, KADO celebrated World Environment
Day in collaboration with other partners. These
campaigns remained instrumental in creating
awareness about environment in the region.
During 2000, AKCSP transferred the complete
responsibility of KHDP to KADO. This was
possible, because of the trust gained by KADO,
while working with SDC and AKCSP during a very
short period of time. This exciting but challenging
opportunity brought a new array of developments
for KADO. Efforts were made to increase the
capacity of KADO as a well governed and
organized entity. The dedication and enthusiasm
of volunteers with diverse backgrounds, gave
KADO mileage beyond the norm. KADO organized
seminars and conferences on various emerging
issues ranging from social development trends
to gender, revival of arts/culture and ICT. These
activities helped KADO in strengthening its vision
for development in the region. Having gained
a lot of experience in handicrafts, KADO also
partnered with like minded organizations in areas
like Nagar, Ghizer and Baltistan to impart training

to women artisans.
Photo 7.1: Women Artisan working at Gulmit Carpet Center
KADO also endeavored for the documentation
KADO also expanded its work to other places of

Northern Areas and a number of local institutions
benefited from its expertise and experiences.
and promotion of indigenous arts under Hunza

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

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

with FOCUS Humanitarian Pakistan. He has about
Four years of work experience with KADO.
Ennobling the Voiceless- KADO in Retorspect
61
NGOs and State-Society Relations in the Development of Hunza

ALI AL-HAKIM
Lets do a thought experiment. Imagine that, Hunza was a small nation-state. We could
ask a legitimate question, as to where it would have stood vis--vis the state of our
economic and political development. If we were to use Walt Rostovs famous six-point
manifesto of economic development, where our area would have stood? Following
Rostovs model we could ask: Is it a traditional society? Are there any preconditions for
takeoff ? Or have we actually taken off and entered into the mythical world of luxury,
prosperity and high-consumption. Indeed nothing of this stuff. Hunza may neither be
categorized traditional nor modern. But we can safely say that the economic situation
is part feudal, part traditional and part modern, yet a situation exists, that needs a
characterization of its own. We have to examine the ground realities so to set a discourse
that would help us embark on a process of sustainable economic development. In this
essay we will try and map the social, economic and cultural conditions of Hunza in that
context.
To begin with, over the last two decades, we have already developed the trappings of a marketbased economy with all its necessary ingredients. All sorts of private businesses, small and mediumsized companies, import and export houses and private schools exist side by side with few public
sector organizations. Subsistence agriculture has almost vanished and such agricultural products
as potatoes, apricots, apples and other fruits are readily sold in the market. What are the forces
that have brought us to this frontier? Surely excessive interest of NGOs along with expansion of
infrastructure projects such as KKH may be considered as key agents of change.
Today, NGOs have a smooth presence throughout the length and breadth of Northern Areas. Ideas,
methods and approaches adopted by these organizations, in helping the people of Northern Areas,
to eliminate poverty from amongst themselves and sparkle flames of enlightenment, are deeply
influencing the minds of the people. Of course, there have been remarkable stories of success. For
example there are individuals from Hunza who have successfully got education from top western
universities such as Harvard, Oxford, the LSE and many others. Hence, many NGOs boast of their
contribution in the development, and transformation of the Northern Areas. They claim that grinding
poverty has been substantially reduced and its affects considerably mitigated. They may not be wrong
in claiming a share in the credit for doing so in a region that is largely harsh, cold, mountainous, and
poor in natural resources and lacks technical expertise for the solution of persistent problems.
But, a contrasting picture is that, excessive intervention of development NGOs in the past has only
resulted in skewed economic growth, creating social segments and new economic classes who are
educated, have money and opportunity at the cost of exclusion of others- i.e. poor uneducated and
unskilled people. In the final analysis people associated with NGOs in conjunction with government
bureaucracy have developed a neo-aristocratic society that has created a dangerous wedge between
the haves and the have-nots, between educated elites and mildly-educated youth bulge without
adequate employment opportunities, between opportunist entrepreneurs and farmers. The challenge
now is to initiative a new process of change that would mitigate the conflict of classes and stops the
slow erosion of our social fabric. We need to promote the ideal of social equity, and justice once a
hallmark of our traditional society. How can we achieve this goal, remains the critical challenge in
front of our thought leaders, policy-makers, politicians and just anybody who is willing to reclaim
our cultural heritage. We will have to recover our culturally grounded and time-tested patterns of
co-operative behavior that had made possible for our forefathers to carve out mountains to build
water-channels, tilled the fields to create not only amazing beauty but it sustained our civilization
for a long time.
62
There is much that can be done. In modern societies higher education and skill-based trainings has
become an inevitable prerequisite for economic growth and development. The service sector has
emerged as a new niche market for many countries that have successfully planned in tapping their
workforce. England today is as much economically benefitting from financial, educational and other
service sectors as it had done so in the past form its extraordinary capacity for industrialization.
Once imperial Britain imported all kinds of raw materials from around the world, and processed them
in its industries spread around Manchester, Liverpool and Scotland and then exported its finished
products. Today it invites skilled professionals from all corners of the globe, trains them and uses
them in creating wealth through offering services. What I am suggesting here is that given our
geographical conditions and lack of opportunities for exploiting natural resource base, we have few
options but to look for opportunities where we can consolidate our service sector. Since we live in
hostile geographic and climatic conditions, it becomes doubly important to think along the lines of
tapping our human resources. Though we may not compete with the UK but why not learn from it.
Surely, we can as the great future lies in our human resources.
It is time to build local institutions, strengthen our ties with the government, and foster an environment
of creativity through promoting traditional patterns of co-operative behavior. It is also the occasion to
foster a creative environment by tapping the innovative proclivities of our people through patronizing
art, dance, music, cuisines, and other expressions of our culture.
Ali-Alhakim is the pen name of Sultan Abbas. He is a graduating from London School of Economics.
GOs and State-Society Relations in the Development of Hunza
63
Source : AKRSP
Institutions, formal and informal, contribute in building a healthy civil society and helps sustain processes
of economic growth. We have so far relied heavily on the policy-decisions taken by international
development organizations and other NGOs to steer the process of change. We have still not found
strong institutions that would
govern our lives and regulate
our development. Hence, the
process of development so far
is haphazard, uncontrolled
at best and directionless at
worst. Is the moment ripe
to start a scathing assault
on the worn out notion of
development through such
self-help strategies as the
formation of VO/WOs, LSOs
and so on? Is the time
ready to think about locallyevolved
and
indigenously
crafted policies? Is it time
to strengthen state-society
relationship and build strong
government? Is it time to
shake off the begging bowl
of development aid, as the
Photo 8.1: NGOs played vital role in Social Moblisation
politically-motivated aid to thrid World countries in general and specifically to Pakistan shows the
futility of aid-dependency? If we take bold steps to turn down external help, what else remains for
us to do?
Disempowerment holding back Entrepreneurism in Gilgit-Baltistan

Noor Muhammad
Spread over more than 28,000 square miles,

GilgitBaltistan sits aloft a very important
geographic location between four of the greatest
mountain ranges and in the proximity of four
nuclear powers, China, Russian Federation,
Pakistan and India.
Life for the one and a half million people of the
region, however, is not a rosy path. Plagued by
poverty and a 62 years long period of political
disempowerment, the people of GilgitBaltistan
(GB) have been victims of systematic neglect and
oppression. The United Nations Food Programme
mapped Gilgit-Baltistan among one of the most
food insecure zones of Pakistan 1.
However, over the years economic opportunities
have expanded considerably due to arrival of
NGOs and increase in trade and tourism and the
opening of the KKH. Thousands of families are,
now, dependent on two of the most vulnerable
industries, trade and tourism. The possibilities of
business initiatives in Gilgit-Baltistan and their
impact on the overall human development in the
region are to be studied in this background.
The general business scenario in GB gives a
mixed outlook. On the one hand, the small
population size, low national earning average,
geographic obstructions, political uncertainty
and uncertain law and order situation, in the
face of rising sectarian militancy, are some of
the factors that might strike Gilgit Baltistan off
the investors priority list. While, on the other
hand, rich natural beauty, unexplored minerals
industry, under served consumer base and
growing personal earnings of a select group (or
the emergence of a regional consumerist class)
also provide opportunities for investment in
commercial enterprises.
In fact, some leading consumer goods companies
have already established sales and distribution
infrastructure
in
the
region
and
several
communication companies have extended their
networks to the region. Financial institutions,
such as banks and cooperative societies, are
present and growing. Currently NBP, HBL, Soneri
Bank, Bank Alfallah and Karakuram Cooperative
Bank are providing services in the region. The

First Microfinance Bank has also established a
chain of branches in GB.
Although local entrepreneurs have developed
businesses for the consumer base but none can
refuse the opportunity cost that we have incurred
due to lack of huge investors; local or non local. The desirability of attracting investors to
the region has to be weighed against the social,
environmental and economic implications of such
foreign investments. Already there is an influx
of commercial enterprises in the region, in one or
the other guise!!
Since the locals are not ready yet for any big
time entrepreneurism, the region offers an
opportunity for encouraging small and medium
enterprises amongst the educated youth, at least.
It, definitely, needs institutional framework and
opportunities but it also needs the development
of an entrepreneurial spirit. It will have to start
somewhere in our educational institutions. As
innovation is the most prominent factor that makes
good entrepreneurs. We will have to encourage
creativity and out of the box thinking among
the youth. Most of the existing entrepreneurs in
GB are retailers, offering Fast Moving Consumer
Goods (FMCG) to their customers or running
hotels, here and there, small and large. A degree
of specialization can be seen in the local retailing
market with shops offering specific goods and,
to some extent, services to a growing customer
base. However, retailing is not organized and
based on modern principles.
Although summer and spring tourism has boomed
in some parts of the region because of historical
exposure and some efforts by tour operators,
the government and certain NGOs, a large
area still remains unknown to tourism. Tourism
initiatives related to winter sports and other
seasonal events offer unparalleled opportunities
for new entrants. Similarly, adventure sports
in summer, like canoeing, rowing, boating and
swimming, remain unattended. Organized sports
related to mountains offer ample opportunities
for adventurist entrepreneurs.
Disempowerment holding back entrepreneurism in Gilgit-Baltistan
65
Another promising field is the exploration and

trade of mineral resources and precious stones.
Out of the twenty five 2 identified semi precious and
precious stones, only seven (7) are being mined
and exported. Rubies, Aquamarine, Tourmaline,
Topaz and Pargasite are some of the precious
stones that are found in the northern areas and
are being mined. The reservoirs of Ruby have been
estimated at 1.5 million carats, mostly found in
Hunza. The reservoirs of Topaz, Garnet and others
are yet to be explored. Recently Gems Cutting
and Polishing Centers have been established in
the region by government of Pakistan, increasing
opportunities of overall growth.
low per capita income is not only a result of

lack of resources but an outcome of inadequate
comprehension of regions issues. The educated,
local, people know their region from the inside out
and only they can lead their economy, culture and
other expressions of life in the best way. Political
disempowerment and the constitutional limbo
has discouraged private investors (apart from a
few NGOs) curtailing the growth potential.
Packaged foods or products related to agricultural

items offer a wide field for investment. Only a
few ventures are working on commercial scale
production of fruit based products i.e. Jams, Jelly
& dried fruits. The fruits of Northern Areas have
a lot to offer to the world.
In the wake of the January 8, 2008 incident a large

disinvestment was reported from GB. Adherents
of a certain sect withdrew their capital, and hence
opportunities of economic activity, out of fear
of death. Shops, markets, hotels and all other
economic activities remained halted for more
than a month. The aftermath of that incident still
haunts tourism prospects of the region.
Photo 9.1: Sost border town offering new opportunities
Another important factor, linked with political

disempowerment, is the curse of sectarianism.
Tourism, trade, investment and even the routine
business activities are killed by sectarian clashes.
The prospects offered by expansion of trade

routes cannot be over -emphasized. Linking the
KKH to a network of trade routes, hence bringing
the Central Asian States in the trade net, would
help economic growth of the region. Projects in
transport and power in collaboration with China
have opened opportunities for the future.
But to imagine that the region can make progress
in any of the above mentioned areas of economic
activity in the absence of political empowerment
of the people would be sheer folly. The very
66
Poor infrastructure has, traditionally, been

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

route, Gilgit- Shandur route and other smaller
routes are not improved in their entirety.
Another major hurdle is the lack of skilled labor.
First, there is dearth of professionals and skilled
artisans, and second, mediocrity defines majority
of our skilled labor. Policy making is restricted
due to political disempowerment. The Northern
Areas Legislative Council, the supreme elected
legislative body, has yet to come up with a
legislation of any importance already in the fourth
year of its inception.
Realistically speaking Gilgit Baltistan has yet
to journey towards realization of the commercial

and industrial potential of its resources. It is
important for us, the students, the planners,
development practitioners and the local investors,
to start organizing our economy using scientific
methods. The Karakuram International University
has the potential to play a very important role
in the development of the region. The dearth of
information on the region is lamentable. Even
the NGOs are not updating their websites on
the internet. We have to equip ourselves, by
resolving our internal issues, by increasing our
knowledge and skills and by peacefully forcing the
government of Pakistan for getting our political
rights.
Referances
1. http://www.oneworld.net/article/view/71058/1/
2. Mineral Sector Overview, Government of Pakistan 2005
The writer is a business graduate of Shaheed Zulfikar

Ali Bhutto Institute of Science & Technology Karachi.
He is also the Chief Editor of Pamir News Blog and
Pamir Times Magazine.
Disempowerment holding back entrepreneurism in Gilgit-Baltistan
67
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10
Divaako: An Initiative to Preserve and Promote local Heritages

SHERBAZ KALEEM
Generally looking at the natural beauty, enjoying cultural richness, listening to

melodies of streams and pleasing oneself from the scenic beauty, hundreds of foreign
and domestic tourists visit the Northern Areas during spring and summer seasons.
We may come across with media persons visiting to capture the colors of the Heaven
on the Earth. We may also see many foreigners exposing the monuments, artisans
and project the indigenous hand made products to the outer world as photographs or
essays in journals, newspapers and books. We feel gratified with the sense that our
land is being considered worth looking by the world.
There however lacks indigenous efforts to collect these
features and develop a visual asset for the coming
generation. So far, the treasury of these assets are holding
very few collections either produced by foreign or national
production teams or private TV channels having focused
on mythological stories and characters which provide a
pinhole to learn about the history, culture and people of
the region.
Photo 10.1: Secretary Planning

& Development Department,
Abdul Sattar Inagurates
Devaako Productions.
The question is, should the local youth wait for a major
breakthrough about the fate of local people at political level
or a special coincidence that would bless us with a status
that would bring solutions to all our issues at once? We
are nowhere in the cue sheets of television transmissions,
newspapers and other media. If included luckily, we are
pasted in a wrong location, where colors of our culture
have no matching.
These feelings blinked the idea of establishing a private
production unit in our minds. But a dark tunnel of disparity
for non availability of funds and resources combated the
dream at the very initial stage. Karakuram Area Development
Organization (KADO) as an indigenous organization was
also working on similar directions. KADO thus maneuvered
the idea by providing material and technical resources.
Professionals from National College of Arts were engaged
to train potential local youth in film and production related
skills. These trainings resulted to form local production
unit as Divaako.
Divaako, in local Burushaski language, means people
born with extra ordinary power of wisdom and premonition. Media symbolize these characters by
informing, educating and providing precautions about catastrophes to masses. Divaako was formally
inaugurated by Abdul Sattar, Secretary Planning Northern Areas on 10 May 2008. The team of six
directors is headed by Chairman as the managing body. The directors have experience in script
writing, cinematography, direction, editing and other fields. It has a production manager and a
team of supervisors who, on regular bases, develop and broadcast programs through local channel
Suju Hunzo. Divaako intends to introduce intellectuals, artists, educationists, civil society leaders,
70
and political figures determined to bring positive changes in the Society. This will help to develop a
common vision for the region.
Cultivation of the aspired values through visual medium will engrave positive impressions on the
minds of new generation and will help determine a correct path to follow. This will provide a suitable
environment for the development of knowledge-based society where creation is valued and creative
people get due honor for their contribution to society.
Divaako is also committed to project the issues as well as activities of government departments,
civil society and private sector organizations. The products specially prepared to spotlight the worth
seeing corners and cultures of Northern Areas will seek attention of viewers and will pave the path
for the promotion of tourism in the country. The alien culture invasion has seriously affected youth
by defacing the frames of thinking, polluted ideas and created cultural clouds that have caused the
eclipse of the brightness of local cultural values in the region. Further, we are aimed at digging out
the lost pearls of the local wisdom that set a life style of
velour and prestige during devastating conditions in the
past. Local history needs to be presented in visual form and
the life history and heroic deeds of freedom fighters bear
morale for us that needed to be recorded as part of our
invaluable visual asset of our region. Finally Divaako dares
to juxtapose local culture and its rich features combating
with the tendency of replacing everything just for change.
Divaako desires to inform, educate and entertain viewers
with a purpose behind and make them manage change
without erasing their identity.
The
production
unit
developed
and
broadcasted
documentaries, talk shows, interviews, docu-dramas and
other programmes on a variety of themes during a very
short period of time. The journey is just started. Divaako
is working hard to develop linkages with organizations
and professionals to record their success stories, students
who paced with the excellence, teachers with outstanding
performances and everyone who has the commitment to
make difference in the lives of the local communities.
Divaako believes in the aesthetic sense and is destined
to explore the light across the tunnel with the hope of
cooperation from everyone sharing the vision to develop a
knowledge-based society.
Sherbaz Kaleem is the

production unit. He is a
Burushaski language and
the Principal of Hasegawa
Karimabad, Hunza.
Devaako
Chairman of Divaako
famous Playwright of
presently working as
Memorial Public School
71
11
Hunza taking Wtrides in Women Empowerment

Abbas Ali
Historically Hunza is a male dominated patriarchic

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

Hunza made it possible for people to look outside
As a leading change agent, Aga Khan Education

Services (AKES) started its first Diamond Jubilee
school in 1946 in the region. Since then, AKES is
building the female education force in the region
through a network of about 124 schools, two
academies and special scholarship programmes.
AKES thus played a major role in creating
awareness in womens empowerment.
Following this in the field of health, Aga Khan
Health Service (AKHSP) focused on child and
mother primary health care in 1974 in Hunza
and now is covering majority of the population
in the region. AKHS has contributed in improving
the health facilities of the region, eventually
increasing womens health and hygienic standards
and particularly reduced infant mortality rates in
the region.
The most important and revolutionary contribution
that Aga Khan Rural Support Programme (AKRSP)
has made, is mainstreaming women for equitable
and sustainable development by establishing
active grass-root level Women Organizations
and local support organizations. Today, these
organizations are the vehicles for accelerating
social transformations in the community by
providing a forum for discussion and ensuring
the participation of the real target groups in the
identification, planning, and implementations of
different developmental activities. Through this
forum, women are taking charge of their needs
and in turns have ownership over development
initiatives.
But all these initiatives were top down approaches
where local people were at the receiving end of
imported ideas from communal leadership outside
their socio-cultural world. The recognition of
72
their male dominant cultural heritage.

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

women owning business enterprises that are still
unknown outside.
Hunza is still far behind in terms of political and
social empowerment of women. It would not be
society of Hunza very insignificant women are

involved in the decision- making processes. Still
to a greater extent men decide what is good and
bad for women.
Photo 11.1: Women from Sost prostesting for their legal rights at Sost Dry Port.
Keeping in view the current debates regarding

womens empowerment, the people of Hunza, and
women particularly, need to take initiatives to
play their due role at the decision making level.
Real empowerment will come when women will
be in position to decide, acquire, demand and
build what they think important for themselves.
The stereotype images of the role of women in
society based on biological differences entail
many other consequences. The notion that
women are mothers by nature and their place
is at home restricts them from participating in
other important matters of social, economic, and
political life. The notion that women naturally do
not like politics and it is mens task, provides
legitimacy for men to hold power on critical and
important decision making matters and excludes
women from it.
In order to empower society as a whole men and
women both have to challenge and resist the
above stereotypes. The process of transformation
will be an ongoing process which requires both
long and short term social, economic and political
commitments.
The author is currently studying

at the Institute for the Studies of
Muslim Civilizations (ISMC)-Aga
Khan University (AKU), London.
He has also worked with KADO as
Marketing Officer during 1998-99.
wrong to say progress of economic empowerment

of women is again in the selfish interests of a male
dominated society if women are denied the right
of political and social empowerment. Political
and social positions (including management) are
places where people have authority to decide
regarding allocation of resources and direct
the society. Looking at the current positions
of power both within KADO and in the larger
Women Empowerment in Hunza
73
12
The Journey of Sedna School & College Aliabad, Hunza
In spite of, lack of resources and harsh climatic conditions for living, Hunza has made tremendous
progress not only in economy, socio cultural aspects and in infrastructure, but also in education.
However, it was realized that the existing quality of Education did not meet the standards in the
run of current human race to face the worldly challenges. The Rosary Welfare and Development
Organization thus laid the foundations of Sedna School & Degree College in 2006 and Sedna
Montessori & Primary School in 2008 to improve the quality, effectiveness of education and
educational opportunities in Hunza. The faculty of Sedna endeavours to create a catalytic centre
of educational excellence. The faculty of Sedna envisions that home-grown intellectual leadership
of exceptional calibre is the best driver of a societys destiny.
The Rosary projects are envisioned to be the premier institutions in Hunza for Montessori (
ECD based) to degree level education. Its campus is spread over a spacious site, and is ideally
located at the Karakoram Highway near Aga Khan Family Health Centre, Aliabad Hunza. The
main building accommodates the administration offices, classrooms, library and resource room
with well equipped computers with internet facility. Sedna extends its services to the students
of Montessori, Primary, Lower Secondary, Secondary, Higher Secondary and Degree level in
humanities, general sciences, commerce and science subjects.
Sedna is a workplace that values idealism, human connection, and in depth learning. Our visions
extend beyond the mere academic aspect. In the last years, we have been focusing on the
students holistic development. Apart from normal schooling, different life education lectures
were organised to develop moral, civic, health and environmental awareness within our students.
One of our concerns is to foster students value on responsibility.
Scholarships : Merit-cum-need scholarships is a generous offer of Sedna to outstanding students
on merit-cum-need basis. Its objective is to give opportunity to outstanding and financially
needy students to pursue their studies by giving especial packages. This program will be helpful
for meritorious and needy students who otherwise cannot pay their fees. This unique step will
create an atmosphere of challenge, pride and competition among the students.The scholarship
amounts remained Rs.100,000, 180,000, 250000 during 2007, 2008 and 2009 respectively.
Academic Achievement: Sedna is proud of its proficient and friendly faculty, who are energetic,
experienced, effective, and helpful. In the past two years, in spite of the challenging results of
KIU, our students got the best results in board examinations. The overall result of Sedna for the
year 2007-08 were; SSC-I 92%, SSC-II 77%, HSSC-I 78.95% and HSSC-II 74.07%.
Anila Alidad secured first position in HSSC-I (Humanities) from KIU board whereas Irfan Ali
secured second position in SSC-I and Benazir Yaqoob second position in HSSC-I (Humanities)
The vision of Sedna is to gain knowledge and skills to seek the highest standards of professional
competence. To achieve these challenging targets we are struggling in our maximum possible
capacity. However, it requires more facilities like equipped laboratories, an effective and valuable
library and as well as the audio visual facilities.
Our journey has just begun. We hope to develop dedicated teachers and students, who are able
to inspire and change the world of the future generation, one which recognizes that the air that
we breathe is one.
74
We congratulate KADO for a decade in facilitating

the development process in Hunza valley
Noor Shah Filling Station
of local crafts, music and mainstreaming disadvantaged segments of society,
The contribution of KADO in environment , ICT , Gems sector , revival and promotion
Northern Areas Pakistan
especially people with disabilities and women are highly valuable.
Aliabad Hunza, District Hunza-Nagar
Phone +92-5821-55045
We Prepare for Better Tomorrow
SEDNA SCHOOL & DEGREE COLLEGE
Beyond the Excellence
We want our students, to gain knowledge

and skills, strive for the holistic growth,
actively involved to promote knowledge society,
proud of their culture, able to make right choices
and recognize their own unique
Sedna School & Degree College, Aga Khanabad Hunza

Phone # : +92-5821-55453-4 Email : ssdc.hunza@gmail.com

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