Also, read ROAD MAP, RELATED
VISION: Historically
‘Hunzukutz’ believe in “Hunzuwe Suchi”. In the present age, the region is suffering ‘STARVATION’
in energy needs. The need for a platform of voluntary community service by
sharing “Time, Knowledge and resources” is inevitable to solve the energy issue and usher in a better quality of life and economic transformation towards a ‘BETTER
FUTURE’ for the population. The proposal is to establish and operate a ‘HUNZA POWER
SUPPLY COMPANY’ in the collective ownership of all Hunzukutz. This goal can be
achieved by a network of LSOs (8 of these are sponsored by AKDN, and about 72 others are established by conscientious groups).
MISSION: Establish distributed generation facilities through a mix of sustainable resources, with a priority on meeting existing energy needs and the ultimate goal of evolving HR capable of exporting specialized products to the world.
STRATEGY:
The monetary resources will be raised from the investment of VO/WOs and willing individuals.
The treasurer will openly share the
statement of account – income and expenditure – through the Internet on this
blog (ACCOUNTS).
PROJECTS:
1. Short term:
Establish 5 MW of solar energy as ‘DISTRIBUTED’ stations linked to each
distribution transformer ( 200-KW, 100-KW, 75-KW and 25-KW)
2. Long term: 100-MW
through a mix of sustainable resources such as Hydroelectric – preferably through
village-level manufacture of FLOATING HYDROELECTRIC GENERATOR & PUMPING
STATION – SOLAR and WIND.
NOTE: as technology continues to advance, we can expect to see more widespread adoption of these innovative renewable energy solutions.
AKDN | CIVIL SOCIETY
A vibrant and competent civil society is the cornerstone of a healthy and prosperous nation, essential to improving the quality of human life. At their best, civil society organisations demonstrate innovative, citizen-led approaches and effective management. They are able to mobilise local resources to solve particular issues in a sustainable way.
Yet, in many parts of the world, civil society suffers from a dearth of technical knowledge, human resources and financial means.
To address these gaps, AKDN builds robust civil society institutions that experiment, adapt and accommodate diversity. Founded on the ethics and values that drive positive change, these institutions harness the private energies of citizens committed to the public good.
Building an Enabling Environment
We also help develop an enabling environment that allows the private sector, particularly civil society, to fully contribute to national development. An effective and functioning state apparatus is essential for any developing country but, in AKDN’s experience, complex development agendas cannot be left only to the state. A nation’s growth – perhaps its survival – requires private initiative. Both for-profit businesses and non-profit civil society organisations must make full and effective use of the country’s human potential, generate material resources and develop a vibrant and robust socioeconomic base. An enabling environment is therefore essential to building civil society.
CODE OF PRACTICE FOR
HUNZA POWER SUPPLY COMPANY
(Every organization should have a Code
of Practice for Board members which is available to all stakeholders – AKDNGuideline Booklet No. 4)
All such organizations involve people
who have committed themselves to improve the society in which they live by what
they do and how they behave. Commitment and voluntarism may, however, not be
enough for an effective organization – specific organizational skills are
needed as well. And these skills can be learnt.
This document will ultimately contain
the following Sections:
1. A Code of Conduct for the Governance
(now)
2. Terms of Reference for all Members
3. Terms of Reference for all
Committees and sub-committees (on a required basis)
1.
MEMBERSHIP: Basic to each member
is the understanding that Governance (Boards or similar structures) are a part
of the management function of any non-profit and non-government organization (also
known as civil society organizations or CSOs). At its most basic, management
can be defined as: “ensuring that an organization has clear
objectives, and makes the most effective and efficient use of resources in
order to achieve those objectives”. Each or all the members have at least some
or all of five separate roots:
·
Philanthropy and the desire to help people who are considered less
fortunate
·
The desire to improve local communities through mutual aid and
self-help
·
The desire to improve conditions through political and economic
action
·
The desire to take on services provided by the public or private
sectors, and
·
The simple reality of shared interests.
The term “governance” is increasingly used for the big picture, long-term and
legal aspects of ensuring that an organization is properly run, and
“management” for ensuring that the work gets done within this framework. A
governing body which is legally and financially responsible for the
organization and responsible for setting and monitoring long and medium-term
objectives, and developing policies.
Governance: are drawn from the executives of all participating LSOs listed in
the preceding lines. The members are appointed or elected for three years.
EXECUTIVE STRUCTURE Should have the
understanding and regularly review the ethos and values that underpin the
organization’s work, and ensure that Board members, volunteers and others
involved with the organization understand these values and how they apply to
their work. They are also expected to:
·
Maintain a long-term overview of the organization and all its work
·
Making strategic and major decisions about the organization’s
objectives, policies and procedures
·
Ensuring decision-making procedures are transparent people know
who makes decisions and how they are made, and accountable (decisions are
reported to the people who have a right to know about them)
·
Ensuring that the needs and interests of relevant people and bodies
are considered when making decisions
·
Ensuring that adequate resources (especially people and money) are
available to carry out activities, and making decisions about how to proceed
when resources turn out not to be available
·
Monitoring the work of the organization, especially progress
towards objectives
·
Ensuring appropriate action is taken when work is not being done,
or is not being done properly
·
Taking legal responsibility for the organization and all its
actions
The body (All
honorary workers) will consist of:
·
A chairman:
·
A Vice-Chair
·
A Board Secretary
·
A Treasurer
The Chairperson’s/Vice Chairperson’s role has two parts, one
practical, and the other institutional:
• Planning and running meetings of the body, ensuring that
everything is covered and decisions are made when required, keeping order,
helping the group deal with differences of opinion and conflicts, and being
sure that everyone who wants has a chance to speak.
• Ensuring that the organization sets and sticks to its policies
and priorities, then serving as a spokesperson for the organization, making
essential or emergency decisions between committee meetings, working closely
with the manager to ensure work is being done properly and helping staff with
difficulties.
3.
MEETINGS It should meet every
quarter. The venue/timing and Agenda will be disseminated by the Secretary at
least 15 days in advance. Preferably a yearly schedule for regular meetings
(Every three months) of the members for the entire year should be announced by
Mid November each year. All interested “Hunzukutz” anywhere and also the
committees constituted from time to time will participate. Emergent meetings
may be held on the required basis with the consent of the chairman.
4.
MINUTES AND ACTION PLANS
A standard format – preferably the template available in the
MS Office suite - for Agenda as well as the recording of ‘Minutes’ /’Action plan’ will be used. Any concerned
“Hunzukutz” may initiate a proposed item for inclusion in the Agenda at any
time through all available means, such as E-Mail, telephone, written paper etc.
on this or a similar format The decisions on each item of the agenda will
be on the basis of ‘majority vote’ if a clear ‘consensus’ does not emerge in
the meeting.
5.
TENURE AND ELECTIONS The tenure of the
‘Executive Body’ will be for three years. The candidates proposed by
members/General public will be chosen on the basis of at least 50% secret votes
of the meeting participants held for this purpose.
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