Wednesday, August 1, 2012

Proposals for Progressive steps in Rehabilitation

To: DC Hunza

Subject: Proposals on Progressive Rehabilitation of Affected of Natural Disaster

My Dear Zafar Wiqar Taj,

I have the pleasure in sharing the following documents dealing with the subject.. I feel that in view of your responsibility in dealing with many aspects of the challenge these could be of some help as a contribution from the civil society.
• Communication with CM GB (the requested meeting took place on Sunday).
• Communication with chairman NDMA.
• Data for planning Rehabilitation.
• Letter to GHQ on Rehabilitation of Serving/Retired members of the forces.

I would like this opportunity to request you to visit my blog:

You will find analysis relevant to your responsibilities on the following topics:

• 1901 Judgment on the Border Dispute between Hunza and Nagar.
• Sectarian conflict in Gilgit and Baltistan and possible ways forward.
• Status of Gilgit and Baltistan as well as international designs in GB.
• Concept of Civil Soceity as applicable to Hunza.
• Hydroelectric Potential in Gilgit and Baltistan.
With best wishes,
Hisamullah Beg SI(M)

Thursday, July 22, 2010
To,    Lt. Gen. (R) Nadeem Ahmed, HI (M), SE, T Bt
         Chairman, National Disaster Management Authority.
My Dear General,
Further to my communication dealing with Progressive Rehabilitation Plan (copy enclosed as ready reference) of the disaster affected population in Hunza, I have the pleasure to share following un-solicited views.
I believe that NDMA and the Government of GB are waiting for the reports from the three foreign experts before taking the next step and decision on the fate of this lake. In my view, you need to consider the fact that this slide is unique in nature and experience with landslides in other parts of the world will not help in predicting the behavior of this lake. A totally independent judgment needs to be made on the basis of a scientific analysis of the stability. It would be essential to complete ranging and determining the inconsistencies in the entire cross section through one of the latest techniques used by exploratory agencies such as OGDC in the shattered mountain barrier that has blocked the river. FWO has certainly attempted to achieve the targets according to the work plan but they were hampered by this solid stone wall and go to the depth of 24 meters instead of 30 originally conceived. 
The cost of offer to blast and dredge and effect a controlled release of lake by the Chinese is very high as such the offer by the OGDC engineer Mr. Baig Ali may be consider if it is decided to follow this course but meanwhile I would insist with the government of GB and also request you to advocate the issue of the proposed draft gazette notification already forwarded to the government of GB (copy of the same enclosed.)
With Best Wishes
Brig. Hisamullah Beg SI (M)
Cell# 0345-5326255
(Also enclosed coy of PAO No. 378/Cas/92 of 21 May 92 which would certainly give you an idea about my capacity and credibility to support my comments)  
Extract from Pakistan Army Order No. 378/Cas/92 of 21 May 92. 

  1. The COAS has been pleased to award commendation Card to PA-11131 Brig Hisamullah Beg, EME for his outstanding professional engineering talents, keeping a keen eye on the problems of avionics eqpt of Army Avn. His professional achievement has a wide application and will solve many problems associated with Radars, and many other eqpt in army inventory. His thorough dedicated research, employing spec technique has saved the army a huge amount of money.
    2.    A note to this effect will be made in the svc docus of the above named offr.

    Date: July 17, 2010

    To,     Syed Mehdi Shah,
              Chief Minister of Gilgit Baltistan, Gilgit.

    Subj:    Draft Gazette Concerning Rehabilitation of Natural Disaster in Hunza.

    My Dear Mehdi Shah,

    I have the pleasure in sharing the draft for a Government of Gilgit and Baltistan Gazzette notification (annexure-I). I will be able to tell you why I am saying what I am saying if you can take out some time for discussion and let me know as soon as possible.

    I hope you have already received proposal on progressive rehabilitation of disaster affected populations (copy enclosed as annexure-II). Their rehabilitation can only be started once you have initiated this Gazette Notification on private ownership of the lake. 
    With Warm Regards,

    Brig. Hisamullah Beg SI (M)
    P.O Karimabad, Hunza
    Cell# 0345-5326255
    Copy for information and Action:
    1. Mr. Wazir Beg, Elected Representative and Speaker GBLA
    2. Mr. Mutabiat Shah, Technocrat
    3. Mr. Izhar Ali Hunzai, GM AKRSP

    (Draft Gazette notification – Government of GB)
    Government of Gilgit Baltistan
    Gazette Notification

    Rehabilitation of Affectees of Ataabad Disaster

    Issued by Authority

    Chief Minister’s Secretariat

    Gilgit, Saturday, July 17, 2010

    Government of Gilgit Baltistan declares Attabad Lake formed as a result of massive landslide on river Hunza in District Hunza-Nagar as ‘private property’ of the LSO formed by the affected families (381 households) retro effectively from 4th of January 2010 till it lasts. As such all economical activities connected with the lake will be the source of income for the present and coming generations of the affected families.

    Syed Mehdi Shah,
    Chief Minister                                Dated: ------------------------

    Proposal for Progressive Steps in Rehabilitation

    1. District administration in Hunza/ Govt of GB declares Ataabad lake as 'private property' of the LSO formed by the affected families (381 households) - and updates government records; as such all economical activities connected with the lake will be the source of income for the present and coming generations of the affected families.

  2. A ferry company is immediately formed. The requirement of finances is met from a small portion of Government allocations announced for the rehabilitation, funds donated by the foreign governments, civil society, NGOs and philanthropists. Following will be the broad outline of the functioning:

    • The shares of this company are given to the affected households in proportion to the value of property lost.
    • Upper Hunza residents and their goods are charged at actuals, while all the others are charged at a rate designed to earn a reasonable profit for this company.
    • Any investor other than the LSO of affectees will pay 'user fee' to the LSO for any ferry service (or any other economical activity such as fish farming/ tourism related etc.)
  3. The LSO elects or selects the governance for this company and others that are listed below. Management is inducted by the governance. Principles of governance, management and financial control in accordance with the eight AKDN guide-line booklets. AKRSP to arrange training.

  4. Another company or committee of the LSO initiates Fish farming with the technical guidance from the government department concerned, with domestic and export markets in sight. Indigenous expertise in fishing industry is already available through traders in Karachi, hailing from Nazimabad .

  5. Yet another company or committee of the LSO looks after tourist related activities, such as those current in Kashmir Lakes (Dull, Wuller etc).

  6. For large scale projects such as electrical generation, the affected populations get 51% shares for 100% investment by in country or foreign investors(incl government investment)- Govt of GB to legislate on top priority (Law on IPPs in Pakistan may be adopted with minor modification to ensure requirements as noted)
  7. Apart from generating electricity the water channel is also used for irrigating the barren land belonging to Ganish villages within Hunza Boundaries (well defined in 1901 judgment).This is preferably donated to affected households (
-->Recall historical practice in Hunza of ‘ADOPTION INTO A CLAN AS A BROTHER) or else reasonable charges are paid to the traditional owners.

  • Land plots are allocated in proportion to the property lost through landslide and/lake engulfment, and development costs are met through the resources mentioned above.

  • All these activities are supervised by District Administrations but executed by Agencies such as AKRSP and LSO combination.

  • Submitted for consideration of the action committee, elected representatives, VOs/WOs of the affected villages, government of GB, AKRSP and Civil Society organizations such as council in Hunza.

  • NOTE: Emotional attachment and demand to regain the engulfed properties by dredging/blasting etc may render the rehabilitation plans unrealizable for an indefinite period with indefinite results with associated enormous costs.
    Also read COMMENTS 


    These judgments were accepted and implemented both by the rulers [Mir Nazim Khan, Mir Ghazan Khan and Mir Jamal Khan (HI) of Hunza and Mir Sikandar Khan and Mir Shaukat Ali Khan of Nagar and population equally, till some modern day devilish minds have misguided the affected populations and started litigation after almost a century of well defined and equitable implementation of the judgment. Through this post I appeal to all reasonable minds in Hunza (Ganish villages) and Nagar (villages Nagar & Sumayar) as well as the administration and legal echelons to go through this correspondence and the judgment (available in Persian) and revert back to the status defined in these judgments. [ Note: I am willing to provide the hard copies of under mentioned correspondence and judgment to all  well meaning individuals interested in resolving this unnecessary dispute.]
    The appeal for ending the on-going litigation has following noble objectives:
    a.     It will end friction between the parties involved and save them the unnecessary financial burden.
    b.     It will facilitate the newly formed district administration in Hunza to locate its Head Quarter in a place suitable for both Hunza & Nagar populations – without getting entangled in litigation and difficult situation.
    c.      It will help in resettlement of affected populations from Gharayat (upper Ataabad), Ayeenabad and Nazimabad; recently affected by the natural disaster.
    d.     It will forestall future litigation of this nature in Shinaki area, which appears to be brewing up.

    The historical copies available with me consist of following documents:
    1.     Letter dated 12th May, 1901 in which judgment dated 17th April 1901 on the dispute regarding water and grazing rights in ‘BAYES’- HARUMAN HAR BORDER BETWEEN HUNZA & NAGAR - have been defined  and decided.
    2.     Copy of letter dated 14 June 1901 dealing with border dispute between Hunza and Nagar and grazing rights in ‘ Gunzuper’  in reply to the requests from the Mir of Hunza and Nagar.
    3.     The letter dated 14 June 1901 dealing with grazing rights between people of village Nagar and villages Ganish and Garelth in Hunza.
    4.     The judgment dated 14 June 1901 on the border demarcation between Hunza and Nagar and the grazing rights (beyond the defined border) in ‘GANZUPER’.


    Start the First Step
    March towards global leadership will involve following steps:
    a.      ENERGY: 100-MW in next 20-years through proposed “HUNZA POWER SUPPLY COMPANY” – A joint ownership of all HUNZUKUTZ through their LSOs – idea demonstrator project working in KHURUKUSHAL KHAN since September 2013. FLOATING HYDROELECTRIC GENERATOR
    b.     HUMAN RESOURCES:    Through LIFELONG LEARNING CENTERS/OPEN UNIVERSITIES, first one – SASLLC/OPEN UNIVERSITY– already in operation in Government Model High School Karimabad.
                                                                 i.     STEPS in developing HR:
    1.      Determine your aptitude through an ON-LINE course – Example on this link: AptitudeTest Online Course
    2.      Choose a subject/specialty out of the 25,516 courses through SASLLC, example link: CONSORTIUMOPEN EDUCATION EUROPE
    3.     Download the COACHING material and go for your specialty.
    NOTE: All education is FREE OF ANY COST

     4.    For details of the ROAD-MAP go through the  remaining post.

    MOTIVATION for this proposal comes from these extracts:
    A.   TALIKA:
          “To position the Jamat correctly for the next decades. serious issues and for you to understand where I would like the Jamat to be, Insha-Allah, in the world in 10 years, 15 years, 20 years.”  13 December 2008

    B:   TV Interview:

    ITV: Showing the weak how to help themselves, not just picking them up.

    AK: Charity and help — both. Charity — but not to the extent making them beggars.

    ITV: Is that philanthropic?

    AK: I think it is philanthropic to help them to become self-sufficient. Afterwards, there is no reason for it to be that way, and on the assumption that society will always have weak elements, those who are givers to that society have to continue to address themselves to the weaker sections of the society.

    Address of His Highness the Aga Khan to both Houses of the Parliament of Canada in the House of Commons Chamber, Ottawa
    27 February 2014
    C. Extracts: "An active Civil Society can open the door for an enormous variety of energies and talents from a broad spectrum of organisations and individuals. It means opening the way for diversity. It means welcoming plurality. ......three critical underpinnings of a quality Civil Society — a commitment to pluralism, to meritocracy, and to a cosmopolitan ethic.
    A cosmopolitan ethic is one that welcomes the complexity of human society. It balances rights and duties, freedom and responsibility. It is an ethic for all peoples, the familiar and the Other, whether they live across the street or across the planet.
    The Aga Khan Development Network has worked over five decades to assist in the enhancement of Civil Society. Civil Society is your recognition that democratic societies require more than democratic governments.
    I have been impressed by recent studies showing the activity of voluntary institutions and not-for-profit organisations - a cherished principle in Shia Ismaili culture — the importance of contributing one’s individual energies on a voluntary basis to improving the lives of others.
    This is not a matter of philanthropy, but rather of self-fulfillment — “enlightened self-fulfillment.”
    During my Golden Jubilee — and this is important — six years ago Ismailis from around the world volunteered their gifts, not only of wealth, but most notably of time and knowledge, in support of our work. We established a Time and Knowledge framework, a structured process for engaging an immense pool of expertise involving tens of thousands of volunteers.
    In sum, I believe that Civil Society is one of the most powerful forces in our time, one that will become an increasingly universal influence, engulfing more countries, influencing, reshaping and sometimes even replacing ineffective regimes."
    Address of His Highness the Aga Khan to both Houses of the Parliament of Canada in the House of Commons Chamber, Ottawa
    I hope many of the visitors of this blog have gone through the material covering the "CIVIL SOCIETY" concept. I am reproducing the concept of "HUNZA DEVELOPMENT FORUM" on this post with the hope that the readers will evaluate the concept in the light of what they have studied so that this becomes the civil society forum of the future not only for Hunza but entire GB. It must be clarified that the elected representatives from Hunza becomes the chairman of the Forum as standard procedure, as such we would expect the present incumbent (Mir Ghazanfar Ali Khan - the elected representative for GBLA) to assume the role as soon as possible for him.

    Development is sustainable only if the beneficiaries become, in a gradual manner, the masters of the process.
    This means that initiatives cannot be contemplated exclusively in terms of economics, but rather as an integrated programme that encompasses social and cultural dimensions as well. Education and skills training, health and public services, conservation of cultural heritage, infrastructure development, urban planning and rehabilitation, rural development, water and energy management, environmental control, and even policy and legislative development are among the various aspects that must be taken into account.”

    7 SEPTEMBER 2002.

    "One of the questions to which I don’t have an answer, but I would like to find one, is, what is happiness — for rural population in the developing world? And unless the definition of happiness, the definition of a sense of purpose is clear to planners in the developing world, they are never going to be able to address the issues that affect the rural population. And what I have discovered — I think in working on these problems — is that the rural populations are remarkably articulate, remarkably hard­working, remarkably thoughtful. But you have got to [have] access to them, you have got to let them tell you, as a decision-maker, what are their concerns, what are their priorities and in that sense, I think that maybe the industrialised world doesn’t deal with the same problems."

     One of the problems of working with civil society organisations (CSOs) is that people attach different meanings to the term. Some mean the large, international non-governmental organisations (NGOs) like World Vision, CARE, OXFAM, Save the Children and so forth. Others have in mind the small village-level groupings which may be worthy, but probably do not make a big impact on development problems. Late in 2006, the Aga Khan Development Network Civil Society Programme (AKDN CSP) conceived the idea of a series of short case studies to illustrate (a) the range of CSOs that are not NGOs and (b) the important work that many of them are doing. In response to His Highness the Aga Khan’s call to “go beyond NGOs”, the Programme was set up to work primarily with these non-NGO civil society organisations

    At the outset, it was unclear what CSOs could actually do. In order to encourage understanding of their diversity and the range of citizens’ initiatives, the AKDN CSP asked the International NGO Training and Resource Centre (INTRAC) to develop a number of one-page case histories of CSOs which, from very different backgrounds, have proved helpful in development. Click
    AKDN to access the Learning materials.

    Brig (R) Hisamullah Beg SI(M)

    The AKDN Introduction to the civil society program reads: “In an era of rising expectations and unmet needs in the developing world, the civil society sector plays an essential role in the provision of social services, the protection of the marginalised, the delivery of development programmes and the promotion of good governance. Its work is especially critical where governments are weak or non-performing, as in situations of failed democracies or post-conflict reconciliation and reconstruction.
    For over 30 years, the Aga Khan Foundation (AKF) has led the civil society strengthening initiatives of the Aga Khan Development Network (AKDN) across all thematic areas (health, education and rural development) and regions in which it works. To broaden the impact of these activities, the civil society programme has now been formally extended to encompass all the AKDN agencies. The scope of the programme has also been widened in order to increase the positive impact of a wide array of organisations that have a presence in public life, including faith-based and charitable organisations, non-governmental organisations (NGOs), labour unions, professional associations and foundations, village and women’s groups, neighbourhood self-help groups, social movements, business associations, microcredit organisations, coalitions and advocacy groups.”
    With this background it was felt that as a futuristic course, Hunza needs a fresh approach towards achieving a balanced society. Accordingly AKRSP in collaboration with KADO hosted the first multi-stakeholder forum in Hunza during 23-24 August 2004. The purpose was to initiate a public deliberation on the major development issues involving diverse groups and stakeholders in Hunza so that a common approach and a framework for collective action could be developed to address long-term development challenges in the valley.


    The diversity and divergence of views on development requires a neutral platform for key stakeholders. Designed as a flexible and neutral platform for all stakeholders, HDF provides an opportunity to representatives drawn from Government and broad spectrum of civil society organizations, including AKDN agencies, voluntary community institutions, public sector agencies, business associations, Political parties, and faith based entities etc. to discuss and plan future development. In its scheduled meetings the Forum encourages open discussion on issues and opportunities leading to a shared commitment of the stakeholders towards common goals and ideas on how to move forward, while on the internet it seeks feed-back from all concerned “Hunzukutz” anywhere else and integrating these views towards developing a common vision through an open, transparent, inclusive and accountable mechanism. It fully recognizes that people and local institutions are the ultimate drivers of the development process in Hunza. See SOCIAL ORGANIZATIONS , GROUPS.
    It also aims to help evolve a society which believes in moving forward on the principles of Meritocracy for which it is essential to have a working democracy, good governance and Pluralism which means people of diverse backgrounds and interests, organizations of varying types and goals coming together for different forms of creative expression, which are valuable and deserving of support by government and society as a whole.


    The current TOR for HDF is as follows:
    1. Organize Grand HDF meeting once in a year;
    2. Facilitate to form thematic forums (Business, youth , women , peace);
    3. Form working committees for specific tasks;
    4. Promote collaboration and interacting between Government, Civil Society and private sector;
    5. Share and discuss issues and best practices;
    6. Provide professional and Organizational Support for different forums;
    7. Raise resources for organizing Grand Forum;
    8. Follow up on decisions of grand Development Forum;
    9. Prioritize development sector and prepare action plan;
    10. It should meet every quarter;


    To achieve what has been stated in the above paragraphs a set of long term Collective Targets have been proposed for which it is expected that everyone sharing this vision will endeavour to work with his heart and soul. These in the order of priority are listed as under:
    A. ENERGY (Hydropower and Water Management, by building Dams on river Hunza / Nager) More than 100 MW by 2020 ATABAD POTENTIAL HUNZA POWER SUPPLY COMPANY 
    B. Human Resources Development SASLLC
    • Alternative Energy:Portal:Renewable_energy - 200 specialists by 2015
    • Earth Sciences:                                    - 500 specialists by 2015
    • SKILLS: ICT & English etc through SASLLC, Gems stone Cutting and polishing Centers; stone carving/engraving centers; scientific mining techniques etc (MINE TO MARKET)”  also see SKILLS : - 5000 specialists by 2015
    • Chinese language:                                - 100 specialists by 2015
    • Social sciences:    SOME CHOICES   - 5000 specialists by 2015
    C. Creation of an Endowment to Support HR Development in above This is visualised to be achieved through donations, from profit making endeavours and also through diversion of annual development budget allocated by the government through the elected representatives.   - Rs 200 m by 2015

    D. ADVOCACY: HDF will undertake advocacy with National & International setups for:
    • Supporting of development targets
    • Institutional development
    • Harmonization of traditional laws with statutory laws of the Country/NA’s with NALA and Ministry of Kashmir Affairs.CUSTOMARY LAWS
    • Tourism Advancement.
    • Appropriate construction with local populations in collaboration with BACIP and other agencies.
    • Invigorating the attractive regional traditions reflecting the Ethos of “Suchi” & preservation of language (Click HCF,  ALPHABETS).
    • upholding meritocracy, transparency & freedom of Information.
    • Declaration of “Weapon-Free” status for Hunza, this will contribute to a softer image of Pakistan in the world and help tourism.
    E. SPORTS: Facilitation of adventure sports & adoption of some of these as regional specialties.

    F. Facilitation:
    • Association for Minerals Exploration/ Extraction.
    • Business Association Development and
    • Exhibitions for culture and home industry.
    Aim and Plan for Attainment of Targets

    The collective targets for all stakeholders are aimed at gradually evolving a productive population rather than a consumer one. It goes without saying that in this increasingly materialistic world only productive entity - whether individuals or whole society - can hope to progress and prosper at the cost of consumers.
    HDF does not claim to be a service delivery entity, rather it endeavours to coordinate collective efforts towards this end. With this approach you - as a concerned and talented “Hunzukutz” - are requested to personally participate (or motivate those known to the readers) in the effort by joining any one (or more than one) of the committees assigned to workout strategies and action plans in actualising these targets.
    Brief visualisation for the committees and outline for their working are enumerated below:

    1. Energy and Water Management: Will mobilize government and/or investors to make this possible. Knowledgeable members of the committee will search and approach International Agencies such as “Kuwait Fund” and like (with aim of either investment or philanthropy) by processing technical proposals.Click: ADVOCACYNOSHEEN ALI.

    2. Committee on HR Development: The main committee will form further committees on each of the topics specified under this heading (may also identify additional topics). The committee members will be assigned to initiate a global search (on the internet or personal knowledge) for university/institutional programs, their costs, prerequisites for participation and any enabling provisions by the institution/governments and actions to avail the opportunities.Cyber members: MEMBER , MEMBER2 , MEMBER3 , MEMBER4 ,   MEMBER5 , IRFAN ,NISHAT,    

    3. Committee on Creation of Endowment: This is visualised to be achieved through individual donations, by establishing profit making entities and also diversion of annual development budget allocated by the government through the elected representatives. It will also coordinate with other agencies maintaining endowments for this purpose. The committee will work out the mechanism and methodology for maintaining and awarding resources to the deserving trainees for incountry and facilities abroad towards actualisation of HR Development targets.

    4. Committee/s on Advocacy: Main committee will form subcommittees for each of the headings (and any other suggested by the participants).

    5. Committee on Adventure Sports: We request following men of prominence to head and form these committees and select volunteers as members:
    • Mr Nazir Sabir (SI)
    • Col Sher Khan (SI)
    • Mr Ashraf Aman (President’s Pride of Performance)
    6. Committees on Facilitation: KADO Chairman and professional staff to be assisted by other volunteers.


    (Every organization should have a Code of Practice for Board members which is available to all stakeholders 
    AKDN Guideline Booklet No. 4)

    All such organisations involve people who have committed themselves to improving the society in which they live by what they do and how they behave. Commitment and voluntarism may, however, not be enough for an effective organization – specific organizational skills are needed as well. And these skills can be learnt.
    This document will ultimately contain following Sections:
    1. A Code of Conduct for the Governance (now)
    2. Terms of Reference for all Members (now)
    3. Terms of Reference for all Committees and sub-committees (on required basis)

    1. MEMBERSHIP: Basic to each member is the understanding that Governance (Boards or similar structures) are a part of the management function of any non-profit and non-government organization (also known as civil society organisations or CSOs). At its most basic, management can be defined as: “ensuring that an organization has clear objectives, and makes the most effective and efficient use of resources in order to achieve those objectives”. Each or all the members have at least some or all of five separate roots:
    • Philanthropy and the desire to help people who are considered less fortunate
    • The desire to improve local communities through mutual aid and self-help
    • The desire to improve conditions through political and economic action (SEE POLITICAL ACTION )
    • The desire to take on services provided by the public or private sectors, and
    • The simple reality of shared interests.

    The term “governance” is increasingly used for the big picture, long term and legal aspects of ensuring that an organization is properly run, and “management” for ensuring that the work gets done within this framework. Governing body which is legally and financially responsible for the organization and responsible for setting and monitoring long and medium term objectives, and developing policies.

    HDF members (Governance) are drawn from wide array of organizations that have a presence in public life (specifically elected representatives), including faith-based and charitable organisations, non-governmental organizations (NGOs), labour unions, professional associations and foundations, village and women’s groups, neighbourhood self-help groups, social movements, business associations, microcredit organizations, coalitions, advocacy groups and above all the government. Presently this body consists of 22 members as listed in the attachment. But at the same time it is flexible and welcomes any additions with a background listed in the foregoing lines. The members are appointed or elected for a term coinciding with that of the Elections to Gildit and Baltistan Legislative Assembly (GBLA and DISTRICT COUNCIL).

    2. EXECUTIVE STRUCTURE Should have the Understanding and regularly review the ethos and values that underpin the organization’s work, and ensuring that Board members, volunteers and others involved with the organization understand these values and how they apply to their work. They are also expected to:
    • Maintain a long term overview of the organization and all its work
    • Making strategic and major decisions about the organization’s objectives, policies and procedures
    • Ensuring decision-making procedures are transparent people know who makes decisions and how they are made, and accountable (decisions are reported to the people who have a right to know about them)
    • Ensuring that the needs and interests of relevant people and bodies are considered when making decisions
    • Ensuring that adequate resources (especially people and money) are available to carry out activities, and making decisions about how to proceed when resources turn out not to be available
    • Monitoring the work of the organization, especially progress towards objectives
    • Ensuring appropriate action is taken when work is not being done, or is not being done properly
    • Taking legal responsibility for the organisations and all its actions
    The body (All honorary workers) will consist of:
    • A chairman:
    • A Vice-Chair
    • A Board Secretary
    • A Treasurer
    The Chairperson’s/Vice Chairperson’s role has two parts, one practical, and the other institutional:

    • Planning and running meetings of the body, ensuring that everything is covered and decisions are made when required, keeping order, helping the group deal with differences of opinion and conflicts, being sure that everyone who wants has a chance to speak.
    • Ensuring that the organization as a whole sets and sticks to its policies and priorities, then serving as a spokesperson for the organization, making essential or emergency decisions between committee meetings, working closely with the manager to ensure work is being done properly and to help staff with difficulties.

    3. MEETINGS It should meet every quarter. The venue/timing and Agenda will be disseminated by the Secretary at least 15-Days in advance. Preferably a yearly schedule for regular meetings (Every three months) of the members for the entire year should be announced by Mid November each year along with the schedule for “Once a year grand Meeting”, which is to be held for all concerned “Hunzukutz” anywhere and also the committees constituted from time to time. Emergent meetings may be held on required basis with the consent of chairman.

    4. MINUTES AND ACTION PLANS the format for Agenda as well as recording of ‘Minutes’ /’Action plan’ is attached. Any concerned “Hunzukutz” may initiate a proposed item for inclusion in the Agenda any time through all available means, such as E-Mail, telephone, written paper etc. on this or similar format The decisions on each item of agenda will be on the basis of ‘majority vote’ if a clear ‘consensus’ does not emerge in the meeting.

    5. TENURE AND ELECTIONS The tenure of ‘Executive Body’ will commence and end in consonance with the Government schedule for election to District Councils and Northern Area Legislative council. The candidates proposed by members/General public will be chosen on the basis of at least 50% secret votes of the “Governance” to coincide with the “Once a Year Grand Meeting”.


    1. Names of volunteers whether willing to head the committees or participate as members received will be shared with all and placed on the web site. We expect the names of volunteers to be communicated to addresses on the website.
    2. All these committees are expected to participate physically in the ‘Once a year grand meeting’, while rest of the time they will use modern means of communication for their contributions from their existing work stations.
    3. Readers are requested to visit HDF website hosted by KADO ( and and help HDF through ideas and participation in the collective effort.
    4. Sometimes HDF will set up Sub-Committees and Working Groups. All such Committees and Groups need clear Terms of Reference. Ideally every entity should have a Code of Practice for members which are available to all stakeholders. Through this the members should police themselves, but others involved in the effort can also monitor the performance of HDF.

    August 28, 2004
    - Rajab 11, 1425 Hijri
    Shabbir Ahmed Mir
    Updated on 2004-08-28 17:01:36

    Multi-Stakeholders Forum Created In Northern Areas

    GILGIT, Pakistan : Aug 28 (PNS) - A non-government organizations have formed a mega forum involving various stockholders of the region to encourage public participation and promote awareness for participatory planning and integrated programming in the Northern Areas.

    With the active participation of more than 0 multi-stakeholders and after a hectic debate spanning over two days, the Aga Khan Rural Support Program (AKRSP) which is a non-profit organization working with rural communities in the region since 80s and Karakorum Area Development Organization (KADO), a local community development organization formed a supra forum "Hunza Development Forum" or HDF to develop a common vision of development through an open, transparent, accountable mechanism and to ensure that people and local institutions are the ultimate drivers of the development process, said a Press Release issued here Friday.

    Speaking at the ceremony, Izhar Hunzai, the General Manager AKRSP remarked that there was a need for some measures of integration and coherence among various development efforts and sectors to understand what the communities expect of local governance, economic and social development in order to respond to the emerging challenges. Hunzai added "the role of AKRSP as a development catalyst is to adjust its policy according to the changing needs of the area. In the absence of a mechanism to gather the overall views and aspirations of people and to set a common goal and an agreed agenda, the HDF will ensure more inclusive debate on the development issues of Hunza".

    Javed Iqbal, General Manager, KADO presented action plan that proposed follow-up on the recommendation of the forum through a task force, which would lobby for the institutionalization of the regulatory framework besides many more swift interventions. "The idea is we bring not just one group of like minded people but all the different players on one platform from all walks of life to talk about the kind of future we want for our children here, in this area." said Iqbal.

    Some groups who worked on the action plan in the meeting stressed for the growing income and elimination of social disparities within the society. They proposed to focused on the new challenges, the need for effective policy formulation and implementation which would strengthen local political, civil, government and representative institutions, developing local markets, resources and expertise.

    Keeping in line with the objectives of the forum, fifteen thematic groups held discussions on Good Governance, Gender, Poverty and Social Safety Nets, Volunteerism and Local Philanthropy, Human Rights, Border Trade, Energy Development and Distribution, Tourism, Enterprise, Investments and Employment, Culture and Environment, Urbanization, Quality Education, the ICT requirements of the area, Youth Development and Agricultural Diversification. It was also discussed that the forum would also help evolve a common vision of development through an open, transparent, inclusive and accountable mechanism and to ensure that people and local institutions are the ultimate drivers of the development process.

    The main aim of HDF is to deliver an innovative participatory framework of multi-stake holders dialogue. Through this forum, the AKRSP plans to promote dialogue and partnerships among all stakeholders, by establishing and fostering an institutionalized system of 'Development Fora" at valley, district and regional level, replicating this model across the entire development canvas of Northern Areas.

    The End.

    US General admits war was for oil and more!

    General Wesley Clark

    -Retired general serving for 34 years in the United States Army
    -Awarded honors, awards, and knighthoods over his military career.
    -Clark was mentioned as a potential 2008 presidential candidate

    Because I had been through the Pentagon right after 9/11. About ten days after 9/11, I went through the Pentagon and I saw Secretary Rumsfeld and Deputy Secretary Wolfowitz. I went downstairs just to say hello to some of the people on the Joint Staff who used to work for me, and one of the generals called me in. He said, "Sir, you've got to come in and talk to me a second." I said, "Well, you're too busy." He said, "No, no." He says, "We've made the decision we're going to war with Iraq." This was on or about the 20th of September. I said, "We're going to war with Iraq? Why?" He said, "I don't know." He said, "I guess they don't know what else to do." So I said, "Well, did they find some information connecting Saddam to al-Qaeda?" He said, "No, no." He... More