PROPOSED - HUNZA POWER SUPPLY COMPANY

 Also, read ROAD MAP

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. 

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.