Annual Review 2005 - LEAD Pakistan

ANNUAL REPORT 2005
LEAD‘s mission is to create, strengthen and support networks of people and institutions promoting change towards sustainable development— development that is economically sound, environmentally responsible
and socially equitable.
LEAD Pakistan
LEAD House, F 7 Markaz, Islamabad, Pakistan Tel: +92 51 111 511 511 Fax: +92 51 2651512
Email: [email protected]
Table of Contents *
1. Governance, host institution arrangements and linkages within the LEAD family 2. Finance 3. Capacity Development Activities
a) LEAD Associate Training Activities
4. LEAD Research Portfolio 5. LEAD Pakistan‘s activities in partnership with others 6. LEADnet/Information Technology activities 7. Fellows‘ involvement 8. Raising LEAD‘s visibility and partnerships 9. Statistics 10. Plans for 2006
Annexes:
1. List of LEAD Pakistan‘s Board of Governors 2. List of Cohort 11 Associate Projects 3. Names of the Fellows/Associates‘ employers
* This report follows the format furnished by LEAD International to LEAD Member Programs for their annual reporting. The report covers only those activities that fit under the prescribed format. For information on our additional activities during 2005, please visit LEAD Pakistan’s website.
3
1. Farooq Rehmatullah (Chairman) Managing Director, Shell Pakistan Limited
2. Musharaf Hai Chairman, Unilever
3. Sheraz Manzoor Haider
5. Shafqat Kakakhel
6. Mohammed Jahanzeb Khan Commercial Counselor, Embassy of Pakistan, Paris (Fellow, Cohort 5)
7. Sadiqa Salahuddin
8. Syed Tauqir Hussain Shah Advisor, ILO (Fellow, Cohort 8)
9. Suleman Shaikh
Secretary Board of Trustees, SZABIST
10. Ahmer Bilal Soofi Senior Partner ABS and Co. Attorneys, Solicitors and Advocates
11. Fareeha Zafar
12. Ali Tauqeer Sheikh Board Secretary, CEO/National Program, Director, LEAD Pakistan
Ex-Officio Members
14. Javaid Hasan Aly Federal Secretary, Ministry of Environment
4
1. Governance, host institution arrangements and linkages within the LEAD family
a. Board of Governors: LEAD Pakistan‘s Board of Governors consists of 13 members, including two ex-officio members —Vice Chancellor of Lahore University of Management Sciences (LUMS); and Secretary, Ministry of Environment. The Board met on June 24, 2005 and with a pledge to continue to provide effective governance and active support to all LEAD activities. Two new members were co-opted:
Dr Suleman Shaikh, Secretary to the Board of Trustees, Shaheed Zulfikar Ali Bhutto Institute of Science & Technology, Karachi; and
Dr Syed Tauqir Hussain Shah, Advisor, International Labor Organization, Islamabad. Dr Shaikh has served as LEAD Pakistan‘s faculty. Dr Shah is a LEAD Fellow, Cohort 8. The following three members retired after completing their terms
Jehanzeb Khan Sadiqa Salahuddin Ahmer Bilal Soof
Board Members‘ biographical sketches are available on our website b. Staff & Institutional Development:
STAFF: LEAD Pakistan‘s team in 2005 consisted of 22 people. Four key program areas determined LEAD Pakistan‘s activities during the year — Corporate Social Responsibility & Partnerships (CSRP); Education; Environmental Management Systems (EMS); and Governance. Each program area was looked after by a Manager with the assistance of a team consisting of Program Officers, Program Assistants, Young Professional Officers, and subject-matter specialists. Additionally, LEAD Pakistan‘s project staff consists of about 200 people including a Provincial Coordinator, Sindh and two project Managers. This staff is based in the districts of Khairpur, Sukkar and Thatta where our ten project offices are located. CERTIFICATIONS: During the period since the last Board meeting, LEAD Pakistan secured renewal of its existing certifications, and continued its endeavors to further deepen internal systems and processes. LEAD Pakistan was the first nonprofit to secure these two certifications, and continues to be the only non-profit in the country to have both certifications.
1. ISO 9001-2000:
During 2005, 10 internal audits were carried out entailing at least three internal audits for each area of operation/department. Each successive audit reviewed compliance with corrective actions recommended in the preceding audit. After this series of monthly internal audits of all operations, the external auditors from SGS undertook an external and renewed LEAD Pakistan‘s certification for 2006.
2. PCP Certification: The Pakistan Center for Philanthropy undertook a desk based audit and renewed LEAD Pakistan‘s certification for a period of two years (2006-2007). The PCP has revised its certification criteria for new certifications. LEAD‘s certification renewal was, however, based on the initial criteria.
3. Institutional Management & Certification Program (IMCP) for USAID: The auditors on behalf of the USAID undertook an audit of LEAD Pakistan‘s systems. The final report has not been issued, but LEAD is expected to qualify for the certification that was delayed because of the 8 October earthquake.
5
4. Integrated Management System: An integrated manual on all management system (Integrated Management System – IMS) is under preparation and it will be ready for adoption by June 2006. The proposed manual will integrate all requirements of all certifications into one policy manual. The proposed manual will be compliant with ISO 9001, 14000 as well as SA 8000, PCP Certification and USAID‘s IMCP and simplify competing documentation requirements. The IMS Manual is under preparation internally by staff, without engaging outside consultants.
c. Linkages within LEAD Family:
COMMITTEE OF DIRECTORS MEETING: A Committee of Directors comprising of LEAD Member Program Directors serves as an advisory body to the LEAD International‘s Board. The Committee held two meetings during the year. The Chief Executive Officer attended the first meeting at the LEAD International Secretariat in London (April 15-18, 2005), but missed the second meeting that was held in Senegal.
COHORT 11: LEAD Pakistan selected 20 professionals for Cohort 11, compared to its standard practice of 15 in previous years. Cohort 11 is a mix of mid-career professionals reflecting sectoral diversity including academia, business and industry, civil society institutions and NGOs, donors, and government. The Cohort represents geographical distribution of the four provinces of Pakistan plus the Federal Capital. It includes four females possessing dynamic profiles in their respective fields, and two colleagues from LEAD Pakistan. Like in previous years, the competition was keen and driven by an extremely rigorous selection process, comprising of application-based short listing, provincial interviews of almost 125 individuals, followed by final interview of about 40 candidates. As always, LEAD Pakistan has upheld its tradition of transparency and equitable merit. The biographical sketches of Cohort 11 are posted on our website. LEAD International has adopted the policy of full cost recovery, instead of offering scholarships to its cohorts. Our efforts in Pakistan aimed at cost recovery, however, did not succeed. The choice for us was not to select the cohort or offer scholarships. LEAD Pakistan decided in favor of selecting a cohort by offering full scholarship of US$8,000 to almost all the 20 Associates selected in the cohort. Further, instead of compromising on our traditional quality, LEAD Pakistan decided in favor of retaining the classical model‘ of cohort training. The Cohort will, therefore, undergo 50 days of residential training that will be delivered through five national training sessions and participation in on international training session. This is a commitment of $120,000 for LEAD Pakistan that will be honored from its own resources unless, of course, some resources are mobilized. JULIA MARTON-LEFEVRE SCHOLARSHIP FUND: LEAD Pakistan contributed a modest amount of $3000 for this scholarship as a token of appreciation for the outgoing Executive Director of LEAD International. LEAD Pakistan was the only Member Program that offered a contribution towards the fund. Julia has left LEAD International to become Rector of the University for Peace.
6
2. Finance From its inception in 1996 through 2001, LEAD Pakistan relied almost exclusively on grant from the Rockefeller Foundation for its survival. All core expenses as well as program activities were underwritten by an annual grant agreement, averaging during this period at Rs.17.7 million. We began to systematically diversify our resource base in 2001. It was during the third year of this drive - in 2003 - that we, for the first time, generated revenue that equaled the grant from the Rockefeller Foundation. This meant that the size of the revenue almost doubled during this year. This trend continued in 2004 when the size of the revenue increased by 18% but, most significantly, the grant component in 2004 declined steeply and constituted only 30 percent of the total. We continued with this hyper growth in 2005 as the size of the revenue pie grew from Rs.41.3 million in 2004 to an estimated (as per un-audited figures) Rs. 101 million in 2005, posting an increase of 145%. Remarkably, the grant share was reduced in 2005 to mere 5 percent. The grant from LEAD International that was the lifeline only three years ago - indeed, a sine qua non, become non essential in the overall portfolio of LEAD Pakistan. The rapid growth was unprecedented for LEAD in Pakistan or anywhere internationally within the LEAD Member Programs. The most important message of this development was simple, yet important: LEAD in Pakistan can survive without an annual grant from LEAD International. The audit for FY 2005 is due in February 2006. Once approved, the accounts will be posted on LEAD Pakistan‘s website and printed in its forthcoming annual report. Since 2000, LEAD Pakistan has posted its audited account on its website. This action demonstrates LEAD Pakistan‘s commitment to transparency and accountability to its stakeholders.
7
3. Capacity Development Activities TRAINING ACTIVITIES OF COHORT 11:
Since their selection, the Associates of Cohort 11 have completed three training sessions:
I. Orientation Session: Besides giving the Associates an opportunity to know each other in detail as well as LEAD, its mission, objectives, and policies e.g. LEAD programs, Code of Conduct at LEAD, LEADnet, LAPs, etc, the session was a preface to myriad development challenges. Leading experts shared their experience and vision that enriched the Associates‘ understanding and awareness on a range of issues.
The session enabled the Associates to demonstrate understanding about the various tools and techniques used to combat industrial pollution. They were able to assess current status of Pakistan within the context of Millennium Development Goals (MDGs). They were able to present innovative approaches to overcome the existing challenges. II. Session on Multilateral Environmental Agreements: Experts discussed a range of issues analyzing the global environmental order and Pakistan‘s commitments under various MEAs. The session enabled the Associates to develop a shared understanding on the significance of MEAs, key definitions and their implication/obligations at the global level. The field visits helped the Associates identify and explore practical implication of certain conservation activities in compliance with MEAs. III. Assessing Transition Towards a New Governance Paradigm: In this interactive session, the Associates got the opportunity to understand issues of governance in different focused areas such as poverty, non-profit sector, natural resource management and public private sector. The participants were able to review the economic dimensions of governance and identify the key problems hindering economic management in the country. They were able to recognize the critical link between economic growth and poverty alleviation. The session helped them develop a shared understanding about the importance of WTO as a fundamental component of global governance; human rights and global governance; global environmental governance; corporate governance; non-profit governance; governance in judicial system; roles and responsibilities of legal bodies; understanding public sector governance; and the urban governance. IV. National Training Session (NTS) on Education: LEAD Pakistan has designed a National Training Session on Education that will be delivered in January 2006. The sessions‘ objective is to evolve a perspective on the Political Economy of Learning in the context of Pakistan.
V. Corporate Social Responsibility in the South: LEAD is currently working on the fourth national training session. The specific objectives are: the Associates will acquire a sophisticated introduction to international perspectives on CSR and its impact on the economic, social, and environmental conditions in the South. They will be able to analyze the potentials and limitations of various CSR issues such as the business case for CSR, public private partnerships, corporate social investment, and non-financial reporting.
8
LEAD ASSOCIATE PROJECTS: Each Associate undertakes a mini-project called LEAD Associate Project (LAPs) as a mandatory graduation requirement. Every Cohort 11 Associate has taken up a LAPs. Below is the list of LAPs undertaken by the Associates of Cohort 11:
1. Child Labor in Forestry Sector 2. Impact of Exotic aquatic Species in Dhaka 3. Case Study of LHR - Trade of blood & bone from butcheries 4. Analysis of Environmental Performances of Light Engineering 5. Hand Book on "how to undertake a field visit" 6. MDG & Local government 7. Capacity Building Needs of Maternal Health in Kasur District 8. Survey & Analysis of Hospital Waste in Public Sector in Quetta 9. Guidebook on Water Conservation for Communities of a Village in China 10. State of EIA in Gwadar Port Development 11. Institutional Capacity & Analysis of capacity building needs of CBO in Hazara District 12. Environmental Governance at Local Level: A Case of Abbotabad District 13. Capacity Building Training Needs Assessment of Women Council in district of NWFP 14. Promoting Ecological Corridors along Highways 15. Analysis of Crow Population in Islamabad 16. Political Economy of water resources & Coastal Poverty 17. NGO Governance 18. Effects of Drought on Livelihoods of Rural Population in Balochistan & Future Options for
Water Resource Management in Balochistan
9
4. LEAD Research Portfolio LEAD Pakistan contributes towards the stock of indigenous literature on environment and development issues by undertaking research for external clients on consultancy basis and conducting original research through externally funded projects. LEAD Pakistan continued with its research agenda during 2005. Significant developments in the arena of our research agenda are presented below.
Policy Research During 2005, only one Occasional Paper was printed. However, the preparatory work for our research agenda for the next three years (2006-8) was initiated. The research themes for governance (and devolution) issues were finalized. The research agenda on education and CSR will be finalized during the first quarter of the year.
Case Studies LEAD Pakistan develops case studies for its training programs. By now we have a small repository of case studies and case-lets developed by us, some of them have found space in international journals. Some, but not all, of these case studies are supported by clients. Presently, for example, a set of five case studies is under development for a client on the environmental and social aspects of some of the road construction projects recently completed in four provinces of Pakistan. Young researchers are engaged, under the
supervision of our senior colleagues for the purpose.
Applied Research Our involvement in recent years at the community level to pilot field research has opened vistas of systematically initiating field research. The research questions emanating from our work in field will help us guide the clients for follow up work, and explore the policy relevance. Such research is supervised, and sometimes actually undertaken by our staff. Presently, the following field research projects are at various stages of implementation:
Citizens Community Boards: Four case studies on CCBs are presently under preparation. These will place our work in
formation of CCBs in Sukkhur and Khairpur in the national context.
Social & Environmental Profile of Thatta: Just commissioned, this research will help us better understand the project area of our project, Enhancing Public Private Partnerships (E3P).
Measuring Impact of Education Sector Investments in Sindh through Sindhi
Media: 2004-2005 This brief study will help understand how the media coverage of education issues since 2004 has changed and if these changes could be attributed to recent investments in the education sector, including to our work in two districts.
Linking Education with Health Issues: This field research is piloting, in three schools of Sukkur, the interface between education and community health. The field research pilot innovations designed by Sindh Education Foundation. It seeks involvement of school children and their parents in promoting health and hygiene in selected schools, particularly from water borne diseases.
School Baseline for Sukkur and Khairpur LEAD Pakistan through its Democratized Education Management and Ownership (DEMO) Project in Sindh has collected the baseline data for Sukkur and Khairpur that provides information on participation rate, trends in education and facilities available in the schools in the two districts. This data can be used to empower the community through Resource Centers and shall be valuable to civil society and government bodies interested in education of the region.
10
5. LEAD Pakistan’s activities in partnership with others We have an unfailing faith in the benefits that partnerships bring to us. Consistent with our mission to create and nurture networks of individuals and institutions we constantly strive to reach out to a wide range of individuals and institutions with the specific purpose of partnering with them. There is hardly an activity undertaken by us for that we do not try to reach out to others and establish institutional linkages. Most of such relationships are functional and facilitate our work, strengthen our sectoral linkages, or open vistas for subsequent collaboration. In this section are given some recent examples of collaboration that our four program areas have worked out with a wide range of national and international institutions.
During 2005, seven projects were completed. Presently we are implementing seven projects of varying duration and value; thirteen proposals have been submitted and the final decision is awaited. a. LEAD Pakistan with USAID & Education Sector Reform Assistance (ESRA) In 2004 LEAD Pakistan forged a partnership with the USAID and ESRA to implement a community-based education initiative - DEMO (Democratized Education Management & Ownership) that is helping the rural communities of the two districts of Sindh - Sukkur and Khairpur - in managing their schools. The Project is building the leadership capacity of the communities in understanding the salient dynamics of education and applying this knowledge in managing children‘s education. A committed LEAD team of about 200 is working very closely with more than 3,000 School Management Committees (SMC) of government schools so that participative and sustainable education improvement takes place. The initial scope of the Project was the development of 3,140 School Improvement Plans (SIP) and training of 12,000 community members in SIP development and Participatory Monitoring & Evaluation (PM&E). In addition to this LEAD Pakistan clustered three SMCs to form one Community Citizen Board (CCB), as they have access to the local government funds, thus ensuring that the school improvement initiative could remain a permanent feature of the community with or without the project. By November 2005 117 CCBs have been registered. In early 2005 the partnership, owing largely to a rather unprecedented progress, supported by crisp systems and standards, was extended to September 2006.The extension brought with it further enhancement. In the second leg of the partnership, START kits
† were distributed in 1100
schools. However the major work in this phase was the disbursement of grant worth $1000 (60,000 Pak rupees) to 1,138 SMCs to realize the SIP made in the first phase of the partnership. Plans of extending the partnership till 2007 are under discussion at the moment.
b. LEAD Pakistan with Shell: LEAD Pakistan felt the need to provide the communities in Sukkur and Khairpur workable alternatives for earning livelihood and arranged training for the local young people with the help of a program by Shell i.e. Shell Tameer Program. LEAD arranged training on Bright Ideas. Small and Medium Enterprise Development Authority (SMEDA) in District Khairpur also provided its assistance in this exercise that was attended by 45 participants. The training‘s objective was to encourage Small Business Development and to inform young individuals to look into options other than regular employment opportunities through entrepreneurial program cycle. c. LEAD Pakistan with Sindh Education Foundation (SEF) and others To effectively deliver DEMO, LEAD Pakistan forged partnership with Sindh Education Foundation (SEF) to promote education through livelihood and culture. Under this partnership, three schools in Sukkur were introduced to new techniques of schooling i.e. information related to health issues through activity-based learning approaches in the classroom.
† Short for Student Teacher Appreciation and Recognition Token (START) it is a school bag comprising
stationery items and reference materials like dictionaries etc. both for students and for teachers.
11
In the above context, LEAD Pakistan also forged partnerships with the following organizations:
- The Pakistan National Council (PNC) for UNESCO - Education Department, Government of Sindh
d. LEAD Pakistan with International Development Research Center (IDRC) – Phase II International Development Research Center (IDRC) is a Canadian think-tank established and funded by the Canadian parliament to encourage research in developing countries. In 2004, LEAD Pakistan developed and delivered a capacity building training program to encourage IDRC partners in Pakistan for taking a step towards achieving financial sustainability and discovering the options for proactive resource mobilization. The second phase of the project was implemented in January 2005. Three organizations were identified for individual mentoring and two for on-line mentoring on Resource Mobilization Strategy Development. The result was the development of a resource mobilization strategy that highlighted the most important features of the organization; feasible resource mobilization options and processes available for the organization. e. LEAD Pakistan with Global Sports Alliance (GSA) The 2004 Global Forum for Sport and Environment (G-ForSE) was held in Lahore, from 24 to 26 November 2004. It brought together nearly 250 participants from the United Nations, the sporting goods industry, international sports organizations, organizers of major sports events and non-governmental organizations to discuss the impact and contribution of sports to the environment. LEAD was assigned the task of preparing the proceedings of the conference by GSA, the organizers of the conference. f. LEAD Pakistan with Unilever LEAD and Unilever have formed a collaboration to host a Water Conference by early next year. LEAD will be responsible for developing relevant case studies for this event. g. LEAD Pakistan with CSR Asia LEAD has collaborated with CSR Asia - an online newsletter dealing with CSR issues in Asia - to provide it CSR articles pertaining to Pakistan. LEAD is currently preparing article in this effect - Corporate Governance in Pakistan. h. LEAD Pakistan with Copenhagen Business School (CBS) LEAD Pakistan and CBS have jointly prepared a case study: Corporate Social Responsibility and the Sustainability of Donor-financed Interventions in the South: The Case of Pakistan. Using evidence from Pakistan‘s leather tanning industries, particularly in Kasur, the study explores the potentials and limitations of donor aid in bringing about sustained improvements in the social and environmental performance of southern industries that produce for global markets. CBS will publish the study. i. LEAD Pakistan with Swiss Development Cooperation (SDC): Community of Practice (CoP) on Poverty is an SDC initiative. It has brought together on a common forum the leading civil society organizations working on poverty in Pakistan to create knowledge development tools that would guide and refine interventions for poverty alleviation. LEAD Pakistan is a major player in this initiative. It has designed CoP‘s structure and work plan. During this exercise, LEAD Pakistan was also nominated as a member of the Nucleus that was the hub of the organization, responsible for the delivery of all products and resource mobilization. The Nucleus comprises of SDC, IUCN, and LEAD Pakistan. j. LEAD Pakistan with International Fund for Agricultural Development (IFAD): The partnership has been forged to improve livelihood opportunities for small farmers in District Thatta. It is a pilot project - Testing of a Public-Private Partnership to Develop Capacity for Small Scale Agri-Business and Processing Enterprises – that aims to develop capacity for small-scale agri-business and processing enterprises through the formation of adequate public private partnerships in the region. The pilot phase will be delivered by September 2006.
12
k. LEAD Pakistan with Pakistan Environmental Lawyers Association (PELA): LEAD Pakistan co-hosted and played a significant role in organizing PELA‘s second annual seminar (2005) that was on clean air – Towards Cleaner Air. Experts from India and Pakistan attended this seminar that overviewed the air pollution in the country with emphasis on vehicular air pollution in the context of other environmental problem plaguing Pakistan. l. LEAD Pakistan with WWF Pakistan: In early 2003, LEAD Pakistan and WWF Pakistan took an initiative - Program for Environmental Research and Training (PERT) - to offer centralized environmental training to strategically selected groups from all over the country. PERT facilitated Pakistan‘s industries, government agencies, NGOs, and donor agencies in implementing environmental laws, regulations, and standards. It served as a research baseline platform for national and multinational organizations, as well as civic and environmental protection agencies. PERT has been successful in terms of enhancing the capability of local industry to implement the National Environmental Quality Standards (NEQS); training Environmental Protection Agencies and other relevant government staff in effective monitoring and enforcement of environmental legislation; documenting and disseminating information about successful low- cost indigenous environmental solutions to industry, enforcement agencies, environmental groups, and academic institutions; resolving confrontation in implementing environmental regulations; establishing a network of training participants, trainers and PERT partner organizations to provide a forum for discussing problems in implementing environmental solutions and regulations; and promoting linkages among different organizations in the private and public sector. m. LEAD Pakistan with LEAD International: Through the Special Opportunities Fund provided by LEAD International, LEAD Pakistan with the involvement of Fellows and Associates, undertook a series of dialogues in various cities and also prepared case studies and papers. The main goal of the project was to offer LEAD‘s neutral space for dialogue and debate, by involving members of the LEAD network and other stakeholders. The following Fellows and Associates were actively involved in these stakeholder dialogues. Mr Azhar Qureshi (Cohort 5), Mr Munir Ahmed (Cohort 7), Mr Aftab Rana (Cohort 8), Mr Abdul Qadir Rafiq (Cohort 5), Mr Qasim Mehmood (Cohort 11), Mr Iftikhar Malik (Cohort 11), Mr Amjad Zafar Khan (Cohort 10), Dr Javaid Afzal (Cohort 7), Mr Sheraz Manzoor Haider (Cohort 7), Mr Raza Ahmed (Cohort 11), Mr Basit Khan (Cohort 5). Under this project LEAD Pakistan organized five stakeholder dialogues backed by working papers in different locations nationally. FUTURE PLANS During the last a few years we undertook a rigorous and desperate effort to avoid a collapse after the termination of grant relationship with LEAD International. All emphasis was to establish ourselves in the marketplace. Our aim was develop a portfolio, generate revenue for survival, and to engage in business relationship with a wide array of potential partners and clients. We are in a position today to begin 2006 with confidence that we can now afford to be more selective in terms of size and duration than we were in the past. Hence, it is proposed that notwithstanding the projects in the pipeline or any other compelling strategic consideration, LEAD will now begin to actively solicit larger projects. For 2006 our target is to focus on program rather than projects.
13
6. LEADnet/Information Technology Activities The importance of knowledge and information sharing especially among professionals in developing countries is highlighted in Agenda 21 of the 1992 United Nations Conference on Environment and Development (UNCED). Promoting accessibility and exchange of high-quality resource information is an important development priority, which is reflected in LEAD Pakistan‘s use of LEADnet—its IT based global knowledge sharing and networking system. LEADnet enables LEAD staff, Associates, and Fellows to create and effectively manage knowledge and information through networking. It is a channel through which Associates and Fellows combine their diverse expertise and engage in meaningful debates and dialogues. In addition, LEADnet supports LEAD Pakistan‘s various program activities in different ways. New website: LEAD Pakistan has restructured its website. The new website gives one a comprehensive overview of LEAD Pakistan‘s program activities. Cohort 11: http://www.lead.org.pk/c11.htm provides one detailed information about the activities related to Cohort 11. Training activities: LEADnet supports training activities by providing important information for each training session on LEAD website and by hosting e-mail conferences before or after each training session. This support was provided to three training sessions in 2005. DEMO: The LEADnet developed DEMO‘s website—www.lead.org.pk/demo and a database for that gives one up-to-date information about DEMO‘s myriad activities. Discussion Groups: The LEADnet hosts mailing lists for various groups. The list of such discussion groups that are moderated by LEAD Pakistan is long. It includes such groups as All foresters (that has almost 200 members), health, EIAs, CDMs, Margalla Hills National Park.
7. Involvement of Fellows/Associates LEAD is a network and as such believes in carrying out its mission with the supports of its Fellows and Associates. LEAD Pakistan‘s 129 Fellows and Associates have a strong impact on their respective communities. They spread over more than 16 different cities representing over 80 organizations from five key sectors—academia, business and industry, government, media and NGOs. The Fellows and Associates are working at various levels—from policymaking to policy implementation. They are actively participating in voluntary work. They contribute to the society in various ways that helps bring a positive change—sometimes the change is obvious and the other times it is subtle. They undertake several activities—some are serving on the boards of various organizations. They attend the proceedings of public hearings related to the environmental and development issues. They attend seminars, conferences, workshops, stakeholder dialogues, etc on a range of issues as active members of civil society and promote LEAD‘s mission through their participation. Thus, they have strong presence in each area of life. Whereas not all Fellows maintained contact with LEAD Pakistan, there is strong evidence of their one-to-one interaction and collaboration. LEAD Clubs in Lahore and Islamabad held their regular meetings, but these meetings were typically attended by usual suspects. A challenge for these clubs will be to broaden the participation base in 2006. Despite these qualifications, a large number of Fellows were involved in a variety of activities, as listed below and others appreciated throughout the document:
‡
§
LEAD FELLOWS AS CAPACITY BUILDERS: - Mr Usman Qazi (Cohort 8) was involved in a range of programmatic activities undertaken by LEAD Pakistan during the year. This included the development or review of various modules, development of session plans, or serving as resource person or faculty - Mr Ahmed Saeed Shaikh (Cohort 4) was involved in strategic planning of LEAD Pakistan, together with Mr. Basit Khan (Cohort 5). - Mr Waqar Ahmed (Cohort 8) served as the core faculty of Orientation Training Session of Cohort 11. - Mr Hammad Naqi Khan (Cohort 7), Dr Murtaza Malik (Cohort 7), Mr Qadir Rafiq (Cohort 5), and Mr Nadeem Bukhari (Cohort 8) served as faculty for second national training session in Peshawar. - Dr Mujib Khan (Cohort 8), Mr Basit Khan (Cohort 5) served as panelists for the review of Cohort 11 LAPs during the third national training session in Islamabad. - Mr Qasim Mehmood (Cohort 11) was the lead trainer in PERT trainings
‡ Dr Afzal left LEAD Pakistan in early 2005 to join The World Bank as Environment Specialist.
§ Qasim left LEAD Pakistan in the last quarter of 2005
15
UPDATE ON FELLOWS: We are pleased to report following developments in the Fellows position to serve the sustainable development agenda.
Ms Mehjabeen Abidi-Habib (Cohort 6) was elected as the vice chair of the LEAD International Board. She is serving her second term on the Board. Mr Munir Ahmed (Cohort 7) achieved the National Rural Support Program Institute of Rural Management Merit Scholarship for Postgraduate Diplomat in NGO Leadership & Management. Ms Rana El Akhal (Cohort 10) was awarded an honorary PhD certificate in Economics and Business Management by Oxford College for PhD studies, Ireland. Mr Raza Ahmad (Cohort 11) has been recently promoted to Capacity Development Specialist and has moved to the ADB Headquarters in Manila. Previously, he was working as Governance Specialist at the Pakistan Resident Mission (PRM) of the Asian Development Bank (ADB) since late 2002. Mr Waqar Ahmad Khan (Cohort 8) has left WAPDA and joined Star Power Generation Limited (SPGL) that is setting up an IPP in Sindh. The plan is to build a 125MW gas fired (low BTU gas from Marri Gas fields) power station. Mr Khan will be based in company's head office in Lahore. Mr. Basit Khan (Cohort 5) joined MOL, and oil and gas company as their HSE manger. Ms Shazia Tehmas Khan (Cohort 11) has been selected as a LEAD Mentor and Provincial Review Board (PRB) member in the Women Political School (WPS) project of UNDP, an extension of the Women Political Participation (W3P) Project. The project W3P was successful in training approximately 27,000 of the women councilors during the project period and the UNDP headquarters recognized it as one of the best practices from 59 case studies submitted by 22 country offices all over the world. The Asia Chapter of Society of Wetlands Scientists (SWS) has designated Mr Ahmad Khan (Cohort 11) as its representative for Pakistan. Mr Khan has been a member of SWS from Pakistan for several years. He has worked for conservation of cranes in NWFP and Zhob and has conducted research on wetlands and cranes in Afghanistan and Pakistan. His most significant achievement is the post Soviet-Afghanistan war assessment of Lake Ab-i-Estada, the staging ground of the now extinct central population of Siberian cranes. He has also explored Wasta Lake as a retreat ground of demoiselle cranes in Pakistan. Dr Murtaza Malik (Cohort 7) The Government of Pakistan (GOP) in line with the provisions of the Dhaka Declaration of the South Asian Conference on Sanitation (SACOSAN)-2003 decided to organize SACOSAN-2005 in Islamabad in 2005. The GOP established a Secretariat in this effect and designated Dr Murtaza Malik as one of the focal persons. Dr Malik maintained a close liaison with all the partners and stakeholders in convening this meeting. Mr Siraj Narsi (Cohort 7) has moved to Dar-es-Salaam, Tanzania for a period of three years as the CEO of Aga Khan Education Service.
Mr Usman Qazi (Cohort 8) joined UNDP Pakistan in its Emergency Response Unit and is currently looking at options for emergency shelter provision to earthquake victims. Mr Tahir Rasheed (Cohort 5) has joined Sustainable Use Specialist Group-central Asia (SUSG- CA) as National Project Manager of Habitat and Species Project after serving WWF Pakistan for nine years.
Mr Ahmed Saeed Shaikh (Cohort 4) was Director at one of the projects of Aga Khan Development Network - Building And Construction Improvement Program (BACIP). He brought his expertise in seismic-proof houses in the wake of October 8 earthquake that devastated
16
Pakistan. He developed a proto type that could be built with stones and blocks for seismic resistant houses that was adopted by UNDP, American Relief Commission and the Islamic Relief. Ms Nafisa Shah (Cohort 4) was nominated for the collective 2005 Nobel Peace Prize for remarkably administrating the District Khairpur as Nazima that according to the citation is an almost exclusively male domain. She was of tremendous support to DEMO when she was Khairpur‘s Nazim. Khalid Sherdil (Cohort 10) is doing is PhD in Computer Sciences from University of Western Ontario, Canada. In May 2005, he enrolled himself in a cross-disciplinary inter-sectoral joint program of PhD Environmental Science and Computer Science. ARY City channel started a program - Medical Update. Dr Suleman Otho (Cohort 10) hosted it. The program could not be continued but the organizers have launched a medical digest - Medical Update. Dr Otho is the digest‘s Managing Editor. The members of the health group of LEAD Pakistan have also been added to the mailing list of Medical Update. Ms Tahira Kamal Umrani (Cohort 11) attended a conference on minorities in Italy and Nepal organized by South Asia Forum for Human Rights (SAFHR) and Human Rights Commission of Pakistan (HRCP). The conference aimed to empower the minorities and indigenous people organizations of South Asia to protect and realize their individual and collective human rights and fundamental freedoms more effectively.
17
a. Networking:
**
**
A case study of transformation of traditional local collective wisdom, thinking and actions to ensure access,
management and sustainability of grassroots efforts for quality education in Sukhur and Khairpur Districts of
Sindh, Pakistan under the devolved local government system.
18
including IDRC programming and its future research directions. The linkages with IDRC are expected to strengthen IDRC-LEAD programmatic relationships. Regional Capacity Building Workshop on performance-based Allocation of Resources by Asian Development Bank (ADB); April 21, 2005, Bangkok, Thailand: The CEO attended this workshop. The objective was to brief the participants about ADB policies on performance-based allocations and to strengthen the NGO capacity to become active stakeholders in ADB projects in their respective countries. Asia-Pacific Leadership Program on Environment for Sustainable Development; 4-10 September 2005, Shanghai, China: The CEO attended this course that was organized by UNEP-Tongji Institute of Environment for Sustainable Development (IESD) to establish a leadership network in the Asia-Pacific region on sustainable development. The participation laid foundation of LEAD‘s relationship with IESD to nominate candidates from Pakistan in future years and possibly to their proposed master‘s program on sustainable development.
5th International Conference on the Capability Approach Knowledge and Public Action: Education, Responsibility, Collective Agency, Equity (11-14 September 2005, UNESCO, Paris, France): A paper by Ms Shirin Gul (program officer, education) - Rules of Engagement: Culture, Social Choice and Public Action - was accepted by the Human Development and Capability Association and presented in Paris. The paper analyzed two success stories from the DEMO Project and established reasons for their success. The pivotal relationship between culture and development was examined in light of Gudeman‘s four value domains and Amartya Sen‘s concepts of freedom, capabilities and agency. Regional Leadership Course for Young Leaders in Governance, 28 Nov-2 Dec, Chiang Mai, Thailand organized by UNDP Regional Office: Two LEAD employees – Hina Lotia (Manager, CSR&P) and Shafaq Masud (Young Professional Officer) attended this. This TOT will facilitate LEAD Pakistan‘s role in the leadership training program in the region.
Symposium: Joint Curriculum and Next Generation Broadcasting for Sustainable Development in Asia Pacific (Dec 16, 2005); Keio University, Japan: The CEO attended this symposium that introduced best practices in offering joint curriculum; institutional framework; communication technology; course management system; etc. The participation will strengthen collaboration with LEAD Japan, UNU, IGES, and some others in the region.
b. Stakeholder dialogues and other activities:
Conference on Corporate Social Responsibility (CSR): LEAD plans to hold a conference on CSR in 2006 with representation from the corporate organizations, donor agencies, government, civil society organizations, and the media. The preparations are already in progress - a draft concept note, session plan, and sponsorship package have been prepared. NEW MURREE PROJECT: The proposed New Murree Project will seriously damage the biodiversity and of Murree. Concerned citizens of Pakistan are raising their voice against it vociferously. LEAD Pakistan co-hosted the meeting of the group, and serves on the steering committee of the project to undertake systematic advocacy and research.
LEAD Club formed a committee comprising of Mr Tariq Zaman (Cohort 11), Mr Hammad Naqi Khan (Cohort 7), Ms Mehjabeen Abidi Habib (Cohort 6), and Ms Rina Saeed Khan (Cohort 10) that actively pursued the development of this project and raised their concerns at various forums. LEAD Pakistan facilitated the group by facilitating latest information and linking with other stakeholders active on the issue.
19
MARGALLA HILLS NATIONAL PARK Margalla Hills are protected areas and part of the National Park. The national park is under threat from encroachments and unplanned development. LEAD Pakistan hosted several meetings of the group of concerned citizens and engaged the Capital Development Authority in policy dialogue to undertake the development of a master plan for the park. As sign of initial success, the CDA has constituted a steering committee to oversee the planning process. LEAD Pakistan is member of the steering committee.
A group of LEAD Fellows - Mr Azhar Qureshi (Cohort 5), Mr Munir Ahmed (Cohort 7), Mr Mehmood Nasir (Cohort 5), Mr Aftab Rana (Cohort 8), Dr Mushtaq Khakwani (Cohort 11) and Mr Iftikhar Malik (Cohort 11) are part of the groups of concerned citizen organizations that are striving to protect the Margalla Hills. These Fellows also commented upon the EIA for the proposed chalets in the vicinity of the park, and engaged Pakistan EPA on the issue. Dr Murtaza Malik (Cohort 7) and Basit Khan (Cohort 5) served on the drafting committee who wrote letters to CDA.
EIA REVIEWS: LEAD Pakistan is on the EIA Review Committee of federal EPA as well as provincial EPAS in Sindh and NWFP. It gets invitations to attend EIA hearings and it reviews the EIAs. Dr Mushtaq Khakwani (Cohort 11), Mr Shahid Lutfi (Cohort 10), Mr Naseer Memon (Cohort 8), Mr Mahmood Nasir (Cohort 5), Mr Nasir Ali Panhwar (Cohort 5) and many others represented LEAD Pakistan at different hearings to give their feedback on this issue. Based on their work, LEAD Pakistan submitted its written comments on several EIAs. DEMO STAKEHOLDER VISIT: LEAD Pakistan organized a Stakeholder Visit to its DEMO Project being implemented in Sukkur and Khairpur. Delegates from different organizations – IUCN, Government of Sindh, Sindh Education Foundation, British Petroleum, UNDP, OMV, BHP, HANDS, ENI Pakistan, PPAF, Shell Pakistan, WWF, VSO, ESRA, USAID, DTCE, SZABIST, Thardeep, ILO, etc— representing sectors such as government, business and industry, NGOs, donors, media and academia, were provided first-hand experience of development issues in Sindh. As a result of this visit, Devolution Trust for Community Empowerment (DTCE) shared resources with schools and Community Citizens Boards (CCBs) in Khairpur and Sukkur. UNDP/GEF showed interest to forge a partnership related to environmental improvement with the communities‘ involvement. October 8 Earthquake: LEAD network in Pakistan responded promptly to the devastating earthquake of October 8 that killed more than 100,000 people. LEAD network teamed up with a good number of organizations, particularly the ones who were actually spearheading the work with the earthquake victims. LEAD forged working partnerships with Seimens, Telenor (a communications giant) and several other corporations and non-profit organizations (HRDN, SPARC, Adventure Foundation) to assist individuals and communities in need. LEAD set up a base camp in Mansehra in partnership with Community Uplift Organization that is already working as a makeshift hospital. LEAD is now engaged in policy dialogue on issues surrounding rehabilitation and reconstruction and reaching out to potential partners for a shared plan of action. LEAD‘s particular area of interest will be reconstruction and rehabilitation of schools for resumption of education. LEAD has constituted two separate teams to do the initial rapid assessment of the damage and see how quickly the education could be resumed for the surviving kids. LEAD at the moment is in the process of developing concept note for resuming education. The United Nations has developed a cluster of education and LEAD is part of that.
20
c. Media:
LEAD Pakistan was significantly visible in the media during 2005. More than 25
exclusive stories prominently featured its Pakistan‘s activities/comments by LEAD
Fellows, Associates, staff in the foreign and national press e.g. The Friday Times, Dawn, The News, The Kashmir Images and The Sunday Times, South Asia Intelligence Review, etc.
- Pakistan‘s leading daily, Dawn reviewed LEAD report Tasman Spirit Oil Spill in Retrospect: Salvaging Lessons from the Disaster http://www.dawn.com/weekly/books/books8.htm. - Dawn also carried a short review on Rina Saeed‘s booklet on Water that was her LAP.
http://www.dawn.com/weekly/books/books8.htm - Dawn published a detailed interview of the Minister of State for Environment Malik Amin Aslam (March 13, 2005) in which the interviewee appreciated LEAD‘s role in raising awareness about Kyoto Protocol. - The Board Member Musharaf Hai was awarded Kamyab (successful) Pakistan Award by Jang Group of Pakistan (a leading group of media organizations) for her company‘s – Unilever – philanthropic contribution. Unilever worked for the betterment of communities in the rural Punjab and Sindh in the areas of education and health. The News of the Jang Group published a full page on Hai and Unilever. - The News published the interview of ESRA‘s head Suzanne Olds (March 15, 2005) in which she appreciated LEAD‘s role in implementing DEMO.
d. Publications:
Making the Difference http://www.lead.org.pk/pubs_mtdl2.htm: MTD is a monthly electronic newsletter that updates the readers about LEAD Pakistan‘s activities. Ten issues were published. There was no issue for October and December in 2005. The Newsletter profiled and interviewed a number of Fellows/Associates besides publishing their articles—
Nadeem Bokhari (Cohort 7) Dr Murtaza Malik (Cohort 7) Dr Fauzia Khan (Cohort 11) Saleemullah Khan (Cohort 9) Nafisa Shah (Cohort 4) Sofia Noreen (Cohort 4) Musharaf Hai (Board Member) Naseer Memon (Cohort 8) Zahoor Bazai (Cohort 10)
Suhai: Suhai (Enlightenment) is a newsletter that features the DEMO‘s activities. So far, its two issues have been published. The first came out in 2004 and the last in 2005. The first issue carried out the interview of the then Khairpur Nazim Nafisa Shah (Cohort 4) and the last issue carried out the interview of Sukkur Nazir Nasir Shaha.
TASMAN SPIRIT OIL SPILL REPORT In 2003, a team of seven LEAD Fellows compiled a report on an oil spill disaster at the Arabian Sea. The report was published and released by LEAD Pakistan in 2005. It earned good media coverage. The report is a volunteer work of a task force of seven LEAD Fellows that come from different sectors:
Dr Javaid Afzal (Cohort 7), an Environment Specialist with The World Bank Dr Iqbal Choudhary (Cohort 5), Acting Head of HEJ Research Institute of
Chemistry at Karachi University Mr Shiraz Manzoor Haider (Cohort 7), a civil servant with Pakistan Audit and
Account Services Mr Basit Khan (Cohort 5), an Environment & Development Specialist Mr Shahid Lutfi (Cohort 10), an environmental engineer with the EPA, Sindh Mr Naseer Memon, a development professional Mr Amjad Shaikh (Cohort 9), Senior Environmental Engineer with BP Pakistan
Exploration & Production Inc.
WHAT HAPPENED TO ALL THE WATER? LEAD Pakistan published Rina Saeed Khan’s booklet on water. The booklet had been developed as a part of her LEAD Associate Project, and it provides a general overview of water related issues in Pakistan and successful conservation practices. The booklet received a good coverage in the media.
22
9. Plans for 2006 and beyond LEAD Pakistan continued with its strategic planning for the next decade by undertaking a stock-taking of our work during the first decade (1996-2005). Whereas both processes will continue well into 2006, it is anticipated that that in the coming year, we will
1. Develop a strategic plan for the next five years (2007-2011) embodying LEAD‘s mission and establishing standards for achievement.
2. Review the effectiveness of the existing Cohort Program and propose structure for the next three Cohorts.
3. Develop a set of new products and services to effectively enable a living LEAD Network. 4. Strengthen and ensure institutional stability by:
a. Completing all on-going projects as per contract and schedule b. Forging new partnerships and allied networks in the identified focus areas c. Ensuring a fully integrated, functional and symbiotic support structure and system
supported by established benchmarks for continual improvement. d. Resource generation to internalize our mission and strategic objectives.
23
List of organizations that supported LEAD Pakistan by allowing their employees to participate in LEAD since the beginning:
1. Action Aid Pakistan 2. Adventure Foundation of Pakistan 3. Aga Khan Rural Support Programme (AKRSP) 4. Agriculture Research Station 5. Alcatel Pakistan Ltd. 6. Asian Development Bank 7. Attock Refinery Limited 8. Balochistan Coastal Development Authority 9. Balochistan Environmental & Educational Journey (BEEJ) 10. Beaconhouse National University 11. BP Pakistan Exploration and Production Inc. 12. Bright Vision Model College 13. Bristol-Myers Squibb Pakistan Pvt. Ltd. 14. Catalyst Consortium 15. City District Government 16. City District Govt. of Peshawar 17. Clean Production Institute 18. Concern Pakistan 19. Contech International Health Consultants 20. Crescent Textile Mills Limited 21. District Government 22. Eco-Conservation Initiatives (ECI) 23. Embassy of Pakistan, Paris 24. Engro Chemical Pakistan Ltd. 25. Environment Department, City District Government Lahore 26. EPA Sindh 27. Expanded Program on Immunization (EPI) 28. Farm Forestry Support Project (SDC-IC) 29. Gender Development Program 30. Geo TV 31. Health and Nutrition Development Society (HANDS) 32. Helwan University College of Fine Arts 33. HUJRA-Swat 34. Hydrocarbon Development Institute of Pakistan (HDIP) 35. Information Technology Department 36. Institute for Development Studies and Practice (IDSP) 37. Institute of Leadership and Management 38. Institute of Public Health 39. Integrated Business Consultants 40. Intercooperation / Farm Forestry Support Project 41. International Labor Organization (ILO) 42. Islamabad Capital Territory Police 43. IUCN - The World Conservation Union 44. Lahore University of Management Sciences (LUMS) 45. LEAD Pakistan 46. Media Network 47. Ministry of Environment 48. Ministry of Forest 49. MOL Oil & Gas Company B.V. 50. National Commission on the Status of Women (NCSW) 51. National Environmental Consulting Pvt. Ltd. 52. National Highway Authority 53. National Rural Support Programme (NRSP) 54. NRSP - Institute of Rural Management 55. OXFAM 56. Packages Limited 57. Pakistan Accreditation council
24