To: AKRSP staff
From: Izhar Hunzai
Subject: Renewal of AKRSP, a Partnership Approach
Date: May 10, 2003
------------------------------------------------------------------------
Dear friends and colleagues,
First of all, let me thank you all for your messages of congratulations on my appointment as the new General Manager of AKRSP, which I have received from many of you. After several years of working outside Pakistan, I am delighted to return to AKRSP where, like many of you I started my professional career under the guidance of great teachers and mentors like Shoiab Sultan Khan and late Hussian Wali Khan. As you all know, AKRSP is a great institution of learning and good practice. Apart from introducing an innovative approach to development in our program area, AKRSP has created enormous technical, managerial and organizational capacities in the area. I see this appointment as a great personal honour and an opportunity for all of us to build further on a great tradition of dedicated work based on dialogue, participation and partnership for local development.
It is clear that the challenge of sustainable development is an on-going one. For AKRSP to retain its dynamism and creative edge, it has to review and revise its strategy from time to time. You all know that we are at such a critical stage at the moment. My hope is that we will be able to work as a unified team and renew and reinvigorate AKRSP so that we can serve the people of our resource-poor area more effectively.
My message as the new team leader is that we will practice and uphold highest principles of professionalism, merit, equal opportunity and transparency in all our decisions. We will always keep the larger interest of the region that we serve before our individual interests. Without a strong personal commitment from all of you, we will not be able to tackle the difficult challenges that are before us. Within a short period of orientation, I will start my first tour of the program area and hold open dialogues with staff members, rural communities and other stakeholders. I hope that we will be able to chart our way forward through dialogue and consultation and if we work together in a cooperative spirit, we will not only find acceptable solutions to existing issues, but can also renew AKRSP for the future challenges. I invite all of you to join me in this mission to take AKRSP to new heights.
With best regards
Izhar Hunzai
Monday, April 19, 2010
Note to a Colleague
I wrote the following email to Dr. Tariq Hussain back in 2003, when I had just joined AKRSP as the new GM. The subject was how AKRSP should approach agricultural development. I reproduce it here in 2010 becuase the lessons are still relevent.
With regard to enhancing the productivity of and income from agriculture, especially for small farmers, our renewed focus should be on developing promising sub-sectors, rather than supporting farming systems across the board, which AKRSP attempted to do in the initial years. The lessons from AKRSP’s early experience, as I see it, is that we could have done more to apply the Diagnostic Approach to agricultural potential—soil surveys, water availability, cost-benefit of alternative cropping options, choice of technology, as well as market potential. We could have then designed an agricultural support package, including extension and post harvest services, credit and market development. Doc will agree that we have a general idea of what crops can profitably be grown in different niches—apples in upper Chitral, Yasin-Gupis, Skardu Valley and Central Hunza; grapes in Punyal and lower Hunza; pears in Nagar, pomegranates, cherries and summer vegetables in the settlements close to Gilgit town; seed potatoes in Yasin, upper Hunza and apricots in the majority of valleys. My feeling is that, except in a few cases (cherries and apricots), we did not make a deliberate attempt to develop these sub sectors. An illustration of this is that farmers in the NAC still don’t know how to grow grapes on scientific lines just as they do in Baluchistan or Xingjiang! The nearest ‘role model’ was FAO run seed potato project, which I think effectively integrated natural endowment with technology, extension, credit and marketing. Some of the shortcomings were:
failure to conduct proper NR surveys and classification of agro-ecological zones
failure to screen and test agricultural technologies and absence of strict quality guidelines and assurance
failure to distinguish between farm and VO level interventions
confusing equity considerations with productivity objectives
failure to identify early adapters and using them as role models for others, and
failure to effectively demonstrate the benefits of new technology and specialization
On the question of an appropriate support model, I think this should be linked to a desirable institutional structure. Though it is still too early for me to come up with my own management ‘doctrine’ for AKRSP, I am biased towards a devolved structure in which much of the ‘retail’ development support should be transferred to VO-based Area Development Organizations. This means that up to the level of professional teams in sub offices in the regions in the proposed new structure, AKRSP can share the governance responsibility with VO-based Valley Development Councils or boards. More on this latter.
On the last point of the need for greater integration within AKDN agencies for more effective coverage and outreach, let me summarise the problem as I see it. The main issue for AKDN is how to serve the entire area of AKRSP without increasing its liabilities. For an organization like AKRSP, sustainable human development is unthinkable without basic interventions in the social sectors. It is clear that AKRSP has neither a mandate nor the expertise to make these interventions. It is also clear that AKDN agencies are constrained from extending the full range of services to non-traditional areas both for political and financial reasons. A reasonable compromise therefore would be to create and support VO based structures at higher levels that can act as receiving mechanisms for the development services and inputs available from all AKDN agencies, not just AKRSP. This will also provide the needed incentive and impetus for greater coordination and integration within AKDN. An appropriate governance structure for AKDN will be the natural consequence of this process.
Best wishes
Izhar
With regard to enhancing the productivity of and income from agriculture, especially for small farmers, our renewed focus should be on developing promising sub-sectors, rather than supporting farming systems across the board, which AKRSP attempted to do in the initial years. The lessons from AKRSP’s early experience, as I see it, is that we could have done more to apply the Diagnostic Approach to agricultural potential—soil surveys, water availability, cost-benefit of alternative cropping options, choice of technology, as well as market potential. We could have then designed an agricultural support package, including extension and post harvest services, credit and market development. Doc will agree that we have a general idea of what crops can profitably be grown in different niches—apples in upper Chitral, Yasin-Gupis, Skardu Valley and Central Hunza; grapes in Punyal and lower Hunza; pears in Nagar, pomegranates, cherries and summer vegetables in the settlements close to Gilgit town; seed potatoes in Yasin, upper Hunza and apricots in the majority of valleys. My feeling is that, except in a few cases (cherries and apricots), we did not make a deliberate attempt to develop these sub sectors. An illustration of this is that farmers in the NAC still don’t know how to grow grapes on scientific lines just as they do in Baluchistan or Xingjiang! The nearest ‘role model’ was FAO run seed potato project, which I think effectively integrated natural endowment with technology, extension, credit and marketing. Some of the shortcomings were:
failure to conduct proper NR surveys and classification of agro-ecological zones
failure to screen and test agricultural technologies and absence of strict quality guidelines and assurance
failure to distinguish between farm and VO level interventions
confusing equity considerations with productivity objectives
failure to identify early adapters and using them as role models for others, and
failure to effectively demonstrate the benefits of new technology and specialization
On the question of an appropriate support model, I think this should be linked to a desirable institutional structure. Though it is still too early for me to come up with my own management ‘doctrine’ for AKRSP, I am biased towards a devolved structure in which much of the ‘retail’ development support should be transferred to VO-based Area Development Organizations. This means that up to the level of professional teams in sub offices in the regions in the proposed new structure, AKRSP can share the governance responsibility with VO-based Valley Development Councils or boards. More on this latter.
On the last point of the need for greater integration within AKDN agencies for more effective coverage and outreach, let me summarise the problem as I see it. The main issue for AKDN is how to serve the entire area of AKRSP without increasing its liabilities. For an organization like AKRSP, sustainable human development is unthinkable without basic interventions in the social sectors. It is clear that AKRSP has neither a mandate nor the expertise to make these interventions. It is also clear that AKDN agencies are constrained from extending the full range of services to non-traditional areas both for political and financial reasons. A reasonable compromise therefore would be to create and support VO based structures at higher levels that can act as receiving mechanisms for the development services and inputs available from all AKDN agencies, not just AKRSP. This will also provide the needed incentive and impetus for greater coordination and integration within AKDN. An appropriate governance structure for AKDN will be the natural consequence of this process.
Best wishes
Izhar
Guidelines for writing project proposals
ABSTRACT: brief description of the project, summarizing:
· Problem
· State of the art
· Purpose
· Expected outputs
· Key activities
· Impacts and beneficiaries
· Innovative features in design and implementation
· Key stakeholders’ involvement.
TOTAL COST OF PROJECT (total and donor contribution required)
DURATION OF PROJECT (with start and finish dates)
LOCATION OF PROJECT
BACKGROUND
· Development or research problem; give an idea on the magnitude of the problem and the utility of proposed research
· What has been done by your organizatin and others to address the problem (lit review)
· Lessons, conclusions drawn from past or on going work
· Research hypothesis/proposition/questions
· Process that was followed in project design (read stakeholder participation)
· Links and mechanisms for creating synergies with national policies, donor priorities and other projects with similar goals
GOAL
The higher order development goal: i.e., sustainable livelihoods, poverty reduction, environmental integrity, etc.
PROJECT PURPOSE
Please stick to one well-crafted statement of purpose, and not a series of objectives which often get confused with outputs and impacts; the project will have to achieve this purpose at its completion. Remember SMART: Simple, Measurable, Achievable, Realistic and Time-bound.
OUTPUTS
These are the expected results or deliverable products. In their entirety, the outputs should be able to achieve the purpose of the project.
ACTIVITIES
Activities are research studies, surveys, experiments, training and workshops designed and implemented to produce the outputs. Ideally, there should be a cluster of activities behind each output. This is also the place to describe your implementation strategy.
BENEFICIARIES AND IMPACT
Explain how the outputs will contribute to addressing the development or research problem stated in the Background section. Describe both short and long-term (assuming outputs are adopted) impacts. This may include removal of a specific constraint, or added and enhanced capacity of stakeholders, higher productivity, increased production, livelihood security, or resource conservation, etc. Give a sense of the scale of impact.
IMPLEMENTATION AND MANAGEMENT
· Mention the lead coordinating agency
· Describe comparative advantage and respective roles of all collaborating institutions
· Identify location of different components of the work
· Narrate policy and institutional environment within which project will operate (demand for the proposed research and the ability and willingness of partners to adopt research findings).
· Set specific milestones (planning workshop, inception report, annual progress reports, steering committee meeting, etc
· Prepare a Work Plan or Activity Chart with time lines as an Annex.
DISSEMINATION STRATEGY
Steps that project proposes to take to facilitate dissemination of results and action at various levels: policy, managerial, extension, etc. Describe the relationship of intermediaries with ultimate beneficiaries of research. Be creative and come up with realistic ways to do this. Champions is a new concept; informing the general public, relevant civil society organizations, and farmer groups may be another interesting option, in addition to the literati. Soon Michael Devlin will post a few interesting communication ideas on the intranet to serve as guidelines.
· Problem
· State of the art
· Purpose
· Expected outputs
· Key activities
· Impacts and beneficiaries
· Innovative features in design and implementation
· Key stakeholders’ involvement.
TOTAL COST OF PROJECT (total and donor contribution required)
DURATION OF PROJECT (with start and finish dates)
LOCATION OF PROJECT
BACKGROUND
· Development or research problem; give an idea on the magnitude of the problem and the utility of proposed research
· What has been done by your organizatin and others to address the problem (lit review)
· Lessons, conclusions drawn from past or on going work
· Research hypothesis/proposition/questions
· Process that was followed in project design (read stakeholder participation)
· Links and mechanisms for creating synergies with national policies, donor priorities and other projects with similar goals
GOAL
The higher order development goal: i.e., sustainable livelihoods, poverty reduction, environmental integrity, etc.
PROJECT PURPOSE
Please stick to one well-crafted statement of purpose, and not a series of objectives which often get confused with outputs and impacts; the project will have to achieve this purpose at its completion. Remember SMART: Simple, Measurable, Achievable, Realistic and Time-bound.
OUTPUTS
These are the expected results or deliverable products. In their entirety, the outputs should be able to achieve the purpose of the project.
ACTIVITIES
Activities are research studies, surveys, experiments, training and workshops designed and implemented to produce the outputs. Ideally, there should be a cluster of activities behind each output. This is also the place to describe your implementation strategy.
BENEFICIARIES AND IMPACT
Explain how the outputs will contribute to addressing the development or research problem stated in the Background section. Describe both short and long-term (assuming outputs are adopted) impacts. This may include removal of a specific constraint, or added and enhanced capacity of stakeholders, higher productivity, increased production, livelihood security, or resource conservation, etc. Give a sense of the scale of impact.
IMPLEMENTATION AND MANAGEMENT
· Mention the lead coordinating agency
· Describe comparative advantage and respective roles of all collaborating institutions
· Identify location of different components of the work
· Narrate policy and institutional environment within which project will operate (demand for the proposed research and the ability and willingness of partners to adopt research findings).
· Set specific milestones (planning workshop, inception report, annual progress reports, steering committee meeting, etc
· Prepare a Work Plan or Activity Chart with time lines as an Annex.
DISSEMINATION STRATEGY
Steps that project proposes to take to facilitate dissemination of results and action at various levels: policy, managerial, extension, etc. Describe the relationship of intermediaries with ultimate beneficiaries of research. Be creative and come up with realistic ways to do this. Champions is a new concept; informing the general public, relevant civil society organizations, and farmer groups may be another interesting option, in addition to the literati. Soon Michael Devlin will post a few interesting communication ideas on the intranet to serve as guidelines.
BUDGET
· Total budget resources required for the project duration
· Contribution by your organization and partners (both in terms of cash, kind and complementary activities
· Contribution requested from the donor
· Total budget resources required for the project duration
· Contribution by your organization and partners (both in terms of cash, kind and complementary activities
· Contribution requested from the donor
Sunday, April 18, 2010
VIRTUAL RSP
Many people who are familiar with the work of Aga Khan Rural Support Programme (AKRSP), will know that one of the goals of its founder, His Highness the Aga Khan, was to create a replicable model of rural and community development. This is now a reality: there are at least 12 RSPs in Pakistan modeled on the first RSP created in Gilgit, which are further organized into an active network http://www.rspsn.org/ and another 12 exist globally. In addition, this replication is evident in many other forms, such as concepts (social mobilization), projects (community based infrastructure), products (micro finance), effective aid delivery (PPAF), community based institutions (VOs, COs, WO, and LSOs and their networks).When AKRSP was created about 25 years ago, we literally lived in a closed world, particularly in the remote northern parts of Pakistan, such as Gilgit-BAltistan and Chitral (GBC). And in the rest of the world too, the internet did not exist, mobile phone was not yet invented, and the twitter remained a domain limited to birds only.
Today, a large particle collider near Geneva, is able to accelerate electrons near the speed of light and smash them together to create even smaller particles. Why? Because, among many other ideas the scientists are testing, the quest is to confirm existence of a particle called Gibbs Bosson, a subatomic particle presumed to lend physicality to an otherwise virtual existence! What? Yes matter and all physical existence, including ourselves, may be an illusion and just a tiny part of a much larger reality, which is all virtual! Muslim theosophers have called this state la zamaan and la makaan, meaning beyond time-space! Others have also also recognized this form of metaphysial reality, but somehow it was considered as outside of our reality.
Today, imagination and technologies are converging to a point where the line between physical and virtual existence is increasingly becoming blured. This is not the advent of a new era of spirituality in a traditional sense (as many people, including my own father seem to assume), and if we approach the emerging reality on that assumption, we risk excluding ourselves from this unfolding knowledge revolution. What is even more interesting is that we are now experiencing this new reality in our daily lives. There are many things happening in technologically more advanced societies, from waging real wars (drone operators) to creating value and wealth, without ever facing the adversaries or handling a product, but even in the remote villages of GBC, people are beginning to communicate and transact business over mobile phones, access resources and information on the web, such as finding job opportunities, attending on-line courses, getting university admissions, applying for scholarships, etc.
There is now a new initiative called E-mandi, between Telenor, AKRSP and 20 LSOs that is building the basic blocks of an virtual platform for trading agricultural commodities and services, much like the KArachi Cotton Exchange, but at a micro scale and online. The E-paisa service of Telenor and Tamir BAnk is already in the market, and global trends in technology and business development indicate that much of trade and commerce will shift to hand held devices in the next few years. This means a young person can choose to live in Madakhlasht, Chitral, but work for AKF office in Toronto, CAnada, or a heart specialist at AKU, supervise a complex surgery in Gilgit, or an IT company in Khuplu negitiate a contract with Google HQ to digitize local cultural resources for its Tag the Earth project. These possibilities and transactions are becoming as real as anything but carried out in a virtual world or cyber space.
Just as this emerging virtual world offers new opportunities for individuals, businesses and communities, it creates new possibilities and new ways of providing development support to organizations like AKRSP, other RSPs and local CSOs, including LSOs. The idea of a virtual RSP, which is what the theme of this blog is to engage with all our partners for transacting the business of development at a much bigger scale, in a virtual but user friendly manner, and for wider participation and ownership.
The virtual RSP will act like a real hub for all stakeholders, for providing services, for using those services, for sharing ideas and creating new projects, products and services, for outsourcing and crowd sourcing, for leveraging and accessing resources, knowledge and services from larger systems. For instance, the virtual RSP will make it possible for former AKRSP professionals and staff of all RSPs to contribute ideas, work on assignments and provide consulting or training services, without leaving their present workplaces or homes. The virtual RSP will also promote large cadres of knowledge workers or resources persons in GBC region, who will be contracted for a variety of relevant services. For instance, young people with a given educational level will be invited to bid for micro projects, such as conducting socioeconomic surveys in their village, documenting bio-diversity and cultural heritage, conducting polls and collecting voices of people on public interest issues, etc. After assessing the bids, the top ten proposals in every theme or subject will be selected and funded as micro contracts. These contracts will have to be very very low cost by necessity but greater in numbers, so that a critical mass effect can be created. If the average cost of the micro contract is Rs 10,000 and if each contract engages 10 individuals for a week or more per month, it will benefit 5,000 people each month, and 60,000 people per annum.
Although the details will be worked out in a few months time and the program can be ready for roll out by September this year, the idea is to create Knowledge Bases on every village in GBC, engaging local talent, and involving LSOs as the implementing partners. The contracts will be very simple, with TORs, deliverables and contract obligations written on one page. All bids will be on-line and their management will be decentralized to LSO level after one year.
Interface with public sector and other support agencies will be an important part of this program. For instance, AKRSP will design a project and activities in agriculture sector in partnership with the Department of Agriculture, and it may include things like survey of landholdings, data on main crops, productivity benchmarks, data on local consumption and income from agricultural marketing. This will extablish a baseline and the next project will be designed to increase productivity, use of technology, profitability, etc.
Once a uniform project is designed for outsourcing to village based knowledge workers, it will be posted on the web, together with guidelines and technical resources on how to go about doing this research. If prior training is required to undertake a specific task, that too will be put out as a micro contract, and gradually data directories and secondary markets will emerge on training resources. This kind of joint programming and outsourcing can be done potentially with all public sector agencies and private support organizations in every sector. Imagine a decentralized micro contract from NCHD, inviting Knowledge Workers in a village to increase literacy rate in that village, from 50% to 70% in one year for Rs. 50,000 plus initial training and materials!
The program will also solicit creative ideas from young knowldge workers themselves. For instance, participants will be challenged to come up ideas to lower school drop out rate in their village; increase finanace assets through savings and micro equity funds, and develop projects to reduce gender discrimination, create public awreness about childrens rights, etc.
What this programme will deliver is a number of closely related outcomes: immediate and productive short-term employment and future employability for youth through hands on training; increasing the outreach of support agencies for knowledge and technology transfer; creating local knowledge bases for micro planning by communities and local officials; increasing the use of ICT in local economy and much more.
The differene between current AKRSP and virtual RSP that we want to create is that stakeholders, particularly the young generation of GBC, must have a greater say in designing various projects and programs and for their delivery.
This blog is therefore an attempt to get your input and ideas, so that we can refine this idea.
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