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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: main@lead.org.pk
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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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