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Needed: A Second Green Revolution in Gojal

MAY 2013
For as long as historical memory can reach back, the people of Gojal have been farmers and herders, and agriculture has been the foundation of livelihood for the people of Hunza. Although life was hard in past times, for the most part, people were healthy. They had enough to eat, and they lived long lives. In those days, people practiced organic farming because that was all there was. “Modern” agriculture had not yet been invented.
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HiMaT Indigenous Leadership and Development Program
MAY 2013

Here we are again. When the rest of the world looks at Pakistan through the lens of western media, we see danger, corruption, and a country rapidly sliding into chaos. While all of those things are, to some extent, a reality, particularly in some regions, it feels very different on the ground.
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Himat Five Key Strategies

Five Key Strategies

 

The Himat program combines the following five key strategies in each locality in order to produce a unique convergence of outcomes and impacts rooted in the particular circumstances and realities of the individuals, communities and institutions that comprise that place.

 

  • Spark of Hope: Spiritual Foundations - Igniting the spark of hope, vision and engagement of human will and purpose by anchoring the development process in the people's own spiritual teachings, values and beliefs; by exposure to stories of success that demonstrate the possibility of meaningful change; by encouraging the development of communities of mutual support, and by inviting every individual to arise in service to their families, their communities and humanity

 

  • Capacity Development - Building the capacity of individuals and communities to contribute effectively to the processes of development through intensive training, integrated with practical development action, as well as continuous coaching, mentoring and technical support
  • Institutional Strengthening - Focused training and monitoring of development-related institutions at the level of communities, cluster areas and regional networks through leadership training, through the conduct of external financial audits to ensure transparency and accountability, through participatory processes that strengthen the bonds of trust and confidence between community members and their institutions, as well as through the provision of technical assistance when requested
  • Comprehensive Development Planning - Supporting villages in cluster areas (LSOs) to develop 10-year comprehensive community development plans (CCPs). These plans are made through intensive consultation with grassroots community members, and cover the full spectrum of development needs and targets, including improvements in the quality of life of children, youth, women, men, elders and families, and the political, social, cultural, religious, administrative, environmental management, and economic dimensions of life. Once developed, these plans become a solid framework for continuous improvement through sustainable development processes. Plans are updated and refined every year through action planning at the local community and cluster levels.
  • Quick-Wins and Practical Projects - Utilizing small seed grants to grassroots development action groups to encourage broad-based participation in practical social and economic projects. These projects are nurtured and often become sustainable businesses or voluntary social programs that combine to generate a fermentation at the grassroots of successful change efforts contributing to overall improvement in the quality of individual, family and community life.

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