Program Components


Training and Education

Based on the understanding that learning is a fundamental engine of growth and change, HiMaT has developed a series of core courses call the HiMaT Indigenous Leadership Training Program. This program focuses on developing the capacity of individuals to contribute effectively to progress in development efforts. The following seven series of courses developed and delivered         

  • What is Development
  • Leadership for Development
  • Participatory Planning for Development
  • Business and Economic Development
  • Governance for Development
  • Conflict Resolution
  • Tutors training

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Achievements/Outcomes

  • Seven courses have been developed and delivered on various topics related to development, leadership and implementation.
  • Special courses to develop youth entrepreneurship have also been developed and piloted.
  •  200 volunteer tutors have been trained to coach learning and action circles and are learning how to guide small project implementation.
  • More than 50 volunteers are coordinating work with tutors to keep track of learning activities, to support learning in action initiatives, and to continuously read the patterns of ongoing local and area development to determine emerging learning needs.
  •  Over 10,500 people have been engaged in learning and action circles that study the course material, plan and carry out related development activities together.
  • Focused training for institutional financial officers provided to three clusters related to financial record keeping and preparation for audits.
  • Farmer’s courses offered for alternative cropping and methods.

HiMaT Books

 

Institutional Strengthening

HiMaT focuses on the training and coaching of the members of institutions Village Organizations, Women Organizations, Community Based Organizations and Local Support Organizations in such areas as development leadership, participatory planning and project implementation, and good governance, and on strengthening management capabilities including financial management, transparency and accountability in order to maintain, build and trust between grassroots people and their institutions.

The following strategies are followed to strengthen the organizations and institution in the program area:

  •  Inter-Institution Conferences
  •  Conducting quarter community development forums
  • Facilitations and Supporting in external auditing.
  • Trainings on Leadership, Governance and accounting and book keeping.
  • Facilitation in conducting of annual general body meeting and election of new board.

Outcomes:

  • Currently working with approximately 220 local and area institutions.
  •  Now 90% are functioning and engaged in development activities in almost all project
    Areas, with the participation of 85-95% of the households.
  • Third party professional financial audits are required for all institutions working with Himat,
  • Rebuilding of trust by local people in their institutions, and the revitalization of Local savings and  loans programs.
  •  There has been a 70-80% increase in basic savings
  • Local savings capital has been mobilized for micro-lending by establishing cluster level credit societies.

Community Comprehensive Planning

An important HiMaT strategy is engaging grassroots community members from all walks of life (farmers, women, business people, elders, youth, students, leaders, etc.) in analyzing their own reality, identifying needs and goals for development, designing strategies and plans, and implementing them in ways that lead to measurable improvement for all. The idea that a community development plan could be made without involving community members as co-authors of that plan is a thing of the colonial past. True development engages the beneficiaries of the process in every stage of plan making and program implementation.

In this component of the program HiMaT is engaging village and cluster level organizations are making a comprehensive 10-year development action plan that can provide a guiding framework for year-to-year initiatives. Steps following in developing a community 10 year plan are:

  • Engaging maximum number of community members from Village to Valley level
  • A need assessment report on the finding called Community Story framework
  • Village level planning
  • 10 years comprehensive development planning at regional to district level.

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Achievements:

  • Working with all 09 LSOs in Hunza region
  • Completed 10 years development plan in two LSOs and another 05 are in progress
  • Facilitating the LSOs and communities in developing of annual action plans and its implementation.
  • Village and Cluster level plans are completed with the Two LSOs in Upper Hunza area.

Livelihood and Agriculture Development

One of HiMaT’s main strategy is to generate many small and medium-sized social and economic projects involving core groups, and engaging a wide diversity of stakeholders representing the full spectrum of community members, including youth, women, the poorest, leaders, institutions and many others.

Our experience is that as a cluster begins to see a bubbling up of many social and economic initiatives, the spirit of enterprise and creativity begins to flower and bear fruit. From many small efforts, communities experience the real possibilities of change, as well as tangible progress in addressing development goals.

Successful small initiatives can organically grow into large enterprises with the right support and encouragement, and a mobilized and engaged community is a powerful resource to be harnessed for large-scale change by effectively led development institutions.

This component of the HiMaT consists on focusing the following areas.

  • Encouraging small innovative livelihood initiatives (Quick-win activities)
  • Agriculture improvement and development
  • A Life- path Development program (Reaching the poorest of the poor)
  • Enhancing skill of individuals and groups in entrepreneurship development
  • Linkage and access to credit and loaning

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Achievements:

  • 140 quick-win (very small seed grants) projects completed.
  • Approximately 300 small businesses and social projects initiated.
  •  Around 110 small businesses sustained after several years of operation (90 directly flowing from Himat quick-wins, the rest self-developing).
  • Two area institutions have developed internal (cluster) micro-lending programs to support business development.
  • 300 individuals trained in small business and entrepreneurship development.
  • The Himat team continues to work on linkages with down-country agencies and international programs to support business development, with particular focus on agricultural business value chains and markets.
  • Frequent awareness campaign about eco-agriculture alternatives (crops, cropping methods)
  • Formation of a Farmer’s Alliance committed to re-introducing eco-friendly cropping and land management strategies
  •  Identification of 50 model farmers who have agreed to participate in demonstration plots and experimentsLinking with perma-culture experts from Switzerland who will do a pilot/demonstration project.
  • Strategy concept note prepared entitled “The Journey Model”.
  • Consultation with area institutions in three LSO areas carried out to engage them in a pilot project. 25 families selected for focused work. Pilot project launched in April 2014.

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