YOUNG LEADERS

INSPIRING CHANGE
UNDP is the UN's global development network,
advocating for change and connecting countries
to knowledge, experience and resources to help
people build a better life.

United Nations Development Programme

Regional Centre in Bangkok
3rd Floor, UN Service Building
Rajdamnern Nok Avenue
Bangkok, 10200, Thailand
Website: http://regionalcentrebangkok.undp.or.th/

March 2009

Design by Inís Communication – www.inis.ie

YOUNG LEADERS
INSPIRING CHANGE
 Foreword 3

index Fawzia Koofi 4

Mathura Bikash Tripura 6

Tashi Wangmo 9

Erma S. Ranik 11

Nik M. Fahmee 13

Urooj Mazhar 15

Maria Lourie C. Victor 17

Phonchan Kraiwatnutsorn (Newey) 20

Directory of AYLG Leadership Fellows 22

Acknow l- T his publication is for and by the AYLG Leadership Fellows. Gratitude and
appreciation is due to the eight young leaders featured here for their time
edgements and willingness to share their leadership journey and successes: Nik M. Fahmee,
Fawzia Koofi, Phonchan Kraiwatnutsorn, Urooj Mazhar, Erma S. Ranik, Mathura
Tripura, Lourie Victor, Tashi Wangmo. The document was drafted and edited by
Maha Jahangir. Radhika Behuria, Andrew Milroy and Chandra Roy reviewed and
provided valuable feedback on the stories.

The publication was conceived as part of the AYLG project, funded by the UN
Democracy Fund (UNDEF), to celebrate the successes of our Leadership Fellows.
Thanks are due to the four regional programmes of the UNDP Regional Centres
in the Asia-Pacific that have provided guidance and technical support to the proj-
ect: Capacity 2015 Asia, Asia-Pacific Gender Mainstreaming Programme (APGMP),
Asia Regional Governance Programme (ARGP), and Regional Indigenous Peoples
Programme (RIPP).

Thanks are also due to the featured Leadership Fellows for their photographs.
Credit for the design and layout for this publication goes to Inís Communication.

2
Foreword T his publication highlights the leadership journeys of UNDP’s Asian Young
Leaders in Governance (AYLG) Leadership Fellows. The AYLG initiative was
conceptualized by UNDP to enhance the leadership capacity of young people
working in areas of governance.

Recognizing the potential of young people, AYLG sought to mobilize a commu-

nity of young leaders as agents of change through a custom designed leadership
course. Launched in 2005, AYLG has created a critical mass of young leaders in the
region who have undertaken the course.

In keeping with the spirit of leadership, as one of influencing change in ourselves,

in our organizations and in our communities, this publication steps back from
the notion of leadership being tied to positions or ranks of authority, and brings
to you the success stories of some of our exceptional Leadership Fellows. Several
Fellows have since graduating from this course, risen to high ranks in govern-
ment, academia and the NGO sector. Here we share the highlights of their success
and the challenges they have faced in their leadership journey.

We trust that you will find inspiration in their stories and agree with us that cham-
pioning and mobilizing young leaders is important for social change.

Finally, I would like to recognize the inspiration provided by four regional pro-
grammes – Capacity2015 Asia, Asia Regional Governance Programme, Regional
Indigenous Peoples’ Programme, and the Asia Pacific Gender Mainstreaming
Programme – in conceiving and supporting the programme starting in 2005,
the financial support provided by the UN Democracy Fund (UNDEF) in 2007
and 2008, and the support of UNDP Country Offices in making this innovative
initiative a success.

Nicholas Rosellini
Deputy Assistant Administrator and Deputy Regional Director
Regional Bureau for Asia and the Pacific

3

Faw zia nK) oofi
(Afghanista
Parliament
Organization:
onal
ip Fellow: Regi
AYLG Leadersh ng M ai,
urse, Chia
Leadership Co
Thailand, 2005
F awzia has made her leadership journey in a
country of harsh topography, internal conflict,
intermittent wars and a militant government. She
completed high school during the war ravaged years
and entered a competitive medical school. But soon
after, the Taliban took over in September 1995, and
barred women from access to all education! Finding
the doors of a university education closed to her,
Fawzia focused her energy towards women’s right
organizations, and worked closely with most vulner-
able groups of Internally Displaced People (IDPs), and
marginalized women and children. After the fall of the
Taliban, she took up her studies again in the Faculty of
Law, working with UNICEF in the morning and taking
classes in the evening. Her dream was to become a
doctor and treat people, in particular women in des-
perate need of medical assistance as a result of war
and its consequences. However, circumstances did
not permit her to pursue this dream and instead she
acquired a law degree and later pursued a Masters in
Business and Management from Preston University.
While working with UNICEF, she also supported the
Government of Afghanistan in establishing different
political processes, such as the two Loya Jirgas, or
Grand Council, to elect the President and develop the
new Afghan Constitution.
4
After 2001, women could participate in all aspects of
life particularly in the public sphere. Fawzia’s political
family background and orientation to public service
propelled her to seize these new opportunities that
were paving the road for many women. She decided
to run for a seat in parliament from the Badakshan
province, a northeastern province. Her campaign
was a success and she was elected Member of Parlia-
ment from that province in September 2005. She
became part of the historical, first elected parliament
in 33 years in the country. Soon after Fawzia was also
elected as the first woman to serve as Second Deputy
Speaker of Parliament in the history of Afghanistan.
Fawzia believes that leadership potential exists
within every individual, and can be developed and
harnessed by exploring that hidden capacity. Aca-
demic achievement certainly plays an important role
in individual growth, particularly if it is used jointly
with courage, decisiveness, and commitment. Most
of the women parliamentarians serve as a role model
for other women in Afghanistan. As the first woman
elected as deputy speaker of parliament, Fawzia
has committed herself to improve the condition of
women in Afghanistan. She is one of many women
who want to enter the public sphere to contribute to
bring about a positive social change for Afghanistan.
Afghanistan continues to suffer from rampant corrup-
tion and Fawzia has been advocating for a stronger
culture of integrity, accountability and upholding
the rule of law. In 2006, with UNDP’s support she
initiated a conference with the participation of all Af-
ghan stakeholders, including the parliament, police,
judiciary and human rights organizations to support
drafting of the country’s anticorruption policy. Part
of that policy was to adopt the UN resolution on
anti-corruption. She lobbied and advocated for the
anti-corruption policy proposed in the conference,
and subsequently the Afghan parliament adopted
the resolution. She has also been criticized for her ad-
vocacy against corrupt officials and her brave state-
 p,
“ Never give u
as things
e
will change on
day through
or ts. ”
continuous eff
ments in the parliament. Despite these challenges
she has marked her presence in the parliament, by
participating in debates, initiating legislations and
proposing resolutions to address the security, rule of
law and other challenges that the country continues
to be faced with.
Fawzia’s main area of work has been human rights,
especially women and children’s rights. Some of the
key women’s initiatives that she has championed in-
clude the improvement of women’s living conditions
in Afghan prisons, establishing a commission, chaired
by Afghanistan’s first Vice President, tasked to draw a
short term and long term strategy to address violence
against children, especially sexual abuse. She also ad-
vocates for amendment of laws that suggests savior
punishment for perpetrators of child sexual abuse.
She has promoted women and girls education, by
advocating for access to good schools, as well as cre-
ating opportunities for non formal education for out
of school children in her constituency of Badakhshan
province.
As a young woman in a heavily traditional country,
Fawzia has battled male domination, imposition
of men’s selective religious interpretation on the
rights of women and power distance between men
and women, and complexities of the old and new
generations. Young people are seen as a threat by
traditional power holders who do not want the new
generation to organize and be in a position to chal-
lenge traditional authority. The new cadre of youth
is facing multiple challenges, not just those of re-
sources and constraints posed by the post-conflict
situation in the country but often the resistance
faced from the older generation. Fawzia feels they
have to work three times as hard to prove their
capabilities. In the face of these challenges, young
people are organizing themselves in networks,
working together on advocacy and communication
and articulating a common vision for the future of
Afghanistan.
The current parliament term finishes in
2010. In ten years time, Fawzia wants
to see more women take leadership
roles in Afghanistan, and even be-
come president and/or prime min-
ister. Her message to world young
leaders is, “Never give up, as things
will change one day through con-
tinuous efforts.”
5
 sh
Mathura Bika
Tripura
(Bangladesh)
Organization:
n Samity
Zabarang Kalya
ip Fellow:
AYLG Leadersh
ership Course,
Regional Lead
ailand, 2005
Chiang Mai, Th
E xecutive Director, indigenous peoples’ rights ac-
tivist, poet, mentor and father of three, Mathura
Tripura, 34, has many facets to his personality and has
become a source of inspiration for young people in the
Chittagong Hill Tracts (CHT) in Bangladesh. Mathura
belongs to the Tripura, one of the eleven indigenous
peoples (IP) of the CHT and is fluent in four languages,
Bengali, Chakma, English and Tripura. Inspired by his
father, who used to teach at the local primary school,
Mathura always dreamt of being a successful teacher.
As a university student, Mathura actively participated
in the student’s movement, the Tripura Students
Forum and Hill Students Council. His literary interests
and flair for poetry led him to start his own literary
magazine, Santua Journal and Borok
Hodani Kok and to contribute in
literary and political journals. The
cultural movement at the univer-
sity was also an enriching experi-
ence for Mathura. He introduced
theatre and debates back into his
own community to engage un-
employed youth in creative and
productive activities, providing
a healthy alternative to alcohol-
ism and other social problems.
Mathura says, “Through the
creative arts, I became an op-
timistic dreamer and day by
day the dream led me to be a
creative thinker. Thus my inter-
est developed in my area of
work.”
6
Mathura’s sense of responsibility, intellec-
tual pursuits and cultural engagement strength-
ened his resolve for community development work
and is reflected in his vision: “My vision is for a better
world where the disadvantaged and marginalized
communities have established a society that is free
from poverty, capable to carry out day to day activi-
ties, and secure and empowered in every stage of life
through achieving control over the natural resources
surrounding them, improving their life and livelihood
status, influencing the local, regional, national and
international policies, and promoting the peace-
building process, which is based on social justice.”
Currently, Mathura is the Executive Director of Zaba-
rang Kalyan Samity (ZKS), a leading local indigenous
peoples’ organization (IPO) in the CHT. ZKS is devoted
to fostering indigenous community development,
skills and human development and is a pioneer in
the CHT for introducing mother tongue-based edu-
cation initiatives. Mathura has also authored a book
on Kokborok vocabulary (Tripura language) namely
Kokborok Kokthaih Khutruk, for preservation of the
Tripura language, an issue close to his heart.
As someone who manages several project teams and
technical experts, Mathura relies on effective commu-
nication and trust to run the NGO effectively. Always
making himself available to hear their concerns and
respond, his colleagues seek his advice often. They
feel free to share their views, ideas and perceptions as
Mathura has created an environment for a participa-
tory and collective decision making process. Despite
being the head of the organization with the authority
to take decisions, Mathura shares the decision mak-
ing process with his colleagues. He attributes this as
the key to his success as a leader.
Mathura believes that “academic credentials though
important for professional success, are not always
sufficient. Professional efficiency is in fact a quality,
which is expressed through their regular behavior
and style of interaction with others.”
 Mathura’s leadership style, is definitely
delegating, empowering and participa-
tory. One of his old colleagues from ZKS,
observed that “Mathura maintains transpar-
ency in his work. He delegates responsibility
and inspires confidence in young people.
Creating a congenial working environment
is important for team spirit and I have found
this ability of a dynamic leader in him.”

In 2005, Mathura was selected to participate

in the first UNDP Regional Leadership Course
for Young Leaders in Governance, held in Chi-
ang Mai, Thailand. Convinced of the value of
the course in providing new leadership tools
and approaches for problem solving, Mathura
together with other Leadership Fellows decided
to adapt the course for young leaders in the
CHT. Mathura was the driving force in creating
a shared vision for leadership development in
the CHT. He collaborated closely with other Fel-
lows to customize, adapt and translate the UNDP
leadership course to Bangla, making it accessible
for local young leaders. He recognizes that there
are not enough learning opportunities for young
Refugee Dream
people in the CHT. The leadership course provides
skills that are applicable across sectors, a systems
My beloved dreamy jumfield*
thinking approach to problem solving and fosters
Covered by the shadow of terrorism
more participatory leadership. The roll-out of the
Green natural land covered by ashy-dust
of conflicts and clashes
Loving hearts divided by thorny fences
I wonder if we are leading a floating life.

Even though, I am guarding

creative
the hills of shapeless dreams “ Through the
an
Will I be able to save this carefully nurtured dream ar ts, I became
mer
From the aggression of terrorism?
optimistic drea
y the
* Traditional farmland (shifting cultivation) and day by da
to be
dream led me
ker. ”
a creative thin

7

leadership training in the CHT has led to the creation
of an informal network of young leaders, who are
actively involved in IPO activities and local govern-
ment institutions in CHT. Knowledge is shared and in-
formation is exchanged through the e-mail list serve:
(chtyoungleaders@yahoogroups.com).
On the relevance of the course, Mathura believes that
“these skills are most relevant to the challenges faced
by a country like Bangladesh that is politically unsta-
ble and where corruption is rampant and has seeped
into the culture. The general mistrust of the IPO/ NGO
sector, especially in the CHT, creates unnecessary
barriers to development work in the region. An IPO
forum in the CHT, which is now inactive, was accused
of involvement in anti-state activities. This suspicion
stems from the prevailing environment of mistrust of
indigenous peoples in the country.”
Mathura stresses transparency and accountability as
critical. To combat the suspicion and mistrust regard-
ing the NGO sector, he disseminates information
regularly on ZKS activities to relevant stakeholders.
8
This demonstrates to government officials and other
powerful people that all activities undertaken by ZKS
are for the greater interest of the community not
against the national interest. ZKS also involves rel-
evant stakeholders in NGO programmes to commu-
nicate their vision and commitment for development.
Mathura wants to keep learning and growing as an
individual. He wants to build his network of learning
partners, who can share new ideas and knowledge
continuously. He hopes to bring together traditional
and local government leaders of the CHT based
institutions with young leaders. As a young leader
himself, Mathura will be supporting and facilitating
the process of leadership development in the CHT, in
Bangladesh and even Asia.
Mathura’s message to other young leaders: “I would
like to say to the aspiring young leaders, if you have
a clear goal, know what to do and where to go, you
will win. Do not give up! Never give up! You have to
believe an alternative world is possible!”
p!
“ Do not give u
An
Never give up!
rld
alternative wo
is possible! ”

O n the morning of 28th January 2008, Tashi
Wangmo was at a meeting discussing strategies
to strengthen the technical and vocational education
and training (TVET) system to address the issue of
growing youth unemployment in the country. Amidst
the discussion with her colleagues, Tashi received a
very unexpected call from the Secretary to His Maj-
esty, the King. She immediately excused herself and
rushed to the Dzong (the seat of the central admin-
istration) where the office of the King’s Secretary is
housed. Breezing through a series of waiting rooms
and what seemed like a long time later she realized
that she was going to be granted an audience with
the King! Overwhelmed with excitement, Tashi was
led into a room only to find herself bowing before
the young and dynamic King Jigme Khesar Namgyel
Wangchuck.
In December 2006, ahead of the 2008 parliamentary
elections, the former monarch announced his abdi-
cation and Jigme Khesar Namgyel Wangchuck suc-
ceeded his father. The King, preferring to live a simple
lifestyle, sat at an ordinary table with three guest
chairs facing him. Tashi poised herself on one of the
chairs and moments later was informed that she had
been selected by the King as one of his five eminent
members to the National Council! Overwhelmed
with emotion, Tashi’s eyes glistened with the joy and
honor that had just been bestowed on her. Commit-
ted to giving opportunities to young leaders, the King
stated, “Tomorrow’s citizens and their leaders must
be nurtured. Young people must be made a part of
the important decisions of the nation. They must play
a part in determining the future that they will live in.”
o
Tashi Wangm
(Bhu tan)
Organization:
tional Council
Member of Na
of Parliament
ip Fellow:
AYLG Leadersh
ad er ship Course,
Regional Le
ailand, 2005
Chiang Mai, Th
The King selected Tashi based on her hard work and
dedication to her professional life. Humbled and
deeply honored, Tashi pledged her services to the
King and her country. In her words, “It’s such a great
honour to be one of the five appointees of His Maj-
esty, the King to the National Council. I shall never
forget this momentous event of my life! The fact that
the National Council is a part of the highest legislative
body in the country, I have both an opportunity as
well as the responsibility to shape my country’s future
in the most desired way by framing the right policies
and legislations.”
Tashi started her career in the Royal Civil Service of
Bhutan in 1999, as an Assistant Engineer at the Civil
Aviation Division under the then Ministry of Commu-
nications. There she found herself feeling frustrated
with the very limited scope of work. Though she had
amiable colleagues, the work was not challenging
and she didn’t feel comfortable by simply ensuring
her presence in the office from 9–5, without having
any responsibilities. She promptly sought an opportu-
nity for transfer and landed at the newly established
National Technical Training Authority. It was at this
organization where she got her desired engagement
with policy making and programme development.
In 2002, she was awarded the prestigious Japan-ADB
scholarship and went to pursue her Masters in Public
Policy at the National Graduate Institute of Policy
Studies (GRIPS), Tokyo, Japan. This was Tashi’s second
academic accolade. After completing high school,
9

she had been
awarded an AusAID scholar-
ship and opted to pursue a Bachelor of Mechanical
Engineering from the University of Wollongong, New
South Wales in 1997.
She feels that there is certainly a positive correlation
between professional success and academic achieve-
ment. She credits her ability to meet professional
challenges to her rigorous analytical academic train-
ing. She says, “Although I had no formal training in
formulating developmental plans and monitoring of
its implementation, I was able to deliver my respon-
sibility quite comfortably mainly due to the type of
university education I received from Australia, which
equipped me to face the world of work.”
Shortly after her return from Japan, she was appointed
as the Head of the Policy and Planning Division in the
newly established Ministry of Labour and Human Re-
sources. During her tenure with the Ministry, she was
actively involved in the formulation of several policy
papers viz: Vocational Education and Training (VET)
policy, Labour Administration Policy, and National
Employment Policy. She also formulated several de-
velopmental projects in these areas. Tashi attributes
her success to “hard work, combined with genuine
interest to do something good for society, with less or
no expectation for personal benefit”.
In 2006, Tashi was selected to participate in the South
Asia Sub-regional Leadership Course, in Colombo, Sri
Lanka. Her spark and affinity for mentoring merited
her selection for training as a Leadership Trainer in
2007. For Tashi, leadership means influencing others
10
to follow you and then leading them in the right
direction. She is inspired by great women leaders for
their intelligence, charisma, and bravery that often
set them apart from their male counterparts. As a
young girl, she was inspired by the Head Teacher at
her school who was highly regarded by the commu-
nity for his competence and dedication to his work
for the school. She values the qualities of intelligence,
humility and great oratory skills in people.
She feels Bhutan has been blessed with visionary
leadership through its benevolent kings. 2008 was
a very special year for all Bhutanese, as Bhutan
celebrated a hundred years of the monarchy and
coronation of the 5th King. The year also marked
the transformation of Bhutan from an absolute mon-
archy to a parliamentary democracy with the first
National Parliamentary Elections held in March 2008.
Her recent appointment to the National Council pres-
ents a rare opportunity for a young leader like Tashi,
and paves the way for other young MPs to exhibit
their leadership qualities. She is now an integral part
of the decision making body under the country’s
first democratically elected government system that
enables more people to participate in shaping the
future of the country. Grateful for this opportunity,
Tashi has vowed to selflessly devote herself to making
a difference to the lives of the people of Bhutan.
In light of her new responsibilities, Tashi feels, “the
AYLG programme has helped in equipping me with
the essential tools to serve my country as a better
leader – I am so grateful to the whole team of AYLG
from UNDP! Please keep it going!”
“ The AYLG programme
has helped in
­equipping me with
the essential tools
to serve my country
as a better leader. ”

Erma S). Ranik
(lndonesia
Forest
EC-lndonesia,
Organization: e and
ent Governanc
Law Enforcem
Project
Trade (FLEGT)
onal
ip Fellow: Regi
AYLG Leadersh ai,
urse, Chiang M
Leadership Co
Thailand, 2005
A n aspiring governor, and currently in the running
for Senate elections from the West Kalimantan
province of Indonesia, Erma Ranik is an indigenous
peoples (IP) rights activist, a fearless journalist and
a legal aid advisor. She comes from an indigenous
background herself. Her parents came from different
indigenous Dayak ethnic groups. Her mother is from
Dayak Semambakng and her father from the Dayak
Bekati’ Kemayo ethnic group. Erma graduated from
the Faculty of Law at University of Tanjungpura Ponti-
anak, West Kalimantan.
Erma is a regular contributor to The Jakarta Post. Her
special report on the 1999 ethnic conflict in Sambas,
West Kalimantan and its impact on the internally
displaced persons and other multi-cultural issues of-
fered a succinct analysis of the conflict situation. She
has also been a reporter and later editor for the cus-
tomary law section of a monthly magazine dedicated
to covering indigenous peoples’ issues in Kalimantan.
Erma is an inspiration for young indigenous women,
as a successful journalist and activist in West Kaliman-
tan. One of the local newspapers, Borneo Tribune, has
appointed her as an ambassador to motivate their
young journalists.
Erma firmly believes that the struggle for
indigenous peoples’ rights has to be led by
indigenous peoples themselves. Her aim is
to be an advocate for these rights in the na-
tional parliament. Her candidacy in the Senate
elections brings her one step closer to this goal.
Erma has been inspired by Sukarno, the first Indone-
sian president. His strong leadership style led Indo-
nesia to independence. He also had the skill to rally
the diverse ethnic peoples in Indonesia as a nation
with the slogan “Bhineka Tunggal Ika” (Unity in Diver-
sity). Sukarno’s demonstration of leadership, starting
from his student days, his ability to learn from past
generations and constant personal development has
inspired Erma the most. Leadership for Erma is “the
art of management, and ability to influence people to
empower themselves”. She thinks an academic back-
ground is only one of the ingredients for success; the
path to success is lined with hard work and constant
learning and relearning.
Alongside her political aspirations, Erma has built her
career in advocacy for indigenous peoples’ rights at
the regional and international level. For three years,
she was the Director of Perkumpulan, PENA, an In-
donesian NGO working for capacity development of
indigenous peoples to establish and manage their
own media in their struggle to defend their social,
political, economic and environmental rights. Pres-
ently, Erma is the Community Development Specialist
of EC-Indonesia, Forest Law Enforcement Governance
and Trade (FLEGT) support project. She has been de-
signing programmes for community empowerment
for governance of forests, working closely with the
relevant local government department and commu-
nity based organizations in West Kalimantan. Erma’s
professional success is in itself an inspiration for other
young indigenous leaders who often find themselves
marginalized and bereft of career development
opportunities.
11
 “ Neve
r st
learni op
For Erma, the key leadership challenges in Indonesia
relate to the reluctance of senior leaders to delegate
responsibility and offer leadership opportunities
Empo ng.
to young people. They view this as a threat to their wer p
eo
to help ple
own authority and hence there is no commitment to
prepare the younger generation for the challenges
and opportunities for leadership. As an indigenous thems
woman, Erma not only has to face this dichotomy elves!
due to her age but also the prevalent perception in ”
the country that women cannot be good leaders.
Erma addresses this by building close relationships
with senior leaders, and learning from them the art
of being a public leader. Through her motiva-
tion and passion, she has been able to convince
them that a young leader if given the chance will
definitely prove her/ his ability to be good lead-
ers. As an indigenous woman, Erma has to work
twice as hard to gain the respect and acceptance
of her colleagues. She is continuously learning
and evaluating herself to be a better individual
and a better leader. She is not afraid to try new
things and take on challenges.

In the next ten years, Erna hopes to be Governor or

Minister in her province. To other young leaders, she
would like to say, “Never stop learning. Empower
people to help themselves!”

12
 e
Nik M. Fahme
(Malaysia)
Organization:
Exectuive
Independent
ach
Leadership Co
ip Fellow:
AYLG Leadersh
ership Course,
Regional Lead
ailand, 2005
Chiang Mai, Th
N ik’s natural ability to influence people, commit-
ment to integrity and sense of responsibility has
underpinned all his endeavors. Nik was recognized
and awarded several accolades for his outstanding
achievements in education and national service at a
young age, most notably by the His Royal Highness
the King of Malaysia. He graduated as not only the
class but national valedictorian from the Universiti
Utara Malaysia (UUM) in Information Technology (IT).
In 1997, less than a year out of university, he was
handpicked by the government to join the Multime-
dia Super Corridor (MSC) project as a pioneer mem-
ber. The MSC was a government project designed to
attract investment from multinational companies.
Nik liaised with leading international IT companies,
designing business plans and coming up with new
and creative value added IT services. Furthering his
keen interest in technology development with all
its growing potential, Nik decided to join the UNDP
Asia Pacific Development Information Programme
(APDIP). APDIP provided the desired development
perspective that Nik was after. And soon after,
Nik made the transition to the non-profit sector
completely by joining the Malaysian AIDS Council
(MAC) as a Programme Manager. Within the year, Nik
was entrusted with the responsibility of Executive
Director, making him the youngest director of this
organization, with 42 partner organizations under
its wings. The opportunity to lead an organization
at such a young age and successfully was a personal
achievement for Nik.
At MAC, Nik initiated a study visit program to Uganda
with several religious leaders including a Mufti (Schol-
ar of Islamic Law) and a Principal Imam. HIV/ AIDS was
considered a taboo subject in religious circles but the
study program created opportunities for learning
from other countries and opened avenues for discus-
sion. The study visit and progressive activities eventu-
ally led to Malaysia hosting the Second International
Muslim Leaders Consultation on HIV/AIDS, in which
Nik played a pivotal role for program development
and coordination. Nik was also part of the initial team
for the Malaysian HARM Reduction program and
has been successful at ensuring stakeholders come
together to address HIV/AIDS issues efficiently. He
was also the principal author for Government grants
for MAC, and assisted MAC in obtaining funding for
about US 10 Million for up to ten years.
Currently, Nik works independently as a free lance
consultant. This gives him the freedom to be selective
in the projects he takes and balance his responsibili-
ties at home and at work. He enjoys being an execu-
tive leadership and life coach, which enables him to
look at human capital development from a develop-
mental perspective. But more importantly, his ability
to strike the right work-life balance is very rewarding
for him and his family!
Nik was prepared to take on leadership roles in man-
agement and community projects early on because
he has a deep rooted commitment in creating a
positive impact on everything he undertakes. He
13
 “ Belie
ve in
yourse
lf and
celebra
te dive
Life is rsity.
too sh
not ta or t to
ke the
leap! ”

appreciates that with immense responsibility comes
accountability and trust. In his words, “You must
assume the entire scope and span of accountability
of your words and your actions. And you must con-
tinue to ensure that you can be trusted to take care of
people that you are leading. Otherwise – don’t do it.”
His inspiration comes from many people – present
and from the past. His university professor, Dr. Azly
Abdul Rahman taught him that being creative was
a key factor in keeping people engaged. His drama
teacher told him that he was extraordinary and never
ordinary; this propelled him towards excellence. He is
indebted to his mother’s unwavering support. For the
past ten years his wife has been his true inspiration,
supporting and motivating him to never give up, and
most recently, his children who constantly challenge
him to see things from other points of view – theirs!
Talking about leadership challenges in Malaysia, he
points to the scarcity of leadership figures, particu-
larly among young leaders. There is no critical mass
that can be tapped into. At the same time, there may
be young leaders out there, but their voices and
thoughts are not really being celebrated and taken
seriously.
Nik was one of the first AYLG Leadership Fellows from
Regional Leadership Course for Young Leaders in
Governance, Chiang Mai 2005 and soon selected as
a Leadership Trainer. Since then he has been involved
in sub-regional course roll-outs as a facilitator and
contributed to the customization and enhancement
of the leadership course content.
To other young leaders, Nik says, “To believe in your-
self and celebrate diversity. Life is too short to not
take the leap!”

14
 Urooj Mazhar
(Pa kistan)
Organizatio n: tio n
er ship Founda
School of Lead
ip Fello w:
AYLG Leader sh ip Cour se,
er sh
Regional Lead
ai, Th ai la nd, 2005
Chia ng M
E ffervescent, creative and determined, the Chief
Inspirationist at the School of Leadership (SOL)
Foundation, Pakistan has been inspiring her col-
leagues, foundation volunteers and young students
to follow their hearts and work with passion. For the
past 3 years, Urooj has selflessly dedicated herself to
ExtraCorp, her primary long term project at the School
of Leadership. ExtraCorp is a non-profit organization
which enables people with disability to economically
empower themselves. It provides differently abled
people with vocational, attitudinal and managerial
skills and gives them a platform to sustain themselves
and provide for others.
She was selected as a Youth Icon by the Youth Advo-
cacy Network (YAN) in Pakistan in Dec 2007 for her
outstanding work at a young age.
When she finished her MBA, Urooj was looking for-
ward to a career in Marketing or a Creative agency.
While she was applying for jobs, she began volun-
teering with SOL. As her first project, she organized a
women empowerment conference “Beyond Beauty”.
It was a 2 day residential conference where a hundred
women from all walks of life, the corporate sector,
students and home makers gathered to invoke their
inner beauty. Modules included time and anger man-
agement, communication and self discovery amongst
others. Being in the presence of trainers awakened
Urooj’s desire to make a difference in people’s lives
and even showed her how. She joined their training
of trainers and with flying colors joined their trainers’
league. And since then there has been no turning back.
She is now a lead trainer for SOL and Torque, and the
AYLG Leadership Course. She excels in self awareness,
team building, change management, communication
and visioneering.
She does not think academic achievement has much
bearing on success. It merely polishes and refines in-
nate talents and abilities. Most real learning comes on
the job and hence the best “degrees” come from mile-
stones in hands on work experience. For her, “leader-
ship is the art of knowing, going and showing the way,
whereas it is mostly an innate ability, with hard work
and right opportunities, it can also be acquired.”
Her inspiration has been her senior colleague Ms.
Shireen Naqvi, the founder of SOL. Shireen’s leader-
ship style, which is democratic, combined with her
staunch principals of integrity, inclusiveness, initia-
tive and ownership, are amongst her distinguishing
characteristics. Most importantly, she has imbibed
these qualities and is a breathing manifestation of all
she trains on. Urooj says she has witnessed in herself
and many others, transformational change because of
her. She attributes her own success to the outstand-
ing leadership provided by her boss, who has “been
there without being the boss”, her own passion and
ownership of her goals by taking responsibility for her
work seriously.
Whether as a leader in ExtraCorp, or as a leadership
trainer, or motivational speaker in public forums, she
has inspired many to work on causes close to their
heart and to not compromise on principals and values.
15

Selected to participate in the first UNDP Regional
Course for Young Leaders in Governance in 2005,
Urooj was the youngest participant at 24 years of age.
Her spark and affinity for facilitation led to her selec-
tion for the UNDP training of trainers, and she has
since been involved in the delivery of all the UNDP
leadership course roll-outs!
One of her key achievements has been establishing
ExtraCorp’s premier project, Backerei. Backerei is a
German bakery run by young male college students,
who are also hearing impaired. Starting with a meager
budget of approximately $20,000, and after Urooj had
raised an additional $2,500 through donations, they
set up shop. Training on the roads in a barren shop;
acquiring used equipment from their own homes and
with the assistance of a German baker flown in to train
these young men, three months later, Backerei was
supplying German goodies to the general public.
An independent pilot project, ExtraCorp faced many
challenges such as lack of funds, entrepreneurial
spirit and finding responsible and competent human
resource. In addition, society’s instinct to shelter and
over protect differentially-abled people often leads to
their exclusion from routine life. Thus Urooj faced the
onslaught of shut minds and traditions to creating op-
portunities for these people. Her vision for ExtraCorp
is a long term vision. It aims to become an indepen-
dent master system where training and funds pass
on to others to generate entrepreneurship and hence
economic independence. It’s going to be a long pro-
cess and will demand attitudinal change from many.
Hence, she does not expect to see success anytime
soon. Having said that, the fact that the project has
been going smoothly on its visions path says they are
headed to success.
16
Urooj feels that lack of any credible political leader-
ship is the largest challenge faced by the country. The
same leaders, tried, tested and failed, keep coming
back into power. Hence there is a dearth of good lead-
ership. At the same time a lot of corruption plagues
the political sphere. Those who are in power have no
integrity. There is no accountability for living up to
commitments or being sincere in public speeches.
Due to the corrupt environment and perception of
politics in the country, young people are not willing
to take on such leadership roles for their country. As a
young leader, Urooj observed a lack of trust in general
public due to previous trends. People were not willing
to open up to new ideas or people. She feels the best
way to respond is to regain citizen’s trust by being
transparent and persistent in efforts for integrity and
accountability in the public sphere.
In ten years, Urooj sees herself as having established
a strong independent system through ExtraCorp.
Through a system where, trainees will become train-
ers, and when they return their loan they will become
investors/lenders to newer enterprises for other
people with disabilities. Such a system would boost
the economy through entrepreneurship, employ-
ment, new products and self-sufficiency for people
with disabilities.
To other leaders, Urooj urges them “to find a cause
close to their hearts. For which they would go hun-
gry, stand up, and leave the comfort of their homes.
And they must stick by their cause, and attract others
mostly through their actions. They must find a reason
worth dying for, or else their life will not be worth liv-
ing for!”
ust
“ [ Leaders ] m
find a reason
or,
wor th dying f
e
or else their lif
r th
will not be wo
living for! ”
 Maria Lourie
C. Vic tor
(Philippines)
ariat,
Natio nal Secret
Organizatio n: digenous
missio n on In
Epis copal Com op s
, Catholic Bish
People s (ECIP) pp in es (CBCP)
the Phili
Co nference of
ip Fello w: East
AYLG Leader sh gional
st Asia Sub-re
and Sout h Ea k,
ur se, Ba ng ko
Leader ship Co
Thaila nd, 2006
L ourie was always interested in community dynam-
ics, even as a child. Musingly, she suggests perhaps
her interest stems from her indigenous background.
“For us, community life is a significant reference point
in the development of our personality and thus,
understanding community dynamics is something
we grow into early on.” Lourie grew up with a deep
rooted awareness of her indigenous background and
heritage. Growing up in a predominantly indigenous
peoples’ community, she did not have to face the
prejudices that other indigenous peoples face in
other parts of the Philippines that often leads to a
questioning and rejection of their indigenous iden-
tity. A deeply reflective, cognizant and unassuming
individual, she has committed her life to service in
community organizing and education.
Lourie was a university student of Biology, when her
instinctive desire to understand things, explore and
analyze happenings around her led to her involve-
ment with the student newspaper. Through this jour-
nalistic lens, she was able to see firsthand the interac-
tion of policies, economic initiatives and political will
at the community level. The student activist in Lourie
emerged. In her four years with the student paper,
she furthered her understanding of the way com-
munities function and developed an appreciation of
how important informed and educated participation
of people in community life is, particularly in shaping
the consciousness of the community. Her science
background was complemented by her affinity for
behavioral sciences. Lourie developed the ability to
integrate these two spheres, to always look at the big-
ger picture, and become what is in leadership jargon
called a systems thinker. Before the end of her degree
she had found her calling, “I felt that education work
was really my vocation and any work I would be in-
volved in would have to be community-related.”
Lourie was discovered in the 2006 UNDP AYLG East
and South East Asia Sub-Regional Leadership Course
for Young Leaders. She brought her affinity for holistic
thinking and wisdom to her peers in the leadership
course. Lourie believes that this ability to look at the
bigger picture is crucial in an age of information flux,
where we have to make sense of, and give meaning
to an ever changing world. The challenges in gover-
nance also stem from the inability to understand the
bigger picture. That is why decision makers resigning
themselves only to their specific areas, grapple and
make inappropriate, short sighted decisions. Com-
plex governance challenges require integrated solu-
tions. There is a growing trend in the modern world
that limits thinking only to the present, considering
the past to be redundant. At the individual level, there
is increasing insensitivity to the reality of generations
and traditional wisdom. The generational outlook
is crucial because development is a generational
process and without this perspective any efforts will
be short lived. At the same time, this does not imply
that the older generation should not let go of their
authority and power. Instead they should foster the
transition to young people and prepare them to take
the lead. Creative links between the two generations
need to be maintained.
Lourie strikes a fine balance between her indigenous
heritage and the demands of the modern century.
She finds herself shifting between these “two worlds”
that operate on a different sense of time and self. She
reflects on the complementarities and contradiction
of both worlds, and finds inspiration in the resilience
of her community.
17
 Daan-daan
taong pinag- For centuries, explored
aralan
Daan-daan For centuries, labored
taong pinagh
irapan
Daan-daan
taong pinagh
For centuries, cultivated
us ayan Our heritage, legacy of our ancestors.
Yamang-lahi
, pamana ng
mga ninuno
.
I mourn the destruction,
Ako ’ y nagl The neglect and forgetting
uluksa sa pa
gkasira,
Sa pagwaw Of legacies woven by lifetimes
alang-baha
la at pagkal To become; our heritage is pleading.
Ng mga pa imot
manang bu
hay ang ginu
Upang mab gol
uo; yamang-
lahi nagsus
Remembrance of ancestors’ lifetimes -
umamo. Molded by their dreams and personhood,
Tanda ng bu Born out of their aspirations and sacrifices,
hay ng akin
Hinulma ng
g mga ninu
no - Our heritage, flowing in my veins.
kanilang pa
ngarap at pa
Iniluwal ng gkatao,
kanilang m To be lived out in the present
ga adhikain
Yamang-lahi at sa kripis To be carried into the future
, nasa akin yo,
g dugo. Flowing onward with history
Our heritage, roots of my soul.
Is as abuhay
sa kasaluku
yan
Ihahak bang
sa kinabuka
san
Makikidaloy
sa kasays ay
an
Yamang-lahi
, ugat ng ak
ing diwa.

out of listening to the signs of the times steered the

Currently, she is a staff member of the Episcopal
Commission on Indigenous Peoples (ECIP), working
with a program on Indigenous Peoples Education.
Since the late 1990s, indigenous peoples in the
Philippines have been demanding an education that
recognizes the presence, particularities and rights
of indigenous peoples and inculcates in indigenous
peoples’ youth a rootedness in their history, heritage
and ancestral domain. ECIP supports community
education initiatives geared towards this. Insights
from communities have been applied in developing
teaching and research methodologies and strate-
gies that are respectful of indigenous cultures and
communities and sensitive to their unique context.
Through Lourie and other like-minded people’s ef-
forts, within three years, indigenous peoples’ educa-
tion has become a mainstay program of the Catholic
Church’s commission for indigenous peoples, as well
as regional and national gatherings of dioceses.
Lourie attributes the success of her movement to
collective effort, critical listening, and passion. Sense
of communal passion, a shared deep conviction born
movement towards relevance and sustainability. This
passion has to be communicated effectively so that
others will voluntarily contribute and be involved
whether they are institutions or individuals. To ac-
complish this, it is necessary to listen to the aspira-
tions of those around and communicate in a way that
resonates with these aspirations. Reflecting on this,
Lourie defines leadership as “a deep listening to the
spoken and unspoken aspirations and voices in one’s
self and in people, and being a presence that enables
all of us to bring these to the surface so that we can
name our dreams and aspirations (even our pain and
suffering), define or articulate how we could journey
towards them and cultivate in each other the courage
to do so”.
Commenting on the leadership challenges in the Phil-
ippines, Lourie reemphasizes the lack of conscious-
ness for generational sustainability. This includes
the neglect in preparing young leaders in most
institutions, from government to academe, even in
the church and civil society organizations. Lourie
would like to see systems and policies set up to build
the capacity of younger staff, not only as individuals
but as long-term contributors to the growth of the
institution they are part of.

18
Lourie welcomes the new
“ Doing w hat
history. They will tell us where to
interest in investing in the
ne
needs to be do
go and what needs to be done in
capacities of young people
our particular circumstances. And
that is currently taking off
when we take the courage to go
s
is w hat make
in the corporate sector so
forth, it will not be because we are
far. Interest in cultivating
leaders but because there is deep
second- liners has increased
.”
the difference
conviction borne out of attentive
in the past five years and is
listening of what has to be done.
starting to gain momentum.
Whether we will be considered
Given Philippine’s popula-
leaders (and a good one or a bad
tion trends, more and more of
one at that) is for others to de-
middle management belong to
cide. That is the price of wanting to make a difference.
the youth, ranging from 28–35 years of age.
What is fundamental is whether we did what had to
If this group is given spaces to interact, it is possible
be done or not. Doing what needs to be done is what
for them to see what they can do as a sector instead
makes the difference.”
of just individuals within their institutions. Commit-
ment to this idea motivated her involvement in the
proposal and implementation of the AYLG innovative
leadership pilot roll-out in the Philippines. She be-
lieves that fora such as AYLG and the Philippine Young
Leaders in Governance (PYLG) provide a nurturing
space for young people to organize themselves.
Young legislators in the Philippines, for example, have
started to become more active and organized and see
themselves as a group that can introduce changes in
their sphere of work. Also, youth groups are also start-
ing to emerge with the platform of involvement in
various arenas like electoral education, reproductive
health, etc.

To those aspiring to make a difference, Lourie

urges “listening deeply and honestly to the pulse
and heartbeat of our communities, our heritage and

19
Phonchan rn
Kraiwatnu tso
(Newey)
(Thailand)
Organization:
Thailand
Youth Venture
onal
ip Fellow: Regi
AYLG Leadersh ia ng M ai,
urse, Ch
Leadership Co
Thailand, 2005

P honchan, or Newey as she likes to be called, says

she never saw herself as a leader. But her passion
for social change and profound influence on young
people through her creative activities was soon
recognized by several organizations including the
UNDP. In 2005, Newey was selected to participate in
the first Regional Leadership Course for Young Lead-
ers in Governance and soon after selected to be a
Leadership Trainer. In 2006, Newey was also featured
on CNN’s Be the Change project for one full year dur-
ing 2007–8. CNN featured Newey’s activities with the
Youth Venture organization that she joined in 2006.
It surprised her to get a call from Switzerland after
someone from UNEP saw her work with youth and
invited her to talk about her work in UNEP’s Global
Forum in Bali. Videos of her work can be viewed on
CNN’s website at www.cnn.com/bethechange
Newey recognized and appreciates the wealth of op-
portunities offered to her growing up. She graduated
in Communication Arts from Chulalongkorn Univer-
sity in 1999. She realized that there had been a lot of
investment in her for her to reach that far. Not only
did she feel obligated to give back to her country, but
also she found a kindled passion for social change.
At only 24 years of age, she started her own organiza-
tion to offer support systems for youths to become
young social entrepreneurs. Youth Innovation Years
(YIY) was founded in 2003 with support from UNI-
CEF, Thai Health Promotion Foundation and FAO to
support youth to start community projects based
on their interests. Since then she has selflessly
dedicated herself to this cause, now working with
the Youth Venture, an Ashoka initiative aims to build
a global movement of young changemakers (www.
thailand.youthventure.org). Newey is the director
for Thailand’s program and continues to challenge
herself to creatively support youth to make a differ-
ence. Teenagers are equipped with IT and gadgets
but are still struggling with searching and identifying
themselves.
For her leadership is “the trust and responsibility
entrusted by people, not power and privileges”. She
keeps reminding herself that she has to be a “servant
leader; my task is to serve to lead the least and create
more leaders not followers”.
She has studied about and learned by observing
previous leaders. Among those she has been most

20
inspired by are Gandhi, Dale Carnegie’s book The
Leader in You and Three Kingdoms by Luo Guanzhong.
These books motivated her to have a vision, set pri-
orities and work for public interest.

In Newey’s country, leadership is in a crisis. She says

Thailand needs more leaders with capabilities to see
beyond themselves in all sectors. There is a dearth of
capacity development initiatives. Young people need
to be provided essential training on attitude, skills
and knowledge. Although there is recognition of
young leaders in schools and communities through
certain government and school programmes, there
is still not enough investment in their capacities,
including concept of leadership, planning and man-
agement skills and knowledge on necessary issues.

Newey is committed to the notion that this age calls

for collaboration and synergy across sectors. She at-
tributes her own success to following this approach.
It is everyone’s responsibility to make the world a
better place, and so she has committed herself to
working with as many different actors as possible in
her work. Successfully working with partners requires
her to keep a low profile. And most importantly, she
chooses to work on only what she feels passionately
about and investing time at the planning stage to
come up strategies to reach certain goals.

In the next ten years, she actually hopes she will have
worked herself out of a job! She envisions a system in
Thailand that can support at least 20% of the youth
wanting to start-up a project and business to address
their community needs. For the next generation she
offers this advice, ‘As a leader you should know what
to do, make a decision and give it your best.’

“ As a leader
you should know
w hat to do,
make a decision
and give it your
best. ”

21
Directory of AYLG Leadership Fellows
Afghanistan
Dr. Enayatullah Mayel Joint National Youth Project (JNYP) enayatullah.mayel@undp.org
Mr. Ajmal Saeedy Jabarkhil Awakened Youth Association (Weekh Zwanan) ajmalsaeedy@yahoo.com
Mr. Miwand Rahyab Youth Development Foundation maiwandrahyab@yahoo.com
Mr. Syed Qotbuddin Roydar Office of The Minister of State for Parliamentary Affairs qutbuddin.roydar@oaa.gov.af
roydar_jan@hotmail.com
Mr. Taimoorshah Eshaq zai Office of The Minister of State for Parliamentary Affairs taimoor_svf@yahoo.com
Mrs. Habiba Danish Parliament habiba.danish@yahoo.com
Ms. Fawzia Koofi Parliament fkoofi@hotmail.com
Ms. Lisa Sorush Afghanistan Girls Cultural Center lisa_sorush@yahoo.com
Ms. Sabrina Saqheb Parliament sabrina_saqheb@yahoo.com
Ms. Safura Elkhani Afghanistan National Assembly safuraelkhani@yahoo.com

Bangladesh
Mr. A,F.M. Amir Hussain Bangladesh Public Administration Training Centre amirbpatc@yahoo.com
Mr. Abul Farah MD. Saleh UNDP-Chittagong Hill Tracts Development Facility mohammed.saleh@undp.org
saleh.farah@gmail.com
Mr. Alexius Chicham Indigenous Peoples Development Services alexiuschicham@yahoo.com
Mr. Amlan Chakma Taungya chakma_amlan@yahoo.com
Mr. Binota Moy Dhamai Asia Indigenous Peoples Pact (AIPP) Foundation bdtripura@hotmail.com
bdtripura@gmail.com
Mr. Chaing Seing Moung GRAUS (Gram Unnayon Sangathon) chaing.seing@gmail.com
Mr. Ching Prue UNDP-Chittagong Hill Tracts Development Facility ching.prue@undp.org
ching.prue@gmail.com
Mr. Jesmul Hasan Netherlands Embassy, Dhaka
Mr. Lalit Chakma Strategic Actions Society (SAS) Chakma_lalit@yahoo.com
Mr. Mathura Tripura Zabarang Kalyan Samity mathuratripura@yahoo.com
Mr. Pratikar Chakma Supreme Court of Bangladesh pchangma@yahoo.com
Ms. Mya Mya Nue UNDP-Chittagong Hill Tracts Development Facility mya.nue@undp.org
mya.nue@gmail.com
Ms. Naieu Prue Marma Balukhali Union Parishad maryprue_04@yahoo.com
Ms. Rahana Akhtar Ranu Parliament monsur@spd-undp.org
obaidullah@spd-undp.org
Ms. Ruapsree Newar UNDP-Chittagong Hill Tracts Development Facility rupasree.newar@undp.org
moni.newar@gmail.com

Bhutan
Mr. Chogyal Rigdzin Dungkhag Administration rigsun@yahoo.com
Mr. Dawa Bhutan Broadcasting Service Corporation dawa@bbs.com.bt
dawac1978@yahoomail.com
Mr. Nyingtob Norbu Gross National Happiness Commission dragonation82@yahoo.com
nyingtob@gnhc.gov.bt
Mr. Rinzin Penjore Dungpa (sub-district administrator) rigjore@yahoo.com

22
Ms. Chhimi Dem Centre for Bhutan Studies ceedem@hotmail.com
d_chhimi@yahoo.com
Ms. Lily Wangchuk lwangchhuk@hotmail.com
Ms. Tashi Wangmo Member of National Council of Parliament tashiwangmo2002@yahoo.com
Mr. Tashi Dorji High Court tashi137@hotmail.com

Cambodia
Mr. Chhunhak The Local Governance Office of the Ministry of Women's Affairs chhunhak@online.com.kh
Mr. Heng Sokkung National Assembly h_sokkung@yahoo.com
Mr. Honn Bun State of Ministry of Justice bunhonn@online.com.kh
Mr. Khun Sithon Research Centre for Development, Institute for Population sithon_sociology@yahoo.com
and Social Research (IPSR), Mahidol University, Thailand research.specialist@gmail.com
Mr. Kong Sophy Council for Administrative Reform sophya81@yahoo.com
sophy81@gmx.de
Mr. Meas Bunly UNDP Cambodia meas.bunly@undp.org
Mr. Sekano Koeut Royal Academy for Judicial Professions sekano5@yahoo.com
Mr. Seng Sovathana Village Focus International sovathanaseng@yahoo.com
sovathana@villagefocus.org
Mr. Sophea Nguonphan Anti-Corruption Unit (ACU) npsophea@yahoo.com
Mr. Soth Nimol Office of UN Resident Coordinator ( UNRCO), Cambodia nimolkha@yahoo.com
Mr. Sroy Srun MH Trading Cambodia srun.sroy@gmail.com
Mr. Yan Vandeluxe Senate of Cambodia vandeluxe@yahoo.fr
Ms. Chea Fung Royal Government of Cambodia cheafung@yahoo.com
Ms. Hang Rasmey World Vision Cambodia rasmey_hang@wvi.org
Ms. Mith Chanlinda National Assembly mithchan_chanlinda@yahoo.com
Ms. Moraship Uch UNDP Cambodia moraship.uch@undp.org
Ms. Socheata Touch United Nations Development Programme (UNDP) touch.socheata@undp.org
Ms. Socheath Sroy Youth Association of Cambodia (YAC) bcc_socheath@yahoo.com
Ms. Srey Ratha Phnom Phenh Constituency ratha64@hotmail.com

China
Mr. Chen Fei Qingdao Volunteer Association (QVA) chenfei@qingdao.gov.cn
Mr. Qu Dong Greenroots Power greenpowers@263.net
Mr. Ron Lo United Nations High Commissioner for Refugees (UNHCR) lor@unhcr.org
Ms. Guo Jie Legal Aid Center of M.O.J of China 60911@Vip.sina.com
Ms. Li Fang State Environmental Protection Administration (SEPA) fang.li@sepa.gov.cn
fangli6268@sina.com.cn

lndia
Mr. Akhilesh Kekre United Nations Volunteer (UNV) at UNDP akhilesh.kekre@undp.org
akhileshkekre@gmail.com
Mr. Kapil Sahasrabuddhe Centre for Environment Education (CEE) kapil.s@ceeindia.org
srkapil@vsnl.net
Mr. Sunil Gautam Indian Institute of Dalit Studies (IIDS) sgautam2005@gmail.com
Ms. Azu Taw D.N. Govt. College tawazu@rediffmail.com
tawazu@gmail.com
23
Ms. Karamcheti Swathi
Ms. Lanusangla Tzudir
Ms. Mohna Dhamankar
Ms. Ranjana Ganguly
Ms. Rita Boro
Ms. Shabana Patel
Ms. Shraddhaa Mahapatra
lndonesia
Mr. Aria Suyudi
Mr. Emir Rio Krishna
Mr. Fritz Edward Siregar
Mr. Happy Tarumadevyanto
Mr. Hayadin Hayadin
Mr. Lewi Nugroho
Ms. Catharina Any Sulistyowati
Ms. Dian Rositawati
Ms. Erma Suryani Ranik
Ms. Nisa Istiani
Ms. Sombolinggi Rukka
Ms. Tari Menayang
lran
Mr. Mahmoudreza Golshanpazhooh
Mr. Mahyar Safa
Ms. Zahra Maranlou
Lao PDR
Mr. Ekkasit Pathammavong
Mr. Phetla Thanthavongsa
Mr. Phouvieng Phongsa
Mr. Vilaphon Savatvong
Ms. Kheuavanh Chanthaphouvong
Ms. Kommaly Chanthavikham
Ms. Phetsamone Chandala
Ms. Sengphachanh Sonethavixay
Ms. Sonali Dayaratne
Ms. Sonenaly Inthavong
Ms. Soukphaphone Thongsavanh
Ms. Souparina Sisombath
24
Independent Development and Media Professional swathikaramcheti@yahoo.com
Dialogues on Indigenous Culture and Environment asanglatzudir@yahoo.co.in
LEAD India mohnaa@gmail.com
Ecoworks Consulting Private Limited
Centre for Organization Research and Education core_ne@coremanipur.org
NMP+ shabana786patel@yahoo.co.in
shabana786patel@gmail.com
United Nations Volunteer (UNV) at UNDP shraddhaa.mahapatra@undp.org
Center for Indonesian Law & Policy Studies aria@pshk.org
Bureau for Resources Development, ASEAN Secretariat emir@aseansec.org
Constitutional Court of the Republic of Indonesia fritz@mahkamahkonstitusi.go.id
EC - Indonesia FLEGT Support Project, Forest Law Enforcement, happy.tarumadevyanto@gmail.com
Governance and Trade
Office of Research and Development (R&D) Indonesia hayadin006@gmail.com
Institute for Economic Development Indonesia johaneslewi@gmail.com
Kuncup Padang Ilalang anyapd@telkom.net
Indonesian Institute for Independence Judiciary tita@leip.or.id
Perkumpulan PENA lamus@lycos.com
pena_kalbar@yahoo.com
University of Indonesia nisa.istiani@ui.edu
UNDP Regional Centre in Bangkok rukka@cbn.net.id
LEAD Indonesia lead@lead.or.id
Center for Strategic Research (CSR) mrgp_1@yahoo.com
Ministry of the Interior mahyarsafa@yahoo.com
Iranian NGOs Training Center smaranlou@gmail.com
smaranlou@hotmail.com
Governance and Public Administration Reform sakkasitpath@yahoo.co.uk
National Assembly of Lao PDR p_vongsa@yahoo.com
Ministry of Industry and Commerce p.phongsa@moc.gov.la
National Assembly of Lao PDR vlaphon@na.gov.la
vlaphon@gmail.com
Public Administration and Civil Service Authority kheauvanlao@yahoo.com.hk
Law Department
Governance and Public Administration Reform Program, UNDP phetsamone2005@hotmail.com
Integrated Capacity Building Programme, Mekong River Commission fullmoonseng@yahoo.com
UNDP Laos sonali_dayaratne@yahoo.com
Participatory Development Training Center sone_inthavong@yahoo.com
sone_inthavong@hotmail.com
UNDP Laos soukphaphone.thongsavanh@undp.org
UNDP Laos souparina.siombath@undp.org
 Malaysia
Mr. Ilbertus John
Mr. Nik Mohd Fahmee Nik Hussin
Mr. Wan Mohd Rahim Yusof
Ms. Mohd Jani Jarina
Ms. Noor Yuslinda Mohd Yusof
Ms. Norasikin Baharudin
Ms. Syahrizzad Abdul Rahman
Maldives
Mr. Ali Saleem
Mr. Mohammed Shafaz Wajeeh
Ms. Aminath Shadiya
Ms. Mariyam Mohamed
Ms. Saeeda Umar
Ms. Shahinda Ismail
Mongolia
Mr. Enkhmandakh Munkhkhishig
Mr. Nyamtsogt Zagdsuren
Mr. Tsolmon Tsedev
Ms. Ariunkhur Choijilsuren
Ms. Davaasuren Bilegt
Ms. Gantumur Munkhzul
Ms. Maitsetseg Khadbaatar
Ms. Munkhsaruul Mijiddorj
Nepal
Mr. Ashok Byanju Shrestha
Mr. Bijaya Ghimire
Mr. Binukumar Shrestha
Mr. Pradip Kumar Nepal
Mr. Sanjaya Neupane
Mr. Sher Dhan Rai
Ms. Jyotsna Maskay
Ms. Raji Dhital
Ms. Sangeeta Rijal
Ms. Srijana Shrestha
United Pasokmomogun KadazanDusun National Association (UPKO) pacos@tm.net.my
Independent Exectuive Leadership Coach nikmfahmee@yahoo.com
Management Planning Unit (MAMPU) wanrahim@mampu.gov.my
Institute Of Oceanography jarina@kustem.edu.my
Malaysian Institute of Integrity lindayusof1975@yahoo.com
Malaysian Institute of Integrity shikin@iim.com.my
Management Planning Unit (MAMPU) syahrizzad@mampu.gov.my
Ministry of Youth and Sports not listed
Human Rights Commission of the Maldives shafaz@hrcm.org.mv
Ministry of Higher Education aminathshadiya@hotmail.com
Department of Higher Education and Training mariyam@dhet.gov.mv
UNDP Maldives saeeda.umar@undp.org
Maldivian Detainees Network hindha@gmail.com
State General Prosecutor’s Office of Mongolia mandakh_1@yahoo.com
Parliament nyamtsogt@mail.parl.gov.mn
Ministry of Justice and Home Affairs tsolmon999@hotmail.com
Standing Committee on Legal Affairs ariunkhur@mail.parl.gov.mn
ariunhur10@yahoo.com
Ministry of Justice and Home Affairs of Mongolia dbilegt@yahoo.com
Khan-uul district Administration (Governor’s) Office zulaa7411@uahoo.com
Governor’s Office of Gobisumber Province michkasan@yahoo.com
National Center Against Violence moogiincav@hotmail.com
sarmunkhuul@yahoo.com
Municipal Association of Nepal askbyanju@yahoo.com
Nepal Kantipur Publications (P) Ltd. bijaya@kantipur.com.np
bijaya00@hotmail.com
National Human Rights Commission bishalu@gmail.com
binu.shrestha@nhrcnepal.org
Parliament Secretariat pradipnepal@yahoo.com
Kantipur National Daily, Kantipur Publications Pvt. Ltd sanjay.neupane@gmail.com
CPN (UML) District Party Office/Secretary of the District Committee prapdipnepal@yahoo.com
parliament@ntc.net.np
Asia Pacific Forum on Women, Law and Development jyotsna.maskay@gmail.com
International Union for Conservation of Nature (IUCN), Asia Regional raji.dhital@iucnt.org
Office, Bangkok, Thailand
The Kathmandu Post musicta@hotmail.com
musicta.rijal@gmail.com
Navin Regular Saving srijana22@yahoo.com
shresthasrij@hotmail.com
25
 Pakistan
Mr. Ahmad Sher
Mr. Assad Naeem Aiwan-E-Sadr, President Secretariat barinoor@yahoo.com
Mr. Imran Kazmi Syed kazmi_sih@yahoo.com
Mr. Muhammad Fayaz International Federation of Red Cross and Red Crescent Sociities (IFRC) fayyazz26@yahoo.com
Mr. Syed Ali Raza Common Law Practice sasa@brain.net.pk
khsyedaliraza@gmail.com
Mr. Syed Hammad Reza Zaidi New Mowasat Hospital, Kuwait hammadzaidi@gmail.com
Mr. Syed Mobeen Ahmed Tehsil Nazim, Bahawalnagar
Ms. Andaleeb Alam Kennedy School of Government, Harvard University andaleeb.alam@gmail.com
Ms. Hina Anwar Ali Anwar Ali and Associates hinaanwar@hotmail.com
Ms. Hina Lotia LEAD Pakistan hlotia@lead.org.pk
Ms. Maha Jahangir Regional Centre Bangkok, UNDP maha_jahangir@yahoo.co.uk
Ms. Shafaq Masood LEAD Pakistan smasud@lead.org.pk
Ms. Urooj Mazhar School of Leadership (SOL) uroojmazhar@gmail.com
evolve@sol.edu.pk

Philippines
Mr. Arvin Tolentino City of Pasay bongtolentino1971@yahoo.com
Mr. Carlo Loreto Provincial Board, Province of Leyte, Philippines baybayano@yahoo.com
baybayano@leyte.org.ph
Mr. Glenn Sumobay Local Government of Barangay Blanco sumobay@yahoo.com
Mr. Redento Recio De La Salle University, Manila reden_recio@yahoo.com
Mr. Romeo Cabarde Jr. Ateneo de Davao University meong_rtcj@yahoo.com
Ms. April Mendoza National Economic and Development Authority (NEDA) ahmendoza@neda.gov.ph
Ms. Jennifer Corpuz Tebtebba Foundation jingcorpuz@yahoo.com
corpuz.jennifer@gmail.com
Ms. Jennifer Navarro UNDP Philippines jennifer.navarro@undp.org
Ms. Maria Lourie Victor National Secretariat, Episcopal Commission on Indigenous Peoples louriev@yahoo.com
(ECIP), Catholic Bishops Conference of the Philippines (CBCP)
Ms. Maria Roda Cisnero Tanggapang Panligal ng Katutubong Pilipino (PANLIPI) manananggol@gmail.com
Ms. Mutya delos Reyes Corporate Social Responsibility Institute - League of Corporate mutya.md@gmail.com
Foundation
Ms. Norhana Kamid Mindanao Economic Development Council norhanakamid@yahoo.com
Ms. Pamela Grafilo Galing Pook Foundation pehm.grafilo@galingpook.org
Ms. Rowena Legaspi-Medina Children’s Legal Rights and Development Center, Inc. weng_882003@yahoo.com

Sri lanka
Mr. Anura Hemakumara District Secretariat anurahemakumara@gmail.com
Mr. Chatura Randeniya Centre for Policy Alternatives (CPA) chatura.randeniya@gmail.com
Ms. Bhavani Fonseka Centre for Policy Alternatives (CPA) bhavani@cpalanka.org
Ms. Kushani de Silva Legal Aid Commission and Human Rights Commission kushmadhu@yahoo.co.uk
Ms. Roshani Dharmawardena Kantale Divisional Secretariat rtdshani@yahoo.com
Ms. Surangi Chandani Divisional Secretariat, nsurangi@yahoo.com
Ms. Tharumini Wijekoon Ministry of Disaster Management and Human Rights tharumini@gmail.com
(Bandara Mudiyanselage)

26
 Thailand
Mr. Amornsak Kitthananan
Mr. Phichet Nanta
Mr. Songphonsak Ratanawilailak
Ms. Jaruwaree Snidwongse
Ms. Lway Aye Nang Nang
Ms. Nittaya Wisetkantrakkorn
Ms. Phonchan Kraiwatnutsorn
Ms. Piyasurang Kuljittiprasit
Ms. Preechaya Khamjaroen
Ms. Supannee MAHANNOPAKUL
Timor Leste
Mr. Duarte Tilman Soares
Mr. Edgar Sequeira Martins
Mr. Jose da Costa Ximenes
Mr. Miguel Pereira de Carvalho
Mr. Noel Bernardo de Carvalho
Ms. Maria Rosa Xavier
Vietnam
Mr. Tuan Ha Van
Ms. Ngan Tran Thi Kim
Ms. Nguyen Dao
Ms. Nguyet Do Van
Ms. Thi Bich Ngoc Doan
Ms. Thu Thuy Pham
Ms. Tran Thi Huong Trang
Ms. Trinh Thu Nga
Ms. Vu Phuong Ly
UNDP Regional Centre in Bangkok amornsak_k@yahoo.com
Heinrich Boell Foundation Southeast Asia Regional Office pichet@hbfasia.org
IMPECT Association impect@cm.ksc.co.th
World Vision Foundation of Thailand jaruwaree_snidwongse@wvi.org
Women’s League of Burma (WLB) lwaynang@yahoo.com
wlb@womenofburma.org
Indigenous Knowledge and Peoples Network for Capacity Building in secretariat@ikap-mmsea.org
MMSEA
Youth Venture moonewey@yahoo.com
Office of the Public Sector Development Commission piyasurang@opdc.go.th
Khamjaroen Co. Ltd angun057@hotmail.com
kriengsak@kriengsak.com
CCPE maeping @dome.eng.cmu.ac.th
Dili District Court Duarte_1974@yahoo.com
Technical Secretariat For Electoral Administration edgar_m@hotmail.com
erusamoi@yahoo.com
Public Prosecutor’s Office dacosta_ximenes@yahoo.com
Ministry of State Administration (MSA) miguelcarvalho76@yahoo.com
TradeInvest Timor-Leste leboscar@hotmail.com
GFFTL or Young Women’s Association rosa_xavier@hotmail.com
naro_xavier2000@yahoo.com
Provincial People’s Council (PPC) havantuan2001@yahoo.com
An Giang Foreign Affairs Department greencactie@yahoo.com
Parliament daoagu@yahoo.com
nthdao@agu.edu.vn
Live and Learn for Environment and Community dv.nguyet@gmail.com
Vietnam Investment Review bichngoc@vir.com.vn
bichngocvir@yahoo.com
Ministry of Agriculture and Rural Development brissiesugar@yahoo.com.au
Law and Policy of Sustainable development Research Center huongtranghp@yahoo.com
Ministry of Labour Invalids and Social Affairs ngatt8@yahoo.co.uk
UN Office of Resident Coordinator, Vietnam ly_gds@yahoo.com
27
United Nations Development Programme
Regional Centre in Bangkok
3rd Floor, UN Service Building
Rajdamnern Nok Avenue
Bangkok, 10200, Thailand
March 2009

Website: http://regionalcentrebangkok.undp.or.th/