Internship Report On

AGA KHAN RURAL SUPPORT PROGRAMME (NGO)

(A Project of Aga Khan Foundation)

Area Office Booni Chitral

Haikel Jan

BBA (Hons) Finance

Session 2013-2017

INSTITUTE OF MANAGEMENT STUDIES

UNIVERSITY OF PESHAWAR
 Internship Report On

AGA KHAN RURAL SUPPORT PROGRAMME (NGO)

(A Project of Aga Khan Foundation)

Area Office Booni Chitral

This Internship Report is submitted to the Institute of Management Studies

University of Peshawar. This is in accordance with the completion of Bachelors of
Business Administration as regulated by Higher Education Commission of
Pakistan.

INSTITUTE OF MANAGEMENT STUDIES

UNIVERSITY OF PESHAWAR

2
AGA KHAN RURAL SUPPORT PROGRAMME (NGO)
(A Project of Aga Khan Foundation)

Internship Report (2017)

By
Haikel Jan

BBA (hons)
Roll No: 21
Session 2013-17
Intern, Finance Section

Tenure (7th july10th September)

AKRSP AREA OFFICE BOONI CHITRAL

Address: (Regional Office Chitral): Shahi Qilla, Chitral, Khyber Pakhtunkhwa,

Pakistan.
Address (Area office Booni): Near choke, main bazar, Booni, Chitral.
Phone: +92 (943) 412720 / 412727 / 412736 / 412979
Fax: +92 (943) 412516
Email: info@akrsp.org.pk
Web: www.akrsp.org.pk

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 Acknowledgment

In the name of Allah, the most merciful and beneficent

First of all I would like to thank Almighty Allah who directed me in every
stage of life, and who grand me strength to accomplish the best and
helped me to vanquish every attempt and difficulty which I faced in
pursuing my journey of getting professional education and throughout
my life.
I awe my deep and sincere thanks to Mr. Sardar Ayub, Regional
Program Manager (RPM) AKRSP Regional office Chitral, who gave me
a chance for this internship. I am very thankful to my supervisors
Madam Durrnayab who gave me good assistance in preparing internship
report. My gratitude goes to Sir Zahir Ali Shah Finance Officer AKRSP
Area Office Booni, under his kind supervision we learned a lot from him
and had a wonderful time in the organization. He was always ready to
corporate with us and I am personally very impressed by his kind
behavior. I also want to thank Sir Imtiaz Ahmad (Project Manager),
Madam Khalida Khanum (HR/Admin Officer), Sir Shakeel Hussain
(CKMO), Sir Atta ur Rahman and everyone in organization who made
friendly environment in the office. Besides, I am very grateful to my
Teachers: Sir Mehboob Rashid, mam Sonia Shams, Sir Saif ullah. Sir
Dr. Junaid and other teachers
for being ready to lend a hand to me for my education and personality
grooming. In addition to this I am very pleased to my parents for their
prayers, love and all kind of guidance which helped to keep my morale
up during this internship. At the last I indebted all the contributed to the
successful completion of my internship report.

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 LIST OF ABBREVIATIONS

AKF Aga Khan Foundation

AKRSP Aga Khan Rural Support Programme
GBC Gilgit Baltistan and Chitral
IDS Institutional Development Survey
LSOs Local Support Organizations
NAC Northern Areas and Chitral
VOs Village Organizations
WOs Womens Organizations

PM Program Manager
RPM Regional program manager
MER Monitoring, Evaluation and Research
ID Institutional Development
HR Human Resource
MSMEs Micro Small and Medium Enterprise Development
CPI Community personal infrastructure
SDS Skill Development Specialist
FC Finance Coordinator
NGO Non-Government Organization
SDC Swiss International Development Corporation

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 EXECUTIVE SUMMARY

This report contains comprehensive study of the finance section, at Area

Office of AKRSP in Booni Chitral. This report is an output of six weeks
internship at AKRSP from July, 22 to September, 1. AKRSP is a well-
known and reputable non-profit, non-denominational and non-
government organization established by the Aga khan Foundation in
December, 1982 with the aim of improving the quality of life of the
people of Gilgit, Baltistan and Chitral. AKRSP works in the six districts
of Gilgit-Baltistan and the Chitral district in Khyber Pakhtunkhwa.
AKRSPs development approach gives greater importance to the people
and their abilities. It is based on the belief that local communities have
tremendous potential to plan and manage their own development, once
they are organized and provided access to necessary skills and capital.
AKRSP offers many services like, Youth Internship Programmes, Early
Child Development, Village Organization and Collective Savings,
Productive physical Infrastructure, Credit, Extension Trainings,
Marketing, Womens Programme, Village Planning. In this report my
focus will be more on the functions of AKRSP Regional office Chitral
and Area office Booni Chitral. In 2011, AKRSP initiated Water and
Energy Security project with financial support from Swiss agency for
Development and Corporation (SDC). Under this project water based
energy has been provided to two remote villages, Yarkhoon and

6
Laspoor, in Chitral, Pakistan. The progect installed two micro-hydels in
the villages of Pawoor Yarkhoon and Raman Laspoor with the capacity
of 800 KW and 500 KW respectfully. Upon the completion of the hydro-
electric infrastructure in phase 1 in March 2015 the second phase (2015-
2018) received another grand from the Government of Switzerland. A
salient feature of Water Energy and Security (WES) Phase 2 is that it is
managed by community owned power utility companies. These
companies are enacting their role as a leading agent for change as the
will be working on ecological usage of resources in the catchment areas
in the future. The practice and procedure learned during the tenure is
going to be very helpful for my future. This internship report covers all
aspects related to introduction of AKRSP, function, objectives,
activities, information about finance section, and Organizations
performance. I prepared this report on the basis of interviews of the
staff, finance officers and review of the annual reports, I also analyze the
strengths, weakness, opportunities and threats of the organization on the
basis of data.

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 Contents
1 AKRSPin Brief ......................................................................................................................11

1.1 NTRODUCTION............................................................................................................. 13

1.2 My first visit at AKRSP ...................................................................................................14

.
1.3 Objectives of AKRSP ......................................................................................................15

1.4 Mission Statement ..........................................................................................................16

1.5 Vision Statement ............................................................................................................ 17

1.6 STRUCTURE OF AKRSP .............................................................................................18

1.7 AKRSP Organizational Chart .........................................................................................19

1.8 AKRSP Core Office Organogram ................................................................................. .20

1.9 SECTIONS/DEPARTMENT OF AKRSP ......................................................................21

1.9.1 ECONOMIC DEVELOPMENT ................................................................................. 22

1.9.2 GENDER AND DEVELOPMENT SECTION (G & D) .............................................22

1.9.3 COMMUNITY PHYSICAL INSFRASTRUCTURE (CPI) ....................................... 23

1.9.4 HR & ADMINISTRATION......................................................................................... 23

1.9.5 Institutional development............................................................................................ 24

1.9.6 Market/ Enterprise Development (ED) ........................................................................, 25

1.9.7 FINANCE SECTION ................................................................................................... 25

1.10 Nature of AKRSP .......................................................................................................... 26

1.11 Declared/approved mandate: ......................................................................................... 27

1.11.1 Definition of NGO ...................................................................................................... 27

1.12AKRSP Services Offered .................................................................................................27

2 Structure and functions of the Finance Section.......................................................................28

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 2.1 Finance and Accounting Operations................................................................................. 28

2.2 Structure of AKRSP Finance Section ...............................................................................29

2.3 Financial Polices............................................................................................................... 30

3 Accounting software.............................................................................................................. 31

3.1 Source of Funds ..................................................................................................................32

3.2 AKRSP Sources and Application of Fund 1983-1993 .......................................................33

3.3 AKRSP and Donors........................................................................................................... 34

3.4 ALLOCATION OF FUNDS ............................................................................................. 34

3.5 Practical Practices during Internship ................................................................................. 35

4 Swot Analysis ..........................................................................................................................36

5 Objective of the study............................................................................................................ 37

5.1 Working in Finance Section............................................................................................... 38

5.1.1 Duties.............................................................................................................................. 38

5.2 Accomplishments.............................................................................................................. 38

5.3 NEW KNOWLEDGE ACQUIRED ................................................................................. 39

5.4 PROBLEMS ENCOUNTERED ....................................................................................... 39

5.5 IMPACT OF THIS EXPERIENCE ON MY CAREER ....................................................39

6 Conclusion.............................................................................................................................. 40

7 Recommendations................................................................................................................... 41

8 ANNEXURES DETAI............................................................................................................ 42

8.1 Annex................................................................................................................................. 42

8.1.1 AKRSP Organizational Chart ........................................................................................ 42

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 8.2 Annex............................................................................................................................. 43

8.2.1 AKRSP Core Office Organogram .............................................................................. 43

8.3 Annex ............................................................................................................................ 44

8.3.1 Source of funding: ...................................................................................................... 44

8.4 ANNEX ......................................................................................................................... 45

8.4.1 Members of the AKRSP Board of Directors............................................................... 45

9 References............................................................................................................................ 47

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Chapter 1

INTRODUCTION

1.1 Background of the Study

The report is about AKRSP (Aga Khan Rural Support Programme), a

well-known and reputable Non-Government organization a part of Aga
Khan Development Network (AKDN), which is playing its role in the
socio economic development of the people of Gillgit-Baltistan and
Chitral since 1982. Being a final year BBA (Hons) Students. It is the
mandatory degree requirement of the university to do six week
internship at any organization. For this purpose I was engaged with
AKRSP for the six (6) weeks as interns. Being students of finance,
spend six months in finance section of AKRSP Area Office Booni,
Chitral. Where I get know how about the organizational structure and its
Environment. My main focused area is financing section of AKRSP
Chitral, that how the finance practices are in progress? The purpose of
this report document is to explain in detail about what I learnt in the
finance section of AKRSP, Its role and function within the organization.

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 1.2 Purpose of the Study

The purpose is to understand how numerous operations are carried

in the Organization of the real world. The purpose of the study is to
assess the real role, performances and functions of AKRSP and to
analyze the financial functions and other aspects of Aga Khan Rural
Support Programme (AKRSP) where I worked as an Internee. The
foremost objective is to gain practical Knowledge in relevant field, to
know about professional environment of office and to review the
existing workforce including allocation in order to make
recommendations for optimizing resource allocation taking into
account the current organization. Based on the different analysis,
recommendations are made for the improvement of AKRSPs
financial management and other areas of AKRSP.

1.3 SCOPE OF THE STUDY

The scope of this particular study is restrained to AKRSP Management

organizational structure. More especially the finance department of
AKRSP is the major emphasis of this study. The objective is to identify the
most appropriate aspects of finance department. As AKRSP is supported
by different donors organizations and states, attracting donors in todays
like situation in which the country internal security is not that
encouraging for foreigners. In this study we will discuss in detail about
the donors and their concerns and expectations. In order to compete in

12
the new environment, especially when the deregulation of the industry
and entry of Private Telecommunication Companies is at the doorstep. it
is essential for PTCL to upgrade its systems, resources and infrastructure
to overcome the future challenges.

1.4 SCHEME OF THE REPORT

The report has been divided into the following sections and chapters:

SECTION I

Chapter 1: Introduction of the Report

This chapter consists of the background of the study. It also looks into
the purpose of the study, scope of the study, methodology and scheme
of the study.

SECTION II

Chapter 2: Review of AKRSP

This is the main body of the report. It is basically the literature review.
This gives an overall review of the AKRSP. In this chapter history of AKRSP
is discussed in detail. In this chapter the Vision, Mission of AKRSP are
discussed. It also contains the AKRSP.

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Chapter 3: Organizational Structure

This chapter comprehends details about Organizational Structure of

AKRSP, its board of directors and management. There is organizational
chart. It discusses human resource management structure at AKRSP. It
has data about Core offices, Regional office and Area office and describes
the services AKRSP provides to the people of GBC.

Chapter 4: Finance Department of AKRSP

This chapter includes the information about finance department of

AKRSP; it discusses functions of finance department, also the
information about finance and accounting system of AKRSP, and
information about funding partners and donors of AKRSP. Also, the
information regarding major and minor expenditure of AKRSP is
included.

Chapter 5: Financial Statements

14
This chapter includes the financial statements of PTCL for 3 years.
Financial statements includes balance sheets, Profit and loss account and
cash flow statement. Details about different terms used in the financial
statements are also included in this chapter.

SECTION III

Chapter 6: SWOT Analysis

This chapter includes the information regarding strengths, weaknesses,

opportunities and threats faced by AKRSP.

SECTION IV

Chapter 8: Findings and Recommendations

Observations of the organization are conducted and on the basis of these

findings suitable corrective steps are recommended. These
recommendations are very specific, concrete, to the point, and practical.

15
Chapter 2
HISTORY OF AKRSP

2.1 History of AKRSP

The Aga Khan Rural Support Programme is a private, non-profit

company, established by the Aga Khan Foundation in December, 1982
to help improve the quality of life of the villagers of Gilgit Baltistan and
Chitral. AKRSPs development approach gives greater importance to the
people and their abilities. It is based on the belief that local communities
have tremendous potential to plan and manage their own development,
once they are organized and provided access to necessary skills and
capital. The initial overall objectives of AKRSP were to double the per
capita income of local communities in GBC and develop a practical rural
development model which could be replicated in Pakistan and other
countries.
To achieve these major objectives, AKRSP set itself the specific
objectives of reducing poverty, developing local institutional capacities,
and raising womens participation in developmental activities. An
impressive portfolio of international donors has contributed to the
AKRSP for it to continue its programmes in the GBC region. Among
them, the Canadians are most notable, staying with it from the start to
the present. It was established in 1982 with a mandate to focus on
income generation in collaboration with government departments,

16
elected bodies, national and international development agencies and
commercial institutions.
AKRSP is expected to perform as a catalyst for rural development,
organizing resources so that the company
itself progressively withdraw from the project areas, as local structures a
regradually developed to sustain the development process. AKRSP
works in the six districts of Gilgit-Baltistan and the Chitral district in
Khyber Pakhtunkhwa. It started its activities in 1982 in the Gilgit region.
In 1983 it extended to Chitral and in 1986 it penetrated into Baltistan.
By 1993 it had set a firm foot in the Astore district of GB. The AKRSP
has focused on the creation of the LSOs which cater to the evolving
needs and aspirations of the people of GBC. It has meanwhile
branched out into bringing the youth into the fold of development.
AKRSP has organized village organizations (VOs) and womens
Organizations (WOs) in NAC region. AKRSP has also implemented
various training programmes to build and enhance the capacities of the
community organizations to collectively manage village
development programmes on a sustainable basis.

17
2.2 Definition of NGO

A non-government organization (NGO) is a non-profit voluntary

citizens group, which is organized on a local, national or international
level. Task oriented and driven by people with the common interest.
NGO perform a variety of services and humanitarian functions, bring
citizen concern to governments, advocate and monitor policies and
encourage political participation through provision of information. Some
are organized around specific issues, such as human rights, environment
or health. Some focus on humanitarian assistance and some on poverty
alleviation. NGO according to their charter, work for betterment of
humanity in all walks of life irrespective of race, religion, area and faith.
While most of the NGOs work at the grass-root level with the
communities, some provides analysis and expertise. They also serve as
early warning mechanisms and help, monitor and implement
international agreements.

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2.3 Nature of AKRSP

AKRSP is a NGO, formed by AKF to help improve the quality of life of

the people of northern Pakistan. It was established in 1982 with a
mandate to focus on income generation in collaboration with
government departments, elected bodies, national and international
development agencies and commercial institutions. Its also expected to
assist other agencies in promoting social sector programs AKRSP is
expected to perform as a catalyst for rural development, organizing
resources so that the company itself can progressively withdraw from
the project area, as local structures are gradually development process.
The seed money for AKRSP was provided by the Aga Khan Foundation,
and it now contributes roughly 25% of AKRSPs budget. The balance is
made up of contributions by donors such as the Swiss International
Development Corporation (SDC), the Canadian International
Development Agency, Albert Agency for International Development,
the food Foundation, OXFAM, the Overseas Development
Administration of the UK. The Government of the Netherlands, the US
agency for International Development Department and Northern Areas
Council. In addition, AKRSPs agriculture credit programme is
donated by Habib Bank Limited and the National Development Finance
Corporation.

19
AKRSP is led by Mr. Abdul Malik, General Manager AKRSP. AKRSP
aim is the development of remote areas in GBC. Following are the
development areas:

1. Economic Development.
I. Productive Infrastructure.
II. Market Development/value chain development

2. Social Development.

I. Institutional Development.
II. Gender, youth and Poverty

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2.4 Objectives of AKRSP

Double the per capita income of local communities in GBC.

Develop a practical rural development model which could be
replicated in Pakistan and other countries.
To increase the employment opportunities of the rural
populations of the areas in which they operate.
The creation of village organizations (VOs) and, ultimately, of a
series of local institutions to sustain these VOs and to assume the
functions currently being undertaken by AKRSP. The appropriate
form of these support institutions is still being investigated, but it
seems likely that they will include a federation of VOs (to provide
training, technical assistance and supervision) and a development
finance company.
The creation of physical infrastructure designed to increase
incomes and employment opportunities, to serve as an initial
focus for the activities of the VOs and to improve the
management of the natural resource base.

21
2.5 Mission Statement

Aga Khan Rural Support Program works to improve the living

standards of the people in the remote areas of underdeveloped
and developing countries. AKRSP attains these objectives
through its different projects like women empowerment, better
productivity from the agriculture lands, women entrepreneurships,
through clean energy production and many other projects.

1.4 Vision Statement

An empowered, equitable, socially cohesive economically

and prosperous society.

1.4 My first visit at AKRSP

I joined Aga Khan Rural Support Programme Area Office Booni Chitral
(AKRSP) on 22July, 2017. It was first day there. I was keen to know
about AKRSP, before that I had just heard about AKPSP. At first day I
meet with some of the staffs. We had a little introduction with each
other. The staffs were really encouraging. Rest of the day I spent with
Sir Zahir Ali Shah (Finance Office) in his office.

22
Chapter 3

ORGANIZATIONAL STRUCHTER AND HIERARCHY

3.1 STRUCTURE OF AKRSP

The entire programme is directed by a Board of Directors led by a
Chairman. The BODs is represented by members from the target
community, government institutions, academia, specialists from
developmental organizations and the corporate sector. The management
of AKRSP consists of the core management and regional management
teams. The General Manager (GM) is the overall head of the
organization with a team of professionals for each development sector.
These sector-specific heads are called Programme Managers while the
regional heads are called Regional Programme Manager (RPM). The
regional management teams consist of section managers, project
managers and area managers. There are other professionals and support
staff at all the three levels of the management structure. The regional
Programme team consists of 50-70 professional and support staff and a
Regional Programme Manager heads the regional office and Area
Manager heads the Area office.

23
3.2 Liaison Office of AKRSP

AKRSP Liaison office is located in Level Nine, Serena Business

Complex, Khayaban-e-Suhrawardy, opposite Convention Centre,
Islamabad, Pakistan, headed by General Manager. Beside there
are Regional Offices and Area Offices like;

Registered Office
5th Floor, Jubilee Insurance House, Chandigarh Road, Karachi,
Pakistan

Head Office Gilgit

Babar Road, P.O. Box 506, Gilgit,
Pakistan.

Regional Programme Office Gilgit

Noor Colony, Jutial, Gilgit, Gilgit-Baltistan,
Pakistan

Regional Programme Office Chitral

Shahi Qilla, Chitral, Khyber Pakhtunkhwa,
Pakistan

24
Regional Programmr Office Baltistan
Satpara Road, Skardu, Gilgit-Baltistan,
Pakistan

Area Offices

Area offices Booni Chitral

Area Offices Astore

Area Offices Gizer

Area Offices Hunza

Area Offices Ghanche

25
3.3 AKRSP Management Structure

26
3.4 Core Office Organogram

27
3.5 AKRSP BOARD OF DIRECTORS

Azizuddin Bolaani
Chairman AKRSP Board

Javed Iqbal
Vice Chairman

Shoaib Sultan Khan

Member

Akhtar Iqbal
Chief Executive Officer AKF

Ajeeba Aslam
Member

Abdul Jehan
Member

Bibi Sultana Buharnuddin

Member

28
Muhammad Zaheer
Member

Nusrat Nasab
Member

Faizan Ajanee
Ex Officio

Muzaffar Uddin
CEO AKRSP

Nawab Ali Khan

Ex Officio

Thomas Austin
Ex Officio

Zariff Badruddin
Ex Officio

29
3.4 SECTIONS/DEPARTMENT OF AKRSP

In this chapter we analyze AKRSP geographical locations and

organization structure, the various sections of AKRSP (departments).
AKRSP works at different levels in all districts of GBC. Raising the
incomes and quality of lifes of 106 million poor people in the backward
areas of GBC.
1. Development institutional and technical models for equitable
development.
2. Evolving sustainable. Long-term strategies for productive
management of natural resources. For achieving these three objective
AKRSP develops three broad programs includes.
1. Social Development.
2. Resource Development.
3. Market Development

30
3.5 HR & ADMINISTRATION

HR and Administration are a single section and have a crucial role in the
organization. HR perform the function of Hiring, Training, Apprising,
Compensation, decorum and other activities. In the other hand
Administration enabling environment for multiple diverse hierarchies to
insure day to day operations, logistical facilitation, events meeting,
works shops facilitating faculties to group and individual official, office
maintenance and coordination with stakeholders.

3.6 ECONOMIC DEVELOPMENT

AKRSP in this particular area have always focused on creating income

generation and job opportunities through diversification of economy,
value addition, introduction of new technologies and improved
acceptance of private business as for to sustainable livelihoods. Initially
it was called market section then enterprise development and now
economic development. This is because of the changing needs and
requirements in the field of micro, small and medium enterprises
development (MSMEs).
1. Women entrepreneurship development.
2. Agri-business development.
3. Gems sector development.

31
3.7 GENDER AND DEVELOPMENT SECTION (G & D)

Since from the beginning, AKRSP follows gender and development

approach as it as considers promoting equality between men and women
for inclusive development. There is growing recognition of inequalities
and unleveled playing field for women that call for the affirmative
actions and creation of conditions to avail equal opportunities. However,
it signifies the aspiration to work towards a society where there is
freedom from poverty, and women and men, girls and boys have equal
opportunities to make choices where they can live together with dignity
as valued members of their families and communications.

3.8 COMMUNITY PHYSICAL INSFRASTRUCTURE (CPI)

Community physical infrastructure is also called engineering section that

involves in the constructions of community infrastructure projects. The
major project includes irrigation projects, links roads, protective works
and water supply schemes. AKRSP spends lot of sums in improvement
of infrastructure of GBC.

32
3.9 Institutional Development

This section has crucial role in AKRSP. This aim foster development
through local institutions.
This section further divide into two component

3.9.1 Institutional Capacity Building and Networking

Institutional capacity building and networking works with LSOs,
other NGOs and Government departments.

3.9.2 Youth development

Youth development is sub component of ID that deals with youth
organization and youth itself through programs like internships, financial
awards, leadership development programs.

33
3.11 Market/ Enterprise Development (ED)

AKRSP has developed the current market development approach based

on the lessons learned from its previous programs of marketing and
enterprise development implemented in the entire region. The demand
for business development services in the program area has been
growing, and this growing demand suggests that civil society,
public, private, and NGO sector should develop partnerships and linkage
among themselves to meet their demand for service. AKRSP has been
working with the service providers to improve supply side conditions
and with the service recipients to improve demand side conditions in
markets. To further excel this process, AKRSP first identifies demand
for missing products and services and then searches for competitive
service providers within the program area in Pakistan.

34
3.12 AKRSP Services Offered

The following services offered by AKRSP

Youth Internship Programmes

Early Child Development
Village Organization and Collective Savings
Productive physical Infrastructure
Credit
Extension Tanning
Marketing
Womens Programme
Village Planning

35
Chapter 4
AKRSP DIFFERENT PROGRAMMES

4.1 ECONOMIC PILLAR

AKRSP has built a strong foundation of peoples institutions,

comprising more than 3700 Village and Women Organizations, majority
of whom have come together to establish more than 60 Local Support
Organizations as their representative institutions. These LSOs take on a
multi-sector agenda in partnership with a wide array of partners
including the local government departments. LSOs are increasingly
taking on a development agenda that goes beyond the traditions.

4.1.1 Renewable Energy

Aga Khan Rural Support Programme (AKRSP) initiated the

project Water and Energy Security in 2011 with financial support
from the Swiss Agency of Development Cooperation in Pakistan
for Yarkhun and Laspoor valleys of East Chitral District. The
project provided hydro-power based energy and installed two
micro-hydels in the villages of Pawoor (800 KW) and Raman (500
KW). The project also introduced an institutional reform by
targeting village-owned power utility companies (PUCs).

36
Upon termination of the hydro-electrical infrastructure in Phase I,
a 2nd phase (2015 2018) received another grant from the
Government of Switzerland. The Water and Energy Security
through Micro Hydel Project (WES MHP-II, 2015-2018) aims to
increase economic ecological development opportunities
through utilization of electricity in Yarkhun and Laspoor Valley.
The objectives of the project are to stimulate sustainable
livelihood options for surrounding households, while protecting
them simultaneously and efficiently against the natural hazards.
The project benefits approximately 2,200 households directly from
electricity along with extended project interventions.

The strategy for Phase II is based on community-owned Power

Utility Companies in both valleys as the leading stakeholder. They
shall not only be accountable for the supply electricity in upgraded
and expanded small grids, but shall also care about an ecological
use of the surrounding resources in adjacent catchment areas,
thus mitigating risks for natural disasters. The project induces
complementary incentive schemes to stimulate more ecological
agriculture, fisheries and off-farm gender responsive business
opportunities in both valleys. The project will also focus on equal
participation of every fragment of the society (men, women, young
girls/boys and elderly) to be equally involved and take benefit
from the intervention.

37
Funded by: Government of KP, PPAF, Swiss Agency for
Development and Cooperation (SDC)
Project Duration: 3 Years (August 2014 November 2017)
Geographic Focus: All 24 Union Councils of Chitral District

Objectives

To provide the communities with access to clean and

renewable energy for domestic and commercial purposes

To promote productive use of energy for generating income

opportunities for the rural households

To reduce socio-economic disparities through an efficient

use of hydro-power energy and a better protection against
water-induced natural disasters.

Key Targets

Construction of 57 Micro-Hydro and Mini-Hydro Projects

(MHPs) mostly in peripheral villages and Off-Grid Areas of
Chitral covering more than 15,000 households in the district

Generate 8.2 Megawatts Electricity for domestic and

productive use

Formation and strengthening Local Community Based

Power Utility Companies

38
Key Achievements

Two micro-hydro units (Yarkhun 800 KW and Laspur 500

KW) successfully commissioned providing electricity to 2,200
households another (500 KW) is near completion in
Shoghore (Garam Chashma)

Two Local Power Utility Companies Formed (Functioning),

another is in progress

55 Project are registered with UNFCCC as a CDM (The

World Bank) projects

147 AKRSPs constructed projects in GBC with total

generating capacity of 13.5

Megawatts provides electricity to 27,730 households

(222,000 individuals)

AKRSPs approach and achievements in renewable energy

sector have justifiably won the prestigious Ashden Award
and the Global Development Networks Japanese Award for
Most Innovative Development Project

39
4.1.2 Satpara Development Project

Satpara Development Project (SDP), with financial portfolio of

US$ 20 million, is a five-year (05) Project designed to maximize
the impact of Satpara Dam Project on the people living within the
command area of Right and Left Bank Canals of the Satpara Dam
which was completed earlier with a US$ 27 million funding from
people of United States of America through USAID. SDP will
contribute to this ultimate objective through four complementary
components: (i) Efficient Use of On-Farm Irrigation Water, (ii)
Enhanced Productivity of Higher Value Horticulture and Dairy
Products, (iii) Enhanced Processing and Marketing Capacity of
the Area, and (iv) Creation of an Enabling Environment for the
Agriculture Sector to Grow. All the four components of the project
are designed to be mutually reinforcing and interactive as to most
effectively achieve long term, sustainable results at scale. In
terms of program implementation, the Aga Khan Rural Support
Programme (AKRSP) is responsible for most of the project
activities and directly implement in the field while Aga Khan
Foundation Pakistan (AKF-P) is responsible for implementation of
larger activities and is also responsible for inter-agency
coordination, monitoring and grant management being the
Executing Agency; it bears the ultimate responsibility for project
results and reporting to USAID. The project is being implemented

40
within the command area of LBC and RBC of the Satpara Dam in
Skardu town between the villages of Hoto Ranga in the West and
Thorgo Bala in the East with Skardu Town in the middle.

Funded by: USAID, Government of USA

Project Duration: 5 Years (March 2012-March 2017)
Geographic Focus: Skardu (command area of right and left bank
canals of the Satpara Dam)

Goal:

To increase agricultural GDP growth by two-thirds (assuming a

baseline annual growth rate of 3 per cent), increasing
employment and reducing rural poverty by 20 per cent over the
next 5 years in Satpara Development Project Area.

Objectives

To increase on-farm water use efficiency, agro-productivity and

agro-marketing facilities within the command area of the Satpara
Dam Irrigation Scheme in order to provide income generating and
employment opportunities.

Key Targets

Provide efficient irrigation to more than 15,000 acres of land

benefiting 12,000 households in Skardu

41
 Organize farmers into 137 Water Users Association for
efficient management of newly developed irrigation system

Enhance productivity of High-Value Horticulture and Dairy

Products by training 700 producers/farmers

Strengthen local market economy by creating 4850 jobs

Key Achievements

18 main channels and 150 tertiary channels completed.

130 water users associations and 40 Farmer enterprise

groups have been formed.

175 passive solar greenhouses constructed and 50

dehydration units have been provided to awardees.

27 commercial fruit orchards, 12 vegetable farms have been

establish.

06 mother fruit nurseries established and in year 2016 over

12 thousand certified fruit trees will be available for sale.

500 farmers trained in fruit processing skills. And One milk

processing unit and one yogurt processing unit established

Artificial insemination services have been established in

partnership with private and public sector and over 3000
successful cases have been reported.

42
4.1.3 Gems & Jewelry Project

In 2013, AKRSP initiated the project Gilgit-Baltistan The Jewel

of Pakistan: Developing a Sustainable Value Chain in the Gems
and Jewelry Sector in Gilgit-Baltistan and Chitral. The project
targets all the stakeholders in the gems sector, from mine to
market, including miners, processors, marketers and final
consumers. The objective of the project is to develop a
sustainable value chain in the gems and Jewelry sector in GBC
by improving the mining situation, upgrading technology and skills
for processing and value addition, improving design and product
development and developing the market for the final products.
The project is preceded by a thorough research of the value
chain, currently ongoing. Additionally, coordination meetings and
awareness session are being conducted prior to initiating target
activities. A baseline study on the gems and jewellery sector was
conducted and preliminary training provided towards a needs
assessment on safe mining.

Funded by: European Union (EU)

Project Duration: 34 months: (June 2013 March 2016)
Geographic Focus: Gilgit-Baltistan and Chitral

43
Objectives

To develop a sustainable value chain for Gems and Jewellery

sector in Northern Pakistan Project

Key Targets

Basic and advanced training for more than 1500 in cutting,

polishing and jewellery making

Strengthening market based services

Performance improvising and strengthening of

competitiveness

Upgrading skills and introduction and use of new technology

Improving national and international

Key Achievements

190 individuals (22 men and 168 women) were trained in

basic Gems cutting and another 233 individuals (39 men and
194 women) were trained in advance Gems cutting and
polishing.

174 individuals (155 young women and 19 women) were

trained in jewellery making and 22 men were trained in
gemstone valuation.

44
 Three service providers were supported in advanced
technology.

11 service providers from across GBC were provided with

Technical Assistance Support.

9 lead enterprises were supported from across GBC in

acquiring appropriate technology to enhance production
capacity.

858 miners including 20 women were trained in improved

mining practices.

Video documentary of Gilgit-Baltistan the Jewel of Pakistan

to highlight the natural resource, culture and sceneries and a
catalogue on gemstones of Gilgit region and distributed
1,000 copies.

Supported Government Tourism Department to organize two

national level exhibitions.

Assessment of mining situation conducted with identification

of issues and provision of strategic guidelines for developing
artisanal mining practices in GBC

45
4.1.4 Enhanced Employability & Leadership for Youth

The Enhancing Employability and Leadership for Youth (EELY)

Program is a six-year initiative of the Aga Khan Rural Support
Program (AKRSP) and the Aga Khan Foundation funded by the
Government of Canada, Global Affairs Canada (Formerly DFATD)
and the Aga Khan Foundation (AKF) Canada. It recognizes that
youth have a critical role to play in determining the future of Gilgit
Baltistan and Chitral (GBC). The programme aims to increase
engagement of youth as productive and full members of federally
administered Gilgit-Baltistan region and district Chitral in Kyber
Pukhtukhwa. EELY contributes to this ultimate outcome through
two complementary components: youth employability and youth
engagement and leadership. The youth employability component
seeks to enhance professional skills development and enterprise
support services. The expected intermediate outcome result or
slogan of employability component is Increased and more
equitable employability of young men and women in Gilgit-
Baltistan and Chitral.
The expected immediate outcome results of this component are
as follows:

Sustainable improvement in quality, outreach and

relevance of skill development services (technical,

46
 vocational and entrepreneurial) for young men and
women

Sustainable and more equitable integration of economic

actors into effective market systems to improve youth
livelihoods

Funded by: GAC, Government of Canada and Aga Khan

Foundation, Canada
Project Duration: 6 Years (March 2011- March 2017)
Geographic Focus: All Districts of Gilgit-Baltistan and district
Chitral of Khyber Pakhtunkhwa

Goal:

To improve the socio-economic conditions of young men and

women in Gilgit Baltistan and Chitral (GBC).

Objectives

To enhance professional and technical skills as well as support

youth centric enterprise development.

Key Targets

Outreach of employability and employment:

24,600 youth

Indirect beneficiaries: 126,000 youth of GBC

47
Key Achievements

Completed a comprehensive Labour Market

Assessment for the Gilgit-Baltistan and Chitral regions
in collaboration with government, the first of its kind in
the region;

Over 1500 Youth provided TVET skills and placement

opportunities

Over 900 young men and women received internship in

collaboration with government and private sector
institutions

2,000 Youth trained in entrepreneurship

300 Youth received start up Micro-Challenge Award to

implement social and business ideas

Created the electronic youth portal for the Gligit-

Baltistan and Chitral region (www.gbcyouth.org.pk),
which provides youth with access to information on
employment, skills development and leadership
opportunities;

5,100 Youth received Life Skill Training and another

2,500 Youth received training on Young Community
Leadership (YCLDP)

48
 5,600 Youth received services from supported Youth
Organizations (YOs)

5,000 youth (over 70% women) mobilized to take

membership of 320 Community Based Saving Groups
(CBSGs)

Ongoing support to over 50 Local Support

Organizations (LSOs) for sustainability and
implementing youth specific programs at union council
level

Provided need based support to GB and district

Government in Chitral to development and implement
youth programs and policies

Support provided to GB Government to implement

Diamer Youth Development Program through Diamer
Poverty Alleviation Programme (DPAP)

49
4.1.5 Livelihood Enhancement & Protection

Funded by: Pakistan Poverty Alleviation Fund (PPAF)

Project Duration:2 Years (April 2012 June 2016)

Geographic Focus: District Skardu, Ghizer and Chitral

Goal:

To reduce inter valleys depravities in terms of economic

opportunities and address ultra-poverty in the region

Objectives

To enhance and sustain the livelihoods and well-being of

poor and vulnerable communities in target areas through
provision of assets, resources, support and marketable skills
to ultra-poor households.
To increase purchasing capacity of poorest households for
social sector services and basic needs.

Key Targets

Identify the poor households through wealth ranking exercise

in GBC

Reach out to 5,277 poor and vulnerable families

50
 Construct productive physical infrastructure projects for poor
households

Key Achievements

Assets transferred to 4,390 ultra and vulnerable poor

families (GB: 2,963; Chitral: 1,260)

140 physical infrastructure projects were constructed

benefiting 8406 poor households (link roads, water courses,
pipe irrigation, bridges and drinking ware supply schemes)

Livelihood trainings to 3,113 trainees; (GB: 2,865; Chitral:

248)

51
4.2 SOCIAL PILLER

Sustained improvements in the quality of life GBCs population hinges

upon inclusive economic growth and shared employment opportunities.
AKRSPs efforts in developing economic infrastructure (e.g. roads,
irrigation and land development projects), promoting agricultural
productivity, and improving farming skills have been instrumental in
this regard by increasing farm surplus and incomes from the once
subsistence farming sector.

4.2.1 Local Support Organisations

AKRSP supported community organizations, which have

established patterns of local governance that are participatory,
democratic, transparent and accountable to their members, are
now federating at the union council level to establish Local
Support Organization (LSOs).

Currently, there 75 LSOs across Gilgit-Baltistan and Chitral that

are forging direct partnerships with government departments,
local development partners, donors and the private sector actors
to increase the scope and outreach of services for their member
communities.

52
DISTRICT-WISE LIST OF LOCAL SUPPORT ORGANISATIONS (LSOs)

AS OF DECEMBER 2015

District LSO Full Name VO WO Total

V/WOs

Astore Asora Rural Support Programme 31 30 61

Deosai Rural Support Programme 31 28 59

Kohisar Rural Support Organisation 29 25 54

Rama Rural Support Programme, Eidgah 39 34 73

Astore Total 130 117 247

Chitral Ayun and Valleys Development Programme 68 31 99

Biyar Local Support Organisation 74 67 141

Broghil & Yarkhun Local Support Organisation 26 25 51

(BYLSO)

Drosh Area Development Programme 32 25 57

Garamchashma Area Development Organisation 78 80 158

Hindukush Area Rural Support Organisation 57 43 100

53
 Integrated Chitral Development Programme 47 36 83

Karimabad Area Development Organisation 47 46 93

Khow Local Support Organisation 67 25 92

Koh Integrated Development Programme 53 35 88

Laspur Area Rural Support Organisation (LARSO) 49 64 113

Purposeful Utilization of Natural Assets and 27 41 68

Resources (PUNAR) LSO

Qurambara and Shandur Area Development 34 39 73

Organisation

Razdan Area Development Organisation 47 34 81

Shishikoh and Madaklasht Area Development 21 6 27

Programme (SMADP)

Society for Arkari Valley Endeavors (SAVE) LSO 38 38 76

Terich Area Local Support Organisation (TALSO) 15 15

Terichmir Area Development Organisation (TADO) 32 17 49

Upper Torkhow Development Network 62 31 93

Chitral Total 874 683 1,557

54
Ghanche Daghoni/Balghar Local Support Organisation 23 24 47

Frano Local Support Organisation 15 15 30

Khaplu Local Support Organisation 31 27 58

Siksa Local Support Organization 24 22 46

Thaghas Local Support Organisation 14 15 29

Thalley Local Support Organisation 17 22 39

Ghanche 124 125 249

Total

Ghizer Al-Karim Development Organisation 22 17 39

Al-Shams Yasin Proper LSO 16 18 34

Best Town Local Support Organisation 14 14 28

Chatorkhand Local Support Organisation 18 10 28

Gupis Rural Support Programme (GRSP) 22 19 41

Hillbush Women Local Support Organisation 13 17 30

Kuramber Local Support Organisation 15 12 27

55
 Phunder Local Support Organisation 24 20 44

Proper Ishkoman Development Organisation 22 17 39

Sangam Local Support Organisation 15 9 24

Shandur Local Support Organisation 18 19 37

Sherqilla Local Support Organisation 13 14 27

Silgan Local Support Organisation, Hundur 21 24 45

Thoi Development Organisation, Thoi 25 17 42

Ghizer Total 258 227 485

Gilgit Dubani Development Organisation 25 10 35

Haramosh Development Organisation 22 25 47

Nomal Local Support Organisation 22 13 35

Rahimabad Local Support Organization 9 11 20

Village & Women Organisation Development 23 34 57

Company, Danyore

Zulfiqarabad Area Development Organisation (ZADO) 14 10 24

56
Gilgit Total 115 103 218

Hunza Altit Rural Support Organisation, Ahmadabad 14 12 26

Baltit Rural Support Organisation 12 12 24

Chipurson Local Support Organisation 13 11 24

Ganish Development Organisation 3 6 9

Gojal Rural Support Organisation 17 15 32

Golden Jubilee Organisation for Local Development 15 19 34

(GOLD)

Haiderabad Rural Support Organisation, Hunza 13 13 26

Mountain Area Support Organisation 4 12 16

Shinaki Area Development Organisation 15 14 29

Hunza Total 106 114 220

Kharmang Mehdiabad Local Support Organisation 28 27 55

Saspolo Local Support Organisation 19 17 36

Kharmang 47 44 91
Total

57
Nagar Broshal Rural Support Programme, Hoper 11 8 19

Rakaposhi Development Organisation 11 17 28

Rakaposhi Local Support Organisation, Nagar 24 28 52

Shainbar Rural Support Organisation 33 42 75

Nagar Total 79 95 174

Shigar Basha Local Support Organisation 14 8 22

Braldo Local Support Organisation 15 13 28

Marapi Shigar Local Support Organisation 19 19 38

Markunja Local Support Organisation 13 14 27

Shigar Total 61 54 115

Skardu Chunda Local Support Organisation 24 22 46

Kachura Basho Local Support Organisation 39 13 52

KSAN Local Support Organisation 48 33 81

Mendi Local Support Organisation 21 8 29

Serman Local Support Organisation 25 14 39

58
 Shagari Kalan Local Support Organisation 37 18 55

Skardu Development Foundation (SDF) 29 44 73

Stak Local Support Organisation 38 19 57

Support and Development Association (SADA) 19 8 27

Hussainabad

Skardu Total 280 179 459

Grand Total 2,074 1,741 3,815

4.2.2 Village and Women Organisations

DISTRIC-WISE VILLAGE/WOMEN ORGANISATIONS, MEMBERSHIPS AND COVERED HOUSEHOLDS

AS OF DECEMBER 2015

Region/Districts No. of No. of Total Men Women Total Covered

VOs WOs V/WOs Members Members Members Households

Baltistan 939 623 1,562 35,661 19,960 55,621 35,991

Ghanche 251 218 469 10,568 6,949 17,517 10,634

Kharmang 149 91 240 4,832 2,431 7,263 5,385

59
Shigar 163 111 274 5,281 3,263 8,544 5,566

Skardu 376 203 579 14,980 7,317 22,297 14,406

Chitral 987 693 1,680 35,962 22,145 58,107 34,910

Chitral 987 693 1,680 35,962 22,145 58,107 34,910

Gilgit 967 855 1,822 49,886 42,350 92,236 42,861

Astore 190 143 333 8,671 6,654 15,325 7,618

Ghizer 300 261 561 14,030 15,416 29,446 11,638

Gilgit 235 199 434 11,725 8,649 20,374 10,639

Hunza 116 124 240 7,490 7,139 14,629 7,447

Nagar 126 128 254 7,970 4,492 12,462 5,519

Grand Total 2,893 2,171 5,064 121,509 84,455 205,964 113,762

60
4.2.3 Livelihoods Enhancement and Protection

AKRSP implemented Livelihood Employment & Enterprise

development project (LEED), funded by Pakistan Poverty
Alleviation Fund (PPAF) for the period of April 1st 2012 to August
2014, including 5 months no cost extension period. The overall
objective of the project was to enhance and sustain the
livelihoods and well-being of poor and vulnerable communities in
target areas through provision of assets, resources, support and
marketable skills to ultra-poor households. A broader objective
was to test targeted interventions in the economic sector to
increase purchasing capacity of poorest households for social
sector services and basic needs. The experience of AKRSP
suggests that the poorest and most marginalized families within a
community often tend to be excluded from the development
process, including the bulk of financial services designed for
poorest groups. The poorest in GBC essentially fall into three
categories: a) people who live in spatial poverty traps, b) social
poverty traps and, c) personal poverty traps, each requiring a

61
different approach. The poor in the first category are those living
in remote and isolated valleys, at altitudes between 1,200 m and
3,000 m, depending entirely on natural resources for their
livelihoods, and often growing just one crop, which is also often
risky. The second group includes households with very little land
resources and other assets; those with large families with no
education and skills, divorced women with no children and hence
no claim to assets; indebted families and women headed
households, etc. The third group includes people with physical
and mental disabilities, and socially excluded individuals owing to
a variety of stigmas.

Funded by: Pakistan Poverty Alleviation Fund (PPAF)

Project Duration: 2 Years (April 2012 June 2016)
Geographic Focus: District Skardu, Ghizer and Chitral

Goal:

To reduce inter valleys depravities in terms of economic

opportunities and address ultra-poverty in the region

Objectives

To enhance and sustain the livelihoods and well-being of poor and

vulnerable communities in target areas through provision of

62
 assets, resources, support and marketable skills to ultra-poor
households.
To increase purchasing capacity of poorest households for social
sector services and basic needs.

Key Targets

Identify the poor households through wealth

ranking exercise in GBC

Reach out to 5,277 poor and vulnerable families

Construct productive physical infrastructure

projects for poor households

4.2.4 Enhancing Employability & Leadership for Youth

To strengthen the engagement of youth leaders (both men and
women) in partnership with state and civil society institutions and
support programs and policies that improve conditions of youth in
GBC

Funded by: Foreign Affairs, Trade and Development Canada

(DFATD) and the Aga Khan Foundation, Canada (AKFC)

63
Project Duration: 6 Years (March 2011- March 2017)
Geographic Focus: All Districts of Gilgit-Baltistan and district
Chitral of Khyber Pakhtunkhwa

Goal:

To improve the socio-economic conditions of young men and

women in Gilgit Baltistan and Chitral (GBC)

Key Targets

Outreach of leadership and institutional development: 29,400

youth

Indirect beneficiaries: 126,000 youth of GBC

Key Achievements

Over 900 young men and women received internship in

collaboration with government and private sector institutions

2,000 Youth trained in entrepreneurship

300 Youth received start up Micro-Challenge Award to

implement social and business ideas

Created the electronic youth portal for the Gilgit-Baltistan and

Chitral region (www.gbcyouth.org.pk), which provides youth
with access to information on employment, skills
development and leadership opportunities;

64
 5,100 Youth received Life Skill Training and another 2,500
Youth received training on Young Community Leadership
(YCLDP).

5,600 Youth received services from supported Youth

Organizations (YOs)

5,000 youth (over 70% women) mobilized to take

membership of 320 Community Based Saving Groups
(CBSGs)

Ongoing support to over 50 Local Support Organizations

(LSOs) for sustainability and implementing youth specific
programs at union council level

Provided need based support to GB and district Government

in Chitral to development and implement youth programs and
policies

65
66
FINANCE SECTION
Finance section involves the allocation of budget and expenditure
throughout the organization. And also performing the function
of bookkeeping, prepared cheques, payrolls, control of credit and overall
audit of organization.

1.11 Declared/approved mandate:

As declared at the time of declaration AKRSP is limited as public
company. This means that it is meant to serve public interest.

2. Structure and functions of the Finance Section

Finance section is governed by Finance Manager of AKRSP. Which is

responsible for entire actions of Finance concerns. And the Finance
Coordinator has also position in the organization which is highly
answerable for reporting all the financial matters to Finance Manager.

2.1 Finance and Accounting Operations

The organization is using an accounting software iScala. iScala is an
online Accounting software. The Account and finance Section used this
software to record the daily transactions and generates finance reports
for the use of management. The Finance Coordinator/officers are usually
involved in making General ledger, Bank payment voucher and journal

67
vouchers. iScala is a unique and rare software. This software is
only possessed by AKF. It is online record software and it can produce
highly accurate record of organization.

2.2 Structure of AKRSP Finance Section

68
2.3 Financial Polices

I am not going to present the financial polices of AKRSP because it is a

confidential documents of the organization therefore we will just look on
over the theme of policies in key points.

Financial policies are made by the Board of AKRSP and it has the sole
authority to bring amendments in it.
Financial period of AKRSP starts on the 1st January and closes on 31st
December.
External audit is conducted annually and mandatory by law as per
Companies Ordinance 1984.
Internal audit is also conducted but on the need basis of the sections.
Bank accounts are closed and opened after approval of BODs.
Separate bank accounts are maintained for projects run in AKRSP.
Crossed Cheques are issued to vendors for amount higher than 5000.

69
3 Accounting software

1. Accounting software Z-loader was in practice since 1986-2006

for book keeping and Reporting purpose of Finance Section of
AKRSP Gilgit.
2. Peach Tree Software is in practice for employees Provident Fund and
operation of LSOs accounts in their respective offices.
3. In 2006, board gave an approved for new accounting software named
as iScala for accounting Operations Before this internship, I do not
have any idea about iScala software; here I learn to use iScala, which
is very easy to use. IScala is an online software which is used to
produce General Vouchers. These vouchers are used for payment of
salaries and other expenses etc. In iScala, first we have to make charts
of accounts which are related to our organization then we have to just
enter the related transaction in the software from the invoice, the
software itself make all related financial statements. To use iScala we
have to make an id because it can be use through internet.

70
71
 3.1 SOURCE OF FUNDS
Prog. Start End Curre- Total
S.No. Donor Agency Programme Area/ Date Date ncy Amount
Region
DFATD Enhancing Gilgit- 01- 30-
1 16,000,000
Employability Baltistan Apr- Sep- CAD
and Leadership &Chitral 2011 2017 $
for
Youth(EELY)
Aga Khan Enhancing Gilgit- 01- 30-
2
Foundation Employability Baltistan Apr- Sep- CAD $ 3,000,000
Canada &Leadership &Chitral 2011 2017
(AKFC)Matching for
Grant Youth(EELY)
Construction of Baltistan 01- 31- USD 19,753,136
3 USAID irrigation Apr- Mar-
Infrastructure at 2012 2016
Right & Left
Bank of Satpara
Dam Skardu
4 Hydropower Chitral 01- 30-
SDC &Renewable Jul- Jun- PKR 133,400,000
Energy 2013 20118
Program
5 European Developing a Gilgit- 15- 14Sep.
Commission
Sustainable Value Baltistan May- 2015 EURO 1,943,559
Chain for Gems
and 13
&Jewelry Sector
in Northern ChitraL
Pakistan
6 Agribusiness Agribusiness Gilgit- 10- 09-Oct-
Support Fund Value Chain Baltistan Oct- 2015 PKR 23,228,586
Development &Chitral 2010
7 ICIMOD Rural Chitral 01- 30-
Livelihood& Oct- Jun- USD
Climate.Change
95,000
2013 2016
Adaptation

72
3.2 AKRSP Sources and Application of Fund 1983-
2017

73
3.3 AKRSP and Donors

AKRSP works in close partnership with Government, other society

organization and businesses. The main donors of AKRSP during the
year 2008-2017 were:
Aga khan Foundation (AKF)

Swiss International Development Corporation (SDC)

European Commission (EU)

Government of Canada (CIDA)

Government of United Kingdom (DFID)

Government of Norway (NORAD)

Pakistan Poverty Alleviation Fund (PPAF)

3.4 Capital Budget (i.e. office equipments, vehicles etc.)

Purchasing raw material for products

Fixed costs of office and branches

74
3.5 Practical Practices during Internship

Throughout my internship I had a chance to relate and apply the concept

in practice in following ways:

The procedures of accounting were very useful to me while

recording the transactions in the Pity Cash Ledger.
The filing procedures that I learned in my Auditing subject were
helpful to me while filing and compiling the vouchers.
Filing techniques were also helpful while searching the vouchers.
I got help from my theoretical knowledge while writing cheques.
The understanding I learned in the Organizational conducts also
helped me while communicating in office during my internship.

75
 4. SWOT Analysis
SWOT analysis is a structural method used to evaluate the strengths,

STRENGHTS WEAKNESSES

AKRSP has a brand image and Limited access to entire

goodwill, due to the part of village people of GBC.
AKDN Organization Low salary packages
has running operation from decade The building of AKRSP Core
since 1982. officers rented
Public private partnership Misuse of resources
Social mobilization Lack of organizational behavior
Sustainable rural development
Community participation
Transparency
Dedication and Good Governance
o

76
 OPPORTUNITIES THREATS

Utilization of natural resources Climate changes.

Changing government policies Cultural Differences.
Sources of funds Political Instability/uncertainty
Increasing awareness in youth Natural Disaster.
Poor Governance

77
 .

5.1 Working in Finance Section

5.1.2 Duties
In six week internship at AKRSP core office Gilgit I have performed
these activities.

78
 Bank Reconciliation
File maintenance
File proper arrangement
Scanning and photocopying
Filling the Vouchers
Arrangement of Vouchers
Staff TA/DA
Costing of bills and supporting documents
Making payrolls
5.2 Accomplishments
Theoretical learning is totally different from practical learning. As an
internee I have done what can I wanted. I have learned practical
application of Finance as well as Accounting in an organization. I have
also learned how to communicate within the organization. It was good
experienced to apply the knowledge in a practical work. At the end of
internship I had accomplished every task assigned by my Finance
Manager during my internship tenure.
5.3 NEW KNOWLEDGE ACQUIRED
I have acquired lot of knowledge during my internship. The most
important skill I learned is , how to communicate and working with
professionals and how to deal with clients.

5.4 PROBLEMS ENCOUNTERED

79
The difficulties I encountered in the initial days were, it was really hard
for me reach the office before 8:30 AM and sit in the office up to 5pm.
Furthermore, it was a bit hard for me to adjust with professional
environment. But with the passage of time I became used to it.

5.5 IMPACT OF THIS EXPERIENCE ON MY

CAREER

This practice has a great effect on my profession in many ways. This

knowledge taught me about the application of understanding in
practical work, official communication, time management and many
other things. The knowledge I acquired from this experience will prove
to be helpful for my further studies and for my career.

5. Conclusion
I concluded on the basis of the thorough study of AKRSP Annual
reports and practically experience during my tenure. AKRSP achieved
its targets in a good manner with a satisfactory of Community. AKRSP
is playing the essential role for the improvement of rural areas living
standards especially Gilgit Baltistan and Chitral valley. AKRSP

80
Formulate the VOs, WOs and LSOs which makes efforts to make more
development in the region of GBC and provided the back up support in
term of technical and financial help. Furthermore in AKRSP, there are
skillful staff group in every section and everyone are forming his/her
responsibilities in a polite manner. All sections having perfect
system but foremost Finance section is one of the strong section among
them all operation done under the supervision of Finance Manager. And
there is proper polices, rules and regulation for all section and all
sections works according to that rules.

6. Recommendations
During my tenure I have identified some recommendation regarding in
the following areas are: Six week internship would insufficient to go
through a practical experience; this period should consist of at least six
months or 1 year. AKRSP should try to get more financial support from
donors. The government and AKRSP should work together for further

81
development in the remote area of GBC by giving quality Educational
Programs and conducting career development sessions for Youth.
AKRSP needs to provide employment opportunities to
eliminate poverty from remote areas of GBC.
And also improve life standard of the people of region. AKRSP should
take a feedback from stakeholders, this will be removed the
misunderstanding and challenges. I strongly recommend that the Finance
coordinator of core office should be given full authority in financial
matters.

8 References

AKRSP Briefing Notes, December, 1993

AKRSP Background Notes January, 1987
AKRSP Annual Report, 2009
AKRSP Annual Report, 2010
AKRSP Annual Report, 2011

82
AKRSP Annual Report, 2012

83