Akrsp Report

CHAPTER ONE
INTRODUCTION
1. 0Background Of Study The Aga Khan Rural Support Program (AKRSP) is a private, non for profit developmental support agency established by the Aga Khan Foundation. It is working to promoting inclusive human development, to reduce poverty and gender inequalities through creating and enabling policy environment, physical assets income and livelihood options in the Northern Areas and Chitral district. SEWP is one step towards its goal. The Northern Areas Administration and Aga Khan Rural Support Program undertook a joint initiative to harness the potential of women of Northern Areas to motivate them to start their own business. An extensive sensitization program was carried out to motivate women to participate in the program. A series of workshops were undertaken in all six districts of the Northern Areas and equal opportunity was provided to participating women to enter into business initiative. The enterprise development section (market development/ economic development) deals this project. The project was implemented in one calendar year to sensitize about 6000 women, business creation to 2000 ladies, business management development to 300 women, and 150 were provided incubation to actually start the business. The Project Team claimed to over achieve the physical targets set for the project. This study is carried out to evaluate that in what extend the organization (project) team achieved the targets of Self Employment Project for Women (SEPW). The SEPW project was a step towards womens economic empowerment. Besides the evaluation of results of SEWP, the overall organization functions along with its structure and sort and pest analysis of AKRSP is also carried out.
1.1 Purpose of Study The purpose of study is to evaluate the results of SEPW, along the critically analyses of AKRSP 1.2 Scope of Study This necessarily means LIMITATIONS or BOUNDARIES of the study in line with the purpose and objectives of the study. The scope this study is limited to evaluate the results of SEWP and analysis of functions of AKRSP, its SOWT and PEST analysis along with the description of organization structure. 1.3 Objective of Study The following are the objectives of study i. ii. iii. iv. To full fill the requirements of degree To gain the knowledge To evaluate the results of SEPW. To explore and identify the issues during and post implementation period faced by women entrepreneurs.
1.4 Methodology Tools, techniques, procedures applied to capture information (data) on the listed objectives against the set of indicators and the range of variables under each indicator. 1.4.1 Sampling Skaran ( n.d , p.266) defines sample as a sample is subset of the population .it comprises some members selected from it. In other words some, but not all elements of the population would form sample. Or Sampling is the process of selecting a sufficient number of elements from the population, so that a study can of the sample and understanding of its properties or characteristics would possible us to generalize such properties or characteristics to the population elements. 2
Here in this case we used random sampling to gather the data. 1.4.2 Data Collection Skaran ( n.d , p.223 & 224) claimed that data collection methods include
interviews, questionnaire and observation (primary data methods). For data collection we also used the above three data collection methods besides the secondary data review 1) Secondary Data Review Skaran ( n.d , p. 223) claimed that secondary data refers to information available related to the current study. We perused all available documents including the annual reports of organizations, annual reviews, briefing notes on organization, etc and also Project Concept, PC-1 formulated, Progress Reports, Steering Committee working papers and minutes and other literatures related to SEPW and AKRSP. 2) Primary Data Methods i. Interviews;
Skaran ( n.d , p.225 ) explained that one method of collection of data is to interview respondents to obtain information on the issue of interest. Interview could be both structure and well as unstructured Skaran ( n.d , p.225 & 227) in unstructured interview the interviewer does not
have planned sequence of questions. While in structured interview the interviewer has a list of predetermined questions to be asked to the interviewee. Various formal as well as informal interviews are conducted to collect data to the beneficiaries of SEPW and officials of AKRSP are conducted in order to evaluate the results. Mostly structured interview to the women entrepreneurs are conducted their profiles are attached in the annexes.
While structured interview was conduced to the various employees of the organization the details of them are in the following table: TABLE 1.1 Number of Employees of AKRSP That Are Interviewed
Name Masood Ahmed Maqsood Khan Mushtaq Ahmed Hussain Khan Zahur aman Designation Mgr Mgr Executive Sec/MIS Officer HR Officer Mgr Gender male male male male male Age 47 y 39y 49 y 36 y 56 y Section Enterprise MER MER HR finance Admin
&
ii.
Questionnaire
Skaran ( n.d, p.236) a questionnaire is a preformulated written set of questionnaire to which respondents record their answers, usually within rather closely defined alternatives. Questionnaires are efficient data collection methods. Questionnaires are distributed among the beneficiaries of SEPW of various districts of NAs .the questionnaires are designed in simple language for easy comprehension. It contains both open ended as well as close ended questions. . Questions were framed about the design of the project out reach and selection of women entrepreneurs related questions, training and quality related questions, implementation related questions, questions from the beneficiaries like usefulness, support, community behavior, bottlenecks, and overall benefits from the initiative. Various questionnaires framed are annexed to this report. iii. Observations
Skaran ( n.d, p. 421) defines observation as , it is a method of data collection in which data is collected by observation peoples or events in the work environment and recording the information. Skaran ( n.d, p.254 ) claimed that observational studies can be structured or unstructured , with the investigator being a participant or no participant in the study setting.
The data related to organization, like attitude of employees towards the clients, facilities provided by organization to its clients, dealing of staff towards their clients and satisfaction of clients are gathered by observations. Also observations were made during the field visits to multipurpose activity centers (WMACS), women markets etc, throughout the NAs, to evaluate the results of SEPW. The data is analyzed manually. 1.5 Organization of Study or Plan The report of our study will consist of six chapters. First chapter will contain the overview of the study, the background, scope, objective of study and methodology used to collection of data. Second Chapter will throw light on the NGO sector in Pakistan described along with the organizational chart of AKRSP. Third chapter is about the analysis of AKRSP, in which its function stated and prescribed facilities provided to employees, communication etc are critically analyzed. In chapter four the SEPW will be briefly explained by describing the stated targets and actual results achieved. Chapter five will be about the Strength, Opportunities, Weaknesses and Threats (SOWT) and Political, Economical, Social and Technological (PEST) analysis of the organization in which strength, weaknesses of organization are explained also opportunities and threats for the organization in the region are discussed. Moreover the political, economical, social and technological factors that are affecting the organization are also mentioned. The last chapter recommendation will be made after analyzing the primary and secondary data related to AKRSP and SEPW. and role of
AKRSP among the NGO of Pakistan. The functions of AKRSP will be briefly
1.6 Summary
In this chapter background of study, its scope, purpose, objectives and methodology of is discussed along with the brief over of study. It is explained that this study is carried out to evaluate the results of SEPW along the SWOT and pest analysis of AKRSP. It is explained that data will be collected by the interviews, questionnaires and by observations. Finally the plan of study is briefly described in which the overview of organization of contents of report is put in plain words.
CHAPTER TWO
REVIEW OF ORGANIZATION
2.0 This chapter is about the organization review in which the historical back ground of NGOs working in Pakistan will be discussed by identifying the some major NGOs operating in Pakistan and role of AKRSP among them will be discussed mainly focusing the AKRSP model. Functions of AKRSP will be briefly explained along with the organization structure. 2.1 Role of AKRSP Among The NGOs of Pakistan Non Governmental organizations have existed in Pakistan since independence in 1947. NGOs generally have worked for rehabilitation and social welfare and to serve the poor and marginalized. The number of NGOs had remained static for some 30 years, but has mushroomed in the 1980s and 1990s.Some NGOs in Pakistan have played an important role in creating awareness of issues such as human and legal rights, women in development, and overpopulation. Others have provided badly needed services such as basic health care, water and sanitation, and employment opportunities to underdeveloped areas. By showing their ability to succeed where the Government has had difficulties, NGOs have deled change national perceptions and policies concerning sustainable development. In recent years NGOs have become increasingly important players in designing and delivering community-based programs. Today NGOs in Pakistan range from completely voluntary organizations with small budgets contributed by volunteers to those run by well-paid full-time professionals. The majority is some where in the middle. Increasingly, NGO sector is becoming institutionalized, motivated both by altruistic goals as well as the ready availability of funds from external aid sources. With a very few exceptions, NGOs in Pakistan do not have well defined governance, transparency, and accountability structures. While some rely entirely on financial support from the Pakistani public and Pakistani institutions, a larger proportion rely almost entirely
on project aid from international funding agencies. They are constantly challenged to prove their integrity. The community development approach with special reference to grassroots Institutional development was initiated in Pakistan by The Aga Khan Rural Support Programme (AKRSP) in the mid-1980s, and since then has been replicated and modified by a number of other NGOs, to suit their own specific environments. Government and donor agencies have been playing a pivotal role in community development along with NGOs. Moreover the role of AKRSP is significant among the NGOs of Pakistan because it is pioneer organization that works for the development of rural areas of Pakistan also the scope of operations are broad, i.e., the organizations services extends from the elimination of poverty on one hand to the promotion of tourism on the other hand to the north of Pakistan. While other NGOs have limited scope, i.e., some are works for the promotion of education, some are for improve the services of heath and some focuses for the environmental conservation. As far as AKRSP is concerned it covers almost all these aspects for the development of the communities. 2.1.1 The AKRSP Model
The AKRSP is an NGO, which operates in three locations in Northern areas and Chitral (NAC). It was the first organization to adopt the principle of encouraging rural and agricultural development through a community approach. The underlying theme of AKRSP is to support community based grassroots development to build capacity of the local people to sustain and improve the quality of their lives. It is funded by a number of international donors. Its major programme components include social organization, womens development, natural resource management, and development of productive physical infrastructure, human resource development, enterprise development, credit and saving services and monitoring, evaluation and research. The main approach of AKRSP has been to focus on helping small framers to farm Village Organizations (VOs), which are broad-based multi-purpose structures
through which development activities are undertaken. A total of 3,557 VOs have been formed that included 1,258 women organizations up to 1998 (3). This covers 84 percent of rural households under the VOs. Savings play a key role, and through these VOs are able to obtain credit from AKRSP. The role of the AKRSP in the formulation of grassroots institution has been highly remarkable, over all 84 percent of rural households have been covered by Village organizations (VOs). 2.1.2 Some Other NGOs Operating In Pakistan
Directory of intermediary NGOs in Pakistan ( 2000, p.25) describe the National rural support program (NRSP) is a professional programme, managed as an NGO and overseen by a board of directors. Its strategy has been evolved over a number of years in which it has been working, since 1991. It operates in every province of Pakistan and in AJK. The basic conceptual features are the same as AKRSP, but NRSP claims to have evolved adaptations that are relevant to the areas in which they are working. . Directory of intermediary NGOs in Pakistan ( 2000, p.2) defines functions and areas and performance of Health Education And Literacy (HEAL) trust , that is operated in Sindh and work in health and education field. 2.3 Functions of AKRSP According to (AKRSP, 1986) the functions of AKRSP are: AKRSP works to develop the rural area and the resources of land ,undertake support and subsidize measures, programmes ,plans and schemes for rural upliftment , socioeconomic welfare and modernization of rural areas , construct , establish , install, layout , improve , maintain ,work, manage, or aid in , contribute or subscribed to the construction , erection ,maintenance and improvement of townships ,settlements and villages , houses , buildings, roads, ways , bridges , canals , water courses , wells ,shops ,play grounds, etc (AKRSP, 1986).
It also works for cost effective generation and distribution of energy at domestic and village levels and other conveniences calculated directly or indirectly to contribute the establishment and maintenance of civic amenities and under takes measures for improvement of conditions of housing, work, health, hygiene and sanitation and the quality of life (AKRSP, 1986).
It undertakes, maintain, manage, subsidize and assist in the completion of projects , plans , schemes and pilot programmes for the prevention , treatment , cure and elimination of diseases and sickness of all kinds particularly the disease of goiter and provision of medical , clinical and paramedical facilities (AKRSP, 1986).
The organization works for process, acquire ,buy ,sell , market , distribute and deal in iodized salt and other medicines , drugs , pharmaceutical products and clinical equipments (AKRSP, 1986).
It promote agriculture , horticulture and other sciences , establish , maintain , conduct or subsidize centers , institutes and facilities for imparting of theoretical and practical knowledge , research , experiments and training and to undertake and prosecute scientific and technical tests of all kinds and generally to promote such scientific and technical studies , investigations an research, holding of lectures ,exhibitions , classes and conferences calculated directly or indirectly to advance the cause of education and learning in all aspects of rural development (AKRSP, 1986)
The organization establishes farm and business information centers, facilities for commerce, trade and business, cottage industry, agriculture oriented or agriculture based industry (AKRSP, 1986).
AKRSP works for creation of employment opportunities in rural areas and also undertake measures for and assist in promotion of literacy, development of educational awareness and the application of modern scientific and technical skills in order to improve the socio economic
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standards of the rural population (AKRSP, 1986).
The organization also provides consultancy and advisory services in agricultural, agronomy, horticulture, dairy farming, and breeding of livestock, fish culture, poultry farming and other allied activities (AKRSP, 1986).
AKRSP provide consultancy services for environmental development and planning, improvement of habitats, prevention of pollution and industrial wastages, preservation of natural landscapes, forests and animal life (AKRSP, 1986).
AKRSP also works for the promotion of tourism by facilitating traveling, provide amenities facilities and conveniences for travelers, publish maps, act as consultants in the development of tourism and in connection therewith to encourage and assist in the establishment of hotels, tourist resorts, restaurants, cafes and recreation centers (AKRSP, 1986)
The organization also works for development develop the women (AKRSP, 1986).
and betterment of
women in the region, moreover AKRSP done a lot of measure to
AKRSP provide technically as well as financially support to the local support organizations and village organization to successfully launch the useful projects in specific villages or areas according to their needs and resources available (AKRSP, 1986).
The main focus of AKRSP is to eliminate poverty and develop the rural and remote areas of Gilgit and Chitral. Also improve the life style of the people of region (AKRSP, 1986)
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Figure 2.1: Organization Chart of AKRSP Showing Offices at Various Locations in NAC
1.1
Source: AKRSP Annual Report, 2007
2.4 Concern Branch I have completed my internship in the core office (head quarter) Gilgit, in enterprise development or market development section which is also know as economic development where my task is to evaluate the results of the SEPW.
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2.5 Summary Of Chapter Although NGO are working since the birth of Pakistan, but the sharp development in this sector starts in eighties. AKRSP being the important member of AKDN plays an important role in the development of rural areas of northern region of Pakistan. It plays a significant role among the NGOs of Pakistan because its scope is broad than other NGOs, i.e. AKRSP focuses almost every aspects of rural population, means to say that the its services in rural areas whose services extends from economic development to welfare of communities to one side and from education to health facilities to communities, construction of infrastructure , market development etc, to another side.
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CHAPTER THREE
ANALYSIS OF ORGANIZATION
3.0 This chapter is about the analysis of AKRSP in which starts with the brief introduction of organization, its geographical locations and organization structure, the various offices of AKRSP along with its respective sections ( department) and locations will be given. Also various facilities given to employees, their promotion criteria and salary structure will be described. Analysis of AKRSPs communication, employee morality filing system will be made.
3.1 Brief History of AKRSP
According to the Briefing AKRSP Notes( 1998, p .1) the AKRSP is a private, non for profit developmental support agency established by the Aga Khan Foundation. There are six administrative districts in the northern areas (NAs) and AKRSP works five of them in addition to the Chitral district in North West Frontier Province of Pakistan (NWFP).the districts in NAs where Aga Khan Rural Support Program (AKRSP) functions are Gilgit, Ghizer, Astore, HunzaNigar, Skardu, And Ghanche. The only exception is the Diamer district where programme is not working (AKRSP 1998, p .1). AKRSP started its work in Gilgit district of the northern areas in December 1982, and progressively extended its activities on and experiment scale in June 1983 to the Chitral district of the NWFP province. Baltistan in 1986 and Astore in 1993, during 1988, the complete range of AKRSP programs were introduced in Chitral and Baltistan district of Northern Areas. Today, all six districts of NAs and Chitral (NAC) together form the programme area of AKRSP (AKRSP, 2008). . The combined area of NAC where AKRSP has been working is 74200 sq km with a population of about 1, 05 million approximately .this population forms 132039 families living in1183 villages, situated at altitude ranging from 1200 m to 3000m above the sea level .strategically NAC has a unique position in the region (AKRSP, 2008)
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The latest development goals of AKRSP are to contribute to promoting inclusive human development, to reduce poverty and gender inequalities through creating and enabling policy environment, physical assets income and livelihood options in the Northern Areas and Chitral district (AKRSP, 2008). Annual Report AKRSP (2008) describes that the organization structure of the AKRSP is unique in this way that the General Manager is the chief executive, there is Board of Directors. Moreover there are three regional offices located in Gilgit, Baltistan and Chitral, also there are four area offices two are located in Gilgit, one is in Ghanche (Baltistan) and one is at Booni (Chitral) (AKRSP, 2008). Briefing Notes of AKRSP (1998, p .6) confirms that the AKRSP is designed to function as a flexible catalyst that will promote equitable and sustainable improvements in the quality of life of the inhabitants of north of Pakistan. AKRSPs specific objectives have been formulating to compliment and supplement the activities of government departments and other development agencies. AKRSP has three principle objectives: 1. Raising the incomes and quality of life approximately 105 millions of people in the remote and poor areas in the mountainous north of Pakistan. 2. 3. Developing intuitional and technical models for equitable development. Evolving sustainable, long-term strategies for productive management of natural resources in a dry and frails mountain environment. The fourth objective, conditional on the achievement of first three, is to demonstrate approaches that can be replicate where necessary to pervious objectives, AKRSP undertakes technical and socioeconomic research to support and assess specific programmes. For achieving these objective AKRSP has developed three broad programs including (AKRSP, 1998, p .6): 1. Social development 2. Resource development 3. Marker development
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3.2
Functions Actual and Prescribed
The functions of AKRSP are briefly described in previous chapter, almost the organization exhibits all the defined except some get more concentration like economic development, creates more employment opportunities for women, and enterprise development, but less spending on some areas like research and development. 3.2.1 Relation with Regional Offices AKRSP has established good relation with its regional offices and they are more autonomous to their affairs like utilization of resources and setting of priorities of spending of funds, etc. Inputs are always taken from the lower level (area offices) and decision is made based to that very input by the top management. The regional managers participates in meetings with the top management while allocation of resources to the regions and the matters that are related to their concern. 3.2.2 Number of Sections AKRSP has dynamic organization structure as it changes its shape after every five years. Currently AKRSP has dual structure, i.e., the organization is divided into three sectors with respect to its operations called themes are (AKRSP, 2008): 1. Social Development 2. Resource Development 3. Market Development Administratively, the departments are called sections and each section is administrated by the section head that is answerable to general manager (GM) in head quarters while to regional program manager (RPM) in regions (AKRSP, 2008) There are following diagram shows sections of AKRSP and description is of each and every section is given below:
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Figure 3.1: Organizational Chart of Core (Central) Office of AKRSP
The description of sections is given as below: 1. Economic Development development) (AKRSP, 2008) Enterprise development (ED) has been an important theme as well as section of AKRSP focus thematic areas since it inception. The overreaching objectives of AKRSP in this particular area have always focused on creating income generation and job opportunities through diversification of economy, value addition, introduction of appropriate technologies, import substitution, strengthening integration Section (market development / enterprise
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with the down country markets, and improved acceptance of private business as an alternative route to sustainable livelihoods with different means at different stages of its evaluation (AKRSP, 2008). Initially it was called Marketing Section then Enterprise Development then Market Development and now Economic Development. This is because of the changing needs and requirements in the field of Micro, Small and Medium Enterprises (MSMEs) Development (AKRSP, 2008). As mentioned by Baig ( 2009) AKRSP s Journey from mountain to market- the evolution of Enterprise Development that AKRSP s history of promoting, private sector, commercial players and market mechanisms starts from the time when 80% of the population of the agro-patristic community of Northern Areas and Chitral (NAC) was below poverty line. Baig ( 2009) also describes about the New Initiatives in the current phase of Economic Development: 1. Women Entrepreneurship Development, 2. Agri-businesses Development 3. Gems sector development
2. Gender & Development Section (GAD)

AKRSP follows a Gender and Development approach as it considers promoting equality between men and women for inclusive human development. It looks at gender as a social construct and holds patriarchal values of society responsible for lack of womens empowerment and constrained socio-economic development opportunities relative to men(AKRSP, 2008).There has been a growing recognition of inequality and unleveled playing field for women that call for the promotion of affirmative actions and creation of conditions to avail equal opportunities. It therefore believes that if society wants and takes appropriate actions, the condition and position of women can be transformed (AKRSP, 2008).
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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, and where they can live together with dignity as valued members of their families and communities (AKRSP, 2008). 3. Monitoring Evaluation and Research (MER) Documentation and dissemination of knowledge is the major responsibility of MER section (AKRSP, 2005-2006). AKRSP dedicates huge financial, human and material resources every year to document knowledge and disseminate it among development practitioners, researcher, and academicians (AKRSP, 2005-2006). MER section conducts large socio-economic and institutional development
surveys document best practices, under take case studies, produces progress reports , annual reviews, develops proposals ,concepts notes and strategies to capture the knowledge generated through development of ideas, implementation of programs , activities in the of participatory community and rural development in NAC (AKRSP, 2005-2006). 4. Community physical infrastructure( CPI) CPI section is also called engineering section that involves in the constructions of community infrastructure projects (AKRSP, 2005-2006). The major projects include irrigation projects, link roads, bridges, protective works, micro hydel projects and water supply schemes. AKRSP spend huge sums in improvement of infrastructure of NAC (AKRSP, 2005-2006). 5. Finance And Administration ( F & A) F&A section involves the allocating of resources through out the organization as well as deals with the administrative affairs of the organization, HR section works under the supervision of the F & A (AKRSP, 2008).
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6. Policy Dialog And Partnership (PDP) AKRSP has learned from its experience in rural development sector that policy dialogue with the public sector, private sector and NGOs ultimately creates and enabling environment for bringing long-lasting and sustainable partnerships among these development partners and grassroots communities (AKRSP, 2005-2006). Under the policy dialogue and partnership component, AKRSP maintained
effective and functional relations with the public , private sectors in implementing projects and initiatives through the system of pooling financial , material and HR ; sharing experiences , knowledge , and lessons learned through individual endeavors in order to produce synergic development impact. This approach produced tangible outputs in a very short period of time (AKRSP, 2005-2006). 7. Information Technology (IT) Section. The function of it section is limited to mange the network of computers in the organization , ensures the internet connectivity and trouble shooting of computer and its peripherals devices like printers , scanners etc. and updating website of organization on web(AKRSP, 2008). 8. Human Resource (HR) Section The HR section works under the supervision of the F&A , this section contain few staff than required, and its function is restricted to the hiring of employees, rest of the HR functions are carried out by the section heads or immediate bosses of employees (AKRSP, 2008). 9. Institutional Development Section (ID)
AKRSP has recently completed its strategy for the new phase. The new strategy revolves around three themes (AKRSP, 2007): Social Development (SD), Resources Development (RD) and Market Development (MD). The overall Strategy provides a framework for detailed thematic strategies. ID is the main component of each of the themes of organization. Under the umbrella of SD the ID 20
component forms VOs, WOs and LSOs, as well as stake holder groups in order to form social capital and develop linkages and partnerships with service providers (AKRSP, 2007). In context of RD the function ID is to form associations of villagers (farmers) with in the communities to handle some of the sector related activities particularly in the areas of agriculture and live stock, gemstones and others (AKRSP, 2007).
The ID component of MD programme concentrates on the formation of associations or networks of entrepreneurs, producers, traders and suppliers of goods and services, once formed these associations mange their enterprises, businesses, productions processes and marketing surplus productions and benefit from the economies of scale from the collective and large transactions of inputs and surplus production (AKRSP, 2007). 3.1.4 Offices and Field Offices The AKRSP has main office located in Gilgit called core office. a liaison office in Islamabad, three regional programme offices in Gilgit, Baltistan and Chitral , and area offices at Gahkuch and Astor in Gilgit, Khapulu in Baltistan, and Bonni in Chitral (AKRSP, 2008). The organizational charts of regional as well as area offices are given as: A. Regional offices
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1. Figure 3.2: Organizational Chart of Regional Office of Gilgit
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2. Figure 3.3: Organizational Chart of Regional Office Baltistan.
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3.
Figure 3.4: Organizational Chart of Regional Chitral
Source: AKRSP Annual Report, 2005 B. Area Offices 1 Figure 3.5: Organizational Chart of Area Office Astore
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Figure 3.6: Organizational Chart of Area Office Ghizer
3.Figure 3.7: Organizational Chart of Area Office Ghanche
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4. Figure 3.8: Organizational Chart of Area Office Booni (Chitral)
Source: AKRSP Annual Report, 2005 3.1.5 Current staff An interview is conducted to the Hr Officer of AKRSP in which he confirm that There are two categories of employee in AKRSP, i.e. the regular staff and the temporary staff that hired for the specific projects. I was working in the core office of AKRSP where there is twenty eight regular staff along with the forty five contingent staff that is working for the specific project (H. Khan, personal communication, august15, 2009). . He further said that the organization has to cut off its most of employees due to the run short of funds and changing of their donors. Hence in this way the organization limit its functions, but the remaining staff is now over burdens of work and single individual has to work in two separate positions. Most of the employees are highly experienced and attained much training both in the country as well as in abroad (H. Khan, personal communication, august15, 2009).
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Table 3.1: Employees Working In the Core Office of AKRSP Gilgit.

Employee name Izhar Ali Sher Khan Akram Shah Zahur Aman Muzaffer Uddin M Saleem Ghulam Amin Masood Ahmed Anwar Ali Khan Gamburi Khan Aftab Uddin Qazi Khurram Nazir Ahmed Altaf Hussain Mustaq Ahmed Naizia Hussain Fradia Dinar Basher Ahmed Raiz Ahmed Hussain khan Khan Alam Nazim Shah M Iqbal Shakela Ibrahim khan Maqsood ahmed Saleem ullah Rahat aman Designation GM PM CPI PM GAD PM F&A PM ENT PM M&E PM PDP Mgr B&E Mgr HR Mgr Finance Mgr M&E Mgr M&E Mgr PDP Mgr Admin MIS Officer Prog. Economist Account Officer IT Officer I A Officer HR officer Junior professional Transport In charge Office Assistant Office Assist. PRO Mgr M&R Junior Professional Office Asst. Qualification MA Eco/MBA MA Eco MA Sociology MBA MBA MA Sociology MA Eco MBA MBA HR MBA Finance MA Eco Ma socio MA Pol Science Graduate Graduate MA Eco M Com. MCS Graduate MBA HR intermediate graduate intermediate graduate graduate graduate Graduate intermediate Experience 26 years 23 y 24 y 23 y 22y 24 y 22 y 16 y 10 y 12 y 12y 10y 11 y 9y 24 y 5y 6y 4y 6y 2y 5y 6y 6y 3y 11y 14y 5y 4y
Source: AKRSP Employee Record, 2009 3.1.6 Training received An interview is conducted to the Executive Secretary to GM/MIS officer about the training and development of the employees of AKRSP. He confirmed that AKRSP focuses upon the training and development of its employees. The organization allocates a considerable amount for the training and development for its employees also foreign and national organization also sponsored trainings for AKRSP. he further describe that the human resource section arranges the training programs for employees and an employee that requires training are recommended by section heads from their respective sections (M. Ahmed, personnel communication, August 25, 2009). According to him there are two types of training programmers offered by 27
organization for its employees: 1) indoor trainings 2) outdoor trainings he said that the indoor training programs include the routine trainings like file keeping , various smaller packages of computer like short courses of computer soft wares (MS Offices, managing data bases, SPSS , using net, etc) besides these the management arranges seminars and workshops after certain periods. In indoor training programs, either the trainers are hired or training is provided by the senior employees of respective field of organization (M. Ahmed, personnel communication, August 25, 2009). He further said that the out door trainings are arranged by the organization as well as sponsored by companies the organization arranges the training in down the country even, employees are sent to abroad for the sake of training, and it involves the high level trainings regarding to the project management, fund utilization etc (M. Ahmed, personnel communication, August 25, 2009). 3.1.7 Salary Structure
The salaries of employees are given according to job worth and grades are assigned corresponding to the job worth the organization has its own grading system (AKRSP, 2003). There are eights categories of grades that ranges from 1 to 8. The lowest position is driver and the highest position is the general manager. However there are the salary limits based on the seniority and the benefits given to the employees (AKRSP, 2003). The ranges and grades are described by the following table.
Table 3.1: Salary Structure of Employees of AKRSP
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Grade 1 2 3 4 5 6 7 8
Position Driver Office assistant Professionals Senior professional Manager Senior manager Regional program manager General manager
Minimum salary 6000 10000 14000 19000 28000 40000 70000 175000
Maximum salary 14600 23600 32000 42200 60400 83800 14200 300000
Source: Personal Policy AKRSP, 2003 3.1.8 Promotion Criteria
The Human Resource Officer confirm that the employees are promoted to the higher position if the position is vacant, the employees are promoted to the higher ranks based on their eligibility in terms of qualification, performance and the seniority. He further said that the performance is evaluated by the immediate supervisor and section head and by analyzing the above three variables individual is promoted to the higher section. If the promotion of the lower rank, the section head is involved else RPM and GM are involved (H. Khan, personal communication, august15, 2009).
3.2
Critical Analyses
The communication system, filing system and performance of AKRSPs (main office) will be critically analyzed in following lines: 3.2.1 Communication It is observed that the employees are facilitated by the modern equipments of communication. As it has been already mentioned that each employee has computer with internet facility and every room has telephone and intercom
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facility, so employees communicate with each other via intercom, telephone and internet. In other words we can say that communication system of AKRSP is efficient. It is also observed Each regional offices have an excess via internet, however to communicate those areas where internet is not operating, telephones and fax are used to transfer of information besides the courier of documents. The single Internet Service Provider Company (ISP) in NAs, is Special Communication Organization (SCO), therefore the connectivity of internet in 24 hours is also big problem. Means to say that SCO is unable to provide and effective and efficient service so it creates big problems for AKRSP as well as other organizations that uses internet for communication. So AKRSP must not totally dependent upon the internet beside internet it must also use the traditional ways of communication. If it relies on modern means of IT then it should establish its own ISP. 3.2.2 Filing System An interview is conducted with the Executive Secretary to GM/MIS Officer, he confirmed that AKRSP more concern towards the documentation, each and every event is properly documented, files and folders are efficiently maintained, because based on the previous record new strategies are made to successfully implement the projects. He further said that the effective documentation is the one of the secrets of AKRSPs success, according to him there are three methods to manage files in AKRSP (M. Ahmed, personnel communication, August 27, 2009): .1) Alphabetic System In alphabetic system files are arranged with respect to alphabets, because of the easy excess of the specific from the data bank (M. Ahmed, personnel communication, August 25, 2009). . 2) Geographical System In geographical system files are arranged and maintained with respective to the specific regions (areas), .i.e. there are three regions working under the umbrella of 30
main office of AKRSP. Folders are maintained according to these regions and there are the sub folders for each area with region to easy excess of the respective area (M. Ahmed, personnel communication, August 25, 2009). 3) Chronological System He described that Chronological arrangement system is combination of both
alphabetic as well as geographical system , however there is not and universal understanding of the alphabets used to store and maintain of the files in chronological system , instead the file keeper has its own understandings , the individual maintains a key that tells the seeker that specific alphabet corresponds to specific thing. For example A-AZG, a chronological folders of Aga Khan Foundation Geneva. He further said that there are the disadvantages of the chronological system, because in this system the file keeper has its own interpretation of alphabets to store (keep) of file, and this system is totally based on the key which is maintain to understand the corresponding codes to alphabets. If this key will be missed place than it is difficult to understand the chronology, so it is difficult to locate the specific file (M. Ahmed, personnel communication, August 25, 2009). 3.2.3 Employee Morality During internship period it is observed that the employees of AKRSP have good moral character, they always seem to be friendly to their clients and always cooperate with clients as well as each other. They are fair in their dealings and provide the necessary information to the clients. The clients are called beneficiaries. As far as the behavior of employees towards the internees is concerned, it is directed during our orientation by the higher authorities to facilitate them in possible way. Every organization have certain confidential in formations that cannot be shared with outsiders , so the employees are not allowed to share such in formations to the internees as well as clients. Generally employees have high moral character and each of them fully facilitate 31 code represents the
the internees and cooperate with them and also guide them in possible way. Visitors as well as internees can visit the offices during office timings with out having an appointment to share information except the core staff (GM, RPM). They also share the information if they become free. AKRSP is an organization as mention earlier that works with the communities, therefore employees have to be moral in order to gain the social support. The beneficiaries are satisfied; the one reason of their satisfaction is the employee moral character also in this way the employee establishes the good will among the communities. 3.2.4 Physical Facilities It is observed that the employees of AKRSP are provided with all those facilities that are necessary for their job. Employees that are supposed to work in offices are provided telephone, pair of chairs, table, computer along with the peripheral devices like printers scanners, and steplizers etc. the organization have the centralized data base that contains necessary data that are shared and accessible to all the employees of the office. Also all the computers are interconnected with each other as well as organization widely uses the application of internet. The head quarter and the regional office of Gilgit are located into single large building with beautiful lawn, parking area and view of natural sceneries. Each and every room of building is carpeted and furnished with chairs, tables, shelves, white boards and charts. The rooms are varying in size but are airy having proper lightening and the privacy of employee are specially considered. There are separate rooms for core staff like general manager (GM), regional program manager (RPM), regional managers and section heads. However employees of lower ranks shares single room, the rooms that have been shared is large enough to maintain privacy. There vehicle are provided for those employees that are working in fields, also traveling and domestic allowances are given to them by organization. AKRSP
32
provide pick and drop facility for its employees. There are vehicles for core staff i.e., GM, RPMs. 3.3 Performance of Branch In Terms Of Quality and Quantity I worked in the core office (head office) of AKRSP which is located in Gilgit city. the core offices is supposed to control and coordinate the activities of the regional and areas offices, also core office has experienced staff that are involved in policy formulation , attracting donors, allocation of budget to the regional offices , handling the foreign delegations or visitors and performs other such important types of activities that are valid through out the organization. Therefore the head office has to perform its role effectively and efficiently, because the success and failure of organization depends upon the performance of head office. So performance of core office is remarkable in terms of quality and quantity.
3.5 Summary
AKRSP was established in 1983 in major areas of the NAC of Pakistan, soon it covers its services to the whole region of NAC. The AKRSP has main office located in Gilgit, a liaison office in Islamabad, three regional programme offices in Gilgit, Baltistan and Chitral, and area offices at Gahkuch and Astor in Gilgit, Khapulu in Baltistan, and Bonni in Chitral, there are three themes and nine sections of organization. The organization achieved its most of its objective i.e. to reduce the poverty for the area and to increase income of individuals and improves the living standard of the people of NAC. AKRSP has highly skillful, experienced and professional staff, and its policy is to hire best brains. The organizations provide almost every facility related to the nature of work that is assigned to their employees, their attitude towards clients is appreciable. Organization arranged both indoor and out door trainings for their employees. AKRSP is fully automated and data and information is transferred via web among the employees with in the organization and also communicate with the regional offices and area offices. AKRSP establishes good relation with its 33
regional as well as area offices.
CHAPTER FOUR
34
REVIEW OF THE SELF-EMPLOYMENT PROJECT FOR WOMEN

4.0 In this chapter we will discuss briefly the self employment project for women,
its back ground, the stated targets in the PC1 and those targets that the organization claimed to be achieved. The SEPW is a joint initiative of AKRSP and the Planning and Development Department (P&DD) of Northern Areas.
4.1 The SEPW for NA

The Northern Areas (NA) of Pakistan with a projected population of 1.00 million (0.870 million according to 1998 Census) is the remotest part of the country on North bordering China. Situation of women development and gender equality is still far from acceptable limits. A public private partnership initiative for the women development has been taken by the P&DD and AKRSP. This initiative called the Self-Employment Project for (SEPW) is being implemented in all the six districts of NA. Purpose of this joint effort of P& DD and AKRSP is to help the poor women, who have been confined to the boundary walls of their houses and the fields, help themselves to leverage their untapped potential for their socioeconomic empowerment by starting their own income generating activities (AKRSP, 2008). The concept of business incubation to foster businesses development and promotion is a successful and internationally well known practice. Establishment of common women business centers is part of the implementation strategy for the Self-employment Project for Women (SEPW) in NA. SEPW is a project financed by the P&DD of Northern Areas and implemented by AKRSP (AKRSP, 2008). Overall objective of this project is the socio-economic empowerment of women in NA giving a major share to women in poverty reduction. Specific objectives include promotion of enterprise culture in the area, provision of business skills and knowledge to the women; and, micro, small and medium enterprises development (AKRSP, 2008). Since the inception of the project it has been observed that women in NA are very keen to be empowered by taking their own income generating initiatives but are 35
held back due to the social, religious and cultural barriers. As a counter strategy to the cultural and social barriers, faced by women to enter the business circle, AKRSP came up with the idea of establishing Women Multi-purpose Activity Centers (WMAC). These centers would be managed by a team representing all the partner institutions. To promote an enterprise culture in the area AKRSP proposes to support existing and new entrepreneurs to be based in these centers, for a period of one year (AKRSP, 2008). 4.1.1. Project Management I. Governing Committee
The project will be executed by AKRSP under direct supervision of Governance committee headed by Secretary Planning & Development, NAs, with the following composition (AKRSP, 2005): Secretary Planning & Development General Manager AKRSP Deputy Secretary P&DD In-charge Women Division Project In-charge AKRSP Chairman Member Member Member Secretary
The committee is mandated to hold its meeting quarterly or on need basis and review the progress (AKRSP, 2005). 4.1.2 Objectives of the Project According to the PC-1 (2005) for Self Employment Project for Women Objectives of this initiative were to: Provide a women business friendly, neutral, platform where potential women entrepreneurs can carry out their income generating activities in a culturally and socially acceptable manner
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This was envisaged to eliminate barriers towards empowerment of women, and to help women be a productive member of the society and contribute to over all poverty reduction and livelihood improvements.
4.1.3 Key Areas of Business Planned There were round about forty different types of businesses in which women were to be trained and it was planned that business centers would be established which would have combination of the following businesses (AKRSP, 2005): Like Candle making, Tailoring paintings business, and Catering/canteen/restaurant, Interior decoration, Beauty parlor, Tie and die service, ,Ladies shop .General Store, Stationery shop, Day care center, Dairy Products, Poultry farming, Seed production. Jam/jelly production, Pickle production, Handicrafts (embroidery) making, Carpet making etc (AKRSP, 2005). 4.1.4 The Management Committee Management committee must include the following stakeholders (AKRSP, 2005). 1. Northern Areas Chamber of Commerce and Industries (NACCI) 2. Religious leaders (of all sects) 3. Representative of the LSO 4. Representative from the local administrative authority 4.2 Targets planned and Achievement Reported In this section we will see whether the planned target is achieved and in what extend they are achieved. A. Supporting Local Women to initiate their own business by: I. Providing over 6000 women awareness and sensitization to initiate their own income generating activities (AKRSP, 2005).
37
II. III.
Supporting more than 2000 women in creation or development of their own income generation activity and business (AKRSP, 2005). Supporting 300 women in developing value added business at village level and providing business support services to local women (AKRSP, 2005).
IV.
Training and supporting 150 women to take up the marketing and processing initiatives (AKRSP, 2005).
B.
Socio-economic empowerment of women through enterprise i. Promotion of enterprise culture in Northern Areas (AKRSP,
development in the course of 2005). ii. Provision of business skills to local women to start their own business(AKRSP, 2005). iii. Establishing local business service providers to have a mechanism of . The first part of this report thus will be covering physical progress on targets while second part will be dealing with more intangible effects of the project. permanent support to local business women in the Northern Areas (AKRSP, 2005).
4.2.1. Physical Progress against the targets
The summary of the targets planned and achieved in various training sessions is given in the following figure (AKRSP, 2007). The description is as follows:
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Figure 4.1: summary of targets planned and achieved
8000 7000 6000 5000 4000 3000 2000 1000 0

Target Achieved B. Mobili 6000 7085 B. creation 2000 2478 Pro Dev 300 500 B. Mgt 300 381 Incubation 150 532
Source: Progress Report Self Employment Project for Women in NAs 2008, AKRSP. a) Business Mobilization: Business Identification & Sensitization Under Business Mobilization output the SEPW conducted a total of 223 workshops in all the six districts of Northern Areas in which 7085 potential entrepreneur women participated against a project target of training 6000 women self employment project, and got the awareness and sensitization trainings to initiate their own businesses(AKRSP, 2007). (details are given in table 4.1).
Table 4.1: District-wise Details of Business Sensitization Workshops Districts Gilgit Ghizer Astore Diamer Skardu Ganche Total # of workshops conducted 61 60 28 2 42 30 223 # women participated in workshops 2331 1826 674 18 1316 920 7085 # of villages covered 80 53 32 2 139 (WOs) 114 (WOs) 167 villages 253 WOs
Source: Progress report Self Employment Project for Women in NAs 2008, AKRSP. b) Business Creation Training
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This step after business sensitization workshops, the potential women were provided business creation trainings with the objective to equip the unemployed and potential women with necessary knowledge and skills that are required to take up small-scale income generating activity i.e. a home based business. This training assists women in generating business ideas, screening and final selection of the idea that suits to their own context/ resources and helps start new businesses (AKRSP, 2007). (See table 4.2 below for details.)
Table-4.2: District-wise Business Creation Trainings Districts # of trainings conducted 25 12 4 8 14 8 71 Targets Achievement (# of women trained) 960 389 109 198 464 358 2478 # of new businesses started 250 120 13 32 70 35 520
Gilgit Ghizer Diamer Astore Skardu Ganche Total
560 280 230 230 500 200 2000
Source: Progress Report Self Employment Project for Women in NAs 2008, AKRSP. c) Business Management Training Business Management trainings are provided to those entrepreneurs who have already started businesses. Objective of these training is to equip women with skills that are necessary to manage and further augment their existing businesses sustainable (AKRSP, 2007). (For district-wise details, please see table 4.3 below)
Table-4.3: Business Management Trainings Conducted
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District Gilgit Ghizer Astore Skardu Ganche Total
No of trainings 6 4 4 3 2 19
# of women trained 102 77 48 81 73 381
Source: Progress Report Self Employment Project for Women in NAs 2008, AKRSP. d) Exposure Trips During the project period, 84 women entrepreneurs participated in 4 exposure visits to local and national markets. These trips were designed to help women learn from the experience of women entrepreneurs in other regions and to develop business linkages with the entrepreneurs and wholesale suppliers in down country (AKRSP, 2007). During the project period, 15 entrepreneur women from Astore were taken to Skardu Hawa Market, which is the first market established exclusively for women in Northern Areas. Another group of 28 women entrepreneurs from Bagrote valley visited the Women Multipurpose Activity Centre in Gilgit to share experiences and develop business linkages (AKRSP, 2007). e) Product Development Several important gains were made under the Product Development component. As part of its product development, a variety of trainings were conducted that directly contributed to enhance skills of 4048 women entrepreneurs in different sectors (AKRSP, 2007). (For district-wise details, please see table 4.4 below) Table-4.4: Type-wise & District-wise Product Development Trainings
Ghanch e
Trainings
Gilgit
Ghizer
Astore
Diamer
Skardu
Total
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Carpet making Photography Vegetable Processing Fruit Processing Candle Making MusHRoom Farming Beautician Tie & Dye Poultry Honey bee Keeping Vegetable/Seed/herbals Quilt Making Mehendi Knitting & Stitching Framing Wheel Spinning Total
7 10 42 1034 52 40 98
15 1000 15 16 15 23 85 20 25 22
11 91 433 20 5 15 17 23 68 41 09 20 16 139 28 4 51 300
7 36 133 2767 87 45 133 83 91 80 396 70 9 73 16 22 4048
57 216 50
54
1606
1236
65
646
356
Source: Progress Report Self Employment Project for Women in NAs 2008, AKRSP. f) Development of Business Plans To examine the financial and economic viability of potential business, the SEPW staff provided support to entrepreneurs for preparing 155 business plans across all the six districts of Northern Areas by the end of June 2007. This implies that the project phase target of preparing 150 business plans has been overachieved (AKRSP, 2007). (Please see Table-4.5 below for district-wise details) Table-4.5: District-wise number of business plans developed
District Gilgit Ghizer Diamer Astore Skardu Ganche Total No of business plans 58 17 13 17 30 20 155
Source: progress report Self Employment Project for Women in NAs 2008, AKRSP. g) Marketing Support
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. The Project supported 532 women entrepreneurs in marketing their products in local and national markets through different market promotion events like Silk Route Festival, Eid melas, Women Expo and Treasurers of NAC. Business women from different areas made profits by marketing their products which include handicrafts, agricultural products, glass paintings, book stalls, handmade products, food, and honey (AKRSP, 2007). h) Hand-holding or Business Incubation Under hand holdings or business incubation centers 29 women multipurpose activity centers have been established. These WMAC provide an opportunity for entrepreneurs to carry out economic activities in a centralized and cultural acceptable way. The idea of business incubation conceived by the SEPW project was materialized in shape of the WMAC (AKRSP, 2007).
4.3 Summary
The SEPW is a joint initiative of AKRSP and P&DD of NAs. P&DD has provided a generous financial support and AKRSPs Market Development section is implementing this project to benefit more than 7000 rural women in six districts of NAs. The main objectives of the project are; (i) Socio-economic empowerment of women through enterprise development; and (ii) Supporting local women to initiate businesses. The organization (AKRSP) over achieved the stated targets..
CHAPTER FIVE
SOWT AND PEST ANALYSIS OF AKRSP

5.0 In this chapter SWOT (strengths, weaknesses, opportunities and threats) and
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pest (political, economic, social and technological) analysis of AKRSP will be made. The major strengths, weaknesses of organization will be described and the opportunities and threats that could be affecting the organizations that are operating in an area will also be identified. Moreover the political, economical, socio-cultural and technological factor that affect upon the organization will be described. 5.1 SWOT Analysis SWOT stands for strengths, weaknesses, opportunities and threats. The strength
and the weaknesses are internal to the organization while the opportunities and threats are the external. SWOT analysis of AKRSP is as follows: 5.1.1Strengths As for as the strengths of AKRSP are concerned, although there are many in number, however following are the major strengths: Management
The top management of AKRSP is highly trained, experienced and qualified. They know how to acquired funds and how and where to utilized those funds efficiently and effectively. The organization hiring policy is to recruit the best individuals in order to provide the service to their clients efficiently. The minimum qualification of employees is graduation. The achievements of the AKRSP are due to its skillful human capital.
Effective Means of Communication
AKRSP is uses modern applications of technology for communication.. It the only organization that uses the application of Web and the computers of the offices are interconnected via networking having internet facility. Also each
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office is equipped with the fax machines, intercoms and telephones. Employees communicate among each other via these means. The staff are trained to uses these application of technologies. Credibility
Due to the achievements of the AKRSP by using its innovative methods in the field of agriculture, live stock and enterprise development. The achievements are recognized internationally, AKRSP has received a number of awards, The 2005 Global Development Awards for Most Innovative Development Project. And the Ashden Award for Sustainable Energy, or "Green Oscar. Concept The concept of the AKRSP and the approach that it adopts to achieves its goals and objective is unique. The community development and Institutional development approach with special reference to grassroots was initiated in Pakistan first time by AKRSP . The organization proved what it clamed, i, e, to reduce the poverty and increase the incomes of the peoples of the north. Various LSOs and VOs are working independently with communities under the umbrella of AKRSP for the development of communities. Funding
AKRSP has a Variety of donors that support the organization financially as well as technically when required. Major Donors includes Aga Khan Foundation (AKF), United Kingdom, Norway, Canadian International Development Agency (CIDA), government of Pakistan, World Bank etc.
Technical and financial innovations
From its very start of the infrastructure the AKRSP encouraged innovations in the financial and technical matters. As a result new financial and technical 45
arrangements
evolved
which
were
different
from
the
conventional
arrangements made by government and other agencies. Flexible organization: AKRSP is an independent NGO relatively free of fixed procedures, hierarchical clearance, or internal constraints on action. This flexibility facilitates the working method of experimentation, adaptation, and trial-anderror innovation that is the hallmark of the program. AKRSP staff can spend more time in the field and less time in reporting upward. Achievements
The AKRSP successfully run its Agricultural production program, through this program it not only provided improved variety of seeds, varieties of fruits and fertilizers but also teaches new techniques of cultivation to the farmers in the region and is its services in the field of agro business is noteworthy. The services that are provided by the AKRSP in market development is also remarkable, framers are trained how to preserve its production and what should he adopt the distribution channel. Especially cherries and potatoes that are the main production of north, now they are distributed down the country efficiently due to the efforts of AKRSP. 5.1.2 Weaknesses Following weaknesses of AKRSP are analyzed: High Employee turnover rate
AKRSP fails to retain its skillful and experienced employs .there are many reasons of the high employee turnover rate. There are many reasons of the high employee turnover rate. Primarily, other organization offer high packages to skill full and experienced individuals. Secondarily, AKRSP itself is shrinking; it has cutoff its human resource, etc.
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Lack of technology
Although AKRSP effective use of technology in communication. But it lacks those tools and technology that are required to implement modern principles of agriculture sector and research in the region. Human resource
Most of the employees are fired in late nineties, because of lack of funds and some other reasons. Up till now the work load of each individual has been increased .means to say that currently AKRSP has less no of employees than required. Absence of human resource development section
There was a separate section of human resource development (HRD), now it has been merged with HR section, so the employee development is not given priority as it could be done as required. In effective role of human resource department
The role of human resource section is not significant. The HR section contain only two individuals, they are supposed to involve in recruiting and selection of employees. The rest of HR functions like employee appraisal, extension of contract of employees, promotion is performed by the section heads (of respective section) or RPM. The priorities of donors changes
AKRSP has now achieves its basic objectives thats why the priorities of donors are now shifted towards the Azad Jammu and Kashmir and Afghanistan Research and development
There no research center of for growing new verities of seeds, food processing, preserving the fruit and vegetables etc.
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5.1.3 Opportunities Following are the opportunities: New Enterprise Opportunities
New income, employment and enterprise opportunities from planned public sector investments in several mega projects, because now the federal govt. take special interest in development of the northern areas of Pakistan so the developmental budget is also increased besides creating new employment opportunities that automatically provide opportunities to the NGO to extend their operations. Poverty Reduction
The govt. in northern areas takes serious steps to reduce the poverty from the region. SEPW is the also an effort of govt. in the poverty reduction from the region and give the women awareness of self employment. For the implementation of such projects on community level AKRSP is the most suitable organization and the govt. have awareness about it. Component of AKDN
AKF take special interest in the development of NAs and it establish a net work of developing agencies that are working in different sectors like education, health culture, rural development etc. So there is an opportunity for greater integration within AKDN agencies so that desired results can be achieved. Credibility of AKRSP
Due to the achievements of the AKRSP by using its innovative methods in the field of agriculture, live stock and enterprise development. The achievements are recognized internationally, AKRSP has received a number of awards, including the 2005 Global Development Awards for Most Innovative Development project and Ashden Award for Sustainable Energy, or "Green.
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Good Relation With Local Government AKRSP has good relation with govt. since its creation, the achievement of
organization are appreciated by the local govt. and is also aware about the creditability and a expertise of the AKRSP. Therefore govt. consults the organization whenever to launch any new project in the region. Economic Development In The Region
The northern areas of Pakistan are now getting developing rapidly in every field of life especially there is rapid development in private sector. That creates opportunities to the existing as organization especially for AKRSP that it can provide the consultancy services to the newly established organization. Social Development
There are certain areas that require further attention to in context with the social development. The efforts of AKRSP in social development appreciable and it is the only organization that can further improve the life style of the peoples of north because it has links that are deep rooted in remote areas in form of LSOs. More Strengthen Local Organization
The LSOs , WOs and VOs that are the community organizations requires to developed more and by providing more technical and financial support to developed the communities . These organizations provide access to the community level and are working under the umbrella of AKRSP. 5.1.4 Threats Threats are: Socio-cultural constraints Northern area is the only region in Pakistan where various each and everey area has a different cultural and peoples have more association to their cultural values, moreover diversity also exist in terms of the tribe that the
49
individual belongs. I.e. Sheens has their own culture, same is the case with the Kashmiris, Yashkuns etc that are inhibited in the region. So in a such a sensitive region where the cultural constrains are so common ,it is difficult to operate specially those organization that are working for the welfare of people. It is because if one community is get benefited the other claims for it. As far as AKRSP is concerned, it has to be sensitive to increasing religious polarization of northern society. Especially in Gilgit and Baltistan region, AKRSP have to be careful in making sure that it involves all communities. Government Policies Every government has its own policies towards the NGOs, as NGO cannot show its efficiency without the support the government. Moreover if government imposes tax or duties upon the products and services of these NGO, will definitely affect the productivity of these organizations. Social Conflicts Northern areas have inhabitants of various races Like Kasmiries, Shine, Yaskun, Pashtoons etc. Generally NGOs particularly AKRSP works with and for communities, if some communities get benefited others claimed for getting such facilities also. Sometimes the situation became out of the control and conflicts results among communities. Countrys Economy The countrys economy is in recession and is a big threat to the NGOs, because govt. cut down the financial support for NGOs, and also can tighten the rules and regulation regarded to the NGO Disaster Prone Area The northern area is disaster prone area, and is located in the earth quake zone, infrastructure especially Karakuram high way (KKH) can be damaged if earth quake occurred, which is the only link to connect the NAC to the rest of the country.
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Changing Priorities Of Donors NGOs mostly dependent on the external financing to run their businesses, Earth quake in Azad Jammu & Kashmir (AJK) and after math conditions of Afghanistan attracts the sympathies of international donors. It is a big threat for those NGOs that are operating in other areas of Pakistan except AJK.
Private Sector Development The private sector development in NAC as well as country also creates challenges for organizations regarding to retention of the skillful human resource. As Pakistan lacks experienced professionals, therefore organizations welcomes the talented and experienced individuals with high packages. AKRSP also facing this challenge like many other organization.
Infrastructure Of Region The region of NAC is considered in hard areas of Pakistan, because of geography of the region, moreover the condition of infrastructure of the region is also critical because govt. always ignores the region. During winter season the Chitral region as well as some areas of Baltistan has no excess to the rest of the country.
Lack of Updated Data Base There is lack of sound, valid data about the population of the area, which is necessary for operational purposes and policy making and setting of priorities for communities. There are no periodic surveys of the region, the only source of information left behind is census thats result become outdated, therefore information of census cannot be generalized.
5.2 PEST analysis

PEST stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management.It identifies key 51
external factors that can have an impact on a company. Depending on the market and the type of company, the various components of the PEST analysis will give differing importance to the external factors. PEST analysis is one of the most conclusive ways of identifying these gaps and opportunities, particularly when it comes to the fast moving area of technology. The Pest analysis of AKRSP is made in following lines: Political Factors
Govt. of Pakistan gives various facilitates to the NGO sector, because Pakistan being developing country unable to work for the betterment of common people As developed countries provide their peoples. NGOs fill this gap by providing services to the deprived population of the country. In this regard, NGOs are exempted from taxes and excise duties, also govt. appreciates their achievements and provide financial assistance to the credible organizations (NGOs). . As far as AKRSP is concerned, it has good relations with the local as well as national govt. because of its credibility and achievements. Govt. of Pakistan is among the major donor of AKRSP, also govt., wishes to take advantage of AKRSPs expertise and experiences of working in the development of rural areas. In this connection various projects are handed over to AKRSP by govt. for implementation. The economy of world in general and that of Pakistan in particular is in recession due to financial crises, so AKRSP faces lacking of funds , always there is threat to change the govt. policies towards these organizations. Moreover, political instability in the country also affects the performance of the organization. Economic Factors
It has been discussed that due to financial crises NGOs (AKRSP ) dont receive the sufficient amount of funds ,also inflation, unemployment and high interest rates are the by product of economic crises. So AKRSP also faces shortage of
52
funds, donors cut back the financial assistance to the AKRSP. Therefore it has to limit its activities, which result in various problems for organization, i.e. the downsizing of employees and cutting down the salaries of employees etc Moreover inflation further exerts pressure upon the organizations (AKRSP ) budget, now organization have to careful in setting priorities to launch certain projects. Socio Cultural Factors
NAC has a diverse culture and multi sect environment, where each and every area (district) has a specific traditions life style i.e. in Gilgit region literacy rule is high peoples are sober and more conscious about their education, safety, health and always tends to improve their life style. In Diamer (district), literacy rate is low and peoples are not conscious about their life style Diamer is the area where AKRSP could not extend its services because people things that AKRSP represents specific sect and the organization preaches its teachings. Same is the case with the remote areas of Baltistan and Chitral region. AKRSP faces difficulty in operating in such a diverse cultural and multi sect environment where sectarian violation is the order of the day. Because the organization have to balance every sect in employment and launching projects, which is the big challenge for the organization. AKRSP works in collaboration with communities for effective results the cooperation of communities is necessary, most of the remote areas of NAC have low literacy rate and are not conscious to improve their lives, so AKRSP has to face difficulty to convince people to cooperate with the organization. Technological Factors The use of modern technology like cellular phones, computer and internet is getting increase in most of areas of NAC and rest will be covered in next two to three years. People response towards this technological revolution is positive, so
53
organizations operating in the region have to adopt modern technologies in order to satisfy their customers. AKRSP is the pioneer organization that uses the modern applications of information technology in NAC. It develops awareness to use technologies in the field of agriculture, gems cutting and food processing. However AKRSP lacks in field of research and development, update its agricultural equipments and food processing units as that requires more funds and finance. 5.3 Summary Credibility, effective management, skillful HR, strong chain of donors, achievements and world recognition are the major strength of the AKRSP. While there are some negative points of organization like, less spending on Research & development High Employee turnover rate in-effective role of human resource department Lack of technology etc. Allocation of more funds by the federal govt. to the NAs also creates opportunities to the NGOs in the region. Moreover creditability of AKRSP, being a component of AKDN and having good relationship with govt. further creates opportunities for the especially AKRSP. Sectarian violence, govt. policies, infrastructures condition, countrys economy, changing priorities of donors etc are the major threats. Moreover the govt. policies and relation of organization with govt. also affects the performance of the organization besides the economy of the country. NAC is multicultural and multisect region so AKRSP (any other organization) has to difficulty to balance such type of diversity in staffing as well as in implementing of the projects. The effective use of modern technology is the guarantee of success. .
CHAPTER SIX
FINDINGS AND RECOMMENDATIONS
54
6.0 this chapter is about the findings and recommendation that are made after the
analysis of the data collected by primary as well as secondary sources on SEPW as well as about the AKRSP. The actual results and results and stated targets will be analyzed and then areas of improvements are identified and suitable recommendations will be made.
6.1 Findings
There are two types of findings i.e.
The findings related to the organization The findings in context with the SEPW.
6.1.1. Findings related to the organization The findings related to the organization are: The role of HR section in the organization is not significant and its working area is just limited to the process of recruitment and selection of the employees while rest of the HR functions is carried by the respective section heads or immediate bosses. The AKRSP is facing high turn over rate of skill-full human resource because of run short of funds the organization fails to provide incentives with respective its competitors. 6.1.1.2 The findings in context with the SEPW The findings related to SEPW are: The Project was funded by the P&D Department of NAs while AKRSP was the executing arm for this project. AKRSP has rather over achieved the planned target with its partners whom with it shared the tasks. AKRSP strategize to implement the project and obtained the following inferences:
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The main achievement of the Project was to mobilize a large number of women from all over the Northern Areas. This tool of mobilization was used for the first time to motivate maximum number of women to be familiarizing with the concept and make their mind to come into business for socio-economic empowerment. Under this objective, a large number of women were exposed to sensitization workshops.
Used its existing local, village and women organizations in identifying interested ladies to invite them to sensitization workshops and motivate them to initiate their own business.
Formulated special committees in communities to extend support to women in business which helped development of linkages with community groups and in resolution of conflicts at local level.
Harnessed local support though involving small and medium level organizations (NGOs) to provide trainings to the women interested in business. This has a multiplier effect on one hand in terms of capacity enhancement of these local organizations and building a rapport with communities on the other.
A large number of ladies got sensitized about the business opportunities; if the women opt as well as have the finances they can become entrepreneurs.
The business mobilization strategy adopted for Diamer proved to be highly effective but limited to few women groups, where soft loans ranging from Rs. 1000 to 10,000/ that was provided as an incentive to start home based enterprises. It is a common example for Pakistan that those who borrow money from banks seldom return, and if they do so they do after great follow up and persuasion.
Support was provided in the form of business creation, product development, formation of management plan, and exposure trips to wholesale markets. This greatly helped many women in establishing contacts with retailers and whole-sellers in down country as well as in local market. 56
Technical support was provided to the ladies in addition to linking them with financial institutions especially First Micro Finance Bank. The community organizations, LSOs and village committees provided back up support.
Those ladies who either had a running business at their homes or had an aptitude for that; got confidence and courage to start and expand their business outside protective boundaries of their homes for the first times and earn more income. Where family support was available as well as the communities had less restrictions more ladies were in business.
Communities had very positive perception about women entrepreneurship in families where the women became helping hand to the livelihood of the family.
6.2. Recommendations There are two types of recommendations i.e. The recommendations related to the organization The recommendations in context with the SEPW.
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6.2.1 The recommendations related to the organization A. the organization needs to make the HR section more autonomous where the HR managers is allowed to carried all the HR function and there will be no interference of admin upon the work of HR manager, more over the organization have to reestablish the human resource development section and more focus on the human resource development. B. The problem of high turnover rate of employee and deficiency of funds to perform other organization activities can be overcome in the way that the organization must have to find new ways to generate revenue. This recommendation can be implement in this way that as the AKRSP has provide consultancy to the governmental and private organization . AKRSP has to take advantage of its skillful HR, diverse data bank regarding to the geography, agriculture of the region, and updated statistics about the populations and nature and culture of peoples of different areas of the region. The AKRSP provide the information related to above mentioned subjects either free of cost or charger minimal fee. The organization can commercialize its consultancy service just for private, governmental organization and NGO operating in the region, the organization can earn revenue in sufficient amount .moreover the AKRSP can act as institution that can provide various trainings related to the field of agri-business, information technology to the other private organization. Also the organization can also involved in agri-business by providing the good varieties of seeds directly to communities .now the seeds are providing by the local contractors to the farmers via the plate form of AKRSP. These are the option for AKRSP to earn revenue. 6.2.2 The recommendations in context with the SEPW This Project is one of its own kinds in entrepreneurial support to women of
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the Northern Areas. This project has developed a awareness among communities in general and women in particular. Although there are flaws and deficiencies in the implementing the projects, but however the SEPW is unique project in terms that it focuses on the women to introduce the enterprise culture in them by getting involving in business activities, so that on one hand their dependency on the male family members will be less, while on the other hand they support their family financially and therefore in this way their life standard will be high. Secondly the objectives of this project are gracious, and the targets are achieved by AKRSP. The first and foremost recommendation is to keep this initiative alive. Two things i.e. financial and technical support requires to keep alive this initiative besides the effective planning.
The implementation of this recommendation. The major issue is that of finance that has to be resolved as to have a feasible business. It needs quite sufficient amount to run the business. Therefore, there fund should be established by the concerned authorities in order to provide the initial support to the entrepreneurs and also provide the financial assistance on easy terms and conditions. The govt. can provide finance to such type of project because it has programs like PPF, Pakistan baitul mal that can provide financial support to the women entrepreneurs more over the govt. can influence the financial institutions like ZTBL and NBP that can provide loans to women entrepreneurs on easy terms and conditions. Besides these NGOs like HOPE Foundation could also support financially to such type of projects because HOPE Foundation already works for the betterment of women of northern areas. So these institutions including government, Banks and other willing NGOs may take the lead and provide a Consortium like mechanism for continued support to women in business that they establish a fund that will be utilized under the umbrella of AKRSP and the issuing agency will be the First Micro
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Finance Bank where the browning and lending of money takes place to the women entrepreneurs. Because primarily the FMFB has experience of lending small loans for shorter periods of time and the banks have effective mechanism of recovery of loans. The second thing is the FMFB is subsidiary of AKRSP, so it has deep links with communities. In perspective of technical assistant the AKRSP can provide technical assistance to the women entrepreneurs efficiently as it has human capital and it also has a net work of LSOs and VOs for providing the relevant and crisp information about the women entrepreneurs and their businesses and the problems related to their businesses. And finally AKRSP being member of AKDN can seek help from the other members like AKESP, AKCSP etc to support technically as these organizations also rich in human intellectuals. The members of AKDN also collaborate with each other when ever they need help. In context with the planning, AKRSP along with other members of AKDN can made planning by establishing criteria for each and every business and design trainings in various levels. Training centers are establish in towns and villages where the initial level of training is given to the villages (businesses sensitization) while the potential women are identified and the trainings related to business management and product development is given in the town in this way the quality of training can be improved. The record of trainings will be properly maintained this task can be effectively done by the LSOs and VOs. In the whole process the role of LSOs and VOs are significant because they acts as bridge between AKRSP and communities. The design for a future project needs more careful thought and learning from this project. There is a need to document the loopholes project staff themselves identified and there should be a mechanism to document the learning of this initiative. A repository of information must be developed.
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6.3 Summary
After analysis of primary as well as going through the literature review of SEPW it is found that although AKRSP achieves its stated targets quantitatively, however there are some areas that needs to be improved in order to maintain quality of SEPW. The women entrepreneur although start their businesses initially ,but soon they have to quit their businesses , because in order to stable in market requires financially(funds, loans) as well as technically support also the life of project was just one year, that is too short period for such type of projects. So these things should keep in mind while launching such type of projects in future. There is a need of availability of funds (loans) to women entrepreneurs on easy terms and conditions. In this connection AKRSP and financial institutions of Pakistan (NBP, ZTBL, Pakistan Baitul Maal etc) govt. of Pakistan and NGOs like hope foundation can made increment in the allocated fund to the project. While the technically support can be provided by AKRSP along with other members of AKDN. In short this project developed awareness in women of NAs and it should be continued with an effective planning that will focuses on the identified areas in above that requires improvement and considering the recommendations.
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CHAPTER ONE

standards of the rural population (AKRSP, 1986).

women in the region, moreover AKRSP done a lot of measure to

Source: AKRSP Annual Report, 2007

3.1 Brief History of AKRSP

Functions Actual and Prescribed

Figure 3.1: Organizational Chart of Core (Central) Office of AKRSP

Source: AKRSP Annual Report, 2005

2. Gender & Development Section (GAD)

1. Figure 3.2: Organizational Chart of Regional Office of Gilgit

Source: AKRSP Annual Report, 2005

2. Figure 3.3: Organizational Chart of Regional Office Baltistan.

Source: AKRSP Annual Report, 2005

Figure 3.4: Organizational Chart of Regional Chitral

Source: AKRSP Annual Report, 2005

Figure 3.6: Organizational Chart of Area Office Ghizer

Source: AKRSP Annual Report, 2005

3.Figure 3.7: Organizational Chart of Area Office Ghanche

Source: AKRSP Annual Report, 2005

4. Figure 3.8: Organizational Chart of Area Office Booni (Chitral)

Table 3.1: Employees Working In the Core Office of AKRSP Gilgit.

Table 3.1: Salary Structure of Employees of AKRSP

Source: Personal Policy AKRSP, 2003 3.1.8 Promotion Criteria

regional as well as area offices.

REVIEW OF THE SELF-EMPLOYMENT PROJECT FOR WOMEN

4.1 The SEPW for NA

4.2.1. Physical Progress against the targets

Figure 4.1: summary of targets planned and achieved

8000 7000 6000 5000 4000 3000 2000 1000 0

Gilgit Ghizer Diamer Astore Skardu Ganche Total

560 280 230 230 500 200 2000

Table-4.3: Business Management Trainings Conducted

District Gilgit Ghizer Astore Skardu Ganche Total

# of women trained 102 77 48 81 73 381

11 91 433 20 5 15 17 23 68 41 09 20 16 139 28 4 51 300

7 36 133 2767 87 45 133 83 91 80 396 70 9 73 16 22 4048

SOWT AND PEST ANALYSIS OF AKRSP

Effective Means of Communication

Technical and financial innovations

5.1.3 Opportunities Following are the opportunities: New Enterprise Opportunities

5.2 PEST analysis

FINDINGS AND RECOMMENDATIONS

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