CHAPTER ONEINTRODUCTION

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 women’s 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.

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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. To full fill the requirements of degree

ii. To gain the knowledge

iii. To evaluate the results of SEPW.

iv. 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

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us to generalize such properties or characteristics to the population elements.”

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.

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While structured interview was conduced to the various employees of the

organization the details of them are in the following table:

TABLE 1.1Number of Employees of AKRSP That Are Interviewed

Name Designation Gender Age Section Masood Ahmed Mgr male 47 y EnterpriseMaqsood Khan Mgr male 39y MERMushtaq Ahmed Executive

Sec/MIS Officermale 49 y MER

Hussain Khan HR Officer male 36 y HRZahur aman Mgr male 56 y 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

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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 and role of

AKRSP among the NGO of Pakistan. The functions of AKRSP will be briefly

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.

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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.

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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

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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 organization’s 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 NGO’s 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, women’s development, natural resource management,

and development of productive physical infrastructure, human resource

development, enterprise development, credit and saving services and monitoring,

evaluation and research.

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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

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(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

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scientific and technical skills in order to improve the socio economic

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 and betterment of

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

develop the women (AKRSP, 1986).

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

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economic development where my task is to evaluate the results of the SEPW.

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 THREEANALYSIS 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 AKRSP’s

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, Hunza–Nigar, 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,

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2008)

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.

AKRSP’s 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. Developing intuitional and technical models for equitable development.

3. 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

Source: AKRSP Annual Report, 2005

The description of sections is given as below:

1. Economic Development Section (market development / enterprise

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 with the down country markets, and

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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 women’s 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).

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

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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).

6. Policy Dialog And Partnership (PDP)

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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

component forms VOs, WOs and LSOs, as well as stake holder groups in order to

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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

Source: AKRSP Annual Report, 2005

22

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

Source: AKRSP Annual Report, 2005

3. Figure 3.4: Organizational Chart of Regional Chitral

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Source: AKRSP Annual Report, 2005

B. Area Offices

1 Figure 3.5: Organizational Chart of Area Office Astore

Source: AKRSP Annual Report, 2005

2 Figure 3.6: Organizational Chart of Area Office Ghizer

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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)

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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).

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

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Employee name Designation Qualification Experience

Izhar Ali GM MA Eco/MBA 26 years

Sher Khan PM CPI MA Eco 23 y

Akram Shah PM GAD MA Sociology 24 y

Zahur Aman PM F&A MBA 23 y

Muzaffer Uddin PM ENT MBA 22y

M Saleem PM M&E MA Sociology 24 y

Ghulam Amin PM PDP MA Eco 22 y

Masood Ahmed Mgr B&E MBA 16 y

Anwar Ali Khan Mgr HR MBA HR 10 y

Gamburi Khan Mgr Finance MBA Finance 12 y

Aftab Uddin Mgr M&E MA Eco 12y

Qazi Khurram Mgr M&E Ma socio 10y

Nazir Ahmed Mgr PDP MA Pol Science 11 y

Altaf Hussain Mgr Admin Graduate 9 y

Mustaq Ahmed MIS Officer Graduate 24 y

Naizia Hussain Prog. Economist MA Eco 5 y

Fradia Dinar Account Officer M Com. 6 y

Basher Ahmed IT Officer MCS 4 y

Raiz Ahmed I A Officer Graduate 6 y

Hussain khan HR officer MBA HR 2 y

Khan Alam Junior professional intermediate 5y

Nazim Shah Transport In charge graduate 6 y

M Iqbal Office Assistant intermediate 6y

Shakela Office Assist. graduate 3y

Ibrahim khan PRO graduate 11y

Maqsood ahmed Mgr M&R graduate 14y

Saleem ullah Junior Professional Graduate 5y

Rahat aman Office Asst. intermediate 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

organization for its employees:

27

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

28

Grade Position Minimum salary

Maximum salary

1 Driver 6000 14600

2 Office assistant 10000 23600

3 Professionals 14000 32000

4 Senior professional 19000 42200

5 Manager 28000 60400

6 Senior manager 40000 83800

7 Regional program manager

70000 14200

8 General manager 175000 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 AKRSP’s (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

29

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 AKRSP’s 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 code represents the

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

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 socio-

economic 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 Chairman

General Manager AKRSP Member

Deputy Secretary P&DD Member

In-charge Women Division Member

Project In-charge AKRSP Secretary

The committee is mandated to hold it’s 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

36

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. Supporting more than 2000 women in creation or development of

their own income generation activity and business (AKRSP, 2005).

III. 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

development in the course of

i. Promotion of enterprise culture in Northern Areas (AKRSP,

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 permanent support to local business

women in the Northern Areas (AKRSP, 2005).

.

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.

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:

38

Figure 4.1: summary of targets planned and achieved

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 # of workshops conducted

# women participated in workshops

# of villages covered

Gilgit 61 2331 80Ghizer 60 1826 53Astore 28 674 32Diamer 2 18 2Skardu 42 1316 139 (WOs)Ganche 30 920 114 (WOs)Total 223 7085 167 villages

253 WOs

Source: Progress report Self Employment Project for Women in NAs 2008,

AKRSP.

39

b) Business Creation Training

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

Targets Achievement(# of women

trained)

# of new businesses

startedGilgit 25 560 960 250

Ghizer 12 280 389 120

Diamer 4 230 109 13

Astore 8 230 198 32

Skardu 14 500 464 70

Ganche 8 200 358 35

Total 71 2000 2478 520

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

40

District No of trainings# of women

trained

Gilgit 6 102

Ghizer 4 77

Astore 4 48

Skardu 3 81

Ganche 2 73

Total 19 381

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

41

Trainings Gilgit Ghizer Astore Diamer Skardu Ghanche Total

Carpet making 7 7Photography 10 15 11 36

Vegetable Processing 42 91 133

Fruit Processing 1034 1000 433 300 2767

Candle Making 52 15 20 87MusHRoom Farming 40 5 45Beautician 98 16 15 4 133Tie & Dye 15 17 51 83Poultry 23 68 91Honey bee Keeping 57 23 80Vegetable/Seed/herbals 216 85 54 41 396Quilt Making 50 20 70Mehendi 09 9Knitting & Stitching 25 20 28 73Framing 16 16Wheel Spinning 22 22

Total 1606 1236 139 65 646 356 4048

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 No of business plans

Gilgit 58Ghizer 17Diamer 13Astore 17Skardu 30Ganche 20Total 155

Source: progress report Self Employment Project for Women in NAs 2008,

AKRSP.

42

g) Marketing Support

. 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 AKRSP’s 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

43

5.0 In this chapter SWOT (strengths, weaknesses, opportunities and threats) and

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

44

only organization that uses the application of Web and the computers of the

offices are interconnected via networking having internet facility. Also each

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

45

From its very start of the infrastructure the AKRSP encouraged innovations in

the financial and technical matters. As a result new financial and technical

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-and-

error 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

46

skill full and experienced individuals. Secondarily, AKRSP itself is shrinking;

it has cutoff its human resource, etc.

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 that’s why the priorities of

donors are now shifted towards the Azad Jammu and Kashmir and Afghanistan

47

Research and development

There no research center of for growing new verities of seeds, food processing,

preserving the fruit and vegetables etc.

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,

48

including the 2005 Global Development Awards for Most Innovative

Development project and Ashden Award for Sustainable Energy, or "Green.

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

49

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

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.

Country’s Economy

The country’s 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

50

damaged if earth quake occurred, which is the only link to connect the

NAC to the rest of the country.

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 that’s result become

outdated, therefore information of census cannot be generalized.

5.2 PEST analysis

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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

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

AKRSP’s 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 ) don’t receive

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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

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

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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

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, infrastructure’s

condition, country’s 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

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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.

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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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