SIKANDAR Intership Report

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Internship Report

AKRSP, Baltistan

Submitted by;

Muhammad Sikandar Hasan

Supervised by;

Maam Perkha Khan

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Acknowledgements

I am thankful to Allah The Almighty for He gave me the will and ability to cope

with the hardships of life, and for His benevolences which he bestowed on me. Secondly

my gratefulness is to the Regional Program Manager Agha Khan Rural Support Program

Mr. Nazir Ahmed for letting me this great opportunity to work under his kind guidance. I

am thankful to all the Managers, who inculcated us the structural, organizational setup

and working of their respective sections. My special thanks to Mr. Syed Muhammad

Muttahri, Manager employability for his kind supervision and guidance throughout the

Program. My special gratitude to Ms. Perkha Khan , my internship supervisor at QASMA

for her guidance.

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Executive summary

The AKRSP (Aga Khan Rural Support Program) was established in 1982 under

AKF (Aga Khan Foundation), nobody thought that this NGO will be the most efficient

and would do the best towards the prosperity of the then downtrodden society of GBC

(Gilgit-Baltistan and Chitral).It works to promoting the human development and reducing

poverty as well as gender inequalities in GBC through an effective strategy of,

1) Social development

2) Resources development

3) Market development.

With the help of different programmes and different policies of AKRSP, the people of

GBs per capita income has increased and achieved a significant progress in formation

and building of local support organizations. My personal experience of working in

AKRSP was wonderful. I got to know how an organization works and its structure.

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Abbreviations

AKRSP :- Agha Khan Rural Support Program

AKF :- Agha Khan Foundation

GBC :- Gilgit-Baltistan and Chitral

LSO :- Local Support Program

VOs :- Village Organization

WOs :- Women Organization

ID:- Institution Development

ED:- Engineering Department

M&E:- Monitoring and Evaluation

GAD:- Gender and Development

PPAF:- Pakistan Poverty Alleviation Fund

ICIMOD:- International centre for Integrated Mountain Development

JICA:- Japan International Cooperation Agency

EC:- European Commission

NGO:- Non Government Organization

HRM:- Human Resource Management

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Table Of Contents

1) Introduction and Background

2) Village organizations (VOs)

3) Emergence of Women Organization (WOs)

4) Human Resource Management

5)

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Introduction and Background:

Baltistan lies in North of Pakistan in the mountains of Karakoram and The Great

Himalayas, comprising of two Districts, Skardu and Ghanche. This area is blessed of

natural resources by the Nature. Although Baltistan gained its independence on 14 th of

August 1948 but was governed by feudalistic Raja-geer system till 1970. Then the then

Prime Minister of Pakistan Z.A. Bhutto overthrew the feudalistic Raja-geeri system and

put it under the Federal Government. But the lack of attention by the Federal Govt. and

due to the declining of Raja-geeri system a vacuum was produced for the socio-economic

and socio-political well-being of the people. Keeping in view the socio-economic

scenario of the region after the feudalistic culture, the AKRSP (Agha Khan Rural support

Program) was established in 1985 in Baltistan to lapse the vacuum in the socio-economic

and socio-political scenario. In order to achieve its objective, AKRSP has promoted

diversified, sustainable and equitable economic development through the provisions of

economic resources and opportunities. AKRSPs role has been that of a catalyst for rural

development supporting the progress of village level institutional structures, which

provided a forum for local communities to organize and initialize activities for their

social and economic uplift

The Aga Khan Rural Support Program (AKRSP) has been working in the Baltistan with

an explicit focus on developing institutional capacities at the grassroots level. Mandated

to improve the living standard of local communities, the AKRSP has helped catalyzed a

participatory development process through organizing over 80% of rural households into

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4,000 village-based institutions. Recognizing its effectiveness and relevance, the AKRSP

model has now been widely replicated within as well as outside Pakistan.

From the perspective of promoting tolerance and pluralism, AKRSPs role can be

understood along the following dimensions:

Village-Organizations (VO): A Forum for Dialogue and Conflict Management

Village Organizations (VOs), with a membership of about two thirds of rural house holds

in the program area have become an integral part of the regional developmental process.

After the completion of the infrastructural projects, they survived as autonomous

institutions able to offer their members other benefits, particularly from the savings and

credit scheme under the program. Through organizing the majority of communities into

village-level institutions, AKRSP has, in fact, provided a viable platform for local people

to articulate their diverse views and needs. By design, these institutions are broad-based

and ensure inclusion of voices from different quarters of their constituencies. As result of

this broad-based participation, an atmosphere of trust and confidence has been created

that is often missing in non-participatory approaches. Ultimately, this institutional

mechanism allows people to voice their concerns and jointly find out ways in which these

concerns can be addressed. Furthermore, not only did these institutions ensure the

inclusion of diverse groups from their constituencies, but they also play an important role

in resolving conflicts arising out of the very development interventions. Through

promoting dialogue and negotiations amongst the local people, these institutions have

been able to resolve conflicts related to common resources and accomplish many

development projects.

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Experience suggests that AKRSP fostered grass-roots institutions are effective in

managing diverse interests and conflicts at the village or inter-village level, a natural

outcome of the scope and mandate of the village-based institutions. In this connection, it

was also noticed that AKRSP has largely been unable to recognize and engage other

players in the civil society institutions such as rights groups and other forums that could

play an effective role in managing new challenges..

Furthermore, AKRSP has also started to implement new concepts such as Multi-

stakeholder Forum that could serve as an institutionalized system of dialogue for issues

and challenges that affect higher levels of aggregations such as valleys, districts and even

regions.

Emergence of Women Organizations (WOs):

Women in the program area though very active in the local economy, but they were not

directly involved in the developmental activities. Thanks to AKRSP women

Organizations have become a form or womens participation were heir leadership skills

and economic productivity have been able to develop. Like their VO counterparts,

women organizations also undertake savings and credit activities.

Human Resource Management:

AKRSP has made a major contribution in human resource development through its

training programs. Villagers are trained in specific fields so that they can continue to

provide services within their communities. However to realize the intended role of VOs

as full partners in development will require a greater depth of management training for

their members. Future projects that involve cooperation among VOs will need a cadre of

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managers to assume leadership roles in multi-community settings. And proposed new

developments in village banking will require accountants and managers.

AKRSP and Equitable Development

As noted in the previous sections that inequitable development is a major driver of

conflicts in Baltistan. AKRSPs development model pays explicit attention to the

importance of equity to put in place a long lasting and desirable development process.

Various evaluations have confirmed that AKRSP has largely been able to incorporate the

interests of different groups e.g. gender, sects, and regions. However, evidence suggests

that the development in Baltistan has not fully benefited everyone.

This inequitable development is not necessarily an outcome of AKRSP or AKDN

interventions but there are other factors such as differential government investment that

have also contributed toward this skewed development outcome and differential

articulation of demand for social sector services such as education, health and sanitation.

The specific objectives relating to AKRSP are:

To expand the knowledge of the resource systems of Baltistan through a joint research

project in order to enhance the capabilities of project staff to respond to the challenges of

integrated resource management in high-altitude areas.

to improve AKRSP documentation and extension systems with respect to forestry and

pasture to improve AKRSPs links with national and international research institutions.

Sections of the Organization:

The AKRSP comprises of following sections.

Institutional Development (ID) section

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Engineering Department (ED)

Monitoring and evaluation (M&E) section

Gender and Development (GAD) section

Finance section

Enterprise section

Institutional Development Section;

The major tasks of the section include;

Formation of village Organization (VO).

To conduct first meting with the VO to initiate a project.

To enhance public-private partnership.

For this ID section conducts workshops, multi-stage forums. This section has worked

with the collaboration of different Public sector Departments, i.e. Agriculture,

LG&RD, Forestry, and Fisheries.

Economic development/ Resources Development:

Initially the section was named Resource Development Section, but, was transformed

into economic development section in 2003. The key functions of this section are;

To conduct the second round of meeting with the VO, and, to prepare the

feasibility report.

To conduct surveys.

Basically the ED section is related with the all kinds of Infrastructural development.

Monitoring and evaluation Section:

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The M&E section is an important section of AKRSP. The major tasks of this section

include;

To provide facilitations to all the sections of the Organization. This could be in

the form of written documentation, trainings and orientations.

Compilation of NFRs and survey reports at regional level and send them to the

core office.

To develop proposals for the LSOs and for the Organization herself.

To review the proposals constituted by the LSOs and VOs etc.

To monitor the ongoing projects in terms of record keeping.

To handle the consultants and internees conducting evaluation tasks.

Gender and Development:

Gender discrimination is the one of the hot social issues in the countries like Pakistan.

To minimize the gender discrimination this section was established. The important tasks

of this section are;

Formation of WOs.

To arrange Gender sensitization workshops, seminars and pamphlets.

To stabilize women economically by giving technical and formal education.

To create economic resources of the women within the parameters of their socio-

cultural settings.

To create awareness about health and hygiene.

Capacity building of women in the society.

Finance Section:

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Finance section is the key section in every public and private organization. The key

duties of the finance section include;

To ensure the management of all the financial matters of the organization.

To keep check on the expenditures of the organization.

Enterprise section:

The major tasks of this section are:

To create market for the local products, especially for those products which are

produced with the collaboration of AKRSP.

To form organizations of farmers, miners and businessmen, for their capacity

building and financial betterment.

Beside these major sections there are sub-sections;

Agriculture sub-section:

The main profession of the people of Baltistan is traditional farming. That is why this

section is an important section. The major tasks of the section are;

To introduce new variety of seeds to the farmers.

To provide them training through workshops and by documentation.

To introduce modern scientific approaches of farming to enhance the production

in place of the ancient traditional ways of farming i.e. to install dehydration plants

and to provide apricot drying kits.

To develop barren land by the scientific method of land terracing.

To construct water channels through community mobilization.

To establish forest and fruit nurseries, in order to enhance forestry.

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Animal Husbandry:

This sub-section works under the ID section. The major tasks include;

To enhance the production of milk and to convert the traditional diary-farming on

the lines of modern scientific methods.

To provide bulls of good breed.

To provide medical facilities for cattle to the communities.

To train community person to nurse the cattle.

Partners/Donors of AKRSP;

AKRSP works in close partnership with Government, other civil society organizations

and businesses. Its work is generously support by

o Government of Pakistan

o Aga Khan foundation (AKF)

o CIDA (Government of Canada)

o

European Commission (EC)

o NORAD (Government of Norway)

o DFID (Government of UK)

o Pakistan Poverty Alleviation Fund (PPAF)

o International centre for Integrated Mountain Development (ICIMOD)

o Japan International Cooperation Agency (JICA)

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LIST OF AKRSP DONORS IN 2008-09

n

o

Donor Agency program Prog.Are

a

Start

date

End

date

currenc

y

Funding

committed1 CIDA-IDPR Institutional

development for

poverty

reduction(IDPR)

Program

Area

20 oct

04

31-

dec-

09

CADS 9,000,000

2 DFID

through(AKF)

Civil society

program

Program

Area

1-

march-

09

20

June

10

USD 50,000

3 Aga Khan

Foundation

Food security

project

Program

Area

1

Oct

08

31

March

11

USD 100,000

4 PPAF-CPI phase

7

Infrastructure

project

Program

Area

Jan 07 Mar

09

PKR 35,664,200

5 PPAF-CPI phase

8

Infrastructure

project

Program

Area

Jan 09 Jun 09 PKR 18,646,536

6 PPAF-CPI phase

5

Infrastructure

project

Program

Area

Jul 05 Jun 09 PKR 39,120,000

7 PPAF-CPI phase

6

Infrastructure

project

Program

Area

Jan 07 Mar

09

PKR 63,838,000

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8 PPAF-CPI phase

8

Infrastructure

project

Program

Area

Jul 07 Jun 10 PKR 169,149,000

9 PPAF-CPI

phase9

Micro hydel dev

prog

Program

Area

Aug

07

Jun 10 PKR 87,800,000

1

0

PPAF-CPI phase

10

Micro hydel dev

prog

Program

Area

Nov

08

Jun 10 PKR 64,494,000

1

1

PPAF water

management

Second generation

intervention for

SRD

Program

Area

Nov

08

Dec

09

PKR 7,693,000

1

2

EV-K2CNR

Committed

(Italy)

Sustainable

development

initiatives

Baltistan Jun 06 Dec

09

EURO 130,000

1

3

International

centre for

Integrated

Mountain

Development

(ICIMOD)

Improvement of

herder live hood

Chitral Jul 07 Dec

09

USD 14,299

Graphical coordination frame-work of AKRSP

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AKRSP

LSO

COMMUNITY

VO/WO

DONORS

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Area Office Astore


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AKRSP ORGANISATIONAL CHART

Personal Experience:

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Board OF

Directors

Area Office

Ghanche

Regional

Program Office

Gilgit

Regional

Program Office

Chitral

Regional

Program Office

Baltistan

Core Office

Area Office

Ghizer

Area Office

Booni

General

Manager


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It was the first time I joined an organization and worked practically. I have got a lot of

personal experience through the summer internship in AKRSP. It was a wonderful

experience for me and a chance to know how actually an organization works, especially

an NGO. This internship was of six weeks, time was little and a lot of work was to do.

The work done by is divided into six parts based on six weeks, which is given below.

1) First week

The first day I went to AKRSP everything was new for me like people and environment

of the organization. I was little bit confused but confident enough to face any new

challenge. First of all I met some other confused internees outside of the gate. When we

entered into office some staff was there to welcome us. They took all of the internees to a

conference hall and started taking our introduction and gave us two forms to fill. The

regional program manager gave us an over view and a short introduction about the

AKRSP. They serve us with tea and told us to come tomorrow so that they could assign

the departments of our choice. The first week of internship was of orientation. Our

supervisor used to take us to different departments like finance, marketing, HR, ID

(institution Development) and employability for visit and introduction to these

departments. The second day our supervisor Mr. Zaman took us to Finance department,

we met the manager Mr. Shahid. He told us about the working process of his department

and introduced his colleagues. There were total five staff members one assistant manager,

a casher and three other employees. They served us with tea during the session and had

our introduction too. After the session we asked different questions to the manager, he

answered the questions technically. They let us free at 2 o clock and we went to home.

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The third day we visited Marketing department, the manager was Mr. Syed Muttahri. He

was also Quaidian, did his MPA from QASMS. We had an excellent session with him

there was an assistant manager and two other employees. We were with tea and had an

informal session during which he recalled his era at QASMA and shared his golden

memories. After the session at 2 0 clock I went to home. The fourth day we visited HR

department and Admin, Mr. Ghulam Mehdi was the manager there were 4 staff in HR

department and five in admin. The manager gave us a multimedia presentation and

cleared every question asked by us. We visited the ID department at the fifth day. The

employees there gave us lectures about working of their particular department.

Procedures, policies and timings of work were also told to us during this week. The first

week was introductory, we got to know about AKRSP and its working system.

2) Second week

On the very first day of our second week we were assigned the department we are to join.

As per my choice I was sent to Marketing Department. The manager Mr. Syed Muttahri

welcomed me with his assistant Mr. Jaffer. They gave me the instruction and guide lines

to follow and told me about its working. The marketing department was working on

different projects like value chain of honey, buck wheat and apple.

On the second day they told me to work with apple value chain team. I started working

with apple value chain team from the third day of my second week. There was a separate

room for this team for discussion and meetings. They gave me a chair and table and

laptop was my own. They told me what apple value chain is all about how it works what

is its mechanism and procedures. Apple value chain is basically a chain which includes

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all the processes, persons and mechanisms used to deliver an apple (from seed to end

consumer).

3) Third week

In third week I was given task of getting a questionnaire filled from all the whole-sellers

and retailers of Apple within the Skardu city (headquarter of Baltistan). It was a tiring

task and was also my first practical experience of market. There was another internee

with me in this assignment. The manager gave us a time of one week to get 300

questionnaire filled. We started visiting the market from the third day as there were issues

of security. Fourth day we visited the markets near our homes and got 57 questionnaires

filled with a great trouble and struggle. On Friday just 20 questionnaires were get filled,

we were disappointed very much but we had a hope on our abilities. We sit together and

started thinking about the assignment. The main task was to make the retailers and

shopkeepers agree to give us information. Lot of retailers and whole-sellers were illiterate

and to make them understand that why we were getting the information about their

business, it was a very difficult and headache task. The questionnaire was actually about

the rates of different types of apple, from where whole-seller buy and to whom they sell.

They were requested to give their suggestions to improve apple market and difficulties

they face. We planned a lot for the next week as we are to submit the results on Thursday.

4) Fourth week

On the first day of fourth week we went to office at 8 o clock and then went to field with

zeal and zest first we went to the fruit market of the city and started with the whole-

sellers it was a tough and difficult task. We finished with the whole-sellers at 2 o clock

then started approaching the retailers every retailer was there with a new story and

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different situation but we carried on and did stop at 6 o clock evening. The number of

questionnaires we got filled reached to 189. On the next day we went to market early in

the morning. We divided the whole city into two regions northern region and southern

region. I got northern region and went to accomplish the task, in the northern region there

were approximately 20 retailers and 8 whole sellers. I started with whole-sellers which

got a lot of time and hard work. Then I moved to retailers and found that there were 25

retailers, which was good for me. I did with retailers easily as I had a lot of practice in

last 4 days. My other partner get 70 questioners filled, so we were near to our target. We

were left with only 8 questionnaires which was an easy task so we left the remaining task

to the next day. On Wednesday we went to a beautiful small town near Skardu, named as

Hussainabad. There were 10 retailers and only one whole-seller, which made our task

more easy, as we only need 8 questionnaires to get filled. We went to all the retailers and

the whole-seller and did our task efficiently. Then we visited apple orchards and farms

located in the small town. After spending a lot of time in the beautiful places we left to

Skardu at evening. We were happy and enjoying all the way as we had done our task. We

told our supervisor too about the task he praised us and told us to submit all the

questionnaires by the next morning. On Thursday we went to office early but the

supervisor was busy in a meeting with the foreign donors team. We spent all the day in

the office sitting in our respective places. Doing nothing was not an issue, but we were

expecting a great welcome and praise by our supervisor, all in vain. We left all the

questioners on the table of supervisor and went to home at 2 o clock. Friday was a

holiday, as a worst incident happened on the soil of Gilgit Baltistan. The organization

remained close for 5 days including weekend of last week.

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5) Fifth week

The organization opened on Wednesday but a lot of employees were absent. Our

supervisor called us to come to discuss on the task which we had done. He was happy to

see us on time as we were the only internees present. He asked us about the difficulties

we faced in getting the questionnaires filled and the techniques we used to tackle the

problems. We told him each and everything we learned and faced. He then started putting

all the information on excel sheet on his laptop and entertained us with a cup of special

tea. There were Eid holidays from Friday of the running week, our supervisor was happy

and satisfied from us so he told us to come after Eid holidays. The organization was

closed for almost 5 days due to Eid-ul-fiter.

6) Sixth week

After Eid holidays we visited different places where the projects of AKRSP were in

operation. The organization gave us 3 vehicles and a field supervisor for the visit. This

visit was compulsory for all the internees so they divide us in 3 groups having 4 members

in each group. The organization granted all the expenses except food. The SEED (Social

Economical and Environmental Development) projects were operating in these areas. Our

main focus was to see whether the projects were working in order and whether they were

effective for the community. We also took feedback from the residents of those areas.

The places we visited were:

Basha ( last man settlement in Himalayas)

Khapulo ( capital of Ghangchay district )

This visit was full of fun and knowledge. It was basically a tour of two days and one

night. First we went to Basha valley where we saw a huge development by SEED under

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the umbrella of AKRSP. It was the first time that I visited the last man settlements in

Himalayas. We visited the following projects in Basha carried out by SEED for the

development and welfare like:

Irrigation

Electricity

Green house

Farming ( buck wheat )

Plantation ( fruit trees )

Dairy and Poultry

Cable TV network.

We stayed there in Basha LSO guest house, which was the only cemented building in the

whole Basha. On the next morning we had our breakfast and started our journey towards

Khapolu, the capital of Ghangchay district. We reached there at 3 o clock, had our lunch

and went to its most unique places like:

Khapulo fort

900 years old mosque

Khapulo fort is 500 year old fort now a days run by Sarena Hotels chain. When we

reached there it was full with tourists from abroad and nation-wide. We took photographs

and have tea in a royal way with modern touch. Then we went to a mosque which was

900 years old and having Mughals architecture. We offer prayers and took photographs.

The most special thing about this mosque is that it is a double story mosque both stories

are used by different sects. Its the most attracting thing for todays muslim. We left for

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Skardu at evening and reached home late night. We did not go to the organization next

day but the day after next day was our last day at organization. At the last day we had an

informal session with our department members at the end they promise to give us the

internship letters soon and said good bye with best wishes.

SWOT Analysis:

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Strengths

Defined & Easy work process

Excellent Employee Relations

Open communication Channel

LSOs

Weaknesses

Low Employee Motivation

No cultural and religious diversity

Less government support

Opportunities

Education & Health

Ability to increase donations

Grass root access

Technology

Threats

Sectarian Factor

Weather and climate

Cultural threats

Strengths

The working mechanism of AKRSP is very strong because the policies and

procedures of performing tasks are defined clearly and employees dont face any

difficulty. As it is an international organization so it follows international

standards and having a unique vision. Which makes the employees more clear

about their goals.

AKRSP employees have excellent employee relations between the upper level

management, middle level management and lower level management. As there

are no barriers between any level of management. If a security guard has a

problem then he can directly go to the RPO to complain against his problem but

the supervisors handle all such problems at their end.

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LSOs are the Local Support Programs which can work like an organization if

supported with funds. These have access to the grass root level and to the donors

and work like facilitators. These are the main strength of AKRSP.

Weaknesses:

AKRSP employees are less motivated because employees working there are

having a very simple cultural background. The salary they receive is enough to

satisfy their needs and wants, which are limited. They do not go for luxuries

because of the culture that prevails there rather they are contented so they do not

work more.

In AKRSP there is no cultural and religious diversity as all the employees are

from the same cultural background. All the employees from RPO to security

guard are from Baltistan and called as Baltis, having same language and culture.

All the employees are the followers of same sect of Islam.

AKRSP is not receiving any support from government so they fulfill all their

financial needs through different donors from all over the world. AKRSP have

some permanent donors like European Commission and some donors vary from

project to project.

Opportunities:.

In the Baltistan reign AKRSP only works for economical and social

development. Which is no doubt an excellent welfare but there are some gray

areas which are to be focused such as Education and Health. As these areas can

let AKRSP to penetrate in the whole reign.

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AKRSP can increase its donations by marketing its work and human resource.

It has an excellent human resource as it has access to the grass root level and

got a high image in the minds of the people of the reign. As it helps in skill

development and making people independent.

Threats:

Since the organization works under the supervision of Prince Karim Agha Khan

about whom the people of Baltistan have controversial thoughts. As Prince Karim

Agha Khan is also the supreme leader of a sect of Islam, which is not practiced in

the Baltistan reign. It can cause a bad effect on AKRSP so it should take a lot of

care in this aspect.

Weather and climate of Baltistan is very extreme cold in winters, which lasts 8

months in year. In summer there is chance of floods due to melting of glaciers. So

its a great threat for AKRSP projects in Baltistan reign. In winters the work

process is very slow or no work condition. The projects are to be completed in

summer but there is another threat which is floods and land sliding which is a

normal process in the whole reign.

People of Baltistan are very firm believer of their values and culture they dont

accept change particularly the one bought by multinational firms like AKRSP.

There is a segment of people called nationalist are the main pressure groups

working against AKRSP. They are small in number but are more influential as

they are the native people.

11. Key findings

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After conducting the above study following are the key findings;

AKRSP is the most efficient social sector organization due its community

mobilizing working mechanism.

AKRSP has brought revolutionary changes in almost every sphere of the life of

the local community.

Communities have shown more trust in AKRSP rather than the Public sector

departments.

Due to the involvement of communal interest and participation in all stages of

development, AKRSP projects are more efficient and long-lasting then the

projects of Public sector departments.

AKRSP has enhanced the capacity building of the communities by enhancing

their Human Resource Management and Natural Resource Management. This

proved to be very vital.

The formation of LSOs is step to enhance the capacity building and socio-

economic enhancement of the local communities even in the absence of AKRSP.

This is an exemplary step towards self-reliance.

Conclusion:

AKRSP has made a substantial development impact in a very difficult

environment. It has not only tried to maintain an enclave approach but also has

progressively integrated its activities into the overall development process, with

government and other investors. This approach and the principle of insisting on

developing a self-help capacity within cooperating communities, predict well for the

sustainability of its benefits. AKRSPs flexibility and grass root emphasis greatly

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contributed to the program success. AKRSP has increased NGO participation as an

integral part of the rural developmental projects. Another major success of AKRSP is the

institution building through ownership in, the form of LSOs, as a starting point of

development. By involving the beneficiaries in every stag of their development, a

foundation and relationship has been built for the future.

SIKANDAR Intership Report

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