2010 Annual Report: Civil Society - PartnershipsInAction

AGA KHAN FOUNDATION U.S.A.
ANNUAL REPORT 2010
A N A G E N C Y O F T H E A G A K H A N D E V E L O P M E N T N E T W O R K

The Community-based Disaster Risk
Reduction program trains communities and
schools to better prepare and respond to
emergencies in disaster-prone northern
Afghanistan. These school children and residents
receive training in first aid, emergency
response, and search and rescue. It
is a project of AKF USA and Focus Humanitarian
Assistance, funded by the US Agency
for International Development.

Dear friends,
As another year ends, we reflect on the accomplishments of 2010 and look forward to progress
in the future. Last year, we acquired almost $18 million in new grant funding and raised $7.8
million at our annual fundraisers held throughout the US. With the total $25 million, we were
able to improve the lives of millions of men, women and children in Africa and Asia. Pregnant
mothers in Pakistan now have access to midwives and inexpensive healthcare; drought-ridden
farmers in Kenya are growing more crops and marketing them more efficiently; and girls in
Afghanistan are now receiving the education they deserve.
Aziz Valliani
Chairman
National Committee
As established by His Highness the Aga Khan many years ago, the Aga Khan Foundation is
unwavering in its commitment to combat illiteracy, ill health and poverty. In partnership with
other Aga Khan Development Network (AKDN) agencies, the Foundation pursues this mission
with confidence. The AKDN is rooted in the developing world with a history, permanency and
sustainability that few others are able to match.
In the vast portfolio of development work and community needs, nothing is more important to
the long-term sustainability and health of a community than ensuring access to education – the
focus of this year’s annual report. We all know that education improves livelihoods and builds
achievement all over the world, but there is increasing recognition of education as a much
greater and more integrated tool. As we continue this quest for a better and safer world, we have
found that education generates good citizenship, promoting greater tolerance and creating
pluralism in human societies. Education has become, in essence, a foundation for peace.
Dr. Mirza Jahani
Chief Executive Officer
We have learned over the years not to become frightened by the complexities of the development
process but to embrace the challenges and the multiple inputs required. In this report, we
invite you to stretch your thinking, offer feedback and reflect on the challenges faced every day
by the work of the Foundation. We have changed the format of our report to have one main
‘thought’ piece, addressing a central development issue: how a child transitions from home to
preschool to primary school and onwards. What are the challenges presented to the child, the
educators, the family and the community? What are the critical factors that support this
transition especially in the early formative years? What are the policy implications? What is your
own experience with your child? This new approach, with articles from recognized leaders in
the field, will become a regular feature of our annual report, complementing our usual annual
progress update. This year, we are pleased to have contributions from Robert Myers and Dr.
Sharon Lynn Kagan, both known experts in childhood education.
No message would be complete without noting our most heartfelt gratitude to the huge numbers
of individual, corporate and institutional supporters of Aga Khan Foundation U.S.A. as well as
our volunteers whose commitment stands as a backbone for many of our outreach activities.
Our current portfolio remains at a stable $65 million and is now set to grow in 2011 and
beyond. This would not be possible without your generosity. Thank you.

O v e r v i e w
Aga Khan Development Network
Founded and guided by His Highness the Aga Khan, the Aga Khan
Development Network (AKDN) brings together a number of international
development agencies, institutions and programs that work primarily in the
poorest parts of South and Central Asia, Africa and the Middle East. All AKDN
agencies conduct their programs without regard to faith, origin or gender.
AKDN consists of the following agencies:
The Aga Khan Foundation (AKF) is a non-denominational, international
development agency established in 1967 by His Highness the Aga Khan. Its
mission is to develop and promote creative solutions to problems that impede
social development, primarily in Asia and East Africa. Created as a private,
non-profit foundation under Swiss law, it has branches and independent
affiliates in 20 countries. Aga Khan Foundation U.S.A. was established in
1981 and is based in Washington, DC.
The Aga Khan Agency for Microfinance (AKAM) works to expand access
for the poor to a wider range of financial services, including micro-insurance,
small housing loans, savings, education and health accounts. Its programs
range from village lending cooperatives to self-standing microfinance banks in
South and Central Asia, Africa and the Middle East.
Aga Khan Education Services (AKES) aims to diminish obstacles to
educational access, quality and achievement. It operates more than 300
schools and advanced educational programs at the preschool, primary,
secondary and higher secondary levels in Bangladesh, India, Kenya, Kyrgyz
Republic, Pakistan, Tajikistan, Tanzania and Uganda. It emphasizes studentcentered
teaching methods, field-based teacher training and school
improvement.
Top: AKDN has worked in partnership with
Afghan communities since 2002.
Middle: The First MicroFinanceBank Pakistan,
an institution of Aga Khan Agency for Microfinance,
offers credit, savings, life insurance services
and low cost funds-transfer services as a
means to alleviate poverty.
Bottom: Over 2.5 million people have benefited
directly from the AKF’s rural support
programs worldwide in over 8,400 village
organizations.
Aga Khan Health Services (AKHS) provides primary and curative health
care in Afghanistan, India, Kenya, Pakistan, Tajikistan and Tanzania in over
200 health centers, dispensaries, hospitals, diagnostic centers and community
health outlets. Annually, AKHS provides primary health care to 1.8 million
beneficiaries and handles 1.5 million patient visits. AKHS also works with
governments and other institutions to improve national health systems.
Aga Khan Planning and Building Services (AKPBS) assists communities with
village planning, natural hazard mitigation, environmental sanitation, water supply
systems and improved design and construction of both housing and public
buildings. It provides material and technical expertise, training and construction
management services to rural and urban areas.

The Aga Khan Trust for Culture (AKTC) encompasses the triennial Aga Khan
Award for Architecture; the Historic Cities Program, which undertakes
conservation and rehabilitation in ways that act as catalysts for development;
the Music Initiative, which preserves and promotes the traditional music of Central
Asia, Middle East, North Africa and South Asia; ArchNet.org, an online archive
of materials on architecture and related issues; the Aga Khan Program for Islamic
Architecture, which is based at Harvard University and Massachusetts Institute
of Technology; and the Museums Project, which is creating museums in Toronto
and Cairo.
The Aga Khan University (AKU) is a major center for education, training
and research. Chartered as Pakistan’s first private international university in
1983, it has teaching sites in Afghanistan, Kenya, Pakistan, Syria, Tanzania,
Uganda and the United Kingdom. Following the establishment of the Faculty
of Health Sciences, the Institute for Educational Development and the Institute
for the Study of Muslim Civilisations, AKU is moving towards becoming a
comprehensive university with a Faculty of Arts and Sciences in Karachi.
The University of Central Asia (UCA), chartered in 2000, is located on
three campuses: Khorog, Tajikistan; Tekeli, Kazakhstan; and Naryn, Kyrgyz
Republic. UCA’s mission is to foster economic and social development in the
mountain regions of Central Asia. It will offer Master of Arts degrees in
mountain development; a Bachelor of Arts program based on the liberal arts
and sciences; and non-degree continuing education courses.
The Aga Khan Fund for Economic Development (AKFED) is the only forprofit
agency in the Network. Often acting in collaboration with local and
international partners, the Fund takes bold but calculated steps to invest in
fragile and complex settings. AKFED mobilizes investment for the construction,
rehabilitation or expansion of infrastructure; sets up sustainable financial
institutions; builds economically viable enterprises that provide essential goods
and services; and creates employment opportunities.
The Aga Khan Academies (AKA), an integrated network of schools, are
dedicated to expanding access to education of an international standard of
excellence. The Academies, which will educate young men and women from
pre-primary through higher secondary education, are planned for key locations
in Africa and Asia. The first such school, the Aga Khan Academy in Mombasa,
began operating in August 2003.
Top: Al-Azhar Park, a project of the Aga Khan Trust for
Culture, has proven to be a powerful catalyst for urban
renewal in Darb al-Ahmar, one of the poorest districts
in Cairo.
Middle: Frigoken, an AKFED project company, supports
over 45,000 small scale farmers in rural Kenya.
Bottom: The Aga Khan Academies is dedicated to expanding
access to education of an international standard
of excellence.

In earthquake-prone regions of northern
Afghanistan, the Community Based Disaster
Risk Reduction project mobilizes emergency
response teams among students and community
members and trains them in disaster preparedness.
It is a project of the AKF USA and
Focus Humanitarian Assistance, funded by the
US Agency for International Development.
Focus Humanitarian Assistance provides emergency relief supplies and
services to victims of conflict and natural disasters. It also works with AKF to
help people recover from these events and make the transition to long-term
development and self-reliance. AKDN institutions work together with the
world’s leading aid and development agencies.
Aga Khan Foundation U.S.A.
Aga Khan Foundation U.S.A. (AKF USA), established in 1981 in Washington,
DC, is a private, non-denominational, not-for-profit international organization
committed to the struggle against hunger, disease and illiteracy, primarily in
Africa and Asia. The Foundation works to address the root causes of poverty by
supporting and sharing innovative solutions in the areas of health, education,
rural development, civil society and the environment. Using community-based
approaches to meet basic human needs, the Foundation builds the capacity of
community and non-governmental organizations to have a lasting impact on
reducing poverty.
AKF USA’s role within AKDN includes mobilizing resources and strategic
partnerships with a variety of US-based institutional partners including
government agencies, policy institutes, corporations, foundations, NGOs,
universities, associations and professional networks. AKF USA serves as a
learning institution for program enhancement, policy dialogue and disseminating
best practices and knowledge resources. It collaborates in providing technical,
financial and capacity-building support to other AKDN agencies and programs
worldwide. In facilitating and representing AKDN interests in the US, AKF USA
organizes outreach campaigns, manages volunteer resources and conducts
development education among US constituencies.

A G A K H A N D E V E L O P M E N T N E T W O R K
THE IMAMAT
AGA KHAN DEVELOPMENT NETWORK
ECONOMIC
DEVELOPMENT
SOCIAL
DEVELOPMENT
CULTURE
Aga Khan Fund for
Economic Development
Aga Khan Agency
Aga Khan
Foundation
Aga Khan
University
University of
Central Asia
Aga Khan Trust
for Culture
Tourism Promotion
Services
Industrial Promotion
Services
Aga Khan Education Services
Aga Khan Health Services
Aga Khan Award
for Architecture
Aga Khan Historic
Cities Programme
Financial Services
Media Services
Aga Khan Planning and
Building Services
Aga Khan
Music Initiative
Museums &
Exhibitions
Aviation Services
Aga Khan Academies
Focus Humanitarian Assistance
The AKDN is the largest private international network of its kind. AKDN agencies are comprised of both nonprofit and commercial forprofit
entities. The Network brings together a number of agencies, institutions and programs that have accumulated an extensive history
of experience in social, economic and cultural development. Each agency has a particular mandate and expertise, ranging from the
environment, health, education, architecture, culture, microfinance, rural development, disaster reduction, the promotion of privatesector
enterprise and the revitalization of historic cities.

In the Mopti region of Mali, AKF USA is
training rural farmers in improved farming
techniques. The women's association
in Torokoro purchased water
pumps to irrigate farmland, which
saves them time and labor. With increased
agricultural productivity, the
farmers sell surplus food in the marketplace
to earn income.

Ye a r i n R e v i e w : C i v i l S o c i e t y
Whenever citizens come together to work for the public good there is a wide
range of ways in which they can express themselves. There can be village
organizations; federations of village organizations operating on a district or
provincial level; specialized organizations trying to improve life through
interventions in health, gender, disability, environment, literacy, law, ethical
standards, savings and credit; organizations that lobby for changes in
government policy; and organizations for particular issues and causes. Their
common factor is that a group of citizens believe in something strongly enough
to put their energies and resources to work to achieve their objectives.
The Women Empowered through Citizens’
Community Boards project is enhancing
women’s advocacy and management skills
in 140 civil society organizations across
seven districts in Pakistan.
For several years, AKF has made targeted efforts to build the civil society
sector, to demonstrate that it is as important as government and business in
development and that it has unique strengths and weaknesses, which AKF
can address. In this endeavor, the Foundation is rather singular. Most
development organizations see Civil Society Organizations (CSOs) as the
means toward poverty alleviation. The Foundation, while recognizing this
role of CSOs, emphasizes the broader potential of the sector at large, of
strengthening it and making it as effective as possible at increasing both the
material standard of living and the quality of life – in short, of building a civil
society.
Women Empowered in Pakistan’s Civil Society Organizations
PROBLEM: Limited Representation by Women in Governing Bodies
In Pakistan, devolution sought to make government more accessible to the
general public by establishing Citizen Community Boards (CCBs) in
2000/2001. The CCBs were groups of local community members who
gathered regularly to discuss village concerns and develop solutions to

y e a r i n r e v i e w : c i v i l s o c i e t y
Training in project management, leadership
and communication skills, and resource mobilization
are topics covered by this project
designed to enhance women’s role in leading
organizations.
common problems. Through these CCBs, communities could mobilize to plan
local development projects and appeal for government funding when needed.
The CCBs had enormous potential to create effective change for these poor
communities. With this initiative, 42,000 CCBs were formed and through
them at least 10 million citizens were drawn into the development process,
with 33 percent of those being female.
However, the CCBs did little to improve women’s issues. Despite women’s
physical representation on the councils, they held little power over their male
counterparts. Contrary to official claims that devolution increased
representation and empowerment of women in local government, research by
AKF’s Civil Society Program and the Pakistan Center for Philanthropy indicates
it has done little to guarantee legal, administrative or financial responsibility
and authority for women beyond the reservation of 33 percent of local council
seats. In fact, focus groups indicated that often male members of elected
female councilors’ households represented them at meetings. In addition to
the impeding societal constraints, councilwomen lacked communication skills,

y e a r i n r e v i e w : c i v i l s o c i e t y
confidence and negotiation experience. Female leadership can be regarded
as a cultural peculiarity and women were ill-equipped to change their
circumstances.
In the UN’s 2010 Human Development Index, a measurement of the standard
of living in a particular country, Pakistan ranked 125 out of 169 countries. The
UN’s 2007 Gender-related Development Index ranked Pakistan at 124 out of
155 measured countries. It is in this environment that AKF intervened to help
empower women.
SOLUTION: Women Empowered through Civil Society Organizations
With funding from the US Department of State, Aga Khan Foundation and
the Civil Society Resource Center (a capacity-building project of AKF, formerly
known as NGO Resource Center) launched a project in Pakistan to help
communities use CCBs to their fullest potential. The Women Empowered
through Citizens’ Community Boards (WECCB) project was to focus on
increasing female participation in CCBs. Yet moving forward, based on
analysis that many CCBs were not functioning well, some with evidence of
corruption and misuse of funds, the project focused on working with other
local organizations to build confidence and competence of women leaders.
Trainings empower women to be more
active in civil society organizations while
sensitizing men to the important role of female
leadership.
WECCB is enhancing women’s advocacy and management skills in 140 civil
society organizations across seven districts. The program is training 280 women
and 70 men from local councils, village organizations and government institutions
through a series of three courses in 2010.
Trainings on topics such as project management, leadership skills and resource
mobilization are taught through hands-on management coaching. The
interactive hands-on courses are designed to ensure that knowledge transfers
easily to practical application. The trainings empower women to be more
active in their CCBs while sensitizing councilmen to female leadership. In
addition to the trainings, staff meet regularly with participants to generate
awareness on social issues and the role of women’s participation in
development. The project is paving the way for successful programs that
improve the lives of women and, in turn, benefit the community as a whole.
To ensure sustainability, all concerned CSOs are involved in the project from
planning to training to evaluation. The groups identify their most crucial
capacity-building needs, which then become the basis of the training
programs. Along with the 350 representatives, the program will train 21

y e a r i n r e v i e w : c i v i l s o c i e t y
Master Trainers (at least three from each of the seven districts). These Master
Trainers will continue training more representatives and CSOs long after the
WECCB project has ended.
Strengthening Local Governance in Afghanistan
PROBLEM: Critical Gaps in Capacity Limit Effectiveness of Mid-Level Governance
AKF’s Strengthening Sub-National Governance
Program in Afghanistan focuses on
building capacity in meso-level democratic
local structures to increase the transparency,
accountability and competency of subnational
government institutions. Training
modules are designed to help district and
provincial level councils collaborate better
on sustainable development projects such
as road repair, bridge building and water
management.
Under the auspices of Afghanistan’s Ministry of Rural Rehabilitation and
Development, the National Area Based Development Program (NABDP) has
been promoting Cluster Level Development Committees (CLDCs) and District
Development Assemblies (DDAs) all across Afghanistan, with the aim to develop
long-term district-level plans. The CLDCs bring together several village-level
Community Development Councils to address common challenges and issues,
like roads and bridge infrastructure projects, that affect larger areas and aid in
facilitating broader development concerns and governance issues at the meso
level. However, to date the CLDCs and DDAs have not yet been supported as

y e a r i n r e v i e w : c i v i l s o c i e t y
extensively as the local Community Development Councils have under the
National Solidarity Program. In most cases, the cluster and district level councils
are left uncoordinated and ineffectual. At the provincial and district level, a lack
of capacity and limited programmatic scope is largely due to a lack of technical
capacity and resource support. Unable to modestly deliver on basic services,
with scarce reach to rural areas, the line departments are limited to provincial
centers. Critical gaps of strategic vision, clarity of role, low capacity and severe
lack of resources limit the effectiveness of these institutions.
SOLUTION: Strengthening Sub-National Governance in Afghanistan
Through the National Solidarity Program (NSP), the Afghan government
established local governing bodies throughout Afghanistan, creating a platform
for dialogue and problem-solving. To support the NSP, Aga Khan Foundation
helped train local councils and villagers to prioritize and tackle communities’
most urgent needs. Now, AKF is extending the program to larger governance
groups like community clusters, districts and provinces.
In support of the Afghan Government’s National
Solidarity Program, AKF is extending
its capacity-building program at the district
and provincial levels in an effort to create
transparency, accountability and democratic
decision-making.
Supported with funding from the US Department of State, AKF is
strengthening sub-national governance in Afghanistan, giving communities
the power to change their own circumstances. The program focuses on
building capacity in effective meso-level democratic local structures and
increasing the transparency and accountability of subnational government
institutions. To consolidate and strengthen these governance structures with
a comprehensive approach, the program extends vital support to local NGOs.
Local NGOs are also limited in scope and capacity and suffer from a lack of
direction. With regards to the local civil society organizations, AKF-
Afghanistan holds the long-term view of strengthening these organizations to
become the facilitating agents of development in place of international NGOs
like itself.
The program supports 16 local NGOs across four regions and promotes
sustainable development of 19 DDAs and 136 CLDCs in the northern and
central provinces of Badakhshan, Baghlan, Bamyan and Takhar.
Capacity-building training include modules in Participatory Planning and Proposal
Writing (for CLDCs) and Vision Building (for DDAs). Other modules for NGOs
include Institutional Strengthening Model, Proposal Writing, Gender Sensitization,
Participatory Monitoring and Evaluation. After training, the aim is for these
clusters to collaborate with one another and tackle more complex infrastructure
needs in their region, like building bridges, generating electricity or repairing roads.

y e a r i n r e v i e w : c i v i l s o c i e t y
If unable to successfully manage and complete projects, these institutions risk
their legitimacy within their regions. Beyond capacity building, AKF is helping
these groups identify important infrastructure needs, develop plans to make
lasting improvements and manage projects through completion. As these
projects improve the quality of life, 140,000 Afghan citizens across four
provinces will grow to trust their government more, increasing stability and
security in the country.
Community-based Savings Groups in Bihar, India
PROBLEM: Poor Communities with Limited Choices are the Most Vulnerable
to Economic Shocks
Densely populated Bihar is India’s poorest state, and its residents struggle to
provide for their families. Nearly half of its people are poor, less than half can
read or write and its per-capita income is a third of the Indian average (at
$94 a year against India’s average of $255). Agriculture continues to be the
mainstay of the population, and the cropping intensity is high. Although very
fertile, the productivity of its main crops is among the lowest in the country.
In Bihar, AKF is mobilizing women from
marginalized communities to form savings
groups and organize simple lending practices
that help cushion them against economic
shocks and avoid debt in the face of
emergencies.
In comparison to other states, the microfinance activity is in a rudimentary
stage in Bihar. Less than five percent of Bihar’s population has access to
banks. The poor’s lack of access to formal financial institutions such as
commercial banks, regional rural banks or financial cooperatives makes it
difficult to securely save money or acquire loans.

y e a r i n r e v i e w : c i v i l s o c i e t y
SOLUTION: Access to Financial Services for Very Poor Communities
AKF is helping poor communities in remote and under-served regions of Bihar
move away from depravation through Community-based Savings Groups
(CBSG). As part of AKF’s Multi-Input Area Development strategy in Bihar, the
program fills a huge gap in the availability of financial services to the poor.
With self-run village savings groups, individuals can accumulate funds to
avoid selling valuable assets when economic hardships arise. For example, a
woman who runs into financial trouble can now use her own savings or borrow
from the group savings to pay for an unexpected expense, such as a medical
emergency, instead of selling her cow – which is not only an asset in itself
but also provides milk, a steady source of income and nutrition for her family.
The program helps smoothen out consumption for poor households who often
have erratic income patterns and protects them from slipping into deeper
poverty and indebtedness with a focus on savings.
The CBSG program began in March 2010, initially with 10 field officers of the
Aga Khan Rural Support Programme (India) in selected blocks of Muzaffarpur
and Samastipur districts. New implementing partners – NIDAN, Nav Jagriti
and SAKHI – began operations in June 2010, with a total of 58 field officers.
Nav Jagriti and SAKHI focused on two rural blocks of Samastipur and
Muzaffarpur respectively, while NIDAN was assigned the urban and peri-urban
Fulwari block of Patna district.
The CBSG program provides basic financial literacy to participants to help
them better manage their household financial affairs and make better choices
in using financial resources. Using simple calculation methods to keep track
of savings and loans, the project is widely accessible to all residents, including
the illiterate and uneducated.
By the end of 2010, the program mobilized
930 Community-based Savings Groups in
Bihar, India with 18,274 members, of
which 92 percent were women.
By the end of 2010, the program mobilized 930 groups with 18,274
members, of which 92 percent were women. The program accumulated
nearly $160,000 in savings with an average savings of $9 per member.
Members showed a keen interest in the program with an attendance rate of
88 percent and a retention rate of 97 percent. With access to savings, the
poor are avoiding falling into deeper economic hardship and are taking initial
steps toward self-reliance.

S t a t e m e n t o f Fi n a n c i a l Po s i t i o n
We remain very grateful for the commitment of our many supporters. Our contributions grew thanks in part to strong support
to our response to the Pakistan flood emergency. We continue to enjoy success with direct government support of our programs
in places like East Africa, Pakistan and Afghanistan. Contributions from private sources remain our largest source of program
funds at 64 percent. Operating expenses are funded by a grant from His Highness the Aga Khan. Therefore, no donations from
individuals, foundations and corporations are used for operating expenses.
The financial results depicted on pages 62 and 63 are derived from the AKF USA December 31, 2010, audited consolidated
financial statements performed by PricewaterhouseCoopers LLP. AKF USA’s complete, audited financial statement may be obtained
by writing to the Chief Financial Officer, Aga Khan Foundation U.S.A., 1825 K Street, NW, Suite 901, Washington, DC 20006.
Noordin Moloo
Chief Financial Officer
As of December 31, 2010 and December 31, 2009
As of December 31, 2010 and December 31, 2009
Dollars Dollars in Thousands in Thousands
2010 2010 2009 2009
Assets
Cash and cash equivalents $53,987 $46,715
Investments 8,650 7,727
Accounts receivable and other current assets 209 459
Donor agency receivables 422 711
Receivables from affiliates 4,061 3,013
Contributions receivable, net 30,684 40,290
Fixed assets:
Property held for charitable purposes 87,446 87,446
Other fixed assets 333 580
Less accumulated depreciation -12,151 -11,090
Fixed assets, net 75,629 76,936
Total assets $173,641 $175,850
Liabilities and and net net assets assets
Liabilities:
Accounts payable and accrued liabilities $1,609 $836
Payable to affiliates 6,289 1,628
Deferred revenues 3,697 2,671
Total Liabilities 11,595 5,135
Net Assets
162,046 170,715
Total liabilities and net assets $173,641 $175,850

S t a t e m e n t o f Fi n a n c i a l A c t i v i t i e s
2010
Sources of Funds
Use of Funds
For the years ended December 31, 31, 2010 2010 and and 2009 2009
Dollars in in Thousands
2010 2009
Revenues:
Contributions $18,391 $15,467
Federal grants 9,292 10,432
Other grants 985 3,252
Investment income 200 178
Total Revenues 28,868 29,329
Expenses:
1
Program grants 30,313 57,899
General and administrative expenses:
Salaries 2,299 2,054
Legal, accounting and consulting 165 193
Travel 154 128
Doubtful pledges provision 79 -146
General office 3
Taxes and licenses
Premises 314 289
Resource development & communications 127 97
Total general and administrative expenses 4,441 3,019
Fundraising and public education events 1,476 1,094
Depreciation and amortization 1,308 1,288
Total expenses 37,538 63,300
Change in net assets -8,670 -33,971
Net assets at beginning of year 170,715 204,676
Net assets at end of year $162,046 $170,706
Notes:
1
Program grants decreased as three-year campaign in support of AKDN institutions ended in FY09.

I n s t i t u t i o n a l C o l l a b o r a t i o n s
The Foundation works with many institutional partners across the world. It also works closely with national,
provincial and district governments in the countries where it operates. Each year, government agencies and
private foundations join together with AKF USA to move mountains and build dreams. The Foundation’s efforts
to alleviate poverty, hunger, illiteracy and disease would not be possible without their unwavering support. Our
2010 institutional partners include:
Bill & Melinda Gates Foundation
Flora Family Foundation
The Ford Foundation
International Youth Foundation
Microsoft Corporation
United States Agency for International Development
United States Department of Agriculture
United States Department of State
United States Environmental Protection Agency
The William and Flora Hewlett Foundation
The Aga Khan Development Network has agreements and protocols with the following countries and organizations:
Afghanistan, Asian Development Bank, Bangladesh, Canada, Egypt, the European Commission, France, Germany,
India, Ivory Coast, Kazakhstan, Kenya, Kyrgyz Republic, Mali, Mozambique, Norway, Pakistan, Portugal, Russia,
Syria, Tajikistan, Tanzania, Uganda, United Kingdom and the United Nations (United Nationals Development
Programme and World Health Organization).

C u r r e n t P r o j e c t s
Afghanistan Special Fund
Aging Gracefully Initiative
Chitral Child Survival Programme in Pakistan
Community-based Disaster Risk Reduction in Afghanistan
Community-based Savings Groups in Bihar, India
Cultural Revival - Nizamuddin Basti in Delhi, India
East Africa Quality in Early Learning Phase 1
Education for Marginalized Children in Kenya, Phase II
Educational Quality Improvement Programme 2: School Effectiveness Study for Mozambique
Empower and Equip Zanzibari Youth
Escola Agraria de Bilibiza
Khana Loan Initiative – Housing Microfinance
Learning Centers for Parents and Children Replication
Links to Learning: Education Support to Pakistan
Mali Area Development Program
Microinsurance Initiative in Pakistan and Tanzania
NGO Sustainability Index
Partnership for Advancing Community Education in Afghanistan
Professional Development Internship Program
Relief and Early Recovery Program in Pakistan
Remote Access for Health Professionals with Aga Khan Health Board
Scaling-Up Market-based Mechanisms for Building and Construction Improvement Programme Product Distribution
Social Safety Net with Youth Support Services
Sombeza Community Knowledge Center
Sombeza Water and Sanitation Improvement Program in Kenya
Strengthening Sub-National Governance in Afghanistan
Tajik Scholarship Program
Water and Sanitation Improvement Program for Kinango, Kaloleni and Kilifi Districts in Coast Province Kenya
Women Empowered through Citizen Community Boards in Pakistan
Zanzibar Madrasa Resource Center
Zanzibar Teacher Upgrading by Radio

B o a r d , N a t i o n a l C o m m i t t e e a n d S t a f f
Board of Directors
His Highness the Aga Khan, Chairman and Founder
Prince Amyn Aga Khan
Maître André Ardoin
Guillaume de Spoelberch
AKF USA National Committee
Aziz Valliani, Chairman
Mohammad Ashraf Ramji, Vice Chairman
Dr. Mahmood Eboo
Zamila Karimi
Sultana Mangalji
Dr. Eboo Patel
Alnoor Shivji
Jehan Velji
AKF USA Staff
Executive Office
Mirza Jahani, Chief Executive Officer
Evan Gill, Executive Research Analyst
Sharon Bayolo, Executive Assistant
Finance & Donor Services
Noordin Mooloo, Chief Financial Officer
Nazlin Pepermintwala, Finance and Administration Controller
Karim Juma, Donor Services and Administration Manager
Innocent Manishimwe, Grants Officer
Lydie Curney-Boa, General Ledger Accountant
Shahdil Shivji, Donor Services Staff Accountant
Asad Panjwani, Donor Services Assistant
Nikolai Kosmynin, Finance Assistant
Paul Michael, Donor Services Administrative Assistant
Sanam Vazir, Accounting Associate
Communications & Resource Development
Charles Sheerin, Director of Communications and Resource
Development
Martha Sipple, Communications and Public Affairs Manager
Shelina Gwaduri, Resource Development and Volunteer
Services Manager
Jennifer Graham, Resource Development Officer
Jay Gilliam, Communications Assistant
Justine Feighery, Resource Development Assistant
Programs
Joanne Trotter, Director of Programs
Caryn Sweeney, Manager, Program Development
Leanne Sedowski, Program Officer
Linda Ulqini, Program Officer
Andrea Wilson, Program Officer
Luke Bostian, Program Associate
Sarah Comer, Program Associate
Natalie Ross, Education Program Assistant
Opposite page: Tajik school children living
near Khorog now walk to school on a road
that was repaired by the local Village Organization.
This endeavor was the villagers’
first infrastructure project as education is
high on people’s agenda once food security
improves.

Photography:
ACDI/VOCA, Luke Bostian, Sandra Calligaro,
Pierre Claquin, Lucas Cuervo
Moura, Ebrahim Esmail, Focus Humanitarian
Assistance, Karim Jan, Nadirshah
Jivani, Thomas Kelly, Pervaiz Khan, Ali
Naemi, Gary Otte, Amit Pasricha, Zahur
Ramji, Jean-Luc Ray, Jamie Rector, Pat
Scheid, Rajendra Shaw, Nafisa
Shekhova, Wendy Stone, Tara Todras-
Whitehall, Jacques Toureille, US Department
of Defense, Winifred Westergard
© 2011 Aga Khan Foundation U.S.A.

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