INTERNSHIP REPORT

District Account Office

Specialization: Human Resource Management

Submitted By: Danish Maqsood

Roll No: BUSB51BF20R042

Registration No: 20F-US-B-BUS-42

Session: 2020-24

University of Sargodha, Sub-campus Bhakkar

Department of Business Administration

i
 INTERNSHIP REPORT

By

Danish Maqsood
Roll Number; BUSB51BF20R042

An internship report submitted to the Department of Business

Administration, University of Sargodha, Sub-campus Bhakkar in partial
fulfillment of the requirements for the degree of

BACHELORS OF BUSINESS ADMINISTRTAION

(Human Resource Management)

University of Sargodha, Sub-campus Bhakkar

Department of Business Administration
DECEMBER 2023

ii
 INTERNSHIP REPORT
ON
ASKARI BANK BHAKKAR
By

DANISH MAQSOOD

Roll NO: BUSB51BF20R042

______________________

Mr. Shariq Zia

(Incharge Internship & Placement)

______________________

Dr. Shahid Kalim

(Incharge, Department of Business Administration)

DEPARTMENT OF BUSINESS ADMINISTRATION

UNIVERSITY OF SARGODHA, SUB-CAMPUS BHAKKAR
DECEMBER 2023

iii
Copyright © 2023 by DANISH MAQSOOD

All rights are reserved. No part of the material protected by this copy right notice may be
reproduced or utilized in any form or any means, electronic or mechanical, including
photocopying, recording or by any information storage and retrieval system, without the
permission from the author.

iv
 DEDICATION

TO MY FATHER

Your efforts and your personality has always been a source of inspiration and
guidance for me

Always feel you in every moment of my life

TO MY LOVING MOTHER

“Your prayers are what I need more than anything else in my life-Love You Ammi”

TO MY SUPPORTIVE FRIENDS, TEACHERS

“Always strengthen and a great source of motivation and determination for me”

v
 Preface

The report has been prepared in partial fulfillment of the requirement for the degree of
BBA .In this internship report I will describe my experiences during my internship
period. The internship report contains an overview of the internship company and the
activities, tasks and projects that I have worked on during my internship. Writing this
report, I also will describe and reflect my learning objects and personal goals that I have
set during my internship period. In compiling this report, I have intended to provide a
synthesis of theoretical approaches and methods of implementing them in the world of
business. I have tried to discover the relationship between theoretical and practical type
of knowledge. I endeavor to bridge the gap between theoretical assumptions and
practical necessities. During the entire course of our academic study, we remain engaged
in theoretical learning where the primary objective is academic success. A concise
knowledge of the modern business arena can only be attained through the pragmatic
implementation of hypothetical ideas. With these objectives, I have made all possible
efforts and the necessary investigations to submit this report in an enlightened form. The
report first shall give an overview of the tasks completed during the period of internship
with technical details. Then the results obtained shall be discussed and analyzed. Report
shall also elaborate on the future works which can be persuaded as an advancement of
the current work.

DANISH MAQSOOD

vi
 Letter of Undertaking

I DANISH MAQSOOD Student of UOS Sub Campus Bhakkar ID: BUSB51BF20R042

hereby confirm that the internship report I have provided is solely my own effort. I did
not copy my report partially or completely from any other student or from any other
source either against payment or free and I did not provide any plagiarized material in
any section of my report. I further confirm that the documents (internship completion
certificate & evaluation form) that I have provided are genuine (i.e., not forge/fake) and
have been issued by the authorized person in the organization. If I am found guilty of
misstating, misleading or concealing the facts about my activities (either academic or
non-academic but relevant to this course) at any stage, the university is authorized to take
disciplinary action against me according to university policies and regulations. I hereby
also confirm that I have carefully read and understood all the guidelines, rules and
regulations provided by the Course Instructor. I assure that I will follow the instructions
regarding presentation & viva voce and will appear on the scheduled date for
presentation & viva voce which will be intimated to me by the Course Instructor. In case
of any negligence, I shall be held responsible.

DANISH MAQSOOD

vii
viii
 ACKNOWLEDGEMENTS
By the grace and blessings of ALMIGHTY ALLAH I have been able to complete my
research work.

The Gracious and All Compassionate. I can never dare to deny of HIS gifts that HE has
granted me, best of which is that HE has provided me with the torch of eternal guidance
in the form of HIS Holy Prophet (PBUH), who is the knowledge for humanity as a
whole.

I sincerely and honestly thank my supervisor Dr Shahid Kaleem, for his unmatchable
and dedicated supervision for the completion of this study. He has really been extremely
patient, helpful and cooperative.

I am lucky to have best teachers including Mr. Sajawal Hussain, Mr. Ahmar
Jamshaid,and Mr. Shariq Zia Khanwho are always a source of learning and inspiration
for me. I am also greatly thanksto Dean and Head of Department of Business
Administration of University, for their cooperation and support.

I would love to express my sincere thanks to my colleagues and friends who have always
been a real source of motivation for me.

I am very thankful to my family. The prayers and support of my family has helped me
throughout my work.

DANISH MAQSOOD

ix
 Executive Summary
Introduction: An introduction that briefly describes the purpose and scope of the
report.
Financial Highlights: A summary of the district's financial performance, including
the total budget, actual expenditures, revenue generated, and any significant
variations from the budget.
Expenditures: Information on how the allocated budget was spent, including major
expense categories or programs funded by the district.
Revenue Collections: Details on sources of revenue, such as taxes, fees, grants, or
other income, and any notable changes or trends.
Compliance and Audits: An overview of any recent audits or compliance
assessments, highlighting any issues or areas of improvement.
Challenges and Recommendations: Identification of challenges or issues faced by the
District Account Office and recommendations for improvement or future actions.
Key Accomplishments: A summary of significant achievements or milestones
reached during the reporting period.
Future Outlook: A brief discussion of the district's financial outlook, upcoming
projects, or initiatives.The specific content and format of the Executive Summary can
vary, but it serves as a condensed version of the district's financial activities and
performance for stakeholders and decision-makers.

x
 Table of Contents
Chapter 1: Overview of Organization.............................................................................1
1. Introduction..............................................................................................................1
1.1. Establish Clear Communication Channels:......................................................1
1.2. Define Roles and Responsibilities:...................................................................1
1.3. Set Up Regular Meetings:.................................................................................1
1.4. Standardize Processes:......................................................................................2
1.5. Budgeting and Planning:..................................................................................2
1.6. Expense Reporting:...........................................................................................2
1.7. Reconciliation:..................................................................................................2
1.8. Documentation:................................................................................................2
1.9. Training and Education:...................................................................................2
1.10. Use Accounting Software:............................................................................2
1.11. Compliance and Regulations:.......................................................................2
1.12. Audit and Review:........................................................................................3
1.13. Problem-Solving:..........................................................................................3
1.14. Feedback and Improvement:.........................................................................3
1.15. Cultural Sensitivity:......................................................................................3
1.16. Data Security:................................................................................................3
1.17. Maintain Transparency:................................................................................3
2. Back Ground History of Account Office:................................................................3
3. History of Account Office.......................................................................................4
4. Major Function of Account office...........................................................................5
4.1. Financial Record Keeping:...............................................................................5
4.2. Financial Reporting:.........................................................................................5
4.3. Budgeting and Planning:..................................................................................5
4.4. Auditing:...........................................................................................................5
4.5. Tax Compliance:...............................................................................................5
4.6. Payroll Management:........................................................................................5
4.7. Accounts Payable and Receivable:...................................................................5
4.8. Financial Analysis:...........................................................................................5
4.9. Risk Management:............................................................................................6
4.10. Financial Compliance:..................................................................................6

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 4.11. Asset Management:.......................................................................................6
4.12. Financial Software and Systems:..................................................................6
5. Roles of Account Office in State.............................................................................6
5.1. Budget Management:........................................................................................6
5.2. Financial Reporting:.........................................................................................6
5.3. Auditing:...........................................................................................................6
5.4. Revenue Collection:.........................................................................................7
5.5. Expenditure Control:........................................................................................7
5.6. Financial Planning:...........................................................................................7
5.7. Accounting and Record Keeping:.....................................................................7
5.8. Grant and Fund Management:..........................................................................7
5.9. Compliance and Regulations:...........................................................................7
5.10. Risk Management:........................................................................................7
5.11. Cash Management:........................................................................................7
5.12. Financial Analysis:........................................................................................8
6. Missions of Account office......................................................................................8
6.1. Record Keeping:...............................................................................................8
6.2. Financial Reporting:.........................................................................................8
6.3. Budgeting:........................................................................................................8
6.4. Auditing:...........................................................................................................8
6.5. Tax Compliance:...............................................................................................8
6.6. Financial Analysis:...........................................................................................9
6.7. Financial Planning:...........................................................................................9
7. Goals of Account Office..........................................................................................9
7.1. Financial Record Keeping:...............................................................................9
7.2. Financial Reporting:.........................................................................................9
7.3. Compliance:......................................................................................................9
7.4. Budgeting and Forecasting:..............................................................................9
7.5. Risk Management:............................................................................................9
7.6. Cost Control:.....................................................................................................9
7.7. Audit Preparation:...........................................................................................10
7.8. Financial Analysis:.........................................................................................10
7.9. Cash Management:.........................................................................................10

xii
 7.10. Asset Management:.....................................................................................10
7.11. Payroll Management:..................................................................................10
7.12. Financial Strategy:......................................................................................10
8. Policies of Account Office.....................................................................................10
9. Strategic Objectives...............................................................................................11
Chapter 2: Work Procedure of Account Office...........................................................12
10. Staff:.......................................................................................................................12
11. Controller...............................................................................................................12
12. Functioning............................................................................................................13
13. Gazette and Non-Gazette:......................................................................................14
13.1. Gazettes Officers:........................................................................................14
13.2. Non-Gazettes Officers:...............................................................................14
14. Duties of DDO:......................................................................................................15
14.1. Strength of DDO:........................................................................................15
15. District Account Office in Punjab..........................................................................16
16. Passing Procedure of Check / Payment from Government to Contractor..............17
16.1. Government procedures:.............................................................................17
16.2. History of government laws and regulations affecting contracting............18
16.3. FASA and FARA........................................................................................19
16.4. Department of Treasury..............................................................................20
16.5. Double Locker Room..................................................................................21
17. Retirement Process.................................................................................................22
18. Token and Diary System........................................................................................23
19. SWOT Analysis.....................................................................................................23
19.1. Strengths:....................................................................................................23
19.2. Weaknesses:................................................................................................24
19.3. Opportunities:.............................................................................................24
19.4. Threats:.......................................................................................................24
20. Internal and External Influences............................................................................24
20.1. Internal Influences:.....................................................................................25
20.2. External Influences:....................................................................................26
21. Plan of internship...................................................................................................27
21.1. Training Program:.......................................................................................27

xiii
 21.2. The Process of learning (Reflective Journal entries)..................................28
21.3. Critical Analysis..........................................................................................31
21.4. Internal Analysis.........................................................................................32
22. External Analysis...................................................................................................34
22.1. Political Factors:.........................................................................................35
22.2. Economic Factors:......................................................................................35
22.3. Sociocultural Factors:.................................................................................35
22.4. Technological Factors:................................................................................35
22.5. Environmental Factors:...............................................................................36
22.6. Legal Factors:..............................................................................................36
Chapter 03: Recommendation & Conclusion...............................................................37
23. Recommendation...................................................................................................38
23.1. To the Organization (Intern at TU).............................................................39
23.2. To the University........................................................................................39
References........................................................................................................................40

xiv
 Chapter 1:Overview of Organization

1. Introduction

The District Accounts Office in Pakistan is a government department responsible for

maintaining financial records and managing the budgetary affairs of the district. The office is
responsible for the distribution of funds to various departments and agencies within the
district, ensuring that budgets are being allocated in accordance with government policies and
regulations. The office also monitors the financial performance of various departments and
agencies, providing regular reports to higher authorities on their financial health. In addition,
the District Accounts Office is responsible for preparing the annual budget for the district and
ensuring that all expenditures are within the allocated budget. The department plays a critical
role in promoting transparency and accountability in the management of public funds
in the district.

Collaborating with other departments and the accounting office in Pakistan involves effective
communication, coordination, and teamwork to ensure the smooth flow of financial
information and processes within an organization. Here are some steps and tips for working
with other departments and the accounting office in Pakistan:

1.1. Establish Clear Communication Channels:

Maintain open lines of communication with all departments and the accounting office. Use
emails, meetings, or collaboration tools to share information and updates.

1.2. Define Roles and Responsibilities:

Clearly outline the roles and responsibilities of each department and the accounting office.
This helps avoid confusion and ensures that everyone understands their duties.

1.3. Set Up Regular Meetings:

Schedule regular meetings to discuss financial matters and address any concerns. These
meetings can be weekly, monthly, or as needed.

15
1.4. Standardize Processes:

Implement standardized financial processes and workflows that all departments follow. This
ensures consistency and makes it easier for the accounting office to manage finances.

1.5. Budgeting and Planning:

Collaborate with other departments to create an annual budget. Involve department heads in
the budgeting process to ensure their needs and goals are considered.

1.6. Expense Reporting:

Establish a clear procedure for departments to report their expenses. Make sure they use
standard forms and categories that align with accounting practices.

1.7. Reconciliation:

Regularly reconcile financial data with the accounting office to identify any discrepancies or
errors. This process helps maintain accurate records.

1.8. Documentation:

Keep detailed records of all financial transactions. Proper documentation is essential for
audits and financial reporting.

1.9. Training and Education:

Provide training and guidance to employees in other departments regarding financial policies
and procedures. This will help them understand their role in the financial process.

1.10. Use Accounting Software:

Utilize accounting software and systems to automate financial processes. This can streamline
data entry, reporting, and reconciliation.

1.11. Compliance and Regulations:

Stay updated on financial regulations and compliance requirements in Pakistan. Ensure that
all financial practices align with the law.

16
1.12. Audit and Review:

Conduct regular internal audits to ensure financial accuracy and compliance. Invite the
accounting office to participate in or review these audits

1.13. Problem-Solving:

Address financial issues and discrepancies promptly. Encourage departments to report

problems and work together to find solutions.

1.14. Feedback and Improvement:

Continuously seek feedback from other departments and the accounting office on how to
improve financial processes. Make necessary adjustments based on their input.

1.15. Cultural Sensitivity:

Be aware of cultural norms and practices that may impact financial interactions in Pakistan.
Be respectful and adaptable in your approach.

1.16. Data Security:

Ensure the security and confidentiality of financial data. Implement data protection measures
to safeguard sensitive information.

1.17. Maintain Transparency:

Foster a culture of transparency in financial matters. Everyone involved should have access to
relevant financial information.

Working effectively with other departments and the accounting office in Pakistan requires a
combination of clear communication, standardized processes, and collaboration. Building
strong working relationships among all stakeholders will help ensure the financial health of
your organization.

2. Back Ground History of Account Office:

The Account Office of Pakistan has a long and complex history that dates back to the early
days of the country's independence in 1947. At the time of its creation, the office was
responsible for managing the finances of the new government and ensuring that all funds

17
were properly allocated and accounted for.Over the years, the Account Office has undergone
numerous changes and reforms in response to the evolving needs of the Pakistani
government. In the early years after independence, the office was largely focused on
managing the country's budget and overseeing the collection and distribution of revenue.

Today, the Account Office plays a critical role in ensuring the financial stability and
accountability of the Pakistani government. Its responsibilities include managing the national
budget, overseeing the collection and allocation of revenue, and auditing government
agencies and programs to ensure compliance with financial regulations. Despite ongoing
challenges, the office remains committed to promoting transparency and accountability in the
management of public finances, and continues to evolve and adapt to meet the changing
needs of the Pakistani government and people.

3. History of Account Office

The Pakistan Account Office, also known as the Controller General of Accounts (CGA) in
Pakistan, is a government department responsible for managing the financial accounts and
expenditures of the federal government of Pakistan. It plays a crucial role in maintaining
transparency and accountability in government finances. The Pakistan Account Office is
tasked with various functions, including the preparation and maintenance of accounts,
disbursement of funds, and financial reporting. It ensures that government funds are allocated
and utilized in accordance with budgetary allocations and established financial regulations.

Furthermore, the Pakistan Account Office facilitates the auditing of government

expenditures, which helps prevent financial irregularities and mismanagement. It also
supports the government in fiscal planning and provides valuable financial information for
decision-making. Overall, the Pakistan Account Office is a vital institution in the financial
administration of the federal government of Pakistan, working to uphold financial integrity
and accountability in public finance.

18
4. Major Function ofAccount office
4.1. Financial Record Keeping:

Maintaining accurate and up-to-date financial records of a company's transactions, including

income, expenses, and assets.

4.2. Financial Reporting:

Preparing financialstatements such as balance sheets, income statements, and cash flow
statements to provide insights into the company's financial health.

4.3. Budgeting and Planning:

Creating budgets and financial plans to help the organization allocate resources effectively
and set financial goals.

4.4. Auditing:

Conducting intern l orexternal audits to ensure financial accuracy and compliance with
regulations and policies.

4.5. Tax Compliance:

Ensuring the company complies with tax laws and regulations, preparing tax returns, and
optimizing tax strategies.

4.6. Payroll Management:

Processing payroll, including calculating wages, withholding taxes, and distributing

paychecks to employees.

4.7. Accounts Payable and Receivable:

Managing accounts payable (money owed to vendors and suppliers) and accounts receivable
(money owed by customers or clients).

4.8. Financial Analysis:

Analyzing financial data to provide insights for decision-making, cost control, and
performance improvement.

19
4.9. Risk Management:

Identifying and mitigating financial risks, such as fraud, market fluctuations, and economic
uncertainties.

4.10. Financial Compliance:

Ensuring that the organizationadheresis to accounting standards and legal regulations.

4.11. Asset Management:

Monitoring and trackingthe organization's is assets, including depreciation, acquisitions, and

disposals.

4.12. Financial Software and Systems:

Utilizing accounting software and systems to streamline financial processes and enhance
accuracy.

These functions are crucial for maintaining financial stability and making informed business
decisions. The specific responsibilities may vary depending on the size and type
of organization.

5. Roles of Account Office in State

5.1. Budget Management:

Preparing, managing, and monitoring the state's budget to ensure financial resources are
allocated efficiently.

5.2. Financial Reporting:

Generatingfinancialsreports and statements to provide transparency and accountability in the

use of public funds.

5.3. Auditing:

Conducting internal and external audits to ensure compliance with financial regulations and
identify any irregularities.

20
5.4. Revenue Collection:

Overseeing the collection of taxes and other sources of revenue to fund state operations.

5.5. Expenditure Control:

Managing and controlling state expenditures to stay within budget limits and ensure
responsible spending.

5.6. Financial Planning:

Developing financial plans and strategies to support the state's long-term goals and
objectives.

5.7. Accounting and Record Keeping:

Maintaining accurate financial records and accounts for all state transactions.

5.8. Grant and Fund Management:

Managing grants and funds received from federal or external sources, ensuring they are used
for their intended purposes.

5.9. Compliance and Regulations:

Ensuring that the state's financial activities comply with relevant laws, regulations, and
accounting standards.

5.10. Risk Management:

Identifying and mitigating financial risks that could impact the state's financial
stability.Payroll and Employee Benefits: Managing payroll, benefits, and pensions for state
employees.

5.11. Cash Management:

Handling cash flow, investments, and treasury management to optimize the state’s financial
resources.

21
5.12. Financial Analysis:

Conducting financial analysis to support decision-making and policy development within the
state government.

These roles are crucial for maintaining the fiscal health and accountability of a
state government.

6. Missions of Account office

The mission of an Accounting Office typically involves managing financial transactions,

ensuring accuracy, and providing financial information and reports to support an
organization's decision-making. This includes tasks such as:

6.1. Record Keeping:

Maintaining accurate records of all financial transactions.

6.2. Financial Reporting:

Preparing financial statements and reports, including income statements, balance sheets, and
cash flow statements.

6.3. Budgeting:

Assisting inthe creation and management of budgets to help an organization plan its financial
activities.

6.4. Auditing:

Ensuring compliance with financial regulations and conducting internal audits to identify any
discrepancies or errors.

6.5. Tax Compliance:

Managing tax-related matters, such as filing tax returns and ensuring the organization
complies with tax laws.

22
6.6. Financial Analysis:

Analyzing financial data to provide insights and recommendations for improving financial
performance.

6.7. Financial Planning:

Assisting in long-term financial planning and forecasting. The specific mission and
responsibilities of an Accounting Office may vary depending on the organization's size,
industry, and objectives. Ultimately, the mission is to maintain financial integrity, provide
accurate and timely financial information, and support the organization's financial goals and
compliance with relevant regulations.

7. Goals of Account Office

7.1. Financial Record Keeping:

To maintain accurate andup-to-date financial records of an organization's transactions.

7.2. Financial Reporting:

To prepare and present financial statements, reports, and analyses to help stakeholders make
informed decisions.

7.3. Compliance:

To ensurecompliancewith financial regulations, accounting standards, and tax laws.

7.4. Budgeting and Forecasting:

To assist in creating budgets and financial forecasts that guide the organization's financial
planning.

7.5. Risk Management:

To assess financial risks and implement strategies to mitigate them.

7.6. Cost Control:

To monitor and control costs to improve the organization's financial efficiency.

23
7.7. Audit Preparation:

To prepare financial records and documentation for internal and external audits.

7.8. Financial Analysis:

To analyze financial data for insights that can inform strategic decisions.

7.9. Cash Management:

To manage and optimize the organization's cash flow and liquidity.

7.10. Asset Management:

To track and manage assets, including depreciation and disposal.

7.11. Payroll Management:

To ensure accurate and timely payment of employees.

7.12. Financial Strategy:

To contribute to the development of financial strategies and long-term financial planning.

The specific goals may vary depending on the organization's size, industry, and objectives.

8. Policies of Account Office

 Financial Record Keeping: To maintain accurate and up-to-date financial records of

an organization's transactions.
 Financial Reporting: To prepare and present financial statements, reports, and
analyses to help stakeholders make informed decisions.
 Compliance: To ensure compliance with financial regulations, accounting standards,
and tax laws.
 Budgeting and Forecasting: To assist in creating budgets and financial forecasts that
guide the organization's financial planning.
 Risk Management: To assess financial risks and implement strategies to mitigate
them.
 Cost Control: To monitor and control costs to improve the organization's financial
efficiency.

24
  Audit Preparation: To prepare financial records and documentation for internal and
external audits.
 Financial Analysis: To analyze financial data for insights that can inform strategic
decisions.
 Cash Management: To manage and optimize the organization's cash flow and
liquidity.
 Asset Management: To track and manage assets, including depreciation and disposal.
 Payroll Management: To ensure accurate and timely payment of employees.
 Financial Strategy: To contribute to the development of financial strategies and long-
term financial planning.
 The specific goals may vary depending on the organization's size,
industry, and objectives.

9. Strategic Objectives

 Value-led high-performance organization

 Establish high-quality staff experience
 Increased quality and quantity impact of our knowledge exchange
 Increase our impact on social and economic growth locally as well as nationally.

25
 Chapter 2:Work Procedure of Account Office

Although all departments, government or private, are of great importance as far as their
functions are concerned, the finance department is the key department among all. District
Accounts offices (DAOs) are under the jurisdiction of the finance department of the
respective province. Every district has a DAO which deals with tasks related to all
government servants of the district. These tasks include payments of monthly salaries,
pensions, general provident funds and all sorts of payments and receipts on behalf of
thegovernment.As far as the personnel of the aforementioned office are concerned, they are
the best social workers and can greatly the people.But, in our country its employees, along
with those of many other departments, have become lords. Their attitudes towards the
employees of other departments are of the worst kind. An officer of a department is just
treated like a peon by a DAO clerk. A government employee can't get his work done unless
he uses his hard-earned money as a bribe. In addition, newly-appointed government servants
are made to suffer severe mental agony when their salaries are held up for months together by
the DAO people.

For example, five to 10 minutes are required to complete the process of preparing the pay slip
or service book of the newcomers, but the DAO people take at least three to four months.
Those who bribe the official concerned, they get their work done in a day or so.Higher
authorities should look into the matter. A separate complaint cell should be established at
district level in order to cater to the problems of government employees. The anti-corruption
department should take solid measures to eradicate all sorts of corruption from DAOs.

10.Staff:

Half of the staff consists of federal Government and half of it consists of

provincialGovernment (Punjab). It includes2 (DAO) officers fromFederal Government
Province Government. Both Officers has same working.There is difference between their
working.

26
11.Controller

The officer which is from Punjab (province)Government has four employees

subordinate.Those are called (Deputy District Account officer).

 Deputy Accountant
 Junior Clerk
 Computer Operator

The Officer which is from Federal (federative) Government has two employees. Those are
Called (Assistant Account Officer).

 Senior Editor
 Junior Editor

Nature of work both has same. Difference is simple thatboth. Head are relate with separate
sectors of government.

Note: 40 to 45 Employees work in District Account Office.

12.Functioning

The Work of (office) is that they have to Pass Salaries of Government Employees by Using
SAAP System (Online).

Every Government Employee who Take his salary from this Office theirsalaries
Directtransfer to their Bank Account.

Each Bank is issued a Check that is issued to all account holders in it and it is distributed
among all Account holders.

Account Office issue check according to the strength of bank that how much account holder
has a Bank.

Let Example there hundred man in Punjab bank so Office will issue One check for 100
employees to the Management of Punjab Bank it will Distribute this.

27
For receive their Collections of that check all that government employees has to go National
Bank.

This whole Process is for those employees which salaries are related to Account office.

District account office Bank Govt. Employees

13.Gazette and Non-Gazette:

The main difference between "Gazette" and "Non-Gazette" officers lies in their status and
rank within a government or organization, particularly in the context of administrative and
bureaucratic roles. Here are the key distinctions:

13.1. Gazettes Officers:

Gazettes officers are usually higher-ranking officials in government services, armed forces,
or certain organizations. They hold positions that are listed in the official gazette or
government publications.These officers have the authority to make and implement policies,
sign official documents, and exercise significant decision-making power.

Gazettes officers often have leadership roles and may include positions like district
collectors, magistrates, commissioners, and high-ranking military officers.They receive
formal recognition and may have specific privileges, such as access to government
accommodations and vehicles.

13.2. Non-Gazettes Officers:

Non-Gazettes officers hold positions that are not listed in the official gazette, and they are
typically at a lower rank within the organizational hierarchy.These officers perform various
administrative, technical, or clerical tasks to support the functioning of thegovernment or
organization.They have limited decision-making authority and usually work under the
supervision of Gazettes officers.Non-Gazettes officers may include positions like clerks,
technicians, constables, or other support staff.In summary, the primary difference is the level
of authority, responsibility, and rank within the organizational structure.

28
Gazettes officers are higher-ranking officials with more decision-making power, while Non-
Gazette officers are generally at lower ranks and perform supporting roles.

Gazette Officer High Rank Scale 16 to 22

Non Gazette Officer Low Rank Scale 1 to 15

A Service Book Is created for (Gazette) People of Scale of 1 to 15.it comes from department
and use for fixation of salary.While an account is opened (ledger) is allot for (Non Gazettes)
employees of 16 Scaleor above. Medical and other things related to service.

Note: The Controller officer of Non Gazette Officer is DDO.

The Drawing and Disbursing Officer (D.D.O.) plays a vital role in the management of public
funds and control of expenditure. The full form of DDO is Drawing & Disbursing Officer.
The Central Government of Pakistan has appointed the DDO as the head of the respective
office, with prior responsibilities for drawing checks and processing transactions on behalf
of the government.

The DDO should ensure that the rules regarding preparation of bills are duly observed. Every
voucher must bear a pay order signed by the DDO specifying the amount payableboth in
figures and words. All paid vouchers must be stand paid or so cancelled that they cannot be
used second time.

14. Duties of DDO:

Disbursing officers are those officials designated to make payments under a contract or to
receive payments of amounts due under a contract. The disbursing officer is responsible
for determining the amount and collecting contract debts whenever overpayments or
erroneous payments have been made.

14.1. Strength of DDO:

14.1.1. Social Perceptiveness

Being aware of others' reactions and understanding why theyreact as they do.

14.1.2. Critical Thinking

29
Using logic and reasoning to identify the strengths and weaknesses of alternative solutions,
conclusions or approaches to problems.

30
14.1.3. Time Management

Managing one’s own time and the time of others.Disbursement means paying out money
from a fund. The term disbursement may be used to describe money paid into a business'
operating budget, the delivery of a loan amount to a borrower, or the payment of a dividend
to shareholders.

15.District Account Office in Punjab

Below mentioned are our district accounts offices across Punjab:

1. Attock 24. Pakpattan

2. Bahawalnagar 25. Rahim Yar Khan
3. Bhakkar 26. Rajanpur
4. Chakwal 27. Sahiwal
5. Chiniot 28. Sargodha
6. Faisalabad 29. Sheikhupura
7. Gujranwala 30. Sialkot
8. Gujrat 31. Toba Tek Singh
9. Hafiz Abad 32. Vehari
10. Jhang
11. Jhelum
12. Kasur
13. Khanewal
14. Khushab
15. Layyah
16. Lodhran
17. M.B.Din
18. Mianwali
19. Multan
20. Muzaffargarh
21. Nankana Sahab
22. Narowal
23. Okara

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16.Passing Procedure of Check/Payment from Government to Contractor

Government contracting rules, regulations and procedures dictate how you do business with
the government. The two most important laws you need to be aware of are FAR (Federal
Acquisition Regulations) and FASA (Federal Acquisition Streamlining Act). However, there
are numerous other laws that have an impact on government contracting that you should
also keep in mind.

You've heard it said many times, "Government contracting seems hard, so manyrules and
regulations. And, if you don't follow them, the government is just waiting to take you
down!"Actually, nothing could be further from the truth. The government not only actively
seeks out small business participation when it buys products and services, but it also goes to
great lengths and spends lots of money in outreach programs to find good, qualified small
businesses to be its suppliers. For example, it will provide information that will help you bid
with minimal risk. Just for the asking, you can find out how much the government bought the
last 5 to 10 times, who they bought from, and how much they paid. Try asking for that kind
of information from your commercial customers and see what they say!In reality, there are
many similarities in selling your products or services to commercial customers and selling
them to the federal government—the same basic business principles and strategies generally
apply. Both want a quality product or service at a reasonable price, delivered on time. And in
both cases, you need to know your customers' needs, how they buy and who buys what. You
need to do your market research. And whether it is a commercial customer or a buying
agency of the federal government, you need to arrange face-to-face meetings so you can
better clarify what they want and so they can better understand what your company can do to
help them. However, although the approach to the commercial and government market is
similar, the procedures and rules of doing business in the government arena are different—
and if these differences are not understood, it is here that problems can occur.However, all of
these problems can be minimized if you take the time to gain some basic knowledge of these
procedures and rules and to learn how the process works. (Note thatwe said "minimized," not
"avoided," because Murphy's Law is always out there waiting to challenge your
commitment to the task.

16.1. Government procedures:

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The federal government conducts its business through authorize agents, callcontracting
officers.The Procurement Contracting Officer (referred to as the "PCO") places contracts and
handles contract terminations when the contractor defaults.The Administrative Contracting
Officer (referred to as the "ACO") administers the contract. The Termination Contracting
Officer (referred to as the "TCO") handles contract terminations when the government
terminates for its convenience. Dependingon the situation, the same person may be all
three.Because the government is a sovereign entity (in other words, it is the ruling power), it
has rights that commercial businesses do not have. For example, the government has the right
to unilaterally revise the contract, so long as changes are within the parameters of the
contract.

This means the government can change the quantity it is contracting for, or how it is
packaged or how it is being shipped. The contractor is entitled to equitable cost adjustment,
but must comply with the changes. The government also has the right to cancel the contract if
the need for the product or service no longer exists. Here again, the contractor would be
entitled to reimbursement for costs incurred. Because taxpayer dollars are being spent, the
government can impose extensive audit and surveillance requirements under the terms of a
contract. However, extensive and stringent requirements are usually imposed only on higher-
priced contracts (i.e., contracts of $100,000 or more in value) and thus are not usually
applicable to contracts with small businesses.Tip: One of the big fears that small business
owners have is that the government will come in and audit their books, go through their files
with a vacuum cleaner, and tell them how to run their business. That fear is totally unfounded
and far from the truth.

16.2. History of government laws and regulations affecting contracting

Before the earliest law was passed, private individuals furnished from their own resources
whatever supplies and materials the government needed. (How well do you think that would
work today?) But that all changed with the Purveyor of Public Affairs Act of 1795, which
allowed the government to buy needed supplies and materials.At the beginning of the Civil
War, which created monumental needs for the federal government, the Civil Sundry
Appropriations Act of 1861 became law, and this continued the principle of advertised
procurements for the next 86 years.

33
When it became apparent that small companies and their labor force needed protection, the
Sherman Antitrust Act of 1890 was enacted. Finally, the Armed Services Procurement Act,
signed into law in 1947, continued the sealed bid as the preferred method of procurement,
with specific exceptions. It also attempted to place procurement rules in one location. The
result was the Armed Services Procurement Regulation (ASPR).In addition, there are many
other laws and Executive Orders that affect how you must conduct your business if you want
to contract with the federal government. For example, the Eight-Hour Work Law of 1892 set
the eight-hour workday. The Davis-Bacon Act of 1931 set the minimum wage on the
construction site at the local prevailing wage. In 1933, the Buy American Act required the
government to buy only American products. The Walsh-Healey Public Contracts Act of
1936, drastically changed in 1994, required a supplier to certify that it was the manufacturer
or a regular dealer. This was an attempt to do away with the broker.

In 1941, the Berry Amendment, as it is known, was passed by Congress to ensure that the
Department of Defense only acquires certain end products, material and components (mostly
food and natural fiber products) that are of U.S. origin, or from a qualifying country. It
remained in Defense Department appropriations acts until it became law in 1994. Later it was
modified in 2002 and 2006, further restricting the use of specialty metals. It only applies to
DOD purchases above the Simplified Acquisition Threshold (over $100,000). DOD
contractors need to be especially aware of these restrictions. Do not overlook these
requirements. Later on, the Small Business Act of 1953 was passed, which established the
Small Business Administration. The Truth in Negotiation Act of 1962 required both prime
and subcontractors on contracts over $500,000 to certify the cost data submitted under the
solicitation. Public Law 95-507, which amended the Small Business Act of 1978, formalized
the Small Business Subcontracting Plan requirement in contracts over $500,000 to large
businesses. At that time, this law was considered a significant change in government
procurementpractices.

16.3. FASA and FARA

Now we come to the recent laws. The Federal Acquisition Streamlining Act of 1994FASA)
was revolutionary in its impact on the federal acquisition process. It repealed or substantially
modified more than 225 statutes and pushed the contracting process into 21st century. Among
other things, it simplified the federal procurement process, reduced paperwork burdens, and
transformed the simplified acquisition process to electronic commerce. Before the law could

34
be fully implemented, the Federal Acquisition Reform Act of 1996 (FARA, also known as
the Clinger-Cohen Act) was passed to correct some deficiencies in the earlier legislation and
to make more changes. These last two laws were significant events because of the vast
changes they made in the way that the government conductsits business. The system is
continuing to make adjustments to the new, more open environment.Example: What
prompted the changes in the procurement process as contained in FASA and FARA? The
story goes that Motorola was contacted by the Defense Department to supply mobile
communication devices to be used by our military in "Desert Storm." The company was more
than willing to supply the product, and the price quoted was not an issue.

However, at that time, the law did not allow the government to contract for a basic
commercial item. Motorola told the government to take the product and give them a check for
the amount agreed upon. The government couldn't do that without a signed contract, an
impasse. As hard as the government tried to remove the problem clauses, it couldn't do it.an
ally country, supposedly Japan, came to the rescue. They bought the product and then
furnished it to the U.S. government as part of its support of Desert Storm. After all of this, the
powers in Washington finally realized that the procurement process needed some major
changes to get in step with the marketplace.

16.4. Department of Treasury

This is the most important Department of Account Office. Itseems like you might be asking
about the role of the Department of the Treasury within a government's accounting office.
The specific responsibilities and functions of a government department can vary by country,
so I will provide a general overview of the Department of the treasury’s role in financial
management.In many governments, the Department of the Treasury orits equivalent plays a
crucial role in managing the financial resources of the government. Here are some of the
typical responsibilities of a Treasury Department within a government's accounting office.

The Treasury Department is often responsible for collecting government revenue, which
includes taxes, customs duties, and other sources of income. They ensure that all funds owed
to the government are collected accurately and efficiently.

35
  Treasury departments manage the government's cash flow, ensuring that there is
enough cash on hand to meet financial obligations while optimizing the use of
available funds. This involves investing surplus cash and ensuring liquidity to cover.
 The Treasury Department is often responsible for managing the government's debt,
which includes issuing and servicing government bonds and other forms of debt to
finance government operations and projects.
 Treasury departments are typically responsible for producing financial reports that
provide transparency and accountability in government finances. These reports are
often used for public disclosure and oversight.
 Developing and implementing treasury policies and procedures to ensure efficient and
effective financial management.

It's important to note that the specific responsibilities and organization of the Department of
the Treasury can vary from one country to another. In some countries, these functions may be
split among different departments or agencies, but the overall goal is to manage and
safeguard the government's financial resources effectively and transparent.

16.5. Double Locker Room

Every District Account has a Locker Room in Treasury department.

This has Two Keys

I. Account office
II. Treasure Officer

In This league is kept by the permission Deputy Commissioner because DC is the in charge
of Treasury of Department.

In this we can keep Value able Assets like Money (Which police recover) and Gold that
RecoverbyPolice. Theseleagues are kept by Permission of DC or Judicial .Except many years
ago Stamps was issued by treasury Department but now this process has been ended this is
Shift to PunjabBank. Now treasury department has just Tickets that is use on application in
Judicial. In this we can also keep new things Election material like Ballet papers. Service
stamps use in Postal.Then our postal office Provide free Service. Different departmentreceive

36
here and when they sent post through postal office they get service free. Four Police
constables are available for its Protection.

The picture of locker room available on next page:

17.Retirement Process

The process of retirement is very simple:

I. A man after completing his Matures service can take retirement. Let his age is 60 so
by the rule of Government his retirement is Compulsory he make a case and show to
the Department of Retirement and prove that he is 60 years Old.

37
 II. Except a man can take retirement after qualifying service let a person who performed
his duty till 25 years he can take retirement? His case comes through authority and
authority issue a letter by this his pension has fix and start.

18.Token and Diary System

When a work come here like a check or document it come through the office of Token and
Diary .When a post come it will be DiaryLet a mail come for a person Authority governor,
commissioner,Dc or education department issue a notification or letter it will come through
diary.It could be online.When a Check or bill come for pass a token attach on this.A bill
come for pass to contractor for making building or road we will attach a token on it.

I had work in this Office and I have checked of Government budget bill and attached the
token on it and enjoyed.

19.SWOT Analysis

A SWOT analysis of an Account Office, like any organization, involves assessing its internal
strengths and weaknesses as well as external opportunities and threats. Here's a basic SWOT
analysis for an Account Office:

19.1. Strengths:

 Financial Expertise: Account offices typically have a team of skilled professionals

with expertise in financial management and accounting, ensuring accurate financial
records.
 Efficiency: Well-established processes and accounting software can enhance the
efficiency of financial operations and reporting.
 Compliance: Compliance with financial regulations and tax laws is a fundamental
strength, which helps avoid legal issues.
 Data Security: Account offices usually have strong data security measures in place to
protect sensitive financial information.

38
19.2. Weaknesses:

 Resource Constraints: Limited resources, such as staff and technology, can

sometimes lead to delays and inefficiencies in financial operations.
 Human Error: Accounting is prone to human error, and mistakes can have
significant consequences.
 Complexity: Financial regulations and reporting standards can be complex and
challenging to navigate.

19.3. Opportunities:

 Technology Integration: Embracing new accounting software and technologies can

improve efficiency and accuracy.
 Training and Development: Investing in the training and development of staff can
lead to a more skilled and adaptable workforce.
 Financial Planning Services: Expanding into financial planning and advisory
services can create additional revenue streams.

19.4. Threats:

 Regulatory Changes: Frequent changes in financial regulations can pose compliance

challenges.
 Cybersecurity Risks: Increasing cyber threats and data breaches can jeopardize
sensitive financial data.
 Economic Uncertainty: Economic downturns can impact financial stability and
budgets, leading to decreased funding or increased scrutiny.
 Competition: Competition from other financial service providers may affect the
office's client base and revenue.

A SWOT analysis provides a foundation for an Account Office to build upon its strengths,
mitigate weaknesses, capitalize on opportunities, and prepare for potential threats in the ever-
changing financial landscape.

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20.Internal and External Influences

District offices, like any organization, are subject to a variety of internal and external
influences that can affect their operations and decision-making. Here's an overview of these
influences:

20.1. Internal Influences:

20.1.1. Leadership and Management:

The leadership within the district office plays a critical role in shaping policies, setting
priorities, and managing resources. Effective leadership can lead to improved efficiency and
performance, while poor leadership can hinder progress.

20.1.2. Organizational Culture:

The culture within the district office, including its values, norms, and beliefs, can impact how
decisions are made and how employees behave. A positive culture can promote teamwork
and innovation, while a negative culture can lead to conflict and inefficiency.

20.1.3. Staff and Workforce:

The skills, experience, and motivation of the staff can greatly influence the district office's
effectiveness. Well-trained and motivated employees can lead to better outcomes, while a
lack of skilled staff can hinder performance.

20.1.4. Resource Allocation:

How resources such as budgets, equipment, and facilities are allocated and managed
internally can significantly affect the district office's ability to meet its objectives.

20.1.5. Internal Policies and Procedures:

The policies and procedures in place within the district office can impact how tasks are
accomplished, and they need to be regularly reviewed and updated for efficiency and
compliance.

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20.1.6. Technology and Infrastructure:

The availability and quality of technology and infrastructure can influence the district office's
ability to function effectively. Modern technology can streamline processes and improve
communication

20.2. External Influences:

20.2.1. Political Environment:

Local, state, and national politics can have a significant impact on district offices, as they
often receive funding and mandates from higher levels of government. Changes in leadership
or policies can affect resources and priorities.

20.2.2. Economic Factors:

Economic conditions, such as economic downturns or growth, can influence funding,

budgets, and the ability to provide services within a district office.

20.2.3. Demographics and Population Changes:

Shifting demographics, such as changes in the population's age, income, and diversity, can
affect the demand for services and the types of services needed.

20.2.4. Legal and Regulatory Framework:

District offices operate within a legal and regulatory framework. Changes in laws and
regulations can require adaptations in how services are provided and how resources are
allocated.

20.2.5. Community and Stakeholder Expectations:

The expectations of the local community and various stakeholders, including residents,
businesses, and advocacy groups, can shape the priorities and decisions of the district office.

20.2.6. Technology and Innovation:

Advances in technology and new trends can create opportunities for improved service
delivery, but they can also present challenges in terms of security and data privacy.

41
20.2.7. Environmental Factors:

Environmental concerns and issues can affect district offices, particularly in areas such as
land use, public health, and emergency response.

20.2.8. Social and Cultural Trends:

Social and cultural shifts can influence the demands for services and how those services are
provided, reflecting changing community values and preferences.

District offices must navigate these internal and external influences to effectively serve their
constituents and achieve their objectives. Adapting to changing conditions and remaining
responsive to the needs of the community is essential for their success.

21.Plan of internship

I have done my internship at District Account OfficeBhakkar. Bhakkar wasTehsil of

Mianwale. It was established as District in February 1982. It’s an institute with an immense
number of opportunities and has specialized staff even at the beginning of its journey. This
institute provides advanced, intellectual learning that broadens the vision of bringing back
home all kinds of opportunities and development. I started my internship on 02 July, 2023
and after the course of 8 weeks, it ended on September 1st, 2023. It was a period of immense
learning & training. I believe, it has helped me in bringing all my theoretical knowledge into
practice. I worked as an intern in the Department of Business Administration. Because it’s a
department with a high reputation in terms of providing training and learning.

21.1. Training Program:

The Department of Treasury performs not only the departmental duties but also the duties of
the Human Resource (HR) Department as well as the duties of an Office. During the course
of my internship, I was assigned to make the Budget of, Fee Structure, and Course Outlines. I
was asked to understand the Departmental Functions. Each department performs various
functions. I enlisted each and every function a department performs in its capacity. As Thal
University was previously a sub-campus of the University of Sargodha, so new and updated
Fee Challans were to be made. Fee Challans according to the updated Fee Structure were
asked to be made by interns. A student needs various Applications for different purposes. So,
I designed all application formats.

42
21.2. The Process of learning (Reflective Journal entries)

Week 1

Goals:

 Become familiar with the department and staff

 Understand the department’s mission & values
 Get access to the administrative system & ongoing works

Tasks:

 Get familiar with the office departmental responsibilities

 Enlist departmental functions & job descriptions
 Highlight areas that need improvement.

Week 2

Goals:

 Develop overarching learning goals for the internship and define the project
plan scope
 Train on the department’s protocol and understand how to accomplish
assigned tasks
 Create a draft of the work assigned

Tasks:

 Get an overview of the previous Budget Structure (of Goyt Buildings

Bhakkar)
 Highlight areas where changes should be added
 Make a contemporary Fee Structure of Thal University

43
Week 3

Goals:

 Get feedback
 Get better at receiving criticism

Tasks:

 Get an overview of previous Outlines of govt Budget

 Enlist changes in the areas that can be improved

Week 4

Goals:

 Stay positive

Tasks:

 Make amendments to each Course Outline

 Finalize the Budget Outline

Week 5

Goals:

 Do all the assigned work on time

Tasks:

 Overview of the Budget previously made

 Add in amendments to the Budget

Week 6

Goals:

44
  Escape the idleness

Tasks:

 Finalize the Budget for Different Departments

Week 7

Goals:

 Keep going
 Be flexible and get help from fellow interns
 Observe the workplace

Tasks:

 Run-through previous Budget

 Enlist changes according to the amended Fee Structure
 Finalize the budget of all departments

Week 8

Goals:

 Meeting with the supervisor to go over all the notes and work
 Discuss how to move forward & get guidance
 Finalize Projects

Tasks:

 Enlist all applications a Employees needs in the office

 Design all application formats
 I saw their professional Office Working.
 I heard there different tone of Boss with their employees during working and during
free time.

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21.3. Critical Analysis

A District Account Office plays a crucial role in the financial management and accountability
of a district or region. It serves as the central hub for financial transactions, record-keeping,
and reporting for government agencies and departments at the local level. A critical analysis
of a District Account Office should consider its functions, strengths, weaknesses, and the
implications of its performance on local governance. Here's a breakdown of key aspects to
consider:

21.3.1. Functions and Strengths:

 Financial Management: The District Account Office is responsible for managing and
disbursing funds to various government departments. This centralized approach can
help ensure efficient allocation and use of resources.
 Accountability: It plays a vital role in maintaining financial accountability by
keeping detailed records of financial transactions, making audits and investigations
easier.
 Reporting:The office generates financial reports that help local government officials
make informed decisions. These reports also facilitate transparency and public
oversight.
 Audit Trail: It maintains a comprehensive audit trail, which can be used to track
expenditures, detect financial irregularities, and prevent fraud.
 Training and Capacity Building: District Account Offices often provide training to
local government officials on financial management, which can improve their
capacity to handle funds responsibly.

21.3.2. Weaknesses and Challenges:

 Bureaucracy: The centralized nature of these offices can lead to bureaucratic delays
in fund allocation and approvals. This can hinder the efficient execution of local
projects and services.
 Corruption and Fraud: In some cases, these offices may become breeding grounds
for corruption and financial misconduct, as a small number of individuals can exert
significant control over funds.

46
  Resource Constraints: District Account Offices may suffer from resource
constraints, including staff shortages and outdated technology, which can affect their
ability to function effectively.
 Lack of Transparency: While the office is meant to enhance transparency, it can
sometimes fall short due to a lack of openness in financial transactions and reporting.
 Inefficiency: The bureaucratic processes and rigid financial regulations can
sometimes lead to inefficiency and delays in disbursing funds.

21.3.3. Implications:

 Governance: The performance of the District Account Office directly impacts local
governance. Efficient financial management can lead to better service delivery and
development projects, while inefficiencies can hinder progress.
 Public Trust: Transparency and accountability in financial management can foster
public trust in the government. Conversely, financial mismanagement can erode this
trust.
 Economic Development: Efficient resource allocation through the District Account
Office can contribute to economic development by supporting infrastructure projects,
education, healthcare, and social services.
 Anti-corruption Efforts: Ensuring that District Account Offices function
transparently and with integrity is essential in the fight against corruption at the local
level.

In conclusion, a District Account Office plays a critical role in the financial management and
accountability of a district. While it has several strengths, including financial management
and accountability functions, it also faces challenges like bureaucracy and corruption. The
effective functioning of the office has significant implications for local governance, public
trust, economic development, and anti-corruption efforts. A critical analysis should focus on
addressing weaknesses and enhancing strengths to ensure it serves its intended purpose
efficiently and transparently.

21.4. Internal Analysis

A SWOT analysis for a District Account Office would typically involve assessing its internal
Strengths and Weaknesses and external Opportunities and Threats. This analysis can help the

47
office identify areas for improvement and strategic planning. Here's a general framework for
a SWOT analysis of a District Account Office:

21.4.1. Strengths:

I. Experienced Staff: A skilled and knowledgeable team can efficiently manage

financial and accounting matters.
II. Advanced Technology: Effective use of accounting software and technology can
streamline operations.
III. Financial Data Accuracy: A strong record of maintaining accurate financial records.
IV. Efficient Processes: Well-established accounting and financial reporting processes.
V. Good Internal Communication: Effective collaboration within the office.

21.4.2. Weaknesses:

I. Limited Resources: Budget constraints may limit the ability to hire additional staff or
invest in new technology.
II. Bureaucracy: Complex bureaucratic procedures that can slow down decision-making.
III. Inadequate Training: Staff may lack training in the latest accounting practices or
technologies.
IV. Inefficient Workflow: Redundant or outdated processes that could be streamlined.
V. Lack of Transparency: Limited transparency in financial processes and decision-
making.

21.4.3. Opportunities:

I. Digital Transformation: Embracing digital solutions for more efficient financial

management.
II. Training and Development: Invest in ongoing training to keep staff up-to-date with
accounting regulations and technologies.
III. Improved Transparency: Enhancing transparency can build trust with the public and
stakeholders.
IV. Collaboration with Other Departments: Collaborate with other district offices to
improve coordination.
V. Process Automation: Automation of repetitive tasks to reduce errors and increase
efficiency.

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21.4.4. Threats:

I. Budget Cuts: Government budget reductions that could impact staffing and resources.
II. Regulatory Changes: Frequent changes in financial regulations may require constant
adaptation.
III. Data Security: Increasing cybersecurity threats and the risk of data breaches.
IV. Economic Downturn: Economic challenges can impact revenue and financial
stability.
V. Public Scrutiny: Increased public and media scrutiny of government spending and
financial practices.

A SWOT analysis should serve as a starting point for strategic planning. District Account
Offices can use this analysis to develop strategies that leverage their strengths, address
weaknesses, capitalize on opportunities, and mitigate threats to achieve their financial
management goals effectively. It's also important to periodically revisit and update the
analysis to adapt to changing circumstances.

22.External Analysis

A PESTEL analysis (also known as PESTLE) is a framework used to analyze the external
macro-environmental factors that can affect an organization, project, or entity. In this case,
you're interested in conducting a PESTEL analysis of a District Account Office. This analysis
can help you understand the external factors that may impact the operations and environment
of such an office. Here's a breakdown of the PESTEL analysis for a District Account Office:

49
22.1. Political Factors:

 Government Regulations: Changes in government policies, tax laws, and regulations

can significantly affect how the District Account Office operates and manages financial
records.
 Political Stability: The stability of the local or national government can impact the
consistency of funding and the overall functioning of the office.
 Government Priorities: Government budget allocations and priorities can influence the
availability of resources and support for the office.

22.2. Economic Factors:

 Economic Conditions: The state of the local and national economy can affect the
office's budget, revenue collection, and financial stability.
 Inflation Rates: High inflation can erode the value of the office's assets and affect the
cost of providing services.
 Exchange Rates: If the office deals with international transactions, exchange rate
fluctuations can impact financial management.

22.3. Sociocultural Factors:

 Demographic Trends: Changes in the local population, age groups, and

demographics can affect the demand for financial services and the volume of
transactions.
 Cultural Expectations: Cultural attitudes toward taxation, financial management, and
transparency may influence how the office is perceived and operates.
 Social Values: Changing social values and expectations may drive the need for
greater transparency and accountability in financial operations.

22.4. Technological Factors:

 Technological Advancements: Advances in technology can provide opportunities

for more efficient financial record-keeping and improved security measures.
 Automation:The adoption of automation and digital tools can impact the way
financial transactions are processed and audited.

50
  Data Security: As technology evolves, ensuring the security of financial data
becomes increasingly important to prevent fraud and breaches.

22.5. Environmental Factors:

 Sustainability: Growing concerns about environmental sustainability may lead to

increased scrutiny of the office's practices, such as paper consumption, energy use,
and waste management.
 Environmental Regulations: Compliance with environmental regulations may be
necessary for the office's facilities and operations.

22.6. Legal Factors:

 Financial Regulations: Compliance with financial and accounting regulations is

crucial. Changes in financial laws can impact how the office manages accounts and
reports.
 .Data Protection Laws: Legal requirements for protecting financial and personal data
can affect data management and security practices.

Understanding and monitoring these PESTEL factors can help the District Account Office
adapt to changes in its external environment, plan for the future, and effectively manage
financial operations while staying in compliance with regulations and meeting the needs of its
constituents.

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 Chapter 03: Recommendation & Conclusion

In a nutshell, this internship has been an excellent and rewarding experience. The internship
was a useful experience. I have gained new knowledge, skills and met many new people. I
achieved several of my learning goals, however for some the conditions did not permit. I got
insight into professional practice. I learned the different facets of working within a office. I
experienced that financing and budgeting as well as goodwill in a newly build account office,
as in many organizations, is an important factor for the progress. Related to my study I
learned more about the management and its different roles in an organization. How newly
established organizations manage their tasks. How budgeting is done. How feasibility reports
are prepared. There is still a lot to discover and to improve the methodologies applied in
management studies. At last this internship has given me new insights and motivation to
pursue a career in management sciences abroad.

Throughout the training, I found that several things are important

 Critical and Analytical Thinking

 Time management • Goal management • Ability to assist • Coordination.

The conclusion of a district account office typically involves summarizing the financial
activities and records for a specific district. The specific content of the conclusion will vary
depending on the purpose and scope of the audit or review. However, in a general sense, here
are some common elements that might be included in the conclusion of a district account
office report:

 Financial Statement Review: The conclusion often begins with a review of the
district's financial statements, including the balance sheet, income statement, and cash
flow statement. This review assesses the accuracy and completeness of the financial
data.
 Compliance Assessment: The conclusion may address the district's compliance with
relevant laws, regulations, and accounting standards. Any instances of non-
compliance may be highlighted.

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  Findings and Observations: The report typically summarizes the major findings and
observations made during the audit or review. This can include issues related to
financial management, budgetary control, internal controls, and accounting practices.
 Recommendations: The conclusion may provide recommendations for improvement,
such as strengthening internal controls, enhancing financial reporting, or addressing
compliance deficiencies.
 Overall Assessment: The conclusion often includes an overall assessment of the
district's financial health and management practices. This could be presented in terms
of the district's financial stability, transparency, and accountability.
 Management Response: If applicable, the report may include a section for
management to respond to the findings and recommendations. Management may
outline their action plan for addressing the issues raised in the report.
 Future Considerations: The conclusion might also touch on future considerations,
such as potential challenges the district may face and the importance of ongoing
financial oversight and diligence.
 Assurance: The conclusion may indicate the level of assurance provided by the audit
or review. This could be unqualified (meaning the financial statements are free from
material misstatements), qualified (meaning there are some issues or limitations), or
adverse (meaning significant issues were identified).

Overall, my internship at Account Office has been a success. I would like to appreciate
everyone who has made this training a learning experience. It’s important to note that the
exact content and format of a conclusion in a district account office report may vary
depending on the specific audit or review objectives, as well as the standards and guidelines
followed by the auditing or accounting body responsible for the report.

23.Recommendation

Throughout my eight weeks training period, I had the opportunity to learn and gain valuable
experience at District Account Office. I would like to suggest District Account Office, must
improve to make training even more efficient and challenging in future. Because this is very
professional place.

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23.1. To the Organization (Intern at TU)
23.1.1. Technological Advancement

The technological advancement will enable the organization to change from manual to
computerized methods of processing documents and record keeping.

23.1.2. Facilitation

More opportunities should be facilitated to do internship in their organization. I would also

recommend the organization to continue giving internship placements to as many students as
they can because some miss this experience which is requirement of the University due to the
fact that they failed to get placements.

23.1.3. Granting Stipend

TU should give allowances to interns to cater for time and cost. I would recommend the
organization to put that in to action in order to motivate interns and boost their productivity
levels in performing their tasks.

23.2. To the University

23.2.1. Supervision of Students

I recommend the university to carry out constant supervision and monitoring of students
during the internship training so as to encourage them to perform the duties fully and also
accurately.

23.2.2. Secure Internship Placements

The University should help students to secure internship positions according to their
respective programs undertaken at the University through giving students recommendations
in order to ease their training periods and also avoid the ache gotten by students in search of
internship placements.

23.2.3. Deadline to the Internship Period

The university must give a closing date to the students to complete their internships so that
students.

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 References

1. The Treasury Department where I worked and in charge of my internship, Sir

Muqadar Abbas, Phone no: 03338201383
2. https://www.scribd.com/document/234583299/Assignment-Account-Procedure
3. https://iota.punjab.gov.pk/system/files/Implementation%20of%20the%20orders
%20of%20the%20Supreme%20Court%20of%20Pakistan.pdf

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