(REMOTE – Pro Bono | Weekends)
As Director of the Central Asia (CA) Programme at Platform for Peace and Humanity, I am directing operations, research and advocacy programs and spearheading strategic and business growth across 6 countries. I am leading research (peace & security monitor, quarterly paper), managing diverse teams (in 7 different time zones), and shaping business development (donor mapping, engagement and proposal development) in the CA Region. Furthermore, I am fostering the relationship between climate change and peacebuilding, integrating conflict-sensitive approaches by engaging youth to address environmental challenges and promote sustainable peace through diplomacy and evidence-based findings and knowledge sharing.

Reporting to the TVO Board of Directors; developed highly ambitious strategic plan based on SWOT/gape analysis and realigned TVO programmes in accordance with the latest trends and state of play in the development sector (SDGs and Ehsaas Program); negotiated two larger programs with federal government under Ehsaas Program policy initiatives (forging partnership private sector). Leading revision of TVO operational policies including governance, procurement, finances, human resources, M&E and introduced new policy instruments such as resource mobilization plan, partner selection (due diligence), whistle blowing policy, risk register, conflict of interest and internal/external audit. Setup senior management team, developed assessment criteria for the selection of implementing partners (grantees) and leading the assessment exercise for 606 project partners and 269 Tehsil Network partners. Managing a financial portfolio of PKR 733.5 million and introducing donor diversity by developing niche in social development. Leading grant making in the field of health and education by involving NGOs, CSRs and gross-root organization nationwide. Developed private sector engagement strategy for Ehsaas Program and managing stewardship for getting pledge from private sector. Negotiated a pro-poor agriculture value chain program with IFAD under public-private producer partnership (4Ps) model including an E-Commence platform.

Nutrition International and Mott MacDonald (consortium), with funding from the United Kingdom’s Department for International Development (DFID) implemented the Food Fortification Programme (£48 million) nationwide in Pakistan (FFP). Through teams and private sector flour mills ensuring fortification of wheat flour (310 mills) in North Punjab, Gilgit Baltistan and AJ&K (29 Districts) which broadly covers; provision of premix to miller, installation of micro-feeders at mills, QA/QC (internal and third-party), payment of subsidies (third party), induction of new mills in programs. Also leading the regions in high level advocacy for policy formation and demand creation for fortified wheat flour. Redesigned PC 1 (Rs. 177.78 million) for Gilgit Baltistan Fortification program and attained approval from the Planning & Development (P&D) GB. 
 

Being the head of program responsible for managing budgets, leading operations and programs in KP, erstwhile FATA – newly merged districts and Punjab mainly; primary health care (PHC), reproductive health care (BEmONC) & family planning services (SDGs 3 and 5), nutrition (SDG 2) and integration of Climate Change Adaptation (CCA) and Disaster Risk Management (DRM – SDGs 6 and 13) into health (SDG 3) programs; ensuring donors diversity and compliance for GMOFA, UK AID Direct/DFID (Impact Fund 2019), AFD and leading diverse teams in Pakistan.
o  Introduced innovative rehabilitation measures by maximizing structural resilience, provision clean drinking water & sanitation amenities and solarization of health facilities to provide climate friendly (SDG 7) alternate means of energy.
o  With the amazing support of teams integrated Climate Change Adaptation (CCA) and Disaster Risk Management (DRM – SDGs 6 and 13) into health (SDG 3) actions through establishing surveillance mechanisms for IDPs/refugees {by amalgamating Disease Early Warning System (DEWS) and District Health Information System (DHIS)} to provide rapid emergency by developing Emergency Preparedness & Response Plan (EPREP integrating Sphere Standards)  encompassing; curative, preventive and promotional for diarrhea, dysentery and cholera; dengue fever and Coronavirus (COVID-19).
o  Led research study pertaining to; sociocultural determinants/barriers for accessing family planning (FP), based on which designed social mobilization strategies mainly; IEC material covering social, religious, health and economic aspects/returns of FP, pre-marital counselling manual (guide), established women and men support groups (CSOs) and love to reach groups (for Afghan refugees, women with disabilities & young girls) within peri-urban communities of Lahore which enabled women & men to mutually make informed-choices resulting increased contraceptive prevalence rate (CPR) from 22% to 39% (17% increase).
o  Mutually designed and implemented advocacy plans, internal and external coordination mechanisms resulting in sustainability of 11 years program in Khyber Pakhtunkhwa (tribal districts) for IDPs/Refugees by (HLMs) networking with ministry of health and thematic partners; and led the process of redrafting the Reproductive Health and Rights Bill for Population Welfare Department (PWD), Government of Punjab with active involvement of key stakeholders including INGOs and CSOs.
o  Contributions for SDGs 1, 3 and 5: Re-strategized healthcare strategies by increasing gender parity to 90% (SDG 5) with a shift from primary health to 24/7 BEmONC (normal vaginal deliveries) centers and referral services resulted in 100% utilization of Rural Health Centers (RHC) and decreased the maternal and neonatal mortality by 88% & 90% respectively.
o  Ensured effective capitalizing of pilot project for family planning by designing impact stories, midterm evaluation and barrier analysis studies and evidence-based concepts wining an impact fund of £ 5 Million from DFID/UKAID Direct.
o  Jointly developed MEAL frameworks, tools and established complaint response mechanism (CRM) including complaint box and 24/7 helpline/phone including SMS and call support. Led team in registering MdM with MOI (expanded legal base).
o  Being the budget holder; reduced annual fund rollover by 100% through participatory development of detail implementation plans (DIPs), regular progress and financial reviews, external audits leading to 98.8% burn rate.
o  Reduced operational cost to 30% by ensuring value for money i.e. focusing quality, alternate options and cost; inventory controls, evaluating samples (QA/QC), continuous monitoring, and rapid market surveys.
o  With the help of team (SMT) designed multi-competencies assessment tools to select partners for MdM in Pakistan (standardized in the region), worked with Pakistan Red Crescent Society (PRCS/national society), helped to select renowned partners in Pakistan which enabled us to expand our operations in EX-FATA/newly merged districts.
Led the empowerment of (field-based) project managers by orienting on HR policies ~ incentivize (up-to 85% staff retention) proposals, DIPs, log-frames and (project) budgets. 

Overall responsibility for the finances, national programs and direction of RDF’s strategic focus in Pakistan.
Major achievements include:
o  Designed and successfully implemented community driven primary health care (SDG 3), primary education (SDG 4), TVET & Skills development (SDGs 1, 2, 5 and 8), disaster risk management (DRM- SDG 13) and rural development Strategies (SDG 11).
o  Piloted community driven primary healthcare project (service delivery, procurement, supply of drugs and referrals – SDG 3 & 5), girls education (SDG 4) and skills development interventions with key focus on; skills development for demand driven traits, development of local value chains, DRM plans, strategic communication with key stakeholders (including Government authorities, partners and beneficiary groups).
o  Managed two (2) non-formal education centers, along with demand driven skills development and I.T (Information Technology) centers for 120 girls in rural areas of Pakistan. Led the process of developing ToT material and its implementation in the field. 
o  Designed partner selection process for CSOs/CBOs (16 active) including technical advice and support to RDF’s country program by; capacity building of partner NGOs for; strategic development, report and proposal writing, procurement and financial management, disaster risk reduction and external fundraising.
o  Accomplished sustainability of (unrestricted) resources/funding of the foundation; through finalizing the construction work of RDF Center (10 story commercial complex) and leasing it out to 3 tenants generating revenues > PKR 16.8 mill p.a.  
Established think-tank of local NGOs in Pakistan, setup Monitoring & Evaluation (M&E) department by hiring and training staff, setting-up M&E Policies; developed fundraising plans and conducted donor mapping for alignments, revised procedures and guidelines (SOPs), developed project analysis and databases, helped the communities in water exploration mission helping mapping underground water streams through indigenous ways. Analyzed and interpreted (segregation by sex/gender etc.) data to ensure evidence-based decision making; documented lesson learned, impact stores, and best practices. Registered RDF with PCP (legal base). 

Rendered services to I/NGOs and consultancy firms in conducting research and assessment studies including monitoring & evaluation, baseline and end-line, KAP surveys. Major achievements include:
o  Conducted (formative research) barrier analysis to finalize behavioral change design for DFID funded Building Disaster Resilience in Pakistan (BDRP led by Concern Worldwide in partnership with ACTED, Deutche Welthungerhilfe (DWHH) and International Rescue Committee (IRC)) covering CBDRM (Community Based Disaster Risk Management-Sphere Standards, SDGs 1, 11 & 13), WASH (Water, Sanitation, Hygiene – Water Governance; SDG 6) and Shelter/houses constructions while evaluating role of; gender (SDG 5), communities, village disaster plans and early warning systems in 3 provinces i.e. Sindh, Punjab & KP.
o  Conducted organizational capacity assessment, financial protocols, SWOT analysis for MdM France (health centered INGO) and developed capacity development plan to help the organization preposition its human resources and policies.
Imported vehicles from Japan (USD .3 million) for valued customers and provided start-to-end support i.e. booking of vehicles from Japan, transportation to Karachi port, custom clearance, inland transportation till delivery and registrations.  

Overall responsibility for the in-country management and direction of Solidar’s Pakistan country program and finances mainly; inclusive formal & non-formal education (SDGs 2 & 4)  & health (SDGs 3 & 7) interventions, skills and economic development (decent work & labor rights; SDGs 1 & 8), WASH – water governance (SDG 6) and Disaster Risk Management/Response (HAP, Sphere Standards, SDG11)
Major achievements include:
o  Through the help of teams and partners assisted the Lahore High Court to establish the first Child Court in the country.
o  Mutually developed 10 LSBE tools and trainings that benefited more than 2500 children (40% Afghan refugees – waste pickers and child laborers) highly vulnerable to or survivors of CSEA, street children and juveniles. Around 500 caregivers (mainly mothers and fathers) were trained on child rights and child protection. 120 children from slum of Lahore graduated into formal education (scalable model handed over to Literacy and Education Department Punjab).
o  Established children, PWD and gender sensitive culture by setting-up focal points, safeguarding policies, Complaint Response Mechanism, accessible structures, and took actions for ensuring diversity and protection (SDG 5 and 8).
o  Designed and delivered scale-up model (for South Punjab) to Punjab government focusing barrier-free access along with customized WASH systems for PWDs (people with disabilities) in schools, health facilities and communities (CBM/SwS Funded), disaster-resilient (SDG 13), provided inclusive & comprehensive emergency response for 2015 floods south Punjab (CBM funded) health (20 health facilities) and education (87 schools – 45% for girls) facilities (SDGs 3, 4 & 5) coupled with alternate & clean energy (SDG 7 - solarization), WASH (water, sanitation, children/community centered hygiene action plans) amenities (in schools, hospital and communities SDG 6).
o  Mapped child labor phenomena in slum of Lahore and developed engagement and empowerment strategies for children, homebased and domestic workers (mainly women).
o  Designed livelihood & economic development opportunities for flood affected communities inclusive of financial (digital and formal) inclusion, DRM measures (flood protection for farms, water-efficient climate resilient agricultural practices and technology, reconstruction of flood resilient water (13 KMs long) channels, reinforced community based disaster risk management (CBDRM), demand driven skills development, establishment of value chains, incorporated workplace protection and safety measures, and decent work - labor rights (safer industries) in KP and Punjab provinces.
o  Designed Solidar Suisse’s 2015 and 2016 Strategies and ensured its inclusion in the Pakistani Regional Resilience and Response Plan (Basic Assistance, education, Health, (1,100) Shelter, WASH and Social Cohesion sectors).
o  Established and/or consolidated Solidar’s relationships with local authorities (registration/legalization with MoI and EAD), consortium partners, UN agencies, I/NGOs, as well as the donor and Swiss agencies’ communities.
o  Supported schools (public & private) in the city of Peshawar in preparing children for future urban disasters by establishing school safety and response mechanisms.
o  Provided support to Solidar’s regional operations in Nepal after 2015 earthquake and Sri Lanka during exit strategy (2016). 
o  Developed proposals (involving teams) and mobilized resources from different institutional donors like SDC, ECHO, CBM, Swiss Solidarity (SwS), DFID (failed) and other core and private donors.
Supported finance teams in reducing financial audit points and ensuring regular reviews reducing NCEs requests.

Overall responsibility for the strategic, program, financial, logistical and administrative management and direction of IDRF Pakistan, including securing funding and implementing projects from donors such as CIDA (DFATD Canada) and numerous small Trusts and Foundations (RBC and MWC). The key sectors of the Country Program are increasing response/surge capacity (HAP, SPHERE Standards) in complex post disaster settings, capacity building of partner and government line departments, access to quality education and health services, skills & economic development, (620) shelter constructions, WASH and Climate Change Adaptation & Disaster Risk Management (CCA/DRM).
Major achievements include:
o  The consultative preparation, implementation and monitoring of the 2012-14 Country Strategic Plan as well as contributing to the 2015-2018 Strategy;
o  Designed and implemented WASH (Water) related projects throughout Pakistan (erstwhile FATA – newly merged districts), including identification of ground water through indigenous technique, ensuring water recharge, 04 annual qurbani (meat and meal distributions) for 40,000 Afghan refugees annually in Mansehra, building check-dams and rain harvesting systems for drought affected Tharparker (Sindh).
o  Provided advisory and operational support to Afghanistan and Bangladesh office in monitoring & evaluation projects and partners’ assessments.
o  Established the country office of IDRF Canada in Pakistan; Led the processes to gauge impact and relevance of IDRF integrated programs encompassing emergency responses (2010 super floods, 2012/2013 and 2014 riverine floods), access to quality education (MDG 2, increasing gender parity and retention) inclusive of child-centered approaches including protection, provision and participation, TVET & skills development initiatives (MDG 3), health care (MDGs 4, 5 & 6), livelihoods & economic development (MDGs 1 & 3), (CB) DRM (MDGs 1, 6, 7 & 8), WASH (MDGs 1, 4, 7), shelter (low cost, climate adaptive & disaster resilient) and model village constructions; these modalities were on national scale with a key focus on empowering and engaging women (MDG 3).
o  Regularly provided feedback to headquarter pertaining to development & humanitarian context in Pakistan; project proposals and concepts shared by potential partners.
o  Established gender-sensitive organizational culture by designing gender-sensitive ~ transformative program(s) and learning agendas, designing safeguarding policies and designating gender focal persons in each office. 
o  Consultatively piloted the first-ever mobile phone-based complaint response mechanism which was later used in assessing flood (2013) damages in Sindh and South Punjab. 
o  Impartially managed over 120 partnership agreements with national and international NGOs for funding/grant disbursements ranging from $ 20,000 to $ 5 million effectively engaging; Response International, GOAL global, Indus Hospital, Sahara Trust, CDRS-Shine, Edhi Foundation, Family Educational Services Foundation (FESF), PRIME Foundation, CHIP, READ Foundation, Development in Literacy (DIL),  SPO, Shaukat Khanum Memorial Cancer Hospital and Research Centre Lahore, District T.B Association Dadu, HANDS (Health And Nutrition Development Society), SRSP, Takhleeq Foundation, The Citizen Foundation (TCF), Zindagi Trust (Shahzad Roy), MKRF etc.
o  Increased legal-based (registration) of IDRF in Pakistan by networking with Government Ministries (MoI and EAD), in-country donors, the INGO community and UN agencies.
Initiated and secured funding for new sector programs in Human Resource for Health and Education (advocacy, research and policy support to MOH) and Disaster Preparedness (urban Earthquake and flood Preparedness).

Responsible for the in-country program management and direction of CORDAID’s phasing out of Pakistan after 6 years of operations. Major achievements include:
o  Ensured successful completion of health (Sphere Standards; MDGs 1, 3, 4, 5 & 6; DRM) recovery strategies for people of Shangla-conflict affected district from Malakand Division of KPK province. This involved, but was not limited to: development of strategic plans, integration of DRR in to health actions, reproductive health-care & family planning, (outbreak) Leishmaniasis rapid response, disease surveillance, and monitoring & evaluation (M&E) of project activities.
o  Designed and successful implemented the Pakistan Exit Strategy. This involved, but was not limited to: Strategic communication with key stakeholders (including Government authorities and beneficiary groups), the closure of the field and head offices, disposal of assets, the transfer of records to HQ in accordance with donor guidelines, and maintaining staff morale during the redundancy period.
Provided technical advice and support to CORDAID’s health (reconstruct of health facilities and mobile medical units) and WASH program (installation of hydropower generators/clean energy for health facilities) on strategic development, disaster risk reduction and external fundraising.

Led the implementation of result based management frameworks for Emergency Response and Early Recovery Projects worth $8.5 million for the T/IDPs from the conflict affected areas of FATA region, the interventions were inclusive of confidence building and conflict sensitive measures; and were part of USAID funded FDP-LD (FATA Development Program-Livelihood Development) Program. The initial response was developed in close coordination with the FATA Secretariat Peshawar, Pakistan Army, Political Agents of FATA regions, district government DI Khan and Tank- KPK. Major achievements include:
o  Deliver basic services to the displaced (11,000 families/ 90,000 + IDPs) population of South Waziristan Agency living with the host communities.
o  Designed and supervised community driven distributions of food (FIs) and nonfood items (NFIs), provision of emergency health care services (Merlin UK being IP), WASH amenities, emergency shelters seconded by early recovery interventions including education in emergencies, establishing child friendly spaces.
o  Developed and managed the overall M&E framework for the humanitarian component and measured the progress via key performance indicators, which were set in PMP (Program Management Plans) through effective M&E Tools.
o  Provided advisory support to Chief of Party (COP) Regional Directors, Partners (IRC, Merlin, IRM, PEACE and DAY), Community Based Organizations (CBOs) and Civil Society Organizations (CSOs).
o  Managed regular coordination with FDMA, FATA Secretariat, District Administrations, Security Agencies, WHO, UN/INGOs,  Donors, Ministry of Health and Ministry of Education.
o  Development of new networks with local NGOs, elders and youth, also developed compliant management systems and ensured SPHERE and USAID emergency standards.
o  Supervised a of 120+ staff members that comprised of expats, being the component head led Program, HR, Finance, M&E, Logistics, Communication and Security departments.
Managed partners including local and International NGOs and also developed capacity building interventions for staff and partners.

o  Accomplish delivery of results pertaining to infrastructure including reconstruction of safer schools by incorporating DRR/ building codes, WASH (girls hygiene, drinking water and sanitation) and training components relating to teachers’ and SMCs (school management committees, separate for women/girls) for improving learning outcome, quality, demand for education particularly for girls, and ensure regular monitoring of safer (earthquake resilient) constructions in 11 government schools (45% girls schools – gender parity) while enhanced play grounds and techniques of local artisans in the earthquake affected areas of Mansehra, KPK.
o  Developed training manual for enhancing SMCs’ core and functional (Finance, Leadership, documentation, Accountability and M&E) competencies and imparted training to SMCs as the master trainer for child rights, financial management, and importance of education.
o  Ensured inclusive education via novel concept of democratized education management & ownership (DEMO) model, inculcated cohesive governance by community and Government line-departments in joint design & execution of school development and management (SDPs/SMPs) plans.
o  Led construction teams, contractors & consultants, external evaluators, community mobilization teams, operation teams, Community Based Organizations and SMCs.
o  Validated and reported performance of staff, contractors, partners and consultants. Developed new proposal to attain grants from ECHO and Netherlands Government. Liaised with UN, INGOs, Donors, Security agencies and Ministry of Education staff.

Developed and expanded right-based development programs through extensive engagements of communities, managed field office; created and matured Civil Society Organizations long-lasting change. Major achievements include:
o  Established 02 ECCD (Early Childhood Care & Development-child centered learning) centers in Tehsil Balakot.
o  Led reconstruction of 30 Pre-fab Primary Schools (coeducation/100% girls involvement) equipped with WASH amenities in the earthquake affected areas, also furnished those with mandatory equipment and reactivated/ formed school management committees (SMCs/PTAs) via democratized education management & ownership (DEMO) model which led to rapid change and smooth flow of information amongst the local communities for advocacy, educational awareness, child rights & protection, and built their capacity for core and functional competencies.
o  Implemented an extensive Community Based Disaster Risk Management/CCA (CBDRM) Project with a participation 1,310 (522 women) volunteers from the entire earthquake affected area  of Tehsil Balakot, District Mansehra, which laid down the foundation for NDMA & UNDP for replication.
o  Identified trainees from Swat district for USAID firm’s (vocational training) project-an area that later was affected by armed conflict but the designed strategy ensured participation of the trainees even during the conflict.
o  Designing and led monitoring & evaluation in the field, developed field program curricula for trainings, youth and older people for education & DRM programs, promoted leadership and rights promotion, gender equity, youth employability and entrepreneurship.
o  Prepared detailed monitoring frameworks for projects encompassing education, child protection, skill development and DRM interventions and coordinated implementation at field level.
o  Managed Care International in Pakistan (CIP), CORDAID (Catholic Organization for Relief and Development AID), USAID, Oxfam Novib grants. Managed donor relationships and shared consistent reports to create knowledge base. 
Supported and assisted development of field offices’ and partner organizations’ capacities in areas of rights based programming, public and media relations, access to resources.

Improving Livelihoods & Enterprise Development (USAID’s I-LED) was a USAID’s $ 28 million program that focused three components: a) Reconstruction of Existing Livelihoods; b) Development of Value-Chain; and c) Local Economic Development. Major achievements include:
o  Provided support in monitoring, reviewing all grants for gender integration and women empowerment, contractual consistency, accuracy, and compliance with USAID regulations for I-LED;
o  Led a team of 22 grants monitors in three field offices of KPK province. Steered and assisted the technical leaders in the implementation, monitoring and evaluation of small grants;
o  Managed subcontracts and short-term technical assistance; coordinated the monitoring of all grants to HQ and donor.
o  Led grants monitoring and evaluation process i.e. revision of grants manual, internal mid-term evaluation, monitoring the grants distributions from the selection of beneficiary (formation of Community Based Organizations, group of entrepreneurs, to distribution of Enterprise Development Package including conditional and unconditional cash grants, Livestock (small and large), Agriculture (Seeds, Fruit Plants, Fertilizer and Toolkits), reconstruction of CPI (Community Physical Infrastructure), and Training Grants, and conducted mid-term evaluation of the program.
Reviewed Detail Implementation Plans and high-quality funding proposals (including budgets) for Relief International.

Provided Logistics Support in Emergency: Supervised nationwide Logistics Support Units including Procurement, Security, Transport, Warehousing, Commodity Movement, and Information Technology & Field Operations. Major achievements include:
o  Managed a team of 39 professional serving in six (6) field offices across the country.
o  Remained responsible for the Safety and Security of Relief International’s expats & local Staff and assets.
o  Liaised with partners, I/NGOs, UN Agencies (DSS), Local Government, Police and Army to maintain security in the areas of operation.
Project Supported includes USAID’s I-LED Programme, Shelter construction, healthcare units and School re-construction Projects, IDPs Healthcare Project, UNICEF Community Based Health and Nutrition Project, Micro Credit (for Livestock) project, Food Items and Non Food Items Distributions for earthquake affected population.

o  Developed Information Technology setup at DCO Office Mansehra and effectively transform the old office working methodology to IT based with funding from USAID/SRSP.
o  Assisted the DCO (District Coordination Officer) in the development of community Level development plans, identified the areas of priorities, besides assisted in budget allocations.
o  Worked on 24/7 basis in National level Emergency Program in response to 2005 earthquake in Pakistan. With the consultancy of DCO, District Officer Revenue & Estate (R&E), I/NGOs and the PRCS constituted teams to take part in the relief and rescue phases of the disaster, those teams were further used to collect data for detailed damages pertaining to Human Kind , Livestock and Infrastructures.
o  Conducted three ToTs for electoral staff, performed the additional responsibilities of Assistant Presiding Officer in Local Government Elections 2005 in Mansehra City III.
o  Established an information cell, which was comprised of 20 professionals used to collect and maintain the database of destructions. The data was disseminated on daily basis to Provincial & Federal Relief Commissioners, District Government and International and local NGOs for planning of need/priority based intervention in various phases of post 2005-earthquake.