In 2022, torrential monsoon rains triggered the most severe flooding in Pakistan’s history. 33 million people affected with 1,700 people died, and 12,867 suffered injuries. More than 2 million houses affected, while many public health facilities, water systems and schools have been destroyed or damaged along with roads, railways bridges and other necessary infrastructures. In line with the IRW Global Program Strategy 2023-33 and Pakistan Flood Response Plan 2022, the PM is responsible for leading and successfully implementing the Flood Recovery Program with a Community-led Flood Rehabilitation and Restoration Project in Sindh, Baluchistan and Khyber Pakhtunkhwa. Also providing support in securing and diversifying funding sources through quality concept notes and proposal development.
Scope of the Role:
- Responsible for leading Community-led Flood Rehabilitation and Restoration Project in Sindh, Baluchistan, and Khyber Pakhtunkhwa. This includes planning, reporting, monitoring, and managing the project\\\'s execution in close coordination with the Area Program Managers. In addition, ensuring smooth financial management and adherence to donor agreements for planned project burn-rate in accordance with IRP’s compliances.
- Coordinating the effective and efficient implementation of the project, ensuring commitments are met concerning the targeted community.
- Proactively contributing to securing new funding avenues by developing high-quality Concept Notes/Proposals. This aims to support the achievement of IR Pakistan\\\'s strategic goals.
- Serving as a representative of the organization and maintain coordination with all relevant stakeholders, including community leaders, donors, the Government, UN agencies, and other International and National NGOs as required.
- Performing any other official assignments given by the supervisor.
- Conduct regular field visits, reporting and ensuring all IR personnel understand individual and collective responsibilities for safety and security.

Sustainable Water Resources and Livelihoods Initiative (SWRLI) was IR-USA funded project, aimed to contribute to socio-economic development through instituting the ‘value chain’ approach, to connect farmers to intermediary processors, retailers and end consumers; and improved WASH services in the newly merged district Orakzai and urban settings of Peshawar city. One of the significant intended impact of the intervention was the development of social capital through localization which is key for sustainable development and community resilience. 
Scope of the role included:
- Established field office for the implementation of project activities along with district level coordination with external stakeholders including civil/ military authorities and line departments.
- Developed project implementation plans and budgets within the framework of the agreed programme, strategy and project management tracker (PMT) and business plan.
- Establishing and maintaining constructive working relationships with other NGO’s, UN agencies, provincial and local government, bilateral and multilateral donors and other stakeholders.
- Conducted budget reviews to ensure accuracy; grant Management & Periodical Reporting to area/country office.
- Ensured compliances with donor’s financial guidelines and led on monthly budget versus actual reviews.
- Conducting performance appraisals of project staff and ensure regular feedback and mentoring on individual performance.

HUJRA Village Support Organization was implementing the Community Resilience Activity CRA-North IOM/USAID funded multi-year and multi-millions program in the newly-merged-districts (NMDs) of Orakzai and Khyber. The program worked with local governments, youth groups, community members and leaders to 1) increase civic engagement; 2) strengthen social cohesion; and 3) support TDP/IDPs reintegration in targeted areas of the Afghanistan-Pakistan border region. This community-based activity utilized a tailored approach (localization) to programing that responded to local conditions and has proven effective in such a highly restrictive areas.
Scope of the role includes:
- Provided overall leadership; managed Area Office (grants, awards, staff and assets) and leaded the representation of the organization with authorities, I/NGOs, and donors.
- Conducted rapid needs assessment, identified 200 farmers for establishing the proposed value chain of potato and walnut crops.
- Provided modern agriculture tools to 200 farmers and conducted several capacity building training based on the identified gaps, involving exports from agriculture research centre.
- Rehabilitated over 10,000 rfts irrigation channels, provided land preparation assistance using modern agri-technologies and introduced water efficient methods.
- Established productive coordination with the targeted farmers, agriculture department, district authorities, stakeholders and represented HUJRA-VSO at district level forums.
- Ensured implementation of projects as per plan and stipulated budget; documented lesion learned, remained current on program related challenges, bottlenecks and achievements; and write reports on regular basis as per project requirements.

Beyondsolutions is a grant management agency providing in-country support and third-party monitoring services to various implementing partners in key areas of a) Project design and planning b) Monitoring and Accountability and c) Technical Assistance. These partners (11 national/local NGOs & government authorities) were implementing Irish Aid funded three programs in Pakistan focusing on key thematic area of gender-based violence, water rights/ food security and supporting brick kiln workers across three provinces of Khyber Pakhtunkhwa, Punjab and Sindh.
Scope of the role included:
- Provided support to the implementing partners to ensure that projects are delivering in line with their scope, budget, timelines and support them in documenting and reporting these aspects to the donors.
- Provided support to Sindh Irrigation & Drainage Authority in developing provincial water policy.
- Worked closely with Punjab Labor Department for the rights of brick kiln workers, established and strengthen workers union for ensuring their rights especially minimum wage rates.
- Managed diverse partners’ portfolio, overseen grant and financial management and worked closely with partners in areas of accountability, capacity development, financial management and monitoring.
- Provided tailored and customized technical backing to partners along with monitoring visits and guiding project staff on project tools and techniques.

MH implemented UNOCHA funded WASH intervention for recently returned families in the Newly Merged Districts of Khyber Pakhtunkhwa in Pakistan. The project targeted rehabilitation of 8 gravity water schemes, 750 household sanitation facilities, 15 institutional WASH facilities in schools/ health facilities and conducted hygiene awareness raising campaigns followed by hygiene kits distribution.
Scope of the role included:
- Conducted project baseline, developed M&E framework, pre and post KAP surveys and end-line assessments for project evaluation as per OECD DAC criteria.
- Developed and implemented project monitoring plan to systematically document project progress.
- Ensured the alignment of M&E activities with project’s goals and tracking these activities against the progress with focus on quality assurance.
- Provided support in the capacity building of staff; conducted field visits for monitoring, data validation and reporting the challenges and gaps with recommending alternative possible solutions and necessary changes in project activities.
- Provided support to project team in planning and implementing M&E systems and activities, data-bases, program decision-making and progress reporting.
- Facilitated organizational knowledge management, collaborative learning processes and capturing lessons learned and best practices.

GLOW Consultants Pvt Limited is a well reputed consulting firm and has niche in Pakistan related work, especially third party monitoring, evaluation & research, large to medium scale surveys, institutional support and contextual analysis.
Few completed assignments were as:
- 2016 - 2017 - Third Party Monitoring TPM: Monitoring of DFID Multi Year Humanitarian program (Sindh, Punjab and KP provinces in Pakistan). Key tasks: Conducted field monitoring of the humanitarian assistance provided and possible long-term impact including shelter, WASH, food distribution and DRR etc. through WFP, ACTED, HelpAge International, HANDS, IOM and IRC etc. Methodology mainly involved direct observation, discussions with program beneficiaries and key informants.
- 2017 - Final Project Evaluation: Final evaluation of Community Driven Environmental Health project in three districts of Khyber Pakhtunkhwa for IRC Pakistan. Key tasks: Reviewed evaluation instruments; trained data enumerators on evaluation methodology and data collection tools; conducted key informant interviews with stakeholders including partner organizations, government authorities, cluster members, NGOs and beneficiaries; reviewed different implementation processes and provided facilitation in final evaluation report according to OECD DAC criteria.
- 2017 - Final Project Evaluation of EGRA/EGMA Accelerated Learning Program (ALP), PTC trainings, Literacy Boost (LB) and Numeracy Boost (NB), Teacher Training and school construction in District Swat for Developments In Literacy DIL.
- 2017 - Final Evaluation of Education in Emergency Program funded by DANADA, RNE and MOFA in integration with Child Protection, FSL and Health on teachers/PTC trainings and school construction for Save The Children Pakistan.
- 2017 - Needs Assessment: Needs Assessment of IDP situation in KP for Care International
- 2017 - Final Project Evaluation: Evaluation of UNOPS supported construction and rehabilitation of irrigation canals and bridges in district Swat of KP.
- 2018 - Research Study: “The impact of displacement on gender roles and relations: the case of IDPs from FATA, Pakistan” with Overseas Development Institute. (www.odi.org/publications/11286-impact-displacement-gender-roles-and-relations-case-idps-fata-pakistan)
- 2017 - Final Project Evaluation: Final evaluation of ECHO funded “reducing vulnerability through DRM-Phase-III” implemented by ACF in Khyber Pakhtunkhwa Province of Pakistan.
- 2016 - Final Evaluation: Impact evaluation of Phase I, II and III of Terre des homes (Tdh) “WASH in schools program in flood affected two districts in Khyber Pakhtunkhwa Pakistan. - 2016 - Functionality Review & Final Evaluation: Asset functionality review of NCA supported WASH intervention in three provinces of Pakistan.
- 2017 - Final Program Evaluation: of HSB funded WaterAid five-year WASH program in Pakistan.
- 2016 - Third Party Field Monitoring: Third party monitoring of ACTED program funded by OFDA in KP and FATA (shelter and WASH). - Final Program Evaluation: of ECHO funded CBDRM program for Care International.

Established field office, managed team of 23 members for distributing 1800 Shelter roofing kits, 1800 sanitation kits, hygiene awareness raising, hygiene kits, constructing/ rehabilitating 5 gravity water schemes and local artisans training under UNHABITAT funded project in Tirrah Valley of Khyber Agency Federally Administered Tribal Areas (FATA)
- Project planning, assessment, implementation, monitoring and evaluation and overseeing of overall Shelter/WASH projects with focus on local artisans’ capacity building for mainstreaming DRR in shelter construction
- Ensured timely recruitment, mobilization and utilization of programme personnel, trainings and equipment inputs
- Prepared timely reports as and when required for the Senior Management Team SMT, Donors and line departments and coordinated the project
- Supported to develop and disseminate promotional materials related to project activities
- Represented Muslim Hands International in shelter and WASH clusters
- Managed expenditures, ensuring follow-up and control of budget

Assisted the project manager to led and guide ACTED’s shelter & WASH interventions in Tirrah Valley Khyber Agency
- In collaboration with the project team, determined the strategic direction of the program in short, medium and long-term and map out activities in consultation with FDMA, civil military authorities and stockholders in the targeted areas of FATA
- Collaborated with the Appraisal, Monitoring and Evaluation Unit (AMEU) to assess need, monitor activities and evaluate projects
- Remained current and alert to opportunities arising for learning, collaboration and partnership that may enhance program quality and responsiveness.

KAMORE implemented health component of GIZ/BMZ funded FATA development program (FDP) to foster a constructive dialogue between health workforce and community with aim of improving the quality of health services through CBOs/ Local Quality Teams (LQTs) in 42 health facilities in KP/ FATA. Under the supervision of program director health, I was responsible for the implementation and monitoring of the program.
Scope of the role included:
- Managed and monitored overall project activities including project planning, Implementation and coordination and supervised the team on objectives, expected outcomes and overall implementation strategy.
- Designed and conducted baseline survey in consultation with subject matter experts to analyze the actual number and nature of the project’s schemes and suggested relative changes if necessary.
- Conducted regular field visits to program areas to assess the quality and effectiveness of the project deliverables and impact on the target beneficiaries
- Ensured effective and efficient resource mobilization and timely financial management of the budgeted activities.

Under the overall supervision of the area manager-KP/ FATA program Pakistan and direct supervision of program manager shelter & settlement, coordinated and established field office in FATA for NRC’s interventions for IDPs and returnees in volatile security environment. Implemented several humanitarian emergency responses, shelter, WASH, livelihoods and education programs with rights based approach.
- Planned, implemented, monitored, assessed and evaluated multi-sectoral and multi donor’s projects
- Led at the same time IDPs registration, NFIs distribution, shelter/infrastructure, WASH and livelihoods interventions and supervised overall team of over 60 members including civil engineers, field officers, community mobilizers, crowd controllers and support/operation staff.
- Led emergency response projects having huge distributions of NFIs, shelter and cash grants during acute emergencies after flash flooding in KP and FATA.
- Implemented livelihood support interventions including livestock, food & fodder, community income-generating projects, cash grants and cash-for-work.
- Represented NRC in external meetings and maintained effective relations with relevant stakeholders.
- Exchanged experiences on community driven approach with other NRC offices and personnel within Pakistan and outside (Afghanistan)
- Coordinated closely with authorities, UN agencies, working organizations and community elders.
- Ensured correct implementation of NRC’s policies and reporting channels along with team performance appraisal.

In 2010 Pakistan was hit by devastating flood, approximately one-fifth land of the country was under water and 30 million families were affected along with over 2,000 died. Roads, bridges, schools, railway and houses were damaged. Monsoon rains remained continued, and the affected families were in immediate need of rescue, food and none food items and on the other hands access was too challenging for humanitarian aid actors.
Scope of the role included:
- Led and managed emergency response team of 18 and over 100 community volunteers with revising/ updating the emergency preparedness plan and manual and ensured the team members are working in line with the policy, strategy, guidelines and plan.
- Prepared quarterly spend plan with monthly phased expense plan linked with work plan and BVAs (Budget Vs Actual) and worked closely with supply chain to ensure that procurements are made in a timely manner while remaining in compliance with FRD and donor requirements.
- Ensured that programs are implemented in a cost effective, consultative and gender sensitive way.
- Managed and maintained information systems to ensure accurate, timely and complete data and information of assessments, distributions, monitoring and evaluation, decision-making, internal and external reporting, future planning and program learning.

After the launch of military action (May 2009) against militants in district Swat of KP province, reportedly over two millions people displaced in a span of two weeks. The capacity of government and UN system was limited to establish enough camps to accommodate all the IDPs families thus the IDPs seek shelter in government school buildings and in host communities which further made the situation challenging for the government and international community in the delivery of swift assistance to the vulnerable populations. I, as focal point for IDPs within Jalala IDPs camp and in host communities for the surrounding areas, build effective linkages with IDPs elders, government authorities, UN agencies, humanitarian actors and relevant stakeholders of the hosting communities for leading and effectively communicating to inform decisions for addressing the immediate needs of the affected populations.
- Secured land, resolved disputes arising from land appropriation, established camp and ensured maintenance of camp infrastructure
- Issued IDPs registration and documentation (birth certificates, ID cards) to camp inhabitants
- Created humanitarian space for the effective delivery of protection/ assistance and facilitated access to humanitarian agencies
- Coordinated roles and responsibilities including ensuring adherence to IASC standards and operational guidelines
- Conducted situational assessment, strategic and operational planning, monitored implementation and established dialogue to discuss any problem of poor performance
- Ensured appropriate consultation with beneficiary including vulnerable groups in needs assessment and delivery of assistance
- Ensured that all partners have access to and share, operational data at the camp to help identify and address gaps and avoid duplication of services
- Established governance and community participation mechanisms for monitoring the services in accordance with agreed standards and identifying gaps in the provision of