Since August 2014, I am providing quality assurance, monitoring, evaluation and advisory services to the Global Affairs Canada (Ex-CIDA) funded projects in Pakistan. All of the 36 districts of Punjab and some selected districts of Sindh and KP are the project intervention districts. During this time, I have conducted ten field missions and assessed the project at output and outcome levels and conducted case studies and lesson learnt. I also designed women empowerment index and assessed the empowerment of women. Small enterprises for women, participation of women in dairy sector and bridging the gender gap in small and medium enterprises and dairy sector as a whole were the project key thematic areas.

I evaluated the business and financial management trainings on Kirkpatrick evaluation model. Additionally, I provided quality assurance services on the main deliverables of the project including midterm evaluation, baseline report, gender audit study and semi-annual and annual reports of the project. I also provided quality assurance on the project completion report of financial literacy improvement project implemented by Kashf Foundation and Plan International. Additionally, I provided other advisory services as and when required by the donor of the project i.e. Global Affairs Canada.

DFID has hired services of Coffey International as Evaluation Service Provider to provide monitoring and evaluation services to its Innovation in Education Phase -2 (IILM Ideas-2). The programme aims to improve enrolment, retention and learning outcomes of marginalized children in Pakistan through innovative education approaches.

As evaluation team leader, I led Evaluation Services Provider activities on the programme and led the evaluation aspects on the program. I am focal point for DFID and the Fund Manager (Cambridge Education). I am ensuring and responsible for the regular and effective communication between the parties. I coordinate all the work undertaken under the Evaluation Service Provider contract and have a quality assurance role for all deliverables.

Under this role, I have led baseline survey of phase 1 of cycle 1, cycle 2 and cycle 3 grantees (all together 10 grantees). Similarly, I led the two annual process evaluations, one annual data quality assessment and one performance evaluation at program level.

I have ensured quality assurance of the third party monitoring firms hired by the fund manager and evaluation service providers. I have contributed to the evaluation reports and have led some of the sections as well. Further, I presented the high level findings and key lesson learnt and recommendations to DFID and other stakeholders. I also led the dissemination events and presented the key findings to all of the ten grantees of the programme.

As provincial Manager M&E, I led and conducted the baseline line survey for the infrastructure component of the KESP program. I developed maturity index and gauged the maturity level of project established community level school infrastructure committees and parent teacher councils/school councils. Further, I developed M&E system for the project and imparted training to the project staff on project M&E system. I remained focal person to Independent Monitoring Unit-IMU of E&SE , KP. Conducted regular M&E data review meetings (data quality assessment) at the provincial level, to inform and improve programme planning and implementation.

DAI was implementing this FCO (Foreign and Commonwealth Office) funded project. The EDACE (Enhanced Democratic Accountability and Citizen Engagement was a governance programme and was focusing the supply and demand side of the governance.

I led and set up M&E system for the project and trained staff of 11 grantees. Further, I conducted baseline for all of the key indicators of log frame and was producing quarterly reports for donor. Prepared common reporting system for 11 local partners and trained the M&E staff of these local partners on the common reporting system. I led the quarterly review progress meetings with these 11 partners. Additionally, I was providing Quality Assurance service on various products produced by third party firms. I remained focal person for DFID hired third party monitoring firm-Ecorys. I led and developed common reporting system for 11 grantees which enabled each grantee to report efficiently and effectively on various log frame indicators. This also helped in aggregation of results at program/portfolio level and was one of the key achievements which were auto aggregating the partners’ data and generating auto summary reports. This helped the management to see the status of the program in real time. I was also providing advisory services on M&E tasks to 11 grantees.

The project was focusing militancy affected areas of KP and flood affected areas of KP and rest of the Pakistan. The project key focus was DRR, restoration of livelihoods and improving agriculture based value chains. I assisted Director M&E in establishing M&E system, doing baseline and impact evaluation of the project. I designed SMS based reporting system for the dairy value chain which enabled farmers to send through SMS their milk production twice a day. This system was costing nominal charges of 15 rupees per farmer per month and was declared as the largest value for money generating activity. During this project, I remained focal person for the SUAD established M&E Working group. I also presented key finding, lesson learnt and recommendation during knowledge sharing conference in which more than 150 representatives participated. I was also responsible for quality assurance of the consulting firms. On annual basis, I was leading data quality assessment of 9 implementing partners. I assist Chief of Party and director M&E in preparation of bi-weekly, Quarterly, annual Program Planning and Review report (PPR) and posting of data on quarterly basis on USAID website (USAID info/Pak info) and was managing database of 75,000 project beneficiaries and generating different summary reports for the senior management. I was also doing regular data cleaning and other data troubleshoot related matters.

The project was implementing in selected flood affected areas of KP, Punjab and Sindh. The key districts include Hunza Nagar (GB), District Besham (KPK), District Rajanpur (Punjab) and District Khairpur and Kashmore (Sindh). The project was focusing on livelihoods, WASH, DRR and basic school level infrastructure. I was responsible for management and quality assurance of the implementation of different implementing partners. I was also aggregating the progress reports of the implementing partners and was sharing with the Country Head for onward submission to donor. I remained focal person for UN OCHA working group and was representing the organization and sharing the key progress with OCHA working group. I was the key focal person for donor’s monitoring visit.

During the emergency of 2010 flood, ICMC was implementing multi-donor multi-sectorial short terms projects of DRR, livelihoods restoration, protection (shelters), WASH and primary health care of children, pregnant and lactating mothers. I was leading M&E of all these projects. I developed M&E system at the program level. The M&E system was capable of tracking progress of individual projects and was aggregating results at the program level and was also able to generate various summary reports at the individual project level. I was representing the organization in multi-cluster forums of UN OCHA i.e. clusters of food, WASH, protection and livelihoods. I was ensuring the quality assurance of different projects including the services of third party consulting firms.

CNFA was implementing Improving Livelihoods and Enterprise Development (I-LLED) project in the in the earthquake affected areas of KPK and AJK. The project was focusing DRR, restoration of livelihoods, rebuilding community level infrastructure and promoting 9 different agricultural value chains. During August 2007-June 2009, I worked as M&E Officer and was responsible for the M&E of district activities including quality assurance. As M&E officer, I conducted internal impact assessment of 9 different grants/value chains. I remained regional in-charge/head of AJK region of implementing I-LED’s Monitoring and Evaluation framework for Livelihoods, Value Chain and Local Economic Development (LED) components of the project.

Based on good performance, I was promoted to Manager M&E at the country level. I was responding to queries from USAID Islamabad regarding program progress & performance related data/ information in terms of increase in income, creation of jobs and beneficiaries reach including segregated data. I developed first draft of project completion report. I presented key lesson learnt and recommendations to wide range of stakeholders during lesson learnt workshop at province and national levels. Assisted COP as Regional Focal point for OIG (Office of inspector General) audit mission (2008/09).

AED was implementing USAID FATA Livelihood Development Program in militancy affected areas of FATA including Frontier regions. I was mainly responsible for producing periodic reports, doing field visits to validate the reported progress of various components of the project and document and conduct case studies and lesson learnt. Key components of the project were WASH, education scholarship, apprenticeship for youth and sending FATA marginalized students to USA under the Experience America Program. I was following up with the returnees and doing case studies. I was maintain the main MIS system and was generating key summary quantitative reports for the senior management. I was the focal person to share key progress of the project with FATA Secretariat.

CNFA was implementing Improving Livelihoods and Enterprise Development (I-LLED) project in the in the earthquake affected areas of KPK and AJK. The project was focusing DRR, restoration of livelihoods, rebuilding community level infrastructure and promoting 9 different agricultural value chains. During August 2007-June 2009, I worked as M&E Officer and was responsible for the M&E of district activities including quality assurance. As M&E officer, I conducted internal impact assessment of 9 different grants/value chains. I remained regional in-charge/head of AJK region of implementing I-LED’s Monitoring and Evaluation framework for Livelihoods, Value Chain and Local Economic Development (LED) components of the project.

Based on good performance, I was promoted to Manager M&E at the country level. I was responding to queries from USAID Islamabad regarding program progress & performance related data/ information in terms of increase in income, creation of jobs and beneficiaries reach including segregated data. I developed first draft of project completion report. I presented key lesson learnt and recommendations to wide range of stakeholders during lesson learnt workshop at province and national levels. Assisted COP as Regional Focal point for OIG (Office of inspector General) audit mission (2008/09).

Implemented product brand promotional events and conduct induction of new staff. I was leading system based ad manual based inventory/stock ordering system and preparing work schedule (Rota) for supporting staff. I was maintaining and updating inventory records and processing supply claims (credits) and plan, administer and control budgets for various activities e.g. petty cash, wastage allowance.

Major responsibilities were preparation of questionnaire, questionnaire pre testing, data collection, data feeding, data analysis and secondary data collection and finding relevant literature using library references and looking in various journals.