As a seasoned expert, I lead the development of a comprehensive Climate and Environment Strategy for DRR Wing at PDMA Sindh, aligning with national frameworks and promoting climate-smart initiatives. My role involves:
• Policy Development: Designing donor-compliant policies focused on environmental, social protection, and safeguarding standards.
• Capacity Building: Enhancing capabilities of PDMA officials and stakeholders.
• Partnerships: Fostering collaborations with national and international partners.
• Funding: Facilitating access to climate funds, such as the Green Climate Fund and Adaptation Fund.

As part of Senior Management Team of FRDP, I spearhead efforts to identify new funding avenues and cultivate strategic partnerships in alignment with our organizational mission. My role involves crafting comprehensive fundraising strategies and fostering collaborations with diverse stakeholders, including donors, government agencies, and INGOs. I lead the development of innovative approaches within our thematic areas, integrating critical considerations such as gender mainstreaming and child safeguarding. With a focus on driving impact and sustainability, I coordinate the creation of high-quality proposals and concept notes, ensuring alignment with donor requirements and organizational capacity. Additionally, I revise and update policies to uphold compliance with international standards, while also conducting capacity-building sessions to empower staff in implementing development and innovation strategies.

The role involves overall responsibility for managing HA's strategic programs in Sindh Province. The position requires efficient and effective management of program development, timely execution, and strategic expansion of HA's key program portfolio in the province, including field-level strategic leadership and program management for key programs such as Humanitarian, WASH, FSL, Orphan Sponsorship, Education, and Seasonal programs. The position also requires extensive networking, coordination, and partnership development with donors, governments, and potential partners/alliances. It is crucial to build and maintain strong relationships with these stakeholders to expand HA's reach and ensure the efficient delivery of programs. The role involves representing HA at various forums, negotiating partnerships and collaborations, and identifying new funding opportunities to support program growth and sustainability.

Under an independent international consultancy contract with CIAT (International Center for Tropical Agriculture), and in collaboration with the UN Food and Agriculture Organization (FAO), I was involved in the development of Climate-Smart Agriculture (CSA) and Disaster Risk Reduction (DRR) profiles at the provincial, district, and village levels for 13 districts located in Sindh, Punjab, Balochistan, KP, and Merger districts of Pakistan. Additionally, I also provided desk review support for CSA profiles of Thailand and Cambodia. The contract encompassed three main tasks. Firstly, It involved understanding the agriculture institutions and identifying the financing mechanisms for CSA at the national and sub-national levels. Secondly, it entailed gaining insights into the enabling policies related to CSA at both levels. Lastly, conducted an assessment of the agriculture sector, highlighting the significant climatic and non-climatic challenges that impact its development. This assessment involved identifying the most promising CSA practices and technologies for major commodities, and evaluating their impact on various indicators such as increased productivity, enhanced resilience, and reduced greenhouse gas (GHG) emissions. These priorities were aligned with DRR objectives for Agriculture and Food Security and Nutrition (FSN).The overarching goal of this project was to provide comprehensive snapshots of the enabling policies, institutional context, and potential sources of financing for the wider adoption of CSA in the targeted regions and countries.

As the DRR technical lead, I provided support to implementing partners in the implementation of project activities in drought-affected areas of Sindh. My role involved coordinating with various stakeholders, including line departments and other organizations, to advocate for and lobby on adaptation strategies.One of my key achievements was the successful development and coordination of Risk and Resilience (R&R) profiling at the Union Council Level. This profiling helped identify the specific risks and vulnerabilities faced by communities in the target areas, enabling better planning and targeted interventions.In addition, I played a crucial role in organizing and facilitating over 80 community-based DRR trainings on drought preparedness and adaptation in Tharparkar. This involved extensive planning and coordination with partners, consultants, and local communities. These trainings aimed to enhance the capacity of community members to mitigate and respond to drought-related risks.

I have undertaken diverse roles in the field of Disaster Risk Reduction (DRR) and Climate Change across various organizations:Islamic Relief Pakistan: Conducted a Baseline Survey for Voices Organized for Climate Advocacy and Lobbying. This involved reviewing existing policies related to climate change, agriculture, environment, and more. Interacted with government staff to identify gaps in practices and policies.UN Food and Agriculture Organization (FAO): Collaborated with CIAT to develop a Climate-Smart Agriculture (CSA) Provincial Profile for Sindh. Engaged with government agriculture experts for input on CSA practices and conducted policy dialogues on financing, policies, and Disaster Risk Reduction (DRR) preparedness.Caritas Pakistan: Contributed to the development of a Risk and Resilience profile through community Focused Group Discussions (FGDs), analyzing risks and vulnerabilities in drought-affected areas of Malir (Gadap Town) Karachi.ACTED International: Reviewed modalities of UC-based Resilience Forums and conducted a Training Needs Assessment (TNA) for sustainability. Submitted recommendations and a comprehensive capacity-building report focusing on organizational development, monitoring, and fundraising.

He successfully achieved the desired results of the project through smart planning, implementation and management of the CBDRM/ WASH/ Infrastructure project interventions in Sindh. Being a sector lead he looked into overall strategic direction and achievement of project objectives maintaining internal and external technical coordination and mentoring of the team for effective implementation of the project ensuring that project meet quality, budget and timelines. He also contributed to development of various media awareness and advocacy campaigns, IEC material, training modules and assisted in development of new DRR integrated projects and proposals.

DRR RESOURCES AND PUBLICATIONS PREPARED BY KHAN
https://www.dropbox.com/sh/n8ygvk9t73l3hsj/AAAAYHD1sgLVXwL8xo4XzX98a?dl=0

Served as a Behavior Change Communication (BCC) expert in USAID’s program to support Maternal and Child Health Program of Pakistan to lead community component strategy to communication, advocacy and mobilization (CAM) in Sindh province. The work involved mobilization and advocacy activities, their design and implementation to promote positive MNCH behaviors, Support the CM adviser, Mobilization team and implementing partners (IPs) to integrate and implement in a consistent and systematic way a community mobilization approach based on national community mobilization strategy that links community level interventions through the capacity building and engagements of government’s National Program for primary health care and FP and other community-based volunteers to contribute in improvement of primary health care facilities/services. Identify technical capacity needs and provide appropriate capacity building to district implementing partners and district health departments. Support district implementing partners in developing, in collaboration with community stakeholders, realistic plans and budgets for community level interventions also take lead in preparation of community mobilization reports (quarterly and annual), annual programme plans, and budgets.

As the DRR focal person for Sindh, I played a key role in contributing to the overall resilience strategy of the organization. I was responsible for implementing and coordinating two DRR integrated projects: Sustainable Initiatives towards Resilience and Transformation (SIRAT) and Establishing People Centered Early Warning System (EPCEWS).In my role, I managed the projects comprehensively, overseeing planning, implementation, coordination/advocacy, and monitoring/evaluation of all project activities. It was crucial for me to ensure that the program interventions remained aligned with and integrated into other core sectors such as WASH, shelter, and food security & livelihoods.Additionally, I actively engaged in professional coordination and capacity building efforts with district and provincial government entities, as well as civil society organizations. These efforts primarily focused on DRR/CBDRM programs, risk assessment, and mainstreaming with sectors like food security and livelihoods and WASH.By actively managing the projects and ensuring integration with other sectors, I contributed to the overall resilience strategy of the organization. Through coordination, advocacy, and capacity building, I aimed to strengthen the DRR initiatives and promote collaboration among stakeholders for a more effective and comprehensive approach to disaster risk reduction in Sindh.

While working in Save the Children's Humanitarian Response and Recovery Program, he held the responsibility of overseeing the overall management of the project. This included tasks such as planning, implementation, coordination/advocacy, and monitoring/evaluation of all project activities.In his role, he conducted project operations supervision to ensure that the project was being implemented according to the planned activities. He closely monitored the project budget and ensured that the allocated funds were being utilized appropriately, meeting the expected outcomes as per donor guidelines, requirements, and legal matters.Furthermore, he represented the organization in various forums, technical working groups, and clusters. He actively liaised with government authorities, such as DDMA (District Disaster Management Authority), PDMA (Provincial Disaster Management Authority), donors, local authorities, UN agencies, and other organizations. He also conducted capacity building and training initiatives, including assessments of training needs related to disaster risk reduction.He made sure that relevant stakeholders and government/private duty bearers, such as the Social Welfare Department, Zakat/Bait ul Mal, health, education, police departments, or NGOs, were well-informed through effective reporting, advocacy, and media efforts.

With more than 5 years experience exclusively serving as “Behavior Change Communication (BCC) expert” in two very prominent projects of USAID’s program to support Maternal and Child Health Program of Pakistan. Lead community component strategy to communication, advocacy and mobilization (CAM) in Sindh province. The work involved mobilization and advocacy activities, their design and implementation to promote positive MNCH behaviors, Support Mobilization team and implementing partners (IPs) to integrate and implement in a consistent and systematic way based on national community mobilization strategy that links community level interventions through the capacity building and engagements of government’s National Program for primary health care and FP.
http://paiman.jsi.com/Stories/good-information.htm

Responsible for advocating and embracing change to create a vision that provides unity and inspiration within an organization. Lead and manage by motivating employees to remain optimistic even when faced with challenges and encouraging good performance and values. Helped to allocate resources and supplies as to ensure staff and volunteers can complete their responsibilities to their highest potential. Ensured that all implemented activities were relevant to the mission and vision of the organization, identified fundraising opportunities and suggested strategies that benefit and complement the mission and vision of the organization.