Under the overall supervision of the FAO Representative, direct supervision of Assistant Representative Programs and close coordination with the Programs Team at FAO Representation in Islamabad and Department of Agriculture, Government of Punjab, the incumbent has been assigned the following tasks:
• Conducted a gap analysis of all existing “Training Institutes” of the Punjab Agriculture and Livestock departments – i.e. the four training ATIs of the DG(Agricultural Extension and Adaptive Research) and the seven training institutes of the DG(Livestock Extension)
• Held consultative sessions with all stakeholders, especially the private sector (agribusiness, farmers etc.)
• Based on the gap analysis and consultative sessions, identified training needs and developed a capacity building strategy for the agriculture sector in Punjab. This would include electronic learning (distance training, e-modules) and training in the use of IT in agriculture
• Developed an implementation strategy for the establishment of a state-of-the-art in-service training institute to execute the capacity building strategy, serving the agricultural and livestock sectors through the “training of trainers”
• Developed a sound organizational structure for the training institute (human resources profile including technical and managerial skills, support staff etc.) and associated resource requirement profile (capital and recurrent expenditures)
• Submitted concrete suggestions regarding building strong and effective links with the private sector (demand-driven training along the value chains) as well as with international training entities of name
• Developed Draft Strategic framework with proposed Key Result Areas and Key Performance Indicators for the training institute
• Developed a multi-year budget for the training institute and suggest a sustainable financing model

a. Strategic Objective
To provide effective coordination and specialized support to a full range of policy and programme activities effectively that include cash based & DRR programmes

b. KEY ACCOUNTABILITIES

Contributed towards the development of project activities, plans and processes within the specific technical area of work, ensuring alignment with wider programme policies and guidelines.
• Provided efficient coordination and specialized project management support to a range of specific and defined programmes to ensure that the various activities are performed within the established targets following WFPs policies and procedures.
• Within the specific area of responsibility, i.e. Livelihoods, prepared a variety of elaborated reports and substantial data analysis (e.g. food assistance needs, resource utilization, programme status, performance) and make recommendations to supervisors, ensuring deliverables adhere to corporate standards and quality control.
• Lead and ensure accuracy, timely recording of data within the specific technical area of work (e.g. assistance programmes, food security and vulnerability assessments) and consistency of information presented to stakeholders.
• Coordinated and liaised with internal counterparts on a range of complex matters to enable effective collaboration, implementation and monitoring of ongoing project activities.
• Fostering relationships and supporting partnership-building with local partners, agencies, NGOs and government institutions to perform accurate food security analyses and to ensure efficient delivery of food assistance.
• Supporting the capacity building of WFP staff, cooperating partners and national government within a specific technical area.
• Acting as an escalation point for complex query resolution on all matters within the area of responsibility.
• Managing a team of support staff, providing advice, guidance and training, to ensure individual and team objectives are delive

Purpose
The Dy. General Manager manages all intervention in KP and Islamabad. Furthermore, he has financial and administrative responsibility for the project and is also responsible for the planning and implementation of adequate security precautions in the project area to ensure the safety of all staff and assets and the direct supervisor of senior staff working within the project.
Responsibilities
I. Project management

II. Administration and Personnel Management

III. External relations:
• Coordination: Maintained close and good relations with all relevant stakeholders including the UNCHR, WFP and other relevant UN organizations, local authorities, line ministries, donors, NGOs, CBOs and other partne
• Transparency: Ensure required reports and information is shared with the direct project stakeholders in a timely and adequate manner;
• Reporting: In consultation with the CEO ensure timely narrative and financial reporting to donors;
• Follow up all TKF Procedures for Security, Finance, Logistics, HR and Administration
• Uphold TKF’s code of conduct.
Reporting Arrangements
The Dy. General Manager reports to the CEO and has a functional line with the Dy. CEO of Programs.
Competencies
• Proven commitment to accountable practices.
• Knowledge of working in challenging environments.
• Proven ability to manage large varied workloads and deal constructively with stress and periods with long hours.
• Proven ability to prioritize tasks, meet deadlines and work with limited supervision
• Proactive, stable and robust character and a good team player.
• Excellent communication skills, calm, and a good sense of humour.
• Excellent interpersonal skills and demonstrated ability to establish effective working relations at all levels.

The Livelihoods Officer worked closely with colleagues in related technical sectors including education, cash, SGBV, durable solutions, protection, & innovation, health, community services, shelter, water and sanitation, and gender and age. Additionally, ensured that all livelihood programmes are in line with the UNHCR Global Strategy for Livelihoods (2014-2018). He proactively sought out new appropriate livelihood programming and approaches, including those being implemented by the private sector and development actors and determined how best to incorporate into Pakistan operations.
Functions include:

I. Strategies, Policies and Guidelines
• In line with the Global Strategy for Livelihoods, improved and fine tune the local self-reliance strategy, focusing on the development of clear operational plans and livelihoods projects for the upcoming three years, indicating the comprehensive needs and setting clear annual operational targets.
• Ensured dissemination and implementation of internationally accepted standards, policies and guidelines within UNHCR and among partner.

II. Technical Support
• Provided technical guidance to the operation, in line with UNHCR tools and guidelines for livelihood programming, and ensured technical integrity is maintained.
• Assisted in sourcing external expertise (consultants, deployments under stand-by agreements, and technical counterparts from operational partners) required for livelihood assessments, strategic planning, project design, reviews and evaluation exercises. Monitored the work of technical experts and contribute to reviewing draft reports/outputs, ensuring quality in the methodologies used in particular for the assessment and analytical tasks.
• Mainstream into livelihoods activities, the use of relevant innovative approaches and the “Graduation Model” to graduate vulnerable refugees out of poverty and into continued degrees of self-reliance.
• In line with a market-based approach, design and implement livelihoods activities tailor-made to and targeting different segments of the refugee population according to their potential for reaching self-reliance (educational level, work-experience, previous skills training, etc.)
• Oversee the process of conducting a risk assessment for the livelihoods interventions undertaken by UNHCR and proposed risk mitigation alternatives.

III. Monitoring and Evaluation
• Developed a solid monitoring and evaluation system with clear indicators to monitor the impact of the livelihoods programming on refugees.
• Reviewed and provided technical guidance to project proposals submitted by Implementing Partners (IPs), and guided and monitored livelihoods activities/programmes for refugees in line with the global livelihoods strategy.
• Identified opportunities and implement solutions to challenges identified through livelihoods relevant assessments (Household Economy Approach/Baseline, market and value-chain).
IV. Capacity Building
• Contribute to the processes of improving the methodologies and operational procedures adopted by the livelihoods implementing partners.
• Emphasize the capacity building of IPs through technical assistance, institutional assessment, training and coaching.



V. Knowledge Management
• Support the regular sharing of livelihoods related information, among different humanitarian, developmental and governmental stakeholders.

VI. Partnership and Resource Mobilization
• Proactively seek new opportunities for effective partnership building and resource mobilisation amongst highly qualified companies and NGOs, as well as development actors and donors
• Promote cooperation with national institutions in supporting the inclusion of refugees in e.g. vocational training, access to finance, labour market

Under the overall supervision of the Country Programme Manager and with close coordination within the technical team, the officer has performed the following duties and responsibilities:

• Represented UN Habitat in meeting and forums assigned
• Liaised with Housing Early Recovery Working Group (HERWG)
• Liaised with NDMA and PDMAs and DCOs in relation to HERWG policies and DRM;
• Coordinated with Provincial and District level HERWG coordinators and IM focal points;
• Organized meetings and technical support to Housing Early Recovery Working Group
• Liaised with Gender Task Force representing HERWG;
• Supported DRR mainstreaming in Early Recovery Response to HERGW members,
• Ensured UN-HABITAT presence in Housing ERWG and DRMWG and in other relevant interagency bodies, and assist in DRM intervention under the DRM component of One UN;

National Disaster Management Authority (NDMA) is the lead agency at the Federal level to deal with a whole spectrum of Disaster Management Activities. It is the executive arm of the National Disaster Management Commission (NDMC), which has been established under the Chairmanship of the Prime Minister, as the apex policy making body in the field of Disaster. In the event of a disaster all stakeholders, including Government Ministries/Departments/Organizations, Armed Forces, INGOs, NGOs, UN Agencies work through and from part of the NDMA to conduct one window operation.
Livelihood Advisor has to act as focal person (CO-Chair) for Agriculture and Food related activities, participate & represent NDMA in clusters/working group meetings, and assist NDMA in formulation of Early Recovery Agriculture & Food policies

I have worked as ‘Senior Programme Specialist (SPS)’ in Infrastructure Management Unit (IMU), Planning Commission. IMU is the Executing Agency (EA) for sub-projects under the Asian Development Bank (ADB) Technical Assistance (TA) Loan 2178-PAK (SF); under the Power, Transport, Water, and Enabling Environment Components. Implementing Agencies are: WAPDA, NTDC, DISCOs, PEPCO, PPIB, National Highway Authority, Ministry of Local Govt., Ministry of Railway, Ministry of Port & Shipping, MoWP, Provincial Irrigation and Power Departments of Balochistan, Punjab, Sindh and NWFP.
My immediate supervisor was Lt. Gen ® Muhammad Zubair, Member (Implementing &Monitoring)/ Executive Director, IMU. Other then coordination with all stakeholders, SPS has to submit quarterly progress reports to ADB, arranged Seminars, Coordination and held Steering Committee meetings and to guide all Directors in execution their duties by commenting on all feasibility /policy reports, which include:

• Communicate complex material in a clear and simplified manner
• Analyze and develop options expediently
• Understand the functionality of systems, including communications
• Facilitate interdisciplinary team endeavours

The overall objective of the TA Loan was to assist the Government of Pakistan (the Government) define, plan, prepare, and implement a program for infrastructure development consistent with the Medium-Term Development Framework (MTDF), and thus reduce poverty.

In IMU, I was also assigned the additional duties ‘Project Coordinator’ of National Trade Corridor Strategy Study (NTCSS). The objective of National Trade corridor Strategy Study is to define a NTC Strategy that will identify priority businesses and industries to populate the emerging NTC. These priorities would naturally reflect the country’s absolute competitive advantages, such as intrinsic labour force capabilities, geographic proximity to other economies, and natural resources, as well as relative country advantages, such as labour costs or financial incentives.

a) Analysed and commented on policy documents in the light of country requirement, and future trends
b) Developed options for NTCSS and analyse the economic impact
c) Coordinated with McKinsey & Company (consultants)

Worked as Deputy Chief (Planning & Development), Pakistan Council for Science and Technology (PCST), Ministry of Science & Technology, Govt. of Pakistan since Nov 21, 2005 to Oct 16, 2006. Pakistan Council for Science and Technology (PCST) is responsible to advise the Government on S&T policies and plans and suggest measures for the promotion, development, and application of science and technology in the country.

Pakistan Council for Science and Technology (PCST) is mandated to advise the Government on the development of Science and Technology at the national level. The Council is involved in S&T Policy making, planning, implementation and in carrying out policy studies. PCST is also the secretariat of National Commission of Science and Technology (NCST), headed by the Prime Minister (which takes the major decisions for the development of S&T)
Objectives
• Advising the Government on S&T policy and plans.
• Regular evaluation of scientific research through bibliometric and peer review techniques.
• Strategic planning of R&D through expert committees/think tanks.
• Scientometric and futuristic studies.
• Promotion of R&D and encouragement of consultancy services for scientists and technologists

Worked as “Social Mobilizer” Tawana Pakistan Project, that was sponsored by Pakistan Bait-ul-Mal, & Ministry of Women Development, Social Welfare & Special Education. Project implemented by Aga Khan University, National Implementing Unit (NIU), since Jan 2003 to Nov 20, 2005. Project (School feeding in 100 female primary schools) implemented in full spirit with coordination of all public & private stakeholders

National Fertilizer Marketing Limited (NFML), a wholly owned subsidiary of National Fertilizer Corporation (NFC). NFML was assigned to market the products of the then NFC companies namely; Pak American Fertilizers Limited, Lyallpur Chemical & Fertilizers Limited and Natural Gas Factory. As NFC increased its production capacity by establishing new Plants, NFML assumed the total responsibility for marketing and distribution of the entire production of 2.008 Million M.Tons of NFC Fertilizer Manufacturing Plants.
Worked for “National Fertilizers Marketing Limited” as Incharge Marketing, Administration and Agronomic Activities in Hazara Division N.W.F.P Pakistan, from June 01, 1989 to Sep 30,2002
Responsibilities: Official Contact, Farm Visits, Establishing Marketing Network, Rural Livelihood & linkages, Fertilizer Sale & Promotion, and arranging Seminars & Report Writing on Socio-economic Conditions. Among my duties were designing & implementation of policies to encounter competitors’ activities in Hazara Division and feed back of policies to Headquarter.