Aamir Gilani has 18 years of experience in development, governance, advocacy, and humanitarian work. He currently works as a Governance Specialist focusing on policy reforms, economic growth, service delivery, and countering radicalization. Previously, he managed youth economic empowerment and police institutional capacity building programs. He has also coordinated relief projects, governance projects in FATA, and social protection initiatives following disasters. Gilani holds an LLB from the University of Punjab and a Master's in Public Administration from the University of Peshawar.
Masters in Public Administration with LLB, have almost 18 Years working experience on management and technical assignments, in Development, Governance, Advocacy and Humanitarian context. Started career from development sector, worked on poverty Alleviation, livelihood development & women empowerment, then as civil servant and finally joined development sector. Trained specifically on human & Child Rights protection, have diverse experience of working in fragile settings and conflict affected areas including FATA and; on hard core governance aspects.
Presently working as a Governance Specialist focusing on Policy Reforms for good Governance & rule of Law and also; Economic Growth and Job Creation, Service Delivery and Rapid Response. Managed Youth Economic Empowerment program for 14000 rural youth of south Punjab (65%Women) through Technical Vocational Educational Training (TVET) (2013-2015) and also; a complex program of Institutional capacity building for Islamabad Police with association of Ministry of Human rights from 2010 to 2013, the core objective was Human/Women & Child rights Protection. Deputed to supervise relief projects for 2010 flood hit areas in province of Sindh and Punjab; the interventions included cash programming, immediate relief and infrastructure development. Coordinated a landmark project of USAID of Fata development program (2008-2010) for sustainable Livelihoods and Peace building, this also included food security & shelter program for IDPs of South Waziristan Agency after Military operation against terrorists in 2009 as part of peace building process. Mainstreamed social protection of Earthquake hit people particularly for establishment of Social Protection mechanism for women and children in hardest and conflict Area with UNDP in 2008. Administered Institutional Capacity building of Judiciary in Federal Judicial Academy to make it a center of excellence under Access to Justice Program (Asian Development Bank) from 2003 to 2008.Foster Government led development and Poverty eradication through financial assistance projects of Pakistan Bait ul Mal (Govt of Pakistan) from 2000-02 and also worked for community development through donor funded projects by two local NGOs from 1997 to 2000.
This document discusses gender budgeting and skill development in India. It provides an overview of national skill development policies and programs, highlighting efforts to promote skill development and workforce participation among women, such as establishing mobile training units, flexible timings, and apprenticeship opportunities in non-traditional fields. It also presents data on the number of women enrolled in and completing various skill training programs. Key sectors are identified where women participation is high or increasing, and challenges are noted around placing and retaining all trained women candidates. The creation of career pathways integrating education and skills is outlined, with a focus on making qualifications aligned between academic levels and national standards.
Initiation of Gender Audit in India through the Ministry of Finance. Institutionalization of Gender Audit in India would take Gender Budgeting forward and complete the cycle from outlays to outcome
This document presents Pakistan's new National Technical and Vocational Education and Training (TVET) Policy. It was developed by a task force established by the Ministry of Federal Education and Professional Training. The policy aims to reform and expand TVET in Pakistan to develop the skills needed to boost Pakistan's economy and meet the needs of domestic and international labor markets. It sets objectives, outlines the current inadequate state of TVET, and provides implementation measures including establishing a national qualifications system and encouraging private sector participation in skills development.
1. This document analyzes civil service competence in Nigeria, using the Nigerian National Petroleum Commission as a case study. It reviews the history and organization of the Nigerian civil service and frameworks for improving performance.
2. The objective is to propose a framework to provide directives on recruitment, performance management, and decision making to increase work efficiency.
3. The framework includes 10 competencies within 3 clusters: strategic direction, engaging people, and delivering results. Effectiveness is analyzed at both staff and senior levels within each competency.
1) Gender budgeting is a process that incorporates a gender perspective into all stages of policymaking, from planning and resource allocation to implementation and review. It aims to promote gender equality and determine actions needed for policies, budgets, and programs to meet the needs of both women and men.
2) Key stages for gender budgeting include budget preparation, post-budget analysis, implementation, and post-implementation evaluation. Gender budgeting cells and focal points can help analyze budgets and policies from a gender perspective at each stage.
3) Guidelines for writing cabinet notes and appraisal memoranda explicitly ask for gender impact assessments. Outcome budgets also provide a way to assess programs' gendered impacts.
This document outlines reforms initiatives in Khyber Pakhtunkhwa province of Pakistan. It discusses the establishment of a Reforms Implementation Cell and Change Management Unit to oversee reforms. Working groups were formed for priority sectors like education, health, and local government. A Charter of Good Governance and laws on right to information, right to public services, conflict of interest, and anti-corruption were introduced to improve transparency and accountability. Reforms were undertaken across various departments including education, health, local government, and energy to improve services and governance.
Masters in Public Administration with LLB, have almost 18 Years working experience on management and technical assignments, in Development, Governance, Advocacy and Humanitarian context. Started career from development sector, worked on poverty Alleviation, livelihood development & women empowerment, then as civil servant and finally joined development sector. Trained specifically on human & Child Rights protection, have diverse experience of working in fragile settings and conflict affected areas including FATA and; on hard core governance aspects.
Presently working as a Governance Specialist focusing on Policy Reforms for good Governance & rule of Law and also; Economic Growth and Job Creation, Service Delivery and Rapid Response. Managed Youth Economic Empowerment program for 14000 rural youth of south Punjab (65%Women) through Technical Vocational Educational Training (TVET) (2013-2015) and also; a complex program of Institutional capacity building for Islamabad Police with association of Ministry of Human rights from 2010 to 2013, the core objective was Human/Women & Child rights Protection. Deputed to supervise relief projects for 2010 flood hit areas in province of Sindh and Punjab; the interventions included cash programming, immediate relief and infrastructure development. Coordinated a landmark project of USAID of Fata development program (2008-2010) for sustainable Livelihoods and Peace building, this also included food security & shelter program for IDPs of South Waziristan Agency after Military operation against terrorists in 2009 as part of peace building process. Mainstreamed social protection of Earthquake hit people particularly for establishment of Social Protection mechanism for women and children in hardest and conflict Area with UNDP in 2008. Administered Institutional Capacity building of Judiciary in Federal Judicial Academy to make it a center of excellence under Access to Justice Program (Asian Development Bank) from 2003 to 2008.Foster Government led development and Poverty eradication through financial assistance projects of Pakistan Bait ul Mal (Govt of Pakistan) from 2000-02 and also worked for community development through donor funded projects by two local NGOs from 1997 to 2000.
This document discusses gender budgeting and skill development in India. It provides an overview of national skill development policies and programs, highlighting efforts to promote skill development and workforce participation among women, such as establishing mobile training units, flexible timings, and apprenticeship opportunities in non-traditional fields. It also presents data on the number of women enrolled in and completing various skill training programs. Key sectors are identified where women participation is high or increasing, and challenges are noted around placing and retaining all trained women candidates. The creation of career pathways integrating education and skills is outlined, with a focus on making qualifications aligned between academic levels and national standards.
Initiation of Gender Audit in India through the Ministry of Finance. Institutionalization of Gender Audit in India would take Gender Budgeting forward and complete the cycle from outlays to outcome
This document presents Pakistan's new National Technical and Vocational Education and Training (TVET) Policy. It was developed by a task force established by the Ministry of Federal Education and Professional Training. The policy aims to reform and expand TVET in Pakistan to develop the skills needed to boost Pakistan's economy and meet the needs of domestic and international labor markets. It sets objectives, outlines the current inadequate state of TVET, and provides implementation measures including establishing a national qualifications system and encouraging private sector participation in skills development.
1. This document analyzes civil service competence in Nigeria, using the Nigerian National Petroleum Commission as a case study. It reviews the history and organization of the Nigerian civil service and frameworks for improving performance.
2. The objective is to propose a framework to provide directives on recruitment, performance management, and decision making to increase work efficiency.
3. The framework includes 10 competencies within 3 clusters: strategic direction, engaging people, and delivering results. Effectiveness is analyzed at both staff and senior levels within each competency.
1) Gender budgeting is a process that incorporates a gender perspective into all stages of policymaking, from planning and resource allocation to implementation and review. It aims to promote gender equality and determine actions needed for policies, budgets, and programs to meet the needs of both women and men.
2) Key stages for gender budgeting include budget preparation, post-budget analysis, implementation, and post-implementation evaluation. Gender budgeting cells and focal points can help analyze budgets and policies from a gender perspective at each stage.
3) Guidelines for writing cabinet notes and appraisal memoranda explicitly ask for gender impact assessments. Outcome budgets also provide a way to assess programs' gendered impacts.
This document outlines reforms initiatives in Khyber Pakhtunkhwa province of Pakistan. It discusses the establishment of a Reforms Implementation Cell and Change Management Unit to oversee reforms. Working groups were formed for priority sectors like education, health, and local government. A Charter of Good Governance and laws on right to information, right to public services, conflict of interest, and anti-corruption were introduced to improve transparency and accountability. Reforms were undertaken across various departments including education, health, local government, and energy to improve services and governance.
The document presents a Provincial Skills Development Action Plan (PSD-AP) for Gilgit-Baltistan (GB) in order to improve skills and employability. The plan is based on Pakistan's National Skills Strategy and aims to address GB's specific skills needs to develop its economy and society. Major areas of focus include preparing locals for upcoming infrastructure projects, improving youth employability, growing the gems and jewelry sector, boosting tourism, and increasing access to technical and vocational training. The plan identifies existing TVET activities, assesses skills gaps, and formulates new activities for stakeholders to address priorities and gaps. It seeks to stimulate skills development in GB by better integrating fragmented TVET efforts within the national framework.
This document provides an overview of gender budgeting. It defines gender budgeting as a process to analyze government expenditures and revenues from a gender perspective to ensure budgets address the specific needs of women. It also examines trends in female workforce participation in India over time. Additionally, it outlines how gender budgeting has been institutionalized in India through the establishment of gender budgeting cells in ministries, requiring gender budget statements, and conducting training programs. It discusses key challenges to gender budgeting such as social and cultural practices that curb female potential as well as issues with implementing gender-sensitive legislation and policies.
The document discusses strategies to ensure people-centered, clean, and efficient governance in the region. It outlines programs that were implemented to assess frontline services, enhance transparency, ensure public participation, and improve government procurement. Challenges discussed include longer processing times, weak implementation of anti-red tape laws, and poor access to online government information. Priority strategies proposed to address these include strict enforcement of anti-red tape laws, competency-based hiring, continuing training of government workers, monitoring performance of local governments, and strengthening crime prevention. The legislative agenda suggests establishing a Professional Regulation Commission office, reviewing procurement laws, and streamlining government transactions.
Khalid Usman Khattak is seeking a job and has over 11 years of experience in social development work including social mobilization, community development, capacity building, relief efforts, livelihood projects, and training. His background includes conducting research on street working children in Peshawar. He has extensive experience managing projects, training programs, and field work related to livelihood support, disaster management, and community organization through various roles with organizations like ICMC, SRSP, and British Council.
Gender budgeting in India has evolved over the past decade through various structures and mechanisms. Gender budgeting cells were established in 57 ministries and departments to integrate a gender perspective in budget allocations. Guidelines have been issued to central and state governments, and gender budget statements are now included in annual budgets. Capacity building efforts like training programs and a gender budgeting scheme help strengthen implementation. A working group is developing guidelines for gender auditing certain ministries as a pilot program. Looking ahead, the next phase will focus on aligning gender budgeting with India's 15-year vision plan and sustainable development goals through participatory local planning and improved monitoring of budget allocations and outcomes.
The document outlines a goal and strategic approaches to empower women migrant workers from India. The goal is to promote their socio-economic security and rights in countries of employment through various approaches such as pilot projects, policy advocacy, capacity building, knowledge management and research, and monitoring mechanisms. It discusses challenges faced by women migrant workers, including harassment and lack of changes to their situations despite interventions. It also provides recommendations from advisory bodies on ensuring their rights and decent work conditions.
Data is the key for development and gender dis-aggregated data is crucial for all gender budgeting activities. Understanding with regard to gender sensitive quantitative and qualitative indicators is a must for mainstreaming gender across sectors and for all stakeholders- private or public
The document discusses gender budgeting in Bihar, India. It notes that while crimes against women have decreased, thousands of women are still kidnapped or raped each year. The government of Bihar has taken steps to empower women through a liquor ban, economic programs, and reserving political seats. Gender budgeting aims to promote gender equality through allocating resources to programs that benefit women across various sectors like health, education, livelihoods, and politics. It helps ensure policies and budgets consider women's needs. Though progress has been made, challenges remain in ensuring high levels of education, health services, and economic opportunities for women in Bihar.
The document discusses gender budget analysis in India. It defines gender budgeting as analyzing government budgets from a gender perspective to establish their differential impact and ensure gender-sensitive resource allocation. It outlines tools for gender budget analysis, including examining inputs, activities and outcomes from a gender lens. It also summarizes the current status of gender budgeting in India, constraints faced, and priority actions needed like improving gender disaggregated data and institutionalizing the process.
The central government is the welfare government that is why its social welfare schemes are made to increase the welfare of the general public. Schemes of the Central Government have three categories. These categories are “Core of Core Schemes”, “Core Schemes” and Major Central Sector Schemes.
The document discusses the National Training Policy of India from 1996 and provides suggestions for its effective implementation. It notes that while the policy emphasized developing administrative skills through training, there is a need to strengthen training infrastructure, quality, and monitoring across different levels of government. It suggests setting up training institutes at the state level, establishing standards and an apex body for trainer development and training oversight.
Current initiatves for nationalization in qatar black or whiteDR Hend Al Muftah
1) The document summarizes a presentation given at the 2nd Annual Managing Local Talents conference in Doha, Qatar in October 2010.
2) The presentation discussed Qatar's nationalization ("Qatarization") initiatives and legislation, including setting quotas for Qatari employment in the public and private sectors.
3) Challenges discussed included a lack of monitoring and evaluation of Qatarization programs and ensuring initiatives are customized to local Qatari culture.
The Technical Education and Skills Development Authority (TESDA) was established in 1994 through the TESDA Act to coordinate and oversee technical education and skills development in the Philippines. It was formed by merging the functions of the National Manpower and Youth Council, Bureau of Technical and Vocational Education, and Apprenticeship Program to reduce duplication and provide national direction for technical-vocational education. TESDA is tasked with formulating skills development plans, setting skills standards and certification tests, coordinating policies and programs, and providing guidelines for technical-vocational institutions in both public and private sectors.
1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period.
2. It also outlines the typical stages involved in strategic planning processes, such as situational analysis, goal-setting, policy formulation, budgeting, implementation, and evaluation.
3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.
Men and women in Equality: Endowed with Same DignityNinfa Geloryao
The document discusses guidelines for allocating a gender and development (GAD) budget. It lists eligible and ineligible expenses that can be funded by the GAD budget. Eligible expenses include programs and activities that address women's needs, capacity building on gender issues, and establishing mechanisms to support GAD efforts. The allocation of GAD funds to specific programs and activities is determined using a gender analysis tool to assess how well each proposal incorporates and responds to gender issues.
This document presents the Results Matrices (RMs) for monitoring and evaluating the Philippine Development Plan (PDP) 2011-2016. The RMs structure the planning process by linking the PDP's strategies and programs to indicators and targets. They incorporate the government's five major guideposts and present the results chain from subsector to sector outcomes to the overarching societal goal of inclusive growth and poverty reduction. The RMs will be used as the primary tool for managing development results across all stages of public sector management, from planning to budgeting to implementation to monitoring and evaluation. They are meant to strengthen the PDP's results orientation and will be enhanced annually through collaboration between government agencies, statistical offices, and other stakeholders.
Session for State Resource Centres for Women to understand and identify entry points for doing Gender Budgeting in the changed fiscal scenario in India
Nagendra Singhal has over 16 years of experience managing large IT projects and businesses. He has successfully implemented numerous e-governance projects across various departments in Uttar Pradesh worth over 1000 crores. Currently, he is the State Head of CSC e-Governance Services Ltd in Uttar Pradesh and Uttarakhand, leading a team of over 1500 professionals. Previously, he has held leadership roles managing e-governance divisions and teams of over 1000 people for various organizations.
Gender responsive budgeting (GRB) aims to analyze government budgets through a gender lens. GRB seeks to highlight gaps between gender policies and resource allocation, and to promote more effective and equitable use of public funds. Key aspects of GRB include understanding the country's budget process, analyzing data on impacts of spending on men and women, and engaging stakeholders across government and civil society. Case studies demonstrate that sustainable GRB initiatives require institutionalization within government and ongoing support from civil society.
Waheed Khan Khattak has over 15 years of experience working in development projects in Pakistan. He is currently the Project Manager for a community-based HIV/AIDS project. His previous roles include Project Manager for a legal aid helpline supporting women and children, Monitoring and Evaluation Program Officer for HIV/AIDS projects, and Health Educator focusing on reproductive health issues. He has extensive experience managing projects, monitoring and evaluation, capacity building, advocacy, and community mobilization across different development sectors.
IRSP strengthened its internal systems in 2015 with a $10,000 grant. It developed a 3-year strategic plan through stakeholder consultations, with objectives in WASH, livelihoods, education, health, food security, and emergency response. It also created an M&E manual and child protection policy. The PACE-PD project formed 612 community organizations and 63 village organizations to empower communities and alleviate poverty in 4 union councils through training and infrastructure development.
The document presents a Provincial Skills Development Action Plan (PSD-AP) for Gilgit-Baltistan (GB) in order to improve skills and employability. The plan is based on Pakistan's National Skills Strategy and aims to address GB's specific skills needs to develop its economy and society. Major areas of focus include preparing locals for upcoming infrastructure projects, improving youth employability, growing the gems and jewelry sector, boosting tourism, and increasing access to technical and vocational training. The plan identifies existing TVET activities, assesses skills gaps, and formulates new activities for stakeholders to address priorities and gaps. It seeks to stimulate skills development in GB by better integrating fragmented TVET efforts within the national framework.
This document provides an overview of gender budgeting. It defines gender budgeting as a process to analyze government expenditures and revenues from a gender perspective to ensure budgets address the specific needs of women. It also examines trends in female workforce participation in India over time. Additionally, it outlines how gender budgeting has been institutionalized in India through the establishment of gender budgeting cells in ministries, requiring gender budget statements, and conducting training programs. It discusses key challenges to gender budgeting such as social and cultural practices that curb female potential as well as issues with implementing gender-sensitive legislation and policies.
The document discusses strategies to ensure people-centered, clean, and efficient governance in the region. It outlines programs that were implemented to assess frontline services, enhance transparency, ensure public participation, and improve government procurement. Challenges discussed include longer processing times, weak implementation of anti-red tape laws, and poor access to online government information. Priority strategies proposed to address these include strict enforcement of anti-red tape laws, competency-based hiring, continuing training of government workers, monitoring performance of local governments, and strengthening crime prevention. The legislative agenda suggests establishing a Professional Regulation Commission office, reviewing procurement laws, and streamlining government transactions.
Khalid Usman Khattak is seeking a job and has over 11 years of experience in social development work including social mobilization, community development, capacity building, relief efforts, livelihood projects, and training. His background includes conducting research on street working children in Peshawar. He has extensive experience managing projects, training programs, and field work related to livelihood support, disaster management, and community organization through various roles with organizations like ICMC, SRSP, and British Council.
Gender budgeting in India has evolved over the past decade through various structures and mechanisms. Gender budgeting cells were established in 57 ministries and departments to integrate a gender perspective in budget allocations. Guidelines have been issued to central and state governments, and gender budget statements are now included in annual budgets. Capacity building efforts like training programs and a gender budgeting scheme help strengthen implementation. A working group is developing guidelines for gender auditing certain ministries as a pilot program. Looking ahead, the next phase will focus on aligning gender budgeting with India's 15-year vision plan and sustainable development goals through participatory local planning and improved monitoring of budget allocations and outcomes.
The document outlines a goal and strategic approaches to empower women migrant workers from India. The goal is to promote their socio-economic security and rights in countries of employment through various approaches such as pilot projects, policy advocacy, capacity building, knowledge management and research, and monitoring mechanisms. It discusses challenges faced by women migrant workers, including harassment and lack of changes to their situations despite interventions. It also provides recommendations from advisory bodies on ensuring their rights and decent work conditions.
Data is the key for development and gender dis-aggregated data is crucial for all gender budgeting activities. Understanding with regard to gender sensitive quantitative and qualitative indicators is a must for mainstreaming gender across sectors and for all stakeholders- private or public
The document discusses gender budgeting in Bihar, India. It notes that while crimes against women have decreased, thousands of women are still kidnapped or raped each year. The government of Bihar has taken steps to empower women through a liquor ban, economic programs, and reserving political seats. Gender budgeting aims to promote gender equality through allocating resources to programs that benefit women across various sectors like health, education, livelihoods, and politics. It helps ensure policies and budgets consider women's needs. Though progress has been made, challenges remain in ensuring high levels of education, health services, and economic opportunities for women in Bihar.
The document discusses gender budget analysis in India. It defines gender budgeting as analyzing government budgets from a gender perspective to establish their differential impact and ensure gender-sensitive resource allocation. It outlines tools for gender budget analysis, including examining inputs, activities and outcomes from a gender lens. It also summarizes the current status of gender budgeting in India, constraints faced, and priority actions needed like improving gender disaggregated data and institutionalizing the process.
The central government is the welfare government that is why its social welfare schemes are made to increase the welfare of the general public. Schemes of the Central Government have three categories. These categories are “Core of Core Schemes”, “Core Schemes” and Major Central Sector Schemes.
The document discusses the National Training Policy of India from 1996 and provides suggestions for its effective implementation. It notes that while the policy emphasized developing administrative skills through training, there is a need to strengthen training infrastructure, quality, and monitoring across different levels of government. It suggests setting up training institutes at the state level, establishing standards and an apex body for trainer development and training oversight.
Current initiatves for nationalization in qatar black or whiteDR Hend Al Muftah
1) The document summarizes a presentation given at the 2nd Annual Managing Local Talents conference in Doha, Qatar in October 2010.
2) The presentation discussed Qatar's nationalization ("Qatarization") initiatives and legislation, including setting quotas for Qatari employment in the public and private sectors.
3) Challenges discussed included a lack of monitoring and evaluation of Qatarization programs and ensuring initiatives are customized to local Qatari culture.
The Technical Education and Skills Development Authority (TESDA) was established in 1994 through the TESDA Act to coordinate and oversee technical education and skills development in the Philippines. It was formed by merging the functions of the National Manpower and Youth Council, Bureau of Technical and Vocational Education, and Apprenticeship Program to reduce duplication and provide national direction for technical-vocational education. TESDA is tasked with formulating skills development plans, setting skills standards and certification tests, coordinating policies and programs, and providing guidelines for technical-vocational institutions in both public and private sectors.
1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period.
2. It also outlines the typical stages involved in strategic planning processes, such as situational analysis, goal-setting, policy formulation, budgeting, implementation, and evaluation.
3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.
Men and women in Equality: Endowed with Same DignityNinfa Geloryao
The document discusses guidelines for allocating a gender and development (GAD) budget. It lists eligible and ineligible expenses that can be funded by the GAD budget. Eligible expenses include programs and activities that address women's needs, capacity building on gender issues, and establishing mechanisms to support GAD efforts. The allocation of GAD funds to specific programs and activities is determined using a gender analysis tool to assess how well each proposal incorporates and responds to gender issues.
This document presents the Results Matrices (RMs) for monitoring and evaluating the Philippine Development Plan (PDP) 2011-2016. The RMs structure the planning process by linking the PDP's strategies and programs to indicators and targets. They incorporate the government's five major guideposts and present the results chain from subsector to sector outcomes to the overarching societal goal of inclusive growth and poverty reduction. The RMs will be used as the primary tool for managing development results across all stages of public sector management, from planning to budgeting to implementation to monitoring and evaluation. They are meant to strengthen the PDP's results orientation and will be enhanced annually through collaboration between government agencies, statistical offices, and other stakeholders.
Session for State Resource Centres for Women to understand and identify entry points for doing Gender Budgeting in the changed fiscal scenario in India
Nagendra Singhal has over 16 years of experience managing large IT projects and businesses. He has successfully implemented numerous e-governance projects across various departments in Uttar Pradesh worth over 1000 crores. Currently, he is the State Head of CSC e-Governance Services Ltd in Uttar Pradesh and Uttarakhand, leading a team of over 1500 professionals. Previously, he has held leadership roles managing e-governance divisions and teams of over 1000 people for various organizations.
Gender responsive budgeting (GRB) aims to analyze government budgets through a gender lens. GRB seeks to highlight gaps between gender policies and resource allocation, and to promote more effective and equitable use of public funds. Key aspects of GRB include understanding the country's budget process, analyzing data on impacts of spending on men and women, and engaging stakeholders across government and civil society. Case studies demonstrate that sustainable GRB initiatives require institutionalization within government and ongoing support from civil society.
Waheed Khan Khattak has over 15 years of experience working in development projects in Pakistan. He is currently the Project Manager for a community-based HIV/AIDS project. His previous roles include Project Manager for a legal aid helpline supporting women and children, Monitoring and Evaluation Program Officer for HIV/AIDS projects, and Health Educator focusing on reproductive health issues. He has extensive experience managing projects, monitoring and evaluation, capacity building, advocacy, and community mobilization across different development sectors.
IRSP strengthened its internal systems in 2015 with a $10,000 grant. It developed a 3-year strategic plan through stakeholder consultations, with objectives in WASH, livelihoods, education, health, food security, and emergency response. It also created an M&E manual and child protection policy. The PACE-PD project formed 612 community organizations and 63 village organizations to empower communities and alleviate poverty in 4 union councils through training and infrastructure development.
The document provides a summary of the progress of the Poverty Alleviation and Community Development (PACD) project being implemented by IRSP in 4 union councils of Jhang district, Punjab. The key activities included forming 400 community organizations with over 7,300 members, conducting a baseline survey, developing union council profiles, and training project staff. The project aims to alleviate poverty through participatory development and community mobilization. Its goals are to improve livelihoods, strengthen local governance, and enhance social cohesion in the target communities.
- Ghulam Ali has over 16 years of experience leading programs related to poverty alleviation, disaster response, and climate change impacts.
- He has expertise in market development, entrepreneurship, value chain development, project management, livelihoods programming, and private sector engagement.
- His career includes roles with International Centre for Integrated Mountain Development, Aga Khan Rural Support Programme, and Save the Children, where he designed and managed large-scale livelihoods and cash transfer programs.
Syed Talha Moeen has over 14 years of experience working on development projects in Pakistan, including for UNICEF, USAID, The World Bank, and IWMI. He has experience in project planning, implementation, research, reporting, team management, training, monitoring and evaluation, and multi-level coordination. Currently he works as an Assistant Manager at SIDAT HYDER MORSHED ASSOCIATES, where he leads project implementation, team coordination, proposal writing, budgeting, and monitoring and evaluation. Prior to this he held roles in sales, marketing, business development, and project management.
This document provides a summary of Madhu Sudhan Dawadi's contact information, career objective, qualifications, and employment history. It includes his addresses, phone numbers, and email addresses. His career objective is to contribute to child and youth friendly policies and programs related to human rights and child rights. He has 10 years of experience working for organizations like CWIN and has held roles like Project Manager, Regional Team Leader, and Lecturer. He has qualifications like an MA in English and training in topics like child protection, peace building, and psychosocial support.
Mustafe Faarah Miigane has over 9 years of experience managing programs in Somalia. He holds a Bachelor's degree in Business Administration and is pursuing a Master's degree in International Relations and Diplomacy. He is currently the Communication & Projects Specialist at Shaqodoon Organization, where he oversees 16 staff members and all communication strategies. Previously he has held roles as a Business Development Services Specialist, M&E Focal Point, Program Support Officer, Program Officer, Executive Director, and Capacity Building & Program Manager for various organizations focused on health, education, entrepreneurship, and HIV/AIDS programs in Somalia and Somaliland.
- Fasieh Mehta is a results-oriented management professional with over 11 years of experience in business development, project management, and strategic sales.
- He has successfully led over 19 major ICT projects worth millions of dollars affecting 110 million citizens of Punjab.
- Currently he is a Senior Consultant at Oxford Policy Management working on digital governance projects in Pakistan. He is seeking a new challenging position to contribute his public and private sector experience.
Syed Muhammad Ahsan has 8 years of experience managing global health, youth, and women's empowerment projects. He currently works as a Resource Mobilization and Advocacy Fellow for the United Nations Foundation in Washington DC, where he is responsible for their health portfolio. Previously, he co-founded Roshan Youth Welfare Organization in Pakistan, where he led various social programs. He has a Master's degree in Finance and has published several papers on topics like corporate social responsibility and financial determinants.
Hair Uddin Baloch has over 10 years of experience working in community development, education, child protection, water and sanitation, and disaster relief projects across Balochistan province. He has held roles such as Regional Coordinator, Community Development Expert, Child Protection Officer, WASH Coordinator, Food Aid Project Coordinator, and CLTS Expert/District Manager. His experience includes managing projects, coordinating with government and community stakeholders, developing and implementing strategies, conducting trainings, monitoring activities, and reporting.
The document outlines the significant achievements and career history of Foster Stavridis. It details their roles providing strategic workforce and human resources advice to several organizations, including opening communication channels between Variety Japan and Variety USA, and having Japan's bid accepted to host the 2020 Variety conference. It also lists their experience in senior roles with the Northern Territory Police, Queensland Police Service, and on several non-profit boards.
Amjad Surhio has over 6 years of experience in community mobilization, disaster risk management, and reproductive health in Pakistan. He currently works as the District Coordinator for Community Mobilization at Save the Children, where he designs and implements community mobilization strategies. Previously he has held positions at organizations such as ACTED, IOM, Population Council, and Marie Stopes Society, leading projects in areas such as disaster risk reduction, food security, and family planning. He has a master's degree in sociology and is proficient in English, Urdu, and Sindhi.
CURRICULUM VITAE Mokaya Onchuru MokayaPeter Mokaya
Peter Onchuru Mokaya has over 10 years of experience in project management, research, and teaching. He is currently pursuing an MSc in Health Economics and Policy at the University of Nairobi. He has managed several projects focused on youth empowerment, education, health, and sanitation in Kenya. These include the Mtaani Initiative, Advanced Learning Outcomes for Transformation Change Project, and KUZA Project. He also teaches part-time at the university level and has worked in research and quality assurance roles.
Qurat ul Ain Kolling has over 25 years of experience in business development, project management, and gender strategy roles. She has worked on projects in Pakistan focused on power distribution, telecommunications, and development. Her experience includes developing gender strategies, managing internship programs, and representing organizations at international conferences.
Parikshit Seth has over 16 years of experience in the development sector working with organizations such as UNICEF, World Bank, and Reliance Foundation. He has extensive experience managing projects and field teams in areas such as health, water and sanitation, livelihoods, and education. Some of his key accomplishments include leading a successful campaign to convert dry toilets in Budaun district and developing state-level IEC plans to promote sanitation programs in Uttar Pradesh. He is seeking a suitable position that utilizes his technical and management skills.
Michael Toronto has over 10 years of experience in program management, project management, and process improvement. He holds a Master's in Public Administration from the University of Pittsburgh and a Bachelor's in Social Work from Brigham Young University-Idaho. His experience includes managing employment programs, facilitating strategic planning meetings, and overseeing a project to improve school safety. He currently works as a Process Improvement Specialist at Utah Transit Authority, where he facilitates meetings and develops process improvement plans.
Michael Toronto has over 10 years of experience in program management, project management, and process improvement. He holds a Master's in Public Administration from the University of Pittsburgh and a Bachelor's in Social Work from Brigham Young University-Idaho. His experience includes managing employment programs, facilitating strategic planning meetings, and overseeing a project to improve school safety. He currently works as a Process Improvement Specialist at Utah Transit Authority, where he facilitates meetings and develops process improvement plans.
Thulile Yvonne Nkambule Chapa Curriculum Vitae(1).docx FOR SUBMISSIONThuli Chapa
Thulile Yvonne Nkambule Chapa has over 20 years of experience working in economic development and community projects with World Vision in Africa. She currently serves as a Technical Advisor in Somalia, providing strategic support to a consortium implementing economic development programs. Previously, she held positions as a Regional Economic Development Advisor covering 9 Southern African countries and as Micro Enterprise Development Manager in Swaziland. She has extensive experience developing and implementing savings groups, business skills training, and value chain projects to promote livelihoods and economic resilience.
Presentation for Skill Development Scenario in RanchiAvikalp Mishra
This document provides an overview and analysis of skill development in Jharkhand, India. Some key points:
- The Jharkhand Skill Development Mission Society (JSDMS) was created to oversee skill development initiatives in the state and bring convergence between state and national policies.
- A skill gap analysis of Ranchi found high demand for training in food processing, banking, automotive, IT/ITES, iron and steel, and healthcare. Youth also highly aspire to these sectors.
- The National Policy for Skill Development and Entrepreneurship 2015 aims to standardize skill training nationally and ensure outcomes of increased employability. All training must be aligned with the National Skills Qualification
This document provides an overview of Voice Tel Tech (VTT), an international consultancy firm established in 1992 that provides strategy and management services for development projects. It discusses VTT's portfolio and expertise in areas like monitoring and evaluation, economic development, health, and more. The document also lists some of VTT's recent projects in sectors like livelihoods, economic growth, and health, with descriptions of the objectives and solutions provided.
1. Aamir Gilani
aamir.shah@hotmail.com, Address: H # 1158, street # 12, G11/1, Islamabad
Mob No. 0300-5042976, 0345-8555035
CAREER OVERVIEW I have almost 18 Years working experience on management and technical assignments, in
Development, Governance, Advocacy and Humanitarian context. Started career from development
sector, worked on poverty Alleviation, livelihood development & women empowerment, then as civil
servant in Government sector and finally joined development sector. Trained specifically on human
& Child Rights protection, have diverse experience of working in fragile settings and conflict affected
areas including FATA and; on hard core governance aspects.
Presently working as a Governance Specialist focusing on Policy Reforms for good Governance and
rule of Law and also; Economic Growth and Job Creation, Service Delivery and Rapid Response.
Managed Youth Economic Empowerment program for 14000 rural youth of south Punjab
(65%Women) through Technical Vocational Educational Training (TVET) (2013-2015) and also; a
complex program of Institutional capacity building for Islamabad Police with association of Ministry
of Human rights from 2010 to 2013, the core objective was Human/Women & Child rights
Protection. Deputed to supervise relief projects for 2010 flood hit areas in province of Sindh and
Punjab; the interventions included cash programming, immediate relief and infrastructure
development. Coordinated a landmark project of USAID of Fata development program (2008-2010)
for sustainable Livelihoods and Peace building, this also included food security & shelter program for
IDPs of South Waziristan Agency after Military operation against terrorists in 2009 as part of peace
building process. Mainstreamed social protection of Earthquake hit people particularly for
establishment of Social Protection mechanism for women and children in hardest and conflict Area
with UNDP in 2008. Administered Institutional Capacity building of Judiciary in Federal Judicial
Academy to make it a center of excellence under Access to Justice Program (Asian Development
Bank) from 2003 to 2008.Foster Government led development and Poverty eradication through
financial assistance projects of Pakistan Bait ul Mal (Govt of Pakistan) from 2000-02 and also worked
for community development through donor funded projects by two local NGOs from 1997 to 2000.
EDUCATION
June-July 2010
2003-2006
1995-1997
LUMS (Lahore University of Management Sciences)
Certificate in Result based Management
University of Punjab, Pakistan
LLB
University of Peshawar, Pakistan
Masters in Public Administration
CAREER HISTORY
Jan 2015 till date
Governance Specialist: Governance support Project Leading to Governance and Policy Program
(Led by World Bank-MDTF) PCNA-Implementation Support Unit-P&D Department,FATA Secretariat
The four strategic program objectives are :
• Build responsiveness and effectiveness of the state to restore citizen trust.
• Stimulate employment and livelihood opportunities.
• Ensure the delivery of basic services.
• Counter radicalization.
Initiatives/Sub projects-completed or under way
1. Prepared project document on Governance and Policy Program (Round II)
2. Strengthening of Public Financial Management (PFM) System of FATA
3. Established Anticorruption Hotline at Governor’s Inspection Team
4. Institutionally Strengthened FATA Tribunal (Phase l & II) & Riwaj codification
5. Support to Donor Coordination Steering Committee
6. Long term Governance Reform Program for FATA
7. Pilot Testing of Internal Audit in FATA Secretariat
8. FATA Development Indicators Household Survey
2. FEB 2013-JAN 2015
FEB 2010-JAN 2013
9. Database Unit for Youth Skill in FATA Development Authority
10. FATA Reforms through FATA Reforms commission
10. Strengthening of Mineral Section in FATA Development Authority
11. Sectoral strategies and Attribution Analysis
12. Reforming the National Systems for Community Driven Development
13. Impact evaluation of Governance Support Project and citizen trust survey
Responsibilities:
• Recommended new projects & developed proposals for MTDF round –II and revised the old ones
• Assisted/advised PCNA in designing Annual Work Plan within the structure of Strategic
Transitional Results Framework (STRF) & relevant strategic objective(s)
• Planning & implementation of PNCA Recommendations pertain to justice reform & rule of law
• Carried-out capacity gap analysis of the Line Departments
• Guiding, Designing/planning & executing Governance specific projects based on PCNA
recommendations in association with Line Departments
• Conducted trainings, awareness programs and develop guidelines with emphasis on Governance
theme with crisis-sensitivity
• Coordination and cooperation between the various stakeholders at the Provincial/ Federal Level.
• Ensured that Governance recommendations of PCNA report are conceptualized & designed with
mutual collaboration of Unit, line Depts & Donors
• Provided inputs to Communication Specialist for devising communication strategy, knowledge
products & dissemination of results
• liaising with Development Partners and arrange regular Governance specific updates, briefing etc.
• Prepared reports, briefs and monitoring progress of Governance interventions
•Integration of cross cutting themes i.e.peace building & crisis sensitivity; gender & capacity building
Plan International-Pakistan
PROGRAM MANAGER-Youth Economic Empowerment Project (EU Funded)
Management/lead position to provide strategic and technical guidance to project staff (Plan &
partner) to economically empower, about 14000 youth of 150 deprived villages in 4 rural Tehsils of 3
districts of South Punjab. Representing Plan-International at various forum of donors, Bureaucrats
and parliamentarians.
Achievements:
• Strengthened 15 TVET institutions (physically & technically) to deliver market driven
competency based skills trainings as per demand of labor/market opportunities
• 3000 rural youth of 148 villages (65% women) and; youth with disabilities get free technical,
enterprise development, workforce/life skills trainings and; linked to job placement support and
youth friendly micro credit schemes.
• 7,000 youth got Handy Skills trainings & awareness increased on TVET in 3 districts
• 50 employers are linked with TVETs to design curricula and; supporting job placements to
trained youth
• Formation of 212 youth groups and Building 3 Youth Forums at District level for Advocacy;
asks that TVET services to be made more appropriate and effectively support young women to
secure employment.
• design and implement advocacy strategy for scalability that will target ministries in Lahore
and Islamabad
PROGRAM MANAGER- Institutional capacity building of Police on Human Rights & Democracy (EU
Funded Project) Plan International-Pakistan: National level position aiming at building capacity of
Police department for executing its international obligations of basic human rights including Women
& child Rights to ensure peace & social justice to civilians by protecting their rights; with association
of Ministry of Human Rights. Maintained strategic vision and link with daily work, developed
3. NOV 2008-JAN 2010
AUG2008-NOV2008
effective communication that builds relationships to influence beneficiaries, donors & senior
bureaucrats. Organized/managed program activities and trainings, Practiced accountability and
responsibility for own decisions, Promoted team work and cooperation, Demonstrated high degree
of professionalism and integrity, Confidently took initiative and exploring new opportunities,
Assertiveness and showed cultural sensitivity, Professional knowledge management, excellent
presentation and report writing ,Advocacy and networking through National Conference &
stakeholders dialogues and; partnership management.
Key Achievements:
• Facilitated TNA of 200 households, 150 Police officials and 85 street children
• Managed Curriculum review and developed complete training package/Training Manual/Module
• Ensured quality Trainings of 103 Senior Police officers as Master Trainers and
• Trained 585 Peer educators who supported in trainings of 5000 Police officials , 30 personnel of
NCPC, 112 community members for protection of Human/Women & child right
• Conducted 5 Stake holders Dialogues through Government Officials , UN agencies, INGOs/ NGOs
with a view to seeking their long term support for the sustainability of action
• launched Public Awareness Media Campaign throughout the project life, to increase awareness
and sensitivity toward human and child rights and; the important role of the police
• Conducted National Level Conference on Human & Child Rights for 212 participants of Renowned
National & International organizations and Donors including Senior Police Officers of all provinces
• Organized 9 project steering committee meetings for decision making at policy level.
CHF International- USAID
REGIONAL COORDINATOR-Capacity Development & M&E (FATA Development Program)
Strategy and Programme Development: Initiated capacity development of Staff, partners,
Government officials & Community leaders, then to lead strategic, policy and technical documents,
and; overall management of programme Developed 3 years future Plan of Action, Early Recovery
Plan for 5000 families of IDPs, and additional work for FDP Representation in appraisal of technical
projects Identification/appraisal of local partners and to facilitate partner evaluation of all project
Program Management and coordination: Established field offices in program area, recruitment of
Staff, technical assistance of International missions, project development, M&E assessments, Built
synergies & productive relations through information & meetings/dissemination sessions with the
local organizations & Line Agencies and also; contributed into other program components.
Performance Monitoring & evaluation and strategic planning: data collection and assessment,
Reviewing reports; analyzing impact evaluation & to identify the Risks, assumptions & grey areas &
best Practices
Finance and Procurement Management: Prepared & monitored program budgets & financial and
progress reporting, liaison with all components of USAID to maintain consistency in program
interventions, Focal person for program procurements, budget re-alignments and donor compliance.
Achievements:
• Managed scholarships for 500 University students of FATA
• Implemented nine (9) cash for work schemes of Flood protection walls/Spurs to conserve
thousands of canal of land for livelihood development
• Monitored vocational training for 200 youth of FATA in Poly technical institute
• Coordinated the establishment of Lincon Inn’s corner (for IT & Library) for FATA students
• Provided technical advice & coordination to local partners, Political agent office & program staff
• Prepared Agreements/MoUs with local partners and; Capacity development of 18 program staff of
partner organizations and 27 community members
4. MAR 2003-AUG 2010
NOV 2000-JUL 2002
DEC 1999-OCT 2000
AUG 1997-DEC1999
United Nations Development Programme (UNDP) & Earthquake Reconstruction & Rehabilitation
Authority (ERRA) of Govt. of Pakistan (District Shangla)
Social Protection Coordinator
Mid-level specialized Position of UNDP, assisting District Reconstruction and Rehabilitation as lead of
social protection Cluster & senior member of District Reconstruction Advisory committee leading 12
Development strategies.
Coordination among Humanitarian Actors, District Government and NGOs for development of Social
protection Early recovery projects, Designed and implemented successful projects of capacity
building of Line agencies, camp management and DRR. Policy and rules development, Financial,
procurements and partnership management was the core responsibilities. Additional duties
performed as focal person for ONE-UN Disaster Risk Reduction and International donors for
Programme Development. Coordinated preparation of PC-1 of Social welfare complex and identified
land for the same. Mobilized Local NGOs for community development in conflicted area and
developed/led a network for sustainable development, Coordinated in policy-making &
implementation of rehabilitation programs of Earthquake area, Liaise with Implementing Partners,
Govt line Agencies, NGOs and other UN Agencies, Provided technical assistance to Program manager
in policies and strategies of Social protection, Projected Social Protection Strategy & projects by
presentations & on media/website. Represented UNDP in meetings/workshops/seminars, Produced
analytical monthly reports, identifying progress and exceptions, Analyzed the implementation
issues/bottlenecks, in coordination with Implementing Partners. Collection, dissemination and
consolidation of information of programme activities to all concerned.
FEDERAL JUDICIAL ACADEMY, ISLAMABAD
ADMINISTRATIVE OFFICER (BPS-18) –Program & Operations Management
Besides regular training program for judicial officers, following Projects (PC-1s) were developed
under Access to justice programme funded by Asian development Bank and; implemented
successfully.
1. Capacity Building of Judicial officers
2. Centre of Excellence
3. Strengthening of Institutional Capacity of Federal Judicial Academy
Key Achievements
• Coordinated and managed 31 pre-service & in service Judicial trainings from all provinces, AJK &
NAs (for 150 Additional District & Session Judges, 210 Senior Civil Judges & 600 Civil Judges
• Arranged 16 computer training courses for 350 judicial officers for skill development.
• Managed 02 Orientation Course for 30 court personnel and for 35 Law Librarians
• Coordinated 25 workshops/seminars/conferences of National & International level
Job Summary:
Developed project proposals, annual work plan & budgets, Mobilized inputs and produced output,
ensured timely implementation of all program activities, Provided strategic guidance, prepared
quarterly Project reports and annual review reports, Procured goods & services & effective Human
resource management & development, smooth Financial Management & reporting to donors and
facilitated Annual (External) Audits successfully
PAKISTAN BAIT-UL-MAL (GOVT. OF PAKISTAN)
ASSISTANT DIRECTOR (BPS-17)
My responsibilities entail:
• Coordinated implementation of ongoing projects according to the work plan and budgets
• To ensure compliance & develop & timely submission of all project reports
• Financial management Preparation of annual & project budget
• Procurement of consumable/durable goods and services
• Monitoring & Evaluation, General Administration, HRM & General correspondence
Achievements:
Managed Following projects for Poverty Alleviation and development.
• Facilitated 30 National Centers for Rehabilitation of Child Labour (NCRCL) and
ensured provision of free education, health facility and food to 2500 child labour, so 1000 students
5. CERTIFIED TRAININGS
have passed out and about 800 got admissions in Govt schools
• Ensured Training of 120 women for Institutional Rehabilitation at 5 vocational Schools
• Facilitated Food Support Program funded by WFP for 1.25 million households.
• Individual Financial Assistance ( General & Medical) covered 3000 house hold
• Monitored 10 CEA Centers funded by ILO, for free education of 850 children
SERVE (NGO) DEC. 1999 to OCT. 2000
FIELD OPERATIONS MANAGER
Job summary:
• Special assistance to Chief Executive in Monitoring & Evaluation of projects
• Monitoring all purchases, transport, correspondence for projects
• Developing linkages with line agencies and other stake holders
• Developing plans/proposals/budgets.
• General Administration, Managing Human Resources, Effective Financial management.
Achievement
• Establishment of BHU (Basic Health Unit)
• Establishment of a Primary School in two villages
IKK (NGO)
PROGRAM OFFICER
IKK has been working on the area of poverty alleviation, education, health, disaster management. I
worked as Program Officer in following projects :-
Projects/ Achievements:
• Contributed in Integrated Development Project (DA III) IKK (NGO)-ACTION AID PAKISTAN
• Established MCH (Mother & Child Health Care Centre) IKK (NGO)-TVO
• Phased out PEP (Primary Education Program) Govt. of NWFP
Job Summary:
Develop qualitative/quantitative, Result-oriented indicators of inputs, outputs & outcome to analyze
M & E data, developed analytical reports reflecting a gender & poverty analysis, designed/developed
reporting formats based on indicators for M & E of program activities/objectives. Developed
database of baseline activities & achievements on the ongoing projects activities and their
contribution to the program's objectives. Provided training to the project/ government staff on
management of effective M & E system, Designed framework for monitoring of project activities,
based on Annual Work Plan & budgets, Prepared detailed analysis of projects periodic reports and
suggested areas for improvements, Assisted in dialogues of developing linkages between
stakeholders for unified monitoring system
1. Workshop on “Knowledge Management” organized by World Bank in Sep 2015
2. Workshop on “Project Completion Report” organized by World Bank in March 2015.
3. Workshop on Media & communication organized by European Union by in July 2014.
4. Workshop on Disaster Risk Management by Head of DRR, Plan-International H Q, Sep 2013.
5. Workshop on Program design, implementation & Evaluation by HTSPE Int’l in July 2013.
6. An International conference on Gender Responsive Policing by GIZ in March 2012.
7. National conference for Police officers on Human & Child rights protection in Sep 2012.
8. ToT of Police officers on Human and Child Rights protection, 25-29 Dec 2010.
9. A workshop on "Violence against women in burn cases” June 3, 2005
10. A workshop on “Gender Justice” by Musalihat Anjuman Project-UNDP,Oct 8, 2007.
11. Seminar on Anti-Human Trafficking Measures by IOM & Ministry of Interior in Jan 25, 2006
12. “Citizen-Court Liaison-Bridging the Divide" under Access to Justice Program in Sep, 2003
13. “Advocacy workshop for NAB Lawyers" organized by Federal Judicial Academy in May 2004.
14. Justice Delayed is Justice Denied Vs Justice Hurried is Justice Buried -Can a Viable Solution
6. be found" March 5, 2005.
15. Preparation of Annual Work Plan 2005-2006 under AJP Technical Assistance Project",
organized by AJP, M/O Law, Justice & HR June 1, 2005
16. A workshop on "Delay Reduction" organised by CIDA in Sep 2004.
17. Seminar on “Geneva Conventions" jointly by Research Society International Law (RSIL) &
International Committee of the Red Cross (ICRC)May 26, 2006
18. Intellectual Property rights Conference- IP disputes in Pakistan" organized by IPO-Pakistan &
U.S Commercial Law Development Program, Sep 18-19, 2006.
19. A workshop on Fiscal Management by SDC & CIDA July. 26 - 28, 2008.
LANGUAGES
KEY STRENGTHS
Urdu (Native), English (Fluent), Pashto (Fluent), Punjabi (Fluent), Sarieki
• A good team player, ability to work in a team and at individual level
• Ability to take over projects its planning, management and implementation individually and
at team level
• Excellent communication skills with people of all ages and varying background
• Abilities of a good trainer and a good listener
• Ability to take feedback in a positive way
• Motivated to learn and work in all circumstances
• High level of computer skills including word, power point, internet
7. be found" March 5, 2005.
15. Preparation of Annual Work Plan 2005-2006 under AJP Technical Assistance Project",
organized by AJP, M/O Law, Justice & HR June 1, 2005
16. A workshop on "Delay Reduction" organised by CIDA in Sep 2004.
17. Seminar on “Geneva Conventions" jointly by Research Society International Law (RSIL) &
International Committee of the Red Cross (ICRC)May 26, 2006
18. Intellectual Property rights Conference- IP disputes in Pakistan" organized by IPO-Pakistan &
U.S Commercial Law Development Program, Sep 18-19, 2006.
19. A workshop on Fiscal Management by SDC & CIDA July. 26 - 28, 2008.
LANGUAGES
KEY STRENGTHS
Urdu (Native), English (Fluent), Pashto (Fluent), Punjabi (Fluent), Sarieki
• A good team player, ability to work in a team and at individual level
• Ability to take over projects its planning, management and implementation individually and
at team level
• Excellent communication skills with people of all ages and varying background
• Abilities of a good trainer and a good listener
• Ability to take feedback in a positive way
• Motivated to learn and work in all circumstances
• High level of computer skills including word, power point, internet