Name : WAQAR AHMAD SALEEM QAZI

Permanent Address : House # 60/2, St # 2, Rah-e-Sakoon, Habib Ullah Colony,

Abbottabad, Pakistan

Present Address : Building # 3720, St # Al Amir Sattam Bin Abdul Aziz, Al Kharj 16279, KSA

E-mail : ady6ok@r.postjobfree.com

ady6ok@r.postjobfree.com

Skype : waqarqazi1

Cell : +966*********

Domicile : Haripur Hazra

Date of Birth : April 15, 1963

Passport # : AF4891464

Personnel Profile

I am an energetic, ambitious person who has developed a mature and responsible approach to any task that I undertake, or situation that I am presented with. As a post graduate with over 26 years of diversified experience of Development, Planning, Research, Marketing, Food security, Livelihood, PR, Resource Mobilization, Climate change, Project implementation and Management with International Donors, UN, public and private sectors. I am excellent in working with others to achieve a certain objective on time and with excellence.

Able to listen and act on instructions

Mature attitude and good work ethics

Good Communication Skills

Willing to learn and take on new tasks

Good time Management

Excellent team member

Flexible approach

Ability to handle multi-tasks

Skills and Qualities

QUALIFICATIONS

1.Bsc. (HONS) Agriculture, Major: Agricultural Economics.

(Four Year, Degree Course after FSc.)

1982-86, University of Agriculture, Faisalabad Pakistan.

2.M. Phil / MSc. (HONS) Agri-Marketing, Major : Agri-Marketing

(Two Year Research Oriented Degree)

Thesis: “Marketing of Citrus Fruits in Punjab”, Pakistan. (World Bank financed Project on Agribusiness)

1986-88, University of Agriculture, Faisalabad, Pakistan.

3. Ph.D (Management Sciences), NUML, Islamabad

Course work completed, the dissertation, “Workforce Development and its Impact on Organizational Effectiveness in Public Sector Organizations” has been defended on March 02, 2016 and revised thesis submitted to National University of Modern Languages (NUML), Islamabad on June 02, 2016 (Degree awaited)

Business, Economic Review Journal Publication: Impact of Workforce Development on Organizational Effectiveness: Evidence from Pakistani Public-Sector Organizations

dx.doi.org/10.22547/BER/9.3.5

EXPERIENCES

1.UNAMI Short Term Electoral Expert, IICA2

Sep 19, 2021 to Oct 31, 2021

Project: Support to 10/10 Elections-Operational Support to UNAMI (23100)

Section/ Unit: UNAMI-EAD

Contract/Level: IICA22-ICSC 10 (equivalent P3)

Supervisor: Regional Coordinator

The Short-Term Electoral Expert worked under the supervision of the Regional Coordinator.

The position was located in the Office of Electoral Assistance in the United Nations Assistance Mission for Iraq (UNAMI), with duty stations across Iraq. The Short-Term Electoral Expert worked closely with Iraqi counterparts of the IHEC and other Iraqi stakeholders, as well as UNAMI and other electoral advisors.

b. Purpose and Scope of Assignment

Responsibilities:

Within delegated authority, the Short-Term Electoral Expert was responsible for the following duties:

Acquired detailed knowledge of the election law and procedures concerning election day.

Acquired detailed knowledge of the electoral and political situation in the country.

Attended training sessions, briefing and debriefing sessions, as required by the Preparation Team and Regional Coordinator.

Attended and reported on meetings of local election authorities, where requested.

Attended and participated in any other relevant meetings with other election stakeholders necessary to cover issues deemed necessary by the mission management.

Supervised the local support staff.

Watched election day procedures, counting and tabulation operations.

Prepared and submitted regular reports to assess the voting, counting and the tabulation of results.

Submitted an End of Mission report, based on the template provided by the Preparation Team;

Reported any issues to the Regional Coordinator and the Field Political Expert as requested by the Prep team.

Performed additional duties as requested by the Regional Coordinator.

Work implies frequent interaction with the following:

The Regional Coordinator and other members of the UN watch office; senior staff and officers of electoral management bodies and other national institutions involved in the electoral process; other staff and officers working at UNAMI.

Results Expected:

The support of the United Nations in the area of responsibility contributed to credible and inclusive elections, minimizing violence and maximizing the chances of legitimate government, peace and stability;

The United Nations mandated support in the area of responsibility is implemented effectively using resources efficiently and minimizing risks to the organization;

The supervisor has access to accurate and timely information as well as advice on the electoral process and its implications;

The impact of results of this position is to strengthen the IHEC capabilities to ensure robust engagement with electoral stakeholders and to deliver and manage public information campaigns in support of the elections.

Key Competencies;

Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization

Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles

Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others.

Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

Open to change and flexible in a fast paced environment. Effectively adapts own approach to suit changing circumstances or requirements. Reflects on experiences and modifies own behaviour. Performance is consistent, even under pressure. Always pursues continuous improvements

Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

Evaluate data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving

2.Peritus Pakistan Pvt. Ltd (www.peritus.ae) Manager Strategic Administration;

July 20, 2019 to March 30, 2021

Strategic Administrative Manager Responsibilities:

Supervising day-to-day operations of the administrative department and staff members.

Hiring, training, and evaluating employees, taking corrective action when necessary.

Developing, reviewing, and improving administrative systems, policies, and procedures.

Ensuring office is stocked with necessary supplies and all equipment is working and properly maintained.

Working with accounting and management team to set budgets, monitor spending, and processing payroll and other expenses.

Planning, scheduling, and promoting office events, including meetings, conferences, interviews, orientations, and training sessions.

Collecting, organizing, and storing information using computers and filing systems.

Overseeing special projects and tracking progress towards company goals.

Building new and expanding existing skills by engaging in educational opportunities.

3.Food and Agriculture Organization of United Nation (Dec 03, 2018 to June 30, 2019)

Consultant (Category-A) for Development of a Capacity Building Strategy and a state-of-the-art Capacity Building Institute for Agriculture

The principal goal of the development of a broad Capacity Building Strategy is to improve the quality of human capital in Agriculture Sector, including not only public extension services but also farmer organizations, the food industry, policy makers, environmental groups (climate change), and consumer groups.

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

4.United Nations World Food Programme (UNWFP), (Aug 15, 2016 to Dec 31, 2017)

Effectively completed assignment as Provincial Focal Person Livelihoods (CBT & DRR) with UN WFP.

a.Strategic Objective

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

Led and ensured accurate, 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.

Fostered relationships and supported partnership-building with local partners, agencies, NGOs and government institutions to perform accurate food security analyses and to ensure efficient delivery of food assistance.

Supported the capacity building of WFP staff, cooperating partners and national government within a specific technical area.

Acted as an escalation point for complex query resolution on all matters within the area of responsibility.

Managed a team of support staff, provided advice, guidance and training, to ensure individual and team objectives are delivered to agreed standards and deadlines.

Followed the standard emergency preparedness practices to ensure WFP is able to quickly respond and deploy needed resources to affected areas at the onset of the crisis.

5.Tameer-e-Khalq Foundation (Sep 07, 2015 to June 30, 2016)

Recently has worked as Dy. General Manager, Tameer-e-Khalq Foundation (TKF) from Sep 07, 2015 to June 30, 2016. TKF was founded in 2004 for the purpose of bringing sustainable positive change to some of the most consistently excluded and deprived communities across Pakistan. TKF is a non-governmental organization, which promotes and supports durable solutions to the problems faced by persons of concern.

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

Supervised a proper and timely implementation of all projects according to agreed policies and donor requirements;

Prepared annual/project action plans for the project in accordance with annual planning cycle;

Provided regular internal reports and other relevant information on general policy matters and programme activities to the CEO

Ensure donor requirements are met, including production of reports in formats agreed with the donors and partners.

Ensured that a sound documentation, including relevant beneficiary data is collected and that the relevant assessment conducted in the operation area.

Ensured that a sound feedback system is in place in the project area so that beneficiaries have easy access to TKF.

II.Administration and Personnel Management

Responsible for financial budgeting and expenditure management, staff management (including development of TORs for project staff), continued revision and implementation of sound administrative guidelines and personnel policies, security precautions, logistics and all other tasks pertaining to the efficient day-to-day running of the project;

Supervised staff and take action in terms of recruitment, promotions and dismissal as required;

Responsible for organizational development of the TKF Sub Office Islamabad operation, including staff assessment as well as formulation and implementation of human resource development activities;

Manage the staff under Protection, Community services and construction project, mentor and assist in continual development of the staff.

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 partner

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 ensures timely narrative and financial reporting to donors;

Follow up all TKF Procedures for Security, Finance, Logistics, HR and Administration

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.

6.United Nations High Commissioner for Refugees (UNHCR), (Sep 02, 2013 to Sep 04, 2015)

Completed United Nations High Commissioner for Refugees (UNHCR) TA contract as Programme Officer (Livelihood), Islamabad. 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 Operation.

Drafted Youth Empowerment and Sustainable Livelihood Strategy and designed skill enhancement projects in two provinces and five districts. The collaboration with the public and private sectors were enhanced to improve the marketable skill of persons of concern to have the resilience and self-reliance.

Functions included:

a.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.

b.Technical Support

Provided technical guidance to the operation, in line with UNHCR tools and guidelines for livelihood programming, and ensured the 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.

c.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 the challenges identified through livelihoods relevant assessments (Household Economy Approach/Baseline, market and value-chain).

d.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.

e.Knowledge Management

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

f.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

7.UN-HABITAT (August 16, 2011 to August 15, 2013)

I have completed my contract as “Housing, DRM & Early Recovery Officer” with UN-HABITAT, Islamabad.

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 including HCT

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;

8.National Disaster Management Authority (January 03, 2011 to August 15, 2011)

Lately was working as “Livelihood Advisor,” Strategic Planning Unit (SPU), the National Disaster Management Authority (NDMA).

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.

8. Ministry of Planning, Development & Reform (Oct 17, 2006 to December 31, 2010)

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 an 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)

9. Pakistan Council for Science and Technology (PCST), Ministry of Science & Technology, (Nov 21, 2005 to Oct 16, 2006)

Worked as Deputy Chief (Planning & Development, Pakistan Council for Science and Technology (PCST), Ministry of Science & Technology, Govt. of 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 the 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

10. Tawana Pakistan Project financed by Govt. of Pakistan (Jan 01, 2003 to Nov 20, 2005)

Tawana Pakistan Project, a multifaceted pilot project (Sept. 2002 to June 2005) was funded by the Government of Pakistan to address poor nutritional status and school enrollment of primary school age girls

Tawana Pakistan Project – School Nutrition Package for Girls a Safety net Intervention for Malnourished Girls in Pakistan High Poverty Districts.

Worked as District Head Kotli “Social Mobilizer” Tawana Pakistan Project that was sponsored by Pakistan Bait-ul-Mal, World Bank & Ministry of Women Development Social Welfare & Special Education. The project implemented by Aga Khan University, National Implementing Unit (NIU). Project (School feeding in 100 female primary schools) implemented in full spirit with coordination of all public & private stakeholders under my supervision.

11. National Fertilizer Marketing Limited (June 01, 1989 to Sep 30, 2002)

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, Distribution, 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 Socioeconomic Conditions. Among my duties were designing & implementation of policies to encounter competitors’ activities in Hazara Division and feedback of policies to Headquarter.

12. International Labour Organization, (Jan 1, 1994 to Sep 30, 1994)

Worked for “INTERNATIONAL LABOUR ORGANIZATION” (ILO), as a “Rural Sociologist” in the Project Technology & Training in Afforestation and Soil Conservation since Jan 1, 1994 to Sep 30, 1994.

13. Agriculture Officer, Economics & Marketing, Market Administrator, Department of Agriculture, Punjab Government; 1987-1988

Worked as “Agriculture Officer, Economics & Marketing” Rajanpur, and “Market Administrator” Jampur for one year.

14. Worked as “Research Fellow” in the Project “Marketing of Fruits” in Punjab, run by the Department of Agriculture Marketing, University of Agriculture, Faisalabad and financed by the World Bank.

Responsibilities: Duties include Data Collection, Analysis, and Report Writing.

15. Attended Livelihood workshop (Geneva) that aimed to enhance technical capacity to develop a comprehensive strategic plan for livelihood programming, and to become familiar with tools and standards for designing and implementing livelihood interventions to increase access to employment, business and income-earning opportunities for People of Concern. The Duration was 104 hrs.

16. Social Media Beginner: As an employee and representative of UNHCR it is important to develop the fundamental set of skills presented throughout this programme, from understanding the ethical implications through to selecting the appropriate tools to suit our daily monitoring of, and engagement on the social web.

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