Qureos Mentor

Palladium Pakistan (Pvt.) Limited

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>10 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA:</b> <b>Institutionalisation of the Sustainable Training System and Development of Competency-Based Training Content with LMS Integration</b></p>
<p></p>
<p>Background and Problem Statement</p>
<p><i>Background</i></p>
<ul><li>The Health &amp; Population Department (H&amp;PD) was supported by Evidence for Health (E4H) Programme in the development of a Sustainable Training System (STS) to strengthen in-service training for health workers across Punjab.</li>
<li>A total of 30 training modules were identified in close consultation with the H&amp;PD based on Focus Group Discussions (FGDs) and Key Informant Interviews (KIIs) with various cadres of the health workforce (LHWs, LHVs, District Managers etc.). Out of these, Six prioritised training modules were developed and handed over (June 27, 2025) to PHDC for incorporation into LMS:Provincial Health Development Centre (PHDC) and District Health Development Centres (DHDCs) provide training infrastructure, but current trainings remain fragmented, donor-driven, and not systematically institutionalised.The National Health Support Programme (NHSP) requires Punjab to meet Disbursement Linked Results (DLRs) under DLI 2 (competency-based training for PHC providers) and DLI 10 (performance management).
<ul><li>Public Health Supply Chain Management</li>
<li>Community Management of Acute Malnutrition</li>
<li>&#8288;Screening &amp; Diagnosis of Hepatitis B&amp;C</li>
<li>&#8288;Biostatistics &amp; Epidemiology</li>
<li>&#8288;Blood transfusion</li>
<li>&#8288;Infectious Prevention &amp; Control</li>
</ul></li><li>A key challenge is incorporating the new competency-based framework within government structures and digitising content through a Learning Management System (LMS).</li>
<li>Without institutionalisation and LMS integration, gains from the Sustainable Training System risk remaining ad-hoc and unsustainable.</li>
</ul><p><i>Problem Statement</i></p>
<p>
E4H Programme has developed the Sustainable Training System for the H&amp;PD and a digital LMS platform is already in place housed in Health Information &amp; Service Delivery Unit (HISDU). However, the framework has not yet been fully functional within the Health &amp; Population Department (H&amp;PD), and there is a critical gap in developing standardised, competency-based training content that can be integrated into the LMS. This TA addresses the root issue by embedding the Sustainable Training System within H&amp;PD structures and developing competency-based training content for effective use of the LMS.</p>
<p>
Goal and Objective(s)</p>
<p>
The overall goal of this TA is To institutionalise the Sustainable Training System within the Health &amp; Population Department and digitising content through the Learning Management System (LMS).</p>
<p>
We will achieve this by pursuing 3 objectives:</p>
<div>
<ul><li>Develop competency-based training content aligned with EPHS.</li></ul>
<ul><li>Institutionalise training standards through LMS integration, optimisation, and handholding support.</li></ul>
<ul><li>Build government ownership for ongoing management and updating of training content.</li></ul>
</div><p>Strategic Approach</p>
<p><i>Contributions to health systems strengthening</i></p>
<p>
This TA addresses systemic gaps in workforce development by institutionalising competency-based training within H&amp;PD structures, digitising training content, and embedding it in the LMS. It strengthens governance, standardisation, and monitoring of training across Punjab, ensuring alignment with EPHS and NHSP DLIs.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
The TA builds directly on the Sustainable Training System Framework developed earlier through E4H support and complements earlier work on prioritised training needs for H&amp;PD workforce.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA aligns with World Bank&ndash;funded NHSP (DLIs 2 &amp; 10) and complements Japan International Cooperation Agency&rsquo;s (JICA) work on capacity building and digitalisation of training content for healthcare providers of H&amp;PD.</p>
<p>
Scope of Work and Methodology</p>
<p>
Phased Approach (Sept 2025 &ndash; March 2026)</p>
<p><b>
Phase 1: Inception &amp; Planning (Sept 2025)</b></p>
<ul>
<li>Hold inception meetings with H&amp;PD and HISDU.</li>
<li>Review current STS framework, LMS readiness, and priority content list.</li>
<li>Finalise training content to be developed in close consultation with H&amp;PD</li>
</ul>
<p>Implementation roadmap, validation mechanism, and responsibilities.</p>
<p><b>
Phase 2: Competency-Based Content Development (Oct &ndash; Dec 2025)</b></p>
<ul>
<li>Develop/Upgrade competency-based training content.</li>
<li>Ensure EPHS alignment and competency standards.</li>
<li>Conduct technical validation workshop with H&amp;PD.</li>
</ul>
<p><b>Phase 3: LMS Integration &amp; Optimisation (Nov 2025 &ndash; Jan 2026)</b></p>
<ul>
<li>Digitise and integrate validated content into HISDU&rsquo;s LMS in parallel with training content development.</li>
<li>Orient H&amp;PD staff on LMS use.</li>
</ul>
<p><b>Phase 4: Institutionalisation &amp; Handholding Support (Jan &ndash; Feb 2026)</b></p>
<ul>
<li>Develop SOPs and guidelines for competency-based training roll-out and quality assurance.</li>
<li>Support HISDU/PHDC in conducting first round of government-led LMS trainings.</li>
<li>Provide on-ground handholding support for HISDU staff during implementation.</li>
</ul>
<p><b>Phase 5: Consolidation &amp; Sustainability (Mar 2026)</b></p>
<ul>
<li>Finalise sustainability &amp; scale-up plan (covering identified topics and beyond).</li>
</ul><p>Sustainability: Capacity Building, Institutionalisation, and Transition Planning</p>
<ul><li>Dedicated capacity will be developed within H&amp;PD, particularly HISDU, for content management, LMS administration, and training governance. This will be achieved through orientation sessions, mentoring, and handholding support provided during the integration of modules and the initial roll-out of LMS-based trainings.</li>
<li>Competency-based training will be embedded within existing government structures by formalising roles and responsibilities across HISDU, PHDC, and DHDCs. SOPs and guidelines will be developed to standardise training processes, validation mechanisms, and quality assurance.</li>
<li>The Sustainable Training System will be aligned with the EPHS service package and NHSP DLI requirements, ensuring that training delivery becomes a core, mandatory function rather than an ad-hoc or donor-driven activity.</li>
<li>Sustainability will be further secured by enabling government staff to manage, update, and expand training content independently.</li>
</ul>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li>Inception Report &amp; Implementation Roadmap (incl. Slide Deck).</li></ul>
<ul><li>Competency-Based Training Content (aligned with EPHS).</li></ul>
<ul><li>LMS Integration &amp; Capacity Building Report.</li></ul>
<ul><li>Final Report with Institutionalisation Framework &amp; Sustainability Plan.</li></ul>
</div>
<p></p><p><b>Digital Health &amp; Innovation Specialist (Mid National)</b></p>
<p><b>
LOE:</b> 98 days</p>
<p><b>
Period:</b> Sep 2025 &ndash; Mar 2026 <i>(subject to change)</i></p>
<p><b>
Role Requirements</b><br>
Lead digitisation and LMS integration of training modules, train HISDU staff, and promote use of digital tools for monitoring training.</p>
<p><b>
Technical Expertise</b><br>
Master&rsquo;s degree in Health Informatics, Public Health, Computer Science, or relevant degree. Minimum 10 years&rsquo; overall experience. Experience in digital health, e-learning content development, and health information systems.</p>
<p><b>
Core Competencies</b><br>
LMS administration &amp; content digitisation; Training on digital tools; HMIS/DHIS-II familiarity; Innovative approaches in digital health.</p>
<p><b>
Deliverables</b></p>
<div>
Same as above.</div></div><p></p>

PN 21 - Ongoing Recruitment – STTA Mid National - Digital Health & Innovation Specialist

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>31st October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>5 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: ASSESSMENT OF HEALTH FACILITIES FOR ACCESSIBILITY AND INCLUSIVITY OF DISABLED AND SPECIAL NEEDS PERSONS</b></p>
<p></p>
<p>Background and Problem Statement</p>
<p>
Despite Pakistan&rsquo;s gradual progress in expanding public health infrastructure and advancing toward Universal Health Coverage (UHC), persons with disabilities continue to face systemic barriers in accessing equitable healthcare. According to the 2023 Population and Housing Census, 3.41 percent of Pakistan&rsquo;s population - and 3.84 percent in Punjab - live with a disability.[1] In alignment with the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), this technical assistance (TA) defines disability as long-term physical, sensory, intellectual, cognitive, or psychosocial impairments which, in interaction with environmental and attitudinal barriers, hinder full and effective participation in society on an equal basis with others.</p>
<p>
Health equity and UHC cannot be achieved unless health systems are inclusive and accessible to all, including persons with disabilities. Global evidence, including WHO&rsquo;s <i>Global Report on Health Equity for Persons with Disabilities</i> (2022)[2], confirms that persons with disabilities are more likely to experience delayed care, poor health outcomes, and financial hardship due to inaccessible services. Inclusive health systems are not only a rights-based obligation but also a critical enabler of service quality, resilience, and population coverage.</p>
<p>
Punjab, the country&rsquo;s most populous province, hosts a significant share of Pakistan&rsquo;s health infrastructure and disease burden. While efforts have been made to improve service delivery, inclusivity remains poorly integrated into infrastructure design, human resource development, and service protocols. Currently, no systematic data exists on the accessibility of health facilities for persons with disabilities in the province.</p>
<p>
At the policy level, Pakistan has committed to disability inclusion through:</p>
<ul>
<li><b>The UNCRPD</b> (ratified 2011), which outlines the right to the highest attainable standard of health without discrimination[3].</li>
<li><b>The National Policy for Persons with Disabilities (2002)</b>, which calls for integrated health services and assistive technologies.</li>
<li><b>The Punjab Empowerment of Persons with Disabilities Act (2022)</b> mandates non-discriminatory, barrier-free access to all public and private facilities.</li>
</ul>
<p>However, operationalisation of these commitments within the health sector remains limited. The Punjab Health Sector Strategy (2019&ndash;2028) articulates a vision for equitable service delivery but does not fully address disability inclusion in facility design or service operations. Moreover, global frameworks such as WHO&rsquo;s <i>Disability-Inclusive Health Services Toolkit</i> and <i>Health Equity for Persons with Disabilities: A Guide for Action</i> emphasise the need to address barriers across physical, informational, communication, and attitudinal dimensions.</p>
<p>
In this context, this Technical Assistance (TA) will conduct a structured assessment of public health facilities across selected urban and rural districts in Punjab. The aim is to evaluate the inclusivity of health services across infrastructure, staff capacity, and service delivery processes&mdash;benchmarked against national legislation and international best practices. The assessment will generate actionable recommendations and a prioritised roadmap for institutionalising disability-inclusive practices across the provincial health system.</p>
<p>
Strategic Approach</p>
<p>
This TA was a direct ask from the Special Secretary (Operations), H&amp;PD, during an engagement. This TA will support implementation of UHC reforms by identifying systemic barriers that prevent equitable access to essential health services for persons with disabilities, directly contributing to SDG 3.8 (achieve UHC, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all) and SDG 10.2 (empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.). It also aligns with Pakistan&rsquo;s EPHS by assessing whether inclusive standards are upheld at the facility level. It also aligns directly with national and provincial disability policies by translating commitments into actionable reforms. It supports the implementation of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), ratified by Pakistan in 2011, which commits the country to ensuring equal access to health and rehabilitation services for persons with disabilities.1</p>
<p>
Crucially, this TA demonstrates E4H&rsquo;s demand-responsive model and exemplifies how E4H mobilises timely technical support in response to provincial priorities while advancing its broader systemic goals. The TA also complements other E4H-supported efforts&mdash;such as Primary Healthcare (PHC) revamping, deployment of Clinic on Wheels (COWs), and engagement with Community Health Inspectors (CHIs)&mdash;by embedding disability inclusion within existing delivery platforms and operational frameworks. In doing so, it strengthens the coherence and reach of E4H&rsquo;s broader programming.</p>
<p><b>
Objectives</b></p>
<p>
The specific objectives of the TA are:</p>
<div>
<ul><li>To assess the disability inclusion readiness of public health facilities across six selected districts in Punjab, by evaluating infrastructure, service delivery and staff readiness, and institutional processes against international benchmarks (WHO, UNCRPD)/ framework, and identifying key gaps.</li></ul>
<ul><li>To generate actionable, system-level recommendations and a scalable assessment framework that can inform inclusive health reforms, guide infrastructural upgrades, and support the institutionalization of disability-responsive practices within Punjab&rsquo;s health system.</li></ul></div><br>
<p></p>
<div>
<div><div><div><p><b>Domain</b></p></div><div><br>
<p><b>
Description</b></p></div></div><div><br>
<div>
<p>Physical Accessibility</p></div><div><br>
<p>
Infrastructure, signage, ramps, restrooms</p></div></div><div><br>
<div>
<p>Attitudinal Barriers</p></div><div><br>
<p>
Staff attitudes, awareness, inclusion training</p></div></div><div><br>
<div>
<p>Communication Barriers</p></div><div><br>
<p>
Use of sign language, visual aids, etc.</p></div></div><div><br>
<div>
<p>Financial Accessibility</p></div><div><br>
<p>
Awareness of entitlements, subsidies, or costs</p></div></div><br>
</div>
</div><p></p><p><b>Scope of Work and Methodology</b></p>
<p>
The scope of this TA encompasses a comprehensive, multi-phase assessment of 30 public health facilities across six selected districts in Punjab (three urban and three rural), focusing on their accessibility and inclusivity for persons with disabilities. The TA will employ a mixed-methods approach - combining infrastructure assessments, staff and patient interviews, and policy reviews - to identify systemic and facility-level barriers to inclusive service delivery. The assignment will be delivered over a six-month period and structured in five sequential phases:</p>
<p><b>
Phase 1: Planning and Inception</b></p>
<ul>
<li>Conduct preliminary consultations with H&amp;PD to finalise scope and stakeholder engagement strategy (including engaging relevant statutory bodies existing in the province).</li>
<li>Select districts and facilities using stratified sampling to ensure geographic and service-level diversity (e.g., BHUs, RHCs, DHQs and THQs).</li>
<li>Develop an Inception Report outlining the work plan, roles, risk mitigation plan, and contextual analysis.</li>
</ul>
<p><b>Phase 2: Tool Development and Training</b></p>
<ul>
<li>Design and adapt data collection tools based on technical guidance from WHO and similar bodies. Which includes incorporating global best practices, tools, and country examples (i.e., Saudi Arabia, Kenya, South Africa) that offer replicable or adaptable models (i.e., WHO Disability-Inclusive Health Services Toolkit; WHO Health Equity for Persons with Disabilities: A Guide for Action; UNFP Disability Awareness Checklist for Healthcare Services etc.</li>
<li>Customize checklists to capture physical access (ramps, signage, pathways), service readiness, staff training, and patient dignity elements.</li>
<li>Conduct a focused review of relevant global and regional assessments to extract applicable design features, indicators, and implementation lessons. Examples should inform the development of a tailored, context-specific assessment checklist and methodology adapted to Punjab&rsquo;s health system. The resulting tools should reflect both international standards and local realities, ensuring practical relevance and alignment with disability-inclusive service delivery principles.</li>
<li>Develop training materials for field teams, emphasising ethical considerations and standardised scoring protocols.</li>
<li>Conduct a training workshop for surveyors, including field pilots at 1&ndash;2 test sites, to refine instruments.</li>
</ul>
<p><b>Phase 3: Field Assessment and Data Collection</b></p>
<ul>
<li>Deploy survey teams across selected districts to conduct on-site assessments, supported by a civil engineer, disability expert, and data analyst.</li>
<li>Activities include:Ensure quality control through routine check-ins and centralised data monitoring.
<ul><li>Physical assessments (entrances, restrooms, wards, signage)</li>
<li>Staff interviews on care practices and institutional culture (Proportionate variety of disabled persons need to be interviewed across health facilities of both health departments, as well as officers deputed in each district from the Department of Social Welfare and Bait-ul-Mal) PESSI</li>
<li>Patient feedback (where applicable), with attention to gender and disability types</li>
<li>Collection of photographic and geospatial evidence</li>
</ul>
</li></ul><p><b>Phase 4: Data Analysis and Interpretation</b></p>
<ul>
<li>Consolidate and clean raw data from all assessment sites.</li>
<li>Analyse findings to identify:Map results against international standards and national benchmarks to assess compliance and identify critical gaps.
<ul><li>Recurring infrastructure and service barriers</li>
<li>Facility readiness scores</li>
<li>Variations by district and facility type</li>
</ul></li><li>Prepare a feasibility matrix outlining interventions by cost, urgency, and policy alignment.</li>
<li>Assess the scalability potential of tools for institutionalisation in the department and replication in other districts.</li>
</ul>
<p><b>Phase 5: Reporting and Dissemination</b></p>
<ul>
<li>Draft facility-wise assessment reports and one consolidated analytical report.</li>
<li>Develop a technical policy brief and slide deck summarising key findings and recommendations for decision-makers.</li>
<li>Organize a validation workshop with H&amp;PD and relevant stakeholders to present and refine the proposed recommendations.Incorporate feedback and submit final deliverables, including a replicable methodology guide and raw data archive for institutional use.
<ul><li>H&amp;PD</li>
<li>SHC&amp;MED</li>
<li>Statutory bodies/councils</li>
<li>Department of Social Welfare and Bait ul Mal</li>
<li>PESSI; among others.</li>
</ul>
</li></ul><p>This phased and participatory methodology will ensure that the TA delivers context-sensitive insights, promotes local ownership, and builds a foundation for long-term integration of disability-inclusive standards in health infrastructure planning and service delivery.</p>
<p><b>
Capacity Transfer, Sustainability and Transition Planning</b></p>
<p>
This TA will ensure sustainability, capacity transfer, and transition by initiating a paradigm shift in how disability is perceived within Punjab&rsquo;s health system&mdash;moving from ad hoc adjustments to a culture of inclusiveness that underpins UHC. The Special Secretary (Operations) will be the focal point, the process will sensitise institutions and staff, challenging stigma and embedding disability inclusion into everyday practice. The tools and data generated will not only provide an evidence base but also tell an inclusive story that shapes future policies, guidelines, infrastructural standards, signage improvements, and staff attitudes. By institutionalising these practices and helping to create both societal and departmental change, the TA marks a decisive step toward building a health system that recognises equity as a core value and sustains inclusive service delivery well beyond the project period.</p>
<p></p>
<p><b>Deliverables</b></p>
<p>
This TA will generate a series of structured deliverables aligned with the key phases of the assignment. These deliverables will support both immediate decision-making and long-term institutional integration of disability-inclusive health system practices.</p>
<div>
<ul><li>Inception Report &amp; Presentation.</li></ul>
<ul><li>Customised Assessment Tools.</li></ul>
<ul><li>Facility &amp; Consolidated Reports.</li></ul>
<ul><li>Feasibility &amp; Prioritisation Matrix.</li></ul>
<ul><li>Final Report (with slide deck) &amp; Policy Brief.</li></ul>
</div>
<p></p><div><p><b>Research</b><b>/Project</b><b> </b><b>Associate</b><b> (Junior National)</b></p>
<p><b>
LOE: 126 days (subject to change)</b></p>
<p><b>
Period: Sep 2025 &ndash; Mar 2026</b></p>
<p><b>
Role Requirements</b><br>
Coordinate fieldwork, manage timelines, oversee documentation, and draft reports and briefs.</p>
<p><b>
Technical Expertise</b><br>
Bachelor's or Master's degree in public health, sociology, development studies, or equivalant. Minimum of 5 overall years of experience. Experience in managing field studies, stakeholder coordination, and report writing. Strong documentation and organisational skills required.</p>
<p><b>
Core Competencies</b><br>
Planning and delivering work; Working with others; Documentation; Analysis and use of information.</p>
<p><b>
Deliverables</b></p>
<p>
Same as above.</p></div></div><p></p>

PN 24 - Ongoing Recruitment – STTA Junior National - Research/Project Associate

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>31st October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: ASSESSMENT OF HEALTH FACILITIES FOR ACCESSIBILITY AND INCLUSIVITY OF DISABLED AND SPECIAL NEEDS PERSONS</b></p>
<p></p>
<p>Background and Problem Statement</p>
<p>
Despite Pakistan&rsquo;s gradual progress in expanding public health infrastructure and advancing toward Universal Health Coverage (UHC), persons with disabilities continue to face systemic barriers in accessing equitable healthcare. According to the 2023 Population and Housing Census, 3.41 percent of Pakistan&rsquo;s population - and 3.84 percent in Punjab - live with a disability.[1] In alignment with the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), this technical assistance (TA) defines disability as long-term physical, sensory, intellectual, cognitive, or psychosocial impairments which, in interaction with environmental and attitudinal barriers, hinder full and effective participation in society on an equal basis with others.</p>
<p>
Health equity and UHC cannot be achieved unless health systems are inclusive and accessible to all, including persons with disabilities. Global evidence, including WHO&rsquo;s <i>Global Report on Health Equity for Persons with Disabilities</i> (2022)[2], confirms that persons with disabilities are more likely to experience delayed care, poor health outcomes, and financial hardship due to inaccessible services. Inclusive health systems are not only a rights-based obligation but also a critical enabler of service quality, resilience, and population coverage.</p>
<p>
Punjab, the country&rsquo;s most populous province, hosts a significant share of Pakistan&rsquo;s health infrastructure and disease burden. While efforts have been made to improve service delivery, inclusivity remains poorly integrated into infrastructure design, human resource development, and service protocols. Currently, no systematic data exists on the accessibility of health facilities for persons with disabilities in the province.</p>
<p>
At the policy level, Pakistan has committed to disability inclusion through:</p>
<ul>
<li><b>The UNCRPD</b> (ratified 2011), which outlines the right to the highest attainable standard of health without discrimination[3].</li>
<li><b>The National Policy for Persons with Disabilities (2002)</b>, which calls for integrated health services and assistive technologies.</li>
<li><b>The Punjab Empowerment of Persons with Disabilities Act (2022)</b> mandates non-discriminatory, barrier-free access to all public and private facilities.</li>
</ul>
<p>However, operationalisation of these commitments within the health sector remains limited. The Punjab Health Sector Strategy (2019&ndash;2028) articulates a vision for equitable service delivery but does not fully address disability inclusion in facility design or service operations. Moreover, global frameworks such as WHO&rsquo;s <i>Disability-Inclusive Health Services Toolkit</i> and <i>Health Equity for Persons with Disabilities: A Guide for Action</i> emphasise the need to address barriers across physical, informational, communication, and attitudinal dimensions.</p>
<p>
In this context, this Technical Assistance (TA) will conduct a structured assessment of public health facilities across selected urban and rural districts in Punjab. The aim is to evaluate the inclusivity of health services across infrastructure, staff capacity, and service delivery processes&mdash;benchmarked against national legislation and international best practices. The assessment will generate actionable recommendations and a prioritised roadmap for institutionalising disability-inclusive practices across the provincial health system.</p>
<p>
Strategic Approach</p>
<p>
This TA was a direct ask from the Special Secretary (Operations), H&amp;PD, during an engagement. This TA will support implementation of UHC reforms by identifying systemic barriers that prevent equitable access to essential health services for persons with disabilities, directly contributing to SDG 3.8 (achieve UHC, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all) and SDG 10.2 (empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.). It also aligns with Pakistan&rsquo;s EPHS by assessing whether inclusive standards are upheld at the facility level. It also aligns directly with national and provincial disability policies by translating commitments into actionable reforms. It supports the implementation of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), ratified by Pakistan in 2011, which commits the country to ensuring equal access to health and rehabilitation services for persons with disabilities.1</p>
<p>
Crucially, this TA demonstrates E4H&rsquo;s demand-responsive model and exemplifies how E4H mobilises timely technical support in response to provincial priorities while advancing its broader systemic goals. The TA also complements other E4H-supported efforts&mdash;such as Primary Healthcare (PHC) revamping, deployment of Clinic on Wheels (COWs), and engagement with Community Health Inspectors (CHIs)&mdash;by embedding disability inclusion within existing delivery platforms and operational frameworks. In doing so, it strengthens the coherence and reach of E4H&rsquo;s broader programming.</p>
<p><b>
Objectives</b></p>
<p>
The specific objectives of the TA are:</p>
<div>
<ul><li>To assess the disability inclusion readiness of public health facilities across six selected districts in Punjab, by evaluating infrastructure, service delivery and staff readiness, and institutional processes against international benchmarks (WHO, UNCRPD)/ framework, and identifying key gaps.</li></ul>
<ul><li>To generate actionable, system-level recommendations and a scalable assessment framework that can inform inclusive health reforms, guide infrastructural upgrades, and support the institutionalization of disability-responsive practices within Punjab&rsquo;s health system.</li></ul></div><br>
<p></p>
<div>
<div><div><div><p><b>Domain</b></p></div><div><br>
<p><b>
Description</b></p></div></div><div><br>
<div>
<p>Physical Accessibility</p></div><div><br>
<p>
Infrastructure, signage, ramps, restrooms</p></div></div><div><br>
<div>
<p>Attitudinal Barriers</p></div><div><br>
<p>
Staff attitudes, awareness, inclusion training</p></div></div><div><br>
<div>
<p>Communication Barriers</p></div><div><br>
<p>
Use of sign language, visual aids, etc.</p></div></div><div><br>
<div>
<p>Financial Accessibility</p></div><div><br>
<p>
Awareness of entitlements, subsidies, or costs</p></div></div><br>
</div>
</div><p></p><p><b>Scope of Work and Methodology
</b></p><p>The scope of this TA encompasses a comprehensive, multi-phase assessment of 30 public health facilities across six selected districts in Punjab (three urban and three rural), focusing on their accessibility and inclusivity for persons with disabilities. The TA will employ a mixed-methods approach - combining infrastructure assessments, staff and patient interviews, and policy reviews - to identify systemic and facility-level barriers to inclusive service delivery. The assignment will be delivered over a six-month period and structured in five sequential phases:</p>
<p><b>
Phase 1: Planning and Inception</b></p>
<ul>
<li>Conduct preliminary consultations with H&amp;PD to finalise scope and stakeholder engagement strategy (including engaging relevant statutory bodies existing in the province).</li>
<li>Select districts and facilities using stratified sampling to ensure geographic and service-level diversity (e.g., BHUs, RHCs, DHQs and THQs).</li>
<li>Develop an Inception Report outlining the work plan, roles, risk mitigation plan, and contextual analysis.</li>
</ul>
<p><b>Phase 2: Tool Development and Training</b></p>
<ul>
<li>Design and adapt data collection tools based on technical guidance from WHO and similar bodies. Which includes incorporating global best practices, tools, and country examples (i.e., Saudi Arabia, Kenya, South Africa) that offer replicable or adaptable models (i.e., WHO Disability-Inclusive Health Services Toolkit; WHO Health Equity for Persons with Disabilities: A Guide for Action; UNFP Disability Awareness Checklist for Healthcare Services etc.</li>
<li>Customize checklists to capture physical access (ramps, signage, pathways), service readiness, staff training, and patient dignity elements.</li>
<li>Conduct a focused review of relevant global and regional assessments to extract applicable design features, indicators, and implementation lessons. Examples should inform the development of a tailored, context-specific assessment checklist and methodology adapted to Punjab&rsquo;s health system. The resulting tools should reflect both international standards and local realities, ensuring practical relevance and alignment with disability-inclusive service delivery principles.</li>
<li>Develop training materials for field teams, emphasising ethical considerations and standardised scoring protocols.</li>
<li>Conduct a training workshop for surveyors, including field pilots at 1&ndash;2 test sites, to refine instruments.</li>
</ul>
<p><b>Phase 3: Field Assessment and Data Collection</b></p>
<ul>
<li>Deploy survey teams across selected districts to conduct on-site assessments, supported by a civil engineer, disability expert, and data analyst.</li>
<li>Activities include:Ensure quality control through routine check-ins and centralised data monitoring.
<ul><li>Physical assessments (entrances, restrooms, wards, signage)</li>
<li>Staff interviews on care practices and institutional culture (Proportionate variety of disabled persons need to be interviewed across health facilities of both health departments, as well as officers deputed in each district from the Department of Social Welfare and Bait-ul-Mal) PESSI</li>
<li>Patient feedback (where applicable), with attention to gender and disability types</li>
<li>Collection of photographic and geospatial evidence</li>
</ul>
</li></ul><p><b>Phase 4: Data Analysis and Interpretation</b></p>
<ul>
<li>Consolidate and clean raw data from all assessment sites.</li>
<li>Analyse findings to identify:
<ul><li>Recurring infrastructure and service barriers</li>
<li>Facility readiness scores</li>
<li>Variations by district and facility type</li>
</ul></li><li>Map results against international standards and national benchmarks to assess compliance and identify critical gaps.</li>
<li>Prepare a feasibility matrix outlining interventions by cost, urgency, and policy alignment.</li>
<li>Assess the scalability potential of tools for institutionalisation in the department and replication in other districts.</li>
</ul>
<p><b>Phase 5: Reporting and Dissemination</b></p>
<ul>
<li>Draft facility-wise assessment reports and one consolidated analytical report.</li>
<li>Develop a technical policy brief and slide deck summarising key findings and recommendations for decision-makers.</li>
<li>Organize a validation workshop with H&amp;PD and relevant stakeholders to present and refine the proposed recommendations.
<ul><li>H&amp;PD</li>
<li>SHC&amp;MED</li>
<li>Statutory bodies/councils</li>
<li>Department of Social Welfare and Bait ul Mal</li>
<li>PESSI; among others.</li>
</ul></li><li>Incorporate feedback and submit final deliverables, including a replicable methodology guide and raw data archive for institutional use.</li>
</ul>
<p>This phased and participatory methodology will ensure that the TA delivers context-sensitive insights, promotes local ownership, and builds a foundation for long-term integration of disability-inclusive standards in health infrastructure planning and service delivery.</p>
<p><b>
Capacity Transfer, Sustainability and Transition Planning
</b></p><p>This TA will ensure sustainability, capacity transfer, and transition by initiating a paradigm shift in how disability is perceived within Punjab&rsquo;s health system&mdash;moving from ad hoc adjustments to a culture of inclusiveness that underpins UHC. The Special Secretary (Operations) will be the focal point, the process will sensitise institutions and staff, challenging stigma and embedding disability inclusion into everyday practice. The tools and data generated will not only provide an evidence base but also tell an inclusive story that shapes future policies, guidelines, infrastructural standards, signage improvements, and staff attitudes. By institutionalising these practices and helping to create both societal and departmental change, the TA marks a decisive step toward building a health system that recognises equity as a core value and sustains inclusive service delivery well beyond the project period.</p>
<p></p>
<p><b>Deliverables</b></p>
<p>
This TA will generate a series of structured deliverables aligned with the key phases of the assignment. These deliverables will support both immediate decision-making and long-term institutional integration of disability-inclusive health system practices.</p>
<div>
<ul><li>Inception Report &amp; Presentation.</li></ul>
<ul><li>Customised Assessment Tools.</li></ul>
<ul><li>Facility &amp; Consolidated Reports.</li></ul>
<ul><li>Feasibility &amp; Prioritisation Matrix.</li></ul>
<ul><li>Final Report (with slide deck) &amp; Policy Brief.</li></ul>
</div>
<p></p><div><p><b>Public Health Expert (Disability &amp; Inclusion &ndash; Senior National)</b></p>
<p><b>
LOE:</b> 84 days (subject to change)</p>
<p><b>
Period:</b> Sep 2025 &ndash; Mar 2026</p>
<p><b>
Role Requirements</b><br>
Lead TA delivery, provide technical direction on disability inclusion, ensure alignment with WHO/UNCRPD, guide tool design, oversee assessments, and draft policy recommendations.</p>
<p><b>
Technical Expertise</b><br>
Postgraduate degree in public health, health policy, disability studies, or relevant degree. Minimum of 15 years&rsquo; overall years of experience. Experience with demonstrated expertise in disability inclusion, accessibility standards, and health systems. Experience with UNCRPD, WHO guidelines, and provincial disability frameworks preferred.</p>
<p><b>
Core Competencies</b><br>
Planning and delivering work; Influencing; Analysis and use of information; Decision-making.</p>
<p><b>
Deliverables</b></p>
<p>
Same as above.</p></div></div><p></p>

PN 24 - Ongoing Recruitment – STTA Senior National - Public Health Expert (Disability & Inclusion)

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>5 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: Capacity Building of Senior Health Managers on IHR (2005)</b></p>
<p></p>
<p><b>Background and Problem Statement</b></p>
<p><i>
Background</i></p>
<ul>
<li><p>Pakistan is a signatory to the International Health Regulations (IHR 2005) and under this obligation is committed to strengthening its health security core capacities within the health systems, with provincial and district leadership playing a critical role in preparedness and response.</p>
</li>
<li><p>New diseases, like COVID-19, are emerging at unprecedented rates disrupting people&rsquo;s health and causing social and economic impacts. Millions of passengers travel on airplanes each year, increasing the opportunities for the rapid international spread of infectious agents and their vectors.</p>
</li>
<li><p>Dependence on chemicals has increased, as has awareness of the potential hazards for health and environment, like climate change and air pollution. As the globalization of food production increases, so does the risk of foodborne diseases</p>
</li>
<li><p>Recent Joint External Evaluation country report (JEE 2023) and National Action Plan for Health Security (NAPHS 2024&ndash;28) highlighted gaps in understanding and application of IHR nineteen core capacities and functions at the provincial and district levels.</p>
</li>
<li><p>Senior health managers (Directors at DG Health Services Office and district health authorities) remain under prepared to operationalise IHR core capacities within the health systems, particularly in prevention, detection, response to outbreaks, multisector coordination and collaboration.</p>
</li>
<li><p>Without structured trainings and provision of guidelines, provincial and district leadership risk a disorganised state of preparedness and a coordinated response to health emergencies and pandemics costing lives and risk to economy.</p>
</li>
</ul><p><i>Problem Statement</i></p>
<p>
Senior health managers at provincial and district level in Punjab have a limited understanding of the needs of core technical capacities to operationalise IHR functions. This is aggravated by the frequent tirnover of government officials. This leads to limited multisector coordination, weak preparedness, and fragmented responses to public health emergencies.</p>
<p><b>
Goal and Objective(s)</b></p>
<p>
The overall <b>goal</b> of this TA is to strengthen the capacity and understanding of senior health managers in Punjab to effectively plan, allocate resources and operationalise IHR core functions and contribute to provincial and national health security.</p>
<p><b>
We will achieve this by pursuing 3 objectives:</b></p>
<ul>
<li><p><b>Objective 1 - Strengthen Leadership Capabilities:</b> Deliver structured training to senior managers, focusing on the core capacities of the International Health Regulations (IHR) with one health approach.</p>
</li>
<li><p><b>Objective 2 - Enhance Practical Skills:</b> Provide managers with practical tools and knowledge to improve surveillance, risk communication, and multi secotoral coordination efforts.</p>
</li>
<li><p><b>Objective 3 - Ensure Strategic Alignment:</b> Align provincial and district IHR activities with the National Action Plan for Health Security (NAPHS) 2024&ndash;28 milestones and promote a culture of routine inter-sectoral coordination and accountability.</p>
</li>
</ul><p><b>Strategic Approach</b></p>
<p><i>
Contributions to health systems strengthening</i></p>
<p>
This TA addresses systemic bottlenecks in health security governance by equipping decision-makers with the knowledge and tools to implement IHR . It builds managerial capacity, fosters accountability, and enhances the province&rsquo;s and districts&rsquo; ability to plan as per recommendations of JEE 2023 report, be prepared, detect, and respond to health emergencies.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
This TA builds on prior E4H support for establishing provincial IHR governance mechanisms. It complements the operationalisation of the IHR Taskforce and TWGs by focusing on senior leadership training and orientation, ensuring that governance structures are matched with capable managers.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA complements WHO-supported JEE (2023), IDSR work by UKHSA, establishment of PDSRUs/DDSRUs by US-JSI, Pandemic fund -WB and NAPHS (2024-28) initiatives by ensuring provincial -level uptake and application.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The TA will provide structured training for senior and mid-level health managers across Punjab on IHR (2005) core functions and their roles and responsibilities. The approach includes:</p>
<ul>
<li><p><b>Phase 1</b> &ndash; <b>Inception &amp; Training Design:</b> Needs assessment, development of training modules, and Inception Report &amp; Slide Deck.</p>
</li>
<li><p><b>Phase 2 &ndash; Training Delivery</b>: Conduct seven provincial-level training workshops for senior and seven for mid-level health managers from all districts of Punjab (full-day - 25 participants in each workshop), including plenary and group work.</p>
</li>
<li><p><b>Phase 3 </b>&ndash; <b>Documentation &amp; Institutionalisation:</b> Produce a final report and training toolkit for institutional use, including recommendations for routine integration into H&amp;PD training systems.</p></li></ul><br>
<p>
</p><p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p><br>
<p></p>
<ul>
<li><p>Training modules will be co-developed with H&amp;PD, ensuring local ownership and adaptability.</p>
</li>
<li><p>Training materials will be institutionalised and sustained within the Directorate General of Health Services and PHDC for use in future capacity-building cycles through the PHDC/DHDCs network.</p>
</li>
<li><p>The TA will transition knowledge to nominated focal persons in H&amp;PD to sustain momentum beyond E4H support.</p></li></ul><br>
<p></p>
<p></p>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li><p>Inception Report, Slide Deck &amp; Training Plan.</p>
</li></ul>
<ul><li><p>Training Module Pack (slides, exercises, case studies).</p>
</li></ul>
<ul><li><p>Training Workshop Reports &amp; Slide Decks (7 provincial &amp; 7 district).</p>
</li></ul>
</div><p></p><p><b>Logistics Officer (Junior National)</b></p>
<p><b>
LOE:</b> 30 days <i>(subject to change)</i></p>
<p><b>
Period:</b> Sep &ndash; Nov 2025</p>
<p><b>
Role Requirements</b><br>
Lead event coordination for training workshops. Manage logistics, participant support, and smooth facilitation of sessions.</p>
<p><b>
Technical Expertise</b><br>
Bachelor&rsquo;s degree in Management, Social Sciences, or related field; overall, 3&ndash;5 years&rsquo; experience. Experience in event coordination, workshop facilitation support, and logistics management for training programmes.</p>
<p><b>
Core Competencies</b><br>
Organisation; Coordination; Multitasking; Attention to detail; Communication.</p>
<p><b>
Deliverables/KPIs</b><br>
Same as overall TA deliverables.</p></div><p></p>

PN 15 - Ongoing Recruitment – STTA Junior National - Logistics Officer

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>31st October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>10 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: </b><b>Technical Support for Convening IHR Coordination (Taskforce &amp; TWG) Meetings</b></p><br>
<p></p>
<p><b>Programme Overview</b></p>
<p>
Evidence for Health (E4H) is a Foreign, Commonwealth &amp; Development Office (FCDO)-funded programme aimed at strengthening Pakistan's healthcare system, thereby decreasing the burden of illness and saving lives. E4H (2023&ndash;2027) provides technical assistance (TA) to Punjab, Federal, and KP governments, implemented by Palladium in partnership with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports governments to achieve a resilient health system that is prepared for emergencies, responsive to evidence, and delivers equitable, quality, and efficient healthcare services. Specifically, E4H delivers TA across three outputs:</p>
<ul>
<li><b>Output 1.3:</b> Functional governance structures and coordination platforms for health emergency preparedness and response.</li>
<li><b>Output 2:</b> Strengthened evidence-based decision-making for accountability and performance.</li>
<li><b>Output 3:</b> Improved implementation of Universal Health Coverage (UHC).</li>
</ul>
<p></p><p><b>Background</b></p>
<ul>
<li>Following the Joint External Evaluation (JEE 2023) of 19 technical areas under the International Health Regulations (IHR 2005), a National Action Plan for Health Security (NAPHS) 2024-28 was developed in consultation with all provinces, with technical assistance (TA) from the Evidence for Health (E4H) Programme. It also includes a governance and coordination mechanism for IHR (2005) to oversee the implementation of NAPHS in Punjab under the provincial operational plan.</li>
<li>Approved during the second E4H Steering Committee meeting, this governance and coordination framework established and defined the roles for health, livestock, environment, PDMA, Rescue 1122, and food sectors to enhance inter-sectoral coordination and improve preparedness for health security threats, particularly those linked to climate change.</li>
<li>Despite the framework&rsquo;s approval, operationalisation remains incomplete, with gaps in routine coordination meetings and weak linkages between provincial and national IHR focal points.</li>
<li>The Health &amp; Population Department (H&amp;PD) requires structured support to institutionalise the coordination mechanism, revitalise the IHR Taskforce, and advocate for the formation of Technical Working Groups (TWGs) across the Prevent, Detect, and Respond pillars, ensuring alignment with the IHR 2005 framework and federal-level NAPHS milestones.</li>
</ul>
<p><b>Problem Statement</b></p>
<p>
Although a governance and coordination mechanism for IHR has been established within NAPHS 2024-28, it has not been effectively operationalised. Weak linkages between provincial and federal functions, along with the absence of routine coordination forums, constrain Punjab&rsquo;s ability to implement the NAPHS priority activities and therefore hinder the health security preparedness in Punjab.</p>
<p><b>
Goal and Objective(s)</b></p>
<p>
The overall goal of this TA is to strengthen cross-sectoral coordination and efficiency through the operationalisation of the IHR coordination mechanism in Punjab.</p>
<p>
Specific objectives include;</p>
<ul>
<li><b>Objective 1</b>: To activate the IHR Taskforce/Technical committee and establish functional Technical Committees/Working Groups (Prevent, Detect, Respond) as routine coordination mechanisms.</li>
<li><b>Objective 2</b>: To support the convening of at least two IHR Taskforce/Technical Committee meetings focused on reviewing progress and initiating implementation of priority NAPHS II activities.</li>
<li><b>Objective 3</b>: To document and follow up on agreed action points to ensure visible and sustained progress on IHR coordination and implementation efforts across the province.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><i>
Contributions to health systems strengthening</i></p>
<p>
The operationalisation of the IHR governance mechanism in Punjab represents a strategic continuation of work initiated under the first phase of TA in 2024, which established the foundational framework. With formal approval secured through the E4H Steering Committee, the current TA shifts focus to embedding this mechanism into institutional routines, strengthening structured coordination, aligning resources, and instituting performance monitoring. This effort enhances Punjab&rsquo;s ability to prevent, detect, and respond to health emergencies through an integrated, multi-sectoral approach under the One Health paradigm.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
This TA builds directly on the earlier E4H-supported development of the IHR governance framework within NAPHS from 2024 to 2028. It complements ongoing health security efforts by formalising roles, enabling routine engagement across health, livestock, environment, and food safety sectors, and supporting coordinated decision-making and crisis response.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA aligns with Pakistan&rsquo;s commitments under the International Health Regulations (IHR 2005) and contributes to progress on the JEE recommendation during 2023. By tracking and advancing the NAPHS Punjab operational plan, this TA ensures coherence with national benchmarks, creates accountability, and directly complements other donor-supported health security investments.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The scope of TA encompasses notifications, operational rollout, and institutional embedding of a multi-sectoral IHR governance mechanism and a monitoring and evaluation (M&amp;E) framework previously developed through E4H support in Punjab. The TA will adopt a participatory, systems-based approach, incorporating policy reviews, stakeholder consultations, and coordination support, to enhance the province&rsquo;s compliance with NAPHS 2024&ndash;28. It will be delivered over seven months in three sequential phases:</p>
<p><b><i>
Phase 1: Inception and Planning</i></b></p>
<ul>
<li>Conduct initial consultations with H&amp;PD and key one-health departments (SH&amp;MED, livestock &amp; poultry, environment, food safety, Rescue 1122, and PDMA).</li>
<li>Develop a concise Inception Report and accompanying slide deck that outlines the scope, stakeholder roles, risks, and a coordination plan.</li>
</ul>
<p><b><i>Phase 2: Convening and Embedded Support</i></b></p>
<ul>
<li>Facilitate two IHR Taskforce/Technical Committee meetings to track progress against the implementation of NAPHS recommendations for Punjab and one meeting each for the three TWGs after being notified.</li>
<li>Advocate and document agendas (thematic agendas addressing the prevent, detect, and respond pillars of IHR), support the preparation of presentations, minutes of meetings, and agreed-upon follow-up actions.</li>
<li>Provide embedded support to the Director of Health Services, CD &amp; EPC, for coordination and documentation.</li>
</ul>
<p><b><i>Phase 3: Reporting and Finalisation</i></b></p>
<ul>
<li>Develop a final report and a conclusion slide deck that comprises the minutes of meetings and progress against agreed-upon action points.</li>
<li>Submit deliverables for institutional knowledge, record, and follow-up.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>It will strengthen the lead role of the human health sector in multisectoral IHR governance and coordination, within the broader context of health security.</li>
<li>Knowledge products, including meeting minutes, action trackers, and final reports, will be archived within H&amp;PD for ongoing reference and replication.</li>
<li>Building on the earlier E4H-supported development of the NAPHS framework, TA will reinforce institutional ownership and continuity of progress at the provincial level.</li>
<li>It will build upon the existing capacity of the CD&amp;EPC program and enable the Provincial Disease Surveillance and Response Unit (PDSRU) to better prepare for public health concerns.</li>
</ul>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li>Inception Report &amp; Readiness Note (incl. Slide Deck).</li></ul>
<ul><li>IHR Taskforce Meeting Report 1.</li></ul>
<ul><li>Three TWG Meeting Reports (Prevent, Detect, Respond).</li></ul>
<ul><li>IHR Taskforce Meeting Report 2.</li></ul>
<ul><li>Conclusion Slide Deck &amp; Final Report.</li></ul>
</div>
<p></p><div><p><b>IHR / Public Health Expert (Mid National)</b></p>
<ul>
<li><b>LOE:</b> 90 days (subject to change)</li>
<li><b>Period:</b> Sep 2025 &ndash; Mar 2026</li>
</ul>
<p><b>Role Requirements</b><br>
Provide technical support for governance operationalisation, support Taskforce/TWG meetings, and guide alignment with IHR/NAPHS milestones.</p>
<p><b>
Technical Expertise</b><br>
Postgraduate in public health, health policy, or health systems management or relevant degree. Minimum 10 years&rsquo; overall experience. Experience with health security governance, IHR 2005 implementation, and multisectoral coordination. Experience in designing institutional frameworks and leading reform processes in government settings is essential.</p>
<p><b>
Core Competencies</b><br>
Planning and delivering work; Policy alignment; Stakeholder engagement; Decision-making.</p>
<p><b>
Deliverables</b><br>
Same as above.</p></div></div><p></p>

PN 29 - Ongoing Recruitment – STTA Mid National - IHR / Public Health Expert

<div><div><div><div><b>Posted date</b></div> <div>18th September, 2025</div> <div><b>Last date to apply</b></div> <div>18th October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Management and Executive
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>10 years</div></div></div></div>
<br><p></p><div><div><b>TA Title:</b> Delivery Unit to Implement the Universal Health Coverage (UHC) Roadmap<br>
</div><p></p><p><b>Programme</b></p>
<p>
Evidence for Health (E4H) is a Foreign, Commonwealth &amp; Development Office (FCDO)-funded programme aimed at strengthening Pakistan's healthcare system, thereby decreasing the burden of illness and saving lives. E4H (2023-2027) provides technical assistance (TA) to Punjab and also to the Federal and Khyber Pakhtunkhwa (KP) governments. The Punjab component is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H Punjab will support the government to achieve a resilient health system that is prepared for health emergencies, responsive to the latest evidence, and delivers equitable, quality, and efficient healthcare services. Specifically, E4H will deliver TA across three outputs:</p>
<p><b>
Output 1: </b>Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p><b>
Output 2: </b>Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p><b>
Output 3: </b>Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p>
E4H-Punjab works in partnership with the Punjab Department of Health (DOH).</p>
<p></p>
<p><b>Terms of reference</b></p>
<p>
Accelerating the implementation of Universal Health Coverage (UHC) is one of the core objectives and key thematic areas of the Evidence for Health (E4H) Programme in Punjab. Under SDG 3.8, UHC is considered the best investment in human capital and a foundational driver of sustainable and inclusive economic growth and development.</p>
<p>
Despite improvements in the National UHC Service Coverage Index (SCI), which increased from 39.7 in 2015 to 52.7 in 2022, only half of Pakistan's population has access to essential health services. According to Pakistan's UHC Monitoring Report 2023, achieving an SCI of 80+ by 2030, as targeted by SDG 3.8.1, will be challenging.</p>
<p>
In Punjab, the SCI was slightly higher than the national average, at 53.8 in 2022. A notable milestone was the finalisation of the UHC Benefit Package/Essential Package of Health Services (EPHS) by the provincial government in 2021. This comprehensive package underscores the government&rsquo;s commitment to UHC by ensuring the provision of essential health services to all residents of Punjab, marking a significant step towards improving population health and achieving UHC.</p>
<p>
Additionally, the Sehat Sahulat Programme, initially designed to support individuals below specific poverty markers, was expanded in 2021 to cover 100% of Punjab&rsquo;s population, significantly advancing UHC efforts. To address EPHS implementation gaps at the community and Primary Health Care (PHC) level, the provincial government, with support from the World Bank's National Health Support Programme (NHSP) and Human Capital Investment Project (HCIP), has been actively investing in necessary resources.</p>
<p>
Despite these efforts, UHC implementation in Punjab faces significant challenges. The province&rsquo;s health information system has made strides with adopting Electronic Medical Records (EMRs) for case-based data and public health data reporting via the District Health Information System 2 (DHIS 2) to the Director General's office. Over 100 Basic Health Units (BHUs) have implemented the EMR system under the Health Information System Delivery Unit (HISDU), with plans for province-wide expansion. HISDU&rsquo;s EMR system, which includes 68 modules for various health services, is fully integrated with the provincial dashboard and accessible via web-based and Android platforms.</p>
<p>
The Integrated Disease Surveillance and Response (IDSR) system reports weekly through DHIS2, and efforts are underway by the Punjab Information Technology Board (PITB) to integrate EMR systems in 53 specialised hospitals. District-level digitised data processes are being integrated into HISDU, although national-level linkage of DHIS or DHIS2 data is still in development. These ongoing improvements aim to achieve comprehensive data integration and interoperability across various levels and programmes.</p>
<p>
Addressing socioeconomic and geographic disparities in healthcare access is critical for achieving UHC in Punjab, particularly in the southern regions where SCI scores remain low. The Health &amp; Population Department (H&amp;PD) plans to enhance UHC investments and optimise existing resources while maintaining rigorous service delivery monitoring. The E4H Programme will provide Technical Assistance (TA) to develop a cohesive and comprehensive roadmap for UHC implementation.</p>
<p>
Creating this roadmap must align with expanding the existing Family Planning Delivery Unit, which will centralise and prioritise reforms through an integrated approach, thereby strategically guiding UHC implementation improvements across the province. The previous Family Planning (FP) initiatives under DAFPAK PSSD established a robust Delivery Unit, which initially focused on improving Contraceptive Prevalence Rates. This Unit's capacity and analytical support capabilities will be leveraged and expanded within the new UHC Delivery Unit, continuing to upskill the existing team and drive strategic improvements in UHC implementation across Punjab.</p>
<p><b>
Objectives</b></p>
<p>
The unit's objective is to monitor data and build institutional capacities for evidence-based decision-making and accountability. It will define key performance indicators for the South, North, and Central districts in Punjab, monitor them regularly, and analyse data to report regularly in stocktakes.</p>
<p><i>
(The unit will be providing support to the Secretary Health and the CM to hold the department accountable through regular performance stocktakes).</i></p>
<p><b>
Sub-objectives</b></p>
<div>
<ul><li>To work on the UHC SCI in Punjab, focusing on Primary Health Care (PHC).</li></ul>
<ul><li>To coordinate and liaise with the STTA UHC implementation roadmap team to develop a roadmap aligned with the Department's 5-year HSRP and CM&rsquo;s health sector priorities.</li></ul>
<ul><li>To liaise with the Data Governance embedded TA team (including DHIS II and EMR) to ensure the Delivery Unit can identify areas of data quality improvement.</li></ul>
<ul><li>To liaise with international development partners engaged in all UHC-related activities to create synergies and avoid duplication of efforts.</li></ul>
<ul><li>To build the capacity of the Department to use data for evidence-based decision-making, performance and accountability.</li></ul>
</div>
<p><b>Scope of Work and Methodology</b></p>
<p>
The unit's objective is to monitor data and build institutional capacities for evidence-based decision-making and accountability. It will define key performance indicators for the South, North, and Central districts in Punjab, monitor them regularly, and analyse data to report regularly in stocktakes.</p>
<p><i>
(The unit will be providing support to the Secretary Health and the CM to hold the department accountable through regular performance stocktakes).</i></p>
<div>
<ul><li><i>Phase 1: In the first phase, the Delivery Unit is expected to establish a solid foundational strategy aligned with the UHC roadmap and provincial health policies. This may include, among other tasks:</i></li></ul>
</div><ul><li>Develop the TORs of the Delivery Unit</li>
<li>Notify the Delivery Unit</li>
<li>Conduct a kick-off workshop to align the Delivery Unit&rsquo;s strategic objectives with the UHC roadmap</li>
<li>Hold a workshop with development partners and technical experts to get feedback</li>
<li>Establish an understanding of clear goals, responsibilities, and timelines</li>
<li>Create specific, actionable and timed implementation plans for each of the four proxy areas of UHC implementation aligned with the UHC roadmap</li>
</ul><div><ul><li><i>2. Checkpoint(s) Conduct a kick-off workshop to align the Delivery Unit&rsquo;s strategic objectives with the UHC roadmap</i></li></ul>
</div><ul><li>Conduct a kick-off workshop to align the Delivery Unit&rsquo;s strategic objectives with the UHC roadmap</li>
<li>Establish an understanding of clear goals, responsibilities, and timelines for the Delivery Unit</li>
<li>Approval of TORs and action plan by the Secretary</li>
</ul><div><ul><li><i>3. Phase 2: In the second phase, the Delivery Unit is expected to execute the action plan and ensure coordination among various stakeholders and decision-makers, which is essential for UHC implementation and decision-making.</i></li></ul>
</div><ul><li>Implement a monitoring system to track progress against the UHC roadmap using indicators identified through a rigorous consultative process between the H&amp;PD and the CM office.</li>
<li>Report the data to the CM&rsquo;s health roadmap focal points and present data in quarterly stocktakes.</li>
<li>Utilise data analytics to provide the Secretary with insightful, actionable feedback for Department&rsquo;s internal monthly review (CEOs, Medical superintendent, DC IRMNCH&amp;N Conferences).</li>
<li>Oversight on UHC implementation trends, challenges, and opportunities such as:</li>
<ul><li>Set up an integrated data dashboard connected to data flowing into HISDU that collates real-time data.</li>
<li>Monitor the progress in relevant data indicators in the province and develop KPI to highlight equity gaps through disaggregation of data by region (North, Centre &amp; South), districts, poverty and other possible equity indicators.</li>
<li>Provide the Secretary with policy briefs, talking points, and advocacy briefs presenting the need for financial and non-financial resources. This will enable the Secretary to advocate for sustained investment in UHC implementation.</li>
<li>Focal points within the Department, specifically from HISDU, will be identified for capacity building to carry out the Unit's functions, especially the capacity to analyse data to facilitate evidence-based decision-making.</li>
<li>The analytics, policy briefs, reports etc developed by the Unit will be disseminated on regular basis on the Government forums such as CEOs, Medical Superintendent, DCs IRMNCH&amp;N Conferences and any other learning events organised by Departments.</li>
<li>The Unit will identify any possible areas where they can help cross validate data collected by the MERL component of this Programme such as Health Facility Assessment findings. Conversely, the Unit&rsquo;s deliverables such as policy briefs and analytics can be reviewed by the Programme&rsquo;s MERL team. This collaborative effort will further help identify areas for implementation research.</li>
</ul>
</ul><p>The UHC Delivery Unit will comprise a Team Manager (01), Associates (02), and Analysts (04) who will collectively work towards the successful implementation of the roadmap approach in UHC implementation. This Delivery Unit will work to improve the <b>UHC SCI, </b>a single indicator based on four proxy areas and their corresponding tracer indicators. The four proxy areas include Infectious Diseases (ID), Non-Communicable Diseases (NCD), Reproductive, Maternal, Newborn and Child Health (RMNCH) and Service Capacity and Access. Although the team knows that the UHC SCI Is currently calculated using data from demographic surveys, there will be an effort to map Input and outcome Indicators.</p>
<p></p>
<p><b>Position Title:</b> Team Manager &mdash; UHC Delivery Unit (Mid National)</p>
<p><b>
Duty Station:</b> Lahore (embedded within the Health &amp; Population Department)<br>
<b>Duration / LOE:</b> September 2025 &ndash;March 2026, full-time (LOE subject to change until the start of the TA)<br>
<b>Reporting To:</b> Provincial Team Leader / E4H Programme Team</p><br>
<p></p>
<p></p>
<p></p><p><b>Role Purpose</b></p>
<p>
The Team Manager will lead the Delivery Unit, ensuring effective planning, execution, and monitoring of health sector reforms aligned with UHC goals. The role requires a blend of strategic leadership, stakeholder engagement, and technical expertise in health systems, public sector reform, and performance management.</p>
<p><b>
Key Roles &amp; Responsibilities</b></p>
<ul>
<li>Provide overall leadership and management to the Delivery Unit team.</li>
<li>Coordinate with senior government officials, development partners, and technical departments to advance UHC reforms.</li>
<li>Lead the design and implementation of performance dashboards, monitoring frameworks, and quarterly performance reviews.</li>
<li>Define, monitor, and refine KPIs; lead stocktakes/performance routines; and translate analytics into actionable recommendations.</li>
<li>Oversee preparation of high-quality reports, briefs, and strategic presentations for decision-making at the highest levels.</li>
<li>Ensure effective integration of public health, population, and service delivery reforms into a unified agenda.</li>
<li>Develop and manage project roadmaps, timelines, and deliverables in collaboration with stakeholders.</li>
<li>Facilitate capacity building of departmental staff in planning, monitoring, and delivery management.</li>
<li>Provide technical guidance on health systems strengthening, including service delivery, supply chain, financing, and governance.</li>
<li>Oversee evidence-based decision-making by leveraging data analytics, health information systems (e.g., DHIS2, EMRs, HISDU dashboards), and digital solutions.</li>
<li>Ensure compliance with donor requirements, reporting standards, and program governance structures.</li>
</ul>
<p>All Programme/Terms of Reference content (Programme overview, Objectives, Sub-objectives, Phase-wise scope) remains unchanged.</p>
<p><b>
Requirements</b></p>
<p><i>
Technical Expertise</i></p>
<ul>
<li>Bachelor&rsquo;s or Master&rsquo;s degree in Public Health, Economics, Development Studies, Social Sciences, Management Sciences, Public Policy, or related fields (Master&rsquo;s preferred).</li>
<li>10years of progressively responsible experience, including demonstrable leadership of public-sector initiatives.</li>
<li>Proven track record of delivery/performance management of government-facing reforms.</li>
<li>Experience leading stocktakes, defining/monitoring KPIs, and generating policy-relevant insights from analytics.</li>
<li>Strong oversight of information systems and data workflows, including data-quality checks and understanding of interoperability/pipeline concepts.</li>
<li>Advanced proficiency in Microsoft 365 (Excel, PowerPoint) and at least one analytics/BI or statistical tool (Power BI, Tableau, STATA, or SPSS).</li>
<li>Excellent skills in drafting policy/advocacy briefs, analytical reports, and high-level presentations.</li>
<li>Working understanding of UHC/PHC frameworks and indicators, including their application for monitoring progress and equity gaps.</li>
</ul>
<p><i>Core Competencies</i></p>
<ul>
<li>Planning and delivering work to deadlines with quality assurance.</li>
<li>Influencing and managing stakeholders, especially government and development partners.</li>
<li>Analysis and use of information with strong commitment to data integrity and insight generation.</li>
<li>Decision-making and problem-solving under time pressure.</li>
<li>Leadership, team management, and collaborative working.</li></ul></div><p></p>

PN 03 - Ongoing Recruitment: STTA – Mid Level National – Team Manager, UHC Delivery Unit

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA:</b> <b>Institutionalisation of the Sustainable Training System and Development of Competency-Based Training Content with LMS Integration</b></p>
<p></p>
<p>Background and Problem Statement</p>
<p><i>Background</i></p>
<ul><li>The Health &amp; Population Department (H&amp;PD) was supported by Evidence for Health (E4H) Programme in the development of a Sustainable Training System (STS) to strengthen in-service training for health workers across Punjab.</li>
<li>A total of 30 training modules were identified in close consultation with the H&amp;PD based on Focus Group Discussions (FGDs) and Key Informant Interviews (KIIs) with various cadres of the health workforce (LHWs, LHVs, District Managers etc.). Out of these, Six prioritised training modules were developed and handed over (June 27, 2025) to PHDC for incorporation into LMS:
<ul><li>Public Health Supply Chain Management</li>
<li>Community Management of Acute Malnutrition</li>
<li>&#8288;Screening &amp; Diagnosis of Hepatitis B&amp;C</li>
<li>&#8288;Biostatistics &amp; Epidemiology</li>
<li>&#8288;Blood transfusion</li>
<li>&#8288;Infectious Prevention &amp; Control</li>
</ul></li><li>Provincial Health Development Centre (PHDC) and District Health Development Centres (DHDCs) provide training infrastructure, but current trainings remain fragmented, donor-driven, and not systematically institutionalised.</li>
<li>The National Health Support Programme (NHSP) requires Punjab to meet Disbursement Linked Results (DLRs) under DLI 2 (competency-based training for PHC providers) and DLI 10 (performance management).</li>
<li>A key challenge is incorporating the new competency-based framework within government structures and digitising content through a Learning Management System (LMS).</li>
<li>Without institutionalisation and LMS integration, gains from the Sustainable Training System risk remaining ad-hoc and unsustainable.</li>
</ul><p><i>Problem Statement</i></p>
<p>
E4H Programme has developed the Sustainable Training System for the H&amp;PD and a digital LMS platform is already in place housed in Health Information &amp; Service Delivery Unit (HISDU). However, the framework has not yet been fully functional within the Health &amp; Population Department (H&amp;PD), and there is a critical gap in developing standardised, competency-based training content that can be integrated into the LMS. This TA addresses the root issue by embedding the Sustainable Training System within H&amp;PD structures and developing competency-based training content for effective use of the LMS.</p>
<p>
Goal and Objective(s)</p>
<p>
The overall goal of this TA is To institutionalise the Sustainable Training System within the Health &amp; Population Department and digitising content through the Learning Management System (LMS).</p>
<p>
We will achieve this by pursuing 3 objectives:</p>
<div>
<ul><li>Develop competency-based training content aligned with EPHS.</li></ul>
<ul><li>Institutionalise training standards through LMS integration, optimisation, and handholding support.</li></ul>
<ul><li>Build government ownership for ongoing management and updating of training content.</li></ul>
</div><p>Strategic Approach</p>
<p><i>Contributions to health systems strengthening</i></p>
<p>
This TA addresses systemic gaps in workforce development by institutionalising competency-based training within H&amp;PD structures, digitising training content, and embedding it in the LMS. It strengthens governance, standardisation, and monitoring of training across Punjab, ensuring alignment with EPHS and NHSP DLIs.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
The TA builds directly on the Sustainable Training System Framework developed earlier through E4H support and complements earlier work on prioritised training needs for H&amp;PD workforce.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA aligns with World Bank&ndash;funded NHSP (DLIs 2 &amp; 10) and complements Japan International Cooperation Agency&rsquo;s (JICA) work on capacity building and digitalisation of training content for healthcare providers of H&amp;PD.</p>
<p>
Scope of Work and Methodology</p>
<p>
Phased Approach (Sept 2025 &ndash; March 2026)</p>
<p><b>
Phase 1: Inception &amp; Planning (Sept 2025)</b></p>
<ul>
<li>Hold inception meetings with H&amp;PD and HISDU.</li>
<li>Review current STS framework, LMS readiness, and priority content list.</li>
<li>Finalise training content to be developed in close consultation with H&amp;PD</li>
</ul>
<p>Implementation roadmap, validation mechanism, and responsibilities.</p>
<p><b>
Phase 2: Competency-Based Content Development (Oct &ndash; Dec 2025)</b></p>
<ul>
<li>Develop/Upgrade competency-based training content.</li>
<li>Ensure EPHS alignment and competency standards.</li>
<li>Conduct technical validation workshop with H&amp;PD.</li>
</ul>
<p><b>Phase 3: LMS Integration &amp; Optimisation (Nov 2025 &ndash; Jan 2026)</b></p>
<ul>
<li>Digitise and integrate validated content into HISDU&rsquo;s LMS in parallel with training content development.</li>
<li>Orient H&amp;PD staff on LMS use.</li>
</ul>
<p><b>Phase 4: Institutionalisation &amp; Handholding Support (Jan &ndash; Feb 2026)</b></p>
<ul>
<li>Develop SOPs and guidelines for competency-based training roll-out and quality assurance.</li>
<li>Support HISDU/PHDC in conducting first round of government-led LMS trainings.</li>
<li>Provide on-ground handholding support for HISDU staff during implementation.</li>
</ul>
<p><b>Phase 5: Consolidation &amp; Sustainability (Mar 2026)</b></p>
<ul>
<li>Finalise sustainability &amp; scale-up plan (covering identified topics and beyond).</li>
</ul><p>Sustainability: Capacity Building, Institutionalisation, and Transition Planning</p>
<ul><li>Dedicated capacity will be developed within H&amp;PD, particularly HISDU, for content management, LMS administration, and training governance. This will be achieved through orientation sessions, mentoring, and handholding support provided during the integration of modules and the initial roll-out of LMS-based trainings.</li>
<li>Competency-based training will be embedded within existing government structures by formalising roles and responsibilities across HISDU, PHDC, and DHDCs. SOPs and guidelines will be developed to standardise training processes, validation mechanisms, and quality assurance.</li>
<li>The Sustainable Training System will be aligned with the EPHS service package and NHSP DLI requirements, ensuring that training delivery becomes a core, mandatory function rather than an ad-hoc or donor-driven activity.</li>
<li>Sustainability will be further secured by enabling government staff to manage, update, and expand training content independently.</li>
</ul>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li>Inception Report &amp; Implementation Roadmap (incl. Slide Deck).</li></ul>
<ul><li>Competency-Based Training Content (aligned with EPHS).</li></ul>
<ul><li>LMS Integration &amp; Capacity Building Report.</li></ul>
<ul><li>Final Report with Institutionalisation Framework &amp; Sustainability Plan.</li></ul>
</div>
<p></p><p><b>Senior Institutional Development Expert (TA Team Lead &ndash; Senior National)</b></p>
<p><b>
LOE:</b> 70 days <i>(subject to change)</i></p>
<p><b>
Period:</b> Sep 2025 &ndash; Mar 2026</p>
<p><b>
Role Requirements</b><br>
Provide overall leadership for the TA, guide institutionalisation of STS, oversee SOPs and governance, ensure alignment with EPHS/NHSP DLIs, and facilitate government engagement.</p>
<p><b>
Technical Expertise</b><br>
Master&rsquo;s degree in Public Health, Health Policy, Health Systems Management, Social Sciences or relevant degree. Minimum 15 years&rsquo; overall experience. Experience in institutional development, health systems strengthening, and training system design in Pakistan. Demonstrated familiarity with EPHS, NHSP DLIs, and provincial health governance.</p>
<p><b>
Core Competencies</b><br>
Leadership &amp; team management; Stakeholder engagement; SOP and guideline development; Communication &amp; report writing; Strategic problem-solving.</p>
<p><b>
Deliverables</b></p>
<div>
Same as above.</div></div><p></p>

PN 21 - Ongoing Recruitment – STTA Senior National - Senior Institutional Development Expert (TA Team Lead)

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