Qureos Mentor

Palladium Pakistan Pvt Ltd

<div><div><div><div><b>Posted date</b></div> <div>17th September, 2025</div> <div><b>Last date to apply</b></div> <div>17th October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Finance
</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>Mid National - PFM Expert
</b></p><p><b><i>KPTA:</i></b><i> </i><b><i>Implementation of Facility-Level Budget and Expenditure Management Policy (Health Sector) &mdash; Expansion to Five Additional Districts</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
To support the implementation of the FLB-EMP by expanding from the first pilot district to ten districts (five already approved and five additional ones), institutionalising decentralised budgeting within government systems to enhance transparency, efficiency, and equity in primary healthcare financing.</p>
<p>
 This TA will achieve its goals via three objectives:</p>
<ul>
<li><b>Objective 1: </b>Strengthen the capacity of DHOs, Primary Care Management Committees (PCMCs), and PHC facility in-charges in planning, budgeting, and expenditure management, including supporting facility in-charges to perform Drawing and Disbursement Officer (DDO) functions.</li>
<li><b>Objective 2:</b> Institutionalise FLB-EMP processes within DoH systems (including Provincial Health Services Academy (PHSA), the Financial Cell, and Health Sector Reform Unit (HSRU)) through integration of Key Performance Indicators (KPIs), digital tools, and structured performance monitoring.</li>
<li><b>Objective 3:</b> Develop a scalable, province-wide implementation strategy for FLB-EMP grounded in lessons from five districts, ensuring sustainability through phased rollout, government buy-in, and stakeholder alignment.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This TA will contribute to health systems strengthening by advancing decentralised financing in KP's PHC sector. Building on the pilot in Peshawar and the ongoing expansion in four districts, it will extend support to an additional five NHSP-priority districts through facility-level planning, budgeting, and expenditure routines.</p>
<p>
The TA will institutionalise Direct Facility Financing (DFF), enabling evidence-informed decision-making using data from DHIS2, IMU, and EPHS costings, while leveraging FLB-EMP-linked KPIs and cost centres in the Integrated Financial Management Information System (IFMIS) to promote financial transparency and performance tracking. Through targeted capacity building of DHOs, facility managers, and PCMCs in these five districts, the TA will strengthen resilience, equity, and accountability in health service delivery.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This TA complements the ongoing first-phase expansion to four districts and will specifically focus on five additional NHSP-priority districts. It aligns closely with other E4H investments, leveraging the Sustainable Training System (STS) standardized modular curriculum to deliver accredited financial management training for District Health Officers, facility managers, and PCMCs, ensuring consistent capacity building across five districts. It will work in tandem with E4H&rsquo;s support to the National Health Support Programme (NHSP) in developing District Health Plans, integrating FLB-EMP budgeting tools to enable needs-based resource allocation for the EPHS. By fostering these synergies through PHSA-led training and NHSP planning processes, the TA will aim to enhance efficiency and impact, and advance financial autonomy, governance, and equity within KP&rsquo;s primary healthcare system.</p>
<p><b>
Alignment with other donors (if relevant)</b></p>
<p>
The KP Spending Effectively for Enhanced Development (SPEED) project has completed preliminary work on developing digital solutions to operationalise components of the FLB-EMP. The proposed TA will provide critical support to KP SPEED in testing these digital solutions across five additional districts. In parallel, the facility-level budgets will feed into the NHSP resource mapping exercise to support evidence-based allocation models for the EPHS. Furthermore, it will contribute to the ongoing development of DAPs in selected districts (where these overlap with the FLB districts) by ensuring that facility-level action plans, cost estimates, and budget submissions are aligned with DAP costing and planning frameworks developed under NHSP.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The initiative builds on the ongoing E4H support for implementing FLB-EMP in Peshawar and the four districts where expansion is currently underway by a separate TA team. This TOR covers the additional five NHSP-priority districts, to be supported by a dedicated new team that will work closely with, and in tandem with, the pilot/expansion team. This collaboration will ensure harmonisation of tools, consistency of approaches, and alignment of timelines across all nine districts.</p>
<p>
The purpose is to consolidate the lessons from the Peshawar pilot, and other districts ensure standardisation of tools and processes, and institutionalise FLB practices across a wider set of districts. Specifically, the pilot in Peshawar has achieved the following:</p>
<ul>
<li>Facility-level budgets were prepared for 100% of BHUs and RHCs in Peshawar and officially published in the FY 2025&ndash;26 KP Budget Book, marking a full transition from pooled to individual budgeting.</li>
<li>All HR expenditures were shifted from pooled cost centres to newly established facility-level cost centres, completing the technical transition within the IFMIS system. This configuration is now fully self-sustaining.</li>
<li>Facilities have begun executing budgets and processing transactions directly through their cost centres, with active financial flows now aligned to specific health facilities rather than aggregated pools. This has led to reduced bill processing delays and improved compliance with budget codes (quantitative figures can be inserted if available).</li>
<li>A set of KPIs for primary healthcare facilities was developed and endorsed by the Department. These are used to conduct quarterly budget execution reviews with PCMCs, laying the foundation for performance-linked budgeting.</li>
<li>A formal Working Group within the DoH has been established to oversee FLB-EMP rollout. This group includes representatives from NHSP and KP SPEED, both of which are mandated to support FLB implementation.</li>
<li>A province-wide FLB scale-up strategy has been co-developed with stakeholders and validated by the TWG, setting the stage for institutionalised, government-led expansion.</li>
</ul>
<p>The methodology for this TA will follow a phased, participatory approach that integrates provincial leadership, district-level implementation, and hands-on mentoring. The TA will build upon the work completed in the pilot and aim to strengthen decentralized financial management and advances capacity building, budget operationalization, and long-term scalability of reforms.</p>
<p>
It will leverage validated tools, processes, and institutional frameworks from Peshawar while adapting them for district-specific contexts. The TA will be delivered through a mix of orientations, practical tools, and technical support to embed facility-level planning, budgeting, and expenditure management into government systems. Focal points from the Financial Management Cell (FMC) and DoH Budget Wing will be actively involved in implementation.</p>
<p>
The scope of work is detailed below:</p>
<p><b>
Phase I &ndash; Initiation (</b><b>TWG endorsement, Orientation, and HR reconciliation across five additional districts)</b></p>
<ul>
<li>Re-engage the Technical Working Group (TWG) established in the pilot phase to endorse expansion, appraise progress, review lessons learnt, provide overarching strategic direction, and align on the five-district rollout.</li>
<li>Conduct joint orientation workshops (15 sessions) in five districts, where the TA team and Financial Management Cell (FMC) co-mentor DHO, RHC, Cat-D Hospital, and PCMCs staff on FLB principles and guidelines.</li>
<li>Undertake the Human Resources (HR) reconciliation process to distribute the pooled HR within the existing budget codes (i.e., pooled budgets for BHUs, RHCs, and Cat-D hospitals, respectively).[1] The HR reconciliation process will include:</li>
</ul><div><ul><li>Acquire Sanctioned Posts for FY 2025-26 for respective districts from Budget Officer VI of the Finance Department.</li></ul>
<ul><li>Obtain the latest standard posts criteria for each health facility from the Director General of Health Services (DGHS).</li></ul>
<ul><li>Distribute Basic Pay Scale (BPS) and designation-wise posts among concerned facilities (BHUs, RHCs &amp; Cat-D Hospitals).</li></ul>
<ul><li>Collect Payroll data from the District Accounts Officer (DAO).</li></ul>
<ul><li>Assign each employee to the respective Facility based on Sanctioned Strength.</li></ul>
</div>
<p><i>Checkpoint 1: Completion of HR reconciliation and endorsement by TWG.</i></p>
<p><b>
Phase 2 &ndash; Planning (Needs Assessments, Annual Action Plans, Facility Draft Budgets Prepared).</b></p>
<ul>
<li>Conduct sessions with facility managers to guide the needs assessment process, annual action plan preparation, and budget preparation using standardised templates for their respective health facilities.</li>
<li>Support DHOs in reviewing and compiling facility-level budgets aligned with FLB-EMP and EPHS costing tools.</li>
</ul>
<p><i>Checkpoint 2: Submission of compiled facility budgets from DHOs to DOH for consolidation.</i></p>
<p><b>
Phase 3 &ndash; Consolidation (Compilation and Consolidation of Budgets by DHOs; inclusion in FY 2026&ndash;27 Demand for Grant).</b></p>
<ul>
<li>Assist DHOs in consolidating and integrating budget estimates for submission into the FY 2026&ndash;27 Demand for Grant, aligning with Integrated DAP processes.</li>
<li>Hold a consultative validation workshop to refine the updated rollout strategy and ensure broad stakeholder ownership and commitment beyond the TA.</li>
</ul>
<p><i>Checkpoint 3: </i><i>Evidence of FLB reflected in FY 2026&ndash;27 Budget.
</i></p><p><b>Phase 4 &ndash; Execution (Facilities initiate expenditure routines, generate financial statements)</b></p>
<ul>
<li>Support configuration of position codes in the HR module of IFMIS in respective cost centres of BHUs, RHCs, and Cat-D hospitals.</li>
<li>Support RHCs and Cat-D hospitals in developing customised books of accounts and other templates for sanctioning and incurring expenditures out of their designated cost centres in five additional districts.</li>
<li>Provide hands-on mentoring to RHCs and Cat-D in exercising routines and protocols for incurring expenditures.</li>
<li>Support the DHO office, RHCs, and Cat-D hospitals in generating various financial statements as per the Policy and Guidelines.</li>
</ul>
<p><i>Checkpoint 4: </i><i>DOH validation of Q1 findings.</i></p>
<p><b>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>Capacity development is embedded throughout the TA via co-facilitated, hands-on training and mentoring, where PHSA and the FMC will play lead roles in delivering and institutionalising FLB practices, shifting from one-off orientations to embedded mentoring and learning-by-doing approaches.</li>
<li>A standardised training package on FLB-EMP, developed jointly with PHSA, will be integrated into the STS to ensure continuity and accreditation of training for DHOs, facility in-charges, and PCMCs.</li>
<li>Budgeting and expenditure tools, including facility-level templates, budget planning formats, and expenditure reporting forms, will be integrated into government-owned systems such as IFMIS and budget development workflows at the provincial level.</li>
<li>Each phase of the TA includes a structured handover process, enabling DOH staff to lead final-phase activities in the additional districts, with mentoring tapered off as institutional ownership strengthens. By Q2 of FY 2026&ndash;27, final implementation (Phase 5) activities in all five districts will be led by FMC and DOH staff with TA team playing a supporting role only.</li>
<li>The updated province-wide FLB rollout strategy, developed jointly with stakeholders and validated by the TWG, will set the roadmap for sustained expansion beyond the TA. It will include timelines, resource requirements, and accountability mechanisms.</li>
<li>By embedding tools, skills, and processes into existing institutional platforms and aligning with NHSP, EPHS, and SPEED initiatives, the TA will ensure that FLB implementation is sustained, government-led, and scalable beyond programme closure.</li>
</ul>
<div><p><b>Responsibilities</b></p>
<p>
The PFM Expert will work to achieve the following:</p>
<div>
<ul><li>Developing and implementing a detailed action plan for the pilot, conducting capacity-building sessions for facility staff and district-level officials, and supporting the preparation of facility-level budgets, annual action plans, and district health plans.</li></ul>
<ul><li>Support RHCs and Category-D hospitals in implementing financial management protocols, generating financial statements, and conducting budget execution reviews.</li></ul>
</div>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role will be 150 days from October &rsquo;25 &ndash; August &lsquo;2026.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Advanced degree in Public Financial Management, Economics, Public Administration, or a related field.</li>
<li>Extensive knowledge of public financial management, budgeting, and expenditure management frameworks, particularly at the facility level.</li>
<li>Proven experience in preparing facility-level budgets and expenditure tracking, preferably in the health sector.</li>
<li>Familiarity with relevant policy and guidelines relating to facility level budget and expenditure management in health sector.</li>
<li>Familiarity with the rules, regulations, and systems governing public financial management in Khyber Pakhtunkhwa in general and health sector in particular.</li>
</ul>
<p> <b><i>Competencies</i></b></p>
<ul>
<li>Strong analytical and problem-solving skills for identifying financial gaps and developing solutions.</li>
<li>Ability to manage relationships with government departments, local health officials, and other stakeholders.</li>
<li>Proficiency in communication and capacity-building skills to lead workshops and training sessions effectively.</li>
<li>Capable of managing project timelines, ensuring deliverables are met, and addressing emerging challenges dynamically.</li>
<li>Skilled in preparing detailed technical reports and policy recommendations.</li>
<li>Leadership skills for guiding teams and ensuring adherence to project goals.</li>
<li>Ability to work collaboratively across multi-disciplinary teams in health governance systems.</li></ul></div></div><p></p>

KPTA Expansion FLB - Mid Public Financial Management Expert

<div><div><div><div><b>Posted date</b></div> <div>29th August, 2025</div> <div><b>Last date to apply</b></div> <div>29th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Monitoring &amp; Evaluation
</div></div><br>
<div><div><b>Salary</b></div> <li></li>
</div><br>
<div><div><b>Type</b></div> <div>Consultancy</div><div></div>
</div><br>
<div><div><b>Experience</b></div> <div>10 years</div></div></div></div>
<br><p></p><div><p><b>Mid National</b> <b>- M&amp;E Associates (8, one per district)</b></p>
<p><b><i>
KP TA - Strengthening Provincial and District Systems to Deliver Quality Primary Health Care in Khyber Pakhtunkhwa</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
The goal of this technical assistance is to strengthen institutional capacity and promote a system-strengthening culture within the DOH to improve PHC services in the district health system. By enhancing governance, planning, and monitoring systems and leveraging the NHSP platform, the technical assistance will enable effective EPHS rollout, achievement of DLIs, and progress toward Universal Health Coverage (UHC) in KP. We will achieve this by pursuing three objectives:</p>
<p><b>
Objective 1:</b> Strengthen provincial-level governance, planning, and coordination to provide leadership and technical backstopping to district teams for EPHS and NHSP implementation.</p>
<p><b>
Objective 2:</b> Enhance monitoring, evaluation, and learning systems across provincial and district levels to institutionalize data-driven decision-making, ensure effective data flows and analysis, and sustain improvements beyond NHSP.</p>
<p><b>
Objective 3: </b>Build district-level capacity to design, implement, and monitor integrated resource plans, supported by structured provincial guidance and quality assurance to improve PHC service delivery.</p>
<p><b>
Objective 4: Institutionalize</b> district health system strengthening through functional District Health Planning and Management Teams (DHPMTs), integrated governance and coordination mechanisms, strengthened Monitoring and Evaluation (M&amp;E), and resource planning linked with provincial systems.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance will strengthen the health system by supporting the Government of KP to integrate and scale up its flagship PHC strengthening initiatives, the HCIP, NHSP, and the PHC Revamp. While the Good Governance Reform Roadmap is under implementation and policy revision has just begun, the technical assistance will harmonize these three major investments to ensure coherence, avoid duplication, and maximize impact at provincial and district levels. By embedding technical support within DOH structures, provincial teams will provide leadership and backstopping, while district teams will operationalize district plans based on prioritised Reproductive, Maternal, Newborn and Child Health (RMNCH) interventions of the EPHS rollout. In doing so, the technical assistance will institutionalize reforms beyond the temporary NHSP platform, reinforce PHC as the foundation of UHC, and accelerate measurable progress toward improved access, quality, and equity of essential services.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This techincial assistance builds directly on the UHC Implementation Roadmap developed by Evidence for Health (E4H) KP Programme in 2024, which identified systemic bottlenecks and proposed a phased strategy for EPHS rollout in KP. It complements ongoing E4H support to health financing reforms, facility-level budgeting, and strengthening of training systems, by providing the operational backbone at provincial and district levels. The technical assistance will also integrate specific actions from the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy (MSHWFS), and the Climate Health Adaptation Plan (CHAP) into district resource planning, ensuring that provincial strategies are effectively translated into district-level implementation. Critically, it supports the implementation of the approved KP Health Information and Service Delivery Unit (HISDU) PC-I, particularly through Human Resource Management Information System (HRMIS) strengthening and piloting of an Electronic Medical Records (EMR) system in one district. Together, these efforts create a coherent package of E4H support that strengthens primary health care (PHC) systems and accelerates measurable progress toward UHC in KP.</p>
<p><b>
Alignment with other donors</b></p>
<p>
The technical assistance embeds donor-funded activities into a unified provincial and district planning framework, helping reduce duplication and creating stronger synergies for PHC reform and EPHS rollout. It will incorporate recommendations from the Evidence for Health (E4H) Review of Global Health Initiatives&rsquo; Supported Interventions and Programmes in Pakistan into district resource planning, ensuring partner-supported interventions are integrated and aligned. This includes leveraging World Bank&ndash;financed NHSP investments to strengthen provincial and district capacities for strengthening PHC; improving monitoring and health information systems that support immunization and communicable disease control with support from Gavi and the Global Fund; and aligning with United Nations Children&rsquo;s Fund (UNICEF) community health programming and World Health Organization (WHO) initiatives on quality of care and service readiness.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
This technical assistance will support the DOH to strengthen district action plans as the primary vehicle for improving the coverage and quality of essential health services, operationalising the EPHS, and achieving NHSP DLIs.</p>
<p>
The technical assistance will adopt a phased approach, beginning with four priority districts (including Peshawar) and expanding quickly to four additional districts, while providing continuous provincial backstopping. This ensures reforms are embedded systematically, expanded rapidly, and aligned with the Good Governance Reform Roadmap.</p>
<p><b>
Phase I: </b><b>Technical Assistance for Evidence-Informed District Health Action Plans</b></p>
<p>
The technical assistance will strengthen the link between provincial reforms and district-level execution</p>
<p>
to deliver quality PHC, aligned with the Good Governance Reform Roadmap. As part of the broader technical assistance, resource planning &mdash; including the development of district action plans &mdash; will be introduced in eight districts, starting with four priority districts (Peshawar, Swat, Mardan, and Kohat) and later expanding to Abbottabad, Haripur, Malakand, and D.I. Khan. Specifically, the team will:</p>
<ul>
<li>Conduct rapid situational analyses in four priority districts, building on the E4H-supported financial gap analysis, to identify service delivery gaps, financing bottlenecks, workforce needs, M&amp;E challenges, and governance constraints.</li>
<li>Facilitate provincial&ndash;district consultations to co-develop costed DAPs focused on the DOH&rsquo;s prioritised interventions such as RMNCH and ensure they are aligned with the EPHS, NHSP DLIs, and provincial reform priorities.</li>
<li>Integrate specific actions from policies and strategies such as the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy, and the Climate Health Adaptation Plan (CHAP) into District Action Plans (DAPs), ensuring that district implementation is closely aligned with provincial priorities. Institutionalise a PHC quality assurance mechanism, aligned with the QOC Strategic Plan</li>
<li>Provide technical support to DHPMTs and District Technical Review Committees (DTRCs) to roll out DAPs, track progress, and address implementation challenges across all eight districts.</li>
<li>Document and apply lessons learned from the first four districts to guide expansion to the next four districts, ensuring a phased, evidence-informed, and scalable approach to DAP development and implementation.</li>
</ul>
<p><b>Phase II: </b><b>Strengthening Governance, Systems, and Accountability for PHC</b></p>
<p><b>
Provincial Level Support</b></p>
<ul>
<li>Governance and coordination: Harmonise provincial-level governance forums by strengthening their functionality and ensuring they are effectively used for integrated decision-making to support PHC. Align steering committees, Technical Working Groups (TWGs), and data governance bodies so that their agendas are responsive to district-level priorities and EPHS rollout needs.</li>
<li>M&amp;E and MEAL backbone: Strengthen provincial M&amp;E and Monitoring, Evaluation, Accountability and Learning (MEAL) systems, ensuring dashboards are fully utilised for analytics, performance tracking, and decision-making. Establish structured reporting and feedback loops so district progress informs provincial policy, and reforms are translated into district action. Support HSRU, IMU, and NHSP M&amp;E units to produce regular analytics and progress briefs.</li>
<li>HRMIS strengthening: Lead provincial-level Human Resource Management Information System (HRMIS) actions, validate and update HR records in collaboration with district teams, and align datasets with provincial requirements. Ensure HRMIS analysis is used for decision-making on staffing, linked with Sustainable Training System (STS) and HR management functions.</li>
<li>EMR model and rollout oversight: Contextualise and agree on an interoperable Electronic Medical Records (EMR) model (building on FCDO&rsquo;s investments), ensure interoperability with DHIS2 and HRMIS, and provide provincial oversight for phased rollout in districts.</li>
<li>Analytics and performance reviews: Support the use of dashboards and analytics in forums such as DHO conferences, MS conferences, and DG Health reviews, ensuring district profiling and performance tracking are institutionalised.</li>
</ul>
<p><b>District Level Support</b></p>
<ul>
<li>Governance mechanisms: Re-notify, harmonise, and functionalise DHPMTs and DTRCs as decision-making and performance review forums, directly linked to provincial oversight. Institutionalise these as core governance platforms for PHC and EPHS rollout.</li>
<li>M&amp;E and MEAL application: Implement the provincial M&amp;E/MEAL framework using district action plans (DAPs) as the basis. Conduct regular reviews of progress at DHPMT and DTRC meetings, feed results into provincial dashboards and performance discussions.</li>
<li>HRMIS validation and use: Work with HRMIS focal points to validate and update HR records, improve data quality, and ensure HRMIS is routinely used for workforce planning and decision-making at district level.</li>
<li>EMR implementation: Roll out the contextualised and interoperable EMR model in districts, starting with Peshawar as a pilot, ensuring integration with service delivery and linking with provincial information systems.</li>
<li>DAP implementation and monitoring: Support DAP implementation in the initial four districts (Peshawar, Swat, Mardan, Kohat), with DHPMTs monitoring progress, reviewing performance, and guiding corrective actions. Document lessons and apply them during expansion to the next four districts (Abbottabad, Haripur, Malakand, D.I. Khan).</li>
<li>Capacity building: Embed ongoing training and mentoring within implementation by supporting DHPMTs to identify new needs, access targeted capacity-building, and institutionalise stronger governance and accountability practices.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>This technical assistance embeds continuous capacity strengthening by working directly with DOH units (HSRU, IMU, FMC, NHSP M&amp;E, and DHPMTs) through hands-on mentoring, technical backstopping, and joint problem-solving. As outlined in the methodology, provincial experts will guide district teams, ensuring that skills in planning, monitoring, and decision-making are transferred and institutionalised.</li>
<li>Functions supported by this technical assistance &mdash; such as DAP development, HRMIS validation, and EMR rollout &mdash; are anchored in existing government platforms (DHPMTs, DTRCs, HISDU, and IMU) to ensure they remain functional beyond external support. The TA deliberately avoids parallel systems, instead strengthening DOH structures and aligning with the Good Governance Reform Roadmap, NHSP, and HISDU PC-I.</li>
</ul>
<p>By embedding TA within provincial and district structures, and ensuring all tools (MEAL framework, DAPs, dashboards, HRMIS, EMR) are fully owned by DOH staff, this support is designed for transition from day one. A phased approach (starting with 4 districts, expanding to 8) allows government ownership to deepen progressively, while capacity-building investments ensure continuity after E4H closure.</p>
<p><b>
Responsibilities</b></p>
<p>
The M&amp;E Associates (8, one per district) will work to achieve the following:</p>
<div>
<ul><li>District situational analysis contributions compiled for 8 DAPs.</li></ul>
<ul><li>Monthly district progress tracking reports submitted to DHPMTs and provincial team.</li></ul>
<ul><li>Meeting documentation (TORs, agendas, minutes) for DHPMT/DTRC sessions.</li></ul>
<ul><li>District data validation logs confirming accuracy of dashboard entries.</li></ul>
<ul><li>Lessons-learned briefs from district rollout experiences.</li></ul>
</div>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 140 days from <b>September 2025 &ndash; September 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Bachelor&rsquo;s in Public Health, Statistics, Economics, or related field.
</li><li>Expertise in DAP monitoring, data compilation, validation, and documentation at district level</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Field data collection, record-keeping, reporting accuracy, ability to work with district forums.</li></ul></div><p></p>

KP TA Primary Health Care - Mid M&E Associates (8, one per district)

<div><div><div><div><b>Posted date</b></div> <div>29th August, 2025</div> <div><b>Last date to apply</b></div> <div>29th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Finance
</div></div><br>
<div><div><b>Salary</b></div> <li></li>
</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>Senior National - Costing &amp; Health Financing Expert</b></p>
<p><b><i>
KP TA - Strengthening Provincial and District Systems to Deliver Quality Primary Health Care in Khyber Pakhtunkhwa</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
The goal of this technical assistance is to strengthen institutional capacity and promote a system-strengthening culture within the DOH to improve PHC services in the district health system. By enhancing governance, planning, and monitoring systems and leveraging the NHSP platform, the technical assistance will enable effective EPHS rollout, achievement of DLIs, and progress toward Universal Health Coverage (UHC) in KP. We will achieve this by pursuing three objectives:</p>
<p><b>
Objective 1:</b> Strengthen provincial-level governance, planning, and coordination to provide leadership and technical backstopping to district teams for EPHS and NHSP implementation.</p>
<p><b>
Objective 2:</b> Enhance monitoring, evaluation, and learning systems across provincial and district levels to institutionalize data-driven decision-making, ensure effective data flows and analysis, and sustain improvements beyond NHSP.</p>
<p><b>
Objective 3: </b>Build district-level capacity to design, implement, and monitor integrated resource plans, supported by structured provincial guidance and quality assurance to improve PHC service delivery.</p>
<p><b>
Objective 4: Institutionalize</b> district health system strengthening through functional District Health Planning and Management Teams (DHPMTs), integrated governance and coordination mechanisms, strengthened Monitoring and Evaluation (M&amp;E), and resource planning linked with provincial systems.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance will strengthen the health system by supporting the Government of KP to integrate and scale up its flagship PHC strengthening initiatives, the HCIP, NHSP, and the PHC Revamp. While the Good Governance Reform Roadmap is under implementation and policy revision has just begun, the technical assistance will harmonize these three major investments to ensure coherence, avoid duplication, and maximize impact at provincial and district levels. By embedding technical support within DOH structures, provincial teams will provide leadership and backstopping, while district teams will operationalize district plans based on prioritised Reproductive, Maternal, Newborn and Child Health (RMNCH) interventions of the EPHS rollout. In doing so, the technical assistance will institutionalize reforms beyond the temporary NHSP platform, reinforce PHC as the foundation of UHC, and accelerate measurable progress toward improved access, quality, and equity of essential services.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This techincial assistance builds directly on the UHC Implementation Roadmap developed by Evidence for Health (E4H) KP Programme in 2024, which identified systemic bottlenecks and proposed a phased strategy for EPHS rollout in KP. It complements ongoing E4H support to health financing reforms, facility-level budgeting, and strengthening of training systems, by providing the operational backbone at provincial and district levels. The technical assistance will also integrate specific actions from the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy (MSHWFS), and the Climate Health Adaptation Plan (CHAP) into district resource planning, ensuring that provincial strategies are effectively translated into district-level implementation. Critically, it supports the implementation of the approved KP Health Information and Service Delivery Unit (HISDU) PC-I, particularly through Human Resource Management Information System (HRMIS) strengthening and piloting of an Electronic Medical Records (EMR) system in one district. Together, these efforts create a coherent package of E4H support that strengthens primary health care (PHC) systems and accelerates measurable progress toward UHC in KP.</p>
<p><b>
Alignment with other donors</b></p>
<p>
The technical assistance embeds donor-funded activities into a unified provincial and district planning framework, helping reduce duplication and creating stronger synergies for PHC reform and EPHS rollout. It will incorporate recommendations from the Evidence for Health (E4H) Review of Global Health Initiatives&rsquo; Supported Interventions and Programmes in Pakistan into district resource planning, ensuring partner-supported interventions are integrated and aligned. This includes leveraging World Bank&ndash;financed NHSP investments to strengthen provincial and district capacities for strengthening PHC; improving monitoring and health information systems that support immunization and communicable disease control with support from Gavi and the Global Fund; and aligning with United Nations Children&rsquo;s Fund (UNICEF) community health programming and World Health Organization (WHO) initiatives on quality of care and service readiness.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
This technical assistance will support the DOH to strengthen district action plans as the primary vehicle for improving the coverage and quality of essential health services, operationalising the EPHS, and achieving NHSP DLIs.</p>
<p>
The technical assistance will adopt a phased approach, beginning with four priority districts (including Peshawar) and expanding quickly to four additional districts, while providing continuous provincial backstopping. This ensures reforms are embedded systematically, expanded rapidly, and aligned with the Good Governance Reform Roadmap.</p>
<p><b>
Phase I: </b><b>Technical Assistance for Evidence-Informed District Health Action Plans</b></p>
<p>
The technical assistance will strengthen the link between provincial reforms and district-level execution</p>
<p>
to deliver quality PHC, aligned with the Good Governance Reform Roadmap. As part of the broader technical assistance, resource planning &mdash; including the development of district action plans &mdash; will be introduced in eight districts, starting with four priority districts (Peshawar, Swat, Mardan, and Kohat) and later expanding to Abbottabad, Haripur, Malakand, and D.I. Khan. Specifically, the team will:</p>
<ul>
<li>Conduct rapid situational analyses in four priority districts, building on the E4H-supported financial gap analysis, to identify service delivery gaps, financing bottlenecks, workforce needs, M&amp;E challenges, and governance constraints.</li>
<li>Facilitate provincial&ndash;district consultations to co-develop costed DAPs focused on the DOH&rsquo;s prioritised interventions such as RMNCH and ensure they are aligned with the EPHS, NHSP DLIs, and provincial reform priorities.</li>
<li>Integrate specific actions from policies and strategies such as the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy, and the Climate Health Adaptation Plan (CHAP) into District Action Plans (DAPs), ensuring that district implementation is closely aligned with provincial priorities. Institutionalise a PHC quality assurance mechanism, aligned with the QOC Strategic Plan</li>
<li>Provide technical support to DHPMTs and District Technical Review Committees (DTRCs) to roll out DAPs, track progress, and address implementation challenges across all eight districts.</li>
<li>Document and apply lessons learned from the first four districts to guide expansion to the next four districts, ensuring a phased, evidence-informed, and scalable approach to DAP development and implementation.</li>
</ul>
<p><b>Phase II: </b><b>Strengthening Governance, Systems, and Accountability for PHC</b></p>
<p><b>
Provincial Level Support</b></p>
<ul>
<li>Governance and coordination: Harmonise provincial-level governance forums by strengthening their functionality and ensuring they are effectively used for integrated decision-making to support PHC. Align steering committees, Technical Working Groups (TWGs), and data governance bodies so that their agendas are responsive to district-level priorities and EPHS rollout needs.</li>
<li>M&amp;E and MEAL backbone: Strengthen provincial M&amp;E and Monitoring, Evaluation, Accountability and Learning (MEAL) systems, ensuring dashboards are fully utilised for analytics, performance tracking, and decision-making. Establish structured reporting and feedback loops so district progress informs provincial policy, and reforms are translated into district action. Support HSRU, IMU, and NHSP M&amp;E units to produce regular analytics and progress briefs.</li>
<li>HRMIS strengthening: Lead provincial-level Human Resource Management Information System (HRMIS) actions, validate and update HR records in collaboration with district teams, and align datasets with provincial requirements. Ensure HRMIS analysis is used for decision-making on staffing, linked with Sustainable Training System (STS) and HR management functions.</li>
<li>EMR model and rollout oversight: Contextualise and agree on an interoperable Electronic Medical Records (EMR) model (building on FCDO&rsquo;s investments), ensure interoperability with DHIS2 and HRMIS, and provide provincial oversight for phased rollout in districts.</li>
<li>Analytics and performance reviews: Support the use of dashboards and analytics in forums such as DHO conferences, MS conferences, and DG Health reviews, ensuring district profiling and performance tracking are institutionalised.</li>
</ul>
<p><b>District Level Support</b></p>
<ul>
<li>Governance mechanisms: Re-notify, harmonise, and functionalise DHPMTs and DTRCs as decision-making and performance review forums, directly linked to provincial oversight. Institutionalise these as core governance platforms for PHC and EPHS rollout.</li>
<li>M&amp;E and MEAL application: Implement the provincial M&amp;E/MEAL framework using district action plans (DAPs) as the basis. Conduct regular reviews of progress at DHPMT and DTRC meetings, feed results into provincial dashboards and performance discussions.</li>
<li>HRMIS validation and use: Work with HRMIS focal points to validate and update HR records, improve data quality, and ensure HRMIS is routinely used for workforce planning and decision-making at district level.</li>
<li>EMR implementation: Roll out the contextualised and interoperable EMR model in districts, starting with Peshawar as a pilot, ensuring integration with service delivery and linking with provincial information systems.</li>
<li>DAP implementation and monitoring: Support DAP implementation in the initial four districts (Peshawar, Swat, Mardan, Kohat), with DHPMTs monitoring progress, reviewing performance, and guiding corrective actions. Document lessons and apply them during expansion to the next four districts (Abbottabad, Haripur, Malakand, D.I. Khan).</li>
<li>Capacity building: Embed ongoing training and mentoring within implementation by supporting DHPMTs to identify new needs, access targeted capacity-building, and institutionalise stronger governance and accountability practices.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>This technical assistance embeds continuous capacity strengthening by working directly with DOH units (HSRU, IMU, FMC, NHSP M&amp;E, and DHPMTs) through hands-on mentoring, technical backstopping, and joint problem-solving. As outlined in the methodology, provincial experts will guide district teams, ensuring that skills in planning, monitoring, and decision-making are transferred and institutionalised.</li>
<li>Functions supported by this technical assistance &mdash; such as DAP development, HRMIS validation, and EMR rollout &mdash; are anchored in existing government platforms (DHPMTs, DTRCs, HISDU, and IMU) to ensure they remain functional beyond external support. The TA deliberately avoids parallel systems, instead strengthening DOH structures and aligning with the Good Governance Reform Roadmap, NHSP, and HISDU PC-I.</li>
</ul>
<p>By embedding TA within provincial and district structures, and ensuring all tools (MEAL framework, DAPs, dashboards, HRMIS, EMR) are fully owned by DOH staff, this support is designed for transition from day one. A phased approach (starting with 4 districts, expanding to 8) allows government ownership to deepen progressively, while capacity-building investments ensure continuity after E4H closure.</p>
<p><b>
Responsibilities</b></p>
<p>
The Costing &amp; Health Financing Expert will work to achieve the following:</p>
<div>
<ul><li>Gap analysis reports for 8 districts, endorsed by DOH.</li></ul>
<ul><li>8 costed DAPs with detailed budget breakdowns aligned to EPHS.</li></ul>
</div>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 56 days from <b>September 2025 &ndash; September 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Master&rsquo;s in health economics, Public Health, Finance, or related field.</li>
<li>Expertise in health financing, costing methodologies, budgeting, resource allocation, and NHSP DLI-linked financial flows.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Analytical skills, ability to model health financing scenarios, fiscal management, and capacity to support FMC and provincial finance teams.</li></ul></div><p></p>

KP TA Primary Health Care - Senior Costing & Health Financing Expert

<div><div><div><div><b>Posted date</b></div> <div>29th August, 2025</div> <div><b>Last date to apply</b></div> <div>29th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Government and Policy
</div></div><br>
<div><div><b>Salary</b></div> <li></li>
</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>Senior National - Governance Expert</b></p>
<p><b><i>
KP TA - Strengthening Provincial and District Systems to Deliver Quality Primary Health Care in Khyber Pakhtunkhwa</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
The goal of this technical assistance is to strengthen institutional capacity and promote a system-strengthening culture within the DOH to improve PHC services in the district health system. By enhancing governance, planning, and monitoring systems and leveraging the NHSP platform, the technical assistance will enable effective EPHS rollout, achievement of DLIs, and progress toward Universal Health Coverage (UHC) in KP. We will achieve this by pursuing three objectives:</p>
<p><b>
Objective 1:</b> Strengthen provincial-level governance, planning, and coordination to provide leadership and technical backstopping to district teams for EPHS and NHSP implementation.</p>
<p><b>
Objective 2:</b> Enhance monitoring, evaluation, and learning systems across provincial and district levels to institutionalize data-driven decision-making, ensure effective data flows and analysis, and sustain improvements beyond NHSP.</p>
<p><b>
Objective 3: </b>Build district-level capacity to design, implement, and monitor integrated resource plans, supported by structured provincial guidance and quality assurance to improve PHC service delivery.</p>
<p><b>
Objective 4: Institutionalize</b> district health system strengthening through functional District Health Planning and Management Teams (DHPMTs), integrated governance and coordination mechanisms, strengthened Monitoring and Evaluation (M&amp;E), and resource planning linked with provincial systems.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance will strengthen the health system by supporting the Government of KP to integrate and scale up its flagship PHC strengthening initiatives, the HCIP, NHSP, and the PHC Revamp. While the Good Governance Reform Roadmap is under implementation and policy revision has just begun, the technical assistance will harmonize these three major investments to ensure coherence, avoid duplication, and maximize impact at provincial and district levels. By embedding technical support within DOH structures, provincial teams will provide leadership and backstopping, while district teams will operationalize district plans based on prioritised Reproductive, Maternal, Newborn and Child Health (RMNCH) interventions of the EPHS rollout. In doing so, the technical assistance will institutionalize reforms beyond the temporary NHSP platform, reinforce PHC as the foundation of UHC, and accelerate measurable progress toward improved access, quality, and equity of essential services.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This techincial assistance builds directly on the UHC Implementation Roadmap developed by Evidence for Health (E4H) KP Programme in 2024, which identified systemic bottlenecks and proposed a phased strategy for EPHS rollout in KP. It complements ongoing E4H support to health financing reforms, facility-level budgeting, and strengthening of training systems, by providing the operational backbone at provincial and district levels. The technical assistance will also integrate specific actions from the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy (MSHWFS), and the Climate Health Adaptation Plan (CHAP) into district resource planning, ensuring that provincial strategies are effectively translated into district-level implementation. Critically, it supports the implementation of the approved KP Health Information and Service Delivery Unit (HISDU) PC-I, particularly through Human Resource Management Information System (HRMIS) strengthening and piloting of an Electronic Medical Records (EMR) system in one district. Together, these efforts create a coherent package of E4H support that strengthens primary health care (PHC) systems and accelerates measurable progress toward UHC in KP.</p>
<p><b>
Alignment with other donors</b></p>
<p>
The technical assistance embeds donor-funded activities into a unified provincial and district planning framework, helping reduce duplication and creating stronger synergies for PHC reform and EPHS rollout. It will incorporate recommendations from the Evidence for Health (E4H) Review of Global Health Initiatives&rsquo; Supported Interventions and Programmes in Pakistan into district resource planning, ensuring partner-supported interventions are integrated and aligned. This includes leveraging World Bank&ndash;financed NHSP investments to strengthen provincial and district capacities for strengthening PHC; improving monitoring and health information systems that support immunization and communicable disease control with support from Gavi and the Global Fund; and aligning with United Nations Children&rsquo;s Fund (UNICEF) community health programming and World Health Organization (WHO) initiatives on quality of care and service readiness.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
This technical assistance will support the DOH to strengthen district action plans as the primary vehicle for improving the coverage and quality of essential health services, operationalising the EPHS, and achieving NHSP DLIs.</p>
<p>
The technical assistance will adopt a phased approach, beginning with four priority districts (including Peshawar) and expanding quickly to four additional districts, while providing continuous provincial backstopping. This ensures reforms are embedded systematically, expanded rapidly, and aligned with the Good Governance Reform Roadmap.</p>
<p><b>
Phase I: </b><b>Technical Assistance for Evidence-Informed District Health Action Plans</b></p>
<p>
The technical assistance will strengthen the link between provincial reforms and district-level execution</p>
<p>
to deliver quality PHC, aligned with the Good Governance Reform Roadmap. As part of the broader technical assistance, resource planning &mdash; including the development of district action plans &mdash; will be introduced in eight districts, starting with four priority districts (Peshawar, Swat, Mardan, and Kohat) and later expanding to Abbottabad, Haripur, Malakand, and D.I. Khan. Specifically, the team will:</p>
<ul>
<li>Conduct rapid situational analyses in four priority districts, building on the E4H-supported financial gap analysis, to identify service delivery gaps, financing bottlenecks, workforce needs, M&amp;E challenges, and governance constraints.</li>
<li>Facilitate provincial&ndash;district consultations to co-develop costed DAPs focused on the DOH&rsquo;s prioritised interventions such as RMNCH and ensure they are aligned with the EPHS, NHSP DLIs, and provincial reform priorities.</li>
<li>Integrate specific actions from policies and strategies such as the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy, and the Climate Health Adaptation Plan (CHAP) into District Action Plans (DAPs), ensuring that district implementation is closely aligned with provincial priorities. Institutionalise a PHC quality assurance mechanism, aligned with the QOC Strategic Plan</li>
<li>Provide technical support to DHPMTs and District Technical Review Committees (DTRCs) to roll out DAPs, track progress, and address implementation challenges across all eight districts.</li>
<li>Document and apply lessons learned from the first four districts to guide expansion to the next four districts, ensuring a phased, evidence-informed, and scalable approach to DAP development and implementation.</li>
</ul>
<p><b>Phase II: </b><b>Strengthening Governance, Systems, and Accountability for PHC</b></p>
<p><b>
Provincial Level Support</b></p>
<ul>
<li>Governance and coordination: Harmonise provincial-level governance forums by strengthening their functionality and ensuring they are effectively used for integrated decision-making to support PHC. Align steering committees, Technical Working Groups (TWGs), and data governance bodies so that their agendas are responsive to district-level priorities and EPHS rollout needs.</li>
<li>M&amp;E and MEAL backbone: Strengthen provincial M&amp;E and Monitoring, Evaluation, Accountability and Learning (MEAL) systems, ensuring dashboards are fully utilised for analytics, performance tracking, and decision-making. Establish structured reporting and feedback loops so district progress informs provincial policy, and reforms are translated into district action. Support HSRU, IMU, and NHSP M&amp;E units to produce regular analytics and progress briefs.</li>
<li>HRMIS strengthening: Lead provincial-level Human Resource Management Information System (HRMIS) actions, validate and update HR records in collaboration with district teams, and align datasets with provincial requirements. Ensure HRMIS analysis is used for decision-making on staffing, linked with Sustainable Training System (STS) and HR management functions.</li>
<li>EMR model and rollout oversight: Contextualise and agree on an interoperable Electronic Medical Records (EMR) model (building on FCDO&rsquo;s investments), ensure interoperability with DHIS2 and HRMIS, and provide provincial oversight for phased rollout in districts.</li>
<li>Analytics and performance reviews: Support the use of dashboards and analytics in forums such as DHO conferences, MS conferences, and DG Health reviews, ensuring district profiling and performance tracking are institutionalised.</li>
</ul>
<p><b>District Level Support</b></p>
<ul>
<li>Governance mechanisms: Re-notify, harmonise, and functionalise DHPMTs and DTRCs as decision-making and performance review forums, directly linked to provincial oversight. Institutionalise these as core governance platforms for PHC and EPHS rollout.</li>
<li>M&amp;E and MEAL application: Implement the provincial M&amp;E/MEAL framework using district action plans (DAPs) as the basis. Conduct regular reviews of progress at DHPMT and DTRC meetings, feed results into provincial dashboards and performance discussions.</li>
<li>HRMIS validation and use: Work with HRMIS focal points to validate and update HR records, improve data quality, and ensure HRMIS is routinely used for workforce planning and decision-making at district level.</li>
<li>EMR implementation: Roll out the contextualised and interoperable EMR model in districts, starting with Peshawar as a pilot, ensuring integration with service delivery and linking with provincial information systems.</li>
<li>DAP implementation and monitoring: Support DAP implementation in the initial four districts (Peshawar, Swat, Mardan, Kohat), with DHPMTs monitoring progress, reviewing performance, and guiding corrective actions. Document lessons and apply them during expansion to the next four districts (Abbottabad, Haripur, Malakand, D.I. Khan).</li>
<li>Capacity building: Embed ongoing training and mentoring within implementation by supporting DHPMTs to identify new needs, access targeted capacity-building, and institutionalise stronger governance and accountability practices.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>This technical assistance embeds continuous capacity strengthening by working directly with DOH units (HSRU, IMU, FMC, NHSP M&amp;E, and DHPMTs) through hands-on mentoring, technical backstopping, and joint problem-solving. As outlined in the methodology, provincial experts will guide district teams, ensuring that skills in planning, monitoring, and decision-making are transferred and institutionalised.</li>
<li>Functions supported by this technical assistance &mdash; such as DAP development, HRMIS validation, and EMR rollout &mdash; are anchored in existing government platforms (DHPMTs, DTRCs, HISDU, and IMU) to ensure they remain functional beyond external support. The TA deliberately avoids parallel systems, instead strengthening DOH structures and aligning with the Good Governance Reform Roadmap, NHSP, and HISDU PC-I.</li>
</ul>
<p>By embedding TA within provincial and district structures, and ensuring all tools (MEAL framework, DAPs, dashboards, HRMIS, EMR) are fully owned by DOH staff, this support is designed for transition from day one. A phased approach (starting with 4 districts, expanding to 8) allows government ownership to deepen progressively, while capacity-building investments ensure continuity after E4H closure.</p>
<p><b>
Responsibilities</b></p>
<p>
The Governance Expert will work to achieve the following:</p>
<div>
<ul><li>Gap analysis reports for 8 districts, endorsed by DOH.</li></ul>
<ul><li>Governance findings section in 8 situational analysis reports.</li></ul>
<ul><li>Governance harmonisation framework document endorsed by DoH.</li></ul>
<ul><li>Updated TORs for UHC SCs, TWGs, DHPMTs, and DTRCs approved by DoH.</li></ul>
<ul><li>8 official re-notification letters for DHPMTs and DTRCs issued.</li></ul>
<ul><li>1 governance lessons-learned brief highlighting progress and institutionalisation recommendations.</li></ul>
</div>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 75 days from <b>September 2025 &ndash; September 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Master&rsquo;s in Public Administration, Political Science, Governance, Public Health, or related field. Expertise in institutional governance, accountability frameworks, and coordination of UHC SCs, TWGs, DHPMTs, and DTRCs..</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Consensus-building, negotiation, TOR development, operationalising forums, fostering transparency and accountability.</li></ul></div><p></p>

KP TA Primary Health Care - Senior Governance Expert

<div><div><div><div><b>Posted date</b></div> <div>29th August, 2025</div> <div><b>Last date to apply</b></div> <div>29th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Information and Communications Technology
</div></div><br>
<div><div><b>Salary</b></div> <li></li>
</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>Mid National -</b><b> </b><b>District IT/Programmers</b></p>
<p><b><i>
KP TA - Strengthening Provincial and District Systems to Deliver Quality Primary Health Care in Khyber Pakhtunkhwa</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
The goal of this technical assistance is to strengthen institutional capacity and promote a system-strengthening culture within the DOH to improve PHC services in the district health system. By enhancing governance, planning, and monitoring systems and leveraging the NHSP platform, the technical assistance will enable effective EPHS rollout, achievement of DLIs, and progress toward Universal Health Coverage (UHC) in KP. We will achieve this by pursuing three objectives:</p>
<p><b>
Objective 1:</b> Strengthen provincial-level governance, planning, and coordination to provide leadership and technical backstopping to district teams for EPHS and NHSP implementation.</p>
<p><b>
Objective 2:</b> Enhance monitoring, evaluation, and learning systems across provincial and district levels to institutionalize data-driven decision-making, ensure effective data flows and analysis, and sustain improvements beyond NHSP.</p>
<p><b>
Objective 3: </b>Build district-level capacity to design, implement, and monitor integrated resource plans, supported by structured provincial guidance and quality assurance to improve PHC service delivery.</p>
<p><b>
Objective 4: Institutionalize</b> district health system strengthening through functional District Health Planning and Management Teams (DHPMTs), integrated governance and coordination mechanisms, strengthened Monitoring and Evaluation (M&amp;E), and resource planning linked with provincial systems.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance will strengthen the health system by supporting the Government of KP to integrate and scale up its flagship PHC strengthening initiatives, the HCIP, NHSP, and the PHC Revamp. While the Good Governance Reform Roadmap is under implementation and policy revision has just begun, the technical assistance will harmonize these three major investments to ensure coherence, avoid duplication, and maximize impact at provincial and district levels. By embedding technical support within DOH structures, provincial teams will provide leadership and backstopping, while district teams will operationalize district plans based on prioritised Reproductive, Maternal, Newborn and Child Health (RMNCH) interventions of the EPHS rollout. In doing so, the technical assistance will institutionalize reforms beyond the temporary NHSP platform, reinforce PHC as the foundation of UHC, and accelerate measurable progress toward improved access, quality, and equity of essential services.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This techincial assistance builds directly on the UHC Implementation Roadmap developed by Evidence for Health (E4H) KP Programme in 2024, which identified systemic bottlenecks and proposed a phased strategy for EPHS rollout in KP. It complements ongoing E4H support to health financing reforms, facility-level budgeting, and strengthening of training systems, by providing the operational backbone at provincial and district levels. The technical assistance will also integrate specific actions from the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy (MSHWFS), and the Climate Health Adaptation Plan (CHAP) into district resource planning, ensuring that provincial strategies are effectively translated into district-level implementation. Critically, it supports the implementation of the approved KP Health Information and Service Delivery Unit (HISDU) PC-I, particularly through Human Resource Management Information System (HRMIS) strengthening and piloting of an Electronic Medical Records (EMR) system in one district. Together, these efforts create a coherent package of E4H support that strengthens primary health care (PHC) systems and accelerates measurable progress toward UHC in KP.</p>
<p><b>
Alignment with other donors</b></p>
<p>
The technical assistance embeds donor-funded activities into a unified provincial and district planning framework, helping reduce duplication and creating stronger synergies for PHC reform and EPHS rollout. It will incorporate recommendations from the Evidence for Health (E4H) Review of Global Health Initiatives&rsquo; Supported Interventions and Programmes in Pakistan into district resource planning, ensuring partner-supported interventions are integrated and aligned. This includes leveraging World Bank&ndash;financed NHSP investments to strengthen provincial and district capacities for strengthening PHC; improving monitoring and health information systems that support immunization and communicable disease control with support from Gavi and the Global Fund; and aligning with United Nations Children&rsquo;s Fund (UNICEF) community health programming and World Health Organization (WHO) initiatives on quality of care and service readiness.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
This technical assistance will support the DOH to strengthen district action plans as the primary vehicle for improving the coverage and quality of essential health services, operationalising the EPHS, and achieving NHSP DLIs.</p>
<p>
The technical assistance will adopt a phased approach, beginning with four priority districts (including Peshawar) and expanding quickly to four additional districts, while providing continuous provincial backstopping. This ensures reforms are embedded systematically, expanded rapidly, and aligned with the Good Governance Reform Roadmap.</p>
<p><b>
Phase I: </b><b>Technical Assistance for Evidence-Informed District Health Action Plans</b></p>
<p>
The technical assistance will strengthen the link between provincial reforms and district-level execution</p>
<p>
to deliver quality PHC, aligned with the Good Governance Reform Roadmap. As part of the broader technical assistance, resource planning &mdash; including the development of district action plans &mdash; will be introduced in eight districts, starting with four priority districts (Peshawar, Swat, Mardan, and Kohat) and later expanding to Abbottabad, Haripur, Malakand, and D.I. Khan. Specifically, the team will:</p>
<ul>
<li>Conduct rapid situational analyses in four priority districts, building on the E4H-supported financial gap analysis, to identify service delivery gaps, financing bottlenecks, workforce needs, M&amp;E challenges, and governance constraints.</li>
<li>Facilitate provincial&ndash;district consultations to co-develop costed DAPs focused on the DOH&rsquo;s prioritised interventions such as RMNCH and ensure they are aligned with the EPHS, NHSP DLIs, and provincial reform priorities.</li>
<li>Integrate specific actions from policies and strategies such as the Quality of Care (QOC) Strategic Plan, the Multisectoral Health Workforce Strategy, and the Climate Health Adaptation Plan (CHAP) into District Action Plans (DAPs), ensuring that district implementation is closely aligned with provincial priorities. Institutionalise a PHC quality assurance mechanism, aligned with the QOC Strategic Plan</li>
<li>Provide technical support to DHPMTs and District Technical Review Committees (DTRCs) to roll out DAPs, track progress, and address implementation challenges across all eight districts.</li>
<li>Document and apply lessons learned from the first four districts to guide expansion to the next four districts, ensuring a phased, evidence-informed, and scalable approach to DAP development and implementation.</li>
</ul>
<p><b>Phase II: </b><b>Strengthening Governance, Systems, and Accountability for PHC</b></p>
<p><b>
Provincial Level Support</b></p>
<ul>
<li>Governance and coordination: Harmonise provincial-level governance forums by strengthening their functionality and ensuring they are effectively used for integrated decision-making to support PHC. Align steering committees, Technical Working Groups (TWGs), and data governance bodies so that their agendas are responsive to district-level priorities and EPHS rollout needs.</li>
<li>M&amp;E and MEAL backbone: Strengthen provincial M&amp;E and Monitoring, Evaluation, Accountability and Learning (MEAL) systems, ensuring dashboards are fully utilised for analytics, performance tracking, and decision-making. Establish structured reporting and feedback loops so district progress informs provincial policy, and reforms are translated into district action. Support HSRU, IMU, and NHSP M&amp;E units to produce regular analytics and progress briefs.</li>
<li>HRMIS strengthening: Lead provincial-level Human Resource Management Information System (HRMIS) actions, validate and update HR records in collaboration with district teams, and align datasets with provincial requirements. Ensure HRMIS analysis is used for decision-making on staffing, linked with Sustainable Training System (STS) and HR management functions.</li>
<li>EMR model and rollout oversight: Contextualise and agree on an interoperable Electronic Medical Records (EMR) model (building on FCDO&rsquo;s investments), ensure interoperability with DHIS2 and HRMIS, and provide provincial oversight for phased rollout in districts.</li>
<li>Analytics and performance reviews: Support the use of dashboards and analytics in forums such as DHO conferences, MS conferences, and DG Health reviews, ensuring district profiling and performance tracking are institutionalised.</li>
</ul>
<p><b>District Level Support</b></p>
<ul>
<li>Governance mechanisms: Re-notify, harmonise, and functionalise DHPMTs and DTRCs as decision-making and performance review forums, directly linked to provincial oversight. Institutionalise these as core governance platforms for PHC and EPHS rollout.</li>
<li>M&amp;E and MEAL application: Implement the provincial M&amp;E/MEAL framework using district action plans (DAPs) as the basis. Conduct regular reviews of progress at DHPMT and DTRC meetings, feed results into provincial dashboards and performance discussions.</li>
<li>HRMIS validation and use: Work with HRMIS focal points to validate and update HR records, improve data quality, and ensure HRMIS is routinely used for workforce planning and decision-making at district level.</li>
<li>EMR implementation: Roll out the contextualised and interoperable EMR model in districts, starting with Peshawar as a pilot, ensuring integration with service delivery and linking with provincial information systems.</li>
<li>DAP implementation and monitoring: Support DAP implementation in the initial four districts (Peshawar, Swat, Mardan, Kohat), with DHPMTs monitoring progress, reviewing performance, and guiding corrective actions. Document lessons and apply them during expansion to the next four districts (Abbottabad, Haripur, Malakand, D.I. Khan).</li>
<li>Capacity building: Embed ongoing training and mentoring within implementation by supporting DHPMTs to identify new needs, access targeted capacity-building, and institutionalise stronger governance and accountability practices.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>This technical assistance embeds continuous capacity strengthening by working directly with DOH units (HSRU, IMU, FMC, NHSP M&amp;E, and DHPMTs) through hands-on mentoring, technical backstopping, and joint problem-solving. As outlined in the methodology, provincial experts will guide district teams, ensuring that skills in planning, monitoring, and decision-making are transferred and institutionalised.</li>
<li>Functions supported by this technical assistance &mdash; such as DAP development, HRMIS validation, and EMR rollout &mdash; are anchored in existing government platforms (DHPMTs, DTRCs, HISDU, and IMU) to ensure they remain functional beyond external support. The TA deliberately avoids parallel systems, instead strengthening DOH structures and aligning with the Good Governance Reform Roadmap, NHSP, and HISDU PC-I.</li>
</ul>
<p>By embedding TA within provincial and district structures, and ensuring all tools (MEAL framework, DAPs, dashboards, HRMIS, EMR) are fully owned by DOH staff, this support is designed for transition from day one. A phased approach (starting with 4 districts, expanding to 8) allows government ownership to deepen progressively, while capacity-building investments ensure continuity after E4H closure.</p>
<p><b>
Responsibilities</b></p>
<p>
The District IT/Programmers will work to achieve the following:</p>
<div>
<ul><li>Facility-level HRMIS validation reports submitted in assigned districts.</li></ul>
<ul><li>EMR pilot implementation report (Peshawar) including usage monitoring.</li></ul>
<ul><li>End-user training completion reports for district health staff.</li></ul>
<ul><li>Troubleshooting logs for district-level IT issues.</li></ul>
<ul><li>Fortnightly progress updates submitted to provincial IT team endorsed by E4H.</li></ul>
</div>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 70 days from <b>September 2025 &ndash; September 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Bachelor&rsquo;s or master&rsquo;s in computer science, IT, Health Informatics, or related field.</li>
<li>Expertise in HRMIS, EMR architecture and interoperability, DHIS2, and digital health platforms.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Systems integration, troubleshooting, programming, ensuring interoperability and data security.</li></ul></div><p></p>

KP TA Primary Health Care - Mid District IT/Programmers

<div><div><div><div><b>Posted date</b></div> <div>28th August, 2025</div> <div><b>Last date to apply</b></div> <div>28th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Human Resource
</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>Senior National - Human Resources Expert</b></p>
<p><b><i>
KP TA</i></b><i> - </i><b><i>Development of Khyber Pakhtunkhwa Health Policy (2025-30)</i></b><b><br>
</b></p><p></p><br>
<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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
To support the Health Department, KP in developing an inclusive, and evidence-informed KP Health Policy (2025&ndash;30) that is aligned with emerging health system priorities, governance reforms, fiscal realities, and UHC &amp; IHR ambitions.</p>
<p>
 This will be achieved via three objectives:</p>
<p><b>
Objective 1:</b> Consolidate technical inputs and evidence from thematic sub-groups, development partners and key stakeholders to inform policy priorities and direction.</p>
<p><b>
Objective 2:</b> Facilitate structured, multisectoral consultation processes to validate policy priorities, ensure alignment with provincial reform agendas, and build broad ownership across government and non-government actors.</p>
<p><b>
Objective 3:</b> Draft and finalise a comprehensive Health Policy (2025-30), addressing health system challenges and incorporating equity, resilience and UHC and IHR principles, with a clear implementation framework and alignment with available fiscal space and ongoing reforms.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance and its deliverable will strengthen KP&rsquo;s health system by developing a coherent, evidence-informed policy that addresses structural gaps in governance, financing, human resources, and service delivery. Drawing on the MTR and aligning it with ongoing reforms, the policy will enhance institutional accountability, promote efficient resource use, and guide progress toward UHC, PHC, IHR, and health-related SDGs.</p>
<p>
The revised policy will embed equity, resilience, and quality of care, prioritising underserved populations and improved service delivery. It will align with key frameworks including the National Health Vision (2016&ndash;25), draft National Health and Population Policy (2025&ndash;34), KP&rsquo;s Good Governance Reform Roadmap, and provincial policies from Punjab and Sindh, ensuring coherence across tiers of government and create and encourage interprovincial learning.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This TA builds on a portfolio of health system strengthening initiatives previously supported by E4H and other partners in KP. These include the Mid-Term Review of the KP Health Policy and Strategic Plan; the UHC Roadmap for Implementation; the KP Quality of Care Strategic Framework; Multisectoral Health Workforce Strategy; and the review of KP Health Foundation outsourced health facilities amongst others. The policy will serve as an umbrella framework, consolidating these strands into a coherent, actionable agenda for the 2025&ndash;30 period. This will ensure continuity across investments and enhance the impact and sustainability of previous and ongoing efforts.</p>
<p><b>
Alignment with other donors &amp; partners</b></p>
<p>
The policy revision process will be led by the Health Department&rsquo;s HSRU through Health Reform TWG. Key development partners&mdash;including UNICEF, WHO, E4H, FCDO, and the World Bank&mdash;will contribute to joint planning, consultations, and technical reviews.</p>
<ul>
<li>UNICEF will lead governance and policy consultations</li>
<li>WHO will provide guidance on health financing reforms</li>
<li>E4H will support M&amp;E, HRH, and systems strengthening</li>
<li>FCDO and WB will participate through harmonised partner sessions to ensure alignment with broader health sector reform investments</li>
</ul>
<p>These coordination mechanisms will ensure that the revised policy is both technically robust and donor-aligned, while reflecting national and provincial ownership.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The technical assistance will support the Health Department KP, through the HSRU, in producing the KP Health Policy (2025&ndash;30). The scope of work will focus on consolidating evidence, engaging stakeholders, and drafting a coherent, inclusive, and feasible policy that aligns with provincial reform priorities, fiscal realities, and the draft National Health and Population Policy.</p>
<p><b>
Phase I &ndash;</b> <b>Inception and Desk Review</b></p>
<ul>
<li>Conduct a desk review of relevant global, regional, national, and provincial health sector documents. These will include but not be limited to the National Health Vision 2016&ndash;25, draft National Health and Population Policy (2025-34), KP Health Policy 2018&ndash;25 and its mid-term review, UHC Roadmap, National Action Plan of Health Security (NAPHS 2024-28), Quality of Care Strategy, Health Workforce Strategy, KP EPHS, newborn and reproductive health strategies, as well as other published and unpublished documents, programme reports, and partner assessments.</li>
<li>Develop an inception report with a detailed work plan and agenda for provincial stakeholder consultations.</li>
</ul>
<p><b>Phase 2 &ndash; Evidence Synthesis and Stakeholder Engagement</b></p>
<ul>
<li>Collaborate with thematic sub-groups to gather input on governance, health financing, HR, M&amp;E, etc., as well as system bottlenecks, and develop vision, mission, and goals for the policy.</li>
<li>Conduct a quick gap analysis using secondary data and gathered inputs to assess political economy, institutional capacity, implementation bottlenecks, and emerging health priorities.</li>
<li>Consolidate existing analyses (UHC, PHC, Joint External Evaluation/ IHR, QOC, HRH, outsourcing evaluations etc.) to avoid duplication and derive policy priorities to produce a first draft of the Health Policy.</li>
</ul>
<p>Facilitate structured, multisectoral consultations through the TWG ensuring inclusion of development partners, provincial departments, and relevant stakeholders to validate findings, present draft policy priorities, and capture multisectoral feedback.</p>
<p><b>
Phase 3 &ndash; Drafting and Refinement</b></p>
<ul>
<li>Refine the draft through iterative feedback from the DOH, TWG, and development partners ensuring it is feasible, reform-aligned, and aligned with the draft National Health and Population Policy (2025-34).</li>
<li>Prepare a consultation report summarizing key outputs, recommendations, and next steps.</li>
<li>Develop a results-based monitoring framework for the revised policy, including SMART indicators, baselines, targets, data sources, and reporting timelines, aligned with UHC, PHC, IHR and SDG priorities.</li>
</ul>
<p><b>Phase 4 &ndash; Finalization and Dissemination</b></p>
<ul>
<li>Finalise the draft in close consultation with stakeholders and submit it to the Health Department, KP, for review and endorsement.</li>
<li>Support the official provincial dissemination event, including preparing a policy presentation and documenting the event.</li>
<li>Deliver final outputs including the approved Health Policy (hard and soft copies), reports, and dissemination materials.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>The policy revision process will be led by the Secretary of Health, and HSRU, ensuring that technical skills, methods, and processes remain institutionalised within government structures, the focal points of coordination for the E4H team will be the HSRU team.</li>
<li>Involving thematic sub-groups and Health Department-KP&rsquo;s staff throughout the evidence synthesis, drafting, and consultation process, the technical assistance will strengthen internal capacity in policy analysis, stakeholder engagement, and policy development.</li>
<li>The consultative mechanisms, templates, synthesis approaches, and monitoring and evaluation mechanisms developed under this technical assistance will be embedded within HSRU and Health Department-KP for use in evidence-based decision-making, future policy revisions, and sectoral strategy development.</li>
<li>The policy will provide a clear framework for future donor and partner investments, reducing fragmentation and ensuring smoother transition of reforms into government-led planning &amp; budgeting cycles.</li>
</ul>
<p><b>Responsibilities</b></p>
<p>
The HR Expert will work to achieve the following:</p>
<div>
<ul><li>Inputs to Inception Report &amp; Work Plan (HRH situation analysis, priority workforce gaps, and reference to key HR strategies)</li></ul>
<ul><li>Inputs to First Draft of KP Health Policy ((integration of HRH priorities, deployment/retention strategies, and alignment with EPHS norms)</li></ul>
<ul><li>Support to Provincial Consultation (presentation on HR challenges and strategies; documentation of stakeholder feedback on workforce issues)</li></ul>
<ul><li>Inputs to Refined Draft Policy (updated HR priorities and framework reflecting consultation feedback)</li></ul>
</div>
<p>Final Policy &amp; Dissemination Materials (contribution to final policy text and dissemination materials highlighting HR reforms)</p>
<p><b>
Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 40 days from <b>September 2025 &ndash; February 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Master&rsquo;s degree in human resources, Public Health, or Health Systems Management.</li>
<li>Expertise in health workforce planning, HRM systems, and policy development.</li>
<li>Familiarity with multisectoral health workforce strategies and EPHS norms.</li>
<li>Experience in HR deployment, retention, and performance management in LMICs.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Ability to conduct workforce analysis and projections.</li>
<li>Strong stakeholder engagement and cross-sector coordination.</li>
<li>Policy translation and strategy development skills.</li>
<li>Practical experience with HRMIS or HRH strengthening projects.</li></ul></div><p></p>

KP TA - Health Policy Senior Human Resource Expert

<div><div><div><div><b>Posted date</b></div> <div>28th August, 2025</div> <div><b>Last date to apply</b></div> <div>28th September, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Peshawar</div>
</div><br>
<div><div><b>Category</b></div> <div>Support
</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>Senior STTA - Service Delivery Management Expert</b></p>
<p><b><i>
KP TA</i></b><i> - </i><b><i>Development of Khyber Pakhtunkhwa Health Policy (2025-30)</i></b></p><p></p><p><b><br>
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 provides technical assistance (TA) to the Federal, Khyber Pakhtunkhwa (KP), and Punjab governments, and is being implemented by Palladium along with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports 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 delivers TA across three outputs:</p>
<p>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.</p>
<p>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p>
Output 3: Improved implementation of Universal Health Coverage, with a focus on ending preventable deaths.</p>
<p><b>
Position Summary</b></p>
<p>
To support the Health Department, KP in developing an inclusive, and evidence-informed KP Health Policy (2025&ndash;30) that is aligned with emerging health system priorities, governance reforms, fiscal realities, and UHC &amp; IHR ambitions.</p>
<p>
 This will be achieved via three objectives:</p>
<p><b>
Objective 1:</b> Consolidate technical inputs and evidence from thematic sub-groups, development partners and key stakeholders to inform policy priorities and direction.</p>
<p><b>
Objective 2:</b> Facilitate structured, multisectoral consultation processes to validate policy priorities, ensure alignment with provincial reform agendas, and build broad ownership across government and non-government actors.</p>
<p><b>
Objective 3:</b> Draft and finalise a comprehensive Health Policy (2025-30), addressing health system challenges and incorporating equity, resilience and UHC and IHR principles, with a clear implementation framework and alignment with available fiscal space and ongoing reforms.</p>
<p><b>
Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b></p>
<p>
This technical assistance and its deliverable will strengthen KP&rsquo;s health system by developing a coherent, evidence-informed policy that addresses structural gaps in governance, financing, human resources, and service delivery. Drawing on the MTR and aligning it with ongoing reforms, the policy will enhance institutional accountability, promote efficient resource use, and guide progress toward UHC, PHC, IHR, and health-related SDGs.</p>
<p>
The revised policy will embed equity, resilience, and quality of care, prioritising underserved populations and improved service delivery. It will align with key frameworks including the National Health Vision (2016&ndash;25), draft National Health and Population Policy (2025&ndash;34), KP&rsquo;s Good Governance Reform Roadmap, and provincial policies from Punjab and Sindh, ensuring coherence across tiers of government and create and encourage interprovincial learning.</p>
<p><b>
Alignment with other E4H TAs/investments</b></p>
<p>
This TA builds on a portfolio of health system strengthening initiatives previously supported by E4H and other partners in KP. These include the Mid-Term Review of the KP Health Policy and Strategic Plan; the UHC Roadmap for Implementation; the KP Quality of Care Strategic Framework; Multisectoral Health Workforce Strategy; and the review of KP Health Foundation outsourced health facilities amongst others. The policy will serve as an umbrella framework, consolidating these strands into a coherent, actionable agenda for the 2025&ndash;30 period. This will ensure continuity across investments and enhance the impact and sustainability of previous and ongoing efforts.</p>
<p><b>
Alignment with other donors &amp; partners</b></p>
<p>
The policy revision process will be led by the Health Department&rsquo;s HSRU through Health Reform TWG. Key development partners&mdash;including UNICEF, WHO, E4H, FCDO, and the World Bank&mdash;will contribute to joint planning, consultations, and technical reviews.</p>
<ul>
<li>UNICEF will lead governance and policy consultations</li>
<li>WHO will provide guidance on health financing reforms</li>
<li>E4H will support M&amp;E, HRH, and systems strengthening</li>
<li>FCDO and WB will participate through harmonised partner sessions to ensure alignment with broader health sector reform investments</li>
</ul>
<p>These coordination mechanisms will ensure that the revised policy is both technically robust and donor-aligned, while reflecting national and provincial ownership.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The technical assistance will support the Health Department KP, through the HSRU, in producing the KP Health Policy (2025&ndash;30). The scope of work will focus on consolidating evidence, engaging stakeholders, and drafting a coherent, inclusive, and feasible policy that aligns with provincial reform priorities, fiscal realities, and the draft National Health and Population Policy.</p>
<p><b>
Phase I &ndash;</b> <b>Inception and Desk Review</b></p>
<ul>
<li>Conduct a desk review of relevant global, regional, national, and provincial health sector documents. These will include but not be limited to the National Health Vision 2016&ndash;25, draft National Health and Population Policy (2025-34), KP Health Policy 2018&ndash;25 and its mid-term review, UHC Roadmap, National Action Plan of Health Security (NAPHS 2024-28), Quality of Care Strategy, Health Workforce Strategy, KP EPHS, newborn and reproductive health strategies, as well as other published and unpublished documents, programme reports, and partner assessments.</li>
<li>Develop an inception report with a detailed work plan and agenda for provincial stakeholder consultations.</li>
</ul>
<p><b>Phase 2 &ndash; Evidence Synthesis and Stakeholder Engagement</b></p>
<ul>
<li>Collaborate with thematic sub-groups to gather input on governance, health financing, HR, M&amp;E, etc., as well as system bottlenecks, and develop vision, mission, and goals for the policy.</li>
<li>Conduct a quick gap analysis using secondary data and gathered inputs to assess political economy, institutional capacity, implementation bottlenecks, and emerging health priorities.</li>
<li>Consolidate existing analyses (UHC, PHC, Joint External Evaluation/ IHR, QOC, HRH, outsourcing evaluations etc.) to avoid duplication and derive policy priorities to produce a first draft of the Health Policy.</li>
</ul>
<p>Facilitate structured, multisectoral consultations through the TWG ensuring inclusion of development partners, provincial departments, and relevant stakeholders to validate findings, present draft policy priorities, and capture multisectoral feedback.</p>
<p><b>
Phase 3 &ndash; Drafting and Refinement</b></p>
<ul>
<li>Refine the draft through iterative feedback from the DOH, TWG, and development partners ensuring it is feasible, reform-aligned, and aligned with the draft National Health and Population Policy (2025-34).</li>
<li>Prepare a consultation report summarizing key outputs, recommendations, and next steps.</li>
<li>Develop a results-based monitoring framework for the revised policy, including SMART indicators, baselines, targets, data sources, and reporting timelines, aligned with UHC, PHC, IHR and SDG priorities.</li>
</ul>
<p><b>Phase 4 &ndash; Finalization and Dissemination</b></p>
<ul>
<li>Finalise the draft in close consultation with stakeholders and submit it to the Health Department, KP, for review and endorsement.</li>
<li>Support the official provincial dissemination event, including preparing a policy presentation and documenting the event.</li>
<li>Deliver final outputs including the approved Health Policy (hard and soft copies), reports, and dissemination materials.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>The policy revision process will be led by the Secretary of Health, and HSRU, ensuring that technical skills, methods, and processes remain institutionalised within government structures, the focal points of coordination for the E4H team will be the HSRU team.</li>
<li>Involving thematic sub-groups and Health Department-KP&rsquo;s staff throughout the evidence synthesis, drafting, and consultation process, the technical assistance will strengthen internal capacity in policy analysis, stakeholder engagement, and policy development.</li>
<li>The consultative mechanisms, templates, synthesis approaches, and monitoring and evaluation mechanisms developed under this technical assistance will be embedded within HSRU and Health Department-KP for use in evidence-based decision-making, future policy revisions, and sectoral strategy development.</li>
<li>The policy will provide a clear framework for future donor and partner investments, reducing fragmentation and ensuring smoother transition of reforms into government-led planning &amp; budgeting cycles.</li>
</ul>
<p><b>Responsibilities</b></p>
<p>
The Service Delivery Management Expert will work to achieve the following:</p>
<div>
<ul><li>Inputs to Inception Report &amp; Work Plan (mapping of key service delivery challenges, priorities, and documents for review)</li></ul>
<ul><li>Inputs to First Draft of KP Health Policy (First draft policy includes service delivery section; validated by HSRU/DOH/E4H)</li></ul>
<ul><li>Support to Provincial Consultation (presentation on service delivery bottlenecks and proposed reforms; documentation of feedback)</li></ul>
<ul><li>Inputs to Refined Draft Policy revised service delivery priorities and implementation arrangements reflecting consultation feedback)</li></ul>
</div>
<p>Final Policy &amp; Dissemination Materials (contribution to final policy text and inputs to dissemination materials on service delivery reforms)</p>
<p><b>
Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 40 days from <b>September 2025 &ndash; February 2026</b>.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Master&rsquo;s degree in public health, Health Services Management, or related field.</li>
<li>Technical expertise in PHC organization, service delivery models, and hospital management.</li>
<li>Experience in strengthening service delivery systems and integrating UHC/PHC reforms.</li>
<li>Familiarity with quality of care, referral protocols, and district health management.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Strong operational and problem-solving skills.</li>
<li>Ability to design practical service delivery solutions.</li>
<li>Systems-thinking approach to reforms.</li>
<li>Strong facilitation and change management skills.</li></ul></div><p></p>

KP TA - Health Policy Senior Service Delivery Management Expert

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