Qureos Mentor

Palladium Pakistan Pvt Ltd

<div><div><div><div><b>Posted date</b></div> <div>20th August, 2025</div> <div><b>Last date to apply</b></div> <div>20th 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>Analyst
</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>Mid STTA - Analyst Legal Affairs</p>
<p>KP TA - Support to DOH on Legal Framework Reforms to Enhance Governance and Health System Outcomes in KP</p><p></p><p><br>
Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The goal of this technical assistance is to strengthen the health sector&rsquo;s legal and regulatory framework by removing redundancies, eliminating overlaps, and clarifying governance pathways through the revision of Acts and development of standardised Rules and Service Structures, ensuring effective enforcement and improved governance, health system outcomes and service delivery in quality standards, rehabilitation, public&ndash;private partnerships, and human resource management.</p>
<p>
We will achieve this by pursuing two objectives:</p>
<p>
Objective 1: Revise selected health-related Acts to remove redundancies, resolve overlapping functions, and align with current governance, service delivery, and regulatory priorities.</p>
<p>
Objective 2: Develop Rules and Service Structures to establish clear mandates, strengthen enforcement mechanisms, and support effective implementation across quality standards, rehabilitation services, public&ndash;private partnerships, and human resource management.</p><p></p><p><br>
Strategic Approach</p>
<p>Contributions to health systems strengthening</p>
<p>
This technical assistance will address priority governance challenges in the health sector by revising and operationalising selected legal instruments. Updated Acts and accompanying Rules will clarify institutional mandates, streamline institutional mechanisms, and align regulatory frameworks with the DOH&rsquo;s current priorities and reform roadmap. The revisions will remove redundancies, resolve overlaps, establish consistent service structures, strengthen enforcement capacity, and embed clear quality standards. The resulting framework will enhance rehabilitation services, improve the governance of public&ndash;private partnerships, ensure effective workforce deployment, and create enforceable mechanisms for accountability. By aligning legislation with operational realities, the intervention will strengthen governance, improve regulatory compliance, enhance institutional responsiveness, and support equitable, high-quality health service delivery ultimately contributing to a more coherent, stable, and effective health system.</p><p></p><p><br>
Alignment with other E4H TAs/investments</p>
<p>
This technical assistance will provide the strategic foundation for standardised service structures and strengthened governance mechanisms, supporting the implementation of other E4H-supported reforms such as Human Resource Management Information System (HRMIS) validation, facility-level budgeting, and governance platform operationalisation. It will also align with the Health Foundation (HF) evaluation of outsourced health facilities, using its evidence alongside the multi-sectoral health workforce strategy to ensure the revised Acts enable practical implementation, including &ldquo;One Health&rdquo; approaches. Furthermore, findings from federal scoping reviews of laws will inform the drafting process, ensuring that the Acts are evidence-based, aligned with national legal frameworks, and positioned to support integrated, high-quality service delivery across the health sector.</p><p></p><p><br>
Alignment with other donors &amp; partners</p>
<p>
This technical assistance will coordinate with other donor-funded projects by mapping who is active in legal, governance, and human resource reforms, and aligning timelines, priorities, and technical approaches. It will use partners&rsquo; evidence, tools, and lessons learned to shape the revision of Acts and development of rules, ensuring consistency and complementarity across programmes.</p><p></p><p><br>
Scope of Work and Methodology</p>
<p>
This technical assistance will be delivered by a team under the support and guidance of the Health Sector Reform Unit (HSRU) and the Office of the Director General Health Services (DGHS), working closely with both through phased stages from review to adoption to ensure continuous stakeholder engagement and consensus building.</p><p></p><p><b><br>
Checkpoint 1&ndash; Diagnostic Review and Gap Analysis</b></p>
<ul>
<li><p>Undertake a comprehensive legal review of the four Acts requiring revision, namely the PIPOS Act, the Act for Regulating Paraplegic Center Peshawar, the KP HCC Act, and the KP BTA Act.</p>
</li>
<li><p>Assess the existence, adequacy, and applicability of Rules and Service Structures for the nine identified Acts, including the PIPOS Act, Paraplegic Act, Independent Monitoring Unit (IMU) Act, BTA Act, Regional Blood Centre (RBC) Act, KP Employees Regularization Acts of 2017 and 2018, and KP Employees (Erstwhile FATA) Regularization Acts of 2021 and 2022.</p>
</li>
<li><p>Identify specific provisions that are outdated, inconsistent, or contradictory to current governance and service delivery priorities.</p>
</li>
<li><p>Engage with key stakeholders including the Law Department, Establishment Department, Finance Department, Department of Health units, and institutional boards to validate identified gaps and collect additional inputs.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 2&ndash; Drafting and Technical Review</b></p>
<ul>
<li><p>Prepare revised drafts of the four Acts, incorporating updated provisions that address current governance challenges, strengthen regulatory and enforcement mechanisms, establish quality standards, support rehabilitation services, enhance public&ndash;private partnerships, and align with overall health sector priorities, including human resource standards.</p>
</li>
<li><p>Draft Rules and Service Structures for the nine Acts, ensuring these define clear organisational mandates, institutional mechanisms, quality assurance measures, and service delivery pathways.</p>
</li>
<li><p>Integrate feedback from relevant legal precedents, federal scoping reviews of laws, sectoral evaluations such as the HF evaluation, and other evidence-based assessments to strengthen the drafts.</p>
</li>
<li><p>Conduct structured technical review meetings with the DOH, HSRU, the Office of the DGHS, legal experts, technical specialists, and institutional stakeholders to refine and finalise the drafts.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 3&ndash; Validation, Finalisation, and Submission</b></p>
<ul>
<li><p>Organise validation workshops with all relevant stakeholders, including those engaged through the E4H-supported intersectoral coordination mechanism, to secure consensus on the revised Acts and newly developed Rules and Service Structures.</p>
</li>
<li><p>Incorporate all agreed changes from validation sessions to produce finalised legislative and regulatory documents.</p>
</li>
<li><p>Submit the complete set of final drafts to the Law Department for legal vetting, legislative processing, and approval, ensuring DOH/HSRU oversight throughout the process.</p></li></ul><p><br>
</p>
<p>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul>
<li><p>Capacity building will be embedded through on-the-job mentoring of DOH staff, enabling them to interpret, apply, and periodically review revised Acts, Rules, and Service Structures.</p>
</li>
<li><p>Institutionalisation will be achieved through the HSRU by incorporating the revised Acts, Rules, and Service Structures into DOH and HSRU policy manuals, integrating them into the HRMIS, and issuing formal notifications through official government channels.</p>
</li>
</ul><p>Sustainability will be reinforced by linking this TA with existing reform processes, such as the HF evaluation follow-up, the multi-sectoral health workforce strategy, and federal scoping reviews of laws, ensuring that the legislative and service structure reforms remain relevant, evidence-based, and adaptable over time.</p><p></p><p><br>
Responsibilities</p>
<p>
The Analyst Legal Affairs will work to achieve the following:</p>
<div>
<ul><li><p>Legal research briefs and summaries.</p>
</li></ul>
<ul><li><p>Documentation of legal stakeholder inputs.</p>
</li></ul>
<ul><li><p>Maintained and updated versions of legal drafts with tracked changes.</p></li></ul></div><p><br>
</p>
<p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 70 days from <b>August 2025 &ndash; January 2026</b>.</p><br>
<p></p>
<p>
Requirement</p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li><p>Knowledge of legislative review and legal research methodologies.</p>
</li>
<li><p>Experience in compiling legal evidence, case law, and precedents.</p>
</li>
<li><p>Skilled in drafting legal summaries and maintaining version control of legal documents.</p>
</li>
<li><p>Familiarity with health-related legislation and governance frameworks.</p></li></ul><br>
<div>
</div><p><b><i>Competencies</i></b></p>
<ul>
<li><p>Strong research and writing skills.</p>
</li>
<li><p>Detail-oriented with excellent document management capabilities.</p>
</li>
<li><p>Ability to work collaboratively with senior legal experts.</p>
</li>
</ul><ul><li><p>Competence in coordinating inputs from multiple stakeholders</p></li></ul></div><p></p>

KP TA - DOH On going Recruitment Mid Analyst Legal Affairs

<div><div><div><div><b>Posted date</b></div> <div>20th August, 2025</div> <div><b>Last date to apply</b></div> <div>20th 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>Program Management
</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>Senior STTA - HR Policy Expert with strategic and policy-level expertise</p>
<p>KP TA - Support to DOH on Legal Framework Reforms to Enhance Governance and Health System Outcomes in KP</p><p></p><p><br>
Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The goal of this technical assistance is to strengthen the health sector&rsquo;s legal and regulatory framework by removing redundancies, eliminating overlaps, and clarifying governance pathways through the revision of Acts and development of standardised Rules and Service Structures, ensuring effective enforcement and improved governance, health system outcomes and service delivery in quality standards, rehabilitation, public&ndash;private partnerships, and human resource management.</p>
<p>
We will achieve this by pursuing two objectives:</p>
<p>
Objective 1: Revise selected health-related Acts to remove redundancies, resolve overlapping functions, and align with current governance, service delivery, and regulatory priorities.</p>
<p>
Objective 2: Develop Rules and Service Structures to establish clear mandates, strengthen enforcement mechanisms, and support effective implementation across quality standards, rehabilitation services, public&ndash;private partnerships, and human resource management.</p><p></p><p><br>
Strategic Approach</p>
<p>Contributions to health systems strengthening</p>
<p>
This technical assistance will address priority governance challenges in the health sector by revising and operationalising selected legal instruments. Updated Acts and accompanying Rules will clarify institutional mandates, streamline institutional mechanisms, and align regulatory frameworks with the DOH&rsquo;s current priorities and reform roadmap. The revisions will remove redundancies, resolve overlaps, establish consistent service structures, strengthen enforcement capacity, and embed clear quality standards. The resulting framework will enhance rehabilitation services, improve the governance of public&ndash;private partnerships, ensure effective workforce deployment, and create enforceable mechanisms for accountability. By aligning legislation with operational realities, the intervention will strengthen governance, improve regulatory compliance, enhance institutional responsiveness, and support equitable, high-quality health service delivery ultimately contributing to a more coherent, stable, and effective health system.</p><p></p><p><br>
Alignment with other E4H TAs/investments</p>
<p>
This technical assistance will provide the strategic foundation for standardised service structures and strengthened governance mechanisms, supporting the implementation of other E4H-supported reforms such as Human Resource Management Information System (HRMIS) validation, facility-level budgeting, and governance platform operationalisation. It will also align with the Health Foundation (HF) evaluation of outsourced health facilities, using its evidence alongside the multi-sectoral health workforce strategy to ensure the revised Acts enable practical implementation, including &ldquo;One Health&rdquo; approaches. Furthermore, findings from federal scoping reviews of laws will inform the drafting process, ensuring that the Acts are evidence-based, aligned with national legal frameworks, and positioned to support integrated, high-quality service delivery across the health sector.</p><p></p><p><br>
Alignment with other donors &amp; partners</p>
<p>
This technical assistance will coordinate with other donor-funded projects by mapping who is active in legal, governance, and human resource reforms, and aligning timelines, priorities, and technical approaches. It will use partners&rsquo; evidence, tools, and lessons learned to shape the revision of Acts and development of rules, ensuring consistency and complementarity across programmes.</p><p></p><p><br>
Scope of Work and Methodology</p>
<p>
This technical assistance will be delivered by a team under the support and guidance of the Health Sector Reform Unit (HSRU) and the Office of the Director General Health Services (DGHS), working closely with both through phased stages from review to adoption to ensure continuous stakeholder engagement and consensus building.</p><p></p><p><b><br>
Checkpoint 1&ndash; Diagnostic Review and Gap Analysis</b></p>
<ul>
<li><p>Undertake a comprehensive legal review of the four Acts requiring revision, namely the PIPOS Act, the Act for Regulating Paraplegic Center Peshawar, the KP HCC Act, and the KP BTA Act.</p>
</li>
<li><p>Assess the existence, adequacy, and applicability of Rules and Service Structures for the nine identified Acts, including the PIPOS Act, Paraplegic Act, Independent Monitoring Unit (IMU) Act, BTA Act, Regional Blood Centre (RBC) Act, KP Employees Regularization Acts of 2017 and 2018, and KP Employees (Erstwhile FATA) Regularization Acts of 2021 and 2022.</p>
</li>
<li><p>Identify specific provisions that are outdated, inconsistent, or contradictory to current governance and service delivery priorities.</p>
</li>
<li><p>Engage with key stakeholders including the Law Department, Establishment Department, Finance Department, Department of Health units, and institutional boards to validate identified gaps and collect additional inputs.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 2&ndash; Drafting and Technical Review</b></p>
<ul>
<li><p>Prepare revised drafts of the four Acts, incorporating updated provisions that address current governance challenges, strengthen regulatory and enforcement mechanisms, establish quality standards, support rehabilitation services, enhance public&ndash;private partnerships, and align with overall health sector priorities, including human resource standards.</p>
</li>
<li><p>Draft Rules and Service Structures for the nine Acts, ensuring these define clear organisational mandates, institutional mechanisms, quality assurance measures, and service delivery pathways.</p>
</li>
<li><p>Integrate feedback from relevant legal precedents, federal scoping reviews of laws, sectoral evaluations such as the HF evaluation, and other evidence-based assessments to strengthen the drafts.</p>
</li>
<li><p>Conduct structured technical review meetings with the DOH, HSRU, the Office of the DGHS, legal experts, technical specialists, and institutional stakeholders to refine and finalise the drafts.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 3&ndash; Validation, Finalisation, and Submission</b></p>
<ul>
<li><p>Organise validation workshops with all relevant stakeholders, including those engaged through the E4H-supported intersectoral coordination mechanism, to secure consensus on the revised Acts and newly developed Rules and Service Structures.</p>
</li>
<li><p>Incorporate all agreed changes from validation sessions to produce finalised legislative and regulatory documents.</p>
</li>
<li><p>Submit the complete set of final drafts to the Law Department for legal vetting, legislative processing, and approval, ensuring DOH/HSRU oversight throughout the process.</p></li></ul><p><br>
</p>
<p>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul>
<li><p>Capacity building will be embedded through on-the-job mentoring of DOH staff, enabling them to interpret, apply, and periodically review revised Acts, Rules, and Service Structures.</p>
</li>
<li><p>Institutionalisation will be achieved through the HSRU by incorporating the revised Acts, Rules, and Service Structures into DOH and HSRU policy manuals, integrating them into the HRMIS, and issuing formal notifications through official government channels.</p>
</li>
</ul><p>Sustainability will be reinforced by linking this TA with existing reform processes, such as the HF evaluation follow-up, the multi-sectoral health workforce strategy, and federal scoping reviews of laws, ensuring that the legislative and service structure reforms remain relevant, evidence-based, and adaptable over time.</p><p></p><p><br>
Responsibilities</p>
<p>
The HR Expert will work to achieve the following:</p>
<div>
<ul><li><p>HR policy and service structure sections.</p>
</li></ul>
<ul><li><p>Technical recommendations for HR alignment in revised Acts.</p>
</li></ul>
<ul><li><p>Participation in validation workshops to finalise HR-related provisions.</p></li></ul></div><p><br>
</p>
<p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 50 days from <b>August 2025 &ndash; January 2026</b>.</p><br>
<p></p>
<p>
Requirement</p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li><p>Expertise in public sector HR policy, workforce planning, and service structure development.</p>
</li>
<li><p>Knowledge of job classification systems, career pathway design, and human resource regularisation frameworks.</p>
</li>
<li><p>Familiarity with HRMIS integration and operationalisation of HR policies in government settings.</p>
</li>
<li><p>Experience in aligning HR provisions with broader governance and legislative reforms</p></li></ul><p><br>
</p>
<p><b>Competencies</b></p>
<ul>
<li><p>Strong policy drafting and analytical skills.</p>
</li>
<li><p>Ability to design fit-for-purpose HR structures that address institutional needs.</p>
</li>
<li><p>Stakeholder consultation and capacity-building abilities.</p>
</li>
<li><p>Organisational and change management skills.</p></li></ul></div><p></p>

KP TA - DOH On going Recruitment Senior HR Policy Expert

<div><div><div><div><b>Posted date</b></div> <div>19th August, 2025</div> <div><b>Last date to apply</b></div> <div>19th 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>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 - IT Expert</b></p>
<p><b>KP TA - Strategic Support for NHSP</b></p><p><br>
</p>
<p>Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The overall goal of this technical assistance (TA) is to address critical operational gaps in training quality, referral mechanisms, and district-level planning, enabling the NHSP to achieve its DLIs and ensure fund flows for implementing prioritised RMNCH interventions under the EPHS, thereby delivering measurable improvements in primary healthcare services. TA will be focused on following specific objectives:</p>
<div>
<ul><li>Develop and integrate competency-based assessment tools to measure provider performance across practical skills, clinical decisionmaking, and professional behaviours, along with their implementation mechanism, integrated with the Sustainable Training System (STS).</li></ul>
<ul><li>Design and operationalise a functional referral mechanism in five districts that can serve as a model for replication in other districts.</li></ul>
<ul><li>Conduct district-level evidence-informed financial gap analysis and resource mapping using available Independent Monitoring Unit (IMU), District Health Information System (DHIS) 2 and other relevant data to enable the DOH to request optimal funding for NHSP implementation and service delivery in 10 districts from the finance department.</li></ul>
</div><p>Strategic Approach</p>
<p>Contributions to health systems strengthening</p>
<p>
The TA will address key bottlenecks in KP&rsquo;s health system by implementing competency-based workforce assessments, establishing functional referral pathways, and conducting evidence-based district planning through financial gap analyses. These interventions will institutionalise training, referral, and planning functions, ensuring the sustainability of EPHS delivery and UHC goals beyond the NHSP. Delivery of the TA will also focus on capacity building and skills transfer and as such, embedment of TA will be considered.</p>
<p>
Alignment with other E4H TAs/investments</p>
<p>
This TA builds on E4H&rsquo;s support to the DOH in operationalising the STS, developing Continuous Professional Development (CPD) frameworks, and strengthening Monitoring and Evaluation (M&amp;E). Competency-based assessment tools will link training quality to service outcomes, while the referral mechanism and district-level costing will reinforce health system integration and evidence-based planning. Overall, this catalytic NHSP collaboration builds on the E4H district-level TA focus.</p>
<p>
Alignment with other donors (if relevant)</p>
<p>
The NHSP will train master trainers to ensure routine use of the competency-based assessment tools developed under this TA. The referral mechanism will align with patient flow and service integration initiatives supported by the Global Alliance for Vaccines and Immunization (Gavi), the United Nations Children&rsquo;s Emergency Fund (UNICEF), the World Health Organization (WHO), and immunisation programmes. Findings from the Financial Gap Assessment will inform district planning by NHSP, E4H, and partners, ensuring coherent provincial planning and consistent implementation of the EPHS at the district level.</p><p></p><p><br>
Scope of Work and Methodology</p>
<p>
The TA will address three priority areas critical to achieving NHSP&rsquo;s DLIs. The work will be implemented in close collaboration with the DOH, NHSP, and relevant partners.</p><p></p><div><br>
<ul><li><b>
Competency-Based Assessment Tools</b></li></ul>
</div>
<p>The DOH in KP has established STS to address persistent skill gaps in healthcare workforce development. While progress has been made in standardising curricula and CPD frameworks, there is no robust system to assess practical skills, professional behaviours, and clinical decision-making.</p>
<p>
To address this gap, this TA will:</p>
<ul>
<li>Develop assessment tools for five NHSP-RMNCH training modules, including integrated management of newborn and childhood illness (IMNCI), family planning (FP), pregnancy, childbirth, postpartum and newborn care (PCPNC), and kangaroo mother care (KMC) and labour care. These tools will comprise cognitive (knowledge tests, case-based multiple-choice questions), psychomotor (objective structured clinical examinations, skills, simulation-based stations), and affective (structured behavioural observation) domains, aligned with CPD standards.</li>
<li>Develop standardised scoring criteria, trainers&rsquo; instructions, trainee feedback templates, and complete mapping to training competencies, adaptable for both in-person and digital use.</li>
<li>Integration with an M&amp;E framework, including the development of performance indicators for each competency domain, templates, and tools for ongoing monitoring, feedback, and review.</li>
<li>Digital integration of tools into the Provincial Health Services Academy&rsquo;s (PHSA) STS training database.</li>
<li>Build capacity through training of master trainers and programme assessment coordinators on training assessment tools.</li>
<li>Pilot testing in selected training programmes, incorporating structured feedback from trainers and trainees to refine and finalise the tools for full implementation.</li></ul><br>
<p></p>
<div>
<ul><li><b>Establishing a Functional Referral Mechanism (5 Districts)</b></li></ul>
</div>
<p>The referral system in KP remains fragmented, with unclear pathways between primary, secondary, and tertiary facilities, limited coordination among providers, and no standardised tools to track patient referrals. These gaps contribute to delays in care, congestion at higher-level facilities, and disruptions in continuity of care&mdash;limiting the effectiveness of the NHSP&rsquo;s service delivery objectives.</p>
<p>
To address this, the technical assistance will:</p>
<ul>
<li>Building on NHSP support in assessment, map the existing referral systems in the five prioritised districts, documenting patient flows, facility linkages, and bottlenecks, and consolidate the findings.</li>
<li>Facilitate agreement on simple referral pathways between facilities&mdash;within districts and, where applicable, with neighbouring districts&mdash;based on time required to reach services.</li>
<li>Provide support to the DOH in identifying and assigning referral focal persons at each facility and outlining their roles and responsibilities.</li>
<li>Compile and circulate updated contact information for all referral focal points to strengthen communication between facilities.</li>
<li>Provide technical inputs to adopt and implement a standardized referral form for all cases, ensuring completeness and consistency of patient information.</li>
<li>Provide technical guidance on establishing a basic system (e.g., shared spreadsheet or DHIS dashboard) to record, track, and follow up on referrals.</li>
<li>Utilizing existing efforts, such as the NHSP referral guidelines and the Primary Revamp Project, work with DOH, RMNCH, and NHSP to update referral guidelines and Standard Operating Procedures (SOPs) for Basic Health Units (BHUs) and Rural Health Centres (RHCs), and support their dissemination and orientation.</li>
<li>Support DHPMTs in reviewing referral data, identifying gaps and challenges, and proposing solutions to address bottlenecks.</li></ul><br>
<p></p>
<div>
<ul><li><b>District-Level Financial Gap Assessment (10 districts)</b></li></ul>
</div>
<p>District-level planning for the implementation of the EPHS in 10 priority districts under the NHSP is currently hampered by fragmented data on human resources, infrastructure, medicines, supplies, and financing. TA will support financial gap assessments to determine funding shortfalls for implementing the prioritized EPHS by:</p>
<ul>
<li>Using existing data from the IMU, District Health Information System (DHIS), Human Resource Management Information System (HRMIS), Health Facility Readiness Assessment by NHSP, and other MIS platforms to estimate the funds needed for implementing the prioritised RMNCH interventions of the EPHS.</li>
<li>Developing district-level costing sheets to determine funding requirements, informing the implementation of prioritised EPHS.</li>
<li>Identifying and mapping fund flow streams from different sources for these prioritised interventions, including HCIP, NHSP, Primary Revamp, UN agencies, and others.</li>
<li>Identifying financing gaps for the prioritised RMNCH interventions of the EPHS.</li>
<li>Engaging district and provincial stakeholders to validate costing results and prioritise interventions.</li>
<li>Developing final costing reports to guide the NHSP in planning.</li>
<li>Supporting NHSP in building a case for submission to the finance department for allocation of required funds.</li></ul><br>
<p></p>
<p>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul><li>Capacity will be built within the NHSP PMU and MNCH sections of the DOH to manage and oversee the referral mechanism, including training of district referral focal points and orientation of facility staff.</li>
<li>The PHSA will be equipped to manage and update the competency-based assessment tools through training of master trainers and assessment coordinators, ensuring integration into its training database.</li>
<li>District-level financial costing methodologies will be institutionalised with the planning and budgeting processes.</li></ul><br>
<div><br>
</div><p>Requests to World Bank</p>
<ul><li>The World Bank is requested to ensure that referral data is regularly captured in DHIS-2.</li>
<li>One significant aspect of the referral process is the availability of transport to ensure timely transfers. While the current plan is to sign a MoU and utilize Rescue 1122 services, is there a plan by the DOH to provide subsidies, engage with private partners, or allocate funds for areas where Rescue 1122 services may not be fully available?</li>
<li>Following the financial gap analysis, what is the DOH&rsquo;s plan for utilizing the funds, and how can E4H support in ensuring their effective and efficient use?</li>
<li>Ensure that the competency-based assessment tools are effectively utilized under the E4H sustainable training system technical assistance to DOH.</li>
<li>The NHSP team should ensure access to information and resources, including all modules for which the competency-based assessment tool is to be developed. The NHSP team should also facilitate the E4H team in securing timely inputs from different stakeholders and ensure that the necessary information resources are available for the funding gap analysis.</li></ul><br>
<p></p>
<p>
Responsibilities</p>
<p>
The IT Expert will work to achieve the following:</p>
<div>
<ul><li>Digitise competency-based assessment tools and integrate them into the NHSP/PHSA IT dashboard.</li></ul>
<ul><li>Ensure real-time monitoring functionality and compatibility with existing provincial health information systems.</li></ul>
<ul><li>Prepare technical documentation and user manuals for the digital module.</li></ul></div><br>
<div><br>
</div><p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 15 days from <b>August 25- October 25.</b></p><p></p><p><b><br>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Bachelor&rsquo;s or master&rsquo;s degree in information technology, Computer Science, Health Informatics, or related field.</li>
<li>Custom software and dashboard development for health sector applications.</li>
<li>Data integration and interoperability standards</li>
<li>User experience (UX) design for digital health tools.</li>
<li>Cybersecurity and health data privacy compliance.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Translating user needs into functional digital tools.</li>
<li>Clear technical documentation and training for end-users.</li>
<li>Analytical troubleshooting under time constraints.</li>
<li>Balancing innovation with stability and security in systems.</li></ul></div><p></p>

KP TA - NHSP On going Recruitment Senior IT Expert

<div><div><div><div><b>Posted date</b></div> <div>19th August, 2025</div> <div><b>Last date to apply</b></div> <div>19th 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>Program Management
</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 - Health System Expert with focus on RMNCH</b></p>
<p><b>KP TA - Strategic Support for NHSP</b></p><p></p><p><br>
Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The overall goal of this technical assistance (TA) is to address critical operational gaps in training quality, referral mechanisms, and district-level planning, enabling the NHSP to achieve its DLIs and ensure fund flows for implementing prioritised RMNCH interventions under the EPHS, thereby delivering measurable improvements in primary healthcare services. TA will be focused on following specific objectives:</p>
<div>
<ul><li>Develop and integrate competency-based assessment tools to measure provider performance across practical skills, clinical decisionmaking, and professional behaviours, along with their implementation mechanism, integrated with the Sustainable Training System (STS).</li></ul>
<ul><li>Design and operationalise a functional referral mechanism in five districts that can serve as a model for replication in other districts.</li></ul>
<ul><li>Conduct district-level evidence-informed financial gap analysis and resource mapping using available Independent Monitoring Unit (IMU), District Health Information System (DHIS) 2 and other relevant data to enable the DOH to request optimal funding for NHSP implementation and service delivery in 10 districts from the finance department.</li></ul>
</div><p>Strategic Approach</p>
<p><b>Contributions to health systems strengthening</b></p>
<p>
The TA will address key bottlenecks in KP&rsquo;s health system by implementing competency-based workforce assessments, establishing functional referral pathways, and conducting evidence-based district planning through financial gap analyses. These interventions will institutionalise training, referral, and planning functions, ensuring the sustainability of EPHS delivery and UHC goals beyond the NHSP. Delivery of the TA will also focus on capacity building and skills transfer and as such, embedment of TA will be considered.</p>
<p>
Alignment with other E4H TAs/investments</p>
<p>
This TA builds on E4H&rsquo;s support to the DOH in operationalising the STS, developing Continuous Professional Development (CPD) frameworks, and strengthening Monitoring and Evaluation (M&amp;E). Competency-based assessment tools will link training quality to service outcomes, while the referral mechanism and district-level costing will reinforce health system integration and evidence-based planning. Overall, this catalytic NHSP collaboration builds on the E4H district-level TA focus.</p>
<p>
Alignment with other donors (if relevant)</p>
<p>
The NHSP will train master trainers to ensure routine use of the competency-based assessment tools developed under this TA. The referral mechanism will align with patient flow and service integration initiatives supported by the Global Alliance for Vaccines and Immunization (Gavi), the United Nations Children&rsquo;s Emergency Fund (UNICEF), the World Health Organization (WHO), and immunisation programmes. Findings from the Financial Gap Assessment will inform district planning by NHSP, E4H, and partners, ensuring coherent provincial planning and consistent implementation of the EPHS at the district level.</p><p></p><p><br>
Scope of Work and Methodology</p>
<p>
The TA will address three priority areas critical to achieving NHSP&rsquo;s DLIs. The work will be implemented in close collaboration with the DOH, NHSP, and relevant partners.</p>
<div>
<ul><li><b>Competency-Based Assessment Tools</b></li></ul>
</div>
<p>The DOH in KP has established STS to address persistent skill gaps in healthcare workforce development. While progress has been made in standardising curricula and CPD frameworks, there is no robust system to assess practical skills, professional behaviours, and clinical decision-making.</p>
<p>
To address this gap, this TA will:</p>
<ul>
<li>Develop assessment tools for five NHSP-RMNCH training modules, including integrated management of newborn and childhood illness (IMNCI), family planning (FP), pregnancy, childbirth, postpartum and newborn care (PCPNC), and kangaroo mother care (KMC) and labour care. These tools will comprise cognitive (knowledge tests, case-based multiple-choice questions), psychomotor (objective structured clinical examinations, skills, simulation-based stations), and affective (structured behavioural observation) domains, aligned with CPD standards.</li>
<li>Develop standardised scoring criteria, trainers&rsquo; instructions, trainee feedback templates, and complete mapping to training competencies, adaptable for both in-person and digital use.</li>
<li>Integration with an M&amp;E framework, including the development of performance indicators for each competency domain, templates, and tools for ongoing monitoring, feedback, and review.</li>
<li>Digital integration of tools into the Provincial Health Services Academy&rsquo;s (PHSA) STS training database.</li>
<li>Build capacity through training of master trainers and programme assessment coordinators on training assessment tools.</li>
<li>Pilot testing in selected training programmes, incorporating structured feedback from trainers and trainees to refine and finalise the tools for full implementation.</li></ul><br>
<div><br>
</div><div><ul><li><b>Establishing a Functional Referral Mechanism (5 Districts)</b></li></ul>
</div>
<p>The referral system in KP remains fragmented, with unclear pathways between primary, secondary, and tertiary facilities, limited coordination among providers, and no standardised tools to track patient referrals. These gaps contribute to delays in care, congestion at higher-level facilities, and disruptions in continuity of care&mdash;limiting the effectiveness of the NHSP&rsquo;s service delivery objectives.</p>
<p>
To address this, the technical assistance will:</p>
<ul>
<li>Building on NHSP support in assessment, map the existing referral systems in the five prioritised districts, documenting patient flows, facility linkages, and bottlenecks, and consolidate the findings.</li>
<li>Facilitate agreement on simple referral pathways between facilities&mdash;within districts and, where applicable, with neighbouring districts&mdash;based on time required to reach services.</li>
<li>Provide support to the DOH in identifying and assigning referral focal persons at each facility and outlining their roles and responsibilities.</li>
<li>Compile and circulate updated contact information for all referral focal points to strengthen communication between facilities.</li>
<li>Provide technical inputs to adopt and implement a standardized referral form for all cases, ensuring completeness and consistency of patient information.</li>
<li>Provide technical guidance on establishing a basic system (e.g., shared spreadsheet or DHIS dashboard) to record, track, and follow up on referrals.</li>
<li>Utilizing existing efforts, such as the NHSP referral guidelines and the Primary Revamp Project, work with DOH, RMNCH, and NHSP to update referral guidelines and Standard Operating Procedures (SOPs) for Basic Health Units (BHUs) and Rural Health Centres (RHCs), and support their dissemination and orientation.</li>
<li>Support DHPMTs in reviewing referral data, identifying gaps and challenges, and proposing solutions to address bottlenecks.</li></ul><br>
<p></p>
<div>
<ul><li><b>District-Level Financial Gap Assessment (10 districts)</b></li></ul>
</div>
<p>District-level planning for the implementation of the EPHS in 10 priority districts under the NHSP is currently hampered by fragmented data on human resources, infrastructure, medicines, supplies, and financing. TA will support financial gap assessments to determine funding shortfalls for implementing the prioritized EPHS by:</p>
<ul>
<li>Using existing data from the IMU, District Health Information System (DHIS), Human Resource Management Information System (HRMIS), Health Facility Readiness Assessment by NHSP, and other MIS platforms to estimate the funds needed for implementing the prioritised RMNCH interventions of the EPHS.</li>
<li>Developing district-level costing sheets to determine funding requirements, informing the implementation of prioritised EPHS.</li>
<li>Identifying and mapping fund flow streams from different sources for these prioritised interventions, including HCIP, NHSP, Primary Revamp, UN agencies, and others.</li>
<li>Identifying financing gaps for the prioritised RMNCH interventions of the EPHS.</li>
<li>Engaging district and provincial stakeholders to validate costing results and prioritise interventions.</li>
<li>Developing final costing reports to guide the NHSP in planning.</li>
<li>Supporting NHSP in building a case for submission to the finance department for allocation of required funds.</li></ul><br>
<p></p>
<p>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul><li>Capacity will be built within the NHSP PMU and MNCH sections of the DOH to manage and oversee the referral mechanism, including training of district referral focal points and orientation of facility staff.</li>
<li>The PHSA will be equipped to manage and update the competency-based assessment tools through training of master trainers and assessment coordinators, ensuring integration into its training database.</li>
<li>District-level financial costing methodologies will be institutionalised with the planning and budgeting processes.</li></ul><br>
<div><br>
</div><p>Requests to World Bank</p>
<ul><li>The World Bank is requested to ensure that referral data is regularly captured in DHIS-2.</li>
<li>One significant aspect of the referral process is the availability of transport to ensure timely transfers. While the current plan is to sign a MoU and utilize Rescue 1122 services, is there a plan by the DOH to provide subsidies, engage with private partners, or allocate funds for areas where Rescue 1122 services may not be fully available?</li>
<li>Following the financial gap analysis, what is the DOH&rsquo;s plan for utilizing the funds, and how can E4H support in ensuring their effective and efficient use?</li>
<li>Ensure that the competency-based assessment tools are effectively utilized under the E4H sustainable training system technical assistance to DOH.</li>
<li>The NHSP team should ensure access to information and resources, including all modules for which the competency-based assessment tool is to be developed. The NHSP team should also facilitate the E4H team in securing timely inputs from different stakeholders and ensure that the necessary information resources are available for the funding gap analysis.</li></ul><br>
<p></p>
<p>
Responsibilities</p>
<p>
The Health System Expert with focus on RMNCH will work to achieve the following:</p>
<div>
<ul><li>Technical oversight and finalisation of the referral mechanism mapping report for five prioritised districts, including patient flows, facility linkages, and bottleneck analysis.</li></ul>
<ul><li>Facilitation and documentation of agreed referral pathways between facilities, within districts, and with nearby districts.</li></ul>
<ul><li>Development and validation of referral guidelines and SOPs for BHUs and RHCs in collaboration with DOH, RMNCH, and NHSP.</li></ul>
<ul><li>Oversight of DHPMT review meetings, ensuring referral data analysis, identification of gaps, and documentation of agreed follow-up actions.</li></ul></div><br>
<div><br>
</div><p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 60 days from <b>August 25- December 25</b>.</p><p></p><p><br>
Requirement</p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Master&rsquo;s or Doctorate in Public Health, Health Systems Management, Maternal and Child Health, or related field; medical degree (MBBS) or equivalent clinical qualification preferred.</li>
<li>RMNCH service delivery models and health systems integration.</li>
<li>Design and operationalisation of referral mechanisms in primary and secondary care.</li>
<li>Health policy analysis and implementation planning.</li>
<li>Stakeholder coordination and inter-sectoral collaboration for health system strengthening.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Ability to translate RMNCH policy priorities into operational strategies.</li>
<li>Skilled in facilitating consensus among diverse health system actors.</li>
<li>Strong analytical and problem-solving skills for system-level bottlenecks.</li>
<li>Effective leadership and capacity-building skills</li></ul></div><p></p>

KP TA - NHSP On going Recruitment Senior Health System Expert with focus on RMNCH

<div><div><div><div><b>Posted date</b></div> <div>19th August, 2025</div> <div><b>Last date to apply</b></div> <div>19th 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>Program Management
</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 - Health Financing Expert</b></p>
<p>KP TA - Strategic Support for NHSP</p>
<p></p>
<p>Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The overall goal of this technical assistance (TA) is to address critical operational gaps in training quality, referral mechanisms, and district-level planning, enabling the NHSP to achieve its DLIs and ensure fund flows for implementing prioritised RMNCH interventions under the EPHS, thereby delivering measurable improvements in primary healthcare services. TA will be focused on following specific objectives:</p>
<div>
<ul><li><p>Develop and integrate competency-based assessment tools to measure provider performance across practical skills, clinical decisionmaking, and professional behaviours, along with their implementation mechanism, integrated with the Sustainable Training System (STS).</p>
</li></ul>
<ul><li><p>Design and operationalise a functional referral mechanism in five districts that can serve as a model for replication in other districts.</p>
</li></ul>
<ul><li><p>Conduct district-level evidence-informed financial gap analysis and resource mapping using available Independent Monitoring Unit (IMU), District Health Information System (DHIS) 2 and other relevant data to enable the DOH to request optimal funding for NHSP implementation and service delivery in 10 districts from the finance department.</p></li></ul></div><br>
<p>
</p><div><p>Strategic Approach</p>
<p>Contributions to health systems strengthening</p>
<p>
The TA will address key bottlenecks in KP&rsquo;s health system by implementing competency-based workforce assessments, establishing functional referral pathways, and conducting evidence-based district planning through financial gap analyses. These interventions will institutionalise training, referral, and planning functions, ensuring the sustainability of EPHS delivery and UHC goals beyond the NHSP. Delivery of the TA will also focus on capacity building and skills transfer and as such, embedment of TA will be considered.</p>
<p>
Alignment with other E4H TAs/investments</p>
<p>
This TA builds on E4H&rsquo;s support to the DOH in operationalising the STS, developing Continuous Professional Development (CPD) frameworks, and strengthening Monitoring and Evaluation (M&amp;E). Competency-based assessment tools will link training quality to service outcomes, while the referral mechanism and district-level costing will reinforce health system integration and evidence-based planning. Overall, this catalytic NHSP collaboration builds on the E4H district-level TA focus.</p>
<div>
<p>Alignment with other donors (if relevant)</p>
<p>
The NHSP will train master trainers to ensure routine use of the competency-based assessment tools developed under this TA. The referral mechanism will align with patient flow and service integration initiatives supported by the Global Alliance for Vaccines and Immunization (Gavi), the United Nations Children&rsquo;s Emergency Fund (UNICEF), the World Health Organization (WHO), and immunisation programmes. Findings from the Financial Gap Assessment will inform district planning by NHSP, E4H, and partners, ensuring coherent provincial planning and consistent implementation of the EPHS at the district level.</p><br>
<div></div>
<div>
<p>Scope of Work and Methodology</p>
<p>
The TA will address three priority areas critical to achieving NHSP&rsquo;s DLIs. The work will be implemented in close collaboration with the DOH, NHSP, and relevant partners.</p>
<p><b>
1. Competency-Based Assessment Tools</b></p>
<p>
The DOH in KP has established STS to address persistent skill gaps in healthcare workforce development. While progress has been made in standardising curricula and CPD frameworks, there is no robust system to assess practical skills, professional behaviours, and clinical decision-making.</p>
<p>
To address this gap, this TA will:</p>
<ul>
<li>Develop assessment tools for five NHSP-RMNCH training modules, including integrated management of newborn and childhood illness (IMNCI), family planning (FP), pregnancy, childbirth, postpartum and newborn care (PCPNC), and kangaroo mother care (KMC) and labour care. These tools will comprise cognitive (knowledge tests, case-based multiple-choice questions), psychomotor (objective structured clinical examinations, skills, simulation-based stations), and affective (structured behavioural observation) domains, aligned with CPD standards.</li>
</ul><ul><li>Develop standardised scoring criteria, trainers&rsquo; instructions, trainee feedback templates, and complete mapping to training competencies, adaptable for both in-person and digital use.</li>
<li>Integration with an M&amp;E framework, including the development of performance indicators for each competency domain, templates, and tools for ongoing monitoring, feedback, and review.</li>
<li>Digital integration of tools into the Provincial Health Services Academy&rsquo;s (PHSA) STS training database.</li>
<li>Build capacity through training of master trainers and programme assessment coordinators on training assessment tools.</li>
<li>Pilot testing in selected training programmes, incorporating structured feedback from trainers and trainees to refine and finalise the tools for full implementation.</li>
</ul>
<p><b>2. Establishing a Functional Referral Mechanism (5 Districts)</b></p>
<p>
The referral system in KP remains fragmented, with unclear pathways between primary, secondary, and tertiary facilities, limited coordination among providers, and no standardised tools to track patient referrals. These gaps contribute to delays in care, congestion at higher-level facilities, and disruptions in continuity of care&mdash;limiting the effectiveness of the NHSP&rsquo;s service delivery objectives.</p>
<p>
To address this, the technical assistance will:</p>
<ul>
<li>Building on NHSP support in assessment, map the existing referral systems in the five prioritised districts, documenting patient flows, facility linkages, and bottlenecks, and consolidate the findings</li>
</ul><ul><li>Facilitate agreement on simple referral pathways between facilities&mdash;within districts and, where applicable, with neighbouring districts&mdash;based on time required to reach services.</li>
<li>Provide support to the DOH in identifying and assigning referral focal persons at each facility and outlining their roles and responsibilities.</li>
<li>Compile and circulate updated contact information for all referral focal points to strengthen communication between facilities.</li>
<li>Provide technical inputs to adopt and implement a standardized referral form for all cases, ensuring completeness and consistency of patient information.</li>
<li>Provide technical guidance on establishing a basic system (e.g., shared spreadsheet or DHIS dashboard) to record, track, and follow up on referrals.</li>
<li>Utilizing existing efforts, such as the NHSP referral guidelines and the Primary Revamp Project, work with DOH, RMNCH, and NHSP to update referral guidelines and Standard Operating Procedures (SOPs) for Basic Health Units (BHUs) and Rural Health Centres (RHCs), and support their dissemination and orientation.</li>
<li>Support DHPMTs in reviewing referral data, identifying gaps and challenges, and proposing solutions to address bottlenecks.</li></ul><br>
<p></p>
<p><b>
3. District-Level Financial Gap Assessment (10 districts)</b></p>
<p>
District-level planning for the implementation of the EPHS in 10 priority districts under the NHSP is currently hampered by fragmented data on human resources, infrastructure, medicines, supplies, and financing. TA will support financial gap assessments to determine funding shortfalls for implementing the prioritized EPHS by:</p>
<ul>
<li>Using existing data from the IMU, District Health Information System (DHIS), Human Resource Management Information System (HRMIS), Health Facility Readiness Assessment by NHSP, and other MIS platforms to estimate the funds needed for implementing the prioritised RMNCH interventions of the EPHS.</li>
<li>Developing district-level costing sheets to determine funding requirements, informing the implementation of prioritised EPHS.</li>
<li>Identifying and mapping fund flow streams from different sources for these prioritised interventions, including HCIP, NHSP, Primary Revamp, UN agencies, and others.</li>
<li>Identifying financing gaps for the prioritised RMNCH interventions of the EPHS.</li>
<li>Engaging district and provincial stakeholders to validate costing results and prioritise interventions.</li>
<li>Developing final costing reports to guide the NHSP in planning.</li>
<li>Supporting NHSP in building a case for submission to the finance department for allocation of required funds.</li>
</ul><p>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul>
<li><p>Capacity will be built within the NHSP PMU and MNCH sections of the DOH to manage and oversee the referral mechanism, including training of district referral focal points and orientation of facility staff.</p>
</li>
<li><p>The PHSA will be equipped to manage and update the competency-based assessment tools through training of master trainers and assessment coordinators, ensuring integration into its training database.</p>
</li>
<li><p>District-level financial costing methodologies will be institutionalised with the planning and budgeting processes.</p>
</li>
</ul><p>Requests to World Bank</p>
<ul>
<li><p>The World Bank is requested to ensure that referral data is regularly captured in DHIS-2.</p>
</li>
<li><p>One significant aspect of the referral process is the availability of transport to ensure timely transfers. While the current plan is to sign a MoU and utilize Rescue 1122 services, is there a plan by the DOH to provide subsidies, engage with private partners, or allocate funds for areas where Rescue 1122 services may not be fully available?</p>
</li>
<li><p>Following the financial gap analysis, what is the DOH&rsquo;s plan for utilizing the funds, and how can E4H support in ensuring their effective and efficient use?</p>
</li>
<li><p>Ensure that the competency-based assessment tools are effectively utilized under the E4H sustainable training system technical assistance to DOH.</p>
</li>
<li><p>The NHSP team should ensure access to information and resources, including all modules for which the competency-based assessment tool is to be developed. The NHSP team should also facilitate the E4H team in securing timely inputs from different stakeholders and ensure that the necessary information resources are available for the funding gap analysis.</p>
</li>
</ul><p>Responsibilities</p>
<p>
The Health Financing Expert will work to achieve the following:</p>
<div>
<ul><li><p>Technical oversight and finalisation of district-level costing sheets detailing funding requirements for each prioritised district.</p>
</li></ul>
<ul><li><p>Lead mapping of fund flow streams from HCIP, NHSP, Primary Revamp, and other relevant sources.</p>
</li></ul>
<ul><li><p>Direct the preparation of the financing gap analysis report using data from IMU, DHIS, HRMIS, and other MIS platforms.</p>
</li></ul>
<ul><li><p>Validate and endorse consolidated costing results with district and provincial stakeholders, documenting prioritised interventions.</p>
</li></ul>
</div><p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 35 days from <b>August 25- October 25</b>.</p>
<p>
Requirement</p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li><p>Master&rsquo;s degree or MBA in Health Economics, Health Financing, Public Health, Public Policy, Development Economics, or related field.</p>
</li>
<li><p>Health financing systems and resource allocation for RMNCH and primary healthcare.</p>
</li>
<li><p>Costing methodologies for health service packages (e.g., EPHS).</p>
</li>
<li><p>Financial gap analysis and budgeting for health sector programmes.</p>
</li>
<li><p>Public sector health finance, including fund flow mapping and fiscal space analysis.</p>
</li>
</ul><p><b><i>Competencies</i></b></p>
<ul>
<li><p>Strong quantitative and analytical skills for costing and financial modelling.</p>
</li>
<li><p>Ability to translate financial analysis into actionable policy recommendations.</p>
</li>
<li><p>Skilled in facilitating financial planning discussions with government stakeholders.</p>
</li>
<li><p>Clear presentation of complex financial data to non-technical audiences</p></li></ul></div></div></div></div><p></p>

KP TA - NHSP On going Recruitment Senior Health Financing Expert

<div><div><div><div><b>Posted date</b></div> <div>19th August, 2025</div> <div><b>Last date to apply</b></div> <div>19th 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>Research
</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 STTA - Research Analyst</b><br>
<b>KP TA - Strategic Support for NHSP</b></p>
<p><b>
Programme Overview</b></p>
<p>
Evidence for Health (E4H) is a Foreign, Commonwealth &amp; Development Office (FCDO)-funded programme aimed at strengthening Pakistan's healthcare system, thereby decreasing the burden of illness and saving lives. E4H 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).<br>
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<br>
outputs:<br>
Output 1: Strengthened integrated health security, with a focus on preparing and responding to health emergencies, including pandemics.<br>
Output 2: Strengthened evidence-based decision-making to drive health sector performance and accountability.</p>
<p><b>
Position Summary</b></p>
<p>
The overall goal of this technical assistance (TA) is to address critical operational gaps in training quality, referral mechanisms, and district-level planning, enabling the NHSP to achieve its DLIs and ensure fund flows for implementing prioritised RMNCH interventions under the EPHS, thereby delivering measurable improvements in primary healthcare services. TA will be focused on following specific objectives:</p>
<div>
<ul><li>Develop and integrate competency-based assessment tools to measure provider performance across practical skills, clinical decisionmaking, and professional behaviours, along with their implementation mechanism, integrated with the Sustainable Training System (STS).</li></ul>
<ul><li>Design and operationalise a functional referral mechanism in five districts that can serve as a model for replication in other districts.</li></ul>
<ul><li>Conduct district-level evidence-informed financial gap analysis and resource mapping using available Independent Monitoring Unit (IMU), District Health Information System (DHIS) 2 and other relevant data to enable the DOH to request optimal funding for NHSP implementation and service delivery in 10 districts from the finance department.</li></ul>
</div>
<div><p><b>Strategic Approach</b></p>
<p><b>
Contributions to health systems strengthening</b><br>
The TA will address key bottlenecks in KP&rsquo;s health system by implementing competency-based workforce assessments, establishing functional referral pathways, and conducting evidence-based district planning through financial gap analyses. These interventions will institutionalise training, referral, and planning functions, ensuring the sustainability of EPHS delivery and UHC goals beyond the NHSP. Delivery of the TA will also focus on capacity building and skills transfer and as such, embedment of TA will be considered.</p><br>
<p><b>
Alignment with other E4H TAs/investments</b><br>
This TA builds on E4H&rsquo;s support to the DOH in operationalising the STS, developing Continuous Professional Development (CPD) frameworks, and strengthening Monitoring and Evaluation (M&amp;amp;E). Competency-based assessment tools will link training quality to service outcomes, while the referral mechanism and district-level costing will reinforce health system integration and evidence-based planning. Overall, this catalytic NHSP collaboration builds on the E4H district-level TA focus.</p>
<p><b>
Alignment with other donors (if relevant)</b><br>
The NHSP will train master trainers to ensure routine use of the competency-based assessment tools developed under this TA. The referral mechanism will align with patient flow and service integration initiatives supported by the Global Alliance for Vaccines and Immunization (Gavi), the United Nations Children&rsquo;s Emergency Fund (UNICEF), the World Health Organization (WHO), and immunisation programmes. Findings from the Financial Gap Assessment will inform district planning by NHSP, E4H, and partners, ensuring coherent provincial planning and consistent implementation of the EPHS at the district level.</p>
<p><b>
Scope of Work and Methodology</b><br>
The TA will address three priority areas critical to achieving NHSP&rsquo;s DLIs. The work will be implemented in close collaboration with the DOH, NHSP, and relevant partners.</p>
<p><b>
1. Competency-Based Assessment Tools</b><br>
The DOH in KP has established STS to address persistent skill gaps in healthcare workforce development. While progress has been made in standardising curricula and CPD frameworks, there is no robust system to assess practical skills, professional behaviours, and clinical decision-making.</p>
<p>
To address this gap, this TA will:</p>
<ul>
<li>Develop assessment tools for five NHSP-RMNCH training modules, including integrated management of newborn and childhood illness (IMNCI), family planning (FP), pregnancy, childbirth, postpartum and newborn care (PCPNC), and kangaroo mother care (KMC) and labour care. These tools will comprise cognitive (knowledge tests, case-based multiple- choice questions), psychomotor (objective structured clinical examinations, skills, simulation- based stations), and affective (structured behavioural observation) domains, aligned with CPD standards.</li>
<li>Develop standardised scoring criteria, trainers&rsquo; instructions, trainee feedback templates, and complete mapping to training competencies, adaptable for both in-person and digital use.</li>
<li>Integration with an M&amp;E framework, including the development of performance indicators for each competency domain, templates, and tools for ongoing monitoring, feedback, and review.</li>
<li>Digital integration of tools into the Provincial Health Services Academy&rsquo;s (PHSA) STS training database.</li>
<li>Build capacity through training of master trainers and programme assessment coordinators on training assessment tools.</li>
<li>Pilot testing in selected training programmes, incorporating structured feedback from trainers and trainees to refine and finalise the tools for full implementation.</li>
</ul>
<p><b>2. Establishing a Functional Referral Mechanism (5 Districts)</b><br>
The referral system in KP remains fragmented, with unclear pathways between primary, secondary, and tertiary facilities, limited coordination among providers, and no standardised tools to track patient referrals. These gaps contribute to delays in care, congestion at higher-level facilities, and disruptions in continuity of care&mdash;limiting the effectiveness of the NHSP&rsquo;s service delivery objectives.</p>
<p>
To address this, the technical assistance will:</p>
<ul>
<li>Building on NHSP support in assessment, map the existing referral systems in the five prioritised districts, documenting patient flows, facility linkages, and bottlenecks, and consolidate the findings.</li>
<li>Facilitate agreement on simple referral pathways between facilities&mdash;within districts and, where applicable, with neighbouring districts&mdash;based on time required to reach services.</li>
<li>Provide support to the DOH in identifying and assigning referral focal persons at each facility and outlining their roles and responsibilities.</li>
<li>Compile and circulate updated contact information for all referral focal points to strengthen communication between facilities.</li>
<li>Provide technical inputs to adopt and implement a standardized referral form for all cases, ensuring completeness and consistency of patient information.</li>
<li>Provide technical guidance on establishing a basic system (e.g., shared spreadsheet or DHIS dashboard) to record, track, and follow up on referrals.</li>
<li>Utilizing existing efforts, such as the NHSP referral guidelines and the Primary Revamp Project, work with DOH, RMNCH, and NHSP to update referral guidelines and Standard Operating Procedures (SOPs) for Basic Health Units (BHUs) and Rural Health Centres (RHCs), and support their dissemination and orientation.</li>
<li>Support DHPMTs in reviewing referral data, identifying gaps and challenges, and proposing solutions to address bottlenecks.</li>
</ul>
<div><p><b>3. District-Level Financial Gap Assessment (10 districts)</b><br>
District-level planning for the implementation of the EPHS in 10 priority districts under the NHSP is currently hampered by fragmented data on human resources, infrastructure, medicines, supplies, and financing. TA will support financial gap assessments to determine funding shortfalls for implementing the prioritized EPHS by:</p>
<ul>
<li>Using existing data from the IMU, District Health Information System (DHIS), Human Resource Management Information System (HRMIS), Health Facility Readiness Assessment by NHSP, and other MIS platforms to estimate the funds needed for implementing the prioritised RMNCH interventions of the EPHS.</li>
<li>Developing district-level costing sheets to determine funding requirements, informing the implementation of prioritised EPHS.</li>
<li>Identifying and mapping fund flow streams from different sources for these prioritised interventions, including HCIP, NHSP, Primary Revamp, UN agencies, and others.</li>
<li>Identifying financing gaps for the prioritised RMNCH interventions of the EPHS.</li>
<li>Engaging district and provincial stakeholders to validate costing results and prioritise interventions.</li>
<li>Developing final costing reports to guide the NHSP in planning.</li>
<li>Supporting NHSP in building a case for submission to the finance department for allocation of required funds.</li>
</ul>
</div></div><p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>Capacity will be built within the NHSP PMU and MNCH sections of the DOH to manage and oversee the referral mechanism, including training of district referral focal points and orientation of facility staff.</li>
<li>The PHSA will be equipped to manage and update the competency-based assessment tools through training of master trainers and assessment coordinators, ensuring integration into its training database.</li>
<li>District-level financial costing methodologies will be institutionalised with the planning and budgeting processes.</li>
</ul>
<p><b>Requests to World Bank</b></p>
<ul>
<li>The World Bank is requested to ensure that referral data is regularly captured in DHIS-2.</li>
<li>One significant aspect of the referral process is the availability of transport to ensure timely transfers. While the current plan is to sign a MoU and utilize Rescue 1122 services, is there a plan by the DOH to provide subsidies, engage with private partners, or allocate funds for areas where Rescue 1122 services may not be fully available?</li>
<li>Following the financial gap analysis, what is the DOH&rsquo;s plan for utilizing the funds, and how can E4H support in ensuring their effective and efficient use?</li>
<li>Ensure that the competency-based assessment tools are effectively utilized under the E4H sustainable training system technical assistance to DOH.</li>
<li>The NHSP team should ensure access to information and resources, including all modules for which the competency-based assessment tool is to be developed. The NHSP team should also facilitate the</li>
<li>E4H team in securing timely inputs from different stakeholders and ensure that the necessary information resources are available for the funding gap analysis.</li>
</ul>
<p><b>Responsibilities</b><br>
The Research Analyst will work to achieve the following:</p>
<div>
<ul><li>Data gathering and fieldwork inputs for the referral system mapping report, including analysis of patient flows and facility linkages.</li></ul>
<ul><li>Drafting and formatting of referral pathway documents based on stakeholder consultations.</li></ul>
<ul><li>Compilation and editing of referral guidelines and SOPs, incorporating partner feedback.</li></ul>
<ul><li>Preparation of DHPMT meeting minutes and tracking of agreed action points for follow-up.</li></ul>
</div>
<p><b>Timeline and Days</b><br>
The level of effort (LOE) for the role is 60 days from <b>August 25- December 25.</b></p>
<p><b>
Requirement</b><br>
<b><i>Technical Expertise</i></b></p>
<ul>
<li>Bachelor&rsquo;s or Master&rsquo;s degree in public health, Health Policy, Social Sciences, Public Policy, Business Administration or related field.</li>
<li>Data collection, analysis, and presentation for health systems research.</li>
<li>Referral system mapping and facility linkage analysis.</li>
<li>Documentation and reporting for technical and policy audiences.</li>
<li>Use of statistical and qualitative analysis software.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>High attention to detail and data accuracy.</li>
<li>Strong organisational skills for managing multiple workstreams.</li>
<li>Ability to present findings clearly to technical and non-technical audiences.</li>
<li>Flexibility and responsiveness in dynamic project environments.</li></ul></div><p></p>

KP TA - NHSP On going Recruitment Mid Research Analyst

<div><div><div><div><b>Posted date</b></div> <div>20th August, 2025</div> <div><b>Last date to apply</b></div> <div>20th 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>Program Management
</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>Senior STTA - Public Health Expert</p>
<p>KP TA - Support to DOH on Legal Framework Reforms to Enhance Governance and Health System Outcomes in KP</p><p></p><p><br>
Programme Overview</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></p><p><br>
Position Summary</p>
<p>
The goal of this technical assistance is to strengthen the health sector&rsquo;s legal and regulatory framework by removing redundancies, eliminating overlaps, and clarifying governance pathways through the revision of Acts and development of standardised Rules and Service Structures, ensuring effective enforcement and improved governance, health system outcomes and service delivery in quality standards, rehabilitation, public&ndash;private partnerships, and human resource management.</p>
<p>
We will achieve this by pursuing two objectives:</p>
<p>
Objective 1: Revise selected health-related Acts to remove redundancies, resolve overlapping functions, and align with current governance, service delivery, and regulatory priorities.</p>
<p>
Objective 2: Develop Rules and Service Structures to establish clear mandates, strengthen enforcement mechanisms, and support effective implementation across quality standards, rehabilitation services, public&ndash;private partnerships, and human resource management.</p><p></p><p><br>
Strategic Approach</p>
<p>Contributions to health systems strengthening</p>
<p>
This technical assistance will address priority governance challenges in the health sector by revising and operationalising selected legal instruments. Updated Acts and accompanying Rules will clarify institutional mandates, streamline institutional mechanisms, and align regulatory frameworks with the DOH&rsquo;s current priorities and reform roadmap. The revisions will remove redundancies, resolve overlaps, establish consistent service structures, strengthen enforcement capacity, and embed clear quality standards. The resulting framework will enhance rehabilitation services, improve the governance of public&ndash;private partnerships, ensure effective workforce deployment, and create enforceable mechanisms for accountability. By aligning legislation with operational realities, the intervention will strengthen governance, improve regulatory compliance, enhance institutional responsiveness, and support equitable, high-quality health service delivery ultimately contributing to a more coherent, stable, and effective health system.</p><p></p><p><br>
Alignment with other E4H TAs/investments</p>
<p>
This technical assistance will provide the strategic foundation for standardised service structures and strengthened governance mechanisms, supporting the implementation of other E4H-supported reforms such as Human Resource Management Information System (HRMIS) validation, facility-level budgeting, and governance platform operationalisation. It will also align with the Health Foundation (HF) evaluation of outsourced health facilities, using its evidence alongside the multi-sectoral health workforce strategy to ensure the revised Acts enable practical implementation, including &ldquo;One Health&rdquo; approaches. Furthermore, findings from federal scoping reviews of laws will inform the drafting process, ensuring that the Acts are evidence-based, aligned with national legal frameworks, and positioned to support integrated, high-quality service delivery across the health sector.</p><p></p><p><br>
Alignment with other donors &amp; partners</p>
<p>
This technical assistance will coordinate with other donor-funded projects by mapping who is active in legal, governance, and human resource reforms, and aligning timelines, priorities, and technical approaches. It will use partners&rsquo; evidence, tools, and lessons learned to shape the revision of Acts and development of rules, ensuring consistency and complementarity across programmes.</p><p></p><p><br>
Scope of Work and Methodology</p>
<p>
This technical assistance will be delivered by a team under the support and guidance of the Health Sector Reform Unit (HSRU) and the Office of the Director General Health Services (DGHS), working closely with both through phased stages from review to adoption to ensure continuous stakeholder engagement and consensus building.</p><p></p><p><b><br>
Checkpoint 1&ndash; Diagnostic Review and Gap Analysis</b></p>
<ul>
<li><p>Undertake a comprehensive legal review of the four Acts requiring revision, namely the PIPOS Act, the Act for Regulating Paraplegic Center Peshawar, the KP HCC Act, and the KP BTA Act.</p>
</li>
<li><p>Assess the existence, adequacy, and applicability of Rules and Service Structures for the nine identified Acts, including the PIPOS Act, Paraplegic Act, Independent Monitoring Unit (IMU) Act, BTA Act, Regional Blood Centre (RBC) Act, KP Employees Regularization Acts of 2017 and 2018, and KP Employees (Erstwhile FATA) Regularization Acts of 2021 and 2022.</p>
</li>
<li><p>Identify specific provisions that are outdated, inconsistent, or contradictory to current governance and service delivery priorities.</p>
</li>
<li><p>Engage with key stakeholders including the Law Department, Establishment Department, Finance Department, Department of Health units, and institutional boards to validate identified gaps and collect additional inputs.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 2&ndash; Drafting and Technical Review</b></p>
<ul>
<li><p>Prepare revised drafts of the four Acts, incorporating updated provisions that address current governance challenges, strengthen regulatory and enforcement mechanisms, establish quality standards, support rehabilitation services, enhance public&ndash;private partnerships, and align with overall health sector priorities, including human resource standards.</p>
</li>
<li><p>Draft Rules and Service Structures for the nine Acts, ensuring these define clear organisational mandates, institutional mechanisms, quality assurance measures, and service delivery pathways.</p>
</li>
<li><p>Integrate feedback from relevant legal precedents, federal scoping reviews of laws, sectoral evaluations such as the HF evaluation, and other evidence-based assessments to strengthen the drafts.</p>
</li>
<li><p>Conduct structured technical review meetings with the DOH, HSRU, the Office of the DGHS, legal experts, technical specialists, and institutional stakeholders to refine and finalise the drafts.</p></li></ul><p><br>
</p>
<p><b>Checkpoint 3&ndash; Validation, Finalisation, and Submission</b></p>
<ul>
<li><p>Organise validation workshops with all relevant stakeholders, including those engaged through the E4H-supported intersectoral coordination mechanism, to secure consensus on the revised Acts and newly developed Rules and Service Structures.</p>
</li>
<li><p>Incorporate all agreed changes from validation sessions to produce finalised legislative and regulatory documents.</p>
</li>
<li><p>Submit the complete set of final drafts to the Law Department for legal vetting, legislative processing, and approval, ensuring DOH/HSRU oversight throughout the process.</p></li></ul><p><br>
</p>
<p>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</p>
<ul>
<li><p>Capacity building will be embedded through on-the-job mentoring of DOH staff, enabling them to interpret, apply, and periodically review revised Acts, Rules, and Service Structures.</p>
</li>
<li><p>Institutionalisation will be achieved through the HSRU by incorporating the revised Acts, Rules, and Service Structures into DOH and HSRU policy manuals, integrating them into the HRMIS, and issuing formal notifications through official government channels.</p>
</li>
</ul><p>Sustainability will be reinforced by linking this TA with existing reform processes, such as the HF evaluation follow-up, the multi-sectoral health workforce strategy, and federal scoping reviews of laws, ensuring that the legislative and service structure reforms remain relevant, evidence-based, and adaptable over time.</p>
<p>
Responsibilities</p>
<p>
The PH Expert will work to achieve the following:</p>
<div>
<ul><li><p>Contributions to Gap Analysis from a service delivery and health systems perspective.</p>
</li></ul>
<ul><li><p>Technical inputs to revised Acts and Rules to reflect current public health priorities.</p>
</li></ul>
<ul><li><p>Participation in validation workshops and refinement of drafts.</p></li></ul></div><p><br>
</p>
<p>Timeline and Days</p>
<p>
The level of effort (LOE) for the role is 70 days from <b>August 2025 &ndash; January 2026.</b></p>
<p>
Requirement</p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li><p>In- depth understanding of health systems, service delivery models, and sectoral governance mechanisms.</p>
</li>
<li><p>Experience in integrating public health priorities into legislative and regulatory frameworks.</p>
</li>
<li><p>Technical expertise in rehabilitation services, public&ndash;private partnership governance, and quality standards.</p>
</li>
<li><p>Knowledge of &ldquo;One Health&rdquo; approaches and multi-sectoral collaboration.</p></li></ul><p><br>
</p>
<p><b><i>Competencies</i></b></p>
<ul>
<li><p>Strong analytical and synthesis skills.</p>
</li>
<li><p>Effective communication and presentation abilities.</p>
</li>
<li><p>Ability to translate technical health priorities into practical legal provisions.</p>
</li>
<li><p>Stakeholder facilitation and negotiation skills.</p></li></ul></div><p></p>

KP TA - DOH On going Recruitment Senior Public Health Expert

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