Qureos Mentor

Palladium Pakistan Pvt Ltd

<div><div><div><div><b>Posted date</b></div> <div>24th April, 2026</div> <div><b>Last date to apply</b></div> <div>29th April, 2026</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Islamabad</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>5 years</div></div></div></div>
<br><p></p><div><p><b>Junior National - Research Associate</b></p>
<p><i>
E4H FED TA: Technical Support to the International Health Regulation (IHR) Coordination Secretariat at the National Institute of Health, Islamabad</i></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).</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 TA will not perform routine secretariat functions or backfill staffing gaps, but explicitly designed as an institutional strengthening intervention, focused on establishing sustainable systems, governance structures, standardised processes, and workforce capacities within the IHR secretariat at NIH to independently manage IHR coordination and NAPHS monitoring functions</p>
<p>
Specific <b>objectives </b>are to:</p>
<ul>
<li>Provide support to establish and sustain the IHR Secretariat's outlined core functions and capabilities, including multi-sector national/ provincial coordination, and assist in monitoring and tracking the progress of NAPHS implementation , aligning pandemic fund and partners support to priorities of the government.</li>
<li>Provide support to the IHR secretariat under the Chief CDC in developing key foundational documents i.e. a strategic roadmap, SOPs &amp; guidelines for system strengthening (if required), institutionalise e-SPAR reporting to WHO and IHR monitoring reports, monitoring &amp; evaluation (M&amp;E) framework and periodic IHR review mechanism in Pakistan.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><b>
Contributions to Health Systems Strengthening:</b><b> </b>This TA is designed as a comprehensive institutional strengthening intervention aimed at establishing sustainable systems, governance structures, standardised processes, and workforce capacities within NIH to independently manage IHR coordination functions. It will strengthen the health system by building a resilient and efficient IHR Coordination Secretariat at CDC NIH, while institutionalising governance and coordination mechanisms with One Health stakeholders both at the national and provincial levels.</p>
<p>
The time-bound TA will support systematic tracking of NAPHS priority recommendations through domestic (PC-1) and partner financing, strengthening national disease surveillance platforms, public health laboratory networks, health emergency management, workforce development, antimicrobial resistance (AMR), risk communication, and monitoring and assessment of public health events, which will enhance preparedness for coordinated responses during health emergencies.</p>
<p><b>
Alignment with other E4H TAs/Investments/National Standards:</b> The Secretariat will be a key integration point for various TA streams, ensuring they contribute coherently to national health policies and strategies, including the NAPHS 2024-28, Multi-sectoral Health Workforce Strategy (2025-34), Pakistan Multisectoral Surge capacity building package including surge capacity, Legal framework and the upcoming National Health and Population Policy (2026-35).</p>
<p><b>
Alignment with other donors (if relevant): </b>The Secretariat will serve as a platform for effective donor coordination, alignment of pandemic and partners funding with governments priority areas and to prevent duplication to maximise the impact of external investments By convening stakeholders through its governance platforms, it will ensure donor activities are strategically aligned with national priorities reflected in NAPHS 2024-28 and foster collaborative partnerships that enhance the efficiency and effectiveness of all external support for Pakistan's health security. The TA will collaborate especially with UKHSA, US State Department, JSI, CDC, EMPHNET, WHO, ADB, FAO for IHR-related priority activities.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The team will perform the following functions in a phased manner, ensuring all the activities will be co-developed with the Ministry and NIH counterparts with progressive transfer of ownership;</p>
<p>
1.<b> Inception and Planning</b></p>
<ul>
<li>The inception meeting will be duly chaired by the Ministry focal point, along with the national IHR focal point at NIH with participation of other key stakeholders, including the UKHSA, US CDC focal point, US State Department &amp; JSI and the WHO.</li>
<li>Facilitate a collaborative process to develop a strategic 6 months&rsquo; work plan/roadmap, while ensuring sustainability/ institutionalisation and aligned with NAPHS 2024-28 and JEE 2023 recommendations since inception phase.</li>
<li>Outline the roadmap to make IHR secretariat functional and sustainable, along with necessary governance and structural reforms with one health approach for being able to coordinate, track activities for enhancing preparedness and response capacities, developing standard operating procedures.</li>
</ul>
<p> 2. <b>Coordination and Governance Facilitation</b></p>
<p>
The team will provide the following support under governance and coordination:</p>
<ul>
<li>Provide technical support to convene the meetings of the notified and existing National IHR Technical Committee and key Technical Working Groups (TWGs - Prevent, Detect, Respond).</li>
<li>Establish and maintain efficient coordination mechanisms with the NCOC &ndash; NIH, National Disaster Management Authority (NDMA), provincial public health emergency operations centre (PHEOCs), and other relevant authorities.</li>
<li>Establish coordination with provincial IHR secretariats /PDSRUs &amp; coordination mechanisms by establishing feedback loops between provincial IHR secretariats and the national coordination structure. Adopt a hybrid coordination model with bottom-up approach for contextual priority setting and top-down approach for policy coherence and strategic oversight, maximising responsiveness while avoiding the inherent limitations of a purely centralised approach.</li>
<li>Establish coordination with agencies at the points of entry (PoE) for the screening, referral and quarantine facilities during outbreaks, PHEIC and Pandemics.</li>
<li>The Secretariat will support NIH and M/o NHSR&amp;C in ensuring that Pandemic Fund resources are strategically aligned with JEE and NAPHS priorities and safeguarded against diversion to routine operational expenditures.</li>
</ul>
<p> 3.<b> </b><b>Monitoring, Assessment, and Information Sharing</b></p>
<ul>
<li>Support in institutionalising structured state parties annual reporting (SPAR) to WHO and annual IHR monitoring report within IHR secretariat (NIH officials) to see the progress made in implementation of NAPHS priority areas.</li>
<li>Coordinate with National Health Data Centre to compile, analyse national surveillance and response data to support the National IHR Focal Point at NIH for feedback, issuing travel advisory, guidelines, and planning response activities in case an outbreak has occurred or PHEIC notified by WHO. Facilitate the transparent and timely exchange of information between provincial IHR secretariats and relevant national bodies under a legal framework.</li>
<li>Support NIH health education / risk communication cell to draft updated national risk communication plan to inform the public, healthcare professionals, and government agencies about the pandemic and recommended actions.</li>
<li>Monitor the global health security paradigm and inform the national government on IHR practices across the world.</li>
</ul>
<p> <b>Phase IV: Capacity Building</b></p>
<ul>
<li>Review and map existing capacities and gaps in IHR implementation nationwide reflected in National Multisectoral health workforce strategy document.</li>
<li>Coordinate and facilitate training programs in line with Pakistan Multisectoral Surge capacity building package including surge capacity, IDSR, AMR and Lab training manuals to build core capacities at national and sub-national levels through domestic, pandemic and partners funding.</li>
</ul>
<p><b>Focal Points:</b> The TA team will operate under the guidance of the M/o NHSRC focal point and the National IHR Focal Point at NIH.</p>
<p><b>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<p><b><i>
Capacity Building:</i></b> The 6 moths&rsquo; roadmap will clearly outline the institutional/ministerial mandates, roles, and responsibilities of designated focal points. The resultant synergy will produce quantifiable and scalable results in each of the prevention, detection, and response domains under the IHR. Through institutional strengthening and capacity building, the TA will support the NIH in addressing existing governance and coordination challenges by introducing reforms and sustaining transparent operational mechanisms, periodic performance reviews, and formalising coordination within NIH and across the country as an NPHI.</p>
<p><b><i>
Institutionalisation:</i></b> M/o NHSRC role remains as an oversight body, involved in mutual accountability, senior level coordination and financial approvals (principal accounting officer) while CEO NIH under board of governors will involve in performance review, planning and operational functions. All outputs (e.g., work plans, monitoring reports) will be developed under the supervision of national chief CDC / IHR focal point at NIH to ensure ownership and sustainability since inception phase. The operational framework will be recommended for incorporation into government funding schemes, a new PC-1 or revision of the existing PC-1, whichever seems feasible to NIH and the Ministry.</p>
<p><b><i>
Transition Planning:</i></b> All the activities will be co-developed with NIH counterparts with progressive transfer of ownership to operate independently in coordination with provinces and federating areas. This will help NIH to independently convene coordination platforms and produces and disseminate IHR reporting.</p>
<p><b>
Responsibilities</b></p>
<p>
The Research Associate will be responsible for:</p>
<ul>
<li>Inception Report/ Roadmap</li>
<li>Meetings of the National IHR Technical Committees and key Technical Working Groups and draft submitted for sustainable &amp; institutionalised IHR Secretariat functions</li>
<li>IHR monitoring report 2027</li>
</ul>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 80 days from 15 May 2026- 31 Dec 2026.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Postgraduate in Public Health or relevant field.</li>
<li>5+ years in health systems particularly in Heath security</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Analysis and use of data, Teamwork and Communication Skills, ability to engage with diverse sectors.</li></ul></div><p></p>

FEDTA IHR - Junior STTA Research Associate

<div><div><div><div><b>Posted date</b></div> <div>24th April, 2026</div> <div><b>Last date to apply</b></div> <div>1st May, 2026</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Islamabad</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>Senior National - IHR Advisor</b></p>
<p><i>
E4H FED TA: Technical Support to the International Health Regulation (IHR) Coordination Secretariat at the National Institute of Health, Islamab</i><i>ad</i></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).</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 TA will not perform routine secretariat functions or backfill staffing gaps, but explicitly designed as an institutional strengthening intervention, focused on establishing sustainable systems, governance structures, standardised processes, and workforce capacities within the IHR secretariat at NIH to independently manage IHR coordination and NAPHS monitoring functions</p>
<p>
Specific <b>objectives </b>are to:</p>
<ul>
<li>Provide support to establish and sustain the IHR Secretariat's outlined core functions and capabilities, including multi-sector national/ provincial coordination, and assist in monitoring and tracking the progress of NAPHS implementation , aligning pandemic fund and partners support to priorities of the government.</li>
<li>Provide support to the IHR secretariat under the Chief CDC in developing key foundational documents i.e. a strategic roadmap, SOPs &amp; guidelines for system strengthening (if required), institutionalise e-SPAR reporting to WHO and IHR monitoring reports, monitoring &amp; evaluation (M&amp;E) framework and periodic IHR review mechanism in Pakistan.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><b>
Contributions to Health Systems Strengthening:</b><b> </b>This TA is designed as a comprehensive institutional strengthening intervention aimed at establishing sustainable systems, governance structures, standardised processes, and workforce capacities within NIH to independently manage IHR coordination functions. It will strengthen the health system by building a resilient and efficient IHR Coordination Secretariat at CDC NIH, while institutionalising governance and coordination mechanisms with One Health stakeholders both at the national and provincial levels.</p>
<p>
The time-bound TA will support systematic tracking of NAPHS priority recommendations through domestic (PC-1) and partner financing, strengthening national disease surveillance platforms, public health laboratory networks, health emergency management, workforce development, antimicrobial resistance (AMR), risk communication, and monitoring and assessment of public health events, which will enhance preparedness for coordinated responses during health emergencies.</p>
<p><b>
Alignment with other E4H TAs/Investments/National Standards:</b> The Secretariat will be a key integration point for various TA streams, ensuring they contribute coherently to national health policies and strategies, including the NAPHS 2024-28, Multi-sectoral Health Workforce Strategy (2025-34), Pakistan Multisectoral Surge capacity building package including surge capacity, Legal framework and the upcoming National Health and Population Policy (2026-35).</p>
<p><b>
Alignment with other donors (if relevant): </b>The Secretariat will serve as a platform for effective donor coordination, alignment of pandemic and partners funding with governments priority areas and to prevent duplication to maximise the impact of external investments By convening stakeholders through its governance platforms, it will ensure donor activities are strategically aligned with national priorities reflected in NAPHS 2024-28 and foster collaborative partnerships that enhance the efficiency and effectiveness of all external support for Pakistan's health security. The TA will collaborate especially with UKHSA, US State Department, JSI, CDC, EMPHNET, WHO, ADB, FAO for IHR-related priority activities.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The team will perform the following functions in a phased manner, ensuring all the activities will be co-developed with the Ministry and NIH counterparts with progressive transfer of ownership;</p>
<p>
1.<b> Inception and Planning</b></p>
<ul>
<li>The inception meeting will be duly chaired by the Ministry focal point, along with the national IHR focal point at NIH with participation of other key stakeholders, including the UKHSA, US CDC focal point, US State Department &amp; JSI and the WHO.</li>
<li>Facilitate a collaborative process to develop a strategic 6 months&rsquo; work plan/roadmap, while ensuring sustainability/ institutionalisation and aligned with NAPHS 2024-28 and JEE 2023 recommendations since inception phase.</li>
<li>Outline the roadmap to make IHR secretariat functional and sustainable, along with necessary governance and structural reforms with one health approach for being able to coordinate, track activities for enhancing preparedness and response capacities, developing standard operating procedures.</li>
</ul>
<p> 2. <b>Coordination and Governance Facilitation</b></p>
<p>
The team will provide the following support under governance and coordination:</p>
<ul>
<li>Provide technical support to convene the meetings of the notified and existing National IHR Technical Committee and key Technical Working Groups (TWGs - Prevent, Detect, Respond).</li>
<li>Establish and maintain efficient coordination mechanisms with the NCOC &ndash; NIH, National Disaster Management Authority (NDMA), provincial public health emergency operations centre (PHEOCs), and other relevant authorities.</li>
<li>Establish coordination with provincial IHR secretariats /PDSRUs &amp; coordination mechanisms by establishing feedback loops between provincial IHR secretariats and the national coordination structure. Adopt a hybrid coordination model with bottom-up approach for contextual priority setting and top-down approach for policy coherence and strategic oversight, maximising responsiveness while avoiding the inherent limitations of a purely centralised approach.</li>
<li>Establish coordination with agencies at the points of entry (PoE) for the screening, referral and quarantine facilities during outbreaks, PHEIC and Pandemics.</li>
<li>The Secretariat will support NIH and M/o NHSR&amp;C in ensuring that Pandemic Fund resources are strategically aligned with JEE and NAPHS priorities and safeguarded against diversion to routine operational expenditures.</li>
</ul>
<p> 3.<b> </b><b>Monitoring, Assessment, and Information Sharing</b></p>
<ul>
<li>Support in institutionalising structured state parties annual reporting (SPAR) to WHO and annual IHR monitoring report within IHR secretariat (NIH officials) to see the progress made in implementation of NAPHS priority areas.</li>
<li>Coordinate with National Health Data Centre to compile, analyse national surveillance and response data to support the National IHR Focal Point at NIH for feedback, issuing travel advisory, guidelines, and planning response activities in case an outbreak has occurred or PHEIC notified by WHO. Facilitate the transparent and timely exchange of information between provincial IHR secretariats and relevant national bodies under a legal framework.</li>
<li>Support NIH health education / risk communication cell to draft updated national risk communication plan to inform the public, healthcare professionals, and government agencies about the pandemic and recommended actions.</li>
<li>Monitor the global health security paradigm and inform the national government on IHR practices across the world.</li>
</ul>
<p> <b>Phase IV: Capacity Building</b></p>
<ul>
<li>Review and map existing capacities and gaps in IHR implementation nationwide reflected in National Multisectoral health workforce strategy document.</li>
<li>Coordinate and facilitate training programs in line with Pakistan Multisectoral Surge capacity building package including surge capacity, IDSR, AMR and Lab training manuals to build core capacities at national and sub-national levels through domestic, pandemic and partners funding.</li>
</ul>
<p><b>Focal Points:</b> The TA team will operate under the guidance of the M/o NHSRC focal point and the National IHR Focal Point at NIH.</p>
<p><b>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning
</b></p><p><b><i>Capacity Building:</i></b> The 6 moths&rsquo; roadmap will clearly outline the institutional/ministerial mandates, roles, and responsibilities of designated focal points. The resultant synergy will produce quantifiable and scalable results in each of the prevention, detection, and response domains under the IHR. Through institutional strengthening and capacity building, the TA will support the NIH in addressing existing governance and coordination challenges by introducing reforms and sustaining transparent operational mechanisms, periodic performance reviews, and formalising coordination within NIH and across the country as an NPHI.</p>
<p><b><i>
Institutionalisation:</i></b> M/o NHSRC role remains as an oversight body, involved in mutual accountability, senior level coordination and financial approvals (principal accounting officer) while CEO NIH under board of governors will involve in performance review, planning and operational functions. All outputs (e.g., work plans, monitoring reports) will be developed under the supervision of national chief CDC / IHR focal point at NIH to ensure ownership and sustainability since inception phase. The operational framework will be recommended for incorporation into government funding schemes, a new PC-1 or revision of the existing PC-1, whichever seems feasible to NIH and the Ministry.</p>
<p><b><i>
Transition Planning:</i></b> All the activities will be co-developed with NIH counterparts with progressive transfer of ownership to operate independently in coordination with provinces and federating areas. This will help NIH to independently convene coordination platforms and produces and disseminate IHR reporting.</p>
<p><b>
Responsibilities</b></p>
<p>
The IHR Advisor will be responsible for:</p>
<ul>
<li>Inception Report/ Roadmap</li>
<li>Meetings of the National IHR Technical Committees and key Technical Working Groups and draft submitted for sustainable &amp; institutionalised IHR Secretariat functions</li>
<li>IHR monitoring report 2027</li>
</ul>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 40 days from 15 May 2026- 31 Dec 2026.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>PHD/ Postgraduate degree in Public Health.</li>
<li>15+ years of experience in IHR (2005) implementation areas.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Planning and delivering work</li>
<li>Analysis and use of information</li>
<li>Decision making</li>
<li>Influencing</li></ul></div><p></p>

FEDTA IHR - Senior STTA IHR Advisor

<div><div><div><div><b>Posted date</b></div> <div>24th April, 2026</div> <div><b>Last date to apply</b></div> <div>29th April, 2026</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Islamabad</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>Senior National - IHR Coordinator</b></p>
<p><i>
E4H FED TA: Technical Support to the International Health Regulation (IHR) Coordination Secretariat at the National Institute of Health, Islamabad</i></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).</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 TA will not perform routine secretariat functions or backfill staffing gaps, but explicitly designed as an institutional strengthening intervention, focused on establishing sustainable systems, governance structures, standardised processes, and workforce capacities within the IHR secretariat at NIH to independently manage IHR coordination and NAPHS monitoring functions</p>
<p>
Specific <b>objectives </b>are to:</p>
<ul>
<li>Provide support to establish and sustain the IHR Secretariat's outlined core functions and capabilities, including multi-sector national/ provincial coordination, and assist in monitoring and tracking the progress of NAPHS implementation , aligning pandemic fund and partners support to priorities of the government.</li>
<li>Provide support to the IHR secretariat under the Chief CDC in developing key foundational documents i.e. a strategic roadmap, SOPs &amp; guidelines for system strengthening (if required), institutionalise e-SPAR reporting to WHO and IHR monitoring reports, monitoring &amp; evaluation (M&amp;E) framework and periodic IHR review mechanism in Pakistan.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><b>
Contributions to Health Systems Strengthening:</b><b> </b>This TA is designed as a comprehensive institutional strengthening intervention aimed at establishing sustainable systems, governance structures, standardised processes, and workforce capacities within NIH to independently manage IHR coordination functions. It will strengthen the health system by building a resilient and efficient IHR Coordination Secretariat at CDC NIH, while institutionalising governance and coordination mechanisms with One Health stakeholders both at the national and provincial levels.</p>
<p>
The time-bound TA will support systematic tracking of NAPHS priority recommendations through domestic (PC-1) and partner financing, strengthening national disease surveillance platforms, public health laboratory networks, health emergency management, workforce development, antimicrobial resistance (AMR), risk communication, and monitoring and assessment of public health events, which will enhance preparedness for coordinated responses during health emergencies.</p>
<p><b>
Alignment with other E4H TAs/Investments/National Standards:</b> The Secretariat will be a key integration point for various TA streams, ensuring they contribute coherently to national health policies and strategies, including the NAPHS 2024-28, Multi-sectoral Health Workforce Strategy (2025-34), Pakistan Multisectoral Surge capacity building package including surge capacity, Legal framework and the upcoming National Health and Population Policy (2026-35).</p>
<p><b>
Alignment with other donors (if relevant): </b>The Secretariat will serve as a platform for effective donor coordination, alignment of pandemic and partners funding with governments priority areas and to prevent duplication to maximise the impact of external investments By convening stakeholders through its governance platforms, it will ensure donor activities are strategically aligned with national priorities reflected in NAPHS 2024-28 and foster collaborative partnerships that enhance the efficiency and effectiveness of all external support for Pakistan's health security. The TA will collaborate especially with UKHSA, US State Department, JSI, CDC, EMPHNET, WHO, ADB, FAO for IHR-related priority activities.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The team will perform the following functions in a phased manner, ensuring all the activities will be co-developed with the Ministry and NIH counterparts with progressive transfer of ownership;</p>
<p>
1.<b> Inception and Planning</b></p>
<ul>
<li>The inception meeting will be duly chaired by the Ministry focal point, along with the national IHR focal point at NIH with participation of other key stakeholders, including the UKHSA, US CDC focal point, US State Department &amp; JSI and the WHO.</li>
<li>Facilitate a collaborative process to develop a strategic 6 months&rsquo; work plan/roadmap, while ensuring sustainability/ institutionalisation and aligned with NAPHS 2024-28 and JEE 2023 recommendations since inception phase.</li>
<li>Outline the roadmap to make IHR secretariat functional and sustainable, along with necessary governance and structural reforms with one health approach for being able to coordinate, track activities for enhancing preparedness and response capacities, developing standard operating procedures.</li>
</ul>
<p> 2. <b>Coordination and Governance Facilitation</b></p>
<p>
The team will provide the following support under governance and coordination:</p>
<ul>
<li>Provide technical support to convene the meetings of the notified and existing National IHR Technical Committee and key Technical Working Groups (TWGs - Prevent, Detect, Respond).</li>
<li>Establish and maintain efficient coordination mechanisms with the NCOC &ndash; NIH, National Disaster Management Authority (NDMA), provincial public health emergency operations centre (PHEOCs), and other relevant authorities.</li>
<li>Establish coordination with provincial IHR secretariats /PDSRUs &amp; coordination mechanisms by establishing feedback loops between provincial IHR secretariats and the national coordination structure. Adopt a hybrid coordination model with bottom-up approach for contextual priority setting and top-down approach for policy coherence and strategic oversight, maximising responsiveness while avoiding the inherent limitations of a purely centralised approach.</li>
<li>Establish coordination with agencies at the points of entry (PoE) for the screening, referral and quarantine facilities during outbreaks, PHEIC and Pandemics.</li>
<li>The Secretariat will support NIH and M/o NHSR&amp;C in ensuring that Pandemic Fund resources are strategically aligned with JEE and NAPHS priorities and safeguarded against diversion to routine operational expenditures.</li>
</ul>
<p> 3.<b> </b><b>Monitoring, Assessment, and Information Sharing</b></p>
<ul>
<li>Support in institutionalising structured state parties annual reporting (SPAR) to WHO and annual IHR monitoring report within IHR secretariat (NIH officials) to see the progress made in implementation of NAPHS priority areas.</li>
<li>Coordinate with National Health Data Centre to compile, analyse national surveillance and response data to support the National IHR Focal Point at NIH for feedback, issuing travel advisory, guidelines, and planning response activities in case an outbreak has occurred or PHEIC notified by WHO. Facilitate the transparent and timely exchange of information between provincial IHR secretariats and relevant national bodies under a legal framework.</li>
<li>Support NIH health education / risk communication cell to draft updated national risk communication plan to inform the public, healthcare professionals, and government agencies about the pandemic and recommended actions.</li>
<li>Monitor the global health security paradigm and inform the national government on IHR practices across the world.</li>
</ul>
<p> <b>Phase IV: Capacity Building</b></p>
<ul>
<li>Review and map existing capacities and gaps in IHR implementation nationwide reflected in National Multisectoral health workforce strategy document.</li>
<li>Coordinate and facilitate training programs in line with Pakistan Multisectoral Surge capacity building package including surge capacity, IDSR, AMR and Lab training manuals to build core capacities at national and sub-national levels through domestic, pandemic and partners funding.</li>
</ul>
<p><b>Focal Points:</b> The TA team will operate under the guidance of the M/o NHSRC focal point and the National IHR Focal Point at NIH.</p>
<p><b>
Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<p><b><i>
Capacity Building:</i></b> The 6 moths&rsquo; roadmap will clearly outline the institutional/ministerial mandates, roles, and responsibilities of designated focal points. The resultant synergy will produce quantifiable and scalable results in each of the prevention, detection, and response domains under the IHR. Through institutional strengthening and capacity building, the TA will support the NIH in addressing existing governance and coordination challenges by introducing reforms and sustaining transparent operational mechanisms, periodic performance reviews, and formalising coordination within NIH and across the country as an NPHI.</p>
<p><b><i>
Institutionalisation:</i></b> M/o NHSRC role remains as an oversight body, involved in mutual accountability, senior level coordination and financial approvals (principal accounting officer) while CEO NIH under board of governors will involve in performance review, planning and operational functions. All outputs (e.g., work plans, monitoring reports) will be developed under the supervision of national chief CDC / IHR focal point at NIH to ensure ownership and sustainability since inception phase. The operational framework will be recommended for incorporation into government funding schemes, a new PC-1 or revision of the existing PC-1, whichever seems feasible to NIH and the Ministry.</p>
<p><b><i>
Transition Planning:</i></b> All the activities will be co-developed with NIH counterparts with progressive transfer of ownership to operate independently in coordination with provinces and federating areas. This will help NIH to independently convene coordination platforms and produces and disseminate IHR reporting.</p>
<p><b>
Responsibilities</b></p>
<p>
The IHR Coordinator will be responsible for:</p>
<ul>
<li>Inception Report/ Roadmap</li>
<li>Meetings of the National IHR Technical Committees and key Technical Working Groups and draft submitted for sustainable &amp; institutionalised IHR Secretariat functions</li>
<li>IHR monitoring report 2027</li>
</ul>
<p><b>Timeline and Days</b></p>
<p>
The level of effort (LOE) for the role is 80 days from 15 May 2026- 31 Dec 2026.</p>
<p><b>
Requirement</b></p>
<p><b><i>
Technical Expertise</i></b></p>
<ul>
<li>Postgraduate degree in Public Health.</li>
<li>15+ years of experience with expert coordination of multi-sectoral stakeholders, and advanced technical proficiency in IHR (2005) implementation.</li>
</ul>
<p><b><i>Competencies</i></b></p>
<ul>
<li>Planning and delivering work</li>
<li>Analysis and use of information</li>
<li>Decision making</li>
<li>Working with others</li></ul></div><p></p>

FEDTA IHR - Senior STTA IHR Coordinator

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FEDTA IHR - Junior STTA Research Associate

FEDTA IHR - Senior STTA IHR Advisor

FEDTA IHR - Senior STTA IHR Coordinator