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scientific research associate

First National Equities Limited

<p><b>Role Overview</b></p><p>We are looking for a Research Associate to support FNEL&rsquo;s Research &amp; Market Strategy desk. The role involves market data collection, financial analysis, and preparing reports for clients. The ideal candidate should be comfortable working across daily reports, weekly insights, and sector research, with the ability to present findings in a clear and visual way.</p><p><b>Key Responsibilities</b></p><p>1. Collect and analyze data from PSX, NCCPL, and other financial sources.</p><p>2. Prepare daily market briefings, weekly reports, and sector notes.</p><p>3. Create charts, tables, and infographics for client-facing reports (Excel, PowerPoint, Canva).</p><p>4. Contribute to the annual budget analysis and other special reports.</p><p>5. Help design and run investor polls and summarize responses.</p><p>6. Track macroeconomic, policy, and sectoral developments affecting the PSX.</p><p><b>Required Skills &amp; Qualifications</b></p><p>1. Bachelor&rsquo;s degree in Finance, Economics, Accounting, Business, or related field.</p><p>2. Strong analytical skills; proficiency in Excel required.</p><p>3. Ability to write short, clear financial commentary.</p><p>4. Familiarity with stock markets, company financials, and macroeconomic indicators.</p><p>5. Basic skills in making visuals (Excel graphs, Canva, PowerPoint).</p><p>6. Good organizational skills and willingness to work in a lean team.</p><p><b>Preferred Skills</b></p><p>1. Prior experience or internship in equity research or brokerage.</p><p>2. Knowledge of basic technical analysis.</p><p>3. Familiarity with Bloomberg, Reuters, or other data platforms.</p><p><b>What We Offer</b></p><p>1. Hands-on exposure to Pakistan&rsquo;s equity markets.</p><p>2. Opportunity to work on diverse research products (daily, weekly, sectoral).</p><p>3. Small-team environment with room to take initiative.</p><p>Job Type: Full-time</p><p>Work Location: In person</p>

Research Associate

Palladium Pakistan (Pvt.) Limited

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div><div></div>
</div><br>
<div><div><b>Experience</b></div> <div>5 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA:</b> <b>Institutionalisation of the Sustainable Training System and Development of Competency-Based Training Content with LMS Integration</b></p>
<p></p>
<p>Background and Problem Statement</p>
<p><i>Background</i></p>
<ul><li>The Health &amp; Population Department (H&amp;PD) was supported by Evidence for Health (E4H) Programme in the development of a Sustainable Training System (STS) to strengthen in-service training for health workers across Punjab.</li>
<li>A total of 30 training modules were identified in close consultation with the H&amp;PD based on Focus Group Discussions (FGDs) and Key Informant Interviews (KIIs) with various cadres of the health workforce (LHWs, LHVs, District Managers etc.). Out of these, Six prioritised training modules were developed and handed over (June 27, 2025) to PHDC for incorporation into LMS:Provincial Health Development Centre (PHDC) and District Health Development Centres (DHDCs) provide training infrastructure, but current trainings remain fragmented, donor-driven, and not systematically institutionalised.The National Health Support Programme (NHSP) requires Punjab to meet Disbursement Linked Results (DLRs) under DLI 2 (competency-based training for PHC providers) and DLI 10 (performance management).
<ul><li>Public Health Supply Chain Management</li>
<li>Community Management of Acute Malnutrition</li>
<li>&#8288;Screening &amp; Diagnosis of Hepatitis B&amp;C</li>
<li>&#8288;Biostatistics &amp; Epidemiology</li>
<li>&#8288;Blood transfusion</li>
<li>&#8288;Infectious Prevention &amp; Control</li>
</ul></li><li>A key challenge is incorporating the new competency-based framework within government structures and digitising content through a Learning Management System (LMS).</li>
<li>Without institutionalisation and LMS integration, gains from the Sustainable Training System risk remaining ad-hoc and unsustainable.</li>
</ul><p><i>Problem Statement</i></p>
<p>
E4H Programme has developed the Sustainable Training System for the H&amp;PD and a digital LMS platform is already in place housed in Health Information &amp; Service Delivery Unit (HISDU). However, the framework has not yet been fully functional within the Health &amp; Population Department (H&amp;PD), and there is a critical gap in developing standardised, competency-based training content that can be integrated into the LMS. This TA addresses the root issue by embedding the Sustainable Training System within H&amp;PD structures and developing competency-based training content for effective use of the LMS.</p>
<p>
Goal and Objective(s)</p>
<p>
The overall goal of this TA is To institutionalise the Sustainable Training System within the Health &amp; Population Department and digitising content through the Learning Management System (LMS).</p>
<p>
We will achieve this by pursuing 3 objectives:</p>
<div>
<ul><li>Develop competency-based training content aligned with EPHS.</li></ul>
<ul><li>Institutionalise training standards through LMS integration, optimisation, and handholding support.</li></ul>
<ul><li>Build government ownership for ongoing management and updating of training content.</li></ul>
</div><p>Strategic Approach</p>
<p><i>Contributions to health systems strengthening</i></p>
<p>
This TA addresses systemic gaps in workforce development by institutionalising competency-based training within H&amp;PD structures, digitising training content, and embedding it in the LMS. It strengthens governance, standardisation, and monitoring of training across Punjab, ensuring alignment with EPHS and NHSP DLIs.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
The TA builds directly on the Sustainable Training System Framework developed earlier through E4H support and complements earlier work on prioritised training needs for H&amp;PD workforce.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA aligns with World Bank&ndash;funded NHSP (DLIs 2 &amp; 10) and complements Japan International Cooperation Agency&rsquo;s (JICA) work on capacity building and digitalisation of training content for healthcare providers of H&amp;PD.</p>
<p>
Scope of Work and Methodology</p>
<p>
Phased Approach (Sept 2025 &ndash; March 2026)</p>
<p><b>
Phase 1: Inception &amp; Planning (Sept 2025)</b></p>
<ul>
<li>Hold inception meetings with H&amp;PD and HISDU.</li>
<li>Review current STS framework, LMS readiness, and priority content list.</li>
<li>Finalise training content to be developed in close consultation with H&amp;PD</li>
</ul>
<p>Implementation roadmap, validation mechanism, and responsibilities.</p>
<p><b>
Phase 2: Competency-Based Content Development (Oct &ndash; Dec 2025)</b></p>
<ul>
<li>Develop/Upgrade competency-based training content.</li>
<li>Ensure EPHS alignment and competency standards.</li>
<li>Conduct technical validation workshop with H&amp;PD.</li>
</ul>
<p><b>Phase 3: LMS Integration &amp; Optimisation (Nov 2025 &ndash; Jan 2026)</b></p>
<ul>
<li>Digitise and integrate validated content into HISDU&rsquo;s LMS in parallel with training content development.</li>
<li>Orient H&amp;PD staff on LMS use.</li>
</ul>
<p><b>Phase 4: Institutionalisation &amp; Handholding Support (Jan &ndash; Feb 2026)</b></p>
<ul>
<li>Develop SOPs and guidelines for competency-based training roll-out and quality assurance.</li>
<li>Support HISDU/PHDC in conducting first round of government-led LMS trainings.</li>
<li>Provide on-ground handholding support for HISDU staff during implementation.</li>
</ul>
<p><b>Phase 5: Consolidation &amp; Sustainability (Mar 2026)</b></p>
<ul>
<li>Finalise sustainability &amp; scale-up plan (covering identified topics and beyond).</li>
</ul><p>Sustainability: Capacity Building, Institutionalisation, and Transition Planning</p>
<ul><li>Dedicated capacity will be developed within H&amp;PD, particularly HISDU, for content management, LMS administration, and training governance. This will be achieved through orientation sessions, mentoring, and handholding support provided during the integration of modules and the initial roll-out of LMS-based trainings.</li>
<li>Competency-based training will be embedded within existing government structures by formalising roles and responsibilities across HISDU, PHDC, and DHDCs. SOPs and guidelines will be developed to standardise training processes, validation mechanisms, and quality assurance.</li>
<li>The Sustainable Training System will be aligned with the EPHS service package and NHSP DLI requirements, ensuring that training delivery becomes a core, mandatory function rather than an ad-hoc or donor-driven activity.</li>
<li>Sustainability will be further secured by enabling government staff to manage, update, and expand training content independently.</li>
</ul>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li>Inception Report &amp; Implementation Roadmap (incl. Slide Deck).</li></ul>
<ul><li>Competency-Based Training Content (aligned with EPHS).</li></ul>
<ul><li>LMS Integration &amp; Capacity Building Report.</li></ul>
<ul><li>Final Report with Institutionalisation Framework &amp; Sustainability Plan.</li></ul>
</div>
<p></p><p><b>Research/Project Associate (Junior National)</b></p>
<p><b>
LOE:</b> 126 days <i>(subject to change)</i></p>
<p><b>
Period:</b> Sep 2025 &ndash; Mar 2026</p>
<p><b>
Role Requirements</b><br>
Support research, content documentation, logistics, validation workshops, training reports, and deliverable preparation. Maintain government consultation records.</p>
<p><b>
Technical Expertise</b><br>
Bachelor&rsquo;s or Master&rsquo;s degree in Public Health, Social Sciences, Management, Life Sciences, or relevant degree. Minimum 5 years&rsquo; experience in research, documentation, and training support.</p>
<p><b>
Core Competencies</b><br>
Research &amp; analysis; Drafting training material; Organisation &amp; documentation; Communication &amp; teamwork; Data synthesis &amp; reporting.</p>
<p><b>
Deliverables</b></p>
<div>
Same as above.</div></div><p></p>

Ongoing Recruitment – STTA Junior National - Research/Project Associate

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>31st October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>5 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: </b><b>Technical Support for Convening IHR Coordination (Taskforce &amp; TWG) Meetings</b></p><br>
<p></p>
<p><b>Programme Overview</b></p>
<p>
Evidence for Health (E4H) is a Foreign, Commonwealth &amp; Development Office (FCDO)-funded programme aimed at strengthening Pakistan's healthcare system, thereby decreasing the burden of illness and saving lives. E4H (2023&ndash;2027) provides technical assistance (TA) to Punjab, Federal, and KP governments, implemented by Palladium in partnership with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports governments to achieve a resilient health system that is prepared for emergencies, responsive to evidence, and delivers equitable, quality, and efficient healthcare services. Specifically, E4H delivers TA across three outputs:</p>
<ul>
<li><b>Output 1.3:</b> Functional governance structures and coordination platforms for health emergency preparedness and response.</li>
<li><b>Output 2:</b> Strengthened evidence-based decision-making for accountability and performance.</li>
<li><b>Output 3:</b> Improved implementation of Universal Health Coverage (UHC).</li>
</ul>
<p></p><p><b>Background</b></p>
<ul>
<li>Following the Joint External Evaluation (JEE 2023) of 19 technical areas under the International Health Regulations (IHR 2005), a National Action Plan for Health Security (NAPHS) 2024-28 was developed in consultation with all provinces, with technical assistance (TA) from the Evidence for Health (E4H) Programme. It also includes a governance and coordination mechanism for IHR (2005) to oversee the implementation of NAPHS in Punjab under the provincial operational plan.</li>
<li>Approved during the second E4H Steering Committee meeting, this governance and coordination framework established and defined the roles for health, livestock, environment, PDMA, Rescue 1122, and food sectors to enhance inter-sectoral coordination and improve preparedness for health security threats, particularly those linked to climate change.</li>
<li>Despite the framework&rsquo;s approval, operationalisation remains incomplete, with gaps in routine coordination meetings and weak linkages between provincial and national IHR focal points.</li>
<li>The Health &amp; Population Department (H&amp;PD) requires structured support to institutionalise the coordination mechanism, revitalise the IHR Taskforce, and advocate for the formation of Technical Working Groups (TWGs) across the Prevent, Detect, and Respond pillars, ensuring alignment with the IHR 2005 framework and federal-level NAPHS milestones.</li>
</ul>
<p><b>Problem Statement</b></p>
<p>
Although a governance and coordination mechanism for IHR has been established within NAPHS 2024-28, it has not been effectively operationalised. Weak linkages between provincial and federal functions, along with the absence of routine coordination forums, constrain Punjab&rsquo;s ability to implement the NAPHS priority activities and therefore hinder the health security preparedness in Punjab.</p>
<p><b>
Goal and Objective(s)</b></p>
<p>
The overall goal of this TA is to strengthen cross-sectoral coordination and efficiency through the operationalisation of the IHR coordination mechanism in Punjab.</p>
<p>
Specific objectives include;</p>
<ul>
<li><b>Objective 1</b>: To activate the IHR Taskforce/Technical committee and establish functional Technical Committees/Working Groups (Prevent, Detect, Respond) as routine coordination mechanisms.</li>
<li><b>Objective 2</b>: To support the convening of at least two IHR Taskforce/Technical Committee meetings focused on reviewing progress and initiating implementation of priority NAPHS II activities.</li>
<li><b>Objective 3</b>: To document and follow up on agreed action points to ensure visible and sustained progress on IHR coordination and implementation efforts across the province.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><i>
Contributions to health systems strengthening</i></p>
<p>
The operationalisation of the IHR governance mechanism in Punjab represents a strategic continuation of work initiated under the first phase of TA in 2024, which established the foundational framework. With formal approval secured through the E4H Steering Committee, the current TA shifts focus to embedding this mechanism into institutional routines, strengthening structured coordination, aligning resources, and instituting performance monitoring. This effort enhances Punjab&rsquo;s ability to prevent, detect, and respond to health emergencies through an integrated, multi-sectoral approach under the One Health paradigm.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
This TA builds directly on the earlier E4H-supported development of the IHR governance framework within NAPHS from 2024 to 2028. It complements ongoing health security efforts by formalising roles, enabling routine engagement across health, livestock, environment, and food safety sectors, and supporting coordinated decision-making and crisis response.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA aligns with Pakistan&rsquo;s commitments under the International Health Regulations (IHR 2005) and contributes to progress on the JEE recommendation during 2023. By tracking and advancing the NAPHS Punjab operational plan, this TA ensures coherence with national benchmarks, creates accountability, and directly complements other donor-supported health security investments.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The scope of TA encompasses notifications, operational rollout, and institutional embedding of a multi-sectoral IHR governance mechanism and a monitoring and evaluation (M&amp;E) framework previously developed through E4H support in Punjab. The TA will adopt a participatory, systems-based approach, incorporating policy reviews, stakeholder consultations, and coordination support, to enhance the province&rsquo;s compliance with NAPHS 2024&ndash;28. It will be delivered over seven months in three sequential phases:</p>
<p><b><i>
Phase 1: Inception and Planning</i></b></p>
<ul>
<li>Conduct initial consultations with H&amp;PD and key one-health departments (SH&amp;MED, livestock &amp; poultry, environment, food safety, Rescue 1122, and PDMA).</li>
<li>Develop a concise Inception Report and accompanying slide deck that outlines the scope, stakeholder roles, risks, and a coordination plan.</li>
</ul>
<p><b><i>Phase 2: Convening and Embedded Support</i></b></p>
<ul>
<li>Facilitate two IHR Taskforce/Technical Committee meetings to track progress against the implementation of NAPHS recommendations for Punjab and one meeting each for the three TWGs after being notified.</li>
<li>Advocate and document agendas (thematic agendas addressing the prevent, detect, and respond pillars of IHR), support the preparation of presentations, minutes of meetings, and agreed-upon follow-up actions.</li>
<li>Provide embedded support to the Director of Health Services, CD &amp; EPC, for coordination and documentation.</li>
</ul>
<p><b><i>Phase 3: Reporting and Finalisation</i></b></p>
<ul>
<li>Develop a final report and a conclusion slide deck that comprises the minutes of meetings and progress against agreed-upon action points.</li>
<li>Submit deliverables for institutional knowledge, record, and follow-up.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<ul>
<li>It will strengthen the lead role of the human health sector in multisectoral IHR governance and coordination, within the broader context of health security.</li>
<li>Knowledge products, including meeting minutes, action trackers, and final reports, will be archived within H&amp;PD for ongoing reference and replication.</li>
<li>Building on the earlier E4H-supported development of the NAPHS framework, TA will reinforce institutional ownership and continuity of progress at the provincial level.</li>
<li>It will build upon the existing capacity of the CD&amp;EPC program and enable the Provincial Disease Surveillance and Response Unit (PDSRU) to better prepare for public health concerns.</li>
</ul>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li>Inception Report &amp; Readiness Note (incl. Slide Deck).</li></ul>
<ul><li>IHR Taskforce Meeting Report 1.</li></ul>
<ul><li>Three TWG Meeting Reports (Prevent, Detect, Respond).</li></ul>
<ul><li>IHR Taskforce Meeting Report 2.</li></ul>
<ul><li>Conclusion Slide Deck &amp; Final Report.</li></ul>
</div>
<p></p><div><p><b>Research</b><b>/Project</b><b> Associate (Junior National)</b></p>
<ul>
<li><p><b>LOE:</b> 90 days (subject to change)</p>
</li>
<li><p><b>Period:</b> Sep 2025 &ndash; Mar 2026</p>
</li>
</ul><p><b>Role Requirements</b><br>
Support stakeholder coordination, meeting organisation, documentation (notifications, agendas, MoMs), and contribute to synthesis and final reporting.</p>
<p><b>
Technical Expertise</b><br>
Bachelor&rsquo;s or Master&rsquo;s in public health, development studies, social sciences, or relevant degree. Minimum 5 years&rsquo; overall experience. Experience in coordinating TA inputs, conducting stakeholder consultations, and supporting policy documentation. Familiarity with IHR, One Health, and NAPHS frameworks preferred.</p>
<p><b>
Core Competencies</b><br>
Planning and delivering work; Working with others; Documentation; Analysis and use of information.</p>
<p><b>
Deliverables</b><br>
Same as above.</p></div></div><p></p>

<div><div><div><div><b>Posted date</b></div> <div>27th August, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div></div></div></div><div></div>
<br><p></p><div><p><b>E4H Punjab TA: ASSESSMENT OF HEALTH FACILITIES FOR ACCESSIBILITY AND INCLUSIVITY OF DISABLED AND SPECIAL NEEDS PERSONS</b></p>
<p></p>
<p><b>Programme Overview</b></p>
<p>
Evidence for Health (E4H) is a Foreign, Commonwealth &amp; Development Office (FCDO)-funded programme aimed at strengthening Pakistan's healthcare system, thereby decreasing the burden of illness and saving lives. E4H (2023&ndash;2027) provides technical assistance (TA) to Punjab, Federal, and KP governments, implemented by Palladium in partnership with Oxford Policy Management (OPM).</p>
<p>
Through its flexible, embedded, and demand-driven model, E4H supports governments to achieve a resilient health system that is prepared for emergencies, responsive to evidence, and delivers equitable, quality, and efficient healthcare services. Specifically, E4H delivers TA across three outputs:</p>
<ul>
<li><b>Output 1:</b> Strengthened integrated health security for preparedness and emergency response.</li>
<li><b>Output 2:</b> Strengthened evidence-based decision-making for accountability and performance.</li>
<li><b>Output 3:</b> Improved implementation of Universal Health Coverage (UHC).</li>
</ul>
<p></p><p><b>Background and Problem Statement</b></p>
<p>
Despite Pakistan&rsquo;s gradual progress in expanding public health infrastructure and advancing toward Universal Health Coverage (UHC), persons with disabilities continue to face systemic barriers in accessing equitable healthcare. According to the 2023 Population and Housing Census, 3.41 percent of Pakistan&rsquo;s population - and 3.84 percent in Punjab - live with a disability.[1] In alignment with the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), this technical assistance (TA) defines disability as long-term physical, sensory, intellectual, cognitive, or psychosocial impairments which, in interaction with environmental and attitudinal barriers, hinder full and effective participation in society on an equal basis with others.</p>
<p>
Health equity and UHC cannot be achieved unless health systems are inclusive and accessible to all, including persons with disabilities. Global evidence, including WHO&rsquo;s <i>Global Report on Health Equity for Persons with Disabilities</i> (2022)[2], confirms that persons with disabilities are more likely to experience delayed care, poor health outcomes, and financial hardship due to inaccessible services. Inclusive health systems are not only a rights-based obligation but also a critical enabler of service quality, resilience, and population coverage.</p>
<p>
Punjab, the country&rsquo;s most populous province, hosts a significant share of Pakistan&rsquo;s health infrastructure and disease burden. While efforts have been made to improve service delivery, inclusivity remains poorly integrated into infrastructure design, human resource development, and service protocols. Currently, no systematic data exists on the accessibility of health facilities for persons with disabilities in the province.</p>
<p>
At the policy level, Pakistan has committed to disability inclusion through:</p>
<ul>
<li><b>The UNCRPD</b> (ratified 2011), which outlines the right to the highest attainable standard of health without discrimination[3].</li>
<li><b>The National Policy for Persons with Disabilities (2002)</b>, which calls for integrated health services and assistive technologies.</li>
<li><b>The Punjab Empowerment of Persons with Disabilities Act (2022)</b> mandates non-discriminatory, barrier-free access to all public and private facilities.</li>
</ul>
<p>However, operationalisation of these commitments within the health sector remains limited. The Punjab Health Sector Strategy (2019&ndash;2028) articulates a vision for equitable service delivery but does not fully address disability inclusion in facility design or service operations. Moreover, global frameworks such as WHO&rsquo;s <i>Disability-Inclusive Health Services Toolkit</i> and <i>Health Equity for Persons with Disabilities: A Guide for Action</i> emphasise the need to address barriers across physical, informational, communication, and attitudinal dimensions.</p>
<p>
In this context, this Technical Assistance (TA) will conduct a structured assessment of public health facilities across selected urban and rural districts in Punjab. The aim is to evaluate the inclusivity of health services across infrastructure, staff capacity, and service delivery processes&mdash;benchmarked against national legislation and international best practices. The assessment will generate actionable recommendations and a prioritised roadmap for institutionalising disability-inclusive practices across the provincial health system.</p>
<p><b>
Strategic Approach</b></p>
<p>
This TA was a direct ask from the Special Secretary (Operations), H&amp;PD, during an engagement. This TA will support implementation of UHC reforms by identifying systemic barriers that prevent equitable access to essential health services for persons with disabilities, directly contributing to SDG 3.8 (achieve UHC, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all) and SDG 10.2 (empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.). It also aligns with Pakistan&rsquo;s EPHS by assessing whether inclusive standards are upheld at the facility level. It also aligns directly with national and provincial disability policies by translating commitments into actionable reforms. It supports the implementation of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), ratified by Pakistan in 2011, which commits the country to ensuring equal access to health and rehabilitation services for persons with disabilities.1</p>
<p>
Crucially, this TA demonstrates E4H&rsquo;s demand-responsive model and exemplifies how E4H mobilises timely technical support in response to provincial priorities while advancing its broader systemic goals. The TA also complements other E4H-supported efforts&mdash;such as Primary Healthcare (PHC) revamping, deployment of Clinic on Wheels (COWs), and engagement with Community Health Inspectors (CHIs)&mdash;by embedding disability inclusion within existing delivery platforms and operational frameworks. In doing so, it strengthens the coherence and reach of E4H&rsquo;s broader programming.</p>
<p><b>
Objectives</b></p>
<p>
The specific objectives of the TA are:</p>
<div>
<ul><li>To assess the disability inclusion readiness of public health facilities across six selected districts in Punjab, by evaluating infrastructure, service delivery and staff readiness, and institutional processes against international benchmarks (WHO, UNCRPD)/ framework, and identifying key gaps.</li></ul>
<ul><li>To generate actionable, system-level recommendations and a scalable assessment framework that can inform inclusive health reforms, guide infrastructural upgrades, and support the institutionalization of disability-responsive practices within Punjab&rsquo;s health system.</li></ul>
</div>
<p><b>Domain &amp; Description</b></p>
<ul>
<li>Physical Accessibility: Infrastructure, signage, ramps, restrooms</li>
<li>Attitudinal Barriers: Staff attitudes, awareness, inclusion training</li>
<li>Communication Barriers: Use of sign language, visual aids, etc.</li>
<li>Financial Accessibility: Awareness of entitlements, subsidies, or costs</li>
</ul>
<p><b>Scope of Work and Methodology</b></p>
<p>
The scope of this TA encompasses a comprehensive, multi-phase assessment of 30 public health facilities across six selected districts in Punjab (three urban and three rural), focusing on their accessibility and inclusivity for persons with disabilities. The TA will employ a mixed-methods approach - combining infrastructure assessments, staff and patient interviews, and policy reviews - to identify systemic and facility-level barriers to inclusive service delivery. The assignment will be delivered over a six-month period and structured in five sequential phases:</p>
<p><b>
Phase 1: Planning and Inception</b></p>
<ul>
<li>Conduct preliminary consultations with H&amp;PD to finalise scope and stakeholder engagement strategy (including engaging relevant statutory bodies existing in the province).</li>
<li>Select districts and facilities using stratified sampling to ensure geographic and service-level diversity (e.g., BHUs, RHCs, DHQs and THQs).</li>
<li>Develop an Inception Report outlining the work plan, roles, risk mitigation plan, and contextual analysis.</li>
</ul>
<p><b>Phase 2: Tool Development and Training</b></p>
<ul>
<li>Design and adapt data collection tools based on technical guidance from WHO and similar bodies. Which includes incorporating global best practices, tools, and country examples (i.e., Saudi Arabia, Kenya, South Africa) that offer replicable or adaptable models (i.e., WHO Disability-Inclusive Health Services Toolkit; WHO Health Equity for Persons with Disabilities: A Guide for Action; UNFP Disability Awareness Checklist for Healthcare Services etc.</li>
<li>Customize checklists to capture physical access (ramps, signage, pathways), service readiness, staff training, and patient dignity elements.</li>
<li>Conduct a focused review of relevant global and regional assessments to extract applicable design features, indicators, and implementation lessons. Examples should inform the development of a tailored, context-specific assessment checklist and methodology adapted to Punjab&rsquo;s health system. The resulting tools should reflect both international standards and local realities, ensuring practical relevance and alignment with disability-inclusive service delivery principles.</li>
<li>Develop training materials for field teams, emphasising ethical considerations and standardised scoring protocols.</li>
<li>Conduct a training workshop for surveyors, including field pilots at 1&ndash;2 test sites, to refine instruments.</li>
</ul>
<p><b> </b><b>Phase 3: Field Assessment and Data Collection</b></p>
<ul>
<li>Deploy survey teams across selected districts to conduct on-site assessments, supported by a civil engineer, disability expert, and data analyst.</li>
<li>Activities include:
<ul><li>Physical assessments (entrances, restrooms, wards, signage)</li>
<li>Staff interviews on care practices and institutional culture (Proportionate variety of disabled persons need to be interviewed across health facilities of both health departments, as well as officers deputed in each district from the Department of Social Welfare and Bait-ul-Mal) PESSI</li>
<li>Patient feedback (where applicable), with attention to gender and disability types</li>
<li>Collection of photographic and geospatial evidence</li>
</ul></li><li>Ensure quality control through routine check-ins and centralised data monitoring.</li>
</ul>
<p><b>Phase 4: Data Analysis and Interpretation</b></p>
<ul>
<li>Consolidate and clean raw data from all assessment sites.</li>
<li>Analyse findings to identify:
<ul><li>Recurring infrastructure and service barriers</li>
<li>Facility readiness scores</li>
<li>Variations by district and facility type</li>
</ul></li><li>Map results against international standards and national benchmarks to assess compliance and identify critical gaps.</li>
<li>Prepare a feasibility matrix outlining interventions by cost, urgency, and policy alignment.</li>
<li>Assess the scalability potential of tools for institutionalisation in the department and replication in other districts.</li>
</ul>
<p><b>Phase 5: Reporting and Dissemination</b></p>
<ul>
<li>Draft facility-wise assessment reports and one consolidated analytical report.</li>
<li>Develop a technical policy brief and slide deck summarising key findings and recommendations for decision-makers.</li>
<li>Organize a validation workshop with H&amp;PD and relevant stakeholders to present and refine the proposed recommendations.
<ul><li>H&amp;PD</li>
<li>SHC&amp;MED</li>
<li>Statutory bodies/councils</li>
<li>Department of Social Welfare and Bait ul Mal</li>
<li>PESSI; among others.</li>
</ul></li><li>Incorporate feedback and submit final deliverables, including a replicable methodology guide and raw data archive for institutional use.</li>
</ul>
<p>This phased and participatory methodology will ensure that the TA delivers context-sensitive insights, promotes local ownership, and builds a foundation for long-term integration of disability-inclusive standards in health infrastructure planning and service delivery.</p>
<p><b>
Capacity Transfer, Sustainability and Transition Planning</b></p>
<p>
This TA will ensure sustainability, capacity transfer, and transition by initiating a paradigm shift in how disability is perceived within Punjab&rsquo;s health system&mdash;moving from ad hoc adjustments to a culture of inclusiveness that underpins UHC. The Special Secretary (Operations) will be the focal point, the process will sensitise institutions and staff, challenging stigma and embedding disability inclusion into everyday practice. The tools and data generated will not only provide an evidence base but also tell an inclusive story that shapes future policies, guidelines, infrastructural standards, signage improvements, and staff attitudes. By institutionalising these practices and helping to create both societal and departmental change, the TA marks a decisive step toward building a health system that recognises equity as a core value and sustains inclusive service delivery well beyond the project period.</p>
<p><b>
Deliverables</b></p>
<p>
This TA will generate a series of structured deliverables aligned with the key phases of the assignment. These deliverables will support both immediate decision-making and long-term institutional integration of disability-inclusive health system practices.</p>
<ul>
<li>Inception Report and Presentation (Methodology, workplan, and stakeholder engagement)</li>
<li>Customized Assessment Tools (Checklists, interview guides, and assessment templates)</li>
<li>Facility &amp; Consolidated Reports (Facility profiles and synthesized findings)</li>
<li>Feasibility &amp; Prioritization Matrix (Ranked, costed reform recommendations)</li>
<li>Final Report &amp; Policy Brief (Summary of key findings and reform options)</li></ul><br>
<div>
</div><p></p><p><b>Position: Research Associate</b></p>
<p><b>
Level:</b> Junior National</p>
<p><b>
LOE:</b> 126 days</p>
<p><b>
Performance Period:</b> Sep 2025 &ndash; Mar 2026</p>
<p><b>
Role Requirements</b><br>
Coordinate fieldwork, manage timelines, lead documentation, and draft reports/briefs.</p>
<p><b>
Technical Expertise</b></p>
<ul>
<li>Bachelor&rsquo;s/Master&rsquo;s in public health, sociology, development studies, or relevant degree.</li>
<li>5+ years&rsquo; overall experience. Experience in field studies, stakeholder coordination, reporting.</li>
<li>Strong documentation and organisational skills.</li>
</ul>
<p><b>Core Competencies</b></p>
<ul>
<li>Planning &amp; delivering work</li>
<li>Working with others</li>
<li>Documentation</li>
<li>Analysis &amp; use of information</li>
</ul>
<p><b>Deliverables/KPIs</b><br>
Same as above.</p></div><p></p>

Ongoing Recruitment – STTA Junior National - Research Associate

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>30th November, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div><div></div>
</div><br>
<div><div><b>Experience</b></div> <div>5 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: Capacity Building of Senior Health Managers on IHR (2005)</b></p>
<p></p>
<p><b>Background and Problem Statement</b></p>
<p><i>
Background</i></p>
<ul>
<li><p>Pakistan is a signatory to the International Health Regulations (IHR 2005) and under this obligation is committed to strengthening its health security core capacities within the health systems, with provincial and district leadership playing a critical role in preparedness and response.</p>
</li>
<li><p>New diseases, like COVID-19, are emerging at unprecedented rates disrupting people&rsquo;s health and causing social and economic impacts. Millions of passengers travel on airplanes each year, increasing the opportunities for the rapid international spread of infectious agents and their vectors.</p>
</li>
<li><p>Dependence on chemicals has increased, as has awareness of the potential hazards for health and environment, like climate change and air pollution. As the globalization of food production increases, so does the risk of foodborne diseases</p>
</li>
<li><p>Recent Joint External Evaluation country report (JEE 2023) and National Action Plan for Health Security (NAPHS 2024&ndash;28) highlighted gaps in understanding and application of IHR nineteen core capacities and functions at the provincial and district levels.</p>
</li>
<li><p>Senior health managers (Directors at DG Health Services Office and district health authorities) remain under prepared to operationalise IHR core capacities within the health systems, particularly in prevention, detection, response to outbreaks, multisector coordination and collaboration.</p>
</li>
<li><p>Without structured trainings and provision of guidelines, provincial and district leadership risk a disorganised state of preparedness and a coordinated response to health emergencies and pandemics costing lives and risk to economy.</p>
</li>
</ul><p><i>Problem Statement</i></p>
<p>
Senior health managers at provincial and district level in Punjab have a limited understanding of the needs of core technical capacities to operationalise IHR functions. This is aggravated by the frequent tirnover of government officials. This leads to limited multisector coordination, weak preparedness, and fragmented responses to public health emergencies.</p>
<p><b>
Goal and Objective(s)</b></p>
<p>
The overall <b>goal</b> of this TA is to strengthen the capacity and understanding of senior health managers in Punjab to effectively plan, allocate resources and operationalise IHR core functions and contribute to provincial and national health security.</p>
<p><b>
We will achieve this by pursuing 3 objectives:</b></p>
<ul>
<li><p><b>Objective 1 - Strengthen Leadership Capabilities:</b> Deliver structured training to senior managers, focusing on the core capacities of the International Health Regulations (IHR) with one health approach.</p>
</li>
<li><p><b>Objective 2 - Enhance Practical Skills:</b> Provide managers with practical tools and knowledge to improve surveillance, risk communication, and multi secotoral coordination efforts.</p>
</li>
<li><p><b>Objective 3 - Ensure Strategic Alignment:</b> Align provincial and district IHR activities with the National Action Plan for Health Security (NAPHS) 2024&ndash;28 milestones and promote a culture of routine inter-sectoral coordination and accountability.</p>
</li>
</ul><p><b>Strategic Approach</b></p>
<p><i>
Contributions to health systems strengthening</i></p>
<p>
This TA addresses systemic bottlenecks in health security governance by equipping decision-makers with the knowledge and tools to implement IHR . It builds managerial capacity, fosters accountability, and enhances the province&rsquo;s and districts&rsquo; ability to plan as per recommendations of JEE 2023 report, be prepared, detect, and respond to health emergencies.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
This TA builds on prior E4H support for establishing provincial IHR governance mechanisms. It complements the operationalisation of the IHR Taskforce and TWGs by focusing on senior leadership training and orientation, ensuring that governance structures are matched with capable managers.</p>
<p><i>
Alignment with other donors</i></p>
<p>
The TA complements WHO-supported JEE (2023), IDSR work by UKHSA, establishment of PDSRUs/DDSRUs by US-JSI, Pandemic fund -WB and NAPHS (2024-28) initiatives by ensuring provincial -level uptake and application.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The TA will provide structured training for senior and mid-level health managers across Punjab on IHR (2005) core functions and their roles and responsibilities. The approach includes:</p>
<ul>
<li><p><b>Phase 1</b> &ndash; <b>Inception &amp; Training Design:</b> Needs assessment, development of training modules, and Inception Report &amp; Slide Deck.</p>
</li>
<li><p><b>Phase 2 &ndash; Training Delivery</b>: Conduct seven provincial-level training workshops for senior and seven for mid-level health managers from all districts of Punjab (full-day - 25 participants in each workshop), including plenary and group work.</p>
</li>
<li><p><b>Phase 3 </b>&ndash; <b>Documentation &amp; Institutionalisation:</b> Produce a final report and training toolkit for institutional use, including recommendations for routine integration into H&amp;PD training systems.</p></li></ul><br>
<p>
</p><p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p><br>
<p></p>
<ul>
<li><p>Training modules will be co-developed with H&amp;PD, ensuring local ownership and adaptability.</p>
</li>
<li><p>Training materials will be institutionalised and sustained within the Directorate General of Health Services and PHDC for use in future capacity-building cycles through the PHDC/DHDCs network.</p>
</li>
<li><p>The TA will transition knowledge to nominated focal persons in H&amp;PD to sustain momentum beyond E4H support.</p></li></ul><br>
<p></p>
<p></p>
<p></p><p><b>Deliverables</b></p>
<div>
<ul><li><p>Inception Report, Slide Deck &amp; Training Plan.</p>
</li></ul>
<ul><li><p>Training Module Pack (slides, exercises, case studies).</p>
</li></ul>
<ul><li><p>Training Workshop Reports &amp; Slide Decks (7 provincial &amp; 7 district).</p>
</li></ul>
</div><p></p><p><b>Research/Project Associates (Junior National)</b></p>
<p><b>
LOE:</b> 45 days each <i>(subject to change)</i></p>
<p><b>
Period:</b> Sep &ndash; Nov 2025</p>
<p><b>
Role Requirements</b><br>
Support documentation, coordination, and toolkit development. Compile training content, assist in workshop delivery, and prepare reports.</p>
<p><b>
Technical Expertise</b><br>
Bachelor&rsquo;s/Master&rsquo;s in Public Health, Development Studies, Social Sciences, or relevant degree. Overall, 5 years&rsquo; experience. Experience in training documentation, stakeholder coordination, and research synthesis.</p>
<p><b>
Core Competencies</b><br>
Planning; Documentation; Analysis; Working with others; Knowledge management.</p>
<p><b>
Deliverables/KPIs</b><br>
Same as overall TA deliverables.</p></div><p></p>

Ongoing Recruitment – STTA Junior National - Research/Project Associates

HOF Immigration Services

<p>EB-2 NIW Petition Writer and Immigration Analyst</p><p>Full-Time | Remote</p><p>We&rsquo;re looking for a talented <b>EB-2 NIW Petition Writer and Immigration Analyst</b> to join our writing team and contribute to the preparation of high-quality, results-driven petitions that make a real difference in people&rsquo;s lives.</p><ul><li>Research and draft well-substantiated <b>EB-2 NIW petition letters</b>, including the <b>Petition Letter (Letter of Support)</b> and <b>Personal Statements</b>.</li><li>Analyze clients' backgrounds (scientific, medical, business, engineering, academic, or other professional fields) to tailor a customized petition strategy.</li><li>Work collaboratively with consultants, case managers, and clients to gather evidence and develop compelling arguments aligned with USCIS criteria.</li><li>Stay current on EB-2 NIW legal standards, policy updates, and case precedents.</li><li>Edit and proofread legal documents for clarity, grammar, and legal soundness.</li><li>Ensure timely submission of case materials and communicate progress to stakeholders.</li></ul><p>Job Type: Full-time</p>

Petition Writer & Analyst

Inbox Business Technologies

<div>
 We at Inbox Business Technologies are hiring an Associate Consultant - Fraud &amp; Risk Assessment to assist in fraud detection audits, regulatory reviews, and transaction monitoring. This role involves working closely with cross-functional teams, analyzing financial data from digital platforms, and contributing to client reports and dashboards.
 <br/>
 <br/>
 <strong>
  Responsibilities
  <br/>
  <br/>
 </strong>
 <ul>
  <li>
   Assist in risk assessments, fraud detection audits, and compliance reviews under senior team members.
  </li>
  <li>
   Assist in data collection, analysis, and validation of fraud-related information from digital banking platforms, mobile payments, and fintech solutions.
  </li>
  <li>
   Support the preparation of reports, dashboards, and presentation materials for client engagements.
  </li>
  <li>
   Participate in client meetings, workshops, and interviews to gather relevant information and understand project requirements.
  </li>
  <li>
   Conduct research on fraud trends, regulatory requirements, and emerging threats.
  </li>
  <li>
   Perform data analysis, transaction monitoring, and reporting for client engagements.
  </li>
  <li>
   Collaborate with cross-functional teams on fraud prevention initiatives.
   <br/>
   <br/>
  </li>
 </ul>
 <strong>
  Requirements
  <br/>
  <br/>
 </strong>
 <ul>
  <li>
   1-3 years of experience in fraud risk management, audit, compliance, or financial crime prevention, preferably within digital banking or fintech sectors.
  </li>
  <li>
   Basic understanding of fraud detection, AML frameworks, and risk management principles.
  </li>
  <li>
   Proficiency in MS Excel, SQL, or BI tools for basic fraud analytics.
  </li>
  <li>
   Knowledge of KSA regulatory environment related to financial crimes (SAMA, CMA) is a plus.
  </li>
  <li>
   Strong research, analytical, and documentation skills.
  </li>
  <li>
   Good communication skills and willingness to learn from senior consultants.
  </li>
  <li>
   Bachelor's degree in Finance, Business Administration, Accounting, or IT.
   <br/>
   <br/>
  </li>
 </ul>
 <strong>
  Key Certifications:
  <br/>
  <br/>
 </strong>
 <ul>
  <li>
   Certified Fraud Examiner (CFE) (or in progress)
  </li>
  <li>
   ISO 31000 Risk Management Associate
  </li>
  <li>
   Certified Ethical Hacker (CEH) (if role includes cyber fraud)
  </li>
  <li>
   Associate Risk Management Professional (ARMP)
  </li>
 </ul>
</div>


Associate Consultant - Fraud & Risk Assessment

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Research Associate

Ongoing Recruitment – STTA Junior National - Research/Project Associate

Ongoing Recruitment – STTA Junior National - Research/Project Associate

Ongoing Recruitment – STTA Junior National - Research Associate

Ongoing Recruitment – STTA Junior National - Research/Project Associates

Petition Writer & Analyst

Associate Consultant - Fraud & Risk Assessment