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senior training specialist

The Model IELTS & PTE Academy

<p>Senior Project Trainers (Multiple Niches &ndash; Remote, Contract Role)</p><p>Position: Senior Project Trainer (Multiple Domains)</p><p>Experience Required: Minimum 5 years in project training &amp; delivery</p><p>Type: Remote &middot; Contract-based (Milestone-driven)</p><p>Trial Period: 3&ndash;5 days (Unpaid trial to assess fit and capability)</p><p>About the Role</p><p>We are expanding our training and development programs and seeking Senior Project Trainers across multiple industries. This is a remote, contract-based role with milestone-linked deliverables. The ideal candidates will bring expertise in training, mentoring, and guiding project teams to ensure smooth execution, process standardization, and performance excellence.</p><p>We are hiring trainers for the following niches:</p><ul><li>IT &amp; Software Projects &ndash; Agile, DevOps, SDLC, and cloud-based projects.</li></ul><ul><li>Business &amp; Operations Projects &ndash; SOPs, KPI tracking, workflow optimization.</li></ul><ul><li>E-commerce &amp; Digital Marketing Projects &ndash; Amazon/DTC operations, ad campaigns, SEO/SEM.</li></ul><ul><li>Education &amp; Training Projects &ndash; Curriculum rollout, instructor training, student outcomes.</li></ul><ul><li>Sales Projects &ndash; Sales process optimization, CRM systems, lead management, and milestone-based sales training.</li></ul><p>Responsibilities</p><ul><li>Develop and deliver structured project training sessions tailored to the niche.</li></ul><ul><li>Mentor and guide team members for successful milestone-driven project delivery.</li></ul><ul><li>Create project documentation, performance plans, and best practices guidelines.</li></ul><ul><li>Evaluate training outcomes and monitor project success.</li></ul><ul><li>Collaborate with management to align training goals with organizational objectives.</li></ul><p>Requirements</p><ul><li>Minimum 5 years of experience in project training, management, or niche-specific delivery.</li></ul><ul><li>Proven ability to train teams and manage milestone-based projects.</li></ul><ul><li>Strong leadership, communication, and mentoring skills.</li></ul><ul><li>Hands-on expertise in at least one of the niches listed above.</li></ul><ul><li>Ability to deliver remote training effectively.</li></ul><p>What We Offer</p><ul><li>Remote, contract-based role with milestone-linked payments.</li></ul><ul><li>Opportunities across multiple industries &mdash; IT, Business, E-commerce, Education, and Sales.</li></ul><ul><li>Flexibility in scheduling and project-based engagement.</li></ul><ul><li>Potential for long-term collaboration based on performance.</li></ul><p>Job Type: Contract</p><p>Application Question(s):</p><ul><li>Are you available for 3-5 days Unpaid trial ?</li></ul><p>Experience:</p><ul><li>Training: 5 years (Required)</li></ul><p>Work Location: Remote</p>

Senior Project Trainers (Multiple Niches – Remote,)

Palladium Pakistan (Pvt.) Limited

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

Ongoing Recruitment – STTA Senior National - Public Health Systems Training Advisor

<div><div><div><div><b>Posted date</b></div> <div>5th 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>Healthcare Provider
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>10 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TOR: Development of a Comprehensive Implementation Plan For Community Health Inspectors&rsquo; Initiative</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 and preparedness.</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>
<ul>
<li>The Government of Punjab has launched the Maryam Nawaz Community Health Services (MNCHS) under the Punjab Community Health Services Act (July 2025) and formally notified the deployment of Community Health Inspectors (CHIs) through an outsourcing model to expand primary healthcare coverage. To support the implementation and monitoring of the MNCHS, the Maryam Nawaz Programme Implementation Unit (PIU) for outsourcing management and the Maryam Nawaz Monitoring and Evaluation (M&amp;E) directorate have been established within the Health and Population Department (H&amp;PD), Punjab.</li>
<li>CHIs are licensed mid-level providers (LHVs, nurses) engaged to supplement the shrinking Lady Health Worker (LHW) programme, which has declined from 46,894 in 2013 to less than 39,715 in 2025, with further attrition projected over the next decade. They are mandated to deliver preventive, promotive, and basic curative services, including maternal and child health, family planning, nutrition, screening for communicable and non-communicable diseases, and health education at the community level.</li>
<li>A provincial CHI strategy has been developed by the H&amp;PD, linked to the Essential Package of Health Services (EPHS) Punjab, NHSP DLI-11, the Punjab Health Sector Strategy (2019&ndash;28), Universal Health Coverage (UHC), and health-related Sustainable Development Goals (SDG) commitments, outlining the CHI service package, outsourcing mechanisms, and scale-up plans. In the pilot phase, 500 CHIs have been deployed across four Punjab Human Capital Investment Project (PHCIP) districts (DG Khan, Muzaffargarh, Rahim Yar Khan, and Rajanpur) as the foundation for province-wide expansion.</li>
<li>The Government plans to further deploy up to 19,500 CHIs across all 36 districts through a third-party outsourcing approach, each covering 4,000 CHIs, with several organisations selected through a tendering process. Clear provincial frameworks, vendor management, and referral and accountability mechanisms are required to operationalise this scale-up and ensure sustainability.</li>
</ul>
<p><b>Problem Statement</b></p>
<p>
Despite the Government of Punjab&rsquo;s notification of the CHI outsourcing model and its pilot in four districts, the initiative still lacks a standardised provincial implementation framework&mdash;including district operational plans, vendor management protocols, and supervision mechanisms. The absence of these systems risks fragmented deployment, uneven quality of services, and weak accountability, which could undermine the potential of CHI to address coverage gaps left by the shrinking LHWs cadre. Furthermore, without integration into provincial governance, financing, and accountability structures, and alignment with the National Health Support Programme (NHSP) Disbursement Linked Indicator (DLI) 11, the Punjab Health Sector Strategy 2019&ndash;2028, as well as UHC and SDG targets, CHIs risk remaining a parallel, donor-dependent initiative rather than developing into a government-owned, sustainable solution. Therefore, a comprehensive CHI implementation plan is essential to guide scale-up, standardization, and institutionalization, ensuring that insights from the pilots inform province-wide adoption within the Health and Population Department system.</p>
<p><b>
Goal and Objective(s)</b></p>
<p>
To operationalise and institutionalise the CHI initiative as a sustainable, scalable, outsourced cadre that addresses primary healthcare coverage gaps, strengthens community&ndash;facility linkages, and contributes to Punjab&rsquo;s commitments under EPHS, NHSP DLI-11, PHSS 2019&ndash;28, and UHC/SDGs.</p>
<p>
We will achieve this by pursuing three <b>objectives</b>:</p>
<ul>
<li><b>Objective 1:</b> Develop a provincial CHI framework covering governance, outsourcing, payment, M&amp;E, referral, accountability, and HMIS/EMR integration.</li>
<li><b>Objective 2:</b> Design and roll out district operational plans in two priority districts, applying the provincial framework with training, supervision, referral, and QA systems aligned with the government CHI strategy, EPHS, and PHSS.</li>
<li><b>Objective 3:</b> Formulate a scale-up and sustainability roadmap for all 36 districts, embedding CHI within H&amp;PD governance, financing, HR, and reporting systems.</li>
</ul>
<p><b>Strategic Approach</b></p>
<p><i>
Contributions to health systems strengthening</i></p>
<p>
This TA strengthens Punjab&rsquo;s primary healthcare by operationalising the outsourced CHI cadre through a standardised provincial framework, vendor management arrangements, and district rollout plans. It addresses systemic bottlenecks, including the shrinking LHW workforce, fragmented supervision, and weak referral linkages, positioning CHIs as a sustainable supplement/replacement cadre. The TA will embed performance accountability, digital integration with HISDU systems, and supervision mechanisms to ensure service quality, coverage expansion, and institutionalisation within provincial HR and financing systems.</p>
<p><i>
Alignment with other E4H TAs/investments</i></p>
<p>
The TA builds on and complements E4H&rsquo;s ongoing support for HR planning, PHC quality assurance, and strengthening digital health systems. Specifically, it connects with the planned &ldquo;Training of Trainers for CHIs&rdquo; TA by ensuring that training outputs are incorporated into operational frameworks and supervision plans, the &ldquo;Operational review of Clinic on Wheels&rdquo; TA, another government initiative to improve PHC under MNCHS, and the &ldquo;EMR and HMIS Linkage &amp; Interoperability, and Development of HMIS Manual and SOPs for Patient Referral Management,&rdquo; by ensuring that CHI-generated data and referrals are integrated into provincial digital platforms. The initiative will also align with the Health and Population Strategic Plan, currently being developed by another E4H TA team.</p>
<p><i>
Alignment with other donors</i></p>
<p>
This TA ensures complementarity with the World Bank&rsquo;s NHSP (DLI-11) and HCIP investments, UNICEF&rsquo;s MNCH programming, and WHO&rsquo;s guidance on community health systems. In addition, it coordinates with the Punjab Family Planning Programme (PFPP) to harmonise CHI deployment with reproductive health and family planning priorities. By situating CHI scale-up within a provincial operational framework and digital systems, the TA reduces duplication, leverages partner investments, and strengthens government ownership and sustainability.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
The TA will run from October 2025 to March 2026 and will support the operationalisation and institutionalisation of the CHI initiative through a phased approach in close collaboration with the H&amp;PD, specifically the newly formed MNPH PIU (implementation) the Maryam Nawaz M&amp;E directorate (monitoring, HISDU (digital integration and dashboarding), DHAs (district-level implementation and monitoring), and contracted vendors (service delivery, training and performance management). The Programme Director, MNCHS, will serve as the main focal point for the TA.</p>
<p><i>
Phase 1 &ndash; Inception and Diagnostic Assessment</i></p>
<ul>
<li>Conduct inception meetings with H&amp;PD (above-mentioned coordinating sub-units), DGHS, PHDC, DHAs, vendors, and any other identified stakeholders to agree on scope, roles, deliverables, and timelines, including the selection of four districts for initial implementation.</li>
<li>Establish a <b>CHI implementation coordination forum,</b> chaired by the PIU and M&amp;E directorate as co-leads, to coordinate with all vendors and key stakeholders.</li>
<li>Undertake <b>a rapid assessment of the CHI pilot</b> and outsourcing model, including service package delivery and community coverage in pilot districts, contracting and vendor management structure, supervision and QA mechanisms, referral protocols and facility linkages, digital reporting mechanisms and integration, financing flows and sustainability risks.</li>
<li>Prepare an <b>Inception Report and Slide Deck</b> that summarise the preliminary findings, agreed-upon scope, methodology, and stakeholder mapping.</li>
</ul>
<p><i>Phase 2 &ndash; CHI Operational Framework and M&amp;E Plan</i></p>
<ul>
<li>Co-develop a <b>Provincial CHI Implementation Plan </b>with the MNPH PIU, including SOPs for service delivery, training, supervision, and vendor management, referral and facility linkages, complaint redressal, standardised supervision, digitised data reporting mechanisms and flow, and outsourcing/vendor management tools.</li>
<li>Clarify the mandate of the CHI implementation, taking into account the roles of the DC IRMNCH, outsourced vendors, and H&amp;PD units.</li>
<li>Align framework with ongoing reforms under PFPP, HCIP, NHSP DLI-11, EPHS, and UHC indicators.</li>
<li>Co-develop a comprehensive <b>M&amp;E plan</b> with Maryam Nawaz M&amp;E directorate and HISDU, including defining KPIs, clear roles and responsibilities for all stakeholders, with defined timelines, means of verification, and periodic reviews (monthly dashboards, quarterly reviews) to track progress, ensure compliance, and enable timely course correction.</li>
<li>Validate through provincial workshops with the relevant stakeholders.</li>
</ul>
<p><i>Phase 3 &ndash; District Operational Plan and Piloting</i></p>
<ul>
<li>Prepare costed, district-specific operational plans for prioritised two districts, with a focus on LHW-uncovered areas in close collaboration with relevant DHAs for ownership, HISDU for strengthening digital integration, and PIU/M&amp;E directorate for oversight.</li>
<li>Include mapping of uncovered areas, services, and workforce availability, district-level referral and supervision mechanisms, digital reporting and dashboard roll-out through HISDU, and financing requirements and resource allocations.</li>
<li>Conduct district-level consultations with DHAs, vendors, facility managers, and community representatives to ensure a holistic, evidence-based approach and facilitate ownership.</li>
<li>Facilitate DHAs in finalisation and rolling out of the <b>District Operational plans in two districts</b> (piloting of implementation plan).</li>
</ul>
<p><i>Phase 4 &ndash; Review and Scale-up</i></p>
<ul>
<li>Conduct a review of the pilot districts to assess the framework/ implementation and refine the tools. Consolidate lessons from district-level operationalisation and adjust the provincial framework and M&amp;E plan accordingly.</li>
<li>Draft a <b>technical report with a scale-up and sustainability roadmap</b> with a phased expansion plan across 36 districts, prioritising uncovered/hard-to-reach areas integrated with EPHS and PHC reforms.</li>
<li>Outline <b>governance mechanisms and institutional arrangements</b>, financing requirements and integration into provincial budgets, vendor and performance management mechanisms, digital and HISDU linkages, and HR planning and capacity building strategies.</li>
</ul>
<p><b>Sustainability: Capacity Building, Institutionalisation, and/or Transition Planning</b></p>
<p><i>
Capacity Building:</i><br>
The focal point of the TA will be the Project Director of the MNCHS Programme, Health H&amp;PD, to ensure long-term sustainability. Provincial and district capacity will be strengthened through the development of standardised tools, SOPs, and handholding support for supervisors managing the CHI initiative, embedded within H&amp;PD structures for continuous professional development. Government-led vendor management mechanisms, including contract-linked performance management, compliance protocols, and regular monitoring of training and service delivery, will be established.</p>
<p><i>
Institutionalisation:</i><br>
CHI governance will be anchored within existing H&amp;PD structures to avoid the creation of parallel systems. This includes integrating monitoring and reporting indicators that will be embedded into HISDU dashboards, as well as aligning supervision with District Health Authorities.</p>
<p><i>
Transition</i><i> </i><i>Planning:</i><br>
CHI oversight, vendor management, and performance monitoring will be the responsibility of the H&amp;PD, RMNCH directorate, and its PIU and M&amp;E directorate, reducing dependency on donor support while embedding accountability within the provincial system. The transition will include scaling from pilot districts to province-wide implementation, with mechanisms to mobilise domestic and external resources where required.</p>
<p><b>
Deliverables</b></p>
<div>
<ul><li>Succinct Inception Report.</li></ul>
<ul><li>Provincial CHI Implementation &amp; M&amp;E Plan.</li></ul>
<ul><li>District-Level Operational Plans (2 pilot districts).</li></ul>
<ul><li>Final Technical Report with scale-up and sustainability roadmap.</li></ul>
</div>
<p></p><p><b>M&amp;E Specialist (Mid National)</b></p>
<p><b>
LOE: </b>72 days</p>
<p><b>
Period: </b>Oct 2025 &ndash; Mar 2026 <i>(subject to change until the start of the TA)</i></p>
<p><b>
Role Requirements</b><br>
Lead design of CHI M&amp;E framework. Develop KPIs, dashboards, reporting tools, and integrate with HISDU/EMR. Generate evidence for refinement and scale-up.</p>
<p><b>
Technical Expertise</b><br>
Postgraduate degree in public health, epidemiology, biostatistics, or equivalent; 10+ years&rsquo; overall experience. Experience in health systems M&amp;E. Proven ability in designing M&amp;E frameworks, KPIs, dashboards, and digital reporting systems, with familiarity in HIS/EMR integration.</p>
<p><b>
Core Competencies</b><br>
Analytical thinking; Results-based monitoring; Data interpretation; Digital systems application.</p>
<p><b>
Deliverables/KPIs</b><br>
Same as overall TA deliverables.</p></div><p></p>

Ongoing Recruitment – STTA Mid Nationals - M&E Specialist

StudyWise/ The Migration

<p><b>Job Summary:</b></p><p>We are seeking a <b>dynamic and motivated Learning and Development (L&amp;D) Executive </b>to support our organization's growth through impactful training initiatives and employee development programs. This role for the <b>individuals with up to 1 to 2 years of relevant experience</b>, and is suitable for both <b>male and female</b> candidates who are passionate about learning, growth, and organizational development.</p><p><b>Key Responsibilities:</b></p><ul><li>Conduct <b>Training Needs Analysis (TNA)</b> across departments to identify performance gaps and capability-building opportunities.</li><li>Assist in designing and delivering <b>learning interventions</b>, including onboarding, soft skills, technical, and leadership programs.</li><li>Collaborate with department heads and <b>Subject Matter Experts (SMEs)</b> to align training with business objectives.</li><li>Facilitate and support <b>instructor-led sessions</b>, e-learning modules, and blended learning approaches.</li><li>Help evaluate the effectiveness of training through feedback, assessments, and performance outcomes.</li><li>Assist in managing the <b>Learning Management System (LMS)</b> for scheduling and tracking training activities.</li><li>Coordinate with <b>external training vendors</b> and partners when necessary.</li><li>Support internal knowledge-sharing sessions, learning campaigns, and employee engagement activities.</li><li>Maintain training documentation, attendance records, feedback forms, and reports.</li></ul><p>Requirements</p><ul><li>Bachelor&rsquo;s degree in <b>Human Resources, Education, Business Administration</b>, or a related field.</li><li><b>Fresh graduates</b> or candidates with <b>up to 1 to 2 years of experience</b> in L&amp;D, Training, or Talent Development are encouraged to apply.</li><li>Strong communication and interpersonal skills.</li><li>Eagerness to learn and grow within the L&amp;D domain.</li><li>Basic understanding of <b>training principles</b> and <b>learning tools</b> is a plus.</li><li>Ability to work collaboratively in a team environment.</li></ul><p><b>Preferred Qualifications:</b></p><ul><li>Familiarity with <b>LMS platforms</b> or e-learning tools.</li><li>Certification or coursework in <b>Training &amp; Development</b>, <b>Instructional Design</b>, or HR-related areas (preferred but not mandatory).</li><li>Interest in building a career in Learning and Employee Development.</li></ul><p>Job Type: Full-time</p><p>Pay: Rs65,000.00 - Rs80,000.00 per month</p><p>Education:</p><ul><li>Bachelor's (Required)</li></ul><p>Location:</p><ul><li>Lahore (Required)</li></ul><p>Work Location: In person</p>

Senior Training & Development

<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><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>TA: Scoping of Telemedicine Approaches in Pakistan &amp; Model Design for Scalable Telemedicine Initiative for H&amp;PD Punjab</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>
<p><b>
Output 1:</b> Strengthened integrated health security and preparedness.</p>
<p><b>
Output 2:</b> Strengthened evidence-based decision-making for accountability and performance.</p>
<p><b>
Output 3:</b> Improved implementation of Universal Health Coverage (UHC).</p>
<p><b>
Background and Problem Statement</b></p>
<p><i>
Background</i></p>
<ul>
<li>The Government of Punjab is considering to adopt telemedicine approach(es) under its Universal Health Coverage (UHC) and Primary Healthcare (PHC) reform agenda to improve access in underserved areas and address workforce shortages. This digital transformation supports national and global commitments to reduce health inequalities and ensure service continuity.</li>
<li>The COVID-19 pandemic underscored telemedicine&rsquo;s role in managing facility overloads, chronic diseases, and referrals.</li>
<li>Aligned with the World Bank-supported National Health Support Programme (NHSP) DLI-3 on strengthening referrals in lagging districts, Evidence for Health Programme (E4H), will provide Technical Assistance (TA) to the Punjab Health and Population Department (H&amp;PD), to review existing telemedicine models in various parts of Pakistan and recommend a model design aligned to provincial priorities of the Punjab Health and Population Department.</li>
</ul>
<p><i>Problem Statement</i></p>
<ul>
<li>Despite Government's efforts to ensure accessibility of Universal Health Coverage to the whole population in the Country, ensuring availability of quality Primary Health Care to remote and rural areas have been a challenge due to several reasons; mainly non-availability of qualified medical staff in the remote areas.</li>
<li>Telemedicine approach has been adopted in some parts of the country at a smaller scale to Improve access to health care, however, large-scale integration of telemedicine into the public health system faces significant barriers due to limited skills among frontline healthcare providers, poor internet connectivity, unreliable power, and a lack of digital equipment in peripheral areas.</li>
</ul>
<p><b>Objectives</b></p>
<p><b>
The overall objectives of the TA will be:</b></p>
<div>
<ul><li>To conduct a comprehensive scoping review of telemedicine platforms, referral pathways, and digital health infrastructure in various regions of Pakistan, identifying successful approaches, operational, regulatory, and service delivery gaps to guide the design of a unified and scalable telemedicine model.</li></ul>
<ul><li>To develop a strategic framework for institutionalising an integrated, equity-focused telemedicine initiative in Punjab, with design recommendations, interoperability requirements, and a conceptual monitoring framework aligned with UHC and PHC reform priorities.</li></ul>
</div>
<p><b>Strategic Approach</b></p>
<ul>
<li>The <b>Punjab Primary and Secondary Healthcare Services Act 2025</b> makes digital transformation central to healthcare delivery, mandating a province-wide digital referral system to ensure smooth patient transfers between primary and secondary care, reduce delays, and improve outcomes.</li>
<li>Under the NHSP, particularly DLI 3, Punjab is committed to strengthening referral systems and digital service delivery at the PHC level.</li>
<li>H&amp;PD is considering to adopt a scalable telemedicine model that integrates with PHC, ensures continuity of care, and expands access for underserved areas, drawing on best practices from university-affiliated teaching hospitals.</li>
<li>Recent investments in Hospital management information system (HMIS), learning management system (LMS), and facility automation highlight the need for interoperability, institutional alignment, and strong performance monitoring. This TA will align telemedicine referral pathways with existing HMIS&ndash;EMR systems managed by HISDU, building upon E4H&rsquo;s ongoing interoperability support.</li>
</ul>
<p><b>Rationale:</b></p>
<p>
Building on the Government of Punjab&rsquo;s policy to outsource primary healthcare facilities, this TA will develop a strategic framework for a scalable telemedicine initiative, providing design recommendations and a robust monitoring system to strengthen digital referral pathways between primary and secondary care. Aligned with provincial and national health reform priorities, it will advance equitable, technology-enabled healthcare in Punjab. The TA will be a key step toward institutionalising evidence-based, gender-responsive, and patient-centred telemedicine, contributing to the goal of UHC.</p>
<p><b>
Scope of Work and Methodology</b></p>
<p>
A multidisciplinary team will conduct a nationwide scoping of various telemedicine approached and support H&amp;PD in designing a scalable telemedicine framework aligned with provincial digital health reforms and national UHC targets. Grounded in evidence, systems thinking, and stakeholder engagement, the TA will be delivered in four structured phases:</p>
<p><b>
Phase 1: Inception and Situation Analysis</b></p>
<ul>
<li>Conduct inception meetings with H&amp;PD, DGHS, and other stakeholders (if any) to validate objectives and roles.</li>
<li>Finalise the TA workplan, stakeholder mapping, and technical approach.</li>
<li>Review and align the scope with NHSP, WHO digital health guidance, and other initiatives.</li>
<li>Submit a succinct <b>Inception Report and Slide Deck</b> summarising methodology and key milestones.</li>
</ul>
<p><b>Phase 2: Scoping &amp; Situation Analysis</b></p>
<ul>
<li>Conduct a comprehensive desk review of existing telemedicine initiatives, policies, and digital health strategies in various regions of Pakistan.</li>
<li>Benchmark national and global best practices in telemedicine implementation from comparable LMICs to extract scalable and equitable models.</li>
<li>Undertake a targeted nationwide scoping of various telemedicine approaches/ projects currently in practice in various parts of Pakistan.</li>
</ul>
<p><b>Phase 3: Strategic Model and Monitoring Framework</b></p>
<ul>
<li>Propose a scale able model of telemedicine in Punjab considering infrastructural, regulatory, and human resource needs across the province.</li>
<li>Include recommendations to alleviate barriers to equitable access, with a focus on women, marginalized groups, and persons with disabilities.</li>
<li>Define performance indicators aligned with NHSP DLI-3 and PHC metrics to inform future implementation.</li>
<li>Recommend digital dashboard enhancements and integration options with HMIS and EMR.</li>
<li>Propose verification protocols and feedback mechanisms to support transparency, accountability, and continuous improvement.</li>
<li>Submit a comprehensive <b>Draft Strategic Design Paper</b> for the H&amp;PD&rsquo;s telemedicine initiative, synthesising findings and recommendations on infrastructure, financial requirements, regulatory needs, equity considerations, performance indicators, digital integration, verification protocols, and institutional roles to guide scalable implementation and long-term sustainability, among other things.</li>
</ul>
<p><b>Phase 4: Finalisation and Dissemination</b></p>
<ul>
<li>Engage stakeholders for validation and refinement of the proposed model and monitoring framework (either through individual consultations or a workshop).</li>
<li>Submit the <b>Final Report and a Policy Brief </b>after incorporating feedback/inputs from relevant stakeholders.</li>
</ul>
<p>This participatory and phased approach will ensure that a comprehensive scoping of telemedicine in Pakistan is documented and a telemedicine framework is proposed considering Punjab&rsquo;s evolving needs, that integrates smoothly with existing digital health systems, and supports long-term sustainability. Designated focal persons from H&amp;PD and PITB will be actively engaged throughout the TA process to ensure alignment, relevance, and ownership.</p>
<p><b>
Capacity Building/ Sustainability and Transition Planning</b></p>
<p>
A designated H&amp;PD focal person, the HISDU lead, as a main point of contact, will be engaged throughout the process to ensure alignment, capacity-building, and a smooth handover. The framework will outline governance roles, integration with HMIS/EMR, and a phased transition to government ownership. Key findings and recommendations from the scoping review will be presented to the Special Secretary H&amp;PD to secure endorsement and facilitate uptake.</p>
<p><b>
Deliverables</b></p>
<ul>
<li>Inception Report &amp; Slide Deck.</li>
<li>Scoping Review Report.</li>
<li>Draft Strategic Design Paper (model + framework).</li>
<li>Final Strategic Design Paper, Policy Brief, &amp; Slide Deck.</li>
</ul>
<p></p><p><b>Position: Telemedicine Expert</b></p>
<p><b>
Level: Senior National</b></p>
<p><b>
LOE: 70 days</b></p>
<p><b>
Period: Sep 2025 &ndash; Feb 2026</b></p><br>
<p><b>
</b></p><p><b>Role Requirements</b><br>
Lead technical design of telemedicine protocols and digital integration. Support SOP development within PHC and guide interoperability.</p>
<p><b>
Technical Expertise</b></p>
<ul>
<li>Postgraduate in Health Informatics, Public Health, IT, or relevant degree.</li>
<li>15+ years overall experience. Experience in digital health &amp; telemedicine systems.</li>
<li>Proven expertise in system interoperability &amp; data governance.</li>
</ul>
<p><b>Core Competencies</b></p>
<ul>
<li>Technical leadership</li>
<li>IT-enabled QA</li>
<li>Strategic decision-making</li>
<li>Cross-functional collaboration.</li>
</ul>
<p><b>Deliverables/KPIs</b></p>
<p>
Same as above.</p></div><p></p>

Ongoing Recruitment – STTA Senior National - Telemedicine Expert

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<p><b>Position:</b> Global Recruitment Specialist<br/><b>Location:</b> DHA Phase 4, Lahore<br/><b>Salary:</b> upto &quot;75,000 PKR&quot; Plus Commission<br/><b>Shift timing:</b> 1pm-10pm (Mon-Fri)</p><p><b>Company Description:</b><br/><b>Blackstone Global Resource</b> is a one-stop solution provider for a wide range of business services. With extensive expertise and a client-centric approach, the company provides services across various domains, including recruitment, financial consulting and start-up support.</p><p><b>Role Description:</b><br/>This is a full-time on-site role for a Recruitment Specialist specialised in Care Home industry in the UK. The Recruitment Specialist will be responsible for day-to-day tasks such as shortlist and screen resumes, cold calling candidates, conducting phone interviews, client communication and training new hires.</p><p><b>Qualifications:</b><br/>Hiring, Interviewing, and Recruiting skills<br/>Communication skills<br/>Training skills<br/>1 - 2 years experience in the Care Home industry<br/>Bachelor's degree in Human Resources, Business Administration, or a related field<br/>Experience in recruitment or a related field is preferred</p><p>Job Type: Full-time</p><p>Pay: Rs45,000.00 - Rs75,000.00 per month</p><p>Work Location: In person</p>

UK HCA and Nurse Recruiter

<div><div><div><div><b>Posted date</b></div> <div>8th September, 2025</div> <div><b>Last date to apply</b></div> <div>31st October, 2025</div>
</div><br>
<div><div><b>Country</b></div> <div>Pakistan</div> <div><b>Locations</b></div> <div>Lahore</div>
</div><br>
<div><div><b>Category</b></div> <div>Health Care
</div></div><br>
<div><div><b>Type</b></div> <div>Consultancy</div> <div><b>Position</b></div> <div>1</div>
</div><br>
<div><div><b>Experience</b></div> <div>15 years</div></div></div></div>
<br><p></p><div><p><b>E4H Punjab TA: </b><b>Technical Support for Convening IHR Coordination (Taskforce &amp; TWG) Meetings</b><b><br>
</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 1.3:</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:<b>
</b></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>Governance Expert (Senior National)</b></p>
<ul>
<li><b>LOE:</b> 90 days (subject to change)</li>
<li><b>Period:</b> Sep 2025 &ndash; Mar 2026</li>
</ul>
<p><b>Role Requirements</b><br>
Provide technical leadership for operationalising IHR governance, lead consultations, convene Taskforce meetings, and align outputs with NAPHS milestones.</p>
<p><b>
Technical Expertise</b><br>
Postgraduate in public health, health policy, or health systems management or relevant degree. Minimum 15 years&rsquo; overall experience. Experience with health security governance, IHR 2005 implementation, and multisectoral coordination. Experience in designing institutional frameworks and leading reform processes in government settings is essential.</p>
<p><b>
Core Competencies</b><br>
Strategic leadership; Planning and delivering work; Policy alignment; Stakeholder engagement; Decision-making.</p>
<b>
Deliverables</b><br>
Same as above.</div></div><p></p>

Ongoing Recruitment – STTA Senior National - Governance Expert

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