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DFID’s 2011 Country Governance Analysis identifies declining governance indicators, including access to justice, as drivers of instability and underdevelopment in Pakistan, but notably in KP and FATA.

Since the Government of Pakistan (GOP) completed its Post-Crisis Needs Assessment – Khyber Pakhtunkhwa & Federally Administered Tribal Areas (PCNA) in 2010, Pakistan has remained in a state of crisis.  The crisis drivers identified by the PCNA include a systemic failure to protect basic rights, a lack of accountability of the administrative system, minimal avenues for participation of civil society in public affairs and substantial weaknesses in governance and rule of law that created space for militants to claim to deliver speedier justice. There is a fundamental lack of trust in the capacity of existing institutions to deliver services fairly and address needs.  Corruption is a further driver of the crisis. 

Aims & Objectives

The aim to implement this program in order to improve trust in the state to help counter support for militancy. The Programme will improve security, justice and governance service provision and enable citizens to exercise their rights.

Programme Overview

The Programme will support:

  • Output 1 – Strengthened Representative Governance in FATA
  • Output 2 – Strengthened Rule of Law (Security & Justice) in KP
  • Output 3 – Two-way communications between the state and the people

These outputs will be supported by rigorous monitoring and evaluation and research.  They will be delivered using a modular ‘projects’ approach, in which successful interventions can be scaled up or rolled out to new target areas and unsuccessful interventions can be scaled down or shut off completely.   

The program will improve security; justice and representative governance through a combined supply and demand approach that:

  • Strengthens service delivery through institutional development
  • Enables citizens to engage with the state and articulate their demands through legal empowerment and improved communication channels
  • Supports local community led security and justice provision to increase access
  • Uses communication to improve relations between people and the state but also to put pressure on the state to be accountable and transparent. 

Cross-cutting issues such as conflict, gender and human rights

To achieve its objectives, the Programme will:

  • Use a conflict sensitive approach
  • Address gender inequality
  • Address human rights as a conflict driver
  • Use political engagement as an enabler

Objectives and Scope of the Research & Innovation Unit Lead


  • Adhere to all security advice from Pax Mondial Pakistan and the iNGO HSSE Management.
  • Adhere to iNGO Policies and Procedures as outlined in the Programme Operations Manual.
  • Submit all technical outputs for peer review prior to client submission in accordance with iNGO’s quality assurance procedures.
  • Report in advance possible resourcing decisions and/or any procurement to the relevant Output Lead to ensure all Programme costs are properly supported within the program budget.
  • Engage in the activities of the Programme Team and contribute to the progression of the Programme, to ensure delivery of project outputs and outcomes in line with the Programme log-frame. This will involve routine whole-of-project meetings (each week) to undertake detailed review of progress against the log-frame, adjusting work plans and resourcing on an ongoing basis to remain on track.
  • Undertake other activities reasonably requested by the Team Leader, RME Technical Lead, Output Lead or Programme Management Team, or by the client (DFID) through the Project Director for the successful accomplishment of the program’s immediate objectives.


These ToRs are for the role of Research and Innovation Unit (RIU) Lead, with the primary responsibility of managing and running a Unit that drives innovative, adaptive programming among the Programme teams and to ensure that Programme follows a coherent research agenda. The RIU will: support “state-of-the-art” programming by bringing research, international and national best practices to the team members; assist the team to build space for high-level thinking and adaptive approaches to rule of law and governance programming in a fluid and complex environment; build and sustain a Programme research plan to generate and disseminate new knowledge in a systematic manner.

The RIU Lead has responsibility for delivering the following on time and to the required quality:

1)   RIU planning and execution

  1. Refine the RIU Plan, both upon entry and in an ongoing manner. This includes both administrative action to put research tasks in practice, and thematic research tasks of the “research agenda”.
  2. Manage consultancies and staff (including a local research assistant as well as timely inputs from researchers on specific tasks)
  3. Manage required resources and partners, literature reviews and summaries, periodic reporting and information sharing, and other elements as needed.
  4. Maintain calendars or timelines for the work.


2)   Consistent and in-depth relationship with the Output teams

  1. Understand the nature of Programme interventions at a very in-depth level, through ongoing conversations with all Outputs and Projects
  2. Maintain detailed diagnostic relationships with the Output and Project teams, to understand what research might support them – research that the RIU may undertake, or reports from other practitioners with useful information.
  3. Proactively seek data, reports, best practices and other updates from the field to provide to the Outputs. These will not be simply e-mailed out, but rather the RIU Lead will be expected to meet with the teams, create space for discussion of how to use research to modify interventions, and followed up in a perpetual fashion.
  4. Reactively seek data, reports, best practices or other research products that the Outputs request
  5. Facilitate brown bags and other discussion forums within the Programme Output and Project teams. Be creative with this task: meet team members in the field, use one-on-one and team meetings, interactive sessions, ICT, and other innovative ways to share research findings and other helpful products. The injection of research needs to be timely, targeted, and facilitated, to overcome the tendency to “do things as we’ve always done them.”


3)   Link this Programme to the academic and research community in Pakistan and worldwide

  1. Build an RIU office that becomes the central point for linking to the wider academic community
  2. Map and mobilize academics, universities, think tanks, donor programs (e.g. DFID’s PARR) and other sources for innovative data on program’s thematic areas, and initiate contacts with these organizations and people. These may be inside or outside Pakistan.
  3. Monitor literature and emerging best practice (theories, pilot activities, etc.). One element of this linking is through GSDRC/PEAKS at the University of Birmingham, a DFID draw-down contract, which will be contracted to provide research support (proactive and reactive, as described below) to Programme.
  4. Disseminate research products to targeted audiences within academic and research communities


4)   Secondary data sourcing

  1. Stay abreast of quantitative and qualitative datasets on thematic and geographic areas of interest, and cultivate relationships (both within our Programme network and outside of it) to access secondary data from researchers, stakeholders, universities, and other interested parties
  2. Source and collect relevant secondary datasets on Programme-related themes in Pakistan (e.g., violent incident data, demographic stats, public opinion polling, etc.) and maintain a data “wish list” as part of the Research Plan.


5)   Capture “lessons learned” in a report every six months to be shared at a consortium meeting and ensure publication of our lessons as appropriate. If possible, this report will be disseminated through GSDRC/PEAKS outlets.


6)   Other duties as assigned.

Duration and Phasing

The Research Specialist is expected to provide up to 40 days input within the first six months of Programme operation.

Inputs will be based on a five day working week and fees will accrue only to productive days, or parts thereof. 

Performance Management

Performance monitoring will be ongoing through the life of this consultancy. These include a review of the progress and quality of activities and deliverables in line with agreed timeframes and terms of reference.

Direct line managers will conduct the Performance Review and report to the iNGO’s HR and Administration Lead.

 Please download attached form and submit it at given email adress ,its compulsory.