Technical context

UK-Pakistan Serious Crime and Law Enforcement (UPSCALE) programme is an UK Government-funded programme designed to help tackle cross-border crime that undermine the security and prosperity of the UK and Pakistan. The programme is intended to address cross-border crime across four thematic areas:

• Mutual legal assistance – both formal and informal and relating to investigation, prosecution, detention, imprisonment and extradition and deportation. Covering a full range of offenses including minor crimes, serious crime, organised crime and sexual offenses.
• Illicit financial flows – including the illegal transfer of money, the transfer of illegally gotten finances, and the ownership of assets bought with illegally gotten finances.
• Border management – potentially across all port and crime types, including but not exclusively related to cash smuggling, illegal migration, human trafficking, narcotics and weapons.
• Sex Offender Management – including the protection of communities in Pakistan and the UK from dangerous persons and the protection of the rights and data of victims, witnesses and perpetrators of crime.

The aim of the project is to deliver meaningful and measurable results in the tackling of cross border crime, building systems and institutional capability that provide a sustainable foundation for the operational effectiveness of relevant UK and Pakistan agencies.

Project approach

ASI is implementing a problem-driven iterative adaptation (PDIA) approach to system reform. This places a priority on the delivery of results, in line with the project’s theory of change, logical framework and with the agreement of project leadership.

This methodological approach has implications for people working on the programme, offering a great deal of opportunity for creativity and innovation, in which team members are given considerable responsibility within a relatively flat organisation structure. It also reduces certainty in terms of the specific work and focus of team members across the duration of the project, requiring team members to flex and adapt to the needs of the project. This also means that reporting lines will change through the course of the project.

All associates and subcontractors working on the project are required to familiarise themselves with the PDIA approach resources available from the Building State Capability website and from ASI.

ASI way of working

All associates are required to work in accordance with ASI’s best practice of:

• Results-focused problem solving.
• Collaborative working to building and maintain great relationships.
• Developing and sharing insights, technical knowledge and thought leadership within the project and across ASI.

Contractual and policy compliance

All associates are expected to read and understand the obligations detailed in their contract, including adherence to ASI policies. This includes use of ASI systems for communication and for storage of ongoing and completed project work.

Associates should note that over the course of the project they are accountable to ASI and act as ‘ambassadors’ of the company.

KEY RELATIONSHIPS

Internal:

• Team leadership and management: Team Leader, Deput Team Leader, Project Director.
• Team management: Project Manager, Project Accountant.
• Regional ASI leadership: Head of Pakistan, Head of Pakistan Finance, People & Talent Manager, Operations Manager, Head of Duty of Care.
• Other ASI programmes: Pakistan programmes, international programmes working in the same sector.

External:

• Clients: Foreign, Commonwealth and Development Office representatives in the British High Commission.
• Counterparts: Pakistan and UK agencies operating in the project’s technical space, particularly Federal Investigative Agency (FIA), Federal Board of Revenue (FBR), Anti Money Laundering Authority (AML).
• Project consortium partners and suppliers.
• Other project stakeholders from government, bilateral agencies, multilateral agencies and non-government organisations.

KEY TASKS

Objective:

The Technical Workstream Leads are responsible for the successful delivery of their respective workstreams and achieving team objectives as outlined in the Logframe and related workplan documents.

Responsibilities:

Delivery and Coordination:

• Oversee and ensure the timely and sustainable delivery of outcomes and objectives for their respective workstreams.
• Maintain focus within the team on achieving set objectives in alignment with the LogFrame indicators.
• Keep the Team Leader and Deputy Team Leader informed about all progress, developments, opportunities, and challenges.
• Communicate urgent or critical matters immediately, along with considered suggestions and recommendations for resolution.

Liaison and Guidance:

• Collaborate with the relevant Senior Programme Adviser for advice and support on advancing workstreams.
• Adhere to the guidance and direction provided by the Team Leader and Deputy Team Leader.
• Work closely with the Strategic Lead, MREL, and Planning and Performance Advisers to ensure methodological consistency and coherence across workstreams.

Stakeholder Engagement:

• Engage regularly and proactively with relevant stakeholders and partners.
• Ensure all meetings, presentations, and engagements are accurately recorded in the relevant Shared Folder.
• Key engagement activities include:
• Understanding the needs of counterpart agencies relative to the programme’s intended impact and outcomes.
• Supporting counterpart agencies in identifying and planning activities to address their needs.
• Collaborating with counterparts to implement sustainable changes, providing progress updates, and managing performance.
• Keeping other stakeholders informed as necessary or useful.

Reporting:

• Report directly to the Team Leader.

The Technical Workstream Leads are expected to utilise regular operational meetings for routine discussions but must escalate urgent or critical issues promptly with appropriate recommendations.