Improving comprehensive emergency obstetric and newborn care in Tanzania: A qualitative study.

AIM: The purpose of this qualitative study was to explore how health care professionals, managers and community members experienced the implementation of a training program in comprehensive emergency obstetric and neonatal care training in rural Tanzania. BACKGROUND: Given the high rates of maternal and newborn mortality in Tanzania, the government committed to improving maternal health by increasing access to health care; improving reproductive, maternal, newborn health; reducing maternal and neonate mortality; and increasing the number of public health centers with emergency obstetric and neonatal care. To address the gap in emergency obstetric and neonatal care amongst the health workforce, five health care facilities in rural Tanzania participated in a 3-month specialized training program. The training was geared to increase access to skilled deliveries, prevent maternal and neonate deaths, and reduce referrals to district hospitals. METHODS: Twenty-four focus group discussions were held with members of Council Health Management Team, Health Facility Management Team, staff who received training, and community members. Data collection and analysis was guided by content analysis and the World Health Organization's availability, accessibility, acceptability, and quality framework. FINDINGS: Participants reported acquiring necessary skills that enabled them to provide quality and safe obstetric and newborn care. Five themes emerged from the analysis 1) competent and confident health care teams, 2) renewed commitment to teamwork, 3) community confidence and trust in the health team, 4) mentorship as a critical element of success, and 5) enhancing training and practice. These five emerging themes demonstrate enhanced confidence and trust by the community and increased competency of health care teams to support mothers through pregnancy and birth at the health centre. CONCLUSION: The competencies acquired by health care providers demonstrate an increase in staff commitment and teamwork. There is an increased number of deliveries in health centres, a declining trend of maternal and neonate deaths and referrals to other health centres because the health care providers are capable of competently and confidently providing emergency obstetric and neonatal care services.

Addressing the move toward universal health in the Caribbean through strengthening the health workforce.

This article describes the human resources for health (HRH) policy and action plan development in Barbados, Grenada, and St. Vincent and the Grenadines, the supporting role of the PAHO/WHO Collaborating Centre on Health Workforce Planning and Research, Dalhousie University, and sub-regional action for supporting continuing country-level HRH strengthening. A policy development process, comprising document/literature review and stakeholder consultations, was used to conduct a situational analysis, which informed the HRH policy and action plan. The policies and action plans centered on HRH priority areas of leadership and governance, HRH planning capacity, strengthening primary health care, optimization of pre- and post-licensure education/training, retention and recruitment, deployment and utilization, inter-sectoral and external partnerships for sustainability, health information systems, and HRH research. A cross-sectional analysis of the findings found that HRH challenges and priority areas were consistent across the countries, resulting in similar policy priority actions that are aligned with the regional lines of action for strengthening HRH for universal access to health and universal health coverage. The results support the value-add in collaborating on a regional level to build capacity for needs-based HRH planning within member countries. The Caribbean-Community (CARICOM), with facilitation by Pan American Health Organization (PAHO) Caribbean Subregional Programme, has established the Human Resources for Health Action Task Force for the Caribbean. The expertise of the Dalhousie University PAHO/WHO Collaborating Centre, provided through the technical assistance, supported the three countries in this important initiative and provides for further opportunities to support PAHO, the Task Force, and countries as they work to achieve their HRH strengthening objectives.

En este artículo se describe la elaboración de políticas y planes de acción sobre los recursos humanos para la salud en Barbados, Granada y San Vicente y las Granadinas, el apoyo brindado por la Universidad de Dalhousie (centro colaborador de la OPS/OMS para la planificación y la investigación sobre el personal de salud) y las medidas subregionales para apoyar el fortalecimiento continuo de los recursos humanos para la salud a nivel de país. Se llevó a cabo un proceso de elaboración de políticas, que incluyó la revisión de documentos y artículos, así como consultas con las partes interesadas, para realizar un análisis de la situación, que documentó las políticas y los planes de acción sobre recursos humanos para la salud. Las políticas y los planes de acción se centraron en las áreas prioritarias de liderazgo y gobernanza de los recursos humanos para la salud; la capacidad de planificación de los recursos humanos para la salud; el fortalecimiento de la atención primaria de salud; la optimización de la educación y la capacitación previas y posteriores al otorgamiento de licencias, así como la retención y el reclutamiento, el despliegue y la utilización; las asociaciones intersectoriales y externas para la sostenibilidad; los sistemas de información de salud; y la investigación en el ámbito de los recursos humanos para la salud. En un análisis transversal de los resultados se concluyó que los retos y las áreas prioritarias en el ámbito de los recursos humanos para la salud coincidieron en todos los países, por lo que las medidas prioritarias establecidas en las políticas son congruentes con las líneas de acción regionales para fortalecer los recursos humanos respecto del acceso universal a la salud y la cobertura universal de salud. Los resultados respaldan el valor agregado que tiene la colaboración a nivel regional encaminada a crear capacidad para la planificación de los recursos humanos para la salud basada en las necesidades dentro de los Estados Miembros. La Comunidad del Caribe (CARICOM), con la facilitación del Programa Subregional del Caribe de la Organización Panamericana de la Salud (OPS), ha creado el grupo de trabajo de recursos humanos para la salud en el Caribe. La experiencia de la Universidad de Dalhousie como centro colaborador de la OPS/OMS, en forma de la asistencia técnica prestada, brindó apoyo a los tres países en esta importante iniciativa y ofrece nuevas oportunidades para apoyar a la OPS, el grupo de trabajo y los países en su labor para lograr sus objetivos en cuanto al fortalecimiento de los recursos humanos para la salud.

Este artigo descreve a política de recursos humanos para a saúde (RHS) e o desenvolvimento de planos de ação em Barbados, Granada e São Vicente e Granadinas, o papel de apoio do Centro Colaborador da OPAS/OMS sobre Planejamento e Pesquisa da Força de Trabalho da Saúde (Universidade Dalhousie) e a ação sub-regional para apoiar o fortalecimento contínuo dos RHS nesses países. Para fazer uma análise da situação visando a subsidiar a política e o plano de ação de recursos humanos para a saúde foi utilizado um processo de desenvolvimento de políticas, incluindo revisão de documentos/literatura e consultas às partes interessadas. As políticas e os planos de ação concentraram-se em áreas prioritárias de liderança e governança de RHS, capacidade de planejamento de RHS, fortalecimento da atenção primária à saúde, otimização da educação/treinamento pré e pós-licenciamento, retenção e recrutamento, implantação e utilização, parcerias intersetoriais e externas para sustentabilidade, sistemas de informação de saúde e pesquisa sobre RHS. Uma análise transversal das conclusões constatou que os desafios e as áreas prioritárias de RHS eram consistentes entre os países, resultando em ações prioritárias de políticas similares que estão alinhadas com as ações regionais de fortalecimento de RHS para o acesso universal e a cobertura universal de saúde. Os resultados apontam a vantagem da colaboração em nível regional para construir capacidade de planejamento de RHS com base nas necessidades dentro dos países-membros. A Comunidade do Caribe (CARICOM), com facilitação do Programa Sub-Regional do Caribe da Organização Pan-Americana da Saúde (OPAS), estabeleceu a Força Tarefa de Ação em Recursos Humanos para a Saúde no Caribe. A experiência da Universidade Dalhousie, um centro colaborador da OPAS/OMS, disponibilizada por meio da assistência técnica, apoiou os três países nesta importante iniciativa e oferece mais oportunidades para apoiar a OPAS, a força tarefa e os países enquanto trabalham para alcançar seus objetivos de fortalecer os RHS.

Addressing the move toward universal health in the Caribbean through strengthening the health workforce / Abordar el avance hacia la salud universal en el Caribe mediante el fortalecimiento del personal de salud / Considerações para o avanço rumo à saúde universal no Caribe por meio do fortalecimento da força de trabalho da saúde

ABSTRACT This article describes the human resources for health (HRH) policy and action plan development in Barbados, Grenada, and St. Vincent and the Grenadines, the supporting role of the PAHO/WHO Collaborating Centre on Health Workforce Planning and Research, Dalhousie University, and sub-regional action for supporting continuing country-level HRH strengthening. A policy development process, comprising document/literature review and stakeholder consultations, was used to conduct a situational analysis, which informed the HRH policy and action plan. The policies and action plans centered on HRH priority areas of leadership and governance, HRH planning capacity, strengthening primary health care, optimization of pre- and post-licensure education/training, retention and recruitment, deployment and utilization, inter-sectoral and external partnerships for sustainability, health information systems, and HRH research. A cross-sectional analysis of the findings found that HRH challenges and priority areas were consistent across the countries, resulting in similar policy priority actions that are aligned with the regional lines of action for strengthening HRH for universal access to health and universal health coverage. The results support the value-add in collaborating on a regional level to build capacity for needs-based HRH planning within member countries. The Caribbean-Community (CARICOM), with facilitation by Pan American Health Organization (PAHO) Caribbean Subregional Programme, has established the Human Resources for Health Action Task Force for the Caribbean. The expertise of the Dalhousie University PAHO/WHO Collaborating Centre, provided through the technical assistance, supported the three countries in this important initiative and provides for further opportunities to support PAHO, the Task Force, and countries as they work to achieve their HRH strengthening objectives.

RESUMEN En este artículo se describe la elaboración de políticas y planes de acción sobre los recursos humanos para la salud en Barbados, Granada y San Vicente y las Granadinas, el apoyo brindado por la Universidad de Dalhousie (centro colaborador de la OPS/OMS para la planificación y la investigación sobre el personal de salud) y las medidas subregionales para apoyar el fortalecimiento continuo de los recursos humanos para la salud a nivel de país. Se llevó a cabo un proceso de elaboración de políticas, que incluyó la revisión de documentos y artículos, así como consultas con las partes interesadas, para realizar un análisis de la situación, que documentó las políticas y los planes de acción sobre recursos humanos para la salud. Las políticas y los planes de acción se centraron en las áreas prioritarias de liderazgo y gobernanza de los recursos humanos para la salud; la capacidad de planificación de los recursos humanos para la salud; el fortalecimiento de la atención primaria de salud; la optimización de la educación y la capacitación previas y posteriores al otorgamiento de licencias, así como la retención y el reclutamiento, el despliegue y la utilización; las asociaciones intersectoriales y externas para la sostenibilidad; los sistemas de información de salud; y la investigación en el ámbito de los recursos humanos para la salud. En un análisis transversal de los resultados se concluyó que los retos y las áreas prioritarias en el ámbito de los recursos humanos para la salud coincidieron en todos los países, por lo que las medidas prioritarias establecidas en las políticas son congruentes con las líneas de acción regionales para fortalecer los recursos humanos respecto del acceso universal a la salud y la cobertura universal de salud. Los resultados respaldan el valor agregado que tiene la colaboración a nivel regional encaminada a crear capacidad para la planificación de los recursos humanos para la salud basada en las necesidades dentro de los Estados Miembros. La Comunidad del Caribe (CARICOM), con la facilitación del Programa Subregional del Caribe de la Organización Panamericana de la Salud (OPS), ha creado el grupo de trabajo de recursos humanos para la salud en el Caribe. La experiencia de la Universidad de Dalhousie como centro colaborador de la OPS/OMS, en forma de la asistencia técnica prestada, brindó apoyo a los tres países en esta importante iniciativa y ofrece nuevas oportunidades para apoyar a la OPS, el grupo de trabajo y los países en su labor para lograr sus objetivos en cuanto al fortalecimiento de los recursos humanos para la salud.

RESUMO Este artigo descreve a política de recursos humanos para a saúde (RHS) e o desenvolvimento de planos de ação em Barbados, Granada e São Vicente e Granadinas, o papel de apoio do Centro Colaborador da OPAS/OMS sobre Planejamento e Pesquisa da Força de Trabalho da Saúde (Universidade Dalhousie) e a ação sub-regional para apoiar o fortalecimento contínuo dos RHS nesses países. Para fazer uma análise da situação visando a subsidiar a política e o plano de ação de recursos humanos para a saúde foi utilizado um processo de desenvolvimento de políticas, incluindo revisão de documentos/literatura e consultas às partes interessadas. As políticas e os planos de ação concentraram-se em áreas prioritárias de liderança e governança de RHS, capacidade de planejamento de RHS, fortalecimento da atenção primária à saúde, otimização da educação/treinamento pré e pós-licenciamento, retenção e recrutamento, implantação e utilização, parcerias intersetoriais e externas para sustentabilidade, sistemas de informação de saúde e pesquisa sobre RHS. Uma análise transversal das conclusões constatou que os desafios e as áreas prioritárias de RHS eram consistentes entre os países, resultando em ações prioritárias de políticas similares que estão alinhadas com as ações regionais de fortalecimento de RHS para o acesso universal e a cobertura universal de saúde. Os resultados apontam a vantagem da colaboração em nível regional para construir capacidade de planejamento de RHS com base nas necessidades dentro dos países-membros. A Comunidade do Caribe (CARICOM), com facilitação do Programa Sub-Regional do Caribe da Organização Pan-Americana da Saúde (OPAS), estabeleceu a Força Tarefa de Ação em Recursos Humanos para a Saúde no Caribe. A experiência da Universidade Dalhousie, um centro colaborador da OPAS/OMS, disponibilizada por meio da assistência técnica, apoiou os três países nesta importante iniciativa e oferece mais oportunidades para apoiar a OPAS, a força tarefa e os países enquanto trabalham para alcançar seus objetivos de fortalecer os RHS.

Building leadership and managerial capacity for maternal and newborn health services.

BACKGROUND: Strengthening leadership and management is important for building an effective and efficient health system. This paper presents the findings from a L&M capacity building initiative which was implemented as part of a larger study aimed at improving maternal and newborn outcomes within primary health facilities in the Morogoro, Tanzania. METHODS: The initiative, involving 30 stakeholders from 20 primary health facilities, 4 council health management teams and the regional health management team in the Morogoro region, provided leadership and managerial training through two 5-day in-person workshops, onsite mentoring, and e-learning modules. The initiative was evaluated using a pre-post design. Quantitative instruments included the 'Big Results Now' star-rating assessments and a team-developed survey for health providers/managers. The 'Big Results Now' star-rating assessments, conducted in 2018 (19 facilities) and 2021 (20 facilities), measured overall facility leadership and management capability, with comparisons of star-ratings from the two time-points providing indication of improvement. The survey was used to measure 3 key leadership indicators - team climate, role clarity/conflict and job satisfaction. The survey was completed by 97 respondents at baseline and 100 at follow up. Paired t-tests were used to examine mean score differences for each indicator. Triangulated findings from focus groups with 99 health providers and health management team members provided support and context for quantitative findings. RESULTS: Star-ratings increased in 15 (79%) of 19 facilities, with the number of facilities achieving the target of 3 plus stars increasing from 2 (10%) in 2018 to 10 (50%) in 2021, indicating improved organizational performance. From the survey, team climate, job satisfaction and role clarity improved across the facilities over the 3 project years. Focus group discussions related this improvement to the leadership and managerial capacity-building. CONCLUSION: Improved leadership and managerial capacity in the participating health facilities and enhanced communication between the health facility, council and regional health management teams created a more supportive workplace environment, leading to enhanced teamwork, job satisfaction, productivity, and improved services for mothers and newborns. Leadership and managerial training at all levels is important for ensuring efficient and effective health service provision.

Scale up and strengthening of comprehensive emergency obstetric and newborn care in Tanzania.

INTRODUCTION: In Tanzania, inadequate access to comprehensive emergency obstetric and newborn care (CEmONC) services is the major bottleneck for perinatal care and results in high maternal and perinatal mortality. From 2015 to 2019, the Accessing Safe Deliveries in Tanzania project was implemented to study how to improve access to CEmONC services in underserved rural areas. METHODS: A five-year longitudinal cohort study was implemented in seven health centres (HCs) and 21 satellite dispensaries in Morogoro region. Five of the health centres received CEmONC interventions and two served as controls. Forty-two associate clinicians from the intervention HCs were trained in teams for three months in CEmONC and anaesthesia. Managers of 20 intervention facilities, members of the district and regional health management teams were trained in leadership and management. Regular supportive supervision was conducted. RESULTS: Interventions resulted in improved responsibility and accountability among managers. In intervention HCs, the mean monthly deliveries increased from 183 (95% CI 174-191) at baseline (July 2014 -June 2016) to 358 (95% CI 328-390) during the intervention period (July 2016 -June 2019). The referral rate to district hospitals in intervention HCs decreased from 6.0% (262/4,392) with 95% CI 5.3-6.7 at baseline to 4.0% (516/12,918) with 95% CI 3.7-4.3 during the intervention period while it increased in the control group from 0.8% (48/5,709) to 1.5% (168/11,233). The obstetric case fatality rate decreased slightly from 1.5% (95% CI 0.6-3.1) at baseline to 1.1% (95% CI 0.7-1.6) during the intervention period (not statistically significant). Active engagement strategies and training in leadership and management resulted in uptake and improvement of CEmONC and anaesthesia curricula, and contributed to scale up of CEmONC at health centre level in the country. CONCLUSIONS: Integration of leadership and managerial capacity building, with CEmONC-specific interventions was associated with health systems strengthening and improved quality of services.

An Innovative and Comprehensive Approach to Nursing Workforce Sustainability in Nova Scotia.

The COVID-19 pandemic has revealed long-standing deficiencies with existing nurse recruitment and retention approaches, resulting in critical shortages of nursing capacity that are set to worsen without appropriate action. Decades of evidence and experience suggest that a multi-pronged approach that fosters an enabling and supportive work environment for nurses across all stages of their working lifespan will be required to build a more sustainable nursing workforce. This paper demonstrates Nova Scotia's innovation in creating a comprehensive, evidence-informed approach to nursing workforce planning and management, including key strategic areas of action related to (1) facilitating entry into the workforce, (2) investing in the active workforce and (3) enhancing support for and managing attrition of the workforce. This paper also offers nursing leaders a series of reflections on current learnings in the implementation of this innovative and person-centred approach to nursing workforce sustainability. Recognizing the pressing need for action, Nova Scotia Health and provincial leaders have and are implementing strategic innovations to enhance the nursing workforce. These include: (1) investment in organizational capacity for evidence-based innovation, (2) development of collaborative relationships between both internal stakeholders and community partners and (3) creation of mechanisms for meaningful engagement and co-design of locally relevant innovative solutions.

Core competencies and challenges among nurses transitioning into positions of leadership - a Caribbean perspective.

PURPOSE: Nurses are a significant part of the professional workforce, but leaders may be promoted without the requisite competencies. This study aims to explore the perspectives of nurse managers about the core competencies necessary for promotion as leaders in health. DESIGN/METHODOLOGY/APPROACH: This was a mixed-methods study that targeted nurses (N = 126) who were promoted in four Caribbean countries over the past five years. A 30-item questionnaire was used for quantitative data collection and analyzed using SPSS version 25. Interviews yielded the qualitative data, which were analyzed using open coding and thematic analysis. Ethical approvals were received from ethics committees at the university and country level. FINDINGS: Most participants were female (n = 112), had 15 or more years' experience (n = 71) and an associate degree/diploma in nursing (n = 62). Leadership was the most important competency required of nurse leaders in spite of their position within the organization, followed by team building and motivation. Challenges to the transitioning into leadership positions included the prevailing culture and a lack of a systematic approach to building capacity in leadership. There was also between-group statistical significance, as determined by one-way ANOVA for delegation, motivation and leadership as core competencies based on occupations roles. RESEARCH LIMITATIONS/IMPLICATIONS: Notwithstanding the importance of the findings from this research, there were some limitations. While the researchers considered implementing this study in eight Caribbean countries, approvals were received for only four countries. This will affect the ability to generalize the findings to the wider Caribbean countries. One of the strengths of this research was the use of mixed methods for data collection. However, the qualitative component of the findings may be limited by the number of focus groups conducted, notwithstanding the richness of the data collected. PRACTICAL IMPLICATIONS: The findings can be used as a framework from which the health system in developing countries can begin to examine practical solutions to developing 21st century leadership competencies in nursing. While there may be remanence of the colonial past in the way systems function, the complexity of health systems requires leadership that is rooted in competence that is multidimensional. ORIGINALITY/VALUE: This paper provides an important contribution to the literature on leadership and competencies from the perspective of low- to middle-income resource settings. The qualitative component of the research added richness to the nuances and understanding of the phenomenon of competencies for nurse leaders.

Planning the oral health workforce: Time for innovation.

The levels and types of oral health problems occurring in populations change over time, while advances in technology change the way oral health problems are addressed and the ways care is delivered. These rapid changes have major implications for the size and mix of the oral health workforce, yet the methods used to plan the oral health workforce have remained rigid and isolated from planning of oral healthcare services and healthcare expenditures. In this paper, we argue that the innovation culture that has driven major developments in content and delivery of oral health care must also be applied to planning the oral health workforce if we are to develop 'fit for purpose' healthcare systems that meet the needs of populations in the 21st century. An innovative framework for workforce planning is presented focussed on responding to changes in population needs, service developments for meeting those needs and optimal models of care delivery.

Evidence to Care: Learning from a Case Study of Health Workforce Planning and COVID-19 Response in Nova Scotia.

Repeated calls to adopt more robust workforce planning, particularly for the nursing workforce, stretch back decades. These calls have generally not been met with action by health system decision makers, and the negative consequences - widespread shortages, even in wealthy countries, and decreased quality of care despite increased costs - have come to pass much as predicted. In contrast to this historical pattern, this paper presents Nova Scotia Health's experience in planning for its critical care nursing workforce during COVID-19 as a case study in integrating evidence-based workforce planning into the operations of a healthcare organization.

Nurses' preparation for transitioning into positions of leadership-A Caribbean perspective.

AIM: To explore perspectives of nurse managers about their preparation for transitioning into positions of leadership. BACKGROUND: There have been serious concerns about the level of preparation as well as availability of support systems for transitioning of nurses into positions of authority. METHODS: This was a quantitative study conducted in four Caribbean countries targeting nurses promoted to leadership positions within the last 5 years. Data were collected using a 30-item questionnaire. Ethical approvals were received from the University of the West Indies and the participating countries. RESULTS: Most participants were female, had 15 or more years' experience and an associate degree/diploma in nursing. They felt prepared through training and acting opportunities although many were not preceptored/mentored into the position. Preparation by training was positively correlated to acting opportunities, preceptorship programme and having a preceptor. CONCLUSION: Transitioning into positions of leadership requires readiness from a personal as well as an organisational perspective. There must be investment in the development opportunities to support nurses' transition into leadership positions. IMPLICATIONS FOR NURSING MANAGEMENT: Organisational continuity and effectiveness will be dependent on a balance between investing in experienced nursing personnel while encouraging personal development of less-experienced nurses. Peer mentorship must be utilized to facilitate nurse transition.

The inclusion of mothers in human resources for health planning.

AIM: This paper examines the possibility of including families, particularly mothers, within the health workforce using the human resource for health planning model to improve newborn outcomes. BACKGROUND: In many low- and middle-income countries, there is a critical shortage of healthcare providers which impacts care for the neonatal population. A maternal and newborn health need that is prevalent in such countries is the care available between pregnancy and the postnatal period, where significant maternal and newborn deaths occur. SOURCES OF EVIDENCE: Using the population health need of the neonatal population in Tanzania, this paper explores the opportunity to include mothers as an additional human resource for health within the Needs-Based Health Human Resources and Health Systems Planning model. DISCUSSION: In relation to educating and engaging family caregivers, the possible extension of the health workforce to include mothers as a response to meeting the healthcare needs of the neonatal population has yet to be explored. Through mothers and healthcare providers working together to address the population health need of essential newborn care, it offers a way forward for planning the resources needed in a health system. If utilized, mothers offer the opportunity to supplement the demand for human resources for health in the provision of newborn care, without replacing healthcare providers. CONCLUSION: Mothers as potential members of the health workforce furthers the health system as a whole whereby population health needs are addressed and newborn mortality declines. IMPLICATIONS FOR HEALTH POLICY: To solve the critical gap based on the supply of and demand for providers including doctors, nurses and midwives, a broader look at innovative solutions is essential. IMPLICATIONS FOR NURSING PRACTICE: Mothers offer the opportunity to supplement the available human resources for health in the provision of newborn care, thus helping to close existing gaps.

Integrating interprofessional education with needs-based health workforce planning to strengthen health systems.

Providing quality health care is the core purpose for health systems, and it is only possible with adequate capacity among the workforce to provide the required services. Addressing the requirements for, and supply of, the health workforce (workforce planning) is essential for strengthening health systems. There is a global recognition that interprofessional education (IPE) is critical to achieving universal health care. In this introductory paper we discuss how IPE is a key factor within needs-based health systems strengthening and Human Resources for Health (HRH) planning. This perspective is illustrated through six case studies from countries around the globe which provide discourse on how the integration of IPE/IPC with needs-based workforce planning can contribute to strengthening the health systems. Three key learnings arise from the case studies - 1) IPE is important to meet health care needs of populations efficiently and effectively; 2) integrated needs-based planning provides a framework within which IPE has an integral role, and 3) stakeholders from both health and education are critical to the process of seamless integration of IPE across the continuum of health systems.

An Integrated Needs-Based Approach to Health Service and Health Workforce Planning: Applications for Pandemic Influenza.

Healthcare systems must be responsive to the healthcare needs of the populations they serve. However, typically neither health services nor health workforce planning account for populations' needs for care, resulting in substantial and unnecessary unmet needs. These are further exacerbated during unexpected surges in need, such as pandemics or natural disasters. To illustrate the potential of improved methods to help planning for these types of events, we applied an integrated, needs-based approach to health service and workforce planning in the context of a potential influenza pandemic at the provincial level in Canada. This application provides evidence on the province's capacity to respond to surges in need for healthcare and identifies specific services which may be in short supply in such scenarios. This type of approach can be implemented by planners to address a variety of health issues in different contexts.

The Drive towards Sustainable Health Systems Needs an Alignment: Where are the Innovations in Health Systems Planning?

Clarifying the healthcare innovation agenda is critical in order to advance the impact of system innovations. As part of this agenda-setting it is important to address the four conditions within which innovations can enhance system sustainability: 1) the innovation agenda reflects and is aligned with healthcare objectives and policy; 2) planning methodologies for services, workforce and funding are aligned with healthcare objectives and policy; 3) innovations in services are accommodated in systems through innovations in policy, planning and funding; and 4) innovations are systematically monitored and evaluated. In order to illustrate these conditions, the authors present a case study of an evaluation of one Canadian Health Authority's efforts to transform healthcare delivery. This case study reveals that aligning innovations in policy, planning, funding and health services is critical to transforming health systems and that, in the absence of such alignment, sustainable health systems are difficult to achieve.

Simulating future supply of and requirements for human resources for health in high-income OECD countries.

BACKGROUND: As part of efforts to inform the development of a global human resources for health (HRH) strategy, a comprehensive methodology for estimating HRH supply and requirements was described in a companion paper. The purpose of this paper is to demonstrate the application of that methodology, using data publicly available online, to simulate the supply of and requirements for midwives, nurses, and physicians in the 32 high-income member countries of the Organisation for Economic Co-operation and Development (OECD) up to 2030. METHODS: A model combining a stock-and-flow approach to simulate the future supply of each profession in each country-adjusted according to levels of HRH participation and activity-and a needs-based approach to simulate future HRH requirements was used. Most of the data to populate the model were obtained from the OECD's online indicator database. Other data were obtained from targeted internet searches and documents gathered as part of the companion paper. RESULTS: Relevant recent measures for each model parameter were found for at least one of the included countries. In total, 35% of the desired current data elements were found; assumed values were used for the other current data elements. Multiple scenarios were used to demonstrate the sensitivity of the simulations to different assumed future values of model parameters. Depending on the assumed future values of each model parameter, the simulated HRH gaps across the included countries could range from shortfalls of 74 000 midwives, 3.2 million nurses, and 1.2 million physicians to surpluses of 67 000 midwives, 2.9 million nurses, and 1.0 million physicians by 2030. CONCLUSIONS: Despite important gaps in the data publicly available online and the short time available to implement it, this paper demonstrates the basic feasibility of a more comprehensive, population needs-based approach to estimating HRH supply and requirements than most of those currently being used. HRH planners in individual countries, working with their respective stakeholder groups, would have more direct access to data on the relevant planning parameters and would thus be in an even better position to implement such an approach.

A mixed-methods study of health worker migration from Jamaica.

BACKGROUND: This study sought to better understand the drivers of migration, its consequences, and the various strategies countries have employed to mitigate its negative impacts. The study was conducted in four countries-Jamaica, India, the Philippines, and South Africa-that have historically been 'sources' of health workers migrating to other countries. The aim of this paper is to present the findings from the Jamaica portion of the study. METHODS: Data were collected using surveys of Jamaica's generalist and specialist physicians, nurses, midwives, and dental auxiliaries, as well as structured interviews with key informants representing government ministries, professional associations, regional health authorities, healthcare facilities, and educational institutions. Quantitative data were analyzed using descriptive statistics and regression models. Qualitative data were analyzed thematically. Multiple stakeholder engagement workshops were held across Jamaica to share and validate the study findings and discuss implications for the country. RESULTS: Migration of health workers from Jamaica continues to be prevalent. Its causes are numerous, long-standing, and systemic, and are largely based around differences in living and working conditions between Jamaica and 'destination' countries. There is minimal formal tracking of health worker migration from Jamaica, making scientific analysis of its consequences difficult. Although there is evidence of numerous national and international efforts to manage and mitigate the negative impacts of migration, there is little evidence of the implementation or effectiveness of such efforts. Potential additional strategies for better managing the migration of Jamaica's health workers include the use of information systems to formally monitor migration, updating the national cadre system for employment of health personnel, ensuring existing personnel management policies, such as bonding, are both clearly understood and equitably enforced, and providing greater formal and informal recognition of health personnel. CONCLUSION: Although historically common, migration of Jamaica's health workers is poorly monitored and understood. Improved management of the migration of Jamaica's health workers requires collaboration from stakeholders across multiple sectors. Indeed, participating stakeholders identified a wide range of potential strategies to better manage migration of Jamaica's health workers, the implementation and testing of which will have potential benefits to Jamaica as well as other 'source' countries.

A scoping review of training and deployment policies for human resources for health for maternal, newborn, and child health in rural Africa.

BACKGROUND: Most African countries are facing a human resources for health (HRH) crisis, lacking the required workforce to deliver basic health care, including care for mothers and children. This is especially acute in rural areas and has limited countries' abilities to meet maternal, newborn, and child health (MNCH) targets outlined by Millennium Development Goals 4 and 5. To address the HRH challenges, evidence-based deployment and training policies are required. However, the resources available to country-level policy makers to create such policies are limited. To inform future HRH planning, a scoping review was conducted to identify the type, extent, and quality of evidence that exists on HRH policies for rural MNCH in Africa. METHODS: Fourteen electronic health and health education databases were searched for peer-reviewed papers specific to training and deployment policies for doctors, nurses, and midwives for rural MNCH in African countries with English, Portuguese, or French as official languages. Non-peer reviewed literature and policy documents were also identified through systematic searches of selected international organizations and government websites. Documents were included based on pre-determined criteria. RESULTS: There was an overall paucity of information on training and deployment policies for HRH for MNCH in rural Africa; 37 articles met the inclusion criteria. Of these, the majority of primary research studies employed a variety of qualitative and quantitative methods. Doctors, nurses, and midwives were equally represented in the selected policy literature. Policies focusing exclusively on training or deployment were limited; most documents focused on both training and deployment or were broader with embedded implications for the management of HRH or MNCH. Relevant government websites varied in functionality and in the availability of policy documents. CONCLUSIONS: The lack of available documentation and an apparent bias towards HRH research in developed areas suggest a need for strengthened capacity for HRH policy research in Africa. This will result in enhanced potential for evidence uptake into policy. Enhanced alignment between policy-makers' information needs and the independent research agenda could further assist knowledge development and uptake. The results of this scoping review informed an in-depth analysis of relevant policies in a sub-set of African countries.

Pilot-testing service-based planning for health care in rural Zambia.

BACKGROUND: Human resources for health (HRH) planning in Zambia, as in other countries, is often done by comparing current HRH numbers with established posts, without considering whether population health needs are being met. Service-based HRH planning compares the number and type of services required by populations, given their needs, with the capacity of existing HRH to perform those services. The objective of the study was to demonstrate the effectiveness of service-based HRH planning through its adaptation in two rural Zambian districts, Gwembe and Chibombo. METHODS: The health conditions causing the greatest mortality and morbidity in each district were identified using administrative data and consultations with community health committees and health workers. The number and type of health care services required to address these conditions were estimated based on their population sizes, incidence and prevalence of each condition, and desired levels of service. The capacity of each district's health workers to provide these services was estimated using a survey of health workers (n=44) that assessed the availability of their specific competencies. RESULTS: The primary health conditions identified in the two districts were HIV/AIDS in Gwembe and malaria in Chibombo. Although the competencies of the existing health workforces in these two mostly aligned with these conditions, some substantial gaps were found between the services the workforce can provide and the services their populations need. The largest gaps identified in both districts were: performing laboratory testing and interpreting results, performing diagnostic imaging and interpreting results, taking and interpreting a patient's medical history, performing a physical examination, identifying and diagnosing the illness in question, and assessing eligibility for antiretroviral treatment. CONCLUSIONS: Although active, productive, and competent, health workers in these districts are too few to meet the leading health care needs of their populations. Given the specific competencies most lacking, on-site training of existing health workers to develop these competencies may be the best approach to addressing the identified gaps. Continued use of the service-based approach in Zambia will enhance the country's ability to align the training, management, and deployment of its health workforce to meet the needs of its people.

Evaluation of recruitment and retention strategies for health workers in rural Zambia.

BACKGROUND: In response to Zambia's critical human resources for health challenges, a number of strategies have been implemented to recruit and retain health workers in rural and remote areas. Prior to this study, the effectiveness of these strategies had not been investigated. The purpose of this study was to determine the impacts of the various health worker retention strategies on health workers in two rural districts of Zambia. METHODS: Using a modified outcome mapping approach, cross-sectional qualitative and quantitative data were collected from health workers and other stakeholders through focus group discussions and individual interview questionnaires and were supplemented by administrative data. Key themes emerging from qualitative data were identified from transcripts using thematic analysis. Quantitative data were analyzed descriptively as well as by regression modelling. In the latter, the degree to which variation in health workers' self-reported job satisfaction, likelihood of leaving, and frequency of considering leaving, were modelled as functions of participation in each of several retention strategies while controlling for age, gender, profession, and district. RESULTS: Nineteen health worker recruitment and retention strategies were identified and 45 health care workers interviewed in the two districts; participation in each strategy varied from 0% to 80% of study participants. Although a salary top-up for health workers in rural areas was identified as the most effective incentive, almost none of the recruitment and retention strategies were significant predictors of health workers' job satisfaction, likelihood of leaving, or frequency of considering leaving, which were in large part explained by individual characteristics such as age, gender, and profession. These quantitative findings were consistent with the qualitative data, which indicated that existing strategies fail to address major problems identified by health workers in these districts, such as poor living and working conditions. CONCLUSIONS: Although somewhat limited by a small sample size and the cross-sectional nature of the primary data available, the results nonetheless show that the many health worker recruitment and retention strategies implemented in rural Zambia appear to have little or no impact on keeping health workers in rural areas, and highlight key issues for future recruitment and retention efforts.

Service-based health human resources planning for older adults.

OBJECTIVES: To test a service-based health human resources (HHR) planning approach for older adults in the context of home and long term care (LTC); to create a practical template/tools for use in various jurisdictions and/or health care settings. DESIGN: The most serious health needs of seniors in 2 Canadian jurisdictions were identified and linked to the specific services and associated competencies required of health care providers (HCPs) to address those needs. The amounts of each service required were quantified and compared against the capacity of HCPs to perform the services, measured using a self-assessment survey, by using a previously developed analytical framework. SETTING: Home and LTC sectors in Nova Scotia and Nunavut, Canada. PARTICIPANTS: Regulated and nonregulated HCPs were invited to complete either an online or paper-based competency self-assessment survey. RESULTS: Survey response rates in Nova Scotia and Nunavut were 11% (160 responses) and 20% (22 responses), respectively. Comparisons of the estimated number of seniors likely to need each service with the number who can be served by the workforces in each jurisdiction indicated that the workforces in both jurisdictions are sufficiently numerous, active, productive, and competent to provide most of the services likely to be required. However, significant gaps were identified in pharmacy services, ongoing client assessment, client/family education and involvement, and client/family functional and social supports. CONCLUSION: Service-based HHR planning is feasible for identifying gaps in services required by older adults, and can guide policy makers in planning hiring/recruitment, professional development, and provider education curricula. Implementation will require commitment of policy makers and other stakeholders, as well as ongoing evaluation of its effectiveness. More broadly, the ongoing effectiveness of the approach will depend on workforce planning being conducted in an iterative way, driven by regular reevaluation of population health needs and HHR effectiveness.