Management

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Author: Ministry of Health

Date of publication: July 2011

Summary: Following the Toronto Call for Action, a partnership was developed between representatives of the Jamaica Ministry of Health and a research team from the WHO/PAHO Collaborating Centre in Workforce Planning and Research at Dalhousie University in Canada that aimed to build capacity for needs-based Human Resources for Health (HRH) planning in Jamaica while informing HRH planning in Canada through knowledge exchange between both countries. Supported by Jamaica’s Ministry of Health (MOH) as well as Health Canada and the Pan-American Health Organization (PAHO), work on the project began in late 2007. The project is guided by a steering committee of key stakeholders in HRH from across Jamaica.

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Author: Pan American Health Organization / World Health Organization (PAHO/WHO)

Date of publication: May 2011

Summary: The purpose of the handbook is to provide a standardized reference document for countries of the Region that clarifi es the terms and parameters of each of the twenty goals of PAHO’s Resolution CSP27/10, “Regional Goals for Human Resources for Health (HRH) 2007-2015,” in order that they may be consistently understood, applied, measured and monitored.

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Author: World Health Organization (WHO)

Date of publication: 2010

Summary: The objective of this paper is to take stock of the available methods and tools for health workforce planning and projections, and to describe the processes and resources needed to undertake such an exercise. Including this introduction, the paper is divided into four sections. In the next section, an overview of workforce projection models and their applications is presented. Then the operationalization of selected models is described in some detail. Lastly, the pathways by which projection results can be optimized to inform decision-making for policies and programmes are discussed.

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Author: World Health Organization (WHO)

Date of publication: 2010

Summary: A technical meeting on strengthening health workforce information systems was held on 10–12 March 2010 in Montreux, Switzerland. The meeting was jointly convened by the World Health Organization’s Department of Human Resources for Health, the Global Health Workforce Alliance and the Health Metrics Network, who have called for the establishment of a Health Workforce Information Reference Group (HIRG). The aim of this first meeting of HIRG members and stakeholders was to initiate discussion on how to promote a coordinated, harmonized and standardized approach to strengthening country health workforce information and monitoring systems to support policy, planning and research.

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Author: World Health Organization (WHO)

Date of publication: May 2010

Summary: Stressing that the World Health Organization, Global Code of Practice on the International Recruitment of Health Personnel.

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Author: Cameron Health Strategies Group Limited

Date of publication: March 2009

Summary: With health human resources representing over seventy percent of the health care budget, people remain the greatest asset and the greatest cost of the health care system. The objective of health human resources planning is to equip governments with the information and tools they require to determine how many health professionals are needed to meet the needs of Canadians, both now and in the future. In view of the growing demand for health care services and the expected shortages for health human resources in the near future, it remains critically important that a coordinated, balanced, pan-Canadian health human resources investment strategy be developed and implemented. Its primary aim would be to achieve a stable and optimal health workforce through a cost-effective managed growth strategy.

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Author: Groupe Intersol Group

Date of publication: March 2009

Summary:On March 24th and 25th, 2009, a Health and Human Resource (HHR) Modeling Workshop was held in Vancouver, British Columbia to review HHR planning projects and successes, identify priority evidence and related gaps and challenges, and propose and prioritize realistic, actionable solutions to these gaps and challenges. This event was co-hosted by the Canadian Institute for Health Information (CIHI) and the HHR Planning Subcommittee of the F/P/T Advisory Committee on Health Delivery and Human Resources (ACHDHR), with the aim of furthering collaborative efforts to find solutions to the HHR challenge facing Canada today.

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Author: The Commonwealth Fund

Date of publication: June 2003

Summary: Rising health care costs are of concern to policymakers, employers, health care leaders, and insured and uninsured Americans alike. The U.S. has relied on a mixed public–private system of insurance, managed care, and market competition to shape the health care system. Yet, the U.S. has the highest health care spending per capita in the world, and during the 1990s health spending in the U.S. rose faster than in other industrialized nations.

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Author: European Observatory on Health Systems and Policies Series

Date of publication: 2002

Summary: ..."Policy-makers often find themselves torn between two seemingly contradictory health sector objectives. On the one hand, shifting demography and improving technology generate strong interest in permitting innovative new procedures that can improve the ability of service providers to respond to the needs of patients. On the other hand, insufficiently tested interventions and inadequately thought-through schemes run the risk of damaging patients’ health and perhaps even their chances of survival. Faced with this conflict, many policy-makers feel that the only responsible path is to adopt a strong regulatory regime. Confronted by the unknown in the form of unleashed entrepreneurialism, they prefer the known consequences of static, often bureaucratic models of service design and delivery.

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Author: World Health Organization (WHO)

Date of publication: 2001

Summary: This paper is divided into four main sections. The first section examines the broader context of public sector reform and draws out the implications of health reform for HR practices. The second section considers the contribution that HR can make to improved health sector effectiveness. The main section of paper considers how a more strategic approach to HR can be developed in the health sector, drawing on the existing evidence base, and emphasising the importante of ownership, external fit and internal fit. The vital role of the specialist HR function, and the different ways in which HR services can be delivered and audited, comprises the final section, prior to a brief conclusion.