Needs-Based Planning for Jamaica’s Human Resources in Health. Final Report to the Jamaica Ministry of Health

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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.

Collaborative HHR planning: Advancing the evidence-base a workshop on data and modeling for effective HHR planning

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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.

Workshop on Global Health Workforce Strategy, December 2000. HR and new approaches to public sector management: improving HRM capacity

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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.

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