campbell j retention 15nov11
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Designing and measuring retention – practical tools and indicators Managing Human Resources for Health Summer School, November 2011 School of Public Health and Community Medicine University of New South Wales. Tuesday 15th November 2011. Jim Campbell Director ICS Integrare, Barcelona, Spain [email protected]
Managing HRH. UNSW. Nov 2011.
Specific course objectives
On successful completion of this course you should be able to: 1. Identify the most important key issues and challenges requiring HRH
policy development in your nation 2. Outline the dimensions and processes of workforce planning and how
they relate to demand for services (health need and expectations) and supply (training, recruitment and retention)
3. Critically evaluate the HRH issues and policy changes required to respond to probable demographic and epidemiological changes occurring in your country
4. Provide evidence to support the resource needs of workforce policy implementation be it at national, provincial or health unit level
5. Propose and advocate for the development of policies and strategies to address national health workforce needs relevant to your particular health setting.
Managing HRH. UNSW. Nov 2011.
REFLECTION
Managing HRH. UNSW. Nov 2011.
Increasing access to health workers in remote and rural areas through improved retention. April 09 – Feb 10: 4 Expert Group meetings May 10: Bulletin of the WHO July 10: Recommendations Sept 10: Launch Symposium 50+ ‘experts’ – 19 months work.
Managing HRH. UNSW. Nov 2011.
Global Policy Recommendations (2010)
John’s “Fingers in the pies” of HRH P&P UNDERSTAND THE POLITICAL ECONOMY!
REFLECTION
Managing HRH. UNSW. Nov 2011.
Managing HRH. UNSW. Nov 2011.
WHO
World Bank
REFLECTION
Managing HRH. UNSW. Nov 2011.
Bulletin of the World Health Organization. May 2010
WHO
Managing HRH. UNSW. Nov 2011.
Managing HRH. UNSW. Nov 2011.
IPOOI
Inputs Process Outputs Outcome Impact
System inputs, processes and outputs reflect health systems capacity, whereas outcomes and impact reflect health systems performance.
Your smiley acronym!
Managing HRH. UNSW. Nov 2011.
Monitoring and evaluation of health systems strengthening: an evaluation framework Geneva. October 2010 Paper prepared by WHO (Ties Boerma and Carla Abou-Zahr), World Bank (Ed Bos), GAVI (Peter Hansen) and Global Fund (Eddie Addai and Daniel Low-Beer) as part of the joint work on health systems strengthening and IHP+ common evaluation framework.
Managing HRH. UNSW. Nov 2011.
Managing HRH. UNSW. Nov 2011.
IPOOI Inputs Process Outputs Outcome Impact
Measuring the RESULTS CHAIN.
“Workforce science, surveillance and strategic intelligence”
“HRH Analytics”
Managing HRH. UNSW. Nov 2011.
ALTERNATIVELY…… We have reviewed retention of [health cadre] using a WHO/World Bank-recognized evaluation framework. This tool has been applied in MNCH, aid effectiveness and other sectors with the results published in leading health journals. We find that the following OUTCOMES and IMPACT could be achieved .……at a cost of [xx] and saving [yy] in the long-term.
REFLECTION “no convincing arguments” “lots of good ideas out there”
Managing HRH. UNSW. Nov 2011.
Science, surveillance and strategic intelligence. Be smart(er) in: - your evidence - your analytics - your language HRH is a ‘political’ process….
Managing HRH. UNSW. Nov 2011.
REFLECTION
Managing HRH. UNSW. Nov 2011.
GROUP WORK - Indicators Attrition - voluntary - involuntary Turnover Rate Stability Index ‘Survival’ Rate