The first Global Forum on Human Resources for Health held in Kampala, Uganda from 2-7 March, 2008 called for immediate and sustained action to resolve the critical shortage of health workers around the world. Attendees at the Forum endorsed the Kampala Declaration and the Agenda for Global Action. This high profile event was attended by nearly 1500 participants, including donors, experts and ministers of health, education and finance.
Human Resources
First Global Forum on Human Resources for Health
First Global Forum on Human Resources for Health, 2-7 March 2008, Kampala, Uganda
Health Workers for All and All for Health Workers
The Kampala Declaration and Agenda for Global Action, Global Health Workforce Alliance
The participants at the first Global Forum on Human Resources for Health in Kampala, 2-7 March 2008, representing a diverse group of governments, multilateral, bilateral and academic institutions, civil society, the private sector, and health workers' professional associations and unions called on governments to provide the stewardship to resolve the health worker crisis, involving all relevant stakeholders and providing political momentum to the process.
Human Resources Retention Scheme: Qualitative and Quantitative Experience from Zambia
Mwale HF, Smith S: Health Services and Systems Program; Global Health Workforce Alliance
This presentation was given at the First Forum on Human Resources for Health in Kampala. It discusses the Zambia Health Workers Retention Scheme, an incentive program targeting key health worker cadres primarily in rural district to decrease attrition rates of critical service providers.
Recruitment and Placement of Foreign Health Care Professionals to Work in the Public Sector Health Care in South Africa: Assessment
Matsuyama R: International Organization for Migration; Global Health Workforce Alliance
This presentation was given at the First Forum on Human Resources for Health in Kampala. It details a study done to assess the feasibility and interest among stakeholders in the Netherlands, UK and US in facilitating recruitment and placement of foreign health care professionals to work in public sector health care in South Africa.
Strengthening Health Leadership and Management: the WHO Framework
World Health Organization; Global Health Workforce Alliance
This presentation was given at the First Forum on Human Resources for Health in Kampala. It defines health leadership and management, why strengthening it is important, the lessons learned so far, and the main components and uses of the WHO framework.
Ten facts on health workforce crisis
World Health Organisation, 3 March 2008
WHO estimates the global health worker shortfall to be over 4.2 million. That shortage is impairing provision of essential, life-saving interventions such as childhood immunizations, safe pregnancy and childbirth services for mothers, and access to treatment for AIDS, tuberculosis and malaria. As a result, people are suffering and dying needlessly. Without prompt action, the shortage will worsen and health systems will be weakened further. As populations continue to grow in developing countries and grow older in the developed countries, health demand is on the rise virtually everywhere.
The crisis in human resources for health care and the potential of a ‘retired’ workforce: case study of the independent midwifery sector in Tanzania
Rolfe B, Leshabari S, Rutta F, Murray SF: Health Policy and Planning 23(2):137-149, 2008
The human resource crisis in health care is an important obstacle to attainment of the health-related targets for the Millennium Development Goals. One suggested strategy to alleviate the strain upon government services is to encourage new forms of non-government provision. Detail on implementation and consequences is often lacking, however. This article examines one new element of non-government provision in Tanzania: small-scale independent midwifery practices. A multiple case study analysis over nine districts explored their characteristics, and the drivers and inhibitors acting upon their development since permitted by legislative change. Because of their location and emphasis on personalized care, small-scale independent practices run by retired midwives could potentially increase rates of skilled attendance at delivery at peripheral level. The model also extends the working life of members of a professional group at a time of shortage. However, the potential remains unrealized. Successful multiplication of this model in resource-poor communities requires more than just deregulation of private ownership. Prohibitive start-up expenses need to be reduced by less emphasis on facility-based provision. On-going financing arrangements such as micro-credit, contracting, vouchers and franchising models require consideration.
Uganda Health Workforce Study: Satisfaction and Intent to Stay Among Health Workers in Public and PNFP Facilities
McQuide P, Kiwanuka-Mukiibi P, Zuyerduin A, Isabirye C: Capacity Project; Global Health Workforce Alliance
This presentation was given at the First Forum on Human Resources for Health in Kampala. It describes a study to identify the level of satisfaction and intent to stay among health workers, to inform strategies to improve retention.
Intent to migrate among nursing students in Uganda: measures of the brain drain in the next generation of health professionals
Nguyen L, Ropers S, Nderitu E, Zuyderduin A, Luboga S and Hagopian S: Human Resources for Health 6(5), 12 February 2008
There is significant concern about the worldwide migration of nursing professionals from low-income countries to rich ones, as nurses are lured to fill the large number of vacancies in upper-income countries. This study explores the views of nursing students in Uganda to assess their views on practice options and their intentions to migrate. Improving remuneration for nurses is the top priority policy change sought by nursing students in this study. Nursing schools may want to recruit students desiring work in rural areas or public practice to lead to a more stable workforce in Uganda.
Managerial competencies of hospital managers in South Africa: a survey of managers in the public and private sectors
Pillay R: Human Resources for Health 6(4), 8 February 2008
South Africa has large public and private sectors and there is a common perception that public sector hospitals are inefficient and ineffective while the privately owned and managed hospitals provide superior care and are more sustainable. The underlying assumption is that there is a potential gap in management capacity between the two sectors. This study aims to ascertain the skills and competency levels of hospital managers in South Africa and to determine whether there are any significant differences in competency levels between managers in the different sectors. The findings confirm the supposition that there is a lack of management capacity within the public sector in South Africa and that there is a significant gap between private and public sectors. It provides evidence that there is a great need for further development of managers, especially those in the public sector. The onus is therefore on administrators and those responsible for management education and training to identify managers in need of development and to make available training that is contextually relevant in terms of design and delivery.