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HUMAN RESOURCES FOR HEALTH AND THE GLOBAL HEALTH WORK FORCE ALLIANCE RONNIE GRAHAM,

`. HUMAN RESOURCES FOR HEALTH AND THE GLOBAL HEALTH WORK FORCE ALLIANCE RONNIE GRAHAM, DIRECTOR, HUMAN RESOURCES FOR HEALTH, SIGHTSAVERS. 1. THE GLOBAL CRISIS.

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HUMAN RESOURCES FOR HEALTH AND THE GLOBAL HEALTH WORK FORCE ALLIANCE RONNIE GRAHAM,

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  1. ` HUMAN RESOURCES FOR HEALTH AND THE GLOBAL HEALTH WORK FORCE ALLIANCE RONNIE GRAHAM, DIRECTOR, HUMAN RESOURCES FOR HEALTH, SIGHTSAVERS

  2. 1. THE GLOBAL CRISIS Health workers are the heart and soul of health systems. And yet, the world is faced with a chronic shortage - an estimated 4.2 million health workers are needed to bridge the gap, with 1.5 million needed in Africa alone. 57 countries are considered to be in crisis. The critical shortage is recognized as one of the most fundamental constraints to achieving progress on health and reaching health and development goals.

  3. 2. THE GLOBAL RESPONSE • Launch of World Health Report ‘Working Together for Health’ • Launch of the GHWA – World Health Assembly, Geneva • 1st Global Forum on HRH, Uganda – Kampala Declaration 2008 Nigel Crisp ‘Scaling Up – Saving Lives’ • Launch of Strategic Framework and CCF • 2nd Global Forum, Thailand – membership exceeds 300 • Nigel Crisp & the APPG: ‘All The Talents: Changing Roles and Skill Mix of Health Workers’ 2012 External Evaluation of GHWA

  4. 3. What is the GHWA ? • The Alliance is a global partnership, formed in 2006 as a joint platform for action on the health workforce crisis. Its members include governments, UN agencies, professional associations, NGOs, foundations, research and training institutions and the private sector. • It serves as a catalyst for learning, dialogue, advocacy (HWAI) and joint action. • It facilitates mechanisms to articulate link between investments and outcomes. • It identifies strategic opportunities for advancing the global agenda. • It supports regional networks and other alliances to strengthen collective action. • It is not a funding mechanism !

  5. RESPONSE TO THE EVALUATION

  6. 5. The Crisis in AFRICA 36 out of 57 crisis countries 24% of the burden of disease 10% of the global population 1% of global health resources And only 3% of the global health work force

  7. 6. THE EYE HEALTH WORK FORCE CRISIS IN AFRICA Human resources are our most valuable asset. Yet many difficulties encountered in planning and training including issues of availability, distribution, competency, productivity, retention, CPD, equipment and supplies, cadre recognition and career development. 6.1 AVAILABILITY

  8. 6.2 DISTRIBUTION IN AFRICA Every table tells a story but also raises a new set of questions – what about urban-rural distribution, public-private, surgical-non-surgical etc.

  9. 7. TOOLS AND GUIDELINES 7.1 The HRH Action Framework (HAF) A simple but comprehensive technical framework to assist governments and managers to develop and implement strategies to achieve an effective and sustainable work force. Six Action Fields 1.HR Management Systems 2. Leadership 3. Partnership 4. Education 5. Finance 6. Policy Four Phases Situation analysis->Planning->Implementation->M&E

  10. 7.2 COSTING THE EYE HEALTH WORKFORCE • An important barrier to resolving the eye health workforce crisis is the lack of funding. • Countries are seldom in a position to make the economic case for financial assistance. • Selecting the wrong tool can lead to unnecessary costs, delayed policy decisions and wrong conclusions. . The tool has been applied in several countries and users found it useful to understand the scale of resources required. Sightsavers will now pilot in three countries in Africa.

  11. 7.3 Country Coordination and Facilitation ‘It is very unlikely that we will resolve the HRH crisis if each country or sector works in isolation’ CCF is the process which brings together all key stakeholders in a country to develop and implement a comprehensive, evidence-based, HRH Plan. • The HRH Unit in the MoH is the focal point. • Duplication avoided and synergy enhanced. • HReH becomes sustainable because it is embedded in the national health strategy. The CCF is a 5 phase process: 1. We start by suggesting an HReH sub-committee 2. Develop an HReH Situation Analysis 3. Develop an HReH Plan 4. Mobilise resources –domestic budgets and external partners 5. Implement and monitor

  12. 8. BUILDING ON SUCCESS The training ‘pipeline’ can be long and while we can work to shorten it through such approaches as task sharing and curriculum review we are also now starting to see the kind of success which will impact on services for years to come. The key ‘take home’ message is that success is most often built around strong partnerships – between INGOs and with the Ministries of Health and Education.

  13. Two Success Stories Projected Outputs: Malawi Schools • Of Optometry

  14. 9. OUR RESPONSE: STEP OUT OF THE BLINDNESS BOX PRIORITISE: Human Resources are our most valuable asset ALIGN: With other global health initiatives INTEGRATE: Into mainstream health work force planning NETWORK: Beyond eye health – AP/HRH, Regional Health Authorities, Development Banks, civil society health networks NO PAIN...................................NO GAIN !!!!

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