1 / 32

HUMAN RESOURCES FOR HEALTH SOUTH AFRICA HRH Strategy for the Health Sector: 2012/13 – 2016/17

HUMAN RESOURCES FOR HEALTH SOUTH AFRICA HRH Strategy for the Health Sector: 2012/13 – 2016/17. National Health Consultative Forum Presentation Context. On 11th October 2011 the Minister of Health launched the HRH Strategy at Wits University

lrossi
Download Presentation

HUMAN RESOURCES FOR HEALTH SOUTH AFRICA HRH Strategy for the Health Sector: 2012/13 – 2016/17

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. HUMAN RESOURCES FOR HEALTH SOUTH AFRICA HRH Strategy for the Health Sector: 2012/13 – 2016/17

  2. National Health Consultative Forum Presentation Context • On 11th October 2011 the Minister of Health launched the HRH Strategy at Wits University • Phase 1 of Implementation has been led by the DG for Health, Ms M P Matsoso • The HRH Strategy has received a positive response from people in the health services, the professions, donors, Faculties of Health Sciences and provincial departments of health • The challenge is ensuring action and sufficient resources • The role of stakeholders is essential – stakeholders need to take what is relevant for their sector or role – and act on it • At the launch it was noted that the culture and character of HRH for the future in SA (next 30 years) will be determined by what we did going forward from the launch of the strategy • Have we optimally risen to the challenge?

  3. Presentation • Problem statement as stated in Human Resources for Health Strategy in 2012 • Strategic Priorities • And progress made We need to critically assess what we have achieved and what needs to be done Suggestions in this meeting and after are welcome.

  4. HRH Strategy - Problem Statement3 ThemesThe strategy aimed to address the problem statement • Themes identified: • Equity and access to health professionals • Education and training – production of the health workforce • The working environment of the health workforce • Equity and access to health professionals • Stagnation in growth and mal-distribution (urban/rural and public/private) • SA – very poor health professional to population ratios for level of development • Lack of data quality on human resources • Lack of retention of graduates • Attrition and Migration (25% CS professionals) • Issues with the supply and the recruitment of foreign health professionals

  5. HRH Strategy - Problem Statement3 Themes (slide 2)The strategy aimed to address the problem statement • Education and training – production of the health workforce • Lack of growth in the professions – no growth of doctor output • Freezing of registrar posts and academic clinicians • Problems in nursing education especially quality and appropriate numbers by type • Decline in output of research, especially clinical research • Almost minimal training in 4 out of 9 provinces which affects access to health professionals with many professions not being trained in E Cape • AHC organisational infrastructure, financing flows and accountability • The working environment of the health workforce • HR management and planning • Performance and motivation • RWOPS and moonlighting • The quality of professional care

  6. HRH SA Vision Mission and Values

  7. HR Strategy HRH SA 8 Thematic Areas for Strategic Priority • Leadership, governance and accountability • Health workforce information and health workforce planning • Reengineering of the workforce to meet service needs • Upscale and revitalise education, training and research • Create the infrastructure for workforce and service development - Academic Health Complexes and nursing colleges • Strengthen/professionalise the management of HR and prioritise health workforce needs • Provide professional quality care – skills and motivation of health professionals • Improve access in rural and remote areas

  8. Growth in public sector expenditure 2006/7 – 2010/11 In 2010/11 doctors and specialists cost R16bn of the R58,9bn

  9. Table 2 Specialists percentage increase & decrease YEAR .08/09 .09/10 .10/11 .11/12 .12/13 EASTERN CAPE 7.70% 10.70% 31.70% -5.30% -5.60% FREE STATE 3.20% -3.60% -5.60% 0.30% 4.00% GAUTENG 6.00% 8.00% 3.20% 1.50% 0.70% KWA-ZULU NATAL -3.20% 4.90% 6.60% 14.20% 9.40% LIMPOPO 14.10% 17.50% -11.40% -5.90% -3.20% MPUMALANGA -3.60% -9.30% 24.50% 13.10% 0.00% NORTHERN CAPE 0.00% 10.00% -13.60% 0.00% 0.00% NORTH WEST -5.90% 50.00% 11.10% 7.50% 19.80% WESTERN CAPE 6.00% 3.10% -4.60% -0.20% 9.70% Total 4.40% 5.60% 1.60% 2.40% 4.70% National Treasury 2012 Disturbing drop in specialist numbers

  10. The health sector has to seek greater efficiency andimprove financial management - Mid Term Budget Statement 2012 Page 29 • No increase in MTEF for the public sector • There is no expansion in personnel budget over three years (after compensation increase) • In fact there is a slight decline • BUT planning training of doctors and health professionals is a medium – long term issue and must be managed in times of financial constraint • We cannot afford a repeat of the 1996 – 2000 squeeze on academic clinician appointments, AHCs and health professional development • Need to plan carefully and have good information on HRH – we do not have this

  11. Table 4 Number Implications of 5% Expansion to 2025

  12. Table 5 Implications of 5% expansion for ratio per 1000 popn

  13. Options to consider in MBChB & health professionals expansion – requires close co-operation with DHET • Ensure existing faculties of health sciences, especially medical schools are operating at full capacity (intake in some faculties for all the professions is low ) • Ensure quality of output for all faculties and efficiency of throughput • Expand existing medical schools which have capacity • Expand existing medical schools through extending the service training platform to rural & peri-urban areas (Eastern Cape, Limpopo, North West, Kimberly, and Mpumalanga) • Establish one or more new undergraduate medical schools and/or faculties of health sciences • Extend postgraduate training to private sector service sites, and teaching arrangements by private academic clinicians in the public sector • Explore the feasibility of the development of Public Private Partnerships for a service platform for undergraduate training in areas of need, for example the Eastern Cape and even in urban areas (reduce cost of training on the public sector)

  14. Programme 5 2011/12 2012/13 2013/14 Sub Prog Medium - term estimates Nurse 1,930,748 1,956,757 2,047,846 c olleges EMS c olleges 118,225 138,307 144,970 Bursaries 394,472 422,827 448,905 P HC t raining 390,322 411,304 430,920 Training 859,169 915,847 971,043 other Total 3,692,936 3,845,042 4,043,683 Other related HPTDG 1,977,310 2,076,176 2,190,366 HEIs 2,653,225 2,812,418 2,981,164 Source: National Treasury 2011 . Table 6 Health Science Education & Training

  15. Way Ahead • Stakeholder comment and involvement • Priorities the same • Leadership and management • Information • Growth in the professions • Quality of professional care • Management and planning of HRH • Rural access and development

  16. Sa doctores Comment and suggestionsThank YOu

More Related