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Making HRH the Centerpiece of Program Management and Improving Productivity

Making HRH the Centerpiece of Program Management and Improving Productivity. The Ethiopia Experience. Meeting the FP Demand to Achieve MDGs: Vision 2015. Total number of available human resource for health during HSDP I, II, and III. HRH Framework. HRH Strategy developed

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Making HRH the Centerpiece of Program Management and Improving Productivity

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  1. Making HRH the Centerpiece of Program Management and Improving Productivity The Ethiopia Experience Meeting the FP Demand to Achieve MDGs: Vision 2015

  2. Total number of available human resource for health during HSDP I, II, and III

  3. HRH Framework • HRH Strategy developed • to improve the quality of training and HR management • HR Directorate established • It is an all-inclusive strategy • Flooding and retention • Training • Remuneration and condition of work • Incentives • Workforce planning – HR 2020 • Management and other issues related to HRH development.

  4. HRH Strategic Approach- Flooding • Expansion of Training • Universities from 2 to 22 (medical schools increased from 3 to 10) • 23 Public Midwifery Schools • Private Health training colleges including 2 medical schools • Annual medical students enrollment increased from 250 to 1400 • Accelerated Training of Health Officers-5000 • Training of Non-Physician clinicians • 33,000 HEWs and 3,200 Supervisors

  5. HRH Strategic Approach- Retention • Career Development • Creating enabling environment • Incentives • Monetary • Point rating system • Anniversary Scheme • Better remuneration compared to other civil servants • Non-Monetary • Accommodation • Recognition

  6. Retention of HEWs- Career Development

  7. HEWs In-Service Training • New Skills Training • Implanon Insertion • Clean and Safe Delivery • Community Case Management of Pneumonia • Integrated Refresher Training

  8. TASK SHIFTING

  9. 15% CPR 7% 4%

  10. %

  11. Lessons learned • Access and utilization of Family Planning increased by bringing services closer to the community • Task shifting has facilitated the above and encourages and motivates providers/HEWs • Model families create peer/ client to client influence , particularly in the use of LAFP • Promotion of voluntary community health workers to support HEWs encourages volunteerism • HRH strategy encourages the provision of integrated PHC services at all levels

  12. Challenges • Delay in implementing comprehensive HRH strategy • High turnover and shortage of staff at all levels particularly high level health professionals • The new HEP supervisory structure needs more support • Uneven distribution of mid and high level professionals Urban vs rural, Public vs private • Weak HR information system • Information Gap between supplier(MOE) and consumer( MOH)

  13. Way Forward • Mobilize resources to implement the Compressive HRH strategy • Use the opportunity of having training institutions graduate the needed cadres with key competencies • Strengthen the supervisory structure of the HEP • Establish HR management information system • Strengthen coordination between MOH and MOE

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