7308MED Health Workforce Planning And Innovation

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7308MED Health Workforce Planning And Innovation

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7308MED Health Workforce Planning And Innovation

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Course Code: 7308MED
University: Griffith University

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Country: Australia

Discuss about the Health Workforce Planning Kenya.

The report has various sections which discusses strategic planning process, environmental scanning and some of the recommendations that Kenya, or most of the low income countries can use to make an effective strategic plan process. In addition to that, the report elaborates the steps and process that one can use to come up with a strategic plan process and environmental scan. Moreover, as Kenya is the chosen country to be looked at, looks at some of the health care data that the country registers as far as the health sector is concerned. Moreover, it gives a critical analysis of the data that is presented in the graph and table.
Strategic planning process
In this progression, organizers distinguish the need for a workforce plan and the reason that enable them to device such a plan of coming up with a workforce plan. In addition to that, the workforce plan that is developed must meet certain criteria in the sense that it has to articulate the reason why such a plan has been developed (Masnick, & McDonnell, 2010). In addition to that, a well work force plan must be laid out to determine whether the workforce plan ought to incorporate the whole health care system or it is just part of the part of a scheme to cover few individuals.
The first step is not like the other steps as it involves three methods that have correlations between them. On the other hand, the second step is not similar to the first one as it involves those that are in charge in overseeing the implementation of the workforce, especially in looking at the welfare of patients and their decisions. Those that are in charge of coming up with the workforce plan have to make sure that it articulates the advancement of human in relation to health and other social services related to health care such patients finances. In addition to that, the one coming up with the workforce plan have to ensure that it is in a position to factor in the changes that emanates as a result of the implementation of the workforce (Celletti, Holloway, De Cock, & Dybul, 2007). Also, advantages and disadvantages that exist and accompany the implementation of the workforce must also be considered in relation to the practice that is in place.
Moreover, the other step is to consider the necessary skills that are needed in the implementation of the workforce plan. These ought to selectively select in the sense that those with specialized skills in a particular field will not be shifted to other areas that can raise concerns or rather render the program a complete failure (Adano, 2008). Also, the fact that there exist quite a number of health care employees who register turnover is a factor that needs consideration is the sense that it the plan will factor in the things that makes employees turn away from work instead of retaining their jobs.
On the other hand, coming up with a definite number of employees that are deemed fit to sustain the plan is a good idea and forms part of the steps that are involved in coming up with a workforce plan. Thus, needs an endorsement and is another good idea that implementers or that that re in charge in organizing the workforce program needs to look at and make sure that it is put into practice or considered in forming the program (Hart, 2007).
Lastly, as changes are constant in every aspect or field. It is therefore crucial that the people at the helm is regards to implementing or rather putting into the practice the workforce plan are carefully chosen to include the changes that may occur in the future. The skills that suit the dynamics in health care ought to be properly put in place and those that fits current labor markets (Nancarrow, & Borthwick, 2005). Also, in making out plans, there ought to be a consideration of how future plans will likely work out, this can be in regards to administration.
After the arrangement is propelled, intermittent audit and change are basic. To empower this, the arrangement ought to be express about how achievement will be measured. What’s more, any unintended outcomes of changes should be recognized with the goal that remedial activities can be taken. Planners likewise need to set up a surveying and observing procedure so they can refresh the arrangement as indicated by the changing workforce needs of the venture or program (Rodger, & Hoffman, 2010).
It is advantageous to say that, in spite of the fact that the six stages exhibited above are in numerical request, the procedure of workforce arranging is in itself patterned and not straight. As needs be, workforce organizers may wind up returning to past strides as they work through the approach and when new data becomes exposed after the arrangement is executed (Crawford, Summerfelt, Roy, Chen, Meltzer, & Thacker, 2009).
Process of coming up with an environmental scan approach
A top to bottom situational investigation gives the premise to distinguishing key issues and setting program needs. Information gathered is alluded to as optional information since it was gathered by different associations for their motivations, however demonstrates helpful to Extension.
In the programming writing, this progression alludes to deciding dissected needs. To direct this progression, province groups were given a County Profile Template to help them in arranging and contrasting their information with figure out what developed as regions of concern (Po, 2014). District groups could gather key information and contrast the circumstance in their region and the state and in addition with neighboring provinces. Those information things where their region was more regrettable off than the state as well as neighboring districts were highlighted for further examination later in the filtering procedure.
Then again this progression of the procedure, region groups directed one-on-one meetings or center gatherings to get data from their countywide Advisory Leadership Council, program-particular consultative boards of trustees, and province government authorities. They found out about key partners’ need issues (Lawlor, Morgan, & Frankel, 2002). This progression recognizes the recommended needs of key partners. These partners are instrumental to the survival of an association and can assume a crucial part in securing support for automatic endeavors
This progression is led to permit region groups to get notification from however many nationals as could reasonably be expected. Mapping is a method for isolating the district into sensible portions to include a different gathering of natives speaking to fluctuating conclusions and interests (Alejos, Weingartner, Scharff, Ablah, Frazier, Hawley, & Wright, 2008).. It is basic that all portions of the province populace be included, especially bunches that generally may not get the chance to give their bits of knowledge and have their requirements reflected in necessities appraisal forms.
Area groups were given devices to recognizing and surveying resources of people and associations in view of the work. This appraisal filled in as an approach to recognize undiscovered individual abilities and gifts, and also offices or associations that are as of now tending to some part of the issue. Basically, this progression makes groups a piece of the arrangement as they join forces with Extension to address their own particular issues utilizing different group resources combined with the aptitude and assets from Extension (Van Greuningen, Batenburg, and Van der Velden, 20120).
Issues getting the most astounding need were those that were reliably esteemed as most vital by the great many people. Among the need issues, those accepting top need were those that were direr in nature. To a lesser degree, different contemplations were made in the prioritization procedure, for example, those for which group resources can be assembled (Nyoni, & Gbary, 2008).
Region groups must create program procedures to address the need issues in a far reaching and all-encompassing way.
Findings from policy and planning of the relevant document and recommendations
There are things that the country needs to consider before coming up with either a strategic plan. Firstly, the government and in this case Kenya need to come up with a policy that will highlight some of the problem that faces a country or that which involves healthcare (Rodger, & Hoffman, 2010). To start with, the policy must be one that takes into consideration labor market and the need to ensure that there are no health care professionals that are out without a job, while the country is of dire need of health care services.
In addition to that, low income countries have been on the spot in not embracing or promoting gender equality and rights in health care. A good plan is one that is able to include women both in medical in the health care workforce especially during the recruitment of health care workers. In addition to that, there ought not to be gender biases during employment or promotion of health care officials (Nyoni, Gbary, Awases, Ndecki, & Chatora, 2014). In Kenya, still, the ratio of males to women in health care is high making it necessary for that bridge to be lowered to represent gender equity.
Kenya has several medical training and education of higher learning that train doctors, nurses and other health care professional. In addition to that, the country has a one year internship program that aims at making sure that that the medics they produce are well trained and competent for the job market. In that line, a workforce plan must be one that promote lifelong training and which produces competent health care professionals.
Moreover, with the advancement in technology, it is penetrating the health care sector at an alarming rate. Technology faster communication, increases efficiency of tasks and reduces human errors. Thus, there is also need for a future plans to be in line with the use of modern technology which will not only be useful to health care professionals, but also to customers who can now be able to access medical services in a more efficient manner (Bloor, K., Maynard, Hall, Ulmann, Farhauer, & Lindgren, 2003) . For instance,  opening a portal for patients to book appointments for treatment, consultations or medical checkup.
In a low income countries, developing a workforce plan is essential and needs inclusion of an environmental Scan approach in coming up with such a plan. There are various as steps that are involved in coming up with a workforce plan or planning for the same. Firstly, one has to come up with a workforce plan. In addition to that, the next step involves mapping service change. This will be followed with understanding the availability of the workforce that is required and coming and then coming up with a plan. Lastly, one has to monitor the implementation of the plan. In Kenya, is the chosen country for this report, environmental scan approach is essential before coming up with a plan. It also entails various steps. In analyzing Kenya as a country of low income, there are various findings that one can deduce from them in regards and form recommendations to that effect which will act as a guiding tool for their program.
World Health Organization. (2006). The world health report: 2006: working together for health.
Masnick, K., & McDonnell, G. (2010). A model linking clinical workforce skill mix planning to health and health care dynamics. Human Resources for Health, 8(1), 11.
Collins, S. K., & Collins, K. S. (2007). Changing workforce demographics necessitates succession planning in health care. The health care manager, 26(4), 318-325.
Bloor, K., Maynard, A., Hall, J., Ulmann, P., Farhauer, O., & Lindgren, B. (2003). Planning human resources in health care: towards an economic approach: an international comparative review. Canadian Health Services Research Foundation= Fondation canadienne de la recherche sur les Services de santé.
Hart, K. A. (2007). The aging workforce: Implications for health care organizations. Nursing Economics, 25(2), 101.
Nancarrow, S. A., & Borthwick, A. M. (2005). Dynamic professional boundaries in the healthcare workforce. Sociology of health & illness, 27(7), 897-919.
Rodger, S., & J. Hoffman, S. (2010). Where in the world is interprofessional education? A global environmental scan. Journal of Interprofessional Care, 24(5), 479-491.
Crawford, C. A. G., Summerfelt, W. T., Roy, K., Chen, Z. A., Meltzer, D. O., & Thacker, S. B. (2009). Perspectives on public health workforce research. Journal of Public Health Management and Practice, 15(6), S5-S15.
Celletti, F., Holloway, J., De Cock, K. M., & Dybul, M. (2007). Rapid expansion of the health workforce in response to the HIV epidemic. The New England journal of medicine, 357(24), 2510.
Adano, U. (2008). The health worker recruitment and deployment process in Kenya: an emergency hiring program. Human Resources for Health, 6(1), 19.
World Health Organization. (2007). Task shifting: rational redistribution of tasks among health workforce teams: global recommendations and guidelines.
Emmerichs, R. M., Marcum, C. Y., & Robbert, A. A. (2014). An Operational Process for Working Force Planning.
Al-Sawai, A., & Al-Shishtawy, M. M. (2015). Health Workforce Planning: An overview and suggested approach in Oman. Sultan Qaboos University medical journal, 15(1), e27.
Po, T. (2014). Getting it Right: A workforce planning approach.
Lawlor, D. A., Morgan, K., & Frankel, S. (2002). Caring for the health of the public: cross sectional study of the activities of UK public health departments. Public health, 116(2), 102-105.
Alejos, A., Weingartner, A., Scharff, D. P., Ablah, E., Frazier, L., Hawley, S. R., … & Wright, K. S. (2008). Ensuring the success of local public health workforce assessments: using a participatory-based research approach with a rural population. Public health, 122(12), 1447-1455.
Van Greuningen, M., Batenburg, R.S. and Van der Velden, L.F., 2012. Ten years of health workforce planning in the Netherlands: a tentative evaluation of GP planning as an example. Human Resources for Health, 10(1), p.21.
Tomblin Murphy, G., MacKenzie, A., Alder, R., Birch, S., Kephart, G., & O’Brien-Pallas, L. (2009). An applied simulation model for estimating the supply of and requirements for registered nurses based on population health needs. Policy, Politics, & Nursing Practice, 10(4), 240-251.
Nyoni, J., & Gbary, A. (2008). Policies and plans for human resources for health: guidelines for countries in the WHO African region. WHO Regional Office for Africa.
Nyoni, J., Gbary, A., Awases, M., Ndecki, P., & Chatora, R. (2014). World Health Organization Regional Office for Africa. Policies and Plans for Human Resources for Health: Guidelines for countries in the WHO African region.

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