HARNESSING THE POWER OF HUMAN RESOURCES FOR MDGs:

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HARNESSING THE POWER OF HUMAN RESOURCES FOR MDGs

• High Level Forum on the Health MDGs
• January 9, 2004
• Lincoln C. Chen, MD

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Core Messages

• 1) In the poorest countries, human resources are
  in crisis, yet absolutely critical for achieving
  the MDGs
• 2) Urgently needed is rapid mobilization of an
  effective workforce for priority national
  programs, triggering the longer-term building of
  sustainable capacity and systems.
• 3) These country-based strategies must be
  multi-sectoral and engage key stakeholders
• 4) Actions should be started immediately to
  harness the power of human resources for the MDGs

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Human Resources in Crisis

• HIV/AIDS triple threat
• Labor markets and migration
• Neglect and under-investment
• Donor, agency, government policies
• Rapidly changing and uncertainties

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Workforce-Output
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Global Diversity

• Country Clusters
• 1) Poorer worker-deficit Africa
• 2) Richer worker-dense OECD
• 3) Transitional/exporting FSU, Cuba,
  Philippines
• 4) Others Asia, Latin America, Middle-East
• High variability
• Worker density skill-mix, costs, health status
• Huge potential for efficiency gains

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National Mobilization

• Urgently mobilize workforce for MDGs
• Advance/balance priority programs
• Accelerate scaling-up
• Develop focused time-bound targets
• Monitor progress and setbacks
• Decade of the health worker 2004-2014

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Sustainable Capacity/Systems

• Demand strategies
• Strengthening workforce in health systems
• Supply strategies
• Preparing future workforce via training
• Economic and migration policies
• Managing economic and civil service policies
• and labor markets especially migration

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Policy Forums

• Multiple sectors and stakeholders
• Strengthening existing mechanisms
• PRSP, MTEF, NEPAD, Global Fund
• Good governance
• Technical-political-economic processes

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Global Opportunities

• Growing demand from countries
• Reinforcing country work
• Standards, practices, metrics, tools
• Research knowledge gaps
• Harnessing global flows
• Labor migration
• Health and ICT technologies
• Financial and investment flows
• Networks and alliances

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Program Options

• Options considered
• Commission, Mainstreaming, Integration,
  Partnership
• Desirable attributes
• 1) Action Alliance that augments the capacity
  and power of existing organizations while
  harnessing the
• contribution of key stakeholders
• 2) Bring together vision, actors, and
  activities together
• into an effective whole (e.g. metrics network)
• 2) Get started now! Take risk, implement what
  works,
• learn as we go and grow

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Action Alliance

• Set clear goals and objectives
• Develop evolving workplan
• Pilot some country-based actions
• Strengthen human resources in priority programs
• Develop national consultations and plans
• Organize human resource teams/missions
• Forge alliance with key actors
• Mobilize technical and financial resources

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High Stakes, High Leverage

• Domestic health expenditures 60-80 (gt1 GDP)
• Health development assistance 8-9 billion
  (2002)
• Education 500
  million
• Human resources 2-3 billion
  (estim)
• Investment for impact
• Directly into countries 200-300
  million (10)
• Global reinforcement 20-30 million
  (10)

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Next Step!

• Planning Group WHO-Bank-Stakeholders
• Backed by few key donors/foundations
• Report back to next Forum
• Who will exercise the leadership?