Improved Human Resources for Health Management Sample Clauses

Improved Human Resources for Health Management. Result 2: Increased Availability of Midwives, Anesthetists, Health Extension Workers (HEW)s and other Essential Health Workers Result 3: Improved Quality of Training of Health Workers Result 4: Monitoring & Evaluation, Program Learning and Research The Projects goals and objectives will be met through systems aimed at production, deployment and support of high-quality professionals at all levels of health service delivery. The increased quantity and quality of health workers (Result 2 and 3) will be supported by an overall strengthened health management approach (Result 1). All project approaches will be evidence based and rooted in program learning (Result 4). Year 5 Work Plan (01 October 2016- 30 September 2017) Result 1: Improved Human Resources for Health Management Human Resources Management (HRM) in the context of the health sector is the integrated use of systems, policies and practices to plan, develop, recruit, deploy, motivate and retain health workers in order to meet the health sector goals. Though significant progress has been made in the last four years of Project implementation, the HRM system in the country needs further strengthening, as poor HRM practices can affect the availability and performance of health workers, ultimately resulting in poor health outcomes. The HRH project aims to achieve improved HRM by improving management and leadership capacity, motivation and retention of health workers, availability and utilization of HR policies and practices, collaboration and partnership for HRH, and management of staff training.
Sample 1
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Improved Human Resources for Health Management. (HRM) Capacity Over the last four years, the HRH Project has implemented several HRM interventions at the Federal Ministry of Health (FMOH), Regional Health Bureaus (RHBs), Zonal Health Departments (ZHDs) and Woreda Health Offices (WorHOs); Food, Medicine and Healthcare Administration and Control Authority (FMHACA) and two professional associations (Ethiopian Midwives Association and Ethiopian Anesthetists Association). These interventions were intended to address the existing HRH management challenges and ensure that improved HRM systems, policies and practices are in place at all levels of the health system. The interventions were designed to respond to the challenges and HRM capacity needs that were identified through participatory HRM Capacity Assessments that were conducted in 2012 and 2013 in collaboration with the FMOH, 11 RHBs, FMHACA, EMwA and EAA. Three-year HRM capacity building plans were developed to address the identified gaps at each of these institutions, and the HRH Project has been providing technical and financial support to ensure implementation of these plans. Major intervention areas include reviewing/revising Human Resources (HR) structures and increasing staffing levels at the FMOH, RHBs, Zonal, Woreda and Health facility levels. This has led to the creation of more than 1300 additional HR positions at the RHBs, Zonal and Woreda health offices. These are permanent, full-time HR positions, with all salaries and benefits paid by the Ethiopian government. By the end of June 2016, more than 1134 (87%) of these newly created HR positions were filled with candidates who meet minimum requirements for the positions. Additional inputs included improving systems and practices for performance planning and management, strengthening HR data collection and use including improving filing systems, and ongoing technical support to transfer knowledge and skills from HRH Project staff to their counterparts in the government offices. The project has also supported the establishment of post- graduate training programs in HRH management and health economics at three higher educational institutions, University of Gondar, Jimma University and Addis Continental Institute of Public Health, to ensure access to relevant training for HR professionals. These efforts have greatly enhanced the capacity of the FMOH and RHBs to plan, recruit, orient and deploy health workers; strengthen performance planning and management (implementation of the Balanced Score Card a...
Sample 1
Improved Human Resources for Health Management. Result 2: Increased Availability of Midwives, Anesthetists, Health Extension Workers (HEW)s and other Essential Health Workers Result 3: Improved Quality of Training of Health Workers Result 4: Monitoring & Evaluation, Program Learning and Research The projects goals and objectives will be met through systems aimed at production, deployment and support of high-quality professionals at all levels of health service delivery. The increased quantity and quality of health workers (Result 2 and 3) will be supported by an overall strengthened health management approach (Result 1). All project approaches will be evidence based and rooted in program learning (Result 4). The following key strategic approaches will be used to guide project implementation: Strengthen the GoE’s human resources management (HRM) system: The GoE has made considerable investments in strategies and processes such as Business Process Re-engineering (BPR), Balanced Score card (BSC) based performance management systems, and various participatory planning and management efforts. These investments are aimed at strengthening HRM systems to create a health workforce that is responsive to health needs of the communities. The HRH project is building upon existing efforts and providing evidence-based support to prepare a cadre of capable human resource managers. These HRM leaders will be supported to create systems consistent with international standards to recruit, deploy and maintain employees to improve health services. Strengthen HRH policies and practices: The project will support the FMOH to finalize the draft Human Resources (HR) strategic plan, and collaborate with them to disseminate, implement and monitor the guidelines and recommendations outlined in the final plan. The HRH project will also work closely with the FMoH and RHBs to identify, print and/or photocopy and disseminate the Federal and Regional Proclamations, policy and procedure manuals on HRM. Additionally, multidisciplinary stakeholder leadership and collaboration is essential for the oversight, strategic guidance, and improved planning of activities related to HRH. To this end, the HRH project will facilitate the establishment of HRH forums at the national and regional levels. The National forum will meet twice a year and regional forums quarterly, with close linkages and coordination between regional and national forums. Strengthen legal frameworks and mechanisms for licensure and regulation of health workers performance: The ...
Sample 1
Improved Human Resources for Health Management. Result 2: Increased Availability of Midwives, anesthetists, HEWs and other Essential Health Workers Result 3: Improved Quality of Training of Health Workers Result 4: Monitoring & Evaluation, Program Learning and Research The projects goals and objectives will be met through systems aimed at production, deployment and support of high-quality professionals at all levels of health service delivery. The increased quantity and quality of health workers (IRs 2 and 3) will be supported by an overall strengthened health management approach (IR1). All project approaches will be evidence based and rooted in program learning (IR4). The following key strategic approaches will be used to guide project implementation: Strengthen the GoE’s human resources management (HRM) system: The GoE has made considerable investments in strategies and processes aimed at strengthening its HRM systems. The HRH project will build upon existing efforts while providing evidence-based support to prepare a cadre of capable human resource managers. These HRM leaders will be supported to create systems consistent with international standards to recruit, maintain and deploy employees to improve health services.
Sample 1

Related to Improved Human Resources for Health Management

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  • Clinical Management for Behavioral Health Services (CMBHS) System The CMBHS is the official record of documentation by System Agency. Grantee shall:

  • Human Resources Database The Parties believe that their on-going and collective bargaining relationships are enhanced through useful, timely, and accessible data on relevant human resources matters, including those listed below. The Parties agree to provide and support the accumulation and dissemination of available data to the PSEA, which will be responsible for the management of the HRDB project including the gathering, analysis, and maintenance of such data. The Parties may undertake joint projects for the comparative analysis of such data. The Parties agree that a Steering Committee will oversee this program. The Committee will include representatives designated by each Party. The Parties recommend that the Ministry of Advanced Education, Training and Technology continue to provide funding to assist in the gathering, analysis, and maintenance of such data through the agreed-upon organization.

  • Relationship Management LAUSD expects Contractors and their Representatives to ensure that their business dealings with and/or on behalf of LAUSD are conducted in a manner that is above reproach.

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative.

  • Executive Management The PH-MCO must include in its Executive Management structure: • A full-time Administrator with authority over the entire operation of the PH-MCO. • A full-time HealthChoices Program Manager to oversee the operation of the Agreement, if different than the Administrator. • A full-time Medical Director who is a current Pennsylvania-licensed physician. The Medical Director must be actively involved in all major clinical program components of the PH-MCO and directly participates in the oversight of the SNU, QM Department and UM Department. The Medical Director and his/her staff/consultant physicians must devote sufficient time to the PH-MCO to provide timely medical decisions, including after-hours consultation, as needed. • A full-time Pharmacy Director who is a current Pennsylvania-licensed pharmacist. The Pharmacy Director oversees the outpatient drug management and serves on the PH-MCO P&T Committee. • A Dental Director who is a current Pennsylvania-licensed Doctor of Dental Medicine or Doctor of Dental Surgery. The Dental Director may be a consultant or employee but must be available at a minimum of 30 hours per week. The Dental Director must be actively involved in all program components related to dental services including, but not limited to, dental provider recruitment strategy, assessment of dental network adequacy, providing oversight and strategic direction in the quality of dental services provided, actively engaged in the development and implementation of quality initiatives, and monitor the performance of the dental benefit manger if dental benefits are subcontracted. A full-time Director of Quality Management who is a Pennsylvania- licensed RN, physician or physician's assistant or is a Certified Professional in Healthcare Quality by the National Association for Healthcare Quality Certified in Healthcare Quality and Management by the American Board of Quality Assurance and Utilization Review Providers. The Director of Quality Management must be located in Pennsylvania and have experience in quality management and quality improvement. Sufficient local staffing under this position must be in place to meet QM Requirements. The primary functions of the Director of Quality Management position are: • Evaluate individual and systemic quality of care • Integrate quality throughout the organization • Implement process improvement • Resolve, track, and trend quality of care complaints • Develop and maintain a credentialed Provider network • A full-time CFO to oversee the budget and accounting systems implemented by the PH-MCO. The CFO must ensure the timeliness and accuracy of all financial reports. The CFO shall devote sufficient time and resources to responsibilities under this Agreement. • A full-time Information Systems Coordinator, who is responsible for the oversight of all information systems issues with the Department. The Information Systems Coordinator must have a good working knowledge of the PH-MCO's entire program and operation, as well as the technical expertise to answer questions related to the operation of the information system. • These full time positions must be solely dedicated to the PA HealthChoices Program.

  • Leadership Develop strong joint leadership, shift to coaching style of leadership and share information, including financial data.

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  • COUNTY’S QUALITY ASSURANCE PLAN The County or its agent will evaluate the Contractor’s performance under this Contract on not less than an annual basis. Such evaluation will include assessing the Contractor’s compliance with all Contract terms and conditions and performance standards. Contractor deficiencies which the County determines are severe or continuing and that may place performance of the Contract in jeopardy if not corrected will be reported to the Board of Supervisors. The report will include improvement/corrective action measures taken by the County and the Contractor. If improvement does not occur consistent with the corrective action measures, the County may terminate this Contract or impose other penalties as specified in this Contract.

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