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Transforming health workforce training
                                   Dr. James Mwanzia
                                     Chief of Party
                                         May 3, 2012
Introduction
 A National Training Mechanism which aims to
  increase the numbers of new health workers
  trained
 To address current health workers training needs
  and skills gaps
 Build the capacities of training institutions
 Work with regulatory authorities to create
  demand for health workforce training
FUNZOKenya partners
 IntraHealth International Inc.
 The Kenya Healthcare Federation
 Results for Development
 Great Lakes University of Kisumu
 University of North Carolina
 Other resource partners – AMREF, SBS
Four drivers of change
 Financing

 Public-private participation

 Technology

 Accountability
Financing
 Increasing financial access through loans and
  scholarships for prospective students and health
  workers
 Brokering partnerships with the private sector to
  invest in health workers and training institutions
 Aligning financial incentives towards rewarding
  high performance
 Prioritizing cost recovery models of training
  delivery
Public-private participation
 Mobilize the private sector – technology firms,
  financial institutions – to engage in health system
 Non-state institutions to offer high quality,
  relevant and accredited programs
 Public sector must remove policy barriers that
  hinder private sector investments and seek
  creative partnerships with the private sector
 Tap entrepreneurial ideas of the private sector for
  meeting demand for skilled health workers
Technology
 Use technological innovations for training
 Use of distance learning, mobile phones, hand-
  held devices for enhanced patient care
 Virtual networks for collaboration and sharing
 Tap entrepreneurial ideas of the private sector for
  meeting demand for skilled health workers
 Use the iHRIS for availability and use of accurate
  data for forecasting, resource mobilization and
  tracking
Accountability
 Training institutions and regulatory bodies to be
    responsive to population needs, cadres of health
    workers and the health system
   Responsibility for the outcomes expected to be
    achieved
   Offer relevant courses, increase enrollment and
    output, use of e-learning methods
   Regular curricular reviews, quality assurance,
    efficiency and cost-effectiveness
   Continued professional development to be used to
    create demand for training and have CPD credits for
    maintaining licenses
Framework
                            Increase training of new
                                 health workers                 Results
                                                       Increased sustainable
                                                       production of health
                            Address Current training   workers
   Expected end result               needs
 Adequate health workers                               Quality, accessible and
  with updated skills and                              responsive courses for
        knowledge             Support the training     health workers
                                   facilities
                                                       Professional licensure
                                                       linked to professional
                               Support regulatory      development
                                    bodies
The unique partnership with KHF
 Creating and enabling environment for training
  fees access; expanding access to loans and
  scholarships especially for the most in need
 Working with institutions that already offer loans
  and scholarships – HELB, Equity bank
 Promoting partnerships with local / international
  financing institutions – IFC, WB, AfDB, etc.
 Working with private healthcare providers
 and training institutions
The unique partnership with KHF
(continued)
 Increasing admission capacity in selected training
  institutions
 Focusing on remote areas especially northern and
  other arid lands
 Focusing on cadres with critical gaps
 Looking at boding mechanisms for students to
  serve the sponsoring institutions after graduation
 Working on cost recovery mechanisms for
  enhancing sustainability
Expected results
 Increased number of new health workers
  trained
 Current health workers training needs
  addressed
 Strengthened capacity of training
  institutions
 Regulatory bodies supported to create
  demand for training
Recognition
 The ministries of health leadership in
  spearheading public-private sector
  partnerships
 The IFC/World Bank – Health in Africa
  Initiative
 The Kenya Healthcare Federation
 USAID
Thank you
www.intrahealth.org
   jmwanzia@intrahealth.org

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The funzo kenya project

  • 1. Transforming health workforce training Dr. James Mwanzia Chief of Party May 3, 2012
  • 2. Introduction  A National Training Mechanism which aims to increase the numbers of new health workers trained  To address current health workers training needs and skills gaps  Build the capacities of training institutions  Work with regulatory authorities to create demand for health workforce training
  • 3. FUNZOKenya partners  IntraHealth International Inc.  The Kenya Healthcare Federation  Results for Development  Great Lakes University of Kisumu  University of North Carolina  Other resource partners – AMREF, SBS
  • 4. Four drivers of change  Financing  Public-private participation  Technology  Accountability
  • 5. Financing  Increasing financial access through loans and scholarships for prospective students and health workers  Brokering partnerships with the private sector to invest in health workers and training institutions  Aligning financial incentives towards rewarding high performance  Prioritizing cost recovery models of training delivery
  • 6. Public-private participation  Mobilize the private sector – technology firms, financial institutions – to engage in health system  Non-state institutions to offer high quality, relevant and accredited programs  Public sector must remove policy barriers that hinder private sector investments and seek creative partnerships with the private sector  Tap entrepreneurial ideas of the private sector for meeting demand for skilled health workers
  • 7. Technology  Use technological innovations for training  Use of distance learning, mobile phones, hand- held devices for enhanced patient care  Virtual networks for collaboration and sharing  Tap entrepreneurial ideas of the private sector for meeting demand for skilled health workers  Use the iHRIS for availability and use of accurate data for forecasting, resource mobilization and tracking
  • 8. Accountability  Training institutions and regulatory bodies to be responsive to population needs, cadres of health workers and the health system  Responsibility for the outcomes expected to be achieved  Offer relevant courses, increase enrollment and output, use of e-learning methods  Regular curricular reviews, quality assurance, efficiency and cost-effectiveness  Continued professional development to be used to create demand for training and have CPD credits for maintaining licenses
  • 9. Framework Increase training of new health workers Results Increased sustainable production of health Address Current training workers Expected end result needs Adequate health workers Quality, accessible and with updated skills and responsive courses for knowledge Support the training health workers facilities Professional licensure linked to professional Support regulatory development bodies
  • 10. The unique partnership with KHF  Creating and enabling environment for training fees access; expanding access to loans and scholarships especially for the most in need  Working with institutions that already offer loans and scholarships – HELB, Equity bank  Promoting partnerships with local / international financing institutions – IFC, WB, AfDB, etc.  Working with private healthcare providers and training institutions
  • 11. The unique partnership with KHF (continued)  Increasing admission capacity in selected training institutions  Focusing on remote areas especially northern and other arid lands  Focusing on cadres with critical gaps  Looking at boding mechanisms for students to serve the sponsoring institutions after graduation  Working on cost recovery mechanisms for enhancing sustainability
  • 12. Expected results  Increased number of new health workers trained  Current health workers training needs addressed  Strengthened capacity of training institutions  Regulatory bodies supported to create demand for training
  • 13. Recognition  The ministries of health leadership in spearheading public-private sector partnerships  The IFC/World Bank – Health in Africa Initiative  The Kenya Healthcare Federation  USAID
  • 14. Thank you www.intrahealth.org jmwanzia@intrahealth.org