scholarly journals The geriatric workforce in Romania: the need to improve data and management

2020 ◽  
Vol 30 (Supplement_4) ◽  
pp. iv28-iv31
Author(s):  
Marius-Ionuţ Ungureanu ◽  
Monica Georgiana Brînzac ◽  
Alina Forray ◽  
Ligia Paina ◽  
Lucreţia Avram ◽  
...  
Keyword(s):  
Workforce Development ◽  
Health Workforce ◽  
Healthcare Facility ◽  
Capital City ◽  
Ageing Population ◽  
Adequate Care ◽  
Health Labour Market ◽  
High Workload ◽  
Comprehensive Health ◽  
Front Line Workers

Abstract Facing severe under-funding and significant workforce maldistribution, the health system in Romania is challenged to provide adequate care for the ageing population. The aim of this article is to connect health labour market data of the geriatrics workforce in Romania with individual perceptions of front-line workers in geriatrics in order to better understand the ‘human’ factors of effective health workforce development. Comprehensive health workforce data are not available; we therefore used a rapid scoping review and interviews to combine quantitative and qualitative data sources, such as the ‘Healthcare Facility Activity Report’, policy documents and available reports. They show that despite a consistent increase in the overall number of geriatricians, their majority is based in Bucharest, the capital city. The initial review points to possible geriatrician burnout, caused in part by high workload. The geriatrics workforce in Romania is poorly developed. Significant efforts are still needed to create policies addressing inflows and outflows, training, maldistribution and inefficiencies related to their practice. Addressing burnout by improving teamwork and collaboration is vital for maintaining and improving the workforce morale and motivation. Two major policy recommendations emerged: an urgent need for better health workforce data in Romania and development of more effective workforce management.

scholarly journals The geriatric workforce: is there anybody out there to care in Romania?

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
M I Ungureanu ◽  
L Paina ◽  
M G Brînzac ◽  
A Forray ◽  
V Donca ◽  
...  
Keyword(s):  
Health System ◽  
Elderly Care ◽  
Healthcare Facility ◽  
The Elderly ◽  
Public Hospitals ◽  
Team Work ◽  
Ageing Population ◽  
Professional Collaboration ◽  
Market Framework ◽  
Health Labour Market

Abstract Background Demographic changes - such as population ageing - pose great challenges to health systems around the world. For the Romanian health system, challenges might be particularly difficult to address. Facing a severe under-funding and significant workforce maldistribution, the health system in Romania is called to care about both the ageing population and the workforce taking care of the elderly. The aim of this paper is to apply the health labour market framework to the geriatric workforce in Romania. Methods The paper describes the composition and distribution of the geriatrics workforce in Romania based on data in the Healthcare Facility Activity report, policy documents and available reports. Results Geriatric care is provided in Romania mainly by geriatricians employed by public hospitals. The team around geriatricians is limited to nurses only, with other professions - such as psychologists, physiotherapists and social workers - almost absent. Even though the number of geriatricians has increased country-wide over recent years (from 149 to 242), there are significant differences in their distribution at a county level. Eleven counties out of the 41 reporting to have only 1 geriatrician for populations of hundreds of thousands. Training curricula for geriatrics residents fall short of addressing team work and inter-professional collaboration. Reports show growing concern over geriatrician burnout, caused in part by inadequate team work. Faced with burnout risk, many of them report considering changing specialties, which would further aggravate the lack of comprehensive elderly care. Conclusions The geriatrics workforce in Romania is poorly developed, and significant efforts are still needed to develop policies addressing geriatrics production, inflows and outflows, and maldistribution and inefficiencies. Moreover, addressing burnout by improving teamwork and collaboration is vital for maintaining and improving the workforce morale and motivation.

scholarly journals Health Workforce Development in Health Emergency and Disaster Risk Management: The Need for Evidence-Based Recommendations

2021 ◽  
Vol 18 (7) ◽  
pp. 3382
Author(s):  
Kevin K. C. Hung ◽  
Sonoe Mashino ◽  
Emily Y. Y. Chan ◽  
Makiko K. MacDermot ◽  
Satchit Balsari ◽  
...  
Keyword(s):  
Risk Management ◽  
Risk Reduction ◽  
Case Studies ◽  
Workforce Development ◽  
Health Workforce ◽  
Disaster Risk Reduction ◽  
Disaster Risk ◽  
Disaster Risk Management ◽  
Evidence Based ◽  
Literature Reviews

The Sendai Framework for Disaster Risk Reduction 2015–2030 placed human health at the centre of disaster risk reduction, calling for the global community to enhance local and national health emergency and disaster risk management (Health EDRM). The Health EDRM Framework, published in 2019, describes the functions required for comprehensive disaster risk management across prevention, preparedness, readiness, response, and recovery to improve the resilience and health security of communities, countries, and health systems. Evidence-based Health EDRM workforce development is vital. However, there are still significant gaps in the evidence identifying common competencies for training and education programmes, and the clarification of strategies for workforce retention, motivation, deployment, and coordination. Initiated in June 2020, this project includes literature reviews, case studies, and an expert consensus (modified Delphi) study. Literature reviews in English, Japanese, and Chinese aim to identify research gaps and explore core competencies for Health EDRM workforce training. Thirteen Health EDRM related case studies from six WHO regions will illustrate best practices (and pitfalls) and inform the consensus study. Consensus will be sought from global experts in emergency and disaster medicine, nursing, public health and related disciplines. Recommendations for developing effective health workforce strategies for low- and middle-income countries and high-income countries will then be disseminated.

scholarly journals National assessment of pharmaceutical workforce and education using the International Pharmaceutical Federation’s global development goals: a case study of Qatar

2021 ◽  
Vol 14 (1) ◽  
Author(s):  
Banan Abdulrzaq Mukhalalati ◽  
Meram Mohamed Mahmoud Elsayed Ibrahim ◽  
Majdoleen Omar Al Alawneh ◽  
Ahmed Awaisu ◽  
Ian Bates ◽  
...  
Keyword(s):  
Public Health ◽  
Workforce Development ◽  
Health Workforce ◽  
Qualitative Content Analysis ◽  
Pharmacy Practice ◽  
Policy Formation ◽  
Pharmacy Education ◽  
Global Development ◽  
Pharmacy Workforce ◽  
Development Goals

Abstract Background The sustainable development goals were launched by the United Nations in 2015. Its fifth goal was describing the achievement of universal health coverage by 2030. This goal reaffirms the importance of investing in the development and training of the global health workforce. In alliance with this, the International Pharmaceutical Federation (FIP) has published reports about pharmacy workforce planning in several countries. However, data about Qatar were not included in these reports. In 2017, FIP developed a transformational roadmap of pharmaceutical workforce and education. One systematic framework component of the roadmap is the Pharmaceutical Workforce Development Goals (DG[w]s) that were released in late 2016 and subsequently incorporated into the more comprehensive Global Development Goals1 in 2020, encompassing not only workforce development, but additionally practice and pharmaceutical science development. This study aimed to evaluate the current situation of pharmacy workforce and education in Qatar in relation to the original 13 Pharmaceutical Workforce Development Goals (DG[w]s). The objective was to identify the gaps in pharmacy workforce and education and to recommend evidence-led strategies to be included in both the Ministry of Public Health and the Qatar University College of Pharmacy workforce development plans. Methods Three rounds of conventional Delphi technique were conducted with expert panels of key decision-makers in pharmacy practice from the College of Pharmacy at Qatar University and the Ministry of Public Health, utilizing the FIP’s self-assessment survey. Qualitative content analysis was used to analyze and prioritize the identified gaps from the collected data. DG[w] was considered “met” if all the provided indicators were achieved, “partially met” if at least one of the indicators were achieved, and “not met” if none of the indicators were achieved Results The lack of competency framework (DG[w]5), workforce data (DG[w]12), and workforce policy formation (DG[w]13) are three major gaps in the provision of pharmaceutical workforce and pharmacy education in Qatar, influencing other DG[w]s. These gaps need to be addressed by the formation of Qatar Pharmaceutical Association through which academic, practice, and policymaking sectors can work together in developing health workforce intelligence system. Conclusion The results indicated that DG[w]s are interrelated and a gap in one goal can negatively influence others. Results and recommendations of this research will facilitate the implementation of strategic plans across leading pharmacy sectors to meet health needs in Qatar and achieve the third pillar of the Qatar National Vision 2030.

Rural Mental Health Workforce Development in Hawai'i and the US-Affiliated Pacific Islands

2019 ◽  
pp. 928-958
Author(s):  
Christopher W. S. Hill ◽  
Kelley Withy
Keyword(s):  
Mental Health ◽  
Workforce Development ◽  
Health Workforce ◽  
Pacific Islands ◽  
The Pacific ◽  
Career Pathway ◽  
Challenges And Opportunities ◽  
Youth And Young Adults ◽  
Health Workforce Development ◽  
Mental Health Workforce

Working in Hawai'i and the U.S.-Affiliated Pacific Islands presents unique challenges and opportunities for mental health workforce development. This chapter presents previous, current, and future efforts aimed at not only increasing the size of the workforce but also developing a better trained workforce for existing professionals. The authors draw from their experiences at the Hawaii/Pacific Basin Area Health Education Centers (AHEC), one of the only organizations performing medical, public health, and mental health workforce development across the Pacific Region, to explore culturally appropriate initiatives and interventions. Programs targeting a range of audiences from youth to adults, students to professionals, and patients/clients to caregivers are discussed. The chapter emphasizes health career pathway programs for youth and young adults wishing to enter the health workforce and a variety of educational development and continuing education opportunities for professionals. Specific mental health workforce initiatives are described.

Rural Mental Health Workforce Development in Hawai'i and the US-Affiliated Pacific Islands

2016 ◽  
pp. 60-89
Author(s):  
Christopher W. S. Hill ◽  
Kelley Withy
Keyword(s):  
Mental Health ◽  
Workforce Development ◽  
Health Workforce ◽  
Pacific Islands ◽  
The Pacific ◽  
Career Pathway ◽  
Challenges And Opportunities ◽  
Youth And Young Adults ◽  
Health Workforce Development ◽  
Mental Health Workforce

Working in Hawai'i and the U.S.-Affiliated Pacific Islands presents unique challenges and opportunities for mental health workforce development. This chapter presents previous, current, and future efforts aimed at not only increasing the size of the workforce but also developing a better trained workforce for existing professionals. The authors draw from their experiences at the Hawaii/Pacific Basin Area Health Education Centers (AHEC), one of the only organizations performing medical, public health, and mental health workforce development across the Pacific Region, to explore culturally appropriate initiatives and interventions. Programs targeting a range of audiences from youth to adults, students to professionals, and patients/clients to caregivers are discussed. The chapter emphasizes health career pathway programs for youth and young adults wishing to enter the health workforce and a variety of educational development and continuing education opportunities for professionals. Specific mental health workforce initiatives are described.

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