Critical Success Factors
Results-focused planning and practices
HRH strategies and actions aim at achieving measurable improvements.
HRH strategies are harmonized with relevant components of the health system (e.g. M&E, supply chain, finance).
Decision-making reflects the best available documented HRH experience.
Views indicate use of M&E to identify lessons learned and best practices to share in-country and globally.
There is openness to exploring new solutions to overcome chronicHRH issues.
Comprehensive and integrated approaches
HRH strategies and activities are informed by, interact with and cut across health sector as a whole using a holistic approach even if starting in one area.
HRH improvements that are carried forward by the country rather than external partners.
A commitment by the government to support actions that contribute to a sustainable health workforce.
Engagement by all sectors relevant to building the health workforce (e.g., finance, education, public-private providers, etc.).
The inclusion of interest groups relevant to particular actions (e.g., NGOs, patient groups, professional associations, donor coordinating committees, etc.).
Donor support is coordinated and aligned with country HRH plans.
Gender differences accounted for in analysis and development of HRH strategies.