KILIFI COUNTY GOVERNMENT DEPARTMENT OF HEALTH SERVICES

Incentive Framework for Attraction and Retention of Health Workforce

August 2018

KILIFI COUNTY GOVERNMENTDEPARTMENT OF HEALTH SERVICES

INCENTIVE FRAMEWORK FOR ATTRACTION AND

RETENTION OF HEALTH WORKFORCE


This publication is made possible by the support of the American people through the United States Agency for International Development (USAID). The contents of this publication are the sole responsibility of the Department of Health of the Kilifi County Government and do not necessarily reflect the views of USAID or the

United States Government.


Contents

Foreword...............................................................................................................iiAcknowledgements..............................................................................................iiiBackground............................................................................................................1Components of the Framework.............................................................................5Strategies for Attraction and Retention of Health Workforce in Kilifi County.....7Monitoring and Evaluation....................................................................................9Implementation Framework.................................................................................10List of Contributors..............................................................................................14

List of TablesTable 1: Strategies for Attraction and Retention of Health Workers in Kilifi County.....................................................................................................................6

List of FiguresFigure 1: Strategies for Attraction and Retention of Health Workforce.................7 Annex 1: List of Contributors................................................................................15

i


FOREWORD

Since the devolution of health services in 2013, the department of health has progressively increased its workforce from 907 to 1426, which is a 32% increase, by the end of 2017. This investment is expected to continue in an effort to increase health worker numbers, which is aimed at improving access to health services to the population of Kilifi County.

This effort notwithstanding, investing in Human Resources for Health (HRH) is a resource intensive investment, which is hindered by limited budgetary allocation among other dynamics. To facilitate the development of a vibrant and well-motivated workforce, the department, working with its partners, developed these guidelines to address various HRH challenges, which include: staff shortages, unequal distribution, high attrition especially in the hard-to-reach areas, out migration among others.

The overall objective of these guidelines framework is to ensure improved attraction and retention of health workers in the county. This is to be achieved through the institutionalization of four key strategies namely: financial incentives; non-financial incentives; making work environment more attractive and; making rural and hard-to-reach stations more attractive.

With the leadership of the Kilifi County Government’s vision for a healthy and a productive population, it is envisaged that resources will be committed towards the implementation of these guidelines, which ultimately will address the intended purpose; improved health service delivery for the people of Kilifi.

Hon. Dr. Anisa Omar County Executive Committee Member, Health ServicesCounty Government of Kilifi

ii


ACKNOWLEDGEMENTS

The Kilifi County Department of Health Incentive Framework for Attraction and Retention of Health Workforce Guidelines has been developed through a consultative process by various stakeholders at various levels, which include the health service providers, health service managers and partners.

The department of Health leadership wishes to sincerely acknowledge all individuals and organizations who contributed in the development of this critical document. First and foremost, we thank the USAID-funded IntraHealth International-led HRH Kenya Mechanism for providing financial and technical support to this process.

We acknowledge the health facilities, Sub-counties and County Health Management teams whose inputs, throughout all the stages, shaped the development of these guidelines. We also acknowledge the support of all our stakeholders who, in one way or the other, contributed to the successful development of the incentive guidelines.I look forward to the partnership of both the County Government and other stakeholders to make the implementation of this policy a reality for the betterment of the health services in our County.

Dr. Bilali MazoyaChief Officer, Medical Services County Government of Kilifi

iii


BACKGROUND

Human Resource for Health is the backbone of the health sector, thus the most important pillar in the health system. Worldwide, the growing gap between the supply of health care professionals and the demand for their services is recognized as a key issue for health and development, thus the need for incentive systems for health care professionals.

The World Health Organization (WHO) reports a global shortage of 4.3 million health workers, including approximately 3 million health professionals. Many countries are affected by the shortage and 57 have been identified as ‘in a crisis’.

In most countries, imbalance in labor supply is caused by a number of factors. These include: poor human resource (HR) planning and management, and unsatisfactory working conditions characterized by heavy workloads; lack of professional autonomy; long working hours; unsafe working conditions and; unfair pay. It is within this context that policy makers, planners and managers have turned their attention to identifying and implementing incentive systems, which will be effective in improving the recruitment and retention of health care personnel (World Medical Association, June 2008).

The World Health Organization defines incentives as factors and, or conditions within health professionals work environments that enable and encourage them to stay in their jobs, in their profession, and in their countries.

According to the evaluation of the Human Resource for Health Strategic Plan 2009 -2012 and the HRH Strategy 2014 - 2018, the key HRH challenges facing Kenya include: staff shortages; inequitable distribution; high attrition especially in hard to-reach areas; out-migration of health staff especially nurses and doctors; weak human resource management systems; poor leadership and management capacity; weaknesses in pre-service and in-service training; inadequate sectoral coordination of the HRH agenda and; low compensation and benefits package.

Kilifi County has a population of 1,447, 670 (KNBS projected from 2009 census). It has seven sub counties, 35 administrative wards, 143 public health facilities (5 hospitals,

1


14 health centres and 124 dispensaries) and 151 private facilities. The doctor-patient ratio in Kilifi County stands at 10:100,000 against the accepted WHO standard of 36:100,000. Moreover, this ratio compares dismally with Kenya’s own Health Sector Strategic Plan (KHSSP, 2014-2018) whose recommended ratio is 19:100,000.

In addition, the nurse-patient ratio for Kilifi County stands at 40:100,000 against the Kenya national standard of 166:100,000 and WHO standard of 356:100,000 (IPPD, 2012). Health workforce retention has been a major challenge in the county. This has been aggravated by other factors such as: shortage of health workers, low staff morale, staff out-migration, inequitable distribution, poor HR management, heavy workload, inadequate medical equipment and supplies, lack of recognition, negative attitude towards work, deplorable working conditions, poor communication channels and inadequate support supervision.

It is against this background that the department of health services in Kilifi County felt the need to come up with guidelines that will enable the department to attract and retain health workers, especially in the hard-to-reach areas.

Purpose of Framework

This incentive framework identifies the essential strategies that Kilifi County will put in place to ensure that health workers’ attraction and retention is optimized towards improving health workforce productivity and health outcomes of the clients.

Present Context and Case for Change

Kilifi County Department of Health has 1,449 health workers, which accounts for 40 % of the total workforce in the County Government. Of these are 78 medical officers, 26 Pharmacists, 11 dental officers, 17 medical specialists, 597 nurses and 139 clinical officers among other professionals. The health workers have a specific skill set that requires many years of intense training and conditioning, thus making them scarce locally and globally. It is clear from the background outlined above that there is a strong need for change in the way health workers can be attracted, retained and managed for the ultimate benefit of Kilifi County. Below are notable achievements by

2


the health department as it endeavors to attract and retain health workers, as well as areas that require intervention and improvement.

Kilifi County has made efforts to recruit Health Workers (HWs) after the devolution of health services. However, the county is still faced with severe shortage of health workers, especially in Level 4 hospitals due to attrition, introduction and expansion of services and opening of new facilities.

• The county has made efforts to make working conditions more attractive through construction of new facilities and renovation of existing health facilities, and procurement of medical equipment. More needs to be done to incentivize health workers e.g., through provision of adequate tools and equipment, provision of adequate housing, timely promotions, etc.

• Inadequate Human Resource for Health support supervision has hampered quality service delivery and health workforce productivity.

• Dissatisfaction by HWs due to non-payment of daily subsistence allowances e.g., during patient referral services, surgical camps, delayed salary payments, etc, which compromises quality health-care services and attainment of Universal Health Care (UHC).

• Non implementation of existing HR policies e.g., staff are put on acting capacity without the prescribed allowances; delay in confirmation after probation; delay in promotions; staff welfare, etc.

• Disparities in the management of health workforce e.g., remuneration benefits, medical cover for health workers etc.

• Lack of policy and guidelines to manage, improve, attract and retain health workers in the County.

3


Critical Success Factors

Critical success factors include: Support from the National Government, County Government (Executive, County Public Service Board (CPSB), County Department of Health (CDoH) and; County Assembly), private sector, Faith Based Organizations (FBOs) and development partners.

Guiding Principles

The strategies under the framework are in line with the Human Resource Management (HRM) policies and guidelines from National and County Governments; guided by principles and values including fair hiring, integrity, accountability, transparency, diversity, equal opportunities and equality in remuneration among others.

4


COMPONENTS OF THE FRAMEWORK

Management of the health sector under a devolved system necessitates improved institutional and management arrangements. Counties need to create an environment where health facilities located in marginalized or hard to reach areas do not continue to suffer staff shortages. This will require the design of attractive packages to attract and retain health workers. Extra funding may be necessary for such packages, which may be sought from the Equalization Fund as provided for in Article 204 (2) of the Kenyan Constitution.

Several factors can contribute to improved health worker retention and productivity (Dieleman & Harnmeijer 2006). Various factors influencing staff retention and mobility can be distinguished: Personal and lifestyle-related factors including living conditions; work-related factors, preparation for work during pre-service education; health-system related factors such as human resources policy, planning and job satisfaction influenced by health facility factors, such as financial considerations, working conditions, management capacity and styles, professional advancement, and safety at work.

5


The following strategies (in Figure 1 below) are expected to contribute to the achievement of health workforce attraction and retention:

Figure 1: Strategies for attraction and retention of health workforce (adapted from National incentive guideline).

Improved health workers attraction and retention

Non Financial incentives

Make work conditions more

Financial incentives

Make rural and hard to reach stations more attractive

Improved health workers attraction and retention

Make work conditions more attractive

Non Financial Incentives

Financial Incentives

6


STRATEGIES FOR ATTRACTION AND RETENTION OF HEALTH WORKFORCE IN KILIFI COUNTY

Table 1: Strategies for attraction and retention of health workforce in Kilifi County

Make work conditions more attractive

• Implementation of an incentive policy for attraction and retention of health workers.• Provision of staff houses.• Provision of teas and drinking water at the workplace.• Provision of adequate medical equipment and supplies.• Employ adequate HCWs to reduce workload and burnout.• Conduct induction programs for newly hired, re-designated and promoted staff.• Registration, licensing and accreditation of health facilities to attract donor support.• Improve communication channels at all levels.• Provision of Internet connectivity to all health facilities. • Improve access to departmental policies, guidelines, advertisements, and other relevant information.• Use of accurate HRH data for better decision making.• Improved personnel records and filing systems at all levels.• Provision of adequate working tools to enable HWs to undertake their responsibilities.

Make undeveloped and hard to reach stations more attractive

• Improve communication channels.• Increase opportunities for continuous professional development.• Subsidized utilities including water and electricity.• Provision of adequate housing within vicinity of the health facilities.• Improving work environment including infrastructure (e.g., security, roads, communication, schools).• Strengthen referral systems and improve staff movement.• Develop a structured staff rotation system for health workers working in hard to reach areas.• Facilitation of staff for family visits for staff living far from their nuclear family.

7


• Provision of training opportunities for all health workers.

• Adherence to existing HR Policies and Guidelines.

• Adherence to existing service delivery and operational guidelines & Standard Operating Procedures (SOPs).

• Improved human resources management (HRM) practices.

• Improve staff welfare by establishment of social amenities within vicinity of the health facilities.

• Improve working standards through modernization of health facilities.

• Strengthen supportive supervision.

Financial incentives• A commensurate hardship allowance paid

to members of staff who are stationed in the designated hardship areas.

• Timely remittance of HWs’ pension contribution, statutory deductions and other by-products.

• Facilitate access to subsidized mortgage facilities and car loans.

• Introduction of retirement package.• Implementation of the HR policies and

procedures manual 2016 on bereavement fund, and transport of the bereaved staff and family members.

Non-Financial incentives• Provide comprehensive health care

services for health workforce and immediate family.

• Provide opportunities for county sponsored trainings.

• Facilitate payment of professional membership and subscriptions.

• Provide opportunities for on-the-job development e.g., coaching, mentorship, etc.

• Staff recognition program for exemplary work and achievement.

8


MONITORING AND EVALUATION

Reporting of the progress in attraction and retention should be included as part of each county government’s corporate human resources plan.

Progress reports will be done on a quarterly basis during the County Health Management Team (CHMT) meetings, data review meetings, Health department joint work council meetings (Union leaders and County leadership), and shared with the Executive and CPSB.

9


IMPL

EMEN

TATI

ON FR

AMEW

ORK

St

rateg

yAc

tiviti

esTi

melin

esRe

spon

sibilit

y

Mak

e wor

k con

dition

s mor

e attr

activ

e

1Im

pleme

ntatio

n of a

n inc

entiv

e poli

cy fo

r att

ractio

n and

reten

tion o

f hea

lth w

orkers

.Fa

cilita

te ca

binet

appro

val; d

issem

inate

guide

lines

to all

healt

h work

ers30

th Aug

ust, 2

018

CECM

Hea

lth an

d Di

rector

of A

dmin

2Pr

ovisi

on of

staff

hous

es.Re

posse

ss the

Cou

nty in

stitut

ional

hous

es oc

cupie

d by n

on-he

alth w

orkers

in

the he

alth f

acilit

ies; R

epair

and r

enov

ate ex

isting

hous

es; co

nstru

ct mo

re ho

using

units

2018

/2022

Na

tiona

l and

Cou

nty

Direc

tors o

f Hou

sing,

COH,

Dire

ctor o

f Ad

min,

Healt

h

3Pr

ovisi

on of

teas

and d

rinkin

g wate

r at th

e wo

rkplac

e.Fa

cilita

te the

proc

ureme

nt of

the ne

cessa

ry co

nsum

able

items

.Co

ntinu

ous

(effec

tive A

ugus

t, 201

8)CO

H

4Pr

ovisi

on of

adeq

uate

medic

al eq

uipme

nt an

d sup

plies.

Facil

itate

the pr

ocure

ment

of the

requ

ired e

quipm

ent.

Conti

nuou

s(eff

ectiv

e July

, 201

8)CO

H

5Em

ploy a

dequ

ate H

Ws t

o red

uce w

orkloa

d an

d burn

out.

Imple

ment

the ga

p ana

lysis

report

, repla

ce th

e hea

lth w

orkers

that

have

ex

ited t

he se

rvice

and r

ecrui

t add

itiona

l staff

.Co

ntinu

ous F

Y201

8/202

2CO

H

6Pla

n and

budg

et for

indu

ction

prog

rams f

or ne

wly h

ired,

re-de

signa

ted an

d prom

oted

staff

Cond

uct in

ducti

on pr

ogram

s for

newl

y hire

d, re-

desig

nated

and p

romote

d sta

ffCo

ntinu

ous,

effec

tive F

Y 20

18/19

COH

7Ga

zette

ment,

licen

sing,

and a

ccred

itatio

n of

healt

h fac

ilities

to at

tract

dono

r sup

port

Identi

ficati

on of

facil

ities,

forwa

rd to

coun

ty ass

embly

for a

pprov

al,

adve

rtise

the fa

cilitie

s for

regist

ration

Imme

diate

(FY2

018/2

019)

CECM

Hea

lth

8Im

prove

comm

unica

tion c

hann

els at

all

levels

.Di

ssemi

nate

exist

ing co

mmun

icatio

n cha

nnels

to al

l HW

s and

issu

e gu

idelin

es on

how

they s

hould

be im

pleme

nted

Imme

diate

(effec

tive J

uly, 2

018)

CECM

Hea

lth

COH

9Pr

ovisi

on of

inter

net c

onne

ctivit

y to a

ll he

alth f

acilit

ies.

Prov

ide bu

dget

Conti

nuou

s, (eff

ectiv

e July

, 201

8)CO

H

10Im

prove

acce

ss to

depa

rtmen

tal po

licies

, gu

idelin

es, ad

verti

semen

ts, an

d othe

r rel

evan

t infor

matio

n.Se

nsitiz

e staff

and p

ublic

on th

e exis

tence

of th

e cou

nty de

partm

ental

we

bsite

for e

ase of

acce

ss of

inform

ation

.Co

ntinu

ous,

(effec

tive J

uly, 2

018)

CECM

Hea

lthCO

H

10


St

rateg

yAc

tiviti

esTi

melin

esRe

spon

sibilit

y

11Us

e of a

ccura

te HR

H da

ta for

bette

r de

cision

mak

ing.

Regu

lar up

datin

g of s

taff da

ta in

Integ

rated

Hum

an R

esourc

e Info

rmati

on

Syste

m (IH

RIS)

.Co

ntinu

ous,

(effec

tive J

uly, 2

018)

HRH

Office

r

12Im

prove

d pers

onne

l reco

rds an

d filin

g sy

stems

at al

l leve

ls.Pr

ovisi

on of

a sec

ure fil

ing re

gistry

; recru

it reg

istry

staff.

FY20

18/20

19HR

H Offi

cer

13Pr

ovisi

on of

adeq

uate

worki

ng to

ols

to en

able

HWs t

o und

ertak

e the

ir res

pons

ibiliti

es.Fa

cilita

te pro

curem

ent o

f the w

orking

tools

.Co

ntinu

ous,

(effec

tive J

uly, 2

018)

COH

14Pr

ovisi

on of

traini

ng op

portu

nities

for a

ll he

alth w

orkers

.No

mina

te a t

rainin

g coo

rdina

tor; u

pdate

the t

rainin

g data

base.

Co

ntinu

ous,

(effec

tive J

uly, 2

018)

COH

15Ad

heren

ce to

exist

ing H

R Po

licies

and

zGuid

eline

s.

Sens

itize s

taff on

the e

xisten

ce of

the p

olicie

s and

guide

lines.

Insti

tute

sancti

ons f

or no

n-com

plian

ce.

Imple

menta

tion o

f the H

R po

licies

and p

roced

ures m

anua

l 201

6 on

berea

veme

nt fun

d, an

d tran

sport

of th

e bere

aved

staff

and f

amily

mem

bers.

Conti

nuou

s, (eff

ectiv

e July

, 201

8)Co

unty

HR

Direc

tor of

Adm

in,

Healt

hHR

H Offi

ce r

16Ad

heren

ce to

exist

ing se

rvice

deliv

ery an

d op

eratio

nal g

uideli

nes &

SOPs

.

Sens

itize s

taff on

the e

xisten

ce of

the s

ervice

deliv

ery an

d ope

ration

al gu

idelin

es an

d SOP

s. Im

prove

on ex

isting

SOPs

. Insti

tute s

ancti

ons f

or no

n-com

plian

ce.

Conti

nuou

s, (eff

ectiv

e July

, 201

8)Di

rector

of H

ealth

17Im

prove

d hum

an re

sourc

es ma

nage

ment

(HRM

) prac

tices.

Issue

all H

Ws w

ith JD

s for

clarit

y of r

oles a

nd re

spon

sibilit

ies; ti

mely

promo

tions

; dec

entra

lizati

on of

huma

n reso

urces

activ

ities,

and p

erform

ance

ap

praisa

ls.Int

roduc

tion o

f reti

remen

t pac

kage

s to s

taff.

Conti

nuou

s (eff

ectiv

e July

, 201

8)CO

H/ C

ounty

HR

/ Di

rector

of A

dmin,

He

alth/H

RH O

fficer

18Im

prove

staff

welf

are by

estab

lishm

ent

of so

cial a

menit

ies w

ithin

vicini

ty of

the

healt

h fac

ilities

.

Estab

lishm

ent o

f reso

urce c

enter

s, sta

ff can

teen,

gym

facilit

y, sp

orts

groun

ds, re

creati

on ce

nters,

etc.

Conti

nuou

s, (eff

ectiv

e 201

8 - 20

19)

COH

Direc

tor of

Adm

in,

Healt

h

19Im

prove

work

ing st

anda

rds th

rough

mo

derni

zatio

n of h

ealth

facil

ities.

Reno

vatio

ns, u

pgrad

ing th

e fac

ilities

and r

e-equ

ipping

the m

edica

l facil

ities

with

new

techn

ology

e.g.,

to fa

cilita

te tel

emed

icine

.Co

ntinu

ous,

(effec

tive J

uly, 2

018)

CECM

Hea

lth, C

OH

11


St

rateg

yAc

tiviti

esTi

melin

esRe

spon

sibilit

y

20Str

ength

en su

pport

ive su

pervi

sion.

Cond

uct re

gular

supp

ortive

supe

rvisio

n; rev

iew H

RH su

pport

ive su

pervi

sion

tools

and g

uideli

nes;

impro

ve th

e fee

dbac

k proc

ess.

Conti

nuou

s (eff

ectiv

e FY2

018 -

20

19)

Direc

tor of

Hea

lthHR

H Offi

cer

M

ake u

ndev

elope

d and

hard

-to-re

ach s

tation

s mor

e attr

activ

e

1Im

prove

comm

unica

tion c

hann

els.

Prov

ision

of co

mmun

icatio

n equ

ipmen

t e.g.

, mob

ile ph

ones,

radio

calls

, sat

ellite

phon

es, ai

rtime

, etc.

Conti

nuou

s, (eff

ectiv

e FY2

018 -

20

19)

COH

Direc

tor of

Adm

in,

Healt

h

2Inc

rease

oppo

rtunit

ies fo

r con

tinuo

us

profes

siona

l dev

elopm

ent.

Prior

itized

post-

gradu

ate tra

ining

after

servi

ng a

certa

in nu

mber

of ye

ars;

Prov

ision

of in

terne

t acc

ess to

enab

le co

ntinu

ous p

rofess

ional

deve

lopme

nt tra

ining

.

Effec

tive F

Y201

8 - 20

19CO

H

3Pr

ovisi

on of

utilit

ies in

cludin

g wate

r and

ele

ctrici

ty.Dr

illing

of bo

rehole

s; ha

rvesti

ng of

rainw

ater; i

nstal

lation

of ge

nerat

ors or

so

lar sy

stems

.Eff

ectiv

e FY2

018 -

2019

CECM

Hea

lthCO

H

4Pr

ovisi

on of

adeq

uate

hous

ing w

ithin

vicini

ty of

the he

alth f

acilit

ies.

Cons

tructi

on of

new

staff h

ousin

g unit

s; ren

ovati

on of

exist

ing st

aff ho

uses;

ins

tallat

ion of

satel

lite te

levisi

on.

Conti

nuou

s, (eff

ectiv

e FY2

018 -

20

19)

CECM

Hea

lth,

COH

5Im

provin

g work

envir

onme

nt inc

luding

inf

rastru

cture

and s

ocial

/essen

tial s

ervice

s (se

curit

y, roa

ds, c

ommu

nicati

on, s

choo

ls).

Advo

cacy

throu

gh co

llabo

ration

with

othe

r cou

nty de

partm

ents

and o

ther

stake

holde

rs.Co

ntinu

ous,

(effec

tive F

Y201

8 -

2019

)CE

CM H

ealth

6Str

ength

en re

ferral

syste

ms an

d imp

rove

staff m

ovem

ent.

Proc

ureme

nt, m

ainten

ance

of am

bulan

ces a

nd ut

ility v

ehicl

es.

Conti

nuou

s, (eff

ectiv

e July

2018

)CO

H

7De

velop

a str

uctur

ed st

aff ro

tation

syste

m for

healt

h work

ers w

orking

in ha

rd to

reach

are

as.

Estab

lish a

team

to de

velop

the s

tructu

re.Eff

ectiv

e, FY

2018

/2019

COH

8Fa

cilita

tion o

f staff

for f

amily

visit

s for

staff

living

far f

rom th

eir fa

mily.

Deve

lop a

polic

y to g

uide t

he ex

ecuti

on of

the s

trateg

y. Pr

ovisi

on of

mea

ns

of tra

nspo

rt or it

s equ

ivalen

t.Eff

ectiv

e FY2

018/2

022

CECM

Hea

lth,

COH

Fi

nanc

ial in

cent

ives

1A

comm

ensu

rate h

ardsh

ip all

owan

ce pa

id to

memb

ers of

staff

who

are s

tation

ed in

the

desig

nated

hards

hip ar

eas.

CPSB

to lo

bby S

RC fo

r a ha

rdship

allow

ance

for H

Ws b

ased i

n hard

to

reach

area

s.Im

media

teCE

CM H

ealth

12


St

rateg

yAc

tiviti

esTi

melin

esRe

spon

sibilit

y

2Tim

ely re

mitta

nce o

f HW

s pen

sion

contr

ibutio

n, sta

tutory

dedu

ction

s and

othe

r by

-prod

ucts.

Mov

e to H

RM pr

actic

es. C

ontin

uous

COH

3Fa

cilita

te ac

cess

to su

bsidi

zed m

ortga

ge

facilit

ies an

d car

loans

.Lo

bby t

he C

ounty

Exec

utive

to se

t asid

e mon

ey fo

r this

activ

ity.

Imme

diate

COH

No

n-Fi

nanc

ial in

cent

ives

1Pr

ovisi

on of

comp

rehen

sive h

ealth

ca

re ser

vices

for he

alth w

orkfor

ce an

d im

media

te fam

ily.

Reviv

e and

stren

gthen

the s

taff cl

inics

to en

able

staff a

ccess

quali

ty he

althc

are se

rvice

s.Co

ntinu

ous,

effec

tive J

uly, 2

018

CECM

Hea

lth, C

OH

2Pr

ovide

oppo

rtunit

ies fo

r cou

nty sp

onso

red

traini

ngs.

Deve

lop a

traini

ng da

tabase

. Trai

ning t

o be i

nform

ed by

Staff

Perfo

rman

ce

Appra

isal S

ystem

(SPA

S) an

d Trai

ning N

eed A

ssessm

ent (T

NA).

Conti

nuou

s, eff

ectiv

e July

2018

HRH

Office

r

3Fa

cilita

te pa

ymen

t of p

rofess

ional

memb

ership

and s

ubscr

iption

s.Pr

ovide

a bu

dget

for pr

ofessi

onal

subs

cripti

ons.

Conti

nuou

s, eff

ectiv

e 201

8/201

9CO

H

4Pr

ovide

oppo

rtunit

ies fo

r on-t

he-jo

b staff

de

velop

ment,

e.g.,

coac

hing,

mento

rship,

etc

.Im

prove

coac

hing,

mento

rship

and o

n-the

-job t

rainin

g for

HWs.

Conti

nuou

s effe

ctive

July,

2018

COH

5Sta

ff rec

ognit

ion pr

ogram

for e

xemp

lary

work

and a

chiev

emen

t.De

velop

crite

ria fo

r iden

tifyin

g the

high

ly pe

rform

ing st

aff. Is

suan

ce of

co

mmen

datio

n lett

ers an

d othe

r hon

ors, e

.g., s

taff of

the y

ear a

ward,

etc.

Conti

nuou

s, eff

ectiv

e July

, 201

8CE

CM H

ealth

COH

13


LIST OF CONTRIBUTORSNAME OF PARTICIPANT INSTITUTION/ PROJECT TITLE

Dr. Anisa Omar Kilifi County Government County Executive CommitteeMember, Health Services

Bilali Mazoya Kilifi County Government County Director of Health

Richard Ayore Kilifi County Government Ag. County Director, Human Resource Management and the County Director of Administration, Health

Humphrey Mundu Kilifi County Government Chief Laboratory Technologist

Esther Mwema Kilifi County Government County Nursing Officer

Grace Baya Kilifi County Government County Clinical Officer

Vincent Iduri Kilifi County Government County Public Health Officer

Selina Katana Kilifi County Government Hospital Health Administrative Officer

Christopher Ziroh Kilifi County Government County Health Records Information Officer

Eric K. Maitha Kilifi County Government Deputy County Public Health Officer

Ronald N Mbunya Kilifi County Government County Nutrition Officer

Patrick M. Makazi Kilifi County Government County Non-Communicable Disease Coordinator

14


Sarah Kombe Kilifi County Government Senior Human Resource Officer

Pamela Choni Mwatua Kilifi County Government County Commodity and Infection Prevention Control Coordinator

Victorina Shikutwa Kilifi County Government HRH Officer

Reuben Kavuo Kilifi County Government HRH Assistant

Mukami Kathambara USAID/Human Resources for Health Kenya Mechanism

Manager, HRHPolicies & Guidelines

Bonventure Musyoki USAID/Human Resources for Health Kenya Mechanism

County Cluster HRH Manager – Coast Region

15


NOTES....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

16


Department of Health ServicesCounty Government of Kilifi

P.O. BOX 519-80108Email: [email protected];

[email protected]

KILIFI COUNTY GOVERNMENT DEPARTMENT OF HEALTH SERVICES

Documents

Transcript of KILIFI COUNTY GOVERNMENT DEPARTMENT OF HEALTH SERVICES