The effect of mutual task sharing on the number of needed health workers at the Iranian Health Posts; Does task sharing increase efficiency?

Fakhri, Ali; Aryankhesal, Aidin

doi:10.15171/ijhpm.2015.22

Cited by 9 publications

(5 citation statements)

References 14 publications

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“…Task-shifting, data quality issues, and lack of enabling staffing policies were some of the cross-cutting challenges highlighted by this study. These findings agree with literature which highlights the need to consider task-shifting as an alternative practice scope scenario so that activity standards are set for what people are doing, rather than what they are supposed to be doing [ 34 – 36 ]. This could be achieved by updating the WISN Software to generate results with a task-sharing scenario and a scenario without task-shifting learning from the HOT4ART model which generates results with different task-sharing scenarios.…”

Section: Discussionsupporting

confidence: 89%

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: an international Delphi study of expert users

Namaganda¹,

Whitright

Maniple

2022

Hum Resour Health

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Background Staffing of health services ought to consider the workload experienced to maximize efficiency. However, this is rarely the case, due to lack of an appropriate approach. The World Health Organization (WHO) developed and has promoted the Workload Indicators of Staffing Need (WISN) methodology globally. Due to its relative simplicity compared to previous methods, the WISN has been used extensively, particularly after its computerization in 2010. Many lessons have been learnt from the introduction and promotion of the methodology across the globe but have, hitherto, not been synthesized for technical and policy consideration. This study gathered, synthesized, and now shares the key adaptations, innovations, and lessons learned. These could facilitate lesson-learning and motivate the WHO’s WISN Thematic Working Group to review and further ease its application. Methods The study aimed to answer four questions: (1) how easy is it for the users to implement each step of the WISN methodology? (2) What innovations have been used to overcome implementation challenges? (3) What lessons have been learned that could inform future WISN implementation? and (4) what recommendations can be made to improve the WISN methodology? We used a three-round traditional Delphi method to conduct a case study of user-experiences during the adoption of the WISN methodology. We sent three email iterations to 23 purposively selected WISN expert users across 21 countries in five continents. Thematic analysis of each round was done simultaneously with data collection. Results Participants rated seven of the eight technical steps of the WISN as either “very easy” or “easy” to implement. The step considered most difficult was obtaining the Category Allowance Factors (CAF). Key lessons learned were that: the benefits gained from applying the WISN outweigh the challenges faced in understanding the technical steps; benchmarking during WISN implementation saves time; data quality is critical for successful implementation; and starting with small-scale projects sets the ground better for more effective scale-up than attempting massive national application of the methodology the first time round. Conclusions The study provides a good reference for easing WISN implementation for new users and for WHO to continue promoting and improving upon it.

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Section: Discussionsupporting

confidence: 89%

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: an international Delphi study of expert users

Namaganda¹,

Whitright

Maniple

2022

Hum Resour Health

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“…Advocating for the WISN methodology data quality issues, and lack of enabling sta ng policies were some of the cross-cutting challenges highlighted by this study. These ndings agree with literature which highlights the need to consider task-shifting as an alternative practice scope scenario so that activity standards are set for what people are doing, rather than what they are supposed to be doing [35,36,37). This could be achieved by updating the WISN Software to generate results with a task-sharing scenario and a scenario without taskshifting learning from the HOT4ART model which generates results with different task-sharing scenarios.…”

Section: Harnessing Technologiessupporting

confidence: 84%

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: An international Delphi study of expert users.

Namaganda¹,

Whitright²,

Maniple³

2021

Preprint

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BackgroundStaffing of health services ought to consider the workload experienced to maximize efficiency. However, this is rarely the case, due to lack of an appropriate approach. The World Health Organization (WHO) developed and has promoted the Workload Indicators of Staffing Need (WISN) methodology globally. Due to its relative simplicity compared to previous methods, the WISN has been used extensively, particularly after its computerization in 2010. Many lessons have been learnt from the introduction and promotion of the methodology across the globe but have, hitherto, not been synthesized for technical and policy consideration. This study gathered, synthesized, and now shares the key adaptations, innovations, and lessons learned. These could facilitate lesson-learning and motivate the WHO’s WISN Thematic Working Group to review and further ease its application.MethodsThe study aimed to answer four questions: (1) how easy is it for the users to implement each step of the WISN methodology? (2) what innovations have been used to overcome implementation challenges? (3) what lessons have been learned that could inform future WISN implementation? and (4) what recommendations can be made to improve the WISN methodology? We used a three-round traditional Delphi method to conduct a case study of user-experiences during the adoption of the WISN methodology. We sent three email iterations to 23 purposively selected WISN expert users across 21 countries in five continents. Thematic analysis of each round was done simultaneously with data collection.ResultsParticipants rated seven of the eight technical steps of the WISN as either “very easy” or “easy” to implement. The step considered most difficult was obtaining the Category Allowance Factors (CAF). Key lessons learned were that: the benefits gained from applying the WISN outweigh the challenges faced in understanding the technical steps; benchmarking during WISN implementation saves time; data quality is critical for successful implementation; and starting with small-scale projects sets the ground better for more effective scale-up than attempting massive national application of the methodology the first time round. ConclusionsThe study provides a good reference for easing WISN implementation for new users and for WHO to continue promoting and improving upon it.

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“…'We are short staffed to provide close supervision, and it's like these graduates do not take that seriously because they still demand your attention even if you are alone.' (Experienced midwife,participant 4,MR hospital) Task sharing between midwives and midwifery graduates could lead to equal task division and increase productivity across ones with sufficient workforce (Fakhri & Aryankhesal 2015). Yanhua and Watson (2011) pointed that healthcare administrators face challenges to get competent and experienced midwives and are forced to find an option such as hiring newly graduated midwives to function independently and fill the shortage of competent and experienced midwives.…”

Section: Sub-theme 12: Task Sharing In the Unitmentioning

confidence: 99%

Expected clinical competence from midwifery graduates during community service placement in Limpopo province, South Africa

Netshisaulu

Maputle

2018

Health SA Gesondheid

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BackgroundThe implementation of community service for nurses commenced in January 2008 (Department of Health 2007) and was regulated by the South African Nursing Council (SANC) Regulation 765 of 24 August 2007 (SANC 2010). All nurses completed the 4-year nursing diploma or degree for registration as a nurse (General Community and Psychiatry) and as a midwife to 'practice a profession in a prescribed category' and to carry out 1 year of remunerated compulsory community service (Department of Health 2006). When placed in clinical environments, new midwifery graduates are expected to work autonomously and cope with increasingly high acuity patient workloads and major advances in technology (Morrow 2009). According to the SANC, community service must be performed for a period of 12 months. The aim of the community service strategy of the National Department of Health was to retain professional nurses through community service, with graduates obtaining clinical experience under the supervision of experienced professional nurses (Department of Health 2011). During this period, the new graduates must apply their learning from the academic setting into the clinical environment immediately upon entry into practice (Hickey 2009; Meechan, Jones & Valler-Jones 2011).The hospital managers and experienced midwives expect new midwife graduates to be job ready, demonstrate competence in the provision of evidence-based care, practise independently and assume accountability and responsibility for their own actions (Nursing and Midwifery Board of Australia 2006;Romyn et al. 2009; Wolff, Pesut & Regan 2010a). Although newly Background: Community service nurses are placed in a hospital within the first year after qualifying to obtain clinical experience under the supervision of experienced professional nurses. When placed in clinical environments, new midwifery graduates are expected to be job ready, demonstrate competence in the provision of evidence-based care, practise independently and assume accountability and responsibility for their own actions. Aim:The study aimed at exploring the expectations of experienced midwives of clinical competence of newly graduated midwives during transition. Setting:The study was conducted at the training hospitals of the five districts in Limpopo province. Method:The researcher used a qualitative approach which is explorative and descriptive in nature. The population comprised all the professional midwives with experience of 5 years and above working at the selected hospitals in Vhembe, Mopani, Capricorn, Waterberg and Sekhukhune districts of Limpopo province, South Africa. From each selected hospital, five experienced midwives were selected using non-probability, purposive sampling method. An in-depth individual face-to-face interview was used to collect data from the participants, until saturation was reached. The open-coding, Tesch's eight-step process was used to analyse data.Results: Results revealed that newly graduated midwives failed to meet the perceived expectations by experienced midw...

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The effect of mutual task sharing on the number of needed health workers at the Iranian Health Posts; Does task sharing increase efficiency?

Cited by 9 publications

References 14 publications

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: an international Delphi study of expert users

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: an international Delphi study of expert users

Lessons learned from implementation of the Workload Indicator of Staffing Need (WISN) methodology: An international Delphi study of expert users.

Expected clinical competence from midwifery graduates during community service placement in Limpopo province, South Africa

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