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People that Deliver
Strategic Plan 2013-2018
Human resources (HR) for
Supply chain management (SCM) in health,
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Welcome
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Overview
1. The health supply chain workforce
WHAT is it? WHY does it matter?
2. The People that Deliver Initiative
WHAT is PtD and HOW does it work?
3. The HR building blocks for SCM
Explaining a systematic approach?
4. Results from PtD focus countries
5. HOW can you get engaged with PtD?
1. The health supply chain workforce
Key messages:
HRH is part of health systems strengthening where there is currently a
global shortage of healthcare workers.
With an increase in global investments in health commodities there is an
increased strain on national supply chain systems and staff who run them.
Public health supply chains are complex with multiple functions that require,
tools, infrastructure, procedures, personnel and management to run them
properly.
In many countries the personnel who are asked to run the supply chain are
under-qualified and not well supported resulting in poor medicine availability.
Countries need to change their approach, paying more attention to the
human resources that run supply chains, making them more professional.
HRH within health system
strengthening WHO building blocks
Global Shortage of Health Workers
Shortage of 4.3 million
health workers globally
 2.4 million doctors, nurses and
midwives
 1.9 million management and
support staff, including health
administrators, managers, and
logisticians
 57 countries with critical
shortages
‘Imagine’ health worker video:
http://www.youtube.com/watch?v=tCSmIYmPOi4
Global investments in health
commodities
 Every year billions of US dollars are spent by development
partners and national governments procuring health commodities
for low- and middle-income countries
•
Huge increases in the
quantity, value and
complexity of medicines
and commodities flowing
through public health
supply chains.
•
Yet more than one-third
of the world’s population
still lacks regular access to
essential medicines (WHO,
2011)
Source: WHO, 2012
Strain on national supply chain
systems and workers
24-fold increase in the
value of new vaccines
introduced into a
country…
… resulted in a 5-fold
increase in the
workload for supply
chain management
Source: : WHO/IVB, Apr. 2010 (based on Chad data)
Health supply chain functions
Source: USAID | DELIVER Project 2010
The complex nature of supply chains
– Potter and Brough model
http://www.ministerialleadership.org/sites/default/files/capacity%20pyramid%20blog.jpg
A change in approach is needed
Underqualified &
disempowered
staff managing
public health
supply chains
Poor availability
of health
commodities at
facilities, wasted
resources
Supply chains
poorly
managed and
insufficiently
resourced
Underperforming health
programs and
unachieved
health goals
"When you use a nurse or a physician as a logistician, you lose the nurse or physician and
you don't get a good logistician!" Prof. Saracino, former Minister of Health, Côte d'Ivoire
HR for SCM current paradigm
Staff
rotation/
migration
Limited
available
resources &
incentives
SC workforce
positions do
not require
relevant SC
qualifications
Lack of
professional
status and
performance
Shortterm
training
provided
Clinical
staff fill
SC
position
Characteristics
 Short-term focus
 Significant expenditure
 Requires extensive
external assistance
 Limited long-term
progress in human
capacity
 Limited sustainability or
institutionalization
HR for SCM desired paradigm
National
institutions
provide
relevant
qualifications
SCM jobs
desirable;
qualifications
sought
Characteristics
 Long term focus
 Requires reform of
perceptions, policies and
practices
Appropriate  Converts existing
career
expenditures into
incentives
provided
investment
 Capacity benefits
accumulate over time
 Inherently sustainable and
country-driven
Qualified
staff hired/
contracted
for SCM
positions
Elevated
status for
SCM and
SCM
workforce
High staff
satisfaction
and
retention
Questions
2. The People that Deliver Initiative
Key messages:
The People that Deliver (PtD) Initiative was founded in 2011 to focus on
promoting sustainable workforce excellence in health supply chain
management.
PtD has a clear vision, mission and strategy to meet its goals with the aid
of PtD members.
A focused working group structure lead by an Executive Manager and
directed by a Board, provides the basis for activity in PtD focus countries
and broader global engagement
Improving health outcomes by promoting
sustainable workforce excellence in health
supply chain management
70+
member
organizations






country governments
international agencies
academic institutions
implementing partners
Non-governmental organizations
private companies
Significant PtD Milestones

June 2011, PtD Global Harmonization and Positioning
Conference, WHO Geneva

July 2011 – Dec 12, PtD Board established with TOR,
admin, focus countries, & working groups established.
(Advocacy & Knowledge Management, Technical, & Research)

June 2012, UNICEF offers to host the PtD Secretariat

June 2013, Appointment of Executive Manager for PtD
 June 2013, Approval of PtD Strategic Plan

Aug 2013, PtD Operational Plan approved
Vision
 The People that Deliver Initiative envisions
a world where national supply chain
workforces are planned, financed,
developed and supported in a way that
ensures equitable and sustainable access
to the medicines and other commodities
needed for optimal health outcomes.
Mission
 People that Deliver is a global partnership
whose mission is to build global and
national capacity to implement evidencebased approaches to plan, finance,
develop, support and retain the national
workforces needed for the effective,
efficient and sustainable management of
health supply chains.
Strategic goals
I. Global recognition that strong supply chains are
essential for positive health outcomes and require
a competent, recognized and supported supply
chain workforce with significant technical and
managerial capacity.
II. Government and national health institutions
demand, recruit and retain appropriately qualified
personnel for positions with supply chain
responsibilities.
Strategic goals
III. Adequate personnel from relevant cadres with
appropriate supply chain competencies and
qualifications are available.
IV. A repository of evidence-based resources for
HR for SCM is established, accessible, used and
disseminated.
Principles
 Country lead activity
 Globally influenced but locally applied
 Systematic approach to HR for SCM
 Professionalization of SCM workforce (logisticians or health
based, local context)


Inclusive of private sector


All levels of the supply chain
Selection, quantification, procurement, storage, distribution,
use
Consider the “know do” gap
Structure of PtD

Members
Board
Secretariat
AKMWG
TWG
Focus countries
RWG
Current Board






country governments
international agencies
academic institutions
implementing partners
nongovernmental organizations
private companies
Expected main
customers
PtD core services
PtD Operational Plan
 Provision of advocacy materials,
and strategies in response to
requests on issues relating to HR
for SCM
PtD Members
How to access PtD services
 Direct engagement with the
secretariat
info@peoplethatdeliver.org
 Development and/or application of  Direct engagement with
country specific best practice
working group leads
See www.peoplethatdeliver.org
approaches, tools and evidence for
Country governments
specific HR for SCM country based
 Use of procurement and Supply
interventions
Management (PSM) Tool box
International
http://www.psmtoolbox.org/en/
organizations &
 Facilitation of linkages where an
initiatives
identified need exists (e.g.
 Laptop SCM education
technical expertise, resource
repository
mobilisation, etc.)
Regional networks
and organizations
 Encourage exchange of country –
experiences (south-to-south
www.rhsupplies.org/resourcestools/laptop.html
Questions
3. The HR Building Blocks for SCM
Key messages:
A systematic approach to HR for SCM requires attention to be given to
five different HR building blocks in any given context.
A HR for SCM assessment tool has been published by the
USAID/DELIVER Project in conjunction with PtD and is available for
use.
The results of any assessment need to inform the development of a
strategic and operational plan with engagement from SCM
stakeholders as a basis for sustainable change.
A Systematic Approach to
HR for SCM
Block 1
Block 2
Block 3
Block 4
Block 5
Engaged
Stakeholders
Optimise
Policies & Plans
Workforce
Development
Increase
Performance
Professionalisation
of SCM
Block 1Engaged Stakeholders

Stakeholders, who provide technical leadership and
advocacy in the field of supply chain management
(SCM), as well as human resource management.
Block 2 –
Optimise Policies and Plans

Policies, plans, and associated standard operating
procedures (SOPs) that support human resource
capacity development and management, including
finance and human resource information systems
(HRIS).
Block 3 –
Workforce Development

Initiatives that focus on identifying and building a
robust workforce, including recruiting, competency
modelling and development, and pre-service
education and continued professional development.
Block 4 –
Increase Performance

Management initiatives that identify and enhance
workforce performance, including retention,
supervision, mentoring and coaching, and task
shifting.
Block 5 –
Professionalisation of SCM


Processes designed to establish supply chain roles
or a set of professional
responsibilities/competencies.
Including minimum pre-service education,
professional networks and registration.
How to Assess HR for SCM



USAID DELIVER Project with PtD
Human Resource Capacity Development in
Public Health Supply Chain Management:
Assessment Guide and Tool
Dashboard of the five building blocks
How to Assess HR for SCM
Step 1: Conduct Assessment
Step 2: Develop Strategic Plan
Step 3: Develop Operational Plan
Questions
4. Results from PtD focus countries
Dominican
Republic
Burkina Faso
Ethiopia
Liberia
Indonesia
Mozambique
Namibia
Key messages:
Activity is most sustainable when HR for SCM assessments are used
to develop strategic and operational plans.
A more sustainable approach occurs when key SCM stakeholders
work together to implement activities.
Mozambique
Following a HR for SCM assessment in 2011, the MOH recently approved a new
pharmaceutical logistics strategic plan which foresees significant reform of the HR
structures and systems for public health supply chain managers.
The plan has three main components:
 Build up a logistics cadre in Mozambique with private sector partnerships
 Working with ministry on HR for SCM cadres aiming to free up clinical cadres for
more clinical work. Retention strategies will also be considered.
 Within the Central Medical Stores they are investigating how to incentivise,
motivate and coach staff.
PtD members involved in this project include: JSI, Village Reach, Deloite, Accenture
Namibia
Following a HR for SCM assessment the following areas of specific focus have
been identified:


To provide technical assistance to the Namibian MOHSS for enhanced
planning, deployment, training and retention of the SCM workforce.
To document the implementation process, identify lessons learned, and draft a
case study/guidance document on strengthening the SCM workforce that can
be shared for additional testing and replication in other countries.
Specific projects include SCM competency mapping, workload analysis and SCM
education.
PtD members involved in this project include: Capacity Plus, SCMS, SIAPS,
Dominican Republic & LAC
Following an initial HR for SCM management assessment in the Dominican
Republic plans are moving forward to:
 Developed job descriptions and a supervision manual for supply chain staff
 Develop a diploma course that is being institutionalized through the National
Institute of Public Administration and in collaboration with a local university
 Engaged with other LAC partners in a regional workshop on HR for SCM
More broadly in the LAC region:


El Salvador has, and Guatemala is due to, undertake HR for SCM assessment
El Salvador has requested the development and delivery of a workshop to
strengthen the motivation and supportive supervision of supply chain workers.
PtD members involved in this project include: CapacityPlus, SIAPS,
Questions
5. How can you get engaged with PtD?






Become a PtD member (go to www.peoplethatdeliver.org)
Join a PtD working group (e-mail info@peoplethatdeliver.org)
Become a PtD Twitter follower (@PplthatDeliver)
Update LAPTOP with SCM courses offered by your own institution
(visit http://www.rhsupplies.org/resources-tools/laptop)
Tell us your HR for SCM stories or projects
Advocate for HR for SCM within your organization
 For more information, contact
 the Secretariat: info@peoplethatdeliver.org
 the Executive Manager: executivemanagerptd@unicef.org
A brief summary
1. The health supply chain workforce
What is it? Why does it matter?
2. The People that Deliver Initiative
What is PtD and how does it work?
3. The HR building blocks for SCM
Explaining a systematic approach?
4. Results from PtD focus countries
5. How can you get engaged with PtD?
Questions