Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1696590925027.pdf (Vanuatu)
0 MINISTRY OF HEALTH WORKFORCE DEVELOPMENT PLAN 2019-2025 “Building capability and leadership” Workforce planning is a continual process used to ensure the organisation has current and future access to the human resources it needs to perform effectively.

It aligns the needs and priorities of the organization with those of its workforce to ensure it can meet its regulatory, and service requirements and organizational objectives.
Continual analysis of workforce effectiveness and implementing the necessary measures, such as learning and development initiatives and succession planning will ensure the workforce remains efficient.

Acronyms and definitions APTC DFAT DG Australian Pacific Technical College Department of Foreign Affairs and Trade Director General DoCSPP Directorate of Corporate Services Policy, Planning.
DPU Directorate of Public health EPI EH GoV GRT HIS Expanded Program of Immunisation Environmental Health Government of Vanuatu Government Remuneration Tribunal Health Information System H&CS Hospitals & Curative Services HRM&DU Human Resource Management and Development Unit HRD HRM Human Resource Development Human Resource Management HRMIS Human Resource Management Information System HSS ILDP L & D MOH Health Sector Strategy Individual Learning and Development Plan Learning and Development Ministry of Health MDGs Millennium Development Goals NCD NGO NSDP OPSC PHC PMDS RDP UHC VNSO WHO Non-communicable disease Non-Government Organisation National Sustainable Development Plan Office of the Public Service Commission Primary Health Care Performance Management Development System Role Delineation Policy Universal Health Coverage Vanuatu National Statistics Office World Health Organisation WPWG Workforce Planning Working Group Executive Summary 1.
Introduction ……………………………………………………………………………………………………………………………………………………………..….1 2.

Overview of Vanuatu: its Communities and its Workforce.

…………………………………………………………………………………………3 2.1 Demographic Profile of Vanuatu ………………………………………………………………………………………………………………….3 3.
Planning Process and Considerations ………………………………………………………………………………………………………….……………… 5 3.1 Principles of the Plan ……………………………………………………………………………………………………………………………………5 3.2 Considerations for MoH ……………………………………………………………………………………………………………………………….5 3.3 Assumptions …………………………………………………………………………………………………………………………………………….….6 3.4 Workforce planning challenges…………………………………………………………………………………………………………………….7 4.
Health Demographics……………………………………………………………………………………………………………………………………………………9 4.1 Health Services and Utilisation ……………………………………………………………………………………………………………………11 5.
Current workforce ………………………………………………………………………………………………………………………………………..……….......14 5.1 Workforce size ……………………………………………………………………………………………………………………………………….…..14 5.2 Workforce deployment …………………………………………………………………………………………………………………………..….14 5.3 Descriptive information by cadre …………………………………………………………………………………………………………...…..16 5.4 Distribution of Health Workers………………………………………………………………………………………………………….…………17 6.

Current Vacancies …………………………………………………………………………………………………………………………………………………….….18 7.
Human Resource management and development ………………………………………………………………………………………………….…..19 7.1 Human resource management issues ………………………………………………………………………………………………………….19 7.2 Staff performance issues ………………………………………………………………………………………………………………………….….21 7.3 Human resource development………………………………………………………………………………………………………………….….22 8.

Gap analysis…………………………………………………………………………………………………………………………………………………………..…….26 9.

Workforce projections ………………………………………………………………………………………………………………………………………..………26 10.
Priority Areas for Action ………………………………………………………………………………………………………………………………….………….30 11.

Implementation and Monitoring …………………………………………………………………..…………………………………………….
……..…..…34 11.1 Monitoring of Plan ……………………………………………………………………………………………………………………………………..35 Implementation Plan ………………………………………………………………………………………………………………………………………………….......36 Appendices Appendix A Terms of Reference Workforce Planning Working group Appendix B Workforce Planning Consultations Appendix C GRT Permanent positions list Appendix D MoH Organisational Structure vacant positions Appendix E Organisational Structure Recruitment Priorities 2018 Executive Summary A capable, committed and motivated workforce is central to the success of any business.
Getting the right people into the right jobs requires a commitment to attract, develop, retain and recognise talented and motivated employees who are aligned to the vision and values of the organisation.
In MoH we are privileged to have a committed workforce that has proved to be resilient in times of significant internal and external challenges, including responding to and managing the health needs of those affected by natural disaster such as Cyclone Pam and the more recent Manaro volcano disaster in Ambae.
In order to meet the complex challenges and health needs of our growing population, and to embrace new technologies and innovation in delivering quality health care to all citizens of Vanuatu, MoH needs to ensure their workforce is adequate in supply and appropriately skilled and supported.
MoH Emergency Mental Health and Psychosocial Support Response to Ambae The MoH vision for the future is to have an integrated and decentralized health system that promotes an effective, efficient and equitable health services for the good health and general wellbeing of all people in Vanuatu “ A key priority to realising this vision is to address workforce issues.
The MoH Workforce Plan outlines the challenges and issues and the strategies required to produce a sustainable workforce; one that is capable of delivering continuously high-quality health care to the people of Vanuatu.

It has been designed to meet overall MoH strategic and operational framework and aims to integrate with and support the goals and objectives of the NSDP 2016-2030, HSS (2017-2020) and achieve workforce growth in line with MoH organisational structure 2017-2030.
To effectively meet the increasing and shifting demands for health care across all provinces, MoH needs to have the capability within its workforce to achieve this.

This includes the capabilities required to implement effective workforce planning that ensures an adequate supply of appropriately qualified health workers are working in the right places, that is, where they are needed most.

MoH faces many challenges including workforce skills shortages and an ageing workforce.
Added to this, is the ability to meet the community’s needs and expectations and deliver quality health care within the financial constraints and limitations.

To address these and other workforce challenges, the Plan considers four (4) Priority Areas for Action to achieve having the right people with the right skills, undertaking the right tasks.

1.

Strengthen workforce capability and ensure skills are targeted to priority areas of need.

2.
2.

Strengthen Workforce planning, policy and hr management to achieve workforce growth targets and ensure a sufficient supply of skilled health and support workers to meet current and future health needs.

3 Build a positive supportive sustainable workplace culture that promotes honesty and integrity and enhances health care delivery, staff satisfaction, motivation and work performance.

4.
4.

Build organisation-wide leadership capability to ensure MoH is well placed to achieve its vision of an integrated and decentralized health system that promotes universal health coverage 1.
Introduction The Workforce Development Plan 2019-2025, referred to as the Plan in this document, follows on from 2 previous MoH workforce planning documents: • • Health Workforce Development Plan 1992 – 2006 (published in 1993) and Second Health Workforce Plan 2004 to 2013 (published in 2004) Both plans were not implemented contributing to the current staff shortage, particularly in the nursing cadre, and to the growth of the workforce in a responsive/ reactive way rather than an integrated and well-planned manner.
This Plan amalgamates the issues and recommendations identified in the previous plan with current information obtained through more recent consultation and research.

It has been designed to meet overall MoH strategic and operational framework and aims to integrate with and support the HSS (2017-2020) and NSDP 2016-2030.
Implementation of the Plan will require strong and committed leadership, good governance, access to accurate workforce data and a capable, skilled and committed workforce, particularly in the areas of HR, Planning and Finance.

The Plan will form the basis for ongoing evaluation of the health workforce, allowing changes to be measured over time and inform future decision-making.
Regular review of the Plan will enable the MoH to identify emerging issues that have an impact on health human resources and respond appropriately.

Since completion of the last workforce plan a number of significant developments have occurred that have guided the development of the new workforce plan.

MoH has embarked on a major organizational restructure to be implemented over a period of 14 years (2017-2030).
The restructure is an integral part of a MoH broader health services reform designed to support the MoH to realize its vision of an “integrated and decentralized health that promotes effective, efficient and equitable health services for the good health and general wellbeing of all people in Vanuatu.” (Implementation Plan 2017-2030).
Launch of the new MoH organisational Structure May 2017 system Although the new structure was designed to take MoH through to 2030 and identifies an additional 1,780 positions1, taking the total staffing from 977 on payroll (741 permanent 236 contract/project) to 2,521, the methodology used to calculate these future workforce requirements remains unclear.
Therefore, it is a reasonable assumption that the organisational structure will need to be modified as the workforce plan evolves, national and provincial health service plans are completed and priorities are determined based on key critical issues, emerging needs and available funding.

1 The additional positions 1,780 includes the 236 contract/project positions currently on payroll and included in vacancy lists.
The 1,780 plus the 741 permanent staff on payroll adds up to the organisational structure total of 2,521.
1 A new MoH Health Sector Strategy (HSS) 2017-2020 has been developed to meet the policy objectives of the National Sustainable Development Plan (2016-2030), Society Goal 3, “A healthy population that enjoys a high quality of physical, mental, spiritual and social well-being”, as follows: Ensure the population of Vanuatu has equitable access to affordable quality health care through the fair distribution of facilities that are suitable resourced and equipped.
Reduce the incidence of communicable and non-communicable diseases health and well-being.

Build health sector management capacity and systems to ensure the effective and efficient delivery of quality services that are aligned with national directives.

In seeking to meet these policy objectives the HSS is built upon 3 key strategic directions of:    Strengthening health service management and information systems.
Improving population access to health services through integrated planning, and fair allocation of resources.

Strengthening collaborative action across sectors and within the health sector to create a healthier environment and address major health issues.

MoH mission To protect and promote the health of all people in Vanuatu.
MoH values Consumer Focus - the first priority and concern in the provision of health care, Equity -Irrespective of culture, ethnicity, location, disability, age, gender, religious and political affiliation, all clients must be treated as equal, and according to their health needs.

Quality all health care activities will pursue high quality outcomes using safe and affordable interventions and the application of science and technology to maximize benefits to health while minimizing risks.
Integrity - committed to the highest ethical standards in the provision of care and will strive constantly for improvement Efficiency - cost – conscious, and aim to avoid wasting resources by achieving value for money In addition, the new salary scale (GRT) introduced in 2018 has meant a significant and long overdue increase in public service salaries.

This places increasing pressure on government to meet the additional costs and on MoH to is appropriately allocated and well ensure funding managed.
Building upon the HSS (2017-2020) the Workforce Plan will focus on the four (4) Priority Areas for Action outlined in the Plan.

A separate Medical Workforce plan is currently being developed and will be integrated into the broader plan once completed Ensuring effective implementation of the plan is everyone’s responsibility and requires strong leadership.
Ongoing monitoring of all aspects of the workforce Plan is critical to ensuring MoH becomes a workplace where people want to work and where staff are equipped with the qualifications and capabilities required to deliver quality health care services when and where they are needed.

2 2.

Overview of Vanuatu: its Communities and its Workforce The Republic of Vanuatu is an archipelago consisting of some 83 relatively small islands, 65 of which are inhabited, in the South Pacific Ocean.
Vanuatu has a population of approximately 272,4592 residents, the majority living in rural areas (204,710) spread across the islands that make up the 6 provinces of Vanuatu - Shefa, Sanma, Tafea, Penama, Malampa and Torba.

Vanuatu boasts 106 distinct languages and innumerable dialects making it one of the most culturally diverse countries on earth.

Out of the three official languages, Bislama is the most spoken in Vanuatu, followed by English, and then French.
There are over 115 distinct cultures spread across the inhabited islands which makes meeting the health needs of a largely rural population a significant challenge for Government and MoH.

As a nation, Vanuatu is still relatively young and unique, and is still locating its “postcolonial” identity.
Kastom way of life still exists in Vanuatu today and culture and traditional ways of doing things combined with a highly politicised public service often influence decisions and impact on workforce planning, governance and service delivery.

Finding a balance between respecting and maintaining traditions and culture (Kastom governance indigenous/local) and government is an ongoing challenge.

The region is subject to a range of natural threats including tropical cyclones, earthquakes and volcanic eruptions.
This is reflected by the country’s No.1 ranking on the World Risk Index.

In March 2015 Tropical Cyclone Pam struck Vanuatu causing significant damage and several deaths.

2.1 Demographic profile As of 31st December 2017, Vanuatu has a population of 272,459 with the annual population growth at 2.3% (Source: 2016 Mini Census Data - VNSO).
The most rapid growth is occurring in urban areas (2.6%), in Port Vila, Shefa province (3.4%) and Luganville, Sanma province (2.6%), suggesting a pattern of urban migration that is supported by other census data.

Rural areas experienced an average annual growth of 2.3% however there was considerable variation in growth between provinces, with Penama province demonstrating the slowest growth of 0.8% per annum.
According to the census data (Table 1) there are more males than females in most age groups in Vanuatu.

With males accounting for 51.3% of the population, and females 48.7%.

Children under-five make up approximately 14% of the total population.

2 2016 census Data -VNSO 3 Table 1.
Population Vanuatu - Mini census data 2016 Indicator Population Count Total population Males Females Population Characteristics (%)c Vanuatu Urban Rural Torba Sanmaa Penama Malampa Shefaa Tafea Number of children (<15 years) 104,561 2 1,547 83,014 4,179 20,765 1 3,497 16,443 3 2,607 17,070 Youth population (15-29 years) 70,042 2 1,271 48,771 2,460 14,105 6,789 8,786 2 9,077 8,825 Population aged 30-59 years 75,418 2 1,159 54,259 2,604 14,268 8,668 11,438 2 9,777 8,663 Older population (60 years and older) Median age Av.
annual popn growth rate (%) 16,534 2 ,832 13,702 632 3,007 2 ,380 3,330 4 ,944 2,241 20 2 3 19 19 19 19 20 23 19 2.3 2 .6 2.3 1 .2 2.6 0 .8 1.6 3 .4 2.0 Source: 2016 Mini Census Data - Vanuatu National Statistics Office (VNSO) (a) includes urban areas (Luganville and Port Vila respectively) Rapid population growth is a long-term trend in Vanuatu, with population increasing by over 25% over the last decade.
A high population growth rate places additional pressure on the Vanuatu economy as it seeks to accumulate more human and infrastructure capital to keep up with the needs of an increasing population.

The statistics indicate the need for increasing service provision at both ends of the age spectrum.

It also creates a significant challenge for the country’s health system.

This is especially the case with the sustained high birth rate.
In 2015, 3.3 babies were born per woman of child bearing age; little changed from the rate of 3.5 in 2009.

4 3.

Workforce planning process, principles and considerations Prior to the completion date of the last workforce plan (2013) a number of reviews and consultations were held.

The intention was to have a new workforce plan in place to guide MoH workforce development through to 2033, however despite good intentions this did not happen.
Several reports were produced and a recent analysis of these concluded that the information, including the issues and priorities previously identified, still holds significant relevance to the current MoH workforce environment.3 A Workforce Planning Working Group (WPWG) (Appendix A) was established in February 2018 and several consultations held with MoH staff.
(Appendix B) The information obtained during the 2013 and 2017/18 consultation and review process confirmed vast gaps in the implementation with little to no progress made on implementing the majority of recommendations and minimal change on the issues and actions in the previous workforce plan.
The Workforce Plan has been developed using the information from the previous plan, the reviews and the more recent consultations, and focuses on building the capability and productivity of the current workforce, planning for future workforce growth and developing a workplace culture led by strong leadership.
3.1 Principles of the Plan The Workforce plan is built upon the principles as set down in the Health Sector Strategy 2017-2020 as follows: • Universal Health Coverage (UHC) – ensuring that all citizens have equitable access to affordable health care, including emergency, curative and rehabilitative services, regardless of their age, gender, race, socio-economic status or where they live.
• Primary care (PHC) is the foundation of the health system and remains the core strategy for addressing most health issues.

• Responsibility for health requires multi-sectoral action – including partnerships with other government agencies, development partners, NGOs, the private sector and civil society.

• Health services should be ‘people-centred’ and the needs of disadvantaged and vulnerable populations, those with disabilities and victims of violence, must be addressed.
• The health system should provide a continuum of care, through integration of public health and curative services.

• Health services should be high quality and delivered in a cost–efficient way by staff with recognised skills and qualifications.
Advocacy and active community engagement is important in encouraging communities and individuals to be responsible for their own health 3.2 Considerations Public health services (MoH) operate within an environment where there are significant pressures on time, cost and resources, as well as political pressures and an increasing level of public scrutiny.
In determining the investment in the future MoH workforce a number of factors and influences need to be considered: The specific drivers for the development of this Plan include:  MoH is the only health provider providing country wide health care in Vanuatu.

To develop a reputation for quality, responsive health care, core skills need to be developed, retained, refreshed, and refined to meet changing demands.
There must be a continuing focus on enhancing clinical and administrative leadership and management capability at all levels of the organisation, from strategic decision making, to effective problem solving at the  3 Creating a Health Workforce Plan for Vanuatu for the period 2014-2033 (Norbert Dreesch WHO/STC ;Health Workforce Planning in Vanuatu: Current situation and options for future support (Bronwyn Fields May 2009);Review of Human Resources in the Health Sector Concept Note ;Vanuatu HR Sector Planning support ( James Buchanan 2011) 5  front line.
Leaders and managers need to understand what is required of them to enable them to work together and share ideas across the organisation to support MoH strategic and operational objectives The Plan is to be viewed as a dynamic, fluid process and as such requires key leaders to ensure that it is implemented in a timely and consistent manner.

To ensure this a Workforce Planning Working Group will oversee the Plan’s implementation across the various Directorates, and will ensure appropriate support provided.
  MoH has a responsibility to the citizens of Vanuatu to lead by example and operate within the values that it strives to uphold including integrity, transparency and accountability.

Management must be committed to the organisation’s values, and visibly demonstrate ethical behaviours, as well as appropriately manage the work practices and behaviours of their staff.
The community is increasingly aware of their rights and MoH need to plan ways to consult and involve community more in public health related matters.
Accordingly, MoH needs to ensure openness in its communications, and be skilled in consultation and negotiation Increasing competition for funding within a limited government budget, combined with growing demands and expectations on an already stretched health service requires innovation and a willingness to challenge traditional ways of undertaking work practices   Unlike many countries alternative health related employment options are limited in Vanuatu therefore staff retention is high.
MoH needs to ensure that staff are not taken for granted and must endeavour to create conditions under which MoH is seen as a desirable place to work where people are motivated and committed.

Successful and full implementation of the Plan will only be achieved if it is viewed as being everyone’s responsibility, with each staff member being provided opportunity to engage in the process including evaluation of the outcomes.
 3.3 Assumptions A number of assumptions guide the development of the Workforce Plan.

Key assumptions include:   The population will continue to grow at 2.3% per annum for the planning period; Funding will be prioritised by the MOH Executive at a minimum allocation of 110 Million Vatu per financial year to meet training commitments and requirements and align with NSDP targets for 2020, 2025 and 2030 for employment of staff.

 Optimal personnel to budget ratio is recognised to be 60:40.
   The Workforce plan will align with the Corporate Services Plan and National/Provincial health Services Plans (to be developed) The new organisational structure may require changes as evidence-based workforce planning occurs The shortage of qualified local nurses will continue for the planning period requiring MoH to explore alternative options including extending retirement age for eligible and qualified nurses and external sourcing options such as overseas recruitment.
 Natural disasters and climate change related events will continue to threaten Vanuatu with the potential   to impact on health service planning and delivery.
The burden of disease through NCD’s will continue to place increasing pressure on health systems The government and MoH will ensure Primary health care, including community health services remains a priority and allocate budget accordingly  Donor support for the health sector will be maintained at least at the current level of approximately 21%  MoH Executive will embrace all aspects of the workforce plan and drive its implementation  All service levels and associated health professional staffing requirements to provide packages of health care will be clearly defined in the Role Delineation Policy  Distribution of health professionals is to be considered at national and provincial level and equitable  access to health services remains a driver for priority of workforce placement Training timeframes for clinical staff (inclusive internships) remains a critical factor for planning to increase the clinical workforce  MOH will support in service training of staff utilising traditional and innovative training methods where accessible.
These assumptions have significant implications for the strategic directions of the Workforce Plan.

6 Given the projected increase in the future workforce numbers as defined in the new organisational structure and the financial constraints, it is unrealistic to expect that the MoH will be able to grow its workforce to this level.
This has necessitated an approach to workforce planning that seeks to: • Increase the efficient utilization of the current MoH workforce, including to better match the workforce to the health service needs of the people (through, for example, targeting skills to where they are needed most and multiskilling of staff working in rural areas); • Improve the technical and leadership capabilities and productivity of the current workforce; • Improve workforce policy, planning and hr management functions to better plan for workforce growth The foundation to achieving the above is a supportive and positive workplace culture where people are valued and rewarded and feel motivated and committed to delivering quality people centred health services.
3.4 Challenges The workforce profile of MoH is likely to change significantly over the next decade.

MoH is potentially facing a substantial loss of experienced, and skilled senior staff.

Additionally, the population is ageing, and the organisation will be left with workforce gaps if succession planning is not addressed.
The rapid increase in non-communicable diseases creates a greater need for primary and preventive care and a generalist workforce with skills and knowledge to manage patients with a broad range of conditions and in a community health setting.

Alternative health services are almost non-existent as MoH is the only large health service employer.
Regardless of its hold on the delivery of health services MoH needs to ensure it becomes a place where people seek to work and where the culture of quality people centred services is re-enforced.

Work patterns are also likely to be very different, with people looking for more flexible workplace arrangements.
The rigid and inflexible work patterns currently dictated by the OPSC will need to be challenged in order to meet future need of both the health services and lifestyle patterns and enable staff to have a more balanced work/ life situation, however before this can occur MoH needs to address the organisational culture and specifically the areas of leadership, management, governance and the central place of patients and community health needs.
Organisational culture – workplace culture is critical to the success or failure of any organisation even more so in a health service delivery organisation.

A strong supportive organisational culture that values its people, encourages and supports continuous learning and creates a strong sense of services to the population can affect the overall performance of the organisation and inspire and motivate staff to improve performance resulting in better health service delivery for the community.
Workforce shortages are seen as one of the major factors limiting the fair distribution of health services.

Many public health facilities are understaﬀed, particularly in rural areas, and some are not staﬀed at all, resulting in a misleading impression on the delivery and effective availability of health services.

While the medical workforce is increasing in size and oﬀers the chance to place more doctors in provincial settings, most new doctors are either quite inexperienced or refuse to go to provinces.
This reluctance for rural posting is re-enforced since the support for medical staff allocated in the rural and remote area is non-existent.

This will be addressed in the MoH Medical Workforce plan.

MoH may need to radically change how some services are provided in rural outpost and find new ways of staffing these health centres such as scheduled time tables for certain staff like dental, mental health, nutrition etc).
The lack of workforce planning and management has contributed to the current staff shortages and resulted in a reactive rather than planned and systematic approach to recruitment, creating the gap between staﬃng requirements and available workforce, particularly in nursing.

Access to accurate workforce data to inform planning continues to be a major contributing factor and needs to be addressed.
7 Knowledge, skills and capability - To enable innovation and transformation in the delivery of health care, investment in workforce capability is needed.

This will ensure staff have the knowledge, skills and capabilities to effectively undertake their role and will build MoH ability to attract the right people.
The current skills deficit across a range of areas, particularly in areas of leadership and management impact on work performance which in turns effects the capacity to deliver quality health services.

The lack of strong leadership and good management is seen as one of the primary causes of many of the workforce challenges facing MoH.
For example, most people appointed to management positions within do not have management qualiﬁcations or experience, even though they may be highly skilled health professionals in their chosen field.

There is also a need to adopt a more systematic approach to developing specialist skills in clinical services and primary healthcare.

In particular, the growing need for more specialist nursing roles [e.g.
midwives, nurse practitioners, public health nurse, diabetes educators, mental health nurses, surgical nurses, critical care nurses].

Governance is weak with a lack of oversight of the performance of the health sector and little coordinated reporting of health service outputs, financial information and business planning activities.

This has resulted in limited understanding of how resources are being utilised.
Governance needs to be strengthened to ensure accountability for how MoH plan, manage and deliver services in to the future.

There is a mismatch between Government policy (NSDP 2016-2030) and health expenditure.

Resource allocation is currently skewed towards curative services particularly those at Vila Central Hospital (VCH) which acts against the policy commitment to Primary health care.
Public health expenditure has remained static or declined slightly over the past ﬁve (5) years, and as more funding has ﬂowed to hospitals, the PHC share has fallen.

If UHC is to be achieved this imbalance needs to be addressed.

Information systems have improved and a large amount of data is being collected however variations exist between provinces in their consistency to report and also on the accuracy of the data collected.
There is a lack of or limited analysis leading to minimal ﬂow of information back to staﬀ managing and delivering services, and for use in planning and decision making.

The lack of feed-back and use of the data to the lower level that initiated the work and data collection does not motivate the staff to improve the quality of both data collection and reporting.
There is limited integration of curative and public health services with separate ‘silos’ leading to poor coordination and ineﬃciencies in resources, including human resource use.

There are some models (like Integrated Management of Childhood Illness (IMCI), Malaria Program) that work well to link up separate parts of the system to provide a ‘continuum of care’, but this area needs more attention, particularly for people with complex and chronic health needs.
With a small and geographically dispersed population, the need for a clear health services coverage plan that integrates services is essential in Vanuatu.

The model of more specialised and “vertical” services is detrimental to the effective and cost-effective delivery of services.

Performance Management and Development (PMDS).

Staff need to be clear about the expectations and responsibilities of their jobs and supported and managed to ensure optimal work performance.
PMDS needs to be integrated with learning and development and other key planning and health services delivery activities and performance management strategies undertaken to address performance issues.

Operational management of workforce staff accruals have been an increasing problem challenging the capacity of MoH to manage the rising costs.

It is vital that leave policies are implemented to reduce leave balances and align entitlements with the prescribed levels.
Scope of practice for health workforce professionals.

New health care approaches need to be explored based on the current and future health needs for example outreach models to meet the needs of remote communities, will require review and redesign of roles, models of care and new innovative ways of working.

MoH must prepare to meet these challenges by having the workforce capability to respond.
The workforce will need to include more and different skills in meeting the challenges facing the health needs particularly those of rural communities.

It is imperative that MoH prepares for how it will attract, recruit, and retain the skilled work force it will need for the future.

8 4.
8 4.

Health Demographics Vanuatu has made good progress with life expectancy increasing to 69.6 and 72.7 years for males and females, respectively (VNSO, National Population and Housing Census) People are living longer, but the country now faces the dual challenges of dealing with both communicable diseases and the rapidly growing incidence of Non-Communicable Disease (NCD), notably diabetes and hypertension.
Emerging needs Vanuatu, like other countries in the region faces a "triple burden" of disease: communicable diseases such as dengue, combined with increasing rates of non-communicable diseases and the effects of climate change, add to the region’s already complex health challenges.
At all levels of the health system and in the community, people are concerned about the rising impacts of NCDs, largely influenced by dietary changes, increased alcohol consumption, rural to urban migration and foreign influences.

Premature death and increasing levels of disability – e.g.

stroke, amputation, blindness and mental illness present new challenges for the health system as the costs of managing the NCD crisis are huge and growing daily.

(HSS 2017).

Figure 1.


Burden of Disease by Cause 1990 – 2015 (Source: Institute for Health Metrics and Evaluation database, 2016) The 2011 NCD STEPS survey for Vanuatu (World Health Organisation, 2013) showed that 19% of the adult Ni-Vanuatu population were obese and 29% had high blood pressure.

These rates are reported to have increased over the past decade.

High blood sugar levels are also increasingly common.
Treatment for diabetes is often delayed until traditional remedies have failed and diabetic related amputations are rising.

Data collected by HIS (2016) indicates 26,531 new cases of NCD’s reported with the majority (60%) being female.

The Millennium Development Goal (MDG) 6 was met, with a reduction in deaths from malaria, from 1.6 per 100,000 in 1990 to 0 in 2014, and tuberculosis (TB), from 17.0 per 100,000 in 2000 to 6.4 per 100,000 in 2015 4.
Water supply has improved with 90% of people now have improved water supply, but almost half the population does not have proper sanitation.

The lack of proper sanitation facilities along with poor personal hygiene, aids the spread of infectious diseases such as TB, Acute Respiratory Infection (ARI), diarrhoea and skin diseases.

In other key areas, reported health outcomes have not been as positive.
Infant mortality and under five mortality have plateaued since the turn of the century, mainly from preventable causes, with some links to limitations on the number of skilled health workers providing maternal child health services across the country.

The infant mortality rate (IMR) measured 23 per 1,000 live births in 2015 – down by only one from 24 per 1,000 live births in 2000.

(Source: World bank data) 4 World Malaria Report 2015, WHO.
TB statistics (Global Tuberculosis Report 2016, WHO) 9 Childhood immunization coverage is improving, with coverage of the third Diphtheria, Pertussis (Whooping Cough), and Tetanus (DPT) dose at 81% in 2016, up from 55% in 2013.

This is a marked improvement but it is short of the target of 90%+.

The following table, shows NCD related issues featuring in the top 2 causes for death and again through serials five (5) to seven (7) out of the top 10 causes of death over the last 25 years.
The concern for the health sector relates to the upwards trend in cardiovascular disease and diabetes, both preventable through reinforcement of PHC initiatives and addressed through a competent frontline workforce being established and maintained.

Table 2.
Table 2.

MOH Trend of Risk Factors for Vanuatu (1990 – 2015) Rank Risk Factor 1990 2000 2010 2015 Trend DALY Lost Share Cardiovascular Diseases 18% 19% 20% 21% Increase Diabetes, urogenital, blood and endocrine diseases 6% 7% 10% 10% Increase – Plateau Diarrhoea.
Lower respiratory, and other common infectious diseases 18% 14% 11% 9% Decrease Neonatal disorders 10% 10% Other Non-Communicable Diseases 6% 7% Cancer 5% 5% Chronic respiratory diseases 7% 6% Musculoskeletal disorders 3% 4% Mental and substance used disorders 4% 4% 10 Neurological disorders 2% 2% 8% 7% 6% 6% 4% 4% 2% 7% 7% 6% 6% 5% 4% 2% Plateau – Decrease Plateau Increase – Plateau Plateau Increase Plateau Plateau The disability-adjusted life year (DALY) is a measure of overall disease burden, expressed as the number of years lost due to ill-health, disability or early death.
One DALY can be thought of as one lost year of "healthy" life.

The sum of these DALYs across the population, or the burden of disease, can be thought of as a measurement of the gap.

Also, at a regional level, pneumonia and diarrhoea are among the top three killers for children under 5 years of age.

For women in Vanuatu, cervical cancer is a growing concern where the crude incidence rate is 15.4 per 100 000 women.
However, as Vanuatu is in the early stages of registering cancers and surveillance is still weak, the real incidence might be higher.

Cervical cancer has been identified by the Pacific Leaders as a regional priority in both 2015 and 2016 Pacific Leaders Forum.

This is due to the high incidence rate of cervical cancer amongst Pacific women, with approximately 1,257 cases each year and up to 684 deaths across the region.
Cervical cancer, pneumonia and diarrhoea are all largely preventable through ‘new’ vaccines (i) human papilloma vaccine (HPV) (ii) pneumococcal conjugate vaccine (PCV) and (iii) rotavirus vaccine (RV).

MoH continues to make concerted efforts to tackle the health issues and while some progress has been made the rapid rise of NCD’s will continue to present additional health challenges.

10 Dealing with these new challenges needs to be seen as a priority for MoH.
Current staff (hospital and community based) need to be equipped with knowledge, understanding and skills, and additional qualified staff need to be employed to fill the workforce gaps, particularly in the remote rural areas.

Health promotion activities require a multilayered, proactive approach reaching out across all provinces including remote areas, with a focus on all age groups.
4.1 Health services and utilisation Health services in Vanuatu can be described in the context of central (National), Provincial and Community settings with different levels of health care being provided under a Community Care to Tertiary Health Care System.

Community Care - Provided through Community Health Services (CHS) with a functional Village Health Worker framework in place throughout all provinces.
Facilities are not under management of the GoV, nor are Village Health Workers (VHWs) considered employees of the GoV.

Primary Health Care – Also provided through Community Health Services with services delivered at Dispensary and Health Centre level (MoH asset descriptors).

Health Clinics are generally NGO, or Church run facilities which operate under MoU with the MoH.

Municipal Dispensaries are show as Government facilities but operate within urban areas.
Secondary Health Care – Provided at provincial hospital level in four provinces (Tafea, Penama, Malampa and Torba) with focus on general clinical services and essential trauma care, child health and nutrition, communicable disease, sexual and reproductive health, maternal and new born health, non-communicable disease including mental health and environmental health.
Tertiary Health Care – Provided at Regional and national referral hospital level in two provinces (Sanma and Shefa) through Northern Provincial Hospital (NPH) and Vila Central Hospital (VCH).

NPH is listed as a regional referral hospital for Northern provinces and VCH as the national referral hospital for the country.

4.1.1 Health facilities According to the Master Health Facility List below, Vanuatu has a network of 6 hospitals, 35 health centres, 91 dispensaries and 202 functioning aid posts.
The majority of facilities (85%) are in rural locations serving the country’s many highly dispersed villages and local communities.

Some villages are extremely remote, being many hours’ journey by boat or on foot from the nearest health facility.

The current distribution of health facilities which are listed as open are shown in the following table.

Table 3.
Master Health Facility List (2017) Facilities Master List National Administration Provincial Administration Hospital Health Centre Dispensary Municipal Clinic Other Tafea Shefa Malampa Penama Sanma Torba Total MOH In addition to the formal health facilities, 202 functioning Aid Posts are established around the country with Village Health Workers (VHWs) providing community care as part of a Primary Health Care (PHC) package.
Aid Posts are not owned by the GoV nor maintained through health sector budgets and VHWs are volunteers, supported through training and administration offered by the MOH.

The facilities are owned by the community with functioning Aid post committees in place and are a critical component of the overall PHC approach.

The intention, for some time, has been to bring the VHW’s into the MoH workforce, however no serious planning has taken place to progress this.
11 The RDP 2017-2030 sets staffing standards for primary care facilities based on:  The types of services to be provided, including the expectations for mobile outreach and supervision and previous staffing standards developed for the RDP (2004) and the MoH Organizational Structure for 2017 – 2030.

The staff cadres and levels required at each facility level are summarized in Table 4 below.
Table 4: Staffing requirements by primary care facility Village Health Worker  Facility Aid Post Dispensary Remote Dispensary Health Centre Registered Nurse Midwife Nurse practitioner Nurse Aide Handyman Driver           The shortage of nurses combined with budgetary constraints and inadequate workforce planning means that many health centers fall short of the recommended staffing levels and some remain closed.
The MoH Organisational Structure 2017-2030 assigns Medical Officers to some Health Centers however given the existing budgetary constraints and the shortage of trained medical officers it is unlikely that Medical Officers will be employed in the near future.

This highlights the importance of developing a robust outreach model to ensure delivery of complete health services in the rural communities.
4.1.2 Health service utilisation The exact utilisation of health services is difficult to quantify due to incomplete data.

Outpatient According to MoH HIS data (2016) a total of 495,322 outpatient consultations were conducted via hospitals, health centres and dispensaries) including specialist clinics in 2016.

Table 5 shows the number of consultations reported by facility type and province.
Shefa and Sanma figures reflect the fact that the two major referral hospitals attract larger proportions of the population seeking specialist healthcare.

Table 5.
Number of outpatient consultations reported per province, by facility type, 2016 Facility type Malampa Penama Sanma Shefa Tafea Torba National Aid Posts: 7,177 13,052 7,253 19,922 15,890 1,765 65,059 Health Centres/ Dispensaries: OPD & Emergency: Specialist Clinics: Hospitals (Total): 33,138 40,613 83,719 78,889 20,006 10,914 267,279 4,779 4,537 9,316 3,879 1,347 5,226 18,755 14,216 32,971 37,434 54,695 92,129 15,540 4,375 19,915 3,427 83,814 0 3,427 79,170 162,984 All Facilities: 49,631 58,891 123,943 190,940 55,811 16,106 495,322 HIS Data - Number of outpatient consultations reported per province, by facility type, 2016 12 Inpatient Admissions The number of reported inpatient admissions for 2017 is less when compared to the previous two years.
A decrease at Norsup Hospital may be due to absence of a Doctor for several years now and also not having a HIS officer during 2017.

With the exception of Penama provinces, hospitals accepted a far greater number of patients in 2017 than all of the health centres and dispensaries combined.

This is not surprising given they are better equipped and designed to manage inpatients compared to health centres and dispensaries.
In Penama, the geographical location of Lolowai Hospital and the population density of Pentecost Island makes access to the hospital more difficult plus there are several health centres with significant capacity to care for inpatients.

Lolowai Hospitals reported 42% of all inpatient admissions to facilities in Penama.

Similarly, the Qatvaes (Sola) facility in Torba admits a smaller proportion of the overall inpatients for the province because of its geography and size.
Although Qatvaes has relatively fewer beds and a smaller capacity for accommodating inpatients, it still accepts a large proportion of admissions for the province, approximately 30%.

Figure 2.
Figure 2.

Number of Inpatient Admissions per Province (Disag by Facility) 2017 8000 6000 4000 2000 0 Malampa Penama Sanma Shefa Tafea Torba Health Centers/Dispensaries Hospitals Understandably the inpatient load is greatest at the large referral hospitals in Sanma (NPH) and Shefa (VCH) hospitals where patients are regularly accepted from other provinces for treatment and care, and where there are more resources to accommodate patients.
Table 6.Inpatient Admissions by Province (Disag by Type of Facility) Facility Type Malampa Penama Sanma Shefa Tafea Torba National Health Centres/Dispensaries Hospitals Total Inpatient Admission 462 1263 1725 1230 903 2133 572 3353 3925 404 7407 7811 295 1978 2273 105 44 149 3068 14948 18016 13 5.

Current Workforce One of the main roadblocks to effective workforce planning has been the ability to obtain accurate and consistent workforce data.
It is critical that this is addressed as a priority within the implementation of the workforce plan.

The following workforce data was obtained from the June 2018 Employee payroll , HRMDU5, and HRMIS6 however it is important to note that a number of additional staffs may be engaged under contract but have not yet been added to the payroll system further reinforcing the need to improve workforce data management.

5.

1 Workforce size As at June 30th 2018 MoH listed 977 includes staff on payroll.
This approximately 741 permanent staff and 236 contract or project staff.

Although currently on payroll the 236 contract staff are included in the current vacancy list with plans for some to be absorbed into MoH staffing, some to come across on the and direct remaining will be advertised.

appointment Table 7.

Workforce Summary.

Source: MoH Employee payroll.


HRMDU database Cadre Doctors Allied health Nurses Nurse Aides Support Staff * Directors & DG Interns * Total Total 39 63 408 130 248 4 85 977 Female 33% 38% 60% 45% 0% Male 68% 62% 40% 55% 100% * Support staff include positions that support the planning, administration, delivery and maintenance of health services such as secretarial, management, IT, health information, hr, finance, assets, cleaning, catering etc.
* Interns include all interns including medical (34), nursing (30), allied (14) and public health (7).

5.2 Workforce deployment MoH staff are deployed over 3 directorates; Directorate Corporate Services Policy and Planning, Directorate Public Health and Directorate Hospitals and Curative Services.
MoH employs staff across a range of cadres including staff with health qualifications, those with technical qualifications, such as in finance, IT or management, and those with work skills in support areas such as laundry, maintenance and cleaning.

A number of staffs with health qualifications are employed in administrative or management roles, where their health qualifications may or may not be fully utilized.

5 MoH Employee payroll June 2018 and reviewed by HRMDU 6 HRMIS April 2018 14 Total No.
of MoH staff as per cost centre June 2018 & E V I T A R U C A Q 1 6 S L A T I P S O H Y V / A V 1 6 4 Cuban e r d a C r e p L A T O T 39 ( 13 expat inc Cuban) Table 8.
S E R D A C Doctors Dentists Radiology Laboratory Other Allied Nurse Practitioner Senior Midwife Midwife Senior Nurse Registered Nurse Nurse Aides Intern doctors Intern Allied Intern Lab Intern Nurses Intern PH officers Intern Dentists Intern radiology Support Staff Director Director General Total staff H C V – B R 1 6 21 4 8 14 11 5 9 4 43 41 22 34 2 8 10 2 2 58 A F E H S - H R 1 6 I E C N V O R P L E K A N E L - 11 4 2 2 2 0 19 7 3 1 1 11 11 I A W O L O L - - 10 9 2 3 0 3 2 26 11 3 1 5 5 27 24 H P N - B S Breakdown of staff distribution is shown by cost centre.
Source: MoH Employee payroll June 2018.

15 5.3 Descriptive information by category 5.3.1 Nurses Nurses, including midwives nurse practitioners and nurse aides and intern nurses, make up the largest proportion (58%) of the health workforce.

They are the primary service providers for the majority of the population, through their work in Dispensaries and Health Centres.

They also provide much of the day-to-day care to patients in Hospitals.
Registered Nurses - There are approximately 305 registered nurses, working in MoH in hospitals and community health settings.

Midwives - The MoH employs 64 midwives, who work in both community and hospital settings.

In Health Centres, midwives provide a wide range of maternal and child health Services.

In addition, midwives participate in the provision of general health services to the community, including after-hours emergency services to men, women and children.
In hospitals, midwives work in the maternity ward under the direction of doctors, providing care during labor and delivery and in the immediate postnatal period.

Nurse Practitioners - Nurse practitioners work as senior health service providers in Health Centres and in certain areas within Hospitals.

They provide assessment and clinical management of patients, as well as community health services.

They participate in on-call rosters to ensure 24-hour health service coverage.
The MoH employs 39 nurse practitioners.

Nurse practitioners are often in-charge of Outpatient areas in hospitals, and in smaller hospitals may be the most senior health worker present in the absence of the doctor.

Nursing qualifications Table 9 shows the nursing qualifications and breakdown of nursing staff working in hospitals, community health, public health, planning and administration and training and development.
Four hundred and thirty- eight (438) staff have a Diploma of Nursing and one hundred and twenty-four (124) of these have obtained additional qualifications.

Table 9.

MoH Nurse Qualifications as at June 2018.

Source: HRMDU database Qualifications held by Nurses Hospital Community health Public health Planning & Admin.
Diploma of Nursing 225 164 8 Additional qualifications held by Nurses Advanced Certificate in NP and Midwifery Postgraduate certificate Midwifery Post Graduate Diploma in Midwifery Postgraduate Certificate Nurse practitioner Bachelor in Emergency Nursing Post Graduate Certificate in Anaesthesia Post graduate certificate in ICU Nursing – Post Graduate certificate in Paediatric Nursing - Post Graduate diploma in Mental Health Nursing Post Graduate Diploma in Primary Eye care Bachelor of Clinical Nursing (Child Health) Bachelor in Public Health Masters in Midwifery Post graduate Certificate in Health Management Masters in Nursing Education Diploma of Teaching 12 22 10 12 1 3 1 1 2 4 2 8 19 4 10 1 2 1 3 1 1 1 1 Training and Developmen t 38 Total 438 1 1 3 20 42 15 22 1 3 1 1 2 6 2 3 1 1 1 3 16 5.3.2 Doctors As stated earlier a separate medical workforce plan is being developed by Aspen Medical and will be integrated within the broader workforce plan once competed.
Based on MoH payroll data June 2018 there are 26 local doctors employed by the MoH.

An expatriate medical workforce of 13 doctors currently supplements the local supply of ni-Vanuatu doctors.

In addition, visiting specialist health teams visit Vanuatu regularly, providing services in fields such as diabetes, orthopaedics, plastic surgery, ophthalmology, heart care, and ear, nose and throat.
It is important to note that the majority, 21 of the total of 39 doctors (local and expat), are located at Vila Central Hospital which is an issue that needs to be addressed in the immediate future.

The (Draft) Medical Workforce Plan identifies that a sustainable medical workforce requires an average of 2 students to enter into a medical training program each year and a maximum of 3 intern positions be offered by Ministry of Health each year.
5.3.3 Dentists and other oral health workers There are 8 dentists working in Vanuatu for the MoH.

Four (4) at VCH, three (3) at NPH and one (1) at Norsup Hospital.

There are ten (10) oral health including dental technicians, dental workers therapists, hygienist and consultant working across VCH, NPH and in the health promotion unit.
5.3.4 Allied health workers The allied health workforce includes staff working in diagnostic services such as laboratory and radiology, those working in rehabilitation or in dietetics.

A total of sixty-three (63) staff are employed in the allied health area.

5.3.5 Pharmacists There are five (5) pharmacists’ positions and seven (7) dispensers employed by MoH.

One of the pharmacists is currently occupies the Principal Pharmacist position located at Port Vila national.
5.4 Distribution of health workers Obtaining accurate numbers on the current number of health workers is challenging due to inadequate workforce data systems and management.

Based on the MoH employee payroll June 2018 there are approximately 440 health workers (Doctors, nurses, midwives) including approximately one hundred and one (101) health workers on contract.

This equates to approximately 16.17 per 10,000 population including contract positions.
In 2016, WHO recommended that 45 health worker (doctors, nurses and midwives) per 10,000 population will be needed in order to meet the Sustainable Development Goal (SDG) population needs by 2030.

This figure has been provided by WHO with the caveat that the contextual situation in Vanuatu needs to be reviewed to see whether this is possible or required.
It is important to note that Doctors, Midwives, Nurse practitioners and Registered Nurses are used in this definition, however Nurse Aides are not (as they are not registered as nurses).

17 The MoH HSS (2017-2020) sets a target of 24 health worker per 10,000 population by the year 2020 which would total approximately 698 health workers for a projected population of approximately 291,000 (2.3%growth).

This equates to approximately 260 additional health workers by 2020.

6.
6.

Current vacancies The new organisational structure identifies an additional 1,780 permanent positions.

Approximately 236 of those vacant positions have been occupied by workers on a contract basis, many people being kept on contract for many years.

To fill every position in the organisation structure by 2030 would require MoH to recruit an average of approximately 127 new staff each year which in the current fiscal environment is highly unlikely.
In addition, the structure reflects more “aspirational” targets than evidence and needs based targets so it is a reasonable assumption that the structure will need to be reviewed and modified as the workforce plan evolves, national and provincial health service plans and RDP are completed and priorities are determined based on key critical issues, emerging needs and available funding.
The organisational structure has 2,521 approved positions with 977 (741 permanent and 236 contract/project) currently on payroll as at June 2018.

Vacancies are listed as 1,780 which includes the current 236 contract and project positions on payroll.

Vacancy breakdown (Organisational Structure 2017-2030) Table 10 shows the current vacancies under the new structure per cadres also per Cost centre.

A complete listing is included in Appendix F Org Structure Vacant positions.

Table 10.
Table 10.

Vacant positions as per Organisational Structure 2017-2030 Cadres Doctors Dental Corporate & Curative Allied Public health staff NURSES NA Support Total Vacant positions 198 28 66 160 232 535 (455 RN, 80 MW) 134 427 1,780 The organisational structure shows five hundred and thirty-five (535) vacant nurse positions.

Based on the list provided this consists of four hundred and fifty five (455) registered nurses and eighty (80) midwives.
COST CENTRE 61VA Corporate services 61BA DG office 61QA Director Curative 61VW CMS 61VY VCNE 61UA Public Health S1RG Lenakel Hospital 61RI Tafea PH 61RH Shefa CH 61RB VCH 61SB NPH 61SI Sanma CH 61SD Torba Hospital 61 SH Torba CH 61SK Malampa CH 61SF Norsup 61SG Lolowai 61SJ Penama CH Total Vacancies Nurse The capacity of the MoH to fill these nursing vacancies is limited to the available pool of applicants which locally is almost nil until further training occurs.
There are approximately 32 general nurses graduating in July 2019, but after this graduation there will be no more until at July 2020 when an additional 40 will graduate.

Once VCNE implement the Bachelor of Nursing it is anticipated that there will be an intake of up to forty (40) students each course.

Based on these estimates approximately three hundred and twenty (320) Bachelor of Nursing students could graduate by 2030, not considering withdrawal or failure which on average is estimated at 10%.
This still falls short of the organisational structure vacancies of (455) for registered nurses.

MoH needs to consider alternative options to address the critical and worsening nursing shortage.

18 Plans are underway to bring in seventy-three (73) Solomon island nurses to work in hospital and community health setting for up to 2 years however there have been delays in moving forward with this.
Discussions are also underway with Training Scholarship Coordination Unit (TSCU) to try and secure additional nursing and other medical scholarships to address the critical shortage in priority areas however at the very least, completion of training to graduation takes 3 years.

Filling vacancies for medical doctors, particularly specialists, and for allied health workers such as laboratory technicians, is very difficult and will be addressed in detail in the medical workforce plan.
Workforce planning must also address the current planning, recruitment and placement of newly trained qualified health workers to ensure a smooth transition into the workforce.

Intern placements need to be planned in advance to avoid delays and ensure they commence work soon after they graduate.

This requires forward planning in advance of their return from training, identifying the appropriate post and allocating budget for salary and allowances.

7.
7.

Issues human resource management and development 7.1 Human resource management issues Human resource management is everyone’s responsibility and needs strengthening at all levels of the system.

Under the new structure, the MoH has a Human Resource Management and Development Unit (HRMDU) which consists of human resource management functions (HRM) and human resource development (HRD) functions.

The HRM&D Unit has a total of 10 positions however four (4) of these remain vacant.
Given the significant increase in workload, particularly for HRM in recruitment, there is an urgency to fill these positions to ensure the timely and efficient implementation of the organisational structure.

There is a need to standardize conditions of employment within the framework of the public service structure.
Recruitment and promotion based on qualifications and merit; appropriate utilization of permanent, daily rated, contract and temporary staff classifications; grading of posts and career pathways are all areas that could be improved within the MoH.

There is no flexibility of employment of permanent staff within the MoH.

For example there are no part time permanent.


At present there is no relief staff to cover sick leave, maternity leave, annual leave, study leave or other planned or emergency absences of staff.

This creates significant hardship for the remaining staff, particularly in smaller facilities.

There is the potential for better utilization of staff to help cover staff absences and variations that occur in workload.
The current HRMIS system has the capacity to provide good human resource data and be expanded to include other relevant hr information however it is not maintained and information is inaccurate resulting in poor hr planning and misinformation.

The current recording and filing of hr information also requires improving to ensure information is maintained and accessible.

New systems are required and staff training and supervision strengthened.
Managers at all levels require skills in human resource management appropriate to the size and complexity of the facility or department they are responsible for.

Supervisory and disciplinary activities need to be strengthened as a part of an overall strategy to increase staff motivation and improve staff performance and productivity.
Allocation and distribution of staff based on both health service needs and not individual preference needs to be reinforced by ensuring appropriate disciplinary measures are taken if staff fail to present regularly for work at their allocated workplace.
Accurate information on staff attrition is not available, however it is accurate to say that staff attrition based on retirement has historically been low, largely due to the inability of the government to fund termination payments for retiring staff when they reach 55.

19 Table 11.

MoH staff attrition.
Source: Smartstream F 2 0 1 7 M 2 0 1 6 F M 2 0 1 5 F M Age Retirement 149 96 53 4 3 Death 3 Resignation - Terminated 15 2 - 9 1 1 2 2 2 2 1 1 - - 6 28 13 15 12 2 10 There is no accurate data on medical retirements however a small number (3) are known to have retired on medical grounds in the last 12 months and with the increasing rates of non-communicable diseases, such as diabetes and hypertension in the older adult population, there is a concern that medical retirements may increase.
Total 161 107 60 33 16 17 16 6 10 There has also been a slight rise in the number of staff terminations on disciplinary grounds however Smartstream, does not identify this category separately so accurate number are not available.

Due to a lack of adherence to the performance management system and the requirements of the Public Service Act, and a lack of adherence to staff disciplinary policy and procedures several dismissals have resulted in an increase in legal cases for MoH.
The Smartstream system shows that between the period 2011 - 2014 there was a large number of terminations (221), however this was due to the ending of contracts for Solomon island nurses and various project staff.

Retaining quality staff so that they remain committed and motivated is also part of workforce planning that needs to be addressed.
Establishing appropriate career paths for all health cadres is an important aspect of retaining staff, as well as providing them with realistic, equitable expectations regarding promotion and access to further training as they progress in their career.

7.1.1 Ageing workforce Limitations of the government personnel databases, particularly related to date of birth, make it difficult to accurately project the staff retirements.
Until 2017 the inability of Vanuatu government to pay staff their retirement entitlements meant that staff have continued to work well beyond the compulsory public service retirement age of 55 years and into their 60/s.

This resulted in a large number of staff having to retire at the same time on 31st December 2017.
Within this group eighty (80) MoH staff (57.97%) were clinical or nursing staff, six (6) (4.35%) were Public Health Staff and forty-four (44) (31.88%) were support staff including corporate staff members.

A total of eighty-nine (89) females (64.49%) and forty- nine (49) males (35.51%) retired.

The lack of workforce planning meant that fifty-one (51) of the staff that retired in 2017 had to be rehired to fill the workforce shortages.
Due to the shortage of skilled nurses available thirty seven (37) retired nurses were rehired on contract at the beginning of 2017 along with an additional fourteen (14) corporate and other support staff.

According to HRMIS data approximately 150 staff will retire between 2018 -2025 with eighty (80) of those being nursing staff including nurse aides.
20 Table 12 Projected retirements 2018-2025 Projected retirements 2018 -2025 HRMIS Current age Retirement year Total Permanent Nursing ( inc. Nurse aides Support staff Allied Medical Public health Corporate Contract staff 54/ 55 2018 25 53 52 51 50 49 48 47 2019 2020 2021 2022 2023 2024 2025 19 12 22 17 20 19 16 150 (exc.
contract staff) Data source: HRMIS April 2018 health report DG 1 1 1 2 4 38 10 1 10 11 31 Many staff are healthy, capable and willing to work beyond 55 and maintain a wealth of knowledge and experience to contribute, however any extension of the retirement age beyond 55 has implications in terms of a potential increase in financial liabilities for MoH.
Currently, in accordance with the provisions of the Employment Act [CAP 160], the rate of the annual leave entitlement for public servants is 24 days annual leave.

This increases significantly after 20 years of unbroken service to 42 days, after 25 years to 48 days and after 30 years to 72 days.

A holistic approach is necessary to deal with the ageing workforce and knowledge retention problems.
Such an approach should combine effective knowledge transfer practices and more effective HR processes and practices to ensure a more systemic approach to succession planning.

7.2 Staff performance issues Staff performance is a combination of “can do” and “will do”.

Staff need both the ability and skills required for their job, and the motivation to do it well.

Skills assessments have identified that some staff lack the skills needed to perform well in their job.
While the MoH program has attempted to address this with some in house trainings, funding constraints limit the accessibility of other training options.

In addition, some staff with specific skills are working in posts where their skills are not appropriately utilized.

Staff motivation varies between individuals, but there is an overall concern that the concepts of professional ethics, quality of service and time management need further development within the workforce.
Low motivation is due to many factors, including weak leadership and supervisory systems, a perception that salaries and/or benefits are inadequate, that some benefits are not paid per entitlement, and that there is lack of or inconsistency in rewards for good performance and discipline for poor performance.
Staff working at the community level need regular management and clinical supervision, including on the-job and other in-service training, regular communication with clinical supervisors regarding complex cases, and transport to enable referral of patients when necessary.

21 It is possible within PSC rules to discipline staff for unprofessional behaviour, but this must be done according to proper procedures, so action is not often taken.
Managers need to develop the skills required to improve staff productivity, and to intervene when staff are performing below the required minimum standard.

7.3 Human resource development 7.3.1 Current Training Historically, the MoH has planned pre-service training of nurses, midwives and nurse practitioners based on training capacity within the Vanuatu College of Nurse Education (VCNE) and available funding, rather than on identified health service needs.
Pre-service training of other cadres of health workers has been dependent on donor funding for students to attend overseas training programs.

In the absence of clear MoH targets for different categories of health worker, this training has reflected individual preferences and scholarship opportunities, rather than health service needs.

Potential students have applied for scholarships in their preferred field of study with little understanding of the career options available to them on graduation.
including immunization and A number of the public health reproductive programs, child health, health, provide in-service training, often supported by donor partners and NGOs, to community health staff to maintain or upgrade their skills.

some This training is planned with little, if any, consultation between organizers and the MoH HRD unit.

Linkages and planning needs to be strengthened between all those contributing to in- service training of MoH staff.
A Health Training Committee has been operating to oversee selection of training scholarships and more recently steps have been taken to review the Terms of References, scope and membership of this committee to broaden its role in overseeing MoH workforce training.

This is seen as a positive step in planning and aligning the training needs with organisational and department goals and objectives.
7.3.2 MoH Vanuatu College of Nursing Education (VCNE) The Vanuatu College of Nursing Education (VCNE) is under the Directorate of Corporate Services Policy and Planning.

VCNE is a Registered Training Provider (RTP) as accredited by the Vanuatu Qualifications Authority (VQA) and is the main institution that provides training within Vanuatu for the nursing cadre.

It currently offers a three-year Diploma in Nursing and an eighteen-month Graduate Diploma of Midwifery.
The current practice of the MoH is to enrol 35 to 40 student nurses (Graduate Diploma) each year in order to train and graduate qualified registered nurses into the workforce, with the intention of employment within the Public Service.

Bachelor of Nursing Plans are underway to expand VCNE scope of training to migrate the current Diploma of Nursing to a Bachelors level qualification commencing July 2019.
22 Discussions between MOH, VCNE and VQA in 2017 have outlined the pathway for transition of the Diploma of Nursing to a Bachelor of Nursing course to be run over the same three-year time period.

A review of the national training curriculum and accreditation process through VQA is expected to be completed by December 2018 and additional donor partner support will be required to enable VCNE to achieve successful transition to the Bachelor course by July 2019.
One of the main roadblocks to achieving accreditation is the lack of qualified tutors available to teach the Bachelor of Nursing at the VQA required level 7.

The level of qualification required to teach a program is generally one level above the course that is being taught however with the exception of one (1) staff member who holds a Bachelor of Nursing, all other VCNE staff have diploma (level 5) qualifications.
It is critical that MoH continue to support the upgrading of qualifications to enable the introduction of the degree course.

There are currently three (3) staff member’s out-of-country engaged in ongoing education, one (1) undertaking a Master of Health Service Management, one (1) undertaking a Master of Public Health and one (1) undertaking a Bachelor of Nursing.
VQA require all staff who teach in a Bachelor program to have obtained a Masters in Nursing prior to July 2021 and all current staff to upgrade their qualifications to at least a Bachelor level.

It is anticipated that prior to June 2021, VCNE will have upgraded its educators’ qualifications to Masters level qualifications.
all Graduate Diploma in Midwifery The midwifery course is the first accredited course run in Vanuatu, obtaining certification as a Graduate Diploma of Midwifery, Certificate Level 7, in February 2017.

VCNE commenced a Graduate Diploma in Midwifery (level 7), graduating 14 midwives in June 2017 as part of the Department of Foreign Affairs Australian Aid Program (DFAT-AAP) supported program.

The next cohort of students (15) is expected to graduate this course in June 2019.
Nurse Aide training - Korvan Training College are working with the MoH to develop a Nurse Aide certificate level course and preliminary work has commenced in consultation with VQA and the steering committee.

7.3.3 Vanuatu Health Training Institution (VHTI) Vanuatu Health Training Institute (VHTI) is located at Sanma province within NPH grounds.

The VHTI was used as a postgraduate training institution for nurses, however the last training conducted there was in 2012 for Advanced Nurse Practitioners.
Currently VHTI is not functional and given the requirements under VQA would require additional staffing, course accreditation and establishment of quality management systems at minimum.

Given the limitations of VCNE as the only training institution and the critical shortage of nursing staff the MoH need to explore opportunities and ways to restructure and reopen VHTI to deliver nurse training as well as other health-related training courses.
7.3.4 Scholarships and overseas training 23 The small size of the Vanuatu population makes the provision of a medical education program in Vanuatu cost- inefficient.

Doctors are currently trained through programs in the Pacific or occasionally elsewhere, with scholarships provided by donors.

The Bachelor of Medicine/Bachelor of Surgery (MBBS) course is generally of six years duration.
A large proportion of Vanuatu students participating in health worker training overseas attend the Fiji National University (FNU) with sponsorship from the Australian or New Zealand governments through development scholarship programmes.

FNU offers a wide range of health related undergraduate and postgraduate courses including: medicine and specialities, dental surgery and dental therapy, public health, environmental health, dietetics, health promotion and health services management.
The university has a strong Pacific focus, with well-developed students support services for participants from other countries and procedures in place for dealing with donors and scholarship offices in the countries served.

The University of Papua New Guinea (UPNG) has also trained a number of ni-Vanuatu health workers, particularly medical doctors.

The University has a high quality medical education program, but only allocates places for international students if these are not required by local students.
Scholarships are also offered to training institutions in Australia and New Zealand for particular study programs not available in the Pacific.

There are occasional scholarships offered to universities in the United Kingdom, Europe or Asia by donors from these areas.

The Ministry of Health has a Memorandum of Understanding (MoU) in place with the Ministry of Public Health in Cuba and 25 graduates completed their studies in Cuba.
The majority of graduates are completing their internship at VCH and a small number at NPH.

Discussions are currently underway to determine if Vanuatu will continue to send students to Cuba for training.

Post-graduate training for doctors is also dependent on donor scholarships.

Without a clear Workforce Plan, this training to date has mainly reflected the individual preferences of the applicant, rather than specific needs of the MoH.
Post-graduate training takes doctors out of country for a period of around 3 years.

It is critical, therefore, that careful consideration of long and short-term health service needs is made before sending doctors for post-graduate training.

This will be addressed in the medical Workforce Plan.

There are twenty -two (22) MoH employees currently studying under scholarships in a variety of undergraduate and post graduate courses as shown in the table below.
In addition, there are approximately thirty-one (31) students, not employed by MoH, currently studying medicine, allied, public and other health related fields many of whom will hopefully be employed by MoH in the future.

Improving the impact of scholarships needs addressing in regard to selection of candidates, programs of study supported, and utilization of graduates.

Appropriate selection of scholarship candidates is an important aspect of ensuring value from educational investments.
Candidates not only need to successfully complete the course, but also a commitment to an ongoing career with the MoH in the field of study.

the academic capacity 1 1 Table13.
Current students studying Course Post Graduate Certificate (Mental Health Nursing) Masters – Paediatrics Masters -Obstetrics and Gynaecology Post Graduate Diploma in Health Science Post Graduate Diploma in Mental Health Nursing Bachelor of Clinical Nursing Bachelor in Dentistry Post Graduate Diploma in Internal Medicine Bachelor of Epidemiology Bachelor of Public Health Bachelor of Nursing Administration Bachelor in Information System Master of Medicine (Surgery) Master of Medicine (Paediatrics) Master of Medicine (Obstetrics & Gynaecology) Master in Laboratory Science Master in Nursing Master in Public Health 2 Master in Dentistry 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 2 22 In order to maximize the impact of scholarships leavers, the MoH needs awarded to school strengthen relationships with MoE and schools and provide career advice to senior high school students and those undertaking foundation studies at University of the South Pacific.
This would have benefits both for students and the MoH.

If students choose to study in fields that are MoH priorities, the students are more likely to be employed when they graduate, and the MoH workforce needs will be met.
Appropriate utilization of graduates requires interventions 24 to support good candidate and study program selection, monitoring of student progress and advance planning for recruiting, deploying and retaining the graduate in a job where they can apply the knowledge and skills they have acquired.

Another important issue related to scholarships is the failure of some graduates to return to Vanuatu on completion of their studies.
The small number of highly qualified health workers means that the loss of even one graduate is a serious problem for the MoH.

Graduates remain overseas for personal, professional or financial reasons.

Some meet and marry nationals from other countries while they are studying, others go directly on to post-graduate study, some report that the employment conditions and/or standard of living offered in another country is more attractive than that available in Vanuatu.
7.3.5 Pacific Open Learning Health Net (PoLHN) Developed by the World Health Organization (WHO) and Pacific Ministries of Health, Pacific Open Learning Health Net (POLHN) provides online learning opportunities for health workers in the Pacific.

WHO have established PoLHN centres at VCH, Norsup, NPH, Santo, Lenakel and Lolowai hospitals however only VCH centre is currently operational with a coordinator in place.
Due to network problems and the lack of staffing to coordinate the provincial centres they are not currently utilised.

The courses are free with certificates of completion available on a range of topics.

PoLHN offers an accessible, cost effective way for MoH staff to study in a health-related course.

The MoH needs to explore ways to rectify the issue of network access and invest time in promoting the benefits of learning through PoLHN and increase the utilisation of these facilities.
There are currently three (3) MoH staff studying Post Graduate Diploma in Health Management through PoLHN.

7.3.6 Vanuatu Institute of Public Administration and Management (VIPAM) VIPAM is under the OPSC and offers public servants a number of short courses related to public administration however these are not always available in a suitable location.
Given that MoH have the largest workforce of any Ministry directly under the PSC MoH could negotiate with VIPAM to conduct specific training for the MoH workforce.

7.3.7 Village Health Workers Training.

Village Health Workers are volunteers who operate from community-owned Aid Posts, providing first-line health services including health promotion, disease prevention and treatment, and referral.
The MoH outsources the delivery of an extensive Pre-Service Training program inclusive of 8 weeks theory and 2 weeks practical field training to all Village Health Workers, and follow-up refresher In-Service Training every two years.
7.3.8 Other in-service training Depending on funding available MoH staff have occasional opportunities to participate in training overseas, through conferences or technical meetings in their field of practice however it is unclear what criteria is used for selection and approval to attend these.
MoH needs to clearly define their policies and procedures for eligibility, selection and attendance at overseas training to ensure fairness and transparency and also relevance of the training to improving health service delivery in Vanuatu.

Sharing knowledge and information acquired through in service training also needs to be shared with work colleagues to ensure all team members are kept up to date on current information and practise.
7.3.9 Partnerships With the support of DFaT funding MoH have negotiated with Australian Pacific Technical College (APTC) to conduct a Leadership and Management Certificate1V Course for 23 MoH staff due to commence in August 2018.

The course will form part of a broader leadership development program which will be designed to incorporate a variety of activities such as mentoring, on the job learning, coaching etc.

to ensure the MoH has an adequate supply of future leaders.

25 8.
25 8.

Workforce Gap Analysis The lack of consistent and accurate workforce data has made it difficult to accurately identify specific gaps.

Based on the information provided the following gaps have been identified.

      In the short term (5 years), there are critical shortages of doctors, which will cause deficiencies in service provision and oversight and supervisory support for the junior and rural based doctors.
In the short to medium term, 5 to 10 years, MoH there will continue to be a critical shortage nursing staff as new nurses are trained and current nursing staff retire.
Clinical specialties deficits identified include: Internal Medicine; General Surgery; Paediatrics; Anaesthetics; Emergency; Accident and emergency; Mental Health (Psychiatry); Community Mental Health Nursing; Community Nursing and Child and Family Nursing; Theatre Nursing and Biomedical There is currently a significant reliance on donor partner support to top up workforce supply.

As demand increases, this supply is viewed as unsustainable over a longer term.
The ageing workforce means that there will be loss of skills and corporate knowledge years as older workers exit, and there is a larger number of comparatively less experienced staff.
There will be a growth in demand for services, but it is unknown to what extent that this will impact on the size of the current workforce  Areas that are of greatest strategic vulnerability include rural and community health facilities; front line staff in hospitals, where vacancies or sudden disruptions have significant impacts  Working patterns are rigid (f/t) and may need to change to accommodate more flexible work options.
 The skill shortage combined with the competition to recruit available skilled workers in other more general areas may also present a challenge for MoH.

These include the corporate support areas of Finance, Human Resources, IT, Environmental Services, Data Management, Biomedical Engineering and Trades positions 9.

Projected workforce Accurately projecting workforce needs requires a clear vision for the future of health services.
The last Corporate Plan was in 2011 and there is currently no health services plan in place on which to base the workforce plan.

In the absence of a long-term health services plan, the working group responsible for developing the Plan will be guided by the MoH Organisational structure (2017-2020) to estimate workforce requirements.

Further work will be required to review the organisational structure and more accurately determine and prioritise the workforce required.
According to the information8 provided a total of two hundred and twenty-eight (228) vacant positions have been prioritised for recruitment in 2018/19.

Recruitment has commenced on approximately twenty-seven (27) of the vacant positions and twenty-five (25) staff will be directly appointed to their positions based on their performance appraisals.

8 MoH Structure 2018 Vacancies (HRM) 26 A recruitment plan will be developed for the remaining one hundred and seventy-six (176) positions.
One hundred and fourteen (114) of these already have approved financial visas which in theory this means that recruitment can commence immediately, however with only three (3) HRM staff and a lack of recruitment planning in place progress is extremely slow.

Table 14.
Table 14.

Breakdown of 2018/19 recruitment based on the Organisational Structure priority list ( Appendix E) Cadres Vacancies Doctors Dental Corporate Allied Public health Nurses NA 198 28 66 160 232 535 134 Support 427 TOTAL 2018 to 2019 Recruitment commenced 3 Financial Visa (FV) available 1 FV and Priority Direct appt.
0 6 3 0 0 17 29 0 3 4 12 59 8 30 109 1 1 2 1 5 11 13 1 25 Figure 3 - Projected Nurses based on Organisational Structure Registered Nurses 900 800 700 600 500 400 300 200 100 0 771 736 701 666 631 596 561 526 491 456 421 386 351351351 289 Registered Nurses - The Projected Nurses 2018-2025 workforce target for Registered Nurses, based on the organisations structure, is 744.
The current number of permanent registered nurses is approximately 289.

The current contract staff positions are included in the 455 vacancies.

The projections are based on VCNE having an intake of 40 students in the Bachelor of nursing course, due to commence in 2019, and allows for a 10% withdrawal rate.

If VCNE nurse training proceeds as planned target MoH will achieve the it in organisational structure in 2033.
This could be attained earlier if negotiations to send additional students overseas to study nursing is successful.

This does not include an additional thirty seven (37) Nurse Practitioners required as identified in the new structure.

27 Figure 4.

Midwives based on Organisational Structure Midwives 94 78 126 110 150 100 50 0 62 46 2018 2019 2021 2023 2025 2027 Midwives Figure 5.
Support Staff based on Organisational Structure Support Staff 538.96 503.38 467.8 432.22 396.64 361.06 325.48 289.9 254.32 218.74 183.16 147.58 112 700 600 500 400 300 200 100 0 Midwives- The workforce target for midwives, based on the organisational structure is 126.

The current number of permanent midwives is 46.

Current vacancies are listed as 80 positions.

The projections are based on an intake of 16 students in the Graduate Diploma in Midwifery course.
No allowance has been made for withdrawal due to the high completion rate.

MoH could attain its target of 126 midwives by 2027.

Staff – Based on the Support organisational structure the workforce target for support staff is 539.

The current number of permanent staff listed is 112.

Current vacancies are listed at 427.

This laundry, catering, cleaners, consist of maintenance, trades etc plus some administration positions.
all positions within Filling the organisational structure implementation timeframe of 2030 would require recruitment of an average of 35.58 support staff per annum.

2018 26 27 28 29 2030 Support Staff Public Health– Based on the organisational structure the workforce target for Public Health staff is 268.

The current number of permanent staff listed is 36.

There are 7 public health cadets due to complete their cadetship at public health at the end of 2018.
Current vacancies are listed at 232.

The qualifications required to work in public health varies depending on the position, and registered nurses are employed in many of the public health positions.

There are 2 MoH staff studying for a Bachelor in Public Health and 1 studying a Master in Public Health.

There are 3 (external) students studying for Bachelor in Public health.

Projection of future public health workforce recruitments will require review and prioritisation of the vacancies.
Allied Health - Based on the organisational structure the workforce target for Allied health is 215.

The current number of permanent allied health staff listed is 55.

Current vacancies are listed at 160.

This includes positions in the fields of, Dietetics (7) Rehabilitation (20), Pharmacy (69), Laboratory (37), Radiology (18) Administration and Management (9).

28 Projection of future allied health workforce recruitments will require review and prioritisation of the vacancies.
Dental - Based on the organisational structure the workforce target for dental staff is 43.

The current number of permanent staff listed is 15.

Current vacancies listed is 28 and includes, Consultants (3), Dental registrar (4) Dental Therapists (11) Dental Technician (2) Dental Hygienist (3) Dental Assistants (2) Registrar Prosthodontics (2) Chief Dental officer (1).

There are 2 MoH staff studying for their Masters in Dentistry and 1 studying Bachelor in Dentistry.
Projections for future dental workforce recruitments will require review and prioritisation of the vacancies.

Doctors – projections for the medical workforce will be provided in the Medical Workforce plan currently under development 29 10.

Priorities and Strategies to meet current and future workforce demands MoH already faces a critical shortage of health professionals, particularly in rural areas, across all discipline.
Immediate action needs to be taken to not only address the current workforce capabilities, future supply of workers and to also assess how and where the work is performed.

Population growth, and a corresponding increase in primary and acute care needs, will continue to escalate service demands faster than the availability of workforce supply unless action is taken.

Based on the information provided four (4) priority areas for action have been identified.
These priorities reflect the analysis of the MoH current workforce, future projections and set the direction for workforce development and growth over the life of the Plan.

The priority areas were developed through consultation with key MoH staff, taking into account previous plans and reviews, the MoH organisational structure and the existing MoH strategic directions set down in the HSS 207-2020).

Priority Areas for Action: 1.


Strengthen workforce capability and ensure skills are targeted to priority areas of need.

2.

Strengthen Workforce planning, policy and hr management to achieve workforce growth targets and ensure a sufficient supply of skilled health and support workers to meet current and future health needs.

3.
3.

Build a positive supportive sustainable workplace culture that promotes honesty and integrity and enhances health care delivery, staff satisfaction, motivation and work performance.

4.

Build organisation-wide leadership capability to ensure MoH is well placed to achieve its vision of an integrated and decentralized health system that promotes universal health coverage Priority Area 1 - Strengthen workforce capability and ensure skills are targeted to priority areas of need.
Developing and growing the health workforce, to meet demand is one of the critical roles of MoH.

A capable, committed and professional workforce, large enough to meet the fluctuating levels of demand experienced by health services, is essential to the delivery of health care services now and in the future.

Workforce requirements cover not only clinical staff, but also a range of support service staff without whom clinical staff are unable to effectively and efficiently provide direct care.
These include technical, administration, management, food service and maintenance staff.

The rapidly growing incidence of NCD’s combined with population growth and an ageing population will present increasing challenges and demands on health services.

Planning in response to the changing health needs to meet the future health needs is essential if universal coverage is to be achieved.
A health system with a strong PHC as its core delivers better health outcomes, efficiency and improved quality of care compared to other models.

We need health systems with strong PHC if we are to achieve universal health coverage.9 MoH needs a skilled primary care workforce which works collaboratively with community and other key stakeholders to focus on health prevention programs including early intervention education programs.
9 WHO (web/Framework on integrated people-centred health services) 30 Objective 1.1: Strengthen workforce learning and development (training) based on clear policy, strategy and plans A strong learning culture can influence the overall performance of the organisation and can inspire and motivate staff to improve performance and health service delivery and achieve organisational growth.
Professional learning and development should be an ongoing process to ensure staff are staying current—if not one step ahead—in their fields and competencies.

Having the right people, in the right place, at the right time, requires MoH to have a strong focus on learning and development.

The ability to ‘grow their own’ staff is an essential component of the workforce plan.
By adopting a more strategic and consistent approach to the planning and delivery of L&D programs MoH will ensure; a) b) a more productive and skilled workforce capable of meeting the current and future goals and objectives of the organisation, and staff will be supported in achieving career and individual learning and development goals.
MoH will also need to strengthen and develop new partnerships with training and education institutions, donor partners and explore the broad range of available activities available to develop workplace competencies including technical skills, knowledge, attributes and behaviours.

This could include formal tertiary education, in house training and informal learning from work experience, coaching and mentoring, e-learning and other methods.
To achieve this the MoH will:  Develop and implement 5-year Master Learning & Development Plan  Develop annual national and provincial training plans  Develop and implement competency framework  Develop and implement a learning and Development Framework  Increase staff utilisation of POHLN and explore alternative mechanisms for e-learning and distance learning models.
 Explore viability and options for reopening of VHTI  Review and develop learning and development policies, procedures and data management systems  Review MoH Training Committee, roles and responsibilities and conduct regular Training Committee meetings.

 Develop career pathways/planning for clinical and corporate positions.

 Create a career path for rural staff  Gain accreditation and introduce Bachelor of Nursing degree at VCNE.
 Participate in the development of Nurse aide training  Train additional nurse aides  Work collaboratively with donor partners to ensure sufficient scholarships are available in the prioritized areas of study for ni Vanuatu school leavers and current health professionals  Establish, manage and monitor a system for recording and tracking of all MoH internal and external training including recording of applications, participant attendance and progress.
 Allocate adequate learning and development (training) budget and make accessible to Managers  Work with APTC to implement Leadership and Management Certificate 1V.

Objective 1.2 Target workforce skills to deliver proactive and preventative health programs in partnership with communities and other key stakeholders close to where people live.

A qualified and appropriately skilled primary care workforce is essential the delivery of health education and preventative health programs.
By engaging with local communities and other relevant health partners, and improving preventative health knowledge and access to community health facilities the community will support a strategy to Increase appropriate utilisation of PHS facilities and reduce inappropriate utilisation of hospital services.
31 To achieve this, MoH will review current workforce capabilities and program delivery and explore new approaches and partnerships to ensure skills are targeted towards accessible primary and preventative health care programs.
To achieve this the MoH will:  Review existing staffing patterns at all facilities and propose staffing based on RDP and service needs  Develop partnerships and joint projects with external providers to deliver preventative health care programs  Evaluate current service models and assess workforce efficiencies  Explore and develop new health care approaches based on the current and future health needs, for example  outreach models, multiskilling.
Identify ways to reduce staff concentration at hospitals and ensure adequate distribution of human resources based on need within the provincial areas  Deliver a multilayered community awareness and education campaign designed to inform the community about common health issues and risk factors; promote self-care and increase community knowledge on the different levels of health services/facilities available.
Priority Area 2 - Strengthen Workforce planning, policy and hr management to achieve workforce growth targets and ensure a sufficient supply of skilled health and support workers to meet current and future health needs.
Objective 2.1 Build and support integrated evidence-based workforce planning aligned with MoH strategic and operational framework To achieve this MoH will:  Clearly define and articulate, the MoH vision for health services, including the balance between community based and hospital-based health services  Update and review workforce policies and procedures in line with changes to MoH policy and changes to legislation.
 Explore development of a one stop shop on line Employee Help Centre for employee information  Develop communication plan to ensure workforce plan maintains a high profile at national and provincial level and is integrated into strategic and operational framework.

 Develop and implement a media/publicity strategy to maintain high public profile of health needs/issues Objective 2.2.
Plan and take action to ensure MoH has sufficient skilled health workers delivering quality people centred health services aimed at achieving universal coverage for all.
To achieve this MoH will:  Develop and implement a new integrated workforce data management and information system  Review management position descriptions, to ensure that management competencies, accountabilities and values are clearly stated and assessed at the time of recruitment  Review and improve recruitment practices to successfully appoint suitable applicants in a timely manner  Develop and implement workforce recruitment plan based on the HSS targets and organisational structure  priority positions.
Investigate alternative options to fill the critical nursing workforce shortage until such time that VCNE can train sufficient numbers, including overseas recruitment, extending retirement age.

 Explore viability of transitioning the VHW’s into the MoH workforce.

 Develop career and succession planning strategy for key cadres and positions.

 Develop and Implement a knowledge transfer strategy to retain corporate knowledge  Explore feasibility of retirement options (e.g.
what if staff don’t want to retire at 55 and continue to add value) including additional financial liabilities 32  Explore options and develop an incentive plan for retention of staff in rural areas  Plan and implement a pathway for smooth transition from graduation to employment (internship and  cadetships) Implement (enforce) policy for staff to be placed in locations, including rural and remote, based on workforce planning and population needs  Promote health related scholarships and jobs more broadly through relevant avenues such as schools and  expos and other avenues to attract suitable applicants Investigate introduction of work experience program for senior high school students interested in health- related careers.
Priority Area 3- Build a positive supportive sustainable workplace culture that promotes inclusion, honesty and integrity and enhances health care delivery, staff satisfaction, motivation and work performance.

Workplace culture is critical to the success or failure of any organisation.
A strong supportive organisational culture that recognises and rewards its people and invests in and supports continuous learning can affect the overall performance of the organisation and inspire and motivate staff to improve performance resulting in better health service delivery for the community.

It also requires strong leadership and management that demonstrates ethical and fair behaviour at all times and is enthusiastic and engaging to work alongside.
Unlike many countries alternative health related employment options are limited in Vanuatu therefore staff retention is high.

MoH needs to ensure that staff are not taken for granted and must endeavour to create conditions under which MoH is seen as a desirable place to work where people are valued and feel motivated and committed to high work performance standards.
Objective 3.1: Create a workplace culture where people are valued and rewarded and motivated to achieve a high standard of work performance at all times To achieve this MoH will:  Deliver hrm functions in a timely manner, including recruitment, selection and deployment of staff, payment of salaries benefits and compensation  Strengthen workforce performance management, including the induction process; supervisory system; performance appraisals based on jd’s; induction and supervision of new graduates; provision of learning and development.
 Promote staff based on merit using fair and transparent practises   Provide staff with adequate resources to perform their work, including supervision and learning and Investigate recognition and reward program/s for staff development opportunities  Develop and implement multi layered communication processes to ensure staff across all cadres, directorates and units are kept informed  Encourage positive media of health workforce and health service delivery, including use of social media.
Objective 3.2 Create a safe and healthy workplace that upholds the values of integrity and honesty and advocates diversity, inclusion, transparency and accountability .
To achieve this MoH will:  All work practises and behaviours conform to the Code of Conduct and PSC policies and procedures  Take appropriate staff discipline action is taken with an increased emphasis on maintaining professional ethics 33  Advocate for the establishment of health commission to ensure MoH is held accountable by a qualified and relevant body understanding of MoH unique staffing issues and needs.
 Commit to increasing workforce diversity and inclusion of people with disabilities  Advocate for programs that promote women in management and executive positions  Foster a zero-tolerance culture against gender based and family violence and child abuse.
 Support employees affected by domestic and family violence (DFV)  Take action against inappropriate workplace behaviour that does not value diversity including discrimination, harassment, bullying, victimisation and vilification of other staff  Support the HSS actions to identify and address health impacts of climate change  Improve workplace health and safety for staff and visitors Priority Area 4- Build organisation-wide leadership capability to ensure MoH is well placed to achieve its vision of an integrated and decentralized health system that promotes universal health coverage Leadership is variously defined but is essentially about “outcomes” and thus is exercised at all levels of any organisation, though often not recognised.
There is an essential difference between management and leadership whereby management is about the mechanisms of organisations and leadership is about the dynamics, the relationships that determine outcomes.

The key to successful leadership today is influence and leading by example, not authority.

Ensuring the sustainability of the health system requires leadership to be expressed at all levels of organisations.
This includes clinicians, those who hold formal leadership and management positions, those who are in service roles, and those who have leadership influence through their personal or professional standing.

The pressures on formal and informal leaders in provincial communities differ from those on their National level counterparts.
Health leaders in small communities often have a higher community profile, less personal privacy and are subject to higher expectations of their availability and capacity to respond to local issues.

The strong cultural and family ties that exist in Vanuatu means that health workers also face additional sensitive family or kinship issues with even higher expectations of availability to their communities.

They also may lack access to mentors who can support them.
Objective 4.1: Develop future leaders targeting clinical, nursing and corporate services to ensure MoH has strong leadership at all levels of the organisation.

To achieve this MoH will:  Develop and implement a comprehensive Leadership Development program 11.
Implementation and monitoring The complexity of the health issues facing Vanuatu and the challenges of attracting and retaining a strong capable workforce means that the reality is that there is no one answer or single solution that will address the range of issues facing each province.

Effecting change requires a multi layered approach and it is important that strategies are not examined in isolation from each other.
Some strategies will cut across a number of guiding principles and challenges and many of the issues will be addressed by more than one strategy or solution.

34 Each program area within the MoH has responsibility for implementation of the Workforce Plan under the oversight of the respective Directors and the Workforce Plan Working group.

Executive and Managers will identify how theirs service/program will contribute to achieving the objectives of within each of the four (4) priority areas.
Oversight responsibility of the Plan currently lies with the Director of Corporate Services, Policy and Planning and the Human Resources Management and Development Unit.

The development of a Master Training Plan will assist HRM&D U in implementation of pre-service training in- country, and the development of annual training plans for in-service training.

HRMDU will also take responsibility for exploration, development and implementation of the other workforce training strategies outlined.
The HRMDU will work closely with Directors and Managers to prioritise vacancies and plan for recruitment of staff in line with the organizational structure and based on emerging needs, with a particular focus on primary care.

Exploring, developing and implementing workforce management strategies to rationalize deployment and improve the performance MoH staff will also be a priority.

All Directorates have a direct responsibility for supporting implementation and regular review of the Workforce Plan.
This Plan is intended to provide overall strategic direction for the growth and development of MoH workforce, and can only be effective if there is active cooperation and collaboration between all stakeholders within and outside the MoH.

11.1 Monitoring of plan Responsibility for monitoring and evaluation of the implementation of the Workforce Plan (2018- 2025) will lie with the WPWG and the Directorate Corporate Services Policy and Planning.
The Working Group established to develop the Plan will be maintained for the duration of the plan, meeting quarterly to review progress on the implementation.

Every two years a major review of the Plan will be undertaken by the Working Group.

The review will use the key indicators as set out below to measure the progress achieved and highlight areas that need improvement.
Strategies will be developed to address problems and adjustments made to the Plan to accommodate changes in service workforce needs or the financial environment.
35 IMPLEMENTATION PLAN Priority Area 1 Strengthen workforce capability and ensure skills are targeted to priority areas of need Objective 1.1 Actions Outputs Indicators Develop and implement 5-year Master Learning & Development Plan Training committee meetings held MoH Master Training Plan developed Needs assessment completed Plan endorsed and distributed.
Implementation plan actioned Strengthen workforce learning and development (training) based on clear policy, strategy and plans Develop annual national and provincial training plans Annual national and provincial training plans Develop and implement competency framework Meetings with key stakeholders - Develop and implement a learning and Development Framework Increase staff utilisation of POHLN and explore alternative mechanisms for e-learning and distance learning models.
Explore viability and options for reopening of VHTI Review and develop learning and development policies, procedures and data management systems held Competency Framework completed Staff assessment conducted Gaps identified Consultations with key stakeholders Learning and Development Framework endorsed by Executive ILDP’s in place .

Consultation with key stakeholders Inclusion in Master Plan Report with recommendations Meetings held.

Information gathered.


Assessment conducted Report produced Gaps identified.

Policies and developed.

Data management systems developed Lead Responsible HRMDU, NTC Timeframe Y1 ongoing HRMDU, Provincial Admin , Directors, NTC HRMDU Y2 ongoing Y1-2 HRMDU Y2 ongoing Annual national and provincial training plans developed and implemented Staff competencies assessed.

Competencies reflected in JD’s and ILDP, and Training plans Staff have ILDP’s in place.
Managers and Executive support and report on have L&D outcomes.

Increase in number of POHLN participants POHLN available in other provinces Review of VHTI conducted and recommendations provided Managers, NTC, Directors Y 2 Executive, NTC Y2 Policies and procedures in place.

HRMDU Y1 -2 36 Meetings held Meetings held, roles and responsibilities defined.
L and D data accurately maintained on system # of Training Committee meetings held Review MoH Training Committee, roles and responsibilities and conduct regular Training Committee meetings.

Develop career pathways/planning for clinical and corporate positions.

Create a career path for rural staff Gain accreditation and introduce Bachelor of Nursing degree at VCNE.

Working group formed.

Meetings held Career Pathways mapped Document produced and endorsed.
Education and training conducted Accreditation in place Tutors trained Bachelor degree commenced Participate in the development of Nurse aide training Train additional nurse aides Meetings attended.
Nurse aide course developed Additional nurse aides trained Work collaboratively with donor partners to ensure sufficient scholarships are available in the prioritized areas of study for ni Vanuatu school leavers and current health professionals Meetings held with TSCU and key stakeholders Priorities reviewed Scholarships offered Establish, manage and monitor a system for recording and tracking of all MoH internal and external training including recording of applications, participant attendance and progress.
Meetings with key MoH staff Current system reviewed New System mapped Education and training to staff on new system Policy developed Allocate adequate learning and development (training) budget and make accessible to Managers Budget allocated Managers informed Managers access budget Work with APTC to implement Leadership and Management Certificate 1V.
Meetings held with APTC and key stakeholders Course conducted Relevant cadres understand career pathways Career pathways goals are defined and aligned to PMDS and ILDP’s.

Adequate number of trained tutors in place.


Accreditation successful and Bachelor of Nursing commenced Nurse aide training course developed # number of nurse aides trained and placed Donor support secured Required scholarships approved Adequate number of post graduate training places secured in regional institutions Accurate information maintained and accessible on all training planned and attended in MoH Compliance by MoH units to inform HRD of proposed training Budget allocated based on L and D needs.
Managers understand L &D budget and use appropriately.

L&D activities completed.

Leadership and Management Certificate 1V implemented.

Executive NTC HRMDU (working group formed ) VCNE, PNO,VQA (DP external support) VCNE, PNO,VQA (DP external support HRMDU NTC Y1 and ongoing Y1-2 Y 2 Y2-3 Y1 ongoing HRMDU Y2 Executive, DoPPCS,Finan ce Y2 ongoing HRMDU Y1 -2 37 % of students graduate with Cert 1V.
Indicators Responsible Timeframe Staffing aligns with RDP and priority needs Service needs met HRMDU, Working group Y2-3 % Increase in number of community based and preventative care programs Directors, Aid Coordination and DP’s Y2-3 Objective 1.2 Actions Outputs Participants attend and complete Target workforce skills to deliver proactive and preventative health programs in partnership with communities and other key stakeholders close to where people live.
Review the existing staffing patterns at all facilities and propose staffing based on RDP and service needs Develop partnerships and joint projects with external providers to deliver preventative health care programs Evaluate current service models and assess workforce efficiencies Explore and develop new health care approaches based on the current and future health needs, for example outreach models, multiskilling.
Identify ways to reduce staff concentration at hospitals and ensure adequate distribution of human resources based on need within the provincial areas Deliver a multilayered community awareness and education campaign designed to inform the community about common health issues and risk factors; promote self-care and increase community knowledge on the different levels of health services/facilities available.
Review of staffing patterns conducted Proposals to align staffing with RDP and priority service needs developed Consultations with donor partners, NGO’s and other relevant stakeholders.

Issues and gaps identified.

Proposals developed for joint projects.

Proposal endorsed Meetings held Assessment conducted Issues and gaps identified Recommendations for improving workforce efficiency documented Consultations and meetings held with key stakeholders.
Research on current health care approached Issues and gaps identified.

Plan for new approaches in place.

Analysis of current workforce distribution Consultation with key staff Increased appropriate utilisation PHS facilities Reduction in inappropriate utilisation of hospital services.

Staff are located based on need in provincial areas.

Workforce distribution reflects health service needs Meetings held Brochures/ flyers Information packages and resources.
Community awareness education campaign Communities informed on common health issues Better self-care practised Reduced number of inappropriate hospital visits Executive, DP external support Y2 ongoing Directors PH, Hospital and Curative, DP external support, working group Working group Director H&Cs PNO, DP external support Health Promotion, external partners Y2-3 Y2 -3 Y2 ongoing 38 Increase utilisation of community health facilities 39 Priority Area 2 - Strengthen workforce policy, planning and hr management to achieve workforce growth targets and ensure a sufficient supply of skilled health and support workers to meet current and future health needs.
Objective 2.1 Actions Outputs Indicators Ensure workforce planning is aligned with MoH vision, strategic directions and operational framework Clearly define and articulate, the MoH vision for health services, including the balance between community based and hospital-based health services Update and review workforce policies and procedures in line with changes to MoH policy and changes to legislation.
Explore development of a one stop shop Employee Help Centre for employee information Executive meetings held Develop and agree on vision for health services lance between community based and hospitals based Policy and procedure documents Manual updated Committee formed Meetings held Information gathered Proposal produced Develop communication plan to ensure workforce plan maintains a high profile at national and provincial level and is integrated into strategic and operational framework.
Develop and implement a media/publicity strategy to maintain high public profile of health needs/issues Meetings held Communication Plan developed and endorsed Education/promotion delivered on WP Publicity and media strategy developed.
Activities implemented MoH vision for health services documented and clearly reflects the desired balance between community and hospital based Policies and procedures reviewed and updated and accessible to all staff Employee Help Centre developed with tools for employees to access policies, procedures, forms and programs Management understand and integrate Workforce Plan into strategic and operational plans.

E.g.

business plans L & D Planning Health needs and issues maintain a high public profile.
Positive image of MoH.

Responsible Executive Timeframe Y1 DoPPCS Y1-2 HRMDU Y3 Working group Y1 Working group Y2 ongoing Objective 2.1 Actions Outputs Indicators Responsible Timeframe Plan and take action to ensure MoH has sufficient skilled health workers delivering quality people centred health Develop and implement a new integrated workforce data management and information system Issues and gaps identified Research on workforce data management systems.

Proposals developed Proposals endorsed.


System purchased and installed.

HRMDU staff trained Workforce information is accurate, accessible and available in one system.

HRMDU staff utilise same system 100% of the time.

HRMDU Y1-2 40 services aimed at achieving universal coverage for all.
Review management position descriptions, to ensure that management competencies, accountabilities and values are clearly stated and assessed at the time of recruitment Review and improve recruitment practices to successfully appoint suitable applicants in a timely manner Develop and implement workforce recruitment plan based on the HSS targets and organisational structure priority positions.
Investigate alternative options to fill the critical nursing workforce shortage, including overseas recruitment, extending retirement age.

Explore viability of transitioning the VHW’s into the MoH workforce.

Develop career and succession planning strategy for key cadres and positions.

Develop and Implement a knowledge transfer strategy to retain corporate knowledge Explore feasibility of retirement options (e.g.
what if staff don’t want to retire at 55 and continue to add value) including additional financial liabilities Explore options and develop an incentive plan for retention of staff in rural areas JD’s reviewed Core competencies identified HR staff trained Recruitment plan developed Guidelines/FAQ sheets/to facilitate timely recruitment practices.
Training conducted Meeting with PSC Recruitment Plan Organisational structure review Priority list Working group formed Options investigated Proposals developed and approved Meetings held Meeting with key stakeholders.

Feasibility options paper produced.

Costings Working group formed Plan and resources developed Training conducted Key people identified Working group formed Options explored Policy and proposals developed Working group formed Meeting held.

Options explored Policy and proposals developed.


Meeting with PSC Legislation understood Working group formed.

Issues and gaps identified Options explored JD’s are revised and include core competencies.
Person/s recruited meet all criteria Recruitment timeframes met 95% of the time Recruitment practises follow recruitment plan MoH meet HSS targets Clear plan for recruitment based on priority # Nurses sourced to temporarily fill workforce shortage Report developed HRMDU, Managers Y2 HRMDU Y1 HRMDU Y1 ongoing PNO, Director H & C, Director Corporate HRMDU Executive, Director PH Y1-2 Y2 Strategy developed.

# Key people identified and developed for succession into key positions.
# staff with career plans in place.
Corporate knowledge retained HRMDU, DP external support Y2 ongoing HRMDU Y2 Proposals for options provided Executive working group Y2 Rural Incentive plan developed and rural staff retention improved HRMDU Y2-3 41 Plan and implement a pathway for smooth transition from graduation to employment (internship and cadetships) Implement (enforce) policy for staff to be placed in locations, including rural and remote, based on workforce planning and population needs Promote health related scholarships and jobs more broadly through relevant avenues such as schools and expos and other avenues to attract suitable applicants Investigate introduction of work experience program for senior high school students interested in health related careers.
Analysis of costing associated with options.

Meetings between Training Committee and Finance, VCNE, PNO and other key staff held at least 4 months before graduation.

Issues and past roadblocks identified.


Plan developed Review policy and procedures Gaps identified Blockages identified Policy promoted widely Consult with MoE Plan for activities Develop health career resource package Attend relevant events Health related careers promoted Meet with MoE Working group formed Policy and procedures for work experience program Develop partnership/mou agreement with MoE and MoH Graduates commence work within one month of graduation.
Vacant posts funded to enable new staff including graduates to be employed on return.

Disciplinary action taken for inappropriate staff behaviour Y1 ongoing HRMDU, VCNE, PNO, Director H & C, Director DoPPCS Executive Y2 ongoing Staff attend relevant events and promote health related careers and Scholarships HRMDU NTC Y2 ongoing Students gain a better understanding of health related careers.
Executive, HRMDU Y2 ongoing Appropriate students pursue health related careers 42 Priority Area 3 - Build a sustainable workplace culture that promotes inclusion, honesty and integrity and enhances health care delivery, staff satisfaction, motivation and work performance.

Objectives 3.1 Create a workplace culture where people are valued and rewarded and motivated to achieve a high standard of work performance at all times.
Actions Deliver hrm functions in a timely manner, including recruitment, selection and deployment of staff, payment of salaries benefits and compensation Strengthen workforce performance management:  All staff have up to date jd’s  All staff receive comprehensive induction.

 All staff receive regular supervision.

 All staff have workplans and performance appraisal.
 All staff have ILDP’s Promote staff based on merit using fair and transparent practises Investigate recognition and reward program/s for staff Provide staff with adequate resources to perform their work, including supervision and learning and development opportunities Outputs Recruitment plan in place.

Staff trained Accurate workforce data Interviews held Reports New staff Induction held Policies and procedures updated and promoted.

JD’s workplans and appraisals Induction program.


Resources and tools Education and training to national and provincial staff.

ILDP’s in place Indicators % Recruitment and deployment meets timeframes.

Recruitment in accordance with priorities and approved recruitment plan %Salaries and benefits paid on time and correctly.

Work performance is based and assessed on clear job roles and responsibilities.

Improved work performance Staff receive regular supervision.
Learning and Development is based on assessment of individual land d needs Responsible Timeframe HRMDU Y1 ongoing HRMDU, Directors , Managers Y1 ongoing Policies and procedures Education and training Staff in right place Career pathways Working group formed.

Options explored Staff satisfaction survey Analysis of costing associated with options.
Proposal developed and approved Staff satisfaction survey Communication protocols and mechanisms established Fair and transparent practises are used 100% to promote or select new staff HRMDU, Managers, Directors Ongoing Staff are recognised and rewarded for their efforts.

Staff motivation is increased.

Improved work performance HRMDU, Executive Y2-3 Staff have the resources to do their job.

Staff motivation is increased.

Improved work performance Staff more informed and motivated.
Executive, Managers Finance HRMDU, Managers Y2 ongoing Y2 ongoing 43 Develop and implement multi layered communication processes to ensure staff Staff survey Newsletters across all cadres, directorates and units are kept informed Encourage positive media of health workforce and health service delivery, including use of social media.
Regular meetings Social activities Working group formed Policy and procedures Education and training, Explore social media development for MoH Positive health related media Improved image for MoH Executive Y2 ongoing Objective 3.2 Actions Outputs Indicators Responsible Timeframe All work practises and behaviours conform to the Code of Conduct and PSC policies and procedures Policies and procedures Code of Conduct signed Education and training package Appropriate staff discipline action is taken with an increased emphasis on maintaining professional ethics Advocate for the establishment of health commission to ensure MoH is held accountable by a qualified and relevant body understanding of MoH unique staffing issues and needs.
Documentation of disciplinary action taken.

Education and training package Clear vision and direction.

High level meetings and negotiations held Create a safe and healthy workplace that upholds the values of integrity and honesty and advocates diversity, inclusion, transparency and accountability .
MoH leaders and staff adhere to Code of Conduct displaying ethical and honest behaviour at all times Staff discipline is documented and implemented in accordance with policy and procedures # of meetings and negotiations held Executive Y1 ongoing Executive Y1 ongoing Executive Y2 Commit to increasing workforce diversity and inclusion of people with disabilities Advocate for programs that promote women in management and executive positions Foster a zero-tolerance culture against gender based and family violence and child abuse.
Support employees affected by domestic and family violence (DFV) Consult with PWDA and relevant stakeholder groups Policies and procedures Leadership training Talent management strategy Policy and procedures Education and training package.

Participation in external events and programs supporting zero tolerance Information and resource package Referral system to NGOs Education and awareness sessions Consultations held # Increase in number of women in management and executive.
Executive Executive Y2 Y2 MoH promotes a zero tolerance of gender based and family violence and child abuse and takes necessary action to deal with unacceptable or criminal behaviour.
Women are supported with information and referral Executive Y2 ongoing Executive Y 2 ongoing 44 Take action against inappropriate workplace behaviour that does not value diversity including discrimination, harassment, bullying, victimisation and vilification of other staff Support the HSS actions to identify and address health impacts of climate change Participation in task force Policies and procedures Education and training package Workplace culture openly values diversity Executive Y2 ongoing Improve workplace health and safety for staff and visitors Working group formed Workplace safety assessment Action plan Potential health impacts of climate change and the actions required to deal with these are known and incorporated in program development Reduction in workplace accidents and injury Workplace safety is improved Executive Y2 ongoing Executive Y 2 45 Priority Area 4 Build organisation wide leadership capability to ensure MoH is well place to achieve its vision of an integrated and decentralized health system that promotes universal health coverage Objectives 4.1 Actions Outputs Indicator Responsible Timeframe Develop future leaders targeting clinical, nursing and corporate services to ensure MoH has strong leadership at all levels of the organisation.
Develop and implement a comprehensive Leadership Development program Assessment conducted Leadership capabilities documented Leadership program developed and approved Leadership Development Program developed # number of staff identified for leadership development # number of staff participate in program Y1 ongoing HRMDU, DP external support 46 Service Level Workforce Planning Outline Executives and Managers: Use this template to review each priority area, identify the strategies/actions relevant to your service/program and develop an implementation outline for these strategies.
This outline can then be used to guide your workforce planning.

Priority Area 1 - Strengthen workforce capability and ensure skills are targeted to priority areas of need Describe how your service/program will contribute to this outcome?
Objective 1.1 : Strengthen workforce learning and development (training) based on clear policy, strategy and plans Objective 1.2 Target workforce skills to deliver proactive and preventative health programs in partnership with communities and other key stakeholders close to where people live.
Priority Area 2 - Strengthen Workforce planning, policy and hr management to achieve workforce growth targets and ensure a sufficient supply of skilled health and support workers to meet current and future health needs.

Objective 2.1 Ensure workforce planning is aligned with MoH vision, strategic directions and operational framework Objective 2.2.
Plan and take action to ensure MoH has sufficient skilled health workers delivering quality people centred health services aimed at achieving universal coverage for all.

Priority Area 3- Build a sustainable workplace culture that promotes inclusion, honesty and integrity and enhances health care delivery, staff satisfaction, motivation and work performance.
Objective 3.1 Create a workplace culture where people are valued and rewarded and motivated to achieve a high standard of work performance at all times.
47 Objective 3.2 Create a safe and healthy workplace that upholds the values of integrity and honesty and advocates diversity, inclusion, transparency and accountability Priority Area 4- Build organisation-wide leadership capability to ensure MoH is well placed to achieve its vision of an integrated and decentralized health system that promotes universal health coverage Objective 4.1: Develop future leaders targeting clinical, nursing and corporate services to ensure MoH has strong leadership at all levels of the organisation.
48 APPENDICES 49 APPENDIX A – TERMS OF REFERENCE (TOR) WORKFORCE PLANNING WORKING GROUP MINISTRY OF HEALTH Terms of Reference Workforce Planning Working Group (December 2017) Introduction The last MoH Health Workforce Plan (2004-2013) came to an end in 2013.

Since this time MoH has embarked on a major organizational restructure to be implemented over a period of 14 years (2017-2030).
Prior to the completion date of the last workforce plan (2013) a number of meetings, discussions and consultations were held with the intention being to have a new workforce plan in place to guide MoH human resource development through to 2033, however despite good intentions this did not happen.

The previous Plan was meant to undergo regular evaluation, but this was not achieved.
A number of assessments were undertaken just prior to the completion date of the plan, and those, combined with more recent hr consultations provide enough information to guide the approach to creating a new workforce plan.
Current Situation In September 2017 and initial consultation was held with Directors, Senior Managers, Medical Superintendents, Supervisors and relevant MoH staff to review the previous recommendations of the last plan and determine what had been achieved and what is still relevant for integration into the new plan.
Previous consultations (Creating a Health Workforce Plan for Vanuatu for the period 2014-2033, Norbert Dreesch) identified the following areas of need most of which are still relevant today and can be updated and integrated into the new workforce plan: The 3 main categories include: 1.
Expanding access towards universal coverage in the provinces 1.1 Staff concentration at hospitals 1.2 Imbalance between supplies, equipment and human resources 50 1.3 Lack of integration of human resources across different programmes 1.4 Insufficient PHC coverage and no adherence to entry and referral needs 2.
Staff productivity, workload and clinic management 2.1 Lack of attention to mechanisms to check staff productivity, staff welfare and empowerment 2.2 Imbalance between clinical and public health skills 2.3 Lack of evidence on workload and productivity 2.4 Insufficient budgetary provision to take viable decisions on human resources 2.5 Heavy workload as a result of ‘free’ services 2.6 Uneven spread of patient arrivals during clinic hours 3.
Management capacity, needs in Health Workforce Management and budget issues 3.1 Insufficient management knowledge and capacity 3.2 Absence of a career structure and mechanism to review staff issues 3.3 Unclear staff roles, functions, tasks; lack of access to incentives to boost retention 3.4 No planning for staff replacement 3.5 Staff deployment not in conformity with established positions 3.6 Lack of budget and budgetary authority to address human resources problems Purpose The objectives of the working group will be to: 1. Review the last workforce plan and achieve consensus on the current relevance of information/ findings contained for integration into new plan.
2.

Determine work and tasks to be undertaken for new plan and allocate tasks accordingly.

3.

Consult with all stakeholders, provincial and national level, on workforce planning needs.

4.

Analysis of specific roadblocks preventing implementation of last plan and recommendations to the executive committee on what is required e.g.

resources, commitment, leadership etc.

to ensure the new workforce plan is fully implemented.

5.
Prepare and submit the final document to the Executive Table 1: Membership of the WPWG 51 Name Position Agency / Position Len Tarivonda Chairperson MoH - Director Public Health Dr Willie Tokon Member MoH - Director Hospitals and Curative Services Markleen Tagaro Member Acting Provincial Health Administrator ( Penama ) Morris Amos Santus Wari Andy Ilo Member Member Member Acting Provincial Health Administrator (Shefa) Acting medical Superintendent ( VCH) Acting Medical Superintendent ( NPH) Jacques Honore Morris Member Acting Nursing Services Manager ( VCH) Carol Rovo Member Principal Planning Officer Paul Makikon Secretary Acting General Services Manager (VCH) Henry Lakeleo Member Acting Finance Manager Viran Tovu Member DSSPAC – Health Sector Policy Analyst Charlie Harrison Member HRM&D Manager Leipakoa Matariki Member Acting Principal HRD officer Deb Coleman Member VHRM HR TA Positions and Quorum Chairperson The Chairperson of the WPWG will be the Director Public Health MoH.
In the absence of the Director Public Health the meeting will be chaired by the Director Hospital and Curative Services.

The chairperson will be responsible for establishing the agenda and remaining a focal point for and / or MOH Executive requests.

Secretariat Duties The Secretary of the WPWG will be the Acting General Services Manager Paul Makikon (VCH).

In the absence of the Acting General Services Manager Paul Makikon, an alternative Secretary may be appointed by the Chairperson.
The Secretary will be responsible for arranging a suitable location for the meeting, advising all members of the time and location of the meeting and the drafting and issuing of minutes.

52 The Secretary will also be responsible for circulating the agenda and key documents to the membership group no later than 48 hours prior to any scheduled meeting where documents would be discussed.

Quorum For the WPWG to have a quorum, a minimum of one of the abovementioned Chairpersons will be present.
The total number of members of the group, including the Chairperson, will be no less than seven (7).

This number may be made-up of members or additional members partaking in the meeting via telephone or videoconferencing and by other invited personnel or technical officers.

Members Will be responsible for consulting more widely as required with MoH staff within their province, work units and within specific cadres under their responsibility.
The MoH Executive, remains the approving and releasing body for the Workforce Plan and all associated reports.

Timeframe As the completion of the plan is dependent on the completion of a number of other bodies of work the timeframe will be established and agreed to at the first meeting scheduled to take place late January 2018.
53 APPENDIX B – WORKFORCE PLANNING CONSULTATIONS The workforce planning consultation held on the Monday 11th June identified and discussed many workforce planning challenges and issues, the majority of which have been the topic of previous consultations and reviews held over several years.

Participants were provided with a list of the workforce related challenges and issues impacting on MoH, its staff and ultimately the delivery of health services to the people of Vanuatu.
Breaking into 3 groups (Curative and Hospital (1), Public Health (2) and Corporate Services (3)) the participants were asked to focus on the following: • • Consider and agree on the challenges and critical issues Identify possible solutions Identify and discuss the roadblocks are that are preventing the solutions from being • implemented right now?

Given the complexity of the issues and challenges facing the MoH it is important that they are not examined in isolation from each other.
The reality is that there is no one solution that will address all of the issues and challenges presented.

The solutions will be mutli- layered and interlinked and cut across a number of areas.

The consultation feedback table (Table from Groups #1 and #3) also incorporates feedback received from MoH staff either individually or in previous discussions.
The information obtained will be used to identify key priority areas for the focus of the workforce plan and inform the development of strategies that fit within each of these areas and align to the strategic directions of the HSS.
54 APPENDIX B1 – CONSULTATION FEEDBACK TABLE (GROUP 1 AND 3 COMBINED) Hospital and Curative Organisational culture- Staff contracts take too long Time management, Lack of staff Career management Leadership needed Lack of discipline of staff for breaches (friendship/ family relationships) 7 Lack of succession planning 8 Wrong people in wrong positions 9 10 Political interference 11 No incentive system prolongs problems 12 Lack of career planning 13 Lack of training plan 14 Lack of support resources Islandism/nepotism Training budget Lack of data and planning Health financing Specific issue identified include: 1 2 3 Growth in staff 4 Health community act 5 Integrated staffing 6 Limited budget 7 Difficulty accessing and understanding funding allocations 8 9 10 Lack of M and E in provincial and community level 11 12 Lack of reliable internet in some provinces 13 Slow process of financial visas delays 14 Recruitment and information not forthcoming too slow Lack of good BP Lack of skills in budgeting and writing budget proposal Job codes for OPD needed Possible options to address challenges and critical issues NOTE: many solutions may cut across several areas 1 Improve management leadership and management 2 Implement policy and strengthen staff skills 3 Improve planning and follow through 4 Conduct regular meetings 5 Staff rotation 6 Better reporting systems 7 Need strict timeframes 8 9 10 Need clear policy 11 Need better understanding of plans 12 Comply with code of conduct and implement disciplinary or performance management Staff absences need to be addressed Change the culture 13 Reduce PSC interference 14 Need stronger leadership across the board Improve staff morale by addressing acting positions 15 Need better communication across all MoH Finalise RDP 1 Develop Master training plan 2 3 National and Provincial service plans 4 Workforce plan 5 6 HC act revised 7 Improve Forecast expenditure Look at Other sources Other previous suggestions 8 High level advocacy to government to ensure 9 adequate budget –based on accurate data Promote MoH in positive light to improve credibility and support and increase profile 10 Competencies for staff roles 11 Need additional funding In relation to the solutions what is preventing this from being implemented now?
NOTE: The reasons may cut across all areas Leadership Polices not implemented Reluctance to discipline staff No clear policy Lack of understanding of plans Reluctance to discipline staff Lack of skills in performance management and supervision Lack of understanding of policy PSSM not followed PSC interference Lack of skills Lack of leadership and direction from the top Poor communication across Lack of competency framework No clear job descriptions Lack of strategic plans Timing Lack of prioritising Not enough training The budget ceiling Lack of proper consultancy with provinces Lack of established BP within province e.g.
cost centres Too much political interference 55 15 Patient care fund Workforce shortages 1 Workforce supply not enough available 2 Plan better 3 Lack of facilities to accommodate 4 Staff attitude 5 Low productivity for health workers 6 Lack of recruitment planning 7 Lack of funding 8 Lack of planning for training and master plan inc nurses NP 9 Lack of communication between MoH and scholarship board 10 Lack of career talks to school leavers to attract suitable workforce 11 Lack of incentives and good working conditions 12 Lack of compliance with transfer policy 13 Unequal staff distribution of health workforce 14 Lack of clear rdp 15 Too much political interference 16 Lack of planning communication regular monitoring 12 More transparency and monthly reporting 13 Strengthen BP 14 Develop training on budgeting and writing proposals 15 strengthen m and e 16 revise job code 17 Identify critical areas and explore solutions with OGCIO to improve 18 HR and Finance to improve the fv process and accountability 19 FO in place in all provinces 20 Train fo’s to do fv 21 Produce weekly financial management reports 22 Strengthen financial systems 23 improve communication 24 other funding sources Increase capacity at VCNE Send nursing students overseas Increase funding Purchase more equipment Review NP Board Review and redistribute staffing based on priority need Recruitment plan Support staff value Assets Plan build houses 7 8 9 10 Training plans 11 Planning for new staff 12 Communicate 13 More information to provinces 14 Use retired staff 15 explore not having to retire at 55 16 Overseas options temporary gaps More funding Staff house locked??
HR role The lack of workforce planning- 1 Lack of data All of above apply to workforce planning 1 Training and IT skill Need standard system for planning 56 Lack of leadership Lack of communication Reactive recruitment 2 3 4 5 HR too slow to recruit 6 PSC hold up things 7 Planning 8 Need right people in right job 9 No proper induction program Access to accurate workforce data to inform planning 1 Not updated workforce data 2 Hard to access 3 4 5 interprets data for planning develop service based on data Lack of accurate and consistent data related to retirements, vacancies Acting off books interns contracts 6 2 More HR staff to have fully functioning hr unit 3 Monthly and Quarterly reports 4 Regular meetings Previous consultations 5 Workforce planning activities integrated with financial and planning processes.
6 Workforce planning an objective in service and business planning 7 Workforce data accurate and communicated 8 master Training Plan 9 team workforce plans 10 Know the capacity of the current workforce and supply for those needs Competency 11 12 Leadership and management 13 Policies and procedures followed 14 Better tools and data systems to support the workforce planning 15 More communication between corporate 16 Educate politicians 1 Solution to workforce planning is good quality data 2 HRMIS maintained -skills to do this?
3 4 5 Regular structure meetings Create HRMIS for the MoH Robust data collection systems should be put in place to inform workforce planning Time Internet access for some province Not always know Finance and HR not meeting or communicating regularly Separate system for MoH processes.
6 Link scholarships information with the HR information system to provide for smooth integration of new health graduates and retiring staff utiilise HRMIS better Finance and HR to meet and share information better reporting 9 10 Update workforce data and strengthen hr 7 8 workforce data 57 Knowledge, skills and capability Lack of limitation and provision of scholarships Lack of Master plan training Lack of strong leadership and good management Lack of governance, policies, procedures Lack of professional leadership Political interference Leadership program and training Staff appraisals Succession planning Leadership progression plan 1 Needs a culture of learning Governance addressed 7 8 9 10 Staffing competent 11 Previous consultations 12 L &D assessments conducted based on new Being a good role models Strong work ethics Pollical awareness Financing preventing Time preventing Lack of discipline implemented Lack of leadership skills and competencies Need training tools Need more staff so staff can attend training No staff to do training Communication No training plan Not sure process PSc competency framework 13 Master L&D Plan developed 14 Linked to PMDS 15 PM strengthened 16 Strengthen training committee include Med sups in training committee 17 Strengthen relationship with scholarship board and training institutions 18 Training needs 19 Appointment should be on merit 20 Need comprehensive induction program 21 Implement program for CPD standardise training tools 22 VIPAM Infection control refresher training other training 23 Master Training Plan 24 strengthen PMDS 25 strengthen and utilise POHLN 26 27 Include in Dr JD for training Improve channels of communication for training planning through Training committee 28 Master training plan develop skills training epidemiology 29 Fairer distribution of staff 30 Teach management skills for staff primarily trained in clinical skills but who are assigned management tasks 58 The lack of strong leadership and good management 1 Lack of governance
 policies and procedures and no follow what there is Lack of professional leadership Political interference 2 3 4 No management of staff discipline or work performance 5 Noncompliance with PSSM 6 7 No leadership or good management 8 No m and e for hospitals services or managers 9 Too many staff not following lines of communication 10 No clear lines of communication between staff managers Acting in position for toll long creates too many problems med sups directors align with structure 11 No regular meetings 31 Develop a career plan for all levels of staff from provincial to national level 32 Work out an incentive plan for retention of staff in rural areas 33 Create rules for strict enforcement of staffing of facilities with personnel who has the corresponding qualification 34 Regular meetings for HR staff 35 Strengthen training committee include Med sups in training committee 36 Strengthen relationship with scholarship board and training institutions 1 Succession planning 2 Leadership development 3 Stronger governance 4 More good role models 5 Code of conduct follow 6 Educate politicians 7 Leadership Development Program 8 Address workplace culture 9 Succession planning 10 Develop a training plan for managers to acquire higher level management skills including those for budgeting 11 Implement Leadership program 12 strengthen skills in staff management 13 Educate PSSM 14 Consider direct appointment 15 Leadership program 16 Develop ma and e 17 Clarify clear lines of communication and promote Lack of discipline no leadership skills Political interference Lack of accountability Polices not followed Weak governance - 1 Lack of leadership and management 2 Lack of clear reporting systems 3 Coordination and accountability 4 Policies and procedures 5 No discipline for right people 18 1 2 3 4 Improve reporting systems Improve coordination Ensure accountability at management level Put right people in right position and make accountable for work performance Time Leadership skills
 Planning skills Capacity of staff Heavy workload to be addressed 59 6 No vision 7 No accountability 8 Lack of leadership and good management 9 Lack of strong policy 10 Lack of information?
11 Lack of hospital representation in meetings Leadership and management RDP Integration of primary care/curative Mismatch between Government policy (NSDP 2016-2030) and health expenditure- 1 2 3 4 Update of HIS 5 Not enough funding 6 Need to assess needs 7 Inadequate funds 8 Public health budget needs to be addressed 9 RDP 10 Training Linked to workplace culture need to change Workplace culture Strong leadership Adherence to policy and code of conduct 5 Develop sops Shared vision 11 12 Policies enforced 13 Change of culture Leadership program Time More information on public health needed and preventative care RDP in place 1 2 Update HIS information 3 4 Referral policy Promotion and awareness packages for communities Primary care NCD’s big issues Align budget to vison and goals Reporting Community awareness 5 More prevention program Strengthen public health 11 Policy in place 12 Need accurate budget information Information systems and data analysis 1 Lack of accurate recording 2 Lack of data analysis 3 Lack of capability, analysis and feedback Mechanisms to ensure staff productivity, welfare and empowerment.
Leadership and Management 1 2 Workplace culture 3 Limited resources 4 Lack of incentives 5 Staff not motivated 6 New concept for current managers Standardised reporting templates Better leadership and management SoPs Clear coordination System for reporting Capacity and skill development in data analysis Strong leadership resources Incentives and rewards scheme solutions Reward and incentive PM Supervision systems Reporting Performance management not understood No culture to support staff No policy and systems in place If policy in place not followed PSSM incentives not contextualised 60 7 No proper system or tools or lack of understanding what this Job descriptions old means Prolonged contract on acting affects staff morale 8 9 No recognition or reward 10 Unclear jd’s and roles and responsibilities Unclear staff roles, functions, tasks; lack of access to incentives 1 2 Managers need training on jd’s 3 HR need to support 4 5 6 Need incentive for staff 7 Not value Job should match role and competencies Staff not clear what is in jd Operational management of workforce staff leave accruals 1 2 3 4 Staff leaves too much Lack of competent management on leaves Staff refuse to take leave Polices not followed Scope of practice for health workforce professionals.
Lack of joint planning Lack of equipment and resources 1 2 3 No planning against service needs 4 Budget against service needs 5 Not enough resources 6 Need skills and training Incentives and recognition and reward system 7 PMDS system strengthened 8 Career pathways 9 Master training plan 10 11 Career planning As above Revise jd’s Competencies clear Incentive and value Reward staff Support staff Enforce leave plan Performance management to assist 1 2 3 More training 4 Adherence to policies and procedures and robust reporting 5 PM 6 Pay off all accruals of leave 7 Maintain accurate HR data base of Lack of management Inadequate staffing to cover leave Lack of succession planning information on leaves Proper induction for staff so they are aware 8 1 National and provincial plans 2 3 4 5 Coordinate joint planning- who does this Include all in joint planning Review services staffing mix and location in the right place 6 Design outreach and allocate adequate resources All HF should be inclusive in planning Integrated programs National and provincial plans in place 7 1.
2.

3.

Better planning 4. Review of current services 61 Staff concentration - RDP - experienced staff refusing to be transferred to rural areas Spouse working in village Staff houses 1 2 3 4 Wrong time to transfer 5 Comfort zone not wanting to move 5.

New models 6.
New models 6.

DSA review Strong transfer policy and enforced RDP Career pathway Remote allowance Incentive scheme to attract community nurses and Drs 6 Develop specialist outreach 7 Review staffing patterns 8 redesign staffing based on service needs No clear policy in place to guide all solutions Imbalance between supplies, equipment and human resources - lack of equipment and supplies hamper ability of staff to do their job – creates cycle e.g.
Staff cannot do their job, people don’t access the service, higher utilisation of hospitals - reinforces patients’ behaviour to seek care at tertiary care outpatient facilities.

Limited integration of curative and public health service - leading to poor coordination and ineﬃciencies in resources, including human resource use.
Better planning System to integrate Better supervision Better Planning 62 APPENDIX B2 – CONSULTATION FEEDBACK TABLE (GROUP 2 ONLY) Critical Issue and challenges - Organisational culture- Workplace culture is critical to the success or failure of any organisation.
A strong supportive organisational culture that values its people and encourages and supports continuous learning can affect the overall performance of the organisation and inspire and motivate staff to improve performance resulting in better health service delivery for the community.
Health financing - Need to ensure sufficient recurrent budget and alternative funding sources to enable adequate delivery of health services ( purchase of assets and hr) and growth in workforce numbers Internal Policy Induction Possible options to address challenges and critical issues NOTE: many solutions may cut across several areas 1.

2.

3.

Work place environment 4.

Staff Behaviour/Attitude 5.

Sharing of information 6.

Succession Planning 7.

Career Planning 8.

Conflict of Interest 9.

Politics 1.


Politics Spending 2.

3.

Spend outside of Business Plan Joint and integration Planning between National Public Health, and Provincial Health, (Hospital & Rural Health) 4.

Personnel Expenditure 5.

Health Community Act 6.

No transparency on expenditures 7.

Health facilities not included in planning.

In relation to the solutions what is preventing this from being implemented now?
NOTE: The reasons may cut across all areas Implement Code of Conduct Implement Induction at all level 1.

2.

3.

Office setup (infrastructure) 4.

Implementing staff disciplinary procedures 5.

Conduct regular staff meeting (Management, HOS, General) 6.

All levels to have a succession plan 7.

All levels to have a career planning 8.

Implement 9.

No solution 1.

No Solution 2.

Enforce Policy of Own Plan, Own Budget 3.

4.


Implement Planning & Budgeting together Similar to operation procedure to approve personnel costs.

(HR & Finance Officers at provincial level) 5.

Report to be provided back to Managers 6.

Monthly reporting to managers ( training of all managers on finance) 7.

All facilities operations & HR must appear on micro planning.

Workforce shortages - A major factor limiting the fair distribution of health services.
Many public health facilities are understaﬀed, particularly in rural areas, and some are not staﬀed at all.

Shortage of staff Shortage of Doctors Shortage of Nurses 1.

2.

3.

4.

HF staff not appropriately renumerated 1.

Training in all categories 2.

3.

Fair distribution Increase of intake and regularity to VCNE, recruit overseas nurses Incentive – Remote allowance 4.
The lack of workforce planning-Has contributed to the current staff shortages and resulted in a reactive rather than planned and systematic approach to recruitment, creating the gap between staﬃng requirements and available workforce, particularly in nursing Access to accurate workforce data to inform planning - Without accurate workforce data workforce planning is delayed.
Knowledge, skills and capability - Developing knowledge, skills and capabilities at all levels and across all areas, will ensure staff are equipped to effectively undertake their role.

1.

Staff serve too long in one Health Facility.

1.

Introduce Rotation plan 1.

Lack of Data base at the provincial Level 1.

Create a data base to monitor HR at provincial 1.

Performance Appraisal System 2.

Role delineation 3.
Role delineation 3.

Supervisory Visits level Doing Appraisal Regularly and properly Implantation of role delineation policy 1.

2.

63 3.

Conduct regular supervisory visits to health facility ( Direction to Managers, Managers to health facilities) 1.

Acting position to be formalise 2.

Regular mentoring from managers to staff 3.

Provide clarity of reporting from provinces to national 4.

No solution 5.

Upskilling of managers on strong leadership and good management.

1.
1.

Emphasis Bottom up approach & regular 2. meetings.

Feedback reporting from director level to Managers on a timely basis.

3.

Allow smart stream to all Cost centre managers 4.

All Managers to be well informed about Policies.

5.

Strengthen capacity of power in the provincial level 1.

In a Business Planning & Budgeting we need to consider all level of service delivery.

2.
2.

Develop and emphasis on public, private partnership The lack of strong leadership and good management -The lack of strong leadership and good management is seen as one of the primary causes of many of the workforce challenges facing MoH.

Without strong leadership and good management the wp cannot be implemented.

1.

Positions are filled on acting basis 2.

Lack of support from leader 3.

Unclear channel of communication 4.

Politic interference 5.

No proper training for managers 1.


Weakness in leadership and communication Feedback reporting 2.

3.

No access on finance information to individual cost centres managers 4.

Policy Compliance 5.

Decentralisation 1.

Allocative efficiency 2.

Request more recourses from government and development partners Innovative means of health financing 3.

1.
1.

Weak governance - Means a lack of oversight of the performance of the health sector and little coordinated reporting of health service outputs, financial information and business planning activities.

This has resulted in limited understanding of how resources are being utilised.
Mismatch between Government policy (NSDP 2016-2030) and health expenditure- Resource allocation is currently skewed towards curative services particularly those at Vila Central Hospital (VCH) which acts against the policy commitment to Primary health care.

PHC is the key to achieving universal health coverage.
Information systems and data analysis There is a lack of or limited analysis leading to minimal ﬂow of information back to staﬀ managing and delivering services, and for use in planning and decision making.

Mechanisms to ensure staff productivity, welfare and empowerment - Leads to low motivation, poor work performance, and exploitation of workplace/position PMDS better implemented.
Unclear staff roles, functions, tasks; lack of access to incentives to boost retention - If staff are not clear about the expectations and responsibilities of their jobs and supervised and managed poor staff productivity and work performance prevails.

System for reporting Capacity and skill development in data analysis 1.

Improve usage of tools in place ( DHIS2 & Tuppai ) Supervisory visit 1.

2.

Rewards 1.

Managers to do regular visits to all facilities 2.

Rewards to staff/Sections JD 1.

2.


Policy of role delineation 1. Review JD 2.

Proper induction 64 Operational management of workforce staff leave accruals - Results in rising costs.

It is vital that leave policies are implemented to reduce leave balances and align entitlements with prescribed levels.

Information of Leave Balance to all staff 1.

2.

Only technical personnel to be considered 3. Review long service leave (72 days) 1.
Managers to be aware of leave balance to be disseminate to respective staffs 2.

Payoff for accrued leaves 3. Review employment act Scope of practice for health workforce professionals.

- Limited resources better utilised, People driven health services e.g.

taking services to where the people are; outreach models to meet the needs of remote communities.

1.

Better utilisation of existing staff 2.

Some staff are overloaded 3.

All HF should be inclusive in planning 4.

5.


Development of outreach policy Integrated outreach 1.

Existing staff must be able to be polytalent/multi- tasked 2.

Address shortage of HR 3.

Bottom up approach 4.

To be encouraged to minimise resources 5.

Ex: HCF Staff concentration - RDP - experienced staff refusing to be transferred to rural areas 1. Review of scope of practice for each category of staff and HF Insubordination 2.

1.

Upskilling staff 2.


Proper consultation with staff concerned & MoH code of practice Imbalance between supplies, equipment and human resources - lack of equipment and supplies hamper ability of staff to do their job – creates cycle e.g.

Staff cannot do their job , people don’t access the service, higher utilisation of hospitals - reinforces patients’ behaviour to seek care at tertiary care outpatient facilities.

Supervisory visits to HF 1.

2.


Outreach programs 1.Managers to do regular visits to HFs 2.

Proper planning of outreach to all HF 3.

No allocated budget for outreach programs Limited integration of curative and public health service - leading to poor coordination and ineﬃciencies in resources, including human resource use.

3.
Specialised clinics in hospitals should take leading role in outreach services 65 APPENDIX B3 - WORKFORCE PLANNING AND HR CONSULTATION PARTICIPANT LIST (JUNE 2018) GROUP 1 Hospital and Curative services 1 Willie Tokon Facilitator Director – Curative and Hospital Services Dr. Andy Ilo Co- facilitator Medical Superintendent – NPH Leipakoa Matariki Co facilitator /HR support Principal HRD officer Sanny Marafi HR support Agnes Mathias Bertha Tarileo Dr. Santus Wari Paul Makikon Dr Robert Vocor Roderick Mera Noelin Teilemb Gerollyn Tagaro Sophie Morris Tousei Lestour Jacques Honore Beverley Tosiro GROUP 2 Public and provincial Len Tarivonda (Facilitator) Nelly Ham (Co facilitator) Meriam Ben (HR support) Lilly Phillips (HR support) Jean Jacques Rory Esau Naket Morris Amos Jivi Mele Mackleen Tagaro Sala Nial Isabel Maxwell Angela Tari Fiona Antfalo Kepoue Andrew Simon Saika Henry Wetul GROUP 3 Corporate Services Posikai Samuel Tapo (Facilitator) Carol Rovo (Co- facilitator) Senior HRO Acting Principal Pharmacist Acting PNO Medical Superintendent - VCH General Services Manager - VCH Acting Medical Superintendent – Lenakel Acting Medical Superintendent – Lolowai General Services Manager - Norsup GSM NPH (Acting) Acting Manager PH Nursing Unit Manager Nursing Unit Manager Nursing Unit Manager Director – Public Health Acting Manager – Environmental Health Principal HRM officer Senior HRO Acting Manager – Health Promotion Manager – Malaria SHEFA Provincial Administrator SANMA Provincial Health Manager PENAMA Acting Provincial Administrator Finance officer NPH Finance officer Lenakel Finance officer VCH Finance officer Shefa MALAMPA Acting Provincial Administrator TAFEA Provincial Manager TORBA Provincial Manager Director – Policy Planning Corporate Services Principal Health Planner Charlie Harrison (Co-facilitator HR support) Manager – Human Resource Tony Tataki (HR Support) Senior HRD officer Edmond Tavala Evelyne Emile
 Henry Lakeleo Wilson Liplip Rachel Takoa Julian Lasekula Viran Tovu 12 Scott Monteiro Assets VCNE Acting Manager - Finance Manager – Central Medical Stores Manager – Health Information Systems Assistant – Information Technology Unit Health Sector Analyst VHRM Team leader APPENDIX C - GRT PERMANENT POSITIONS LIST No Status EMPLOYEE NAME Cost Centre Name Dept/Unit Facility Type Cost Centre New Structure Position Title Cadres of Employee Abel Merani MALAMPA Baiap Health Centre 61SK Registered Nurse Adeline Lolten NORTHERN PROVINCIAL HOSPITAL Medical Ward Hospital 61SB Registered Nurse Nurses Nurses Agnes Mathias VILA CENTRAL HOSPITAL Pharmacy Services Hospital 61RB Pharmacist Paediatrics Allied Health Corporate Services 8114 Agnes Malau PENAMA Kerembei Health Centre 61SJ Nurse Aide Aki An Dorin Gaviga VILA CENTRAL HOSPITAL ENT Nursing Hospital 61RB Nurse in charge Ear, Nose and Throat Aintip Dorah MALAMPA Amelatin Dispensary 61SK Nurse Aide Albert Toukoune VILA CENTRAL HOSPITAL Surgery Hospital 61RB Registrar Surgeon Sanny Marafi CORPORATE SERVICES MALAMPA Albert Honorine Human Resources Management and Development Lambubu Administration 61VA Senior HRO Systems Management and Staff Liaison Officer Dispensary 61SK Nurse Aide Alfred Kamoi VILA CENTRAL HOSPITAL Medical Ward Hospital 61RB Registered Nurse Alick Nelly SHEFA Ngala Dispensary 61RH Registered Nurse Alfredo Virvir NORSUP HOSPITAL Accident and Emergency Ward Hospital 61SF Nurse Aide Alick Leipakoa SHEFA Silimauri Health Centre 61RH Nurse Aide Alick Nellie Aloma Hazel Sitobata Amel Edwin Jeffrey NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Maternity Ward Hospital 61SB Nurse Aide Accident and Emergency Ward Hospital 61SB Registered Nurse PRIMARY EYE CARE Hospital 61SB Nurse In charge Primary Eye Care Nurses Nurses Nurses Doctor Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Alwin Nego VILA CENTRAL HOSPITAL VCH General Services Hospital 61RB Senior Hospital HIS
 officer Corporate Services Alwyn Ionnie PUBLIC HEALTH Health Promotion Administration 61UA Graphic Artist Public Health Amos Tutu Toka VILA CENTRAL HOSPITAL Imaging Services Amitalu Eliette NORSUP HOSPITAL General Support Services Amsaline Lui Anastasie Backloulou VILA CENTRAL HOSPITAL Pharmacy Services VILA CENTRAL HOSPITAL Padiatrics Ward Andrew Loreen VILA CENTRAL HOSPITAL General Outpatient Department Hospital Hospital Hospital Hospital 61RB Medical imaging Technologist Allied Health 61SF 61RB Cleaner Support Services Senior Pharmacist OPD Allied Health 61RB Registered Nurse PAEDs Nurses Hospital 61RB Senior Nurse Practitioner Nurses 2 3 5 4 7 6 10 8 9 11 15 12 13 14 16 19 17 18 21 20 22 23 25 P P P P P P P P P P P P P P P P P P P P P P P New PN 11567 10428 9588 11219 9140 11608 9845 11600 9271 9723 11400 9698 10379 10397 10272 9417 8345 9579 11506 9582 9311 9135 Aulua Dispensary 61SK Nurse Aide Nurses Anesthesia Medical Hospital 61SB Senior Registrar Anaesthetist Doctor Dispensary 61SK Registered Nurse Hospital Hospital Dispensary Hospital Hospital Hospital Hospital Assistant Laboratory Offcer Allied Health 61RB Registered Nurse 61SF 61SK Registered Nurse 61SD Senior Nurse 61RG Laundress Support Services 61RB Physiotherapist Allied Health 61SF Nurse Aide Administration 61RH Mother Child Health Nurse Hospital Hospital Hospital 61RB 61SD Senior Registrar Paediatrics Registered Nurse 61RG Nurse Aide Nurses Nurses Nurses Nurses Nurses Nurses Doctor Nurses Nurses Administration 61SK HIV/STI Officer Public Health Health Centre 61RH Registered Nurse Health Centre 61SK Nurse Aide Health Centre 61RH Registered Nurse Nurses Nurses Nurses Administration 61SK TB& Leprosy officer* Public Health Anna Jack Joseph MALAMPA Lehili VILA CENTRAL HOSPITAL Rehabilitation Services Annjerry Warasak TORBA HOSPITAL Nursing Services Andy Ilo Anderson Lilly MALAMPA NORTHERN PROVINCIAL HOSPITAL Angele Malai Tavi MALAMPA Anita Mabon Bulere Anita Malessy NORSUP HOSPITAL VILA CENTRAL HOSPITAL
 Anna Tari William TORBA HOSPITAL Anna Ruth Henry Anne Brenda Wellin Tamata Annaline Malessy LENAKEL HOSPITAL NORSUP HOSPITAL Anne Pakoa Enkae SHEFA Annette Garae VILA CENTRAL HOSPITAL Annie Jimmy LENAKEL HOSPITAL Annie Taissets MALAMPA Anthony Mermer Anson Rosita Melysa Avok Locy Kai Titomat SHEFA MALAMPA SHEFA Antoine Telukluk MALAMPA Aru Miswyn Acklet Arugogona Martha Juanita LOLOWAI HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL Atpatun Saturnin HOSPITAL August Joel SHEFA Augustine Aru CORPORATE SERVICES Carolyn Bay Neonatal Laboratory Services General Outpatient Department General Support Services Eye Clinic Shefa Provincial Public Health Paediatrics Pediatric Ward Malampa Provincial Public Health Vaemali Liro Vaemauri Malampa Provincial Public Health General Support Services General Support Services Hospital Hospital 61SG Secretary 61SB Clerk Support Services 11141 Support Services 10610 General Support Services Hospital 61SB Senior Grounds man Support Services 10630 Shefa Provincial Public Health Finance and Accounts Administration 61RH Tuberculosis/Leprosy officer Public Health Administration 61VA Finance Officer* Corporate Services Avock Dolcy Oval SANMA Bahor Tabi Rolline SANMA Malau Malau Health Centre Health Centre 61SI 61SI Nurse Aide Registered Nurse Nurses Nurses Bani Graig VILA CENTRAL HOSPITAL Pharmacy Services Hospital 61RB Dispenser OPD Allied Health 11610 10192 11611 9253 11365 11629 11748 9994 9599 11445 8836 9021 11750 9905 8741 9715 11580 9709 8740 8842 8020 10821 10820 9584 P P P P P P P P P P P P P P P P P P P P P P P P P P P 24 26 27 28 29 30 32 31 34 33 35 36 39 37 38 41 40 49 42 43 44 45 46 47 48 50 52 68 Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Bamboe Mark PUBLIC HEALTH Bani Julienne Orren VILA CENTRAL HOSPITAL Malaria and other Vector Borne Diseases General Outpatient Department Administration 61UA Field Officer Public Health Hospital 61RB Senior Nurse GOPD Basil Aitip NORSUP HOSPITAL Eye Clinic
 Hospital 61SF Nurse In charge Eye Clinic NORTHERN PROVINCIAL Barako Rosaria HOSPITAL Medical Ward Hospital 61SB Nurse Aide Barton Greg Baro TORBA Loh Health Centre 61SH Nurse Aide Batsari Blaise Tabilip VILA CENTRAL HOSPITAL Neonatal Hospital 61RB Registered Nurse Batick Maritha MALAMPA South West Bay (Wintua) Health Centre 61SK Nurse Aide Becky Iaruel LENAKEL HOSPITAL Surgical Ward Hospital 61RG Registered Nurse Berry Jea Dickson Heindrix Kalotip Micky VILA CENTRAL HOSPITAL Padiatrics Ward Hospital 61RB Senior Nurse PAEDs Ben Charles SHEFA Betina Kalotang SHEFA Saupia Erakor Health Centre 61RH Handyman/Driver(Saupia) Support Services Dispensary 61RH Registered Nurse Betrand Sakama Tom LENAKEL HOSPITAL Maternity Ward Hospital 61RG Midwife Betty Massing VILA CENTRAL HOSPITAL Imaging Services Hospital 61RB Medical imaging Technologist Allied Health Biagke Marie Noelle Mabonlala MALAMPA Blaise Resen PENAMA Blandine Taripu SHEFA Lamap Melsisi Saupia Health Centre 61SK Registered Nurse Health Centre 61SJ Registered Nurse Health Centre 61RH Nurse Practitioner Nurses Nurses Nurses Bobby Steeve Jairo Charles TORBA HOSPITAL Laboratory Services Hospital 61SD Microscopist Allied Health Bob Delwin MALAMPA Uripiv Dispensary 61SK Nurse Aide NORTHERN PROVINCIAL Bomwell Elliane HOSPITAL Padiatrics Ward Hospital 61SB Senior Nurse Nurses Nurses Bong Jenny Willie VILA CENTRAL HOSPITAL Dental Services Hospital 61RB Consultant Dentist Public Health Dental Borris Rory MALAMPA Malama Provincial Public Health Administration 61SK MCH Nurse Nurses Bongnaim Edwin Bong VILA CENTRAL HOSPITAL General Support Services Hospital 61RB Cleaner Support Services Brian Korty VILA CENTRAL HOSPITAL Eye Nursing Hospital 61RB Registered Nurse PEC Nurses 8325 9127 11442 10437 11832 9254 11549 9909 9307 9705 9741 9928 9580 11542 11203 9701 11727 11598 10462 9659 8747 9486 9118 NORTHERN PROVINCIAL Bosara Hellen HOSPITAL General Support Services Hospital 61SB Cook/Kitchen Hand Support Services 10674 P P P P
 P P P P P P P P P P P P P P P P P P P P 51 53 56 54 55 58 57 59 61 60 62 63 64 65 66 67 69 68 70 71 73 72 75 74 69 Brown Kalsim Leuan Bulememea Marie claire LENAKEL HOSPITAL Pediatric Ward Hospital 61RG Registered Nurse Nurses VILA CENTRAL HOSPITAL Nursing Services Hospital 61RB Clinical Nursing Supervisor Nurses 9904 9095 Brown Toka LOLOWAI HOSPITAL General Support Services Hospital 61SG Grounds man Support Services 11152 PENAMA Bue Worthie Delight Bule Cornelson Buleban Renata Mabonsingsing Cedric Meltek VILA CENTRAL HOSPITAL CORPORATE SERVICES VILA CENTRAL HOSPITAL Bulewak Gantin Carolyne Marineth Tebbi LENAKEL HOSPITAL VILA CENTRAL HOSPITAL Cassimir Liwuslili SANMA Charlie Annie Margaret VILA CENTRAL HOSPITAL Charles Womel TORBA Penama Provincial Corporate Services General Support Services Administration 61SJ Finances Officer Support Services Hospital 61RB Porter Support Services 8261 9510 VCNE Administration 61VY Midwife Educator Corporate Services 8039 Operating Theatre Surgical Nursing Family Planning Sanma Provincial Public Health Hospital Hospital Hospital 61RB 61RB Registered Nurse OT Nurse Aide 61RG Nurse Aide Nurses Nurses Nurses Administration 61SI Health Promotion Education and Communication Officer Public Health Maternity Ward Hospital 61RB Senior Midwife Nurses 9352 9339 9931 8554 9203 Torba Provincial Corporate Services Administration 61SH Captain Support Services 8283 VILA CENTRAL HOSPITAL Maternity Ward Hospital 61RB Midwife Charlie Hannah Dorinnie Charlotte Lingbu MALAMPA LENAKEL HOSPITAL SHEFA Chrisilla Tavue Charlton Willie Iata Chire Timah Christian Mabon Ruvu Christian Asial MALAMPA NORTHERN PROVINCIAL HOSPITAL PENAMA Christina Nikalen Christina Rapouel LENAKEL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Baiap Rafaremauri Health Centre Dispensary 61SK 61RH Midwife Registered Nurse Anesthetic Ward Hospital 61RG Nurse Aide Espigles Bay Health Centre 61SK Nurse Aide Padiatrics Ward Hospital 61SB Registered Nurse Baie Barrier Surgical Ward Maternity
 Ward Dispensary 61SJ Nurse Aide Hospital Hospital 61RG Registered Nurse 61SB Registered Nurse Cindy Mahit NORSUP HOSPITAL Surgical Ward Hospital 61SF Registered Nurse Surgical ward Nurses Clayton Tari Cindy Waimini Crystal Garae PENAMA NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Padiatrics Ward Pathology Sakau Dispensary 61SJ Registered Nurse Hospital Hospital Hospital 61SB Nurse Aide Consultant ( Pathologist) 61RB 61SG Clement Loli LOLOWAI HOSPITAL Pharmacy Services Supply officers Allied Health Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Doctor 9209 11566 9739 8985 11537 10471 11321 9910 10371 11411 11275 10479 9078 11033 P P P P P P P P P P P P P P P P P P P P P P P P P P 76 81 77 78 79 80 85 82 83 84 87 86 88 89 92 90 91 94 93 95 96 97 99 98 103 100 70 David Dorin General Support Services Hospital 61SB Cleaner Support Services 10644 Colenso Silas TORBA Collen Horo LOLOWAI HOSPITAL Torba Provincial Public Health General Support Services Cullwick Trevor VILA CENTRAL HOSPITAL Surgery Cynthia Woleg VILA CENTRAL HOSPITAL Daniel Charlie VILA CENTRAL HOSPITAL Daniel Peter VILA CENTRAL HOSPITAL Surgical Nursing Accident and Emergency Ward Accident and Emergency Ward Daniel Tuvuaie Daniel Upakai NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Padiatrics Ward Antenatal Clinic David Amos VILA CENTRAL HOSPITAL Imaging Services Laboratory Services Accident and Emergency Ward General Support Services Penama Provincial Corporate Services Medical Ward Eye Clinic Lesasa General Support Services Maternity Ward David Berry Louis David Natonga NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL David Lauwauwa George David Leimos TAFEA VILA CENTRAL HOSPITAL David Mahuri Siro PENAMA David Serah David Silapo Jimmy David Tevi PENAMA LOLOWAI HOSPITAL LENAKEL HOSPITAL Deleguy Jeanette Dobe Nancy Frank NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Dingely Lester Evans Dominique Viragos Douglas Wilson
 TORBA HOSPITAL Debbie Fred VILA CENTRAL HOSPITAL Antenatal Clinic Dexter Takau VILA CENTRAL HOSPITAL Laboratory Services 61SG 61RB 61RB 61RB 61RB 61SF Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Hospital Dispensary Hospital Hospital Hospital Hospital Administration 61SH HIV/STI Officer Public Health 8471 Porter Support Services 11171 Senior consultant Surgeon Registered Nurse 61RB Senior Nurse Hospital 61RB Registered Nurse 61SB Registered Nurse Registered Nurse AC Medical imaging Technologist Allied Health Microscopist Allied Health 61SB Registered Nurse Nurses Doctor Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses 9037 9335 9231 9238 10472 9167 9667 11367 10394 10039 9548 8258 11045 9942 11255 9163 9635 61RG Registered Nurse Registered Nurse Senior Midwife AC 61SJ 61RB 61RB 61SF Senior Phlebotomist Allied Health OPD Filing clerk Support Services 11486 61SB Senior Midwife Nurses 10360 General Support Services Hospital 61SB Senior Hospital HIS officer Support Services 10685 PENAMA Melsisi Health Centre 61SJ Registered Nurse Dorah Dick Eben Niavi VILA CENTRAL HOSPITAL LENAKEL HOSPITAL Pediatric Ward General Outpatient Department Maternity Ward Hospital Hospital Hospital 61SD Nurse Practitioner 61RB 61RG Nurse Aide Registered Nurse Nurses Nurses Nurses Nurses 11204 11743 9221 9903 Green Hill Health Centre 61RI Nurse Aide Nurses Hospital 61RB Senior Laundress Administration 61SJ Captain Support Services Support Services 61SG Nurse in charge MEDICALl Ward Nurses P P P P P P P P P P P P P P P P P P P P P P P P P P P 101 102 104 105 106 107 108 109 110 111 116 112 113 114 115 117 118 119 120 122 121 124 123 125 127 126 129 71 Edina Tavoa VILA CENTRAL HOSPITAL NCD Edvina Ngwerabita VILA CENTRAL HOSPITAL Intensive Care Unit Edwige Tabi LOLOWAI HOSPITAL Edna Iercet SANMA Eliane Coulon MALAMPA Maternity Ward Sanma Provincial Public Health Espigles Bay Hospital Hospital Hospital 61RB 61RB 61SG Registered Nurse NCD Registered
 Nurse Senior Midwife Nurses Nurses Nurses Administration 61SI TB/Lep officer Public Health Health Centre 61SK Registered Nurse Midwife in charge Maternity Ward (REMOVE SENIOR IN STRUCTURE) Nurses Nurses Nurses Nurses Nurses Administration Hospital Dispensary 61VY 61SG 61SK Principal Nurse Educator Corporate Services Nurse Aide Nurse Aide Nurses Nurses Eliane Sale Rosie TORBA HOSPITAL Maternity Ward Hospital 61SD NORTHERN PROVINCIAL Elkem Jackline HOSPITAL SANMA Erimel Pierre Paul NORTHERN PROVINCIAL HOSPITAL CORPORATE SERVICES Emile Evelyn Ernestine Q Garae Tasmalum Accident and Emergency Ward VCNE Maternity Ward Hospital 61SB Midwife Health Centre 61SI Nurse Practitioner Hospital 61SB Senior Nurse Emma Meralolo LOLOWAI HOSPITAL Ear, Nose and Throat Enock Ruth Rota Erevoke Tamumu MALAMPA NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Endu General Support Services ENT Nursing Esau Philippe Esline Ala VILA CENTRAL HOSPITAL Pharmacy Services Hospital Hospital Hospital Esther Naomi Aru PENAMA Nduindui Health Centre Ethline Taripu VILA CENTRAL HOSPITAL Intensive Care Unit Ester Noe LENAKEL HOSPITAL Medical Ward Esther Dingley VILA CENTRAL HOSPITAL Eye Nursing Ezra Talo VILA CENTRAL HOSPITAL Laboratory Services Hospital Hospital Hospital Hospital Fancy Rolland TORBA Lequel Dispensary Eveva Ephraim Evievi Elizabeth Vemanu Fiona Titus Nalau Fabienne Tura Florina Albert Florita Toa Toamatanini Floriane Atingting NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL General Support Services General Support Services Family Planning General Support Services Medical Ward NORSUP HOSPITAL Surgical Ward NORSUP HOSPITAL Medical Ward Hospital Hospital Hospital Hospital Hospital Hospital Hospital 61SB Mechanic Support Services 61RB 61RB 61SJ 61RB 61RG 61RB Registered Nurse Dispenser Inpatient Midwife Registered Nurse Nurse Aide Nurse Aide Nurses Allied Health Nurses Nurses Nurses Nurses 61RB Senior Blood Bank
 Technician Allied Health 61SH 61SF Registered Nurse Nurses Maintenance supervisor Support Services 61SB Cleaner Support Services 61RB Registered Nurse Nurses 61SB Hospital HIS officer Support Services 10686 61RB Registered Nurse Nurses 61SF Registered Nurse Surgical ward Nurses 61SF Nurse Aide Nurses 9270 11410 11393 9109 9189 11077 8572 11536 11762 10365 10842 10388 8026 11093 11624 10635 9144 9593 11195 9192 9896 9122 9637 11850 11487 10646 9180 P P P P P P P P P P P P P P P P P P P P P P P P P P P P 130 132 133 131 134 135 136 141 142 137 138 139 140 143 144 147 148 145 146 151 153 149 150 154 152 156 157 155 72 Frank Bob Natiang LENAKEL HOSPITAL Ear, Nose and Throat Hospital 61RG Registered ENT Nurse Dispensary Hospital Dispensary 61SK 61RB 61SK Registered Nurse Registered Nurse OT Nurse Aide South West Bay (Wintua) Health Centre 61SK Registered Nurse Dispensary 61SK Nurse Aide Nurses Nurses Nurses Nurses Nurses Nurses Frank Rebecca MALAMPA Vinmavis Gaston Kalsakau VILA CENTRAL HOSPITAL Operating Theatre MALAMPA Frank Haidriv George Nathan Tasso Gabriel Wailarang MALAMPA MALAMPA Garae Caleb Navui PUBLIC HEALTH PENAMA Garae Jackson Garae Lois NORTHERN PROVINCIAL HOSPITAL Maskelynes (Vanmaur) Vinmavis HIV & STI Penama Provincial Corporate Services Administration 61UA Coordinator HIV/STI Public Health Administration 61SJ Provincial HIS Officer Support Services 8264 Dental Services Hospital 61SB Dental clerk Support Services 10748 PUBLIC HEALTH PENAMA TORBA Neglected Tropical Diseases Pangi Administration 61UA Health Centre 61SJ Neglected Tropical Diseases Officer Registered Nurse Mataka Health Centre 61SH Registered Nurse Public Health Nurses Nurses CORPORATE SERVICES Director General George Worwor PUBLIC HEALTH Surveillance Tasiriki Angoro White Sands Shefa Provincial Corporate Services VCNE Administration Administration 60BA 61UA Director General Director General Senior Surveillance Officer Public Health Health Centre 61SI Midwife Dispensary 61SJ Registered Nurse
 Health Centre 61RI Nurse Aide Nurses Nurses Nurses Administration 61RH Cleaner Support Services 8165 Administration 61VY Driver Corporate Services 8031 Antenatal Clinic Hospital 61SB Senior Midwife Hannington Dispensary 61SH Nurse Aide Lehali Dispensary 61SH Nurse Aide Garae Macklyne Katenga Georgina Bule Gerodian Kwari Spooner GEORGE TALEO Glenis Tari Grace Hinge Sasaro Gibson Athens SANMA PENAMA TAFEA Gladys Joseph SHEFA CORPORATE SERVICES NORTHERN PROVINCIAL HOSPITAL Glen Joel Graham Serah Nerry Timbaci Golow Glency Daniel Gongeiley Dickson Mala TORBA TORBA 9937 11601 9353 11618 11548 11602 8372 8385 11224 11845 8000 8449 10855 11247 10051 Graham Tasso VILA CENTRAL HOSPITAL Accident and Emergency Ward Hospital 61RB Registered Nurse VILA CENTRAL HOSPITAL Graziela Tildena Mandavah Guenola Matan Lesiness Gram Bal MALAMPA PENAMA Anesthesia Medical Hospital 61RB Senior consultant Anaesthesia and Intensive Care Wallarano Pangi Health Centre 61SK Registered Nurse Health Centre 61SJ Nurse Aide Nurses Nurses Nurses Nurses Doctor Nurses Nurses 10319 11857 11854 9236 9011 11596 11226 P P P P P P P P P P P P DG P P P P P P P P P P P P P 158 160 166 159 167 161 162 163 164 165 170 171 168 169 175 178 172 173 174 179 176 177 180 182 185 181 73 Hariette Manni Grey Natu Margarette VILA CENTRAL HOSPITAL Maternity Ward LOLOWAI HOSPITAL General Support Services Hospital Hospital 61RB Senior Midwife Nurses 9205 61SG Laundress Support Services 11157 Griselda Rapouel CORPORATE SERVICES DIRECTORATE OF PLANNING AND POLICY Administration 61VA Receptionist Corporate Services 8074 Harry John Tony VILA CENTRAL HOSPITAL Obstetrics & Gynaecology Hospital 61RB Senior Consultant O/Gynecologist Doctor Nurses 9027 8763 Malama Provincial Public Health Administration 61SK Nurse Aide Ham Maeva MALAMPA Heheina Regina Harris Etienne Alexandre NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Harrison John PENAMA Harry Iata TAFEA Hellenson Bani Harry Michel Upakai Hellenson Gao Hellen Mahit
 Hellyette Molu LOLOWAI HOSPITAL TAFEA PENAMA MALAMPA NORTHERN PROVINCIAL HOSPITAL Pharmacy Services Hospital 61SB Senior Pharmacist OPD Allied Health 10756 General Support Services Hospital 61SB Clerk Support Services 10611 Penama Provincial Public Health Tafea Provincial Public Health Services Surgical Ward Tafea Provincial Corporate Services Abwatuntora Lamap Administration 61SJ Environmental Health Officer Public Health Administration 61RI Malaria Supervisor Public Health Hospital 61SG Senior Nurse Administration 61RI EPI Officer* Health Centre Health Centre 61SJ 61SK Midwife Nurse Aide Nurses Public Health Nurses Nurses Pharmacy Services Hospital 61SB Dispenser OPD Allied Health Henry Wetul TORBA HOSPITAL Hermine Laga VILA CENTRAL HOSPITAL General Outpatient Department Padiatrics Ward Hospital Hospital 61SD Nurse Practitioner 61RB Registered Nurse PAEDs Coordinator Budget Development & Control * Nurses Nurses Henry Lakeleo CORPORATE SERVICES Finance and Accounts Administration 61VA Corporate Services 8015 VILA CENTRAL HOSPITAL Hinge Leo Lawrence PENAMA Hitler Garae NORTHERN PROVINCIAL Hoke Bani HOSPITAL Claudine VILA CENTRAL HOSPITAL Honore Maurice NORTHERN PROVINCIAL HOSPITAL Honore Mwai Honore Lingtamat CORPORATE SERVICES Hopsen Rosineth NORSUP HOSPITAL Anesthetic Ward Nursing Services Accident and Emergency Ward DIRECTORATE OF PLANNING AND POLICY Anesthetic Ward Iakapas Nais Kopin LENAKEL HOSPITAL Laboratory Services Mental Health Ward Hospital 61RB Nurse In charge Mental Health Nurses Lolovange Dispensary Hospital Hospital Hospital 61SJ 61SB 61RB Registered Nurse Nurse In charge Accident and Emergency Nursing services Manager* 61SB Registered Nurse Nurses Nurses Nurses Nurses Administration 61VA Printing Clerk* Corporate Services 8073 Hospital Hospital 61SF Registered Nurse 61RG Microscopist Nurses Allied Health 11360 8989 8652 8918 11061 8925 11209 11555 10758 11745 9314 9293 11267 10382 9092 10398 P P P P P P P P P P P P P P P P P P P P P P P P P 187 183
 184 191 186 193 188 189 190 195 192 196 194 197 199 200 198 201 202 203 205 206 204 208 209 74 CORPORATE SERVICES VCNE Administration 61VY Senior clinical Nurse Educator* Corporate Services 8035 Honore Rosaria Taissets Iata Albert Kaiapam Ines Alwyn VILA CENTRAL HOSPITAL NORSUP HOSPITAL Iaruel Arnold LENAKEL HOSPITAL Iaruel Jerry PUBLIC HEALTH Iaruel Madley Ious Dick Jean Yves Nangia Isaac Jivi Ioan Collin Jack Luen Jenny Jack Viso Jack Bani Jacky John Toka Jack Robert NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL PENAMA NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL LENAKEL HOSPITAL LENAKEL HOSPITAL Medical Ward Rehabilitation Services Medical Ward Pharmacy Services Nutrition and Dietetics, Mental Health and Non Communicable Diseases General Support Services Medical Ward General Support Services NCD SURGICAL WARD Imaging Services General Support Services Hospital Hospital Hospital 61RB Principal Physiotherapist Allied Health 61SF Registered Nurse Medical Ward Nurses 61RG Supply Officer Allied Health Administration 61UA Coordinator Mental Health Public Health Hospital Hospital Hospital Hospital Hospital Hospital 61RG Housekeeping Supervisor Support Services 61RG Registered Nurse 61SB Registered Nurse Nurses Nurses Senior Plumber Support Services 61RB 61RB Nurse in charge NCD Clinic 61SB Registered Nurse Nurses Nurses Nurses Hospital Hospital Hospital 61SB Medical Imaging Technologist Allied Health 61RB 61RB Ambulance Drivers Registered Nurse Support Services Nurses Lolovange Dispensary 61SJ Nurse Aide Jacob Lenika VILA CENTRAL HOSPITAL Surgical Nursing Jack Wensi CORPORATE SERVICES Central Medical Store Administration 61VW Stock Control officer*VILA Corporate Services Jacqueline Tebi TAFEA Tanyepa Janrethy Lunabek NORSUP HOSPITAL Pediatric Ward Jacob Marie SHEFA Marowia Dispensary Hospital Dispensary 61RI 61SF 61RH Registered Nurse Registered Nurse Paediatric ward Nurse Aide Japhet Bakon VILA CENTRAL
 HOSPITAL Dental Services Hospital 61RB Dental Therapist Nurses Nurses Nurses Dental Jacques Buleban Jacquier Bertrand NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Janet Eric SHEFA Janita Tamla Japhet Lilly May Hanah Jean Batkae PENAMA VILA CENTRAL HOSPITAL PENAMA General Support Services Hospital 61SB Driver Corporate Services 10602 General Support Services Hospital 61SB Driver Corporate Services 10601 Shefa Provincial Public Health Point Cross Childrens Outpatient Department Namaram Administration 61RH Dispensary 61SJ Reproductive Health and Family Planning Supervisor Nurse Aide Hospital 61RB Senior Nurse Dispensary 61SJ Registered Nurse Public Health Nurses Nurses Nurses 8834 11260 9151 11245 9665 11391 8999 8399 9989 9895 10429 9471 9105 10488 11268 10786 9449 9332 8148 10068 11404 9732 9567 P P P P P P P P P P P P P P P P P P P P P P P P P P 207 213 214 210 211 212 216 217 215 219 221 218 223 220 224 222 226 231 225 232 227 228 229 230 233 235 75 Jean Francois Nirambath Jarina Tari NORTHERN PROVINCIAL HOSPITAL LOLOWAI HOSPITAL NORTHERN PROVINCIAL HOSPITAL Jean Bosco Bakon MALAMPA Jeanette Wari Jeffery Naparau TAFEA Jean Ruru CORPORATE SERVICES Jeffery Samana VILA CENTRAL HOSPITAL Childrens Outpatient Department General Support Services Maternity Ward Hospital Hospital Hospital 61SB Senior Nurse Nurses 61SG OPD Filing clerk Support Services 61SB Registered Nurse Nurses Baiap Futuna Central Medical Store Accident and Emergency Ward Laboratory Services Health Centre Dispensary 61SK 61RI Handy man/Driver Registered Nurse Administration 61VW Store keeper* Hospital Hospital Hospital Dispensary 61RB Senior Nurse 61SF 61RB 61SJ Microscopist Nurse Aide Health Centre 61RH Registered Nurse Nurse In charge Pediatrics Ward Nurses Support Services Nurses Corporate Services Nurses Allied Health Jeffrey Ati Jendy Fred Jefflyn Tete Jenery Kalo Joseph Jenny Naurman Saur NORSUP HOSPITAL VILA CENTRAL HOSPITAL Padiatrics Ward PENAMA SHEFA Angoro Vaemali NORSUP HOSPITAL
 Maternity Ward Hospital 61SF Midwife Jerry Nalau Scott LENAKEL HOSPITAL Jenny Mabon VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL LOLOWAI HOSPITAL Jessica Ores Jill Sutherland Tavoa Jillina Kamsel Jeuvavohoso Noela Vivian Vondom Jimmy Jenny SANMA NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Jimmy Joe Kapen Jimmy Anmol Poporo TAFEA SANMA Jivi Mele SANMA Joanne Thain VILA CENTRAL HOSPITAL MALAMPA MALAMPA TAFEA Jimmy Mata Jimmy Sakius Jocelyn Joel Peter Jocelyn Namu Stephen Jocelyne Sandy General Outpatient Department Intensive Care Unit Padiatrics Ward Medical Ward Hoghabour Hospital Hospital Hospital Hospital 61RG Registered Nurse 61RB 61RB Nurse Aide Registered Nurse PAEDs 61SG Registered Nurse Dispensary 61SI Registered Nurse Anesthetic Ward Hospital 61SB Nurse Aide Operating Theatre Jet Tataikala Sanma Provincial Public Health Padiatrics Ward Utas Liro White Sands Hospital Dispensary 61RB 61RI Registered Nurse OT Registered Nurse Dispensary 61SI Nurse Aide Administration 61SI MCH Nurse Hospital 61RB Registered Nurse PAEDs Health Centre Health Centre Health Centre 61SK 61SK 61RI Nurse Aide Midwife LENAKEL HOSPITAL Ear, Nose and Throat VILA CENTRAL HOSPITAL Neonatal Hospital Hospital 61RG Nurse in charge ENT 61RB Registered Nurse Handy man/Driver Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses 10309 11145 10370 11569 10080 8151 9232 11366 9303 11248 9745 11424 9898 9197 9315 11048 10874 10404 9349 10070 10883 8565 9312 11574 11581 10049 9935 9256 P P P P P P P P P P P P P P P P P P P P P P P P P P P P 237 234 239 236 240 238 241 243 244 242 245 247 248 246 249 251 252 250 254 255 253 258 259 256 257 260 261 262 76 Joe Firiam SHEFA John Seth Ala VILA CENTRAL HOSPITAL Shefa Provincial Public Health Anesthetic Ward Johnny White LENAKEL HOSPITAL Infectious Ward Joe Lilly SHEFA Amoh Joel Martha VILA CENTRAL HOSPITAL General Support Services John Gideon NORSUP HOSPITAL
 Pharmacy Services Administration 61RH Mother Child Health Nurse Hospital Hospital Dispensary Hospital Hospital 61RB 61RG 61RH 61RB 61SF 61RI Nurse Anaesthetic - Trainee Registered Nurse Nurse Aide Senior Laundress Supply Officer Nurse Practitioner Nurses Nurses Nurses Nurses Support Services Allied Health Nurses Jot Kovia TAFEA Imaki Health Centre John Sylviane Johnny Fredson Din TORBA HOSPITAL VILA CENTRAL HOSPITAL General Support Services Hospital 61RB Cook/Kitchen Hand Support Services Pharmacy Services Hospital 61SD Supply officers Allied Health Surgical Ward Hospital 61SB Nurse Aide Johnny Heribert Joycelyne Lolten Kalkandi Jones Wilkins James Josina Webas Juliana Warput Julie Paniel NORTHERN PROVINCIAL HOSPITAL MALAMPA TORBA TORBA NORTHERN PROVINCIAL HOSPITAL NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL Julian Lasekula CORPORATE SERVICES PENAMA Juliene Tobo Juline Mattaha Ken Justin Alain MALAMPA LENAKEL HOSPITAL Juliet Kessaiah MALAMPA Kakou Colette MALAMPA Kalkandi Kalanga MALAMPA NORTHERN PROVINCIAL Kaenbo Gino HOSPITAL Kallon Finnau Finali Kalo Malau John LENAKEL HOSPITAL VILA CENTRAL HOSPITAL Kalkoa Kaltamat SHEFA Health Centre 61SK Midwife Dispensary 61SH Nurse Aide Health Centre 61SH Nurse Aide Hospital Hospital Hospital 61SB Registered Nurse 61SF Registered Nurse Nurses Nurses Nurses Nurses Nurses Nurses Utas Sarawia Mataka Accident and Emergency Ward Infectious Ward General Support Services Information Communication Technology Pangi Health Centre 61SJ Maternity Ward Hospital Unmet Nebul Espigles Bay Utas Dispensary Health Centre Health Centre Health Centre 61RG 61SK 61SK 61SK 61SK Midwife Registered Nurse Maternity Ward Registered Nurse Nurse Aide Midwife Registered Nurse Nurses Nurses Nurses Nurses Nurses Nurses General Support Services Hospital 61SB Housekeeping Supervisor Support Services Imaging Services Laboratory Services Shefa Provincial Public Health Hospital Hospital 61RB 61RG Head of Section - Medical imaging Technologist Medical Lab Officer
 Administration 61RH Malaria Supervisor Allied Health Allied Health Public Health Judy Taren 61SB Senior Laundress Support Services Administration 61VA Desk support officer* Corporate Services 8130 8838 9370 9914 9728 9503 11374 10054 9529 11736 10497 11572 11859 11846 10396 11416 10652 11223 9951 11589 11561 11535 11573 10639 9576 8987 8830 P P P P P P P P P P P P P P P P P P P P P P P P P P P 263 267 271 264 265 266 274 268 269 270 275 272 273 278 279 276 277 280 282 283 281 285 286 284 288 290 287 77 VILA CENTRAL HOSPITAL Laboratory Services Hospital 61RB Senior Biochemist Allied Health VILA CENTRAL HOSPITAL SHEFA NORTHERN PROVINCIAL HOSPITAL Kalorib Terry Kalmal Rosaria Barthelemy Kalotrip Kalotiti Michel Kalokis Dorothy MALAMPA Kalpukai Mark Ben Kalorip Madlen Lynros Kalsongi Donald SHEFA SHEFA KALTERIKIA HENRI Kalwat Kalter Poilapa SHEFA SHEFA Vao Dispensary 61SK Nurse Aide Anesthetic Ward Erakor Hospital Dispensary 61RB 61RH Anesthetic Scientific Officer Incharge Nurse Aide Dental Services Hospital 61SB Senior Dental registrar Saupia Vaemauri Imere Imere Health Centre 61RH Nurse Aide Health Centre Health Centre 61RH 61RH Registered Nurse Registered Nurse Health Centre 61RH Nurse Practitioner NORTHERN PROVINCIAL Karine Lile Smith HOSPITAL Medical Ward Hospital 61SB Senior Nurse Kaspa Clifton Kajituga VILA CENTRAL HOSPITAL Intensive Care Unit Hospital 61RB Senior Nurse Karai Ferdinand SANMA Kasso Johnson Wilson Kaso Tom Iamouh NORTHERN PROVINCIAL HOSPITAL LENAKEL HOSPITAL Kayline Tabi Keimol Rock Kaye Meven Vuvu VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL LOLOWAI HOSPITAL Port Olry ENT Dept General Support Services Padiatrics Ward Anesthetic Ward Pediatric Ward Kemuel Samuel VILA CENTRAL HOSPITAL Surgery Hospital Hospital Hospital Hospital Hospital Hospital 61SB 61RG 61RB Senior Consultant Opthalmologist Cook Registered Nurse PAEDs 61SB Registered Nurse 61SG 61RB Nurse Aide consultant Surgeon Keren Slyviane Quai SANMA Saramauri Health Centre 61SI
 Registered Nurse Keith Jacob SANMA Sanma Provincial Public Health Administration 61SI Environmental Health Officer Public Health Kevin Kata Marafi LENAKEL HOSPITAL Infectious Ward Hospital 61RG Nurse incharge Tuberculosis / Infectious ward Nurses Ken Mera PENAMA Kender Lila MALAMPA Penama Provincial Public Health Atchin Kepoue Andrew CORPORATE SERVICES VCNE Kevin Serel VILA CENTRAL HOSPITAL Medical Ward Administration 61SJ Malaria Supervisor Public Health Health Centre Administration Hospital 61SK 61VY 61RB Nurse Aide Nurses Senior VHW Educator* Corporate Services Registered Nurse Nurses Nurses Nurses Nurses Dental Nurses Nurses Nurses Nurses Nurses Nurses Doctor Support Services Nurses Nurses Nurses Doctor Nurses 9644 11586 9362 9742 10740 9704 9719 9691 9689 10421 9185 10227 10001 9310 10529 11059 9038 10862 8597 9912 8648 11543 8038 9269 Health Centre 61SI Handy man/Driver Support Services 10828 P P P P P P P P P P P P P P P P P P P P P P P P P 292 289 294 291 295 293 296 297 298 300 302 299 303 301 305 306 304 308 312 307 313 309 310 311 314 78 MALAMPA Lambi Nathkambat Lambert Lauru Lina Leitarea Kilet Helena SANMA Kokoi Karaikokoi Karai Kombe Marie- Irene SANMA MALAMPA VILA CENTRAL HOSPITAL Kotopeu Catherine NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL CORPORATE SERVICES Lawrence Boe Larry Stephens Lawrence Tabi PENAMA Lawac Sylvain MALAMPA Leddie Rose Leo PENAMA Leimatuk Michael Leisale Toara Rovet Leisale Umau Lekari SHEFA SHEFA NORTHERN PROVINCIAL HOSPITAL Leina Ruth Homai TAFEA Leodoro Basil Lesteour Tousei Berthel Len Tarivonda NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL PUBLIC HEALTH P P P P P P P P P P P P P P P P P P P P P P P P P P 319 321 315 316 317 318 323 320 324 322 325 326 328 329 327 330 331 334 337 332 333 338 335 336 339 340 79 Uripiv Dispensary 61SK Registered Nurse General Outpatient Department Vulesepe Wailapa Isu Wallarano Hospital 61RB Senior Nurse GOPD Health Centre 61SI Nurse Aide Dispensary 61SI Nurse Aide
 Health Centre 61SK Nurse Aide Nurses Nurses Nurses Nurses Nurses 11597 9126 10839 10887 11679 General Support Services Hospital 61SB Cashier Support Services 10585 Internal Medicine Hospital 61SB Registrar Physician Doctor Central Medical Store Administration 61VW Supply and Clearance officer VLA Corporate Services Melsisi Malampa Provincial Public Health Abwatuntora Saupia Health Centre 61SJ Nurse Practitioner Nurses Administration 61SK Provincial Microscopist Public Health Health Centre Health Centre 61SJ 61RH 61SB Registered Nurse Midwife Nurse in charge Ear, Nose and Throat Nurses Nurses Nurses Ear, Nose and Throat Hospital Shefa Provincial Public Health Tafea Provincial Public Health Services Administration 61RH Mother Child Health Nurse Nurses Administration 61RI Reproductive Health and Family Planning Supervisor Public Health Leitare Flora Daniel VILA CENTRAL HOSPITAL Neonatal Hospital 61RB Registered Nurse Lelekele Rosienne VILA CENTRAL HOSPITAL Intensive Care Unit Hospital 61RB Nurse In charge Intensive care Unit Nurses Nurses Surgery Hospital 61SB Senior Consultant Surgeon Doctor OPERATING THEATRE Hospital 61SB Registered Nurse Director Public Health Administration Leo Lines Serveux VILA CENTRAL HOSPITAL General Support Services Hospital Letley Arukesa PENAMA Leon Agustine TAFEA Lesly Bong MALAMPA Nduindui Imaki Nebul Lewa Markson VILA CENTRAL HOSPITAL Imaging Services Lewia Ruby Dick VILA CENTRAL HOSPITAL Laboratory Services Health Centre Health Centre Health Centre Hospital Hospital 61UA 61RB 61SJ 61RI 61SK 61RB 61RB Director Public health Cook/Kitchen Hand Registered Nurse Nurse Aide Handy man/Driver Incharge CT Tech Medical Laboratory officer Nurses Director Support Services Nurses Nurses Support Services Allied Health Allied Health 10215 8147 11201 8749 11210 9702 10298 8837 8919 9257 9184 10206 10506 8300 9530 11196 10057 11562 9676 9643 NORTHERN PROVINCIAL Leyrou Romeo HOSPITAL SURGICAL WARD Hospital 61SB Senior Nurse Lilian Elizabeth Haggai
 Lilon Konali VILA CENTRAL HOSPITAL Maternity Ward Hospital 61RB Midwife NORTHERN PROVINCIAL HOSPITAL Dental Services Hospital 61SB Dental clerk Nurses Nurses Dental 10482 9207 10749 Liatlatmal Anna SANMA Port Olry Health Centre 61SI Cleaner/Laundress Support Services 10829 Lindsay Lui VILA CENTRAL HOSPITAL Lilian Mabon PENAMA Lilian Rasa Tavoa PENAMA Accident and Emergency Ward Tsingbwege Penama Provincial Public Health Hospital 61RB Registered Nurse Dispensary Administration 61SJ 61SJ Nurse Aide Reproductive Health and Family Planning Supervisor Nurses Nurses Public Health 9237 11244 8649 Lilip Wilson Saramai Lillian Gila Lillian Sailas Hambu CORPORATE SERVICES VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Central Medical Store Administration 61VW Manager Central Medical Store Corporate Services 8150 Operating Theatre General Support Services Hospital Hospital 61RB Nurse Aide Nurses 9361 61SB Cleaner Support Services 10650 Lilly Philip CORPORATE SERVICES Loli Bennington VILA CENTRAL HOSPITAL Human Resources Management and Development Surgical Nursing Administration 61VA Senior HRO - Policies and Procedures Corporate Services 8113 Hospital 61RB 61SK Registered Nurse Midwife Nurses Nurses 9330 11547 Central Medical Store Hospital 61VW NPH Sub center CMS Supervisor* Corporate Services 8153 Lorna Batena South West Bay (Wintua) Health Centre MALAMPA NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Lionel Rovette Lishi Jack Nanupi Loit Kalterekia Loleen Spooner Tari Losalini Leodoro Lite Norbert NORSUP HOSPITAL General Support Services VILA CENTRAL HOSPITAL Medical Ward General Support Services Hospital Hospital Hospital 61RB 61SF 61RB Porter Driver Nurse Aide SANMA Atariboe Dispensary 61SI Nurse Aide LOLOWAI HOSPITAL Pediatric Ward Lolyne Jeremiah PUBLIC HEALTH SHEFA Lui Daniel HIV & STI Silmoli Lydian Lopez Wai LOLOWAI HOSPITAL Medical Ward Lucia Matate NORSUP HOSPITAL General Support Services Lucy Fresa LOLOWAI HOSPITAL General Support Services Lucy Seresere SHEFA
 Lucy Wollen PENAMA Tavalapa Melsisi Hospital Administration Dispensary Hospital Hospital Hospital Dispensary 61SG 61UA 61RH 61SG 61SF 61SG 61RH Registered Nurse HIV/STI officer Registered Nurse Registered Nurse Plumber Cook Nurse Aide Health Centre 61SJ Nurse Aide Support Services Support Services Nurses Nurses Nurses Public Health Nurses Nurses Support Services Support Services Nurses Nurses 9513 11490 9280 10891 11057 8373 9729 11049 11497 11167 9736 11205 9511 Lui Ansen VILA CENTRAL HOSPITAL General Support Services Hospital 61RB Porter Support Services P P P P P P P P P P P P P P P P P P P P P P P P P P P 341 343 350 342 351 344 345 346 347 348 349 357 359 352 353 354 355 356 360 358 366 369 361 362 363 364 365 80 Lyen Manliwos Luke Mary TORBA HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Lulu Maelin Dorah Mabonlala Isabel (Midwife) Mahit Sam Haitong MALAMPA VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL Malere Claudine HOSPITAL Malili Elty VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL TORBA SANMA Mahlon Tari Maleb Marie France Maltahial Yolland Manlumgep Abigale Malisa Oswald Peter Malres Peter Manruru Jimmy Obed Maltureneim Bruno Morin Mantai Manuel Lendal SANMA NORSUP HOSPITAL VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL LENAKEL HOSPITAL Manu Alfred LENAKEL HOSPITAL Mansale Helene SHEFA Manuel Wokeke Manwo Auguste SANMA NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL Mao Veronique HOSPITAL Manwo Marie- Michele Maternity Ward General Support Services Hospital Hospital 61SD Midwife Nurses 61SB Cook/Kitchen Hand Support Services Padiatrics Ward Hospital 61SB Nurse Aide Atchin Health Centre 61SK Midwife Maternity Ward Hospital 61RB Midwife in charge Maternity Ward Nurses Nurses Nurses Medical Ward Hospital 61SB Nurse In charge Medical Ward Nurses Childrens Outpatient Department VCH General Services Sanma Provincial Public Health Operating Theatre Hospital Hospital 61RB Administration 61SI Hospital
 61RB 61RB Nurse Practitioner Nurses Hospital HIS officer Senior Environmental Health Officer Senior Nurse OT Corporate Services 9537 Public Health Nurses Nurses 8574 9345 11837 Pemisas Health Centre 61SH Midwife Sanma Provincial Corporate Services General Support Services Mental Health Administration 61SI Assets & Infrastructures officer Support Services 8244 Hospital Hospital 61SF Driver Corporate Services 11492 61RB Senior Registrar Mental Health Doctor 9088 VCH General Services Hospital 61RB Driver /Messenger Support Services 9410 Infectious Ward Hospital 61RG Registered Nurse General Outpatient Department Imere Saramauri General Outpatient Department Hospital 61RG Nurse Practitioner Health Centre 61RH Nurse Aide Health Centre Hospital 61SI 61SB Nurse Practitioner Nurse In charge General Outpatient Department Family Planning Hospital 61SB Senior Midwife OPERATING THEATRE Hospital 61SB Senior Nurse Nurses Nurses Nurses Nurses Nurses Nurses Nurses 11765 10675 10478 11541 9199 10420 9150 9915 9886 9692 10860 10281 10331 10502 9243 9134 Marae Willie Reuben VILA CENTRAL HOSPITAL Marcel Bongnaim VILA CENTRAL HOSPITAL Accident and Emergency Ward General Outpatient Department Hospital 61RB Senior Nurse Practitioner Nurses Hospital 61RB Registered Nurse GOPD Nurses P P P P P P P P P P P P P P P P P P P P P P P P 370 367 368 371 372 375 376 373 374 379 381 377 378 382 380 384 385 383 386 387 388 389 390 391 81 Marian Takau Marie Anicet Rapulpul Marie Denis Marie Paul Molwak Marie Rene Mabon Marie Pascal worgon Marina Lekai Willie Marie Yavis Marinette Avock Mark Madeline Hellen Markson Tabi Margaret Tarere VILA CENTRAL HOSPITAL Obstetrics & Gynaecology Hospital Maria Tevi PENAMA Latano Dispensary 61RB 61SJ Senior Registrar O/G Registered Nurse Doctor Nurses Margaret Solomon CORPORATE SERVICES Director General Administration 60BA Executive secretary* Corporate Services Marian Lulu SANMA Margareth Matan PENAMA Tasiriki Ledungsivi Health Centre Health Centre 61SI 61SJ Registered
 Nurse Nurse Aide Nurses Nurses VILA CENTRAL HOSPITAL Imaging Services Hospital 61RB Head of SectionMammographer Allied Health SANMA Wunavae Dispensary 61SI Registered Nurse Marie Jean Vira LENAKEL HOSPITAL Marie Josee Kath SANMA NORTHERN PROVINCIAL HOSPITAL Accident and Emergency Ward Vulesepe Hospital 61RG Health Centre 61SI Registered Nurse Accident and Emergency Registered Nurse General Support Services Hospital 61SB Laundress Support Services PENAMA Pangi Health Centre 61SJ Nurse Practitioner VILA CENTRAL HOSPITAL Padiatrics Ward Hospital 61RB Senior Nurse PAEDs SANMA Fanafo Health Centre 61SI Nurse Aide NORTHERN PROVINCIAL Marie Rose Frank HOSPITAL NORTHERN PROVINCIAL HOSPITAL Mariko Iapatu Maternity Ward Hospital 61SB Midwife Accident and Emergency Ward Hospital 61SB Registered Nurse SANMA Fanafo Health Centre 61SI Registered Nurse Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses LENAKEL HOSPITAL NORTHERN PROVINCIAL HOSPITAL General Support Services NCD Hospital Hospital 61RG Cleaner Support Services 9995 61SB Registered Nurse Nurses VILA CENTRAL HOSPITAL Pharmacy Services Hospital 61RB Dispensers Stores Allied Health PENAMA Ledungsivi Health Centre 61SJ Mary Anne Tosul VILA CENTRAL HOSPITAL Laboratory Services Hospital 61RB Registered Nurse Senior Medical Laboratory officer Nurses Allied Health Markleen Tagaro PENAMA Markson Iasi SHEFA Mary Buleling PENAMA Penama Provincial Public Health Shefa Provincial Corporate Services Nasawa Mary Estelle Iesul Mary Madgalyne Johnny LENAKEL HOSPITAL Pediatric Clinic VILA CENTRAL HOSPITAL Family Planning Administration 61SJ TB& Leprosy officer* Public Health Administration 61RH Driver Support Services 8164 Dispensary 61SJ Registered Nurse Hospital Hospital 61RG Registered Nurse 61RB Registered Nurse Nurses Nurses Nurses 11279 9920 9179 9031 11249 8006 10856 11233 9673 10870 9945 10838 10655 11222 9306 10833 10364 10395 10832 10267 9682 11231 9626 8650 P P P P P P P P P P P P P P P P P P P P P P P P P P 393
 395 392 396 394 397 398 400 401 399 403 404 402 405 407 408 406 409 410 413 414 411 412 415 416 417 82 Hospital Hospital Health Centre 61SB Dental assistant 61RB 61RH Midwife Registered Nurse Dental Nurses Nurses Administration 61UA Field Officer Public Health Massing D NORTHERN PROVINCIAL HOSPITAL Bongneme VILA CENTRAL HOSPITAL Matansue Josina Dental Services Maternity Ward Mathew Nasse SHEFA Yakeula Frederick PUBLIC HEALTH Matalue Jeflyn Kweto Mathias Tabeva NORTHERN PROVINCIAL HOSPITAL PENAMA Saupia Malaria and other Vector Borne Diseases Matariki Loreen VILA CENTRAL HOSPITAL General Support Services Hospital Matty Kalo Mawa Joel Maxley Malanga Maurice Amos Willie May Tarioroi Mawa Stanley Daniel Mckenzie Sitobata MALAMPA NORTHERN PROVINCIAL HOSPITAL LOLOWAI HOSPITAL SHEFA NORSUP HOSPITAL Tanmaru Mental Health Ward Pediatric Ward Shefa Provincial Public Health Maternity Ward VILA CENTRAL HOSPITAL General Support Services NORSUP HOSPITAL Dental Services Melanie Kalorip Meltecoin Angelina Lally VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Maternity Ward Childrens Outpatient Department Dispensary Hospital Hospital Hospital Hospital Hospital Hospital Hospital Anesthetic Ward Hospital 61SB Nurse Aide Ledungsivi Health Centre 61SJ 61RB 61SK Nurse Practitioner Tailor Registered Nurse 61SB Senior Nurse Administration 61RH 61SG 61SF Registered Nurse Provincial Health Administrator Shefa Midwife Support Services 8162 Nurses 11425 61RB Porter Support Services 9512 61SF 61RB Dental Registrar Midwife 61RB Registered Nurse Dental Nurses Nurses 11355 9206 9155 10747 9208 9703 8328 10403 11229 9524 11587 10452 11058 Nurses Nurses Support Services Nurses Nurses Nurses Meatour Roselyne NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL Meltenale Lina HOSPITAL NORTHERN PROVINCIAL Melteck Netty HOSPITAL Meltenoven Theophile VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL Meltek Jerome HOSPITAL General Support Services Hospital 61SB Secretary Support Services 10581 Medical Ward Hospital
 61SB Senior Nurse Nurses 10422 General Support Services Hospital 61SB Cook/Kitchen Hand Support Services 10673 Accident and Emergency Ward Hospital 61RB Senior Nurse Nurses 9229 General Support Services Hospital 61SB Driver Support Services 10600 Meltemal Kenole NORSUP HOSPITAL Anesthetic Ward Hospital 61SF Nurse Aide NORTHERN PROVINCIAL Meltetake Lolita HOSPITAL General Outpatient Department Hospital 61SB Nurse Practitioner VILA CENTRAL HOSPITAL Antenatal Clinic Hospital 61RB Senior Midwife AC Nurses Nurses Nurses 11361 10282 9161 NORTHERN PROVINCIAL HOSPITAL General Support Services Hospital 61SB Grounds man Support Services 10631 Mento Angela Mary Melterore Jean Bernard P P P P P P P P P P P P P P P P P P P P P P P P P 418 421 423 419 420 424 422 425 427 429 426 430 428 431 433 435 432 438 434 439 436 437 441 442 440 83 VILA CENTRAL HOSPITAL LOLOWAI HOSPITAL Mera Ricky Mera Roderick Alistair Didi Meriam Nampil Mermer Marie Madeline Mercy Jimmy TAFEA VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Merelyn Leotari CORPORATE SERVICES Meriam Ben CORPORATE SERVICES Surgery Medical, Dental and Allied Health Services Port Narvin Hospital Hospital 61RB Registrar Surgeon 61SG Medical Officer 1 Dispensary 61RI Registered Nurse Maternity Ward Antenatal Clinic Director General Human Resources Management and Development Hospital Hospital Administration 61RB Senior Midwife 61RB 60BA Nurse Aide Filing Clerk Administration 61VA Principal Human Resource Management Nurse In charge Operating Theatre Doctor Doctor Nurses Nurses Nurses Corporate Services 9042 11004 10060 9201 9171 8008 Corporate Services 8110 Laboratory Services Hospital 61SB Laboratory Officer Allied Health Metack Yellie OPERATING THEATRE Hospital 61SB Nurses SANMA Tiroas Dispensary 61SI Registered Nurse Administration 61SI Malaria Field Officer Public Health Hospital Hospital 61RB Consultant Physician 61SD Nurse Aide Doctor Nurses Nurses Sanma Provincial Public Health Administration 61SI Provincial HIS Officer Support
 Services 8242 Maternity Ward Hospital 61SB Nurse in charge Maternity Ward Nurses Shefa Provincial Public Health Administration 61RH Mother Child Health Nurse Nurses 10357 8835 VCNE Administration 61VY Librarian* Corporate Services 8029 10500 10771 8563 9046 11761 10876 NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL SANMA VILA CENTRAL HOSPITAL Sanma Provincial Public Health Internal medicine TORBA HOSPITAL Surgical Ward Michael Ala Mermer Morris Gabriel Minado Paul Micah Moffet Charley Minah William Nagof Mikal Natnaur SANMA Molmele Ana Maria NORTHERN PROVINCIAL HOSPITAL Morino Malapa SHEFA Molivakarua Raylene Kwegani Morris Vea Tom Morrison Watson Mwai Jino CORPORATE SERVICES VILA CENTRAL HOSPITAL NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL PENAMA Nadia Ala Naket Esau LENAKEL HOSPITAL Intensive Care Unit Infectious Ward Padiatrics Ward Aute Eye Clinic Nabong Brigitte NORSUP HOSPITAL Surgical Ward VILA CENTRAL HOSPITAL Naki Elvi Naimeleun Reuben Taso Nako Stephen TORBA MALAMPA Operating Theatre Baiap Mataka Hospital Hospital Hospital 61RB 61SF Registered Nurse Registered Nurse 61SB Registered Nurse Dispensary 61SJ Registered Nurse Hospital Hospital Hospital 61RG Nurse Practitioner 61SF 61RB Nurse Aide Registered Nurse OT Health Centre 61SK Nurse Aide Health Centre 61SH Nurse Practitioner Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses 9191 11415 10469 11251 9939 11412 9350 11568 11843 P P P P P P P P P P P P P P P P P P P P P P P P P P 443 444 448 449 445 446 447 451 453 450 455 452 456 454 458 459 457 460 461 462 464 466 463 467 465 468 84 Nakomahanga TORBA Lapi Jocelyne Mataka Health Centre 61SH Midwife Nalo Myriam VILA CENTRAL HOSPITAL Accident and Emergency Ward Hospital 61RB Senior Nurse Namel Elanie Elise VILA CENTRAL HOSPITAL Anesthetic Ward Hospital Nalau Eric Jacob CORPORATE SERVICES NORTHERN PROVINCIAL Nampas Jenny HOSPITAL LENAKEL HOSPITAL VCNE Childrens Outpatient Department General Support Services Nalpini Henry Namu Angelyn Janet
 Administration Hospital Hospital Hospital VILA CENTRAL HOSPITAL Neonatal 61RB Senior Nurse Nancy Rose Bule VILA CENTRAL HOSPITAL Childrens Outpatient Department Hospital 61RB Registered Nurse Napau Esline Joel VILA CENTRAL HOSPITAL ENT Nursing Hospital 61RB Senior Nurse 61RB 61VY Senior Anesthetic Scientific officer Senior PH Nurse Educator* Nurses Nurses Nurses Nurses Nurses Nurses 11844 9230 9378 Corporate Services 8036 61SB Nurse Practitioner Nurses 10308 61RG Maintenance supervisor Support Services Narai Harry TAFEA Ipota Dispensary 61RI Registered Nurse Nurses 10082 Naru Evlyn LENAKEL HOSPITAL Antenatal Clinic Hospital 61RG Mid wife incharge Antenatal Nurses PUBLIC HEALTH Director Public Health Administration 61UA Cleaner Naplui Tony VILA CENTRAL HOSPITAL General Support Services Nase Iopa Jason VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL Nasse Alphine HOSPITAL LENAKEL HOSPITAL Natalie Manu Nathnaour Mandre Nasse Ella LOLOWAI HOSPITAL Pharmacy Services Accident and Emergency Ward Maternity Ward Surgical Ward VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Nataivi Tubi Natuman Sereana Ledua Nathan Noel Gibson Natuman Walesi MALAMPA VILA CENTRAL HOSPITAL Nato Alroy MALAMPA Natuake Dick VILA CENTRAL HOSPITAL VCH General Services Internal medicine Malampa Provincial Corporate Services Paediatrics Malampa Provincial Corporate Services General Outpatient Department Hospital Hospital Hospital Hospital Hospital Hospital Hospital 61RB 61RB Senior Electrician Support Services Senior Pharmacist Inpatient Allied Health 61SB Senior Nurse 61RG Midwife 61SG Registered Nurse 61RB Driver Supervisor Nurses Nurses Nurses Public Health Support Services 61RB Senior consultant Physician Doctor Administration 61SK Finances officer Support Services Hospital 61RB Senior Registrar Paediatrics Doctor Administration 61SK Maintenance officer Support Services Hospital 61RB Nurse Aide Nurses 9980 9251 9156 9142 9932 9469 9587 10387 9926 11064 8307 9444 9045 8215 9022 8221 9138 P P P P P P P P P
 P P P P P P P P P P P P P P 469 471 473 470 474 472 475 476 477 479 480 478 481 482 485 487 483 484 491 486 492 488 489 85 Natuman Jimmy LENAKEL HOSPITAL General Support Services Nelly Samuel VILA CENTRAL HOSPITAL Intensive Care Unit Hospital Hospital Niaui Alick TAFEA White Sands Health Centre 61RG 61RB 61RI Cashier Registered Nurse Nurse Practitioner Environmental Health Officer Legislation, Standards and Compliance Support Services Nurses Nurses 9978 9190 10048 Public Health 8362 Environmental and Sanitation Childrens Outpatient Department Tari Ilo Administration 61UA Hospital 61RB Registered Nurse Dispensary 61SJ Registered Nurse Nurses Nurses NORSUP HOSPITAL Pharmacy Services Hospital 61SF Dispenser Stores Allied Health Nellie Ham Muru PUBLIC HEALTH Nicholas Akii Soso VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL LENAKEL HOSPITAL NORSUP HOSPITAL VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Nicholas Bage Nicholetta Teilemb Nicholas Aru Toko Nital Jimmy PENAMA PENAMA TAFEA MALAMPA PENAMA Nockrac Jenny Nipiko Neprei Sebastien Niptick Aline Noe Tabitiri Tantsu Noeline Teilemb Noranmanaihec Tevita Roger Novanetevon Olul Warri Russel Omawa Roslinda Aline Pakoa George Junior Pakoa Risko Paiamerei Obed Pulu Pakoa Alexandra SANMA SHEFA SHEFA TAFEA Pakoa David Pascaline Viso Pakoa Lui VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Naviso Kitow Dental Services Antenatal Clinic Leviamp Lelevia Dispensary Health Centre 61SJ 61RI Nurse Aide Nurse Practitioner Hospital Hospital 61RB Dental Registrar 61RG Nurse Aide Dispensary 61SK Nurse Aide Dispensary 61SJ Registered Nurse Maternity Ward Hospital 61SF Midwife Yorien Dispensary 61RI Registered Nurse Dental Services Hospital 61RB Senior Dental Therapist Vaemali Health Centre 61RH Midwife Nurses Nurses Dental Nurses Nurses Nurses Nurses Nurses Dental Nurses Laboratory Services Hospital 61RB Senior Histologist Allied Health Leimarowia Hope Dispensary 61RH Registered Nurse Dispensary
 61SI Nurse Aide Nurses Nurses Support Services Support Services 61RB 61RB Senior OPD Clerk Senior Driver 61SB Registered Nurse Nurses 61RB Senior Oxygen Plant Officer Support Services VCH General Services VCH General Services Maternity Ward General Support Services Penama Provincial Public Health General Support Services Hospital Hospital Hospital Hospital 9154 11322 11373 11272 10042 9562 9934 11592 11253 11426 10062 9565 9714 9622 9733 10897 9419 9540 10372 9482 8657 9545 Patison Wai PENAMA Pakoa Siri VILA CENTRAL HOSPITAL Administration 61SJ MCH Nurse Nurses Hospital 61RB Biomedical Supervisor Support Services P P P P P P P P P P P P P P P P P P P P P P P P P P 490 494 495 493 496 498 499 497 502 503 500 501 504 505 506 507 508 512 514 509 510 511 517 513 518 515 86 VILA CENTRAL HOSPITAL Paniel Romain Patunvanu Trelly Samuel Paul Makikon Apenisa Paulin Karai NORTHERN PROVINCIAL HOSPITAL LENAKEL HOSPITAL VILA CENTRAL HOSPITAL Paulina Meltekun SANMA General Support Services Accident & Emergency Medical Laboratory Services Anesthetic Ward Avunatari Hospital Hospital Hospital Hospital Health Centre Pauline Lishie VILA CENTRAL HOSPITAL Medical Ward Peter Napuat VILA CENTRAL HOSPITAL Mental Health Ward Perei Peter Olo Peter Rarua Tosul VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Peter Hellen VILA CENTRAL HOSPITAL Phatu Jocelyn NORTHERN PROVINCIAL HOSPITAL Kwemoli VILA CENTRAL HOSPITAL Phatu Timothy Philip Iau TAFEA Philippe Missoeve NORSUP HOSPITAL VILA CENTRAL HOSPITAL Laboratory Services Medical Ward General Support Services Anesthetic Ward Laboratory Services Ikiti General Outpatient Department Dental Services Premila Hinge Prescilla Mabon Buleuru Piney Ati VILA CENTRAL HOSPITAL Medical Ward NORSUP HOSPITAL General Support Services Pollifay Hinge PENAMA Priscilla Bae Puperave Siano Garae Rachel Rerevuru TORBA NORTHERN PROVINCIAL HOSPITAL SANMA Radiant Stanely SANMA Rauapepe Clelia Rekina Gideon Joshua SANMA VILA CENTRAL HOSPITAL Ratu Bani PUBLIC HEALTH Rex
 Turi Rauvupey Nicole Raynolds Kollen Ores SHEFA SANMA Abwatuntora Sarawia Tasmalum Port Olry Port Olry Neonatal Environmental and Sanitation Amauri Saramauri 61RB 61RB 61SB 61RG 61SI 61RB 61RB 61RB Senior Carpenter* Senior Registrar Accident and Emergency Senior Laboratory Officer In Charge Registered Nurse Registered Nurse Registered Nurse Registered Nurse Support Services Doctor Allied Health Nurses Nurses Nurses Nurses Medical Laboratory officer Allied Health 61SB Nurse Aide Nurses 9467 9066 10768 8983 10850 9274 9298 9639 10438 61RB Senior Cleaner Support Services 9547 61SB Anaesthetic Scientific Officer Nurses 61RB Senior Serologist Allied Health Hospital Hospital Hospital Hospital Hospital Hospital Hospital Dispensary 61RI Registered Nurse Hospital Hospital Hospital Hospital Health Centre 61SF Nurse Practitioner 61RB Dental Hygienist 61RB Registered Nurse 61SF 61SJ Grounds man Nurse Aide Dispensary 61SH Registered Nurse Health Centre Health Centre Health Centre 61SI 61SI 61SI Midwife Registered Nurse Nurse Practitioner Hospital 61RB Senior Nurse Nurses Nurses Dental Nurses Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Administration 61UA Compliance Officer Public Health Dispensary 61RH Registered Nurse Health Centre 61SI Nurse Aide Nurses Nurses 10521 9632 10078 11385 9570 9273 11493 11212 11858 10489 10843 10826 10824 9249 8365 9737 10863 VILA CENTRAL HOSPITAL General Support Services Hospital 61RB Laundress Support Services 9504 SURGICAL WARD Hospital 61SB Registered Nurse P P P P P P P P P P P P P P P P P P P P P P P P P P P P 516 519 520 521 522 523 526 527 524 525 528 529 530 531 534 535 532 533 536 537 538 539 541 546 540 548 542 543 87 Regenvanu Mackrena Reginald Telma NORSUP HOSPITAL Maternity Ward VILA CENTRAL HOSPITAL VCH General Services Rexly Bule Rex Namel VILA CENTRAL HOSPITAL Surgical Nursing VILA CENTRAL HOSPITAL ENT Nursing Rezel Maine VILA CENTRAL HOSPITAL Dental Services Rita Rojo VILA CENTRAL HOSPITAL Neonatal
 Hospital Hospital Hospital Hospital Hospital Hospital Ritchie Francisco SANMA Rihambath Nicole MALAMPA Robert James Moise LENAKEL HOSPITAL Robert Vocor LENAKEL HOSPITAL Robert Robeity NORSUP HOSPITAL Tasiriki Tanmaru Health Centre Dispensary Surgical Ward Hospital 61RG Senior Nurse Medical, Dental and Allied Health Services Pediatric Ward 61SF Nurse Aide Nurses 61RB 61RB 61RB 61RB 61RB 61SI 61SK Clerk Registered Nurse Nurse Aide Senior Dental Registrar Registered Nurse Nurse Practitioner Nurse Aide Robert Elina VILA CENTRAL HOSPITAL General Support Services Robertson Aru LOLOWAI HOSPITAL Rodolph Avou VILA CENTRAL HOSPITAL General Outpatient Department ENT Nursing Robin Tamata VILA CENTRAL HOSPITAL General Support Services Roger Jelpao Poita VILA CENTRAL HOSPITAL Nursing Services Roger Nelou Rolenas Bogilu Rolland Kolland Orrah Rolline Solomon TAFEA PENAMA MALAMPA Dillons Bay Aligu Lamap LENAKEL HOSPITAL Dental Services Rona Willie NORSUP HOSPITAL Pediatric Clinic Ron George Wotal TORBA Rose M Sogari LENAKEL HOSPITAL Ronny Anika LENAKEL HOSPITAL Lequel Accident and Emergency Ward General Support Services Rory Sylvie Roselyne Rowell Toto PUBLIC HEALTH NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Hospital Hospital Hospital Hospital Hospital Hospital Hospital Dispensary Dispensary 61RG Medical Officer 2 61SF Nurse Aide 61RB Senior Cook 61SG Nurse Practitioner 61RB 61RB 61RB 61RI 61SJ Registered Nurse Ambulance Drivers Clinical Nursing Supervisor Registered Nurse Registered Nurse Health Centre 61SK Registered Nurse 61RG Dispenser OPD Allied Health Hospital Hospital Dispensary Hospital Hospital 61SF Registered Nurse Nurse Aide Registered Nurse Accident and Emergency Cleaner 61SH 61RG 61RG 61UA Rory Jean-Jacques Health Promotion Administration Manager Health Prmotion Public Health Operating Theatre Hospital 61SB Nurse Aide Antenatal Clinic Hospital 61SB Registered Nurse Roslyne Cyrus NORSUP HOSPITAL Pediatric Ward Hospital 61SF Registered Nurse Paediatric
 ward Corporate Services Nurses Nurses Dental Nurses Nurses Nurses Nurses Doctor Nurses Support Services Nurses Nurses Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Support Services Nurses Nurses Nurses 11431 9420 9334 9148 9561 9255 10854 11588 9908 8967 11406 9527 11040 9145 9450 9093 10034 11277 11554 8977 11419 11851 9946 9997 8340 10518 10325 11405 P P P P P P P P P P P P P P P P P P P P P P P P P P P P 544 545 549 547 550 552 553 551 556 128 554 555 557 559 558 560 561 562 563 564 566 565 570 567 568 569 571 572 88 Sam Hopsen NORSUP HOSPITAL General Support Services Hospital Jet Dispensary Rowsy Axelle NORTHERN PROVINCIAL HOSPITAL Roslyne Kissel TAFEA SANMA Roupone Meriame Ruben Mawa Joseph Saika Simon TAFEA VILA CENTRAL HOSPITAL SHEFA VILA CENTRAL HOSPITAL Sale Vurobaravu Sakary Toumata Mary MALAMPA Saksak Peter NORTHERN PROVINCIAL Sally Stephanie Sale HOSPITAL Sam Mahit Albert MALAMPA Sam Johnny Samuel Bakon TAFEA NORTHERN PROVINCIAL HOSPITAL Samson Simo MALAMPA Sandy David VILA CENTRAL HOSPITAL Samuel Mary VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL Samuel Sacsac HOSPITAL CORPORATE SERVICES Sandrine Avock Sandy Firiam SHEFA Dental Services Hospital 61SB Dental assistant Tafea Provincial Public Health Administration 61RI MCH Nurse Aide Aore Dispensary 61SI Nurse Aide Dental Nurses Nurses Imaging Services Hospital 61RB Principal Medical imaging Officer Allied Health Green Hill Health Centre 61RI Nurse Practitioner Internal Medicine Hospital 61RB Registrar Physician Silmoli Dispensary 61RH Nurse Aide Sameou Childrens Outpatient Department Liro Dispensary 61SK Nurse Aide Hospital 61SB Registered Nurse Health Centre 61SK 61SF 61RI Registered Nurse Cook Nurse Aide Nurses Doctor Nurses Nurses Nurses Nurses Support Services Nurses Laboratory Services Hospital 61SB Laboratory Officer Allied Health Administration 61SK EPI Officer* Public Health Malampa Provincial Public Health Accident and Emergency Ward General Support Services General Support
 Services VCNE Silimauri Hospital Hospital Hospital Administration Health Centre Hospital Hospital Hospital Hospital 61RB Registered Nurse Nurses 61RB Cleaner Support Services 61SB Senior clerk Support Services 10608 61VY 61RH 61RG 61RB Cleaner Registered Nurse Registered Nurse Clinical Nursing Supervisor 61SD Nurse Practitioner Corporate Services Nurses Nurses Nurses Nurses 61SF Nurse In charge Medical Ward Nurses 10746 8927 10889 9575 10036 9850 9730 11614 10312 11579 11510 10071 10773 8745 9235 9485 8043 9697 9894 9098 11744 11387 10035 11399 9921 Sandy Niere LENAKEL HOSPITAL Medical Ward Saniel Barry Dick VILA CENTRAL HOSPITAL Santhy Wilfred TORBA HOSPITAL Saur John Andiere NORSUP HOSPITAL Nursing Services General Outpatient Department Medical Ward Sasen Atnelo TAFEA Dillons Bay Dispensary 61RI Nurse Aide Sebessur Beatrice NORSUP HOSPITAL Accident and Emergency Ward Selwin Betty Bravo LENAKEL HOSPITAL Maternity Ward Hospital Hospital 61SF 61RG Registered Nurse Accident and Emergency Midwife incharge Maternity ward/Nursery Nurses Nurses Nurses P P P P P P P P P P P P P P P P P P P P P P P P P P 575 573 574 576 577 580 578 579 581 584 582 583 586 585 590 587 588 589 591 592 593 594 596 595 597 599 89 Corporate Services 11491 Selnaguey Erick NORSUP HOSPITAL General Support Services NORSUP HOSPITAL LENAKEL HOSPITAL Serah Nako Mala Serah Tangat Wersetts VILA CENTRAL HOSPITAL Sero Kalkie NORTHERN PROVINCIAL Seru Jenette HOSPITAL Falolo VILA CENTRAL HOSPITAL Seule Raymond Maternity Ward Maternity Ward Laboratory Services Laboratory Services Laboratory Services Shamina Ulnaim LENAKEL HOSPITAL Imaging Services Seule Tavo TAFEA Port Narvin Shem Johanna VILA CENTRAL HOSPITAL Surgical Nursing Shirley Iercet Simon Marie Norah VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Simon Nompuat LENAKEL HOSPITAL Laboratory Services Mental Health Ward General Outpatient Department 61RB Senior Microbiologist Allied Health Hospital Hospital Hospital Hospital Hospital Hospital Hospital
 Dispensary Hospital Hospital Hospital 61SF Driver 61RG Midwife 61SF Senior Mid Wife 61SB Laboratory Officer Senior Virologist TB/Leprosy Senior Medical Imaging Technologist Nurse Aide Registered Nurse 61RB 61RG 61RI 61RB 61RB 61RB Registered Nurse Hospital 61RG Nurse Practitioner Nurses Nurses Allied Health Allied Health Allied Health Nurses Nurses Nurses Nurses Laboratory Assistants Allied Health Smithy Neamek Serah LENAKEL HOSPITAL Medical Ward Hospital 61RG Nurse in Charge Medical Ward Nurses Simone Wanemay SANMA Administration 61SI Executive Secretary Support Services 9925 11435 9625 10770 9628 8973 10061 9329 9653 9297 9888 9891 8552 9509 Sanma Provincial Public Health General Support Services Maternity Ward VCH General Services Infectious Ward Hospital Hospital Hospital Hospital 61RB Senior Porter Support Services 61SB Nurse Aide Nurses 10378 61RB Senior OPD Clerk Support Services 9418 61SF Nurse Aide Surgical Nursing Hospital 61RB Registered Nurse Ikawaramanu Dispensary 61RI Nurse Aide Maternity Ward Maskelynes (Vanmaur) Maternity Ward General Support Services Hospital Dispensary Hospital Hospital 61RB 61SK Registered Nurse Registered Nurse 61RB Nurse Aide 61SF Cleaner Tontar Dispensary 61SK Nurse Aide Maternity Ward Hospital 61RG Nurse Aide Nurses Nurses Nurses Nurses Nurses Nurses Support Services Nurses Nurses 11417 9331 10077 9215 11617 9220 11505 11584 9952 Sine Thompson VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL Singo Arolyne HOSPITAL VILA CENTRAL HOSPITAL Siro Doreen Slyvana Belsat Robert Solomon Valuwolu Kora Solomon Natang Namri Sonia Andy TAFEA NORSUP HOSPITAL VILA CENTRAL HOSPITAL Stephen Bambie Sope Leisiel Jannette Sophie Serake Stephana Restutun Stephanie Joseph Kaso VILA CENTRAL HOSPITAL MALAMPA VILA CENTRAL HOSPITAL NORSUP HOSPITAL MALAMPA LENAKEL HOSPITAL P P P P P P P P P P P P P P P P P P P P P P P P P P 598 600 601 602 603 604 606 605 607 608 609 610 616 611 612 613 614 615 618 617 619 624 620 621 622 623 90 PENAMA Naviso Dispensary 61SJ
 Registered Nurse LENAKEL HOSPITAL Laboratory Services Hospital 61RG Laboratory Assistants PENAMA Kerembei Health Centre 61SJ Registered Nurse VILA CENTRAL HOSPITAL Outpatient Dept Hospital 61RB Junior Registrar OPD Nurses Allied Health Nurses Doctor Laboratory Services Hospital 61SB Laboratory Officer Allied Health Tabi Lily VILA CENTRAL HOSPITAL Surgical Nursing Steve Bihu Steve Dan Steven Leo Steward Taridena Tari Susan Letin Sewen Stinstianus Anabelle Susan Wokeke Susan Natum NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL SANMA TAFEA NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Tabe Siro Helivson Tabi Glenis Tabi Helina Tabi Rodney Mahit CORPORATE SERVICES NORTHERN PROVINCIAL HOSPITAL SANMA Tabimal Amos Tabibang Daniella Tabkandy Olga NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL PENAMA Tahi Gregoire Tagaro Gerollyne Taia Mary Tom CORPORATE SERVICES Taissets Gabriel NORSUP HOSPITAL Takoa Rachel Tamashiro Simone Bakone Tamata Adel CORPORATE SERVICES VILA CENTRAL HOSPITAL CORPORATE SERVICES NORTHERN PROVINCIAL Tamata Ethline HOSPITAL P P P P P P P P P P P P P P P P P P P P P P P P P P 625 626 627 628 630 629 1 631 632 633 634 635 636 637 638 639 640 641 642 643 644 645 646 647 648 649 91 Operating Theatre Hospital 61SB Nurse Aide Saramauri Ipota Health Centre Dispensary 61SI 61RI Midwife Nurse Aide Padiatrics Ward Hospital 61SB Nurse In charge Pediatrics OPERATING THEATRE Nursing Services Hospital Hospital Hospital 61SB Senior Nurse Clinical Nursing Supervisor Senior Nurse 61RB 61RB 61VY VCNE Administration Science Nurse Educator Corporate Services General Support Services Hospital 61SB Senior Laundress Support Services Malau Anesthetic Ward General Support Services Health Centre Hospital Hospital 61SI 61SF Nurse Practitioner Nurse Aide Nurses Nurses 61SB Human Resource Officer Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses DIRECTORATE OF PLANNING AND POLICY General Outpatient
 Department Health Information System Administration 61VA Cleaner Corporate Services 8076 Hospital 61SF Nurse Practitioner Nurses 11383 Administration 61VA HIS Manager Corporate Services 8099 Maternity Ward Hospital 61RB Senior Midwife Nurses 9202 VCNE Administration 61VY Senior Science Nurse Educator Corporate Services 8034 SURGICAL WARD Hospital 61SB Nurse In charge Surgery Ward Nurses 11271 8988 11217 9059 10769 10519 10861 10083 10461 10501 9096 9323 8040 10653 10818 11362 10583 11316 9115 10480 9560 Tahi Monique VILA CENTRAL HOSPITAL Eye Nursing Hospital 61RB Nurse Practitioner PEC Lolopuepue Dispensary 61SJ Registered Nurse Tanghwa Nelson VILA CENTRAL HOSPITAL Dental Services Hospital 61RB Senior Dental Registrar Dental Tapasei Nies LENAKEL HOSPITAL General Outpatient Department Hospital 61RG Nurse Aide MALAMPA Lambubu Dispensary 61SK Registered Nurse Nurses Nurses 9899 11599 VILA CENTRAL HOSPITAL General Support Services Hospital 61RB Senior Tailor Support Services 9523 Antenatal Clinic Hospital 61SB Nurse Aide Nurses 10329 Tapisal Philip Tadi Kenneth Taravaki Phyllis Tountano NORTHERN PROVINCIAL Tarboi Genevieve HOSPITAL Tari Danjeck CORPORATE SERVICES Tari Hellen VILA CENTRAL HOSPITAL Tari Yvonne PENAMA Tarip Anneth Leisilik Tasso Billy MALAMPA VILA CENTRAL HOSPITAL Tati Jean Remo Tavoa Elizabeth Mary Metarimala Tavunwo Grennethy Sandy MALAMPA TAFEA NORTHERN PROVINCIAL HOSPITAL Tebi Aron TAFEA Telina Serau MALAMPA Information Communication Technology General Support Services Kerembei Childrens Outpatient Department Liro Yorien Malampa Provincial Public Health TAFEA PROVINCIAL CORPORATE SERVICES Aulua Imaging Services Hospital Administration 61VA Manager Information Technology* Corporate Services 8128 Hospital Health Centre 61RB 61SJ Senior Cook Support Services Provincial Microscopist Public Health Hospital 61RB Nurse Aide Health Centre Dispensary 61SK 61RI 61SB Nurse Practitioner Nurse Aide Senior Medical Imaging Technologist Health promotion Education &
 Communication officer* Administration 61SK Nurses Nurses Nurses Allied Health Public Health 9528 11319 9159 11577 10063 10750 8733 Administration 61RI Provincial HIS Officer Support Services 8195 Temakon Leisong VILA CENTRAL HOSPITAL Operating Theatre VILA CENTRAL HOSPITAL Terry Balkonan Tesyanebel Bibi Joshua Tete Roslyne Tevi Julianne Kayleen TAFEA MALAMPA NORTHERN PROVINCIAL HOSPITAL Infectious ward Futuna Tisman Dispensary Hospital Hospital 61SK 61RB 61RB Registered Nurse Senior Nurse OT Registered Nurse Dispensary 61RI Nurse Aide Dispensary 61SK Nurse Aide Dental Services Hospital 61SB Dental Registrar Theophile Duduni Hingeleo NORTHERN PROVINCIAL HOSPITAL Thomas Lapisai Alexi Thor Fabiano SANMA PENAMA Thyna Orelly VILA CENTRAL HOSPITAL Tias Eric Tensly TORBA Anesthetic Ward Hospital 61SB Senior Anaesthetic Scientific Officer Pesana Baie Barrier Paediatrics Torba Provincial Public Health Dispensary 61SI Registered Nurse Dispensary Hospital Administration 61SJ 61RB 61SH Registered Nurse consultant Paediatircs Health promotion Education & Communication officer * Nurses Nurses Nurses Nurses Nurses Dental Nurses Nurses Nurses Doctor Public Health 11609 9343 9285 10081 11606 10741 10533 10868 11320 9019 8463 Timothy Jennifer Rae VILA CENTRAL HOSPITAL Dietetics Services Hospital 61RB Dietetics supervisor Allied Health 9609 P P P P P P P P P P P P P P P P P P P P P P P P P 650 651 652 653 654 655 656 657 658 659 660 661 662 663 664 665 666 667 668 669 670 671 672 673 674 92 Timothy Wayne CORPORATE SERVICES NORTHERN PROVINCIAL Tobibi Adeline HOSPITAL NORTHERN PROVINCIAL HOSPITAL LENAKEL HOSPITAL Tololo Edith Tom Lillian Tom Netty Molisa SANMA Tom Robert Daniel VILA CENTRAL HOSPITAL Tom Sylvie Fenillia TAFEA Tom Tasso NORSUP HOSPITAL VCNE NCD General Support Services Eye Clinic Wunpuku Laboratory Services TAFEA PROVINCIAL CORPORATE SERVICES Ear, Nose and Throat Administration 61VY Driver Corporate Services 8030 Hospital 61SB Nurse Practitioner Nurses Hospital
 Hospital 61SB Cleaner 61RG Nurse Aide Dispensary 61SI Nurse Aide Support Services Nurses Nurses Hospital 61RB Senior Hematologist Allied Health 10264 10642 9943 10867 9618 Administration 61RI Executive Secretary Support Services 8187 Hospital 61SF Senior Nurse Tony Rosita Aru LOLOWAI HOSPITAL Maternity Ward Hospital 61SG Senior Midwife Tore Hugeth NORTHERN PROVINCIAL HOSPITAL General Support Services Hospital 61SB Cleaner Support Services 10649 Nurses Nurses 11438 11076 LOLOWAI HOSPITAL VILA CENTRAL HOSPITAL Tosiro Beverlyn Annie Toukoune Robinson Tracy Matan Warong Trevor Francis Tugunaboe Errollyn Kwengele Tuk Daniel PENAMA TORBA Tulili Nicole Tusai Marielea Alguet Tyson K Hapi Tzania Wilbur VILA CENTRAL HOSPITAL LENAKEL HOSPITAL MALAMPA NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORSUP HOSPITAL General Outpatient Department Hospital 61SG Registered Nurse Anesthesia Medical Hospital 61RB consultant Anaesthesia Ranmawat Womal Dolap Dispensary 61SJ Registered Nurse Dispensary 61SH Registered Nurse Obstetrics & Gynaecology Hospital 61RB Consultant O/G Nurses Doctor Nurses Nurses Doctor General Support Services Hospital 61RG Porter* Support Services Leviamp NCD Dispensary 61SK Registered Nurse Hospital 61SB Senior Nurse Nurses Nurses Imaging Services Hospital 61SB Medical Imaging Technologist Allied Health Uren Leah Valerie Hungai VILA CENTRAL HOSPITAL Surgical Nursing Medical Ward Anesthetic Ward Hospital Hospital Hospital 61SB Registered Nurse 61SF 61RB Nurse Aide Registered Nurse Nurses Nurses Nurses Valerie Taise MALAMPA Lamap Health Centre 61SK Cleaner/Laundress Support Services 11557 Varu Fabiola SANMA Sanma Provincial Public Health Administration 61SI Executive Secretary Support Services 8234 Victor Mintu MALAMPA Olal Dispensary 61SK Registered Nurse Nurses 11627 11052 9012 11257 11860 9029 10003 11591 10265 10785 10430 11363 9333 P P P P P P P P P P P P P P P P P P P P P P P P P 675 676 677 678 679 680 681 682 683
 684 685 686 687 688 689 690 691 692 693 694 695 696 697 698 699 93 NORTHERN PROVINCIAL Viji Vutilolo Jeffery HOSPITAL SANMA NORTHERN PROVINCIAL HOSPITAL Vira Jean Marie Virali Elsie Laboratory Services Hospital 61SB Medical Lab Officer Allied Health Roustron Dispensary 61SI Registered Nurse Nurses General Support Services Hospital 61SB Laundress Support Services Viranmeme Lina VILA CENTRAL HOSPITAL Operating Theatre Vire Darren Vocor Anita Pindaluh Voleo Ruth Aka VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL SANMA Surgical Nursing Pharmacy Services Hospital Hospital Hospital 61RB 61RB Nurse In charge Operating Theatre Nurse In charge Surgical Ward Nurses Nurses 61SB Pharmacist OPD Allied Health Avunatari Health Centre Warri June VILA CENTRAL HOSPITAL Operating Theatre Warsal Joe Rudolf Wass Jose VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Radiology Accident and Emergency Ward Hospital Hospital Hospital 61SI 61RB 61RB Nurse Aide Registered Nurse OT Senior Registrar radiologist 61SB Registered Nurse Wayne Joshua Aranhabath VILA CENTRAL HOSPITAL Welin Jarethy NORTHERN PROVINCIAL HOSPITAL Dental Services Hospital 61RB Dental Technician Dental Services Hospital 61SB Dental Registrar Welvusi Vira SANMA Tasmate Dispensary 61SI Registered Nurse Nurses Nurses Doctor Nurses Dental Dental Nurses TORBA Wemel Luke Weul Richard Wetang Viona MALAMPA William Elizabeth Magaret William Ethna Leiwia William Ray Brooker William Ruth Nasuaiu Willie Alick Essau VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL TORBA HOSPITAL LENAKEL HOSPITAL VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL Willie Ioan Willie raymond Willie Sawa TORBA Willie Tangis SANMA Torba Provincial Corporate Services Rensarie Administration 61SH Dispensary 61SK Provincial Health Information System officer Nurse Aide Maternity Ward Hospital 61RB Registered Nurse Support Services 8290 Nurses Nurses 11604 9213 General Support Services Hospital 61RB Cleaner Support Services 9489 General
 Outpatient Department Maternity Ward NCD General Support Services General Support Services Torba Provincial Public Health Fanafo Hospital 61SD Senior Nurse 61RG Midwife 61RB Senior Nurse NCD Nurses Nurses Nurses 11749 9927 9108 61SB Electrician Support Services 10625 61RB Senior Grounds Man Support Services Hospital Hospital Hospital Hospital Administration 61SH TB& Leprosy officer * Public Health Health Centre 61SI Nurse Practitioner Hospital Hospital 61RB Registered Nurse 61SG Registered Nurse Nurses Nurses Nurses Winnie Liu VILA CENTRAL HOSPITAL Maternity Ward Winnifer Boe Tari LOLOWAI HOSPITAL Surgical Ward 10774 10892 10654 9342 9322 10757 10851 9351 9073 10393 9569 10754 10872 9544 8470 10830 9216 11063 P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P Wolu Qohwai Philip Jimmy Posikai Samuel Tapo LENAKEL HOSPITAL CORPORATE SERVICES Pharmacy Services Hospital 61RG Dispenser Stores Allied Health DIRECTORATE OF PLANNING AND POLICY Administration 61VA Director Planning, Policy & Corporate Services Director Ruth Billy CORPORATE SERVICES Finance and Accounts Administration 61VA Project Finance officer Corporate Services Amanda Taleo CORPORATE SERVICES Central Medical Store Administration 61VW Finance officer* VILA 8997 8068 8018 8149 9413 Angella Tary Sala Nial Isabelle Maxwel VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL LENAKEL HOSPITAL Steveson Moli SANMA Bruton Tari SHEFA Julian Nipiko TAFEA Bob Maki MALAMPA Michelline Ala SANMA Charlie Harrison CORPORATE SERVICES Tony Tataki CORPORATE SERVICES Carol Rovo CORPORATE SERVICES Fiona Atnelo SHEFA VCH General Services General Support Services General Support Services Sanma Provincial Corporate Services Shefa Provincial Corporate Services Tafea Provincial Corporate Services Malampa Provincial Corporate Services
 Sanma Provincial Corporate Services Human Resources Management and Development Human Resources Management and Development DIRECTORATE OF PLANNING AND POLICY Shefa Provincial Corporate Services Hospital Hospital Hospital 61RB Finance Officer Corporate Services Support Services 61SB Finance Officer Support Services 10584 61RG Finance Officer Administration 61SI Finance officer Support Services Support Services 9977 8239 Administration 61RH Human Resource Officer Support Services 8168 Administration 61RI Human Resource Officer Support Services 8193 Administration 61SK Human Resource Officer Support Services 8216 Administration 61SI Human Resource Officer Support Services 8240 Administration 61VA Manager Human Resource Development and Management Corporate Services 8109 Administration 61VA Senior HRD (Professional Development and Learning ) Corporate Services 8111 Administration 61VA Principal Health Planner* Corporate Services 8083 Administration 61RH Finance officer Support Services 8167 (END) APPENDIX C - MOH GRT PERMANENT POSITION LIST 95 APPENDIX D – MOH ORGANISATIONAL STRUCTURE VACANT POSITIONS Old PN 1161 1167 1168 1171 1172 1173 1174 1175 1176 1177 1178 1179 1180 1181 1182 1183 1185 1186 1187 1188 1189 1191 1192 1193 1194 1195 Status Cost Centre Name New Structure Position Title Cadres of Employee New PN V V V V V V V V V V V V V V V V V V V V V V V V V V VILA CENTRAL HOSPITAL Hospital Pharmacy Manager NORTHERN PROVINCIAL HOSPITAL Hospital Pharmacy Manager NORTHERN PROVINCIAL HOSPITAL Pharmcist Paeds SHEFA Pharmacist VILA CENTRAL HOSPITAL Pharmacist OPD VILA CENTRAL HOSPITAL Pharmacist Paediatrics VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL Pharmacist Inpatient Pharmacist Inpatient VILA CENTRAL HOSPITAL Senior Clinical Pharmacist VILA CENTRAL HOSPITAL Senior Drug Information Pharmacist TAFEA LENAKEL HOSPITAL LENAKEL HOSPITAL MALAMPA NORSUP HOSPITAL NORSUP HOSPITAL Pharmacist Senior Pharmacist Pharmacist OPD Pharmacist Senior Pharmacist OPD Pharmacist OPD NORTHERN
 PROVINCIAL HOSPITAL Senior Pharmacist Inpatient NORTHERN PROVINCIAL HOSPITAL Pharmacist Paeds NORTHERN PROVINCIAL HOSPITAL Pharmacist Inpatient NORTHERN PROVINCIAL HOSPITAL Pharmacist Inpatient NORTHERN PROVINCIAL HOSPITAL Senior Clinical Pharmacist LOLOWAI HOSPITAL LOLOWAI HOSPITAL TORBA TORBA HOSPITAL TORBA HOSPITAL Senior Pharmacist OPD Pharmacist OPD Pharmacist Senior Pharmacist OPD Pharmacist OPD Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health Allied Health 9679 10755 10787 8171 9583 9589 9590 9591 9594 9680 8188 8975 8976 8223 11352 11353 10761 10762 10788 10789 10792 11011 11012 8295 11723 11724 (END) - APPENDIX D – MOH ORGANISATIONAL STRUCTURE VACANT POSITIONS 96 APPENDIX E – PRIORITY RECRUITMENT LIST No Status Employee Name V V V V V V V V V V V V V V V V V V V V V V 88 130 147 152 155 156 171 172 174 192 193 194 195 196 197 203 211 212 213 214 215 216 97 Cost Centre Name Dept/Unit NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL CORPORATE SERVICES NORTHERN PROVINCIAL HOSPITAL General Support Services Director of Curative and Hospital Services Finance and Accounts General Support Services VILA CENTRAL HOSPITAL General Support Services VILA CENTRAL HOSPITAL VILA CENTRAL HOSPITAL LENAKEL HOSPITAL NORTHERN PROVINCIAL HOSPITAL CORPORATE SERVICES MALAMPA SANMA PENAMA TORBA TAFEA PUBLIC HEALTH MALAMPA MALAMPA PENAMA PENAMA TORBA TORBA General Support Services Directorate of Curative and Hospital Services Directorate of Curative and Hospital Services Directorate of Curative and Hospital Services DIRECTORATE OF PLANNING AND POLICY Malampa Provincial Corporate Services Sanma Provincial Corporate Services Penama Provincial Corporate Services Torba Provincial Corporate
 Services TAFEA PROVINCIAL CORPORATE SERVICES Director Public Health Malampa Provincial Corporate Services Malampa Provincial Public Health Penama Provincial Corporate Services Penama Provincial Public Health Torba Provincial Corporate Services Torba Provincial Public Health Cost Centre 61SB 61QA 61VA 61SB 61RB 61RB 61RB 61RG 61SB 61VA 61SK 61SI 61SJ 61SH 61RI 61UA 61SK 61SK 61SJ 61SJ 61SH 61SH New Structure Position Title Comments Cadres of Employee Executive secretary Executive Secretary Revenue officer General and Support Services Manager General and Support Services Manager Executive secretary Medical Superintendent VCH Medical Superintendant Lenakel Medical Superintendant Monitoring & Evaluation officer Provincial Health Administrator Malampa Provincial Health Administrator Sanma Provincial Health Administrator Penama Provincial Health Administrator Torba Provincial Health Administrator Tafea Executive Secretary Executive secretary Executive Secretary Executive secretary Executive Secretary Executive secretary Executive Secretary Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Advertisement Closed Support Services Support Services Corporate Services Support Services Support Services Support Services Doctor Doctor Doctor Corporate Services Support Services Support Services Support Services Support Services Support Services Public Health Support Services Support Services Support Services Support Services Support Services Support Services TAFEA SHEFA Tafea Provincial Public Health Services Shefa Provincial Public Health CORPORATE SERVICES Director General Tousei Lesteour NORTHERN
 PROVINCIAL HOSPITAL Nursing Services Vanua yes Sikon Lola Iavro Yann Johnny Marie Bani Obed Manwo Nerida Hinge appointed Roslyn Kaissing 9cadet) Pauline Lishie Berry Emille Adeline Tobibi (Currently Acting) PUBLIC HEALTH Surveillance SHEFA Shefa Provincial Corporate Services PUBLIC HEALTH Environmental and Sanitation PUBLIC HEALTH Environmental and Sanitation SHEFA PUBLIC HEALTH PUBLIC HEALTH Shefa Provincial Public Health Nutrition and Dietetics, Mental Health and Non Communicable Diseases Nutrition and Dietetics, Mental Health and Non Communicable Diseases LENAKEL HOSPITAL General Outpatient Department LENAKEL HOSPITAL Accident and Emergency Ward NORTHERN PROVINCIAL HOSPITAL NCD Omawa Roslinda Aline SHEFA Vaemali Melissa Binihi Prudence Rymil Helina Tabimuel PUBLIC HEALTH Health Promotion PUBLIC HEALTH Environmental and Sanitation PUBLIC HEALTH Reproductive Health and Family Planning 61RI 61RH 60BA 61SB 61UA 61RH 61UA 61UA 61RH 61UA 61UA 61RG 61RG 61SB 61RH 61UA 61UA 61UA V V V V V V V V V V V V V V V V V V 217 21 134 129 144 157 165 166 177 181 182 185 186 187 189 204 205 207 98 Executive Secretary Executive secretary Executive Officer* (EO) Advertisement Closed Advertisements closed Advertisements closed Support Services Support Services Corporate Services Clinical Nursing Supervisor Based on Peformance Appraisals and directly appointed Nurses Senior Disaster Response Officer Emergency and HIS Officer Compliance Officer Compliance Officer Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Neglected Tropical Diseases officer Based on Peformance Appraisals and directly appointed Nutrition and Dietetics Officer Non Communicable Diseases officer Nurse In charge Nurse In charge Nurse In charge Nurse Practitioner Community Mobilization & BBC Officer Community Compliance Officer Family Planning Officer Based on
 Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Public Health Support Services Public Health Public Health Public Health Public Health Public Health Nurses Nurses Nurses Nurses Public Health Public Health Public Health Ezekiel Joel Maway Eliane Bomwell Metak Veronique Mao Roy Wendy William TBA Nelly Ham Renata Amos ( cadet) NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Mental Health Ward Padiatrics Ward OPERATING THEATRE PUBLIC HEALTH Surveillance VILA CENTRAL HOSPITAL General Outpatient Department 61SB 61SB 61SB 61UA 61RB Senior Nurse Senior Nurse Senior Nurse Public Health Surveillance Officer Nurse Aide PUBLIC HEALTH Environmental and Sanitation Health and Sanitation 61UA Manager Environmental PUBLIC HEALTH Tuberculosis and Leprosy 61UA Tuberculosis /Leprosy officer Charlie Annie Margaret VILA CENTRAL HOSPITAL Maternity Ward Bani Julienne Orren VILA CENTRAL HOSPITAL General Outpatient Department Theophile Duduni Hingeleo Direct appointment tba NORTHERN PROVINCIAL HOSPITAL LENAKEL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Anesthetic Ward Pediatric Ward Infectious Ward Antenatal Clinic CORPORATE SERVICES Finance and Accounts TAFEA SANMA Aniwa Nokuku VILA CENTRAL HOSPITAL Nursing Services VILA CENTRAL HOSPITAL VCH General Services MALAMPA NORTHERN PROVINCIAL HOSPITAL Lamap Imaging Services 61RB 61RB 61SB 61RG 61SB 61SB 61VA 61RI 61SI 61RB 61RB 61SK 61SB Midwife in charge Maternity Ward Nurse In charge General Outpatient Department Anesthetic Scientific Officer Incharge Nurse in charge
 Paediatrics Nurse In charge Nurse In charge Senior Finance officer* Nurse Aide Nurse Practitioner Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on Peformance Appraisals and directly appointed Based on performance appraisal and directly appointed Based on performance Appraisals Direct Appointment - Financial Visa Available Based on Performance Appraisals Direct Appointment - Financial Visa Available Based on Performance Appraisals Direct Appointment - Financial Visa Available Based on Performance Appraisals Direct Appointment - Financial Visa Available Based on Performance Appraisals Direct Appointment - Financial Visa Available Direct Appointment - Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Clinical Nursing Supervisor Financial Visa Available Human Resources Officer Nurse Practitioner Medical Imaging Technologist Financial Visa Available Financial Visa Available Financial Visa Available Nurses Nurses Nurses Public Health Nurses Public Health Public Health Nurses Nurses Nurses Nurses Nurses Nurses Corporate Services Nurses Nurses Nurses Support Services Nurses Allied Health V V V V V V V V V V V V V V V V V V V V 218 219 220 225 118 178 11 57 81 95 98 99 V V V V V V V V V V V V V V V V V V V V V V V V V V V V V NORTHERN PROVINCIAL HOSPITAL General Support Services PUBLIC HEALTH Director Public Health VILA CENTRAL HOSPITAL General Support Services VILA CENTRAL HOSPITAL VCH General Services VILA CENTRAL HOSPITAL Medical Ward TAFEA MALAMPA NORTHERN PROVINCIAL HOSPITAL PENAMA Tafea Provincial Corporate Services Nebul Maternity Ward Nduindui NORSUP HOSPITAL General Support Services SANMA MALAMPA NORTHERN PROVINCIAL HOSPITAL Tasmalum Lamap
 General Support Services LENAKEL HOSPITAL General Support Services LENAKEL HOSPITAL General Support Services PUBLIC HEALTH Health Promotion TORBA Mataka NORSUP HOSPITAL Anesthetic Ward PENAMA Ledungsivi VILA CENTRAL HOSPITAL Anesthetic Ward VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Accident and Emergency Ward Maternity Ward SHEFA Imere VILA CENTRAL HOSPITAL Maternity Ward VILA CENTRAL HOSPITAL General Support Services VILA CENTRAL HOSPITAL VCH General Services MALAMPA Malampa Provincial Public Health VILA CENTRAL HOSPITAL NCD PENAMA Abwatuntora 61SB 61UA 61RB 61RB 61RB 61RI 61SK 61SB 61SJ 61SF 61SI Cleaner Adminstration & Support officer Chief Cook Supervisor OPD clerk Senior Nurse Finances officer Registered Nurse Senior Midwife Cleaner/Laundress Chief Cook Registered Nurse 61SK Malaria Microscopist Senior Cook Laundress Driver Village Health Worker Coordinator Handy man/Driver Anesthetic Scientific Officer Incharge Midwife Senior Anesthetic Scientific officer 61SB 61RG 61RG 61UA 61SH 61SF 61SJ 61RB 61RB 61SB Senior Midwife 61RH Midwife 61RB Senior Midwife 61RB 61RB Senior Cleaner Switch Board Supervisor 61SK Malaria Supervisor* 61RB Senior Nurse Practitioner 61SJ Handy man/Driver Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Senior Nurse Practitioner Financial Visa Available Support Services Corporate Services
 Support Services Support Services Nurses Support Services Nurses Nurses Support Services Support Services Nurses Public Health Support Services Support Services Support Services Public Health Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Support Services Support Services Public Health Nurses Support Services V V V V V V V V V V V V V V V V V V V V V V V V V V V V 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 58 59 60 61 62 63 64 65 66 67 68 69 70 101 NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL General Support Services Rehabilitation Services Childrens Outpatient Department Infectious ward General Support Services General Support Services 61SB 61SB 61SB 61RB 61SB 61SB Driver Orthotist Technician Senior Nurse Nurse In charge Infectious Ward Clerk Cleaner - Supervisor SHEFA SHEFA Vaemauri Silimauri VILA CENTRAL HOSPITAL VCH General Services VILA CENTRAL HOSPITAL Neonatal LOLOWAI HOSPITAL General Support Services LOLOWAI HOSPITAL Maternity Ward SANMA SHEFA Sanma Provincial Public Health Saupia VILA CENTRAL HOSPITAL Pharmacy Services LENAKEL HOSPITAL General Support Services NORSUP HOSPITAL General Support Services LOLOWAI HOSPITAL Medical Ward NORSUP HOSPITAL Medical Ward CORPORATE SERVICES Director General VILA CENTRAL HOSPITAL PUBLIC HEALTH Operating Theatre Malaria and other Vector Borne Diseases NORSUP HOSPITAL Maternity Ward TORBA TORBA Loh Loh NORSUP HOSPITAL General Outpatient Department VILA CENTRAL HOSPITAL Medical Ward LENAKEL HOSPITAL General Support Services 61RH Midwife 61RH Midwife 61RB 61RB 61SG 61SG 61SI 61RH 61RB 61RG 61SF 61SG 61SF 60BA 61RB 61UA 61SF Switch Board Officer Nurse In charge NEONATAL INTENSIVE CARE Chief Cook Midwife In charge Maternity ward and Nursery EPI officer Pharmacist Logistics Chief Cook Secretary Senior Nurse Senior Nurse Internal Auditor* Nurse Aide Field Officer Mid Wife in charge
 Maternity Ward/Nursery 61SH Midwife 61SH Nurse Practitioner 61SF 61RB 61RG Nurse Practitioner Senior Nurse Cleaner Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Cleaner/Laundress (Saupia) Financial Visa Available Support Services Allied Health Nurses Nurses Support Services Support Services Nurses Nurses Support Services Nurses Support Services Nurses Public Health Support Services Allied Health Support Services Support Services Nurses Nurses Corporate Services Nurses Public Health Nurses Nurses Nurses Nurses Nurses Support Services V V V V V V V V V V V V V V V V V V V V V V V V V V V V V VILA CENTRAL HOSPITAL Nursing Services LENAKEL HOSPITAL General Outpatient Department LENAKEL HOSPITAL Surgical Ward MALAMPA Malampa Provincial Public Health TORBA SANMA Torba Provincial Public Health Sanma Provincial Public Health VILA CENTRAL HOSPITAL General Support Services PENAMA PENAMA SANMA Bwatnapni Asanvari Sanma Provincial Public Health PUBLIC HEALTH Environmental and Sanitation TAFEA NORTHERN PROVINCIAL HOSPITAL CORPORATE SERVICES Tafea Provincial Public Health General Support Services VANUATU COLLEGE OF NURSING EDUCATION VILA CENTRAL HOSPITAL Operating Theatre LENAKEL HOSPITAL Infectious Ward VILA CENTRAL HOSPITAL Medical Ward NORTHERN PROVINCIAL HOSPITAL
 General Outpatient Department VILA CENTRAL HOSPITAL Surgery Medical VILA CENTRAL HOSPITAL Antenatal Clinic LENAKEL HOSPITAL General Support Services VILA CENTRAL HOSPITAL NCD SHEFA MALAMPA Leimarowia Malampa Provincial Public Health VILA CENTRAL HOSPITAL General Outpatient Department NORSUP HOSPITAL Accident and Emergency Ward LOLOWAI HOSPITAL NORTHERN PROVINCIAL HOSPITAL Pharmacy Services General Support Services VILA CENTRAL HOSPITAL General Outpatient Department 61RB 61RG 61RG 61SK 61SH 61SI 61RB 61SJ 61SJ 61SI 61UA 61RI 61SB 61VY 61RB 61RG 61RB 61SB 61RB 61RB 61RG 61RB 61RH 61SK 61RB 61SF 61SG 61SB 61RB Clinical Nursing Supervisor Financial Visa Available Nurse Practitioner Nurse Aide Provincial microscopist Reproductive Health/Family planning supervisor * Reproductive Health and Family Planning Supervisor Housekeeping Supervisor Registered Nurse Registered Nurse Malaria Supervisor Environmental Health Officer Water Sanitation and Pollution Control NCD Officer Cleaner Senior Midwife Educator* Senior Nurse Senior Nurse Senior Nurse Nurse Practitioner Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Senior consultant Surgeon Financial Visa Available Senior Midwife AC Driver Senior Nurse Nurse Aide RH supervisor* Senior Nurse Practitioner Registered Nurse Pharmacy Technician Senior Cook Senior Nurse Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Nurses Nurses Nurses Public Health Public Health Public
 Health Support Services Nurses Nurses Support Services Public Health Public Health Support Services Corporate Services Nurses Nurses Nurses Nurses Doctor Nurses Support Services Nurses Nurses Public Health Nurses Nurses Allied Health Support Services Nurses TAFEA NORTHERN PROVINCIAL HOSPITAL Tafea Provincial Corporate Services SURGICAL WARD LENAKEL HOSPITAL Anesthetic Ward SHEFA NORTHERN PROVINCIAL HOSPITAL Vaemali General Support Services SANMA SANMA Avunatari Avunatari LOLOWAI HOSPITAL Family Planning SANMA Vulesepe VILA CENTRAL HOSPITAL Padiatrics Ward Mento Angela VILA CENTRAL HOSPITAL Antenatal Clinic LOLOWAI HOSPITAL Maternity Ward VILA CENTRAL HOSPITAL Padiatrics Ward CORPORATE SERVICES CORPORATE SERVICES Assets and Infrastructure DIRECTORATE OF PLANNING AND POLICY CORPORATE SERVICES PUBLIC HEALTH Finance and Accounts Nutrition and Dietetics, Mental Health and Non Communicable Diseases George Junior Pakoa VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL VCH Administration NPH ADMIN Jude Monturala CORPORATE SERVICES Assets and Infrastructure CORPORATE SERVICES Assets and Infrastructure CORPORATE SERVICES Assets and Infrastructure Malao Kalo Lawrence Boe CORPORATE SERVICES LENAKEL HOSPITAL NORTHERN PROVINCIAL HOSPITAL Directorate of Planning and Policy Medical, Dental and Allied Health Services NPH ADMIN VILA CENTRAL HOSPITAL Anesthesia Medical V V V V V V V V V V V V V V V V V V V V V V V V V V 107 108 110 111 112 113 114 115 116 117 119 120 121 124 191 146 100 122 123 125 126 127 128 131 133 135 103 61RB 61VA 61VA 61VA 61UA 61RB 61SB 61VA 61VA 61VA 61VA 61RG 61SB 61RB 61RI 61SB 61RG 61RH 61SB 61SI 61SI 61SG 61SI 61RB Maintenance officer Senior Nurse Nurse Aide Nurse Aide Maintenance supervisor Midwife Nurse Practitioner Midwife in charge family Planning Midwife Senior Nurse 61RB Midwife In charge 61SG Nurse Aide Senior Nurse Assets Manager Executive Secretary Manager Finance and Accounts* Financial Visa Available Financial Visa Available Financial Visa
 Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available Financial Visa Available In Progress to Recruit Interviews held Interviews held Coordinator Non Communicable Diseases Manager Allied Health Services Manager Allied Health Services Senior Infrastructure Officer Infrastructure officer Senior Asset and Inventory officer Principal Pharmacist Medical, Dental and Allied Health Manager Manager Dental and Medical services Head of Department Anesthesia Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Support Services Nurses Nurses Nurses Support Services Nurses Nurses Nurses Nurses Nurses Nurses Nurses Nurses Corporate Services Corporate Services Corporate Services Public Health Allied Health Allied Health Corporate Services Corporate Services Corporate Services Corporate Services Allied Health Allied Health Doctor VILA CENTRAL HOSPITAL Paediatrics VILA CENTRAL HOSPITAL Obstetrics & Gynaecology Cullwick Trevor VILA CENTRAL HOSPITAL Surgery Medical VILA CENTRAL HOSPITAL Internal medicine VILA CENTRAL HOSPITAL Outpatient Dept VILA CENTRAL HOSPITAL Accident & Emergency Medical Crystal Garae VILA CENTRAL HOSPITAL Pathology VILA CENTRAL HOSPITAL Mental Health Robinson Charlie Andre Natir Rober Moise Noel Nathan Worthie Delight Bue PUBLIC HEALTH Neglected Tropical Diseases CORPORATE SERVICES Finance and Accounts CORPORATE SERVICES Finance and Accounts LENAKEL HOSPITAL General Support Services NORSUP HOSPITAL General Support Services LOLOWAI HOSPITAL General Support Services TORBA HOSPITAL Miswyn Aru PENAMA CORPORATE SERVICES CORPORATE SERVICES George Junior Pakoa VILA CENTRAL HOSPITAL PUBLIC HEALTH PUBLIC HEALTH Esau Naket Noeline Teilemb General Support Services Penama Provincial Corporate Services Human Resources
 Management and Development Human Resources Management and Development Laboratory Services Malaria and other Vector Borne Diseases Malaria and other Vector Borne Diseases NORSUP HOSPITAL Nursing Services 61RB 61RB 61RB 61RB 61RB 61RB 61RB 61RB 61UA 61VA 61VA 61RG 61SF 61SG 61SD 61SJ 61VA 61VA 61RB 61UA 61UA 61SF Head of Department - Paediatrics Head of Department - Obstetrics and Gynecology Head of Department - Surgery Head of Department - Internal Medicine Head of Department - OPD Head of Department - Accident and Emergency Head of Department - Pathology Head of Department - Mental Health Coordinator Neglected Tropical Diseases Senior Procurement Officer Procument Officer General and Support Services Manager General and Support Services Manager General and Support Services Manager General and Support Services Manager Human Resource Officer Assistant HRO Filing and Data Support Assistant HRD Officer Prinicpal Laboratory officer Manager Communicable Diseases Coordinator Malaria and Other VBD Control Nursing Services Manager Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Doctor Doctor Doctor Doctor Doctor Doctor Doctor Doctor Public Health Corporate Services Corporate Services Support Services Support Services Support Services Support Services Support Services Corporate Services Corporate Services Allied Health Public Health Public Health Nurses V V V V V V V V V V V V V V V V V V V V V V 136 137 138 139 140 141 142 143 145 148 149 150 151 153 154 158 159 160 162 163 164 167 104 Tousei Lesteour NORTHERN PROVINCIAL HOSPITAL Nursing Services LOLOWAI HOSPITAL Nursing Services Temakon Leisong Nalo Myriam Regina Heheina TORBA HOSPITAL NORSUP HOSPITAL LOLOWAI HOSPITAL TORBA HOSPITAL PUBLIC HEALTH PUBLIC HEALTH Nursing Services Directorate of
 Curative and Hospital Services Directorate of Curative and Hospital Services Directorate of Curative and Hospital Services Nutrition and Dietetics, Mental Health and Non Communicable Diseases Nutrition and Dietetics, Mental Health and Non Communicable Diseases VILA CENTRAL HOSPITAL Childrens Outpatient Department VILA CENTRAL HOSPITAL NORTHERN PROVINCIAL HOSPITAL TAFEA Accident and Emergency Ward Pharmacy Services Tafea Provincial Public Health Services MALAMPA Malampa Provincial Public Health SANMA PENAMA TORBA PUBLIC HEALTH PUBLIC HEALTH SHEFA SHEFA Sanma Provincial Public Health Penama Provincial Public Health Torba Provincial Public Health Reproductive Health and Family Planning Expanded Program Immunization Shefa Provincial Public Health Shefa Provincial Public Health PUBLIC HEALTH Surveillance Saen Fanai PUBLIC HEALTH Tuberculosis and Leprosy 61SB 61SG 61SD 61SF 61SG 61SD Nursing Services Manager Nursing Services Manager Nursing Services Manager Medical Superintendant Medical Superintendant Medical Superintendant Priority One Priority One Priority One Priority One Priority One Priority One 61UA Manager Non Communicable Priority One Diseases 61UA 61RB 61RB 61SB 61RI 61SK 61SI 61SJ 61SH 61UA 61UA 61RH 61RH 61UA 61UA Coordinator Nutrition and Dietetics Nurse In charge childrens outpatient Department Nurse In charge Accident and Emergency Hospital Pharmacy Manager Provincial Public Health Manager (Tafea) Provincial Public Health Manager (Malampa) Provincial Public Health Manager (Sanma) Provincial Public Health Manager (Penama) Provincial Public Health Manager (Torba) Manager Family Health Coordinator EPI/IMCI Executive Scretary Provincial Public Health Manager (Shefa ) Manager Surveillance Research and Emergency Response Manager Coordinator Tuberculosis /Leprosy Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One Priority One V V V V V
 V V V V V V V V V V V V V V V V V 168 169 170 173 175 176 179 180 183 184 190 198 199 200 201 202 206 208 221 222 224 226 105 Nurses Nurses Nurses Doctor Doctor Doctor Public Health Public Health Nurses Nurses Allied Health Public Health Public Health Public Health Public Health Public Health Public Health Public Health Support Services Public Health Public Health Public Health 8 71 92 109 132 227 161 209 210 223 228 188 V V V V V V V V V V V V Tahi Monique VILA CENTRAL HOSPITAL Eye Nursing LENAKEL HOSPITAL CORPORATE SERVICES Nursing Services Human Resources Management and Development PUBLIC HEALTH NORSUP HOSPITAL PUBLIC HEALTH NORTHERN PROVINCIAL HOSPITAL PUBLIC HEALTH PUBLIC HEALTH Jino Kaenbo Kalwat Poilapa SHEFA Reproductive Health and Family Planning Medical, Dental and Allied Health Services Director Public Health General Support Services Expanded Program Immunization Expanded Program Immunization Shefa Provincial Public Health NORSUP HOSPITAL NORTHERN PROVINCIAL HOSPITAL Pharmacy Services FAMILY PLANNING 61RB 61RG 61VA 61UA 61SF 61UA 61SB 61UA 61UA 61RH 61SF 61SB Nurse In charge Primary Eye Care Nursing Services Manager Assistant HRO Procedures Coordinator Reproductive Health (Maternal Neonatal Child Adolescent Health) & Family Planning Manager Dental, Medical and Allied Health Services Finance Officer Kitchen Supervisor Cold Chain Technician Cold Chain Officer Health promotion education and Communication officer Pharmacist OPD Nurse In charge Priority One - Financial Visa Available Priority One - Financial Visa Available Priority One - Financial Visa Available Priority One - Financial Visa Available Soon to be Advertise & approved by PSC Soon to be advertise & approved by PSC To be Advertised To be Advertised To be Advertised To be Advertised To be Advertised To be advertised Nurses Nurses Corporate Services Public Health Allied Health Public Health Support Services Public Health Public Health Public Health Allied Health Nurses (END) APPENDIX E - PRIORITY
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