The implications of COVID‐19 for health workforce planning and policy: the case of Peru

Abstract

Like many countries Peru is confronting uncertainties due to the COVID‐19 pandemic and its consequences. This is having impacts not only on health systems but also on the planning and preparation of its workforces. In this case article we summarise the progress Peru has been making to improve its workforce capacity and planning and review how Peru has coped with the stresses put on its health system arising from the pandemic. By recounting the responses that the Ministry of Health made through mobilising existing capabilities, additional workers and collaboration with health science faculties and health professional colleges, the article identifies that a longer‐term planning perspective based on skills that services require is something that Peru may consider to compliment the health workforce investments that are already being made. As such, this case provides an example for workforce planners and policy makers to contemplate when considering health workforce planning in post‐COVID uncertainty.

High mortality among hospitalized adult patients with COVID-19 pneumonia in Peru: A single centre retrospective cohort study

“…The high frequency of severe cases presenting on hospital admission is related and possibly a consequence of the fragmented and precarious health care system of Peru. In addition, the lack of resources such as general and ICU beds [ 15 , 33 ], and the low health expenditure during the last few decades [ 4 , 33 , 34 ], lead to high rates of self-medication and out-of-hospital care [ 14 ]. The socioeconomic inequalities in our country are reflected in the large proportion of vulnerable people and informal workers [ 5 , 35 , 36 ], who were unable to comply with the lockdown regulations imposed by the government due to economic dependence on daily earnings [ 33 ].…”

“…In addition, the lack of resources such as general and ICU beds [ 15 , 33 ], and the low health expenditure during the last few decades [ 4 , 33 , 34 ], lead to high rates of self-medication and out-of-hospital care [ 14 ]. The socioeconomic inequalities in our country are reflected in the large proportion of vulnerable people and informal workers [ 5 , 35 , 36 ], who were unable to comply with the lockdown regulations imposed by the government due to economic dependence on daily earnings [ 33 ]. In addition to all of these factors, national and health sector corruption has disrupted the implementation of public health policies due to successive changes of government and health ministers [ 4 , 37 ].…”

Reimagining health preparedness in the aftermath of COVID-19

“…The negative impact of the COVID-19 pandemic on the mental health of frontline and public health workers is well documented. [16][17][18] To extend the wartime analogy, these healthcare workers have been exposed to 'extended combat operations', and need appropriate support to continue in this 'hostile' environment. This prolonged exposure to workplace stressors and physical risk without access to the usual mechanisms to decompress (such as social supports, holidays, and other hobbies) is new to most medical practice.…”

“…The negative impact of the COVID-19 pandemic on the mental health of frontline and public health workers is well documented. 23 , 24 , 25 To extend the wartime analogy, these healthcare workers have been exposed to ‘extended combat operations’ and need appropriate support to continue in this ‘hostile’ environment.…”

The Need for Speed: A Qualitative Study on Nurse Recruitment and Management Amidst the COVID-19 Pandemic in Indonesia

“…4,5 However, the pandemic has provided opportunities to build sustainable and long-term-oriented health workforces. 6,7 One study proposed to meet nursing surge capacity amid the pandemic using standardised staffing ratios based on patient needs and recruiting additional intensive care unit (ICU) staff from internal/external sources, team-based approaches, and training models for ICU-tiered staffing. 8 Individual countries have employed strategies to expand health workforce, such as reassigning existing staff to COVID-19 units, involving medical or nursing students, redeploying retired or inactive health professionals, employing foreign-trained health professionals, and recruiting volunteers and others (eg, private or military).…”