Global strategic
directions for
strengthening
nursing and midwifery
2016–2020
Global strategic
directions for
strengthening
nursing and midwifery
2016–2020EDUC
ATION AND TRA
INING
GOVER
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ANCE AND PL
A
NNING
DATA
A
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D
INFORMATIO
N
SYSTEM
NO
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S AND STAND
A
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NUR
SING AND MIDW
IFERY
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WHO Library Cataloguing-in-Publication Data
Global strategic directions for strengthening nursing and midwifery 2016-2020.
1.Nursing. 2.Nursing Services. 3.Midwifery. 4.Health Manpower. 5.Health Priorities. 6.Health Planning. I.World Health Organization.
ISBN 978 92 4 151045 5 (NLM classification: WY 108)
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1
Table of Contents
Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2. Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.1 The availability, accessibility, and quality of the nursing and
midwifery workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.2 The vital role of the nursing and midwifery workforce in
building the resilience of communities to respond to diverse
health conditions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3 Notable achievements have been made. . . . . . . . . . . . . . . . . . . . . . . . . 9
2.4 The nursing and midwifery workforce: enablers for health
service delivery priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.5 Persistent nursing and midwifery challenges require
innovative and transformative strategies and actions. . . . . . . . . . . . . . . 10
3. Overview of the Global strategic directions for
strengthening nursing and midwifery 2016–2020. . . . . 12
3.1 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3.2 Thematic areas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.3 Guiding principles for implementation . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.4 Target audience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
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Global strategic directions for strengthening nursing and midwifery 2016–2020
4. Thematic areas of the Global strategic
directions for strengthening nursing and midwifery
2016–2020. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Theme 1. Ensuring an educated, competent and motivated nursing and
midwifery workforce within effective and responsive health systems at
all levels and in different settings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Theme 2. Optimizing policy development, effective leadership,
management and governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Theme 3. Working together to maximize the capacities and
potentials of nurses and midwives through intra- and interprofessional
collaborative partnerships, education and continuing professional
development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Theme 4. Mobilizing political will to invest in building effective evidencebased
nursing and midwifery workforce development . . . . . . . . . . . . . . 22
5. Implementation of the Global strategic
directions for strengthening nursing and midwifery
2016–2020. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5.1 Country and regional needs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5.2 Areas for expedited action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5.3 Partnerships and alliances. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
5.4 Monitoring and evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Annex 1. World Health Assembly resolutions on
nursing and midwifery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Annex 2. WHA 64.7 Strengthening nursing and
midwifery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Annex 3. Lists of participants: Global strategic
directions for strengthening nursing and midwifery
2016–2020 expert consultations . . . . . . . . . . . . . . . . . . . . . . . . . 40
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
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Foreword
For the first time in history, the population of people aged 60 years and older outnumber the population
care are immense. Economic growth, modernization and urbanization have opened wide the entry
point for the spread of unhealthy lifestyles. Instead of diseases vanishing as living conditions improve,
socioeconomic progress is actually creating the conditions that favour the rise of noncommunicable
diseases. Communicable diseases such as HIV/AIDS, tuberculosis, malaria and in most recent years
Ebola and Zika virus disease, continue to devastate communities. Furthermore, addressing maternal and
child health is a high priority for the international community that deserves the attention and services
of nurses and midwives. Nurses respond to the health needs of people in all settings and throughout
the lifespan. Their roles are critical in achieving global mandates such as universal health coverage and
the Sustainable Development Goals. These mandates provide a challenge as well as an opportunity for
making improvements in nursing and midwifery education and services in a comprehensive way that
encompasses health promotion, disease prevention, treatment and rehabilitation.
Nursing and midwifery professions can transform the way health actions are organized and how health
care is delivered if they are regulated and well supported. The services they offer can also provide
a rallying point for inter- and intradisciplinary health actions, which is at the core of the WHO Global
strategic directions for strengthening nursing and midwifery 2016–2020. The strategy takes into account
the dynamism of global health – five years from now, WHO and partners will take stock and continue
to align strategies with evidence-based global health trends. The application of community-responsive
interventions within health systems that promote conducive work environments in line with the objectives
of universal health coverage and the Sustainable Development Goals can help nurses and midwives
to continue to make a difference through the provision of high-impact and low-cost interventions.
Strengthening nursing and midwifery to support universal health coverage is a key imperative for improving
the health of populations.
“Universal health coverage is one of the most powerful equalizers among all policy
options. The declaration says it best: “To promote physical and mental health and
well-being, and to extend life expectancy for all, we must achieve universal health
coverage and access to quality health care. No one must be left behind.”
(Opening remarks at the Eighth Global
Meeting of Heads of WHO Country Offices,
9 November 2015)
of children under 5 years. The implications of this shift, in terms of the demands and costs of health
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Acknowledgements
WHO is grateful to all participants of the various face to face consultations (see Annex 3 for details),
including the web-based global consultation, for their contribution to the development of this document.
WHO is also grateful to the various WHO collaborating centres for nursing and midwifery development, the
International Council of Nurses, the International Council of Midwives and other professional associations
for their contributions towards the finalization of these Global strategic directions for strengthening nursing
and midwifery 2016–2020.
Conceptualization and coordination of efforts was undertaken by Annette Mwansa Nkowane, Technical
Officer, Nursing and Midwifery, Health Workforce Department, with technical support in the preparation and
drafting of the global strategic directions on nursing and midwifery from Stephanie Ferguson, independent
consultant, under the leadership of Jim Campbell, Director, Health Workforce Department.
The financial support offered by the French Government through the Muskoka grant towards the
development of this document is greatly appreciated.
Technical inputs: Onyema Ajuebor, Technical officer, Health Workforce Department
Editing: John Dawson
Secretarial support: Beatrice Wamutitu, Secretary, Health Workforce Department
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1. Introduction
In May 2000, the Fifty-fourth World Health Assembly, by resolution WHA54.12 on Strengthening nursing
and midwifery, requested the Director-General to “prepare rapidly a plan of action for strengthening
nursing and midwifery”. As a follow-up to that, the first strategic directions for nursing and midwifery
were developed in 2002 (1) and updated in 2011 (2). Since then, several resolutions on strengthening
nursing and midwifery services have been passed by the World Health Assembly, of which the most
recent was resolution WHA64.7 of 2011 (see Annex 2). The strategic directions for nursing and midwifery
provide policy-makers, practitioners and other stakeholders at every level of the health care system with
a flexible framework for broad-based, collaborative action to enhance capacity for nursing and midwifery
development.
The World Health Organization (WHO) continues to act on its commitment to strengthening nursing and
midwifery and the health workforce in general. In May 2014, the Sixty-seventh World Health Assembly
adopted resolution WHA67.24 on the Follow-up of the Recife Political Declaration on Human Resources
for Health: renewed commitments towards universal health coverage. In paragraph 4(2) of that resolution,
Member States requested the Director-General of WHO to develop and submit a new global strategy
for human resources for health for consideration by the Sixty-ninth World Health Assembly. The Global
Strategy on Human Resources for Health: Workforce 2030 (3) provides the foundation for the Global
strategic directions for strengthening nursing and midwifery 2016–2020. The global strategic directions
further provide the framework for strengthening nursing and midwifery services to help countries achieve
universal health coverage and the Sustainable Development Goals.
The global strategic directions build on other strategic documents, such as the WHO 2013 guidelines on
transforming and scaling up health professionals’ education and training (4), the Every Newborn action
plan to end preventable deaths (5), the State of the world’s midwifery report (6), the Lancet series on
midwifery (7), the Mental Health Action Plan 2013–2020 (8), the Global Strategy for Women’s, Children’s
and Adolescents’ Health 2016–2030 (9), strategies towards ending preventable maternal mortality (10),
the World report on ageing and health (11) and other global health mandates.
Although nurses and midwives constitute more than 50% of the health workforce in many countries, they
are also affected by the challenge of shortages. Currently, it is estimated that of the 43.5 million health
workers, 20.7 million are nurses and midwives. Nurses and midwives represent more than 50% of the
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Global strategic directions for strengthening nursing and midwifery 2016–2020
current (2013) shortfall, that is, 9 million out of 17.4 million. It is estimated that by 2030, the shortage
of nurses and midwives will see a modest decline (to 7.6 million), but not in the African and Eastern
Mediterranean Regions, where, if current trends continue, it is forecasted to actually worsen (3).
The Sustainable Development Goals and universal health coverage provide a challenge as well as an
opportunity to continue to enhance the contribution of nursing and midwifery to their achievement.
Currently the disease burden is increasing and becoming more complex, including with regard to
noncommunicable, communicable, emerging and re-emerging diseases. As an example, it is projected that
by 2050 the proportion of the world’s population aged over 60 years will nearly double from 12% to 22%.
Although older people are living in a healthier manner, old age is characterized by complex health states.
In addition, noncommunicable diseases account for 38 million deaths each year (with 28 million of them
in low- and middle-income countries), while cardiovascular diseases account for 17.5 million, cancers 8.2
million, respiratory diseases 4 million and diabetes 1.5 million (12).
Nurses and midwives are critical in the delivery of essential health services and are core in strengthening
the health system. Acting both as individuals and as members and coordinators of interprofessional
teams, nurses and midwives bring people-centred care closer to the communities where they are needed
most, thereby helping improve health outcomes and the overall cost-effectiveness of services. They help
to promote and maintain the health and wellness of an ageing population within the community, in line
with the concept of active ageing. Meanwhile, at the other end of the spectrum, they can contribute to
reductions in newborn, infant and maternal mortality in their role as skilled birth attendants and providers
of neonatal care. They provide a wide range of services in hospital settings, from accident and emergency
through to palliative care. And as key players in crisis and post-crisis situations, they contribute to the risk
communication, response planning and multisectoral participation aspects of emergency preparedness
programmes; and provide services ranging from trauma management to mental health and rehabilitation
in post-emergency recovery (2).
The development of the Global strategic directions for strengthening nursing and midwifery 2016–2020
followed an extensive consultative process. It included experts from all WHO regions, including leading
academicians; educational institutions; government chief nursing and midwifery officers; policy-makers;
WHO collaborating centres on nursing and midwifery; students; nongovernmental organizations and civil
society; professional associations; and individual nurses and midwives. The process began with an expert
consultation in Jordan in April 2015, followed by a second consultation in Geneva in September 2015, and
a web-based global consultation from December 2015 to January 2016. The final expert consultation took
place in Geneva in January 2016.
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This update of the global strategic directions addresses nursing and midwifery workforce management,
education, regulation, practice and research as a cross-cutting issue. It supports the development of
enabling work environments, such as provision of adequate equipment and resources, decent working
conditions and fair compensation to help enhance recruitment and retention. It also addresses leadership
to ensure good strategic planning, implementation and evaluation.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
2. Background
Since the first Strategic directions for strengthening nursing and midwifery services 2002–2008, there has
been continued progress, as evidenced in the WHO nursing and midwifery progress reports, 2008–2012
and 2013–2015 (13, 14), the WHO 2015 Executive Board report on health workforce and services (15), and
the Global Strategy on Human Resources for Health: Workforce 2030 (3). However, more still needs to be
done. The issues highlighted in this chapter are closely linked to those of the Global Strategy on Human
Resources for Health: Workforce 2030 – being the overall framework for health workforce development –
and they constitute the basis for the development of the thematic areas of the Global strategic directions
for strengthening nursing and midwifery 2016–2020.
2.1 The availability, accessibility, and quality of the nursing and
midwifery workforce
There is a continued global shortage of human resources for health. The implementation of various global
strategies, such as the Global Strategy for Women’s, Children’s and Adolescents’ Health 2016–2030 and
the Mental Health Action Plan 2013–2020, will also depend to a large extent on the health workforce
capacities of the nursing and midwifery workforce. The social determinants of health, including laws,
policies, human rights, gender equity and governance mechanisms, can influence health risks and access
to services. It is of utmost importance that the most marginalized and vulnerable populations have
equitable access to quality care. The mere availability in numbers of the nursing and midwifery workforce
is not sufficient. They must be equitably distributed, accessible by the population and possess the required
competencies and motivation to deliver quality care that is appropriate and acceptable to the sociocultural
contexts and expectations of the served population.
2.2 The vital role of the nursing and midwifery workforce in
building the resilience of communities to respond to diverse
health conditions
Universal health coverage can help to ensure the availability of a sufficient, well-educated and motivated
nursing and midwifery workforce to provide the required health services. The universal health coverage
approach aims to promote strong, efficient, well-run health systems through the promotion of peoplecentred
care, while applying a broad range of interventions related to health promotion, disease
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prevention, rehabilitation and palliative care (16). This implies provision of a continuum of health
interventions throughout the life course. Therefore, the agenda of universal health coverage places the
nursing and midwifery workforce at the core of the health response. It is therefore critical to invest in all
areas of nursing and midwifery workforce development.
2.3 Notable achievements have been made
Although progress has been made, political will and other resources are still needed to sustain and expand
efforts. Two WHO progress reports on nursing and midwifery (2008–2012 and 2013–2015) highlight some
major achievements in nursing and midwifery development. A summary is presented in Table 1.
Table 1. Achievements in nursing and midwifery development
AREA ACHIEVEMENTS
Primary health care and people-centred
care
Primary health care models of care led by nurses and midwives such as (community/
family); women-centred care and the midwifery model of care (17, 18)
Meeting the needs of people with disabilities, chronic conditions and
noncommunicable diseases, including the needs of those in need of palliative care
Core competencies in primary health care being assessed
Capacity-building in areas of emergency and disaster responses, infection control,
mental health and substance abuse
More involvement in community health services
Nurse-led multidisciplinary and multiprofessional team growth
Workforce policy and practice National strategic plans for nursing and midwifery
Greater commitment to regulation, legislation and accreditation
Regulation, education and practice standards
More commitment to establishing reliable nursing and midwifery databases
Education Adoption of competency-based training at pre-service, continuous education and
faculty levels
Progress towards advanced nursing and midwifery practice
Career development Gradual improvement in developing upgraded bridging programmes
Leadership, skill development and presence in leadership positions
Workforce management Agreements reached on needs to increase recruitment, retention, motivation and
participation supported by global initiatives on retention
Implementing better technology and communication platforms for nursing and
midwifery workforce capacity-building and dissemination of good and best practices
Partnerships Move towards strengthening collaboration with donor partners and nongovernmental
organizations to address challenges
Much more synergy among WHO collaborating centres for nursing and midwifery
development and other stakeholders, such as the International Council of Nurses and
the International Council of Midwives
Enhanced faculty development and fellowships being awarded through North–North
and North–South partnership collaboration
Source: Adapted from WHO nursing and midwifery progress report 2008–2012, pages 117 and 118 (13).
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Global strategic directions for strengthening nursing and midwifery 2016–2020
In spite of these achievements there are major constraints, and more needs to be done at global, regional
and country levels in order to address policy levers that shape education, the health labour market and the
delivery of appropriate services.
2.4 The nursing and midwifery workforce: enablers for health
service delivery priorities
There is demonstrable evidence substantiating the contribution of the nursing and midwifery workforce to
health improvements, such as increased patient satisfaction, decrease in patient morbidity and mortality,
stabilization of financial systems through decreased hospital readmissions, length of stay, and other
hospital-related conditions, including hospital-acquired infections (19–22), which consequently contributes
to patient well-being and safety. The utilization of the nursing and midwifery workforce is cost-effective.
Nurses and midwives usually act as first responders to complex humanitarian crises and disasters;
protectors and advocates for the community; and communicators and coordinators within teams. They
provide services in a broad range of settings and needs, including in underserved populations. Nurses’
interventions and informed decision-making in treatment of HIV, tuberculosis and other chronic conditions
have stimulated improved patient adherence to treatment and reduced waiting times and the number of
missed appointments at health care clinics (23–25). Studies also show that midwifery, including family
planning and interventions for maternal and newborn health, could avert a total of 83% of all maternal
deaths, stillbirths and neonatal deaths (26).
In addition, recent studies show that midwives can provide 87% of the needed essential care for women
and newborns, when educated and regulated to international standards (27). It is also documented
that educated, regulated and supported midwives are the most cost-effective suppliers of midwifery
services. However, limitations in the scope of practice for midwives, and gaps in inclusion of maternal
health indicators in national data systems, have impeded efforts to scale up programmes nationally (28).
Substantial reductions in child deaths are possible, but only if intensified efforts to achieve intervention
coverage are implemented successfully (29).
2.5 Persistent nursing and midwifery challenges require
innovative and transformative strategies and actions
There is continued need for quality nursing and midwifery education and competent practitioners.
Responding to unhealthy lifestyle choices, risk factor reduction and provision of a broad range of
interventions in various practice conditions are critical in order to address natural and anthropogenic
disasters and emerging and re-emerging infections and diseases, including noncommunicable diseases.
Governments and relevant stakeholders should ensure that the nursing and midwifery workforce is
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appropriately prepared and enabled to practise to their full scope. Nursing and midwifery education and
practice are taking place in an era of progressive technological advancement, and its promotion is an
important element for the future. Technology advances can support transformational outcomes of safe,
integrated, high-quality, knowledge-driven, evidenced-based care and educational approaches. Future
approaches should embrace interprofessional education and collaborative practice, as was noted in
resolution WHA64.7 (2011) on Strengthening nursing and midwifery, for which the integration of increased
availability and growing capabilities of information and communication technologies was an imperative.
In responding to nursing and midwifery workforce challenges, robust leadership, governance and
accountability are essential. Strategic planning based on collecting and monitoring data and indicators
on country profiles can contribute to effective education, recruitment, deployment, retention (30) and
management of the nursing and midwifery workforce. It is on this premise that the WHO Global strategic
directions for strengthening nursing and midwifery 2016–2020 are built.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
3. Overview of the Global strategic
directions for strengthening nursing
and midwifery 2016–2020
The Global strategic directions for strengthening nursing and midwifery 2016–2020 provide a framework
for WHO and various key stakeholders to develop, implement and evaluate nursing and midwifery
accomplishments to ensure available, accessible, acceptable, quality and safe nursing and midwifery
interventions at global, regional and country levels. The global strategic directions enable all involved
to demonstrate commitment, be accountable and report progress on essential elements. Optimizing
leadership, strengthening accountability and governance, and mobilizing political will for the nursing
and midwifery workforce is key for their effective contribution to the Sustainable Development Goals
and universal health coverage. The global strategic directions embrace strategic partnerships with key
stakeholders at all levels as essential for their implementation.
The Global strategic directions for strengthening nursing and midwifery 2016–2020 present a vision,
guiding principles, and four broad themes to guide growth of capabilities and maximize the contributions
of the nursing and midwifery workforce to improve global health. The vision and the principles
presented in this document reassert the Global Strategy on Human Resources for Health: Workforce
2030. Furthermore, the four themes reinforce the WHO Global Strategy on Human Resources for Health:
Workforce 2030. Themes 1 and 2 are aligned to objectives 1 and 2 of the Global Strategy, while theme 3
is aligned to objective 3 of the Global Strategy, and theme 4 is aligned to objective 1. Figure 1 shows the
conceptual framework for the WHO Global strategic directions for strengthening nursing and midwifery
2016–2020.
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3.1 Vision
Vision: Accessible, available, acceptable, quality and cost-effective nursing and midwifery care for all,
based on population needs, in support of universal health coverage and the Sustainable Development
Goals.
This vision is in line with the Global Strategy on Human Resources for Health: Workforce 2030, which
seeks to accelerate progress towards universal health coverage and the United Nations Sustainable
Development Goals by ensuring the universal accessibility, availability, acceptability, quality and costeffectiveness
of nursing and midwifery care for all, based on population needs.
Figure 1. WHO Global strategic directions for strengthening nursing and midwifery 2016–2020: conceptual
framework
PRINCIPLESTHEMATICAREASVISION
Countries
Regions
Global
Partners
Ensuring an
educated,
competent and
motivated nursing
and midwifery
workforce within
effective and
responsive health
systems at all
levels and in
different settings
Optimizing policy
development,
effective
leadership,
management and
governance
Working together to
maximize the capacities
and potentials of
nurses and midwives
through intra and
interprofessional
collaborative
partnerships,
education and
continuing professional
development
Mobilizing
political will
to invest in
building effective
evidencebased
nursing
and midwifery
workforce
development
Available, Accessible, Acceptable, Quality and Cost-effective
nursing and midwifery care for all, based on population needs
and in support of UHC and the SDGs
Ethical Action Relevance Ownership Partnership Quality
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Global strategic directions for strengthening nursing and midwifery 2016–2020
3.2 Thematic areas
1. Ensuring an educated, competent and motivated nursing and midwifery workforce within effective and
responsive health systems at all levels and in different settings.
2. Optimizing policy development, effective leadership, management and governance.
3. Working together to maximize the capacities and potentials of nurses and midwives through intra- and
interprofessional collaborative partnerships, education and continuing professional development.
4. Mobilizing political will to invest in building effective evidence-based nursing and midwifery workforce
development.
3.3 Guiding principles for implementation
The guiding principles of the WHO Global strategic directions for strengthening nursing and midwifery
2016–2020 are in alignment with the previous versions and with the principles of the Global Strategy on
Human Resources for Health: Workforce 2030. They are essential to guide individual and collaborative
application of the five-year WHO strategic directions for nursing and midwifery in different contexts. They
are as follows:
• Ethical action. Planning, providing and advocating safe, accountable high-quality health care services
based on equity, integrity, fairness, and respectful practice, in the context of gender and human rights.
• Relevance. Developing nursing and midwifery education programmes, research, services and systems
guided by health needs, evidence and strategic priorities.
• Ownership. Adopting a flexible approach that ensures effective leadership, management and
capacity-building with active ownership, accountability mechanisms, engagement and involvement of
all beneficiaries in all aspects of the collaboration.
• Partnership. Working respectfully together on common objectives, acting collaboratively with relevant
stakeholders and supporting each other’s efforts.
• Quality. Adopting mechanisms and standards based on evidence for best practice that promote
relevant education and research, competent practice, effective professional regulation and dynamic
leadership.
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3.4 Target audience
This document has been developed primarily to provide a framework for nursing and midwifery
interventions within a WHO operational context. The main target audience includes WHO headquarters,
regional and country offices, WHO collaborating centres for nursing and midwifery development and key
partners. However, it is envisaged that this framework can be used by any entity working on nursing and
midwifery. In addition to existing global strategies and mandates, the development of this document has
considered current regional strategic directions to ensure relevancy and consistency in approach. These
WHO Global strategic directions for strengthening nursing and midwifery 2016–2020 are not exhaustive.
Partners can implement activities on nursing and midwifery based on their mandates. The specific
interventions indicated here are in support of the implementation of the WHO global strategic directions. It
is envisaged that partnership collaboration will be cross-cutting.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
4. Thematic areas of the Global
strategic directions for strengthening
nursing and midwifery 2016–2020
Theme 1. Ensuring an educated, competent and motivated nursing
and midwifery workforce within effective and responsive health
systems at all levels and in different settings
In order to ensure that health services are accessible, acceptable, available and of good quality, investing
in the nursing and midwifery workforce is critical. The planning should involve not just increasing the
quantity of providers but investment in improving their quality and relevance. This also entails ensuring
enabling work environments, including through provision of adequate equipment and resources; decent
working conditions; and fair compensation to help enhance recruitment and retention, as supported
in the International Labour Organization (ILO) Nursing Personnel Convention, 1977 (No. 149), and the
Nursing Personnel Recommendation, 1977 (No. 157) (31, 32). Quality care also requires up-to-date,
evidence-based education, regulation and practice standards for nurses and midwives. Education includes
continuing professional development to help maintain competence and advance practice.
Objective. To educate, recruit, deploy and retain the right number of nursing and midwifery workforce
with appropriate competencies, equipped with the necessary resources and governed by professional
regulation.
Strategy. Align investments and coordinate plans for development of nursing and midwifery in workforce
management; in pre- and in-service education; in regulation; and in guaranteeing positive practice
environments.
Strategic interventions
Countries
In alignment with national health priorities and workforce plans:
• Develop national costed plans for nursing and midwifery development with a minimum cycle of four to
five years and an in-built monitoring and evaluation system.
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17
• Integrate minimum data sets into national human resources for health observatories as a source of
evidence-based decisions for the nursing and midwifery workforce.
• Develop and adopt, and support and monitor, quality management systems for nursing and midwifery
services.
• Establish or strengthen and maintain national accreditation standards for nursing and midwifery
education.
• Conduct a task analysis of the various cadres providing nursing and midwifery services to clarify their
roles and scopes of practice.
• Review and implement competency-based curricula for educators, student nurses and student
midwives, and preclinical teachers, taking into account quantity, quality and relevance of the nursing
and midwifery workforce to meet local and national changing health needs.
• Develop and implement a plan on improving working conditions to ensure positive practice
environments.
Regions
• Consolidate evidence or update data on educational institutions, regulatory bodies and regulatory
information on licensing, registration and scopes of practice to establish a baseline for the nursing and
midwifery workforce.
• Support the establishment of a minimum data set for the nursing and midwifery workforce for regional
human resources for health observatories, where applicable.
• Provide technical support to countries to develop key service indicators to assess nursing and
midwifery care.
• Develop or disseminate competency-based prototype curricula for nursing and midwifery programmes.
• Provide support to countries for the development and adoption of guidelines on establishing
registration, licensure, education, and nursing and midwifery service delivery.
• Invest in the nursing and midwifery workforce, including through building capacity and ensuring
appropriate skills and strategies for developing positive practice environments.
Global
• Develop a scope of practice framework for nursing and midwifery with the relevant skills mix to help
achieve universal health coverage and the Sustainable Development Goals.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
• Work with relevant WHO departments, teams and partners to ensure that data are generated based
on minimum data sets and are compiled and disseminated on actual supply, geographical distribution
(numbers, skills mix and competencies) and the population’s demand for health services.
• Establish a template for assisting countries in developing and implementing national nursing and
midwifery workforce plans through nursing and midwifery structures, for example directorates and
units.
• Develop composite indicators for measuring the overall development of nursing and midwifery in each
country.
• Work with relevant WHO departments, teams and partners to advocate the development of coordinated
plans for investment in nursing and midwifery in line with the overall Global Strategy on Human
Resources for Health: Workforce 2030.
• Disseminate the WHO nursing and midwifery educator competencies and promote their application at
regional and country level for preparing nursing and midwifery educators or to guide the development
of new programmes.
Partners
Work in collaboration with educational and practice institutions, including regulatory bodies and nursing
and midwifery associations to:
• Implement, monitor and evaluate the quality of education and training programmes and practice in
support of the WHO global strategic directions.
• Advocate and support the implementation of an enabling work environment.
• Coordinate investments to strengthen nursing and midwifery.
• Engage and support nursing and midwifery professional associations in planning and implementation
of nursing and midwifery development.
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19
Theme 2. Optimizing policy development, effective leadership,
management and governance
Health systems are dynamic and are undergoing rapid changes globally. In the midst of these changes,
nursing and midwifery leaders act as positive change agents in creating effective and responsive health
systems as they engage in policy formulation across the different sectors, including education, workforce
management, data collection and management, and research. Consequently, leaders will be required
to plan and manage health services and education and regulatory systems, and to establish sound
governance structures.
Objective. To engage and have active participation of nursing and midwifery leaders at every level of
policy formulation, programme planning development and implementation, including evidence generation
for the purpose of informed decision-making.
Strategy. Prepare nursing and midwifery leaders to meet the challenges of dynamic health systems
by ensuring their competence in all aspects of nursing and midwifery development, including policy
development, management and evidence generation, in order to improve the quality of education and
nursing and midwifery service delivery.
Strategic interventions
Countries
In alignment with national health priorities and workforce plans:
• Advocate and set up mechanisms to raise the level of involvement of nurses and midwives in policyand
decision-making across the major sectors of service planning and management, education and
management of human resources.
• Engage professional associations of nurses and midwives in policy discussions and development.
• Obtain resources, and where necessary use regional support from WHO and competent national
bodies, to update or establish programmes for leadership preparation in all sectors of nursing and
midwifery responsibility.
• Advocate effective systems of professional regulation, and strengthen and support the legislative
authority to implement them.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
• Establish and maintain robust systems for assessing the appropriate implementation of nationally
agreed nursing and midwifery practice standards in health care delivery systems.
• Work to implement data collection and information systems to enable reliable reporting on the nursing
and midwifery workforce status as relevant to local contexts, and to inform the national health
workforce accounts.
Regions
• Promote and provide technical assistance to countries to support the establishment of a national
nursing and midwifery department, headed by a nurse or midwife prepared in leadership and policy
development roles.
• Review the relevance, adequacy and effectiveness of professional regulatory systems and offer
technical assistance to reform or introduce regulation where it does not exist.
• Invest in training to enhance policy formulation and set up a mentoring system to prepare and support
nurses and midwives that are currently holding policy development responsibilities, or are seeking to
enter this field across various areas of nursing and midwifery.
• Provide support and guidance to adapt, develop and implement competency-based, action-orientated
leadership preparation programmes that deal with service planning and delivery, policy formulation,
strategic planning, human resources management, materials and financial management, and
communication and advocacy.
Global
• Sustain the WHO Global Forum for Government Chief Nursing and Midwifery Officers to enhance the
leadership capacity of the nursing and midwifery workforce in countries.
• Engage governments through the WHO Global Forum on Government Chief Nursing and Midwifery
Officers to share the evidence in support of nursing and midwifery workforce development.
• Review and analyse models of current governments’ chief nursing and midwifery roles and promote
context-sensitive approaches to introduce or strengthen these roles.
• Develop a competency framework for leadership roles in the various aspects of nursing and midwifery.
• Identify the best practices for good governance and develop a tool to enable countries to evaluate the
status of their nursing and midwifery governance systems.
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21
Partners
• Seek participation from partners in monitoring and evaluating the implementation of the national
nursing and midwifery development strategic plan.
• In collaboration with partners, promote and disseminate successes and lessons learned to all
stakeholders, including politicians and key civil society groups, to strengthen perceptions of and raise
commitment to supporting nursing and midwifery leadership development.
Theme 3. Working together to maximize the capacities
and potentials of nurses and midwives through intra- and
interprofessional collaborative partnerships, education and
continuing professional development
The nursing and midwifery professions continue to evolve as their roles and responsibilities are influenced
by local, national, regional and global challenges. These challenges require nurses and midwives to
enhance professional collaboration within and outside the health sector. Education institutions along with
regulatory and professional associations must also foster intra- and interprofessional learning in both their
pre-service and continuing professional development programmes.
Objective. To optimize the nursing and midwifery impact on health systems at all levels through intra- and
interprofessional collaboration and partnerships.
Strategy. Delineate, monitor and evaluate roles, functions and responsibilities of the nursing and
midwifery workforce to advance collaborative education and practice.
Strategic interventions
Countries
In alignment with national health priorities and workforce plans:
• Formulate, strengthen and reinvigorate interdisciplinary and multisectoral technical working groups on
interprofessional education and collaborative practice based on evidence.
• Strengthen collaborative practices at policy level to maximize effective nursing and midwifery input on
health care.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
• Develop or strengthen national nursing and midwifery strategies on interprofessional education and
collaborative practice.
• Create interprofessional networks facilitated through web-based communities of practice to improve
the quality of education, safety of practice and capacities of the nursing and midwifery workforce.
Regions
• Develop tools and provide technical support to improve partnerships and work environments
among health services, departments of health, professional associations, research and educational
institutions, and communities.
• Develop a nursing and midwifery implementation research agenda responding to the needs of the
region in collaboration with WHO collaborating centres, government nursing and midwifery leaders,
nursing and midwifery associations, regulators, and nursing and midwifery educational institutions.
Global
• Identify key partners, including service users, through the development of a database of experts
to support and build the capacity of the nursing and midwifery education system and workforce to
contribute to universal health coverage and the Sustainable Development Goals.
• Develop and disseminate an implementation toolkit for the WHO Framework for Action on
Interprofessional Education and Collaborative Practice and other educational tools.
• Develop models for joint planning, implementation, monitoring and evaluation of sustainable nursing
and midwifery education programmes and services, including continuing professional development.
• Disseminate models of effective and sustainable partnerships at global, regional and country levels.
Partners
• Implement multiyear plans for strengthening the capacity of nursing and midwifery education and
services developed for each region, coordinated by WHO with partner organizations taking the lead on
specific objectives and activities identified in the plan.
• Create leadership opportunities and positions for interprofessional education and collaboration for
nurses and midwives and mechanisms for involvement in leadership roles.
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23
Theme 4. Mobilizing political will to invest in building effective
evidence-based nursing and midwifery workforce development
Building effective development of nursing and midwifery services and generating political commitment
will require the involvement of governments, civil society and other allied professions to ensure relevant
education and research and evidence-based safe practice. Regulating health care professional practice
and setting standards for education and practice can help to improve nursing and midwifery educational
practice. As responsible and accountable stakeholders in the delivery of care, nurses and midwives must
engage with the forces that drive health care and become more committed in policy-making.
Objective. To establish structures that enable nurses and midwives to be empowered in order to achieve
effective engagement and contribute to health policy development in order to increase nursing and
midwifery workforce quantity and quality of service delivery.
Strategy. Build political support at the highest level of health systems and within civil society to ensure
that the policies created to achieve universal health coverage and the Sustainable Development Goals
encapsulate people-centred nursing and midwifery services.
Strategic interventions
Countries
In alignment with national health priorities and workforce plans:
• Formulate and implement nursing and midwifery policies that ensure integrated people-centred
services that are in line with universal health coverage and the Sustainable Development Goals.
• Establish a multisectoral group to support the development of nursing and midwifery policies.
• Develop and support nursing and midwifery interventions that lead to improved access to health
care services through the creation of links among the public, nongovernmental and private sectors to
minimize barriers obstructing access to health services for vulnerable populations in urban, rural and
remote areas.
• Update nursing and midwifery curricula and ensure that nursing and midwifery students acquire
effective leadership skills, including assertiveness, negotiation and advocacy, and ability to develop
and influence health policy.
• Develop and implement national advocacy plans targeting policy-makers and organizations.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Regions
• Engage ministries of health through regional committees to make commitments that support nursing
and midwifery in their respective countries.
• Follow up on the commitments made by ministries of health in countries through periodic reviewing
and reporting.
Global
• Disseminate existing global mandates and frameworks as reference materials for regional and country
interventions for both health and non-health sectors.
• Develop frameworks for regional and country reporting on achievements in line with the global
strategic directions.
• Support governments in strengthening the capacity of chief nursing and midwifery officers.
• Work with partners to develop advocacy and communication strategies and tools, for example media
packs.
• Collaborate with relevant partners to compile existing evidence in workforce development, with
emphasis on evidence specific to nurses and midwives.
Partners
• In support of the global strategic directions and with a view towards strengthening nursing and
midwifery education and services, mobilize financial, human and material resources and increase
awareness and advocacy on priority issues.
• Collaborate with WHO to assist governments in the implementation of global mandates and the
resolutions of WHO regional committees.
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25
5. Implementation of the Global
strategic directions for strengthening
nursing and midwifery 2016–2020
WHO will coordinate implementation efforts, with the support of key partners, to strengthen the capacity
of nursing and midwifery frameworks in countries to deliver on the Global strategic directions for
strengthening nursing and midwifery 2016–2020.
5.1 Country and regional needs
Using the four thematic areas as a guide, the global strategic directions provide an overall framework
within which Member States, WHO and partners can prioritize and contextualize objectives and activities
to address their specific health care needs and challenges. Countries must be encouraged to take the
global strategic directions into account in their national health and human resources for health planning
and policy-making. WHO headquarters and regional offices, in conjunction with partners, will provide
technical support to countries in need as requested. WHO will strengthen the ability of regional institutions
to support efforts to improve nursing and midwifery services at the country level and to lead joint efforts in
specific areas of work within the operational framework of the global strategic directions.
5.2 Areas for expedited action
WHO will work with experts and stakeholders to prioritize areas of intervention in the four thematic areas
that require immediate action based on needs. Priority areas for the implementation of the global strategic
directions include:
• development of a global programme of work to support implementation of the global strategic
directions;
• development of tools and templates for the collection, storage and update of baseline data for
monitoring and evaluation of implementation of the global strategic directions;
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Global strategic directions for strengthening nursing and midwifery 2016–2020
• action plans to mobilize resources for the strengthening of nursing and midwifery services at every
level of the health sector;
• regional policies for interprofessional collaboration in education and practice.
5.3 Partnerships and alliances
Through partnerships and alliances, WHO will ensure the successful implementation of the global strategic
directions by promoting multisectoral, interprofessional teamwork among all stakeholders at the global,
regional, national and local levels.
5.4 Monitoring and evaluation
The global strategic directions need a strong monitoring and evaluation framework to ensure effective
assessment of their implementation. WHO, alongside its partners, will work with Member States to foster
shared ownership and ensure a joint sense of responsibility and accountability towards achieving the
vision of the global strategic directions. A strong monitoring and evaluation plan will also ensure that
progress can be monitored and adjustments made to programmes where necessary. This plan will be
incorporated into instruments such as the minimum data sets and the template reporting documents to be
developed at respective levels while ensuring alignment with WHO agreed minimum data sets.
As part of on-going assessment, the nursing and midwifery leadership can review their contribution and
workforce interventions and their impact on universal health access. The framework in Figure 2 helps to
describe the link between nursing and midwifery, leadership and governance, workforce strengthening
interventions, nursing and midwifery practice and universal access and health equity.
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27
Figure 2: Conceptual framework of nursing and midwifery leadership.
Leadership process and practice
• Creating work structure and
conditions
• Motivating
• Team building
• Facilitating care processes
• Promoting participation
Nursing and Midwifery
workforce strengthening
Excellence in Nursing and
Midwifery primary health
care practice
Nursing and Midwifery
leadership and governance
Availability
Accessibility
Acceptability
Quality
Health access and equity
Increased health promotion efforts and outcomes;
improved early detection of health conditions;
increased capacity to treat disease; and
increased rehabilitation efforts and outcomes.
Collaborative
partnerships
Community
partnerships
Teamwork
with health
professionals
Inter-sectoral
partnerships
HRH management
• Personnel administration
• Supply and retention
• Role and function
• Performance management
• Information systems
Education and training
Policy and regulation
improvements
Source: Dawson A.J, Nkowane A.M and Whelan A, 2015.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Theme 1. Ensuring an educated, competent and motivated nursing and midwifery workforce within effective
and responsive health systems at all levels and in different settings
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Countries In alignment with national health priorities and workforce
plans:
1. Develop national costed plans for nursing and midwifery
development with a minimum cycle of four to five years
and an in-built monitoring and evaluation system.
2. Integrate minimum data sets into national human
resources for health observatories as a source of
evidence-based decisions for the nursing and midwifery
workforce.
3. Develop and adopt, and support and monitor, quality
management systems for nursing and midwifery
services.
4. Establish or strengthen and maintain national
accreditation standards for nursing and midwifery
education.
5. Conduct a task analysis of the various cadres providing
nursing and midwifery services to clarify their roles and
scopes of practice.
6. Review and implement competency-based curricula for
educators, student nurses and student midwives, and
preclinical teachers, taking into account quantity, quality
and relevance of the nursing and midwifery workforce to
meet local and national changing health needs.
7. Develop and implement a plan on improving working
conditions to ensure positive practice environments.
3, 6,
7
3, 4,
5, 6
1, 3,
5, 6
2, 3,
6
3, 6 1. Number of countries
implementing national
costed plans for
nursing and midwifery
development based on
minimum data sets
2. Number of countries with
published minimum data
sets
3. Number of countries with
yearly reports on quality
management outcomes
4. Number of countries with
accreditation in place
5. Number of countries with
completed task analysis
6. Number of countries with
national curricula endorsed
by regulatory body or
institution
7. Number of countries
implementing the plan
on positive practice
environment
Regions 1. Consolidate evidence or update data on educational
institutions, regulatory bodies and regulatory information
on licensing, registration and scopes of practice to
establish a baseline for the nursing and midwifery
workforce.
2. Support the establishment of a minimum data set for
the nursing and midwifery workforce for regional human
resources for health observatories, where applicable.
3. Provide technical support to countries to develop key
service indicators to assess nursing and midwifery care.
4. Develop or disseminate competency-based prototype
curricula for nursing and midwifery programmes.
5. Provide support to countries for development and
adoption of guidelines on establishing registration,
licensure, education and nursing and midwifery service
delivery.
6. Invest in the nursing and midwifery workforce, including
through building capacity and ensuring appropriate
skills and strategies for developing positive practice
environments.
1, 2,
3, 6
2, 4 2, 4 2, 4 2,
5, 6
1. Updated data on
educational institutions,
regulatory bodies and
regulatory information on
licensing, registration and
scopes of practice
2. Number of countries with
available minimum data
sets by 2018 and by 2020
3. Number of countries with
key performance indicators
and service indicators by
2017
4. Competency-based
curricula developed or
disseminated
5. Number of countries
supported with service
indicators assessment
6. Number of countries
with regulatory and
accreditation mechanisms
for nursing and midwifery
by end of 2017
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29
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Global 1. Develop a scope of practice framework for nursing
and midwifery with the relevant skills mix to help
achieve universal health coverage and the Sustainable
Development Goals.
2. Work with relevant WHO departments, teams and
partners to ensure that data are generated based on
minimum data sets and are compiled and disseminated
on actual supply, geographical distribution (numbers,
skills mix and competencies) and the population’s
demand for health services.
3. Establish a template for assisting countries in
developing and implementing national nursing and
midwifery workforce plans through nursing and
midwifery structures, for example directorates and units.
4. Develop composite indicators for measuring the overall
development of nursing and midwifery in each country.
5. Work with relevant WHO departments, teams and
partners to advocate the development of coordinated
plans for investment in nursing and midwifery in line
with the overall Global Strategy on Human Resources for
Health: Workforce 2030.
6. Disseminate the WHO nursing and midwifery educator
competencies and promote their application at
regional and country level for preparing nursing and
midwifery educators or to guide the development of new
programmes.
1,
2, 3,
5, 6
2, 4 2, 4 2, 4 2,
5, 6
1. Number of countries with
a framework for standard
operating procedures on
nursing and midwifery
contribution to universal
health coverage
2. Number of countries with
minimum data sets
3. Number of countries with
a national nursing and
midwifery implementation
template
4. Number of countries
systematically collecting
and using minimum data
sets by 2018 and by 2020
5. Number of countries
with coordinated national
nursing and midwifery
workforce plans
6. Composite indicators
developed
Partners Work in collaboration with educational and practice
institutions, including WHO collaborating centres, regulatory
bodies and nursing and midwifery associations, to:
1. Implement, monitor and evaluate the quality of
education and training programmes and practice in
support of the WHO global strategic directions.
2. Advocate and support the implementation of an enabling
work environment.
3. Coordinate investments to strengthen nursing and
midwifery.
4. Engage and support nursing and midwifery professional
associations in planning and implementation of nursing
and midwifery development.
1, 2,
3, 4
1, 2,
3, 4
1, 2,
3, 4
1, 2,
3, 4
1, 2,
3, 4
1. Number of countries with
evidence of appropriate
support and partnership
collaboration
2. Percentage of partners
supporting regulatory
bodies to monitor
and evaluate training
programmes in countries
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Theme 2. Optimizing policy development, effective leadership, management and governance
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Countries In alignment with national health priorities and workforce
plans:
1. Advocate and set up mechanisms to raise the level
of involvement of nurses and midwives in policy- and
decision-making across the major sectors of service
planning and management, education and management
of human resources.
2. Engage professional associations of nurses and
midwives in policy discussions and development.
3. Obtain resources, and where necessary, use regional
support from WHO and competent national bodies,
to update or establish programmes for leadership
preparation in all sectors of nursing and midwifery
responsibility.
4. Advocate effective systems of professional regulation,
and strengthen and support the legislative authority to
implement them.
5. Establish and maintain robust systems for assessing the
appropriate implementation of nationally agreed nursing
and midwifery practice standards in health care delivery
systems.
6. Work to implement data collection and information
systems to enable reliable reporting on the nursing and
midwifery workforce status as relevant to local contexts,
and to inform the national health workforce accounts.
1, 2,
3
1, 2,
3, 4,
5, 6
1, 2,
4, 5,
6
1,2,
4, 5,
6
1, 2,
4, 5,
6
1. Number of nurses and
midwives involved in
leadership and decisionmaking
at all levels of the
health care system
2. Number of countries that
have an operationalized
national nursing and
midwifery strategic plan
3. Number of countries that
have specific programmes
for preparing nurses and
midwives for leadership
roles
4. Number of countries that
have implemented national
standards for education,
practice and nursing and
midwifery services
5. Number of countries that
have reviewed and revised
professional regulations
6. Availability and status of
information systems (e.g.
for education, workforce,
regulation)
Regions 1. Promote and provide technical assistance to countries
to support the establishment of a national nursing and
midwifery department, headed by a nurse or midwife
prepared in leadership and policy development roles.
2. Review the relevance, adequacy and effectiveness of
professional regulatory systems and offer technical
assistance to reform or introduce regulation where it
does not exist.
3. Invest in training to enhance policy formulation and
set up a mentoring system to prepare and support
nurses and midwives that are currently holding policy
development responsibilities, or are seeking to enter this
field across various areas of nursing and midwifery.
4. Provide support and guidance to adapt, develop and
implement competency-based, action-orientated
leadership preparation programmes that deal with
service planning and delivery, policy formulation,
strategic planning, human resources management,
materials and financial management, and
communication and advocacy.
2, 3 1, 2,
3, 4
1, 2,
3, 4
1, 2,
3, 4
1, 2,
3, 4
1. Yearly report of regional
data and activities on
areas related to global
strategic directions
2. Number of programmes
and countries using the
model and guidance for
leadership education and
development offered either
at country or regional level
3. Evidence of countries
adopting and adapting
a mentoring approach
to support nurses and
midwives already involved
in policy development or
seeking to enter this field
4. Number of countries with
a current and approved
national strategic plan
for nursing and midwifery
development
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31
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Global 1. Sustain the WHO Global Forum for Government
Chief Nursing and Midwifery Officers to enhance the
leadership capacity of the nursing and midwifery
workforce in countries.
2. Engage governments through the WHO Global Forum
on Government Chief Nursing and Midwifery Officers to
share the evidence in support of nursing and midwifery
workforce development.
3. Review and analyse models of current governments’
chief nursing and midwifery roles and promote contextsensitive
approaches to introduce or strengthen these
roles.
4. Develop a competency framework for leadership roles in
the various aspects of nursing and midwifery.
5. Identify the best practices for good governance and
develop a tool to enable countries to evaluate the status
of their nursing and midwifery governance systems.
1,
2, 3,
4, 5
1, 2,
3, 5
1, 5 5 1, 5 1. Number of countries
participating in global
forums for leadership
development
2. Number of countries with
documented evidence of
increased nursing and
midwifery leadership
capacity
3. Number of countries
reporting the creation
of new structures within
the ministries of health
headed by a nursing or
midwifery professional,
carrying out a major role
in policy formulation both
for nursing and midwifery
and for health services in
general, undertaking and
implementing national
nursing and midwifery
strategic plans, and
providing informed advice
pertaining to nursing and
midwifery to other policyand
decision-makers
4. Leadership competencies
framework is available
and used at regional and
national levels to revise
and develop leadership
roles through guiding
curriculum development
and leadership programme
implementation, and
to revise and develop
leadership roles and job
descriptions
5. A strategic directions for
nursing and midwifery
reporting framework exists
and has been tested
Partners 1. Seek participation from partners in monitoring and
evaluating the implementation of the national nursing
and midwifery development strategic plan.
2. In collaboration with partners, promote and disseminate
successes and lessons learned to all stakeholders,
including politicians and key civil society groups,
to strengthen perceptions of and raise commitment
to supporting nursing and midwifery leadership
development.
1, 2, 1, 2, 1, 2, 1, 2, 1, 2, 1. Number of countries
with programmes
demonstrating
collaboration with partners
2. Percentage of partners
involved in dissemination
of information on the
activities and results of the
collaboration
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Theme 3. Working together to maximize the capacities and potentials of nurses and midwives through intraand
interprofessional collaborative partnerships, education and continuing professional development
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Countries In alignment with national health priorities and workforce
plans:
1. Formulate, strengthen and reinvigorate interdisciplinary
and multisectoral technical working groups on
interprofessional education and collaborative practice
based on evidence.
2. Strengthen collaborative practices at policy level to
maximize effective nursing and midwifery input on
health care.
3. Develop or strengthen national nursing and midwifery
strategies on interprofessional education and
collaborative practice.
4. Create interprofessional networks facilitated through
web-based communities of practice to improve the
quality of education, safety of practice and capacities of
the nursing and midwifery workforce.
1, 2,
3, 4
1. Number of countries that
have implemented tools
to strengthen technical
working groups
2. Number of countries
that have models of
collaborative practices at
policy level reported to
regional offices
3. Number of countries that
have current strategies on
interprofessional education
and collaborative practices
reported to regional offices
4. Number of countries that
have interprofessional
web-based communities of
practice
Regions 1. Develop tools and provide technical support to
improve partnerships and work environments among
health services, departments of health, professional
associations, research and educational institutions, and
communities.
2. Develop a nursing and midwifery implementation
research agenda responding to the needs of the
region in collaboration with WHO collaborating centres,
government nursing and midwifery leaders, nursing and
midwifery associations, regulators, and nursing and
midwifery educational institutions.
1, 2 1. Number of tools for
improved partnership
developed
2. Number of technical
supports provided to
countries for partnership
development
3. Implementation research
agenda developed and
reported upon
Global 1. Identify key partners, including service users, through
the development of a database of experts to support
and build the capacity of the nursing and midwifery
education system and workforce to contribute to
universal health coverage and the Sustainable
Development Goals.
2. Develop and disseminate an implementation toolkit for
the WHO Framework for Action on Interprofessional
Education and Collaborative Practice and other
educational tools.
3. Develop models for joint planning, implementation,
monitoring and evaluation of sustainable nursing
and midwifery education programmes and services,
including continuing professional development.
4. Disseminate models of effective and sustainable
partnerships at global, regional and country levels.
1, 2, 1, 2, 3 3 1. Database for all regional
offices
2. Number of toolkits
developed
3. Number of guidelines and
models developed
4. Number of models
disseminated
Partners 1. Implement multiyear plans for strengthening the
capacity of nursing and midwifery education and
services developed for each region, coordinated by WHO
with partner organizations taking the lead on specific
objectives and activities identified in the plan.
2. Create leadership opportunities and positions for
interprofessional education and collaboration for nurses
and midwives and mechanisms for involvement in
leadership roles.
1, 2, 1 1 1 1 1. Percentage of partners
implementing multiyear
plans for strengthening
country nursing and
midwifery education and
service capacities
2. Reports on the number
and types of leadership
opportunities for
interprofessional education
and collaboration created
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Theme 4. Mobilizing political will to invest in building effective evidence-based nursing and midwifery
workforce development
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Countries In alignment with national health priorities and workforce
plans:
1. Formulate and implement nursing and midwifery
policies that ensure integrated people-centred services
that are in line with universal health coverage and the
Sustainable Development Goals.
2. Establish a multisectoral group to support the
development of nursing and midwifery policies.
3. Develop and support nursing and midwifery
interventions that lead to improved access to health
care services through the creation of links among the
public, nongovernmental and private sectors to minimize
barriers obstructing access to health services for
vulnerable populations in urban, rural and remote areas.
4. Update nursing and midwifery curricula and ensure
that nursing and midwifery students acquire effective
leadership skills, including assertiveness, negotiation
and advocacy, and ability to develop and influence
health policy.
5. Develop and implement national advocacy plans
targeting policy-makers and organizations.
1, 2,
3
3, 4,
5
3, 4,
5
3, 4 1. Number of countries
implementing peoplecentred
nursing and
midwifery models, policies
and interventions within
the vision for universal
health coverage and the
Sustainable Development
Goals
2. Number of countries
having set up a
multisectoral group to
support the planning and
implementation of nursing
and midwifery policies and
interventions
3. Percentage increase in the
number of clients in rural
and remote areas satisfied
with access to health
care and with nursing and
midwifery services after
one year of intervention
4. Number of countries
with updated nursing
and midwifery education
curricula reflecting
leadership training content
5. Number of nursing
and midwifery projects
supported by policymakers
and organizations
Regions 1. Engage ministries of health through regional committees
to make commitments that support nursing and
midwifery in their respective countries.
2. Follow up on the commitments made by ministries
of health in countries through periodic reviewing and
reporting.
1, 2 2 2 2 2 1. Areas of commitment
made by the ministry of
health during regional
committee meetings
that support nursing and
midwifery
2. Number of commitments
achieved at country level
by the next regional
committee meeting
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Global strategic directions for strengthening nursing and midwifery 2016–2020
INTERVENTIONS
YEARS
INDICATORS2016 2017 2018 2019 2020
Global 1. Disseminate existing global mandates and frameworks
as reference materials for regional and country
interventions for both health and non-health sectors.
2. Develop frameworks for regional and country reporting
on achievements in line with the global strategic
directions.
3. Support governments in strengthening the capacity of
chief nursing and midwifery officers.
4. Work with partners to develop advocacy and
communication strategies and tools, for example media
packs.
5. Collaborate with relevant partners to compile existing
evidence in workforce development, with emphasis on
evidence specific to nurses and midwives.
1,
2, 4
3,
4, 5
4, 5 4 4 1. Effective coordination
mechanism in place
to ensure the regular
dissemination of health
global mandates and
frameworks
2. Reporting on achievements
in line with the global
strategic directions carried
out at regional and country
levels based on the global
framework
3. Number of countries that
have trained their chief
nursing and midwifery
officers
4. Number of multimedia
and publicity initiatives
recorded
5. Number of partners
supporting country data
compilation activities
Partners 1. In support of the global strategic directions and with
a view towards strengthening nursing and midwifery
education and services, mobilize financial, human
and material resources and increase awareness and
advocacy on priority issues.
2. Collaborate with WHO to assist governments in the
implementation of global mandates and the resolutions
of WHO regional committees.
1, 2, 1, 2 2 2 2 1. Number of partners
carrying out advocacy
measures to help mobilize
financial, human and
material resources to
support government efforts
2. Number of partners
that have an active
engagement framework
with government
representatives
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Annex 1. World Health Assembly
resolutions on nursing and
midwifery
YEAR RESOLUTION
2011 WHA64.7: Strengthening nursing and midwifery
2006 WHA59.27: Strengthening nursing and midwifery
2001 WHA54.12: Strengthening nursing and midwifery
1996 WHA49.1: Strengthening nursing and midwifery
1992 WHA45.5: Strengthening nursing and midwifery in support of strategies for health for all
1989 WHA42.27: Strengthening nursing/midwifery in support of the strategy for health for all
1983 WHA36.11: The role of nursing/midwifery personnel in the Strategy for Health for All
1977 WHA30.48: The role of nursing/midwifery personnel in primary health care teams
1950 WHA3.67: Increasing and improving the supply and use of nurses
1949 WHA2.77: Expert Committee on Nursing
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Annex 2. WHA 64.7 Strengthening
nursing and midwifery
Agenda item 13.4, 24 May 2011
Strengthening nursing and midwifery
The Sixty-fourth World Health Assembly,
Having considered the reports on health system strengthening;1
Recognizing the need to build sustainable national health systems and to strengthen national capacities to
achieve the goal of reduced health inequities;
Recognizing the crucial contribution of the nursing and midwifery professions to strengthening health
systems, to increasing access to comprehensive health services for the people they serve, and to the
efforts to achieve the internationally agreed health-related development goals, including the Millennium
Development Goals and those of the World Health Organization’s programmes;
Concerned at the continuing shortage and maldistribution of nurses and midwives in many countries and
the impact of this on health care and more widely;
Acknowledging resolution WHA62.12 on primary health care, including health system strengthening, which
called, inter alia, for the renewal and strengthening of primary health care, as well as urging Member
States to train and retain adequate numbers of health workers, with appropriate skill mix, including
primary care nurses and midwives, in order to redress current shortages of health workers to respond
effectively to people’s health needs;
Acknowledging the ongoing WHO initiatives on the scaling up of transformative health professional
education and training in order to increase the workforce numbers and the relevant skill mix in response to
the country health needs and health systems context;
1 Documents A64/12 and A64/13.
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Recognizing the global policy recommendations by WHO on increasing access to health workers in remote
and rural areas through improved retention2
as an evidence platform for developing effective country
policies for rural retention of nursing and midwifery personnel;
Taking note of the WHO Global Code of Practice on the International Recruitment of Health Personnel;3
Reaffirming the call for governments and civil society to strengthen capacity to address the urgent need
for skilled health workers, particularly midwives, made in the WHO, UNFPA, UNICEF and World Bank Joint
Statement on Maternal and Newborn Health;
Noting the importance of multidisciplinary involvement, including that of nurses and midwives, in highquality
research that grounds health and health systems policy in the best scientific knowledge and
evidence, as elaborated in WHO’s strategy on research for health, endorsed in resolution WHA63.21;
Noting that nurses and midwives form the majority of the workforce in many countries’ health systems,
and recognizing that the provision of knowledge-based and skilled health services maximizes the physical,
psychological, emotional and social well-being of individuals, families and societies;
Recognizing the fragmentation of health systems, the shortage of human resources for health and the
need to improve collaboration in education and practice, and primary health care services;
Having considered the reports on progress in the implementation of resolution WHA59.27 on strengthening
nursing and midwifery;4
Mindful of previous resolutions to strengthen nursing and midwifery (WHA42.27, WHA45.5, WHA47.9,
WHA48.8, WHA49.1, WHA54.12 and WHA59.27) and the new strategic directions for nursing and midwifery
services in place for the period 2011–2015;5
2 Increasing access to health workers in remote and rural areas through improved retention: global policy recommendations.
Geneva, World Health Organization, 2010.
3 Adopted in resolution WHA63.16.
4 See documents A61/17 and A63/27.
5 Document WHO/HRH/HPN/10.1.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Recognizing the need to improve the education of nurses and midwives,
1. URGES Member States to translate into action their commitment to strengthening nursing and
midwifery by:
(1) developing targets and action plans for the development of nursing and midwifery, as an integral
part of national or subnational health plans, that are reviewed regularly in order to respond to
population-health needs and health system priorities as appropriate;
(2) forging strong, interdisciplinary health teams to address health and health system priorities,
recognizing the distinct contribution of nursing and midwifery knowledge and expertise;
(3) participating in the ongoing work of WHO’s initiatives on scaling up transformative education
and training in nursing and midwifery in order to increase the workforce numbers and the mix
of skills that respond to the country’s health needs and are appropriate to the health system
context;
(4) collaborating within their regions and with the nursing and midwifery professions in the
strengthening of national or subnational legislation and regulatory processes that govern those
professions, including the development of competencies for the educational and technical
preparation of nurses and midwives, and systems for sustaining those competencies; and giving
consideration to the development of the continuum of education that is necessary for attaining
the required level of expertise of nurse and midwifery researchers, educators and administrators;
(5) strengthening the data set on nurses and midwives as an integral part of the national and
subnational health workforce information systems, and maximizing use of this information for
evidence-based policy decisions;
(6) harnessing the knowledge and expertise of nursing and midwifery researchers in order to
contribute evidence for health system innovation and effectiveness;
(7) engaging actively the expertise of nurses and midwives in the planning, development,
implementation and evaluation of health and health system policy and programming;
(8) implementing strategies for enhancement of interprofessional education and collaborative
practice including community health nursing services as part of people-centred care;
(9) including nurses and midwives in the development and planning of human resource programmes
that support incentives for recruitment, retention and strategies for improving workforce issues,
such as remuneration, conditions of employment, career development and advancement, and
development of positive work environments;
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(10) promoting the establishment of national and subnational mechanisms in order to develop and
support the effective interventions proposed in the global policy recommendations on increasing
access to health workers in remote and rural areas through improved retention;6
(11) implementing the WHO Global Code of Practice on the International Recruitment of Health
Personnel, given the national impact of the loss of trained nursing staff, as appropriate at
national and local level;
2. REQUESTS the Director-General:
(1) to strengthen WHO’s capacity for development and implementation of effective nursing
and midwifery policies and programmes through continued investment and appointment of
professional nurses and midwives to specialist posts in the Secretariat both at headquarters and
in regions;
(2) to engage actively the knowledge and expertise of the Global Advisory Group on Nursing
and Midwifery in key policies and programmes that pertain to health systems, the social
determinants of health, human resources for health and the Millennium Development Goals;
(3) to provide technical support and evidence for the development and implementation of policies,
strategies and programmes on interprofessional education and collaborative practice, and on
community health nursing services;
(4) to provide support to Member States in optimizing the contributions of nursing and midwifery
to implementing national health policies and achieving the internationally agreed health-related
development goals, including those contained in the Millennium Declaration;
(5) to encourage the involvement of nurses and midwives in the integrated planning of human
resources for health, particularly with respect to strategies for maintaining adequate numbers of
competent nurses and midwives;
(6) to report on progress in implementing this resolution to the World Health Assembly through the
Executive Board, in a manner integrated with the reporting on resolution WHA63.16 on the WHO
Global Code of Practice on the International Recruitment of Health Personnel.
Tenth plenary meeting, 24 May 2011
A64/VR/10
6 Increasing access to health workers in remote and rural areas through improved retention: global policy recommendations.
Geneva, World Health Organization, 2010.
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Annex 3. Lists of participants:
Global strategic directions
for strengthening nursing and
midwifery 2016–2020 expert
consultations
First consultation, Amman,
Jordan, 25 April 2015: list of
participants
Fadwa AFFARA
Nursing Consultant
Scotland, United Kingdom
Fariba Al-DARAZI
Coordinator, Health Workforce
Development and Regional Adviser for Nursing,
Midwifery and Allied Health Personnel
Health System Development
World Health Organization Eastern Mediterranean
Region Office
Cairo, Egypt
Batool AL-MUHANDIS
Nursing Education and Policy Consultant
Manama, Bahrain
Fatima Al RIFAI
Adviser for Nursing Affairs
Ministry of Health
Secretary of UAE Nursing and Midwifery
Council
Abu Dhabi, United Arab Emirates
David BENTON
Chief Executive Officer
International Council of Nurses
Geneva, Switzerland
Rosemary BRYANT
Chief Nurse and Midwifery Officer
Department of Health
Australian Government
Canberra, Australia
Stephanie L. Ferguson
Amherst
Virginia, United States of America
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Cheherezade GHAZI
Nursing Consultant
Alexandria, Egypt
Atf GHERISSI
Assistant University Midwifery Professor
Educational Health Sciences
High School of Science and Health
Technology, Tunis University, Tunisia
Raisa GUL
The Ibrahim Virjee Professorship
Director, MScN Programme, Aga Khan University
School of Nursing and Midwifery
Adjunct Associate Professor
Faculty of Nursing, University of Alberta
Islamabad, Pakistan
Muntaha GHARAIBEH
Secretary General
Jordanian Nursing Council
Professor of Nursing
WHO Collaborating Centre for Nursing
Jordan University of Science and Technology (JUST)
Amman, Jordan
Badia MUHAMMAD NAJEEB
Head of Maternity Nursing Department
College of Nursing
Hawler Medical University
Bagdad, Iraq
Annette Mwansa NKOWANE
Technical Officer, Nursing and Midwifery,
Department of Health Workforce
World Health Organization
Geneva, Switzerland
Siobhan O’HALLORAN
Chief Nursing Officer
Office of the Chief Nurse and Reform
Programme Management
Department of Health
Dublin, Ireland
Siriorn SINDHU
Thailand Nursing and Midwifery Council
Ministry of Public Health
Bangkok, Thailand
Second consultation, Chateau
de Penthes, Geneva, 17–18
September 2015: list of
participants
Fadwa AFFARA
Nursing Consultant
Scotland, United Kingdom
Fariba AL-DARAZI
Coordinator
Health Workforce Development and Regional
Adviser for Nursing, Midwifery and Allied Health
Personnel
Health System Development
World Health Organization Eastern Mediterranean
Region Office
Cairo, Egypt
Fatima AL RIFAI
Adviser for Nursing Affairs
Ministry of Health
Secretary of UAE Nursing and Midwifery Council
Abu Dhab, United Arab Emirates
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Mary Bi Suh ATANGA
Associate Professor of Nursing and Health
Promotion
Head of Department of Nursing and Midwifery
Faculty of Health Sciences
University of Bamenda
Bambili, Bamenda Central, Cameroon
Magda AWASES
Technical Officer
WHO Office, Harare
Bureau régional de l’OMS pour l’Afrique
Brazzaville, République du Congo
David BENTON
Chief Executive Officer
International Council of Nurses (ICN)
Geneva, Switzerland
Jim CAMPBELL
Director, Health Workforce Department
World Health Organization
Executive Director
Global Health Workforce Alliance,
World Health Organization
Geneva Switzerland
Eric CHAN
Dean of School of Health Sciences
Caritas Institute of Higher Education
Hong Kong, China
Patricia D’ANTONIO
Chair of the Department of Family and
Community Health
University of Pennsylvania, School of Nursing
Philadelphia, United States of America
Frances DAY-STIRK
President
International Confederation of Midwives
The Hague, The Netherlands
Jennifer DOHRN
Assistant Professor of Nursing
Columbia University School of Nursing
Director, Office of Global Initiatives and WHO
Collaborating Center for Advanced
Practice Nursing Columbia
New York, United States of America
Stephanie FERGUSON
International Health Care Consultant
Amherst, Virginia
United States of America
Cheherezade GHAZI
Nursing Consultant
Alexandria, Egypt
Atf GHERISSI
Assistant University Midwifery Professor
Educational Health Sciences
High School of Science and Health
Technology
Tunis University, El Manar, Tunisia
David GORDON
World Federation for Medical Education
Ferney-Voltaire, France
Raisa GUL
The Ibrahim Virjee Professorship
Director, MScN Programme
Aga Khan University
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School of Nursing and Midwifery
Adjunct Associate Professor
Faculty of Nursing
University of Alberta, Karachi
Islamabad, Pakistan
Wipada KUNAVIKTIKUL
Faculty of Nursing
Chiang Mai University
Chiang Mai, Thailand
Sandra LAND
Independent Consultant
South Carolina, United States of America
Michael LARUI
National Head of Nursing
Ministry of Health and Medical Services
Honiara, Solomon Islands
Address Mauakowa MALATA
Vice President
International Confederation of Midwives
Principal
Kamuzu College of Nursing
University of Malawi
Lilongwe, Malawi
Laetitia MENDY
United Nations Educational, Scientific and Cultural
Organization
Liaison Office in Geneva
Palais des Nations
Geneva, Switzerland
Michaela MICHEL-SCHULDT
Technical Officer Midwifery
Sexual and Reproductive Health Branch
Technical Division
United Nations Population Fund
Geneva, Switzerland
Ahmad NEJATIAN
Vice President and Member of High Council
Nursing Organization of Islamic Republic of Iran
Tehran, Iran
Annette Mwansa NKOWANE
Technical Officer
Health Workforce Department
World Health Organization
Geneva, Switzerland
Siobhan O’ HALLORAN
Chief Nursing Officer
Office of the Chief Nurse and Reform
Programme Management
Department of Health
Dublin, Ireland
Arwa OWEIS
Coordinator
Health Workforce Development and
Regional Adviser for Nursing, Midwifery
and Allied Health Personnel
Health System Development
World Health Organization Eastern Mediterranean
Region Office, Cairo, Egypt
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Global strategic directions for strengthening nursing and midwifery 2016–2020
Siriorn SINDHU
Thailand Nursing and Midwifery Council
Ministry of Public Health
Bangkok, Thailand
Bobir TUKHTABAYEV
Senior Liaison Officer
UNESCO Liaison Office
Geneva, Switzerland
Ms Christiane WISKOW
Health Services
International Labour Office
Geneva
Switzerland
Fourth consultation, Geneva,
Switzerland, 18–19 January
2016: list of participants
Fadwa AFFARA
Nursing Consultant
Edinburgh, Scotland, United Kingdom
Onyema AJUEBOR
Technical Officer
Health Workforce Department
World Health Organization
Geneva, Switzerland
Mary Bi Suh ATANGA
Associate Professor of Nursing & Health
Promotion
Head of Department, Nursing & Midwifery
Faculty of Health Sciences
Bamenda Central, Cameroon
Eric CHAN
Dean of School of Health Sciences, Caritas Institute
of Higher Education
Hong Kong, China
Jennifer DOHRN
Assistant Professor of Nursing
Columbia University School of Nursing
Director, Office of Global Initiatives and
WHO Collaborating Center for Advanced
Practice Nursing
United States of America
Frances GANGES
International Confederation of Midwives (ICM)
Laan van Meerdervoort, The Netherlands
Atf GHERISSI
Assistant University Midwifery Professor
Educational Health Sciences
High School of Science and Health Technology Tunis
University, Tunisia
Wipada KUNAVIKTIKUL
Director/Head
WHO Collaborating Centre for Nursing and
Midwifery Development
Faculty of Nursing, Chiang Mai University, Thailand
Yukiko KUSANO
Consultant, Nursing & Health Policy
International Council of Nurses
Geneva, Switzerland
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Annette Mwansa NKOWANE
Technical Officer, Health Workforce Department
World Health Organization
Geneva, Switzerland
Beatrice WAMUTITU
Assistant, Health Workforce Department
World Health Organization
Geneva, Switzerland
Putthasri WEERASAK
Technical Officer
Health Workforce Department
World Health Organization
Geneva, Switzerland
Christiane WISKOW
Health Services Specialist
Sectoral Policies Department
International Labour Office
Geneva, Switzerland
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Global strategic directions for strengthening nursing and midwifery 2016–2020
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f?p=1000:12100:0::NO::P12100_ILO_CODE:C149.
32. ILO Nursing Personnel Recommendation, 1977 (No. 157). http://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB
:12100:0::NO::P12100_ILO_CODE:R157.
Further reading
Ending preventable maternal mortality. USAID; 2015. https://www.usaid.gov/sites/default/files/documents/1864/
MH%20Strategy_web_red.pdf.
ICM global standards, competencies and tools. The Hague: International Confederation of Midwives; 2011. http://
internationalmidwives.org/what-we-do/global-standards-competencies-and-tools.html.
ICM global standards, competencies and tools. The Hague: International Confederation of Midwives; 2011, amended
2013. http://internationalmidwives.org/what-we-do/global-standards-competencies-and-tools.html.
Dawson A.J, Nkowane A.M, Whelan A. Approaches to improving the contribution of the nursing and midwifery
workforce to increasing universal access to primary health care for vulnerable populations: a systematic review.
Human Resources for Health,2015 13:97
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