PAHO Consultant - Strategic Plan Nursing & Midwifery

OBJECTIVE OF THE OFFICE/DEPARTMENT

This is a requisition for employment at the Pan American Health Organization (PAHO)/Regional Office of the World Health Organization (WHO)

Contractual Agreement:

Non-Staff - International PAHO Consultant

Job Posting:

July 31, 2026

Closing Date:

August 14, 2026, 11:59 PM Atlantic Standard Time

Primary Location:

Bridgetown, Barbados

Organization:

CRB Caribbean Subregional Program Coordination

Schedule:

Part time

PURPOSE OF CONSULTANCY

This requisition is for a consultancy at the Pan American Health Organization (PAHO)/Regional Office of the World Health Organization (WHO).

Background

With around 7.4 million professionals in the Region of the Americas, the nursing and midwifery workforce represents the largest contingent of health personnel in most countries. These professionals play an essential role in ensuring access, safety and quality of health care. However, given the persistent challenges in terms of availability and distribution of professionals, education and training, regulation, leadership, employment and working conditions, it is necessary to promote actions that guarantee the strengthening of the nursing and midwifery workforce as a strategic component of health systems.

The Caribbean nursing and midwifery workforce is experiencing a convergence of systemic challenges that threaten the sustainability of health systems and the achievement of universal health coverage (UHC). In some Caribbean countries, a substantial proportion of nurses and midwives are over the age of 55, with retirement projections indicating a significant loss of experienced personnel over the next decade. This trend is compounded by high emigration rates among younger nurses, driven by limited career progression, poor working conditions, and competitive international recruitment. The combined pressures of workforce attrition, low attractiveness of the profession, demographic and epidemiological transitions, and recurrent health emergencies and crises are placing increasing strain on access to services and the continuity and quality of service delivery. At the same time, limited education and training capacity remains a critical bottleneck, constraining the alignment between the supply of nursing and midwifery personnel and evolving population health needs, particularly in contexts where structural imbalances persist.

Many of the challenges facing the Caribbean nursing and midwifery workforce are not new but continue to persist across jurisdictions despite ongoing policy efforts. Issues such as workforce maldistribution, recruitment and retention challenges, leadership capacity in rising considerations for workforce stabilization and access to care, rural and remote lens while strengthening workforce capacity, mentorship, career progression, and aligning workforce planning with changing population health needs remain longstanding priorities. This presents an opportunity for the strategy to move beyond describing these challenges and to articulate a more transformative vision that addresses the underlying drivers of workforce sustainability.

The Global Strategic Directions for Nursing and Midwifery (SDNM) 2021-2025, extended by the 78th World Health Assembly to 2030, provides a strategic framework to guide countries in defining actions and policies aimed at strengthening nursing and midwifery in the context of broader health workforce strengthening efforts. Complementing this framework, the State of the World’s Nursing Report 2025 (SoWN) offers the most up-to-date global evidence on nursing workforce stock, distribution, education capacity, advanced practice roles, leadership, and remuneration. In parallel, the State of the World’s Midwifery 2021 (SoWMy) provides critical global evidence and policy directions to advance midwifery workforce development and ensure quality maternal and newborn care across health systems.

The PAHO Policy on the Health Workforce 2030: Strengthening Human Resources for Health to Achieve Resilient Health Systems guides the countries of the Region of the Americas to promote policies and strategic actions to ensure an adequate, qualified and well-distributed health workforce, including nurses and midwives, through its five strategic lines. The PAHO-CARICOM Joint Subregional Cooperation Strategy (JSCS) 2025- 2029 and PAHO Human Resources for Resilient Health Systems Caribbean Roadmap 2025–2030 emphasize the urgent need for data-driven workforce planning, investment in education infrastructure, and retention strategies tailored to Caribbean realities.

During the 52nd Annual General Meeting of the Regional Nursing Body (RNB) held in Barbados in August 2025, it was noted that while the Regional Nursing Body Strategic Plan for Nurses and Midwives 2020-2024 was endorsed by the 39th COHSOD with a recommendation to develop an implementation plan, a resource mobilization plan, and M&E guidelines, the Strategic Plan has not been fully implemented. In view of the above, the RNB “committed to fully participate in the revision of the Strategic Plan with the aim of completing its development by the Next Annual General Meeting” and requested PAHO to provide technical support.

In response to this request, PAHO provided technical cooperation support to the RNB through an International PAHO Consultant who delivered the following completed documents:

• Deliverable 1a: Desk Review of published or grey literature and relevant existing data on the nursing workforce in the Caribbean.

• Deliverable 1b: Review of the Regional Nursing Body Strategic Plan for Nurses and Midwives 2020-2024

• Deliverable 2a: Stakeholder consultations and documentation of the Policy Dialogue to identify and discuss current and emerging strategic priority areas in nursing and midwifery in the region

• Deliverable 2b: Draft Strategic policy framework for the development of a new Regional Nursing Body Strategic Plan for Nurses and Midwives for the period 2025-2035

The findings and recommendations from the above initiative were presented at the Fifty-Fourth Joint Meeting of the Executive and Education Committees and the Twenty-Third Meeting of the Practice Committee of the RNB held in Tortola, British Virgin Islands on 23-26 March 2026, where the results were discussed and deliberated on.

The proposed strategic framework for the Regional Nursing Body (RNB) Strategic Plan 2026-2035 was developed through a review of the RNB Strategic Plan for Nurses and Midwives 2020-2024 (using SWOT, PESTLE and Policy Triangle Analysis) and an extensive policy dialogue and stakeholder consultation process designed to strengthen nursing leadership, workforce planning, and health systems resilience across the Caribbean. This hybrid dialogue brought together policymakers, professional associations, academic institutions, frontline practitioners, and regional partners from 17 CARICOM Member States and Associate Members to ensure that the plan reflects both national priorities and global frameworks such as the WHO Global Strategic Directions for Nursing and Midwifery 2021–2025.

Based on the analysis of the previous Plan and stakeholder consultations, the proposed five strategic priorities for 2026-2035 are as follows:

1. Strengthening leadership and governance in nursing and midwifery for health system transformation

2. Education and lifelong learning as integrated pillars for workforce transformation

3. Regulation as a foundation for quality, trust, and workforce sustainability

4. Strengthening service delivery in nursing and midwifery for person-centred care and improved health outcomes

5. Workforce sustainability, employment and well-being for a resilient nursing and midwifery workforce

Incorporating additional lenses for consideration such as the ones below could further strengthen the Strategy so that it is not only closely aligned with current transformations but also considers the future planning over the coming decade:

• Embedding a stronger population health needs lens throughout the strategy so that workforce planning is explicitly aligned with demographic change, disease burden, health equity, prevention, and evolving models of care.

• Strengthening the rural, remote, and underserved communities’ perspective, recognizing that workforce solutions including innovations in partnerships, education pathways, retention approaches, and service delivery models often need to differ across geographic contexts.

• Broadening the employment and working conditions priority into a workforce sustainability and capacity lens, incorporating workforce analysis and planning, recruitment, retention, mentorship, leadership development, succession planning, career pathways, workforce wellbeing, and supportive practice environments.

• Examining workforce issues affecting nursing and midwifery separately, where appropriate. Although the professions share common challenges, each has distinct workforce, education, regulatory, leadership, and service delivery considerations that should be reflected within the strategic analysis and recommendations. Also, paying particular focus on the development and harmonisation of the Advanced Practice Nursing (APN) role as a strategy to improve access, equity, quality, and efficiency of care across the Caribbean, particularly in primary care and underserved communities will be key to the overall analysis.

• Emphasising on the role of nurses and midwives in supporting health system resilience, specifically, examining how nursing and midwifery can contribute to:

o Climate resilience

o Disaster preparedness and response

o Health emergency management

o Recovery and rebuilding efforts following public health emergencies and natural disasters

• Considering how future workforce transformation will be shaped by digital health and artificial intelligence (AI). As digital technologies and AI continue to transform healthcare delivery, the strategy could more explicitly articulate how these advances will be embedded within nursing and midwifery education, lifelong learning, leadership development, and career progression. This includes preparing the workforce with the competencies needed to effectively leverage digital health and AI-enabled tools, supporting new and evolving roles, enhancing clinical decision-making, expanding opportunities for virtual and technology-enabled models of care, and ensuring nurses and midwives are equipped to lead and adapt to ongoing technological change.

The development of the Regional Nursing Body (RNB) Strategic Plan 2026–2035 presents a significant opportunity to transform evidence and strategic data into actionable policies; strengthen coordination among governments, regulators, educational institutions, professional associations, practitioners, and civil society; foster intersectoral commitments on national nursing priorities; and ensure that regional initiatives are aligned with international frameworks for advancing the profession. It requires a structured and forward-looking approach that begins with the identification of policy priorities to ensure alignment with regional health needs and workforce challenges, including climate change, non-communicable diseases, disaster preparedness and response, health research, HRH leadership and governance, among others. Building on these priorities, the process involves establishing a clear policy framework and defining areas for action, thereby providing a roadmap for implementation, monitoring and evaluation.

The objective of this Consultancy is to provide specialized support in the preparation and development of the new RNB Strategic Plan. The Consultant will be responsible for coordinating the consultations and the involvement of key actors, promoting a participatory and constructive space (whether virtual, in-person or hybrid) and preparing/finalizing the Regional Nursing Body (RNB) Strategic Plan for Nursing and Midwifery 2026-2035, consolidating the main findings, recommendations, and proposals for action under the five strategic priorities previously identified, including a detailed Implementation Plan; a Resource Mobilization and Financing Strategy; Risk Management Framework; and comprehensive Monitoring, Evaluation and Learning Framework.

Responsibilities

Under the direct supervision of Edwin Bolastig, Subregional Advisor, Human Resources for Health, and in collaboration with Dr Bruna Moreno Dias, International PAHO Consultant for Nursing and Midwifery, the Consultant is expected to:

a. Review of delivered products from the previous Consultancy:

• Desk review on the situational analysis on the nursing workforce in the Caribbean

• Review of the Regional Nursing Body Strategic Plan for Nurses and Midwives 2020-2024.

• Final Report on the stakeholder consultations and the Policy Dialogue, with recommendations

• Proposed strategic policy framework for the development of a new Regional Nursing Body Strategic Plan for Nursing and Midwifery 2026-2035

b. Conduct of a series of stakeholder consultations and documentation for the elaboration of the Regional Nursing Body Strategic Plan for Nursing and Midwifery 2026-2035.

c. Draft and finalize the Regional Nursing Body Strategic Plan for Nursing and Midwifery 2026-2035, including a detailed Implementation Plan; a Resource Mobilization and Financing Strategy; Risk Management Framework; comprehensive Monitoring, Evaluation and Learning Framework and a Summary report of consultations conducted.

DESCRIPTION OF DUTIES:

Deliverables

Deliverable 1 (Due 16 October 2026)

Summary report of consultations conducted and Draft Regional Nursing Body (RNB) Strategic Plan for Nursing and Midwifery 2026-2035, along with:

· a detailed Implementation Plan;

· Resource Mobilization and Financing Strategy;

· Risk Management Framework;

· Monitoring, Evaluation and Learning Framework.

Deliverable 2: (Due 16 November 2026)

Final report of consultations conducted and Final Regional Nursing Body (RNB) Strategic Plan for Nursing and Midwifery 2026-2035 along with:

· a detailed Implementation Plan;

· Resource Mobilization and Financing Strategy;

· Risk Management Framework; and

· Monitoring, Evaluation and Learning Framework.

Qualifications

• Strong analytical and qualitative skills with strong attention to details.

• Strong motivation and organizational and management skills.

• Capable of being proactive when the situation requires.

• Advanced knowledge in the use of Excel and other data analytical tools, as well as Power Point, and Word

• Ability to work effectively under pressure in a diverse, team-oriented environment.

• Experience working in multicultural environments.

Professional experience:

Required:

• At least seven years of experience as a nurse, midwife or nurse-midwife, including demonstrated experience in public health, public policy, strategic planning, health systems strengthening, health workforce governance and leadership, HRH planning and policy development.

• Knowledge of nursing and midwifery workforce in the Caribbean.

• Excellent writing and communication skills.

• Effective networking and collaboration skills.

• Demonstrated IT literacy skills.

Desired:

• Additional relevant experience in administration and management of nursing/midwifery services may also be considered.

Education:

Required: Master’s degree in nursing, midwifery, health science, public health or in any other field related to the functions of the post from a recognized university.

Desired: Doctoral degree in nursing, midwifery, health science, public health, or related disciplines from a recognized university.

Languages:

Required: Fluent in written and spoken English.

Desired: Basic knowledge of Spanish, Portuguese and French are a plus.

Contract Duration: Estimated dates: 14 September – 20 November, 2026

Time Type: 60 % of FTE – 24 Hrs/week

Professional Band - years of experience:

Band B: Specialists ( 7 to 12 years)

Maximum Contract Amount/Pay Rate: USD $9,000.00 (Daily rate USD 300 x 30 working days)

Ownership:

All products and materials resulting from this contract are the property of PAHO/WHO and are subject to the rules and regulations governing copyrights. The Consultant may not make use of information gathered during this project without the written consent of PAHO/WHO.

Travel (Travel is required for this consultancy)

In the event the Consultant is required to travel during the period of the consultancy: as is customary for official travel undertaken on behalf of the Organization, the Consultant must complete a Spend Authorization prior before each travel segment and a corresponding expense report, after each travel segment has been completed. Per organization rules, expense reports must be submitted within 15 days after each duty travel. Cost for travel under the consultancy will be provided by PAHO/WHO.

Travel per diem:

Consultants who are required to perform all or part of the work at a location other than their designated base duty station or their place of residence shall receive, in addition to CSA where applicable, the DSA rate for that location, i.e., per diem as per PAHO standard rates (which are subject to change by the ICSC and PAHO’s per diem policies. The payment of full per diem is conditional on the presentation of hotel or lodging invoices along with an expense report for all applicable nights. A maximum of full per diem rates are applicable for the first 60 days of continuous stay at any one place, after which it will be reduced to the “after 60-day” rate established by the ICSC for the duty station.

Location:

The Consultant will work from their normal place of residence.

Project Manager:

Advisor, Human Resources for Health will be the Project Manager for the Consultancy.

Reporting requirements:

The Consultant will report to the Project Manager on the progress of the project and outline any challenges that can potentially affect the work.

Status Reports:

The Consultant will be required to submit the deliverable/report and invoice to the Project Manager to facilitate payment of fees.

ADDITIONAL INFORMATION

• This vacancy notice may be used to identify candidates for other similar consultancies at the same level.
• Successful candidates will be placed on the roster and subsequently may be selected for consultancy assignments falling in this area of work or for similar requirements/tasks/deliverables. Inclusion in the Roster does not guarantee selection for a consultant contract. There is no commitment on either side.
• Only candidates under serious consideration will be contacted.
• All applicants are required to complete an on-line profile to be considered for this consultancy. For assessment of your application, please ensure that your profile in the PAHO Career page is updated; all experience records are entered with elaboration on tasks performed at the time. Kindly note that CV/PHFs inserted via LinkedIn are no accessible.
• A written test may be used as a form of screening.
• If your candidature is retained for interview, you will be required to provide, in advance, a scanned copy of the degree(s)/diploma(s)/certificate(s) required for this position. PAHO/WHO only considers higher educational qualifications obtained from an institution accredited/recognized in the World Higher Education Database (WHED), a list updated by the International Association of Universities (IAU)/United Nations Educational, Scientific and Cultural Organization (UNESCO). The list can be accessed through the link: http://www.whed.net/. PAHO will also use the databases of the Council for Higher Education Accreditation http://www.chea.org/search/default.asp and College Navigator, found on the website of the National Centre for Educational Statistics, https://nces.ed.gov/collegenavigator to support the validation process. Some professional certificates may not appear in the WHED and will require individual review.
• Any appointment/extension of appointment is subject to PAHO/WHO Regulations, and e-Manual.
• For information on PAHO please visit: http://www.paho.org
• PAHO/WHO is committed to providing a respectful and supportive workplace for all personnel .
• PAHO is an ethical organization that maintains high standards of integrity and accountability. People joining PAHO are required to maintain these standards both in their professional work and personal activities.
• PAHO also promotes a work environment that is free from harassment, sexual harassment, discrimination, and other types of abusive behavior. PAHO conducts background checks and will not hire anyone who has a substantiated history of abusive conduct.
• PAHO personnel interact frequently with people in the communities we serve. To protect these people, PAHO has zero tolerance for sexual exploitation and abuse. People who commit serious wrongdoings will be terminated and may also face criminal prosecution.
• PAHO/WHO has a smoke-free environment and does not recruit smokers or users of any form of tobacco.
• Applications from women and from nationals of non and underrepresented Member States are particularly encouraged.
• Consultants shall perform the work as independent contractors in a personal capacity, and not as a representative of any entity or authority. The execution of the work under a consultant contract does not create an employer/employee relationship between PAHO and the Consultant.
• PAHO/WHO shall have no responsibility whatsoever for any taxes, duties, social security contributions or other contributions payable by the Consultant. The Consultant shall be solely responsible for withholding and paying any taxes, duties, social security contributions and any other contributions which are applicable to the Consultant in each location/jurisdiction in which the work hereunder is performed, and the Consultant shall not be entitled to any reimbursement thereof by PAHO/WHO.