Table 2. Proposed interventions .

Strategic goals	Area	Proposed interventions
Strategic Goal 1: Establishing 4 Interrelated Systems Strategic Goal 2: Developing the National Policy Document in 8 areas	Stewardship	• Establishing the HRH information system in the statistics and information management center (monitored by human resources management sector) and providing information about human resources indicators periodically in cooperation with the information network • Setting up a research center or a unified network for HRH studies in the private or public sector • Appointing a unit of the Ministry of health to stewardship of HRH management in cooperation with internal and external stakeholders' • Revision of human resources distribution indicators, specially physicians mandatory service according to the new classification of disadvantaged areas • Developing intersectoral cooperation to identify strategies to enhance physicians’ motivation for working in disadvantaged areas • Determining the number of HRH in the health sector for next 10 years in all occupational groups according to (1) Service provision structure in the health system and the health sector’s plan to achieve the 20-year outlook (2) Determining limitation margin for accepting new medical students and relative specialties (3) Determining an appropriate skill-mixed workforce and removing role overlaps among different job occupation groups based on 3 levels of service provision • Determining the adequacy of HRH demand for priority diseases and health problems for next 10 years • Developing strategies to reduce unemployment through (1) Research on unemployment distribution in different occupational groups and related factors and providing necessary interventions (2) Entrepreneurial training in the health sector (3) Establishing counseling and employment agencies for physicians by the medical council and medical universities (4) Accelerating establishment of referral system and family physician and physicians’ employment
	Financing	• Revision of payment systems for health staff to increase their motivations • Determining real costs of education per student
	Service provision	• Accelerating the revision and approval of curriculums for disciplines related to medical sciences based on the needs of referral system and family physician plan and empowering universities to implement new plans • Revising the approach of integrating education and services and also holistic medicine based on family physician plan and referral system • Assessing cost-effectiveness of granting scholarships in the last 10 years and revising the policy • Improving the quality of continuous education system • Designing and holding empowerment courses of “HRH management” for planners, researchers, and decisionmakers • Revising and developing a system for monitoring the professional performance of physicians, specialists, and health staff in the private sector at national and provincial levels
	Resource generation (supply)	• Setting priorities for research implementation on HRH management and allocation of budgets for it • Increasing effective participation of faculty members in medical universities through (1) Improving the levels of knowledge, attitudes, and skills of faculty members based on need assessment. (2) Selecting the most competent faculty members based on scientific capabilities and educational and research leadership qualifications. (3) Revising payment systems for faculty members (4) Determining the appropriate number of faculty members based on need assessment and collaboration of stakeholders • Developing policies for improving the health of HRH