It is ironic to be talking of working together for health in southern Africa - a region faced with chronic shortages of health workers as a result of massive brain drain, inadequate drugs, inadequate and chronic shortage of infrastructure and equipment. Working together for health was this year’s theme for World Health Day, commemorated on the 7th of April. Yet the authors further discuss the disheartening fact that little was said in southern Africa for World Health Day.
Human Resources
The SA Medical Association (Sama) has joined political parties in extending praise and support for government's introduction of the special allowances for some health professionals in a bid to stem the brain drain. This follows a decision reached between unions and the government to allocate R500-million towards providing incentives to 33,000 full-time rural healthcare workers. Sama chairman Dr Kgosi Letlape said: "This is a step in the right direction in addressing the concerns that Sama has raised regarding the remuneration of doctors in the public sector, on numerous occasions."
DOTS, the internationally-recommended control strategy for tuberculosis (TB), has been applied in South Africa since 1996. But TB cure rates remain at 65 percent - not high enough to control or reverse the epidemic. Could training clinic staff on patient-centred care, critical reflection on practice and quality enhancement improve treatment success? The rates of successful treatment and bacteriological cure for TB improved marginally in the clinics that received the training, compared with the controls. The differences were not statistically significant. The training was well accepted by staff who became more aware of the need to improve provider-patient relations and made some changes to the organisation of care. These changes in attitudes and practices often did not translate into improved provider-patient relations.
This study assesses stakeholders’ valuation of acceptability and feasibility of policy options considered for the CHW guideline development. A cross-sectional mixed methods study targeting stakeholders involved directly or indirectly in country implementation of community health workers programmes was conducted in 2017. Data was collected from 96 stakeholders from five World Health Organization regions using an online questionnaire. A Likert scale was used to grade participants’ assessments of the outcomes of interest, and the acceptability and feasibility of policy options were considered. All outcomes of interest were considered by at least 90% of participants as ‘important’ or ‘critical’. Most critical outcomes were ‘improved quality of community health workers health services’ and ‘increased health service coverage. Out of 40 policy options, 35 were considered as ‘definitely acceptable’ and 36 ‘definitely feasible’ by most participants. The least acceptable option was the selection of candidates based on age. The least feasible option was the selection of community health workers with a minimum of secondary education.
February's WHO Bulletin looks at the migration of skilled professionals to industrialized countries as one of the factors behind the chronic shortage of health workers in many developing countries. "….International recognition that the growing shortage of health workers poses a major threat to fighting diseases such as HIV/AIDS and tuberculosis has prompted a flurry of measures to stem the exodus of health professionals from developing countries."
Africa has been losing professionally trained health workers who are the core of the health system of this continent for many years. Faced with an increased burden of disease and coupled by a massive exodus of the health workforce, the health systems of many African nations are risking complete paralysis. Several studies have suggested policy options to reduce brain drain from Africa. This paper reviewed policies which can stem the impact of health professional brain drain from Africa through a systemic literature review. 23 articles met the inclusion criteria. The review identified nine policy options, which were being implemented in Africa, but the most common was task shifting which had success in several African countries.
Who should assist women in childbirth, what should these attendants do and not do under various circumstances, and where should births take place? Policies regarding these questions have been debated for hundreds of years. WHO’s position on where and with whom women should deliver has evolved from emphasis on training of traditional birth attendants (TBAs) in developing countries in the late 1950s and 1960s, to a recommendation that TBAs work with the health-care system, to a recommendation that they be integrated into the health system via training, supervision and technical support, to today’s position of promoting professionally skilled attendance at all births. The facts that a) this position was adopted in 1997 and that it took an additional two years to specify the criteria required to be a “skilled attendant”, and b) that the policy sidesteps the issue of where births should take place, suggests that substantial internal debate swirled around this stance, as well. Although the WHO skilled attendance at birth policy remains today, it has now been incorporated into a continuum of maternal and child health care policy, resulting from the formation of the Partnership for Maternal, Newborn and Child Health in 2005.
South African law protects the rights of employees living with HIV/AIDS on paper, but the reality is that discrimination and denial still prevails in the workplace in a country which has one of the highest HIV/AIDS rates in the world. "We have the best legal frameworks around but this hasn't changed mindsets. People still get dismissed because of their HIV status. I handle HIV/AIDS discrimination cases almost every day," Jennifer Joni, an attorney for the AIDS Law Project told IRIN.
Medical practitioners and nurses represent a small proportion of the highly skilled workers who migrate, but the loss for developing countries of human resources in the health sector may mean that the capacity of the health system to deliver health care equitably is significantly compromised. It is unlikely that migration will stop given the advances in global communications and the development of global labour markets in some fields, which now include nursing. The aim of this paper is to examine some key issues related to the international migration of health workers and to discuss strategic approaches to managing migration.
Leadership capacity needs development and nurturing at all levels for strong health systems governance and improved outcomes. The Doctor of Public Health (DrPH) is a professional, interdisciplinary degree focused on strategic leadership capacity building. The concept is not new and there are several programmes globally, but none within Africa, despite its urgent need for strong strategic leadership in health. To address this gap, a consortium of institutions in Sub-Saharan Africa, UK and North America have embarked on a collaboration to develop and implement a pan-African DrPH. This paper presents findings of research to verify relevance, identify competencies and support programme design and customisation. A mixed methods cross sectional multi-country study was conducted in Ghana, South Africa and Uganda. Data collection involved a non-exhaustive desk review, 34 key informant (KI) interviews with past and present health sector leaders and a questionnaire with closed and open ended items administered to 271 potential DrPH trainees. Most study participants saw the concept of a pan-African DrPH as relevant and timely. Strategic leadership competencies identified by KI included providing vision and inspiration for the organisation, core personal values and character qualities such as integrity and trustworthiness, skills in adapting to situations and context and creating and maintaining effective change and systems. There was consensus that programme design should emphasise learning by doing and application of theory to professional practice. Short residential periods for peer-to-peer and peer-to-facilitator engagement and learning, interspaced with facilitated workplace based learning, including coaching and mentoring, was the preferred model for programme implementation.
