Article Figures & Data
Figures
- Figure 1.
Key stakeholders in the development of Family Medicine in Ethiopia.
- Figure 2.
Influences on relationships and decision making in global health partnerships.
Tables
Factor Traditional DAH GHPs Goal Improve health of patients and communities, decrease disease burden Strengthen local health systems, foster personal and professional growth for all partners Design Reactive, project-focused: Provide HIV testing and medication
Malaria and tuberculosis control program
Local health worker education
Introduce technology (CT scan, mobile apps, dialysis etc.)Proactive, system-focused: Support of new medical residency program
Support of child nutrition program using local resources (human, financial, nutrient sources, distribution networks)Source of aid External funding provides majority of support Local funding for ongoing program needs supplemented by external funding for start-up needs Focus on sustainability May not be high priority; intent is to match available external interests/funding to potential applications in a community or organization Typically high priority; interest exists within a community to support a program after initial support wanes Potential attributes Can bring significant influx of financial and expert advice to a community in need. Contacts made as part of traditional DAH may foster future global health partnerships. Relationships and services developed during the partnership may enable additional partnership activities. Community's highest needs are prioritized. May be more successful in addressing root causes of disease. Potential challenges Reliance on external aid reduces likelihood of sustainability and may siphon local expertise and funds from other needs. Measuring traditional DAH project deliverables may be difficult or take longer. Community or partner priorities may change over time, decreasing chances of program sustainability. Buse et al6, Rosenberg et al7, Starfield8, Olapade-Olaopa9, Melby.10
Comprehensive document addressing the structure, process and outcome of postgraduate medical education and training: 1) Mission and Outcomes
2) Training Process (structured curriculum that is comprehensive, community-based, continuity of care, care for undifferentiated problems and psychosocial needs; service vs learning)
3) Assessment of trainees (including feedback)
4) Trainees (admission policies, working conditions, support)
5) Staffing (appointments, obligations)
6) Training settings and educational resources (inpatient and outpatient, information technology, team-based care)
7) Evaluation of training process (trainee evaluation of program, using trainee competence as measure, involvement of stakeholders)
8) Governance and administration (leadership, funding, administration)
9) Continuous renewal (quality improvement of program based on needs of communities, institutions and trainees
WONCA Working Party on Education.27
- Table 3.
Highlights from the Ethiopian Federal Ministry of Health Roadmap for Family Medicine
The Roadmap was created by using landmark publications regarding the value of family medicine and fundamental components of training programs combined with the authors' experience of establishing the first Ethiopian family medicine program. Summarizes the value of family medicine in general, in the African context, and in Ethiopia. Recognizes that incorporating family medicine will offer improvements and efficiencies in service and improve access to health care. Suggests steps for a well-planned and careful implementation of FM in Ethiopia: 1) Define clear but flexible role for FM in Ethiopian health care system based on both countrywide and local needs and resources. Align role of FM with other primary health care providers.
2) Recruit trainees and establish training programs. Collaborate with international partners to provide faculty until sufficient Ethiopian family physicians have been trained.
3) Introduce family physicians via a pilot program where 2 to 4 physicians lead a primary health care team in a local health care system.
WONCA.28
