{"id":220,"date":"2009-11-11T11:20:57","date_gmt":"2009-11-11T15:20:57","guid":{"rendered":"https:\/\/www.capacityproject.org\/framework\/?page_id=220"},"modified":"2010-01-26T12:55:09","modified_gmt":"2010-01-26T16:55:09","slug":"uganda","status":"publish","type":"page","link":"https:\/\/www.capacityproject.org\/framework\/uganda\/","title":{"rendered":"The Uganda Experience"},"content":{"rendered":"

Context and Health Workforce Challenge<\/strong><\/p>\n

The HRH Action Framework (HAF) application process in Uganda, which began in September 2007, took approximately\u00a0one year to complete.\u00a0The process followed a four phase protocol called ‘HAF in Countries\u2019 (See Annex 1<\/a>). The Ugandan Minister of Health provided his support in the summer of 2007, allowing for the in-country preparation in September 2007. The Ugandan HRH Strategic Plan 2005-2020 (HSP) had just been published.<\/p>\n

The Ugandan Health Workforce (HW) shows serious shortcomings. Its size is less than 50% of the minimum recommended by the World Health Organization (WHO); 70% of the doctors and 40% of the nurses serve only 12% of the population, and productivity is low.\u00a0 In spite of its comprehensive nature and the involvement of many stakeholders in the production of the HSP, this plan did not propose interventions to resolve these major workforce problems. The main reason was that the HSP was forced into the Long Term Expenditure Framework (LTEF) which capped growth of the Health Budget\u00a0until 2020. The budget was expected to increase at\u00a0only about the same rate as the projected growth of the Ugandan population.<\/p>\n

HAF<\/strong> Application: Methodology and Process<\/strong><\/p>\n

During the actual HAF application the following key strategic outcomes were considered to be of primary importance:<\/p>\n