Tanzania Development Vision 2025 and the Health Care Sector: Training and Deployment of Graduate Level Human Resource for Health

Abstract

Introduction In the year 2000 Tanzania launched its development vision 2025. This is a re-assertion of a desirable future for Tanzanians by 2025. One of the principal goals of this vision is a quality livelihood for all. This vision has in it specific health sector goals that have to be attained by the year 2025. The health sector goals realization among other things requires a well trained Human Resource for Health (HRH). The overall aim of this study was to explore, explain and analyze the factors influencing the training and deployment of the graduate level HRH towards realization of the health sector goals of the vision 2025. Methods A case study using mixed methods was used. Qualitative data collection methods included: key informant interviews with informants from five training institutions and relevant officials from the Ministry of Health and Social Welfare (MoHSW); observation during lectures and skills training sessions in lecture theatres, patients’ wards, out-patient clinics and skill laboratories; and documents review. Quantitative data collection involved: Secondary data analysis to document number of graduates that were trained and deployed in the past recent years and self-administered questionnaires to postgraduate Students at MUHAS who have first degree in among the cadres under study and went through graduation-internship-first appointment cycle. Qualitative data were analyzed by conventional content analysis while the quantitative data were analyzed with the aid of Epi-info computer statistical software. Main Findings All training institutions are under conspicuous resource scarcity. These include; shortage of academic and support staff, limited infrastructure for both teaching and residence and limited financial capacities. The deployment of the graduate level HRH is influenced by; lack of co-ordination among the trainers and employers, limited budget allocated for recruitment to MoHSW among other things. Limited budget resulted into failure to absorb a total of 482 (38%) of MDs that graduated and appeared for internship from 2006 to 2010. Conclusion Strengthening of graduate level HRH management system is necessary in addressing the challenges facing training and deployment of the graduate level HRH. Coordination among stakeholders dealing with training and deployment of the graduate level HRH is inevitably important for the attainment of the quality livelihood to all Tanzanians by 2025.