Recommendations for next steps
| Critical issues | Priority challenges | Recommendation | Actions |
| 1. Funding | Initial infrastructure for hybrid laboratories. | Development of funding proposal with a third party, for the creation of hybrid skills labs, in partnership with the Ministry of Health (MoH). | Use of key stakeholder map to identify opportunities for collaboration. |
| 4G data packages for service coverage for the middle area. | Exploration and map of the established physical, financial and human resource capacity available. | ||
| One off payment for content development. | Develop a proof of concept for financial support using a consortium of local and international expertise in partnership with MoH. | ||
| 2. Type and quality of equipment | Significant disparities in type and quality of digital equipment across centres. | Codevelopment of a package of digital tools and technical advice to build the type and quality of digital equipment for a scalable education and training programme. To include choice and installation of infrastructures. | Rapid assessment of equipment and device stockpiles within MoH facilities to identify needs. |
| Gaps in digital tools for scalable solutions. | Procurement bids supported by local and international experts to enhance accuracy and feasibility of plans. | ||
| Limited quality assurance/governance for equipment and new technologies. | Provide access to online training on digital capability and capacity tools. | ||
| 3. National leadership | No single leadership and secretariat function currently hosted within the MoH. | Support the MoH to develop a national working task force, focused on the use of digital solutions in emergency workforce training in Uganda. Functions should include stakeholder mapping, funding, scoping, policy development, clinical and technology analysis, project planning and oversight of pilot implementation. | National stakeholder map review and refinement into a steering/strategic group and a proposed national task force with operational responsibilities. |
| No clear national positioning on policy and governance of digital solutions for healthcare education and training. Both for national and international actors. | Development of a terms of reference for a task force in emergency care service education and training with a focus on digital solutions. | ||
| A need for a single collaborative function across key sectors, departments and organisations. | Development and presentation of strategic and implementation plans and activities, accountable to the permanent secretary and the emergency medical commissioner. | ||
| 4. Infrastructure review | A need to translate policy to practice on infrastructure development plans. | Review the six possible pilot sites to determine needs and prioritisation. Results should be published for transparency of decision-making. | Identify RRH single site to pilot and refine hybrid labs and related infrastructure needs. |
| Institutional capacity at the regional referral hospital level, including physical infrastructure, staffing, technical capacity and clinical engagement. | Procure and distribute key infrastructure, equipment and training packages to establish (initial pilot) services. | ||
| Weak data protection and security. | Procure and distribute Mi-Fi and data packages for access, with VPN use. | ||
| 5. Scalability of digital solutions | A need for content map that corresponds to national and regional curricula and global standards. | Determine, develop and pilot a scalable project focused on immersive technology solutions for emergency care service strengthening. | Select and evaluate a single content programme at the identified pilot site to establish efficacy and scalability. |
| Importance of licensing and adherence to national and regional professional standards. | Develop a scalable training plan to enable the emergency workforce to rapidly upskill. | ||
| Initial model of success required to demonstrate investment benefits. | Explore accreditation of content with MoH, Ministry of Education and global partners such as WHO. | ||
| Limited monitoring and evaluation to measure impact of training. | Lessons learnt reflected with key partners and forums, such as the East Africa Health Summit and the WHO. |
RRH, regional referral hospital; VPN, virtual private network.