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本文引用的文献

1
Global Strategy on Human Resources for Health: Workforce 2030-A Five-Year Check-In.《全球卫生人力资源战略:2030 年劳动力——五年期进展评估》
Hum Resour Health. 2024 Oct 3;22(1):68. doi: 10.1186/s12960-024-00940-x.
2
The Midwifery Services Framework: The process of implementation.助产服务框架:实施过程
Midwifery. 2018 Mar;58:96-101. doi: 10.1016/j.midw.2017.12.013. Epub 2017 Dec 26.
3
The Midwifery services framework: What is it, and why is it needed?助产服务框架:它是什么,为何需要它?
Midwifery. 2018 Feb;57:54-58. doi: 10.1016/j.midw.2017.11.003. Epub 2017 Nov 15.
4
Fiscal space for domestic funding of health and other social services.用于国内卫生及其他社会服务资金的财政空间。
Health Econ Policy Law. 2017 Apr;12(2):159-177. doi: 10.1017/S1744133116000438.
5
Achieving maternal and child health gains in Afghanistan: a Countdown to 2015 country case study.实现阿富汗母婴健康目标:2015 倒计时国家案例研究。
Lancet Glob Health. 2016 Jun;4(6):e395-413. doi: 10.1016/S2214-109X(16)30002-X.
6
Towards a midwifery profession in Bangladesh--a systems approach for a complex world.迈向孟加拉国的助产士职业——应对复杂世界的系统方法。
BMC Pregnancy Childbirth. 2015 Dec 3;15:325. doi: 10.1186/s12884-015-0740-8.
7
Ensuring multisectoral action on the determinants of reproductive, maternal, newborn, child, and adolescent health in the post-2015 era.确保在2015年后时代针对生殖、孕产妇、新生儿、儿童和青少年健康的决定因素采取多部门行动。
BMJ. 2015 Sep 14;351:h4213. doi: 10.1136/bmj.h4213.
8
Bangladesh: innovating for health.孟加拉国:为健康而创新。
Lancet. 2013 Nov 23;382(9906):1681-2. doi: 10.1016/S0140-6736(13)62294-1. Epub 2013 Nov 21.
9
Geographical access to care at birth in Ghana: a barrier to safe motherhood.加纳母婴保健服务的地理可达性:安全孕产的障碍。
BMC Public Health. 2012 Nov 16;12:991. doi: 10.1186/1471-2458-12-991.
10
The World Health Report 2005: "make every mother and child count" - including Africans.《2005年世界卫生报告》:“重视每一位母亲和儿童”——包括非洲人。
Scand J Public Health. 2005;33(6):409-11. doi: 10.1080/14034940500217037.

助产服务框架:六个国家实施初期的经验教训。

The Midwifery Services Framework: Lessons learned from the initial stages of implementation in six countries.

作者信息

Garg Shantanu, Moyo Nester T, Nove Andrea, Bokosi Martha

机构信息

International Confederation of Midwives, Laan van Meedervoort 70, 2517 AN Den Haag, Netherlands.

Novametrics Ltd, 4 Cornhill Close, Duffield, Derbyshire DE56 4HQ, United Kingdom.

出版信息

Midwifery. 2018 Jul;62:189-195. doi: 10.1016/j.midw.2018.04.014. Epub 2018 Apr 11.

DOI:10.1016/j.midw.2018.04.014
PMID:29689459
原文链接:https://pmc.ncbi.nlm.nih.gov/articles/PMC6024073/
Abstract

In 2015, the International Confederation of Midwives (ICM) launched the Midwifery Services Framework (MSF): an evidence-based tool to guide countries through the process of improving their sexual, reproductive, maternal and newborn health services through strengthening and developing the midwifery workforce. The MSF is aligned with key global architecture for sexual, reproductive, maternal and newborn health and human resources for health. This third in a series of three papers describes the experience of starting to implement the MSF in the first six countries that requested ICM support to adopt the tool, and the lessons learned during these early stages of implementation. The early adopting countries selected a variety of priority work areas, but nearly all highlighted the importance of improving the attractiveness of midwifery as a career so as to improve attraction and retention, and several saw the need for improvements to midwifery regulation, pre-service education, availability and/or accessibility of midwives. Key lessons from the early stages of implementation include the need to ensure a broad range of stakeholder involvement from the outset and the need for an in-country lead organisation to maintain the momentum of implementation even when there are changes in political leadership, security concerns or other barriers to progress.

摘要

2015年,国际助产士联合会(ICM)推出了助产服务框架(MSF):这是一个基于证据的工具,旨在通过加强和发展助产士队伍,指导各国改进其性健康、生殖健康、孕产妇和新生儿健康服务。MSF与性健康、生殖健康、孕产妇和新生儿健康以及卫生人力资源方面的关键全球架构保持一致。这三篇系列论文中的第三篇描述了在最初六个请求ICM支持采用该工具的国家开始实施MSF的经验,以及在这些实施早期阶段吸取的教训。早期采用该工具的国家选择了各种优先工作领域,但几乎所有国家都强调提高助产士职业吸引力对于改善招聘和留用情况的重要性,还有几个国家认为需要改进助产士监管、职前教育、助产士的可获得性和/或可及性。实施早期阶段的主要经验教训包括需要从一开始就确保广泛的利益相关者参与,以及需要一个国内牵头组织即使在政治领导层变动、存在安全担忧或其他进展障碍的情况下仍能保持实施的势头。