“In Honduras in just five days we saw 700 patients, treating cough, diarrhea, skin infections. These people are quite poor and were very thankful for the medical attention.” Dani, a family physician, spoke with eagerness. Then her voice turned more subdued. “But people also came to us with hypertension, bad arthritis, and kidney failure. We prescribed for them a one-month supply of medications, but they have no access to ongoing treatment. What will become of them?”
Katie’s quandary is shared by thousands of healthcare professionals who engage in short-term medical missions or healthcare missions (STHCM) each year. Their altruistic motives are often tempered by the reality of daunting questions. At this moment, many teams – especially those located at medical schools – are preparing to deploy over the upcoming spring break, and these questions are especially compelling.
To begin a thoughtful analysis, ask ourselves what are the benefits of STHCMs? These can include providing care for forgotten people and expressing the virtue of compassion. Such missions may create a vision for future service among the participants and even possibly contribute to the local healthcare infrastructure. All well and good! On the balance, what are some shortcomings of STHCMs? Chief among these is often lack of understanding about local culture and language, as well as deficient continuity of care, de-emphasis on disease prevention, and absent contributions to long-term health improvements.
Considering these potential advantages and shortcomings, how can STHCMs become more effective?
The answer frequently lies within local partnerships. Guidance from partners greatly increases the likelihood that our outside STHCM teams will be more effective and culturally relevant. Partnership with whom? Healthcare professionals and facilities within the host community are often eager collaborators, as well as nearby educational institutions, government agencies, and religious and civic organizations. Partnership benefits everyone, including the local partner whose own stature often rises as a result. But success often requires that we the STHCM team adopt a consciously humble attitude, as expressed in the New Testament scripture Philippians 2:3-4, “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others.”
Within the context of humble partnership we can ask, “What manpower would help at your facility?” Always in collaboration with, and ideally, under direction of a national host. Manpower service options might include:
- Community health projects (vaccination, safe drinking water)
- Outpatient care (well childcare, maternal care)
- Inpatient and emergency patient care
We can also ask, “What kind of materials could I supply?” Items like textbooks & teaching aids, essential medications, appropriate technology, and information access. Sometimes these are in greater shortage than his manpower.
Also inquire, “What subjects can I help to teach?” Newborn resuscitation, management of OB complications, trauma life support, and disaster triage are skills often readily transferable to others in short order.
Further explore it with your host, “What special services could I help arrange?” Dental care, eye procedures, surgery for disabilities and burns can in a matter of days bring tremendous blessing to people.
And while asking questions, further query your host, “What can you teach me to better serve your people?” By becoming familiar with their language, history, health beliefs, holidays, and spiritual perspectives we can improve our health interventions and also deepen the trust and relationship we share with our hosts. They may just invited to return again – the strongest possible affirmation.
In summary, how can STHCMs become more effective? By seeking out cooperation with community leaders, and in humility asking them how they would like us to serve.