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Posted by Astha Ramaiya

In the last week, Nyaya lost a very valuable member of it’s family, Lal

Lal Bahadur Kunwar, HA

Bahadur Kunwar. Lal worked at Nyaya Health in the capacity of a Health Assistant for 2 years. In addition to his Health Assistant responsibilities and duties, Lal enthusiastically volunteered and helped with other ongoing challenges both at the Sanfe Clinic and Bayalpata Hospital. Lal was a critical part of the development of Nyaya’s services in Sanfe Bagar, and since joining the team at Bayalpata Hospital has played a crucial role in the renovations of the hospital and in working with Nyaya’s Community Health Workers. Lal will be pursuing a Masters of Public Health in India to further his education and increase his capacity to serve his country. The program lasts for 18 months with an addition of a 6 month practicum. We would like to dedicate this blog post to Lal and convey our best wishes in his future endeavors.

Posted by Jennifer Guo

Over the years, Nyaya has been fortunate to have many partners and supporters in our fight against healthcare inequalities. One such organization is the EquityEditors Association (EEA).

EEA was conceptualized as a non-profit organization of socially-conscious medical scientific editors who donate a portion of their income (1-100%) to global health organizations that share their vision of global health equity. EEA partners with international organizations to provide editing services for physicians and scientists for whom English is not a first language. This serves the dual purpose of increasing equity for the non-English speaking scientific community to reach Western journals, as well as alleviating healthcare disparities for the world’s poor. The organization chooses transparent, open-source groups such as Nyaya to ensure that maximum benefit is achieved through the donated funds. EEA’s team is composed of an all-volunteer staff to maximize funds for its beneficiaries. For a more detailed entry on the partnership between Nyaya and EEA, see a blog post by Nyaya’s Co-Founder Dr. Duncan Maru here.

As of this month, EEA will have provided over $15,000 in donations to Nyaya. Nyaya Health is deeply grateful for EEA’s ongoing support in helping to provide funds for critical operational costs and staff wages. EEA is currently seeking to partner with international editing organizations to expand their vision and reach, as well as recruiting new editors. To learn more about the EquityEditors Association, or to apply to be an editor, visit their website.

Posted by Duncan Maru, MD, PHD

We are unlikely to find the ultimate cause of death for two young male siblings who died at Bayalpata Hospital after a toxin ingestion.  In our mortality review, the key point of reflection is less on our clinical operations, as they have been recently, and more on the general medical and public health infrastructure present in Achham.  In the absence of autopsy and laboratory capacity to investigate this type of toxin ingestion, we are left with the tools of “shoe-leather” epidemiology—tracking down possible toxic exposures by asking family and community members.  While Bayalpata Hospital does have core laboratory capacity, we do not have the more advanced toxin assays that would make it possible to identify the biochemical culprit of these tragic deaths.  This is a clear example of the integral connection between public health and medical infrastructure.  Effective treatment for patients, or, when cure is not possible, effective closure for the families, is not possible without the necessary laboratory facilities.  Similarly, the essential public health of protecting the community from toxins cannot happen in the absence of laboratory techniques for identifying the toxins.  As this case demonstrates, the oft-posed question of “should you pursue [cheap] public health interventions or medical services” misses the point.

Please click here on the formal mortality review that we conducted in investigating these deaths.

Note: this report is a part of our “Comprehensive Morbidity and Mortality Review” initiative aimed at cataloguing and reflecting on the underlying causal pathways in cases of excess morbidity or mortality. This work is supported in part by a grant from the Lovejoy Foundation at Children’s Hospital Boston, Massachussetts, USA.

Posted by Dan Schwarz

On Wednesday night, winding down my day, I skimmed the new WHO policy recommendations for improving health worker retention in rural areas1. Reading through the Executive Summary (I was way too tired to read the full report), I was, admittedly, a bit skeptical of the 16 recommendations, written from a desk in Geneva. Sitting on my wood-plank bed in rural Achham, with

no running water to brush my teeth before bed, no electricity make a cup of tea, and cockroaches and mice crawling around on the floor, I thought to myself that the document, while quite insightful, seemed to be just a bit off the mark; it seemed to miss some larger point about poverty and human rights. …Exhausted, I fell asleep mid-thought.

*           *           *

As fate would have it, the next morning, drinking tea and eating roti with our Hospital staff, our Medical Director informed me that he would be leaving for the US within 3-4 weeks. He had, at the last minute, been admitted to an American MPH program, which would help him in the next round of American medical residency applications. The fact that he had not mentioned this to me beforehand, or the fact that he is the only doctor we have at the Hospital right now, did not seem to be adequate deterrents to this, admittedly fantastic, professional opportunity.

Our doctor had just started at Bayalpata Hospital two months prior. His predecessor, another young Nepali physician, had left to attend to a “family emergency” and never returned. We received an email three weeks later informing us that he was moving on to other work (he did not say where, but curiously, he was in Kathmandu by then). Breaking the lock on his door in our staff quarters after hearing the news, we found a bare room; the “family emergency” had apparently been a little more pre-planned than perhaps he had explained initially.

Bayalpata Hospital - Ridikot

Our current doctor, who is packing his bags in the room next to mine as I write this (using a flashlight because the power is out), came to us without abortion or HIV clinical training. In order to be able to continue to offer these crucial services at Bayalpata, we had paid to send him to Kathmandu for further clinical training twice over the past two months, totaling almost one month of training leave. Effectively, he has worked just over 50% of the time that he has been employed. We’ve invested an immense amount of financial and material resources into preparing him to be our Medical Director, to work to provide the quality care that we strive to provide to the people of Achham. There are no other abortion or HIV treatment centers for at least four to five hours walk (and in many cases, those centers don’t have medicines), meaning that unless we are able to find a replacement physician who has already been trained in these services, there will likely be a gap in our offerings for at least several months. The women of Achham will have nowhere (literally) to get a safe abortion, and HIV+ patients will need to walk an extra several hours to get refills on their antiretroviral medications (which is not exactly very easy for many ill HIV+ patients).

But wait. All of this makes it sound like this guy is a malicious, scheming con-man, right? …Perhaps there’s more to the story. The WHO’s new recommendations rightly point to improving the lifestyle offerings for our health care workers, providing them housing options, better school systems for their children, continuing educational options for themselves, etc. But the problem is that, while this may sound phenomenal on paper when read in New York or Geneva, the truth is much starker out here where these health workers live and work.

This young physician spends his nights and early mornings (while on call in the wards) reading through stacks of bootlegged, photo-copied American medical text books (bought on the streets of Kathmandu), studying for

Model Hospital - Kathmandu

American and Indian licensing exams, with the dream of eventually one day getting a residency position at one of the top-tier teaching hospitals abroad. He is, as of yet, unmarried, but speaks hopefully of a future in which he will be able to offer his children a better life than he had growing up, in rural impoverishment in the east of Nepal.

And seriously, who can blame him? Isn’t that what we all want? Isn’t that the kind of story that makes up the protagonist of innumerable movies and novels throughout the ages? Let’s be even more blunt – isn’t that what I want? Isn’t that what you want? Indeed, as I sit here, with my two graduate degrees from fancy American institutions, a wealthy family to support me each and every day, and the assurance of continued privilege and opportunity in the years to come, it seems perhaps a little hypocritical to throw stones at our doctor’s aspirations. It’s very easy for me to volunteer to come to Achham, to work for “equity” and “justice,” but perhaps a part of that is because I know that I will always be one bus trip away from a plane ride home to the US, where my family and med school awaits me.

For our doctor, that plane ride, and that med school, is a lot further away than simply getting to the airport. …Indeed, given the immense logistical, financial, and educational barriers for him, it might as well be on another planet. But is it any less deserved than for me? Is it any less his right to leave

Bayalpata is located in a remote part of Far West Nepal where access to further education is limited

Achham and pursue his own future than it is mine? Is it any less his right to be happy and to have a nice home and laptops than it is mine, simply because he was born in a “developing nation” and we (in the West) can talk about him “supporting his country and people”? To me, it seems that that type of logic has some rather problematic double standards at its core. What makes it fair that people call the American guy who takes a year off from his Ivy League education to volunteer a ‘saint;’ while the Nepali doctor who leaves his country to pursue his education is considered a ‘problem’ that warrants long policy recommendations?

In rereading the WHO’s new recommendations on the retention of health care workers just now, it is clear that there is, indeed, some significant value to them. Each of the 16 goals that they outline would, were they effectively implemented, truly help in retaining health workers. I imagine that, for example, both of the two physicians that have left us in the past two months, might have been more inclined to stay if there were good schools, social opportunities, even a library. But the point that the WHO fails to highlight is that these goals are not just goals that should be implemented for the purposes of retaining health workers. No. Quite the opposite, these points are all small details of a much larger conversation about the equity of wealth distribution, the double standards of the rich-poor gap between the West and the rest of the world, and the fundamental rights of all people – regardless of their profession or education – to enjoy a healthy, prosperous life. Indeed, if we were to challenge the WHO about the title of this document, one could easily raise very legitimate questions about why health workers had any more of a right to these “retention” incentives than, for example, school teachers, or (as is much more common in Achham) illiterate farmers.

Bayalpata Hospital will continue to fight for a world in which these inequities do not exist. But along the way, our work will continue to be hindered by the stark truths of this world. We will likely not have a reliable or dependable long-term staff of highly-trained medical professionals until we first address the much more fundamental issues of poverty in this area, thereby providing our staff with better lifestyles, and more of a reason to be content to stay. But none of this is to say that we should condemn brain drain; quite the opposite, I think it is, in fact, one of our most potent reminders of how much work we have to do. We cannot, and will not, develop a sustainable health system, without first changing the landscape of human rights and the tolerability of poverty at large.

The Achham region is extremely poor with limited opportunities for work and income. In this picture local women stitch clothing on a rooftop to earn extra money for their households.

From Achham, thank you all for your continued support of our work. I hope that, when you might meet an immigrant physician wherever you happen to be right now, you will consider closely the heinous and unacceptable circumstances that have led to him or her arriving there, and more particularly, wanting to be there.

Citations:
1. WHO Global Policy Recommendations on “Increasing access to health workers in remote and rural areas through improved retention”; http://www.who.int/hrh/retention/home/en/index.html

Posted by Sushant Wagley

The following video is part of a series focusing on the experiences of Nyaya Health staff at Bayalpata Hospital. Through this venue, Nyaya aims to give our readers a better perspective on the challenges, successes, and experiences of dedicated Nyaya Health staff working to deliver healthcare in Achham.

Dhan Bahadur Bogati
Dhan Bahadur Bogati has been working as a Hosptial Assistant with Nyaya Health for more than two years. He is a native of the Achham’s neighboring Kailai district. In his previous position with Nyaya, he was responsible for everything from kitchen and food supplies to Nyaya’s water supply to managing patient flow in the outpatient department. Recently, Dhan Bahadur has been promoted to serve as Nyaya’s first x-ray assistant and is currently training at a regional hospital. Nyaya hopes to begin x-ray services in late summer. In this video, Mr. Bogati shares his experiences as a Hospital Assistant while highlighting the challenges he has faced in ensuring smooth functioning of the hospital’s operations. In the video, Mr. Bogati also talks about his personal experiences from working in India prior to joining Nyaya Health.

Posted by Astha Ramaiya

Nyaya Co-Founder Jason Andrews, MD and Nyaya Director of Operations, Ryan Schwarz, were recently interviewed by Partners in Health. Here they discuss Nyaya’s history and our vision for the future. We would like to express our gratitude to Partners in Health for continually supporting our mission:

Posted by Astha Ramaiya

Shortly after Bayalpata Hospital’s first birthday, the hospital saw it’s 20,000th patient on August 10th 2010. We achieved this milestone with the support, hard work and continued efforts of the government, staff, community, donors, and Nyaya supporters residing both in Nepal and around the world.
As Nyaya continues to strive for health equity, today reminds us that “many hands make heavy work light”. We would like to thank everyone for your continued support and encouragement and hope you enjoy the following slide show of our operations over the past year.

Posted by Duncan Maru, MD, PHD

At Bayalpata Hospital, we face clinical questions that our so harsh, so uncomfortable, that they challenge our very humanity as healthcare providers.  The clinical challenge in this morbidity and mortality review is precisely one such instance: What is the appropriate management when a pregnant woman comes in from a village eight hours away with a dead fetus in her belly?  No woman should be placed in this scenario, yet they are.  We as a healthcare team do the best we can in managing these cases.  Sometimes we make the best choice in an awful scenario.  In this instance, we did not follow the best practices, and that misstep placed an already devastated woman at high risk.

Further clinical details are provided in the link below our mortality review.  Briefly, a pregnant woman presented to the Bayalpata Hospital after traveling eight hours during the monsoon season. She described that she had not felt fetal movements for four weeks.  She was found, using ultrasound, by our clinical team to have a dead fetus in her uterus.  The classical training that our team had received was to discharge the patient to allow for follow-up with natural passage of the fetal material.  We did this in this instance.  This, however, is not the appropriate standard of care, which would be induction of labor to remove the dead fetus and observation in the hospital so as to protect against blood clotting disorders and severe bacterial infections, both of which are life-threatening.  We have no way of contacting the patient at this point, and can only hope that this will be a “near-miss”, and that she passes the dead fetus naturally without further clinical consequence.

A woman who experienced a spontaneous abortion

We have reviewed the case with our team, including the special consultation of Dr. Astrid Christofferson-Deb, MD, who is currently working as an obstetrician in Kenya. Our team in Achham has discussed her recommendations, and resolved to change our practices to provide induction of labor and admission to inpatient monitoring for patients with intrauterine fetal demise.

CLICK HERE FOR FULL TEXT OF THE MORTALITY REVIEW


Note: this report is a part of our “Comprehensive Morbidity and Mortality Review” initiative aimed at cataloguing and reflecting on the underlying causal pathways in cases of excess morbidity or mortality. This work is supported in part by a grant from the Lovejoy Foundation at Children’s Hospital Boston, Massachussetts, USA.

Posted by Ryan Schwarz

Recently, Nyaya’s staff at Bayalpata Hospital received a 7 year-old boy who had fallen and sustained significant head injuries. There was concern that he had fractured his skull and had increased pressure inside his skull cavity – a life-threatening condition. He was immediately transferred to Seti Zonal Hospital in Nyaya’s ambulance – a hospital with greater resources than Bayalpata, and approximately 10 hours away by road. 4 days later the boy returned for follow-up at Bayalpata and was sent home in good health after having been evaluated in Dhangadi.

To many of us who work in developed world settings, this seems like a very normal and every-day occurrence. But until recently, there were no ambulance services available in the region where Nyaya works. Previously, patients had to pay high prices out-of-pocket for private jeeps or other vehicles to transport them in emergency situations. Due to a generous donation program run by the Indian Embassy, Nyaya has been able to

Ambulance donated to Nyaya Health by the Indian Embassy

operate its own ambulance program since this winter – while it is difficult to quantify, it has already saved the lives of innumerable patients and afforded Bayalpata Hospital access to better resources through other hospitals throughout the region.

But in rural settings like Achham, it is rare that successes come without parallel challenges. The ambulance has been an enormous help in a region so isolated, ensuring our hospital staff have access to refer patients too ill for care at Bayalpata to other facilities more ably equipped. But keeping the ambulance operating has been a significant challenge due to the rugged conditions of the Achham region.

Passengers trying to push a jeep on a road that connects Achham to the rest of Nepal and India

Until May of 2010, there was no paved road to our hospital, and today, while Nyaya is lucky to have a road to its Hospital, the majority of the region is still without access to roads and transportation. Road travel is very difficult and results in regular damage to our ambulance – in the past 6 months alone the ambulance has required significant repairs no less than 5 times due to dangerous roads, monsoon rains and landslides, and rivers that it isfrequently forced to cross. Last week our ambulance lost 3 tires forging a river; 3 weeks ago it got stuck in another river and required 50 local policemen and a tractor to pull it out, not to mention several hundred US dollars in repairs.

These “challenges” however have reaped great benefits for Nyaya’s patients – like the 7 year old boy now healthy after a life-threatening injury. While such “challenges” will likely be present in regions such as Achham for quite some time, it is these same challenges that Nyaya is committed to fighting.

Posted by Duncan Maru, MD, PHD

It sometimes behooves the writers of this blog to take a step back from the daily grind of healthcare delivery in resource-poor settings and talk about something somewhat more “academic”.  So humor me and allow a brief digression into the world of reference management software.  You may in fact find this post practical and useful.  As any colleague in academics, medicine, or that moderately oxymoronic field of “academic medicine” can tell you, central to what we do in our trade is manage our bibiolographies.  Bibliographic citations after all are central to the efficient dissemination of ideas.  One of the more frustrating aspects is identifying affordable (i.e., for most people, free) software that enables both excellent bibliographic management and collaboration.  Every so often, I receive an email plea from a colleague as to how to get access to Endnote, which is one of the premier (albeit expensive) academic reference managers.  There is not much I can offer them if their institution lacks a license.  Furthermore, Endnote is not well-equipped to serve collaborative teams’ attempts to share references and writings efficiently.  Beyond that, there is the free, open-source (and thus highly in line with Nyaya Health’s organizational philosophy), and well-featured Zotero, but I’ve never been able to get that to work all that well.  There are of course a large number of other options listed on Wikipedia, but all exhibit too large activation energies for me.

Having just finished the first year of my medical residency and finally sitting down to dust off my academician’s metaphorical quill, I quickly surveyed the field to see if there were any new developments in the snails-paced  industry of reference management software.  To my geek’s delight, I came across two applications that I am now using to 1) efficiently catalogue academic content that I find via various scholarly search engines; and 2) share on collaborative documents.  The first app is WizFolio, an application that extracts web content and creates references.  A simple click of a button when browsing an article grabs the reference information.  These references can be easily annotated and automatically cited within MSWord documents.  References can be stored in folders and easily be shared via the web with colleagues, which is a major improvement over Endnote’s collaborative reference sharing method.  I have found the interface to be intuitive, its tag and folder system to be efficient, and its note-taking features to be handy.  It is much faster than the extraction mechanism of EndNote, which was limited to downloading the references from a bibliographic search engine (e.g., pubmed) and then uploading to your Endnote reference library.  WizFolio is able to extract references easily from all sorts of files at the click of a button without any downloads.  So yes, I don’t only use it because its free and its title creates a novel word using the suffix “Folio”; I also find it to have better functionality than the expensive EndNote software.  The main drawback currently is that it has been a bit touchy citing directly within Google docs, which is what Nyaya members use for collaborative documents. This is because google recently overhauled its documents system, and WizFolio is struggling to keep up.  It does currently support the old version of google docs.  For this, the additional app I have been using is Offisync, which provides sync-ing capability between google docs and MSWord documents.  By writing and referencing in MSWord and syncing with Offisync, we have our solution.  Eventually, of course, WizFolio will add Google docs capability and cut out the Offisync “middleapp”.

Well, all of this of course presupposes a decent internet connection.  These internet-based apps tend to perform woefully in bandwidth-poor environments such as Achham. The only app we have come across thusfar that truly meets our needs in Achham is Evernote, because it is an offline app with rapid sync-ing capabilities.  WizFolio does not share that attribute, and in fact I think it would be hard for WizFolio by its nature to achieve that functionality.  Still, hopefully, some of our other readers will find these resources useful. Your own thoughts and struggles with collaborative bibliographic managers are much appreciated.

Posted by Astha Ramaiya

Bayalpata’s first birthday was featured on the Partners In Health blog site. Click here to see the piece.

 We would like to thank our partners, friends, and mentors at PIH, who have been instrumental in supporting and helping to inform the mission of our work. We look forward to continually strengthening our relationship with both PIH and all of our other partner organizations throughout the world.

Posted by Duncan Maru, MD, PHD

While the recent New York Times article by Matt Richtel on “Hooked on Gadgets, and Paying a Mental Price” focusses primarily on the effects our being “wired in” on our personal and professional lives, his thesis also carries important lessons for young global health organizations like Nyaya Health. Mr. Richtel puts forth the argument that, while modern information tech gadgetry– emails, smart-phones, laptop computers– have improved our lives and our workplace efficiency, there are dangers. Namely, our brains can become wired (addicted?) to a non-ceasing flow of information with resultant impairments in mental health, efficiency, and creativity. The question for us is: how to use these technologies to foster creativity and efficiency instead of becoming enslaved by them?

My very posing of this question may seem like a cruel joke for my colleagues currently working in rural Achham (indeed, if I were myself in Achham right now I would be rolling my eyes at my own post) where 1) most gadgets seem to break down rather quickly (at last count, four of our six laptop computers had perished into a sea of that awful “MS-DOS has malfunctioned” blue tinge); 2) internet works at blazingly slow speeds that would not even impress a 1990s dial-up user; 3) electricity is an extremely unpredictable and rare commodity. The somewhat paradoxical reality is that we rely heavily on electronic communication to collaborate back-and-forth across oceans and we are share the benefits and risks of these technologies.  This puts us in a similar situation to many modern corporations, in which according to some studies employees spend up to 2 hours per day–55 employee-days per year– on email alone.

So where do the dangers lie in electronic communication?  They lie in constantly needing to be “wired in” and allowing the myth of multitasking—of constant information flows—to run our work and lives.  At Nyaya Health, many of us are volunteers, we’re doctors and interns and students and fathers and daughters. We have too little time and money for Nyaya and for all our other obligations. So we all fall into the trap of trying to do 10 things at once. The problem?  Many of us let the email inbox, which we check compulsively or which is running continuously on our screen, run our priorities rather than going through our task lists one-by-one.  Neuroscience research has borne out that our brains are actually far less efficient at learning new information when we are flipping back and forth even as we perceive that we are getting a lot of stuff done at once. One statistic is that multitasking leads to a greater fall in IQ than that seen with acute marijuana intoxication.

Still, as we discussed in other posts on transparency and accountability, on volunteers management, and on telecommunications, Nyaya, with its extended virtual network, depends upon a few core technologies– email, listserves, evernote, and wiki– to communicate amongst our members.  The key strategy we have attempted (with continued challenges) has been to get information transfers out of immediate response media (i.e., attention-flipping modalities like email, twitter, chat, texting) and into collaborative media with the capacity to have updated, real-time priorities lists like wikis (Nyaya Health happens to use Evernote and Pbwiki for this, which is another topic). We don’t discourage the use texting and twitter, which have essentially little productive value (typing is slow on mobile devices, and they shift our attention).We try to keep email to a strategic minimum but that is quite challenging.  Quoting from our wiki page on collaboration:

  • any email longer than a few paragraphs you should consider just calling, voice chatting that person (more difficult for Achham folks; contingent upon current internet situation). any email that requires formal documentation, post to the team list serve or wiki.
  • for requesting tasks for other members, you should provide organized, bulleted points.
  • if you do feel compelled to write at length about a topic, you should take the time to organize your thoughts on the wiki (for pages for public consumption, or for US-based team collaborations) or evernote (Achham-based clinic operations) and then send your collaborators a link to that. it is so much more efficient for your thoughts to be in an indexable, saved format than in your email.
  • it is a good idea to hit “reply all” on almost all email correspondences with other team members.

The fact that our inboxes are always full and expanding is a metaphor for our lives—there are always crises, always immediate tasks that pull our attention in multiple directions.  As a young doctor, my patients and nursing and physician colleagues all are trying to get my attention to address their own needs of the moment.  As managers at Bayalpata Hospital, there is always a water line leaking, a machine blinking in disarray, a community member dissatisfied, and a patient with greater needs than our small operation can effectively support.  At an organizational level, we have struggled to work towards a culture where we systematically go through our prioritized, chrono-lized task lists rather than being pulled in multiple directions at once.  In constantly fighting a battle with our minute-by-minute crises, we often lose touch with our more big-picture vision.  We become so obsessed addressing the endless stream of pages on our beepers or working through our ceaseless task list that we forget our most fundamental of missions: accompanying, listening, and empathizing with patients and their families as they struggle through some of the most terrifying moments of their lives.  No simple solutions here, just perhaps a reminder for all of us to occasionally take a step back, turn off our minds and our wireless devices, and meditate for a moment on the big picture.

Posted by Astha Ramaiya

Wendy Glauser, a journalist from Toronto, recently visited Nyaya’soperations in Achham and wrote about the Safe Motherhood Incentive Program and birthing practices in Nepal. You can read her piece in the Canadian Medical Association Journal which can be accessed here.

 

Posted by Dan Schwarz

<beep> <beep> <beep>…I open my eyes groggily; the “line” (electricity) has come back. <beep> I glance at my mobile – it’s 3:19am. <beep> The beeping annoys me, but it helps to wake me up so that I can get work done in the few minutes that we have electricity. It’s the “low battery” alarm on my portable battery that is hooked into our power grid to charge

Dan Schwarz, Nyaya's Executive Director, lives and works full-time at Bayalpata Hospital in Achham

whenever the electricity comes on – when the electricity comes back on, it wakes me up to work. <beep> I sit up in bed and move over to my laptop, which I leave on a chair right next to my bed so I don’t have to go very far in the middle of the night. <beep> I press the power button, taking it out of hibernate, turn on my wifi card (saves laptop battery power to have wifi turned off), and wait as my email downloads. It has been 34 hours since the line was on, and since the rains caused some landslides yesterday closing down the local roads, we’ve been conserving the petrol for our generator for only clinical emergencies (not sure when we’ll be able to drive to purchase more petrol)….Haven’t had any power since the day before yesterday.

It’s 3:56am by the time my 164 emails sync up. <beep> The battery is still charging. I slog through my emails half-asleep, knowing that if I don’t do this right now, it could, be another 2-3 days before I have email. <beep> I send 39 emails all at once, having written them using my four laptop batteries while the power was out. <beep> I know, of course, that many of the emails will likely already be out of time sequence because the conversations have been progressing  during my e-absence, but it’s the best I can do. …As the little green progress bar shows my computer uploading the 18th email, the line cuts off. <beeeeeeeeeeeppppppp> My battery didn’t have enough time to charge; the internet dies.

At 4:45am a woman goes into labor. In the delivery room, we struggle to see in the dark. Dr. Bibek, our Medical Director, and our Senior Nurse Midwife Urmila Basnet, deliberate about whether to do the delivery in the dark with flashlights or to turn on the generator. Urmila Sister protests that we should save the precious little petrol we have left; what if another patient comes in who needs it more? We might not be able to get more petrol for days…we have to be careful, she says. The woman seems healthy, the labor seems to be progressing well; we decide to save the petrol.

IMG_4352.JPG

Volunteer Chittij Bashyal and ANM Kamala Sharma conduct administrative and clinic paperwork under flashlight during a power outage. Nyaya' solar campaign will develop a backup system for continued electricity.

The delivery goes downhill shortly after that, and as the baby is delivered blue-tinged and barely breathing with a thready, weak pulse, Dr. Bibek screams to the Night Watchman to run to turn on the generator so we can use the resuscitation equipment. Too late of course – the baby is already delivered, barely responsive, and having suffered from a significant lack of oxygen during the complicated delivery process. We start manual ventilation and chest compressions, using a small manual suction device to remove the junk from her throat. Our suction machine sits next to us, completely silent and useless without any electricity.

Five minutes pass before our Night Watchman is able to get the generator running. The baby is still not breathing. The suction machine sputters to life, and Urmila Sister rushes to insert the suction catheter past the ventilation face mask. Minutes pass, the baby slowly starts to turn pink, starts to breathe on its own. Slowly, we start to relax, and after 30 tense minutes, the baby is suckling (weakly) at her mother’s breast. Outside, the sun is just rising over the mountains in the distance: we have made it through another night, and we still have 17L of petrol for the next emergencies. Success this time, but far too close to failure for comfort.

*             *             *

This is not the way to run a hospital. When night becomes your enemy, when patients’ lives are in danger because our doctors and nurses have to make hard decisions—mid-delivery and on one hour of sleep—about how much petrol they can spare for this patient, always worried about the next one who might “need it more” than this one? This is not the way to run a hospital; this is a struggle that should not have to be fought.

IMG_4979.JPG

Solar panels can be placed in various locations throughout the Bayalpata Hospital compound to maximize sun exposure.

The public electricity grid where Bayalpata Hospital is located is vastly insufficient for the demand in the area and, moreover, is frequently out of service due to the monsoon rains and landslides that wipe out kilometers’ worth of electrical wires for days at a time. We have struggled over the past two years to find complex, multi-tiered energy systems using batteries, inverters, and generators, but none of these will address the underlying problem – we just don’t have good, reliable power. For that, no matter how many moment-to-moment, band-aid-style solutions we can come up with, we really need to find a long-term solution.

To accomplish this, Nyaya is setting out to fundraise enough money to outfit our Hospital with a solar-powered system that will be sufficient to power not only our “emergency” patients’ needs, but all of our patients’ needs. In this venture, we have already secured the support (both financial and technical) of the Government of Nepal, but still need to raise a lot more money.

Please join us; help us to find a better solution to our energy problems. Not normally the type to plead, in this case we will. We need to stop this, no matter what the cost. The continued challenges, the continued risks to our patients?…This has to end. My email will continue to pile up in our “off-hours,” but that can wait. …The baby girl who might not live to see the morning light? She cannot wait.

Please donate today.

Thank you.

Best regards, Dan Schwarz

Executive Director, Nyaya Health

Posted by Astha Ramaiya

Dr. Arjun Karki, the vice chancellor of the Patan Academy of Health Sciences (PAHS), recently gave a presentation to a couple of Nyaya members on the PAHS model of medical education and health system development. Working in Achham, Nyaya has faced a shortage of human resources because of its remoteness, lack of skilled staff wanting to work there and external factors such as mud slides and transportation difficulties. Dr. Karki’s presentation touched on all of these issues, linking the PAHS model to the rural-urban staffing gap in Nepal, and discussing ways in which we can work to develop rural health systems in the face of these complex challenges.
PAHS has established collaborations with many international partners, emphasizing the training of doctors who aspire to serve the poor. With a great health disparity between the urban and poor in Nepal particularly amongst different castes, the PAHS model aims to recruit aspiring doctors’ from around Nepal to provide a curriculum excelling both in clinical and social medicine. To help ameliorate human resource shortages in the remote areas, PAHS ensures that all students who obtain a scholarship are under a contract which assigns them to work in rural settings after completing their degrees. If a partial scholarship or full scholarship is obtained, a 2 and 4 year commitment is required respectively. In line with the National Health Strategy’s goals to extend primary care to the rural population to such that they benefit from modern facilities and trained health care providers, PAHS also acts as a central hub for one of the largest telemedicine facilities in Nepal.

With the first class entering in 2010, PAHS students’ rotations and internships will occur in rural villages within the next four months. Given its remote location, Nyaya’s Bayalpata Hospital in Achham continues to face staff shortages and recruitment difficulties. PAHS has established one such approach which will help in curbing this problem.

Nyaya is pleased to continue to support the inspiring work and efforts of institutions and groups that help in achieving health equity. The PAHS model is very much in line with Nyaya’s vision and we look forward to exchanging ideas as we both work towards providing healthcare to all Nepalis’.

Nyaya would like to thank Dr. Arjun Karki for the following presentation: