Monday, November 5, 2007

Paradigm of CMC Vellore for Nepal

Story of CMC Vellore

To run a Medical Mission in Nepal, it may be helpful to learn from Christian Medical College & Hospital, Vellore and from the life of Ida Sophia Scudder, a child of a missionary doctor.

Vellore Christian Medical College & Hospital, known simply as "CMC", is one of those unique organizations that you fall in love with at first sight. At its heart is the story of the founder, Ida S. Scudder, and the thousands of dedicated men and women who have followed her at CMC in India.

The story of Ida Scudder's visionary mission begins in the late 1800's when she was a young American girl reluctantly visiting her medical missionary father, John Scudder, at his post in Tamil Nadu, South India. One fateful night, Ida was asked to help three women from different families struggling in difficult childbirth. Custom prevented their husbands from accepting the help of a male doctor for them and being without training at that time, Ida herself could do nothing. The next morning she was shocked to learn that each of the three women had died. She believed that it was a calling and a challenge set before her by God to begin a ministry dedicated to the health needs of the people of India, particularly women and children. Consequently, Ida went back to America, entered medical training (practically unheard of for women at that time) and, in 1899, was one of the first women graduates of the Cornell Medical College.

Shortly thereafter, she returned to India and opened a one-bed clinic in Vellore in 1900. Two years later, in 1902, she built a 40-bed hospital, the forerunner of today's 1700-bed medical center. In 1909, she started the School of Nursing, and in 1918, her fondest dream came true with the opening of a medical school for women. (Men were admitted in 1947). With the training of these women as doctors and nurses, Indian women would now begin to have access to health care professionals. This was the beginning of the vision of Ida S. Scudder which continues to grow to this day.

In addition to the care of women, Ida Scudder saw the need for bringing health care to the poor, the disabled, and the neglected of India. She traveled regularly to outlying villages, bringing medical care to the doorstep of poor villagers, many of whom had never seen a real doctor or nurse, starting CMC's first "roadside" dispensary in 1916. Over the years, these roadside dispensaries have developed into extensive rural health and development programs that have become internationally acclaimed in the Community Health field. These dispensaries have attracted members of the medical community from around the world, from young medical students to nurses to highly skilled surgeons, to study and contribute their skills.

The 100 years since Ida Scudder opened the first small clinic have seen remarkable growth. Here is an example of the daily activity that goes on there today: 2,000 outpatients per day, 1,000 inpatients, 43 operations, 22 clinics, and 16 births. Ten Bible Classes are held each day and 380 patients are visited by a Chaplain. In addition, there is the work of CHAD, CONCH, and RUSHA, which go out to the villages and rural areas bringing methods of disease prevention, health care and community empowerment to tens of thousands more. Started with one woman and her vision, CMC employs over 4300 people today.

But, the story of CMC is not merely growth, high tech surgery, and medical degrees. It is the story of people sharing their time and talents in a loving and caring manner. Throughout its history CMC has taken up each new task in response to Christ's command. In the words of Ida Scudder, ";we thank God for the way He has led us in the past and look forward to an even greater future."

Loving Nepal

Sign of Love for Nepal- Iwa

In recognition of the highly distinguished contribution in missionary works as a doctor in Nepal for decades, Dr. Noboru Iwamura, former chairman of International Human Resources Institute Network has received many awards and honors.

In 1962, he came to Nepal as a doctor through Japan Overseas Christian Medical Cooperative Service. Since then, for 18 years he continued to render service to patients suffering from various diseases going from village to village. In the mountains of Nepal, the most common ailment he encountered was tuberculosis and leprosy. Concerned by the large number of patients suffering from these diseases in particular, he devised other ways to control these diseases by teaching the people how to improve public health and implementing immunization campaigns in the villages.

Besides, he also contributed in educating doctors, nurses and paramedical personnel for effective healthcare delivery in Nepal. These dedicated missionary activities that Dr. Iwamura carried out over the years have also contributed enormously in deepening the mutual understanding and friendly relations between Japan and Nepal.

Apart from this, his selfless service took him to far away places in Asia, Africa and Latin America. His work laid the foundation to bring together the leaders of Asian communities and he was conferred the 'Magsaysay Award' in 1993 for international understanding.
Dr. Iwamura Memorial Hospital and Research Center

Dr. Iwamura Memorial Hospital was established in December 2001 in Bhaktapur, in memory of Dr. Noboru Iwamura. To continue his unfulfilled duties towards the Nepali community, Ms. Purnima Gurung, colleagues from Nepal, India and Japan have founded this memorial hospital. Established under the financial assistance from the Rotary International District 2640 and 2680 Japan, the hospital provides 24 hours out patient services, emergency services, as well as general medical and surgical services especially on cardiology, nephrology, gastrology and neurology. This hospital needs you.

Dr. Mary Jean Yoder

The Dr. Mary Jean Yoder Memorial Endowment Fund is directed by a Committee within Mennonite Mission Network, and receives and disburses grants or self‑canceling loans for medical and paramedical training of national Christians in developing countries.

Established in 1990 by the Class of 1964 in celebration of the 25-year reunion of the class, this fund commemorates their classmate, Mary Jean Yoder, M.D., who exemplified the ideals of perseverance and service to others. Dr. Yoder was tragically killed in an automobile accident less than a week after graduation from Medical School ( the IU School of Medicine).

The Mary Jean Yoder AwardDr. Mary Jean Yoder was a Mennonite and a graduate of this school. In memory of her ideals, this award honors a graduating senior who exhibits high moral character, academic excellence, and, especially, dedication to service to others.
 
Her dream was to help people in dire need and in remote places like Nepal as a doctor.

Rural medicine in Nepal

Rural medicine in Nepal

Introduction

Nepal is a fascinating country, famous for its mighty Himalayan peaks

and ancient untouched cultures. In spite of its great beauty and attraction,

Nepal remains one of the poorest countries in the world. As in many

developing countries, most of the population lives in rural areas while

most of the medical facilities and health professionals are found in the

capital city. Although there are many rural hospitals scattered throughout

the hills of Nepal, many function very poorly, suffering from shortage of

staff, medicines and low quality of care. Some however have gained a

reputation for offering good and appropriate service to the communities

they serve. I currently have the privilege of working in such a hospital,

the TEAM mission hospital in Dadeldura.


The hospital in Dadeldura Dadeldura is the district headquarters

of the Far Western region and as such is relatively large town. It is

on the top of a ridge of mountains and has a spectacular view over

rolling river valleys rising up to steep hills, backed by an East to West view

of the snow capped Himalayas. The hospital has 30 beds, with 2

wards. Men, women and children, medical and surgical cases are all

mixed together in these wards. Initially I was surprised to see that it

was possible to run a hospital with only 30 beds. However there were

never any patients who had to sleep on the floor since I have been here

and 30 beds seem enough. There is a much higher threshold for admitting

patients; for example, patients suffering from typhoid, which

is endemic, are usually not admitted, and TB patients usually stay for only

a few days. The hospital sees about 100 out patients a day and does

about 50 deliveries a month.


The hospital is run by two doctors, both family physicians from

USA. One has been at that hospital for 20 years and is an extremely well

known figure in the community. He told me that on his first visit

to the hospital, he had to walk for three days to reach the hospital

as the road had been blocked by landslides.


The real keys to the hospital are the 5 CMAs (Clinical Medical Assistants).

These workers are the Nepali equivalent of PHC nurses in South

Africa. They sit in out patients department and see most of the patients.

They also manage the wards, giving injections and doing dressings.

As there is no radiographer, they take all the X-Rays. They also

conduct all of the deliveries that happen at night. For caesarean sections

they scrub and assist in theatre. They are the main people to see

patients after hours and so take turns to be on call, working the whole of

the next day as well after a call. And for all this they have 15
months training.

Many of them are highly experienced and a real pleasure to work with.


Challenges


A thing I have found surprising is the relatively high proportion of surgical

and especially orthopaedic patients that we admit. People are

often falling out of trees - or off the steep terraces that they farm on.

They climb the trees to cut off branches to feed their buffalo. (As

a result, most of the trees here have no side branches and just grow vertically

up). About 3 patients with fractures come to the hospital every

day, and supra condylar fractures of the humerus are especially common.


In my first three days here, 4 women arrived in labour with dead

babies. Two were in transverse lie with cord prolapse and we had to

deliver the babies by caesarean section. One was a breech and delivered

vaginally, and in the case of the other we had to do a destructive

procedure on the skull to deliver the baby. None of these women had

been for antenatal care, which seems to be the rule rather than the

exception here. It is not hard to see why Nepal has one of the highest

maternal mortality rates in the world. Very few patients are admitted here

to await labour, and the concept of maternity villages does not seem to

have been proposed at all in South Asia. As some mothers come from

several days walk away, this situation is very difficult. At least they can do

caesarean sections at this hospital. There are many district hospitals

in Nepal where not even this is possible.


The lack of referral facilitates is difficult. The hospital is not far from

the India border, so if patients have money many choose to go there.

But there is no close relationship between TEAM hospital and larger

referral hospitals. In my first week here we had several difficult cases

with no one to ask - like an open skull fracture with meninges showing

- and a man with Fournier's gangrene. It made me appreciate

"Mailadoc" (email discussion list) and the good referral backup we had

while I was working at Manguzi Hospital, in KwaZuluNatal. We often refer

patients to larger centres, up to 8 hours away, without being sure they

will reach the correct place or receive the correct treatment. I have seen

several people who travelled far and spent much money on investigations

such as X-Rays and blood tests, only to not have enough money for

treatment, or to be told that it was an incurable illness. Referral often

does not seem rational and a lot of money seems to be unnecessarily

spent by anxious relatives wanting to do the very best for their loved

ones, even if that means spending money they have had to borrow.

At first I thought that being able to collect blood from a willing family

member donor was a huge advantage and would prevent the situation

we tried to avoid at Manguzi of our blood supply running out. I have

since found out that this is not true.


Generally speaking, people seem very unwilling to give blood except

to very close family members. Women seem particularly reluctant, fearing

that it will make them too weak to work in the fields. I have now

observed three occasions where very anaemic patients, one with an

ongoing gastrointestinal bleed, had to be sent home or to another centre

at great cost, simply because no

willing donor could be found. The problem of unusual blood types is

even more of a challenge. Last week, after persuading over 10 villagers to

have their blood tested, seeking a donor for an A negative patient, none

was found to match. Eventually the patient was sent to a bigger centre.


Some solutions

An innovation at this hospital that I have found very useful is the solar

lights. Each light fitting has two lights - one working off the main power and

one off a solar battery. The hospital does have a back up generator but

this has to be turned on manually at the workshop. When the lights go out

in that crucial stage of a delivery or operation, with a flick of a switch one

can be using solar power, while waiting for the generator to be turned on.


Unlike the situation in South Africa, where interpreters are widely

used in consultations, here there is a high expectation on expatriate

doctors to be able to speak the local language. I had to take a 4 month

course in Nepali before working here and all of my work with staff and

patients is done in this language. The increased depth of communication

that this makes possible has lots of rewards. One of these is being

better able to appreciate and in some ways manage the personal

and contextual aspects of the consultation.

I am amazed at the number of patients, even in this very poor

rural community, who present with physical symptoms, but have underlying

depression or anxiety, often from family related problems.


Conclusion

In all, though, it is in many ways like a rural hospital at home. The doctors'

houses look the same, the communal social life is the same, and the fact

that all the staff in the hospital are related to everyone in the village is

the same. It has not taken me long to feel at home here.

I have found that rural health care has many similarities all over the

world. It is my hope and prayer that its joys and challenges will keep me
in this type of work for a long time to come. For those who like adventure,

enjoy a challenge, find other cultures stimulating and want to

make a difference in the world around them, I can recommend it

Health Needs of Nepal

Nepal's Health Situation
Nepal is a country of 28 million people located between China and India. Its remoteness, mountains, lack of infrastructure, and land-locked status pose extreme barriers to development. Its per capita income is USD $218 and the vast majority of people are subsistence farmers. From 1996-2006, Maoist rebels fought a civil war against the Nepal government, a democracy with a House of Representatives.

Nepal's maternal mortality ratio (MMR) of 539/100,000 births ranks among the highest in the world. (In comparison, Sri Lanka's MMR is 94, while the United States' is just 8). Life expectancy is 55 years. Diseases of pregnant women, children, infections, and malnutrition account for two thirds of Nepal's illnesses.

The government manages a system of curative and public health institutions that span a vast country, where travel must often be on foot. The Ministry of Health and Population (MoHP) is the central body responsible for health planning, implementation, and evaluation. The Ministry is also responsible for zonal and regional hospitals. The Department of Health Services under the Ministry is responsible for providing health services at district levels and below. Local village committees handle delivery of health services at the district levels and below through local health facilities, which are District Hospitals, Primary Health Care Centres, Health Posts and Sub-Health Posts.

Health Service Facilities (public and private)
  Type of Facility Number Total Beds
Government Sector
  Long Stay Specialty Hospitals 5 275
  Regional/Central/Teaching Hospitals 10 1860
  Zonal Hospitals 10 720
  District Hospitals 67 1030
  Health Centres with beds 191 573
  Health Posts 701 -
  Sub-Health Posts 3159 -
  PHC Outreach Clinics 13700 -
  Total 17776 4458
Private Sector
  Mission / Private / INGO 123 3804
TOTALS 17899 8262

Source: Nepal Strategic Plan for Human Resources for Health, 2003
The Nepal Government's National Health Policy (1991), Second Long-term Plan (1997-2017), and the Tenth 5-Year Health Plan (2002-7) all give highest priority to extending the health care system to the poor, rural, marginalized and most vulnerable in the population. Special attention is to be focused on maternal-child health, infectious diseases and outpatient care. In approaching these problems, the Health Sector Reform Strategy of 2004 also emphasized the concepts of "decentralization" and "public-private partnerships".

  • Of the total Nepal government budget, only 6.4% is spent on health.
  • Of the total Health Ministry Budget, 45% comes from external development partners like DFID, USAID, and WHO.
Nepal 's Health Ministry Strategic Plan for Human Reources (2003-17 )

Key Conclusions
:
  • The current public sector health workforce of 34,912 needs to more than double over this 15-year period.
  • The most pressing needs are for middle level technical staff and managers.
  • Human Resource Management is to be given a higher status within the Ministry.
  • As a result of the proliferation of private medical schools, recruitment policies need to be in place to ensure that the Ministry is not overloaded with doctors.
1978 saw the establishment of Nepal's Institute of Medicine (IoM) whose mission was to create a cadre of health care workers for the whole country. The IoM sought to recruit students from all over Nepal and train them in a way that would encourage their return to rural facilities. This met with modest, though not sustained, success. IoM's Tribuvan University Teaching Hospital (TUTH) remained Nepal's only medical college until the 1990's, when local medical education underwent a virtual explosion. Now in 2006, Nepal has 13 medical colleges, 40 nursing campuses, and 125 campuses for mid-level health care workers. This proliferation, however, has not trickled down to rural areas where the need is greatest. A large proportion of high level health care workers (doctors and nurses) leave Nepal to study and then work overseas. Today, well over 50% of IoM's doctor graduates head for the U.S.

There is still a gaping disparity in the quality of health care access offered in urban and rural areas. While Kathmandu has 98 doctors for every 100,000 people, rural Nepal averages just 2.5 per 100,000 – and in many of its 75 districts, there is no doctor. Many approved government posts of all levels of health care worker are unfilled. One indication of unmet need: For the whole of Nepal, 13% of all deliveries are conducted by trained personnel; and for the poorest fifth of the population (mainly rural) the number is just 3%.

Sending Dr.'s to Remoteness

Nepal's health care system is crying out for change

A man walked up and asked me to see his son. A seven-year-old and his father had carried him eight hours down from the hills.

The boy had two weeks of fever and a tender bulge on the left side of his neck. The father showed me a paper from previous Hospital written the day before: 'Refer to higher centre for treatment'.

In fact, all the boy had was a skin abscess and he just needed minor surgery. Unfortunately, no anesthesia or pain relief medicine was available. The incision into his neck, though successful, was very painful. He had to be held down, his crying filling the hallway. As we were cleaning up, we watched the grateful father laying his son on the porch outside the hospital to warm him in the winter sun.

In towns and villages across Nepal, scenes like these play out every day. There is a hospital building and some staff, but they cannot provide even basic care. Women giving birth, children with broken arms and legs, people with burns, fever, and pain, all crying out for change in Nepal's health care system.

Nepal's health officials work against huge obstacles to provide comprehensive health care in remote places with a limited budget, and in the face of political turmoil. While the health infrastructure is generally adequate the big problem is assuring that staff are on duty, have competent skills, and are caring.

Only 18 percent of Nepali women who deliver babies have a trained health worker in attendance, and for the poorest parts of the country it is less than five percent. Every day 12 Nepali women die at childbirth.

In the last ten years Nepal has seen tremendous growth in medical colleges and the annual production of new doctors will soon cross 1,000. We now have over 40 nursing campuses. Each year, the 125 separate medical institutes under CTEVT produce over 4,000 new health assistants, nurse midwives, and community medical assistants. Where do they all go? Why are rural Nepalis still without health care?

We need a paradigm shift in our thinking about health care in Nepal in three fundamental areas:

1 Provide quality care to the greatest number
Are we aiming for highest quality care for a few or quality care for many? The Health Ministry is now creating posts for health care workers who can cover much wider areas of the country. For example, while a specialist anesthesia doctor is unlikely to ever venture into the hospitals of Panchtar, Baglung or Dandheldura there are now Anesthesia Assistants in each of those places, enabling operations to be conducted. Similarly, the SBA (skilled birth attendant) program trains not just doctors but multiple levels of health workers, nurses and ANMs to conduct safe deliveries.

2 Support health care workers in the field
Why do doctors, nurses and mid-level health workers refuse to stay in rural hospitals? First, there is a strong pull to migrate. In one of Nepal's premier medical colleges last year, over half of its graduating class of doctors left to train in the United States. Of them, 95 percent of will not return. In the past five years nurses have joined doctors in this mighty exodus. And who can blame them? A staff nurse will earn 10 times more in England than in Nepal.

Those who stay need to be taken care of while they work in difficult circumstances. Increasingly, local committees are starting to manage rural hospitals, sometimes with excellent results. Several factors help in keeping health workers happy and productive. These are the 5 C's:
• Communication: Enable the hospital to use the internet, including telemedicine facility.
• Continuing Medical Education: Provide professional nourishment for staff growth.
• Connection with a higher hospital: Create a link with staff in another, regional center.
• Community management: Hospital staff do better when they are managed locally.
• Children's education: Unless their kids are looked after, the staff will soon move away.

There is no shortage of health care workers in Nepal, the problem is persuading them to stay where they are needed the most.

3 Build beyond MBBS
I am a doctor, and I have trained young doctors in Nepal for the last 20 years. Doctors are certainly needed in Nepal but they are not a remedy to all of our problems. In medicine experience sometimes counts even more than fine training. I know of experienced health assistants who can diagnose a patient better than most new doctors. And ANMs are far more skillful at delivering babies.

The captain of the rural health care team should be an MD General Practice doctor. Across Nepal, we have seen these all-rounders transform local health care systems. An MDGP can do operations, deliver babies, take care of kids and adults and has administrative training. We must train more MDGPs and get 2-3 of them to work in each district hospital as a team.

Let's re-examine our guiding principles, test them against available evidence and build on this strong foundation. Only then will we begin to hear less crying in the countryside.

“My heart came home.”

 
 

Nursing at 7,000 Feet

Caring for patients in a Himalayan village hospital has forever changed the outlook of two UBC School of Nursing grads.

Julia Iwama and Christine Fantuz spent five weeks, ending in February this year, at the TEAM Hospital in Dadeldhura, in Western Nepal. The facility is perched on a mountain ridge at an altitude of almost 7,000 feet. It has 36 beds, treats 250 outpatients daily and serves a surrounding population of 1.5 million people. Nursing staff deliver approximately 100 babies every month.

"Sometimes, there are not enough hands to catch all the babies," says Iwama, who recalls one busy birthing night when the hospital security guard had to help deliver babies. 

The students encountered both injuries and conditions unique to the area. A common scenario was women -- including heavily pregnant women -- falling out of trees as they gathered leaves to feed herd animals. They also treated the serious complications of local healers' interventions such as packing an injury with dung. They dealt with daily power outages, scarce equipment, some poor-quality medications and temperatures barely above freezing.

Also, providing care within a vastly different culture was challenging.

"I delivered a baby girl and the mother told me to throw it in a bucket," says Fantuz. "Women are devalued in Nepal and it was so hard to see women also devaluing their own daughters."

A highlight for her was donating two units of blood, carrying the bags into the operating room, and administering the blood to a patient to help save her life.

In addition to patient care, the pair was involved in ward management. A surgical team from Kathmandhu came to the small hospital for a week dedicated to performing as many surgeries as possible, meaning staff had to accommodate and co-ordinate care for 286 in-patients with only a few dozen beds.

When they weren't working, the duo spent time in Dumada, a neighbouring community of about 300 villagers, sharing meals, singing and hiking.

Both women say the experience helped them focus on what's most important for the patient and the value of "just being present." Iwama, who also worked at the hospital in 2006, stresses the importance of understanding Nepal's health-care issues in the context of people's -- especially women's -- daily life. "They want their stories told, and not just to be a statistic."

"What I'll remember is that even with so many differences, people are similar -- they want to be loved, to be touched and cared for," says Fantuz, a former registered massage therapist who is working toward a critical care nursing specialty and plans to work as an intensive care nurse.

Iwama will return to the hospital this Fall to work there indefinitely. "This experience affirmed for me where I want to be in life," she says. "My heart came home."

DADELDHURA HOSPITAL

Located in the far-west, this hospital is planned to be rebuilt over the next couple of years and to take on a training role for middle grade staff. Dadeldhura is currently being managed by HDCS and TEAM Nepal with the expectation that a formal agreement for HDCS to manage the hospital will be signed soon.