When we first arrived, there were seven government-appointed nurses at our health center: four junior nurses that rotated overnight and weekend call, two senior nurses who took backup call from home and came in if the junior nurse needed help, and a higher level Health Officer who also took backup call. It seemed like Edwin and I were hardly necessary from a manpower standpoint. We struggled to define our roles here.
The Health Officer was fired soon after we arrived. Then nurses began to disappear on vacations and family emergencies, and as provider numbers dwindled, Edwin and I started to see more patients in the clinic. Soon we were no longer extra providers that helped the nurses and saw some patients on our own for fun. We had to work hard to see all the patients that showed up at the front gate every day. Edwin and I continued to share administrative responsibilities – managing the clinic, stocking the pharmacy and the hospital storeroom, overseeing the clinical staff, running the TB and malnutrition programs, plus trying to get the new hotly-contested HIV/ART program up and running. The clinic was bulging at the seams, but it was efficient. Everyone was busy.
But this week, nurses started disappearing for good. Yared and Tariku, the senior nurses who were gone on seemingly indefinite personal leave, quit without notice. Solomon, our notoriously unstable but ambitious midwife (and the only nurse who knew how to pull teeth) put in for a transfer so he could be closer to his family. He wasn’t actually transferred, but he did stop coming to work. One loyal nurse finally got accepted to nursing school to finish his education. He was gone within a day. The government did assign another nurse to our clinic, but before starting to work, he had to return to far-flung northern Ethiopia to get his stuff. He was supposed to be here on Wednesday. He never came; not that it would help, because he is fresh out of school so he needs to be trained before he can see patients or take call on his own. And worse, all of this personnel-shifting happened within the space of one week. Worse still, it was one week at the beginning of the dry season, when patient numbers begin to swell.
So then there were two. Two Ethiopian junior nurses, alternating overnight and weekend calls. One is already about to crack. And two American doctors, trying to manage a clinic over which we truly have no power, trapped on the clinic grounds indefinitely because there is no one else to back-up the exhausted junior nurses who are constantly on call. Almost every day this week, we turned away furious patients who walked for hours to get here.
I thought the challenge here would be medical. Little diagnostic capability, unfamiliar diseases, few medicines, no attending physician to tell me if I was doing things right or not. And those things were challenges at first. But after a while, I accepted the limitations and discovered that there is still a lot that we can do. Medically, I can adapt. And medically, the work is more and more satisfying every day. But trying to be a personnel manager in a foreign culture – trying to accomplish the most necessary or even the smallest tasks within a messy and corrupt governmental bureaucracy – trying to support the nurses and pacify the patients that are about to riot outside the front gate – trying to manage an NGO-run clinic when decreasing contributions mean we have to cut our budget 50% - it is these management issues that will drive us crazy. Not the medicine.
The Health Officer was fired soon after we arrived. Then nurses began to disappear on vacations and family emergencies, and as provider numbers dwindled, Edwin and I started to see more patients in the clinic. Soon we were no longer extra providers that helped the nurses and saw some patients on our own for fun. We had to work hard to see all the patients that showed up at the front gate every day. Edwin and I continued to share administrative responsibilities – managing the clinic, stocking the pharmacy and the hospital storeroom, overseeing the clinical staff, running the TB and malnutrition programs, plus trying to get the new hotly-contested HIV/ART program up and running. The clinic was bulging at the seams, but it was efficient. Everyone was busy.
But this week, nurses started disappearing for good. Yared and Tariku, the senior nurses who were gone on seemingly indefinite personal leave, quit without notice. Solomon, our notoriously unstable but ambitious midwife (and the only nurse who knew how to pull teeth) put in for a transfer so he could be closer to his family. He wasn’t actually transferred, but he did stop coming to work. One loyal nurse finally got accepted to nursing school to finish his education. He was gone within a day. The government did assign another nurse to our clinic, but before starting to work, he had to return to far-flung northern Ethiopia to get his stuff. He was supposed to be here on Wednesday. He never came; not that it would help, because he is fresh out of school so he needs to be trained before he can see patients or take call on his own. And worse, all of this personnel-shifting happened within the space of one week. Worse still, it was one week at the beginning of the dry season, when patient numbers begin to swell.
So then there were two. Two Ethiopian junior nurses, alternating overnight and weekend calls. One is already about to crack. And two American doctors, trying to manage a clinic over which we truly have no power, trapped on the clinic grounds indefinitely because there is no one else to back-up the exhausted junior nurses who are constantly on call. Almost every day this week, we turned away furious patients who walked for hours to get here.
I thought the challenge here would be medical. Little diagnostic capability, unfamiliar diseases, few medicines, no attending physician to tell me if I was doing things right or not. And those things were challenges at first. But after a while, I accepted the limitations and discovered that there is still a lot that we can do. Medically, I can adapt. And medically, the work is more and more satisfying every day. But trying to be a personnel manager in a foreign culture – trying to accomplish the most necessary or even the smallest tasks within a messy and corrupt governmental bureaucracy – trying to support the nurses and pacify the patients that are about to riot outside the front gate – trying to manage an NGO-run clinic when decreasing contributions mean we have to cut our budget 50% - it is these management issues that will drive us crazy. Not the medicine.