I came, I saw, I conquered - Experience of a district doctor

I have been inspired to write this article taking a cue from my Latin lesson in school some decades back, which goes like “ Veni, vidi, vici,” meaning I came, I saw, I conquered.

Like many doctors, I wanted to stay in the city but as a government employee, I could not have my way. I was posted to head a district hospital as the Medical Superintendent.

When I arrived, I saw a small health facility, perhaps the status of a health centre, which lacked many amenities and needed rehabilitation.

The outpatient department (OPD) was a mess and the roof leaked badly. Anytime it rained, the place got flooded, which almost halted activities.

The compound was not paved and got muddy with the rains.

This means that after the rains, the whole facility would be covered in mud as people moved in and out of the hospital. The Maternity Unit was small and congested and lacked privacy.

General wards

The general wards were no exception and the records department was heavily choked, leading to loss or misplacement of vital patients’ records.

A very dilapidated shed served as antenatal clinic (ANC) and a meeting place for staff. There was no car park and no canteen for staff. Lack of staff accommodation would perhaps complete the numerous problems militating against staff welfare.

The first step in the conquest was to refurbish the OPD. By the end of the first year, the wooden structure and wire mesh of the OPD had been replaced and modernised with glazed aluminium doors and windows, and reroofed.

The compound was redesigned and the front of the hospital grassed and beautified with flowers.

Pavements were created and tarred. A modern car park was then erected over a portion of the paved area to complete the compound beautification exercise.

By the end of the second year, the Maternity and Records Units had been transformed. A break in the walls here and there and a little extension where there was space saw both units being expanded and fitted with modern doors and windows, leading to enhancement of activities.

To say that records keeping improved was to state the obvious.

Refurbishment and modernisation

The old ANC structure was also refurbished and modernised to serve as both antenatal clinic and a conference hall for staff. A canteen was also constructed for the benefit of staff and patients alike.

By the end of the fourth year, all the departments of the hospital, including the pharmacy, laboratory and the wards had either been expanded or beautified.

The existing staff quarters was also expanded to contain more rooms. Two small rooms were identified and furnished to serve as an official ward and a coffee room, all to enhance staff welfare and motivation.

It must be emphasised that all these achievements did not come on a silver platter. It was the commitment of the management team and the resolve of all staff to make things happen that resulted in the achievement of this feat in less than five years.

Internally generated funds

I must say that there was generally no external support and we had to rely mainly on internally generated funds. Indeed, an appeal for support did not yield much.

At a point, we came to the realisation that soliciting funds would not be of much help and we had to look within.

Our efforts in transforming the facility was recognised when during a peer review exercise organised by the regional health administration, our facility was adjudged as among the best in the region.

Lessons learnt here: a lot can be achieved with prudent use of available resources and internally generated funds.

A good working relationship between staff and management as well as clear outline of policies to the understanding of every member of staff, and even the local community, is required to achieve results.

•The writer is the Medical Director, Royal Medical Agency and Clinic. (E-mail: [email protected])