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Exam Time

I sat in the exam room staring at the paper and slowly it dawned on me, I couldn’t answer any of it. I could feel the panic rising and, as is normal in this situation, I was buck naked.

Last week International Health Sciences University, in Kampala Uganda, held its 2nd Graduation Ceremony. 91 students graduated, 35 of whom successfully attained their Master of Public Health, MPH.

Justice Julia Sebutinde awarding degrees to the Master of Public Health students at IHSU.

This is still a very young institution and for those in the UK, these numbers might seem quite small, but I think they are significant for these two reasons.

According to the WHO World Health Statistics Report 2011, Uganda has just 1.2 Physicians per 10,000 population and 13.1 Nurses/Midwifes. In the UK these same counts are 27.4 and 103 respectively. Uganda has a serious shortage of trained doctors and nurses.

In the last few months I have had discussions with directors of health service providers in Uganda who are finding it very difficult to recruit and retain such trained medical staff, especially for rural up-country settings. One of the challenges facing us is that Donors and NGOs are also actively recruiting such staff and they are willing and able to offer higher remuneration packages. This is somewhat ironic when you consider that the aims of these worthy organisations is to help strengthen the country’s health system. The positions being filled are most often programme design, implementation, management and evaluation, not clinical roles. So we see Clinicians being removed from clinical roles and appointed to programme management.

Wouldn’t it be so much better if these roles were filled by non-clinicians, trained and skilled in public health? That’s one of the ways in which IHSU is trying to make a difference to the delivery of healthcare in Uganda; by providing well trained, willing and able graduates who can implement and manage public health programmes, leaving the doctors, nurses and midwifes to continue treating and caring for our patients.

My second reason is that studying for your MPH involves a lot of relevant reading, discussion and, most importantly, critical analysis. It is my own personal experience that such exposure helps make us much more considered in how we approach the design, implementation and evaluation of required interventions. I think I’m a lot less naive than I was a few years ago. I used to wonder why we couldn’t just get on with it, to do it, to make it happen and quickly (whatever “it” was).

Some of my recent public health conversations have been about the reported unmet need of family planning; according to Guttmacher, 7 out of every 10 women in Uganda who want to avoid pregnancy, cannot easily and regularly access such services. I can hear you say, “surely that must be easy to fix, and it’s cheap, an IUD costs just a few pence.”

Of course it is much more complex and there might be many reasons why an unmet need exists. There will be numerous hurdles to overcome to ensure a sustained delivery of accessible and affordable service.

Those MPH students graduating last week are now well equipped to tackle such matters and better placed than they were before to now ensure successful achievement of the desired outcomes.

Hopefully I’ve now finished my exams and can move on to starting my research and learning some more. Many years ago I used to have the dream (nightmare) outlined above, thankfully it’s never been reality.

It’s Week 13 and the team is making good progress.

The TB Lab now has its roof on and work has started on the internal structure.

Week 13 TB Lab: Click here for more pictures...

 

The Theatre Block is taking shape, the internal layout is now very evident and the walls are ready for the windows.

Week 13 Outside of the Theatre: click here for more pictures

 

Week 13 Looking into Operating Room 1: please click on image for more photos

 

The full picture set can be found here.

The End of the Beginning

A good friend of mine, Dr. Nick Wooding, often tells me that we often over-estimate what we might achieve in just 2 years but under-estimate what we can achieve in 5.

About 3 years ago I sat with another good friend, Dr. Ian Clarke, and we talked about the 5 year plan that we had developed for his organisation in Uganda, International Medical Group. I’ve known Ian since 1979 when he was my landlord in a student house in Belfast. In the mid-eighties I was at the church meeting in Bangor when the congregation prayed blessings on him and his family as they made their way out to Uganda to start a hospital in the bush (which became Kiwoko Hospital), in the middle of the Luwero Triangle which was only just beginning to recover from the Amin madness.

Ian and me at his Birthday in January 2008

Now some 23 years later we were sat in a hotel in Kampala and having discussed the IMG 5 year plan, I was telling him of my mad idea that I wanted to come out to Uganda and work with him to make it happen. With the gracious acceptance by Pamela and our children, I started my full-time role as MD of the group, soon to be the CEO, in May 2009.

An essential element of that 5 year plan was to bring on board equity investors who could provide the capital and expertise that would help us to achieve our shared vision. I don’t really know what I thought I was coming to, somewhere in the back of my mind I thought that this would be a great way to give something back and to make a difference in the lives of those that had less than we were used to in the UK; how wrong, or at least naive, was that, International Development and Public Health is much more complex, certainly less black and white (no apology) than that.

In the early part of 2009 we were made an offer by a leading private equity firm operating in East Africa, which had a special interest in Healthcare. The offer was just far too low and came with too many conditions, so we rejected it and then continued to manage IMG for the next two and a half years, not being able to fully move forward with our capital expansion plans and every day needing to consider careful management of cash-flow (a bit like most businesses in the UK today). Managing a business in the developing world is, in my experience, no different from managing one in the UK; it is always about MONEY and PEOPLE.

International Medical Group employs more than 750 staff, constitutes probably the best private hospital in Uganda (IHK), 10 primary care health centres (IMC) (GP surgeries) and provides pre-paid health plans (IAA) for 41,000 members. We serve more than 250,000 patient visits each year. We have an NGO, IMF, that provides essential basic healthcare to the poor, with a special focus on community based reproductive health services. We also have a health sciences university, IHSU, which today had its 2nd graduation ceremony and is training more than 850 students of nursing, health management and public health.

Justice Julia Sebutinde awarding degrees to the Masters of Public Health students at IHSU. That's Nick to in the right background.

In its first 10 years Dr. Ian and the team had continued to grow and extend the services of IMG from whatever surpluses they could make from the revenue being generated. This had worked very well in the early years but now we had reached a stage of our corporate development when we needed a much more significant injection of capital.

It seems that for most of 2011 I’ve been working on the 5 year Business Plan, re-working the financials, the cost-benefits and selling our potential. Early in 2011 we had 2 serious equity investment offers, both of which were definitely of interest, but we had to chose just one and after a very intense 6 months of due diligence, it is just so great to have finally closed and to have executed a deal. We now have new private equity investors, with a capital investment that will enable us to start moving forward with our development plans. Just as importantly, these new shareholders will also bring essential corporate and medical experience and a link into the largest healthcare group in India. Now we can we start the next phase of the 5 year plan. So we have definitely reached the “end of the beginning”.

On a personal note, I need to now spend the next week being a student at IHSU and do my last 4 exams and start my thesis for my MPH, that too has taken more than 2 years.

Since it was registered on July 2nd 2007, Suubi Trust has raised just over £200,000 to help support the work of International Medical Foundation, an NGO providing healthcare services to the financially disadvantaged in Uganda.

Our key focus at this time is raising funds to build a maternity theatre at Charis Health Centre in Lira, Northern Uganda. This is an essential project that will provide a facility from which local women will be able to access safe maternal delivery services and emergency obstetrics as required. Building works are underway; you can watch progress by clicking on the image below.

Week 07 of the Theatre Build, click on image to see more in this album.

We continue to provide funding to support treatment of cancer patients on the charity “Hope Ward” at International Hospital Kampala (IHK), Uganda. These funds help to ensure that such care and treatment is accessible to those that otherwise could not afford it.

Most of the funds raised by Suubi Trust come from individual supporters.

We are grateful to Richard and Pat who have led the fund raising for the theatre build in Lira. Rose and Becci helped to get this fund started.

Alison, her family and friends, including Helen, continue to support the work in Namuwongo that Alison was involved with during her time there as a VSO volunteer.

Kate and Caroline, to name just two, are keen supporters of the Cancer Care fund and are amongst the first to use standing orders and Give As You Earn.

Jamie, Louise, Emily, Sean and Rose helped to raise funds using Justgiving pages.

Our thanks also to church members in Hazlemere and Menorca.

All money raised by Suubi Trust is used to support the work of International Medical Foundation in Uganda. Our Trustees are volunteers and do not charge for any services or expenses. The only administration costs covered by the funds raised, and the associated gift aid, are bank charges and the cost of having the online giving facility at Justgiving.

You can review our accounts and annual returns on the Charity Commission website by clicking on the image below.

CharityCommissionLogo

Thank you all for your kind and generous support and we wish you all a great 2012.

Dr. Nick Wooding kindly asked me to write a preface for a book about to be published by International Health Sciences University which discusses the many aspects and issues related to the delivery of primary healthcare in the developing world, and in Uganda specifically.

>>>

PHC in East Africa: Preface

If you are a healthcare practitioner or student you will know that there are already thousands of books exploring and expounding each and every aspect of Primary Health Care. So why have we added another one?

It may be wrong to claim that specific health issues facing Uganda are unique but perhaps we can at least say that when combined together in the local context they become unique. It is that local context that we have set out to explore more fully in this book. We have written about primary healthcare as it applies to Uganda and we have written it for those that are providing, and for those that hope to provide, healthcare services to its people.

Healthcare policy in Uganda is very well designed and documented. The second National Health Policy (NHP II), issued in 2010, lays out those elements that are a particular focus for the period up to 2015. This policy seeks to prioritise the effective delivery of the Uganda National Minimum Health Care Package (UNMHCP) and the policy is operationalised in the third Health Sector Strategic Plan (HSSP III). These two documents detail the services that should be provided and the organisational structure required for delivery. There is a very close fit to the key principles proposed in the Alma-Ata Declaration on Primary Health Care. UNMHCP comprises these four clusters:

i. Health Promotion, Disease Prevention and Community Health Initiatives

ii. Maternal and Child Health

iii. Prevention and Control of Communicable Diseases

iv. Prevention and Control of Non-Communicable Diseases.

The HSSP III outlines the organisational architecture, strongly promoting a decentralised structure in which delivery starts in the community through specially trained volunteers (VHT) who are supervised by, and can refer to, nurse/midwife led health centres (HCII) which are located very close to each community. In turn the HCII can refer patients needing specific medical care, e.g. c-sections, to a nearby HCIV. District and referral hospitals complete the structure and are tasked with general surgery and an expanding set of tertiary services. The strategy details the services that should be provided at each level, the cadres and numbers of staff that each level of facility should have and the numbers of each different type of facility needed to serve the whole population, ensuring equitable access for all, in the most efficient manner possible.

NHP II clearly states that seventy five percent of the total disease burden in Uganda is still preventable through health promotion and disease prevention. The above strategies and plans are designed for doing exactly that. So why then is the country still struggling to reduce the very high rates of mortality and morbidity? Why are we seeing slow progress on reducing the under-5 and maternal mortality rates that are measured by the Millennium Development Goals 4 and 5? Why is the country still suffering under a very high burden of malaria, which significantly impacts the quality of life for the individual and the economic performance of the country as a whole? This is measured in MDG 6, as is the prevalence of HIV, which after some notable reductions during the 1990s and early 2000s is now beginning to rise again.

What’s going wrong and what must we do to make it right?

Continue Reading »

IHK Video

Thanks to our friends at Child’s i Foundation, we have a new video which highlights the medical services available at International Hospital Kampala.

I’ve been a bit slow in posting this one, sorry.

Jackie and Gary

Jackie and Gary are nurses working with Dr. Richard in the UK. They recently got married and instead of presents, asked their friends to give donations to Suubi Trust for the theatre build at Charis in Lira. They raised over 4 million shillings (about £1,000).

We send them our thanks and very best wishes.

Sean’s Movember

Sean writes:

We’re raising money for Hope Ward Cancer Care, the charity ward of International Hospital Kampala. I’m growing a moustache, you’re donating money. Hopefully.

SeanMovember

You can donate online by clicking here.

The Autumn issue has the following piece noting the BMJ award for International Medical Group.

Target TB Newsletter

The newsletter can be downloaded by clicking here.

By Joe Nam, New Vision, published November 07th, 2011.

A study carried out in Makindye Division in Kampala, Lira Municipality and Wobulenzi town council has established a co-relation between poor housing and prevalence of tuberculosis in urban centres.

The research carried out by International Medical Foundation engaged 1,366 adults in 1,366 households. The majority of the respondents live in slums in conditions of what is considered poor housing.

“…we don’t have the capacity to stay in good houses. We stay in houses we can afford to pay for. We stay in houses without windows and our roofs leak. When you think of going back to the village, then you think about the hard life there…the places in which we live are surrounded by drainage channels, which flood, making it easy to contract diseases. However, we find ourselves in a situation we have no control over…” a respondent in Makindye says.

The survey found that awareness of TB was high in the population, mainly through some form of contact with a TB a patient. Myths and remarkable deficiencies in knowledge of TB cause, symptoms, transmission and prevention, however, abound.

The survey also found that although majority of slum dwellers are well within reach of a health facility, significant barriers in terms of actual service delivery exists due to lack of drugs, absentee health workers, prohibitive user fees and lack of transportation to health facility, hampered treatment of TB. TB-related stigma was found to be high in communities, with negative perceptions towards persons with TB due to association with HIV/AIDS.

The study recommended planned housing in urban centres for low-income earners, participatory engagement with slum dwellers to improve their environment, enforcement of the Public Health Act minimum standards in the construction of toilet facilities and improving access to medical care.

The study also recommended pegging of TB screening to HIV testing programmes due to the tendency to take HIV AIDS testing more seriously. Uganda is among the 22 countries in the world with the highest number of TB cases, with 100,000 new infections annually.

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