Ebola update

Two days ago we received an email from the CDC Chief - Tom Frieden stating that we have moved to EOC Level 1. This is the highest level of activation, reserved for the largest-scale responses, which often require substantial agency-wide effort.The Emergency Operations Center (EOC) moving to a Level 1 means that "all hands are on deck" for the Ebola response. Level 1 is the highest on a scale of 1-6 and it means that increased staff and resources will be devoted to the outbreak. It enables CDC to pull resources from across the organization to use in the response efforts. Since I cannot post the email here, I will post a link to the accompanying news article, which you can read here. 

In addition to the announcement about Level 1, Dr. Frieden's email also included a call for volunteers to help the CDC response in the region, particularly French speakers. I don't know how I feel about volunteering at the moment...it is something I have to talk to Michael about. On one hand, having worked and lived there, I know Liberia and its health system like the back of my hand; on the other hand I am not going to put my family at risk and add to their worry. Something to think about...

Regardless of volunteering, I will monitor the situation closely from my post in Dar es Salaam.

Ebola shows no signs of fading away in Liberia

The Ebola scare in Liberia and neighboring Sierra Leone and Guinea is getting worse every day. There are now two Americans that have been infected with the virus. One of the popular doctors in Monrovia - Dr. Brisbane - passed away over the weekend. Another popular doctor in Sierra Leone is currently infected. If you live in that part of the world it feels like perhaps this is the "big one".

Over the weekend I have come to know from my ex-staff in Liberia that Dr. Samuel Brisbane passed away from Ebola. Liberians are grief-stricken by the loss of the Chief Medical Officer of the most famous referral hospital in Liberia - JFK Hospital. I had the privilege of meeting Dr. Brisbane during one of the many meetings at the Ministry of Health and Social Welfare (MOHSW) when I worked in Liberia. I did not know him outside professional interactions, but he always brought a good spirit to the JFK hospital whenever I visited for work. And, most importantly, he was respected as an authority in medicine. I can only imagine the morale of JFK staff at the moment, after their beloved leader passed away. 

There are numerous mainstream media reports on Ebola in West Africa. However, I feel that most of them are not comprehensive. While I have known for a while - through my ex staff in Liberia - that the situation on the ground is not entirely reflective of what is being reported in the media, most of the my friends and family back in the US are not being told the complete story. Only recently are we hearing reports of communities refusing access to Médecins sans Frontières (MSF) in Sierra Leone and Guinea. Some of us have been hearing these reports from almost three months ago. This animosity towards MSF is important to notice because MSF is one of the few organizations that has consistently been at the forefront of the outbreak response. If MSF is denied entry into communities and cannot provide care, the crisis will undoubtedly get worse. My ex staff in Liberia tell a similar story of family members threatening clinic staff with physical violence and taking away their infected family members from the hospitals to care for them at home. The communities do not trust the medical care and believe that quarantine is a way of "controlling" the locals. In fact, the situation in Liberia has gotten so bad with families hiding their infected family members that President Ellen Johnson-Sirleaf had to issue a government order stating that hiding Ebola-infected members from medical care is a punishable offense. 

We are now hearing of a suspected Ebola death in Nigeria that may have come from Liberia. If Ebola has spread from Liberia to Nigeria, I am afraid it has spread to the countries in between - Côte d'Ivoire, Ghana, Benin, and Togo - because of porous borders. As of a few days ago, President Johnson-Sirleaf has restricted movements in and out of Liberia. The land borders are to remain closed but the Roberts International Airport remains open with possible testing for passengers who are entering and leaving the airport. Considering my past experience in Liberia, I do not put much stock in how or if this testing will be conducted. However, it is a important step in disease surveillance. 

So far all my ex staff are safe and sound, in spite of working in the infected areas. I pray for their safety and hope that the outbreak subsides. This is one event we need to closely monitor and take measures to contain the infection. As we used to say during our work meetings at the MOHSW - "God bless Liberia!". Even though I do not live or work there anymore, Liberia will always be in my heart and well wishes. Liberians always believe God will save Liberia and its people...this is one time that God may want to step in and give hope to the Liberians. 

Lone Star Forever!

The best reward

Allow me to paraphrase an old Taoist saying: " The best leaders are those the people hardly know exist. The mark of a successful leader is when the team says WE DID IT!"

I have always believed a leader is only as strong as his/ her team. My work has consistently given the opportunity to build the capacity of my team and others involved in my work. The effort you put in to building a team's capacity is directly proportional to the quality output. Now, what is all this talk about leadership, you may ask? Strengthening health systems has a lot to do with leadership. Building the capacity of workforce and the system requires leadership qualities. That is why I sought a doctorate in public health leadership after my medical degree. I am firm believer that leadership is essential to build and strengthen health systems.

So, what is the exact relationship between leadership and health systems strengthening (HSS)? Allow me to give an example. HSS requires a commitment and buy-in from various stake holders, government and non-government players included. Anyone heard of "From silos to systems"? Strong leadership qualities are an absolute necessity in securing these commitments and buy-in. A successful leader will engage all the players and bring them together to build a strong health system. That is what I have always done in my line of work...engage, secure commitments, and obtain buy-in. It is the first and crucial step towards building/ strengthening a health system.

My work in Liberia is a testament to successful leadership. I can proudly say I was responsible for conceptualizing, operationalizing, and initiating the first and only comprehensive HSS/ capacity building framework for a post-conflict country. It would not be possible without the commitment and support from various stakeholders and my staff. Starting from the Liberian Ministry of Health to international donors like USAID and various NGOs, everyone played a role. I am proud to have created and implemented a framework that facilitated the stakeholders to come together and rebuild Liberia.

Besides stakeholder buy-in, a successful leader is also appreciated by his/ her team. It has been almost six months since I left Liberia and I continue to receive messages from my staff and colleagues about the impact I made in their career. The best message is one I received from an ex-staffer which read "Thank you for all that you have done. WE are now able to work towards rebuilding and strengthening our health system". I capitalized the word "we" to emphasize the mark of a successful leader. The message brought a tear to my eye. I am glad the ex-staffer said "we". I never want things to fall apart after I leave, and I am glad my ex-team is following up and making things happen after my departure. I take pride in them and I am blessed to have had the opportunity to build their capacity, which enables them to continue with the work I started.

A latest message from an ex-colleague in Liberia made me think about leadership today. She wrote "good to know that you are working in Kenya. I know you will help people in Kenya like you helped my career". Am I a successful leader? I may not fit the stereotype of a traditional leader, but I possess some leadership qualities. I will, however, say with certainty that I will continue to build the capacity of people and health systems in order to prove myself as a successful leader in my line of work.

While I appreciate every opportunity I have been given, I am particularly appreciative of the fact that my teams always say "WE DID IT!". The sense of camaraderie among the team members and the stakeholder buy-in will continue to be the best reward of my career.

Onwards and upwards!

What does it mean to build capacity and strengthen a health system??

The one question I have been trying to get answered, since I've been here. I may finally have an answer by the end of this month. I have to warn my friends reading this post: it is going to be all about work, no personal or fun stuff here.

Plato once said "the beginning is the most important part". I always believe the beginning of a project sets a tone for what's to come. One of the preliminary and major tasks of building capacity in health systems is to "define" what building capacity means for the recipient. Some call it developing a "vision". Whatever terminology you may prefer, the common understanding is that the recipient should be able to "define/ envision" what building capacity means for them.

My priority task, since I've arrived in Monrovia, has been to help/ guide/ persuade the Ministry of Health come up with an idea of what building capacity means for them. Why is this important? I'll give you another quote (I am full of these quotes today). To paraphrase what H. James Harrington wrote in Business Process Improvement:

"In order to strengthen/ change a system you have to control it;
in order to control a system you have to understand it;
in order to understand a system you have to measure it"

In my quest to strengthen/ change the health system in Liberia, I realize the need to measure it. Measurement requires definition. That is why I need the ministry to define building capacity and strengthening the health system. I could do it myself (I am thoroughly capable and competent), but I am not here to tell people what to do. I am not a dictator (although, in my spare time, I pretend to be one wearing a ridiculous crown). I am here to help, enable, and advise. So I proposed a few definitions and helped facilitate a discussion. We are making progress in coming up with a common vision.

Few days ago I delivered a talk to the senior leadership at the Ministry. It was well received, they were engaged in the discussion, and the best outcome - they agreed to finalize the vision for capacity building very soon. I am happy about this development. Now that I am gathering stakeholder participation and support - a vital component of strengthening a system - I am focusing on stakeholders at both central and county/ district level. The central ministry has heard (and got on board) with my strategy to build their capacity and strengthen the system, now it is the county and district health departments to get on board. In order to accomplish this buy-in, I will be traveling to the counties - Lofa, Nimba, and Bong - next week. I will present my strategy, introduce the instruments, and seek feedback.

The framework I am following to strengthen Liberian health system and build capacity is the WHO framework. It describes six building blocks that form the basis of a health system. Building Block 6 - Leadership and Governance - is the one that interests me the most. I strongly believe leadership capacity is the one that guides the other five building blocks. Allow me to share a diagram from the WHO framework

Six building blocks of a health system

As you can see, all building blocks work in unison towards creating/ strengthening a health system, but leadership is the one that guides other building blocks.

I believe we need strong leadership and a capacity to govern fairly in order to have a viable health system. Leadership is something that is lacking in the health system here. There are a few people at the central ministry who understand the importance of leadership and see the big picture, like Deputy Health Minister Yah Zolia, but leadership at county and district level is severely lacking. One of my objectives in building capacity for the ministry is to build their leadership capacity. I will be conducting an assessment of current leadership in the ministry - both at the central and county level - to identify issues that plague leadership. This assessment will help us develop a strategy to build leadership capacity.

Of course leadership is only one of the six building blocks of a health system. There are five other blocks for me to focus...and they will all receive due attention. I am using resources from WHO and CDC to create assessment tools for the Liberian ministry. These tools have been adapted and tested in other countries. I have first hand experience with these tools, having adapted and implemented them to health systems in Israel and India. I do not have to tell you that post-conflict systems are a completely different ball game. There are developed systems (US and most of Europe), emerging systems (India), and then there are post-conflict systems. There are not many frameworks/ instruments that have been developed specifically for post-conflict health systems, and that puts the burden on people like me to adapt existing frameworks to post-conflict settings. I like the burden because I like a good challenge. In the beginning I thought it feels like going back to the drawing board, but I have come to realize it is not even that. It is more like understanding that I need a board and pencils to draw, then embarking on a journey to procure the board and pencils before I begin drawing on a board. That's the level of  system in a post-conflict setting. Needless to say, it is challenging but extremely rewarding.

I have a lot of work ahead. We will start assessing baseline capacity next month and that will lead us to developing a capacity building and health system strengthening strategy. Analyzing the data and developing a strategy will take 2-3 months. We intend to start implementing our activities in June. I see a poetic sense of beginning because June is also the rainy season. To me, rain has always symbolized the beginning of a new adventure. It will be perfect for our adventure to begin in June.

I promise the next post will be not as dry as this one. I will add more personal and fun stuff, perhaps some pictures, for my friends.