I would like to bring your attention to an event, “Sounds of Maldives” planned to be held at Kuda Bandos on May 19, 2011.
I cannot understand why the Maldives Government banned discos organised for the New Year’s Eve celebrations in 2009 and now take no such action for such events that are contrary to Islam.
Sounds of Maldives could have been held in Male’, there is certainly some reason why the event is scheduled to be held out of Male’, youngsters can easily smuggle bottles of liquor in their backpacks to Kuda Bandos.
I strongly condemn this and ask you to call the Maldives Government to stop this.
Yours Faithfully,
Enaz
All letters are the sole view of the author and do not reflect the editorial policy of Minivan News. If you would like to write a letter, please submit it to [email protected]
The Islamic Foundation of the Maldives is holding an international Islamic event in Sri Lanka on May 22, 2011: ‘Da’wah Islamiyya at Colombo 2011’.
“The event consists of two religious lectures conducted by popular preacher Sheikh Ibrahim Fareed Ahmed and Sheikh Izzadeen Adnan, followed by a Q&A session,” the foundation said in a statement.
The sermons will be aimed at Maldivians living in Sri Lanka, and will be conducted in Dhivehi.
“Da’wah Islamiyya at Colombo 2011” will be held on May 22 at 4:30pm at Shahran Banquet Hall, 56 Hospital Road, Dehiwala.
Tourism authorities in the Maldives have withdrawn the country from the New7Wonders campaign, after claiming the private company behind the competition began demanding increasingly high fees in order for the Maldives to compete meaningfully for the remainder of the competition.
The decision was made during Tuesday’s cabinet session after weeks of deliberation between the Ministry of Tourism Arts and Culture, the Maldives Marketing and Public Relations Corporation (MMPRC) and industry stakeholders.
State Minister for Tourism Thoyyib Mohamed announced at a press conference on Wednesday morning that the Maldives was withdrawing from the competition “because of the unexpected demands for large sums of money from the New7Wonders organisers. We no longer feel that continued participation is in the economic interests of the Maldives.”
The Maldives has only invested US$12,000 over the lifespan of the campaign, mostly significantly on banners and voting terminals at Male’ International Airport, Thoyyib said.
Minivan News understands that the company behind New7Wonders, the ‘New Open World Corporation’ (NOWC), initially levied a US$199 participation fee upon signing of the initial contract in early 2009.
However, once the Maldives was announced as a finalist, NOWC began soliciting additional fees and expenses not clearly articulated in the original contract, which tourism authorities estimate will cost the Maldives upwards of half a million dollars.
Requests have so fair included ‘sponsorship fees’ (‘platinum’ at US$350,000, or two ‘gold’ at US$210,000 each), and funding of a ‘World Tour’ event whereby the Maldives would pay for a delegation of people to visit the country, provide hot air balloon rides, press trips, flights, accommodation and communications. According to tourism authorities, these services would amount to a total cost to the country’s economy of over US$500,000.
Minivan News understands that NOWC also attempted to charge telecom provider Dhiraagu US$1 million for the right to participate in the New7Wonders campaign – approximately US$3 for every citizen in the Maldives – a fee that was dropped to half a million when the telco complained about the price.
When tourism authorities expressed concern about the skyrocketing cost of participating in the competition, billed as a global democratic selection of the new seven wonders, NOWC expressed sympathy for the Maldives’ economic situation and instructed it to solicit money from the resort industry.
“We require sponsorship if you are going to benefit from a full World Tour visit,” a company representative said in correspondence obtained by Minivan News. “We believe it is perfectly within the financial means of the leading resorts, when combined, to afford this sponsor fee (especially considering the extraordinary image, economic and marketing benefit it brings to the Maldives and therefore to their businesses).”
The correspondence reveals that should the Maldives be unable to provide the money demanded by NOWC, it would be offered an alternative “protocol visit to your capital city, lasting one day. This visit includes the presentation of a certificate to the appropriate authority and a short press conference. The N7W team arrives in the morning and leaves the same day.”
New7Wonders emphasised however that “during our first campaign (for the man-made wonders) all the seven winners had very strong and exciting World Tour visits.”
In the terms and conditions on the organisation’s website concerning participating candidates, NOWC “ultimately decides whether a nominee, candidate or wonder is able to participate and or retain its status in the New7Wonders campaigns.”
Vague terms such as ‘non-compliance’ “may result in the temporary suspension of the participating nominee, candidate or wonder from that country. Persistent or un-remedied non-compliance may result in the permanent elimination of a nominee, candidate or wonder.”
“Essentially we’re paying a license fee for the right to throw a party, at our own cost, for an unproven return,” a senior tourism official told Minivan News, suggesting that claims a billion people were voting in the competition did not add up, as the Maldives had fluctuated wildly between 19th and 2nd and the tally was not transparent.
Furthermore, “any media that drops its price 50 percent at the first complaint is totally unprofessional, and in a mature media market this is considered highly unusual and poor practice. It means they haven’t justified the original cost,” the source said.
Not alone
The Maldives is not the only country to have been stung by surprise demands for sponsorship cash, not clearly outlined in the contract. NOWC reportedly demanded US$10 million in licensing fees from tourism authorities in Indonesia, which had fielded the Komodo national park as a wonder, and required that it foot an estimated US$35 million bill to host the World Tour event.
In February this year, the Jakarta Post reported the country’s Tourism Minister Jero Wacik as stating that the Ministry had received a letter on December 29, 2010 claiming that NOWC would “suspend” Komodo from the list of finalists if it refused to pay the US$10 million license fee.
“It’s not fair and irrational,” Wacik said. “I refuse to be extorted by anyone, including this NGO. I thought these are about votes, if the world votes for it, then it will win, what does that have to do with hosting the event?”
N7W founder Bernard Weber, "filmmaker, aviator, adventurer".
In response, New7Wonders founder Bernard Weber, a Swiss-born Canadian who describes himself as a “filmmaker, aviator and adventurer”, accused the Indonesian Ministry of Culture and Tourism of “reacting with malicious misinformation, invented financial commitments and prejudicial action to cover up for an apparent lack of moral responsibility and duty. In my view, with this behaviour, the Ministry has also reduced the chances for Indonesia to host other major global events that create goodwill in the world, such as the Olympics or the World Cup.”
He then announced that New7Wonders was revoking Indonesia’s Ministry of Culture and Tourism from its status as ‘Official Supporting Committee’ for Komodo, claiming that “last week strengthened the case for us to withdraw from Indonesia completely. If we depended on the Ministry, then today we would be forced to announce a complete pull-out.”
Although the New7Wonders site contains a link ‘United Nations Partnership’, the UN’s World Heritage body UNESCO in 2007 disavowed participation in the first New7Wonders campaign, claiming it was “a private initiative by Bernard Weber” with whom the organisation had decided “not to collaborate”.
“There is no comparison between Mr Weber’s mediatised campaign and the scientific and educational work resulting from the inscription of sites on UNESCO’s World Heritage List. The list of the 7 New Wonders of the World will be the result of a private undertaking, reflecting only the opinions of those with access to the Internet and not the entire world. This initiative cannot, in any significant and sustainable manner, contribute to the preservation of sites elected by this public,” UNESCO stated.
After the world’s sole remaining ancient wonder of the world, the Pyramids of Giza, failed to garner enough votes in Weber’s first New7Wonders campaign, Egyptian Culture Minister Farouq Hosni criticised the project as “absurd” and described its creator as “a man concerned primarily with self-promotion”. The pyramids were subsequently made an ‘honorary’ wonder of the world.
The fate of the money apparently now being paid to NOWC by tourism authorities all over the world is unclear, although New7Wonders claims on its site that funds from the first campaign “have been entirely used to fund the running and campaign costs. The mission is thus to create a surplus during the current New7Wonders of Nature campaign which ends in 2011.”
Funds beyond that, the site states, are used “to set up and run the global New7Wonders voting platform, to run the first campaign that chose the Official New 7 Wonders of the World, to run the current campaign electing the Official New7Wonders of Nature, to run the New7Wonders organisation, [and] to create a surplus for distribution.”
Fifty percent of its surplus net revenues, the site states, are pledged “ to the main New7Wonders Foundation cause: the promotion of Global Memory, specifically the documentation and 3D virtual recording of all New7Wonders.”
Minivan News confirmed that a ‘New7Wonders Foundation’ is registered in the Swiss canton of Zurich as a charitable foundation, however the New7Wonders own website describes it as “a major, global-scale proof of a business concept based on mass virtual online dynamics creating concrete economic positive outcomes in the real world”, and the contract signed with the Maldives gives NOWC’s address as a law firm in the Republic of Panama.
Responding to enquiries from Minivan News, New7Wonders Spokesperson Eamonn Fitzgerald said the Maldives remained in the competition despite the government’s decision.
“We accept the resignation of the Ministry [of Tourism] as Official Supporting Committee (OSC), and we plan in due course to replace them therefore with a new OSC,” he said.
“As we enter the final months of the campaign we clearly see the difference between those who are ready for the unique opportunity of participating in the New7Wonders of Nature — such as the people and workers of the Maldives, who remain strong and active supporters — and those who are not able to step up to the challenge for whatever reason. New7Wonders always listens to the people, the voters, first, and therefore I can confirm to all the fans of the Maldives from all over the world, who are actively campaigning and voting, that they will be able to continue doing so.”
Fitzgerald further denied New7Wonders had requested sponsorship from the Maldivian government.
“We have offered the opportunity for Maldivian companies to come on board as sponsors, in the same way as other global events and campaigns are sponsored,” he claimed.
Asked whether the organisation was a charitable foundation or a commercial enterprise, Fitzgerald claimed it was both.
“At the heart of New7Wonders is the officially Swiss-registered not-for-profit Foundation, the New7Wonders Foundation. As with other Foundations, who cannot themselves by statute operate commercially, New7Wonders has formally transferred the commercial operation to its licensing company, New Open World Corporation, which then runs the commercial aspects.”
Addendum: This story has been updated to include a response from NOWC, received subsequent to publication.
Former President of the Human Rights Commission of the Maldives (HRCM), Ahmed Saleem has joined the ruling Maldivian Democratic Party (MDP), acknowledging the party’s support for his reelection to the Human Rights Commission of the Maldives (HRCM).
“When I ran for the membership of HRCM, they issued a three-line whip to vote for me. They backed me when I ran for the membership of MBC’s board as well,” said Saleem, who was voted out of the position by the opposition majority parliament.
“I served the government for 42 years yet they rendered me unneeded. But MDP supported me even then.”
Saleem said he had “always held a firm belief in human rights and democracy and I strongly support MDP’s policy on democracy and human rights.”
“I believe that without those political parties will not exist either. I want to make use of what I’ve learned from the human rights field,” he said.
The Maldives’ Foreign Minister Ahmed Naseem is currently visiting Israel, the first foreign minister from the country to do so.
Israel’s Ministry of Foreign Affairs said in a statement that during his visit from May 16-20 Naseem would meet Israeli President Shimon Peres and have dinner with Deputy Prime Minister and Minister of Foreign Affairs Avigdor Liberman, lay a wreath at Yad Vashem and visit other sites throughout the country.
Naseem also yesterday met with officials of the Palestinian Authority in Ramallah, including President Mahmoud Abbas, and discussed issues relating to the peace process and the Palestinian reconciliation agreement.
Palestine’s News and Information Agency reported Abbas as saying that the peace process had stalled due to Israel’s refusal to stop settlement activities and terms of references for the peace process. Naseem reportedly expressed support for the declaration of a Palestinian state with East Jerusalem as its capital.
The Israeli Foreign Ministry meanwhile noted that “Israel and the Republic of Maldives have enjoyed diplomatic relations since 1965, [which] were suspended in 1974. Israel was the third state to recognise the Muslim island nation and its ambassador was the first to present his credentials to the president of the Maldives,”
“Relations began to improve at the beginning of the 1990’s. The present government maintains relations of appreciation and friendship with Israel; the two states have signed three agreements in the fields of health, tourism and education.”
Visiting eye surgeons from the Israeli ‘Eyes from Zion’ NGO were recently met by large protests, the burning of Israeli flags in Republic Square and claims from several local religious NGOs that the doctors were seeking to “illegally harvesting organs from non-Jews around the world.”
Former President Maumoon Abdul Gayoom’s faction of the opposition Dhivehi Rayyithunge Party (DRP) has held a press conference calling on the public to be aware of false text messages circulated in the name of Gayoom’s daughter, Dhunya Maumoon.
Faction member MP Ahmed Nihan said the texts are being sent to different persons using mobile phone applications that can send texts under false numbers without the knowledge of the owner of the number.
“The texts say that Zaeem [an honorific for the former President] has fallen ill and is in a very critical condition.’’
‘’Since yesterday morning the persons who are doing this have been texting to different numbers using Dhunya’s mobile number, and people have been very concerned thinking that it was Dhunya who texted them,’’ Nihan said.
Nihan claimed the fraudsters “have been doing this either to mislead the public or to infuriate senior officials of the Z-DRP.”
‘’We don’t know who is doing this. The [ruling] Maldivian Democratic Party (MDP) supporters re most likely to do things like that,’’ he claimed, “But considering the current situation we can’t say, it might even be someone amongst us.’’
Furthermore, Nihan called supporters of Z-DRP faction to clarify with senior officials if they received any sort of concerning text.
‘’We will try to identify those responsible for this and will take action against them,’’ he said, adding that Gayoom was currently in a very ‘’fit and healthy condition.’’
In a referendum held on August 18, 2007, 60 percent of the people of the Maldives overwhelmingly decided on a Presidential system of government.
In 2008 a new Constitution came into force, taking into consideration the doctrine of the separation of powers and incorporating the ideas of checks and balances.
The executive branch separated from the legislative, and the judiciary began working independently. The Constitution is clear about the extent of the powers of each entity, the demarcations clearly drawn.
The powers and duties of the President, elected directly by the people, are clearly defined by the Constitution. There is a clear demarcation line drawn between the two spheres of influence: the legislative branch and the executive. It allows the separate powers to act independently while understanding the need for co-operation between these entities.
The legislature, staffed by members directly elected by the people, is a kind of deliberative assembly with the power to pass, amend and repeal laws. Article 5 of the Constitution vests the Peoples’ Majlis with all the power to enact necessary legislation.
In addition, the legislature has the authority to pass bills related to the lowering or raising of taxes, adopting the national budget and related money bills.
The executive branch is unipersonal, meaning that all executive power lies with the President. Members of the Cabinet are appointed by the President, held legally responsible, and are expected to implement the policies of the executive, the legislative and the judicial branches of the government. It is the President’s prerogative under the Presidential system to direct members of the Cabinet, the military or any officer or employees of the executive branch.
The President’s power, however, does not extend into the domain of the judiciary: he generally has no power to dismiss or pass orders to judges.
The fact that a Presidential system seperates the executive from the legislature is sometimes held up as an advantage, in that each branch may scrutinize the actions of the other.
The question we are grappling with here is whether the legislature has the power under the Constitution to announce for applicants, interview, shortlist and hire members into State institutions.
While the Presidential system empowers legislative approval of Presidential nominations to the Cabinet as well as various other government posts such as judges and members of independent commissions, it does not allow the legislature to encroach into this sphere of influence that is specifically the domain of executive power.
A clear line has to be drawn between nomination and appointment of members of state institutions within the executive domain and approval and accountability which is the prerogative of the legislature.
All comment pieces are the sole view of the author and do not reflect the editorial policy of Minivan News. If you would like to write an opinion piece, please send proposals to [email protected]
Cathy Waters is the new Chief Executive of Indira Gandhi Memorial Hospital (IGMH), the main hospital in the Maldives. She is one of three foreign medical experts brought out by the UK-based Friends of Maldives NGO and the Maldives High Commission to improve the country’s standard of medical treatment, alongside Medical Director Dr Rob Primhak and Nursing Director Liz Ambler.
JJ Robinson: How did your role at IGMH come about?
Cathy Waters: I’ve been on holiday to the Maldives many times, but it’s been a very different experience living and working here, compared to the sanitised version [of the country] you get at the resorts.
I knew nothing about Friends of Maldives – instead a friend of mine sent me an advert in the Health Services Journal, and said “This is the job for you.” I thought it was interesting, was interviewed in December and found myself out here very quickly, in February.
My background is 28 years working in the UK’s National Health Service (NHS), starting as a clinical nurse and working my way up. For the last 15 years I’ve been working in management, and the last eight as Chief Executive of a primary care trust, which commissions health care services.
I’ve had lot of exposure training and working in hospitals, as well as the broader healthcare system. I left the NHS three years ago and worked in a small management consultancy in the UK, which involved going into companies that were facing problems, and working with them to solve those and bring about change.
My last big contract involved working with big local authority in London than needed a transformational change. In reality it meant making significant savings – we had to make 80 people redundant.
JJR: What was your understanding and knowledge of what the position involved before you arrived?
CW: I understood that IGMH is one of five entities that comes under the umbrella of the Male’ Heath services Corporation (MHSC), IGMH being the largest entity, at about 90 percent.
I knew they needed to make significant changes to patient care, and the overall environment for patients. I knew IGMH needed change, which was part of attraction for me as it was somewhere I could utilise all the skills I had to bring about that change.
I also knew it was a hospital that people care passionately about. There’s a real sense that it belongs to the community and that we should be providing high quality services.
One of the things I noticed early on was that staff morale was very low, and people were unsure about what was happening with the organisation and had all sorts of concerns about the future. One of the things I did when I started was observe what going on and try to be very visible as a chief executive, spending time with the doctors and in the labour ward.
A new executive nurse director Liz Ambler is already here, and a Medical Director Dr Rob Primhak will be joining in July, so together we want to be able to demonstrate importance of management staff and clinical teams working closely together. We need to break down some of those barriers and reduce the divide between management and clinical services.
JJR: You arrived three months ago on the tail end of the collapse of the Apollo deal, a 15 year agreement signed in January 2010 with India’s Apollo Hospital Group to manage IGMH. What actually happened?
CW: I did read about Apollo. My understanding was that they wanted to bring about significant change but they wanted significant resources to do that, and that wasn’t an option. One of the things I’m very clear about is that we need to bring about significant change, but within the existing budget. That might involve reviewing everything we do as an organisation.
Unless we can find resources elsewhere we have to work within the budget we’ve got. That’s quite a challenge, because previously there may not have been the same budgetary controls [there are now]. We have to be careful how we utilise our very precious resources.
JJR: What parallels have there been so far with your earlier experience?
CW: Working in an organisation where there are significant financial challenges, and working in an organisation where patient needs are very clearly evident. The population is very vocal about what they want and need – some of that is about manging expectations.
One of the things I know we need address is that people can’t access doctors as quickly as they want. We need to increase outpatient appointments. At the same time there is no system of triage, or prioritisation of the emergency room, which we are now developing.
JJR: It’s true that many people claim the quickest way to get an appointment is to have the mobile number of a friendly doctor.
CW: We have a Maldivian ER consultant in training who is coming back to develop a triage system and ensure those patients who need to be urgently seen are seen straight away, or that those with minor ailments are seen by someone else, or not as quickly.
From what I understand there isn’t a word in Dhivehi that translates into ‘urgent’. We have quite a lot of work to do to make sure patients get to the right place at the right time.
One thing common to people working in the NHS and IGMH is that staff are passionate about what they do. We have to channel that in a positive way. We need to engage staff in decisions rather than it being a top-down management style.
This means helping them to be part of the decision making process, which can be difficult to get your head around. The key groups are patients and staff – happy patients mean staff are pleased they are doing a good job, equally, happy staff are more likely to perform well.
Sometimes it’s very simple stuff – such as saying ‘Thank you, well done.’ I don’t think that’s happened here very often. It doesn’t take a lot to say thank you.
The work that went into planning for mass causalities for the Friday of the recent protests was great. It was a really great example of working as a team and getting everything ready for an influx of casualties.
I recognised the hard work that had gone in so I made sure I came in on the Friday and was part of what was going on, so staff felt supported, and afterwards I wrote a thank you memo. Simple stuff like that makes people feel valued for what they are doing.
IGMH was gifted to the Maldives by the Indian government
JJR: What have been some of the key cultural challenges?
CW: There is a very, very different work ethic to the UK. Some of the things I’ve found very different and very frustrating are about how people manage their time, and motivating people to work. That’s a huge issue.
Getting people to plan ahead and put processes together is challenging. One exciting project is expanding the intensive care unit – I said we need a proper process and justification of the expansion, a proper plan about how we are going to do this. For me there’s a discipline to this, but it’s not always the way things have been done.
Also different and very distinct to IGMH is the lack of use of email – staff still attempt to use memos. I’m trying to encourage the use of email, and encourage people to think ahead and write agendas for meetings.
JJR: On other side of the cultural question, what has been the reaction among staff to a foreigner coming in as a top-level manager?
CW: Inevitably there’s been a degree of suspicion at someone new coming in, at someone from the UK coming in and imposing their views. For me what has been important is how we work with people and lead. I firmly believe that how you lead is important – working with staff, rather than telling them what to do. You do need boundaries and parameters, but people need a sense of direction, and permission to do things themselves.
The other issue is that my contract is for a year with the possibility of extending to two years. Whatever I do, I will feel I’ve failed if I haven’t managed to find someone in IGMH to transfer leadership skills to, and leave a positive legacy. The worst thing would be for me to do would be to go back to the UK and for things to tumble down. That would be an absolute failure on my part.
JJR: How did these obstacles come across? Were there initial difficulties?
CW: People have been very accommodating and very welcoming. I’ve convinced people that they don’t need to stand up when I walk into the room, which was very traditional, and I don’t expect people to call me “ma’am”. People generally been very welcoming. There’s been a few challenges with language barriers, although this has proved less of a problem than I thought it would be. I have very good support in meetings- I might do an overhead presentation, and it is translated into Dhivehi. Unfortunately I’m failing miserably at learn Dhivehi words. Generally people have been helpful and make sure I’m involved in what’s going on.
JJR: What are some of the unique characteristics of the Maldivian hospital-going public?
CW: They are very demanding, and very quick to blame the doctors if things go wrong. Inevitably in a hospital things go wrong, by the very nature of the work we do. And because IGMH is the country’s main hospital, we inevitably get the more complicated and high-risk cases. People are quick to be cutting.
Equally the general public should demand good care, and rightly get that care.
We need to work to enhance communication. One of the things I’ve noticed that is quite different from UK is that different departments still work in silos. We’re trying to break down these silos and get people to work across the organisation.
JJR: There has previously been conflict and misunderstandings between Maldivian doctors and foreign doctors working at the hospital, amid the cultural challenges of having a high turnover of foreign medical staff. Is this something you have observed?
CW: It fascinating that the hospitial talks about ‘Maldivian doctors’ and ‘foreign doctors’ as though they are completely different. Part of the problem I think for the Maldivian doctors who are very dedicated and are here for the duration is that they don’t get some of the benefits expatriate doctors get, such as support with their accommodation. Inevitably that brings some degree of conflict.
Expat doctors are also here for a short time, and I’m making a huge generalisation, but the commitment of some of them may not be as high as that of the Maldivian doctors. Some of that is the sort of contract we have for expatriate doctors, and that needs to be reviewed. Some of the expatriate doctors see IGMH as a staging post to get broader experience and go off to somewhere else, which must be quite annoying for the Maldivian doctors.
We’re trying to move to a position where as much of the workforce as possible is Maldivian, but inevitably that takes time.
JJR: What about the training of local staff, such as nurses?
CW: We have a good relationship with the Faculty of Health, and more Maldivian nurses are coming back into the system. Liz [Ambler] is very keen on in-service training to make sure we are training effectively, and Dr Rob [Primhak]’s background is in education so I’m sure he’ll be keen to ensure high standards of education and training when he starts in July. It’s an area we’re developing.
JJR: How have you found living in Male’?
CW: We’ve settled in well. My husband is semi-retired; he used to be a director of Mental Health Services. He’s made a decision not to work at the moment – he’s a diver and he’s doing his diver master training and really enjoying it.
One of my worries at the hospital is that we haven’t got the facilities to care for patients at the acute stages of mental health problems, and we haven’t necessarily got the right staff.
JJR: What do you think of the relationship the hospital has with the community, and what did the outcry over the widely reported ‘baby decapitation’ incident tell you about that relationship (the head of a deceased newborn had to be surgically removed during labour after its shoulders became stuck during delivery, endangering the mother).
CW: I had only been here a few weeks when that happened. Without going into the details, what surprised me was how quickly quite confidential details about the patient and the case were spreading like wildfire across Male’.
Understandably there was a lot of anger and concern, and fear generated. One of the key learning points for IGMH was how we need to handle that more effectively with the media – we didn’t handle that very well at all. It’s in the hands of lawyers now – it was a tragic and very unfortunate case, and a very emotive situation. From the hospital’s perspective we did all the necessary investigations that we needed to do.
JJR: Does it come back to this recurring mistrust of doctors?
CW: That’s one of the things I’ve picked up on – there is this mistrust. We still have to rebuild that, because we have some fantastic doctors and clinical staff in IGMH, and inevitably when we have high profile cases like that it creates more damage for the medical profession, which bore the brunt of that incident. We need to be more proactive about how we talk about some of the great things that happen in the hospital.
I’m not sure Male’ is ready for it, but I’d like to start a patient involvement group – a number of people from the community who work with us to improve what we do in the hospital. We do that a lot in the UK, but I’m not sure people here would be interested in doing that yet. It does help people understand the challenges we face as an organisation on a daily basis.
The President has appointed an envoy to work with the hospital. He has already brought through some significant changes in terms of the environment. It’s looking much better when people come in, and the outpatient area is now air-conditioned.
We need to focus on what we need to do to implement quality of care and improving access – there are hundreds of things need to do, but have to manage expectations.
One of the things we want to introduce is catering – at the moment patients’ relatives have to bring food in for them. That’s so different to the UK – nutrition is so important to a patient’s recovery. We want to try and introduce a catering service before the end of the year, so patients get a better service.
JJR: What are the hospital’s key strengths and weaknesses at the moment, aside from the shortage of mental health support you mentioned earlier?
CW: One area we do need to improve on is diagnostic capacity, and tools for helping diagnose. We are going to get a mammogram machine, which will have the facility to do biopsies, and we are going to get an MRI scanner which will improve diagnostics.
One of the key problems we have is access to equipment and medical consumables. We’ve put new processes and deals in place which will hopefully improve that, but I didn’t realise until I lived here that absolutely everything has to be imported. We are reliant on things coming in a timely way, and I don’t think that just affects us.
We also have a hospital kindly donated by the Indian government, but inevitably the building itself is in need of renovation. It was fit for purpose then but with the influx of people living in Male’ the need for services is huge. We have 500-600 patients a day, sometimes more, and the building is almost too small now. We have to look at how we take care of it and develop a more modern facility.
One of our big concerns in relation to the operating theatre is lack of anaesthetists. We have to pay a premium for them to come, as there’s international shortage. That’s a real problem for delivering key services.
Those are some of the key areas. We have a good team paediatricians, and a very busy but effective neonatal intensive care unit with 20 cots.
JJR: Is it difficult to attract people to come and live and work in the Maldives?
CW: I think it’s becoming more difficult now because of the dollar situation, and the cost of accommodation in Male’. The MHSC provides accommodation to doctors as part of their package, but nevertheless food prices and living expenses are going up.
A big problem is paying people in rufiya – the expats who come and work in the Maldives want to send part of their salary home but banks are struggling to enable them to send dollars. That seems to be a very major problem at the moment.
The big thing is making sure there is the right commitment from expatriates to stay and make a positive difference. There’s got to be some way of making the working conditions right for the Maldivian doctors as well. They are the life of the organisation, and we are dependent on making sure they don’t move elsewhere.
We are in the process of expanding inpatient facilities, and renovating the old staff quarters into more private facilities. We will have 56 beds finished in late summer, and we have also signed an agreement with the 11 storey building next to IGMH to provide 72 beds. This time next year we will have a significant increase in the number of beds, but that brings its own problems, such as where we are going to get staff. We’re trying to make sure there is joined-up thinking going on.
The opposition Dhivehi Rayyithunge Party (DRP) led by Ahmed Thasmeen Ali has lodged a complaint with the Elections Commission (EC) alleging that the party’s Z-DRP faction, led by former President Maumoon Abdul Gayoom, had misappropriated DRP’s name and logo to conduct unauthorised political activities, and requested the EC take action against the faction.
DRP Spokesperson Ibrahim ‘Mavota’ Shareef told Minivan News that the party’s real concern was not that the faction was using its logo and name, which DRP MP Nihan has claimed he designed and retained rights to.
‘’It is a much greater concern when people claiming to represent [the party’s] administration and claiming to work to protect the rule of law come out and start violating those laws,’’ said Shareef. ‘’If that is the case, the public might develop a habit of disrespecting the law, and the whole nation may be affected because of this.’’
Shareef explained that the public was “new to democracy” and the principles of it, and said that leaders needed to set an example.
‘’We might think this is very funny and that this is a joke,’’ he said. ‘’But it’s much more dangerous than we thought, and it has more concerns behind it.’’
Shareef said that all political parties should respect their charters and follow it, “for it is not Gayoom’s, Thasmeen’s or my idea.”
‘’Humans do not last forever, and neither does the person in the leadership position, but when people fade away there will be the charter left behind,’’ Shareef said. ‘’That is why people need to follow it, otherwise when the leader dies, the party will die with him.’’
Furthermore, Shareef said that if the country goes on moving in the same direction, “tomorrow one might take an oath and say ‘I am the president now, see I have more supporters than the current president, see all those people who come out for protests whenever I ask.’’’
MP with the Z-DRP faction Ahmed Mahlouf and Umar Naseer did not respond to Minivan News at time of press, while MP Ahmed Nihan was unavailable.
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