John Bunnell, a resident of Bali went for nine years, in the war-ravaged Syria logistician for two and a half months to work in an undercover field hospital by Médecins Sans Frontières (MSF) as. Here he shares his experiences from the frontline.
Our field hospitals in Syria were 'Undercover'. First, we ran a hospital in a cave, then it was moved to a non-working farmers a better location, and we were able to fit it the risk of shrapnel or mortar fire to reduce. When I got there, the hospital field has been in operation, albeit in a rough manner. There were always things that can be improved and a constant threat required that the entire hospital could be postponed at short notice to another location. The appearance of the hospital in the interior is quite normal, even though it was obviously needed to be put into operation quickly. The same, old, inflatable operating theater from the cave was used for sanitary and privacy issues. It also has emergency rooms, inpatient and outpatient departments, a very busy maternity ward, we extended and even a mental health component.
helicopter drums and shelling were fairly continuously in the "free" area where we were working. That being said, the hospital was never intended, but you could hear the explosions at any time of day or night; some are much worse than others. MSF was that each sales representative come for the project fully understood the situation they were getting into. It was an object in a war context in its purest form. We had war wounded regularly come in pretty, and some large mass casualties, just before I came. That was to be prepared, our main focus.
I went to the LAF (Log / Admin / Fin). I found the administrative part of the contract inconvenient to the rest of my work. There were big changes in Human Resources (HR), which are needed to make the necessary done a lot of attention. The decision was made in an HR expert brings to give me some relief; making it possible for me to focus on pure logistics. Before the war, Syria was a developed nation, and many of our national staff have been educated to a reasonable degree. I was fortunate to have the help of some excellent national staff in my department towards the end of my mission.
The actual connection of the hospital is not very big, so it was easy to get around. We also had two rental houses in the valley, an ambulance, three mobile clinics and a first aid post, which requires all the attention. My duties brought all aspects of regular MSF logistics, but was told to focus on communication as a priority when I arrived. The communication was very difficult and too much time was spent in the pursuit of it. I think that was well addressed, while I was there.
supply, surprisingly enough, works quite well, relatively speaking. We were able to get some very simple things from the community-nails, cement, gravel, drums and staple. The majority of medicines and other medical supplies have been lawfully placed through legal border crossings; other more common objects were regularly moved across the border at a plurality of intersections with a variety of means. All this need required a lot of good contacts and networks, to ensure that we received the medicines and supplies quickly to the medical team for their work. All these movements, including the crossing of the staff were some of the most amazing I've seen in my life. Movements and crossings from day to day and sometimes changed by the minute. I was amazed at how our employees deducted these situations on a regular basis!
In Syria security was also on the top of the list of priorities. We had some unfortunate incidents in which people came with weapons. No one was hurt, but it was disconcerting to say the least. This made us to quickly see how these needs be corrected immediately. It is a fundamental principle of MSF projects around the world that we all, the medical needs help treat, including soldiers or rebels, but all weapons must remain outside the MSF plant.
In a war context, it was inevitable incidents that could threaten the safety of our employees and patients. Physical changes were to help at the end of my mission taken to the hospital to solve these important problems. I was mainly in the practical aspect of the security concerned the watchmen -Education, doing physical installations of receipt, the people come to the hospital to screen and make it be a gun-free zone. We set an input, where the staff and patients are screened before they entered into the vicinity of the hospital. There are "layers of barriers" or various stations before is could in there one for mass casualties, for the registration of patients and for the staff.
Daily safety meetings were an important part of our day. The coordinator field and instead I followed along with the medical focus and safety consultants, by another daily meetings in the morning, which involved the whole team. On regular days, we met twice a day. On bad days, we had a lot more! I have never seen such a comprehensive security meeting in any other mission.
The safety meetings are not just for the safety of personnel, but also for what might the next when it will happen, we expect an influx of patients, what kind of injuries we expect that might work and treat cases of patients that is necessary, we do have enough supplies, are there going to mass casualties or only one hand ~~ POS = TRUNC of wounded people.
It was a very difficult task, because we. In a war Even if there ever was one of my best missions, it was a very sad and terrible situation for Syria. I would go back if they asked me, but.
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