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{
    "id": 784584,
    "url": "https://info.mzalendo.com/api/v0.1/hansard/entries/784584/?format=api",
    "text_counter": 113,
    "type": "speech",
    "speaker_name": "Hon. (Dr.) Mohamed Mohamud",
    "speaker_title": "",
    "speaker": {
        "id": 74,
        "legal_name": "Ali Mohamud Mohamed",
        "slug": "ali-mohamud-mohamed"
    },
    "content": "Can Members please reduce the volume of their consultations? In simple terms, there is incapacitation of an institution due to a surge in patient traffic that is compounded by inadequate beds, inadequate equipment, inadequate service, over referral from counties and overwhelming walk-in- patients. These are critical and crucial matters that our Committee has identified: these issues require examination and work. How do we address some of these things? Resource allocation is one of the principle things we can look at. The hospital has not been getting adequate resources. We need to manage and support the current meager resources to absolute maximum capacity. When we visited Kenyatta National Hospital, we actually found a pathetic situation where patients were lying on the floor. That is unacceptable in the 21st Century and in a middle income earning nation. Therefore, funding has been absolutely inadequate. It is also important to reallocate resources expeditiously to places where patients need the services to avoid overwhelming referral by supporting other health care levels like Level 4 and 5 hospitals in nearby counties. For example, if Machakos and Kajiado are supported, because they are close, they can be able to take much of the work of that hospital. That is crucial and important. What is also important is that in our counties, mashinani, as they are called, the Level 4 and Level 5 hospitals should have specialists who support those institutions. Therefore, the surge of patients to Kenyatta National Hospital will dramatically drop. That is one of the observations we made. If we leave Kenyatta National Hospital on auto-pilot, then we are heading to doom. It is more or less, without resources or without examining the crucial challenges and without supporting the processes to which the hospital can grow further and support our society and our growing population, then we have left it on auto-pilot; which is not good. We must allocate enough resources to this very invaluable resource. While training health personnel in 2014 for the control of Ebola, I mentioned collective responsibility. It is the way forward for health personnel to reach greater heights in the institution they work in. Therefore, that becomes a very important factor because it brings harmony in the institution’s workforce. Human resources for health calls for collective work and moving forward. That is how I look at it. In one of my books on transforming public health in developing nations, I dwell much on health systems performance as the corner-stone of a nation’s health and wellbeing. The principal argument in my book is that the root causes of health systems failures is something that comes from within a health institution. Having said that, there are multiple external forces that can bedevil health systems and bring them crumbling on their knees. I, therefore, think that this Report is very crucial. Wajir South Hospital in my constituency has not been supported simply because it does not have enough health personnel because it is too remote and far away. We want to inculcate, in our future health professionals, the value of accepting to serve in any part of the country. I urge this House to adopt this report. I beg to second the Motion."
}