“I know that with my hands and my head, I can provide for myself” - Salamatou Traoré (Niger) - 2/4
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We are in conversation with Mrs Salamatou Traoré from Niger. In the first part of our conversation, we talked about what inspired her choice to build a career in healthcare. In this second part, we continue our discussion with a focus on her public health career.
You told me how you decided to start a career in public health. Could you tell me about some of the milestones in your career?
In 1983, I worked in a renowned public maternity ward as a supervisor. There wasn’t enough space for all the patients suffering from fistula. Only 9 beds were available, while there were more than 20 women with fistula. We saved the beds for serious or urgent cases, but all the other women had to be outside under the sheds.
When I was promoted to the position of director at another maternity facility in the Lamor Dieng district, I had almost 32 empty beds, because they were all saved for deliveries, and there was rarely more than one delivery per day. One day, I asked my boss who was also my professor, a Frenchman named Dr. Bianchi, if I could transfer the women from the other maternity ward. In this facility, they were taken care of completely. From 1983 to 1988, they stayed with me in Lamor Dieng. We took care of them. They had free food and access to cleaning products such as soap, thanks to the maternity allocations and the donations we sometimes received. We would cure infections and prepare them for surgery, and before they were discharged, we made them undergo physical examinations to avoid having them go back home with infections without even knowing.
It was really good, and I educated these patients. During their stay, we taught them hygiene rules, the causes and consequences of what they had experienced, and how to be safe after they returned home. We also did their pre-operative check-up.
This is amazing.
But it didn't last. When I was appointed director of the referral maternity hospital five years later, they got kicked out of the maternity hospital in Lamor Dieng and had to come back to the Central Hospital, under the sheds.
That’s still a great success, despite the hardship! Tell me about one of the most difficult decisions you had to make in your career in public healthcare?
It was in 1991 when I worked as the director of the Issaka Gazobi Maternity Hospital also known as the Central. I made the decision to leave the board. I was disappointed by my staff who didn’t like to work. In my former position in Lamor Dieng, I managed to convince the whole staff of the importance of cleanliness. As soon as I arrived, I would start by checking the cleanliness of the toilets before even going to my office. The hospital was as clean as a private clinic.
When I arrived at the Central Hospital, I did my best to train the public service staff, but I didn’t succeed. On Fridays, when we had to clean the maternity ward thoroughly, everyone would run away making excuses: “My husband is sick”; “My child has a doctor’s appointment”…I remember one Friday when there was hardly anyone to clean, so I took out my cleaning products (which I sometimes bought with my own money) and cleaned the ward myself, with three staff members. We disinfected everything.
I returned to the office with my clothes all wet. I sat down with my head in my hands. I said to myself: “What I am doing in this department is not the work of a midwife; it is not the kind of work I should have at this level. I can do more than just be mean to these people”. So, I took a sheet of paper. I put in a request for voluntary departure, and I went to my professor and said, “Dr. Bianchi, I'm going to leave Central”. He listened to me and then he burst out laughing. He told me, “I knew you were wasting your time”. It was an encouragement.
Did you have any doubts about your decision at all?
When you’re looking for a solution, you don’t know what is fair and what isn’t. As soon as you find a solution, right or wrong, you feel comfortable.
People were shocked, whether it was my coworkers or the Ministry’s staff after they received my letter. They kept asking, “A director who resigns? How is that possible? Why are you leaving?” I told them, “I don’t have anything more than anyone else; I know I’m serving my country, but I can only go so far.” The whole situation disgusted me because I was being mean to everybody. So, I quit and left.
You had no fears for the future?
I said to myself “I’ll start a private clinic and see what I can do.” If it didn’t work out, as a midwife I could still work in other clinics. It’s something I was already doing from time to time to help them with deliveries and all that. I know that with my hands and my head, I can provide for myself. I was at peace. I know I disappointed some people who thought I cared about this maternity ward because it was the referral maternity hospital. But then they realised that I came and did more.
Was there a time when you felt that other people truly recognised your contributions?
Before I resigned, I met Mrs. Aïssata Moumouni, the first woman to be a member of the Nigerien government. We were at the Safe Motherhood Conference in Niger and at the time, she was State Secretary for Public Health and Social Affairs, responsible for the status of women. She knew who I was because of the changes I made in the maternity ward. For instance, I helped reduce the safety hazards due to the presence of street vendors at the gate. She also knew who I was because of an article I wrote on women’s health in the newspaper Femme Action et Développement.
She thought I was a very dynamic woman and decided to send me to a regional conference on female genital mutilation, which took place in Mali in 1988. At that time, all the countries in the region had set up a committee on female genital mutilation except Niger. She thought I could do it.
That's how CONIPRAT [Comité Nigérien sur les Pratiques Traditionnelles ayant effet sur la Santé des Femmes et des Enfants - Nigerien Committee on Traditional Practices Affecting the Health of Women and Children] was created in 1989. After the conference in Mali, I collected all the information I could find. I compiled everything and it worked. I was the secretary-general and another of my former instructors was the President. I worked there until 1996. In 1998, I started a private, personal clinic, DIMOL, and off it went.
Mrs Traoré founded the DIMOL Centre to support women suffering from obstetric fistula. We’ll talk more about the Centre in the third part of our conversation. Click here to read it.
