Notes from the Field: Sunny Jha

Over the past several months, we have learned much about ourselves at a tremendous cost. As an anesthesiologist at an academic medical center in Los Angeles, I saw the emerging COVID-19 pandemic as a 9/11 type event for our medical community that would require a prolonged battle against an invisible enemy. As a 2018 Presidential Leadership Scholar, I viewed the pandemic as an ability to utilize my skillset and network to make a positive impact on society. I saw the approaching pandemic as a President George W. Bush “Bullhorn” moment calling for us in the medical field to rise to the challenge and defend our patients.

On March 19th, I finally faced the enemy when a patient suspected of having COVID required mechanical ventilation and placement of a breathing tube, a procedure that I routinely perform as an anesthesiologist. I felt a strange sense of relief, conviction, fear and acceptance all at once. I attribute this to our training, which teaches us to compartmentalize and prioritize rapidly enabling us to focus on the task most urgently at hand. It was only after we donned our protective gear and successfully intubated the patient that I learned that this was the first suspected COVID case at our hospital to be placed on a ventilator. Although, I was relieved everything went smoothly, I feared that this was going to the first in a deluge of cases like New York City.

Several days later, I received a call from Dr. Anand Annamalai (PLS 2020/21), a transplant surgeon who I became acquainted with via Dr. Quyen Chu (PLS 2018). He invited me to join a small team of physicians to create the State of California supported Los Angeles Surge Hospital (LASH). The hospital was designed to offload COVID patients from LA hospitals and prevent them from being overwhelmed. I immediately accepted and several hours later, we convened a call with relevant stakeholders and thus began the journey of opening the LASH. In 24 days, a team of 500 individuals was assembled and our hospital opened. Since then, our team of passionate clinicians and support staff have been working non-stop to provide superb care to critically ill patients suffering from COVID.

In caring for these patients, I have intimately experienced the setbacks, the tragedies and the successes that characterize this pathogen. I have seen families devastated by this disease while others recover. I have made phone calls celebrating the removal of breathing tube but also made ones informing a family their loved one was not going to make it. I have even treated other scholars and helped others as their families became effected by this virus. I am glad that the LASH exists, but I recall President Clinton once stating that our mission ought to be to work ourselves out of a job. With COVID and LASH, I could not agree more. Fortunately, the deluge of cases has not come to Los Angeles and the LASH will likely be closed in the coming weeks.

A central hallmark of PLS is affecting change through the collaboration of folks who normally would not be able to work together. Heeding this call, the doctors within PLS have been working together sharing our experiences.  As scholars and clinicians, we have a responsibility to our patients and society. Our collaboration has published papers in prestigious medical journals such as the New England Journal of Medicine, Surgery and Academic Medicine addressing topics such as health system preparedness, ventilator allocation and health equity. Additionally, we have been able to provide expert commentary detailing aspects of COVID to media outlets such as CNN, ABC, the Los Angeles Times and the New York Times.

When I recount my experiences over the past few months, I recall many of the lessons the Presidents shared with us during PLS. That challenges often bring out the best in America. That through great struggle often comes great triumph. I believe our actions have embodied the spirit of Rahm Emmanuel when he stated to “never let a serious crisis go to waste.” In many ways, this pandemic has been a remarkable test of the PLS network. I imagine, these are the moments in American history that our PLS founders envisioned for our scholars to shine. I believe we have appropriately risen to the occasion and hope we have made them proud. I look forward to the day when I no longer must wear an N-95 mask all day, but until that day is here, we are ready.

Notes from the Field: Judge Scott Schlegel

Amidst the COVID-19 pandemic, Presidential Leadership Scholar Judge Scott Schlegel rapidly scaled his existing tech-stack so that court cases could continue in Louisiana by conducting hearings via Zoom and developed a text-based Chatbot for specialty court probationers.

When courthouses shut down due to the COVID-19 pandemic, a unique challenge occurred.  Courts around the globe had to figure out how to hold hearings without physical buildings.  Fortunately for Schlegel, he was one step ahead. “We have been working on modernization of the court system for quite some time — and so the transition has been painful like everyone else, but not too painful as a lot of the bones were already in place,” he said. Schlegel further discussed this on the podcast, Legal Talk Today.  Many Courts, like the 24th Judicial District Court, have responded to the significant challenges caused by the COVID-19 pandemic by switching to virtual hearings.  Judge Schlegel and his colleagues are also able to sign orders electronically, handle remote guilty pleas, send text/email reminders, and provide the public with web based forms through its new website (www.courtonline.us). Judge Schlegel was in the process of developing this website when the shutdown occurred.

In addition to learning how to hold hearings by video, the Court had to solve another significant problem.  The Court needed to develop a new way to remain in contact with hundreds of specialty court probationers who are typically required to frequently check in, in-person.  Since in-person check ins were no longer possible, Judge Schlegel came up with the idea to develop a text-based chatbot that would check in on probationers to see if they were ok on a weekly basis.  Tom Martin, founder and CEO of LawDroid, jumped at the opportunity to help and within 3 weeks, Martin, Schlegel and their teams had developed a text-based chatbot that provided the solution the probationers needed.   

Schlegel’s response to COVID-19 in the courtroom doesn’t stop here. He and his team recently launched a new check-in system to be used in courts once buildings begin to reopen. The system, available via an app, will limit the number of people in the courthouse at any given time for those permitted to attend hearings in-person.

“Everyone will be asked to download the Sine App so that they can check-in remotely from their vehicles when they enter the geofenced court location or to scan a QR code that will be posted around the outside of the courthouse. Folks can also use iPads that will be located at the front of the courthouse if they don’t have a phone or can’t figure it out,” says Schlegel.

Read more about Judge Schlegel’s response to COVID-19:

https://twitter.com/bobambrogi/status/1254866802338942977?s=21

https://www.ft.com/content/936e04b6-7a8c-11ea-bd25-7fd923850377

https://legaltalknetwork.com/podcasts/legal-talk-today/2020/04/video-conferencing-in-criminal-courts/

https://www.smartsupervision.us/judge/schlegel/news

https://www.nola.com/news/coronavirus/article_5507e134-76cb-11ea-9c5a-8376be2e47aa.html

https://www.americanbar.org/groups/centers_commissions/center-for-innovation/Network/ABACenterforInnovationNetworkCovid1/

Nomi Network Program Graduates Spearhead COVID-19 Response

By Diana Mao and Kristin Bruce

On a typical day in Bihar, India, a mother wakes up to feed her children and sends them off to grade school—if she can afford it. She goes to draw water for her family from a nearby well in their village. Like many women here, she is illiterate. She gets dressed and walks to her job as a day laborer. If she’s in a financially supportive marriage, her husband will head to work too. Together, they live off of each day’s earnings. In this region, the standard wage is $2.50 per day. Later that evening, the mother heads to the village market. She’ll use some of her day’s earnings to purchase rice, lentils, and fresh vegetables for the family dinner. This family, like many other households in remote parts of India, has no savings account. Still, they are thankful for the necessities of family, food, water, and shelter.

This is life for an average family in the states of Bihar, Odisha, and West Bengal where Nomi Network works. They lack adequate housing, with many living in makeshift huts without running water. The existing health care system is not equipped to meet the needs of the population. For example, Bihar currently has only one COVID-19 testing site for a population of 123 million.

In response to the pandemic, India’s Prime Minister Narendra Modi announced a nation-wide shut down in March. As a result, every sense of normalcy has vanished as these families continue to sink further beneath the poverty line.

Just like we’ve seen in COVID-19 epicenters like Wuhan and New York City, the poor are suffering the most. Thankfully, the outbreak is still slow in India, but India’s poor are not fearful of infection. If you ask the migrant fleeing Delhi by foot to return hundreds of miles to her family in Bihar, or the mother who has five children to feed and no support from her abusive husband, COVID-19 is the least of their concerns. Domestic violence and brutality against women in red light districts have surged, and food is difficult to acquire. Hunger and safety are their public health crises.

India’s abrupt 21-day lockdown has caused a crippling effect that’s regressing the nation’s economy, disproportionately impacting rural women who already faced a challenging life before COVID-19. Millions of vendors, day laborers, and small business owners have lost their income, and have no savings to fall back on. In the states where we work, they are only allowed outside for 4 hours a day between 8 am and noon. Police brutality is more prevalent in these communities as residents are beat for roaming around past curfew. Regional food supply is limited because of bans on imports from other states, and drinking water is delivered infrequently. WHO recommends that everyone washes their hands several times a day, but in remote India, this is not an established societal practice as most households do not have running water.

COVID-19’s ripple effect on India’s economy might be a wake-up call to the rest of the world, but for us, it affirms the need for our life-transforming programs in South and Southeast Asia. Since 2012, we have economically empowered over 10,000 women and girls through our Workforce Development program. Our programs have helped them escape poverty, enter the workforce, and spearhead lasting change in their communities! Our curriculum emphasizes financial literacy as well as self-confidence, community, and servant-leadership. All of these skills have been vital in transforming communities. Our goal is for each woman not just to reach financial freedom, but also to help free their own communities. Our vision aims to disrupt generations of poverty that fuel cycles of trafficking and exploitation. In our programs, we see women from different castes, statuses, and religious backgrounds unite, initiating economic empowerment in their households and their communities. Today, these same women are spearheading our COVID-19 response.

Instead of sharing how Nomi Network is responding to COVID-19, we thought we’d share how our trainees and graduates are serving their communities on the frontlines!

  • Before the shutdown, some of our trainees constructed masks from recycled sarees from our production facility in India. They donated 1,500 masks to their neighbors. Now even after the lockdown, production continues! Trainees with home sewing machines are still creating masks. Collectively, they are close to reaching their goal of 15,000 masks made!
  • Currently, these masks are available at food distribution centers run by our field team and partners. These food distribution centers are stationed in red-light districts and other remote communities that have been cut off from food and water supply. Our top trainees are stationed at these centers informing local villagers of the latest WHO preventative guidelines!
  • Community outreach in remote India is challenging right now as locals are only allowed outside between 8 am-12 pm. Also, many of these regions lack access to the internet and legitimate news sources. As a result, many are being duped into buying placebo COVID-19 medicine, believing it will cure the virus. We have trained and equipped 42 COVID-19 Prevention Units, led by our top Workforce Development trainees from each site— to spread legitimate health awareness to their communities. In the regions where our program sites are based, we supplement government aid by educating the community about health practices and administering vital health checks so they can monitor and report signs of potential spread.
  • Collectively, the outreach teams will reach over 18,000 households in 12 weeks and they will be paid for their outreach work.

Strategic and rapid community outreach is the key to stopping the spread in remote communities where social distancing isn’t an option.

Click here to see real-time updates and here to see Diana’s recent interview with Princess Eugenie.

Update on 2020-2021 Programming

Because of the challenges posed to travel by COVID-19, the 2020 Presidential Leadership Scholars program has been postponed for the current class until the spring of 2021.  Due to this postponement, the program will not be opening an application again until the summer of 2021.   

Please email us at info@presidentialleadershipscholars.org if you have any questions.