How Kumudini made a change at a Quarantine Center

My colleague and friend Kumudini David recently had a PCR test done and tested positive for COVID-19. She was given the choice of staying in a hotel or a resort but could not afford that as the cost is about LKR 250,000 for the period of supervised quarantine. She opted for the local quarantine center alternative, monitored and controlled by the Sri Lankan Government and supervised by the SL Army, provided free of charge to all citizens in mandatory quarantine.

Kumu has kept a detailed journal of her experience at this facility, from the bus trip to the allocated regionally located quarantine centre, through the days that followed, updating her friends and followers on Facebook.

The updates were fascinating to read, and I am not the only one who included the reading of these bulletins as part of my daily routine. What interested me particularly was the radical change in Kumudini’s approach as she confronted the challenges she faced, both personally and in the context of the women she was quarantined with, at Rambukkana Quarantine Centre.

The quarantine was in a large building belonging to the Brandix Company, with the facility run by the Sri Lankan Army and the Kegalle Hospital. It had been offered for the purpose of providing quarantine space for those needing it.

Kumu’s initial photographs showed metal beds and an understandably unadorned premises. This was a basic facility as it was free of cost to those quarantining. They had been given half an hour to get the essentials they needed for a 10-14 day stay away from home and many were not prepared.

Those in quarantine were divided by gender and initially also by ethnic community. The women in Kumu’s centre had to contend with toilets in a bad state; and those who were menstruating, pregnant or had just given birth were concerned about sanitation and hygiene needs. Sanitary napkins and towels and nappies for infants were urgently needed. Hygienic disposal of these was also necessary. These were not initially foremost in the minds of most of the male personnel in charge.

Many were traumatized: not only by worries for themselves and how they would individually respond to the onset of the illness, but by being separated from their children and families for an extended period of time. They were worried about not being able to be in contact with husbands, kids and elderly parents they were caring for. Their phones needed to be reloaded to ensure contact was sustained.

That first day, as we can see in her report, Kumu was stressed, and anxious, and also angry. But it only took a few hours before she realized that she was not powerless and did not have to be resigned and passive in this situation.

She did not waste time on self pity, extended bouts of anxiety or in complaining to the authorities about the shortcomings. Kumu’s a practical and optimistic person, and in the years I have known her I have seen how she faces oncoming challenges with energy and intelligence. She has both high IQ and EQ, and this dynamic fusion of leadership qualities was strongly illustrated by what she did next.

She heard the complaints and worries of the women around her and she started on Day 2 to set in place certain unofficial processes by which these concerns were heard and addressed. She asked them all to list what they individually needed and worked out how much this would cost.

She then turned to her extensive network of friends and colleagues on Facebook and presented us with the situation and asked us to raise funds by donating whatever we could, not only in terms of finances transferred electronically or via direct deposit, but in the form of actual goods. These included Astra margarine, staples like milk powder, rice and lentils and also tinned and dry food packets, cleaning liquids and soap powder to wash clothes. The children were to be given drawing books and crayons.

Kumu’s circle met her request generously and promptly. She was able to raise almost a million rupees in a few days – an extraordinary result. This was in excess of what was required at Rambukkana so some of the funds will be allocated to store goods for future inmates and also for other quarantine facilities needing such community-funded support

It is her hope that others will be inspired and encouraged to do the same in the weeks and months ahead as the community increasingly gets tested and the extent of the virus’s transmission is traced. Many people have been reluctant to be tested as they were anxious about being quarantined.

That first day, the women gave Kumu a nickname in Sinhala which she immediately embraced and wears with pride. Despite experiencing some of the symptoms of the coronavirus, including fatigue, mild fever and headaches, she lifted and moved the metal beds in the facility into better arrangements according to needs. They named her their ‘Sister who moves beds’.

Kumudini is a fellow graduate of SEALA (South East Asia Leadership Academy), and during our programme in 2018 her nickname was ‘The Warrior’. She is a born leader. She laughs and says she is bossy and outspoken. But she embodied great leadership in this situation. What we all learned in concept and theory at the Academy was put into direct practice here by her, and we all see how effective it is.

Kumu acted in the Rambukkana Quarantine Centre as an unofficial hall monitor, making sure that when the goods came in boxes packed by her friends, in vehicles they drove from Colombo, that the ladies lined up and received what they needed equitably – no pushing, shoving, arguing or meanness.

Kumu’s story is an inspiring example of how one person’s positive approach to the biggest crisis of our time can benefit hundreds of others with whom she is in contact. Previously unknown to each other, and with many differences in social class, level of education and personal upbringing, they formed a community under her leadership and as a result of her initiative.

We hope that this story will go viral and prompt others to realize that with co-operation and determination and a good attitude, through our collaborative efforts we can turn even this challenge which confronts us into an opportunity for growth, learning and even blessing.

The crucial point is that it is the attitude of positive determination and empathy that enabled Kumudini to do this. She did not judge anyone or trivialize anyone’s situation. She didn’t feel paralyzed or helpless for long. She took action, with understanding of the real needs (both spoken and unspoken) of those she was acting for. She acted to represent them to act positively in a situation where they initially must have felt helpless and despairing. And she represented all of them.

Kumu says: ‘The segregation didn’t last. We are all working together now. I will continue to work on helping this Quarantine Centre and others.’

Note: This image of Kumudini David was created by the artist Randy Chriz Perera.

– Devika Brendon