Department of Surgery
Nov 18, 2008
Reynaldo O. Joson, MD, MHA, MHPEd, MS Surg
Head, Corporate Planning Office
Manila Doctors Hospital
(One of three topics: Department
of Surgery; OR; ER)
(Recommendation: Read first
¡°Framework on Managing and Leading a Hospital Department¡±)
Short Course on Hospital Organization and Management of Selected
Clinical, Ancillary, and Support Departments
Nov. 17 ¨C 21, 2008
College of Public Health
University of the Philippines Manila
Department of Surgery
Let¡¯s tackle first the Deparment of Surgery.
Let¡¯s create a scenario to position ourselves.
Imagine you, a BOARD-CERTIFIED SURGEON, are going to be appointed Head of a Department of Surgery in a hospital (whether government or private).
Existing or new one?
Let¡¯s use the scenario of an existing one as this is a more common situation.
What are initial and eventual things you have to do as the newly appointed head of an existing department of surgery?
First two
requirements before you assume officially the chairmanship of the department of
surgery
The appointment paper gives you the authority. The job description spells out your duties and responsibilities with corresponding authority. The job description also serves as a basis of your performance evaluation.
Initial activities of
a newly appointed chair
Initial quick assessment of the department of surgery
After getting your appointment paper together with a job description,
scan the department in terms of its authorized functions, structure, staff and staffing, policies and procedures, programs, and resources ¨C through observation and inspection to get a quick assessment of the status of the abovementioned essential elements needed in the management of the department (present or not; if present, needs improvement or not; if improvement needed, prioritize and strategize; resources ¨C source and level of difficulty)
Initial resuscitative and corrective measures if needed / indicated
Based on your initial quick assessment, if there is something very important and urgent that needs to be resuscitated and corrected, do so as soon as possible.
Examples of important and urgent needs:
no staff to man the department
no resuscitative equipment in the department
no place to do surgical procedures and operations
Eventual activities
Detailed assessment of the department of surgery
When you have settled down as chair, usually in a month or two, do a more detailed assessment of the department again at least in terms of its authorized functions, structure, staff and staffing, policies and procedures, programs, and resources. Other parameters may be used like culture, values, practices, work habits, etc. Identify the gaps and what needs to be changed or improved and then make a tentative plan on how to improve the present system, on how to manage the department, and on how to lead your staff.
Formulation and implementation of strategic and specific action plans
Formulate strategic and specific action plans with consultation and collaboration from your staff. Then gradually but surely and effectively and efficiently implement them through technical and coordinating teams. Don¡¯t forget to include a system of evaluation of results of implementation of your strategic and specific action plans.
Essential things to
consider for gap analysis, corrective actions, and for continual improvement
Authorized functions
of a department of surgery
There must be a document stating the authorized functions of your department of surgery.
It must be complete and clear with general and specific functions and it must be authorized by a higher office (ideally by the Chief of Hospital).
This document on authorized functions will serve as a steering wheel or guide for everything you will do in the department. It describes the roles and responsibilities of your department in the context of the whole hospital.
It gives your department the authority to do what you should be doing. It will serve as a guide in determining what you need in your department to function properly and adequately such as in terms of structure, staffing, policies and procedures, programs, and resources. It will serve as a guide in determining what programs, projects, tasks, and activities you can do to accomplish your functions, both on a long term and short term basis. It will serve as a basis for evaluating your department¡¯s performance, at the very least, whether you have been accomplishing your expected functions on a daily basis and annually.
The authorized functions contain at the very least the service functions of the department. They can include training and research functions.
The formulation of service functions of a department is guided by the current expectations on the specialty of the department by the health care industry and medical profession; vision-mission of the hospital; expectations of the community where the hospital is situated; and benchmarking and trends in the hospital industry both locally and internationally.
There is a need to specify scope of functions because of rapid changes in the medical specialties; because of overlapping of specializations nowadays (General Surgery ¨C Otorhinolaryngology; Neurosurgery ¨C Orthopedic Surgery; Internal Medicine ¨C minimally invasive surgery; etc.); to avoid confusion among staff and patients and public also; and to facilitate integration, coordination, and collaboration within and among units (a challenge to chief hospital).
Whatever be the formulated authorized functions of a department, they must be officially authorized by a higher office.
Examples of authorized functions of a department of surgery ¨C
General Function:
To provide quality health services to all patients needing management in the field of general surgery.
To provide proper
medical service to all patients with surgical diseases who seek consultation
and treatment in the hospital.
To provide quality
health services to all patients needing management in the field of surgery
(general surgery, colorectal surgery, pediatric surgery, urologic surgery,
neurosurgery, plastic and reconstructive surgery, thoracocardiovascular surgery,
and orthopedic surgery).
To provide quality
health services to all patients needing management in the field of surgery
(general surgery, colorectal surgery, pediatric surgery, urologic surgery,
neurosurgery, plastic and reconstructive surgery, and thoracocardiovascular
surgery).
Specific Functions:
1. To provide quality health promotion and disease prevention program in the field of surgery to clients in need of such service.
2. To provide quality diagnostic and therapeutic procedures to all patients with surgical problems.
3. To provide quality pre-operative, intra-operative, and post-operative surgical care to all patients in need of such health care service.
4. To provide quality rehabilitative health programs in the field of surgery to all clients in need of such service.
1. To
examine all patients with a possible surgical diseases and after which, to make
a rational and accurate diagnosis.
2. To
provide treatment to all patients with surgical diseases.
3. To
provide training in surgery.
4. To
promote research in surgery.
(Side NOTES)
Examples of Authorized Functions of Other Clinical
Departments
Department of Orthopedic Surgery
To provide quality health services to all patients needing management in the field of orthopedic surgery.
Department of Otorhinolaryngology
To provide quality health services to all patients needing management in the field of otorhinolarynology.
Department of Obstetrics-Gynecology
To provide quality health services to all patients needing management in the field of obstetrics and gynecology.
Department of Internal Medicine
To provide quality health services to all patients needing management in the field of internal medicine (adult medicine).
Department of Pediatrics
To
provide quality health services to all patients needing management in the field
of pediatrics (pediatric medicine).
Specific Functions:
1. To provide quality health promotion and
disease prevention program in the field of pediatrics to clients in need of
such service.
2. To provide quality diagnostic and
therapeutic procedures to all pediatric patients in need of such service.
3. To provide quality treatment to all
pediatric patients in need of such service.
4. To provide quality rehabilitative health
programs in the field of pediatrics to all clients in need of such service.
Structural or physical
requirements of a department of surgery
Based on the authorized functions and other ancillary functions of the department of surgery, such as governance, training and research, determine the structure or physical requirements.
Structural or
physical requirements based on the usual authorized and expected service
functions of a department of surgery
The chief clients of a department of surgery are patients with potential or actual surgical disorders and who usually need to undergo a surgical procedure or operation as part of their treatment. The operations may be done on an outpatient or inpatient basis. The consultations may be on an emergency or elective basis. Some patients need confinement in the hospital. Most patients need to be provided with a program for health promotion, disease prevention, and rehabilitation.
Thus, on the basis of the abovementioned needs of the chief clients of a department of surgery and the corresponding services that should be provided, at the very least, the following structures or physical facilities must be present:
1. Operating rooms
1.1
For ambulatory surgeries
1.2 For inpatient
surgeries
2. Surgical patient beds, wards, and rooms
3. Consultation rooms in
3.1
Outpatient department
3.2
Emergency room
[Note: These abovementioned physical facilities are usually NOT under the
direct management of a department of surgery. They are usually under the management of
a nurse from the nursing service.
Integration, coordination, and collaboration between the department of
surgery and the nursing service as well as other clinical departments which are
also using the facilities are important for an effective and efficient
management of these areas.]
There are several issues to consider when establishing or making available the above structures and physical facilities required by a department of surgery. These are, namely:
¡¤ Location within the hospital (lay-out and functional flow within the hospital)
¡¤ Quantity of consultation, examining, operating, and confinement beds and rooms
¡¤ Size
¡¤ Design
¡¤ Equipment requirement
How to resolve the issues? How to decide?
Resolution of the above issues will be dependent on the following general determining factors:
¡¤
government regulations (particularly the licensing
requirements of DOH Bureau of Health Facilities and Services) [http://www.doh.gov.ph]
¡¤ quality and professional standards requirements (particularly the PhilHealth Benchbook and international standards such as International Organization for Standardization or ISO and Joint Commission International or JCI) [http://www.philhealth.gov.ph]
¡¤
usual and anticipated increase in patient load
(cost-benefit considerations)
¡¤
needs and expectations of the community
¡¤
integration, coordination and collaboration with
other units in the hospital for efficient use of physical resources ¨C ER, OR,
OPD and wards and floors being used by several departments
¡¤
allowance for expansion (space availability)
¡¤
value-added, vision-mission, and benchmarking
considerations (sustainability purpose)
¡¤
Location
within the hospital (lay-out and functional flow within the hospital)
Refer to DOH
GUIDELINES IN THE PLANNING AND DESIGN OF A HOSPITAL AND OTHER HEALTH
FACILITIES, November 2004 [http://www.doh.gov.ph]
Outer Zone |
ER OPD |
Second Zone |
|
Inner Zone |
Wards / Floors |
Deep Zone |
OR |
Service Zone |
|
DOH Guidelines:
19. Zoning:
The different areas of a hospital shall be grouped according to zones as
follows:
19.1 Outer Zone ¨C areas that are immediately accessible to the public: emergency service, outpatient service, and administrative service. They shall be
located near the entrance of the hospital.
19.2 Second Zone ¨C areas that receive workload from the outer zone:
laboratory, pharmacy, and radiology. They shall be located near the outer zone.
19.3 Inner Zone ¨C areas that provide nursing care and management of
patients: nursing service. They
shall be located in private areas but accessible to guests.
19.4 Deep Zone ¨C areas that require asepsis to perform the prescribed
services: surgical service, delivery
service, nursery, and intensive care. They shall be segregated from the public
areas but accessible to the outer, second and inner zones.
19.5 Service Zone ¨C areas that provide support to hospital activities:
dietary service, housekeeping service, maintenance and motorpool
service, and mortuary. They shall be located in areas away from normal traffic.
20 Function: The different areas of a
hospital shall be functionally related with each other.
20.1 The emergency service shall be located in
the ground floor to ensure immediate
access. A separate entrance to the emergency room shall be provided.
20.2 The administrative
service, particularly admitting office and business office, shall be located
near the main entrance of the hospital. Offices for hospital management can be
located in private areas.
20.3 The surgical service shall be located and
arranged to prevent non-related traffic. The operating room shall be as remote
as practicable from the entrance to provide asepsis. The dressing room shall be
located to avoid exposure to dirty areas after changing to surgical garments.
The nurse station shall be located to permit visual observation of patient
movement.
20.4 The delivery service shall be located and
arranged to prevent non-related traffic. The delivery room shall be as remote
as practicable from the entrance to provide asepsis. The dressing room shall be
located to avoid exposure to dirty areas after changing to surgical garments.
The nurse station shall be located to permit visual observation of patient
movement. The nursery shall be separate but
immediately accessible from the delivery room.
20.5 The nursing service shall be segregated
from public areas. The nurse station shall be located to permit visual
observation of patients. Nurse stations shall be provided in all inpatient
units of the hospital with a ratio of at least one (1) nurse station for every
thirty-five (35) beds. Rooms and wards shall be of sufficient size to allow for
work flow and patient movement. Toilets shall be immediately accessible from
rooms and wards.
Accessibility to patients and to interfacing patient care units is the main and initial guidepost for determining the location of the operating rooms, surgical wards and rooms, surgical outpatient department, and surgical emergncy room. The physical location of the unit structure per se within the hospital complex is the initial determinant of accessibility. The other determinants for location of the unit structures include sterility zoning, privacy zoning, traffic zoning, and inter-relationship with other units in the hospital.
Aside from actual physical location, directional signages, elevators, and connecting bridges, ramps and tunnels can be used to promote accessibility.
¡¤
Quantity
of consultation, examining, operating, and confinement beds and rooms
Quantity of beds and rooms is primarily influenced by cost-benefit
considerations, that is, usual and anticipated increase in patient load
vis-¨¤-vis revenues and expenses.
The availability of spaces is also a determining factor.
¡¤
Size
Refer to DOH
GUIDELINES IN THE PLANNING AND DESIGN OF A HOSPITAL AND OTHER HEALTH
FACILITIES, November 2004 [http://www.doh.gov.ph]
There must be ADEQUATE SPACE to allow patients, personnel, beds, stretchers, and wheelchairs to move freely and safely around patient bed and room areas. The quantity of consultation, examining, operating, and confinement beds and rooms required as well as equipment requirements also determine size.
¡¤
Design
Refer to DOH
GUIDELINES IN THE PLANNING AND DESIGN OF A HOSPITAL AND OTHER HEALTH FACILITIES,
November 2004 [http://www.doh.gov.ph]
Whatever be the design, foremost it must promote FUNCTIONAL FLOW of patients and staff, one that will promote effectiveness and efficiency in achieving the service functions of the units. It must create a healthy and esthetic atmosphere and environment for patients, public, and staff.
Structural or
physical requirements based on other ancillary functions of a department of
surgery, such as governance, training, and research
•
Chairman¡¯s office
•
Conference room
•
Library
•
Computer system, IT, with Internet access
Governance:
An office for the chair and his administrative team is needed, complete with computer system, communication system, record management system, and other basic necessities.
For level 3
and 4 hospitals, DOH requires the presence of an office for the head of the
department of surgery.
Training:
It is recommended to have a dedicated conference room for the department that can be used for multiple purposes, such as training, business meetings, study room, and library. If a dedicated conference room is not possible or practical, then a shared conference room (with other clinical departmetns) will suffice.
Research:
It is recommended to have a department library with facilities for information technology with Internet access and research.
For level 4
hospitals with accredited residency training program in surgery, a library and
computer facilities are required by the Philippine Society of General Surgeons
(PSGS), dedicated to the department or shared.
Equipment and material requirements based
on the usual authorized and expected service functions of a department
of surgery
Surgery is a branch of medicine that is commonly associated with the use of instruments in the management of patients, both for diagnosis and for treatment. Thus, surgery is equated to operations.
Note, however, surgeons also prescribe medicines and do other basic routines being done by generalist physicians and non-surgeons, such as interviewing and performing physical examination to come out with a clinical diagnosis, auscultating with the use of stethoscope, doing a rectal examination with gloved fingers, etc. Surgeons are NOT just barbers, craftsmen, and mechanics. They are physician-surgeons!
Thus, the equipment and material requirements of a department of surgery can be categorized into non-operative and operative. Non-operative ones are those categorized as non-operative or non-surgical supplies, instruments, and equipment, such as drugs, intravenous fluids, thermometers, nebulizers, etc. being used by patients of the department outside of or during, to support an operative procedure. Operative ones are those used in an operation, such as surgical supplies (gauze, drains, plasters; etc.); surgical instruments (knives, clamps needle holders, etc.); and surgical equipment (lights, suction machines, electrocautery machines; etc.).
Note: Although the department of surgery can determine their requirements, the equipment, instruments, materials and suppies are usually NOT directly acquired by it and are NOT stored in its office but in the service areas (operating rooms, emergency room, outpatient department, nurses stations), pharmacy, and central supply and stock rooms.
There are several issues to consider in the management of equipment and material requirements of a department of surgery. These are, namely:
¡¤ Who determines the equipment and material requirements of a department of surgery (what and how much to store)?
¡¤ Who gives the supply?
¡¤ Who does the inventory?
¡¤ Who regulates the supply (quality, safety, and durability considerations)?
¡¤ Who determines the equipment and material requirements of a department of surgery (what and how much to store)?
The DOH
The department of surgery
The nurses in charge of the service areas of the department of surgery
The pharmacy
The central supply and stockroom
DOH
See minimum licensing requirements for equipment and
instrument of a hospital (Level 1 to 4) in the ER, OR-RR, OPD, Nurses Stations [http://www.doh.gov.ph]
The surgeons
The surgeons are the primary users or, more specifically, the prescribers of what and when to use the equipment and materials for their patients. Thus, heads of the nursing service areas, pharmacy, central supply, and stockrooms should consult the surgeons. If not, there will be wastage due to unused equipment and supplies.
The nurses in
charge of the service areas of the department of surgery
The pharmacy
The central supply
and stockroom
The heads of the nursing service areas, pharmacy, central supply and stockrooms can also determine what and how much to store for use by the department of surgery but this should be done in coordination with, if not authorization from department of surgery administration.
Based on the inventory and usage data, they can determine what and how much to store.
¡¤
Who gives
the supply?
The hospital management and at times, higher office, especially in government hospitals.
¡¤
Who does
the inventory?
The nursing service areas, pharmacy, central supply and stockrooms and even a higher office, such as an auditing office or finance department.
¡¤
Who
regulates the supply (quality, safety and durability considerations)?
Approval of requests by surgeons and the service areas has to pass through a body or office which will study the requests for acquisition.
Surgeons may request sophisticated and expensive equipment, instruments, and materials for their use. Decision for approval, aside from the logistical considerations, should be guided by government regulations, quality standards requirements, cost-benefit considerations, value-added, vision-mission, and benchmarking considerations; and financial viability. (Surgeons should promote returns on investment on equipment requested.)
Equipment should have preventive maintenance and calibration at planned intervals to ensure accuracy and safety in their use and longer life span.
EQUIPMENT/INSTRUMENT
Licensing requirements of DOH Bureau of Health Facilities and Services on equipment / instruments [http://www.doh.gov.ph]
4.1. All equipment and
instruments necessary for the safe and effective provision of services are
available and are properly maintained.
4.1.1. Records of equipment
are maintained and updated regularly.
4.1.2. A preventive
maintenance program ensures that all
equipment are maintained and/or calibrated to an appropriate
standard or specification.
4.1.3. There is a plan in
place for essential equipment replacement.
4.1.4. Personnel are
competent when using equipment in line with
manufacturer¡¯s instruction/operational manual.
4.1.5. Operational manuals
of all equipment and instruments are
available for reference and guidance.
In the mangement of equipment, be guided by the following:
Licensing requirements of DOH Bureau of Health Facilities and Services on equipment / instruments [http://www.doh.gov.ph]
Quality and professional standards requirements (particularly the PhilHealth Benchbook and international standards such as ISO and Joint Commission International or JCI) [http://www.philhealth.gov.ph]
Staff requirements of a department of
surgery
For an effective functioning of a department of surgery, at least the following kinds of staff are needed:
1. Surgical specialists
2. Anesthesiologists (needed for a painless operation)
3. Nurses and nursing attendants
Note: Anesthesiologists, nurses, and nursing
attendants are not under the jurisdiction of the department of surgery. However, they are important members of
the surgical team. Thus, integration, cooperation, and collaboration among
these different staffs must come into play for an effective functioning of the
department of surgery.
Staff requirements
of the service areas of a department of surgery:
These will NOT be elaborated here. They will be discussed in the sessions on emergency room, operating room, outpatient department, and nursing services.
Suffice
it to say,
1.
Quality of surgical services in the service areas
will suffer if the staff requirements in the latter are NOT satisfied.
2.
Quality of surgical services will be better if there
is integration, cooperation, and collaboration among different professionals
working with the department of surgery in the different service areas.
General determining factors on staff requirements
of a department of surgery
The basic issues are qualification
(competency) and quantity.
Resolution of the above issues will
be dependent on the following general determining factors:
¡¤
government regulations (particularly the licensing
process of DOH Bureau of Health Facilities and Services)
¡¤
quality and professional standards requirements
(particularly the PhilHealth Benchbook
and international standards such as ISO and Joint Commission International or
JCI)
¡¤
usual and anticipated increase in patient load
(cost-benefit considerations)
¡¤
needs and expectations of the community
¡¤
integration, coordination and collaboration with
other units in the hospital for efficient use of human resources
¡¤
value-added, vision-mission, and benchmarking
considerations
Basic staff requirements based on DOH licensure
for hospitals:
See licensing requirements of DOH Bureau of Health Facilities and Services on personnel [http://www.doh.gov.ph]
3. Personnel
The health facility
appoints and allocates personnel who are suitably qualified, skilled and/or
experienced to provide the service and meet patient needs.
3.1.1. Each personnel is
qualified, skilled and/or experienced to
assume the responsibilities, authority, accountability
and
functions of the position.
3.1.2. Professional
qualifications are validated, including evidence
of professional registration/license, where
applicable, prior to
employment.
3.1.3. An organized medical
and nursing staff shall be responsible
for the quality of patient care and for the ethical
conduct and
professional practices of its members.
In fulfilling the staff requirements, be
guided by the:
Licensing requirements of DOH Bureau of Health Facilities and Services on equipment / instruments [http://www.doh.gov.ph]
Quality and professional standards requirements (particularly the PhilHealth Benchbook and international standards such as ISO and Joint Commission International or JCI) [http://www.philhealth.gov.ph]
Department
of Labor and Employment (DOLE) requirements
Quantity of Staff
DOH has the following
prescriptions:
For Physicians:
100
beds and below = 8
Every additional 50
beds = additional 3
The physician must not go on continuous duty for more
than forty-eight (48) hours.
For Nurses and Nursing Attendants:
Supervising Nurse
50 beds and below = 1;
51 ¨C100 beds = 2;
101 ¨C 150 beds = 3
151 beds and above = 4
Supervising Nurse (Critical Care Units)= 2
Head Nurse = 1:15 Staff Nurses
Staff Nurse = 1:12 beds at any time
Staff Nurse (Critical Care Units = 1:3 Critical Care Unit beds at any time
Nursing Attendant/ Midwife = 1:24 beds at any time
Nursing Attendant/ Midwife (Critical Care Units = 1:3 Critical Care Unit beds at any time
For every three (3) Nurses or
Nursing Attendants/Midwives, there must be one (1) reliever.
Critical Care Units include all Intensive Care Units
(ICUs) and Post-Anesthesia Care Unit (PACU)/Recovery Room (RR).
Staff requirements of a department of
surgery per se
Structurally and minimally speaking, the department of surgery usually
consists of a chairman¡¯s office and a conference room. Its service areas are the operating
rooms, outpatient departments, wards and floors, and emergency room which are
NOT under its direct jurisdiction.
Human resource or workforce wise and minimally speaking, the department
of surgery usually consists of ¡°consultants.¡± At times, if present,
¡°residents.¡± At times, if present, ¡°interns¡± or
rotating medical students. At times, if present, office clerks.
Strictly speaking, the primary workforce of a department of surgery in a hospital setting should be the full-pledged, board-certified surgical specialists, the so-called consultants, who are accepted and considered as official staff of the department. In reality, however, in the Philippines and globally, the primary workforce consists of the ¡°residents.¡± These are physicians who are pursuing further training to become surgeons.
Staff
requirements of a department of surgery with accredited training program
Depending on its capability, a department of
surgery can have an accredited residency or fellowship program. Surgical residents and surgical fellows
are board-certified physician who are in a training program to become surgeons
and super-specialist surgeons.
A
fellowship program comes after a residency program. The fellowship is a furtherance of
training, usually in more specialized field than what was acquired in the residency
program.
University hospitals in the
The staff requirements for hospitals with and
without accredited training program differ in terms of the accreditation
bodies¡¯ prescription of qualifications and number of trainers.
DOH has the following prescriptions for a
level 4 and level 3 hospital accreditation:
For Physicians in Clinical Service (surgery
and others):
The
Department Head must be Diplomate/Fellow of a Specialty/ Subspecialty Society.
Consultant Physicians are
must be Diplomates/Fellows of a Specialty/Subspecialty Society.
Philippine Society of General Surgery (PSGS) has the following requirements for hospitals with accredited residency training program in general surgery:
Consultant Staff
A minimum of three (3) PSGS and/or GS PCS Fellows who actively participate in the residency training program is required for eight (8) or fewer surgical residents.
An additional PSGS and/or GS-PCS Fellow must be added for every 2 additional residents. They must have appointments from the institution.
Only consultants who are PSGS and/or PCS Fellows or PBS Diplomates should be involved in the training of residents.
In the presence of an accredited residency
training program in a department of surgery, the ¡°residents¡± in the program
automatically become part of the workforce of the department.
Having residents in a department of surgery is
usually a welcome thing to both the department administration and the hospital
administration. It is seen as more
24/7 manpower with the least expense on the part of the hospital
administration, especially private. The residents usually receive ¡°honoraria¡±
for their on-the-job training.
A hospital can also have an accredited
training program for medical ¡°interns¡± (the pre-board medical graduates). Again, having interns in a hospital and
a department is a welcome thing to the hospital, department, and to the
residents as well. It means more
24/7 manpower and more helping hands particularly to the residents. Depending on the hospital, some would
give ¡°incentives,¡± particularly the private hospitals, some none, particularly
the government hospitals.
Note: there is a limit to the number of
residents and interns a hospital or department can have (depending on the case
load / training materials). This
number is controlled by the accrediting specialty society (PSGS) and
Association of Philippine Medical Schools (APMC).
Note: In the presence of residents and
interns, they usually become the frontliners and
primary workforce in the hospital and department. Because of patient load and
requirements of training, some residents and interns tend to go on continuous
duty for more than 48 hours.
DOH prescription: The physician must NOT go on continuous
duty for more than forty-eight (48) hours.
Consultant
staff of department of surgery
Consultant staff or ¡°consultants¡± of a department of surgery are usually full-pledged, board-certified surgical specialists who are accepted and considered as official staff of the department. This is in contrast to ¡°residents¡± who are full-pledged physicians who are training in the surgical department to become surgical specialists.
Consultants are seen in the departments of surgery of both government and private hospitals, whether they have residency training programs or not.
Consultants in both government and private hospitals are expected at least to manage their patients and to supervise and teach residents and interns, if these are present.
Consultants in government hospitals are usually salaried with no stocks involved. Some have full-time items but majority, only part-time items. Some have permanent items; some with temporary items. In government hospitals with private wards, consultants have the privilege to have private practice as a result of their being accepted and appointed as regular staff of the hospital.
Consultants in private hospitals are usually non-salaried staff given the privilege to practice medicine and surgery in the hospital. They are usually categorized as active and courtesy or visiting consultants. Active consultants are usually stockholders of the corporation that owns the hospital. Active consultants usually have more privileges than courtesy or visiting consultants such as privilege to hold clinic in the hospital, to be decked in walk-in patients, and to be given hospitalization benefits.
Almost all of the consultants are part-timers in the sense that they can come and go to the hospital as they wish and as dictated by the need and scheduled clinic hours of their private practice.
Whether they be in private and government hospitals, consultants are considered the primary staff of the department whom the hospital administration rely for delivery of quality service and financial sustainability, with or without the presence of residents and interns.
In a private hospital setting, the hospital administration by granting the privilege to practice to the consultants expects them to bring in and attract paying patients to the hospital and to utilize its services. This is the primary and universal business development strategy in any hospital. This is the challenge given to the head of the department ¨C how to promote his consultant staff to contribute actively to the business of the hospital or financial viability and sustainability. This is aside from making sure that the consultant staff are also fulfilling their other duties like providing quality patient care, supervision and teaching of residents and interns.
In a government hospital setting whose primary goal is to serve the indigent public, the hospital administration¡¯s challenge to the head of the department is to ensure his consultant staff are actively promoting the delivery of quality patient care.
The challenge for the head of the department is how to manage his consultant staff to produce what are expected from them from the hospital administration as well as from the department administration¡¯s point of view (considering their idiosyncrasies, variable philosophies and priorities, their time allotment and commitment to the hospital, their variable competency in teaching, etc.) Leadership and managership are crucial here.
There is a delicate balance between controlling and enticing them to contribute to the financial viability and sustainability of the hospital.
Control can include job descriptions and performance evaluations and monitoring of contributions.
Enticing them include promoting their satisfaction with the hospital and its administration in whatever way legally, ethically, and compassionately possible so that they will continue to contribute to the financial viability and sustainability of the hospital.
Policies
and procedures in a department of surgery
Operations
Manual
To provide order, to promote standardization, to facilitate communication,
to promote effectiveness and efficiency, and to provide a guide to present and
future staff, among other things, policies and procedures must be in
place. These should be reviewed and
revised periodically.
This is a requirement for licensing by DOH, accreditation by PhilHealth and other accrediting bodies like ISO and JCI.
There must be policies and procedures on
Governance
Service (Patient Management)
Clinical
practice guidelines
Clinical
pathways
Training
Research
These must be aligned with those of the hospital.
In patient
management, clinical practice guidelines and clinical pathways are useful in
standardization of procedures as well as in the promotion of efficiency.
Clinical practice guidelines ¨C systematically developed statements,
built on synthesis of evidence, which provide formal recommendations about
appropriate and necessary care, intended to assist practitioner and patient to
make decisions about appropriate health care for specific clinical
circumstances.
Clinical pathway ¨C an interdisciplinary plan of
care that outlines the optimal sequencing and timing of interventions and
expected outcomes for patients with a particular diagnosis, procedure or
symptom.
The
following are useful references in making policies and procedures:
PhilHealth Benchbook,
Joint Commission International, and Investors in People Standards
Established clinical practice guidelines of the Philippine College of
Surgeons and Philippine Society of General Surgeons
PhilHealth Benchbook [http://www.philhealth.gov.ph]
A reference manual originating from PhilHealth containing accreditation standards that will evaluate processes that hospitals and professionals use to provide health care and evaluate outcomes that occur as a result of health care provision. It is essentially a benchbook of quality health care that will be used as a yardstick against which the quality of care rendered by PhilHealth and its accredited health providers and professionals will be measured.
Seven
groups of standards:
Patient Rights and Organizational Ethics
Patient Care
Leadership and Management
Human Resource Management
Information Management
Safe Practice and Environment
Performance Improvement
Joint Commission International Accreditation Standards
for Hospital (JCI)
[http://www.jointcommissioninternational.org]
It is a reference manual
produced by the Joint Commission International, an international arm of The
Joint Commission (USA) containing accreditation standards on quality and
patient safety.
Patient-centered
Standards
Access
to Care and Continuity of Care
Patient
and Family Rights
Assessment
of Patients
Care
of Patients
Anesthesia
and Surgical Care
Medication
Management and Use
Patient
and Family Education
Health
Care Organization Management Standards
Quality
Improvement and Patient Safety
Prevention
and Control of Infections
Governance,
Leadership, and Direction
Facility
Management and Safety
Staff
Qualifications and Education
Management
of Communication and Information
Investors in People Standards [http://www.investorsinpeople.co.uk]
Accreditation standards
on improving organizational performance through better planning, implementation
and evaluation of learning and development programmes
across the organization. It is essentially a framework
for delivering organizational improvement through people.
Standards
Programs of a
department of surgery
Based on the authorized functions, programs and projects can be designed to achieve the functions and then continually improve the department.
General programs and projects consist of the following:
Programs on Governance
Programs on Improving Service
Programs on Teaching
Programs on Research
Examples of programs based on functions:
Functions |
Parameters / indicators |
Programs / Projects |
To provide quality surgical service to all patients. |
With
structured cost-effective program
in the management of patients With
implementation of Project Cost-Effective Management
(Health-Process-Evidence-based Clinical Practice Guidelines) With
structured quality-monitored service program Recovery
Rate ¨C 90% Mortality
Rate ¨C 5% Morbidity
Rate ¨C 5% Customer
Satisfaction Rating ¡Ý 85% Not more
than 3 written and valid complaints per year |
Project
Excellent Service Project
Cost-effective Management (Health-Process-Evidence-based Clinical Practice
Guidelines) Project
Customer Satisfaction |
To provide quality training for its staff with the
view of ensuring provision of quality service. |
With
structured quality-monitored training program for surgical residents Not more
than 5% mortality rate per
resident per year Not more
than 5% morbidity rate per resident per year Less
than 3 written and valid complaints per resident for 5 years Less
than 3 written and valid complaints per consultant for 5 years |
Project
Excellent Education and Training Project
Customer Satisfaction |
To provide quality research among its staff with
the goal of ensuring provision of quality service. |
With structured quality-monitored research program Action researches with impact on quality service ¨C at least one
a year |
Project
Excellent Research (Project
Action Research Program / Continuous Quality Improvement ) |
To conduct public health education on prevention
of surgical disorders as well as on promotion and maintenance after treatment
of surgical disorders. |
With
public health education on prevention of surgical disorders and on promotion
and maintenance after treatment of surgical disorders At least
6 times a year |
Project
Public Health Education |
Resources in a
department of surgery
Resources include infrastructure, equipment, people and other logistics needed for the operations of the organization.
The assumption is always there is a limit to resources.
In a private hospital setting, resources come from revenues of operations of the department.
In a government hospital setting, resources come from allocated tax payment and are usually limited.
The head of the department should determine how much he needs based on his planned programs, where he can get them, and how to get them. This is the challenge to his leadership and managership.
Common problems and
solutions in a department of surgery
Categories |
Common Problems |
Suggested Strategies |
MAN Consultants Residents Colleagues in other units Chief of Hospital |
Competencies Number Integration, coordination, collaboration |
Leadership and managership Investor in People Standards Managing your boss |
SYSTEM AND METHOD |
Lack of systematization Lack of standard procedures |
Use DOH requirements Use quality standards (PhilHealth Benchbook and JCI) Policies and procedures Clinical practice guidelines Clinical pathways |
MACHINE/EQUIPMENT |
Lack of management system Lack of calibration Lack of preventive maintenance |
Policies and procedures |
MONEY Other resources |
Limited |
Leadership Innovativeness |
TRENDS |
Rapid changes - difficulty in coping |
Knowledge management system (constant tracking and
continual education) Benchmarking Innovativeness |
Managership of the
head of a department of surgery
Leadership of a head
of a department of surgery
As a leader, you must lead and coach your staff in formulating the vision-mission statements, core values, quality policy, and quality objectives of your department.
The vision-mission statements, core values, quality policy, and quality objectives must be aligned with those of the hospital or cascaded from those of the hospital.
The formulation of the governance statements and objectives should be an outcome of collaborative activities of all the staff as much as possible in order to faciliitate accomplishment driven by sense of ownership and spirit of commitment.
Example of a vision statement of a department of surgery:
We envision our department of surgery to be
a model (or an excellent or an outstanding) department of surgery in the community (or in the Philippines) providing quality and safe services to patients with surgical disorders.
After formulating the governance statements of the department, as a leader and manager, you must lead and coach your staff in formulating a 3 to 5 years strategic plan and an annual management action plan. There must be monitoring and evaluation of the implementation of the plans at planned intervals, end of the year and at the end of your terms. It is only after getting the results of the evaluation can you and your chief of hospital really say whether you have been a good leader and a manager.