Bicol Christian College of Medicine Legazpi City

Management of a Municipal Health Officer

Purificacion Orense, M.D. Facilitator

Niko Steven Manlangit Ramon Daniel Ataiza Zarieh Dawn Novela Medicine 1

This is an interview with Dr. Crispa Loria Florece, the Municipal Health Officer of Camalig. She has been in the service for 23 years and we had asked certain questions on how she is successfully managing the facility. Personal details Name: Crispa Loria Florece Age: 50+ Civil Status: Married No. of children: 3 Professional details Designation: Municipal Health Officer in Camalig for about 23 years. Previous work/designation: She had her esidency training in Bicol Medical Center for 1 year, had a private practice in Tabaco and had taught in Bicol College of Medicine for 4 years (19861990) in subjects such as Physiology, Parasitology, Neuroanatomy and Anatomy. Specialization:Pediatrician Management 1. How do you define management? Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre - determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. 2. How do you lead? I present myself as the role model of my staffs, such as always being punctual in the work. I also establish harmonious relationship with them because with that we will produce good services and the problems will be somehow avoided. I believe that good relationship produces good outcome. I also conduct regular follow-up with my staff regarding on the project or program implementation. There is also a regular staff meeting, every Friday. In that meeting, there is an active interaction with them; anything will be talked about in regards to the programs, projects, plans, and also problems to be addressed. 3. How have you improved as a manager over the years? What is the difference between hospital and public health unit?

I had lots of improvements, it is too many to mention. However, in my first year as an MHO, It was difficult and complicated. It is completely different from hospital where all I have to think of is my patients, but here in service of public health, patients, staffs and facility is all my responsibility. I initially research on how to manage the facilities like this, and with the help of mentors and previous nurses, I started to get a hold of it. I become more effective and efficient. Being effective means doing the appropriate task and being efficient means doing the task correctly, at least possible cost with minimum wastage of resources. Working in public health unit is more challenging than in hospital. 4. How did you become a MHO? I dont actually have the plan to become a public health doctor. I was expecting for a vacant area in pediatrics but unfortunately none. So they made me think to choose from this two options, either enter in OB or become a public health officer. OB is not my field of interest so I chose the latter. I started as a rural health officer. When I entered this facility, the municipal health officer is in his retirement year so I immediately become the MHO. 5. Describe your management philosophy and management style. My role as a manager is to get things done by others by making optimum use of available resources, exercising authority over and taking responsibility for all such resources that are allocated to be under my supervision. I am a democratic manager. I believe in majority consensus and take any decision only after consulting my staffs. I display participative management style by allowing my staffs' participation in the decision-making process, giving them a sense of belonging and deeper involvement in the unit. Before, the MHU was a small or narrow office, and this was not so organized. Therefore I made modification and beautify it, for it to be more of service in the community. Before I do my plans, I first consult it with my staffs. Id like to do something that is agreed by everybody. Every year I propose budget. It is important to have initiative so you can take care of the facility. I treat this place as my own house, in that way I would try my best more to make this better. 6. How would you deal with a staff who broke a policy? I call the attention of that certain person and have a heart-to-heart talk. I ask him to state his problems and reasons why he did, or doing such thing. And in return, Ill say what was wrong with him. I will give advice for him/her to change. As I have said, an open communication with my subordinates is very important.

7. How was your role in your staffs development? Is there changes? Yes, there is. At first, I was like a mother taking care of my hard-headed children. It was difficult for some of them to follow my orders. But I created a harmonious relationship with them by having good communication. I also display an interactive workplace where they can be comfortable when working. 8. What is your definition of empowerment? Empowerment is being superior; all decisions, all policies to be implemented or formulated must be followed. 9. In your 23 years of management, what were the problems you encountered? How did you handle it? The main and always been one of the problems is commonly the insufficient and inadequate budget. My approach is to propose an ideal budget for health. This would enhance the standard service of this facility. Then I will implement a fund-raising and ask solicitations in funding agencies, with the proposals. Of course, the mayor should be aware of the problems in order to help us too. 10. How do you handle health problems? Through investigations, like etymologic survey, with coordination with barangay captains. I conduct health education, a lecture, to barangay officials and barangay assembly for prevention and control of diseases. Making them understand and more aware. 11. Do you have difficulty in balancing your time with your family and work? No difficulty. Its all in time management. Although it has been very busy but I always have time for my work and my family. 12. What is your advice in (us) medical students? In choosing your specialization, always remember that it is in your heart. What you think and feel that you are happy with, go for it. As you are in the process of being a physician, one of your best sword and armor is prayers. Ask for guidance for God and your family, as well as from your teachers. And when you became a doctor, put yourself in the shoes of your patients to become more dedicated doctor as you empathize with their needs, pains and concerns. Do not think of money, think more on service.

Taken after the interview.