ROJoson’s Notes on Investors in People – 14jan6

At Investors in People, everything we do is informed by one principle: good people make a great business.

People’s strengths, people’s ambitions and people’s ideas are the engine of success.

http://www.investorsinpeople.co.uk/about-us

Achieving Success through People

http://www.investorsinpeople.co.uk/about-us/our-mission-achieving-success-through-people

framework for business improvement through people management

To get the most from the Framework, it needs to be lived and embodied by everyone within your organisation. The Framework focuses on three levels – Top Managers, Managers, and People – and is centred around three core principles:

• we PLAN by developing strategies
• we DO by taking action  
• we REVIEW by evaluating and improving performance

The next step is to break these principles down into 10 Framework indicators – specific evidence requirements that our Specialists work with you on, so you can achieve the Standard.

The Framework:

http://www.investorsinpeople.co.uk/sites/default/files/IIP%20Framework%20Summary.pdf

Integrating Investors in People with PQA / ISO / JCI-ACI / PhilHealth Benchbook

Integrating Investors in People with PQA / ISO / JCI-ACI / PhilHealth Benchbook

Reynaldo O. Joson, MD, MHPEd, MSc Surg

September 2, 2013

 

 

Investors in People – Standards and Evidence Requirements – 2009v

Investors in People  – Standards and Evidence Requirements

http://www.investorsinpeople.co.uk/Documents/Branding2009/IIP_FRAMEWORK09.pdf

Standards	Top management and senior leaders	Managers (including top management and senior leaders)	People (including managers and top management and senior leaders)
01 Business Strategy A Strategy for improving the performance of the organization is clearly defined and understood.	Top managers make sure the organization has a clear purpose and vision supported by a strategy for improving its performance.	Managers can describe how they involve people when developing the organization’s business plan when agreeing team and individual objectives.	People who are members of representative groups can confirm that top managers make sure there are constructive relationships with the groups and they are consulted when developing the organization’s business plan.
	Top managers make sure the organization has a business plan with measurable performance objectives.		People can explain the objectives of their team and the organization at a level that is appropriate to their role, and can describe how they are expected to contribute to developing and achieving them.
	Top managers make sure there are constructive relationships with representative group where they exist) and the groups are consulted when developing the organizations business plan.
	Top managers make sure the organization has a clear set of core values that supports its purpose and vision.	Managers can describe the organization’s core values and what this means to the way they are expected to manage.	People can describe how they are involved in developing the organization’s  strategy.
	Top managers make sure the organization’s strategy is developed through involvement of managers, people, stakeholders, and other sources.	Managers can describe how they are involved in developing the organization’s strategy.	People can describe the key performance indicators used by the organization to improve its performance.
	Top managers make sure the organization has key performance indicators to improve its performance.	Managers can describe the key performance indicators they use to improve the organization’s  performance.	People can describe the organization’s social responsibilities and what this means to the way they are expected to work.
	Top managers can describe how social responsibilities are taken into account in the organization’s strategy.	Managers can describe the organization’s social responsibilities and what this means to the way they are expected to manage.	People believe the core values are at the heart of the way the organization operates.
	Top managers make sure the core values are at the heart of the organization’s strategy and govern the way it operates.	Managers can describe how they make sure the core values are at the heart of the way the organization operates.	People believe in and share the organization’s  core values.
	Top managers can describe how social responsibility is part of the culture of the organization.	Managers can describe how they make sure social responsibility is part of the culture of the organization.	People believe that social responsibility is part of the culture of the organization.
02 Learning and Development Strategy Learning and development is planned to achieve the organization’s objectives	Top managers can explain the organization’s learning and development needs, the activities planned to meet them, how these link to achieving specific objectives and how the impact will be evaluated.	Managers can explain team learning and development needs, the activities planned to meet them, how these link to achieving specific objectives and how the impact will be evaluated.	People can describe how they are involved in identifying their learning and development needs and the activities planned to meet them.
			People can explain what their learning and development activities should achieve for them, their team and the organization.
	Top managers can describe the learning and development strategy they have in place to build the organization’s capability to achieve its vision.	Managers can describe the plans they have in place to build their team’s capability to contribute to achieving the organization’s vision.	People can confirm that their learning and development is planned to build their future capability to contribute to achieving the organization’s vision.
	Top managers can describe how innovative and flexible ways of developing people are identified through internal and external sources, and how these are included in the organization’s learning and development strategy.	Managers can describe how they involve people in identifying learning and development needs of their team and the activities planned to meet them.	People can describe how they are involved in identifying the learning and development needs of their team and the activities planned to meet them.
	Top managers can describe how they have created a culture that encourages continuous learning and promotes the development of skills and knowledge at every level.	Managers can describe how they take account of people’s different learning styles when planning learning and development.	People can describe what the team learning and development activities should achieve for the team and the organization.
		Managers can describe how they act as role model for continuous learning.	People can confirm that that learning and development takes account of their preferred learning style.
			People believe they have a responsibility for their own learning and development.
			People believe that continuous learning is at the heart of the culture of the organization.
03 People Management Strategy Strategies for managing people are designed to promote equality of opportunity in the development of the organization’s people	Top managers can describe strategies they have in place to create an environment where anyone is encouraged to contribute ideas to improve their own and other people’s performance.	Managers can recognize the different needs of people and can describe how they make sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for them to learn and develop which will improve their performance	People believe managers are genuinely committed to making sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for them to learn and develop which will improve their performance.
	Top Managers can recognize the different needs of people and  can describe strategies they have in place to make sure everyone has appropriate and fair access to the support they need and there is equality of opportunity for people to learn and develop which will improve their performance		People can give examples of how they have been encouraged to contribute ideas to improve their own and other people’s performance.
	Top managers can describe strategies they have in place to make sure recruitment and selection meets the needs of the organization and is fair, efficient, and effective.	Managers can describe how they make sure recruitment and selection is fair, efficient, and effective.	People believe recruitment and selection is fair.
	Top managers can describe strategies they have in place to promote equality and manage diversity in the workplace.	Managers can describe how they value people’s differences and how they are effective in promoting equality and managing diversity in the workplace.	People believe managers value people’s differences and can give examples of how they promote equality and manage diversity in the workplace.
	Top managers can describe strategies they have in place to support work-life balance to meet the needs of the organization and its people.	Managers can describe how they make sure work-life balance solutions are effectively put into practice.	People can describe how they are supported in balancing their work and personal life.
	Top managers can describe how they have created an environment where giving and receiving constructive feedback is valued.	Managers can describe how they encourage people to give and receive constructive feedback.	People can describe how they give and receive constructive feedback to improve performance.
	Top managers can describe how the organization’s structure is designed to achieve its strategy and make the most of people’s talents.	Managers can describe how they make sure people are given the opportunity to make the most of their talents within the organization.	People believe they are given the opportunity to make the most of their talents within the organization.
	Top managers can describe how the organization’s recruitment and selection strategies are linked to its business strategy and are designed to make sure there is a talented and diverse workforce that is able to achieve the organization’s vision.	Managers can describe how they play an important role in recruiting and selecting people with values that match the organization’s values.	People can describe how their views are taken into account when recruiting and selecting team members.
	Top managers can describe how the organization’s equality and diversity strategies are linked to its business strategy and applied throughout the organization.	Managers can describe how they value diversity and create an environment where people can use their unique talents and achieve their potential.	People believe everyone in the organization values diversity.
	Top managers can describe how the organization’s work-life balance strategies are linked to its business strategy  and applied throughout the organization.	Managers can describe how they value the work-life balance strategies and apply them creatively to benefit individuals, teams, and the organization.	People believe work-life balance is valued and part of the culture of the organization.
04 Leadership and Management Strategy The capabilities managers need to lead, manage and develop people effectively are clearly defined and understood.	Top managers can describe the knowledge, skills and behaviors manager needs to lead, manage and develop people effectively, and the plans they have in place to make sure managers have these capabilities.	Managers can describe the knowledge, skills and behaviors they need to lead, manage and develop people effectively	People can describe what their manager should be doing to lead, manage and develop them effectively.
	Top managers can describe how they define the current and future capabilities managers need in line with the organization’s purpose, vision, and values.	Managers can describe how they are involved in defining the current and future capabilities all managers need.	People can give examples of how they have encouraged to develop leadership capabilities.
	Top managers make sure managers are regularly reviewed against the capabilities and receive constructive feedback on their performance.	Managers can confirm that they are regularly reviewed against the capabilities and receive constructive feedback on their performance.
	Top managers make sure managers are provided with the help they need to develop the capabilities.	Managers can confirm that they are provided with the help they need to develop the capabilities.
	Top managers can describe how the organization’s leadership and management strategy is linked to its business strategy and takes account of external good practice.	Managers can describe how they encourage everyone to develop leadership capabilities.
	Top managers can describe how they create an environment where everyone is encouraged to develop leadership capabilities.
05 Management Effectiveness Managers are effective in leading, managing, and developing people.		Managers can explain how they are effective in leading, managing and developing people.	People can explain how their managers are effective in leading, managing and developing them.
		Managers can give examples of how they give people constructive feedback on their performance regularly and when appropriate.	People can give examples of how they receive constructive feedback on their performance regularly and when appropriate.
	Top managers can describe how they act as role models when demonstrating the leadership and management capabilities in line with the organization’s values.	Managers can describe how they lead, manage, and develop people in line with the organization’s values.	People can describe how their manager leads, manages, and develops them in line with the organization’s values.
	Top managers can describe how they act as role models when working as a team and sharing knowledge.	Managers can describe how they encourage people to work together and share knowledge within and across teams.	People can describe how they work together and share knowledge within and across teams.
	Top managers can describe how they act as role models for inspirational leadership and have an open, honest and trusting management style.	Managers can describe how they make sure people receive information, advice and guidance to help them plan and develop their career.	People can confirm that that they receive information, advice, and guidance to help them plan and develop their career.
	Top managers can describe how they have made coaching part of the organization’s culture.		People can describe how their managers use coaching skills to help them achieve their potential.
	Managers can describe how they use coaching skills to help people achieve their potential.		People can confirm that they are able to give constructive feedback to their manager, and believe it is well received and acted on.
	Managers can describe how they act on feedback from all levels in the organization to improve the way they lead, manage and develop people.		People can confirm that they respect and trust their managers.
	Managers can describe how top managers inspire them to lead, manage, and develop people effectively.		People can confirm that they have confidence in the leadership and management capabilities of top managers.
	Managers can give examples of how they themselves act as inspirational leaders.		People can describe how managers inspire and motivate them to achieve their full potential.
			People believe the organization has a culture of openness and trust.
			People believe that coaching is part of the organization’s culture.
06 Recognition and Reward People’s contribution to the organization is recognized and valued.		Managers can give examples of how they recognize and value people’s individual contribution to the organization.	People can describe how they can contribute to the organization and believe they make a positive difference to its performance.
			People can describe how their contribution to the organization is recognized and valued.
	Top managers make sure the organization has a clear and fair reward and recognition strategy which is used to motivate people to improve the organization’s performance.	Managers can describe how they are involved in developing the organization’s reward and recognition strategy.	People who are members of representative groups can confirm that the groups are involved in developing the organization’s reward and recognition strategy.
	Top managers can describe how they involve representative groups (where they exist) in developing the organization’s reward and recognition strategy.	Managers can describe how they apply the organization’s reward and recognition strategy fairly.	People can describe the organization’s reward and recognition strategy and what they need to do to be valued, recognized, and rewarded.
	Top managers can describe how the organization’s reward and recognition strategy is linked to its business strategy and externally benchmarked.	Managers understand what motivated their people and take account of this when recognizing and rewarding them.	People believe the organization’s reward and recognition strategy is fair and can give examples of how they are motivated by it.
	Top managers make sure the organization has a forward-thinking benefits strategy with policies that go beyond legal requirements.	Managers can describe how they reward and celebrate individual and team successes and achievement.	People can describe how individual and team successes and achievements are rewarded and celebrated.
		Managers can describe how they involve people in developing the organization’s reward and recognition strategy.	People can describe how they are involved in developing the organization’s reward and recognition strategy.
		Manager s can describe how they encourage people to recognize the contribution their colleagues make to the organization.	People can describe how they recognize the contribution their colleagues make to the organization.
07 Involvement and Empowerment People are encouraged to take ownership and responsibility by being involved in decision-making.		Managers can describe how they promote a sense of ownership and responsibility by encouraging people to be involved in decision-making both individually and through representative groups, where they exist.	People can describe how they are involved in decision-making that affects the performance of individuals, teams and the organizations at a level that is appropriate to their role.
			People can describe how they are encouraged to take ownership and responsibility for decisions that affects the performance of individuals, teams and the organizations at a level that is appropriate to their role.
	Top managers can describe the consultation arrangements they have in place to encourage people to take part in decision-making at both an individual and a representative level.	Managers can describe how they make sure people receive the support they need to make decisions that affect the performance of individuals, teams, and the organization, at a level that is appropriate to their role.	People can give examples of how they take ownership for decisions that affect the performance of individuals, teams, and the organization, at a level that is appropriate to their role.
	Top managers make sure the organization has effective internal communication system to encourage knowledge and information to be shared throughout the organization.	Managers can describe how they encourage knowledge and information to be shared throughout the organization.	People believe that the consultation arrangements are effective and allow them to take part in decision-making.
	Top managers can describe how consultation and involvement is part of the organization’s culture.	Managers can give examples of how they have created an environment where people aim for continuous improvement and openly challenge the way the organization works to improve performance.	People can confirm that they have access to the knowledge and information and receive the support they need to make decisions and improve performance.
	Top managers can describe how they involve people in designing consultation arrangements.		People believe their managers trust them to make decisions that improve performance.
	Top managers can describe how they have created a culture where people aim for continuous improvement.		People can confirm that they are committed to the success of the organization.
			People can confirm that they are involved in designing consultation arrangements.
			People believe they can challenge the way the organization works to improve performance and can give examples of how they or others have done so.
			People can describe what gives them a sense of ownership and pride in working for the organization.
08 Learning and Development People learn and develop effectively.		Managers can explain how they make sure people’s learning and development needs are met.	People can describe how their learning and development needs have been met, what they have learnt and how they have applied this in their role.
			People who are new to the organization, and those new to a role, can describe how their induction has helped them to perform effectively.
	Top managers make sure the organization makes effective use of internal and external resources for learning and development.	Managers can describe how they make sure knowledge and learning is shared across the organization.	People can confirm that knowledge and learning is shared across the organization.
	Top managers can describe how the organization is flexible in the way it develops people, using innovative and cost-effective solutions that meet learning and development needs.	Managers can describe how they provide learning and development opportunities for people to achieve their full potential for mutual benefit.	People can describe how they are encouraged to try new approaches and learn from their efforts, mistakes, and successes.
	Top managers can describe how they have created a culture where all learning is valued.	Managers can describe how they recognize and celebrate learning and development achievements.	People can confirm that they are motivated to learn and enjoy putting their learning into practice.
	Top managers can describe how they make sure mentoring opportunities are available.	Managers can describe how they make sure learning and development is an everyday activity.	People can confirm that they are well supported after learning and development activities, and have clear objectives for putting the new skills and knowledge into practice.
		Managers can describe how they support people in their personal development activities and encourage them to broaden their knowledge and skills through learning.	People can describe how learning and development achievements are recognized and celebrated.
			People can confirm that learning and development is an everyday activity.
			People can describe how they are supported in their personal development activities.
			People can confirm that mentoring opportunities are available.
09 Performance Measurement Investment in people improves the performance of the organization.	Top managers can describe the organization’s overall investment of time, money and resources in training and development.	Managers can give examples of how learning and development has improved the performance of their team and the organization.	People can give examples of how learning and development has improved their performance, the performance of their team and that of the organisation.
	Top managers can explain and quantify where appropriate, how learning and development has improved the performance of the organization.
	Top managers can describe how the evaluation of their investment in people is used to develop their strategy for improving the performance of the organization.
	Top managers can describe how the organization measures and evaluates how its strategies for managing people contribute to the organization’s performance.	Managers can describe how they are involved in measuring and evaluating how the organization’s people strategies contribute to its performance.	People can describe how their career prospects have improved as a result of their learning and development and the way they have been managed.
	Top managers can describe the impact of their investment in people on achieving key performance indicators.	Managers can give examples of improvements in the performance of individuals, their team and the organization as a result of people management activities.	People can give examples of improvements in the performance of team as a result of people management and development activities.
	Top managers make sure the organization has a flexible and effective approach to measuring and reporting the return on investment on its people strategies.		People can describe how the organization’s investment in people has improved its performance.
	Top managers make sure that the return on investment on its people strategies is reported clearly to all stakeholders.
10 Continuous Improvement Improvements are continually made to the way people are managed and developed.	Top Managers can give examples of how the evaluation of their investments in people have resulted in the improvements in the organization’s strategy for managing and developing people.	Managers can give examples of improvements they have made to the way they manage and develop people.	People can give examples of improvements that have been made to the way the organisation manages and develops its people.
	Top managers can describe how the organization has used self-review techniques to improve its strategies for managing and developing people.	Managers can describe how they review and evaluate people management and development and use this learning to shape future activity.	People can give examples of how they are involved in identifying improvements to the way they are managed and developed.
	Top managers can describe how the organization has used information from external reviews, including the previous Investors in People assessment or review, to improve its strategies for managing and developing people.	Managers can describe how they involve people in identifying improvements to the way they are managed and developed.	People believe that managers are genuinely committed to improving the way they manage and develop them.
	Top managers make sure effective feedback methods are used to understand people’s needs and expectations and to highlight improvements needed to the way they are managed and developed.		People can describe improvements that have been made, as a result of their feedback , to the way the organization manages and develops people.
	Top managers can describe the range of meausures used to monitor and understand people’s view of how they are managed and developed.		People believe that the organization is a great place to work as a result of ongoing improvements made to the way they are managed and developed.
	Top managers  can describe how the organization has used internal and external benchmarking to review and improve its strategies for managing and developing people.
	Top managers can demonstrate an improvement in people’s view of how they are managed and developed.

ROJ@13sept2

2013 Official Holidays (Regular, Special) in the Philippines – Derived from Proclamation No. 459

ROJoson’s Advice to Hospital Administration, Leaders and Managers:

Every year-end planning, look at the official holidays for the forthcoming year.   Include them in your planning.

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

Posted on December 8, 2012

2013 Official Holidays (Regular, Special) in the Philippines

For planning business activities, breaks and vacation in 2013.

Derived from Proclamation No. 459.

New Year’s Day	January 1 (Tue)
Edsa Revolution Anniversary	February 25 for Schools Only (Mon)
Maundy Thursday	March 28 (Thu)
Good Friday	March 29 (Fri)
Black Saturday	March 30 (Sat)
Araw ng Kagitingan	April 9 (Tue)
Labor Day	May 1 (Wed)
Independence Day	June 12 (Wed)
Eid’l Fitr	August 9 (Fri)
Ninoy Aquino’s Day	August 21 (Wed)
National Heroes Day	August 26 (Mon)
Eidul Adha	October 15  (Tue)
All Saints Day	November 1 (Fri)
All Souls Day	November 2 (Sat)
Bonifacio Day	November 30 (Sat)
Day Before Christmas	December 24 (Tue)
Christmas Day	December 25 (Wed)
Rizal Day	December 30 (Mon)
Last Day of the Year	December 31 (Tue)

20 days

Notes:

Chinese New Year – February 10, 2013 (Sun) – NOT declared as a holiday in 2013 at it falls on a Sunday.

Edsa Revolution Anniversary – February 25, 2013 (Mon) – for schools only.

In Manila: Araw ng Maynila – June 24, 2013 (Mon)

Other Cityhood Anniversaries – refer to respective city anniversary dates.

Reference:

Proclamation No. 459

SECTION 1. The following regular holidays and special days for the year 2013 shall be observed in the country:

A. Regular Holidays
New Year’s Day Maundy Thursday Good Friday Araw ng Kagitingan	January 1 (Tuesday) March 28 March 29 April 9 (Tuesday)
Labor Day Independence Day National Heroes Day Bonifacio Day Christmas Day Rizal Day	May 1 (Wednesday) June 12 (Wednesday) August 26 (Last Monday of August) November 30 (Saturday) December 25 (Wednesday) December 30 (Monday)
B. Special (Non-Working) Days
Black Saturday Ninoy Aquino Day All Saints Day Additional special (non-working) days – Last Day of the Year	March 30 August 21 (Wednesday) November 1 (Friday) November 2 (Saturday) December 24 (Tuesday) December 31 (Tuesday)
C. Special Holiday (for all schools)
EDSA Revolution Anniversary	February 25 (Monday)

Do not end a meeting until a who and when to each problem have been assigned to a specific individual with an appropriate solution.

Posted on December 5, 2012

Invitation for the 15th Philippine Quality Award Conferment Ceremonies – December 12, 2012 – Malacaňan Palace

Posted on December 3, 2012 

Manila Doctors Hospital was invited to attend the 15th Philippine Quality Award Conferment Ceremonies on December 12, 2012 at the Malacaňan Palace.

I will be part of the delegation of MDH.   I like to have a feel of the conferment ceremony.  Hopefully, one day, I will be among those receiving a PQA recognition.

The 2012 Recipients of PQA Recognitions:

Recognition for Proficiency in Quality Management

• San Miguel Yamamura Asia Corporation

Recognition for Commitment to Quality Management

• Don Bosco Technical College
• Lyceum of the Philippines University Batangas, Inc.
• Optodev, Inc.
• Thomson Reuters Cor. Pte. Ltd. Philippine Branch

PQA Application Development Course – DAP (Pasig) – 12Nov 26-29

Posted on November 29, 2012

 

 

 

 

 

 

 

 

Hospital Licensure Act – RA 4226

Hospital Licensure Act

Republic Act 4226 – Hospital Licensure Act

Fifth Congress of the REPUBLIC OF THE PHILIPPINES

Begun and held in the City of Manila on Monday, the twenty fifth day of January, nineteen hundred and sixty five.

AN ACT REQUIRING THE LICENSURE OF ALL HOSPITALS IN THE PHILIPPINES AND AUTHORIZING THE BUREAU OF MEDICAL SERVICES TO SERVE AS THE LICENSING AGENCY

Be it enacted by the Senate and House of Representatives of the Philippines in Congress assembled:

Section 1 – This act shall also be known as the Hospital Licensure Act.

Section 2 – Definitions –

(a) “Hospital” – means a place devoted primarily to the maintenance and operation of facilities for the diagnosis, treatment and care of individuals suffering from illness, disease, injury or deformity or in need of obstetrical or other medical and nursing care. The term “hospital” shall also be construed as any institution, building or place where there are installed beds or cribs or bassinets for twenty-four hour use or longer by patients in the treatment of diseases, diseased-condition, injuries, deformities or abnormal physical and mental states, maternity cases, and sanitorial or sanitarial care infirmities, nurseries, dispensaries, and such other means by which they maybe designated.

1. “Government Hospital” is a hospital operated and maintained either partially or wholly by the national, provincial, municipal or city government or other political subdivision, or by any department, division, board or other agency thereof. 2. “Private Hospital” is one which is privately owned, established and operated with funds raised or contributed through donations, or by private capital or other means, by private individuals, association, corporation, religious organizations, firms, company or joint stock association. 3. “Clinic” means a place in which patients avail of medical consultations or treatments on an out-patient basis. However, any clinic or dispensary where there is at least six (6) beds or cribs or bassinets installed for twenty-four hour use by patients shall be construed to fall within the definition of a hospital as described in this Act. 4. “Licensee” is a person, or persons granted a licensee to operate and maintain a hospital according to an approved minimum standard.

Section 3 – Construction Permit – No hospital, government or private shall be constructed unless plans have been approved and construction permit issued by the licensing agency as defined in this Act.

Section 4 – Registration and License – No hospital shall operate or be opened to the public unless it has been registered and a license for its operation obtained from this licensing agency provided in this Act. Section 5 – Licensing Agency – For purposes of setting standards in hospital construction and operation, the Bureau of Medical Services, in addition to its present duties, shall act as the licensing agency. The Secretary of Health shall reorganize this Bureau to include a stall of hospital architects, hospitals administrator’s, sanitary engineers and such personnel as may be necessary to carry out the purposes of this Act without necessarily increasing the present personnel strength of this Bureau.

Section 6 – Powers and Duties of the Licensing Agency – The Bureau of Medical Services, or the licensing agency shall have the following powers and duties:

1. To conduct an ocular survey of all existing hospitals in the Philippines, government and private, with a view to determine their fitness to operate considering their facilities and physical plant. 2. To describe standard plans for government hospital plants in consultation with the Division of Architecture, Bureau of Public Works 3. To approved plans for hospital plants, government or private and to issue permits or authority to construct hospitals in accordance with provision of this Act. 4. To keep a permanent register of approved hospitals or those issued licenses to operate indicating the name of the hospital, address or location, type of hospital, name of the director or administrator, ownership, number of authorized beds and bassinets and such other pertinent data as may be necessary. 5. To grant licenses for the operation and maintenance of hospitals or revoke the same in accordance with the provision of this Act. 6. To make periodic inspection of all hospitals as to check compliance with rules and regulations legally promulgated or with the provisions of this Act and to make recommendations to directors or administrators of hospitals for the correction of defects found during such inspection. 7. To publish yearly, a list of all approved hospitals indicating the name, location, type, authorized beds, and name of the Director or Administrator. 8. To submit yearly report to the Secretary of Health, the Speaker of the House of Representatives, the President of the Senate and Chairman and Members of the committee on Health of both Houses of congress, such report to include a list of approved hospitals indicating the name of the hospitals, location, bed capacity and the name of the director or administrator and make recommendations on hospital needs or requirements for hospital service in certain communities that do not enjoy such hospital services.

Section 7 – Filing of Application for Construction Permit – Application for a Permit to Construct a hospital shall be submitted to the Office of the Director, Bureau of Medical Services in a form prescribed by the latter and accompanied by a plan of the hospital plant proposed to be constructed. The application shall state the name of the hospital, ownership, number of beds proposed to be operated, location and type of the hospital to be constructed.

Section 8 – Minimum Standards and Construction – In order that a permit to construct a hospital can be issued, the hospital plan shall provide sufficient bed space for the hospital bed capacity proposed, a laboratory room, and operating room, including work rooms for sterilization, anesthesia preparation, etc. an x-ray or radiology room, pharmacy, dispensary or out-patient department, delivery room, isolation room, autopsy room or morgue, sufficient quarters for residents, nurses, attendants and helpers and sufficient number of toilet facilities. Wards shall be constructed such that segregation of the type of sexes is observed and as far as practicable as to the type of cases to be confined.

Section 9 – Application for Registration and Issuance of License – Application for registration of a hospital and for the issuance of a license for its operation and maintenance shall be filed with the Bureau of Medical Services on a form prescribed by it. Registration may be made and license issued upon compliance with the provisions of section eight hereof and the rules and regulations prescribed by the licensing agency pursuant to the provision of this Act.

Section 10 – Inspection – Permit to construct a hospital or a major portion thereof and license to operate and maintain the same shall be issued by the licensing agency only after a representatives of the licensing agency has conducted an ocular inspection and verified that the applicant has satisfactorily complied with the requisites prescribed in this Act. The license to operate and maintain a hospital shall be renewed every year upon payment of the prescribed fees.

Section 11 – Revocation of License – The licensing agency may suspend or revoke a license already issued for any of the following grounds: a) repeated violation by the existing law; b) repeated failure to make necessary correction or adjustments required by the licensing agency in the improvement of facilities and services.

Section 12 – Hearing – Any person, association, corporation, or any other private entity who has been refused a license to operate and maintain a hospital or those license for such has been suspended or revoked shall be entitled to administrative hearing to be conducted by the Secretary of Health and his two Undersecretaries to determine justifiability of such denial, suspension, or revocation of the license. Provided, that the licensee may resort to the court, as in other cases provided by law.

Section 13 – Separate License Required – Separate licenses shall be required for hospital or branches thereof maintained in separate premises, even though they are operated under the same management. Provided, however, that separate licenses shall not be required for separate buildings in the same compound. Provided, further, that premises for construction or alteration of building within the same compound shall also be secured from the licensing agency to determine compliance with standards and requirements herein authorized.

Section 14 – License not Transferable – License for the operation of hospitals shall not be transferable. The licensing agency shall be notified of any change in ownership, change in name of hospital, and transfer of location and in the latter case, an application for new license should be submitted.

Section 15 – Rules and Regulations – The Bureau of Medical Services acting as a licensing agency and subject to the approval of the Secretary of Health, shall promulgate rules and regulations to implement the provisions of this Act.

Section 16 – Classification of Hospitals – The licensing agency shall study and adopt a system of classifying hospitals in the Philippines as to 1) general or special; 2) hospital service capabilities; 3) size or bed capacity and 4) class of hospital whether training or not.

Section 17 – Fees – Each applicant for a permit to construct a hospital shall pay the amount of five pesos as permit fee. A registration fee of five pesos and an annual license fee of ten pesos shall likewise be collected for each hospital and for such approved license; provided that a government hospital shall be exempt from the payment of such fees. The amount herein collected shall be officially receipted by the licensing agency and shall constitute as a revolving fund for the use of the licensing agency.

Section 18 – Penalties – Any person, partnership, association or corporation who establishes, operates, conducts, manages or maintains a hospital or clinic within the meaning of this Act without first obtaining a license as provided for in this Act or violates any provision hereof shall be liable to fine of not more than five hundred pesos for the first offense, and each day that the hospital shall operate after the first conviction shall be considered a subsequent offense.

Section 19 – Repeal – any law or laws or parts thereof inconsistent with the provisions of this Act are hereby repealed.

Section 20 – Effectivity – This Act shall take effect upon its approval.

APPROVED: FERDINAND E. MARCOS CORNELIO T. VILLAREAL President of the Senate Speaker of the House of Representatives

Finally passes by the Senate This Act, which originated in the On April 21, 1965 House of Representatives, was Finally passed by the same on May 21, 1964

REGINO E. EUSTAQUIO INOCENCIO B. PAREJA Secretary of the Senate Secretary of the House of Representatives

Approved: June 19, 1965

DIOSDADO MACAPAGAL President of the Philippines

“Leading the Way” as a Tagline

Posted on November 23, 2012 

November 22, 2012, when I was having breakfast in MDH after an operation, I came across a tagline in a Tempura box that started with “Leading the way.”    This caught my attention because it jibed with the taglines that I have recommended for two hospitals that I have helped in their strategic planning conferences.  In programs or projects that will run for 3 years, I have suggested the following taglines, namely, “laying down the foundation” in the first year; “strengthening” in the second year; and “leading the way” in the third year.  Seeing another organization (Tempura) using the same tagline of “leading the way” that I have thought of as early as 2009 (reinforced and supported by Dr. Manuel Villegas in 2011 and Mr. Edwin To in 2012) [honestly, I was NOT aware of Tempura using the same tagline before I saw the box] added confidence in my recommendations in the strategic planning conferences that I have been facilitating.

Samples:

• Laying down the foundation for a learning organization.
• Strengthening the program for a learning organization.
• Leading the way in learning organization.

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• Laying down the foundation for a system perspective in governance.
• Strengthening the program for a  system perspective in governance.
• Leading the way in system perspective in governance.

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• Laying down the foundation for integrated value-based healthcare delivery services.
• Strengthening integrated value-based healthcare delivery services.
• Leading the way in  integrated value-based healthcare delivery services.

CMZ’ Journey Toward Excellence Roadmap – 2013 and Beyond

Posted on November 21, 2012