The Pulse | T3 | 2021 | Beyond Borders

The Official Publication of Davao Doctors Hospital | T3 Issue | 2021

EDITOR’S NOTE

To Go Beyond Borders

O

ne very precious part of our house is a doorjamb with black Sharpie pen lines and dates inscribed against the white painted wood. The dates start from 2013 to 2021 and the horizontal lines from 3 ft. to 5’6”. This doorjamb is a testament to

our 12-year-old grandson, Lucas’s, precipitous growth rate. He is now taller than the rest of us at home. He grows taller while we grow wider. Whether vertically or horizontally, there is no stopping expansion, as long as the necessary ingredients are there.

I’ve been with Davao Doctors since 1981, and as I’ve seen my grandson grow, so have I seen DDH expand in infrastructure, services and staff. There was no other way for us to go but to grow because the necessary ingredients were there. In its 52 years, we have had good governance, innovative leadership, loyal doctors, nurses and staff, all propelled by the vision we projected as a cohesive team-DDH: The Unparalleled Healthcare Institution Beyond Borders.

From a small building to now three, with several annexes and a satellite, DDH has expanded its reach beyond the borders that our founders may have envisioned. We have kept ourselves discontented with the current and constantly aimed to reach and serve more of the people of our community.

COVID-19 has made us wiser and more attuned to the rapidly changing milieu we live in. It made us rethink the grand plans we had pre-pandemic. The days of the BIG and the BRICK seem to be coming to a generational end. Big hospitals are giving way to mobile and free-standing clinics that are easier and simpler to access. Bricks and stones of buildings are being overpowered by the virtual and the untouchables.

To go beyond borders in this challenging times requires pioneering strategies. Watch as it unfolds!

CELIA C. CASTILLO, MD Editor-in-Chief THE PULSE EDITORIAL BOARD PUBLISHER | Celso Bernard G. Lopez EDITOR-IN-CHIEF | Celia C. Castillo, MD, FPCP MANAGING EDITOR | Maria Melissa Basan-Anino CONTRIBUTORS

Celso Bernard G. Lopez | Ronald Tangente, MD Celia Castillo, MD | Mirasol Tiu | Antonio Veneracion Terence Anthony Santos Vesagas, MD | Sheila Garay Leo Francis Silva | Caryll Bato | Venz Joseph Giguiento Maria Melissa Basan-Anino | Mary Lois Madrazo Mary Ann Legarta-Iragsa | Leysette Lao | Jozef Paulo Dumlao Jumarie Albit | Katrina Sanchez

PROOFING

THE PULSE is the official quarterly newsletter of Davao Doctors Hospital published by Davao Doctors Hospital. Printed in Davao City, Philippines. Distributed in Mindanao for the medical community, health enthusiasts, as well as select hotels, restaurants, cafes, fitness centers and health establishments.

No part of this publication may be reproduced or transmitted in any form or by any means, without permission in writing from the Publisher.

Katrina Sanchez

LAYOUT & GRAPHICS | Cholo Dumlao PHOTOGRAPHY | Kenn Reginaldo

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FOR ADVERTISING & OTHER INQUIRIES Email: pulse@ddh.com.ph Call: (082) 222-8000 loc. 1188

JOIN OUR TEAM! We need writers, artists and photographers.

Graphic and written contributions are welcome.

COMMENTS? SUGGESTIONS? Email: pulse@ddh.com.ph

DOCTOR’S CHART Sans Frontières

L

andmarks create reference points as to the spatial identification of borders. In the confines of this space, we learn how to thrive, and create systems that works in our favor.

The culture in Davao Doctors Hospital has created a seemingly organized system that has allowed us to flourish and master our craft. Being a specialized tertiary level hospital, through the years, we have established Specialty Clinical Departments which have branched out to Subspecialty Sections, thus allowing us to remain state-of-theart.

Our consultants have committed to the excellent training of young doctors and have churned out graduates who are top-notched and well-prepared to become leaders and innovators in their own fields.

The DDH Medical Service, conscious of its role in sharing knowledge and training “sans Frontieres”, embarked on the development of an organized framework through which it can cascade knowledge, first with our Mindanao’s partner hospitals and later with other healthcare organizations. Coined The Mindanao Medical Academy, while still in its infancy, is purposed to bring the dream of our founders of providing specialty care to many to fruition. We aim to provide academic leadership and innovative thinking to our colleagues in Mindanao.

RONALD P. TANGENTE, MD Medical Director

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PRESIDENT’S VIEWPOINT

Networking & Synergy

E

veryone knows experience is the best teacher but not everyone will admit that learning from experience is a very expensive lesson in terms of time lost, the waste of limited resources, fractured relationships, and deflated egos. Hence we go to school, we read, we listen to experts, and we travel to learn without having to go through the mistakes of those who have learned from experience.

hospitals across the network led to better patient management, clinical outcomes, and logistics and supplies maximization.

In our competitive industry, especially during this pandemic, it has become close to impossible to learn from the experience of others. We are thrust into unknown and unfamiliar scenarios almost daily, and we have to act and make decisions according to our best judgment.

Lucky for us, we are part of Metro Pacific Hospitals, the country’s biggest and most successful network of private hospitals. We are not alone in trying to defeat COVID-19, the unseen enemy. Yes, all hospitals in the network are also thrust into unknown and unfamiliar scenarios almost daily, but each of our scenarios is different and in varying intensity. We are, therefore, able to learn from each other’s difficult experiences. We have always touted synergy as the distinct advantage of being part of the MPHHI network pre-pandemic. Never has that advantage been more pronounced than during this crisis. The interaction and exchange of best practices and resources between

The crisis is not over, and it will continue to test our resilience and organizational grit. But with the generous sharing of innovation and hard lessons learned from actual experience now coming so naturally between the MPHHI Mindanao Cluster Hospitals, we are thriving amid chaos, and we will indeed have more exponential benefits from Bayanihan when this virus is finally vanquished. Our shared operations meetings have become our schools, we read and learn from managers sharing used cases and processes, we now have access to multiple experts across 4 hospitals instead of just 1, and our digital connection has allowed us to “travel” and learn from the perspective of our sister hospitals. We are Mindanao, we are stronger together!

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We have a beautiful word for synergy, “Bayanihan”, which best describes the extra robust collaboration with our MPHHI Sister Hospitals in Mindanao when CoViD-19 cases reached an all-time high in August of this year. Bayanihan was in full effect when the four hospitals — DDH, St. Elizabeth in Gensan, M.J. Santos in Butuan, and West Metro in Zamboanga— worked together to address the shortage of medical oxygen supply through our combined access to supplier networks, ensuring the continuity of care across all four hospitals. It was also in full effect when we helped distribute and administer vaccines donated by the MVP Group to various LGUs in Mindanao to support the Government’s CoViD-19 Vaccination drive. It boosted our efforts in assisting Davao City to reach herd immunity before the year ends.

CELSO BERNARD G. LOPEZ President & CEO

COVER STORY

Launching the Mindanao Network of Hospitals by: Mirasol B. Tiu

W

hat better way to provide quality healthcare to a greater number of people across the island of Mindanao than to develop a network of hospitals with the same vision for quality and excellent service that Davao Doctors Hospital (DDH) strives for ?

On May this year, the ever-dynamic Mr. Celso Lopez was appointed President and CEO of DDH. For the past few years, he has been the CEO of three other hospitals in Mindanao. With his appointment to DDH top position came the final step in concretizing the Mindanao Network of Metro Pacific Hospital Holdings Inc. (MPHHI). The network is now composed of St. Elizabeth Hospital in General

Santos City, West Metro Medical Center in Zamboanga del Sur, and Manuel J. Santos Hospital in Butuan City.

This paved the way for a cluster of institutions led by one President and CEO assisted by able Chief Operating Officer (COO) in each hospital. This strategic approach enabled MPHHI Mindanao’s constituents to confidently share organizational advantages.

With the normalization of virtual meetings, each hospital is within each other’s reach allowing benchmarking of best practices in enhancing efficiency, quality and safety of our services. Being part of a network also allowed for the sharing of resources such as medical supplies and medicines, given that the pandemic has made sourcing out extremely tough for most hospitals, particularly us in the provinces.

DDH may have been the last to join the current network but it has added to the capability, capacity and brand equity of the MPHHI Mindanao. ___________________________________________________________________________ MIRASOL B. TIU is DDH’S Chief Operating Officer.

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COVER STORY

General Santos City’s Finest: St. Elizabeth Hospital Incorporated by:

Antonio Veneracion

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ore than 58 years ago, a strapping, young fresh graduate of Medicine ventured and stepped into the shores of what was then a seedy, dusty town called Dadiangas. Armed with a newly-acquired training in General Surgery from the Saint Elizabeth’s Hospital in Chicago, Illinois, and with a lovely and supportive wife by his side, this surgeon took on the invitation of his older brother to establish his practice therein. After a few months of stay, he realized that health care services in the town were inadequate, with nary a clinic available.

After discussing this with his wife and her father, who was then Auditor General of the Philippines, (now Commissioner of the Commission on Audit), they decided to pool their resources together to build a healthcare facility to serve the medical needs of the community. With funds primarily coming from a loan serviced by the Government Service Insurance System (GSIS), a 25-bed hospital was constructed and on May 1962, the Saint Elizabeth Hospital opened to the people of Dadiangas.

This was how it all began with Dr. Jesus “Jess” Veneracion, my father and Mrs. Angelita “Nita” Veneracion, my mother, serving as Chief Operating Officer and Disbursing Officer, respectively. However, the couple’s growing family (7 children by 1970) made balancing work and family untenable. Being both devout Catholics, they sought the counsel of their parish priest who convinced them to seek the help of the Dominican Sisters of Siena, whose advocacies included management of hospitals. It was during this time that the hospital expanded from 25 beds to 75 beds and, more importantly, progressed from a primary level to a tertiary level hospital. This arrangement, with Dr. Veneracion as the

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COVER STORY Medical Director and the Dominican Sisters of Siena as the administrator, continued until their mutual parting of ways in 1983. From that time on, my father assumed the dual role.

In 1987, the hospital was incorporated, a critical move in more ways than one. St. Elizabeth Hospital, Inc. (SEHI) invited me and my sister, Ma. Rosario, and my younger brother, Jesus Jr., into the Board. This led to the decision to rehabilitate, renovate and expand the hospital for it to be more competitive. Plans were made to increase the bed capacity of the hospital to 125 beds and to upgrade its facilities and service capabilities. Since it was operating on limited resources, a sizable loan was secured from a financing institution.

In early 1989, the hospital expansion project was started. Unfortunately, the combined responsibilities of administering the hospital, overseeing the expansion and financial pressures became too much to handle so my father asked me, his eldest son, to help out. I was then working with Caltex Philippines while taking Masteral Studies on Business Management at the Ateneo Graduate School of Business.

Beginning in June 1989, the Hospital went through several peaks and valleys. Among them were the decision to renovate the main building of the hospital, to increase its bed capacity from 125 to 180, renovate its existing private rooms and upgrade several of its machines, necessitating the borrowing of a more significant loan. When the financial crisis that plagued several Asian nations took place in 1997, it severely affected the capability of the hospital to service its outstanding obligations. Our lowest point of was reached when the Hospital literally went through a “day-to-day” existence, not knowing whether it would still be functional the following day.

Through sheer hardwork coupled with prayers for divine intervention, the hospital slowly stepped out of the quagmire and was able to recover. In 2000, the hospital embarked on a program that turned out to be crucial--- the establishment of a Quality Assurance Office.

The hospital embraced the total quality management approach, of “doing the right things right the first time… and doing them better and better…” Inroads were made on delivering better quality services, which led to a more

positive image for the hospital, resulting to improved financial returns. In 2012, during the commemoration of the Hospital’s 50th year of existence, SEHI became ISO 9001:2008 certified, the very first health institution to have been accorded this distinction in Region 12.

The hospital’s improved financial picture also enabled it to further increase its operating bed capacity to 180 (in 2010) and 248.

In 2017, another milestone marked its storied journey.

After a careful, exhaustive and sometimes, discordant discussion regarding the future of the hospital, the Veneracion family acceded to the proposal to partner with the largest network of hospitals in the country, the Metro Pacific Hospital Holdings, Inc. (MPHHI).

From the initial negotiations that started in 2013, the Officers and Board of Directors of SEHI and the MPHHI, finally came to a meeting of minds on October 5, 2017. With a shared vision of making the hospital the premier medical center in Region 12, this new-found partnership was able to develop a comprehensive master plan that aimed to at least double its bed capacity, upgrade its existing medical equipment and facilities and introduce new services. Among the plans that were formulated and actually realized were the establishment of the Cancer Care Center, a 24-bed premium wing that increased its bed capacity to 273 beds, and a satellite clinic. Additionally, top-of-theline medical equipment, including a 64-slice Computed Tomography Scan, X-ray machines, more ultrasound machines were acquired.

The Veneracion Family is very pleased to partner with MPHHI, working with no less than the biggest and the best in the industry in leapfrogging to the next level of growth for St. Elizabeth. We have seen how MPHHI has preserved the legacy of all hospitals in their portfolio and how well they worked with their shareholder partners and so our vision of making SEHI the premier hospital in the region has now been fulfilled. The dawning of a new era has began. From its humble beginning 58 years ago, today SEHI has evolved.

What was promised to be big has now become real. _________________________________________________________________ ANTONIO VENERACION is St. Elizabeth Hospital, Inc.’s Chief Operating Officer.

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COVER STORY

BUTUAN’S PRIDE: PRIDE: Manuel J. Santos Hospital by:

Terence Anthony Santos Vesagas, MD

Photo: wikimapia.org

A

visionary couple, Dr. Manuel J. Santos and his wife Amparo Lopez dreamt of serving not just the people of Butuan but the whole of Agusan del Norte. Planting this dream firmly on the ground, they

founded a 12-bed hospital in 1933. The hospital’s mission statement “We value life, we live for service, we serve the community to wellness.” testifies to the couple’s commitment to this day. To serve was at the heart of why the hospital became a reality.

From 12 beds, the capacity expanded to become a 100-bed

With the advent of the 3rd generation of its founders,

hospital classified as a Level-2 today. The strong collegial

expansion was conceived in the form of a free-standing

relationship among its health workers helps facilitate high

healthcare facility, thus the Renal Care Center was

quality patient care for all who pass through the hospital,

established. It focused primarily on integrating nephrology

be it in-patient or out-patient.

and palliative care to improve the quality of life for patients

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COVER STORY suffering from chronic kidney disease (CKD).

The wonderful, kind-hearted couple would have been

In 2019, MJ Santos Hospital joined the Metro Pacific

very proud of what Manuel J. Santos Hospital has become.

Hospital Group, a strategic

The heartbeat of Dr. Manuel

development that came at the

J. Santos and Amparo Lopez

perfect time. The management

resonates from within the

acumen of the new partner

hearts of its medical staff and

enabled

to

employees. Now this heartfelt

be prepared to handle the

service is experienced not just

repercussions of the COVID

by families in Butuan or Agusan

pandemic and be able to thrive

but all throughout the Caraga

in the worst of situations. With

region. MJ Santos is known

the confidence and right spirit

today not only as a landmark of

of its employees and staff,

Butuan City but a top-of-mind

and its improved facilities,

provider of quality health care

the hospital was poised to

in Agusan del Norte- a dream

the

hospital

grow despite the odds. The Metro Pacific Hospital Group allowed the hospital to have a wider reach especially with the establishment of the Mindanao network of hospitals

fulfilled for the visionary couple. _________________________________________________________________ Terence Anthony Santos Vesagas, MD is Manuel J. Santos Hospital’s Chief Operating Officer.

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COVER STORY

WEST METRO MEDICAL CENTER …because we care. by: Yen Blanco Delgado

W

est Metro Medical Center, or West Metro, is the youngest among the four Mindanao-based Metro Pacific hospitals. It is a 110-bed, secondary-level private hospital in Zamboanga

City, Philippines. It started operations on May 18, 2015 when Metro Pacific Zamboanga Hospital Corporation took over the land, building, and facilities of the defunct Western Mindanao Medical Center.

A new management team was installed, and new capital was infused to complete a four-story annex building.

The annex now houses a well equipped operating room complex, additional patient rooms, and clinics.

Despite being operational for only 6 years, West Metro has made important headways in the delivery of quality health services in Western Mindanao, with the following achievements:

Now, the hospital is run by a staff of 351 with patients seen and managed by over 400 accredited doctors from a wide range of medical specializations and sub-specializations.

•

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West Metro is the first private hospital in the region to be ISO 9001:2015 accredited. West Metro passed its ISO accreditation audit in February 2021. The accreditation

COVER STORY was achieved when the COVID pandemic was in full swing and the hospital was executing a right sizing strategy. Despite these tremendous challenges, the accreditation was achieved within a year after starting the process.

•

West Metro was among the first hospitals in the country to implement the two-in-one hospital concept in response to the COVID-19 pandemic started. The hospital was divided into two distinct areas: the Respiratory Wing for all COVID-19 cases and the General Cases Wing for all other patients. This concept has made it possible for the hospital to care for the maximum number of patients, both COVID and non-COVID, while maintaining optimal operational efficiencies. Also, as part of its response to the COVID pandemic, West Metro set up a cartridge-based RTPCR laboratory. At present, it is the go-to laboratory in the city for those who want and need quick and accurate RT-PCR test results.

•

West Metro is the first and only hospital in the region with a Primary Care Center. With Php 34 million redevelopment plan, the new and improved PCC will be launched in the second quarter of 2022.

•

In 2016, barely a year after opening, West Metro organized the biggest gathering to date of medical doctors in Western Mindanao the West Metro Medical Symposium and Expo. Due to the resounding success of the event, it was made into an annual event and continued to attract high numbers of practitioners from all parts of the region and even neighboring regions.

West Metro has been a bastion of quality service caring for residents of Zamboanga City as well as other parts of Western Mindanao including the island provinces of Basilan, Sulu and Tawi-tawi. We have truly gone way beyond our expectations.

_________________________________________________________________ YEN BLANCO DELGADO is West Metro Medical Center’s Chief Revenue Officer and Marketing Division Head.

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MEET THE EXPERTS

FEATURES

Metro Pacific Hospital Holdings, Inc.

Mindanao Hospitals Chief Operating Officers

RENERIO M. JOVER COO

ANTONIO G. VENERACION COO

West Metro Medical Center

St. Elizabeth Hospital, Inc.

Zamboanga City

TERRENCE ANTHONY S. VESAGAS, MD COO

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Manuel J. Santos Hospital, Inc. THE PULSE | December Butuan 2021 City

General Santos City

MIRASOL B. TIU COO Davao Doctors Hospital Davao City

FEATURES

The Road to COOship by:

Terence Anthony Santos Vesagas, MD

I

am a 3rd Generation healthcare worker. My parents were both doctors with my father a general surgeon and my mother a pediatrician. My mother’s father was also a surgeon, and her mother was a nurse. They were my grandparents,

the visionary founders of Manuel J. Santos Hospital in Butuan City.

Joining my parents in the medical profession did not come as a surprise nor did it feel like a duty for me to do so. The aspiration, however, to become a doctor was not easy for a typical “probinsyano” like myself. To be strutting the streets of the university belt in Manila where I spent almost a decade was not a walk in the park. Independence and focus were probably what my parents had in mind when they sent me to the University of Santo Tomas for my Pre-Med course and eventually to the College of Medicine in the same university.

Those years in Manila weren’t easy, being away from home, away from my family, my friends, my comfort zone and adjusting to a “Tagalog” speaking environment. There were no cellphones at that time, and the only way to communicate with home was through telephone companies like RCPI and PT&T. They had booths set up to call from but the connection was usually bad. One would have to shout to get a message across. Of course, the other option was to send a telegram.

In 1991, after 8 grueling years in college, I was primed up and ready to start my internship program in Manila. Unfortunately, my father had a stroke so I requested that I be matched to the Provincial Hospital in Butuan City for my internship. This allowed me to be closer to my family.

At one point, my parents left for the US to seek advanced treatment for my father. I was left with the responsibility of Continued on next page >>>

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FEATURES

FEATURES

Continued from page 13 >>>

temporarily managing the hospital. This I did for 6 months while completing my Internship program. When my parents returned, I continued to assist them in managing the hospital. Officially, I was my mother’s assistant, but in reality, I was actually running the hospital on my own.

In 1993, I passed the Medical Board Exam with plans to take up a specialization. But it was not to be, because later that year, my mother figured in a terrible and fatal car accident so I had to stay and help my father with the business. I was then appointed as Hospital Director, and my plans for specialization was railroaded by God’s design for me to be in hospital operations. Over the years, I took several short courses in hospital management at UP, AIM and Ateneo, eventually completing my Masters in Hospital Administration. When my father was in his late 60’s, he decided to slow down and appointed me VP and handed me many of his responsibilities.

In 2019, the family decided to partner with the Metro Pacific Group of Hospitals and I was blessed to be appointed as the COO. I believe that years of hard work, being tasked with leadership roles at an early age, continued education from distinguished institutions, and following through what

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I’ve learned from my parents have all contributed to my competence as a COO. The values my parents taught me, being results-oriented and focused have served me well.

As the COO of MJ Santos Hospital, I was faced with the challenge of change in the leadership and management structure of the company that I have been with for so many years. I, however, embraced the changes as its ultimate goal was higher efficiency with reduced spending and increased productivity resulting in improved operations and employee and patient satisfaction. I have been driven by my own innovative insights, guided by our institution’s mission and vision, to manage and help enhance the operations of the hospital.

As focused as I was early on in my career, I am still exerting the same effort to grow not just the hospital, but also the people around me. I see it as a blessing for me to be able to follow in the footsteps of my parents and grandparents and to continue their mission: “To serve the community to wellness” as we have proudly been doing for the past 88 years. _________________________________________________________________ Terence Anthony Santos Vesagas, MD is Manuel J. Santos Hospital’s Chief Operating Officer.

MEET THE EXPERTS Antonio Veneracion

Chief Operating Officer, St. Elizabeth Hospital, Inc.

I

n early 1989, the St. Elizabeth Hospital (SEHI) of General Santos City embarked on an ambitious expansion project. However, the combined responsibilities of administering the hospital, overseeing the expansion and financial pressures became too much to handle for the founding couple, Dr. Jesus and Angelita Veneracion, so they called Antonio “Tony” out to help.

He was then working with Caltex Philippines while taking Masteral Studies in Business Management at the Ateneo Graduate School of Business. As the eldest son, Tony made a life-altering decision to return to General Santos City and help in the family business.

Beginning in June 1989, he started as the Hospital Administrator spearheading the renovation of the main building, increasing bed capacity and upgrading the rooms and equipment. In the year 2000, he established a quality assurance office, embracing the total quality management approach, of “doing the right things right the first time”. Inroads were made in relation to delivering better quality services, which led to a more positive image for the Hospital, resulting to improved financial returns. And in 2012, on the Hospital’s 50th year of existence, it was able to get the accreditation as ISO 9001:2008 certified, the very first health institution to have been accorded this distinction in Region 12.

In 2017, after a careful, exhaustive and sometimes, discordant discussion regarding the future of the hospital, Tony and his family finally partnered with the largest network of hospitals in the country, the Metro Pacific Hospital Holdings, Inc. with a shared vision of making the hospital as the premier medical center in Region 12.

Renerio M. Jover

Chief Operating Officer, West Metro Medical Center

T

he road to Rene becoming involved in the hospital industry was long and winding. From a college working student to a Dole sponsored MBA at AIM, his education and lessons from life’s school of hard knocks paved the way for him to take on responsibilities in varied areas in over 40 years.

Among these are: Quality Assurance as Supervisor; Information Technology overseeing programming, designing processes and systems, and data center management; Finance as Financial Analyst and Chief Financial Officer; Subdivision development as VP for Operation; Freelance Business consultant; and Teaching as MBA Professor, a role he loves.

Prior to becoming Chief Operating Officer of West Metro Medical Center on July 1, 2020, he was with St. Elizabeth Hospital Inc. (SEHI) for 2 years as Chief Information and Technology Officer.

At SEHI, Rene designed new and improved existing business processes to optimize resources, shorten turnaround time, increase revenues, and reduce operating cost. Most significant among these were the Primary Care Center, Laboratory Information System, Patient Profiling, Patient Discharging, eRequest for Ancillary Services, PhilHealth eClaims, Covid-19 Execution Level Protocol, and new businesses such as Lab Express, Medicine Home Delivery, and eConsult. In addition to these, he managed Quality Assurance which includes Infection Control, Clinical Pharmacy, Safety, Document Control, and the continued compliance to ISO 9001:2015 accreditation.

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FEATURES

Communicate to Collaborate by: Jumarie Albit & Katrina Sanchez

I

t takes more than just performing procedures and giving medications that ensure patients receive proper care. Especially in a complex industry such as healthcare, collaboration among hospital staff , the patients and family is essential to delivering excellent clinical outcomes.

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FEATURES FEATURES To collaborate, communication is a must. Whether in top management or the front lines, every member is expected to relay information in a clear, concise, and understandable manner. From planning and implementing protocols, ensuring smooth care transitions, to safely discharging patients, the necessity for effective communication is evident.

Communication has three fundamental parts: the sender, the message, and the receiver. In essence, it is the transmission of messages from a sender to a receiver. The sender encodes the message in a mixture of words and non-verbal cues, which are transmitted in some sort of way (i.e., writing or speaking), and the receiver decodes it. When sending messages, the sender must be clear with his or her objective, and subsequently tailor fit the message to its intended audience.

Simple as it may seem, communication is actually a complex matter, and failure to carry it out effectively can be devastating.

According to a 2006 study in the Clinical Biochemist Reviews, communication errors were found to be the lead cause of hospital deaths, which is twice as frequent as the errors due to inadequate clinical skill, the report added. Furthermore, from all the medical malpractice claims filed in the U.S. from 2013 to 2019, hospital costs amounting to $1.7 billion were attributed to poor communication, says a CRICO published account.

More often than not, errors happen because we fail to see the dynamics of communication. The transfer of linguistic codes, commonly referred as messages, can be affected by a huge range of factors which includes our emotions, cultural situations, proximity, shared experiences, and communication channels, among many others.

To overcome these barriers in a healthcare setting is surely challenging. Unfortunately, the formula for effective communication is not a one-size-fits-all. There are, however, tips on how to improve them, such as the following: ENCOURAGE EVERYONE TO SPEAK UP. Surveys, performance reviews, and meetings are just few of the

methods for gathering inputs from employees. If we are to make communication part of our culture, the best move forward is to make our colleagues feel that they are heard.

MAKE COMMUNICATION PART OF OUR CULTURE. Understanding and emphasizing the value of exchanging information is the start of effective communication. When communication becomes a cultural norm, it helps build trust and promotes teamwork.

IDENTIFY CURRENT METHODS FOR COMMUNICATING INFORMATION. This can be telephone, mobile, email, forms, checklists, software applications, etc., Too many methods can be overwhelming and may need to be assessed.

ASSESS THE BARRIERS AND DETERMINE WHAT CAN BE DONE TO ADDRESS IT. If there is a way to simplify the flow of information that wouldn’t compromise safety, then it is the way to go. This is the perfect time to streamline communication channels.

FIND WAYS TO MAXIMIZE TECHNOLOGY. It is, however, important to understand that careful examination of our current processes is a pre-requisite to digital transformation. Modern tools are surely helpful. What we need though is to configure it into something that would greatly benefit the organization.

If we are to go beyond borders, communication is the key to better collaboration.

References: https://online.regiscollege.edu/blog/importance-communication-health-care/ https://www.vital-learning.com/blog/better-organizational-communicationhealthcare-industry https://www.skillsyouneed.com/ips/what-is-communication.html https://www.toppr.com/guides/business-studies/directing/communication/ https://etactics.com/blog/improving-communication-in-healthcare-teams

_________________________________________________________________ JUMARIE M. ALBIT is the Executive Assistant to the Chief Operating Officer.

KATRINA M. SANCHEZ is the Executive Assistant to the Systems, Processes, and Technology Division Head and DDH’s Document Control Specialist.

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ROADMAPS

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ROADMAPS

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CONVERSATIONS

Beyond the Borders of Covid by: Caryll Bato

C

OVID-19 upended our present but it sure gave us the chance to remake our future. While we continue to grieve for what we have lost and how much we have given up, we have also embraced the lessons of this crisis as a source of growth and opportunity not only to future-proof DDH but also to reshape our lives.

In this feature, we intended to throw deeply personal questions to some of our staff to draw inspirational lessons. As we read through, let us find our own meaning, motivation, and renewed spirit beyond the pandemic.

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CONVERSATIONS HAVE YOU EVER HAD A TURNING POINT IN THIS PANDEMIC? HOW WOULD YOU DEFINE IT? HOW SOON DID YOU REACH IT?

I hope this becomes permanently integrated into the work/school system. It saves a lot of resources and is environmentally-friendly. – Dr. Daniza Tinagan

When my nightmares kept recurring in late 2020. I always feared being uncertain and not knowing what to do but along the process I learned how to not let it consume me. The people around me helped me to focus and be adaptable to whatever challenge comes my way. – Jastene Angelene Galacio, Executive Assistant to the Medical Director

I want to leave the heartbreaking experiences; seeing friends and their families lose their loved ones in the blink of an eye. I have a firsthand experience of COVID-19 when my husband tested positive last August. My family were immobilized and were enveloped with fear. In spite of this, the pandemic has taught me to be resilient. I became more proactive in leading my work team, in accepting new assignments, and in managing my online business. I faced the challenges with courage along with prayers. – Mayeth Apao

While I am stuck in this routine life during the pandemic, I realize there are a lot of adventures that await me. I want to discover new work opportunities and explore a bigger dream. I don’t want to regret not trying more than failing.

- Nemesio Anlocotan III, Head Clinical Pharmacist I don’t really have a turning point in this pandemic. I don’t feel like the pandemic is life changing. It was a big hurdle but we learned to adapt quickly to the sudden changes in and outside of work. – Dr. Daniza Tinagan, Chief Resident I have my fair share of struggles at work most especially in this time of pandemic. It came to a point that I wanted to quit. But then, I was intrigued by online selling and started my own business. Surprisingly, it prospered which brings so much joy to me and my family. Not only did I find something that relieves the stress from my day job but also fuels my passion throughout the day. – Mayeth Apao, Manager for DDH Dumoy Satellite Yes, when I got infected by the virus. I realized that it is critical to be more socially responsible and think beyond ourselves. When we truly obey the safety health protocols, we are not just protecting ourselves but others as well. It gives me that extra kick when I act in our fellowmen’s best interest. – Marlo Palma Gil, Head Nurse for Intensive Care Unit 2 and Coronary Care Unit WHAT ARE THE THINGS THAT YOU WANT TO LEAVE BEHIND AND WHAT ARE THOSE THAT YOU WANT TO REMAIN EVEN AFTER THE PANDEMIC? One thing I will never go back to is that my self-worth should be linked only to achievement. As I am now forced to slow down, it showed me that it is not always about my career growth but using my strength for a meaningful purpose. On the other hand, the thing that I want to remain even after the pandemic is nurturing my relationship with my family. As we lose face-to-face contact with people, I never get to visit my younger brother. However, our virtual communication improved which made our relationship stronger. – Jastene Angelene Galacio I want to leave behind the trauma of the pandemic; the battle within myself which caused me to reevaluate a lot of things about my career and personal life. On the other hand, it’s best that we keep spending time with ourselves to improve our creativity and discover new things that can benefit our daily life and work. – Nemesio Anlocotan III I want to leave behind the stress, anxiety, and fear brought by the pandemic. I want everyone to feel that it is okay to be with people again, to go out, to eat together, to talk, to hug without being scared of infection. Our current situation made me realize that there are actually a lot of tasks and conferences that can be accomplished virtually.

I will not leave anything behind after the pandemic.

Instead, I will use all the experiences that I have learned to bring out the best in me in the future – to help others and support the community. After the pandemic, I hope that people will continue to be keen on their health care.

Citizens should continue to work closely together to improve health standards and accelerate breakthroughs in public health. – Marlo Palma Gil GOING BEYOND ‘BACK TO NORMAL,’ WHAT ARE THE NEW OR EXISTING PATHS THAT YOU THINK WE SHOULD FOCUS MORE ON? Getting in touch with our creativity. Embracing our own creativity favors our well-being. It is more than just crafting a piece of material for display; it will make us realize that we are still able to make something beautiful despite how the pandemic changed us. – Jastene Angelene Galacio Perhaps, we can venture more in Artificial Intelligence (AI) and virtual reality that will allow people to live smarter, safer, and have more efficient and productive lives. – Nemesio Anlocotan III As an OB-GYN resident, I greatly appreciate all the virtual conferences and webinars during the pandemic. What was usually attended by a few before can now be attended by everyone. There are more inter-hospital interactions and information from Luzon and Visayas that can easily reach us now. I hope that online simulation or training from leading international countries can also be integrated in our course. – Dr. Daniza Tinagan Travel. I would like to experience the joy of travelling with my family without any fear and restrictions. This pandemic have taught me how important family is and I want to value it by spending more time with them and making more good memories. – Mayeth Apao Just focus on what is truly important to us. We must keep in mind that everything we have may last only until tomorrow. We must extinguish selfishness and concentrate on nurturing our gifts for the community. We cannot outrun COVID-19 without unity. Our strength is at its best when we help each other. – Marlo Palma Gil ________________________________________________________________ CONVERSATIONS is a part of The Focus Group Discussion Project ( FGD) initiated by CorpComm group. The activity aims to get true narrative from DDH’s management, employees, business partners, and patients.

THE PULSE | December 2021

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FEATURES

DDH COVID-19 Home Care Program: Telemedicine-Assisted Care, Data Protection, Social Criteria, Lab n Go Integration by: Leo Francis Silva, RN, MAN

T

he emergence of COVID-19 has posed a challenge to the global healthcare system, but after almost 2 years of battling the virus, health experts were able to devise responses to provide safer interventions that would address the repercussions of the pandemic. One such repercussion is the fear of returning to clinics by both doctors and patients.

The scenario demanded the acceleration of digital transformation and healthcare innovations that would prevent viral transmission. Doctors have shifted to the Telemedicine platform, where consultations are done virtually and many diagnostic procedures were set up outside of hospital buildings.

With the surge experienced in the second and third quarters of 2021, HealthCare Isolation Facilities in the city exhausted their bed capacity. Rather than leave COVID patients unattended, Home Care isolation was seen as the solution. Davao Doctors Hospital (DDH) acknowledged this quickly and acted fast in answering the need for Home Care isolation for COVID-19 confirmed patients.

It allowed the continuation of required isolation days of stable patients who were admitted but may be cared for at home. This freed up beds for the more severe patients needing admission. Milder cases were also catered to and

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followed up at home by the nurses and their attending physicians virtually.

Here are some facts about our Home Care Program.

TELEMEDICINE-ASSISTED HOME CARE Telemedicine, which was launched in 2020, has been connecting doctors and patients online during the pandemic. The platform’s success provided the foundation for the development of the Home Care Program. DDH COVID-19 Home Care Program is Telemedicine-assisted that made use of the existing system that allows for medical appointments and consultations. Telemedicine trained nurse or intern monitor patients’ health conditions daily. Any worsening symptoms are referred immediately to the attending physician for proper management. The communication that occurs during this daily monitoring has contributed to the well-being of the patients while they were in isolation.

FEATURES DATA PROTECTION: MITIGATING THE RISK LAB-N-GO: INTEGRATION OF DRIVE-THRU OF HARMING PATIENT PRIVACY DIAGNOSTIC SERVICES The implementation of the Home Care Program posed challenges on data privacy. Telemedicine may seem simple, but data breach of online information can impact the hospital with litigation or government sanctions.

This called for the development of a working team who consulted experts in interpreting the implementing rules of Republic Act 10173, commonly known as the Data Privacy Act of 2012. This rule safeguards self-determination of both physicians and patients and ensures patients’ consent for inclusion of their personal data in the platform.

SO CIAL CR IT ERIA: INFRASTRUCTURE R E QUIREMENT A N D FAMILY SUPPO RT One of the primary inclusion criteria for the DDH COVID-19 Home Care Program is the availability of a single room with adequate ventilation.

There should be a designated comfort room for the patient apart from that of other household members. These are stipulated in the Department of Health’s and the Philippine Health Insurance Corporation’s requirements for Home Care.

Another important consideration is the presence of a reliable watcher. In times of worsening symptoms, such as difficulty of breathing, someone must be with the patient who can immediately report to the DDH Telemedicine Team for proper disposition.

The drive-thru diagnostic services known as Lab-n-Go was one of the early advances launched by DDH during the pandemic and was patronized by the community.

This became a critical factor that enabled the Home Care Program. Majority of individuals enrolling in the program have their diagnostic procedures performed in a drivethru service area. This aids the doctors in categorizing a patient prior to enrolment. If COVID-19 confirmed patients are asymptomatic or with mild symptoms but nonoxygen requiring, they are recommended to enroll in the Home Care program.

To avoid patient mixing at diagnostic testing sites, a transport service is provided that will bring the patient to Lab-n-Go or Xray-on-the-Go from 3 p.m. onwards.

The program is constantly being appraised for further improvement.

We study feedback from clients and analyze them employing quality measures such as turnaround time, pricing management, and other patient experience indicators on a regular basis. Collectively, quality improvement is aligned with the premise that everything must adhere to the principle of peoplecentered care, and that the most important thing in this new ecosystem is to ensure that everyone is cared for. ___________________________________________________________________________ LEO FRANCIS SILVA,RN, MAN is the Assistant Director for Nursing and Pharmacy Business.

THE PULSE | December 2021

23

FEATURES

BACK TO BASICS: BASICS: DDH Primary Care Center by: Mary Lois S. Madrazo

D

igital transformation has long been integrated in the pipeline of many companies. That includes Davao Doctors Hospital (DDH) where the pandemic facilitated the process as if the planning and execution happened overnight when the coronavirus struck. The landscape has changed entirely and the demand for safe and convenient services will never be the same.

DDH is a known prime-mover in the healthcare industry in Davao City. It was the first to launch a drive-thru lab service which was well-received by the community, and its in-house Telemedicine platform inspired other hospitals to develop their own. But, with things slowly reassuming their places in the light of the upcoming normalization, the consumer demand continues to evolve. People now want safe, easily accessible and efficient healthcare services closer to their doorsteps. Thus, DDH needed to refresh its positioning to gain foothold in the new market.

THE HUB-AND-SPOKE STRATEGY The Hub-and-Spoke design is a business strategy which organizes service delivery into an efficient network anchored on a “ Hub”, the main establishment that provides comprehensive and specialized services. The hub is complemented by “Spokes”, secondary establishments that offer basic essential services but can easily route patients to the hub for

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FEATURES more specialized diagnostics and treatments. DDH has

The Board of Directors approved two locations during the

set out to execute this strategy to bring services closer to

October 21st BOD Meeting: SM City Davao and SM Lanang

its clients. It aims to provide:

Premier.

•

Consistency across operations

The SM City Davao location offers a space big enough to

•

Increased efficiencies

•

Enhanced quality of care

•

Enhanced market coverage

•

Improved agility

PRIMARY CARE LOCATIONS The spokes in DDH’s blueprint are called Primary Care Centers, given that they offer primary care services to a more targeted segment of the population. The success of the Hub-and-Spoke Strategy relies heavily on the location of the spokes. To determine the best location available to DDH, the Project Management Office, a department that was recently formed to handle this type of projects, conducted several studies analyzing the population size, per capita income, foot traffic, and suitability of location to current needs of its target population.

cover the basic services needed in a Primary Care facility while SM Lanang’s, albeit a smaller space, will allow DDH to target a more specific clientele — in this case, women and children.

The Primary Care Center in SM City Davao is targeted to be operational by March 2022, while the space in SM Lanang will not be available for turnover until the 2nd quarter of 2022.

IMPLICATIONS AND OPPORTUNITIES Taking

on

this

business

approach is not entirely new to DDH with the existence of Dumoy Satellite which has been thriving for 10 years. The new additional spokes are the organization’s

response

to

the ever-changing demands of clients and partners in the industry. This strategy, employed by many successful global organizations over many years, will aid DDH not only by decongesting the main hospital, but also reaching new markets. This will redound to greater efficiency and

After much deliberation, the team narrowed down the

improved quality of care at the same time, empowering

choices to 4 locations from the original 25:

DDH to expand its borders.

•

We are two years into the pandemic and we have learned

SM City Davao

to navigate in the turbulent waters. Every endeavor that •

Marina Tuna Lanang

•

Cleshan KTV & Restobar (Formerly Blue Opera)

•

SM Lanang Premier

we took taught us a great deal and helped us improve our services. The next steps for this project are expected to be a challenge but not something that DDH cannot handle.

__________________________________________________________________________ MARY LOIS S. MADRAZO is DDH’s Business Development & Special Projects Officer.

THE PULSE | December 2021

25

FEATURES

PEOPLE-CENTERED CARE: CARE: Partnering with the Patient, Family and Community by: Lysette Lao, RN, MAN

H

ealth care quality and responsiveness to the multidimensional needs, legitimate demands and expectations of patients and their families significantly impact their health and well-being. Thus, the need for

people-centered approaches to health care has become a matter of concern for countries and health systems worldwide.

Economic, demographic, and social forces have increasingly put pressure on health systems not only to provide universally accessible, effective, and scientifically sound health care, but also to ensure that services are designed and delivered in ways that respect patients’ rights and suit their needs and preferences for information, psychosocial support and participation in decision making for their own care.

In the recent years, healthcare has evolved from being disease-centered care to patient-centered care, to what is now called “people-centered care”. The concept of patient-centered care, which started in the 80’s, has emerged as the initial health care transformation as health care organizations realized that the needs of patients go beyond merely addressing the disease. Matters such as comfort, psychological, social, cultural, and spiritual needs

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THE PULSE | December 2021

should likewise be addressed since they contribute to the patient’s health and well-being.

However, for this patient-centered approach to succeed, the other components of the “cycle of care”, should also be considered. The people who provide the care (health care practitioners), the people that make up a health care organization (employees and managers) and the general public, even before they become patients – are all part of the health ecosystem. This constitutes the proposed expansion of the health care environment by the World Health Organization, from a patient-centered to a peoplecentered system. This comprehensive transformation encompasses four domains: (1) individuals, families, and communities; (2) health care practitioners; (3) health care organizations; and (4) health systems.

FEATURES Here are a few of the People-centered Care activities that DDH has jumpstarted: COMMUNITY NEEDS ASSESSMENT Doctors and hospital staff interview patients, families and community partners to determine their needs and resources in the community. Vital demographic data such as census, ages, gender, religion, race or nationality, the top ten diagnosis, the sources of admission and other relevant healthcare information forms part of the data collection and subsequent analysis.

PROVISION OF HEALTH INFORMATION Mass media campaign of monthly themed health education topics, sharing of health information materials in the hospital webpage, and provision of brochures to patients and families as part of their preparation for the patient’s procedures.

MONTHLY THEMED LAY FORA IN THE FOUNDERS HALL Establishment of discussion avenues so that patients and families can learn, be updated and actively participate in the holistic management of their health.

POPULATION AND PATIENT SURVEYS (face-to-face, postal, telephone and online) Digital patient satisfaction surveys and face-to-face interviews are spearheaded by the Patient Experience Department. Results and feedback are used as reference for process improvement.

FOCUS GROUP DISCUSSIONS Gathering of demographically similar patients and families are conducted to listen to perceptions and shared experiences of our clients regarding a specific service offered by the hospital. This evaluation strategy allows us to learn lessons and elicit from the group recommendations for performance and process improvement.

families in the effort of improving the patient and family experience. Patients and families are invited to join in hospital committees to ensure that the consumer’s point of view, perspective, and experience are not only heard, but also integrated into the service and quality improvements that are engineered to ensure high-quality, people-centered care.

I.M. H.E.R.E. INITIATIVE The acronym IM HERE stands for I Motivate Healthy Emotionally Resilient and Engaged Individuals, a mental health initiative intended for the health care workers. This is part of the many worklife balance initiatives that is being provided by the Human Resource Department to address the needs of the staff during the COVID-19 pandemic.

FAMILY CONFERENCES BY THE MEDICAL TEAM Our medical doctors conduct conferences with families particularly in more serious cases where a meeting of minds of all members of the team with the patient and family lead to better shared decision making.

COORDINATION WITH THE CITY’S VARIOUS GOVERNMENT AGENCIES Various government agencies, such as the Department of Health, City Health Office, Bureau of Fire, Central 911, City Engineers Office are in constant communication with us as each are essential in maintaining health and safety of the populace.

Other initiatives include the Hospitals in Partnership Program (HIPP), participation in the city’s special events such as Mangrove cleaning, tree planting and festivities, showing oneness with the community.

The strength of DDH is its people. Our people partnering with patients, their families, and the community, allows participation in a supportive health system for excellent clinical outcomes.

FAMILY AND PATIENT ADVISORY COUNCIL (FPAC) This initiative allowed involvement of patients and

___________________________________________________________________________ LYSETTE LAO, RN, MAN is the Assistant Director for Quality Management and Accreditation Department under the Systems, Processes, and Technology Division.

THE PULSE | December 2021

27

FEATURES

COMMUNITY PULSE

Operating Room During The Pandemic by: Mary Ann Legarta-Irasga, RN

T

here is one good reason why our organization was able to sustain itself during this pandemic and that is FLEXIBILITY. Just like other industries, our institution strived to adjust and take every opportunity available to

remain efficient and resilient. Our frontline workers have been overwhelmed but remained steadfast. Our Operating Room (OR) Team of doctors and nurses, on the other hand, took on the formulation and implementation of guidelines for safety and health management protocols aligned with the Executive Orders of the City of Davao and the Department of Health for general safety and security.

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THE PULSE | December 2021

FEATURES The use of surgical face mask and face shield is the standard

Quality Management and Accreditation Department

minimum requirement that everyone must conform to

(QMAD) team, the form was made an official document to

protect oneself and everybody else. Due to the rampant

unceasingly implement the health screening procedure

cases of COVID-19, the City Health Office declared a

for everybody’s safety and welfare.

community quarantine. It has reached a point where the management had to temporarily suspend elective surgeries until community quarantine is lifted. The OR had to limit accepting procedures to urgent and emergency cases only. These actions had truly brought the institution to its financial dilemma. Having OR as the backbone of the nursing operation, the management had to find all means

Having the guidelines in place, the management have finally decided on resumption of elective surgeries.

We released the Operating Room Guidelines wherein procedures are limited to ten (10) cases per day with only three (3) simultaneous surgeries at any given time in order to prevent overcrowding in the unit. With the easing of the number of COVID -19

possible to get through a

cases, performing simultaneous

challenging situation without hampering

its

thrust

surgeries was later amended to

in

four (4) cases at a time.

providing healthcare services

Strict adherence to schedules of

to those needing surgeries.

Our

team

put

in

OR procedures is emphasized to

place

ensure availability of resources

standard procedures putting

and

safety as the top priority. The

protocol on performing surgical

proper zoning in the OR was

procedures on COVID-recovered

instituted with instructions

patients was adopted by the

to the healthcare staff on the use of appropriate Personal Protective Equipment (PPE) according to the different zones: Unrestricted Zone, Semirestricted Zone and Restricted Zone. The areas for donning and doffing of PPE were identified to control entrance and exits of all personnel.

The OR team came up with a Health Declaration Form where the surgeons and anesthesiologists can sign before a surgical procedure is performed. The requirement

operating theatres. The

department with the guidance of the Infection Control Committee. We routinely use sterile disposable packs in all surgical or invasive procedures are emphasized along with the use of N95 mask and disposable gowns. These are the standard practice in the OR up to this time to protect both our internal and external clients from COVID-19 cross-contamination.

We heal as one!

was disseminated to the nursing units thru the nursing managers as well as to the group of doctors in order to solicit their cooperation and compliance prior to patient handover to the OR. With the support imparted by the

___________________________________________________________________________ MARY ANN LEGARTA-IRASGA, RN is the Revenue Manager for Operating Room and Ambulatory Services.

THE PULSE | December 2021

29

COMMUNITY PULSE

COMMUNITY PULSE

Marikina Valley Medical Center Visits DDH by: Lysette Lao, RN, MAN

G

eorge Bernard Shaw said, “Imitation is not just the sincerest form of flattery, it’s the sincerest form of LEARNING”.

What better way to jumpstart their international accreditation journey than by benchmarking with other hospitals under the Metro Pacific Hospitals Holdings Inc. (MPHHI). The Marikina Valley Medical Center (MVMC) representatives paid a visit to Davao Doctors Hospital (DDH) from September 20-22, 2021, to learn about the efforts we took to comply with the standards of excellence from Accreditation Canada International. The activity was conducted with the active collaboration between MVMC and DDH aimed at supporting each other in implementing best practices.

9. Governance Standards 10. Leadership Standards 11. Medication Management Standards 12. Obstetrics Standards 13. Perioperative Services and Invasive Procedures Standards 14. Service Excellence Standards 15. Reprocessing Standards 16. Transfusion Standards A meet-up with our very own Data Protection Officer, Ms. Marilyn Talde, transpired in the afternoon and the day was finalized with them observing how we discuss and scrutinize quality improvement projects. Quality improvements initiatives are critical in the development of a safety culture in the organization.

Our 3 guests were Dr. Joel Julian (the MVMC Medical Director), Ms. Aubrey Hyacinth Ramirez (the MVMC Assistant Manager for Patient Safety and Accreditation Canada International Lead) and Mr. Nikko Bautista (the MVMC Data Protection and Total Quality Management Officer).

On the second day, our guests were toured around the hospital tour observing our crash carts, medication areas, Cardiac Diagnostic Center, Pediatric Intensive Care Unit, Laboratory, Radiology, In-Patient Pharmacy, Stockroom, Cancer Center, Orthopedic Center and Physical Rehabilitation and Simulation Lab of the LDD.

The 3-day event promoted knowledge and information transfer. The first day kicked off with discussions of the criteria as stipulated in the 16 Accreditation Canada Standards, namely: 1. Ambulatory Standards 2. Biomedical and Laboratory Standards 3. Critical Care Standards 4. Diagnostic Imaging Standards 5. Emergency Department Standards 6. Emergency and Disaster Preparedness Standards 7. Infection Prevention and Control Standards 8. Inpatient Services Standards

The benchmarking was capped off on the third day with their rounds in our world class Operating Room, and tour of the Orthopedic Center and Physical Rehabilitation Center.

Afterwards, a virtual meeting was held to discuss how our very own Central Supplies and Sterilization Department was planned and built.

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THE PULSE | December 2021

The guests from MVMC went home with rich ideas that they can implement in their very own organization. As DDH shares its best practices, we are able to deliver quality healthcare to more people even beyond our borders. ___________________________________________________________________________ LYSETTE LAO, RN, MAN is the Assistant Director for Quality Management and Accreditation Department under the Systems, Process, and Technology Division.

COMMUNITY PULSE

Labor Management Cooperation Tightens by: Venz Joseph Giguiento

I

n August 27, 2021 Davao Doctors Hospital celebrated the 10th year anniversary of Labor Management Cooperation (LMC) with the theme “DDH LMC: Responsiveness & Resilience in Times of Disruption”.

Indeed the theme befitted what LMC is all about particularly during this pandemic time. Strengthening the bond between labor and management and enhancing cooperative efforts of both labor and management are critical while the hospital struggles to grapple with the current challenges. It is pursuant of the company’s vision which is the “Unparalleled Health Institution Beyond Borders” where the borders of the ordinary and the usual have been transcended.

The celebration commenced with a message from our President & CEO Mr. Celso Bernard Lopez, or Sir Oslec as he is fondly called. Sir Oslec talked about a celebration of the ties that bind between labor and management that is thriving amidst this pandemic. He also announced an early “Christmas gift” from our shareholders and reminded us to be grateful by continuing to do what we do best.

With us, too, was Ms. Aerrine Marie Reyes, the Regional Branch Director of the National Conciliation and Mediation Board, who reiterated the importance of LMC and encouraged employees to be active in LMC efforts.

Ms. Reyes congratulated Davao Doctors Hospital for being proactive and for creating programs for the welfare of our employees. She also inspired us to continue the good

things that we do and to be pillars of hope amidst this pandemic.

The highlight of the program was the recognition of employees who showed resilience and excelled since the pandemic started. These employees are modern day heroes who sacrificed and went beyond what was expected. There were 376 employees, including outsourced personnel, who were recognized and given honour during the event.

Our Union President, Sir Rommel Pinario, also gave a message of appreciation for the 10 years of LMC and encouraged the employees to continue to support its activities and programs and to be one with management in its plans for the organization. He also thanked management for conducting healthy dialogues between the union and management in the promotion of employee welfare.

Lastly, our Chief Operating Officer, Ms. Mirasol Tiu delivered her closing message and reminded us to continue to work hand in hand in order to address issued/concerns and to be proactive in creating programs that may benefit our employees.

The celebration affirmed that DDH will remain resilient with labor and management working closely together. ________________________________________________________________ VENZ JOHSEPH P. GIGUIENTO is DDH’s Human Resource Specialistr for Employee Welfare.

THE PULSE | December 2021

31

LIFESTYLE TIPS

TIPIDITY: A Millenial’s TIPIDITY: Guide to Making the Peso go beyond by: Mary Lois S. Madrazo

S

aan aabot ang 20 peso mo?” This cliché never resonated with me until I moved to Davao City.

Life in Manila was quite spontaneous so I was never the type to stick to a budget. I just had to make sure that I had enough money for transportation and food to last me until the next paycheck. I thought life was hard back then being a breadwinner and all, but I had no complaints.

But moving to another city with a pay that was less than that of my first job prove my maarte self wrong! So, I did everything I could to support myself and my family in Manila, while saving up for my wedding!

I don’t claim to be a financial guru but I believe this pandemic somewhat levelled the playing field for everyone so I would like to share these simple tips that helped me stay afloat: Payroll Taxes Family Rent Groceries Utilities

Mobile Load Dates Clothing Fundraisers Savings

MAKE A BUDGET (AND STICK TO IT!). Even before I got my first paycheck from DDH, I already made a table that summarized my expenses and savings. This helped me keep track of my money, and seeing where my money goes made me become aware of the unnecessary expenses that I had e.g., Netflix, Spotify and other subscriptions. This is

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THE PULSE | December 2021

how I categorized my costs in the beginning: Over time, my list evolved: I removed Clothing in my budget since I had enough (thank you, ukay-ukay). For Dates, I would religiously set aside Php 300 every cut-off so when we want to go to somewhere fancy, my boyfriend and I would put off dates for a while until we had enough saved for the fancy one. I also don’t do mobile network plans because it’s a complete waste of money — I get the same service with the Php 90 load subscription that my network offers. I just have to remember to renew my subscription every 7 days.

Another thing that incentivized my sticking to the budget is this: earn your reward. I would list down my wants and their prices. I would then set aside more for savings and cut down on some expenses (I sometimes forego mobile load. LOL). Delaying instant gratification instills discipline.

ORGANIZE WHERE YOU KEEP YOUR MONEY. I’m a sucker for filing systems because I don’t like things getting mixed up. Your payroll account shouldn’t be your only bank account. I have at least 5 bank accounts, not to mention the e-wallets that I have. I am not rich, I’m just organized: Payroll Account - money shouldn’t stay here. It doesn’t have any interest.

Spending Account - this is where I route all my payables.

Continued on Page 34 >>>

HEALTH TIPS

HEALTH TIPS

O ve rco mi ng Vi r t u al Fati gue by: Maria Melissa Basan-Anino

H

ow many Zoom, Facetime, and MS Teams meetings have you attended this week? Do you end up exhausted, irritable, or sleepy after clicking the “leave button” ? Well, you are not alone.

Most of us have experienced virtual fatigue. Krystal Jagoo, MSW, RSW, a mental health professional, notes that Zoom Fatigue feels similar to burnout.[1] In this time of physical distancing and remote working, most of our workweek is dominated by online meetings and extended screen time. Zoom Fatigue may not be a formal diagnosis yet but the phenomenon is so widespread it prompted a study at Standford University.

Their study showed that the frequency and duration of Zoom meetings are associated with a higher level of fatigue. They developed the Zoom Exhaustion and Fatigue (ZEF) scale to help us know if we have Zoom Fatigue.

WHAT MAKES VIRTUAL MEETINGS SO TIRESOME? According to a TED article by Libby Sander and Oliver Bauman, virtual meetings are draining as we tend to exert more effort to appear attentive and interested.

Face-to-face meetings allow you to bounce off ideas and build rapport among your colleagues, something virtual meetings can’t provide. [2] WHAT MAKES IT EXTREMELY TIRING? It is not an exaggeration, but there are a number of reasons.

•

Our brains are on overdrive. Our brains, due to their limited working memory, can only do so many things consciously. Amazingly, our brains can process a lot more information unconsciously, like picking up on non-verbal cues which are lacking in virtual meetings. Our brains are drained of energy as it doubles the effort in trying to pick verbal cues.

•

No more walking and change of scenery. The simple task of getting up from your office chair and walking to the meeting room is quite energizing. Walking and moving have been known to improve creativity during intense discussions. Also, a change of scenery encourages subtle positive changes in behavior.

•

We stress over our appearances. We can’t help but stare at our faces during virtual meetings, so we become more self-conscious,. According to the American Society of Plastic Surgeons, there was a noted increase in facelifts and cosmetic procedures during the COVID-19 pandemic.[4]

Here are some common signs and symptoms: •

Feeling tired between calls

•

Feeling more tired at the end of the workday than usual

•

Finding your mind wandering instead of paying attention to your meeting

•

Fidgeting during your calls

•

Eyestrain

•

Regular headaches

•

Constant feelings of exhaustion

•

The anxiety of having to turn on your camera

Continued on next page >>>

THE PULSE | December 2021

33

LIFESTYLE TIPS

HEALTH TIPS

TIPIDITY: TIPIDITY: A Millenial’s Guide to Making the Peso go beyond

O ve rco m ing Vir t u a l Fati g u e

Continued from Page 32

Emergency Fund - this account is untouchable so I never EVER touch it unless it’s an emergency, hence the name.

Business Account - I moonlight as a researcher and what I earn from my freelance work goes here. When I decide to buy anything that would help me with work — upgrading my laptop, for example — this is where I get it from.

Savings Accounts - I have 3 different types of savings accounts: a liquid one that I can access anytime anywhere; a time-deposit type that is locked-in for 5 years with compounding interests; and investments - insurance and stocks that I personally manage.

INVEST WHAT YOU ARE WILLING TO LOSE. I keep seeing posts about the “perfect ratio” for managing your money and it often includes investments. Investments can do a lot for you. It can keep your money safe for times of need. It can grow your money. But you can also lose it.

We need to learn about where we can safely invest our money. Ask “What does this insurance cover?” “In which company will I invest on?” “What are the returns on my investment?” “Can I customize my coverage?” Ask, Ask, Ask until you are convinced, even if you are investing on a friend or relative. Make sure to do your homework and find out what you’re getting into.

AVOID “UTANG” AT ALL COST. I’ve had *crushing* debts when I was in Manila and that is the very reason why I hate it. Use credit cards wisely. Don’t buy anything on credit unless your bank account can cover it at that very moment. There is nothing more devastating than receiving your salary and finding it insufficient to get what you need let alone pay your bills.

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Derailing Work-Life balance. Work-from-Home setup can be intimidating at times especially during meetings. Trying to facilitate a meeting while silencing your dogs or keeping your toddler off your lap adds new layers of challenges.

HOW CAN WE THRIVE IN VIRTUAL MEETINGS? We must accept that virtual meetings have become the norm. Instead of feeling depleted, we can shift it to our advantage. Here are some tips: •

AVOID MULTITASKING. Stanford researchers found that people who multitask tend to be more forgetful compared to people who don’t. Try to close other programs, turn off your phone notifications and focus on your meeting. You will find yourself more present, attentive, and more engaged.

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IT IS OK TO TURN YOUR VIDEO OFF. Turning your videos off does not equate to “not working” but simply a case of getting a breather. If there are opportunities to turn your video off, by all means, turn it off.

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HOST VIRTUAL MEETINGS FOR THINGS YOU LOVE DOING. Zoom calls should not be all business. You can host zoom calls to catch up with family and friends or enroll in online classes. These activities can weaken Zoom’s negative image.

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PUT A HARD STOP. Regain control over your work schedule. Spread out your virtual meetings over the 5-day work week so as not to feel overloaded.

Make yourself unavailable for not so important meetings and impose cut-off times.

Virtual meetings and video calls are here to stay. This early, let’s recognize that reality and learn to maintain a work-life balance that will allow us to thrive in the new normal.

Good money management takes a lot of discipline but it’s certainly rewarding. It’s great waking up knowing that you’ve paid your bills on time, and that you have enough supplies until the next grocery run.

References: 1. https://www.healthline.com/health/zoom-fatigue#coping-tips 2. https://ideas.ted.com/zoom-fatigue-is-real-heres-why-video-calls-areso-draining/ 3. https://hbr.org/2020/04/how-to-combat-zoom-fatigue 4. https://www.bizjournals.com/bizwomen/news/latest-news/2020/12/ life-lived-on-zoom-keeps-cosmetic-surgeons-busy.html?page=all

__________________________________________________________________________ MARY LOIS S. MADRAZO is DDH’s Business Development & Special Projects Officer.

__________________________________________________________________________ MARIA MELISSA BASAN-ANINO is DDH’s Head for Corporate Communications Division and is also the Managing Editor for THE PULSE Magazine.

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THE PULSE | December 2021

FUN & ENTERTAINMENT

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