Philosophy
We believe that governance should:
Be effective and efficient for a department of surgery to be able to achieve its vision-mission-goal-objectives.
Be committed and focused on continual organizational development.
Be facilitated by a core of dedicated consultants and the entire staff of committed surgical residents of a department of surgery.
To continually provide effective governance in order for the department of surgery to achieve its vision-mission-goal-objectives efficiently.
Performance
Objectives (Targets)
|
Parameter |
2001 |
2002 |
2003 |
|
Organizational primer being regularly reviewed and
improved |
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|
System of communication being regularly reviewed and
improved |
|
|
|
|
System of control being regularly reviewed and improved |
|
|
|
|
System of evaluation of staff being regularly reviewed and improved |
|
|
|
|
Documentation of quality system management being regularly done and improved |
|
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|
|
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|
Administrative meetings being regularly held and improved |
|
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|
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|
Constantly and progressively working towards achievement of vision-mission-goal-objectives of the department |
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Evident improvement in the service development program |
|
|
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Evident improvement in the training development program |
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Evident improvement in the research development program |
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Strategies (General)
Effective leadership from chairperson down
Effective in promoting achievement of vision-mission-goal-objectives and performance objectives
Effective in promoting achievement of the other strategies
Servant leadership
Leadership by training and coaching
Leadership by example
Situational leadership – innovativeness and resourcefulness
Structured departmental governance development program with clear philosophy, directions, and policies; realistic short- and long-term targets; doable strategies; regular monitoring; and continual quality improvement measures
Effective communication system
Continuing education, training, and coaching of staff
Motivation-provision for staff
Donor-enticement or donor development program
Strategies (Specific)
Formulation of general direction of stewardship [2001]
Recruitment and selection of administrative staff [2001 – present]
Formulation of vision-mission-goal-objectives [2001]
Formulation of policies and procedures [2001 – present]
Formulation of annual management action plan [2001 – present]
Periodic review of management action plan [2001 – present]
Formulation of a communication system and continual improvement [2001 – present]
Memofolder
Department e-group
Department website
Regular holding of administrative meetings [2001 – present]
Documentation of quality system procedures [2001 – present]
Formulation of a system of control of staff with periodic review [2001 – present]
Formulation of a system of evaluation of staff with periodic review [2001 – present]
Formulation of a donor-enticement or donor-development program (service, training, and research) [2001 – present]
Development of surgeons to surgeonless community [2003]
Outcome
|
Parameter |
2001 |
2002 |
2003 |
|
Organizational primer being regularly reviewed and
improved |
Initial year |
YES |
YES |
|
System of communication being regularly reviewed and
improved |
Initial year |
YES |
YES |
|
System of control being regularly reviewed and improved |
Initial year |
YES |
YES |
|
System of evaluation of staff being regularly reviewed and improved |
Initial year |
YES |
YES |
|
Documentation of quality system management being regularly done and improved |
Initial year |
YES |
YES |
|
|
|
|
|
|
Administrative meetings being regularly held and improved |
Initial year |
YES |
YES |
|
|
|
|
|
|
Constantly and progressively working towards achievement of vision-mission-goal-objectives of the department |
Initial year |
YES |
YES |
|
|
|
|
|
|
Evident improvement in the service development program |
Initial year |
YES |
YES |
|
Evident improvement in the training development program |
Initial year |
YES |
YES |
|
Evident improvement in the research development program |
Initial year |
YES |
YES |
Future Plans
To sustain and institutionalize the training
development program
To improve further on certain governance
parameters that still need and can still be improved
To improve the reputation of the department
of surgery by its quality governance program