Distinguished Manager and Leader
DISTINGUISHED LEADER / ADMINISTRATOR, HOLDING IMPORTANT OR KEY POSITIONS IN THE COMMUNITY, ACADEME OR COUNTRY
ROJoson has distinguished himself as a productive and effective manager and leader of hospital and medical school units as well as health programs, both in his appointed and voluntary capacity.
IN HIS APPOINTED CAPACITY:
In UPCM-PGH
· Director, Postgraduate Institute of Medicine (1989-1991)
· Chief, Division of Head and Neck, Breast, Esophagus, and Soft Tissue Surgery, Department of Surgery, Philippine General Hospital (July 13, 1994 - 2000) (Acting Chief – 1992 – 1994)
· Chairman, Committee on Graduate Program, Department of Surgery, UP College of Medicine (2004 – 2014)
· Chairman, Year Level 7 Committee (1988)
In Ospital ng Manila Medical Center
· Supervising Training Officer, OMMC, 1992 to 2000
· Chairperson, Department of Surgery, Ospital ng Maynila Medical Center (2001 – July 11, 2009; 2014)
In Manila Doctors Hospital
· Training Officer, Department of Surgery, Manila Doctors Hospital (1985 to 1987)
· Assistant Medical Director, Manila Doctors Hospital (1989 – 2009)
· Director, Manila Doctors Hospital Emergency Room (1991 - ?)
· Head, Industrial Medical Services Department, Manila Doctors Hospital (1993 – 1995)
· Head, Corporate Planning Office, Manila Doctors Hospital (2005 – 2009)
· Quality Management Representative, Manila Doctors Hospital (2005 – 2009)
· Coordinator, Manila Doctors Hospital Balanced Scorecard (2004 – 2009)
· Senior Vice-President for Corporate Affairs, Manila Doctors Hospital (April, 2009 – 2014)
· Board of Advisers, Manila Medical Services Inc. (January 2016 – 2018)
· Member, Audit Committee of the Manila Medical Services Inc. (2017 – 2018)
· Adviser, Executive Committee, Manila Doctors Hospital (2014 – 2018)
IN HIS VOLUNTARY CAPACITY:
Director of the Education for Health Development Program in the Philippines
Providing education to students and public to improve health condition and health care delivery services in the Philippines since 1990 through blended learning (face-to-face with online learning).
Manager of ROJoson Medical Clinic
Promoting and providing patient-centered care management, cost-effective management and intentional living program to his patients since 1982.
IN HIS APPOINTED CAPACITY:
In UPCM-PGH
· Director, Postgraduate Institute of Medicine (1989-1991)
· Chief, Division of Head and Neck, Breast, Esophagus, and Soft Tissue Surgery, Department of Surgery, Philippine General Hospital (July 13, 1994 - 2000) (Acting Chief – 1992 – 1994)
· Chairman, Committee on Graduate Program, Department of Surgery, UP College of Medicine (2004 – 2014)
· Chairman, Year Level 7 Committee (1988)
Director, Postgraduate Institute of Medicine (1989-1991)
NOTABLE MANAGEMENT:
Outreach multi-departmental continuing professional educational program for government physicians (to promote their medical expertise) in 4 selected provincial hospitals:
· Luzon – Isabela Provincial Hospital in Ilagan, Isabela
· Visayas – Dr. Rafael Tumbokon Memorial Hospital in Kalibo, Aklan
· Mindanao – Misamis Occidental Provincial Hospital in Oroquieta City
· Mindanao – South Cotobato Provincial Hospital in Koronadal City
Chief, Division of Head and Neck, Breast, Esophagus, and Soft Tissue Surgery, Department of Surgery, Philippine General Hospital (July 13, 1994 - 2000) (Acting Chief – 1992 – 1994)
NOTABLE MANAGEMENT:
· 1990 – Head and Neck Surgical Oncology Fellowship (The first in the Philippines)
· 1994 – Surgical Oncology Fellowship (The first in the Philippines)
· Formal Publication of Manual of Surgical Interns in 1990
· Contribution to major renovation of GSI Office (July, 2013)
Head and Neck Surgical Oncology Fellowship
https://rojosonuppghgs1filesandnotes.wordpress.com/category/head-and-neck-surgical-oncology
In 1990, when he was the Assistant Chief of the Division of the Head and Neck, Breast, Soft Tissue, and Esophageal Surgery of the Philippine General Hospital, he initiated the establishment of the clinical fellowship on Head and Neck Surgical Oncology. This was the first clinical fellowship on Head and Neck Surgical Oncology in the Philippines. The program produced the first graduate in 1990 in the person of Dr. Henry Falcotelo. As of 2017, the program has produced 24 graduates. The clinical fellowship program is for one year.
Below is the list of graduates of the program:
Surgical Oncology Fellowship
https://rojosonuppghgs1filesandnotes.wordpress.com/category/surgical-oncology
In 1994, when he was the Chief of the Division of the Head and Neck, Breast, Soft Tissue, and Esophageal Surgery of the Philippine General Hospital, he initiated the establishment of the clinical fellowship on Surgical Oncology. This was the first clinical fellowship on Surgical Oncology in the Philippines. The program produced the first graduate in 1995 in the person of Dr. Ma. Lourdes de Leon-Matsuda. As of 2017, the program has produced 21 graduates. From 1995 to 1998, the clinical fellowship program was only for one year. Starting 1999, the training period was extended to two years.
Below is the list of graduates of the program:
Formal Publication of Manual of Surgical Interns in 1990
https://rojosonuppghgs1filesandnotes.wordpress.com/2014/01/02/manual-for-surgical-interns-1990/
This was published in 1990 by the University of the Philippines College of Medicine Publication Committee. This has been extensively used by surgical interns in various hospitals. The forerunner of this book is “Basic Introduction to the Operation” completed in 1985 which served as the core for this “Manual for Surgical Interns” in 1990 and also for “Nurses as Members of the Surgical Team” completed in 1998 (https://sites.google.com/site/nursesasmembersofsurgicalteam).
Contribution to major renovation of GSI Office (July, 2013)
Chairman, Committee on Graduate Program, Department of Surgery, UP College of Medicine (2004 – 2014)
He has produced 3 graduates in Master of Science in Clinical Medicine (Surgery) during his term.
In Ospital ng Manila Medical Center
· Supervising Training Officer, OMMC, 1992 to 2000
· Chairperson, Department of Surgery, Ospital ng Maynila Medical Center (2001 – July 11, 2009; 2014)
Chairperson, Department of Surgery, Ospital ng Maynila Medical Center (2001 – July 11, 2009; 2014)
NOTABLE MANAGEMENT:
Strengthened the Department of Surgery to become a model for other departments in the Philippines – winning international awards; promoting action researches to improve service, training, governance and research; doing advocacies for NO to Routine Circumcision, Beware of Santol Seed Swallowing, and others
During his stewardship from 2001 to 2009, he had contributed significantly in improving the governance, service, training, and research programs of the Department of Surgery. Some of the notable projects are listed below.
1. Medical Anecdotal Report (MAR) or Narrative Medicine - A brief narrative report on an actual medical event that involves a patient seen by a surgical resident. The medical observation must have an impact on the reporter as a physician in terms of insight gained and which the reporter thinks is worth sharing with colleagues as this might help improve patient care. Any aspect of patient management may be reported as an insight which is eventually categorized as predominantly physical or biological, psychosocial, or ethical issue. Each resident is required to submit one MAR a month, following a template, posted in Department’s group email, trainee’s online journal and presented and discussed in regular biweekly Department’s conferences.
2. Patient Management Process (PMP) - Utilization of a template on structured patient management process. Used as department protocol in problem-solving and decision-making during actual patient management, conferences, debates, and formulation of clinical practice guidelines.
3. Disaster Preparedness Program (DPP) - Utilization and continual practice-drill of the disaster preparedness program of the Department since 2003 with expansion in 2006 to assist the entire hospital in its disaster preparedness program, specifically on earthquake preparedness program, with hospital and departmental staff and patients as beneficiaries.
4. Internal Communication System (ICS) / Knowledge Management System (KMS) - Refinement of a structured internal communication / knowledge management system initiated in 2001 among the residents and consultants with improvement in 2006 with emphasis on electronic communication system.
5. General Surgery On-line Journal (GSJ) - Continual implementation with improvement of a 2004-initiated on-line general surgery journal of residents to keep track of their learning, both by the residents themselves as well as by the consultants.
6. Debate in General Surgery (DGS) - Continual implementation with improvement of a 2002-initiated debate as a teaching-learning strategy for surgical residents in handling medical controversies.
7. Public Health Education / Advisory (PHEA) - Continual implementation with improvement of a 2001-initiated public health education /advisory program on prevention of surgical disorders, unnecessary operations and diagnostic procedures.
During his stewardship, he made the Department of the Surgery known within and outside the Philippines.
From September 22 to 25, 2004, the Department participated in the 4th Asia-Pacific Problem-based Learning Conference in Health Sciences with 17 educational papers.
In October 2004, the Department was an awardee in the Asian Hospital Management Awards for its submitted project entitled Knowledge Management System of the Department of Surgery of Ospital ng Maynila Medical Center.
In February 2005, that Department was an awardee in the Anvil Award for its submitted project Wholistic Corporate Social Responsibility Program of Department of Surgery, Ospital ng Maynila Medical Center.
In September 2005, the Department was an awardee in the Asian Corporate Social Responsibility Award for its submitted project entitled Conducive Practice Program for Surgical Residents of the Department of Surgery of Ospital ng Maynila Medical Center.
In Manila Doctors Hospital
· Training Officer, Department of Surgery, Manila Doctors Hospital (1985 to 1987)
· Assistant Medical Director, Manila Doctors Hospital (1989 – 2009)
· Director, Manila Doctors Hospital Emergency Room (1991 - ?)
· Head, Industrial Medical Services Department, Manila Doctors Hospital (1993 – 1995)
· Head, Corporate Planning Office, Manila Doctors Hospital (2005 – 2009)
· Quality Management Representative, Manila Doctors Hospital (2005 – 2009)
· Coordinator, Manila Doctors Hospital Balanced Scorecard (2004 – 2009)
· Senior Vice-President for Corporate Affairs, Manila Doctors Hospital (April, 2009 – 2014)
· Board of Advisers, Manila Medical Services Inc. (January 2016 – 2018)
· Member, Audit Committee of the Manila Medical Services Inc. (2017 – 2018)
· Adviser, Executive Committee, Manila Doctors Hospital (2014 – 2018)
NOTABLE MANAGEMENT:
· Responsible for ISO 9001 certification of MDH (2005)
· Institutionalized Quality and Sate Management System of MDH
· Institutionalized Safety Promotion and Disaster Preparedness Committee and Program of MDH
· Institutionalized Balanced Scorecard for MDH
· Institutionalized corporate planning system for MDH
In Zamboanga Medical School Foundation (ZMSF) / Ateneo de Zamboanga University School of Medicine (ADZU-SOM)
Consultant, Zamboanga Medical School Foundation (ZMSF) / Ateneo de Zamboanga University School of Medicine (ADZU-SOM)
· Designer and Developer of an innovative medical curriculum (problem-based, competency-based, community –based)
· Faculty Trainor
NOTABLE MANAGEMENT:
· Majority of graduates are practicing in the region - 80% are practicing in the underserved municipality in Western Mindanao.
· Graduates are serving as municipal health officers in underserved communities in the region.
· 55% increase (n=20 to 31) in the number of municipalities of Western Mindanao with a doctor, mostly graduates of the medical school.
· Improved infant mortality rate in the region. The information that I gathered, the infant mortality rate in the region has decreased by approximately 90% in 2011 compared with a national change of approximately 50% in the same time period.
· First medical school in the Philippines with a dual MD-MPH degree program which started in 1998; has produced 381 MD-MPH graduates as of 2018.
· 2nd medical school that has offered a Master in Health Profession Education in the Philippines; has produced 16 Masters in Health Profession Education from 1999 to 2018.
· The medical school has a Charles Boelen International Social Accountability Award from the Association of Faculties of Medicine of Canada (AFMC).
In Zamboanga City Medical Center (ZCMC) Department of Surgery; ZCMC
Consultant, Zamboanga City Medical Center (ZCMC) Department of Surgery; ZCMC
· Designer and Developer of a Distance Education in General Surgery (1991-1997) – a pioneering project in distance education and telemedicine
· Coach, Zamboanga City Medical Center on Earthquake Business Continuity Program and Response Exercise (2016)
NOTABLE MANAGEMENT:
· Pioneered a distance education course in general surgery in the Philippines. (https://rojosonzcmcsurgerycourse.wordpress.com/)
· Structured an earthquake business continuity program in hospitals. (https://rojosonfacebooknotes.wordpress.com/2016/12/23/rojosons-hospital-earthquake-business-continuity-program-and-response-exercise/; https://hospitalsafetypromotionanddisasterpreparedness.wordpress.com/category/zcmc-earthquake-business-continuity-response-exercise/)
In World Health Organization
Consultant, World Health Organization Western Pacific Region on Hospital Disaster Preparedness Program and Safe Hospital Initiative
NOTABLE MANAGEMENT:
· Module Writer and Facilitator - Hospital Emergency Response Plan – Module for WHO – WPRO Regional Training Course for Mass Casualty Management and Hospital Preparedness – 2007 (September 24-28, 2007, Phnom Penh, Cambodia); 2008 (November 24-28, 2008, Vientiane, Laos)
· Module Writer – Training on Safe Hospitals in Disasters – Module for WHO – WPRO Regional Training Course for Safe Hospitals in Disasters – 2009 (February 2-4, 2009)
· Facilitator – WHO-WPRO Training in Hospital and Health Facility Emergency Exercises, Hanoi, Vietnam, August 22-26, 2011
· Module Writer and Facilitator – National Training on Safe Hospitals in Sri Lanka – September 22 – 24, 2014)
· Consultant, Sri Lanka Safe Hospitals Initiative Strategic Plan, WHO SEARO, October 5 to 19, 2015
· Consultant, WHO-DOH Earthquake Business Continuity Plan, November 27, 2015 to December 15, 2015
In University of the Philippines College of Public Health
Lecturer, University of the Philippines College of Public Health (1993-2005, 2008 – 2018 - )
NOTABLE MANAGEMENT:
Lecturer to students in Master in Hospital Administration with local students coming mostly from Philippine government hospitals (there are also foreign students) thereby helping improve health care services in the Philippines
In Zuellig Family Foundation
Coach in Maternal Death Control Management System in Zamboanga Peninsula using blended learning (face-to-face and online teaching) for Zamboanga CIty Medical Center; Zamboanga del Norte Medical Center; Zamboanga del Sur Medical Center; and Zamboanga Sibugay Provincial Hospital (February 2015 to December 2015)
NOTABLE MANAGEMENT:
· Helped control maternal mortality in Zamboanga Peninsula.
· Helped Zamboanga Sibugay Provincial Hospital win an international award in 2015 - Winner – AHMA – 2015 – Community Hospital Improvement: An Online Collaborative and Interactive Learning to Create a Structured, Comprehensive and Sustainable Design and Development Plan on Maternal Death Control Management System in Zamboanga Sibugay Provincial Hospital
In Ciudad Medical Zamboanga (CMZ)
Consultant in Quality and Safe Management System (2013 -2014)
NOTABLE MANAGEMENT:
Coached CMZ to become the first hospital in the Philippines to get the Philippine Quality Awards in 2013
In Salubris Medical Center (SMC), Nueva Vizcaya
Consultant, Salubris Medical Center (SMC), Nueva Vizcaya (2016 – 2017)
NOTABLE MANAGEMENT:
Coached Quality and Safe Management System in SMC utilizing teleconferences and distance education prior to opening of the hospital thereby promoting quality health care services to the clients of SMC.
IN HIS VOLUNTARY CAPACITY:
Director of the Education for Health Development Program in the Philippines
NOTABLE MANAGEMENT:
Providing education to students and public to improve health condition and health care delivery services in the Philippines since 1990 through blended learning (face-to-face with online learning).
Posted on March 31, 2017 by reyojoson
Education for Health Development in the Philippines
Reynaldo O. Joson, MD, MHA, MHPEd, MS Surg
Designer and Developer
Accomplished Projects and Ongoing Activities (1990 to 2002-2003-)
OSPITAL NG MAYNILA MEDICAL CENTER
Training Officer
Chairman, Department of Surgery
1991 – 1999
2001-present
Manager of ROJoson Medical Clinic
Promoting and providing patient-centered care management, cost-effective management and intentional living program to his patients since 1982.
See write-up in Essay – Patient-centered Care Management.
Some excerpts from the write-up:
ROJoson started his journey on Patient-centered Care Management (PCCM) in 1982 when he formally started his private practice in general surgery. PCCM was not formally and intensely taught when he was a medical student in UPCM and in surgical residency training in PGH. He would continuously improve his management of patients along the principles of PCCM using problem-based learning and self-directed learning. Circa 1985, he formulated his Management of a Patient Process including its maxims, rules and guides which would promote rational, holistic, professional, compassionate, and cost-effective treatment. [Link: https://rojosonmedicaleducation.wordpress.com/2017/06/13/maxims-rules-and-guides-in-the-management-of-a-patient-rojoson/]
Because of his promotion of the Management of a Patient Process, the surgery residents of PGH gave him a monicker of “Josonics” or “Josonic Disciples.” Here are some quotes on his monicker during his retirement in 2014 from PGH.
ROJoson’s Achievements and Contributions to Society in the Local and National Level
From 1982 to 2019 (37 years), ROJoson was deeply improving, practicing and promoting patient-centered care management. He has done at least the following:
· Practicing the “Management of a Patient Process” on his patients (in his clinic, in the operating room, in the nursing floors, and outside and also in his telemedicine).
· Teaching the “Management of a Patient Process” to medical students and surgical residents he have come into contact with (UPCM, PGH, Ospital ng Maynila Medical Center, Zamboanga City Medical Center, etc.)
· Incorporating the “Management of a Patient Process” in the problem-based medical curricula of the Zamboanga Medical School Foundation / Ateneo de Zamboanga University School of Medicine, Bicol Christian College of Medicine, and Southwestern University College of Medicine.
· Incorporating the “Management of a Patient Process” in the Quality and Safe Management System of Salubris Medical Center in Nueva Vizcaya (2016-2017).
· ROJoson Medical Clinic – NO Queueing, NO Long Waiting Time for Patients (Started 2015)
o Using a system of booked appointment time, ROJoson was able to promote no queueing, no long waiting time for his patients. The patients like his booked appointment time. Some of his students are following suit.
· Rain-Flood-Wind Situation Advisories from ROJoson Medical Clinic (First given out – July 2017)
o What to do when there is strong rain and flood situation – to coordinate with ROJoson whether to go or not to go to ROJoson Medical Clinic
o “These recommendations are made because we are concerned with the welfare of our patients. We don’t like our patients to go to the ROJoson Medical Clinic and, after arrival, just to be told that there won’t be any clinic for the day and that the clinic has been cancelled because of the rain-flood-wind situation. We don’t like our patients to risk the rain-flood-wind situation just to meet their appointment schedule with ROJoson Medical Clinic.”
· Medical Prices Data in the Philippines - ROJoson’s Online Publication (started 2012)
o In the patient management processes, in deciding on what option for diagnostic tests and treatment procedures to take by a patient, the “medical price” is factored in. ROJoson would factor in the price and would inform his patients. The four parameters used for comparisons for the different options of tests and treatments are benefit, risk, cost and availability or BRCA.
· ROJoson has online Advocacies and Advisories (partial list):
· Rational Patient Management Process [https://rojosonmedicaleducation.wordpress.com/2017/06/13/maxims-rules-and-guides-in-the-management-of-a-patient-rojoson/]
· No to Routine Circumcision [https://xtulepinoy.wordpress.com/]
· Beware of Santol Seed Swallowing [https://rojosonmedicalclinic.wordpress.com/category/santol-seeds/]
· NO to Unnecessary Operations and Diagnostic Procedures [https://rojosonmedicalclinic.wordpress.com/2017/10/22/rojosons-patients-advised-against-unnecessary-operations-and-procedures-a-registry-a-resumption/]
· Cancer Survivor Registry [https://sites.google.com/site/rojosonscancersurvivors/home; https://sites.google.com/site/rojosonscancersurvivors2/home]
· No to Patient Queueing [https://sites.google.com/site/rojoson70memoir/no-queuing---no-long-waiting-time-in-clinic---a-legacy; https://rojosonwritingsonhospitaladministration.wordpress.com/2019/03/02/feedback-on-rojoson-medical-clinics-booked-appointment-time-system/; https://rojosonwritingsonhospitaladministration.wordpress.com/2016/10/06/no-queues-by-appointment-only/; https://sites.google.com/site/rojosonmedicalclinic/booked-appointment-performance---december-2018-and-2018]
· Legible Physician Handwriting [https://rojosonmedicalclinic.wordpress.com/category/handwriting/]
· Healthy Lifestyle - (actively promoting healthy lifestyle among patients with role modelling) [https://rojoson.wordpress.com/2019/07/03/rojosons-diet-to-stay-healthy/; https://rojoson.wordpress.com/category/exercise/; https://rojoson.wordpress.com/2016/05/30/rojosons-stretching-and-flexing-exercises/]
· Intentional Life Plan – Intentional Living (Intentional Living (promoting intentional living among patients and how to live life to the fullest – how to productive, contented, enjoying, happy and to live long) [https://rojosonnotesonlife.wordpress.com/category/intentional-life-plans/]
· Keeping and Giving Medical Records to Patients [https://rojosonmedicalclinic.wordpress.com/category/keeping-medical-records/
Other Links on Medical Records:
· Medical Recordings in the Medical Clinic
https://sites.google.com/site/rojosontipsforgeneralsurgeons/medical-recordings-in-the-medical-clinic
· Physician Pad in my Clinic and How I Use It
https://rojosonfacebooknotes.wordpress.com/2012/11/02/physician-pad-in-my-clinic-and-how-i-use-it/
· Practice of giving medical records to patients
· Giving duplicate copy of medical records
· ROJoson uses telemedicine (through cellphones and FB messenger) to provide patients easy access to ROJoson when needed – pre-consult and post-consult and preoperatively and postoperatively.
· He always does a physical examination rather than relies totally on diagnostic tests (at least touch the patient).
· He prays with patients before latter are anesthesized for the operation - started July 2019.
· He sees and talks to patients before being anesthesized to assure them that he is around and be the one to operate.
· He requests his anesthesiologists to have Intravenous fluid line inserted at the operating room rather than at the nursing floor for elective surgery (to avoid multiple punctures by interns and nurses; to prevent repeated puncture when IV gets dislodged during transit from floor to operating room; and to allow patient to rest well prior to operation).
· He does his own preoperative risk assessment frowning on routine “cardiac clearance.” He will refer to a specialist only when indicated.
· He uses preop and postop antibiotics and other medications rationally and cost-effectively.
· He promotes rational and practical care of postoperative wounds such as wounds can be wet, using open dressing, etc.
· He checks accuracy of charges to his patients in the operating room. He checks accuracy of hospital bills of his patients.
· He does not allow use of unnecessary materials for patient’s use (sometimes stipulated by hospital administration) like ESONEX (P600.00) vs ordinary soap (P20) for full bath before surgery and like Intravenous fluid infusion pumps (he only prescribes this when needed).
· He subscribes to the following principles in patient-centered care management:
IMPACT:
· ROJoson’s advocacies on patient-centered care management being promoted online, particularly in Facebook, have influenced at least some of his Filipino physician followers (medical students, residents and fellows, and established medical and surgical practitioners) to follow suit thereby improving health care delivery services in the Philippines.
· ROJoson’s advocacies on patient-centered care management being promoted online, particularly in Facebook, have influenced at least some of his Filipino patients and the lay Filipino people on what to expect and what to look for in their search for value-based health care services.
· ROJoson’s advocacies on patient-centered care management have protected and saved his patients from unnecessary medical procedures and their corresponding expenses and potential complications.
· ROJoson’s advocacies on patient-centered care management have empowered his Filipino patients and the lay Filipino people on at least a knowledge on how to have value-based health care services for themselves.
ROJ@19sept28