Meritocracy? Politics? Or corruption? The boards of directors of public hospitals are supposed to elect the most suitable person. From this column, I have had to denounce the personal interests of many people in countless issues that affect the lives of humble people, but few are as critical as public health.
The transformation of public hospitals into State Social Enterprises (ESEs) under Law 100 promised a radical change in the provision of health services, with the hope of improving efficiency and quality in medical care. However, the reality that we are seeing today can definitively erase the principles of that reform if urgent and decisive measures are not taken.
The election of ESCO managers has become a process that requires attention and vigilance, through the active participation of users, because merit and capacity cannot be inferior to financial contributions to political campaigns. Public health depends on the integrity and capacity of the managers who are chosen to administer ESCOs. The experience and knowledge of the candidates, their management capacity in terms of efficiency and transparency, commitment to the quality of service provision and the ability to work as a team with the boards of directors, medical staff and the community, are the pillars that must support this process.
The problems that public hospitals are facing are enormous, while resources are limited and often insufficient for the growing needs of the population. Shortages of qualified staff and delays in care can be matters of life and death for patients who rely on these services. Inefficient management and corruption erode trust in the system and waste valuable resources, while unequal access to services perpetuates the gap between those who have and those who can’t.
In this context, the management capacity of ESCO administrators is more crucial than ever and, consequently, they must be selected for their proven experience in the health sector, technical knowledge and ability to lead teams and manage resources with transparency and effectiveness. . They must be individuals with a demonstrated commitment to quality and the implementation of best practices. Collaborative work is essential.
ESCO managers must be able to build bridges between boards of directors, medical staff and the communities they serve. They must be leaders who listen, who are willing to learn and adapt, and who can inspire others to work together for a common goal: to improve the health of users of all conditions, without discrimination of any kind.
It is imperative that public hospital boards remain steadfast in their commitment to these principles. Politics cannot have a place in the election of ESCO managers as a bargaining chip to pay favors, but rather a reflection of competence, integrity and genuine desire to serve the public.
The boards of directors have to take seriously and quality the election of these managers, through a transparent process based on merit. An act of responsibility and commitment because people’s health is at stake. Civil society, health professionals and the media must be attentive and be active voices in this process, questioning, investigating and reporting any indication of corruption or undue influence.
Only then can we ensure that the managers chosen are the most qualified to overcome the challenges ahead, and we cannot allow the shadow of politicking to darken this future. It is time to act to ensure that the election of ESCO managers is a reflection of our collective commitment to a stronger, more equitable and efficient health system.
EXACTLY. It is an open secret that in La Guajira several public hospital managements that were negotiated during the election of mayors and governor have already been purchased. How do you think?
And as the philosopher from La Junta said: “I’ll leave them there…”
@LColmenaresR
The opinions published here are the responsibility of their author.
2024-03-13 02:52:30
#management #public #hospitals