Lesson 3: Planning

Lesson 3: Management Planning

Management Planning
Topic: Management by Objective
Licensing

Learning Outcomes: At the end of this module, you are expected to:

1. Define terms
2. Discuss the types and steps of planning
3. Apply concepts of planning in a clinical laboratory setting
4. Apply MBO program in the local setting
5. Recall the licensing requirement of a clinical lab in the Philippines.
LEARNING CONTENT
Introduction:

A manager’s primary responsibility is directing the immediate operations of the laboratory.

The day-to- day, and often minute-to- minute, activities of the laboratory will occupy the
greatest amount of a manager’s time and resources. Understanding the environment in
which the laboratory functions, and anticipating potential problems that might arise within
it, allows a manager to avoid costly mistakes in staffing, scheduling, purchasing, and
budgeting. The best managers learn how to balance their time and their many overlapping
responsibilities with a well-organized approach. They are always looking to the future and
thinking about how major trends might affect the operation of the laboratory. They view
changes in the operational environment as opportunities to make needed improvements
in staffing, technology, and processes. This progressive, forward-looking approach
requires insight, commitment, and the ability to teach the staff how to identify and solve
problems
Lesson Proper

CONCEPT AND DEFINITION OF PLANNING

 Planning is the process of formulating objectives and determining the steps which will be
employed in obtaining them. No modern healthcare organization can be effective without
an overall plan of action. It is the fundamental management function, which
involves deciding beforehand, what is to be done, when is it to be done, how it is to be
done and who is going to do it. It is an intellectual process which lays
down an organization’s objectives and develops various courses of action, by which
the organization can achieve those objectives. It draws out exactly, how to attain a specific
goal.

PLANNING HIERARCHY

A planning hierarchy represents the organizational levels and units in your company for
which you want to plan. A planning hierarchy is a combination of characteristic
values based on the characteristics of one information structure .

Planning hierarchies provide a framework for your planning activities in consistent

planning and level-by-level planning. With these planning methods, a planning hierarchy
must exist for the information structure before you can plan its key figures. You can create
only one planning hierarchy for an information structure. However, a hierarchy can have
as many different branches as you like. See also planning hierarchies containing product
groups .

HIERARCHY OF PLANNING MANAGEMENT

1. Vision and Mission

2. Goals and Objective
3. Strategies
4. Policies
5. Procedures
6. Rules
7. Programs
8. Budgets

VISION

If one does not already exist, at the beginning of the planning process a vision statement
should be written to articulate what the organization seeks to become. A vision statement
is an internal document, by design. It is intended to inspire those within the organization
to maximize their potential, and by so doing, to maximize the potential of the organization
as a whole. A vision

statement needn’t be wordy; some of the best vision statements are brief and succinct. A
vision statement should be lofty in its ideals. It should state a common purpose, and it
should express the long-term goal of the organization.

“Our vision is to become a preeminent Department of Pathology in the Philippines,

which is recognized for excellence in biomedical research, the education of
healthcare professionals, and the innovative application of science and technology
to the diagnosis and management of human disease.”

MISSION

A mission statement for the laboratory should also be developed at the beginning of the
planning process. A mission statement answers certain fundamental questions about the
organization, such as What is our purpose? In what activities will we be engaged to
accomplish

that purpose? and What are our basic values and shared beliefs? Having a clearly
articulated mission statement benefits the planning process by defining the organization’s
purpose, but it also benefits the organization by reminding everyone, staff and clients
alike, about the organization’s purpose. An example of a mission statement, also from the
VCU Department of Pathology, states,

“The mission of the Department of Pathology is to provide high-quality, cost-

effective pathology services in a manner that supports the patient care, education,
and research missions of the VCU Health System Academic Medical Center and the
Virginia Commonwealth University School of Medicine.”

Note that this statement clearly defines what the organization is and the clientele that it
serves. As planning progresses, people should look to the mission statement for guiding
principles in the decision-making process. The mission statement should be credible and
closely aligned with the organization’s actual purpose.
GOALS

For practical purposes, a planning horizon that is too distant will be impacted by rapid and
perhaps unforeseen changes in the economy, technology, industry trends, and
government regulations before the planning period is complete. In a technology-
dependent industry with ever-increasing regulation, it is absolutely necessary for a
manager to remain knowledgeable about the current operating environment while
understanding future trends.

Therefore, for the medical laboratory, a planning horizon of eighteen months to two years
is practical. It allows the planning group to make decisions that are forward-looking but
does not project the planning to a point where the environment has changed beyond
anyone’s ability to

realistically predict.

Planning is done to produce a list of goals and strategies that will guide laboratory
management decisions for a predetermined period of time. Through discussion, the
planning group produces a written document that lists specific goals and strategies. A
goal is an end or an outcome that one hopes to attain. Simply stated, a goal is something
positive that the organization hopes to accomplish. Through discussion and negotiation,
the planning group should develop a list of goals for the laboratory. An example of a goal
is “to enhance laboratory revenue by increasing referral testing from external sources.”
This is a clear statement of something that the laboratory will try to achieve.

STRATEGIES

A strategy is a means to a defined end or, more simply stated, an action taken to reach a
goal. Every stated goal can have numerous strategies. For this example, a strategy
relevant to the above goal might be to “hire a marketing director to develop business and
increase referrals from community hospitals.”

A manager can be flexible in creating a strategic planning document. The design of a

strategic plan is open to creativity. The essential ingredients are not. A strategic plan must
include goals and strategies—a clear statement of that which is intended to be
accomplished and the steps that will be taken to accomplish it.

POLICIES

The policy is a comprehensive guideline for decision making that links the formulation of
strategy with its implementation. It defines the area within which a decision is to be made
and ensures that decisions will be consistent with the objectives. Managers develop
policies to make sure that employees of the organization make decisions and take actions
that support the mission, goals, and strategies

PROCEDURES

Procedures are the sequential steps that describes in detail how a particular task is to be
performed. They generally indicate how a policy is to be implemented and carried out.
They are guides to action and detail the exact manner in which certain activity must be
accomplished.

RULES

Rules are detailed guides to action. They are specific and rigid and are strictly to be
obeyed by all the members of an organization. It is essential to operate an organization
in an orderly way. They must be followed precisely and observed strictly. The violation of
rules is associated with disciplinary action.

PROGRAMS

Program is a statement of activities essential to accomplish a single-use plan. It is a

comprehensive plan consisting of a complex set of goals, procedures, rules, resource
flow, etc. It is an aggregate of several related action plans that are designed to accomplish
a mission
BUDGETS

The budget is a short-term financial plan, which is presented in terms of money. It is

designed to allocate the resources of an organization, It is the basis of measuring actual
performance achieved with that of standard and identifying the variance.

PRIORITIZATION

In planning, as in every other aspect of effective management, it is necessary to assign

priority by weighing the importance of the tasks at hand to determine which have the
highest level of immediate importance. Therefore, planning is often a struggle between
“must do” and “want to do” decisions.

ACCOUNTABILITY

The only way to ensure follow-through on action items is to assign specific people to be
responsible for delivering results. An effective plan must have built-in accountability for
all objectives and strategies. This means attaching specific names to specific action
items. If everybody is accountable for a certain task, then nobody will take proprietary
ownership to make certain that the task is done correctly and in a timely way.
Accountability, by definition, is the obligation of a person to be responsible for his or her
own actions. Therefore, individuals must be assigned to the implementation of specific
activities to make certain that follow-through is achieved.

MEASURING SUCCESS (METRICS)

Once a strategic plan is drawn, a process of implementation must be followed to track

advancement toward completion of specific aims. The actual strategic plan is articulated
in a document that lists the goals, strategies, accountabilities, and deadlines. The
document can be as simple as a multiple-column Word table, an Excel spreadsheet, or
an Access database. The appearance of the planning document is not important. What
is important is the organization of information in a structured format that is readable and
understandable.
Progress in planning must be regularly monitored with thorough, quantifiable
measurements. Metrics, or standards of measurement that accurately gauge progress,
must be attached to each goal. That which cannot be measured cannot be managed. This
adage is especially true in clinical laboratory science. Therefore, great care must be taken
in assigning metrics that are appropriate to the goals.

A regular reporting mechanism must be established to review progress, reevaluate

priorities, and make updates based on a constantly changing operating environment. The
ideal venue for reviewing metrics is a regularly scheduled meeting attended by everyone
who has assigned accountabilities. At this meeting, accountable people are asked to
report upon the progress made on their assignments.

A regular reporting forum helps to maintain momentum by removing the human inclination
to procrastinate. Monthly, or perhaps even weekly, meetings should be scheduled to
discuss progress toward stated goals and objectives.

THE PLANNING PROCCESS

Planning is a complex process that requires a high level of studies and analysis. To create
a plan there must be a determination of objectives and outlining of the course of action to
achieve the goals. There is no set formula for planning. A planning process that is suitable
for one kind of organization may not be suitable for another type of organization.
However, we can take the following steps as the guideline to draw a plan:
Analysis of the Environment

Planning begins with the awareness of the opportunities in the external environment
and within the organization. For this, SWOT analysis is most suitable. Strength and
weaknesses are the internal factors whereas opportunities and threats are the
environmental factors which are to be analyzed

Setting the Objectives

The second step of planning is to set objectives and goals for the organization as a
whole and for each department. Long term, as well as short-term plans, are to be
 created. Objectives are specified to each and every manager and department head.
Objectives give direction to the major plans. So, managers should have an
opportunity to contribute their ideas for setting their own objectives and of
the organization. Objectives should be Specific, Measurable, Attainable, Reliable,
and Time-bound

Develop Premises

Planning premises are the assumptions about the future on the basis of which the
plans will be ultimately formulated. Planning premises are the key to the success of
planning as they supply pertinent facts and information regarding the future such as
general economic conditions, production cost, and prices, probable competitive
behavior, governmental control, etc. Forecasting is an essential part of the premises.

Determine and Evaluate Alternatives

Next is to identify the alternative course of action. It suggests that a particular

objective can be achieved in numerous ways. But the most relevant alternatives must
be listed down so that selection is made easier. Once various alternatives are
identified, they must be well analyzed with their strong and weak points.

Selection of Best Alternative

This is the point where a certain plan is adopted. When the alternatives are determined
most suitable alternative must be chosen out from the list which can give maximum
output with minimum risk.

Formulation of a Derivative Plan

Derivative plans are the backing plans which are very essential. Once the basic plan
has been formulated, it must be translated into day-to-day operation of
the organization. Middle and low-level managers must draw up the appropriate
plans, programs, and budget for their sub-units.
 Budget Formulation
After decisions are made and plans are set the next step is giving them sufficient funds
to carry them out. Optimum budgeting must be done for every course of action.

Implementation of a Plan
Once the plans are set up, now the plans must be well informed and shared with the
employees and managers expecting full commitment and trust. The plans must be
carried out.

Follow-up Action

Obviously once a plan is carried out it generates certain output. The progress must be
well monitored and managers need to check the progress of their plans so they can take
necessary steps to improve the plans if needed.

TYPES OF PLANNING

ON THE BASIS OF NATURE

• Operational Plan Operational plans are the plans which are formulated by the lower-
level management for a short-term period of up to one year. It is concerned with the
day-to-day operations of the organization. It is detailed and specific. It is usually based
on past experiences. It usually covers functional aspects such as production, finance,
human resources, etc.

• Tactical Plan: The tactical plan is the plan which is concerned with the integration of
various organizational units and ensures implementation of strategic plans on day-to-
day basis. It involves how the resources of an organization should be used in order to
achieve strategic goals. The tactical plan is also known as a coordinative or functional
plan.

• Strategic Plan: A strategic plan is a plan which is formulated by top-level management

for a long period of time of five years or more. They decide the major goals and policies
to achieve their goals. It takes in a note of all the external factors and risks involved and
makes a long-term policy of the organization. It involves the determination of strengths
and weaknesses, external risks, missions, and control systems to implement plans.
• Contingency Plan: Contingency plans are made when something unexpected happens
or when something needs to be changed. Business experts sometimes refer to these
plans as a special type of planning. Contingency planning can be helpful in
circumstances that call for a change. Although managers should anticipate changes
when engaged in any of the primary types of planning, contingency planning is essential
 in moments when changes can’t be foreseen. As the business world becomes more
complicated, contingency planning becomes more important to engage in and
understand.

ON THE BASIS OF THE MANAGERIAL LEVEL

• Top-level Plans:
Plans which are formulated by general managers and directors are called top-level
plans. Under these plans, the objectives, budget, policies, etc. for the
whole organization are laid down. These plans are mostly long-term plans.

• Middle-level Plans:
The managerial hierarchy at the middle level includes the departmental managers. A
corporation has many departments like the purchasing department, sales department,
finance department, personnel department, etc. The plans formulated by the
departmental managers are called middle-level plans.

• Lower-level Plans:
These plans are prepared by the foreman or the supervisors. They take the existence of
the actual work and the problems connected with it. They are formulated for a short
period of time and called short term plans.

ON THE BASIS OF TIME

• Long Term Plan:
The long-term plan is the long-term process that business owners use to reach their
business mission and vision. It determines the path for business owners to reach their
goals. It also reinforces and makes corrections to the goals as the plan progresses.

• Intermediate Plan:
Intermediate planning covers 6 months to 2 years. It outlines how the strategic plan will
be pursued. In business, intermediate plans are most often used for campaigns.

• Short-term Plan:
The short-term plan involves pans for a few weeks or at most a year. It allocates
resources for day-to-day business development and management within the strategic
plan. Short-term plans outline objectives necessary to meet intermediate plans and the
strategic planning process.

ON THE BASIS OF USE

• Single Plan:
These plans are connected with some special problems. These plans end the moment
of the problems to be solved. They are not used, once after their use. They are further
re-created whenever required.

• Standing Plan:
These plans are formulated once and they are repeatedly used. These plans
continuously guide managers. That is why it is said that a standing plan is a standing
guide to solving the problems. These plans include mission, policies, objectives, rules,
and strategy
Essential Factors in Laboratory Planning

1. Past experience
2. Market Potential
3. Competition
4. Hospital/ Laboratory Relations
5. Regulatory and Accrediting Forces
6. Laboratory trends
7. Medical trends
8. Socio-political trends

Effects of Good and Bad Planning

Benefits of good planning are:

• Maximizing profits and waste kept to a minimum
• Goal directed actions results in jobs turn out on time, good relationships with other
departments, people using their highest skill and workers know how their jobs fit into
pattern
• reduction of unexpected and emergency problems
Indicators of Poor Planning:
• Delayed submission of reports
• Idle machines
• Overworked and underworked staff
• Skilled workers doing unskilled work
• Quarreling, bickering, buck-passing, and confusion

Management by Objectives (MBO)

It is a personnel management technique where managers and employees work together

to set, record and monitor goals for a specific period of time. Organizational goals and
planning flow top-down through the organization Management by Objectives (MBO) is a
 personnel management technique where managers and employees work together to set,
record and monitor goals for a specific period of time. Organizational goals and planning
flow top-down through the organization and are translated into personal goals for
organizational members. The technique was first championed by management expert
Peter Drucker and became commonly used in the 1960s.

Steps in Management by Objectives Process

1. Define organization goals

2. Define employee objectives
3. Continuous monitoring performance and progress
4. Performance evaluation
5. Providing feedback
6. Performance appraisal

Contact

AO No. 2021-0037 New Rules and Regulations

Governing the Regulation of Clinical Laboratories in
the Philippines:
ANNEX A LICENSING STANDARDS FOR CLINICAL LABORATORY

1. PHYSICAL PLANT
Every clinical laboratory (CL) shall have an adequate space for its operation to safely,
effectively and efficiently provide services to clients.

1. The CL shall conform to all applicable local and national regulations for the construction,
renovation, maintenance and repair of CL.
2. The laboratory shall conform to the required space for the conduct of its activities.
Personnel, fixtures, equipment, sink, etc. shall also be considered. Minimum area
requirements for each are listed in Annex D.
3. There shall be well-ventilated, lighted, clean, safe and functional areas based on the
services provided.
4. There shall be a program of proper maintenance and monitoring of physical plant and
facilities.
5. There shall be policy guidelines on laboratory biosafety and biosecurity which includes
risk assessment that will serve as the basis of biosafety level required for the specific CL.
6. There shall be an area for confirmatory testing for Rapid HIV Diagnostic Algorithm (CrCL)
and Glucose-6-Phosphate Dehydrogenase (G6PD) Deficiency which may be a section,
unit, or division integrated in a DOH licensed CL, if applicable.
7. PERSONNEL
Every CL shall have an adequate number of trained personnel, depending on the
workload, to provide safe, effective and efficient services to clients.

1. Head of the Laboratory (HOL)

2. The head of the laboratory shall be a competent and experienced professional, with a
specialized skill set related to and proportionate to the laboratory category, to ensure that
the laboratory runs efficiently. The head of the laboratory is essentially responsible for the
operation of the entire laboratory, its personnel, functions, and data, all of which shall
meet the quality assurance criteria and regulatory requirements.
3. The head of the laboratory shall oversee the operation of the CL and have administrative
and technical supervision of the activities including the mobile clinical laboratories (MCL),
remote collection activities, and point of care testing (POCT), if applicable.
4. The head of the laboratory shall supervise the staff in accordance to the standards set by
the Philippine Society of Pathologists.
5. The head of the laboratory shall visit once a month and at least twice a week of
supervisory calls and/or videoconferencing OR at least once a week physical visit. For
hospital-based DOH licensed CL, it shall be once a week physical visit. The visits shall
have to be well documented.
6. For Geographically Isolated and Disadvantaged Areas (GIDAs) with no clinical
pathologists, as certified by the Philippine Society of Pathologists, board certified
Anatomic Pathologists or Physicians with complete training in Clinical Laboratory
Medicine, Quality Assurance and Laboratory Management, may head one primary DOH
licensed CL.
7. Registered Medical Technologist (RMT)
8. There shall be an adequate number of full-time RMTs to conduct the laboratory
procedures, including those assigned in MCL. The number of staff shall depend on the
workload and the services being provided.
9. There shall be staff development and continuing education program at all levels of
organization to upgrade the knowledge, attitude and skills of staff.
10. There shall be a designated Biosafety and Biosecurity Officer in-charge primarily of the
risk assessment of the DOH licensed CL.
11. Support Staff
12. There shall be an adequate number of support staff such as, but not limited to laboratory
technician, laboratory aide, encoders, and receptionists when applicable.
13. POCT Coordinator — if applicable
14. A senior staff from the CL shall be designated as a POCT coordinator who shall have the
following functions, but not limited to:
15. Recommends procedures that will ensure the quality of results of POCT in consultation
with the pathologist.
16. Ensures that POCT machines/device and kits are properly maintained.
17. Supervises the operators of POCT device/machine.
18. Ensures that the operators have appropriate trainings and checks the competency of the
operators regularly.
19. Ensures that quality control (QC) is implemented and reviews POCT QC results
periodically, depending on the number of tests.
20. POCT Operator — if applicable
21. The designated operator of the POCT device/machine and testing kits shall have the
following functions, but not limited to:
22. Ensures accurate results of POCT.
23. Ensure that POCT machines/device and kits are properly maintained and stored.
24. Run tests on quality control at least once each day or as recommended by the
manufacturer.
25. Initially, implements quality assurance program or contact the manufacturer’s application
specialist for assistance, when a POCT machine/device is not properly functioning or the
control sample is in out of control range.
26. Reports to the supervising CL any untoward incidents or problems concerning POCT.
27. MCL Personnel
28. MCL shall has its own set of personnel, which includes the following but not limited to:
29. Registered Medical Technologist — number will depend on the anticipated workload.
30. Support staff such as, but not limited to, driver and laboratory technician.

III. EQUIPMENT/INSTRUMENTS/REAGENTS/GLASSWARES/SUPPLIES
Every CL shall have an adequate equipment, instruments, reagents, glassware and
supplies which are all in good working condition and sufficient for the operations.

1. There shall be available and operational equipment/machines/devices to provide the

laboratory examination that the laboratory is licensed for.
2. There shall be a calibration, preventive maintenance and repair program for every
equipment/ machines/ instruments/ devices in the DOH licensed CL.
3. There shall be a contingency plan in case of equipment/machines/devices breakdown
and malfunction.
4. There shall be adequate available reagents, glassware and supplies for the laboratory
examinations.
5. There shall be an inventory control of the reagents, glassware and supplies.
6. The reagents, glassware and supplies shall be properly stored under the required
conditions.
7. The machines/devices, reagents and test kits that are used in the CL and MCL as well as
POCT shall be approved by the Philippine Food and Drug Administration and validated
by the proper government institutions (e.g. National Reference Laboratory).
8. The MCL shall have its own set of functional, and operational equipment, as well as its
own set of supplies.
9. SERVICE DELIVERY
The services provided by the CL shall ensure quality and safety to clients, to its personnel
and to the general public.
1. All CL shall ensure that the service being delivered to patients must comply with the
standards and other related relevant issuances.
2. Mobile Clinical Laboratory
3. The collection site/area for MCL shall be located within the same region, at a maximum
of one hundred (100) kilometer radius, from the address of the DOH licensed CL.
4. Aside from specimen collection for different tests within the service capability of the main
CL, the MCL shall be allowed to perform the following on-site tests which shall be declared
in the LTO of the main CL:
5. Urinalysis
6. Fecalysis
7. Pregnancy Test (lateral flow)
8. Basig Serologic Test using Rapid Test Kits — Dengue, Screening of Hepatitis B,
RPR/Syphilis Test, and HIV
Specimen collected for other test, not mentioned above (Section IV. B. 2), should be
properly handled and transported. Serum blood samples for chemistry testing must be
separated within four (4) hours from the time of collection.

1. INFORMATION MANAGEMENT
Every CL shall maintain a system of communication, recording, reporting and releasing
of results.

1. Administrative Policies and Procedures

2. The CL shall have written policies and procedures for the provision of laboratory services,
the operation and maintenance of the CL, which includes satellite laboratories, MCL and
POCT, and shall include the accountabilities of every personnel working in the laboratory.
3. There shall be documented technical procedures for services provided in each section of
the laboratory, including MCL and POCT, which will ensure the quality of laboratory
results.
4. There shall be a risk assessment for every section in the CL.
5. Communication and Records Management
6. The CL shall maintain and ensure the confidentiality of all records.
7. There shall be procedures for the receipt and performance of routine and STATrequests
for laboratory examinations.
8. There shall be procedures for the reporting of results of routine and STAT laboratory
examinations, including critical values that would impact on patient care.
9. All results shall be released in accordance with DOH guidelines.
10. All laboratory reports on various examinations of specimens shall bear the name, PRC
registration number, and original signature of the registered medical technologist(s) who
performed the laboratory examinations, and the pathologist who shall be accountable for
the reliability of the results.
11. There shall be a policy guideline on the use of digital signature. The use of digital
signature for laboratory results shall be permitted only if properly authenticated by the
Department of Information and Communication-Philippine National Public Key
Infrastructure. The use of digital signature shall also be in accordance with the provisions
of the E-Commerce Law.
12. There shall be procedures for the reporting of workload, quality control, inventory control,
work schedule and assignments.
13. There shall be procedures for the reporting and analysis of incidents, adverse events,
and in handling complaints.
14. The retention of laboratory documents, records, slides and specimens shall be in
accordance to the standards promulgated by the DOH or by competent authorities for
such purposes.
15. The operating hours of the CL shall be known to its clients.
16. The CL which supervises the POCT shall have a master list of the following, but not limited
to:
17. Name and designation of operators, and,
18. POCT machines, instruments and kits.
19. QUALITY IMPROVEMENT
Every CL shall establish and maintain a system for continuous quality improvement
activities.

1. There shall be an Internal Quality Assurance Program which shall include:

2. An Internal Quality Control Program for technical procedures.
3. An Internal Quality Assurance Program for inputs, processes and outputs.
4. A Continuous Quality Improvement Program covering all aspects of laboratory
performance.
5. The CL shall participate in External Quality Assessment Program (EQAP) that may be
administered by a designated NRL or other local and international EQAP approved by the
DOH.
6. A periodic assessment shall be conducted by representatives from the top management,
clinical laboratory, clinical departments and nursing service, to evaluate the policy of the
CL on POCT.
VII. REFERRAL OF LABORATORY EXAMINATIONS
Every CL shall ensure the quality of services provided through an agreement, or its
equivalent, to a DOH licensed CL performing the laboratory services needed.

1. The referral laboratory must be a DOH-licensed CL. They shall have a Memorandum of
Agreement (MOA) with the referring CL and shall be responsible for the collection,
transport and processing of specimens, and releasing of results.
2. A separate MOA is required when referred tests, which are not within the service
capability of the CL, unless the referral is part of the contingency plan.
3. A MOA prescribing the accountabilities of each party, shall be secured when laboratory
examinations are referred to and provided by another DOH-licensed CL.
4. Referral of examinations to other DOH-licensed CL are only permitted in the following
circumstances:
5. If the laboratory test to be sent out is not part of the service capability expected for the
particular category of the referring laboratory; and,
6. If referral of laboratory test is part of the contingency plan, in cases of equipment
breakdown, of the referring CL, this shall be for a certain limited period of time only, which
shall not last for more than 3 months. This shall be properly documented.
 VIII. ENVIRONMENTAL MANAGEMENT
Every CL shall ensure that the environment is safe for its patients and staff, including the
general public.

1. There shall be a program of proper maintenance and monitoring of physical facilities.

2. There shall be procedures for proper disposal of infectious wastes and toxic and
hazardous substances in accordance with RA 6969, also known as “Toxic Substances
and Hazardous and Nuclear Wastes Control Act of 1990” and other related policy
guidelines and/or issuances.
3. There shall be a “No smoking policy” and that the same shall be strictly enforced.
4. There shall be a contingency plan in case of accidents and emergencies.
5. There shall be a policy for biosafety and biosecurity.
6. There shall be policy guidelines on infection prevention and control
END OF LESSON 3