Embracing Change, Adopting a United Front: The Philippine Medical Association Beyond 111

The PMA looks back on an eventful year that saw several changes and reforms take place, coupled with a bolder approach to its future.

It is quite a challenge to competently lead any industry organization; even more, an organization with an illustrious history and legacy spanning over a century. How exactly does one grapple with the complex challenges and issues ahead without abandoning the ideals that formed it in the first place?

This is the environment the Philippine Medical Association (PMA) finds itself as it surpassed its 111th year in 2014. Previously known as the Manila Medical Society, an organization founded in the 1900s to “hasten delivery of medical assistance from the American Red Cross,” PMA has now grown to cover the entire Philippines, with various component, affiliate, and specialty societies nationwide, with membership strength of over 80,000. It is currently a member of the World Medical Association, and a co-founder of the Confederation of Medical Associations of Asia and Oceania and the Medical Associations of South East Asian Nations.

Eight strategic imperatives

At present, the PMA aims to constantly engage in “dedicated selfless and humane service of the Medical Profession for a healthy Philippines and for the Glory of God,” armed with a vision of “a fellowship of physicians united in the common goal of acquiring the highest levels of medical knowledge and skills through continuing education and research, and to promote the healing ministrations of the physicians in the delivery of health care to patients.”

Under Maria Minerva Patawaran-Calimag, PMA President for 2014-2015, the PMA adopted the tagline “PMA: Empowering the Filipino Physician for Nation-Building,” with the additional exhortation “Magkapit-bisig para sa Pagbabago…para sa PMA at sa Bayan” (Unite for Change, for the PMA and the Nation). And as President, Patawaran-Calimag focused her leadership on eight strategic imperatives:

1. Institutionalize the mission, vision, and values of the PMA;
2. Strengthen the PMA as an organization;
3. Enhance the relevance of the PMA among its members;
4. Build capacities and empower the physicians;
5. Promote quality medical education;
6. Improve physicians’ access to continuing professional development (CPD);
7. Play a pivotal role in crafting policies and laws for the country; and
8. Elevate the status of the PMA in the local and international scene.

With so many changes in the pipeline, the PMA sought to assert its identity as the country’s premiere medical organization by emphasizing the significance of unity among its members.

“The PMA as envisioned by our forefathers is an association of all physicians that would look after each other’s welfare. Our duties and responsibilities at the PMA should be to make sure all physicians, regardless of specialization and affiliation, are cared for, nurtured, and empowered,” Patawaran-Calimag, the PMA’s 93rd president declared. She cautioned: “We should thwart any attempt by any sector to disembowel the profession, to divide the physicians, and disintegrate the PMA in exchange for personal gains or political ambitions.”

A “One PMA,” according to Patawaran-Calimag, meant harnessing the power of organized medicine, and is founded in an inherent service and “love” for the organization and its members.

The PMA under Patawaran-Calimag’s term marked progress through initiatives that addressed members’ concerns and concerns of the organization as a whole, all in the aim of preserving the PMA’s status as the premier advocate organization for the nation’s doctors.

Educational reforms

On top of the PMA’s to-do list was to beef up its educational program, as working committees undertook several initiatives throughout the year. There was a seminar workshop on the Ebola virus, as well as several advocacy campaigns, notably on the graphic representation of the effects of tobacco smoking on cigarette packages. Other issues that the PMA pushed for were waste segregation and disposal, environmental sanitation, climate change, and mangrove rehabilitation. These activities saw the engagement of the PMA members and the organization’s close collaboration with several stakeholders in the medical field.

The PMA’s CPD program—or the education of physicians following the completion of formal training, or the acquisition of knowledge, experience, and skill as well as the development of personal qualities—was also further strengthened.

“Among physicians, CPD consists of any educational activity which helps maintain, develop, or increase knowledge, problem-solving, technical skills, or professional performance standards. Keeping up-to-date enables them (physicians) to work legally and effectively, all with the goal that they can provide better healthcare redounding to patient safety,” Patawaran-Calimag noted.

The PMA first initiated during Patawaran-Calimag’s term its OWL@PMA (Online Webbed Learning @ Partnerships for Medical Advancement) Program for CPD of Physicians, a MOOC (massive open online course) site using open-source learning management system Moodle Analytics, which enabled physicians to recommend educational and professional development tracks according to context.

“The OWL@PMA is anchored on the philosophy of heutagogy,” explains Patawaran-Calimag, referring to the study of self-determined learning. “It recognizes that physicians are not only lifelong learner but that they are engaged in learning for life. Our goal is to create an alternative virtual platform that will elevate the educational experience of physicians by measuring their learning and engaging them at their own pace and convenience,” she adds.