Business View Caribbean | July 2019

56 BUSINESS VIEW CARIBBEAN JULY 2019 inspectors, Management Information Systems staff, maintenance teams, Human Resources, administrative, and accounting staff. In her role as Regional Director of SERHA Jamaica for the last five years, Maureen Golding has encountered remarkable changes in the healthcare sector. Business View Caribbean recently spoke with this charming, ambitious leader to glean her insights into the Authority’s challenges, achievements, and expectations for the future. The following is an edited transcript of that conversation. BVC: What are the basic responsibilities of SERHA and what makes you an effective leader? Golding: “The fundamental role of SERHA is to safeguard the health and wellness of close 50% of the Jamaican population through a network of cost-effective, preventive, curative, promotive and rehabilitative service. Additionally, SERHA has the responsibility to secure the major airport and the seaport in Kingston. This means that our public health teams are vested with the responsibilities of, what I call, ‘public health policing’ of our ports of entry. Simply put, they quarantine visitors and conduct food and other types of inspections at all ports of entry in Kingston which will ultimately reduce the overall public health risk to the Jamaican people and as such reduce the overall burden of health care.” “Leading this organization is certainly not a cakewalk, however, I’m up to the task. I started my career in public service at the Kingston Public Hospital in the capacity of secretary. Then I became Personnel Officer for the Bustamante Hospital for Children; worked at Bellevue Hospital as a Personnel Manager; then Parish Personnel Manager for the Kingston and St. Andrew Health Services; then Director of Human Resources and Industrial Relations at the regional level. After that, I acted in the capacity of Regional Director for about 15 months, and was then appointed to the position of Regional Director.” “I have a BSc and a Master’s degree in Health Services Administration. One of the requirements for my Master’s was a six-week management internship at Sunnybrook Hospital in Toronto, Canada. It was a very rewarding experience. I observed their best practices in terms of occupational health and safety and when I returned, I implemented same in SERHA as a Director of Human Resource.” “Leading a health organization – large or small, public or private – is very complex. Based on my experience, there is no single definition of leadership because what works for one leader might not necessarily work for another. However, everyone agrees that a true leader must be able to inspire his or her team. You must have a good attitude and control your emotions when you are guiding your team through tough times. You must also be ambitious and have a burning desire to achieve. That creates positive energy that can be contagious and will make others want to follow.” “I would consider myself an effective leader not pictured left Regional Director of SERHA Jamaica, Maureen Golding