DOH Reengineering Monograph

Chapter
THE NEED FOR

HEALTH REFORMS
Historical Background
he Philippine Department of Health (DOH) has a long and distinguished history.

It began as the Board of Health on June 23, 1898 by virtue of a decree by the
new republic under President Emilio Aguinaldo. It has since evolved into one of
the major departments of government with a budget and personnel that has kept it
among the top five agencies of the executive branch. In 1999, under Republic Act (RA)
8745, it had an appropriation of about P12 Billion and a nationally paid workforce of
27,410 employees.
June 23, 1898 Board

of Health
Pres. Emilio Aguinaldo
EO 851/1982 Ministry
of Health
Pres. Ferdinand E. Marcos
EO 119/1986
Department of Health
Pres. Corazon C. Aquino
The past twenty years were marked with changes. In

1982, President Ferdinand E. Marcos reorganized the DOH
under Executive Order (EO) 851. This was done to
synchronize health structures and operations with the
shift to a parliamentary form of government. Instead of
being referred to as DOH, it became known as the Ministry
of Health (MOH).
The Office of the President had control of the ministry,

with supervision provided by the Prime Minister. It was
also accountable to the Batasang Pambansa or the parliament and to the cabinet to
ensure harmonization of health programs with the rest of the programs of government.
It was during this period that a State Minister for Health with the rank of deputy
minister was appointed from elected members of Parliament. However, its organic
structure remained basically unchanged. There was one line bureau, five staff bureaus,
seven project or technical offices, which focused on diseases or special concerns. They
were later renamed into technical services.
The only difference was that the

ministries were now reverted to
departments as the country returned to
the presidential form of government
from the short-lived parliamentary
system.
The Minister of Health at the same time

supervised a number of medical centers,
hospitals including those with research
functions and attached agencies such as
the Dangerous Drugs Board, the
Philippine Medical Care Commission and
the Schistosomiasis Control Council. For
service delivery, the hierarchy began
with the regional health offices under
which operated provincial health offices
and city or municipal health offices. The
MOH through the Regional Health Offices
administratively and technically
supervised local health services.
In 1988, RA 6675, otherwise known as

the Generics Act was passed to promote,
require and ensure the production of
adequate supply, timely distribution,
rational use and acceptance of drugs and
medicines identified by their generic
name. This Act serves as the legal
framework of the Philippine National
Drug Policy Program.
The next major change came in 1986

with EO 119, Reorganizing the Ministry
of Health, by President Corazon C.
Aquino. It was promulgated under the
Freedom Constitution. EO 119 clustered
agencies and programs under the Office
for Public Health Services, Office for
Hospital and Facilities Services, Office
for Standards and Regulations and Office
for Management Services.
A major shift
took place in
1988
Generics
Act RA 6675
1991 with the
1991
passage of the
Local Government Code
Local
RA 7180
1992
Government
MO 27 to improve and
Code also known
streamline operations
of national agencies
as Republic Act
1992
(RA) 7160.
Magna
Carta
for Public
Under this law,
Health Workers RA
all structures,
7305
personnel and
budgetary allocations from the provincial
health level down to the barangays were
devolved to the local government units
to facilitate health service delivery.
Surprisingly, this did not result in an
immediate restructuring of the affected
departments, including the DOH.
An Executive Committee for National

Field Operations was also established
headed by the Minister with a secretariat
headed by the Deputy Minister serving as
Chief of Staff. The Field Offices were
composed of the Regional Health Offices
and National Health Facilities. The latter
was composed of the National Medical
Centers, the Special Research Centers
and Hospitals. Five Deputy Minister
positions were created and a number of
DOH personnel were relieved.
On August 13, 1992, Memorandum Order

(MO) 27 was issued by President Fidel V.
Ramos, which mandated all
instrumentalities and agencies of the
national government to streamline and
improve their operations and
EO 292 known as the Administrative Code

was promulgated under the new
Constitution. It maintained the
organizational structures under EO 119.
The national government appropriated

P55 Million as subsidy to the fourth, fifth
and sixth class local government units
(LGUs) to provide for the subsistence
allowance of accredited BHWs. However,
the law has encountered several
implementation problems, including the
following: 1) some BHWs have not been
able to avail of the benefits and
incentives due them after being removed
from the BHW list by local chief
executives (LCEs); 2) some LCEaccredited BHWs have not undergone the
basic training required under the law;
and 3) the need to sustain the subsidy
from the national government has not
been met.
organizations. The restructuring of the

DOH did not push through in spite of
attempts to reconfigure its vision,
mandate, functions and activities in
keeping with a devolved set-up.
On March 26, 1992, a Magna Carta for
Public Health Workers (RA 7305) was
passed providing for social and economic
benefits for public health workers and
called for a corresponding Code of
Conduct for Public Health Workers.
However, it was not fully implemented
that year due to insufficient funds.
To date, only four types of financial
benefits are being given to government
workers, namely: subsistence allowance,
clothing allowance, salary differentials;
and for Rural Health Physicians,
representation and transportation
allowance (RATA). Other devolved health
workers were not paid the benefits
mandated under the Act due to
insufficient funds from local government
units. Given the funding problem, the
implementation of RA 7305, had to
proceed in stages. This situation has
demoralized local health officials and
devolved health workers prompting calls
for a re-nationalization of devolved
health services.
In the interim, there were other policy

developments that impinged on the
health care system. Laws were passed in
support of the
major policy
1995
thrusts of the
BHW Benefits
(RA 7883)
DOH as
stipulated in the
1995
National Health
NHI Act
(RA7875)
Plan (1995-2020)
1996
and its
accompanying
ASIN Law
(RA 8172)
document, the
10-year public
investment plan entitled Investing in
Equity in Health.
Efforts to promote community-based,

primary health care system were
strengthened through the Barangay
Health Workers Benefits and Incentives
Act of 1995 (RA 7883). RA 7883 led to
the registration and accreditation of
some 174,569 Barangay Health Workers
(BHWs) by the city and municipal health
boards in 1997.
The National Health Insurance Act (RA

7875) providing for health insurance
coverage to all Filipinos was passed into
law in 1995. A National Health Insurance
Program (NHIP) was institutionalized
giving emphasis on indigents and is
administered by the Philippine Health
(RA 8172). The ASIN Law and its

implementing Rules and Regulations (IRR)
were disseminated nationwide in 1996
and 1997.
Insurance Corporation (PhilHealth). Since

then, PhilHealth has instituted a number
of measures relative to increasing
membership, claims processing and
benefit packages.
Despite these gains, some issues continue

to hamper the effective the effective
implementation of the law, such as low
utilization of iodized salt, lack of supply
of iodized salt in the market, absence of
sanctions for violators, absence of a
monitoring system, high prices and high
standard requirement.
In the field of nutrition, notable

developments included the formulation
and adoption of the Philippine Plan of
Action for Nutrition (PPAN) and the
implementation of an Act Promoting Salt
Iodization Nationwide, or the ASIN Law
T h e S t a t e o f t h e N a t i o n s H e a l t h
While all these developments over the
years have given rise to opportunities
that led to better health care services
and improved state of health for all
Filipinos - there are still many challenges
that the whole health sector has to
address.
prohibitive cost of drugs and medicines.

It has become common for some people
to die without seeing a doctor or without
taking medicines. There are indications
that we are not effectively allocating our
health resources. Likewise, our sourcing
of funds remains inefficient.
Infant Mortality Rate (IMR) and Maternal

Mortality Rate (MMR) have declined, but
the rate of decline has slowed down
since 1992. Over the past years, there
has been no significant change in these
vital health indices.
The health sector in the Philippines falls

short in meeting these problems due to
several reasons:
Inappropriate health delivery system
such as, poor hospital facilities,
fragmented primary health system,
ineffective delivery mechanism for
public health program, misdistribution
of health human resources and
others.
The health status of the Philippines is

typical of developing countries in
transition. With the rapid demographic
changes today, the country faces threats
from infectious diseases and from the
ever-rising tide of degenerative chronic
conditions. Emerging health problems
brought about by environmental and
work-related risks factors have remained
largely unattended. These are diseases
that are usually found in urban
population brought about by
industrialization and development. Over
all, the country suffers from what is
called the double burden of disease
patterns common in developing
countries.
Inadequate health regulatory

mechanisms such as gaps in
regulatory mandates, lengthy and
laborious regulatory systems and
processes and inadequate human
resources and facilities resulting in
poor quality of health care, high cost
of privately provided health services,
high cost of drugs and others.
Poor health care financing such as,
inadequate funding, inefficient
sourcing and ineffective allocation.
To be able to transform the health system
into one that would ensure the delivery of
cost effective services, universal access
to essential services and adequate and
efficient financing, major reforms must be
undertaken.
Improvement in the quality of health

care remains wanting in most areas and
yet the cost of such care has become
exorbitantly high and is beyond the reach
of ordinary people. Added to this is the
The National Objectives for Health
Pursuing the needed improvement in the

health care system is in line with the
administrations thrust to prioritize
delivery of services to the masses and
improve the quality of life of all Filipinos,
especially the poor. The differences in
health status among various groups and
regions in the country have widened
through the years. These disparities
indicate deficient economic and social
policies and the need to reprioritize
interventions to promote equity, fairness
and immediate action.
Major Health Developments in

the Past Decade
Devolution of health services
Passage of the National Health
Insurance Act
Epidemiological, demographic and
environmental shifts affecting
health patterns
The mission for the entire health sector

is, To ensure accessibility and quality
of health care to improve the quality of
life of all Filipinos, especially the poor.
Revitalizing the health care system must

be seen within the broader context of
several forces affecting the delivery of
basic health services in the past two
decades. These factors are: devolution of
health services to local government units,
passage of the National Health Insurance
Law, the epidemiological, demographic
and environmental shifts that resulted in
the emergence of new diseases and
reversals of past initiatives or successes in
disease prevention and control.
The DOH, in partnership with all agencies

and organization in the health sector aims
to achieve for communities, families and
individuals the following medium term
goals:
General health status of the population
is improved.
Morbidity, mortality, disability and
complications from specific diseases
and disorders are reduced.
Some diseases (e.g., schistosomiasis,
malaria, filariasis, leprosy, rabies,
poliomyelitis, measles and others) are
eliminated or eradicated as public
health problems.
Under these realities, the health sector

must work to attain a common goal. The
DOH as the lead agency on health sets the
vision for the nations health, Health
for All Filipinos.
Healthy lifestyle is promoted.

Health and nutrition of families and
special populations are promoted.
Environmental health and sustainable
development are pursued.
T h e H e a l t h S e c t o r Re f o r m A g e n d a
To bring the country towards the
attainment of this vision, the DOH,
health professionals, health
organizations and other stakeholders in
health, put together the Health Sector
Reform Agenda (HSRA). The agenda
outlines the problems and reforms
needed to bring about an efficient and
effective health delivery system, a well
established and strong health regulatory
system and sustainable health care
financing mechanisms. The HSRA
prescribes the adoption of the following
strategies:
HSRA GOALS
Efficient and effective health delivery
system
Well-established and strong health
regulatory system
Sustainable health care financing
mechanisms
make hospital fiscal autonomy viable;

hospital reforms in turn will free
resources for investments in public
health and in health regulation at both
the national and local levels; and good
public health programs will relieve the
NHIP from the burden of having to pay
for increasing number of curative
services and be able to address those
diseases which are preventable.
On Health Service Delivery

Promoting fiscal autonomy to
government hospitals
Secure funding for priority public
health programs
To get the reforms going, the DOH has to

take the lead role in providing the
direction of the health sector and in
undertaking several initiatives to
implement the reform strategies. These
are:
Developing and strengthening of local

health systems capacities
On Health Regulation
Formulation of the investment

packages for health
Strengthening capacities of health

regulatory agencies
Formulation of new laws and

issuance of new policy directives
On Health Financing
Pursuing organizational changes in

the DOH, PhilHealth and LGUs
Expanding the coverage and benefit

spending of the National Health
Insurance Program (NHIP)
Improvement of finance and

procurement management systems
Reforms in these areas are

interconnected and interrelated. Health
financing reforms through the NHIP will
The DOH should pursue the

organizational restructuring it had
already initiated several years ago.
Part
Organizational and
Management Reform
he organizational change in the DOH stems both from the realities within and
outside of the health sector. A movement towards reinventing government

has swept bureaucracies all over the world. With greater demand for specific
services and meager resources, government simply cannot provide for all the
needs of its various constituencies.
Governance is no longer an exclusive function of governments but it has to be
distributed rationally to other concerned sectors of society. The paradigm postulates
that what the private sector does better, it should do without undue competition from
government. In addition, non-government organizations should be allowed to
accomplish what they can accomplish on their own or in partnership with government
and other service providers.
Governments must do what only government can do. The Local Government Code of
1991 already laid out the proper role of local governments. The national government
must therefore follow suit. The rethinking of governments role began with President
Fidel Ramos Reengineering the Bureaucracy for Better Governance. This was
reinforced by the guidelines issued by President Joseph Estrada under EO 165, which
directed the formulation of an institutional strengthening program for the Executive
Branch under the Presidential Committee on Effective Governance (PCEG).
There were a number of studies already done on organizational efficiency, as a result
of the devolution of health services. For a number of reasons however, the identified
necessary changes did not materialize.
Between 1992 and 1998, the DOH management undertook three major reorganization
attempts. The first one was during the term of Secretary Juan M. Flavier; the second
began under Secretary Jaime Galvez-Tan and continued under Secretary Hilarion
Ramiro; and the third by Secretary Carmencita N. Reodica. The reorganization under
EO 102 initiated by Secretary Alberto G. Romualdez, Jr. was the fourth major effort at
rationalizing and streamlining the DOH after the devolution of health services to the
local governments.
Re v i e w o f Pa s t S t u d i e s O n D O H
Re o r g a n i z a t i o n
1994 Study - The reorganization study
of 1994 proposed a number of significant
changes. Among these are:
1.
2.
Health, and the setting up of a

Bureau of Preventive and
Promotive Education.
Reduction of the number of

undersecretaries from five to
three to take care of the Office
of the Chief of Staff, the Public
Health Group and the Health
Regulation Group; and the
reduction of Assistant Secretaries
from four to two to take care of
Administrative and Technical
Services, respectively.
3.
Creation of a Bureau of Hospitals

and Health Facilities, a Bureau of
Research and Laboratories, a
Bureau of Food and Drugs and a
Bureau of Quarantine.
4.
Consolidation of the 14
administrative regions into eight
territorial field offices.
It is clear that these changes would have

satisfied some of the requirements of
devolution and the governments need
for a more streamlined and rationalized
DOH structure. Unfortunately, no
enabling authority was issued, either in
the form of an executive order or a law.
Thus, the proposed reorganization
structure shown in Figure 1 did not push
through.
Consolidation of the diseasespecific programs into a Bureau

of Disease Control; the
consolidation of targeted sector
services (such as nutrition,
dental service, family planning
and others) into a Bureau of
Promotive and Preventive
Figure 1
Proposed DOH Organizational Structure
(1994 Study)
SECRETARY OF HEALTH
Office of the
Chief of Staff
Office of
Public Health
BUREAUS
Management
Services
Group
Office for
Health
Regulation
Technical
Services
Group
BUREAUS
Regional
Health Office
Regional
Medical Centers
Hospitals
Health Field
Teams
It also recommended the fine-tuning of
1995 Study - The efforts of Secretary

Jaime Galvez-Tan and Secretary
Hilarion Ramiro differed in the
proposed structure. The Galvez-Tan
organization and management study
focused more on the processes of the
DOH than on its structure.
the existing planning-budget-change

process, the definition of the functions
of the Management Committee,
Executive Committee and the Expanded
Management Committee and the
adoption of a proposed organizational
Among others, it recommended the

adoption of Daily Situationer Briefs,
which will enable the Secretary, Chief
of Staff and other key DOH officers to
quickly address health problems and
opportunities.
structure that essentially picks up from

EO 119.
10
Following this study, there will be four undersecretaries and an equal number of
assistant secretaries. The undersecretaries will take on the roles of chief of staff,
public health services, hospital and facility services and management services
respectively. Before any of these initiatives could be undertaken, Congressman Hilarion
Ramiro, formerly a public health doctor, was appointed as Secretary of Health. The
corresponding organizational structure for this proposal is shown in Figure 2.
Figure 2
(1995 Study)
SECRETARY OF HEALTH
Office of the Chief of Staff

Undersecretary
Assistant Secretary
Support Services
Office of Public
Health Service
Undersecretary
Asst. Secretary
Programs/
Service
Office for Hospital

and Facility Services
Undersecretary
Asst. Secretary
Programs/
Service
Office for Management

Services
Undersecretary
Asst. Secretary
Programs/
Service
Hospitals/
Medical
Centers
RDs
11
The Ramiro organizational analysis

proposed a continuance of the existing
structure with the addition of subcommittees headed by assistant
secretaries to handle LGUs and Health
Systems, resource generation and
mobilization and health information and
monitoring. There seemed to have been
a consensus at that time that in the
absence of an enabling law from
Congress, no restructuring or
reengineering could be legally
undertaken.
1.
Weak health policy process
2.
No strategic planning
3.
Poor health program management
4.
Inefficient and fragmented

enabling processes and systems
5.
Inadequate health advocacy
6.
Lack of efficient and effective

health and management
information system
7.
Lack of accountability of
management systems
What appeared to be a major insight of

the Ramiro study is the fact that DOH
programs and activities suffer from a
funnel effect. There are 2000 staff
coordinating 62 programs at the national
level; 80 to 100 staff coordinating the
same program at the regional level; 30
personnel implementing programs at the
provincial level; and 10 staff actually
executing these programs at the
municipal level. Clearly, these defy
administrative logic and the very
principles of devolution. Clearly too,
these also presented opportunities for
restructuring.
8.
Reliance on old work habits
9.
Weak networking with health

partners and stakeholders
10.
Lack of reward and incentive

systems
11.
Structural flaws
12.
Too much bureaucratic red tape
The following are the salient features of

the 1997 DOH reengineering proposal:
1997 Study. The 1997 study

conducted under Secretary Carmencita
Reodica recognized that there were
unmet health care needs due to
underprovision on the supply side and
underutilization on the demand side. It
also specified that the attainment of
quality health care and high standard of
staffing, facilities and working
relationships would be a major goal of a
reengineered DOH. This study identified
the following as areas for improvement
within DOH:
12
1.
Streamline the DOH top

management from four
undersecretaries to one
undersecretary.
2.
Develop a scientist and specialist

track for technical personnel.
3.
Create non-permanent Cluster on

Health Policy and Program
Innovation.
4.
Shift from disease-specific to

process management teams.
5.
Establish two separate offices for

licensing and regulation.
10.
6.
Create advisory boards to the

Office of the Secretary.
7.
Create a single office for support

services.
8.
Privatize production plants.
9.
Strengthen DOH liaisoning

capability.
Place retained hospitals under an

Office for Hospital Development.
The proposed DOH organizational
structure under the Reodica
proposal is shown in Figure 3.
Figure 3
(1997 Study)
OFFICE OF THE
SECRETARY
Office of the
Undersecretary
Advisory
Boards
Media
Unit
Cluster for Health Policy and Program I

Attached
Agencies
Office for
Health
Services
Regulation
Office for
Pharmaceuticals
and Radiation
Safety
Office for
Public
Health
Program
Development
13
Office for
Policy and
Program
Support
Office for
Hospital
Development
and
Management
Field
Health
Units
Part
Development of the DOH

Rationalization and
Streamlining Plan
xecutive Order 102 issued in May 1999 Redirecting the Functions and
Operations of the Department of Health gave it the mandate to institute the
necessary organizational changes. The issuance and implementation of EO 102 is
based on Sections 77 (Organizational Changes), 78 (Implementation of
Reorganization) and Section 79 (Scaling Down and Phasing Out of Activities of Agencies
within the Executive Branch) of the General Provisions of the General Appropriations
Act (GAA) for 1999. The same provisions were also included in the GAAs of 1995 to
1998, which is in keeping with Section 42, Chapter 5 and Book VI of the Administrative
Code of 1987.
EO 102 mandates the DOH to provide assistance to LGUs, peoples organizations (PO)
and other members of civil society in effectively implementing programs, projects and
services that:
1.
Promote the health and well being of every Filipino.
2.
Prevent and control diseases among populations at risks.
3.
Protect individuals, families and communities exposed to health hazards and

risks.
4.
Treat, manage and rehabilitate individuals affected by disease and disability.
Among others, EO 102 stipulates the preparation of a Rationalization and Streamlining

Plan (RSP) for the DOH.
Phase1 of the RSP shall contain all the proposed structures, functions and staffing
pattern of the different offices in the Central Office (CO), including the Bureau of Food
and Drugs (BFAD) and the National Quarantine Office (NQO). Phase 2 shall deal with
streamlining the functions and staffing pattern of the regional offices and retained
hospitals, while Phase 3 shall deal with the DOH attached agencies.
EO 102 is complemented by a later issuance affecting the health care service delivery
system. EO 205 dated January 31, 2000 provides for the creation of a National Health
Planning Committee (NHPC) and the establishment of Inter-Local Health Zones (ILHZs)
throughout the Philippines. In tandem with EO 102, EO 205 is expected to accelerate
service delivery under a decentralized mode.
14
G u i d i n g Pr i n c i p l e s a n d Pa r a m e t e r s
In the formulation of the RSP, the DOH considered the governance framework
formulated by the Presidential Committee on Streamlining the Bureaucracy (PCSB)
under the DBM in August 1995 and reinforced by the PCEG in October 1999. The guiding
principles of this framework were:
Principle of Frugality and

Prioritization - The scope of
government shall be within available
resources and its activities accordingly
prioritized. Government should have a
conscious and deliberate effort to define
what it will do, must do, can do
and wants to do given the call of the
times, its legal mandate, resources and
constraints. All these shall be defined in
the governments plans and policy
pronouncements.
5.
Enforcement of appropriate rules

and regulations.
6.
Ensuring the provision of safety

nets for adversely affected
population
This principle also laid down the

relationship of the government to the
private sector. It is governments role to:
1.
Promote a stable policy

environment; set minimum and
appropriate rules; provide
information and give support to the
production of goods rather be
directly engaged in it.
2.
Encourage sharing of resources and

responsibility.
3.
Assume primary responsibility in

the production of public goods and
services.
Principle of Steering - The role of

the national government in the sectors
shall be to steer rather than row the
boat. The focus of its sectoral functions
therefore shall be on the following:
1.
Policy setting, monitoring and

assessment.
2.
Promotion and advocacy.
3.
Provision of information and

linkages or access to markets,
services and production inputs and
outputs.
4.
Principle of Vertical
Compartmentalization
Government should reduce duplication of
effort and maximize the use of all
resources to achieve socioeconomic and
political goals. Sectoral activities shall
be properly compartmentalized and
accordingly appropriated between the
government and the private sector.
Provision of assistance and

incentives that will equalize and
level the playing field.
15
Government activities shall be properly

distributed among levels of government
- central government, government
corporations and local government units.
pursuit of the development process. The

proper role of the national government
is to set national policy and standards;
and assist, oversee and, monitor local
government units complementary to the
stronger implementing role that local
governments shall assume.
Principle of Devolution - The

national government and local
government units shall be partners in the
Parameters - The organizational change in the DOH took into consideration

the following basic policy framework.
1.
Leaner and Better Central Office

(CO). Enhancing the central office
function particularly on policy
formulation and on establishing
technical leadership in health.
4.
Integration of Public Health

Concepts in the Hospital System.
Ensuring that preventive and
promotive health concepts are also
operational in hospitals.
2.
Stronger and More Responsive

Field Offices and Facilities.
Strengthening of field offices
including hospitals and attached
agencies to support direct service
provision and technical leadership
in health.
5.
Stronger Regulatory Systems for

Quality Assurance in Health.
Ensuring enforcement of health
standards by reinforcing standardsetting activities, focusing on
quality assurance and deploying
more enforcement officers in the
field.
3.
Technical Leadership Over Health

Programs and Increased Technical
Assistance to Local Health
Systems. Strengthening of DOHs
advocacy role; emphasizing the
need for stronger external
networking and linkaging.
6.
Stronger National Health

Insurance System. Strengthening
the national health insurance
system to ensure more access to
health by the less privileged,
especially the indigents.
Guidelines - In addition, the reengineering efforts of DOH were guided by the

following specific guidelines and rules:
1.
various hospitals or field offices

where a persons security of tenure
is assured unless he or she chooses
to resign, retire or seek voluntary
separation. A six-month period was
provided during which time
No person will be laid-off or

demoted in keeping with existing
Civil Service Commission (CSC)
rules on reorganization. The worst
scenario is deployment to the
16
employees may choose which

offices they wish to be deployed
to.
2.
3.
CO will attempt to diminish the

number of its personnel by half in
keeping with the realignment of
functions envisioned in the RSP.
The grouping of functions will
reflect the DOHs major reform
areas for the next ten years.
17
4.
The reengineered DOH will have a

personnel budget that does not
exceed its present Personal Service
allocation.
5.
A system of incentives will be

developed for relocating personnel
including relocation allowances,
assurance of security of tenure and
equal consideration for career
movement within the DOH,
whether at CO, the field offices,
the hospitals and the attached
agencies.
Pr o c e d u r e s a n d Pr o c e s s e s
were endorsed to the DOH Oversight
Committee for approval. After the DOH
Oversight Committee has approved the
RSP, this was presented to the DBM,
which reviewed the plan and
recommended some revisions. The DBM
Secretary approved the RSP with the
issuance of the Notice of Organizational
Staffing and Compensation Action
(NOSCA). The plan was then forwarded
to the PCEG, which was headed by the
Executive Secretary. The PCEG through
Memorandum Circular (MC) No. 62 finally
approved the implementation of the RSP
on July 17, 2000.
At the start of the reorganization

process, the DOH Oversight Committee
on Reengineering directed all heads of
offices to undertake a review of their
existing functions. They were also
advised to propose the corresponding
changes in staffing complement
according to new defined functions and
according to the foundational principles
from the Civil Service Commission (CSC)
and the DBM.
The various offices, bureaus and services
submitted draft proposals that were
further deliberated and reviewed both by
the concerned offices and the
Reengineering Secretariat before these
The DOH reorganization proceeded from

the prescribed procedures and steps
shown in Table 1.
TABLE 1 PROCEDURES AND PROCESSES FOR RATIONALIZATION AND STREAMLINING

ACTIVITY
1. Mandate Review
REFERENCE DOCUMENTS
OUTPUT
1. EO 102; Health Sector

Reform Agenda; Pertinent
legislation; and other
administrative issuances
1.Hierarchy of Functions
(Indicate if function is
primary, secondary or
tertiary, or if shift in function
is contemplated)
Guide Questions:
a. What will we do now that
we were not doing before?
What activities should we
stop doing?
b. What cluster of activities
should I belong to:
regulation, program, policy,
management support and
others
c. Who or which offices should
be in which cluster?
18
ACTIVITY
REFERENCE DOCUMENTS
2. Drawing Up the Organizational

Structure
OUTPUT
2. Output No.1
2. Table of Organization
3. Output No. 2
3. Staffing pattern of
unit
4. Output No. 3; and

present
cost
allocation per unit
4. Total personnel costs
5. Outputs No. 1 to 4
5. Rationalization and
Streamlining Plan (RSP)
Guide Questions:
a. What kind of organization do we need
to fulfill our functions (bureau, service,
unit)?
b. What level or rank should
official be?
our highest
c. What units should we have and what

kind of function should these units
exercise?
3. Staffing Review
Guide Questions:
a. How many people do we need to
implement the functions?
b. What kinds of skills, titles and other
qualifications should they carry?
4. Cost Review
Guide Questions:
a. How much will it cost in terms of
human resource to pursue the
functions we will now exercise?
b. Will this represent an increase or
decrease in present costs?
5. Integration of outputs across the DOH
Guide Questions:
a. Will this RSP meet the intentions of
strengthening the Region as a technical
and resource center for LGUs?
b.Will this result in eliminating
functional/ supervisory overlaps at CO?
c.Will this meet the DOHs HSRA?
d. What kind of retraining and retooling
will this require of the DOH personnel?
19
As the aforementioned processes were

undertaken, supplemental activities
were on going:
1.
Review of pertinent laws such as

EO 851 (Reorganizing the Ministry
of Health, 1982), EO 119
(Reorganizing the Ministry of
Health, 1987), EO 292 (Instituting
the Administrative Code, 1987),
EO 102 (Redirecting the Functions
and Operations of the
Department of Health), and the
Magna Carta for Public Health
Workers and other relevant DOH
documents.
20
2.
Interviews with selected officials

and personnel from DOH CO, field
offices and attached agencies.
3.
Interviews with significant DOH

constituencies: Congressmen,
Senators, LGUs and NGOs.
4.
Conduct of group meetings with

DOH management.
5.
Conduct of orientation workshops

participated by personnel from
all ranks.
Part
DOH Rationalization
And Streamlining Plan
he DOH Rationalization and Streamlining Plan (RSP) for Phase 1 focusing on

Central Office reorganization was formulated. This was approved by the DBM
through its issuance of the NOSCA with the approved staffing complement and
positions in all offices of the reengineered DOH. The NOSCA was posted in all
offices for guidance and information of all DOH officials and personnel and the
Placement and Selection Committees. The issuance of Memorandum Circular (MC) No.
62, through the PCEG sets into motion the DOH reengineering process.
Memorandum Circular 62 among other things highlighted that the rationalization and
streamlining process in the DOH was in keeping with the health sector reform program.
It also called for a more in-depth organizational restructuring at all levels and offices
of the DOH, such that the Centers for Health Development (CHD), retained hospitals
and other attached agencies of the DOH shall follow suit.
Components of the RSP - The RSP shall detail the following shifts:
1.
The shifts in policy directions, functions, programs, strategies and activities.
2.
The structural and organizational shift, stating the specific functions and
activities by organizational units; and the relationship of each unit.
3.
The staffing shift, highlighting and itemizing the existing filled and unfilled
positions.
4.
The resource allocation shift, specifying the effects of the streamlined set-up on
the agency budgetary allocation and possible savings.
21
Po l i c y a n d F u n c t i o n a l S h i f t s
The shift in policy directions, functions, programs, strategies and activities of the DOH
are summarized below in Table 2.
TABLE 2 POLICY AND FUNCTIONAL SHIFTS
Area
From
To
Policy Direction
Planner, formulator and

implementer of public health
policies, programs and standards
National technical authority on

health; providing technical and
other resource assistance to
concerned groups
Function
Direct provision of service
Policy formulation, advocacy,

program development,
standard setting, regulation
and monitoring
Implementing
Strategy
Establishment, operation and

maintenance of health units down
to the barangay level
Technical and financial

assistance to DOH
intermediaries through the
field offices
Approach
Individual
Health Sector
Constituency
Individuals
DOH partners, intermediaries,

LGUs, NGOs, POs, private
sector
DOH Roles - These shifts are
3.
Lead agency in health emergency

preparedness and response
services, including referral and
networking systems for trauma,
injuries and catastrophic events.
4.
Technical authority in disease

control and prevention.
5.
Lead agency in ensuring equity,

access and quality of health care
services through policy formulation,
standards development and
regulations.
amplified in the following roles of

the DOH as prescribed in EO 102:
1.
2.
Lead agency in articulating national

objectives for health to guide the
development of local health systems,
programs and services.
Direct service provider for specific
programs that affect large segments
of the population, such as
tuberculosis, malaria,
schistosomiasis, HIV-AIDS and other
emerging infections and
micronutrients deficiencies.
22
6.
7.
8.
9.
10.
Technical oversight agency in charge

of monitoring and evaluating the
implementation of health programs,
projects, research, training and
services.
Administrator of selected health
facilities at sub-national levels that
act as referral centers for local
health system (i.e., tertiary and
special hospitals, reference
laboratories, training centers, center
for health promotion; centers for
disease prevention and control,
regulatory offices among others).
Innovator of new strategies for
responding to emerging health needs.
Advocate for health promotion and
healthy lifestyles for the general
population.
Lead agency in health and medical

research.
12.
Facilitator of the development of
14. Implementer of the National Health

Insurance Law, providing
administrative and technical
leadership in health care financing.
DOH Functions - Given these

roles, the DOH has the following
functions under EO 102:
1. Formulate national policies and
standards for health.
2. Prevent and control leading causes
of death and disability.
3. Develop disease surveillance and
health information systems.
Capacity-builder of LGUs, the private

sector, NGOs, peoples organizations,
national government agencies in
implementing health programs and
services through technical
collaborations, logistical support,
provision of grants and allocation and
other partnership mechanism.
11.
13. Protector of standards of excellence

in the training and education of
health care providers at all levels of
the health care system.
health industrial complex in

partnership with the private sector to
ensure self-sufficiency in the
production of biologicals, vaccines
drugs and medicines.
23
4. Maintain national health facilities

and hospitals with modern and
advanced capabilities to support
local services.
5. Promote health and well being
through public information; and to
provide the public with timely and
relevant information on health risks
and hazards.
6. Develop and implement strategies
to achieve appropriate
expenditures patterns in health as
recommended by international
agencies.
7.
Develop sub-national centers and

facilities for health promotion,
disease prevention and control,
standards and regulations and
technical assistance.
8.
Promote and maintain international

linkages for technical collaboration.
9.
Create the environment for

development of a health industrial
complex.
10.
Assume leadership in health in

times of emergencies, calamities,
disasters and systems failures.
11.
Ensure quality of training and

health human resource
development at all levels of the
health care system.
12.
Oversee financing of the health

sector and ensure equity and
accessibility to health services.
13.
Articulate the national health

research agenda and ensure the
provision of sufficient resource and
logistics to attain excellence in
evidenced-based interventions for
health.
All these indicate a de-emphasis on direct

service provision and program
implementation in keeping with
devolution, to an emphasis on policyformulation, standard setting and quality
assurance and shift to technical
leadership and resource assistance.
24
Structural and Organizational Shifts

With the shift in policy directions,
functions and programs, the structure
and organizational composition of the
DOH were likewise modified. The
principles that guided this shift are:
1.
Enhance the CO function

particularly on policy formulation
and on establishing technical
leadership in health.
2.
Strengthen the DOHs advocacy

role, emphasizing the need for
stronger external networking and
developing linkages.
3.
Strengthen the field offices

including hospitals and attached
agencies to support direct service
provision and technical leadership
in health.
4.
Ensure enforcement of health

standards by reinforcing standardsetting activities, focusing on
quality assurance and deploying
more enforcement officers to the
field.
5.
The organizational structure

encompasses the various DOH units as
well as its attached agencies. The
attached agencies are the Philippine
Health Insurance Corporation (PHIC),
which used to be the Philippine Medical
Care Commission; the Dangerous Drugs
Board; the two new agencies created by
specific laws - the Philippine Institute
for Traditional and Alternative Health
Care (PITAHC) through RA 8423 and the
Philippine National AIDS Council (PNAC)
through RA 8504; and the corporate
hospitals (Philippine Heart Center, Lung
Center of the Philippines, National
Kidney and Transplant Institute and the
Philippine Childrens Medical Center),
collectively called the National Centers
for Specialized Health Care.
There are three major office clusters
under the Office of the Secretary in the
new DOH structure. These are:
Health Regulation Cluster, which
shall initiate standard-setting and policy
formulation for the licensing, regulation
and monitoring of health facilities and
services, food and drugs and health
devices and health-related technology.
Regulation officers in the Centers for
Health Development will enforce these
standards.
Strengthen the national health

insurance system to ensure more
access to health by the less
privileged.
The structural framework for

organizational reforms and reengineering
efforts undertaken by the DOH under EO
102 is shown in Figure 4.
External Affairs Cluster, which shall

be responsible for the formulation of
policies and standards pertaining to
international health surveillance,
25
Administrative Service, Information

Management Service, Finance Service
and Procurement and Logistics Service.
The Secretary of Health exercises overall
direction and control over the operations
of the Centers for Health Development
(CHDs). These
CHDs oversee
Four CHD Divisions
the
Management
implementati
Support Division
on of policies
and programs
Health Operations
at the
Division
regional level
Health Regulation
and in the
Division
retained
health
facilities within the region.
linkages of the DOH with the

international community as well as local
government units, non-government
organizations and the private sector.
Health Program Development
Cluster, which shall be the technical
authority for public health surveillance,
disease prevention and control, health
promotion and health facility
development.
These three major office clusters are
composed of bureaus and centers.
Two staff bureaus directly report and
provide support to the Secretary of
Health, the Health Human Resource
Development Bureau and the Health
Policy Development and Planning
Bureau. While these bureaus serve the
internal requirements of the DOH as an
organization, the extent of their work
includes the wider health sector as
policies, plans and human resource
development programs are promulgated
with and for sector-wide constituents
and therefore cannot be limited to
organic DOH staff. To complement these,
a staff unit, the Health Emergency
Management Staff also reporting directly
to the Secretary of Health, was
organized to provide sector-wide
coordination and development on health
emergency preparedness and response.
There are four divisions under the CHDs,

similar to the number of divisions of the
former Regional Health Offices but with
shift in functions. The Administrative and
Finance Divisions were merged into the
Management Support Division. The
Technical and Training Divisions were
merged into Health Operations Division.
However, two new divisions were
created: Health Regulation Division
which will handle enforcement of
regulatory policies and Local Health
Assistance Division which will directly
relate to LGUs, NGOs, POs and the
private sector in the development of
local health systems, extension of
technical and other kinds of assistance in
the field of health.
Internal management support services

are provided by four services namely:
26
Table 3 lists the number of major offices and units within the DOH and its attached
agencies. Overall, there is a net decrease of 30 units.
TABLE 3 COMPARISON OF ORGANIZATIONAL UNITS
IN THE DOH UNDER EO 119 AND EO 102
Organizational
Unit
Existing under Created under

EO 119
EO 102
Increase
(Decrease)
(1987)
(1999)
1.1 Office of the Secretary
1.2 Office of the Undersecretary
(2)
1.3 Office of the Asst. Secretary
2.1 Offices headed by Director IV

(Bureaus and National Centers)
12
2.2 Offices headed by Director III

(Services and Staff Offices)
25
(20)
2.3 Divisions headed by Positions

at SG 25
37
29
(8)
2.4 Divisions headed by Positions

at SG 24
34
26
(8)
3.1 Office of the Director
15
15
3.2 Divisions headed by Positions at SG

25
30
30
3.3 Divisions headed by Positions at SG

24
30
30
4.1 Special Hospitals
12
12
4.2 Regional Hospitals and Medical

Centers
31
31
4.3.Provincial Hospitals
4.4 District Hospitals
4.5.Municipal Hospitals
4.6 Sanitaria
4.7.Research Hospitals
1. Executive Offices
2. Central Office
3. Centers for Health Development*
4. Hospitals *
5. Attached Agencies**
5.1 Corporations/Council/Board
5.2 Specialty Hospitals
Net Increase / (Decrease)
(30)
* For further organizational review under Phase 2 of the reengineering process.

** For further organizational review under Phase 3 of the reengineering process.
27
national centers. It will be noted that

three regulatory bureaus are retained,
the functions of the former Bureau of
Research and Laboratories are now
integrated into the National Center for
Health Facility Development, for nonregulatory functions and the Bureau of
Health Facilities and Services (formerly
the Bureau of Licensing and Regulation)
for regulatory functions. A Bureau of
Health Devices and Technology has been
created with the former Radiation Health
Service as the core with an expanded
function to regulate and determine the
health hazards posed by a myriad of new
health and health-related technology and
devices that have entered the market.
Offices of the Undersecretary were

reduced from five to three. One office
for Undersecretary (which is vacant) was
abolished while another office will be
abolished after the Undersecretary
position, which is considered a coterminus position, is vacated.
While there is an increase of eight
bureaus headed by Director IV,
significant reductions are realized in the
number of staff services headed by
Director III and divisions headed by
Division Chief occupying positions with
salary grade 25 and salary grade 24.
Table 4 details the 12 newly created
bureau level offices including the
TABLE 4 BUREAU LEVEL OFFICES

Offices Headed by Director IV
Central Office
Existing Under EO 119
1.
Bureau of Licensing and

Regulation
2.
Bureau of Food and Drugs
3.
Bureau of Research and

Laboratories
4.
National Quarantine Office
Created Under EO 102

1.
Bureau of Health Facilities and Services
2.
3.
Bureau of Health Devices and Technology
4.
Bureau of Quarantine and International Health

Surveillance
5.
Bureau of International Health Cooperation
6.
Bureau of Local Health Development
7.
National Epidemiology Center
8.
National Center for Disease Prevention and

Control
9.
National Center for Health Promotion
10.
National Center for Health Facility Development
11.
Health Policy Development and Planning Bureau
12.
Health Human Resource Development Bureau
28
The following Table 5 identifies the five new services headed by a Director III. All the
previous 25 services and staff offices are deemed abolished or integrated into the
newly created bureaus, national centers and services.
TABLE 5 SERVICE LEVEL OFFICES

Offices Headed by Director III - Central Office
Existing Under EO 119
Created Under EO 102
1.
Maternal and Child Health Service
1.
Administrative Service
2.
Tuberculosis Control Service
2.
Information Management Service
3.
Family Planning Service
3.
Finance Service
4.
Environmental Health Service
4.
Procurement and Logistics Service
5.
Nutrition Service
5.
Health Emergency Management Staff
6.
Dental Health Service
7.
Malaria Control Service
8.
Schistosomiasis Control Service
9.
Communicable Disease Control Service
10.
Non-communicable Disease Control

Service
11.
Hospital Operations and Management

Service
12.
Radiation Health Service
13.
Hospital Maintenance Service
14.
Health Infrastructure Service
15.
Community Health Service
16.
Public Information and Health Education

Service
17.
Health Intelligence Service
18.
Internal Planning Service
19.
Foreign Assistance Coordination Service
20.
21.
Finance Service
22.
Management Advisory Service
23.
Health Manpower Development and

Training Service
24.
25.
Biologicals Production Service
29
Staffing Shift
The changes in the structure and the
organizational composition of the DOH
necessitate corresponding changes in
staffing.
Guiding Principles - The

determination of staffing requirements,
position allocation and classification
under the proposed set-up considered
the following factors:
1.
Adopt standard staffing pattern as

much as possible for similar units
or posts.
2.
Emphasize technical over nontechnical positions consistent with

the redirected functions of the
DOH.
3.
Expand the number of positions

charged with substantive functions
and compress positions performing
activities that may be purchased
from the private sector.
4.
Adopt generic nomenclatures for

positions to accommodate more
professions and disciplines in the
roster of personnel.
1.
Stage 1 proposed staffing pattern

includes co-terminus (CT) positions
(i.e., CT/co-terminus with
incumbent (CTI) positions). This
will be the operational staffing
pattern in the course of RSP
implementation.
2.
Stage 2 proposed staffing pattern

excludes co-terminus positions
(i.e., without CT/CTI). This will be
the staffing pattern upon full
implementation of the RSP.
In effect, Stage 1 shall serve, as the

interim or transition stage while Stage 2
will be the final stage when RSP is fully
implemented.
For Stage 1, proposed positions were
matched with existing positions with the
same or higher salary grades. This
resulted in the transitory provision of coterminus positions in the interim stage.
Also, this meant that the implementation
of the ideal or full staffing pattern (i.e.,
with proposed needed positions) would
be deferred until such time that certain
posts are vacated and resources
generated to fund the desired staffing
changes.
Staffing Scheme - The

preparation of the staffing pattern
involved careful deliberations and
selection of the appropriate number and
competencies of the positions proposed.
The proposal assumed a phased
implementation scheme as follows:
This scheme was resorted to in order to

reconcile two conflicting objectives: (1)
limiting funding to existing personnel
services appropriations and (2) providing
a long-term view of the staffing
requirements of a reengineered DOH.
30
In the meantime, it met with central

office staff and other constituencies to
configure the ideal CO structure. Those
who did not volunteer for deployment to
any agency of their choice would
eventually be subject to mandatory
deployment to offices that are in need of
personnel. In any case, there would be
no instance of any demotion in rank,
salary or emoluments subject to existing
CSC guidelines and standards.
Moreover, the two-stage implementation

takes into consideration that this
reengineering may have uncovered
redundancies which, for humanitarian
reason will simply be the subject of
deployment with abolition to take place
upon retirement, transfer or promotion,
or resignation of the incumbent,
whichever comes first.
It will also be noted that while around
half of central office staff would be
deployed, these numbers in fact went to
field offices as well as hospitals, which
suffer from chronic personnel shortage.
Also, bureaus and attached corporations
that have been given additional
mandates of new laws were recipients of
deployed positions, mitigating in the
meantime, the creation of new positions.
Staffing Modification - Some

proposals called for a reclassification of
existing position titles to conform to the
new functions of the DOH. Some
positions were also identified as coterminus with the incumbents and will
either be abolished or downgraded to its
appropriate rank when the incumbents
retire, resign, transfer or get promotion.
To minimize staffing problems, the DOH

has chosen to implement its RSP using a
number of interventions. At the onset, it
asked its employees to register for
voluntary deployment to any of its
regions, hospitals or attached agencies
that have sought Department of Budget
and Management (DBM) approval for the
creation of new positions.
Standard Staffing Pattern Standard staffing patterns were adopted

for the offices of the Undersecretary,
Assistant Secretary, Bureau Director or
equivalent and Service Director or
equivalent. A standard staff complement
adapted for specific offices are as
follows:
Office of the Undersecretary
Office of the Assistant Secretary
1.
Undersecretary
1.
Assistant Secretary
2.
Executive Assistant IV
2.
Executive Assistant III
3.
Administrative Officer II
3.
Computer Operator III
4.
Private Secretary II
4.
Private Secretary I
5.
Computer Operator IV
5.
Clerk II
6.
Clerk III
6.
Driver II
7.
Chauffeur I
7.
Utility Worker I
8.
Utility Worker I
31
The staff complement for the Offices of the Director IV and the Offices of the Director
III at the central office were also standardized as follows:
Office of the Bureau Director
Office of the Service Director
1. Director IV
1. Director III
2. Administrative Officer II
2. Administrative Officer I
3. Computer Operator II
3. Computer Operator II
4. Driver II
4. Driver I
Salary Grade Structure - The
keeping with the leadership role of

DOH in the health sector. Table 6
shows that there is more technical staff
compared to administrative staff.
staffing pattern improved the quality of

positions in the DOH towards higher
and more substantive posts compared
to administrative/routinary posts in
TABLE 6 SUMMARY OF POSITIONS BY OFFICE AND CLASSIFICATION

TECHNICAL STAFF VS. ADMINISTRATIVE SAFF
OFFICE
POSITION CLASSIFICATION
TOTAL
Technical Staff
Administrative Staff
(SG 11 & Above)
(SG 10 & Below)
TOTAL
850
449
1299
Office of the Secretary
78
42
120
OSEC Proper
25
13
38
Office of the Undersecretaries
18
12
30
Office of the Asst. Secretaries
16
12
28
13
16
Phil. National AIDS Council
Health Regulation Cluster
355
184
539
Bureau of Health Facilities & Services
56
20
76
249
147
396
Bureau of Health Devices & Technology
50
17
67
External Affairs Cluster
91
100
191
Bureau of Quarantine & Intl Health
45
93
138
Bureau of Intl Health Cooperation
25
28
21
25
Surveillance
32
OFFICE
Health Program Development Cluster
POSITION CLASSIFICATION
Technical Staff
Administrative Staff
(SG 11 & Above)
(SG 10 & Below)
TOTAL
179
41
220
30
38
National Center for Disease Prevention
73
11
84
31
17
48
National Center for Health Facility
45
50
Sectoral Support Cluster
53
18
71
Health Human Resource Development
23
32
30
39
Management Support Cluster
94
64
158
20
19
39
38
11
49
Finance Service
22
13
35
14
21
35
& Control
Development
Bureau
Health Policy Development and
Planning Bureau
33
Re s o u r c e A l l o c a t i o n S h i f t
personnel budget that does not exceed
the existing PS allocation, the estimated
PS cost (which only covers basic salary)
under the EO 119 and the EO 102
organizational structures are compared
in Table 7.
The changes in the structure and staffing

pattern of the DOH effected
corresponding changes in resource
allocation particularly for Personal
Services (PS). Guided by the principle
that the reengineered DOH shall have a
TABLE 7 COMPARISON OF PS REQUIREMENTS OF STAFFING PATTERN

UNDER EO 119 AND EO 102 DOH ORGANIZATIONAL STRUCTURE
EO 119
Offices
No. of
Staff
EO 102
(Transition stage) *
Required
PS
No. of Staff
under EO
102(a)
Required
PS
EO 102
(Final stage)**
No. of Staff
under EO
102(a)
Required
PS
309
44,945,376
38
4,013,002
37
3,874,185
Executive Offices
99
13,640,652
58
7,763,256
52
6,849,791
82
9,023,868
87
9,720,648
88
9,809,317
Management Support
Cluster
637
66,605,599
159
19,119,021
158
19,030,352
Health Regulation Cluster
509
64,526,800
539
44,644,198
539
44,644,198
External Affairs Cluster
350
32,879,640
191
19,012,176
191
19,012,176
Health Program
Development Cluster
964
128,926,320
220
23,789,024
218
23,494,058
TOTAL
2,950
360,548,255
1,292
128,061,325
1,283
126,557,928
* Stage I staffing pattern includes positions, which are co-terminus with incumbent holder
of positions (CTI)
** Stage II staffing pattern upon full implementation of RSP Stage 1, which excludes CTI
positions
(a) Excludes staff of Philippine National AIDS Council
34
As shown in Table 7, the PS requirement of the staffing complement of the DOH central
office under EO 119 amounts to P360.5M. Under the transition phase of Stage 1, PS
requirement amounts to P128M. This reduces PS allocation by about 64 percent. In the
final phase of Stage 1, when all the CTI positions have been vacated, an additional
savings amounting to P1, 5M shall be generated.
Phase 1 of the reengineering process immediately generated an estimated savings of
about P56, 754,132. This is broken down as follows:
Direct savings from abolition of vacancies -
P15, 000,000
Indirect savings from the deployment of

positions to units created by
special laws
Renationalized hospitals
P15, 908,562
PITAHC
17, 514,390
PNAC
1, 233,648
BFAD Satellite Labs

CHD VII
3, 617,356
CHD XI
3, 480,176
TOTAL
P56, 754,132
As a result of the proposed staffing changes, there is also a corresponding change in the
budget format and in the program/project/activity (P/P/A) language in the General
Appropriations Act. This simplifies account/item entries in the GAA in consonance with
the HSR objectives.
35
Chapter
MANAGING THE
REFORM PROCESS
Management of Change and Expectations
anaging change at the DOH is a daunting proposition. While any kind of

change is expected to meet some measure of resistance, the situation at the
DOH was aggravated by a number of factors.
The first one had to do with RA 7160 or the Local Government Code (LGC).
Implemented in 1992 after its passage in 1991. RA 7160 succeeded in shifting almost
46,000 DOH personnel to LGUs all over the country. This left a still substantial number
of over 27,262 personnel under the DOH national payroll as of December 31, 1999. This
was an awkward situation considering that direct service delivery, which is supposed to
be the more people-intensive part of the DOH functions had already been devolved.
The DOH pre-devolution structure remained untouched, perpetuating practices and
procedures that should have changed with the downloading of the DOHs service
delivery function. Since form usually defines function, the unchanged DOH structure
continued to operate on old premises. The remaining employees have been led to
believe that the status quo would remain and that, for the most part, their respective
assignments and responsibilities would not change significantly. This mindset resulted
from failed attempts to restructure the DOH after the enactment of the LGC.
The second factor had to do with the enactment of the Magna Carta for Public Health
Workers or RA 7305. Among others, this law mandates that health workers cannot be
transferred to another station or place of work without their consent. This further
solidified the perception that reorganization would no longer take place, even if the
bureaucracy at the national level remained at levels that were difficult to justify.
The previous experience of devolved employees constitute another source of resistance
by the remaining employees to any form of movement, even if this is merely deconcentration or movement within the same organization.
36
order may not be carried out without the

risk of being declared void by the proper
courts.
There are more than enough stories of

health workers who, under devolution,
were designated to do jobs other than
what they were trained for; who were
demoted in pay or rank even if this was
explicitly prohibited by existing laws;
who experienced difficulties in the
payment of retirement benefits and who
had to work with local officials whose
priorities did not include health care in
the volume and value attributed to the
earlier national health service delivery
system. Those who thought themselves
lucky to have stayed with the national
government swore that they would not
allow themselves to be caught in a
similar situation in the future.
Any change management plan must

address these factors if it is to achieve
some measure of success. It must be
pointed out that while there may be
hindering factors to the change process
that accompanies a reorganization or
reengineering effort at the DOH, there
are also assisting factors that could be
put to work. For instance, the senior
management levels of the DOH are all
old hands, so to speak.
Three of the undersecretaries are Career
Executive Service Officers (CESOs) who
are unlikely to be dislocated by any
reengineering effort. The other
undersecretary and the Secretary of
Health himself were former DOH
officials, serving as Head Executive
Assistant and Assistant Secretary,
respectively during an earlier period. In
terms of understanding the functions,
the structures and the needs of the
organization, they are considered
knowledgeable insofar as the needed
internal reforms are concerned.
The growing militancy of government

workers has not spared the DOH. Some of
its employees are allied with the more
militant labor federation and are not
beyond using their network to lobby and
advocate for the maintenance of existing
rights or to protest perceived diminution
of benefits. They are joined by a group
of middle managers and senior
executives whose positions may be
deactivated with the shift to a functionfocused CO as opposed to the existing
disease-specific and sector-based
structure.
There was also some realization that the

previous structure was not working very
well for the immediate as well as the
ultimate clients of the DOH are
concerned. A proposed bill in Congress
seeks the abolition of the DOH regional
units on the perception that these DOH
field offices presently do not serve the
LGUs as well as they should. Seen in this
light, the reengineering of the DOH
became a matter of institutional
survival.
What was also being questioned is the

authority of the President to effect a
reorganization of specific executive
departments in the absence of any
legislation from Congress. It is held by
some that the authority to reorganize is
an inherent function of Congress and may
not be exercised by any other. Thus, a
reorganization covered by an executive
37
retained as well as the special and

specialty hospitals, dislocations were
minimized by deploying CO personnel to
the new agencies, the field offices and
the operating units.
A number of laws recently passed also

provided for the staffing of new agencies
such as the Voluntary Blood Donation
Program, the Philippine National AIDS
Council, the Philippine Institute of
Traditional and Alternative Health Care,
as well as the increased staffing
requirement of the PhilHealth and the
newly renationalized hospitals.
What also became imminent and

necessary is the retooling and retraining
program, given the new or additional
skills that are required at CO as well as
in the field and the operating units. The
DOH management recognized this and
has in fact allocated funds for this
purpose.
Since the major shift in the DOH

reengineering is in the thinning out of CO
and building organizational muscle in the
field and operating units such as the
38
Part
RSP Implementation:
The DOH Experience
arious working groups and committees were created through Department Order
No. 380-D s. 1999 to affect a unified, smooth process of facilitating the

formulation of the RSP and of implementing change. These groups and
committees were:
Oversight Committee Provided the
those affected by the reengineering

program. Aside from determining the
cost requirements and ensuring financial
resource, it was also responsible for the
development of integration programs for
the deployed personnel in the other DOH
offices.
overall direction of the change program.

This committee was composed of the
Health Secretary, Undersecretaries and
Assistant Secretaries.
Reengineering Secretariat
Provided the staff support to the
Oversight Committee and was
responsible for facilitation, coordination
and provision of technical assistance in
the change program and activities of all
offices in the CO, including the BFAD and
the NQO. A full-time Director under the
Office of the Secretary and a select staff
from the Health Policy Development
Staff and the Administrative Service
composed this group. A major
consideration in the selection of
membership to this group was their
commitment and willingness to work for
change.
Task Force on Information and

Communication This group
developed helpful messages and
information to facilitate the wide
acceptance of the change process; and
disseminated information relative to
activities and programs of the different
committees involved in the DOH
reengineering.
Task Force on Retooling and

Counseling This group conducted
orientation programs on the rationale
and need for change in the early stages
of the change process. The group
provided emotional support to those who
suffered from the stress brought about
by the organizational change. Prior to
the actual implementation of the new
organizational structure, this group
formulated a retooling/retraining
program that ensured that newly
organized offices and staff measure up to
the expectations of the new roles and
Task Force on Personnel

Deployment and Budgetary
Requirements This group was
organized on account of the inevitable
deployment of some CO personnel. This
group was tasked with the processing of
requests for voluntary deployment,
retirement and separation from office of
39
Three consultants were hired for the

duration of the reengineering exercise in
the CO. They played a significant role in
the formulation and implementation of
the DOH Rationalization and Streamlining
Plan. They acted as a technical resource
in the day-to-day management of
change. In the process, some problems
cropped up with no answers from the
book, but were drawn from experience
and practice. The consultants provided
insights and direction during the change
process.
functions of the DOH. The training

programs were designed for building
capacities for leadership in the health
sector and in support of the HSRA
implementation.
The Reengineering Desk This was

headed by an Assistant Secretary and
was created primarily for quick
response to most of the commonly
asked questions about reengineering.
The group also helped in facilitating
several types of requests from affected
employees such as deployment and
transfer, counseling, retraining among
others.
40
T h e C h a n g e M a n a g e m e n t Pr o c e s s
feedback to the Executive
Committee (Execom) or Oversight
Committee.
To support the reengineering process,

the DOH Reengineering Technical
Committees and Secretariat carefully
studied and reviewed other guidelines
issued by the CSC and those enacted by
law, such as RA 6656 or An Act to Protect
the Security of Tenure of Civil Service
Officers and Employees in the
Implementation of Government
Reorganization (1988).
The basis of action and decision made by
the Selection and Placement and Appeals
committees for the implementation of
the approved reengineered DOH was
grounded on these rules and provisions.
The appeals made by protesting
employees also found strength and
support from these provisions.
2.
The Secretary of Health

established the Reengineering Desk
headed by an Assistant Secretary
and backstopped by a Technical
Working Group or Secretariat
headed by a Director and
consultants coordinating with
several Task Forces which, sought
clearance from Execom or
Oversight Committee.
4.
The Secretary of Health issued

guidelines for reengineering and
retooling. These are:
a. All DOH employees are
expected to be computer
literate thus minimizing the
need for clerical and
secretarial support.
The following were the activities and

mechanisms that facilitated or mitigated
the effects of the organizational change
process:
1.
3.
b. CO staff must be retooled for

policy analysis, program
development, resource
coordination, mobilization and
technical supervision.
The Secretary of Health clarified

intentions and directions to the
undersecretaries and assistant
secretaries who acted as the
Oversight Committee and as team
leaders for their respective groups.
c. Field Unit staff must be

retooled for networking,
developing linkage, political
sensitivity, grassroots planning,
grants administration and
technical assistance.
The Undersecretaries explained

intention and direction of
reorganization to units, agencies,
or bureaus in her/his cluster;
reviewed mandate given under EO
102 and the HSRA; and
documented frequently asked
questions for discussion and
d. Hospital staff must be retooled

towards integrating public
41
Problems encountered should

similarly be documented and
addressed operationally. An
example was the inability of
the redeployed person to get
his salary as soon as possible.
Another problem was the
unwillingness of the regions to
advance the salary despite
order from the Secretary.
health concepts and issues

with clinical care.
e. DOH representatives to LGUs
must be retooled to respond to
LGU needs and not merely to
attend Local Health Board
meetings. They must also be
retooled as local health
advisors on all matters relating
to health.
5.
d. Frequently asked questions

should be documented and the
answers to these questions
should be consistent and
widely distributed.
The Secretary of Health issued

guidelines on managing the
reengineering process. These are:
a. DOH managers and senior
officials must present
themselves at all times to
answer all questions about
reorganization honestly and
without equivocation. Those
issues about which officials
were unsure or unhappy about
were brought to the
Execom/Oversight Committee
for quick resolution.
e. Unresolved issues such as

staffing numbers or position
titles were not disseminated
until approved by the
Secretary to prevent
unwarranted speculation. The
only certain thing about the
reengineering exercise is that
nobody will lose his/her job.
f.
b. The central message was that

even with redeployment, the
DOH remains a family.
Whether one is in the CO, the
regions or any of the hospitals,
one continues to be part of
DOH whose services can be
counted towards retirement
and where security of tenure,
given adequate behavior and
performance, remains assured.
Alternatives to redeployment
were clearly presented.
Among these are:
Employment in DOH-attached
agencies where additional
staffs are mandated by law but
has not been approved or
confirmed by DBM. Examples
of these are PNAC, PITAHC and
NVBDP.
Redeployment was also made to
special, specialty and retained
hospitals in Metro Manila during
the voluntary deployment
c. Success stories on
redeployment should be
documented and disseminated.
42
retirement or separation benefits

and the proper liaison with DBM.
period. When the staffing

pattern is approved, the
Secretary reserves the right to
re-deploy personnel where they
are most needed.
DOH management also

emphasized with DBM the need
for retooling and retraining and
by that token requested that
savings be allowed to be
realigned for the purpose as DOH
was shifting major gears with the
reengineering exercise.
Retirement or separation
benefits (for those not yet
qualified to retire) were made
available under existing laws.
The reengineering team
deployed available personnel
who computed the amount of
these benefits for specific
employees.
The DOH Secretary helped make

the redeployment acceptance
easier by honoring and
recognizing those who have
chosen to serve the people
where they are most needed
(i.e., at field or operating
levels). He reassured them that
they will continue to be in line
for promotions and may in fact
be given preferential
consideration for upward
movement as a result of their
willingness to serve local health
needs.
The assistance of DOLE and CSC

were sought relative to job
hunts, both within government
itself (in case employees want to
transfer to other government
agencies) and outside the
country. A job fair put together
overseas, government and
within-DOH jobs that highlighted
other options available to
employees who did not wish to
be redeployed.
The Reengineering Team met

every week to consolidate data
submissions. It met with the
Execom every other week for
updating and policy decision and
direction.
The reengineering team made

available reengineering counselor
through a hotline, in person
through a reengineering desk.
DOH management assured
employees that funds are
immediately available for those
who opt to go on retirement or
separation. At the same time,
relocation allowances were
readied for those who were
willing to go to the regions. This
required computation of
After RSP is approved, an

Appeals Committee within DOH
was set-up that heard employee
grievances and acted on the
same expeditiously.
43
Other activities were also undertaken to

facilitate and allow for a smooth process
of change. These were:
2.
Pre-deployment seminars were

organized for DOH personnel who
volunteered for deployment.
1.
3.
Regular meetings and updating of

all the committees involved in the
change program were organized.
This was usually facilitated and
coordinated by the Reengineering
Secretariat. The regular meetings
allowed for a more systematic and
comprehensive approach in
resolving issues and problems
relative to the implementation of
the reengineering program in the
DOH.
Orientation programs on the HSRA,

NOH and DOH Reengineering in all
offices of the DOH, including the
Centers for Health Development
(formerly the regional offices).
This was organized to reinforce
acceptance and understanding of
the reform programs among DOH
personnel. This lasted for more
than a year.
44
Part
Future Directions
xecutive Order 102 provided the DOH with the excellent opportunity to look at
its strengths and weaknesses and assess opportunities and threats inherent in
the organization. The DOH may be expected to perform its functions more
effectively, efficiently and economically given a legal mandate that refocuses
its concerns the deployment of staff to ensure organizational muscle and the
reallocation of resources.
To do all these, the DOH has set its goals and strategic objectives to meeting the
following challenges:
1.
The crafting of a human resource development (HRD) plan for the bigger health
sector outside of organic DOH personnel to ensure smooth and coordinated
implementation of national health programs.
2.
Developing an HRD plan to build internal capacity for:

a.
Technical assistance
b.
Health investment and resource mobilization
c.
Linkage and network development for all constituencies
d.
Political skills and advocacy
e.
Policy development, program planning and project management
3.
Building a technical and financial resource base for health investments to ensure
continued access to quality health service for the underprivileged and the
disadvantaged.
4.
Streamlining internal systems in keeping with a leaner staff.
5.
Installation of an operating MIS including computerization of key processes, such

as procurement, data on epidemiology and other relevant concerns.
6.
Providing health partners such as NGOs, LGUs, private sector with better and
more sustainable technical and other resource support.
45
External Human Resource Development While devolution has removed the

administrative supervision of local health personnel from the DOH, the fact remains
that national health programs and standards can only be implemented with the
assistance of grassroots health workers from the public and private sectors.
The DOH maintains a field presence in the bigger administrative regions, but it still
requires the support of local health workers to ensure program success and
effectiveness.
It may be incumbent on the DOH to develop a systematic program for training health
workers in the local areas, whether public or private. At the same time, the DOHs
career progression system must consider its own organic positions as open to
outstanding practitioners outside of government to ensure the continued influx of new
talents and fresh ideas. This should also serve as an incentive for devolved employees
who feel that the Local Government Code has effectively put a dead end to their
careers as health bureaucrats.
Internal Human Resource Development - A leaner bureaucracy at CO and a slightly
expanded staff at the field offices and facilities would optimize opportunities for
efficiency and effectiveness. However, the shift in focus of a devolved DOH requires
reorientation both in terms of skills and knowledge.
Among others, DOH personnel at CO must gain additional skills at providing technical
assistance, mobilizing resource for health investments and developing linkage and
network with various constituencies. At the field level, DOH functionaries must be able
to understand and harness political skills for greater advocacy of national priorities. At
both ends, there should be increased proficiency at policy development, program
planning and project management.
Actual Resource Mobilization for Health Investments - In addition to being trained
for resource mobilization, internal capacity must exist for knowing where and when
financing may be accessed; and how this can be translated into infrastructure for
accessible and quality health service.
Reengineering Systems for Results A leaner staff would require reengineered
systems that will make up for the previous people-intensive operations. What this
means, among others, is a review of existing systems such as procurement and
personnel to make these friendlier to internal users.
Installation of Operating MIS in addition to a review of existing systems, it is equally
necessary to move into a computerized management information system that
incorporates data on procurement, epidemiology, health trends and similar
information. This will allow not only for faster but for more informed decision-making.
46
Providing Health Partners with Relevant and Sustained Assistance It has become
increasingly clear that government alone cannot provide for all of a countrys health
needs. It needs to partner with academe, LGUs, NGOs and civil society in general, to
bring about a state of national well being. Among the challenges faced by a new DOH is
in exercising its leadership role in health matters, to be able to provide and in turn be
enriched by inputs from its health partners.
Organizational Review of Other DOH Offices Owing to the tremendous work entailed
by the reengineering process, there are still other DOH offices that need closer
organization review with respect to its structure and functions. Some of these offices
are still maintaining their old staffing structure and number, which are quite oversized
and incongruent with reengineering principles. A more in-depth review of the
organizational structure and functions of the BFAD and the NQO that were not
thoroughly touched in phase 1 should follow suit. Also, a further look into the centers
for health development, particularly the role of DOH representatives and the need for
more regulatory officers at field level, among others are in order. Staffing pattern of
hospitals under the DOH also need to be reviewed further. The proposal is for these
activities to be initiated and implemented as the second stage of RSP. A review of the
organizational structure and functions of the DOH attached agencies should also be
tackled under phase 3 of the RSP.
47
Chapter
33
THE REENGINEERED
DEPARTMENT OF HEALTH
The DOH Profile
xecutive Order 102 Series of 1999 granted authority to the DOH to proceed with
its Rationalization and Streamlining Plan (RSP), which prescribed the current
organizational, staffing and resource structure consistent with its new mandate,
role and functions.
The shift in policy and functions is indicated in the de-emphasis from direct service
provision and program implementation, to an emphasis on policy-formulation, standard
setting and quality assurance, technical leadership and resource assistance. The shift in
policy direction of the DOH is shown in its new role as the national authority on health
by providing technical and other resource assistance to concerned groups.
With the shift in policy directions, functions and programs - the structure and
organizational composition of the DOH was likewise modified resulting in a leaner
central office and stronger and more responsive field offices.
The following highlights the shift in the structure and organizational composition of the
DOH under EO 102.
48
DOH Structure Under EO 102

Figure 4
DOH Structure Under EO 102
Philippine Health
Insurance Corporation
Dangerous Drugs Board
Philippine Institute of
Traditional and Alternative
Health Care
Philippine National AIDS Council
National Centers for
Specialized Health Care
Office of the
Secretary
Health Emergency
Management Staff
Specialty Hospitals
Health Human Resource
Development Bureau
Administrative
Service
Health Regulation
Bureau of Health
Facilities and Services
Bureau of Food
and Drugs
Bureau of Health
Devices and
Technology
Health Policy Development and Planning Bureau
Information
Management Service
Finance
Service
Procurement and
Logistics Service
Health Program
Development
External Affairs
National Epidemiology
Center
Bureau of Quarantine
and International
Health Surveillance
National Center for Disease

Prevention and Control
Bureau of International
Health Cooperation
National Center for

Health Promotion
Bureau of Local
Health Development
National Center for

Health Facility Development
Special Hospitals
Centers for Health

Development
Regional Hospitals,
Medical Centers
and Sanitaria
49
Centers for Health Development

Organizational Structure
Figure 5
CHD Organizational Structure
Office of the
Director IV
Medical Center
Office of the
Director III
Regional Hospital
Sanitarium
Internal Audit Unit

Human Resource
Health Planning and Policy Unit
Development Unit
Health
Operations Division
Regulation,
Licensing and
Enforcement Division
Health Equipment
Maintenance Division
(For selected Regions)
Local Health
Assistance Division
BFAD Satellite
Laboratories
(For selected Regions)
50
Management
Support Division
DOH Ro les and Functions

To realize its vision of health for all, DOH
provides leadership to guarantee equity,
sustainability and quality in health. The
DOH has identified the following general
functions under its three specific roles in
the health sector:
informed public participation in

policy decision-making.
Exercise oversight functions and

monitoring and evaluation of
national health plans, programs
and policies.
1.
Leadership in Health
Serve as the national policy and

regulatory institution from which
the local government units, nongovernment organizations and
other members of the health
sector involved in social welfare
and development will anchor their
thrusts and directions for health.
Ensure the highest achievable

standards of quality health care,
health promotion and health
protection.
Provide leadership in the

formulation, monitoring and
evaluation of national health
policies, plans and programs. The
DOH shall spearhead sectoral
planning and policy formulation
and assessment at the national and
regional levels.
Serve as advocate in the adoption

of health policies, plans and
programs to address national and
sectoral concerns.
2.
Enabler and Capacity Builder
Innovate new strategies in health

to improve the effectiveness of
health programs, initiate public
discussions on health issues and
undertakings and disseminate
policy research outputs to ensure
3.
51
Administrator of Specific Services
Manage selected national health

facilities and hospitals with
modern and advanced facilities
that shall serve as national
referral centers (i.e., special
hospitals), and selected health
facilities at sub-national levels
that are referral centers for local
health systems (i.e., tertiary and
special hospitals, reference
laboratories, training centers,
centers for health promotion,
centers for disease control and
prevention, regulatory offices,
among others).
Administer direct services for

emergent health concerns that
require new complicated
technologies that it deems
necessary for public welfare;
administer special components of
specific programs like
tuberculosis, schistosomiasis,
HIV-AIDS, in as much as it will
catastrophic events, in cases of

epidemics and other widespread
public danger, upon the direction
of the President and in
consultation with concerned
LGU.
benefit and affect large

segments of the population
Administer health emergency

response services, including
referral and networking systems
for trauma, injuries and
52
DOH Vi sion and Mission
Mandate -
EO 102 mandates the DOH to redirect its functions and operations in

accordance with the devolution of basic health services to the local government units.
Likewise, the DOH is expected to provide assistance to local government units (LGUs),
non-government organizations (NGOs), other national government agencies, people's
organizations (POs) and the health sector in general in effectively implementing health
programs, projects and services to every Filipino.
VISION
The DOH is the leader,
staunch advocate and
model in promoting
Health For All in the
Philippines.
MISSION
Guarantee equitable,
sustainable and quality
health care for all
Filipinos, especially the
poor and lead the quest
for excellence in health.
Vision The DOH is the leader, staunch advocate and

model in promoting Health for All in the Philippines. It
will set performance standards and health systems within
the country that shape and promote the ideals of quality,
equity and sustainability of health care.
Mission To attain its vision, the Department of

Health shall guarantee equitable, sustainable and
quality health for all Filipinos, especially the poor
and shall lead the quest for excellence in health.
The DOH shall do this by seeking all ways to establish

performance standards for health human resources;
health facilities and institutions; health products and health services that will produce
the best health systems for the country. This, in pursuit of its constitutional mandate
to safeguard and promote health for all Filipinos regardless of creed, status or gender
with special consideration for the poor and the vulnerable who will require more
assistance.
53
D O H C o r e Va l u e s
COMMITMENT
The DOH adheres to the highest values of

work, as it pursues its vision for the
organization. These are:
We commit to achieve the vision with all

our hearts and minds. We shall see it
through even if we are no longer there to
see it happen and shall make sure that
future generations shall have continued
what we started.
INTEGRITY
We believe in integrity by upholding the
truth. We shall pursue strategies that
are aligned with our vision and mission
and strive to work with honor and
dignity. We shall pursue honesty,
accountability and consistency in the
performance of our functions.
PROFESSIONALISM
We believe in professionalism and will
dispense our functions in accordance
with the highest ethical standards, the
principles of accountability and
responsibility.
EXCELLENCE
We believe in excellence by continuously
striving for the best. We shall encourage
discipline, innovation, effectiveness and
efficiency. We shall foster pro-action,
dynamism, creativity and openness to
change.
TEAMWORK
Teamwork is the cornerstone of our
success. We work together with a mindset to achieve results. We are conscious
and responsible of what is expected of us
following the ideals of self-direction and
in consonance with prescribed authority.
COMPASSION AND RESPECT

FOR HUMAN DIGNITY
We are compassionate and adhere to
respect human dignity. We shall work
with sympathy and benevolence for
those in need with sensitivity,
responsiveness, relevance and a sense of
urgency. We shall not judge character
based on stature, nor on living condition.
We shall uphold quality of life for all
constituents.
STEWARDSHIP OF THE
HEALTH OF THE PEOPLE
We are the stewards of the health of the
people. We shall pursue sustainable
development and care of the
environment as it impacts on the health
of our people. We shall make sure that
we leave a better world for those yet to
come given the tasks we have to do. Our
policies, strategies and actions shall
leave the environment unharmed and
better for the health and development
of future generations.
54
DOH Overall Goals

To develop health reforms that will
ensure achievement of National
Objectives for Health, the following
objectives are established.
Directional goals have been set for the

short term, medium term and long term
periods. Short term encompasses period
up to 2002, medium term up to 2004 and
long term up to 2010.
S h o r t T e r m - Health Sector
Reform Agenda is institutionalized.
Health Sector reform is the overriding

goal of the DOH. Support mechanisms
will be through sound organizational
development, strong policies, systems
and procedures, capable human
resources and adequate financial
resources.
M e d i u m T e r m Health Sector
Reform Agenda is implemented.
L o n g T e r m Sustainable health
sector reforms are established.
TABLE 8 TARGETS AND PERFORMANCE INDICATORS

Targets
Short-term
Medium-term
Long-term
2002
2004
2010
Individually paying
2.2 M
3.3 M*
3.3 M*
Government
1.6 M*
1.6 M*
1.6 M*
Private
4.0 M*
4.0 M*
4.0 M*
Indigents
2.9 M*
3.7 M*
3.7 M*
30 LGUs
64 LGUs
Performance Indicators
A. HEALTH FINANCING
1. At least 85% Filipinos are
active members of PHIC
Household Enrollment
Targets:
* (++ Adjusted for population

variables)
2. Expansion of PHIC
Benefits
a) Implementation of current
PHIC Benefits & TB Control,
Family Planning and
Immunization as initial outpatient benefit package
b) Introduction of New Benefits:
64 LGUs
Outpatient Benefits
c) Disease Prevention and
Promotion Services
55
Nationwide
Nationwide
Targets
3. Development of technical
expertise in health financing
and health economics
Short-term
2002
Medium-term
2004
All middle, senior

managers, of
central and field
offices have
developed
technical
expertise in health
financing and
health economics
All bureaus
include health
financing as an
area of expertise
Long-term
2010
All program
policies include
health financing
components,
advocacy and
health economics
perspectives
B. HOSPITALS
1. Corporatization of hospitals
+10
2. Introduction of Clinical
Practice Guidelines and
Upgraded DOH Hospitals to
enhance capacity to comply
with CPGs
40 CPGs in
hospitals of
Nationwide
30 LGUs
40 CPGs in
hospitals of 64
LGUs
3. Fiscal & managerial
30 LGUs
64 LGUs
Nationwide
30 LGUs
64 LGUs
Nationwide
30 LGUs
64 LGUs
Nationwide
2. Passage of Disease Control

Bill into law, ensuring
sustained multiyear funding
for priority public health
programs
Enacted as Law
Multiyear Budget
Release
Multiyear Budget
Release
3. Functional RESUs & PESUs

and MESUs
30 LGUs
64 LGUs
Nationwide
1. Implementation of Local
Health Models and
Comprehensive Reform
Packages in selected
convergence sites
Implementation of
contracts with 50%
municipalities of
target sites in 30
LGUs
Implementation
of contracts with
50%
municipalities of
target sites in 30
LGUs and 70%
municipalities in
34 LGUs
Nationwide
2. Activation of Local Health

Boards
30 LGUS
64 LGUs
Nationwide
3. Development of Interlocal
Health Zones (ILHZ)
1 ILHZ per
province in target
areas
100% of target
areas
77 provinces
Autonomy & two-way referral

system of hospital & public
health facilities
4. Functional Hospital
Operations Management
Information System
C. PUBLIC HEALTH
1. Clinical Practice Guidelines
and technical guidelines for
priority public health services
issued to local health units
and private providers
D. LOCAL HEALTH SYSTEMS

DEVELOPMENT
56
Targets
Short-term
Medium-term
Long-term
2002
2004
2010
E. HEALTH REGULATION
1. Development of licensing and
quality seal requirements for
targeted facilities, products
and equipment
Pretesting of
requirements
100% compliance
to requirements
in 64 LGUs
Increase
requirements and
sites
2. Quality low cost drugs made

available in convergence sites
Drugs from central

sources
Drugs from Local

Drug
Management
Systems
Increase volume of
drugs in more sites
1. Development of efficient
procurement and financial
management reform
Completion of
procurement and
financial
management
reforms
Electronic
procurement and
financial
management
systems
established in
DOH
Developed local
procurement
systems
2. Existence of accessible and

rapid information systems
DOH staff skilled

in Basic
Information
Technology (IT)
80% completion
of equipment
and facility
upgrading
100% completion
3. Functional health human

resource plan
All DOH personnel

retooled in
accordance with
new functions
All DOH
personnel with
individual
performance
indicators
DOH personnel
cited for
excellence
4. Developed monitoring and

evaluation system
Institutionalization
of Monitoring and
Evaluation Plan
Functional
Monitoring and
Evaluation Plan
for DOH
Functional
Monitoring and
Evaluation for
Health Sector
5. Use of evidence-based
information
Research agenda
formulated
Research agenda
completed
F. SECTORAL AND
MANAGEMENT SUPPORT
57
DOH Strategic Objectives

1.
Medium Term: HHRDP is implemented
Organizational Development
Long Term: HHRDP is made responsive to

changing demands of the health systems.
To develop an organizational structure

responsive to the health needs of the
country.
4.
Financial Resources
Short Term: DOH is completely

reorganized.
To ensure adequate financial health

resources.
Medium Term: Bureaus, Centers,

Centers for Health Development and
Retained Hospitals are fully functional.
Short Term: At least 3.6 percent of GNP

for health expenditure is provided.
Medium Term: At least four percent of
GNP for health expenditure is provided.
Long Term: DOH organization is made

responsive to changing demands.
2.
Long Term: At least five percent of GNP

for health expenditure is provided
Policies, Systems and Procedures
To establish relevant policies and

systems that can support the Health
Sector Reform Agenda.
5.
Equipment and Facilities
To set up the facilities and equipment

that can support Health Sector Reform.
Short Term: Policies, systems and

procedures are revised in consonance
with the new DOH vision, mission and
goals.
Short Term: Twenty-five percent of DOH

Central Office, Centers for Health
Development, Regional Medical Centers
and Hospitals are upgraded.
Medium Term: New systems and

procedures are operational.
Medium Term: Fifty percent of DOH

Central Office, Centers for Health
Development, Regional Medical Centers
and Hospitals are upgraded.
Long Term: DOH systems are made

responsive to changing demands.
Long Term: All DOH Central Office,

Centers for Health Development,
Regional Medical Centers and Hospitals,
are fully upgraded.
3. Human Resources
To establish technical leadership in the
health sector.
Short Term: Health Human Resource
Development Plan (HHRDP) is
established.
58
Part
A.
OSEC PROPER
I.
General Functions
1.
Provides overall leadership and policy directions to the health sector.
2.
Exercises general supervision and control of the DOH and its attached agencies.
3.
Advises the President of the Philippines on matters pertaining to health.
4.
Promulgates standards, rules and regulations necessary to carry out national

health goals, plans and programs.
5.
Performs other functions provided by law, or appropriately assigned by the

President of the Philippines.
Figure 6
Public Assistance
Unit*
Administrative
Support Unit*
Media Relations
Unit*
* Headed by a Unit Head

** Headed by a Division Chief
59
Internal Audit Staff**
II.
Component Units
Internal Audit Staff
Public Assistance Unit
1.
Manages the public assistance program.
2.
Collaborates and networks with

appropriate sector, agencies,
institutions or offices.
3.
Monitors and evaluates assistance given

to clients.
1.
2.
1.
Monitors the financial and internal

operations and performance of the DOH
including review of systems and
procedures to make sure that all
resources are managed and utilized in
accordance with prescribed laws and
regulations.
Media Relations Unit
2.
Manages the promotion of a positive

image of the DOH and the Secretary of
Health through the mass media.
Provides assistance to managers of the

DOH in optimizing the internal operating
efficiency of the Department.
3.
Develops and sustains feedback

mechanism between media and DOH.
Serves as oversight body to regional

internal audit processes.
4.
Advises the Secretary of Health on

matters pertaining to auditing systems
and processes.
Administrative Support Unit

1.
Provides administrative and

management support services to the
Secretary of Health.
III. Staffing Pattern

TABLE 9 OFFICE OF THE SECRETARY
Office
Positions
Department Secretary
Head Exec. Assist (CT)
SG
NO.
31
27
Subtotal
Public Assistance
Unit
Sr. Health Program Offr
22
Health Program Offr I
11
Clerk III
Repro Machine Operator II
Driver II
Subtotal
Media Relations
Unit
1
2
Medical Offr VI (CT)
24
1
1
Public Relations Offr IV
22
Public Relations Offr III
18
Public Relations Offr II
15
Photographer II
Subtotal
1
6
60
Office
Positions
SG
NO.
Administrative
Support Unit
Med. Officer VI (CT)
24
Exec. Asst III (CT)
20
Private Secretary III (CT)
18
Private Secretary II (CT)
15
Security Officer II (CT)
15
Admin Officer II
15
Security Officer II
11
Secretary II
Chauffeur II (CT)
Clerk III
Driver II
Driver 1
Utility Worker
Subtotal
1
14
Mgt & Audit Analyst V (Div

Chief)
24
Mgt & Audit Analyst IV
22
Mgt & Audit Analyst III
18
Mgt & Audit Analyst II
15
Mgt & Audit Analyst III
11
Computer Operator II
Driver II
Subtotal
11
TOTAL NO. OF POSITIONS
V.
I V. V i s i o n
38
Mission
To ensure dynamic and compassionate

leadership through effective
collaboration and networking with
stakeholders, proactive public relations
and sound management of resources.
A responsive, compassionate and

effective beacon in the DOH backed by
the most efficient and highly
competent staff.
VI. Goals
Short Term
1. Responsive media relation plan is
formulated and implemented.
3. Administrative and technical support

plan is fully developed and
implemented.
4.
2. Comprehensive Public Assistance

is developed and implemented.
61
Internal Audit System plan is

formulated and implemented.
4.
Medium Term
1.
2.
3.
A trusted and credible Media

Relation Unit is established to
provide relevant and authoritative
information on DOH.
Internal audit system is

operational.
Long Term
A responsive and comprehensive

Public Assistance Program is fully
operational.
1.
A trusted and credible Media

Relation Unit is established to
provide relevant and authoritative
information on the health sector.
2.
Public Assistance Program is

established as a showcase of HSRA.
Competent and highly skilled

technical and administrative
support is in place.
VII.Strategic Objectives
and efficiency of PAP at the end of
two years.
Public Assistance Unit

1.
Develop, formulate and implement

policies and standard guidelines
regarding Public Assistance
Program (PAP).
2.
Conduct networking and

collaboration activities in at least
10 hospitals and other partners in
the implementation of the PAP.
3.
Conduct three monitoring and

evaluation assessment to at least
five hospitals regarding referral
outcome; fund utilization and
status of records and reports.
4.
Maintain compliance regarding

two-way referral system in all
concerned agencies.
5.
Establish a feedback mechanism

for clients and public assistance
program to assess the effectiveness
1.
Send all staff for training /seminar

for personal growth and
development.
2.
Conduct monthly meeting with the

staff to promote and foster
harmonious relationship.
3.
Coordinate quarterly with PLS to

have a regular supply of essential
Media Relations Unit
62
1.
Keep the Secretary of Health

informed every working day on all
issues in the media at the earliest
possible time and give
recommendations for action
regarding response to media.
2.
Include HSRA in all relevant media

materials.
3. Send one staff per quarter to

attend short courses on media
and news analysis.
4. Spend at least two hours every
working day with media persons
based at the DOH press office.
5. Host regular monthly luncheon
meeting with the media with the
Secretary in attendance.
6. Ensure MRU attendance in all
significant meetings of the
Secretary of Health with the
different clusters.
5.
Send at least one staff to

complete degree program and training
per year.
6.
Conduct regular unit head/staff

meetings twice a month.
7.
Conduct semi-annual and annual

inventory of logistics.
8.
Conduct regular evaluation of staff

attendance monthly and their
knowledge on current DOHs policy
thrust annually.
1.
Enhance knowledge of internal audit

staff of current internal auditing
issuances.
2.
Orient central office middle managers

on the scope, functions, purpose and
role of internal audit.
3.
Monitor and implement COA

regulations in the Annual Audit Report
every year.
4.
Conduct fact-finding investigations

when requested.
5.
Institutionalize the goals, policies and

action sequences of internal audit by
cluster within five years.
6.
Conduct a two-year audit cycle for

zones 1, 2, 3 and 4 within five years
with corresponding follow-ups eight
months after the audit.
Administrative Support
Unit
1. Define functions of all staff at
the end of CY2000.
2. Formulate and implement a
resource plan at the end of
CY2000, especially covering
finance, supply, equipment,
facilities and vehicles. Identify
training needs and recommend
HRD training of OSEC staff on an
annual basis in coordination with
AS, HHRDB and BIHC.
3. Develop and implement protocol
or guidelines for the Secretary of
Health in his official capacity as
chief of the DOH at the end of
the 1st Quarter of 2001.
4. Send at least two staff to short
course development program.
63
B. EXECUTIVE OFFICES
Under the Rationalization and Streamlining Plan, three Undersecretaries and four
Assistant Secretaries help the Secretary of Health in directing and managing the affairs
of the department as approved by the DBM and PCEG. As approved by the DBM and the
PCEG, the fourth Undersecretary position and all the staff in his/her office shall be coterminus with the incumbent holder of the position.
TABLE 10 EXECUTIVE OFFICES

Office
Office of the
Undersecretary (I)
Positions
SG
NO.
1
Undersecretary of Health
30
Exec. Assistant IV (CT)
22
Administrative Officer I
15
15
14
Clerk III
Chauffeur I (CT)
Utility Worker I
Subtotal
Office of the
Undersecretary (2)
30
22
15
15
14
Clerk III
Chauffeur I (CT)
Utility Worker I
Subtotal
Office of the
Undersecretary (3)
30
22
15
15
14
Clerk III
Chauffeur I (CT)
Utility Worker I
Subtotal
1
8
64
Office
Positions
SG
NO.
Office of the
Undersecretary of Health (CTI)
30
Exec. Assistant IV (CTI)
22
Undersecretary (4)
* All the positions in
Private Secretary II (CTI)
15
this office are co-
Clerk III (CTI)
terminus with the
Illustrator II (CTI)
Driver II (CTI)
Incumbent.
Subtotal
Office of the Assistant
Secretary (1)
Assistant Secretary
29
Exec. Assistant III (CT)
20
12
Private Secretary 1 (CT)
11
Clerk II
Driver II (CT)
Utility Worker I
Subtotal
Secretary (2)
Secretary (3)
Assistant Secretary
29
20
12
11
Clerk II
Driver II (CT)
Utility Worker I
1
7
Assistant Secretary
29
20
12
11
Clerk II
Driver II (CT)
Utility Worker I
Subtotal
Secretary (4)
1
7
Subtotal
1
6
Assistant Secretary
29
20
12
11
Clerk II
Driver II (CT)
Utility Worker I
Subtotal
CTI - Co-terminus with incumbent holder of the position

CT - Co-terminus with appointing authority
65
Part
A.
H E A LT H E M E R G E N C Y M A N A G E M E N T
S TA F F ( H E M S )
I. GENERAL FUNCTIONS
1. Develops plans, policies, programs and strategies for health emergency
preparedness and response.
2. Develops health sector capability for an effective and responsive national health
emergency management system.
3. Organizes and coordinates efforts of the health sector for an integrated response to
health emergencies.
4. Advises the Secretary of Health on matters pertaining to health emergency
management.
Figure 7
Office of the
Director III
Health Emergency
Preparedness Division
II.
Health Emergency
Response Division
Component Divisions
efforts for health emergency
preparedness.
Health Emergency
1.
Develops plans, policies, programs,

standards and guidelines for the
prevention and mitigation of
health emergencies.
2.
Provides leadership in organizing

and coordinating health sector
66
3.
Provides technical assistance,

capability building, and consulting
and advisory services to
implementing agencies.
4.
Conducts or coordinates studies

and researches related to health
emergencies.
2. Provides leadership in the

mobilization and deployment of
health teams in anticipation of or in
response to health emergencies.
Health Emergency
Response Division
1. Maintains an Operations Center to
serve as an alert system to monitor
health and health-related
emergencies.
3. Coordinates and integrates health

sector response to health
emergencies.

TABLE 11 HEALTH EMERGENCY MANAGEMENT STAFF
Office
Office of the Director
Positions
SG
NO.
Director III
27
11
Computer Operator 1
Driver 1
3
Subtotal
1
4
Health Emergency
Medical Officer VII (Div Chief)
25
Medical Specialist III
23
Nurse VI
22
Engineer IV
22
Nutritionist-Dietitian IV
20
Subtotal
Health Emergency
Medical Officer VII (Div Chief)
25
Response Division
Nurse III
16
Comm Devt Officer II
15
Information Officer II (CTI)
15
Communication Equipment
Operator IV
11
Nurse II
14
Driver 1
Subtotal
67
8
17
I V. V i s i o n
The Health Emergency Management Staff
is the prime mover in health emergency,
disaster preparedness and response in
Asia.
V.
1.
2.
To ensure the development of

competent, dynamic, committed
and compassionate health workers
equipped with state-of-the-art
facilities.
3.
To be the center of all health and

health-related information on
emergencies and disasters.
Mission
To lead in the formulation of a
comprehensive integrated health
sector and international agency
response to emergencies and
disasters.
VI. Goals
Short Term
1.
2.
2.
Health emergency preparedness

among the DOH-retained hospitals
and regional health offices is
institutionalized.
1.
Fully equipped operation center

manned by retooled, efficient and
competent staff is established.
Health emergency management

preparedness among the general
public is institutionalized.
2.
Health sectors capability to

respond to emergencies and
disasters is institutionalized across
all levels.
3.
Establish MIS in the DOH Operation

Center.
4.
Provide the necessary equipment

needed in selected areas for pilot
studies by 2004-2005.
5.
Expand coverage during the period

2006-2010.
Long Term
Medium Term
1.
Effective MIS in the DOH and the

health system is institutionalized.
Health emergency preparedness in

the health sector is
institutionalized.
VII. Strategic
Objectives
1.
Review and update the existing MIS

proposals by 2002.
2.
Install database of Health

Emergency Information in DOH and
concerned agencies by 2003.
68
6.
Develop parallel programs in

support of MIS such as Trauma
Registry Program nationwide.
8.
Implement disaster preparedness

in all provinces by 2007 and in all
municipalities by 2010.
7.
Develop the health sectors

capability to respond to
emergencies and disasters:
national level from 2001-2002, CHD
level from 2003-2005, provincial
level from 2005-2007 and
community level by 2010.
9.
Raise the level of awareness and

participation of the community on
health emergency and disasters
through social mobilization
activities and development of IEC
materials from 2001-2010.
10.
Conduct and facilitate community

based disaster and emergency
related researches 2005-2010.
69
B.
H E A LT H H U M A N R E S O U R C E
DEVELOPMENT BUREAU (HHRDB)
I.
General Functions
1.
Formulates plans, policies, programs and standards related to the production,

deployment, utilization and development of human resource for the health
sector.
2.
Provides relevant training programs for specific categories of health workers,

and technical assistance and expert services to collaborating and implementing
agencies.
3.
Develops benefits and compensation packages for health human resource.
4.
Conducts studies and researches on health human resource.
5.
Advises the Secretary of Health on matters pertaining to health human resource

development.
Figure 8
Development Bureau
Office of the
Director IV
Human
Health Human Resource Training
Health Human Resource Planning &Health
Standards
Division
Resource Management Division
Division
II.
1.
Component
Divisions
Planning and Standards
Division
Develops and maintains a health
human resource information
system.
2.
Develops and monitors standards

on health human resource.
3.
Conducts researches on health

human resource development
and management.
4.
Develops health human resource

systems responsive to health
trends and needs.
70
5.
2.
Convenes and coordinates

advisory bodies for different
categories of health human
resource.

Training Division

Management Division
1.
Institutes career development

systems in the health sector.
1. Identifies training needs of specific

categories of human resource in the
health sector.
Develops and implements plans and

programs on the recruitment,
selection, deployment and
utilization of health human
resources.
2. Develops, coordinates, facilitates

and implements training programs
for health human resource.
3. Monitors and evaluates training
programs.

TABLE 12 HEALTH HUMAN RESOURCE DEVELOPMENT BUREAU
Office
Positions
SG
NO.
Director IV
28
15
Driver II
Subtotal
HHR Planning and
Medical Officer VII (Division

Chief)
25
Standards Division
Medical Officer VI
24
Human Resource Mgt Offcr IV
22
Human Resource Mgt Offcr III
18
Human Resource Mgt Offcr II
15
Human Resource Mgt. Offcr I
11
Human Resource Mgt Asst
Clerk III
Subtotal
HHR Management
Division
10
Human Resource Mgt Officer

V (Div Chief)
24
Medical Officer V
22
22
18
15
Human Resource Mgt Officer

Asst
Clerk III
Subtotal
71
Office
HHR Training
Division
Positions
Human Resource Mgt Offcr V
(Division Chief)
NO.
24
22
18
15
Records Officer I
10
Human Resource Mgt Asst
Clerk III
Subtotal
32
I V. V i s i o n
VII. Strategic
Objectives
The Health Human Resource Development

Bureau is the pillar institution in
Philippine health human resource
development.
V.
SG
1. Intensify advocacy, collaboration and

coordination with partner units and
agencies within and outside the DOH.
2. Develop, review and revise HR
policies, standards and systems based
on HSRA.
Mission
Institutionalization of human resource

systems in collaboration with other
sectors to ensure adequate, competent,
committed, effective and globally
competitive health human resource.
3. Upgrade technological capacity

(human resource and equipment).
4. Establish competency-based Health

Human Resource Information System.
VI. Goal
Complete complement of competent and
highly motivated health human resource is
established in all public health facilities
throughout its evolution.
72
C.
H E A LT H P O L I C Y D E V E L O P M E N T A N D
PLANNING BUREAU (HPDPB)
I.
General Functions
1.
Develops the health sector policy, legislative and research agenda and the
national plans, goals and objectives for health.
2.
Coordinates and provides the mechanisms for institutionalizing, implementing,

monitoring and evaluating the health sector policy, legislative and research
agenda and the national health plans, goals and objectives.
3.
Provides technical assistance, consulting and advisory services relative to

health policy development, legislation, planning and research.
4.
Advises the Secretary of Health on matters pertaining to national health

policies and legislation, national health plans and objectives, health research
and development.
Figure 9
Health Policy Development
And Planning Bureau
Office of the
Director IV
Health Research
Division
II.
Health Planning
Division
Health Policy
Division
Component
Divisions
matters pertaining to health

research and development.
Health Research Division

1.
Formulates and implements the

national research agenda for
health.
2.

consulting and advisory services on
Legislative Liaison Division
3.
73
Develops and coordinates sectoral

and internal systems and processes
for health research including
maintenance of a sustainable
health research network.
4.
1.
2.
3.
4.
care financing and organizational

development.
Manages the health research

process including review of health
research proposals,
implementation and monitoring of
research, and dissemination of
research results.
2.

matters pertaining to health policy
development.
Health Planning Division
3.
Formulates the national health

plans, goals and objectives
including investment and budget
plans for health.

for health policy development.
4.
Manages the health policy

development process including
monitoring and review of policies
pertaining to health.

planning, program and project
development.
Legislative Liaison
Division

for health planning and program
development.
Manages the health planning
process including monitoring and
review of national programs,
projects and expenditures for
health.
1.
Formulates and conducts advocacy

for the legislative agenda for
health.
2.

legislation.
3.
Coordinates with the executive and

legislative branches of the
government on matters pertaining
to health legislation.
4.
Manages the legislative liaison

process including monitoring and
review of legislative proposals
pertaining to health.
Health Policy Division

1.
Formulates the health sector policy

agenda covering health service
delivery, health regulation, health
74

TABLE 13 - HEALTH POLICY DEVELOPMENT AND PLANNING BUREAU
Office
Positions
SG
28
15
Driver II
Subtotal
Health Research
Division

Chief)
25
Division
24
Medical Officer V
22
Sr Health Program Officer
18
Project Evaluation Officer III
18
1
7

Chief)
25
Division
Medical Officer VI
24
Medical Officer V
22
Planning Officer IV
22
Planning Officer III
18
Clerk III
Subtotal
Health Policy
Medical Officer VI
Subtotal
Health Planning
NO.
Director IV
1
11
Chief Health Program Officer

V (Division Chief)
24
Medical Officer V
22
Supg Health Program Officer
22
Sr Health Program Officer
18
Clerk III
Subtotal
1
11
Legislative Liaison

V (Div Chief)
24
Division
Dept Legislative Liaison Spec
22
Legislative Staff Assistant
Driver I
Subtotal
39
75
I V. V i s i o n
V.
The Health Policy Development and

Planning Bureau is the prime mover in the
development of national health policies,
plans and programs.
Its mission is to develop a dynamic,

relevant, evidence-based policies, plans
and programs in collaboration with
other stakeholders towards an
equitable, quality and sustainable
health system for all Filipinos.
VI. Goals
1.
Policy, legislative and research

agenda and planning, monitoring
and evaluation systems
responsive to the changing needs
of the health sector and other
stakeholders are developed.
Mission
2.
Human resource capability in

health policy, planning and
research is developed.
3.
Management and administrative

support systems for efficient
internal and external functions
are developed and sustained.
VII. Strategic Objectives

Goal 1. Policy, legislative and research
agenda and planning, monitoring and
evaluation systems responsive to the
changing needs of the health sector and
other stakeholders are developed.
4. Develop system for dissemination and

utilization of the National Health
Accounts (NHA).
Medium Term
Short Term
1.
Formulate, disseminate and

institutionalize national health
policy, legislative and research
agenda and national health
planning, monitoring and
evaluation systems.
2.
Develop HSRA plans, projects and

investment packages and
monitoring and evaluation system.
3.
Develop baseline data, monitoring

and evaluation system for the
National Objectives for Health
(NOH).
76
1.
Implement and advocate for

national health policy, legislative
and research agenda; and national
health planning, monitoring and
evaluation systems.
2.
Monitor and evaluate HSRA

implementation plans and projects
at national and sub-national levels
or convergence sites.
3.
Evaluate NOH 1999-2004 and

develop NOH 2005-2010 and health
sector medium-term development
and investment plans.
4.
5.
Goal 2. Human resource capability in

health policy, planning and research is
developed.
Institutionalize sectoral
collaborative mechanism that will
support development of national
policies, plans, programs and
researches for health.
Short Term
Develop and institutionalize

mechanisms for formulating Local
Health Accounts.
Long Term
1.
Implement functional and

sustainable systems for policy
development, legislation, planning
and research responsive to the
changing needs of the health
sector.
2.
Implement functional and

sustainable systems for monitoring
and evaluating the performance of
the health sector.
3.
Strengthen programs, models and

systems for sustainable
implementation of HSRA at national
and sub-national levels.
4.
5.
6.
1.
All senior technical staff of the

HPDPB has completed graduate
degree program.
2.
All junior technical staff of the

HPDPB has completed short courses
related to health policy, planning
and research.
3.
All administrative staff of the

HPDPB has completed short courses
in administrative and management
process.
4.
All health policy, planning and

research coordinators at the CO and
the CHDs have completed short or
long-term courses relevant to
health policy development,
planning and research.
Medium Term
1. All junior technical staff of HPDPB

has completed graduate degree
Strengthen the systems for

developing, monitoring and
evaluating the NOH.
program or long-term courses and

short-term non-degree courses
2.
Institutionalize and strengthen the

National and Local Health Accounts
System.
All Division Chiefs have completed

advance courses related to policy
development, planning and
research.
Strengthen sectoral collaborative

mechanisms for the development of
national policies, plans, programs
and researches for health.
3.
All senior technical staff of HPDPB

has developed skills in providing
expert assistance, consulting and
advisory services on health policy,
planning and research to DOH, LGUs
and other stakeholders.
77
4.
All health policy, planning and
Medium Term
research coordinators at the CO and
1. Develop skills of all staff in advanced

computer operation.
the CHDs are regularly provided

updates and capability building on
2. Achieve personnel to computer ratio

of 1:1 with state-of-the-art
computers and LAN connections.
new systems and technologies.

Goal 3. Management and administrative
support systems for efficient internal
and external functions are developed and
sustained.
3. Implement database, reporting and

monitoring and evaluation systems
and other management support
systems.
Short Term
1. Develop knowledge of all technical
and administrative staff on basic
information and communication
technology operations.
Long Term
1. Clients and management utilize
functional database, reporting,
monitoring and evaluation systems.
2. Develop reliable information and

database systems and other
management support systems.
2. Improve further HPDPB physical

facilities, equipment and
furnishings.
3. Improve physical facilities,

equipment and furnishings of HPDPB.
78
Part
Management Support
Cluster
A.
A D M I N I S T R AT I V E S E R V I C E ( A S )
I.
General Functions
1.
Provides the DOH with efficient and effective services related to personnel,
legal and general services including housekeeping, security, facilities,
equipment and ground maintenance and other related services.
2.
Advises the Secretary of Health on matters pertaining to personnel, legal and

general administrative services.
Figure 10
Office of the
Director III
Personnel
Services Division
II.
General
Services Division
1.
2.
3.
Encourages improvement of
employee performance and
efficiency through annual
performance appraisal.
4.
Develops and maintains a

personnel information system.
Component
Divisions
Personnel Services
Division
Formulates and implements
policies standards and guidelines
for the DOH on matters pertaining
to personnel recruitment,
selection and placement.
1.
Develops a personnel incentive

and benefit system.
2.
79
Legal Services
Division
General Services Division

Provides general custodial
services to include housekeeping,
maintenance of equipment,
buildings and grounds.
Manages and supervises janitorial
and security services.
1.
Legal Services Division

Provides the DOH with legal advice
on all policy, programs and
operational matters.
2.
Acts as counsel for the DOH and its

personnel in legal cases.
I I I . S TA F F I N G PAT T E R N
TABLE 14 - ADMINISTRATIVE SERVICE
Office
Positions
SG
NO.
Director III
27
11
Computer Operator I
Driver I
Subtotal
Personnel Services
Division
Human Resource Mgt. Offr V (Division Chief)
24
Human Resource Mgt. Offr IV
22
Human Resource Mgt. Offr III
18
Human Resource Mgt. Offr II
15
14
Human Resource Mgt. Offr I
11
Human Resource Mgt. Asst.
Human Resource Mgt. Aide
Subtotal
General Services
Division
1
14
Administrative Officer V (Division Chief)
24
Engineer III
19
Security Officer III
18
Draftsman II
Computer Operator I
Electrician II
Clerk II
Plumber I
Carpenter I
Mason I
Subtotal
Legal Services Division
1
4
13
Attorney V (Division Chief)
25
Attorney IV
23
Legal Assistant
12
Clerk III
Subtotal
39
80
I V. V i s i o n
V.
Mission
The Administrative Service is the

epitom of servant leadership and
catalyst for change in the provision of
administrative and legal services to the
DOH employees.
Its mission is to provide humane, quality,

facilitative administrative and legal
services to DOH employees to make them
highly motivated and satisfied
employees.
VI. Goals
planning and decision-making are
updated and maintained.
Short to Medium Term

Goals
1.
2.
Medium to Long Term

Goals
Quality general administrative

services, including personnel
transaction, comprehensive
welfare and benefits package,
building and grounds maintenance,
security and legal services are
provided and ensured.
1.
Administrative Service systems are

fully computerized.
Comprehensive welfare and benefit
package for employees is
developed.
Up-to-date information of evolving
policies on legislated and nonlegislated employee benefits is
provided.
2.
3.
Accurate personnel information

system and equipment and facility
databank providing access to vital
information on departments
workforce for management,

1.
Personnel
Enhance computer literacy through
IT training.
2.
Undergo more in-depth training

(e.g., value enhancement
program) to enable employees to
internalize the core values and AS
vision.
3.
Acquire new knowledge and skills

in the field of legal, personnel or
human resource management and
general services (e.g., training on
electrical, plumbing and other
skills).
4.
Fast track recruitment for vacant

position in the legal services
division.
5.
Provide continuous staff education

(through local scholarship program)
in preparation for specific needs of
the service in the future.
1.
81
Equipment
Acquire additional computers or
upgrade existing computers for the
implementation of AS
computerization.
2.
Develop a plan for the renovation

of AS existing rooms to improve
working condition.
3.
Acquire equipment to facilitate

transactions processing.
4.
9.
Develop information materials such

as manuals, leaflets and brochures
relating to personnel transaction
and benefits.
10.
Develop an attractive
compensation and benefit package
for DOH employees.
11.
Develop standard operating

procedures and systems for
monitoring the compliance to
safety requirements of building
and grounds facilities.
12.
Provide assistance in terms of

supply of manpower to HEMS
Operation Center during
emergencies.
13.
Formulate and implement policy

guidelines on the use, maintenance
and upgrade of DOH facilities.
14.
Establish and maintain databank of

DOH facilities, which should
contain the following information:
Upgrade LSD library and acquire

new law books and journals.
Systems and Procedures
1.
Establish a database of pending

cases, (ombudsman, civil, criminal,
administrative cases) and systems
and procedures of contract review.
2.
Review existing policies relating to

personnel transactions and service.
3.
Institutionalize policies and

procedures for a sound personnel
recruitment, selection and
placement.
4.
Conduct orientation on the

implementation of the revised PES.
5.
Formulate a monitoring scheme for

the smooth implementation of PES.
6.
Define the requirements to make

operational the computerization of
leave credits, retirement and other
personnel system.
7.
Strengthen the employer-employee

relationship by conducting regular
general assembly.
8.
Conduct orientation on benefits

from GSIS, PAG-IBIG and
PhilHealth.
Type of equipment
Serial no. of brand and model
Date of purchase
Warranty period
End-user
Acquisition cost and source
15.
82
Develop manual of procedures and

implementing guidelines on
preventive and corrective
maintenance.
B . I N F O R M AT I O N M A N A G E M E N T S E R V I C E ( I M S )
I.
General Functions
1.
Formulates plans, policies, programs and standards for management

information systems and information technology development.
2.
Develops and manages the management information systems for the DOH.
3.
Develops and manages the information technology infrastructure and services

for the DOH including corporate data and telecommunications services.
4.
Develops and manages the health information resources, library services and
document tracking and archiving services for the DOH.
5.
Advises the Secretary of Health on matters pertaining to information

management services.
Figure 11
Office of the
Director III
Database and Network

Management
Division
II.
Systems and
Knowledge
Software Development Division
Management
Division
Component Divisions
Management Division
1.
2.
Plans, develops and administers

DOH database including data
planning, processing, manipulation
and storage and ensures data
integrity and security.
Manages information infrastructure

to include the computer center
operation, data and
telecommunication network
management, Internet and intranet
and computer system upgrades,
procurements and maintenance.
83
3.
Conducts researches on available

new technology solutions and
ensures that DOH is informed on
rapidly advancing computing
technology as it applies to DOH
functions.
4.
Conducts technology contingency

and capacity planning.
5.
Develops and maintains

programming templates and shells.
6.
Develops, implements and

maintains IT standards related to
database and network
management.
7.
2.
Develops systems audit and control

and systems security.
4.
Develops and operates national

health information
5.
Provides information technology

support services including training
and education and development
and implementation of standards
related to system and software
engineering.
Knowledge Management
Division
1.
Provides services related to

document and records
management including collection,
dissemination, sharing and access
to various corporate data and
information using various
technologies.
2.
Operates and maintains Internet

and intranet application systems.
3.
Operates and maintains DOH

telecommunication and data
systems.
4.
Manages DOH library resources

including software licenses and
various documentations of IT
application systems.
5.
Provides IT user support services

including training, education and
support management related to
information management.
6.
Provide IT consulting services

including user coordination, local
system development support and
information retrieval.
Provides technical support

including training and continuing
end-user education related to
databases and network operations
and management.
Systems and Software
Development Division
1.
3.

information system planning,
research and development,
including corporate database
design, systems analysis, design
and integration and maintenance.
software and web page
development and management
including systems and software
configuration management,
approval of information systems
changes, upgrades and
procurements.
84

TABLE 15 - INFORMATION MANAGEMENT SERVICE
Office
Positions
SG
NO.
Director III
27
11
Computer Operator I
Driver I
Subtotal
Information Tech Offr III

(Division Chief)
24
Management Division
Information Tech Offr II
22
Information Tech Offr I
19
Computer Programmer III
18
Computer Maint. Tech III
17
Information Systems Analyst II
16
Computer Maint. Tech II
15
Statistician II
15
Statistician II (CTI)
15
Computer Programmer II
15
12
Data Controller III
11
Info. System Researcher I
10
Data Controller II
Subtotal
Systems and Software
15
Information Tech Offr III

(Division Chief)
24
Information Tech Offr II
22
Information Systems Analyst III
19
18
Information Systems Analyst II
16
15
Computer Programmer I
11
Subtotal
2
15
Knowledge
Information Tech Officer III

(Division Chief)
24
Management Division
Information Tech Officer II
22
Records Officer III
18
Librarian III
18
14
Records Officer II
14
12
Records Officer I
10
Comm Equip Operator III
85
Office
SG
NO.
Positions
Data Controller
Comm Equip Operator II
Utility Worker II
Clerk I
Subtotal
15
49
I V. V i s i o n
V. M i s s i o n
Gateway of DOH knowledge resources.
To ensure access to knowledge and

information for evidence-based decisionmaking by optimizing use of information
technologies through dynamic and
responsive integrated information
systems.
VI. Goals
Short Term
7.
1.
Retooling of new IMS staff is

completed.
Data communication plan is

completed.
8.
2.
IT literacy for new users is

guaranteed.
Development of HOMIS, LMIS, FMIS,

DOHLIS, PIS and BFAD Product
Registration Systems is completed.
3.
IMS units are clustered in one

location.
9.
Internet and intranet web page are

revised.
4.
IT infrastructure is upgraded.
10.
HOMIS in 24 hospitals is
implemented.
5.
DOH ISSP and IT capacity plan to

support HSRA is reformulated.
11.
DOHLIS in all CHDs is implemented.
6.
IT standards and SOPs are updated.
12.
Web-based digital imaging system

for document management is
established.
86
Medium Term
1.
2.
IT staff development and user IT

literacy is continued.
12.
Development of Info Systems on

HHRD, Regulations, and others are
completed.
13.
Executive Information System (EIS)

is developed.
Connection among DOH units with

Metro Manila (Manila, Alabang,
Q.C.), CHDs and hospitals is
established.
6.
Central data warehouse is

established.
7.
E-library is established.
8.
HOMIS is implemented in 50
hospitals.
9.
National Health Information

Infrastructure (NHII) is established.
10.
HOMIS, LMIS, DOHLIS, PIS, FMIS and

BFAD PRS are integrated.
11.
Licensing Information System for

free standing health facilities is
expanded.
Long Term
1.
Computer maturity of DOH human

resource is achieved.
2.
IT infrastructure is upgraded.
3.
Implementation of HOMIS is
expanded to 69 hospitals.
4.
Health information network is

developed.
5.
National health databank is

established.
6.
Health and management

information system is integrated.
7.
HOMIS is upgraded and maintained.
1.
Short Term
In 2001,
All new IMS staff shall have been
retooled.
2.
All new computer operators of all

new Offices, Bureaus, Centers and
Services, shall have reached 80
percent computer maturity.
3.
The DOH Information Systems

Strategic Plan (ISSP) and IT
capacity plan have been
reformulated and approved to
support HSRA.
4.
5.
The Internet and intranet web

page of DOH shall have been
revised in the first quarter of the
year.
6.
The web-based digital imaging

system for document management
shall have been operational.
7.
IMS units shall have been located in

one site.
In 2002, the DOH data communication

plan shall have been completed and 20
percent implemented.
8. The development of the following
systems have been undertaken:
Operation and Management IS are
fully developed.
The DOH IT standards and SOPs

shall have been updated and
initially introduced.
87
In 2004,
Logistics MIS is fully developed

Financial MIS is partly
developed.
DOH Licensing Information
System (hospital-based) is fully
developed
1.
All users with automated systems

shall have reached 80 percent
computer maturity.
2.
The Licensing Information System

for free standing health facilities
shall have been developed to cover
60 percent of all types of facilities.
Personnel Information System

and BFAD Product Registration
Systems are fully developed.
9.
10.
The DOH LIS shall have been

implemented in all CHDs.
11.
All health facilities shall have been

geo-coded and made available to
DOH.
12.
In 2005,
The HOMIS shall have been

implemented in at least 20
hospitals
1.
The e-library shall have been

operational.
2.
The HOMIS shall have been

implemented in at least 50
hospitals.
3.
The various systems developed and

implemented (HOMIS, LMIS,
DOHLIS, PIS, FMIS and BFAD PRS)
shall have been integrated.
The existing IT infrastructure shall

have been upgraded to respond to
the new DOH structure.
Long Term
Medium Term
In 2010,
In 2003,
1.
2.
3.
Network connection among DOH

units within Metro Manila (Manila,
Alabang, Quezon City.), CHDs and
hospitals shall have been
established.
The DOH IT infrastructure shall
have been regularly upgraded with
the most cost effective IT solutions
to meet the DOH and other
stakeholders' demands.
All new computer operators of all
new Offices, Bureaus, Centers and
Services, shall have reached full
computer maturity.
88
1.
All DOH staff shall have reached 80

percent computer maturity.
2.
All DOH IMS staff shall have been

regularly updated and equipped
with the latest IT solutions
applicable to DOH.
3.
The National Health Information

Infrastructure (NHII) shall have
been established.
4.
The DOH central data warehouse

shall have been fully established.
5.
The following transaction-based

systems shall have been
implemented:
Human resource development
6.
The Executive Information System

(EIS) shall have been developed
and implemented.
7.
HOMIS implementation has been

expanded to at least 50 hospitals.
8.
The health information network

shall have been established.
9.
All health and management

information system shall have been
integrated and regularly upgraded.
General services
Public assistance
Health emergency
Health planning and policy
Health research
89
C.
FINANCE SERVICE (FS)
I.
General Functions
1.
Coordinates budget preparation activities.
2.
Coordinates financial planning including program budgeting and review based

on national policies, plans and objectives for health.
3.
Serves as fiscal comptroller of the DOH and provides services related to cash
management and accounting performance.
4.
Advises the Secretary of Health on matters pertaining to finance services.
Figure 12
Finance Service
Office of the
Director III
Accounting Division
Budget and Cashiering Division
II.
Component Divisions
3.
Budget and Cashiering

Division
1.
Coordinates preparation and

implementation of the annual and
long-term budget estimates,
financial and work plans in support
of the DOHs operations, plans and
programs.
2.
Provides technical assistance to

subordinate budget units in the
development and improvement of
budgetary methods and
procedures.
Prepares annual Agency Budget

Matrix (ABM) as the basis for the
issuance of annual cash programs by
month and Special Allotment Release
Order (SARO) and used as the bases
for sub-allotment and transfer to
field offices, LGUs, NGOs and other
agencies, including foreign assisted
agencies.
Accounting Division
1.
90
Maintains general and subsidiary

accounting records and books of
account for the preparation and
financial documents for local and

foreign programs and projects.
submission of financial reports to

management, administrative and
legislative bodies and foreign
donors.
2.
3.
Certifies availability of
appropriations and allotments and
process vouchers, payrolls, job
orders, contracts and other
Develops department-wide
accounting policies and procedures
in consonance with related policies
emanating from the DBM, COA and
other government
instrumentalities.

TABLE 16 - FINANCE SERVICE
Office
Positions
SG
NO.
Director III
27
11
Computer Operator I
Driver I
Subtotal
Budget and Cashiering
Division
Budget Officer V (Division Chief)

Budget Officer IV
24
22
Cashier IV
22
Budget Officer III
18
Budget Officer II
15
Cashier II
14
Clearing Officer
11
Cashier I
10
Subtotal
Accounting Division
1
11
Chief Accountant (Division

Chief)
24
Accountant IV
22
Accountant III
18
Accountant II
15
Acctg. Machine Operator III
10
Senior Bookkeeper
Subtotal
20
35
91
I V. V i s i o n
V. M i s s i o n
A reliable and responsive partner in the

transparent management of DOH financial
resources.
To safeguard the financial resources of

the DOH through judicious utilization of
government funds.
VI. Goals
Medium to Long Term
Short Term
1.
Accurate financial reports are

submitted on time.
2.
DOH re-engineered Finance Service

is implemented.
3.
IT and other equipment are

acquired.
1.
Sound financial management

information system conforming to
existing rules and regulations of
various fiscal government agencies
is developed.
2.
Management-oriented accounting
and reporting system is developed.

Medium to Long Term
Short Term
1.
2.
Coordinate with Administrative

Service regarding the immediate
recruitment for the vacant
Accountant II positions at the
Accounting Division, Director
position at Finance Service and
additional two personnel for the
receiving and releasing of
documents at the Budget and
Accounting Division.
Submit an accurate and timely CY
2000 Financial Reports with the
current number of Finance Service
personnel based on the
reengineered structure.
3.
Conduct regular (monthly) unit

heads and staff meetings.
4.
Recommend to management the

upgrading of the Cashier Section to
a Division.
92
1.
Disseminate the Checklist of

Minimum Requirements in
Disbursement through the Internet.
2.
Develop capability of Finance

Service personnel in various fields
related to their positions.
3.
Implement a sound Financial

Management Information System.
4.
Review and update with the COA

and the DBM the current
accounting system.
5.
Upgrade IT equipment and

peripherals.
6.
Coordinate with the HHRDB for the

capacity building on financial
management, accounting and
auditing of government
expenditures, budget and cash
management.
D . Pr o c u r e m e n t a n d L o g i s t i c s S e r v i c e ( P L S )
I.
General Functions
1.
Formulates plans, policies, standards and guidelines related to procurement and

logistics management of the DOH.
2.
Procures, maintains and manages supplies, materials and services to support the
logistical requirements of the DOH.
3.
Advises the Secretary of Health on matters pertaining to the procurement of goods and
services and on logistics management.
Figure 13
Procurement and Logistics
Service
Office of the
Director III
Transportation
Support
Unit
Procurement
Division
Materials
Management
Division
II. Component Divisions

Materials Management
Division
Procurement Division
1.
2.
3.
Develops an annual procurement

program for the DOH
1.
Provides assistance to field offices

of the DOH on matters pertaining
to procurement of drugs,
medicines, medical supplies,
health equipment and other
general supplies and materials.
Ensures proper handling and

storage; adequate and timely
distribution of drugs, medicines,
medical supplies, health
equipment and other general office
supplies and materials.
2.
Maintains and updates inventory of

goods, supplies and materials.
Ensures that all offices and units

adhere to procurement processes
and procedures.
93
Transport Support Unit

1.
Provides transport and transport

repair services to officials and
personnel of DOH Central Office.
2.
Ensures the proper maintenance of

pool of vehicles including
registration and insurance of such
vehicles.

TABLE 17 - PROCUREMENT AND LOGISTICS
Office
Transport Support Unit
SG
NO.
Director III
Positions
27
11
Computer Operator I
Driver I
Mechanic III
Driver I
Subtotal
Procurement Division
Supply Officer V (Division

Chief)
24
Supply Officer IV
22
Supply Officer III
18
Supply Officer II
14
Buyer IV
11
Supply Officer I
10
Buyer III
Clerk III
Clerk II
Subtotal
Materials Management
Division
13
Supply Officer V (Division

Chief)
Supply Officer IV
24
22
Pharmacist IV
18
Supply Officer III
18
Supply Officer I I
14
11
Warehouseman III
Supply Officer I
10
Clerk II
Utility Worker II
Subtotal
13
35
94
I V. V i s i o n
V.
"What you need, where you need, on

time."
To provide transparent and professional

logistics services to health providers
through the most effective and efficient
means.
VI.
5.
IT resources in PLS are upgraded.
6.
Logistics policies are reviewed,

consolidated and reformulated.
Goals
Short Term
1.
2.
3.
4.
Mission
Personnel competence on logistics

management is enhanced and
improved.
1.
Knowledge of PLS personnel on

updated IT is enhanced and
improved.
Logistics management system and

procedures are designed and
implemented.
2.
PLS personnel are developed into

logistics experts.
Fully automated logistics system in

the PLS is integrated.
3.
PLS is in one location.
Medium Term
Long Term
DOH procurement and supply

management system and
procedures are defined.
1.
Responsive logistics policy is

implemented.
VII. Strategic
Objectives
1.
Identify new functions, duties and

responsibilities of all PLS staff
6.
Design Supply Management System

(SMS) software.
2.
Identify available training courses

(local and foreign) and train 80
percent of the PLS staff.
7.
Review, refine, install and test SMS

software.
8.
Accommodate the whole PLS in a

suitable office.
9.
Initiate acquisition of IT
hardware/software.
10.
Review and institutionalize existing

logistics management policies.
11.
Update regularly logistics

management policies, systems and
procedures.
3.
4.
5.
Update applicable learning from

training attended by PLS staff.
Review existing logistics
management Information system
and revise Procurement SystemLogistics Management Information
System (PS-LMIS).
Develop, install and implement PSLMIS software.
95
Part
Health Regulation
I.
General Functions
1.
Exercises general supervision and control of the Bureau of Health Facilities and
Services, Bureau of Food and Drugs and Bureau of Health Devices and
Technology.
2.
Advises the Secretary of Health on matters pertaining to health regulation.
3.
Performs other functions provided by law or appropriately assigned by the

Figure 14
Health Regulation
Health Regulation
Bureau of Health
Facilities and Services
II.
Bureau of Food
and Drugs
Bureau of Health
Devices and Technology
Component Bureaus
Bureau of Health Devices and Technology
96
A.

(BHFS)
I.
General Functions
1.
Develops plans, policies, programs and strategies for regulating health facilities
and services.
2.
Formulates rules, regulations and standards for licensing and accreditation of

health facilities and services.
3.
Conducts licensing and accreditation of health facilities and services.
4.
Provides technical, consulting and advisory services to and develops capability

of field offices on licensing and enforcement of laws, rules and regulations
related to health facilities and services.
5.
Monitors, evaluates and ensures compliance of health facilities and services to

health rules and regulations and standards of quality.
6.
Advises the Secretary and the Undersecretary of Health on matters pertaining

to regulation of health facilities and services.
Figure 15
Bureau of Health Facilities
And Services
Office of the
Director IV
Office of the
Director III
Administrative and Legal Unit
Standards
Development
Division
Licensing and
Accreditation
Division
97
Quality Assurance
And Monitoring
Division
II.
Component Divisions
Licensing and
Accreditation Division
Standards Development
Division
1.
Formulates sets of standards and

technical requirements for purposes
of categorizing hospitals, clinics,
laboratories and other health
service establishments (HSE) and
services.
1.
Grants license for the operation and

maintenance of hospitals, clinics,
laboratories and other HSEs and
services renewable annually and
revokes the same in accordance with
the provision of law.
2.
Sets standard guidelines and

standard operating procedures for
inspection and regulation of
hospitals, clinics, laboratories and
other HSEs and services.
2.
Makes periodic evaluation of

other HSEs and services to check
compliance with rules and
regulations legally prescribed by
law.
3.
Approves plans for hospital

facilities, government and private,
and issues permit or authority to
construct hospitals in accordance
with the provisions of R.A. 4226.
3.
Grants accreditation of hospitals and

medical clinics to conduct medical
examination of overseas contract
workers and seafarers and grants
accreditation of ambulatory surgical
clinics to perform surgical
operations on an outpatient basis.
4.
Authenticates medical examination

and HIV/AIDS-free certificates
5.
Issues clearance to operate Health

Maintenance Organization
6.
Conducts fact-finding activities on

complaints against hospitals, clinics,
services.
4.
5.
Prescribes and revises the standard

plans for the physical plant of the
different categories of hospitals
both government and private.
Provides consulting, advisory and
training services to the field offices
and inspectors on matters
pertaining to licensing and
regulation.
6.
Compiles and analyzes statistical

reports of hospitals, clinics,
services.
7.
Monitors and evaluates licensed

other HSEs and services annually.
98
Administrative and Legal

Unit
Quality Assurance and

Monitoring Division
1.
Establishes guidelines for quality

improvement program and plan in
the licensing and regulation of
other HSEs and services.
2.
Establishes quality control thru

supervision and continuous
monitoring of hospitals, clinics,
services.
1.
Provides general administrative,

legal and logistic support services in
the regulation of hospitals, clinics,
services.

TABLE 18 BUREAU OF HEALTH FACILITIES AND SERVICES
SG
NO.
Office of the
Office
Director IV
Positions
28
Director IV
Driver II
Utility Worker I
Subtotal
Office of the
Director III
27
Director III
Secretary I
Driver I
Subtotal
Administrative and
Attorney IV
23
Legal Unit
Attorney III
21
15
Records Officer I
10
Clerk III
2
6
Subtotal
Standards
Development
Division
Medical Officer VII

(Division Chief)
25
Medical Specialist IV
24
23
Nursing Adviser
22
Nurse VI
22
Dentist IV
22
Health Physicist III
22
99
Office
Positions
SG
NO.
Spvsg Records Mgt Analyst
22
Engineer IV
22
Engineer III
19
Architect III
19
Nutritionist-Dietitian III
18
Pharmacist IV
18
Artist Illustrator II
Clerk II
Clerk I
Subtotal
Licensing and
Accreditation Division
19

Chief)
25
24
23
Dentist IV
22
Medical Specialist II
22
Dentist III
19
Architect III
19
Statistician III
18
Nurse IV
18
Engineer II
16
Licensing Officer II
15
Statistician I
11
Assistant Statistician
Clerk II
Clerk I
1
27
Subtotal
Quality Assurance
And Monitoring
Division

Chief)
25
Medical Officer VI
24
23
22
Nurse V
20
Engineer III
19
Architect III
19
Medical Technologist III
18
Engineer II
16
Licensing Officer II
15
Licensing Officer I
11
Clerk II
Clerk I
Subtotal
17
76
100
I V. V i s i o n
VII. Strategic
Objectives
A world-class regulatory body for

excellent health care.
V.
Short Term
Mission
To set regulatory policies and standards

as mandated for the licensing,
accreditation and monitoring of health
facilities and services to ensure quality
health care.
VI. Goals
1.
Policies and standards for a unified

licensing and accreditation are
approved.
2.
Training of the unified licensing and

accreditation team is conducted.
3.
Unified licensing and accreditation

is fully implemented.
Medium Term
Short-Term
Unified licensing and accreditation is
institutionalized.
1.
The following regulatory policies

and standards are revised: hospitals,
dialysis clinics, medical clinics for
OFWS, clinical laboratory, X-ray
facilities, blood banks, ambulatory
surgical clinics, dental prostate
laboratory, laboratory for HIV
testing, embalmers and masseurs.
2.
The following regulatory policies

and standards are formulated:
dental health clinics, aesthetic
clinics, reflexology clinics, organ
donor banks, physical therapy,
massage parlors and other health
facilities and services as mandated.
Medium Term
Regulatory standards for other health
facilities and services are set.
Long Term
All hospitals, clinics and other health
facilities and services are licensed and
accredited.
101
B . B u r e a u o f F o o d a n d D r u g s ( B FA D )
I.
General Functions
1.
Develops plans, programs and strategies for regulating processed foods, drugs and
other related products.
2.

processed foods, drugs and other related products.
3.
Conducts licensing and accreditation of processed foods, drugs and other related
products.
4.
Provides technical, consulting and advisory services to and develops capability of

field offices on licensing and enforcement of laws, rules and regulations pertaining to
processed foods, drugs and other related products.
5.
Monitors, evaluates and ensures compliance of manufacturers, distributors,

advertisers and retailers of processed foods, drugs and other related products to
6.
Advises the Secretary and the Undersecretary of Health on matters pertaining to

regulation of processed foods, drugs and other related products.
Figure 16
Office of the
Director IV
Office of the
Director III
Office of the
Director III
Administrative Division
Policy, Planning
& Advocacy
Division
Regulation
Division I
Legal Division
Products
Services
Division
Regulation
Division II
102
Laboratory
Services
Division
II.
Component
2.
Monitors and ensures quality of

processed foods, drugs and other related
products through collection of samples
from outlets and ports of entry.
3.
Enforces seizure, confiscation and

condemnation orders covering products
violating food and drug laws, regulations
and standards.
4.
Provides assistance in the monitoring of

adverse drug reactions.
5.
Develops the technical capability of

Food and Drug Regulation Officers
assigned at field offices.
Divisions
Policy, Planning and Advocacy
Division
1.
Develops plans, policies and programs

pertaining to the regulation of processed
foods, drugs and other related products.
2.
Provides technical information and

assistance to clients and the general
public on matters pertaining to food and
drug laws, regulations, functions and
services.
3.
Develops and maintains a management

information system pertaining to
processed foods, drugs and other related
products.
Regulation Division II
1.
Conducts inspection and issues licenses

for the operation of establishments
involved in the manufacture and repacking of processed foods, drugs,
medical devices, in vitro diagnostic
reagents, cosmetics and household
hazardous substances.
4.
Promotes rational drug use, self reliance

and tailored procurement thru the
implementation of the Generics Law and
the Philippine National Drug Formulary
(PNDF)
5.
Provides coordination of activities

related to drug price monitoring and
drug policies.
2.
Monitors and ensures compliance of

manufacturers with requirements of
Good Manufacturing Practices (GMP).
6.
Conducts pharmacoepidemiological and

pharmacoeconomic analysis.
3.
Enforces seizure, confiscation and

condemnation orders covering products
violating food and drug laws, regulations
and standards.
4.
Develops the technical capability of

Food and Drug Regulation Officers
assigned at field offices.
Regulation Division I
1.
Conducts inspection and issues licenses

for the operation of establishments
involved in the importation, exportation,
distribution and retailing of processed
foods, drugs, medical devices, in vitro
diagnostic reagents, cosmetics and
household hazardous substances.
103
Product Services Division

1.
Formulates standards and guidelines for

the registration of processed foods,
drugs, cosmetics, medical devices, in
vitro diagnostic reagents and household
hazardous substances.
2.
Evaluates and processes application for

product registration and listing.
3.
4.
1.
Legal Division
1.
Provides legal advice in the enforcement

of food and drug laws and regulations.
2.
Conducts administrative proceedings and

quasi-judicial hearings on cases related
to food and drug laws and regulations.
3.
Prepares recommendations, resolutions

and other administrative issuances
pertaining to regulation of processed
foods, drugs and other related products.
4.
Conducts investigation of consumer

complaints on products regulated by the
Bureau.
5.
Monitors product advertisements and

promotions to check compliance with
existing guidelines on medical and
nutritional claims.
Issues certificates of product registration

and certificates of product listing.
Provides assistance in the monitoring of
products violating food and drug laws,
regulations and standards.
Laboratory Services Division
1.
2.
3.
Provides general administrative and

logistic support services such as
personnel, finance, communication,
documentation, security and facility
operation and maintenance services.
Conducts laboratory tests on finished

products to determine compliance with
standards of safety, efficacy, purity and
quality.
Conducts tests on packaging materials
used for foods, drugs, cosmetics,
medical devices and other related
products.
Produces properly bred laboratory
animals used for toxicological
examinations, bioassay and biological
104

TABLE 19 - BUREAU OF FOOD AND DRUGS
Office
Office of the
Director IV
Positions
Director IV
SG
NO.
28
Secretary II
Driver II
Utility Worker I
Subtotal
Office of the
Director III
27
Director III
Secretary I
Driver I
Subtotal
Office of the
Director III
27
Director III
Secretary I
Driver I
Subtotal
Policy Planning and
Advocacy Division
1
3
Medical Officer VII (Division Chief)
25
24
1
2
23
Pharmacist VI
22
22
1
1
Health Educ. & Promo Offr.IV
22
Food-Drug Reg. Offr IV
22
Nutritionist Dietitian IV
20
Food-Drug Reg. Offr III
18
Statistician III
18
Bacteriologist III
18
Pharmacist IV
18
Health Program Officer II
15
Planning Officer II
15
Statistician II
15
Food-Drug Reg. Officer II
15
Health Educ and Promo Offr II
14
Records Officer II
14
Health Program Officer I
11
Computer Programmer I
11
Food- Drug Reg. Officer I
11
Records Officer I
10
Librarian I
10
Clerk II
Utility Worker II
Subtotal
1
33
105
Office
Positions
SG
NO.
Regulation Division I
Food-Drug Reg. Officer V (Division Chief)
24
Food-Drug Reg. Officer IV
22
Food-Drug Reg. Officer III
18
11
15
27
Food-Drug Reg. Officer I
11
Clerk IV
Clerk III
Clerk II
Subtotal
55
Regulation
24
Division II
22
18
15
20
11
20
Clerk IV
Clerk III
Clerk II
Subtotal
Product Services
Division
56
24
Division
22
18
18
15
11
Clerk III
Clerk II
Clerk I
Subtotal
Laboratory Services
40
Food - Drug Reg. Officer V (Division

Chief)
24
Food - Drug Reg. Officer IV
22
Food - Drug Reg. Officer III
18
26
Nutritionist Dietitian III
18
Food - Drug Reg. Officer II
15
29
Food - Drug Reg. Officer I
11
Laboratory Technician II
Laboratory Technician I
17
Clerk III
Clerk II
Laboratory Aide II
Laundry Worker II
Laundry Worker I
Subtotal
109
106
Office
Positions
Administrative Officer V (Division
Chief)
SG
NO.
24
Administrative Officer IV
22
Accountant III
18
Budget Officer III
18
Cashier III
18
Human Res. Mgt. Officer III
18
Supply Officer III
18
Records Officer III
18
Human Res. Mgt Officer I
11
Accountant I
11
11
Cashier I
10
Records Officer I
10
Mechanic III
Budgeting Assistant
Bookkeeper
Accounting Clerk III
Accounting Clerk II
Clerk III
Electrician II
Mechanic II
Precision Instrument Tech. I
Utility Foreman
Carpenter II
Painter II
Plumber II
Cash Clerk I
Clerk II
Driver II
Machinist I
Mechanic I
Metal Worker I
Carpenter I
Mason I
Security Guard I
Utility Worker II
Const. Maintenance Man
Crafts & Trades Helper
Utility Worker I
Subtotal
18
74
107
Office
Legal Information
& Compliance Division
Positions
SG
NO.
Attorney V (Division Chief)
25
Attorney IV
23
Attorney III
21
Attorney II
18
Information Officer III
18
Information Officer I
11
Intelligence Agent II
10
Stenographer III
Assistant Information Officer
Clerk IV
Clerk III
Stenographer II
Clerk II
Stenographer I
Subtotal
18
396
I V. V i s i o n
V.
Mission
World-class food, drug and cosmetic

regulatory agency.
To guarantee safe, quality, efficacious

and affordable products for public health
protection in partnership with
stakeholders and to sustain leadership in
regulatory excellence.
VI. Goals
Short Term
1.
Service delivery is planned ahead

of time.
2.
Current practices are documented

into SOPs and guidelines.
3.
System of awarding deserving staff

is proposed.
4.
Training needs are identified.
5.
Funds for maintenance of

equipment are allocated.
Medium Term
1. Effective system of resource
generation from external partners
for training is solicited and
guaranteed.
2. Effective human resource
development program for quality
health services is guaranteed.
3. State-of-the-art technology is made
available and sustained.
108
Long Term
1.
Quality and timely delivery of

regulatory services are sustained.
2.
Effective leadership role for public

health protection is sustained.
3.
Safe, quality and efficacious

product for public health
protection is guaranteed.

Short Term
1.
Food Control System has been

developed and ready for
implementation.
2.
Eighty percent of establishments

and outlets all over the Philippines
are licensed.
3.
BFAD Communication Plan is ready

for execution.
4.
Legislative Policy Agenda is

formulated and ready for
submission to Congress.
5.
Advocacy and Communication Plan

are executed.
6.
BFAD structure is configured.
7.
Non-complying establishments and

outlets are reduced to 80 percent.
8.
Registration of laboratories (for

analysis of food products) is
increased by 50 percent.
9.
All of products are tested for good

quality.
10.
Non-complying promotional and

advertised materials are reduced
by 50 percent.
11.
Twenty-five percent of legal cases

are resolved.
Medium Term
109
1.
Strong collaboration and

coordination with other
government agencies and
international regulatory authorities
is maintained.
2.
Evaluation of documents for

regulation is fully computerized.
C . B u r e a u o f H e a l t h D e v i c e s a n d Te c h n o l o g y ( B H D T )
I.
General Functions
1.
Develops plans, policies, programs and strategies for regulating health and
health-related devices and technology.
2.

health and health-related devices and technology.
3.
Conducts licensing and accreditation of health and health-related devices and

technology.
4.
Provides technical, consulting and advisory services to and develops capability

of field offices on licensing and enforcement of laws, rules and regulations
pertaining to health and health-related devices and technology.
5.
Monitors, evaluates and ensures compliance of manufacturers, distributors,

advertisers and retailers of health and health-related devices and technology to
6.

to regulation of health and health-related devices and technology.
Figure 17
Bureau of Health Devices
and Technology
Office of the
Director IV
Office of the
Director III
Administrative and Legal Unit
Ionizing and Non-Ionizing

Medical Physics,
Radiation
Radiation
Dosimetry
Healthand
Related
Regulation Division
Medical Non-Radiation
Device Device
Regulation
Regulation DivisionTesting Division
Division
110
II. Component
Divisions
Ionizing and Non-Ionizing
Radiation Regulation
Division
1.
2.
3.
4.
5.
Formulates and enforces policies,

standards, regulations and
guidelines on the production,
import, export, sale, promotion,
distribution and use of ionizing and
non-ionizing radiation devices in
medicine, dentistry, veterinary
medicine, commerce and industry,
education and training, research,
anti-crime and household
activities.
6.
Develops monitors and evaluate

compliance, surveillance and
quality assurance programs for
radiation facilities and devices.
7.
Conducts health technology

assessments, studies and
researches on radiation devices
and technology.
Medical Physics,
Dosimetry and Testing
Laboratory Division
Undertakes radiation protection

survey and evaluation of radiation
facilities and the activities
thereat.
Issues licenses, permits,
registrations and accreditation
certificates for radiation facilities,
devices and technology.
Provides technical assistance
related to the radiation health
component of the national
radiological emergency
preparedness and response plan.
consulting and supervision,
advisory services to and develops
capability of field offices in
implementation and enforcement
of laws, rules and regulations
pertaining to radiation facilities,
111
1.
Undertakes testing and calibration

of radiation measuring equipment,
radiation devices, medical devices
and other health-related devices.
2.
Provides technical assistance in

medical physics and radiation
dosimetry.
3.
Operates and maintains the

Secondary Standard Dosimetry
Laboratory (SSDL).
4.
Provides radiation dosimetry and

decontamination services during
nuclear or radiological
emergencies.
5.
Conducts training courses in

radiation dosimetry, radiation
protection, quality assurance and
related topics for radiation
workers.
6.
Conducts studies and researches in

medical physics, radiation
dosimetry and device testing.

distribution and use of non-medical
and non-radiation health-related
Device Regulation Division
1.

distribution and use of medical
non-radiation devices and
technology.
2.
Conducts inspection of production

and storage facilities of medical
non-radiation devices.
3.

registration and accreditation
certificates for medical nonradiation devices, technology and
device production facilities.
4.
5.
Provides technical assistance and

supervision, consulting and
capability of field offices in
pertaining to medical non-radiation
devices, technology and device
production facilities.
Conducts inspection of production

and storage facilities of nonmedical and non-radiation healthrelated devices and technology.
3.

registration and accreditation
certificates for non-medical and
non-radiation health-related
devices, technology and device
production facilities.
4.

supervision, consulting and
capability of field offices on
pertaining to non-medical and nonradiation health-related devices,
technology and device production
facilities.
5.

researches on non-medical and
non-radiation health-related

researches on medical nonradiation devices and technology.
Administrative and Legal

Unit
Health-Related Device
Regulation Division
1.
2.
1.

112
Provides general administrative,

legal and logistic support services
in the regulation of health and
health-related devices and
technology.
II.
Staffing Pattern
TABLE 20 BUREAU OF HEALTH DEVICES AND TECHNOLOGY
Office
Office of the
Director IV
POSITIONS
SG
NO.
Director IV
28
114+
Driver II
Utility Worker I
Subtotal
1
4
Office of the
Director III
27
Director III
Secretary I
Driver I
Subtotal
Health Physicist IV (Division

Chief)
24
Radiation Regulation
22
Division
Health Physicist II
18
Radiologic Technologist IV
16
Radiologic Technologist III
13
Radiologic Technologist II
10
Records Officer I
10
Health Physics Technician
Clerk III
Ionizing & Non-Ionizing
Subtotal
Medical Physics,
Radiation Dosimeter
& Testing Lab.
Division
Health Physicist IV (Division

Chief)
24
22
1
4
Health Physicist II
18
Radiologic Technologist V
18
Radiologic Technologist IV
16
1
4
Health Physicist I
15
Radiologic Technologist III
13
Clerk III
Subtotal
Devices Regulation
Division
1
16
14
Engineer V (Division Chief)
24
23
Engineer III
19
Chemist III
18
Engineer II
16
Medical Equipment Tech III
11
Records Officer I
10
Medical Equipment Tech I
Clerk III
Subtotal
11
113
Office
Health Related
Device Regulation
Division
SG
NO.
POSITIONS
24
Engineer IV
22
Engineer III
19
Engineer II
16
Med. Equipment Tech I
Clerk III
Subtotal
Administrative and
Legal Unit
1
11
Attorney IV (CTI)
23
Attorney III
21
Statistician III
18
Statistician II
15
15
Statistician I
11
Storekeeper II
Rep.Machine Operator II
Subtotal
67
I V. V i s i o n
V. M i s s i o n
The internationally recognized BHDT seal

of approval is in every health device and
technology in the Philippines
To guarantee all people in the

Philippines safe and reliable health
devices and technology through
sustainable, effective and credible
regulation.
VI. Goals
Short-term
guidelines for Health Devices and
Technology Regulation are
developed.
1. System of developing effective

and credible regulators is
consolidated and made available.
2. Effective and relevant policies,
standards, procedures and
guidelines for Health Devices and
Technology Regulation are made.
3.
Long-term
Medium-term
1.
Reliable testing equipment is

made available.
2.
Effective and relevant policies,

standards, procedures and
Procedures and guidelines for

Health Devices and Technology
Regulation are updated.
1.
114
Rational system of regulating

health devices and technology is
institutionalized.
VII. Strategic
Objectives
7.
Standards on regulation of
hazardous medical non-radiation
devices are partially (5%) issued
and effectively managed.
8.
Standards on regulation of
hazardous health-related devices
are partially (25%) issued and
effectively managed.
9.
All complying local manufacturers,

importers, operators and
distributors are issued appropriate
license.
Short Term
1.
Generic policies on regulation of

Health Devices and Technology are
issued and efficiently followed.
2.
Program on health devices and

technology is effectively managed.
3.
All standards and regulation of

selected radiation devices are
issued, effectively implemented and
internationally recognized.
4.
5.
6.
10. All complying testing laboratories

are accredited by BHDT.
11. The President of the Philippines
has signed the BHDT law.
All requests for technical consulting

and advisory assistance are
responded to within 15 days upon
receipt of request.
Medium Term
By end of 2004, all devices, complying
with issued standards are registered.
Standards for accreditation of

device testing laboratory are issued
and effectively followed.
Long Term
All complying suppliers of hospital

equipment who apply for
accreditation as DOH suppliers are
accredited.
By end of 2010, new technologies are

partially (25%) evaluated and validated.
115
Part
External Affairs
I.
General Functions
1.
Exercises general supervision and control of the Bureau of Quarantine and

International Health Surveillance, Bureau of International Health Cooperation,
and Bureau of Local Health Development.
2.
Advises the Secretary of Health on matters pertaining to international and local

health coordination including inter-sectoral and inter-governmental affairs
related to health.
3.

Figure 18
External Affairs
External Affairs
Bureau of Quarantine
& International Health
Surveillance
II.
Bureau of International
Health Cooperation
Bureau of Local
Health Development
Component Bureaus
Bureau of Quarantine and International Health Surveillance
116
A.
BUREAU OF QUARANTINE AND

I N T E R N AT I O N A L H E A LT H S U R V E I L L A N C E
(BQIHS)
I.
General Functions
1.
Formulates and enforces quarantine laws and regulations.
2.
Conducts surveillance and institutes measures to prevent the entry of diseases

subject to International Health Regulations and other emerging and reemerging diseases and health concerns from other countries that may impact
on public health in the Philippines.
3.
Provides technical assistance and supervision, consulting and advisory services

on health and sanitation programs and activities in international ports and
airports and their immediate environs.
4.
Conducts medical examination on aliens and foreign-based Filipinos for

immigration purposes.
5.

to international health regulations and international health surveillance.
Figure 19
Bureau of Quarantine and
International Health Surveillance
Office of the
Director IV
Office of the
Director III
International
Health
Surveillance
Division
Port and Airport

Health Services
Division
Special Services
Division
117
Administrative
Division
III. Component Divisions

International Health
Surveillance Division
1.
Provides maximum security against

the introduction and spread of
diseases subject to International
Health Regulation (IHR) and other
emerging and re-emerging diseases
and health concerns with minimum
interference to traffic and trade.
2.
Develops integrated approach for a

more effective international
surveillance networks.
3.
Develops communication methods

for wider and more effective
delivery of critical public health
information with international
importance.
2.
Conducts health education

seminars for stewards and food
handlers in the areas of
responsibility.
4.
Provides laboratory support to

medical examinations done to
clientele.
Port and Airport Health
Services Division
Special Services Division

1.
3.
Protects travelers against vaccinepreventable diseases subject to

IHR.
1.
Promotes and supervises sanitation

in ports and airports of entry to
include the environs, food
establishments and catering points.
2.
Conducts disease-vector operations

for mosquito- and arthropod-borne
diseases subject to the IHR.
3.
Manages carriers or vessels with

rodent infestation.
1.
Assures that only healthy

foreigners or aliens are admitted
into the country for immigration
purposes.
118
Provides general administrative

and logistic support services such
as personnel, finance,
communication, documentation,
security and facility operation and
maintenance services.

TABLE 21 - BUREAU OF QUARANTINE AND INTERNATIONAL HEALTH
SURVEILLANCE
Office
Office of the
Director IV
Positions
SG
NO.
Director IV
28
Director IV (CTI)
28
Secretary II
Driver II
Utility Worker I
Subtotal
Office of the
Director III
27
Director III
Secretary I
Driver I
Subtotal
1
3
International Health

Chief)
25
Medical Officer V
22
Medical Officer IV
20
Nurse IV
18
Statistician I
11
Launch Patron
Marine Engineman II
Cook II
Marine Engineman I
Nursing Attendant I
Quartermaster
Seaman
Utility Worker I
Laborer I
Subtotal
Special Services
Division
32

Chief)
25
24
23
Medical Specialist I (PT)
21
Nurse IV
18
Health Educ. & Promo Offr. III
18
Nurse III
16
Medical Technologist II
15
Bacteriologist II
15
Nurse II
14
Health Educ. & Promo Offr. II
14
119
Office
Positions
SG
NO.
Bacteriologist I
11
Radiologic Technologist II
10
Medical Laboratory Tech. II
Medical Laboratory Tech. I
Illustrator II
Laborer II
Utility Worker II
Utility Worker I
Laborer I
Subtotal
Port and Airport Health

Chief)
25
Medical Officer IV
20
Entomologist II
15
Zoologist II
15
Fumigation Supervisor
11
Rodent Zone Inspector
Laboratory Technician I
Fumigator Foreman
Zoology Technician
Utility Foreman
Fumigator
Driver I
Subtotal
1
28
18
Administrative Officer V
(Division Chief)
24
Cashier III
18
Budget Officer III
18
Accountant III
18
Human Resource Mgt. Offr III
18
Supply Officer III
18
15
Records Officer II
14
Human Resource Mgt. Offr I
11
Mechanical Shop Foreman
11
Const. & Maint. Gen. Foreman
11
Mgt. & Audit Analyst
11
Senior Bookkeeper
Budgeting Assistant
Clerk IV
Electronics & Comm. Equip Tech
Accounting Clerk III
Const. & Maintenance Foreman
Storekeeper II
Accounting Clerk I
120
Office
Positions
SG
NO.
Mechanic II
Carpenter II
Security Guard II
Plumber II
Budgeting Aide
Clerk II
Blacksmith I
Electrician I
Accounting Clerk I
Mechanic I
Cash Clerk I
Welder I
Comm. Equip. Operator I
Security Guard I
Carpenter I
Clerk I
Utility Worker II
Driver I
Utility Worker I
Subtotal
51
138
I V. V i s i o n
The Bureau of Quarantine and
International Health Surveillance aims to
reach the status of a world-class bureau
for the prevention of the global spread of
disease through local and international
health surveillance.
V.
Mission
To prevent international spread of

diseases of global impact with minimum
interference to international travel and
trade through:
1.
Effective surveillance and control

measures against the spread of
infectious diseases and other
health concerns with global impact
through local and international
networking.
2.
Comprehensive national sanitation

programs in partnership with local
counterparts in all seaports and
airports of entry in the country.
121
VI. Goals
7.
Medium Term
1.
Entry and spread of diseases

subject to IHR are minimized.
2.
BQIHS Central Office and all major

ports of entry are equipped with
efficient communication and
information exchange system.
3.
Occurrence of yellow fever and

other diseases of concern are not
reported among international
travelers.
4.
No cases of spread of cholera,

other food and water-borne
diseases are attributed to stewards
and food handlers.
5.
All food establishments are issued

sanitary permits and food handlers
with health certificates.
6.
Fresh marine products (about 90

percent) from the Philippines are
accepted by importing countries.
Half of quarantine offices all over

the country have adopted policies
related to quarantine and
surveillance as a result of research
and studies.
Long Term
122
1.
Entry and spread of diseases

subject to IHR are prevented.
2.
All quarantine offices nationwide

are equipped with efficient
communication and information
exchange system
3.
No reported cases of yellow fever

and other diseases of concern
among international travelers are
indicated.
4.
All fresh marine products from the

country are accepted by importing
countries.
5.
All quarantine offices have

adopted policies as a result of
B.
B U R E A U O F I N T E R N AT I O N A L H E A LT H
C O O P E R AT I O N ( B I H C )
I.
General Functions
1.
Develops standards, mechanisms and procedures for international health

cooperation.
2.
Provides services related to mobilization, coordination, management and

assessment of externally supported health projects and initiatives.
3.
Provides services related to promotion, coordination and mobilization of health

sector support for international initiatives in health.
4.

to international health programs, projects and initiatives and externally
supported national and local health projects.
Figure 20
Office of the
Director IV
International Relations
Division
II.
Unified Project Management

Division
Component Divisions
assistance and international health
cooperation.
International Relations
Division
1.
Establishes linkages and

collaboration with international
development organizations,
including bilateral and multilateral
agencies, inter-country and/or
inter-regional networks,
international NGOs and national
agencies involved in development
123
2.
Identifies and analyzes emerging

global issues and concerns that
could impact health in the
Philippines and makes
recommendations to address them.
3.
Oversees the formulation and

coordination of international
health policies and commitments,

including the optimal participation
of country representatives in
international health forums.
4.
5.
6.
7.
8.
9.
Unified Project
Management Division
1.
Establishes an integrated and

coordinated system for the
management of development
cooperation or foreign-assisted
projects (FAPs) to achieve optimal
use of scarce resources.
2.
Develops policy guidelines and

inter-agency cooperation
frameworks on international health
issues affecting the country to
ensure policy coherence and better
coordination among relevant
concerned government agencies.
Ensures that FAPs objectives are

in line with overall health thrusts
and priorities and are
complementary to and supportive
of national initiatives and
programs.
3.
Monitors and evaluates

international commitments in
relation to health sector reform
and development.
Provides overall guidance for FAPs

implementation and monitors
compliance with financial and
physical benchmarks and targets as
well as with government rules and
regulations.
4.
Develops policy guidelines for

project mobilization,
implementation and evaluation,
using multi-project approach to
ensure coherence and consistency.
5.
Develops and installs efficient and

effective financial management,
procurement and logistics and
monitoring and evaluation systems
to ensure transparency and
accountability.
6.
Recommends measures to ensure

the sustainability of projects and
to mainstream good practices and
lessons learned.
7.
Ensures appropriate
documentation, reporting and
dissemination of FAPs.
Develops and implements a

networking and advocacy strategy
that will push the Philippine
agenda in international
meetings/conferences and in
international experts bodies and
technical working groups.
Facilitates access to and availment

of international fellowships,
scholarships and training
opportunities.
Develops guidelines and
systematize screening and
processing of international travel
grants at all levels.
Develops and maintains a database
of donor agencies/organizations,
covenants/instruments, training
institutions/experts and other
information systems related to the
enhancement of international
relations and health cooperation.
124

TABLE 22 - BUREAU OF INTERNATIONAL HEALTH COOPERATION
Office
BIHC
Positions
Director IV
SG
NO.
28

Chiefs)
25
24
Spvg Health Program Officer
22
Senior Health Program Officer
18
15
Computer Operator I
Driver II
1
28
I V. V i s i o n
V.
Mission
Center for excellence in international

health collaboration towards quality
health for all.
Ensure complementation of global

policies with domestic policies for
effective and efficient management of
international support to health sector.
VI. Goals
Short Term
1.
Efficient and effective coordination

within the Bureau and DOH on
matters related to the FAPs project
management, coordination with
project partners (local and foreign
counterparts), resource generation
for health programs and projects,
training and education are
achieved.
2.
All work commitment is complied

with.
3.
High level of motivation and work

productivity among bureau
personnel are achieved.
4.
BIHC website is developed and

functional.
5.
High level of effective and efficient

project performance and
management is achieved by DOH
FAPs.
6.
Eighty percent of projects are

implemented based on DOH
priorities by 2004.
Medium Term
1.
Manuals, coursewares and

information materials are
developed, disseminated and
utilized.
125
1.
2.
Long Term
3.
Program and project management

systems are fully functional and
effectively utilized.
Monitoring tools are developed and

disseminated to the regions.
4.
All performance review results are

immediately disseminated to
stakeholders.
FAPs are fully utilized and

implemented based on DOH
priorities and rated satisfactorily.
5.
All FAPs have cost-sharing schemes.
VII. Strategic
Objectives
Short Term
1.
2.
Enforce stricter compliance of

Monitoring and Evaluation
requirements.
Compile handbook on technical
specifications of frequently
purchased equipment, supplies,
3.
Identify ways of improving COBAC

working processes and
accommodation.
4.
Ninety percent of national policies

formulated and implemented
consistent with international
policies.
5.
6.
7.
Provide 1,500 employees with

fellowships and training
opportunities.
Establish and update database of
global policies and commitment.
Develop and disseminate program
framework and guidelines for
international training, fellowship
and scholarships consistent with
the national plan of action for
HHRD.
8.
Send 1,000 fellows to appropriate

trainings as per Training Needs
Assessment.
9.
Respond immediately to queries on

opportunities for international
fellowships and training.
10.
Develop and update database of

DOH manpower sent to
international fellowships, trainings
and scholarships.
Long Term
1.
Strengthen COBAC/TEC structure,

function and processes.
2.
Institutionalize Financial
Management Reform Program.
3.
Provide technical assistance to

LGUs in project management and
implementation.
4.
Strengthen monitoring and

evaluation system.
5.
Strengthen coordination and

networking with external
multilateral organizations.
6.
Develop and implement strategy

for networking and advocacy to
advance the Philippine agenda in
126
7.
international meetings,
conferences, international expert
bodies and other working groups.
127
Forge close coordination with

HHRDB on the matching of training
needs and opportunities with
human resources.
C.
B U R E A U O F L O C A L H E A LT H
DEVELOPMENT (BLHD)
I.
General Functions
1.
Provides frameworks, standards, systems and procedures for local health

systems development.
2.
Strengthens regional capacities to support and assist local health systems.
3.
Strengthens public and private sector collaboration and networking to develop

and support local health systems.
4.
Develops mechanisms to sustain local health systems.
5.

to local health coordination and local health systems development.
Figure 21
Office of the
Director IV
Local Health Systems Development Division

Inter-Sectoral Coordination Division Office
II.
Component Divisions
setting (e.g. small islands health
systems, urban health development
systems, inter-local health zones,
local health care financing systems
among others).
Local Health Systems

1.
2.
Formulates and enhances technical

frameworks, policies and standards
to support health systems
development.
3.
Develops programs and projects on

local health systems in different
128

develop mechanisms to strengthen
sub-national and local capacities to
support local health systems.
4.
Integrates plans for various

foreign-assisted projects designed
to support capacity for health
3.
Organizes technical experts groups

and human resource networks for
local health systems development.
4.
Identifies and develops

mechanisms for private sector
collaboration and participation in
local health systems development.
5.
Oversees the development and

documentation of specific local
projects as demonstration sites and
models for local health systems.
5.
6.
Monitors and evaluates the

national, sub-national and local
levels in the provision of support
and assistance to the development
and management of local health
systems.
Advocates and mobilizes for quality

health service delivery at the subnational and local levels.
6.
Liaises with concerned/appropriate

agencies/institutions/organizations
for local health systems
development.
Inter-Sectoral
Coordination Division
7.
Monitors commitment of
stakeholders to collaborative
undertakings related to the
formulated integrated health
strategic plan.
8.
Troubleshoots flaws in local health

systems development and fills in
the gaps.
1.
2.
Promotes and coordinates intergovernmental activities, initiatives

and projects related to local health
Develops processes to make
operational technical frameworks,
programs or projects for local
health systems.

TABLE 23 BUREAU OF LOCAL HEALTH DEVELOPMENT
Office
Bureau of Local Health
Development
Positions
SG
NO.
Director IV
28
Medical Officer VII (Division Chiefs)
25
24
Spvg Health Program Officer
22
18
15
Computer Operator I
Driver II
Driver I
129
25
4.
I V. V i s i o n
Excellence in systems-based local
health development.
V.
Mission
Provide technical leadership on local

health systems for equitable and
quality health care through the
development of policies, frameworks,
standards, guidelines, models,
capacity and capability-building and
strategic alliances.
VII. Strategic
Objectives
VI. Goals
1.
Local health systems

development within the context
of local autonomy is
institutionalized.
2.
Quality of health care services is

ensured and sustained.
3.
Mechanisms for inter- LGU

collaboration and partnership
are developed.
Collaboration and partnership

with other government and nongovernment organizations and
private entities under a
devolved system are developed.
130
1.
Ensure the development and

institutionalization of local
health systems in all LGUs for
effective and efficient delivery
of health care services.
2.
Ensure the development of all

health facilities at the LGUs such
that they are certified for
improved quality.
3.
Promote inter-LGU linkages and

cost sharing schemes including
health care financing systems for
more effective utilization of
health resources.
4.
Promote and establish strategic

alliances with other health
partners (GOs, NGOs and POs,
academe, etc.).
Part
I.
General Functions
1.
Exercises general supervision and control of the National Center for Disease
Prevention and Control, National Center for Health Promotion, National Center
for Health Facility Development and National Epidemiology Center.
2.
Advises the Secretary of Health on matters pertaining to health operations,

disease prevention and control, and health promotion and protection.
3.

Figure 22
Health Program
Development
National
Epidemiology
Center
National Center for

Disease Prevention
And Control
National Center for

Health Promotion
National Center for

Health Facility
Development
II. Component Centers

National Center for Disease Prevention and Control
National Center for Health Facility Development
131
A.
N AT I O N A L E P I D E M I O L O G Y C E N T E R
(NEC)
I.
General Functions
1.
Develops and evaluates surveillance and other health information systems.
2.
Collects, analyzes and disseminates reliable and timely information on the

health status of the population.
3.
Investigates disease outbreaks and other threats to the publics health.
4.
Evaluates efficiency and effectiveness of public health programs.
5.
Provides technical assistance and experts services to implementing agencies on

matters pertaining to epidemiological and field health management
capabilities.
6.
Advises the Secretary and Undersecretary of Health on matters pertaining to

epidemiology and health surveillance.
Figure 23
Office of the
Director IV
Public Health
Surveillance and
Informatics Division
II.
Applied Public
Health Division
Surveys, Risk Assessment and

Evaluation Division
Component Divisions
Public Health Surveillance
and Informatics Division
1.
2.
Develops and evaluates

surveillance and other health
information systems.
132
Collects, analyzes and

disseminates information obtained
through routine surveillance and
other health information systems.
3.
Develops relevant software and

other tools to facilitate health
surveillance.
4.
Provides technical assistance on

surveillance.
Surveys, Risk Assessment

and Evaluation Division
Applied Public Health

Division
1.
2.
3.
Investigates disease outbreaks and

other acute threats to the publics
health.
experts services on matters
pertaining to epidemiologic
capability building.
1.
Assesses health status of the

population through health surveys
and special studies.
2.
Evaluates efficiency and

effectiveness of health programs
3.
Investigates chronic and emerging

threats to the publics health
4.
Disseminates regular reports on the

state of health programs and
health status of the population.
5.

pertaining to health surveys, risk
assessment and program
evaluation.

pertaining to field health
management capability building.
TABLE 24 - NATIONAL EPIDEMIOLOGY CENTER

Office
Positions
SG
NO.
Director IV
28
15
Driver II
Subtotal
1
4

Chief)
25
Surveillance and
24
Informatics Division
23
Nurse VI
22
Nurse V
20
1
1
Public Health
Information System Analyst III
19
18
Nurse IV
18
Nurse III
16
133
Office
Positions
SG
NO.
15
Statistician II
15
Nurse II
14
Data Controller IV
13
Clerk IV
Driver I
Subtotal
1
19
Applied Public

Chief)
25
Health Division
24
23
Supvsg Health Program Officer
22
Librarian II
14
Training Specialist I
11
Clerk III
Subtotal
Surveys, Risk

Chief)
25
Assessment &
24
Evaluation Division
23
22
Statistician III
18
Data Controller I
Driver I
Subtotal
38
I V. V i s i o n
V. M i s s i o n
Center for excellence in the field of

epidemiology.
To promote evidence-based decisionmaking for public health action.
VI. Goals
1.
Competent epidemiologists and

staff are developed in each
region, province and city.
2.
Healthy working environment

with adequate and functional
equipment are maintained.
134
3.
Dynamic, functional and

geographically representative
Regional Epidemiology and
Surveillance Units are developed.
4.
Efficient and effective health

intelligence services are
developed.
5.
6.
Disease information and other

relevant health data are made
available to all stakeholders.
Local health workers are

equipped with practical health
management skills.

Short Term
1.
8.
Fill-up all vacant NEC regular

positions.
2.
Conduct and complete training

needs assessment of NEC staff.
3.
Develop NEC human resource plan.
4.
Develop a NEC staff guidebook.
5.
Repair and renovate office

facilities.
6.
Develop and enforce standard NEC

administrative system.
7.
Develop functional NEC LAN,

launch NEC website and install
library software.
Conduct equipment needs

assessment.
Medium Term
135
1.
Provide all NEC staff the

opportunity to attend at least one
upgrading course relevant to their
specific functions.
2.
Acquire needed equipment and

vehicles.
3.
Develop investment scheme to

augment government subsidy.
B.
N AT I O N A L C E N T E R F O R D I S E A S E
PREVENTION AND CONTROL (NCDPC)
I.
General Functions
1.
Exercises general supervision and control of the Infectious Disease Office,

Degenerative Disease Office, Family Health Office, and Environmental and
Occupational Health Office.
2.
Develops plans, policies, programs, projects and strategies for disease

prevention and control.
3.
Provides coordination, technical assistance, capability building, consulting and

advisory services related to disease prevention and control.
4.

to disease prevention and control.
Figure 24
National Center for
Disease Prevention and Control
Office of the
Director IV
Office of the
Director III
Office of the
Director III
Infectious Disease Office
Degenerative
Disease Office
Family
Health Office
Environmental
& Occupational
Health Office
III. Component Offices

Infectious Disease Office
Degenerative Disease Office
Family Health Office
Environmental and Occupational Health Office
136
I V. S t a f f i n g P a t t e r n
TABLE 25 - NATIONAL CENTER FOR DISEASE PREVENTION AND CONTROL
SG
NO.
Director IV
28
15
Driver II
Driver I
Office
Office of the
Director IV
Positions
Subtotal
Office of the
Director III
Director III
27
Secretary I
Driver I
1
3
Subtotal
Office of the
Director III
Director III
27
Secretary I
Driver I
Subtotal
Infectious Disease
Office
25
24
24
Chief Health Prog. Offr. (Engr. V)
24
22
Supvsg Health Prog Offr.
22
Supvsg Health Prog Offr. (Stat IV)
22
Supvsg Health Prog Offr. (Vet IV)
22
Supvsg Health Prog Offr. (Nurse VI)
22
18
Sr. Health Prog Offr. (PDO III)
18
Clerk III
Subtotal
Degenerative Disease
Office
1
3
26
25
24
24
22
Nurse VI
22
22
Supvsg Health Prog. Offr (ND V)
22
Clerk III
Subtotal
1
14
137
Office
Positions
SG
NO.
Family Health
25
Office
24
Chief Health Prog Offr.(Dentist V)
24
Chief Health Prog. Offr. (Nut-Diet

VI)
24
23
Supvsg Health Prog Offr (Dentist) IV)
22
Supvsg Health Prog Offr (Nurse VI)
22
Supvsg Health Prog Offr (Nut-Diet V)
22
Supvsg Health Prog Offr (Nut.Offr

IV)
22
22
Clerk III
Subtotal
Environmental and
Occupational Health
Office
18
24
Chief Health Prog. Offr. (Engr. V)
24
Supvsg Health Prog Offr. (Engr IV)
22
22
Clerk III
Subtotal
14
83
I V. V i s i o n
VI. Goals
Center for excellence in disease

prevention and control.
V.
25
Short Term
1. The National Center for Disease
Prevention and Control (NCDPC) is
established.
Mission
To lead and synchronize all efforts in

disease prevention and control through
good governance, dynamic partnerships
and shared values for healthy families and
communities.
2. The technical expertise of the NCDPC

is developed and strengthened.
3. Existing national health programs and
policies are improved and
repackaged.
4. Investment plans and packages for
disease prevention and control
efforts are developed.
138
Long Term
Medium Term
1.
The NCDPC as technical authority

within the country in the disease
prevention and control is
established.
1.
Recognition from Asian countries

as a competent and innovative
center for disease prevention and
control is gained.
2.
Pool of experts on disease

prevention and control is developed.
2.
Network of disease control and

prevention experts is established.
3.
New programs, policies and projects

addressing important public health
problems are developed.
3.
Various programs addressing

public health problems are
institutionalized.
4.
Resource mobilization strategies

that would ensure sustainable
financing for critical public health
programs are developed and
initiated.
4.
Investments in disease prevention

and control efforts are
increased.
VII. Strategic
Objectives
Short Term
1.
Settle all NCDPC staff in favorable

working environment.
2.
Develop and test various

management systems for policy
development, provision of technical
assistance and internal office
operations.
3.
Develop in at least half of the

technical staff expertise and
managerial skills in program,
project and policy development and
standard setting.
4.
Develop a database and establish

network with disease control
experts of the country.
5.
Develop and implement

collaborative projects on public
6.
7.
139
health concepts in the DOH

hospitals and collaborating
centers on disease prevention and
control.
Update national policies and
implementation guidelines on
existing core programs, such as
TB, malaria, vaccine preventable
disease, schistosomiasis, filariasis,
cardio-vascular diseases, diabetes,
cancer, family planning, nutrition,
maternal care, dental care and
sanitation.
Analyze and develop framework
for action for other public health
problems such as food/waterborne diseases, emerging and reemerging diseases, asthma/COPD,
disability and injuries,
adolescents/youth, older persons,
violence against women, home
hygiene and environmental health
impact assessment.
8.
Develop investment plans and

packages for TB, malaria,
schistosomiasis, vaccine
preventable diseases, family
planning, degenerative diseases
and environmental health.
7.
dental surgery and special

diagnostic procedures such as pap
smear, ECG, ultrasound, twohour post prandial.
Medium Term
1.
Make operational management

systems and processes on policy
development, technical assistance
and internal office operations.
2.
Acquire expertise on policy

development, standard setting,
and program and project
management by all NCDPC staff.
3.
Enable at least seventy percent of

the centers for health
development to provide technical
assistance on disease prevention
and control to local government
units and its partners.
4.
Establish consortia of disease

prevention and control experts.
5.
Develop programs and policies on

food/water-borne diseases,
emerging and re-emerging
diseases, asthma/COPD, disability
and injuries, adolescents/youth,
older persons, violence against
women, home hygiene and
environmental health impact
assessment.
6.
Conduct a comprehensive
evaluation of the implementation
of selected national programs.
140
Advocate for the inclusion in the

benefit packages of the
Philippine Health Insurance
Program the following public
health services: TB, hepatitis B,
rabies, FP Injectables and IUD
insertion, normal delivery,
1.
Long Term
1.
Have at least five models on

Philippine best practices in
disease prevention and control
adopted by Asian countries.
2.
Become an active and respected

member of the international
network on disease prevention
and control.
3.
Develop all centers for health

development and at least eight
collaborating centers as technical
authority on disease prevention
and control.
4.
Provide the enabling environment

for the nationwide
implementation of newly
developed programs.
5.
Institutionalize program
monitoring and evaluation
schemes at the local level to
ensure compliance to public
health practice guidelines.
6.
Increase investments by at least

fifty percent in disease
prevention and control efforts
through local government
investments, social health
insurance, grants, loans and
financing schemes.
141
B1.
INFECTIOUS DISEASE OFFICE
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies for the prevention
and control of infectious diseases.
2.

advisory services related to the prevention and control of infectious diseases.
3.

to the prevention and control of infectious diseases.
II.
Component Divisions
Technical Assistance and
Resource Development
Division
Plans, Program and

Project Development
Division
1.
Develops policies, standards and

guidelines for the prevention and
control of infectious diseases.
2.
Develops plans, programs and

projects to carry out preventive
and control strategies against
infectious diseases.
3.
Sets national health objectives and

priorities for the prevention and
4.
Assists and strengthens capacity to

measure and analyze the burden of
5.
Provides monitoring and evaluation

schemes to measure impact of
interventions in the prevention and
142
1.

expert services to collaborating
and implementing agencies on
matters pertaining to the
prevention and control of
2.
Develops capability of health

sector agencies and organizations
in the implementation of programs
and projects related to the
3.
Promotes coordination and

collaboration with partner agencies
and organizations on matters
pertaining to infectious diseases.
4.
Mobilizes resources to assist

collaborating and implementing
agencies and organizations.
B 2 . D E G E N E R AT I V E D I S E A S E O F F I C E
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies for the prevention
and control of degenerative diseases.
2.

advisory services related to the prevention and control of degenerative
diseases.
3.

to the prevention and control of degenerative diseases.
II.
Component Divisions
Division
Plans, Program and

Project Development
Division
1.

guidelines for the prevention and
control of degenerative diseases.
2.

projects to carry out preventive
and control strategies against
degenerative diseases.
3.

priorities for the prevention and
4.

5.

interventions in the prevention and
143
1.

matters pertaining to the
2.

and projects related to the
3.

pertaining to degenerative
diseases.
4.

B 3 . FA M I LY H E A LT H O F F I C E
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies to provide packages

of services for family health.
2.
Provides coordination, technical assistance, capability building and consulting

and advisory services related to family health.
3.
Advises the Secretary and Undersecretary of Health on matters pertaining to

family health.
II.
Component Divisions
Division
Plans, Program and

Project Development
Division
1.

guidelines on family health.
2.

projects to provide packages of
services for family health.
3.

priorities for family health.
4.

diseases on families.
5.

health services on families.
144
1.

matters pertaining to family
health.
2.

and projects related to family
health.
3.

pertaining to family health.
4.

B 4 . E N V I R O N M E N TA L A N D O C C U PAT I O N A L
H E A LT H O F F I C E
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies to manage health

hazards and risks associated with environmental and work-related factors.
2.

and advisory services related to environmental and occupational health.
3.

to environmental and occupational health.
II.
Component Divisions
environmental and work-related
factors.
Plans, Program and

Project Development
Division
1.

guidelines on environmental and
occupational health.
1.
2.

projects on environmental and
3.

priorities for environmental and
4.

health hazards and risks associated
with environmental and workrelated factors.
3.

interventions to manage health
hazards and risks associated with
4.
5.
2.
145

Division
matters pertaining to
environmental and occupational
health.
and projects related to
environmental and occupational
health.
pertaining to environmental and
C.
N AT I O N A L C E N T E R F O R H E A LT H
PROMOTION (NCHP)
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies on health

promotion, education, communication and social mobilization.
2.

advisory services related to health promotion, education, communication and
social mobilization.
3.

to health promotion, education, communication and social mobilization.
Figure 25
Office of the
Director IV
Health Communication
Division
II.
Health Program
Promotion Division
Component Divisions
Division
1.
2.
communication research, and

information and dissemination
through the Multi-Media Center of
Excellence.
Formulates policies, standards and

guidelines for the development of
health communications plans,
messages and materials.
Provides training and technical
support for health promotion and
establishes close linkages with
institution and agencies in
146
3.
Develops and implements national

health campaigns in coordination
with partner agencies.
4.
Reviews and evaluates all IEC

materials developed by other
promotion programs in
coordination with the Health
Communication Division
agencies and organizations that

will credit the DOH.
5.
Disseminates scientific results such

as surveillance reports, research
reports, mortality and morbidity
results and disease updates for
incidence-based decision-making.
4.
Develops training programs,

coordinates and facilitates training
on health promotion,
communications planning and
social marketing in coordination
with Health Human Resource
Development Bureau and other
relevant agencies.
5.
Provides technical expertise on

development of broadcast service
in the periphery through the
Population, Health and Nutrition
Communication Center
6.
Reviews and evaluates the

implementation of policies,
standards, guidelines and plans for
health promotion campaigns and
broadcast services in the
periphery.
Health Program Promotion

Division
1.
2.
3.
Formulates standards, policies and

guidelines for the development of
health promotion programs.
experts advise to collaborating and
implementing agencies pertaining
to health promotion, education
communication and social
mobilization.
Facilitates in the formulation of
communication plans for health
TABLE 26 - NATIONAL CENTER FOR HEALTH PROMOTION

Office
Positions
SG
NO.
Director IV
28
15
Driver II
Subtotal
147
Office
Health Program
Promotion Division
SG
NO.
Health Educ. and Promo Offr.V

(Division Chief)
Positions
24
Health Educ. and Promotion

Adviser
22
Health Educ.& Promo Offr. IV
22
Spvsg Health Program Officer
22
Health Educ. & Promotion Offr. III
18
Health Program Officer I
11
Computer Operator I
Subtotal
1
12
Health Educ. & Promo Officer V

(Division Chief)
24
Division
Health Educ. & Promo Officer IV
22
Spvsg Health Prog Offr (Dent IV)
22
Information Technology Officer I
19
Public Relations Officer III
18
Health Educ. & Promo Officer III
18
Information Officer III
18
Media Production Specialist III
18
Information Officer II
15
Health Educ. & Promotion Offr II
14
Information Officer I
11
Artist Illustrator III
11
Audio-Visual Aids Technician III
10
Computer Operator I
Photographer II
Printing Machine Operator II
Photoengraver II
Illustrator II
1
1
Audio-Visual Equip Operator II
Photographer I
Clerk II
Printing Machine Operator I
Reproduction Machine Operator II
Utility Worker I
Subtotal
32
48
148
V.
I V. V i s i o n
Mission
Ensure accurate, comprehensive

research-based program development for
health promotion policies, standards,
facilities and packages to effect positive
behavioral change.
Center for excellence in health

promotion.
VI. Goals
Short Term
1.
2.
Mechanism for policy review,

formulation, monitoring and
evaluation is created.
2.
Models of systems, procedures, and

tools for technical and financial
assistance are replicated.
3.
Research results are utilized to

affect knowledge and change
attitudes.
Plans, systems, procedures, tools

for technical and financial
assistance are developed.
Long Term
3.
Research agenda is formulated and

implemented.
1.
Competencies of CHDs and other

partner agencies are established.
4.
Knowledge on health and healthrelated issues is increased.
2.
Research data are utilized to

effect behavioral change.
3.
Fiscal autonomy of NCHP is

achieved.
Medium Term
1.
Mechanisms on policies, standards

and guidelines are continuously
reviewed.
VII. Strategic
Objectives
Multimedia product and
investments
Short Term
1.
2.
Create a committee that will

establish a mechanism for
reviewing, formulating, monitoring
and evaluation of policies,
standards and guidelines for health
promotion.
Advertising and marketing of

health promotion products.
3.
Formulate policies, standards and

guidelines for Health Promotion
Programs, Public Health
Information Campaigns and
Multimedia Campaigns.
4.
Monitor and evaluate policies,

standards and guidelines.
Review policies, guidelines and

standards on:
Health promotion products
Health information campaigns
149
5.
Integrate health promotion in

convergence sites of the five
reform areas through
comprehensive health setting
project.
6.
Secure multi-agency funding

support for Comprehensive Health
Services Project.
7.
Establish networks and venues for

information dissemination.
8.
Establish decentralized area-based

schemes for national campaigns.
9.
Develop business plan for Health

Promotion products and services.
10.
Develop appropriate competencies

of NCHP staff to become prime
movers of excellence for health
promotion.
11.
Develop advertising and marketing

scheme for health promotion
products and services.
12.
Assist in the organization of health

educational and expert panel.
13.
Formulate a five-year (2002-2006)

National Center for Health
Promotion Research Agenda by
2001.
Medium Term
150
1.
Implement Comprehensive Health

Services Project by Year 20022006.
2.
Establish the Philippines NCHP as

the coordinating center for health
promotion in Asia.
D.
N AT I O N A L C E N T E R F O R H E A LT H FA C I L I T Y
DEVELOPMENT (NCHFD)
I.
General Functions
1.
Develops plans, policies, programs, projects and strategies related to health

facility development, planning, operation and maintenance.
2.

and advisory services related to health facility development, planning,
operation and maintenance.
3.

to health facility development, planning, operation and maintenance.
Figure 26
National Center for
Health Facility Development
Office of the
Director IV
Office of the
Director III
Infrastructure and
Technical
Equipment Development Division
Operations Division
II.
Management
Systems Development
Division
Component Divisions
DOH and reviews and evaluates
such plans developed by other
Infrastructure and
Equipment Development
Division
1.
Develops policies, programs,

standards, guidelines and projects
related to development and
upgrading of health facilities and
health care equipment.
2.
Prepares master site development

plans for health facilities under the
3.
151
Formulates master health care

equipment development and
upgrading plans for the facilities
under the DOH and reviews and
evaluates such plans developed by
other agencies and organizations.
4.
5.
health facility operation and

maintenance.

facility and health care equipment
development.
5.
Coordinates planning,
implementation, assessment and
evaluation of activities related to
health facility and health care
equipment development.
Management Systems
1.
Formulates plans, policies,

programs, projects and strategies
for organizational and financial
restructuring and development of
hospitals, laboratories and other
health facilities.
2.
Evaluates status of government

hospitals and other health facilities
for technical and financial viability
and conversion to fiscally
autonomous entities.
3.

expert services to implementing
agencies on matters pertaining to
organizational and financial
restructuring and development of
health facilities.
4.
Reviews administrative and legal

issues related to conversion of
government hospitals and health
facilities to fiscally autonomous
entities.
Technical Operations
Division
1.
2.
3.
4.
Develops and maintains data bank

and information system on
health facilities.
Develops and implements systems

and procedures to operationalize
networking of hospitals,
laboratories, clinics and other
health facilities.
Formulates policies, guidelines and
procedures related to the
operation and maintenance of
health facilities.
expert services to implementing
agencies on matters pertaining to
the operation and maintenance of
hospitals, laboratories, clinics and
other health facilities.
Conducts and coordinates human
resource development activities
related to hospital, laboratory and
152

TABLE 27- NATIONAL CENTER FOR HEALTH FACILITY DEVELOPMENT
Office
Positions
SG
Director IV
28
Director III (CTI)
27
15
Driver II
Subtotal
Infrastructure &
Equipment Division
24
Engineer V (CTI)
24
Architect IV
22
Engineer III
19
Clerk III
Driver I
Subtotal
Technical Operations
Division
12

Chief)
25
24
23
Dev't. Management Officer IV
22
Chemist IV
22
Bacteriologist IV
22
Dev't. Management Officer III
18
Medical Technologist III
18
Dev't. Management Officer II
15
12
Subtotal
Management Systems
NO.
19

Chief)
25
24
23
Devt. Management Officer IV
22
Legal Officer III
20
Nurse V
20
Devt. Management Officer III
18
Devt. Management Officer II
15
Clerk III
Subtotal
14
50
153
I V. V i s i o n
3.
Center for excellence in health facility

development.
Hospital information system is

operational in all DOH hospitals.
4.
Provide both government and

private hospitals with required
services.
V.
Mission
The center that shall provide technical

expertise and leadership for the
continuous development of health
facilities into effective and dynamic
providers of quality health care in
partnership with concerned sector.
VII. Strategic
Objectives
Short-Term
Goal 1 Corporate Restructuring of Hospitals
VI. Goals
1.
Assess 20 selected hospitals for

corporate re-structuring.
2.
Establish legal mandate of

identified four hospitals for
corporate re-structuring into
government owned and controlled
corporation.
Enhance capabilities of identified
four corporate re-structured
hospitals.
Short-Term
1.
Four DOH hospitals are

incorporated.
2.
Priority government hospitals in

Mindanao area are modernized.
3.

operational in at least nine DOH
hospitals.
3.
4.
Medium-Term
1.
Four more DOH hospitals are

incorporated.
2.
Government hospitals in the Visayas

area are modernized.
3.

operational in at least 40 DOH
hospitals.
Goal 2 Upgrading of
Health Facilities
1.
Long-Term
1.
Four more DOH hospitals are

incorporated.
2.
Priority government hospitals in the

Luzon area are modernized.
Operationalize the four identified

hospitals into corporate hospitals.
154
Provide technical assistance for

preventive maintenance of
equipment to hospital recipients
of approved foreign assisted
projects.
Austrian Government
L o a n - Year 2002 - Four DOH
hospitals; 12 provincial hospitals
and seven district hospitals.
French Government
L o a n - Year 2002 - Amang
Rodriguez Medical Center.
2.
Provide technical assistance for

the institutionalization of the
Integrated Hospital Information
System (IHIS) in the four DOH
corporate re-structured hospitals.
5.
Establish a National Hospital Data

Bank on Quality Performance
Indicators for decision-making,
policy formulation and research.
Spanish Government
L o a n - Year 2002 - Zamboanga
City Medical Center; Zamboanga
del Sur Medical Center
Goal 4 - Providing for a

Technical Advisory
Services to all health
facilities
J I C A G r a n t - Year 2003 Davao Medical Center

2. Process project proposals for the
modernization of hospital
equipment and facilities in the
Mindanao and Visayas areas.
3. Develop building designs and
provide technical assistance in the
implementation of hospital
building projects in regional
specialty centers.
4. Develop model-building plans and
complementary equipment for
regional specialty centers,
Heart/Lung/Kidney Center;
Oncology Center.
1.
1.
To enhance implementation of
health standards for the
attainment of quality health care.
2.
Strengthen technical expertise of

the staff for them to render
quality advisory services.
3.
Establish a network of laboratory

facilities as National Reference
Laboratories.
Medium Term
Goal 1 Corporate Restructuring of Hospitals
1.
Goal 3 Providing for an

Integrated Hospital
Information System (IHIS)
Assess 20 selected hospitals for

corporate re-structuring.
2.
Assess status or level of needs of

20 DOH hospitals for IHIS.
Enhance capabilities of five

identified corporate re-structured
hospitals.
3.
Establish legal mandate of five

identified hospitals for government
owned controlled corporation.
155
4. Operationalize corporate identify

of five identified hospitals.
Goal 2 Upgrading of
Health Facilities
Equipment
1. Process project proposals for the
modernization of hospital
equipment and facilities in Luzon
and remaining NCR hospitals.
provide technical assistance in
the implementation of hospital
building funded projects for
Mindanao and Visayas areas.
3. Develop model-building plans for
regional specialty centers and
complementary equipment such
as Trauma/Burn/Neuro/NEO-N/Eye-ENT/Trad. Med/Psych.
4. Provide technical assistance in
the implementation of funded
regional specialty centers like
Trauma/Burn/Neuro/NEO-N/EyeENT/Trad. Med./Psych.
Integrated Hospital
1. Assess status or level of needs of
10 hospitals for IHIS.
2. Provide technical assistance for the
institutionalization of the
Integrated Hospital Information
System (IHIS) in the 20 corporate
re-structured hospitals.
3. Establish a National Hospital Data

Bank on Quality Performance
Indicators for decision-making,
policy formulation and research.
Goal 4 Providing for
Technical Advisory
Services to all health
facilities
1. Enhance implementation of
health standards for the
attainment of quality health
care.
2.
Strengthen technical expertise of

the staff for them to render
quality advisory services.
3.
Provide technical assistance in

strengthening capabilities and
networking of National Reference
Laboratories.
Long-Term
Goal 1 Upgrading of
Health Facilities

provide technical assistance in
the implementation of hospital
building funded projects for
Luzon and remaining NCR
hospitals.
Integrated Hospital
1. Assess status or level of needs of
20 DOH hospitals for IHIS.
156
3. Provide technical assistance for

the institutionalization of the
IHIS in the 32 DOH corporate restructured hospitals.
Goal 3 Providing for a

Technical Advisory Services
to all Health Facilities
1. Enhance implementation of health
standard for the attainment of
quality health care.
4. Establish a National Data Bank on

Quality Performance Indicators
for decision-making, policy
formulation and research.
2 . Strengthen technical expertise of the

staff to render quality services.
3. Provide technical assistance in
strengthening capabilities and
networking of other laboratory
facilities nationwide
157
ANNEX A
158
159
160
161
162
ANNEX B
163
164
ANNEX C
165
166
167
168
169
ANNEX D
170
ANNEX E
171
172
ANNEX F
173
174
175

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Chapter

THE NEED FOR

he Philippine Department of Health (DOH) has a long and distinguished history.

June 23, 1898 Board

The past twenty years were marked with changes. In

The Office of the President had control of the ministry,

The only difference was that the

The Minister of Health at the same time

In 1988, RA 6675, otherwise known as

The next major change came in 1986

An Executive Committee for National

On August 13, 1992, Memorandum Order

EO 292 known as the Administrative Code

The national government appropriated

organizations. The restructuring of the

In the interim, there were other policy

Efforts to promote community-based,

The National Health Insurance Act (RA

(RA 8172). The ASIN Law and its

Insurance Corporation (PhilHealth). Since

Despite these gains, some issues continue

In the field of nutrition, notable

prohibitive cost of drugs and medicines.

Infant Mortality Rate (IMR) and Maternal

The health sector in the Philippines falls

The health status of the Philippines is

Inadequate health regulatory

Improvement in the quality of health

The National Objectives for Health

Pursuing the needed improvement in the

Major Health Developments in

The mission for the entire health sector

Revitalizing the health care system must

The DOH, in partnership with all agencies

Under these realities, the health sector

Healthy lifestyle is promoted.

make hospital fiscal autonomy viable;

On Health Service Delivery

To get the reforms going, the DOH has to

Developing and strengthening of local

Formulation of the investment

Strengthening capacities of health

Formulation of new laws and

Pursuing organizational changes in

Expanding the coverage and benefit

Improvement of finance and

Reforms in these areas are

The DOH should pursue the

outside of the health sector. A movement towards reinventing government

Health, and the setting up of a

Reduction of the number of

Creation of a Bureau of Hospitals

It is clear that these changes would have

Consolidation of the diseasespecific programs into a Bureau

It also recommended the fine-tuning of

1995 Study - The efforts of Secretary

the existing planning-budget-change

Among others, it recommended the

structure that essentially picks up from

Office of the Chief of Staff

Office for Hospital

Office for Management

The Ramiro organizational analysis

Weak health policy process