Professional Documents
Culture Documents
Prepared by:
The Provincial Government thru the Provincial Health Office
And
The Ten (10) INTERLOCAL HEALTH ZONES of LEYTE
In cooperation with:
Dept. of Health Center for Health Development Eastern
Visayas
Philippine Health Insurance Corporation - 8
German Technical Cooperation (GTZ)
TABLE OF CONTENTS
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
Executive Summary
Introduction
The Province
3.1 Demographic and Ecological Profile
3.1.a Land ,Area, Location, and Climate
3.1.b Physical Environment
3.1 c Political Subdivision
3.1.d. Ethnicity and Religion
3.2 Socio-Economic Profile
3.2.a Economy, Trade and Industry
3.2.b Poverty Situation
3.2.c Literacy
3.2.d Peace and Order
Health Situation
4.1 Health Needs
4.1.a. Vital Health Indices
4.1.b Infant Mortality
4.1.c Maternal Mortality
4.1.d Morbidity
4.1.e Mortality
4.1.f Discharges (Hospitals)
4.1.g. Mortality (Hospitals)
4.2 Health Service Delivery
4.3 Health Financing
4.4 Health Governance
4.5 Health Regulation
Gaps and Deficiencies Identified
5.1. Health Service Delivery
5.2. Health Financing
5.3. Health Governance
5.4 Health Regulation
Overall Health Strategy and Specific Interventions
6.1 Health Service Delivery Component
6.2 Health Governance Component
6.3 Health Regulation Component
6.4 Health Financing Component
Critical Targets, Activities and Outcomes
Critical Investments
Financing
Timetable
Project Management
7-8
9-10
12
12
12
12
12
13
13
13
14
14
14
20
20
20
21
21
22
23
24
24
26
31
34
34
35
35
36
36
37
39
39
45
47
47
49-58
LIST OF TABLES
1A-1E
Profile of Municipalities
2
2
3
4
5
6
7
8
9
10
11A-J
12
13
14
15
16
17
18
19
20
21
LIST OF FIGURES
1
2
Map of Leyte
Population by Age & Sex Distribution
LIST OF ACRONYMS
ADH
AGE
ARI
BCG
BDH
BHC
BHS
BHW
BNB
CALESAN
CBMIS
CBR
CDH
CDR
CFI
CHD
CHTF
COPD
CPG
DEPED
DM
DOH
DSWD
ECCD
EDF
EVRMC
FAP
FHSIS
FIC
GIDA
GO
Golden Harvest
Goodwill
GTZ
HCVD
HDH
HELP
HH
HOMIS
HPN
ICD -10
ICT
ILHZ
IMR
IRA
KAMMAO
KCH
LCE
LEAD
Leyte Gulf
Leyte Plains
LGU
LHA
LHSD
LPH
MABAHINHIL
Maharlika
MAINBAY
MBVMH
MD
MHO
MMR
MOA
MOOE
MSH
NGO
NNC
NWLDH
ODH
OPB
PDI
PHIC
PHN
PHO
PNDF
PO
PPM
PTB
RHM
RHU
SB
SDAH
SP
TA
TB
TBA
TB-DOTS
TCH
TEV
TMC
URTI
UTI
VCH
West Coast
WLDH
1.0.
Executive Summary
The Province Investment Plan for Health (PIPH) a medium term five year period
plan (2009 -2013) contains the profile, health situation of the province, identified gaps
and deficiencies of the health system as defined by the Department of Health Formula
One (F1) Components in Service Delivery, Governance, Regulation and Financing. The
goals, targets, critical interventions and strategies are also included in the document. The
investment amounted to P1,101,096,619 shared by the 4 F1 components - P711,609,834
for Service Delivery (64.6%), P16,720,500 for Governance (1.5%), P13,625,500 for
Regulation (1.2%) and P359,140,785 for Financing (32.6%).
The cost of the interventions and activities is shared among the local
governments Municipal, Province, and the ILHZ Common Health Trust Fund (CHTF).
Other sources include our development partners namely: the Department of Health - EV
and JICA for the Womens Health Safe Motherhood Facility Network Investment
Requirements and GTZ for Technical Assistance. It is our aim to present the PIPH
document to other developing partners for them to fund some of the investments for the
next five years.
The planning process participated by various stakeholders was done in a series of
workshops conducted for the said purpose.
The proposed strategies and interventions in this plan are to be pursued in order
to achieve the following goals of the four components:
1. Governance Component: Strong commitment and capacity to support a well
coordinated, effective and efficient health care system with active community
participation. This will be realized through the Cooperative Mechanism of the Inter local
Health Zone (ILHZ), Planning Human Health Resource, Networking, Information,
Procurement, Logistics and Financial Management.
2. Financing Component: Optimize and sustained health care financing for the
Province through the Universal Health Insurance Coverage and the rational use of
government subsidies and resources generated by the local health facilities.
3. Regulatory Component: Institutionalized regulatory mechanisms that will
ensure affordable and quality health care services. This will be achieve through licensing,
accreditation and certification of health facilities; Ensuring availability of affordable
quality drugs and medicines; and Implementation of Health and Health-Related Laws.
2.0.
Introduction.
The Leyte Province-wide Investment Plan for Health (LEYTE PIPH) is a medium term plan
that covers a five (5) year period starting from 2009 to 2013. It presents an array of strategic
interventions, duly supported by quantifiable targets, and the corresponding investment
requirements for implementing the various programs, projects and activities on health care that
will be funded and implemented during the plan period. The proposed interventions are based
largely on the objective analysis and evaluation of the current situation and the intended goals to
be achieved. Further, this is aimed at achieving the desired state of a healthy and empowered
Leyteos.
The three pilot ILHZs namely MABAHINHIL, MAINBAY and KAMMAO started the
Fourmula 1 (F1) initiatives during the second half of 2007. The other seven ILHZs of Leyte started
the F1 initiatives last 2008. We were four to five years behind the provinces of Biliran, East Samar
and Southern Leyte who pioneered organization of the ILHZ in Eastern Visayas. In February 2006,
the Sanggunian Panlalawigan passed a resolution authorizing the governor to enter into a
memorandum of agreement with the other LGUs of Leyte to organize the different ILHZs. Hence,
the creation of three (3) Pilot ILHZs last February 15, 2007. The remaining seven ILHZs were
organized last October 16, 2008.
The Local Chief Executives (LCEs), the Vice Mayor and the Sanggunian Bayan (SB) of
the member municipalities were oriented personally by the PHO team during their SB sessions.
Emphasis was made on the achievement of better health outcomes and the rationale behind
investing on health. The contents of the MOA were also discussed. After the orientation, the SB
passed two resolutions: 1. Resolution of Intent to join the ILHZ, and 2. Resolution authorizing the
LCE to sign MOA with the other LCEs of other member municipalities, PHIC 8, Governor of Leyte,
and DOH-EV. This we considered a successful strategy for the province.
As soon as the two resolutions were received at the PHO, a pre-MOA meeting was
conducted to clarify all issues and concerns of the LCEs regarding the MOA. After the preparatory
phase, MOA signing for all the stakeholders involved in the ILHZs commenced. In less than two
years, all ten ILHZs were organized with the pilot areas already in the implementation phase.
The DOH-EV provided both financial and technical assistance. The German Technical
Cooperation (GTZ) funded our Province-wide Investment Plan for Health (PIPH) workshops
initially. Both agencies served as consultants during the workshops. The PIPH seed was planted
on October 6-10, and Oct 15-17, 2008. The process was divided in four phases.
Phase 1 was the Rationalization of Health Services and Situational Analysis done on
October 6-7, 2008. All the ILHZs together with the MPDOs, MHOs and the Chiefs of Hospital or
9
Technical Management Committee Chairperson, DOH Reps identified the priority issues and
challenges based on the LGU Score Card Results. The coordinators of the PHO and DOH-EV
acted as facilitators. Facilities were mapped as to which RHUs were SS II, RHU with MCP, OPB,
TB-DOTS, 3 in 1 package, number of functional BNBs, Hospitals either level 3 for Provincial,
level 2 for District and level 1 for Community, and EMONC facilities (BEMONC and CEMONC).
Phase 2 for the next three days was focused on the formulation of the ILHZ Strategic
Plan 2009-2013 and Annual Operation Plan 2009. We also invited the PPDO and PBO of the
province. At this point, the PHO F1 team consolidated the ten ILHZs Strategic Plan 2009-2013
and Operational Plans 2009 which was use for the third phase.
In Phase 3, the ILHZs were directed to craft Programs, Projects and Activities (PPAS) of
the F1 Components: Service Delivery, Governance, Regulation and Financing. After prioritizing the
PPAs, critical interventions and costing were identified for Table 1 Assumptions. This was
consolidated by the PHO F1 team and was included in the Provincial PPAS with Critical
Interventions and Costing. The work lasted for two months. Tables 2-5 were also prepared in the
next three months.
This document was made in four (4) versions. The first was during the PHO presentation
to the DOH 8 Leyte F1 Team on February 6, 2008 for comments and refinement. The second was
on February 22, 2009 when we were advised to include in our investment the Health Facility
Enhancement Project (HEFP) Budget 2009 for RHU Macarthur, Baybay City Health Unit and
selected hospitals in the province. This was presented during the PIPH Pre-Finalization Workshop
for Leyte, Samar and North Samar on March 10-12, 2009.
The third revision was made last March 22, 2009. The fourth version was made last April
5, 2009 when the province had a write shop and finalization on Womens Health and Safe
Motherhood Facility Network (WHSMFN) Investment Requirements for our twenty-nine facilities
(18 BEMONC RHUs, 2 BEMONC Community Hospitals and 9 CEMONC Hospitals) last March 1April 2, 2009.
From here, other preparations were made to include Financial, Planning and Management
Systems. On April 15-17, 2009 Finalization Write shop , the province presented Cost Tables 1-5,
AOP 2009, Financial Management and 5 Year Health Income Projections to DOH-8 Leyte team for
final comments and modification.
The Provincial Health Office designated an F1 and PIPH Core Team headed by the PHO 1
for Field Operations, with the Chief of the Technical Section as alternate. All Program Coordinators
were also designated as F1/PIPH/ILHZ Coordinators. This is to have focal points responsible for
the Province and the ten ILHZs implementation of the F1 Thrusts.
10
FIGURE 1
LEYTE
CALUBIAN
SAN ISIDRO
LEYTE
MAP
LEYTE
BABATNG
ON
SAN MIGUEL
CAPOOCA BARUG
O
TACLOBAN CITY
N
CARIGAR
ALANGALANG
MATAG-OB A
STA. FE
PALO
TUNGA
PASTRANA
KANANG
TANAUAN
JAR
PALOMPON A
TABON
TOLOSA
O
ORMOC CITY DAGAMI
DULAG
JULITA
ISABEL
BURAU
MERIDA
MAYORGA
EN LA PAZ
ALBUER
MACARTHUR
A
ABUYOG
TABANGO
VILLABA
LAND AREA:
5,712.8 sq.km.
NO. OF MUNICIPALITIES:
41
POPULATION 2008
1,337,616
POPULATION DENSITY 301/sq.km.
NO. OF BARANGAYS: 1,641
BAYBAY
INOPACAN
HINDANG
NAME OF ILHZ
NAME OF ILHZ
CALESAN
CALESAN
GOODWILL
GOODWILL
GOLDEN
HARVEST
GOLDEN HARVEST
KAMMAO
KAMMAO
LEYTE
GULF
LEYTE
GULF
LEYTE
PLAINS
LEYTE PLAINS
LEYTE
LEYTE
WESTCOAST
WESTCOAST
MAHARLIKA
MAHARLIKA
MABAHINHIL
MABAHINHIL
JAVIER
MAHAPLAG
HILONGOS
BATO
MATALOM
11
By virtue of Republic Act No. 2227 enacted on May 22, 1959, the island of Leyte was
divided into the Provinces of Leyte and Southern Leyte, with Biliran as sub-province of Leyte. In
1992, Biliran was taken out of the political jurisdiction of the Province of Leyte when it became a
regular and independent province ratified through a plebiscite on May 11, 1992.
Today, Leyte is considered as a First (1 st) class province with 41 municipalities, three (3)
cities and 1,641 barangays. Of these barangays, 383 or 23.3% are urban while 1,258 or 76.7% are
rural. Tacloban City, the capital of the province, is also the capital of Eastern Visayas. The province
has five (5) Congressional Districts (See Table 1A-1E for the Profile of the Municipalities).
3. 1. d. POPULATION.
The province has a total population of 1,722,036 (including cities of Ormoc and Tacloban)
based on 2007 census of population. In terms of population, Leyte is the largest province in
Eastern Visayas and comprises 44.01% of the total regional population. Among the six (6)
provinces in the region, Leyte has the highest population density of 301 persons per square
kilometer of which figure is greater than the regions population density of 174 persons per square
kilometer.
In 2007, the population figure also showed an increase of 7.54% (or 129,864 persons)
over the 2000 population figure of 1.592 million. Over the 7-year period, an average annual
population growth rate was registered at 1.13%. This implies the province need a big allocation for
Health services compared to the other provinces.
3.1. e. ETHNICITY AND RELIGION.
The East side of the province is home for her Waray-speaking population (commonly
called the Warays), while the west side for the Cebuano-speaking. The central mountains dividing
the province have created different cultural and commercial orientations. The Warays are refuted
to be assertive and more free-wheeling than other Visayans. On the other hand, the Cebuanospeaking Leytenos are more restrained. All Leytenos, regardless of the dialects they speak, are
very fond of gatherings, whether it be a party, inuman (drinking sessions), or fiestas. The very
reason traumatic injuries like stab and hack wounds are prevalent and are treated in the hospitals.
Christian observances also form some of the most colorful pageant of Leytes history and
religion. The Pamalandong in the municipality of Palo during the Holy Week and the Sto Nino
fiesta of Tacloban City towards the end of June entice devotees to these two places.
13
Leytenos Health needs must be supported by the local health facilities and this add burden to the
local government units.
3. 2. c. LITERACY.
The province showed an improved literacy rate (LR) within a period of two consecutive
years from 88.19% in 2006 and 95.05% in 2007 per records of the Department of Education Leyte
Division. Other indicators on education which include simple literacy rate for males was lower at
87% and 93.3% for females or an average simple LR of 90.1% in 2007. On functional LR, the
pattern is similar at 71.1% for males and 82.1% for females or an average functional LR of 76.7%.
This information was based on the Functional Literacy Education and Mass Media Survey
conducted by the NSO covering a sample population aged 10 to 64 years.
In terms of health advocacies, only about 30% need to be help out understand Health
advisories and the like.
3.2. d. Peace and Order
In 2008, the Leyte Police Provincial Office (LPPO) reported a total of 713 cases. Of this
figure, 399 or 55.96% were Index crimes and the remaining 44.04% or 314 cases were Non-Index
crimes. As compared to previous years record of 850 incidents, a decrease of 16.12% or 137
cases in crime incidence was seen. The Average Monthly Crime Rate (AMCR) for the current year
was posted at 3.60 crime incidence per 100,000 Population, a decline of 0.70 or 15.94% from last
years crime incidence of 4.39.
Succeeding Tables 1A-1E describe the profile of the Municipalities in every district. All the
municipalities are accessible by land transportation and the Hospitals and the Rural Health Units
can be reached by land.
15
Land
2008 Population
Density
Area
Name
Class
(sq. km.)
Distance
No. of
from
Brgys
Tacloban
City
Alangalang
Babatngon
Palo
San Miguel
Sta. Fe
Tanauan
Tolosa
4th
4th
3rd
5th
5th
3rd
5th
150.5
137.8
67.6
120.10
81.90
68.10
31.70
43,813
24,532
58,114
16,726
16,028
47,762
17,183
258
143
638
121
167
598
439
54
25
33
21
20
54
15
Congressional
District
1st
1st
1st
1st
1st
1st
1st
29.27
33.05
11.57
40.42
21.27
17.64
23.8
Class
Land
2008
Area
Pop
Density
No. of Distance
Congres-
Brgys
from
sional
District
2nd
2nd
2nd
2nd
2nd
2nd
2nd
2nd
2nd
2nd
Barugo
Burauen
Capoocan
Carigara
Dagami
Dulag
Jaro
Julita
Lapaz
Macarthur
th
4
2nd
4th
3rd
5th
4th
4th
5th
5th
5th
78.5
178
185.4
94.9
160
39
148.7
53.30
171.5
48.60
27,660
48,806
28,499
46,014
30,622
40,806
38,988
12,340
18,796
17,716
343
265
149
458
153
997
252
227
103
347
37
77
21
49
65
45
46
28
35
31
Tacloban
51.57
42.98
59.47
54.59
31.49
36.64
37.32
45.10
51.6
48.33
Mayorga
Pastrana
Tabontabon
Tunga
5th
5th
5th
6th
61.60
79.3
22.9
38.20
13,975
16,251
9,688
6,236
205
181
350
100
18
20
18
8
43
27.95
33.21
44.81
2nd
2nd
2nd
2nd
Calubian
Leyte
San Isidro
Tabango
Villaba
Class
4th
4th
4th
4th
4th
Land
2008
Density
No. of
Distance
Congres-
Area
POP
(person/sq.km)
Brgys
from
sional
137.6
238.3
109.2
129.20
126
30,161
35,511
29,689
30,629
38,092
207
148
269
243
268
53
30
19
13
35
Tacloban
157
86.3
175.87
159.5
148.65
District
3rd
3rd
3rd
3rd
3rd
16
Albuera
Isabel
Kananga
Matag-ob
Merida
Palompon
rd
3
1st
2nd
5th
4th
3rd
Land
2008
Density
No. of
Distance
Congres-
Area
POP
(person/sq.km)
Brgys
from
sional District
18
24
23
21
22
50
Tacloban
123.62
154.09
86.5
101.3
134.20
124.38
4th
4th
4th
4th
4th
4th
181.20
97.5
144.2
75.40
122.7
104
39,921
40,480
46,878
16,867
26,420
52,780
189
385
297
222
206
488
Abuyog
Bato
Baybay
Hilongos
Hindang
Inopacan
Javier
Mahaplag
Matalom
Land Area
2nd
4th
1st
3rd
5th
5th
4th
4th
4th
294.7
71.51
410.50
136.9
127.4
182.4
141.8
172
110.9
2008 POP
Density
56,416
34,064
103,515
54,258
20,133
19,360
23,536
27,179
31,172
No.
of Distance
Brgy
From
sional
Tacloban
61.62
153.68
107.81
145.72
138.7
130.5
65.05
88.80
158.20
District
5th
5th
5th
5th
5th
5th
5th
5th
5th
183
379
233
376
145
102
161
154
272
63
32
92
51
20
20
28
28
30
Congres-
MALE
FEMALE
NO.
NO.
18,325
72,633
182,718
321,295
58,320
27,823
681,114
1.37%
5.43%
13.66%
24.02%
4.36%
2.08%
50.92%
17,255
68,620
174,291
301,365
60,059
34,912
656,502
1.29%
5.13%
13.03%
22.53%
4.49%
2.61%
49.08%
BOTH SEXES
NO.
%
35,580
141,253
357,009
622,660
118,379
62,735
1,337,616
2.66%
10.56%
26.69%
46.55%
8.85%
4.69%
100.00%
Figure 2
POPULATION BY AGE & SEX DITRIBUTION
LEYTE NORTE, 2008
17
Among the provinces of Region 8, North Leyte has the biggest population of 1,337, 616
(Population catered by the Provincial Health Office less the population of Ormoc and Tacloban
City) in 2008 with a population density of 28.65 persons/ sq.km.
The Population by age and sex of the Province shows that there is no significant
difference in number among males and females. It also depicts a young population predominating
with 39.91% belonging to the 0-14 years old. It can also be gleaned that the under 1 and 65 and
over comprises the least in the distribution (2.66% and 4.69% respectively).
The Health accomplishment of the province greatly affects the Region. The target for the
programs is dependent on the population.
Province
6.07
99
24
4.51
Regional Data
(9.8)
(122)
(23.25)
(4.17)
National Data
29
132
(4.80)
18
The vital events of the province are presented in Table 3. For the past five years (20032007), 28,647 births were monitored with a Crude Birth Rate (CBR) of 21.17/1000 population. This
current year we had 32,111 births and registered a CBR of 24.01/1000 population and showed an
increase of 2.84%. This is high and this can be partly explained by a low CPR of 42%.
Registered deaths in 2008 is 6,029 with a Crude Death Rate (CDR) of 4.51/1000
population showing an increase of 2.6% compared to 2007 which is 4.05/1000 population. Infant
Mortality Rate (IMR) is 6.07/1,000 live births. This is lower than 2007 IMR of 6.83.
Maternal Mortality Ratio of 99/100,000 live births is low compared with the National data.
This indicates less maternal deaths for the province. However, it could be opined that the
monitoring of maternal deaths for the year would need enhancement.
CAUSES
2008
Number
Rate
Number
Rate
Percent
Pneumonia
78
2.72
91
2.83
66%
10
0.35
20
0.70
15%
AGE w/ DHN
0.28
13
0.46
9.5%
18
0.63
13
0.59
9.5%
5 - Year
AVERAGE
(2003-2007)
2008
19
Number
Rate
Number
Rate
Percent
0.10
0.12
23.5
Uterine Atony
0.03
0.12
23.5
0.10
0.06
11.76
Eclampsia
0.10
0.0
3
0.06
11.76
0.06
11.76
0.03
0.03
5.88
Placental Retention
1
1
Tables 4 and 5 illustrate data on infant and maternal deaths respectively comparing the 5
year average with that of the current year. Among the infant deaths, Pneumonia and diarrhea are
still on the top three and therefore the IMCI training for Health Workers must be implemented. The
number of Maternal deaths for 2008 of 17 is minimal but deeper review would show the province
has still Trained Birth Attendants (TBA) handling deliveries. A number which were handled by them
with delay referral to the ILHZ Referral Hospital resulted in maternal deaths. Delay in seeking care
by pregnant mothers must also be addressed. Thus for the next five years, handling of deliveries
will only be allowed for our Skilled Professionals or Skilled Birth Attendants (Doctors, Nurses and
Midwives). There will be regulation among TBA. High Risk mothers have to be followed up by the
Health Workers.
4.1 d. On Trends of Morbidity and Mortality in the Province.
The illnesses seen in the RHU facilities are shown in Table 6 and the Illnesses or other
causes of death in Table 7.
4.1. d. MORBIDITY
Table 6: Leading Causes of Morbidity
Number and Rate per 100,000 population
LEYTE Province
5 year average (2003-2007), & 2008
5 year - average
Causes
Number
Rate
1. Acute Respiratory Infection
25,645
1,895.06
2.Bronchitis/Bronchiolitis/B.Asthma
14,379
1,062.55
3. AGE/Diarrheas
11,308
840.94
4. Hypertensive Cardiovascular
5,864
433.33
Disease (Diseases of the
Heart/HPN)
5. Diseases of the Skin (All Forms)
1,644
121.49
6. Wounds (All Forms)
1,484
109.66
7. Kidney Disease (Renal Failure,
1,681
124.22
UTI, Acute Pyelonephritis)
2008
Number
Rate
47,679
3,564.48
17,332
1,295.74
10,726
801.87
6,925
517.71
2,412
1,844
1,575
180.32
137.86
117.75
20
8. Influenza
9. TB Respiratory
10. Musculoskeletal Disease
2,313
1,834
0
170.92
135.53
0.00
1,440
1,263
550
107.65
94.42
41.12
Table 6 reflects the leading causes of Morbidity in 2008. 70% of illnesses in the province
are Communicable or Infectious in nature (1, 2, 3, 5, 6, 8, and 9). The other three are lifestyle
related illnesses. The most common reason for seeing the health facilities is still Acute Respiratory
Infection. Bronchitis and Diarrhea are also included in the top three. Pulmonary Tuberculosis is
the 9th leading cause of Morbidity with a rate of 94.42 per 100,000 Population. This is one of the
major public health problems in the province. This must be addressed in this plan.
4.1. e. MORTALITY
Table 7: Leading Causes of Mortality
Number and Rate per 100,000 population
Leyte Province
5 year Average (2003-2007) & 2008
5 year - average
2008
Causes
Number
Rate
Number
Rate
1. Hypertensive
479
8,575.01
1,542
25,576.38
Cardiovascular Diseases
(Heart Diseases, Artery
Diseases, RHD, CVA
2.Pneumonia
1,009
18,063.01
1,156
19,173.99
3. Malignant Neoplasm (All
430
7,697.82
483
8,011.28
Forms)
4. Tuberculosis w/
338
6,050.84
349
5,788.69
Complications
5. Pulmonary Diseases
213
3,813.10
265
4,395.42
(COPD, Cor Pulmonale,
Bronchial Asthma)
6. Diabetes Melllitus w/
172
3,079.13
243
4,030.52
Complications
7. Bleeding Peptic Ulcer
164
2,935.91
203
3,367.06
Disease (BPUD)
8. Kidney Diseases (Renal
173
3.097.03
196
3,520.95
Failure, Acute Pyelonephritis,
Uremia
9. Hypovolemia /Severe Blood
0
0.00
178
2,952.40
21
Loss
10. Diseases of the Liver (Liver
Cirrhosis, Hepatitis )
0.00
147
2,438.32
Base on the above table, the Leading Causes of deaths in the province were more of noncommunicable diseases. Seven (7) are related to lifestyle (1, 3, 6, 7, 8, 9, 10). Only three are
Infectious Illnesses. Malignant Neoplasm (Carcinoma or Cancer) is not detected at early stage
thus not in the top ten morbidity. Health workers get these patients during late stage and usually
with fatal complications causing death. This has to be included as a priority program for the
province.
Healthy lifestyle must be initiated among Leytenos so they will not die young.
NUMBER
1. PUFT/Deliveries
5,989
2. AGE/AGE w/ DHN
5,794
4,017
(Pneumonia/URTI/ARI)
4. UTI
2,051
5. HCVD?HPN
1,163
6. APD/PUD
895
7. PTB
591
8. Traumatic Injury
441
9. Incomplete Abortion
384
242
NUMBER
342
173
46
36
31
Cerebral Hemorrhage
6. UGIB/BPUD
7. Pulmonary Diseases
8. Renal Disease
9. Diabetes Mellitus
31
22
13
8
7
Malignant Neoplasm
10. Tetanus
ACTIVITIES
Authorized
ADH
75
Bed Capacity
Percent
ODH
WLDH
TOTAL
75
100
575
58.39
74.46
52.61
174.14
91.58
47.93
20.34
100.83
50.44
65.98
In-
43.79
55.84
13.15
43.53
45.79
35.95
15.25
75.62
50.44
379.38
Patient Days
Ave. Length
of Stay
Ave.
Daily
43.79
55.84
13.15
43.53
45.79
35.95
15.25
75.62
50.44
379.38
Census
Gross Death
2.88
2.02
4.93
3.7
2.16
2.8
2.44
4.00
2.9
3.08
Rate
Net
Occupancy
Rate
Ave.
0.99
0.81
2.25
1.25
1.40
2.00
0.50
1.41
1.30
1.42
Rate
Total
Death
3,195
3,036
1,585
3,822
5,833
3,542
1,436
7,343
6,284
36,076
Admission
Total
3,194
3,018
1,643
3,841
4,941
3,503
1,437
7,437
6,269
35,193
Discharges
Total
In-
15,985
20,383
4,801
15,890
16,713
13,121
5,568
27,602
18,412
138,475
Patient Days
Total
13,830
10,854
15,424
19,686
24,421
17,836
7,181
41,843
21,054
172,129
Consultation
Total Deaths
Referrals:
92
390
61
144
81
328
142
1,495
107
37
98
0
35
44
287
12
182
184
1,085
2,634
183
137
517
232
230
34
1,341
(Sent)
(Re
ceived)
Tables 8 and 9 are Hospital data on discharges and deaths. Table 9 shows that even normal
deliveries are still admitted in the Hospitals. This implies the need to capacitate BHS and MHC of
the Rural Health Units in the province to manage deliveries with out complications in their areas
and therefore lessening admissions in the hospitals.
23
Table 10 summarizes the Hospitals accomplishments. Majority of the hospitals (6 out of 9) whose
% bed occupancy is below 75%. The table also shows death rates as follows.
Gross Death Rate (Provincial and 8 District Hospitals) = 3.08%
Net Death Rate under 48 hours = 1.42%
Net Death Rate beyond 48 hours = 2.02%
Gross Death Rate (3 Community Hospitals) = 1.35%
Net Death Rate under 48 hours = 1.42%
Net Death Rate beyond 48 hours = 0.85%
Based on the hospital performance indicator a net death rate between 0.5 -2.5% is
acceptable.
4.2. HEALTH SERVICE DELIVERY.
The following Tables 11A-11J presents the Core Referral Hospital with the member
municipalities in each of the Ten (10) Inter-local Health Zones of the province. The accessibility is
mapped per municipality to discover the gaps and deficiencies. Two (2) Municipalities with two
Rural Health Units (Abuyog and Palompon) need to hire additional MHO to complete the required
number.
TABLE 11-A: ACCESSIBILTY OF HEALTH FACILITIES LEYTE GULF ILHZ
ILHZ Core Referral Hospital: Leyte Provincial Hospital
Municipalities POP
No.
No. of Distance Means of RHU w/
RHU w/
of
Brgys
MHO
(Km.)from
Transport
RHU
Ambulance
(No.)
toILHZ
Communication
Facilities
Hospital
Dulag
Tolosa
Tanauan
Palo
ILHZ
40,806
58,114
47,762
17,183
163,865
1
1
1
1
4
45
33
54
15
147
25
12
6
3
Land
Land
Land
Land
Land
2
1
1
1
5
YES
YES
YES
YES
All 4
No.
No. of Distance
of
Brgys
(Km) from
RHU
MHO
Means of RHU
Transport
to
w/ RHU
Ambulance Communication
(No.)
ILHZ
w/
Facilities
Hospital
Alangalang
Babatngon
Pastrana
48,813
24,532
16,251
1
1
1
54
25
29
18
45
16
Land
Land
Land
1
1
1
YES
YES
YES
24
Sta. Fe
ILHZ
16,028
100,624
1
4
20
128
Land
Land
1
4
YES
All 4
POP
No. of
No. of
Distance
Means of
RHU w/
RHU w/
MHO
Brgys
(Km) from
Transport
Ambulance
Communication
RHU to
(No.)
Facilities
ILHZ
Hospital
Abuyog
56,416
Javier
Macarthur
Mayorga
ILHZ
23,536
17,716
13,975
111,643
1*
1
1
1
4*
63
28
31
16
Land,
YES
8
14
19
Water
Land
Land
Land
Land,
Lack 1
1
1
1
4
YES
YES
YES
All 4
Water
Abuyog has one MHO and by DOH standard another MHO has to be hired.
Abuyog need another Ambulance for there are two (2) RHUs.
POP
Burauen
Dagami
Julita
Lapaz
Tabon
ILHZ
48,806
30,622
12,340
18,796
9,688
120,252
No.
of
MHO
No. of
Brgys
1
1
1
1
1
5
77
65
26
35
16
219
Distance
(Km)fro
m RHU
to ILHZ
Hospital
1
12
7
7
7
Means of
Transport
Land
Land
Land
Land
Land
Land
RHU w/
Ambulance
(No.)
1
1
1
1
1
5
RHU w/
Communication
Facilites
YES
YES
YES
YES
YES
All 5
25
POP
No.
of
MHO
No. of
Brgys
Distance
(KM)from
RHU to
ILHZ
Hospital
Barugo
Capoocan
27,660
28,499
1
1
37
21
4
8
Carigara
Jaro
San Miguel
Tunga
ILHZ
46,014
38,988
16,726
6,236
164,123
1
1
1
1
6
49
46
21
8
182
1
9
8
5
Means of
Transport
Land
Land,
Water
Land
Land
Land
Land
Land,
Water
RHU w/
Ambulance
RHU w/
Communication
Facilities
1
1
YES
YES
1
1
1
1
6
YES
YES
YES
YES
All 6
POP
No. of
MHO
No. of
Brgys
Calubian
Distance
(Km)fro
m RHU
to ILHZ
Hospital
30,161
53
Leyte
35,511
30
35
San Isidro
29,689
19
13
ILHZ
95,361
102
Means of
Transport
Land,
Water
Land,
Water
Land,
Water
Land,
Water
RHU w/
Ambulance
RHU w/
Communication
Facilities
YES
YES
YES
All 3
POP
Isabel
Palompon
40,480
52,780
No.
of
MHO
No. of
Brgys
1
1*
24
25
Distance
(Km)fro
m RHU
to ILHZ
Hospital
20
1
Means of
Transport
Land
Land
RHU w/
Ambulance
1
2
RHU w/
Communication
Facilities
YES
YES
26
Tabango
30,629
13
24
Land,
1
YES
Water
Villaba
38,092
1
35
15
Land
1
YES
ILHZ
161,981
4
97
Land,
5
All 4
Water
*- Palompon RHU 1 and 2 need 1 MHO for each. At present only one, thus the need to hire
another MHO.
TABLE 11-H: ACCESSIBILITY OF HEALTH FACILITIES MAINBAY ILHZ
ILHZ Core Referral Hospital: Western Leyte District Hospital
Municipalities
POP
No.
of
MHO
No.
of
Brgy
Distance
(Km)from
RHU to
ILHZ
Hospital
Baybay
Inopacan
103,515
19,360
2
1
92
20
1
24
Mahaplag
ILHZ
27,179
150, 054
1
4
28
140
30
Means of
Transport
RHU w/
Ambulance
Land
Land,
Water
Land
Land,
Water
RHU w/
Communication
Facilites
2
1
YES
YES
1
4
YES
All 4
POP
No.
of
MHO
No.
of
Brgys
Bato
Distance
(Km)fro
m RHU
to ILHZ
Hospital
34,064
32
Hilongos
Hindang
54,258
20,133
2
1
46
20
1
7
Matalom
31,172
30
14
ILHZ
139,627
128
Means of
Transport
Land,
Water
Land
Land,
Water
Land,
Water
Land,
Water
RHU w/
Ambulance
RHU w/
Communication
Facilities
YES
2
1
YES
YES
YES
All 5
POP
Albuera
Kananga
Matag-ob
Merida
ILHZ
39,921
46,878
16,867
26,420
130,086
No.
of
MHO
No. of
Brgys
Distance
(Km)from
RHU to
ILHZ
Hospital
1
1
1
1
4
16
23
21
22
82
14
20
25
25
Means of
Transport
Land
Land
Land
Land
Land
RHU w/
Ambulance
1
1
1
1
4
RHU w/
Communication
Facilities
YES
YES
YES
YES
All 4
27
Table 12: Selected Health Performance Indicators by ILHZ, Leyte Province, 2008
Indicators
FIC (95%)
PNV4 (80%)
TB Cure Rate
(85%)
TB Case
Detection Rate
(70%)
HH w/ Access
to Safe Water
(95%)
HH w/ Access
to Sanitary
Toilets (90%)
Combined
BNL & BNVL
(%)
Leyte
Gulf
87
Golden
Harvest
98
KAMMAO
95
MAINBAY
89
83.4
90.16
85.75
80
61.6
74.6
85.75
78
86.3
88
89.3
18.57
Maharlika
100
West
Coast
100
Calesan
100
Leyte
Plains
100
Goodwill
100
72.3
90
82.63
72
80.6
66.8
49
66
66.6
56
56.6
89
91.6
87.18
88
87.67
93
89.75
83
76.5
86
80
72
72
81
66.5
18.57
18.02
13.52
26.33
13.92
17.42
17.26
20.00
19.37
MABAHINHIL
91
LGU Scorecard 2008 was the basis of looking into priority projects, programs and
activities for the next 5 years (2009-2013). See Annex.
The ILHZs in Leyte is a cooperative arrangement among contiguous municipalities whose
aim is to ensure the continuity of care and rationalize the management and delivery of health
services to optimize efficient use of resources in a local health system that will have 4 Es
Effectiveness, Efficiency, Equity and Empowerment.
The ILHZ Boards are chaired by the Governor of the province. Mayors of the member
LGUs , The TMC Chairperson, CHD8 Director or Representative, NGO Representative, PHO2 or
PHO1, Representative of PHIC8 are members of the Board. The Board meets quarterly. The TMC
is chaired by the Chief of Hospital of the ILHZ Core Referral Hospital except for Leyte Gulf and
Golden Harvest. Other members include the DNS, MHO of the member municipalities and an
NGO Representative.
The Public Health Care system in the province caters to Preventive and Curative service.
Two hundred ninety three (293) Barangay Health Stations
responsible for the Preventive Care and Curative Care. Together with the network of the Barangay
Health Stations, the Rural Health Units provide preventive services to their constituents to include
preventive and curative management during Outbreaks or Epidemics.
28
For Curative Care services needing confinement either for further evaluation and
management and operative procedures , the Provincial, 8 District and 3 Community Hospitals are
readily available for those who need hospitalization.
Hospital records have shown that uncomplicated, normal spontaneous deliveries are one
of the most common admissions. This poses a burden to resource-stricken hospitals and added
services that need also manpower. These deliveries should have been done in BHS or RHU
Birthing Facilities. There is the need to upgrade RHUs as (Basic Emergency Management and
Obstetric and Neonatal Care (BEMONC) facilities and the BHS as BHS Birthing facilities.
The income generated by all government hospitals of the province (Provincial, District and
Municipal) from drugs, billed admissions, laboratory fees, etc are remitted to the Provincial Trust
Funds with separate accounts for each of the 12 Hospitals (Provincial, 8 District and 3 Community
Hospitals) at the Provincial Accounting Office. Fifty percent is retained for hospital improvement
Capital outlay and MOOE. This is the present administration strategy on Income Retention
Scheme of the Hospitals.
The Health Referral System Manual crafted by the Ten (10) Ilhzs will somehow enhance
the continuity of quality, effective and efficient services of the existing referral being implemented
province-wide.
4.3. Health Financing.
Major sources of financing are through the governments IRA,
from dedicated
Development Partners (Culion who just completed the Project, Global Funds for Tuberculosis and
German Technical Foundation for Technical Assistance ) and assistance from DOH through CHD
8, Phil Health reimbursement and facility revenues. Health financing in Leyte is geared towards
improvement of better services in all Hospital Facilities, the Rural Health Units and Barangay
Health Stations.
29
Table 13: FIVE YEARS PROJECTED HOSPITAL INCOME FOR LEYTE (2009-2013)
PROVINCE OF LEYTE
P R O J E C T E D H O S P I TA L I N C O M E
CY 2009 TO CY 2013
Name
of
Hospit
al
Actual
Income
for 2008
TOTAL
2009
2010
2011
2012
2013
ODH
952,731.96
1,393,901.0
3
4,747,427.0
0
4,292,047.3
0
9,373,877.2
3
11,717,968.
35
3,908,836.4
8
11,508,840.
78
3,488,064.5
3
1,000,368.5
6
1,463,596.0
8
4,984,798.3
5
4,506,649.6
7
9,842,571.0
9
12,303,866.
77
4,104,278.3
0
12,084,282.
82
3,662,467.7
6
1,050,386.9
9
1,536,775.8
9
5,234,038.2
7
4,731,982.1
5
10,334,699.
65
12,919,060.
11
4,309,492.2
2
12,688,496.
96
3,845,591.1
5
1,102,906.3
4
1,613,614.6
8
5,495,740.1
8
4,968,581.2
6
10,851,434.
63
13,565,013.
11
4,524,966.8
3
13,322,921.
80
4,037,870.7
0
1,158,051.6
5
1,694,295.4
1
5,770,527.1
9
5,217,010.3
2
11,394,006.
36
14,243,263.
77
4,751,215.1
7
13,989,067.
89
4,239,764.2
4
1,215,954.2
3
1,779,010.1
8
6,059,053.5
5
5,477,860.8
3
11,963,706.
68
KCH
115,150.00
120,907.50
126,952.88
133,300.52
139,965.54
146,963.82
668,090.26
MCH
227,605.00
238,985.25
250,934.51
263,481.24
276,655.30
290,488.07
1,320,544.37
TCH
259,556.00
272,533.80
286,160.49
300,468.51
315,491.94
331,266.54
1,505,921.28
VCH
346,114.00
363,419.70
381,590.69
400,670.22
420,703.73
441,738.92
50,873,847
.75
53,417,540
.14
56,088,417
.14
58,892,838
.00
61,837,479
.90
64,929,353
.90
2,008,123.25
P
295,165,629
.08
LPH
ADH
WLDH
BDH
NWLDH
CDH
HDH
MBVMH
GRAND
TOTAL
11,159,969.
86
3,722,701.4
1
10,960,800.
74
3,321,966.2
2
P
64,749,172.1
2
21,598,789.0
1
63,593,610.2
5
19,273,758.3
7
5,527,667.7
7
8,087,292.25
27,544,157.5
4
24,902,084.2
2
54,386,418.4
0
From Table 13, it can be gleaned that the Hospitals for the five year period (2009-2013)
will be able to sustain its improvement and the maintenance of the facilities.
Table 14: Phil Health Membership by Sector, Leyte Province 2008
Philhealth Enrollment as of December 2008
(Number of Households)
Leyte
Province
Government
Private
IPP
NPM
OFW
SP
Abuyog
724
Albuera
577
Alangalang
896
Babatngon
383
Total
30
Barugo
606
Bato
2,109
Baybay
5,286
Burauen
678
Calubian
431
Capoocan
487
Carigara
Leyte
Province
142
Government
Private
IPP
NPM
OFW
SP
Dagami
499
Dulag
673
Hilongos
1,088
Hindang
847
Inopacan
1,739
Isabel
772
Jaro
744
Javier
475
Julita
264
Kananga
La Paz
Leyte
Total
1,158
283
1,436
Macarthur
632
Mahaplag
438
Matag-ob
1,005
Matalom
2,292
Mayorga
201
Merida
3,064
Palo
2,910
Palompon
665
Pastrana
961
San Isidro
3,805
San Miguel
217
Santa Fe
1,055
Tabango
1,102
Tabontabon
538
Tanauan
734
Tolosa
1,791
Tunga
226
Villaba
1,164
31
TOTAL
TotalHousehold
Population est. 2008
PhilHealth coverage (85% HH
Enrolled)
45,097
222,936
1,337,616
184,496
Province Phil Health Indigent sponsored enrollment for 2009 is 166,000 Households. The
total cost is P17, 000, 000.00 and paid by the Provincial Government. This is 74.5% of total
Households to be enrolled. However, a gap of 10% is still to be enrolled to reach the 85%
enrollment. This will be answered in the next 2 years.
In order to meet the health demands of the province, various Foreign-Assisted Projects
(FAPs) for the health sector have invested in the province (Table 15).
holistic delivery of Health Services. This delivery system is characterized by a functional referral
system where there is inter-LGU collaboration and cooperation, especially in areas for
complementation with other stakeholders. Although at present, the Leyte Inter-local Health Zone is
far from perfect, the major role players are working hard together for the enhancement of every
component under the Health Sector Reform Agenda.
Apart from the insufficient supply of medicines and supplies for maternal and child health
programs other reasons are poor social marketing by health workers and weak inter-agency
participation and coordination. Health facilities need to be upgraded, and manpower skills both in
the hospital and RHUs have to be improved so that competent workers will manage the clients.
There is also the need to strengthen primary health care, establish maternity care benefits in
priority LGUs, and strengthen health education at the primary level through the use of the trimedia.
The high incidence of infectious disease is again due to lack of medicines and a poor
existing system, or the absence thereof, for managing these diseases. However, the high
incidence of emerging lifestyle diseases is due to unhealthy lifestyles of the affected population on
the one hand and poor advocacy on the part of health workers due to inadequate knowledge and
skills on lifestyle diseases, lack of information, education, and communication (IEC) materials,
increased workload, and mobility on the other.
For leprosy, several factors come into play preventing the successful elimination campaign
for leprosy, such as irregular supply for drugs and medicines from WHO and DOH, inadequate
training of health personnel, and the social stigma experienced by identified cases. With Rabies
Control Program, the problem is the continuous availability of vaccines, both human and animal
vaccine. Although the National government through the Department of Agriculture and Department
of Health provides for the vaccines, the supply is still not enough for dog and human population.
5.2. HEALTH FINANCING.
Out of pockets paying for health expenditures by the poor is burdened by several factors
that include the lack of supply of drugs and medicines in government health facilities, the
restrictive ceilings of Phil Health benefits, and the high cost of health goods in the private sector.
There is therefore a need to shift the burden of payment from out-of-pocket and direct
subsidies to insurance reimbursements. Majority of the municipal LGUs have not attained a
universal coverage for indigent sponsorship to PhilHealth of 85%. In such state, the province in the
next five years still need to attain a universal coverage for all sectors including formal and
34
informal. For this year, the provincial government enrolled 166,000 Households for Philhealth
Indigency Program and cost P17, 000,000.00. and this is 75% and a gap of 10% has to be
address to get 85% and over.
5.3. HEALTH GOVERNANCE.
The province of Leyte, like most LGUs is likewise adversely affected by the devolution of
health services. Health workers in the province, especially doctors and nurses, have left the
country to work abroad or seek greener pastures in foreign lands primarily because of financial
difficulties and work-related pressures.
Local Health Boards (Provincial, Municipal and ILHZ) must become functional, each
holding regular meetings. Further, networking, especially on TB program, needs to be improved.
There is also a need to review the different national and local policies and ordinances for health.
The health information system of Leyte builds upon the requirements of the DOH Field
Health Information System. It consists mostly of the accomplishments of national health programs,
reports on notifiable diseases, demographic data, natality and mortality reports. The Hospital
Management Information System needs to be strengthened. Hence, theres a need for different
cost-centers in the hospital to be computerized and linked to other services for efficient
management. Furthermore, the health workers must have sufficient knowledge in data utilization,
presentation and analysis that will be used for planning, monitoring and evaluation
5.4. HEALTH REGULATION.
The province of Leyte requires effective regulatory schemes to ensure the availability and
affordability of good quality health products and services. The health policies in all hospitals of
Leyte are satisfactorily implemented and such as policies on users fees (SP Ordinance 2004), the
use of ambulance, and the like. Other policy concerns are the clinical practice guidelines (CPGs)
and compliance with Philippine National Drug Formulary (PNDF) of medical doctors.
Additionally, various hospital committees should be organized and have regular meetings
conducted; feedback mechanisms and trainings should be instituted to ensure their functionality.
Therapeutic Committee and Maternal Death Review Committee are among the priority committees
in the hospital that need to be in place as of this time.
Proper drug management is another concern not only of the hospital but of the RHUs as
well, since the different therapeutic committees of the LGUs play crucial roles in this particular
aspect of health care.
35
Public health programs, such as sanitation, rabies control, and anti-smoking campaigns
need enabling ordinances that will add teeth to their full enforcement and implementation.
The effectiveness of these different regulatory measures also depend considerably on the
wider external environment, which is largely affected by socio-political factors, shared values and
societal norms. Furthermore, several regulatory mechanisms need sophisticated information
systems, sound financial management, social acceptance, and adequate political support both at
the local and national levels.
A diverse array of strategies (financial and non-financial incentives as well as sanctions)
should be backed up by regulations that are consistent with the overall aim of flexibility and equity.
Regulations are likely to be less effective if enforcement strategies, like granting financial
incentives, do not motivate providers to function effectively. Additionally, enforcement should use
the minimum and yet sufficient interventions to secure compliance.
36
37
1. SERVICE DELIVERY.
Goal 1. Improve Health Services by ensuring access to quality health care in all facilities in
the province.
A. Upgrade critical capacities of health facilities at all levels of care at the right time.
1. Upgrading of 24 RHUs to achieve Sentrong Sigla,Phase 2 (SSII) Level 1
certification by the end of 2011 so that all 45 RHUs are SS II facilities.
2. Renovation/construction/upgrading of Leyte Provincial Hospital (level 2 to level 3),
8 District Hospitals (level 2), 3 Community Hospitals (level1)
3. Renovation/construction of Macarthur RHU, Matalom RHU and Baybay City
Health Units
4. Provision of Equipment packages for 12 Hospitals and 45 Rural Health Units for
Sentrong Sigla Certification, DOH Licensing Standard and PhilHealth
Accreditation, 3 in 1 Philhealth Accreditation, BEMONC and CEMONC facilities,
5. Capability Building/skills enhancement of health workers needed to become
competent in the health facilities
B. Improve capacities of Health Manpower (Hospital and RHUs) on Basic Preventive and
Curative Care
1. Capability building / skills development on facility operations and management
ICD 10
Financial Management
1. All RHUs, BHS and Hospitals are EMONC Facilities - 45 BEMONC RHUs, 9
CEMONC (Provincial and 8 District Hospitals) , 3 BEMONC Community Hospitals and
293 BHS Birthing Facilities
1.1. Provision of Equipments to EMONC Facilities
1.2. Capability building
2. 80% or more deliveries are attended by skilled birth attendants (SBA)
3. All deliveries are facility based
4. Regular Conduct of Maternal Death Review
5. Quality Prenatal (PNV4) is 80% or more
Goal 3. Reduce Infant Mortality Rate (IMR) and Under Five Mortality Rate (UFMR) by 10% in
2013
1. Decrease deaths from 7 Immunizable Diseases ( Primary Complex or Childhood TB,
Diphtheria, Pertussis, Tetanus, Poliomyelitis, Hepatitis B, Measles)
2. Delivery of Comprehensive Newborn and Infant Care through:
2.1. Provision of Equipments for Neonatal Intensive Care Units (NICU) of LPH, ODH,
WLDH and MBVMH
2.2. Capability Building of Health Workers on Comprehensive Newborn and Infant
Care
3. Integrated Management of Childhood Illnesses through the IMCI Approach
4. Strengthening of Referral System
Goal 4. Reduce Public health threats of infectious and non infectious diseases.
1. Tuberculosis.
1. Sustaining Sputum positive TB case detection (notification) rate to 70% or more and TB
cure rate of 85% (Baseline 2008: CDR- 77% and Cure Rate =82%)
1. a. Organize the participation of both government and private practitioners in TB
Control
3. Dengue
CVD program
dog impoundment
j.
Intensify and initiate 85% or more MDA every year for the Municipalities of the
province with boundaries of Southern Leyte- Abuyog, Mahaplag, Bato and
Matalom
Conduct Facility needs assessment and compute for Womens Health and
g. Enforcement of nutrition related laws i.e. Food Fortification Act; ASIN Laws
h. Capability building of Health Workers on:
a) Infant and Under-five mortality
b) Infant and young child feeding
c) IMCI for community training (enhanced child growth
monitoring)
C. Environmental Health & Sanitation
1. Reduce public health impact of food and water-borne diseases
2.
Designate
Surveillance
Sentinel
personnel
in
the
province
(MESU,DESU,PESU)
4. Earmarked budget for provision of Search and Rescue Equipment, Personal
Protective Equipments (PPEs), and other logistics
5 .Capability building for pre disaster; disaster and post-disaster management
6. Conduct regular Disaster simulation exercises/drills during disaster month
celebration (July of every year)
7. Strengthen capability of the Provincial Emergency Response Team, e.g. Search
and Rescue Team
8. Creation of Emergency Response Team at the municipal level
9. Regularly update the Disaster Management Plan for the province thru the Interlocal Health Zone
10. To sustain availability of Emergency Funds for Medicines and Supplies
F. Creation of Functional Epidemic Surveillance Units
1. Capability Building
1.1. PIDSR Training for Hospitals and RHUs
1.2. EPI Info
1.3. Orientation on the establishment of DESU, MESU, and
BHERT/BRIGADA
PAMILYA
2. Provision of Computer and Internet to all Hospitals and RHUs
43
2. Governance
Goal: Strong commitment and capacity to support a well- coordinated, effective and
efficient health care system through active community participation.
I. Increase technical and management capacities of Health Workers (HW) and Local Chief
Executives (LCEs)
1.1 Capability building of LCEs and HWs on health leadership and management and
project development capability courses.
II. Systems development of the ILHZ
1. Enhanced functionality of the ILHZ and the Local Health Boards (Provincial and
Municipal)
1.1. Sustain the share of Province and Municipalities for the ILHZ Common Health
Trust Fund (CHTF) with the Province earmarking P50, 000.00 per member
municipality of the ILHZ for 2009-2013 while municipalities earmarked 1% of
20% EDF for 2009-2013.
1.2. Conduct of regular ILHZ and LHB meetings.
1.3. Conduct of Monthly TMC Meetings
2. Improve competence of HW at all levels of care
2.1. Technical assistance on Human Resource Development and Management
Plan
2.2. Continuing Health Human Resource Development Program, i.e. In-ServiceTrainings,Short Courses, and Post Graduate Studies.
2.3. Implementation of Magna Carta Benefits Hazard Pay (Phase In)
2.4. Provision of Incentives for Provincial paid Hospital Health Workers in the
province.
3. Improve Management Information System
3.1. Information Communication Technology (ICT) Literacy Program for HW.
3.2. ICT equipment package for RHUs and Hospitals
3.3. Institutionalization of CBMIS, FHSIS and Hospital Statistics Report
3.4. Establishment of Hospital Operation Management Information System
(HOMIS)
44
46
47
VISION: Healthy and empowered Biliranons with access to excellent health services
MISSION: To provide Biliranons with quality health services that are accessible, affordable, available and acceptable through an integrated and
expanded service coverage, upgraded equipment and facilities, appropriate health systems installed, skilled and committed health workers,
supportive Local Chief Executives and other stakeholders.
Table 12. LOGICAL FRAMEWORK
NARRATIVE SUMMARY
GOAL: Improve the health status of Biliranons through
greater and more effective coverage of national and local
health programs, increase access to quality health services
especially by the poor and reduce financial burden on
individual families.
COMPONENT GOALS/OBJECTIVES:
OBJECTIVELY VERIFIABLE
INDICATORS (OVI)
MEANS OF
VERIFICATION
(MOV)
After 5 years,
> MMR reduced from 240/100,000 LB to 50/100,000LB;
> IMR reduced by 50%
> TB death rate reduced from 29/100,00 popn to
15/100,000 popn
> morbidity due to infectious diseases reduced by 50%
> death rate due to infectious diseases reduced by 5%
every year
- FHSIS
- Baseline Monitoring
Surveys (BMS)
- TB registry
-CBMIS
- Hospital Statistics Report
IMPORTANT
ASSUMPTIONS/
RISKS
Assumption:
National
and
stability
LGU
Risk:
Adverse national policy
changes
GOVERNANCE COMPONENT:
Strong commitment and capacity to support a wellcoordinated , effective and efficient health care system with
active community participation
FINANCING COMPONENT:
Optimized and sustained health care financing for Biliran
Province.
SERVICE DELIVERY COMPONENT:
Improved access and coverage of quality health care
REGULATORY COMPONENT:
Institutionalized regulatory mechanism that will ensure
affordable and quality health services/
- FHSIS
- Baseline Monitoring
Surveys
- Annual Accom Rpt
- TB registry
- CBMIS
- Hospital Statistics Report
GOVERNANCE COMPONENT: Strong commitment and capacity to support a well coordinated, effective and efficient health care system with
active community participation
TARGETS / INTERVENTIONS
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
MEANS OF
VERIFICATION
IMPORTANT
ASSUMPTIONS/RISKS
GOVERNANCE COMPONENT: Strong commitment and capacity to support a well coordinated, effective and efficient health care system with
active community participation
TARGETS / INTERVENTIONS
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
TA done
Trainings and Lakbay Aral
done
MEANS OF
VERIFICATION
TNA report
Post travel report
Training Certificate
A. O.
Monitoring/evaluation
report/Feedback
MOAs
Minutes of ILHZ board and
TMC meetings
ILHZ Treasurers report
TNA report
IMPORTANT
ASSUMPTIONS/RISKS
Commitment of development
partners to support
training/Lakbay - Aral
49
hospital assessed
- Staff and client satisfaction
increases
-HOMIS installed
Availability of support
package
- External reviews
- BMS
- Inspection Report of
equipment procured
GOVERNANCE COMPONENT: Strong commitment and capacity to support a well coordinated, effective and efficient health care system with
active community participation
TARGETS / INTERVENTIONS
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
- Installed communication
equipment in RHUs of Biliran,
Caibiran, Culaba, Maripipi,
Naval
- Ambulance utilized by Biliran,
Cabucgayan, Caibiran, Culaba,
Maripipi
- Reduction of inappropriate
referrals to BPH
- Number of referred patients
given medical assistance by
EVRMC
- improved primary health care
MEANS OF
VERIFICATION
- BPH report
- MOAs/Resolutions
- Memorandum Receipt
- Liquidation Report
IMPORTANT
ASSUMPTIONS/RISKS
50
in GIDA areas
report
FHSIS, CBMIS report
Minutes of meetings
Documentation of event
- Vehicle purchased
FINANCING COMPONENT: Optimized and sustained health care financing for Biliran Province.
TARGETS / INTERVENTIONS
I. I NCREASE & SUSTAIN
ENROLLMENT OF HEALTH
INSURANCE IN DIFFERENT
SECTOR
CRITICAL ACTIVITIES
1. Social Marketing
2. Tap congressional fund for Philhealth
enrollment of indigents
3. Establish enrollment desk in 8 RHUs and
hospital
4. Inclusion of PHIC Premium payment as
a requirement for availing mayors permit
for business establishment
1. TA- training of health workers /mgt.
support personnel on maximizing Philhealth
benefits and claims
1. Advocacy meetings during LHB and other
fora
2. Stakeholders meetings on resolution for
adoption of incremental increase in LGU
budget for health
1. Capability building on hospital operations
and financial mgt.
OBJECTIVELY VERIFIABLE
INDICATORS
MEANS OF
VERIFICATION
PHIC reports
IMPORTANT
ASSUMPTIONS/RISKS
-Legislation passed for inclusion
of premium payments in
availing Mayors permit
- sustained commitment of
LCEs to re-enroll indigents
BMS result
PHIC reports
- Sustained commitment of
LCEs
MOAs, Resolutions
Financial statement
85 % coverage by 2010
51
PROVINCIAL HOSPITAL
Consultants report
Supportive LCEs
Copy of the resolution
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
TARGETS /
INTERVENTIONS
I. IMPROVE QUALITY OF
HEALTH SERVICES
I.1 To upgrade critical
capacity of health facilities at
all levels of care
CRITICAL ACTIVITIES
1.1 Upgrade RHUs for SS Phase 2 level 1
certification
1.2Upgrading of Biliran Provincial Hospital
from 25 -75 beds and capability as tertiary
care hospital
1.3 Provision of equipment package for SS 2
Certification; DOH Licensing
1.4 Capability building /skills development on
facility operations and mgt.
2.1Organize 132 Bgy Health Council (BHC)
2.2 Capability Building of BHC
2.3 Upgrading of strategically located BHS
2.4 Construct additional RHU in Naval
Tuberculosis:
1. Provision of BCG vaccines and supplies
2. Organize Public Private Mixed DOTS
2.a Regular meetings of Provincial TB
OBJECTIVELY VERIFIABLE
INDICATORS
- 8 RHUs are SS Phase 2 level
1 certified
- BPH upgraded from 25 75
beds and service capability as
tertiary care hospital
MEANS OF
VERIFICATION
- SS2, Level 1 Certification
- License issued by DOH
- Philhealth accreditation
IMPORTANT
ASSUMPTIONS/RISKS
Manpower available
Technical support available
- Monitoring report
- 132 BHCs are functional by
2010
- 3 BHS upgraded (1Maripipi, 2
Naval
- RHU 2 in Naval (see Sit Ana)
Tuberculosis:
- Achieved/maintained TB Case
Detection Rate to 89.5% and TB
List of members
Minutes of meetings
Structures in place
- TB registry
- Philhealth/DOH
accreditation
Logistics available
Inter and intra- agency support
52
Tuberculosis :
- Achieving and maintaining
sputum positive case
detection rate to 89.5% and
TB cure rate to 88%
(Baseline: 2004)
- Ensure BCG immunization
of infants to 95% (Baseline:
2004 88.61%)
- Strengthen participation of
both government / private
practitioners on TB control
program
. Ensure timely distribution of
anti TB drugs
Diagnostic Committee
3. Accredit 7 RHUs and hospital- basedTB
DOTS centers
3.a Refurbishment of RHUs and BPH for TB
DOTS accreditation
3.b Provision of lacking equipment
4. Setting up of Integrated Quality Assurance
Measures and Monitoring System
4.a Continuing education/ skills enhancement
of health workers
4.b TEV for monitoring activities
5. Provision of CAT III Anti TB drugs from
LGU source; Philhealth benefits
- FHSIS
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
TARGETS /
INTERVENTIONS
II. REDUCE PUBLIC
HEALTH THREATS OF
INFECTIOUS AND NON
INFECTIOUS DISEASES
Strengthen IEC activities
and patient education
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
MEANS OF
VERIFICATION
IMPORTANT
ASSUMPTIONS/RISKS
Tuberculosis:
Logistics available
- TB registry
- Minutes of Mtg
- Philhealth/DOH
accreditation
- FHSIS
Pneumonia other Childhood
Infectious Diseases:
IMCI implemented
Death rate due to Pneumonia
reduced by 5% every year
Reduced morbidity due to
infectious diseases by 50%by
2010
-FHSIS
- External review
- Monitoring Report
53
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
TARGETS /
INTERVENTIONS
III. DISEASE FREE ZONE
INITIATIVE
RABIES:
Strengthen 3-pronged
approach in rabies
prevention and control in the
province.
LEPROSY / FILARIA:
Strengthen collaboration
with partners in services and
other stakeholders for social
mobilization and advocacy
activities and resource
sharing
Integration of leprosy and
filaria program to other health
services
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
MEANS OF
VERIFICATION
-FHSIS
- Health Mgt. Info system
(HMIS)
LGU Scorecard
1. Advocacy meetings
2. Training/skills development of health
workers
3. Provision of MDT drugs for leprosy
4. Annual Mass Drug Treatment for filaria 2
years old and above
5. Active case finding for leprosy and prompt
treatment of cases
6. Rehabilitation and prevention of disabilities
- FHSIS
IMPORTANT
ASSUMPTIONS/RISKS
Logistics available
54
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
TARGETS / INTERVENTIONS
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
INDICATORS
MEANS OF
VERIFICATION
IMPORTANT
ASSUMPTIONS/RISKS
2. Improve access to
reproductive health services
and FP commodities and
supplies
Philhealth report
CBMIS
HOMIS
In place
RIV, MR, PO
Certificate
In place
RIV, PO
FHSIS
FHSIS
FHSIS
CDLMIS
55
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
MEANS OF
INDICATORS
VERIFICATION
TARGETS / INTERVENTIONS
IV. STRENGTHEN HEALTH
PROMOTION AND DISEASE
PREVENTION & CONTROL
B. Childhealth and Nutrition
Achieving and Maintaining FIC
coverage to 95%
Reduce prevalence of
underweight children from
26.85% to 20%
Collaboration with other agencies
re:Bright Child Approach
IMPORTANT
ASSUMPTIONS/RISKS
Strong political support
1.
2.
3.
4.
Review of records
FHSIS
FHSIS
C. Adolescent Health
Improving youth access to
information and services
Study conducted
No. of LGUs and Partners
oriented
56
adopted
Trainings conducted
Institutionalized model
Program implemented
Certifcation, Attendance
sheet
1. Advocacy activities
2. Trainings /skills enhancement of health
workers
3. Regular chlorination of water
4. Construction of level III water in selected
municipalities
5. Provision of toilet bowls
Monitoring tools
C. Environmental Health &
Sanitation
Increase HH with access to
sanitary toilet facilities from71%
to 90% by 2010
Increase HH with access to safe
drinking water from 53% to 80%
Inter and interagency
collaboration
TARGETS / INTERVENTIONS
D. Oral Health Program
Reduce incidence of dental
caries among school children and
pre-schoolers by 50% by 2010
Strengthen collaboration and
partnership with Dep Ed
Promotion of oral health at all
levels of health facilities
SERVICE DELIVERY COMPONENT: Improved access and coverage of quality health care
CRITICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
MEANS OF VERIFICATION
INDICATORS
1. Regular stakeholders; meeting
2. Production of IEC
materials(infomercials)
3. Intensified orientation/advocacy
activities in pre and elementary
school
4. Provision of toothbrush and
toothpaste
5. Provision of dental supplies for
preventive and curative care
DEP ed Report
FHSIS
IMPORTANT
ASSUMPTIONS/RISKS
Strong political support
Available manpower
57
LHA
HEMS report
58
TARGETS /
INTERVENTIONS
I. ENSURE AVAILABILITY
AND ACCESS TO LOW
COST QUALITY DRUGS
Development of drug
procurement and
distribution system
Establishment of Functional
Therapeutic Committee at
the municipal and provincial
level with expanded role in
monitoring
Earmarked specific budget
allocation for program
drugs /medicines
II. ENHANCEMENT OF
SKILLS / CAPABILITY
TOWARDS TECHNICAL
EFFICINECY IN
PROCUREMENT SYSTEM
III. DEVELOP
MECHANISM FOR
ENACTMENT,
IMPLEMENTATION and
MONITORING OF
NATIONAL and LOCAL
LAWS
REGULATORY COMPONENT: Institutionalized regulatory mechanism that will ensure affordable and quality health services
CRTICAL ACTIVITIES
OBJECTIVELY VERIFIABLE
MEANS OF VERIFICATION
IMPORTANT
INDICATORS
ASSUMPTIONS/RISKS
1. Establishment of BNBs
2. TA on drug procurement and distribution
system ( Pooled procurement; PDI; drug
consignment)
3. Organize Functional Therapeutic
Committee
4. Capability building of Therapeutic
committee
5. Regular Meeting and monitoring
activities
6. SP/SB meetings on resolution to
earmarked specific budget
Technical Reports
Adherence to PNDF
Minutes of meeting
Baseline monitoring survey
Philhealth report
LHA
Technical Reports
Records Review
Logistics available
Technical report
LGU commitment for the passage
of health - related ordinances
59
Description
Type of
Expenditure
Timing and
Duration
Source of Financing
Other
Remarks
MOOE
1. TA on technical/mgt capacities
600,000 contract
price including VAT
GTZ
10,000/pax/25pax=
250,000
2nd Q of 2006
EC
10,000/pax/25pax=
250,000
3rd Q of 2006
LEAD
3rd Q of 2007
GTZ
Travelling expense
Travelling expense
800x2X25= 40,000
800x2X25= 40,000
2nd Q of 2006
3rd Q of 2006
PLGU/MLGU
PLGU/MLGU
Travelling expense
800x2X25= 40,000
3rd Q 2007
PLGU/MLGU
2. Training on:
a. Health Leadership and Mgt
b. Project Development
Capability Course
3. Lakbay - Aral
MOOE
1. TEVs for Health Leadership Mgt
2. TEVs for Project Development
Capability Course
3. TEVs for Lakbay - Aral
669773.25 /year
Regular
stakeholders' mtg
10,000/mtg/x12
months= 120,000
/year
2006 - 2010
CULION/GTZ/LEAD/PL
GU/MLGU
Integrated annual
planning workshop
75,000/ annually
2006-2010
DOH
60
TA
Non-monetary
incentives
1,500,000
TA
1,224,100
Skills training on
Health human
resource
300,000
2006 -2010
GTZ
2006
GTZ/PLGU
3rd Q of 2006
GTZ
2006 - 2010
PLGU
2006-2010
PLGU/MLGU
PS
MOOE
1. Training on ICT Literacy
Program
2. Operating Cost for
Institutionalization of BMS,
CBMIS, FHSIS, HOMIS
3. Training on data analysis
and utilization
4. Maintenance of new
equipment
Magna Carta
benefits
1,180,000/annum
300,000
1st Q of 2006
LEAD
2,000,000
3rd Q of 2006
-2007
GTZ/LEAD/PLGU/MLG
U/DOH
3500/pax/40pax=
140,000
2nd Q of 2006
DOH
8% of acquisition
cost 1 year after
purchase
336000 /year
Purchase of
software/hardware
100,000/RHU(8)
10(IPHO)
=1,800,000
2009
CO
3rd Q of 2007
EC
CO
2-way
radio
system
2. Provision of 5 ambulances
Purchase of 5
ambulances
4,500,000
1st Q of 2008
EC/Other Donors
1,250,000
3rd Q of 2007
JICA/EC
61
MOOE
1. Community assembly
Community
orientation on
referral system
8% of acquisition
cost 1 year after
purchase
8% of acquisition
cost 1 year after
purchase
100,000
4th Q of 2006
LEAD
200,000 annually
2006 - 2010
PLGU
360,000/annum
2009-2010
100,000/year
2008-2010
800x2x40=
64,000/annum
800x2x40= 64,000
2006 - 2010
PLGU
OOE
2. Strengthening of
systems in GIDA areas
CO
1. Provision of sea
ambulance - Maripipi Island
CO
1. Construction of BHS Higatangan Island
2. Provision of basic
equipment package Higatangan Island
2nd Q of 2006
Sea ambulance
1,200,000
2008
DOH
BHS construction
300,000
2008
Other Donors
Purchase of basic
equipment
package
200,000
2008
Other Donors
3. Strengthen GO/NGOs ,
POs partnership
MOOE
62
200,000
2007-2010
150,000
2007-2010
LEAD/PLGU/MLGU/Other
Donors
PLGU/MLGU
150,000
2007-2010
PLGU/MLGU/DOH
10,000/mtg semiannually
2006-2010
PLGU/MLGU
2007
DOH
30,000/Q =
120,000/yr
2007-2010
PLGU/MLGU
75,000 annually
2006-2010
DOH
100,000
Annual PIR at
Biliran
GOVERNANCE
1.A Increase technical and management capacities for
health workers /LCEs
2006
4,887,723
580,000
2007
2008
2009
8,763,72
3
11,973,723
840,00
4,211,72
3
-
2010
4,211,7
23
-
Total
33,998,6
16
1,420,
000
As a % of
Componen
t Total
As a %
of Grand
Total
100.0%
100.0%
4.2%
4.2%
63
MOOE
1. TA on technical/mgt capacities
600,00
600,
000
1.8%
1.8%
0.0%
0.0%
0.7%
0.7%
0.7%
0.7%
0.6%
0.6%
40,
0.1%
0.1%
40,
0.1%
0.1%
000
0.1%
0.1%
6,123,
616
18.0%
18.0%
9.8%
9.8%
2. Training on:
a. Health Leadership and Mgt
250,
250,000
000
250,
250,000
000
3. Lakbay - Aral
200,00
200,
000
MOOE
1. TEVs for Health Leadership Mgt
40,000
000
000
40,00
40,
0
1.B Systems development of ILHZ
1,664,723
1,114,72
3
1,114,723
1,114,7
23
1,114,
723
669,723.
25
120,0
00
669,723
.25
120,
000
MOOE
1. Operating cost for ILHZ's CHTF
669,723.25
2. Operating cost for stakeholders' meeting / orientation to
new LCEs
120,000
669,723.2
5
120,00
0
669,723.25
120,000
3,348,
616
600,
000
1.8%
1.8%
MOOE
1. Planning workshop
2. TA on Pop dev approach to local planning
75,000
500,000
75,000
250,00
0
75,000
250,000
75,000
250,0
00
75,000
250,
000
375,000
1,500,
000
1.1%
4.4%
1.1%
4.4%
0.9%
0.9%
0.0%
0.0%
31.8%
31.8%
17.3%
17.3%
0.0%
0.0%
MOOE
1. TA on Human Resource Dev't and Mgt. Plan
300,
300,000
000
2,120,000
4,480,00
0
1,180,000
1,180,00
0
1,180,000
1,516,0
00
1,516,
000
1,180,000
1,180,0
00
1,180,
000
10,812,
000
PS
1. Full implementation of Magna Carta (phase-in)
5,900,
000
MOOE
-
64
1,500,00
0
500,000
300,
000
2,000,
000
0.9%
0.9%
5.9%
5.9%
140,
0.4%
0.4%
672,
2.0%
2.0%
1,800,
000
5.3%
5.3%
31.3%
31.3%
7.0%
7.0%
13.2%
13.2%
3.7%
3.7%
0.3%
0.3%
2.9%
2.9%
2.1%
2.1%
0.9%
0.9%
320,
0.9%
0.9%
64,
0.2%
0.2%
0.0%
5.8%
0.0%
5.8%
3.5%
3.5%
0.9%
0.9%
0.6%
0.6%
000
336,0
00
336,
000
000
CO
1. ICT equipment package
1,800,00
0
CO
1,464,00
0
428,000
7,264,000
724,0
00
724,
000
1,200,00
0
10,654,
000
2,400,
000
4,500,
000
1,200,
000
MOOE
1. Community assembly
100,000
2. Medical Assistance Fund to EVRMC
200,00
200,000
200,000
3. Maintenance of ambulances
4. Maintenance of service vehicle
100,000
200,0
00
360,0
00
100,0
00
200,
000
360,
000
100,
000
100,
000
1,000,
000
720,
000
300,
000
OOE
1. TEVs for planning workshop
2. TEVs for data analysis/utilization
64,00
64,000
64,000
64,0
64,000
00
64,
000
000
000
1,700,000
CO
1.Provisionof sea ambulance-Maripipi Island
2.Construction of BHS - HigatanganIsland
3. Provision of basic equipment package-Higatangan
Island
MOOE
1,200,000
300,000
200,000
142,0
00
142,
000
1,984,
000
1,200,
000
300,
000
200,
000
65
96,0
96,
00
2. maintenance of BHS
00
00
000
520,0
00
000
000
30,0
520,00
20,000
520,000
0.6%
0.6%
60,
0.2%
0.2%
32,
0.1%
0.1%
2,100,
000
6.2%
6.2%
800,
2.3%
2.3%
600,
1.8%
1.8%
600,
1.8%
1.8%
0.3%
0.3%
2.8%
2.8%
480,
0.3%
1.4%
0.3%
1.4%
375,
1.1%
1.1%
30,
000
16,0
192,
000
000
16,
000
520,
MOOE
200,00
0
150,00
150,000
150,00
200,000
150,000
20,00
20,000
20,000
75,000
295,000
195,000
200,0
00
150,0
00
150,0
00
20,0
00
195,000
200,
000
000
150,
000
000
150,
000
000
20,
000
195,000
955,000
100,00
100,
0
2. Quarterly M/E LGU Scorecard
000
120,00
100,
000
120,000
75,00
75,000
Grand Total
4,887,723
8,763,72
3
75,000
11,973,723
120,0
00
75,0
00
120,
000
000
75,
000
000
4,211,72
3
4,211,7
23
34,048,6
16
12.4%
12.4%
100.0%
100.0%
25.7%
35.2%
Table 13.3. Health Investment Costs by Activity by Source of Financing, Biliran Province
(Governance Component)
Version No.
66
Provincial
LGU Budget
Municipal
LGU
Budget
7,578,
489
60,
000
6,87
0,127
60
,000
DOH Budget
3,270,0
00
-
EC Grant
LEAD
5,250,0
00
250,0
00
1,470,0
00
250,0
00
GTZ
3,220,0
00
800,0
00
Culion Foundtn
Philhealth
Cap/Claims
-
620,000
-
Other
Donors
/JICA
5,72
0,000
Total
33,998,616
1,420,000
MOOE
1. TA on technical/mgt capacities
600,0
00
600,000
2. Training on:
250,0
00
250,000
250,0
00
250,000
200,0
00
200,000
MOOE
20,
000
20
,000
20,
000
40,000
20
,000
20,
40,000
20
000
,000
1,652,
489
1,81
6,127
40,000
375,0
00
120,0
00
1,920,0
00
120,000
12
0,000
6,123,616
-
MOOE
1. Operating cost for ILHZ's CHTF
2. Operating cost for stakeholders' meeting
/ orientation to new LCEs
MOOE
1,592,
489
60,000
1,75
6,127
3,348,616
60,000
120,000
120,000
120,000
600,000
-
1. Planning workshop
375,0
00
120,000
375,000
1,500,0
00
1,500,000
MOOE
1. TA on Human Resource Dev't and Mgt.
Plan
300,0
00
300,000
67
3,536,
000
3,53
6,000
2,950,
000
2,95
0,000
140,0
00
1,800,0
00
800,0
00
500,0
00
500,000
10,812,000
-
PS
1. Full implementation of Magna Carta
(phase-in)
MOOE
5,900,000
-
300,0
00
250,
000
25
300,000
500,0
0,000
00
500,0
00
500,000
2,000,000
140,0
00
336,
000
140,000
33
6,000
672,000
CO
1,800,0
00
1,800,000
CO
1,780,
000
62
4,000
3,200,0
00
1,200,0
00
2,000,0
00
100,0
00
4,90
0,000
1,20
0,000
2,50
0,000
1,20
0,000
4,500,000
1,200,000
100,0
00
2,400,000
1. Community assembly
2. Medical Assistance Fund to EVRMC
3. Maintenance of ambulances
10,604,000
1,000,
000
288,
000
300,
000
100,000
1,000,000
720,000
43
2,000
300,000
OOE
160,
000
320,000
32
64,000
0,000
32,
000
16
,000
28
-
4,000
1,200,0
00
50
1,984,000
0,000
68
1,200,0
00
1,200,000
30
300,000
20
200,000
0,000
3. Provision of basic equipment packageHigatangan Island
0,000
-
MOOE
1. maintenance of sea ambulance
2,000
2. maintenance of BHS
,000
,000
550,
100,
32
32,000
600,0
200,
200,0
20
200,
20
2,100,000
20
800,000
0,000
200,0
00
0,000
200,0
600,000
20
200,0
600,000
00
50
100,000
,000
-
00
0,000
50,
200,0
00
00
0,000
000
00
10
000
4. Improve efficient and effective
Program management
MOOE
60,000
0,000
000
3. annual launching of healthy
municipality
4. Regular stakeholders meeting
60
0,000
000
2. annual launching of healthy barangay
192,000
55
000
19
955,000
955,000
100,0
100,000
480,0
480,000
375,0
375,000
00
2. Quarterly M/E of LGU score card
00
3. Program Implementation review
00
Grand Total
As a Percentage of Grand Total
7,578,
489
22.3%
6,87
0,127
20.2%
3,270,0
00
9.6%
5,250,0
00
15.4%
1,470,0
00
4.3%
3,220,0
00
9.5%
620,000
1.8%
0.0%
5,72
0,000
16.8%
33,998,616
100.0%
Table 13.4. Health Investment Costs by Type of Expenditure by Year, BILIRAN Province
GOVERNANCE COMPONENT
Version No.
Date: Dec. 14, 2005
69
Type of Expenditure
MOOE - Trainings/Workshops
1. Health Leadership & Mgt. Course
2. Project Development Capability Course
3. Planning Workshop
4. Program Implementation Review
5. ICT Literacy Program
6. Data analysis and utilization
MOOE - TA/Consultancy
2006
1,090,0
00
250,0
00
250,0
00
75,0
00
75,0
00
300,0
00
140,0
00
800,0
00
1. TA on technical/mgt capacities
2. TA on Human Resource Dev't and Mgt.
Plan
3. TA on Pop Dev approach
MOOE - Lakbay-Aral
1. Stakeholder's meeting
2. Community assembly
3. Regular stakeholders meeting
00
150,0
150,00
0
75,0
75,000
00
75,000
00
75,
000
75,00
0
250,0
00
150,
75,00
75,
000
250,00
0
500,0
250,0
00
250,000
00
250,
000
200,000
250,00
0
250,
000
200,000
240,0
00
640,0
640,000
00
120,000
00
120,0
00
640,00
0
120,0
640,
000
120,00
0
120,
000
100,000
20,0
00
20,0
20,000
00
200,000
00
150,000
00
150,000
00
20,00
0
200,0
200,00
150,0
1,169,7
23
669,723.
25
2,389,723
669,723.25
789,7
23
669,723.
25
14.8%
0.7%
14.8%
0.7%
22.2%
1.1%
22.2%
1.1%
17.8%
0.9%
8.3%
0.4%
100.0%
7.0%
25.0%
1.8%
12.5%
0.9%
1,500,0
00
200,0
00
200,0
00
2,800,0
00
600,0
00
100,0
00
62.5%
4.4%
100.0%
0.6%
100.0%
0.6%
100.0%
8.2%
21.4%
1.8%
150,
150,00
789,72
3
669,723.2
5
5.0%
3.6%
0.3%
100,0
3.6%
0.3%
800,0
28.6%
2.3%
600,0
21.4%
1.8%
00
000
100.0%
200,
150,00
150,0
1,690,0
00
250,0
00
250,0
00
375,0
00
375,0
00
300,0
00
140,0
00
2,400,0
00
600,0
00
300,0
00
00
000
As a % of
Grand
Total
20,
000
As a % of Type
of Expenditure
Total
000
0
75,0
850,000
2010
300,0
150,000
2009
00
2008
600,000
2007
00
600,0
21.4%
1.8%
000
150,
00
789,
723
669,72
3.25
5,928,6
16
3,348,6
16
100.0%
17.4%
56.5%
9.8%
70
500,0
00
1,500,000
100,000
120,0
00
-
100,0
96,00
96,
000
30,00
0
30,
000
16,00
0
100,0
00
200,0
200,0
200,000
3,050,000
00
100,00
100,
000
200,00
0
200,0
00
8,600,0
00
16,
000
0
200,0
00
200,
000
200,00
0
200,
000
1,800,000
2,400,000
4,500,0
00
1,200,0
00
300,0
00
200,0
00
3. Purchase of ambulances
4. Purchase of sea ambulance
5. Construction of BHS - Higatangan
6. Purchase of basic equipment package Higatangan
7. Purchase of service vehicle
360,
000
4. Maintenance of BHS
OOE - TEVs
336,
360,00
CO - Equipment/Ambulances
938,
000
200,000
1,250,000
208,0
00
64,0
104,000
40,000
100,0
1.7%
0.3%
480,0
8.1%
1.4%
1,976,0
00
672,0
00
720,0
00
192,0
00
60,0
00
32,0
00
100.0%
5.8%
34.0%
2.0%
36.4%
2.1%
9.7%
0.6%
3.0%
0.2%
1.6%
0.1%
300,0
00
1,000,0
00
1,000,0
00
11,650,00
0
1,800,0
00
15.2%
0.9%
100.0%
2.9%
100.0%
2.9%
100.0%
34.2%
15.5%
5.3%
2,400,000
4,500,0
00
1,200,0
00
300,0
00
200,0
00
20.6%
38.6%
7.0%
13.2%
10.3%
3.5%
2.6%
0.9%
1.7%
0.6%
1,200,0
00
504,0
00
40,0
00
10.7%
3.7%
100.0%
1.5%
7.9%
0.1%
00
000
336,00
938,00
0
00
5.9%
120,
000
MOOE - Incentives
120,00
0
00
33.7%
00
120,000
-
2,000,0
00
00
64,00
0
64,
000
71
64,0
00
64,0
64,000
00
64,00
0
64,
000
40,0
00
320,0
63.5%
0.9%
40,0
7.9%
0.1%
00
00
40,0
7.9%
0.1%
00
40,0
00
64,0
00
1,180,0
00
1,180,0
00
64,0
00
5,900,0
00
5,900,0
00
7.9%
0.1%
100.0%
17.3%
100.0%
17.3%
1,180,000
1,180,000
1,180,0
00
1,180,0
00
1,180,00
0
1,180,00
0
1,180,
000
1,180,
000
Grand Total
100.0%
4,887,723
14.4%
8,763,723
25.7%
11,973,723
35.2%
4,211,723
12.4%
4,211,723
12.4%
33,998,616
100.0%
Table 13.5 Health Investment Costs by Type of Expenditure by Source of Financing, Biliran
Province (Governance Component)
Version No.
72
Type of Expenditure
MOOE - Trainings/Workshops
Provincial LGU
Budget
-
Municipal
LGU Budget
DOH Budget
EC Grant
890,000
250,0
00
250,0
00
550,000
Culion
Foundt
n
GTZ
375,000
375,000
2,400,000
600,000
300,000
610,000
60,000
200,000
610,00
0
60,00
0
600,000
420,000
120,000
120,000
120,000
120,0
00
120,0
00
320,000
120,000
100,000
50,000
200,000
2. Community assembly
1,500,000
140,000
1. TA on technical/mgt capacities
MOOE - Meetings/Orientation
Other
Donors
/JICA
300,000
MOOE - Lakbay-Aral
Philhealth
Cap/Claim
250,000
3. Planning Workshop
MOOE - TA/Consultancy
LEAD
100,000
200,000
200,000
50,00
0
100,00
0
200,00
0
200,00
0
200,000
200,000
Total
As a % of
Type of
Expenditure
1,690
,000
250
,000
250
,000
375
,000
375
,000
300
,000
140
,000
2,400
,000
600
,000
300
,000
1,500
,000
200
,000
200
,000
2,800
,000
600
,000
100
,000
100
,000
100.0%
800
28.6%
600
21.4%
600
21.4%
200,000
14.8%
14.8%
22.2%
22.2%
17.8%
8.3%
100.0%
35.5%
12.5%
100.0%
100.0%
100.0%
21.4%
3.6%
3.6%
,000
200,000
,000
200,000
,000
73
1,842,489
1,592,489
250,000
2,006,12
7
1,756,12
7
250,00
0
580,000
500,000
500,000
500,000
500,000
500,0
00
500,0
00
5,928
,616
3,348
,616
2,000
,000
100.0%
100
1.7%
480
,000
1,976
,000
672
,000
720
,000
192
,000
60
,000
32
,000
300
,000
1,000
,000
1,000
,000
11,60
0,000
1,800
,000
2,400
,000
4,500
,000
1,200
,000
300
,000
200
,000
1,200
,000
504
,000
40
,000
8.1%
100,000
56.5%
33.7%
,000
4. LGU scorecard and other M & E tool for
implementation
MOOE - Equipment
480,000
924,000
336,000
288,000
300,000
MOOE - Incentives
1,000,000
1,000,000
CO - Equipment/Ambulances
1,052,00
0
336,00
0
432,00
0
192,00
0
60,00
0
32,00
0
1,200,000
5,000,0
00
1,800,0
00
1,200,0
00
2,000,0
00
5,400,000
1,200,000
2,500,000
1,200,000
300,000
200,000
OOE - TEVs
1. TEVs for Lakbay-Aral
1,200,000
252,000
20,000
252,00
0
20,00
0
100.0%
34.0%
36.4%
9.7%
3.0%
1.6%
15.2%
100.0%
100.0%
100.0%
15.5%
20.7%
38.8%
10.3%
2.6%
1.7%
10.3%
100.0%
7.9%
74
160,000
20,000
20,000
32,000
PS
2,950,000
2,950,000
Grand Total
7,578,489
22.3%
160,00
0
20,00
0
20,00
0
32,00
0
2,950,00
0
2,950,00
0
6,870,1
27
20.2%
320
63.5%
40
7.9%
40
7.9%
64
,000
5,900
,000
5,900
,000
12.7%
,000
,000
,000
-
3,270,00
0
9.6%
5,250,
000
15.4%
1,470,00
0
3,220,000
4.3%
9.5%
620,0
00
1.8%
0.0%
5,720,00
0
33,9
98,616
16.8%
100.00%
100.0%
100.0%
75
Version No.
Date: December 14, 2005
Changes from the Previous Version
Cost Item
Description
Type of
Unit Price/ Total
Expenditure
Cost
FINANCING
Increase and sustain PhilHealth insurance coverage to 85%
1. Incremental premiums
35,173,200
Philhealth premiums on top of
premiums currently paid to
achieve yearly targets for
indigent population
2. Congressional funds for
300,000/annum =
PhilHealth enrolment
1,500,000
3. Establishment of enrolment
desk in 8 RHUs and BPH
4. Orientation to business
establishments on inclusion of
premium payments for availing
mayor's permit
Timing and
Duration
Source of
Financing
2006 - 2010
PLGU/MLGU
2006 -2010
Congressional Fund
60 pax including
hospital personnel=
50,000
15 establishments x
2pax = 30 x 3
orientation = 5,000 /
orientation
2006
PhilHealth 8
2006 - 2010
PhilHealth 8
100,000 / year
2006 -2008
PhilHealth 8
15,000/ mtg X 2 =
30,000/yr
2006 - 2010
PLGU/MLGU
Other Remarks
76
2. Stakeholders' meeting on
resolution for adoption of
incremental increase of LGU
budget for health
Stakeholders' meeting
4 meetings: 2,000/
mtg=8000/yr
2006 -2010
PLGU/MLGU
TA / consultancy
Firm contract :
300,000
2006
GTZ
TA / consultancy
2006
GTZ
2006
EC
Individual contract
300,000
Firm contract :
200,000
Training cost:
3500/pax Biliran for
25 pax
2006
DOH
5. TA on client segmentation
for charging of user fees
6. Meetings on passage of
resolution on user fees
TA / consultancy
Firm contract:400,000
2006
GTZ
Series of meetings
Meetings:
2,000/mtg=4 mtgs
2007
PLGU/MLGU
7. Capability building on
project proposal dev't
Training cost:
3500/pax Tacloban for
25 pax
2006
LEAD
Travel allowance
2006
PLGU/MLGU
TA / consultancy
MOOE
1. TEVs for project proposal
development writing
Table 14.2. Health Investment Costs by Activity by Year, Biliran Province (Financing Component)
Version No.
Date: December 14, 2005
77
FINANCING
Increase and sustain PhilHealth insurance
coverage to 85%
1. Incremental premiums
2. Congressional funds for PhilHealth enrolment
2006
2007
5,285,32
0
3,732,32
0
3,367,320.00
300,00
0
2008
5,661,9
80
5,515,9
80
5,200,9
80
300,0
00
2009
7,487,6
40
7,349,6
40
7,034,6
40
300,0
00
2010
9,321,3
00
9,183,3
00
8,868,3
00
300,0
00
As a
% of
Grand
Total
100.0%
100.0%
94.6%
94.6%
90.4%
90.4%
3.9%
3.9%
0.0%
0.0%
50,0
0.1%
0.1%
75,0
0.2%
0.2%
500,0
1.3%
1.3%
0.0%
0.0%
1.3%
1.3%
0.5%
0.5%
0.0%
0.0%
0.4%
0.1%
0.4%
0.1%
Total
11,154,96
0
11,016,96
0
10,701,9
60
300,0
00
38,911,2
00
36,798,2
00
35,173,2
00
1,500,0
00
-
50,00
0
As a % of
Component
Total
00
15,00
15,0
00
100,00
0
15,0
00
100,0
00
15,0
00
100,0
00
15,0
00
100,0
00
00
100,0
00
00
-
100,00
0
100,0
00
38,00
Increase share of health expenditures in LGU
Budget
100,0
00
38,0
00
100,0
00
38,0
00
100,0
00
38,0
00
38,0
00
190,0
00
MOOE
30,00
500,0
00
30,0
00
8,00
0
30,0
00
8,0
00
30,0
00
8,0
00
30,0
00
8,0
00
150,0
00
8,0
00
40,0
00
78
1,415,00
0
8,0
00
1,423,0
00
3.7%
3.7%
0.0%
0.0%
300,0
0.8%
0.8%
300,0
0.8%
0.8%
200,0
0.5%
0.5%
87,5
0.2%
0.2%
400,0
1.0%
1.0%
8,0
0.0%
0.0%
87,5
0.2%
0.2%
0.0%
0.0%
0.1%
0.1%
300,00
0
00
300,00
0
3. TA on development of mechanism to retain
income
4. Training of hospital staff on hospital operations
and financial management
5. TA on client segmentation for charging of user
fees
6. Meetings on passage of resolution on user fees
00
200,00
00
87,50
00
400,00
00
8,0
00
00
87,50
0
00
OOE
1. TEVs for project proposal development writing
Grand Total
As a Percentage of Grand Total
40,00
0
5,285,32
0
13.6%
5,661,9
80
14.6%
7,487,6
40
19.2%
9,321,3
00
24.0%
11,154,96
0
28.7%
40,0
00
38,911,2
00
100.0%
100.0%
Table 14.3. Health Investment Costs by Activity by Source of Financing, Biliran Province (Financing Component)
Version No.
Date: December 14, 2005
Component/ Subcomponent/
Activity
Provincial
LGU
Budget
Municipal
LGU
Budget
DOH
Budget
EC
Grant
LEAD
GTZ
Culion
Foundtn
PhilHealth
Capitation/
Claims
Other
Donors
/JICA
Total
79
FINANCING
23,53
8,200
13,37
3,000
87,5
00
200,
000
23,419,
200
13,254,
000
1. Incremental premiums
21,919,
200
1,500,
000
13,254,
000
8
7,500
-
1,0
00,000
625,000
38,911,
200
125,000
36,798,2
00
35,173,2
00
1,500,0
00
-
50,000
50,00
0
75,000
75,00
0
500,000
500,00
0
MOOE
500,000
500,00
0
95,
000
95,
000
190,00
0
MOOE
75,
75,
000
000
20,000
20,000
150,00
0
40,000
24,
000
24,
000
87,50
0
200,0
00
87
,500
1,00
0,000
1,423,0
00
MOOE
30
0,000
0
30
0,000
3. TA on development of mechanism to retain
income
300,00
200,0
00
300,00
0
200,00
0
80
87,50
0
87,50
0
40
400,00
0,000
4,
000
4,0
8,00
00
87
,500
87,50
0
OOE
20,
000
Grand Total
As a Percentage of Grand Total
23,538,
200
60.5%
20,
40,00
000
13,373,
000
34.4%
0
87,50
0
0.2%
200,0
00
0.5%
87
,500
0.2%
1,00
0,000
2.6%
0.0%
625,000
1.6%
0.0%
38,911,20
0
100.0%
Table 14.4. Health Investment Costs by Type of Expenditure by Year, Biliran Province (Financing Component)
Version No.
Date: December 14, 2005
81
Type of Expenditure
MOOE - Incremental premiums/
congressional fund
PhilHealth premiums
Congressional fund
As a % of
Type of
Expendit
ure
As a % of
Grand
Total
100.0%
95.9%
94.2%
90.4%
4.1%
3.9%
0.0%
0.0%
100.0%
3.1%
25.0%
0.8%
25.0%
0.8%
16.7%
0.5%
33.3%
1.0%
0.0%
0.0%
273
100.0%
0.7%
75,0
27.5%
0.2%
150,0
54.9%
0.4%
40,0
14.7%
0.1%
2.9%
0.0%
725
100.0%
1.9%
50,0
6.9%
0.1%
500,0
69.0%
1.3%
87,5
12.1%
0.2%
87,5
12.1%
0.2%
2006
2007
2008
2009
2010
Total
3,667
,320
5,500
,980
5,200,
980
7,334
,640
7,034,
640
9,168
,300
8,868,
300
11,001
,960
10,701,
960
36,673
,200
35,173,2
00
300,
1,500,0
00
3,367,320.0
0
300,
000
300,
000
300,
000
300,
000
000
MOOE - TA / consultancy
TA on cost recovery scheme in BPH
TA on development of Hospital Business
Plan
TA on dev't of mechanism to retain income
TA on client segmentation for charging user
fees
1,200
,000
300,
000
300,
000
200,
000
400,
000
1,200
,000
300,0
00
300,0
00
200,0
00
400,0
00
53
,000
61
,000
15,
000
000
000
15,
000
30,
8,
53
,000
000
000
15,
000
30,
8,
53
,000
000
000
15,
000
30,
8,
53
,000
000
000
,000
15,
000
30,
8,
000
000
00
30,
8,
00
00
8,
8,0
000
325
,000
50,
000
100,
000
00
100
,000
100
,000
100
,000
100
,000
,000
00
100,
000
100,
000
100,
000
100,
000
00
87,
500
00
87,
82
500
00
-
OOE -
TEVs
40
,000
000
40,
00
Grand Total
5,285,320
5,661,980
7,487,640
9,321,300
13.6%
14.6%
19.2%
24.0%
11,154,960
28.7%
40
100.0%
0.1%
40,0
100.0%
0.1%
,000
38,911,200
100.0%
100.0%
Table 14.5. Health Investment Costs by Type of Expenditure by Source of Financing, Biliran Province (Financing
Component)
FINANCING COMPONENT
Version No.
83
Type of Expenditure
Provincial LGU
Budget
23,419,200
PhilHealth premiums
21,919,200
Congressional fund
1,500,000
Municipal LGU
Budget
13,254,000
DOH Budget
-
EC Grant
-
LEAD
Culion
Foundt
n
GTZ
-
PhilHealth
Capitation/
Claims
Other
Donors
/JICA
Total
-
36,673,200
13,254,000
35,173,200
1,500,000
-
MOOE - TA / consultancy
200,000
1,000,00
0
300,00
0
300,000
300,00
0
1,200,000
300,000
200,000
200,000
400,000
400,00
0
99,000
99,000
75,
-
273,000
000
75,000
75,
000
75,000
75,00
150,000
0
20,00
20,000
4,000
40,000
4,00
8,000
-
MOOE - Training
87,500
87,50
0
550,
000
50,
000
500,
000
725,000
50,000
500,000
87,500
84
management
87,500
87,50
0
87,500
-
OOE - TEVs
20,000
20,000
20,000
20,000
Grand Total
As a Percentage of Grand Total
40,000
40,000
23,538,200
13,373,000
87,500
60.5%
34.4%
0.2%
200,000
0.5%
87,50
0
0.2%
1,000,00
0
2.6%
0.0%
625,
000
1.6%
38,911,200
0.0%
100.0%
85
Version No.
Date: December 14, 2005
Changes from the Previous Version
Cost Item
Description
Type of
Expenditure
Timing and
Duration
Source of Financing
Subcomponent 1. UPGRADE CRITICAL CAPACITIES OF HEALTH FACILITIES AT THE RIGHT LEVELS AND RIGHT TIME
1. Renovation / Construction/ Upgrading Upgrade Physical Structure
building and other
111,724,000
of Hospitals
Following Standards
structure outlay
2010
HFEP
2. Construction of RHU'S
9, 094,764.67
2010
HFEP
4,400,000
2009
HFEP
improvement of existing
rooms to meet tb standards for
accreditation construction of
sink, division, cabinets and
paintings.
provision of equipment in
compliance to deficiencies
4,200,000
2009-2010
machineries and
equipment outlay
97, 648,000
2009-2010
HFEP/Cong. Funds
PROVISION OF BUDGET
FOR MAINTENANCE OF
STRUCTURES 3%
INVESTMENT COST and
EQUIPMENTS 10%
PURCHASED VALUE
BEGINNING SECOND (2ND)
YEAR AFTER
REPAIRS AND
MAINTENANCE
P122,842.94
P132,000.00
2010-2013
2010-2013
Macarthur LGU
Baybay LGU
P9, 764,800
2010-2013
Other Remarks
SERVICE DELIVERY
UNIT
MAINTENANCE OF
RENOVATED/CONSTRUCTED AREAS
and MACHINERIES AND EQUIPMENT
86
EQUIPMENT
OUTLAY
EQUIPMENT
OUTLAY
MACHINERIES
AND
EQUIPMENT
OUTLAY
MACHINERIES
AND
EQUIPMENT
OUTLAY
4,800,000
2010
MUN LGU
P1,572,500
2010
JICA
P 6, 296,000
2010
WHSMFN
INVESTMENT
P 69, 078,700
2010
WHSMFN
INVESTMENT
2006-2007
MLGU
Subcomponent 2. Upgrading, improvement of 8 RHU's to become Sentrong Sigla Phase 2 Level 1 certification
1. Upgrading of 2 RHU's for Phase II, Facility upgrading required to
Capital Outlay
200T/RHU/1.2M
Level SS certification
meet SS quality standards
(see annex_for details)
2. New equipment for 8 RHU's for SS
certification
Lacking equipment in SS
quality standards list in each of
the 8RHU's (see annex_for
details)
Facility upgrading required to
meet maternity care package
standards (see annex_for
details)
Capital Outlay
304,500 / RHU X 8
2006 - 2007
MLGU
Capital Outlay
5,600,000
700T/RHU
2006-2008
EC/JICA
Lacking equipment in
maternity care package
standards list in each of 8
RHU's (see annex_for details)
Capital Outlay
216,500/ RHU X 8
2006-2007
EC/JICA/PHILHEALTH
Capital Outlay
600,000.00
2006
CULION
87
Respective MLGU
7. Maintenance of equipment
a. SS certification
30,450/ RHU
21,650 / RHU
c. TB-DOTS Package
6,000/ RHU
MOOE
8 RHU's on SS
8 RHU's on MCP
7 RHU's /1 hosp basedon TBDOTS
MOOE
500,000
300,00O
170,000
Respective MLGU
2006-2007
2006-2007
2006 - 2007
LGU/DOH/
Yearly beginning
January 2009
MLGU
2009
2009-2010
2nd half of 2009,
2010
EC
EC/MLGU
DOH
Personal Services
1,030,000.00
Capital Outlay
Capital Outlay
MOOE
MHO: 335,700/yr
MT: 179,300/yr
2,500,000
1,000,000
800,000.00
MOOE
400,000
2010
MLGU
MOOE
MOOE
200,000
2009-2010
MLGU
88
1. TA - Organization of BHC's
MOOE
1,300,0
2006 - 2010
LEAD/Other Donors
00
MOOE
350,000.00
2007 onwards
LEAD
MOOE
200,000.00
2006
DOH/CFI/LEAD
Operating Expense on
meeting
MOOE
15,000/Q
2006-2010
DOH/CFI/LEAD
Skills/Traing cost
Provision of drugs/meds for
Category III patient (See
annex_for details)
MOOE
MOOE
105,328.00
OOE
2006 - 2010
2006 onwards
3 personnel x 400x4
2006 onwards
(QUARTERLY
5. TEV s for monitoring
25 pax 800x 2
6. TEVs for training
Travelling allowance
OOE
=P40,000
Subcomponent 6: On Pneumonia and other childhood infectious diseases; and other infectious/ non - infectious on adult
LEAD
PhilHealth/CFI/LGU
PLGU
MLGU/PLGU
Capital Outlay
600,000.00
2006
EC/JICA
MOOE
500,000.00
2006-2007
MOOE
905,900.00
2006
DOH/Culion/JICA/
EC/LEAD
PLGU/MLGU/Phil
Health Capitation
Firm contracts
MOOE
00
300,000.
2006
89
Operating expense
(See annex_for training
details)
MOOE
MOOE
MOOE
2006 - 2010
2006-2008
PLGU/MLGU
EC/PLGUMLGU/DOH
2006 onwards
PLGU/MLGU/DOH
Subcomponent 8: On Rabies
1. Advocacy activities
Operating expense
MOOE
MOOE
200,000.00
2006
LGU
MOOE
MOOE
600,000.00
400,000.00
ONGOING
2006-2010
LGU
LGU
Operating expense
MOOE
50,000/yr
2006 onwards
CFI
MOOE
112,500
2006 onwards
CFI
Provision of drugs
MOOE
766666/ yr x 3 years
2006 onwards
CFI
MOOE
2006 onwards
DOH
2006 onwards
CFI
MOOE
75,000
75,000 / yr
2006 onwards
PLGU/MLGU
90
Renovation cost
2. Provision of appropriate
equipment at all levels of care
Purchase of equipment
MCH
Operating expense
Capital Outlay
2006-2008
JICA
JICA
Capital Outlay
35 BHS @
200,000/BHS
last Q of 2006
JICA
MOOE
160,000.00
2006
LEAD
MOOE-TA
40,000.00
2006
PLGU/JICA/DOH
MOOE
MOOE
200,000.00
3000000:
P600,000/YR
2006
2006-2010
LEAD
PLGU/MLGU/
Philhealth capitation
MOOE
19,800,000.00
2006 ONWARDS
DOH/PLGU/MLGU
Incorporated in
SS
refurbishments
Hospital
Renovation
includes MCH
program of work
MOOE
MOOE
200,000/YR
BPH/ PLGU
MOOE
500,000.00
2006-2007
ECCD
MOOE
80,000.00
2006
ECCD
91
330,000.00
selected municipalites
identified see annex___
inter-agency meeting on
disaster preparedness
Basic and Advance Lif
eSupport Training
see Disaster Preparedness
Plan __
MOOE
2006
15000/LGU
Capital Outlay
ECCD
PLGU/MLGU
2009
OTHER DONOR
2006-2010
DOH/PLGU/MLGU
Capital Outlay
8,236 HH witout
sanitary toilets 3,
200,000
P60,000/yr
QUARTERLY mtg
2006 onwards
GTZ
MOOE
MOOE
700,000
2007
GTZ
MOOE
2006 onwards
2006 onwards
DEPeD; PLGU/MLGU
PLGU/LEAD
MOOE
50,000/yr
P206,800/yr total
eligible pop'n 8270
MOOE
MOOE
MOOE
MOOE
60,000/yr quarterly
mtg
3 batches 25
pax/batch at P87,500
per batch
Estimated : PPE s/
LGU: 200,000
PLGU/MLGU
PLGU
2006
2006 -onwards
Province will
designate
Sentinnel Officer
92
3. Designate Surveillance
Sentinel Officer
ASSUMPTIONS:
2006
PLGU
Province will
designate
Sentinnel Officer
2006
39,645,411.33
2007
65,884,411.33
2008
2009
2010
Total
As a % of
Component
Total
14,994,494.67
14,541,961.33
11,361,961.33
146,428,240.00
100.0%
As a % of
Grand Total
100.0%
93
22,197,250.00
40,357,250.00
11,369,000
6,160,000
18,140,000.00
1,793,333.33
1,793,333.33
1,793,333.33
67,934,500.00
46.4%
46.4%
0.0%
30.1%
12.4%
0.0%
2.4%
1.3%
0.2%
0.0%
10.9%
1,180,000.00
613,333.33
1,180,000.00
613,333.33
1,180,000.00
613,333.33
3,540,000.00
1,840,000.00
320,900.00
0.00
1,040,800.00
1,040,800.00
15,989,600.00
0.0%
30.1%
12.4%
0.0%
2.4%
1.3%
0.2%
0.0%
10.9%
7,010,000
9,140,000
13,480,000
44,093,600.00
18,140,000.00
160,450.00
160,450.00
4,919,500.00
8,988,500.00
600,000.00
2,100,000.00
1,000,000.00
2,436,000.00
3,500,000.00
1,600,000.00
2,436,000.00
5,600,000.00
0.0%
1.1%
1.7%
3.8%
0.0%
1.1%
1.7%
3.8%
649,500.00
1,082,500.00
1,732,000.00
1.2%
1.2%
600,000.00
600,000.00
0.4%
0.4%
0.0%
0.8%
0.0%
0.8%
0.3%
0.2%
0.1%
0.3%
3.8%
0.0%
0.7%
0.0%
1.7%
0.7%
0.3%
0.2%
0.1%
0.3%
3.8%
0.0%
0.7%
0.0%
1.7%
0.7%
MOOE
1. Maintenance of RHU renovated areas
2. Maintenance of equipment
a. SS certification
970,000.00
0.00
970,000.00
0.00
0.00
576000
576000
1,152,000.00
243,600.00
173,200.00
48,000.00
243,600.00
173,200.00
48,000.00
4,015,000.00
1,515,000.00
487,200.00
346,400.00
96,000.00
1,940,000.00
5,530,000.00
515,000.00
515,000.00
1,030,000.00
2,500,000.00
500,000.00
500,000.00
2,500,000.00
1,000,000.00
94
MOOE
1. Training of personnel in new RHU
400,000.00
1,650,000.00
1,300,000.00
350,000.00
510,128.00
0.00
270,128.00
0.00
270,128.00
0.0%
0.5%
0.0%
0.5%
100,000.00
0.00
200,000.00
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.1%
0.0%
0.00
1,650,000.00
1.1%
1.1%
170,128.00
1,300,000.00
350,000.00
1,390,640.00
0.0%
0.9%
0.2%
0.9%
0.0%
0.9%
0.2%
0.9%
0.0%
200,000.00
0.0%
0.1%
300,000.00
0.2%
0.2%
300,000.00
0.2%
0.2%
400,000.00
800,000.00
100,000.00
0.00
170,128.00
MOOE
200,000.00
60,000
100,000.00
60,000
100,000.00
60,000
100,000.00
60,000
60,000
105,328.00
105,328.00
105,328.00
105,328.00
105,328.00
526,640.00
0.4%
0.4%
4,800.00
4,800.00
4,800.00
4,800.00
4,800.00
24,000.00
40,000.00
0.0%
0.0%
0.0%
0.0%
905,900.00
5,929,500.00
4.0%
4.0%
905,900.00
600,000.00
500,000.00
4,529,500.00
0.4%
0.3%
3.1%
0.4%
0.3%
3.1%
40,000
1,455,900.00
1,755,900.00
250,000.00
905,900.00
600,000.00
250,000.00
905,900.00
905,900.00
905,900.00
905,900.00
905,900.00
95
300,000.00
660,000.00
480,000.00
480,000.00
480,000.00
480,000.00
300,000.00
2,580,000.00
0.2%
1.8%
0.2%
1.8%
0.0%
0.1%
0.3%
1.4%
0.0%
0.1%
0.3%
1.4%
200,000.00
1.0%
0.0%
0.1%
1.0%
0.0%
0.1%
MOOE
1. Advocacy activities
2. Capability building for health workers
3. Provision of drugs, medicines for lifestyle &
degeneratives diseases
Subcomponent 8: On Rabies
MOOE
1. Training of Mun. Veterinarians & Agricultural
Technicians
2. Provision of vaccines for dogs
3. Provision of anti-rabies vaccines through animal bite
centers
180,000.00
80,000.00
400,000.00
80,000.00
400,000.00
80,000.00
400,000.00
80,000.00
400,000.00
80,000.00
400,000.00
180,000.00
400,000.00
2,000,000.00
475,000.00
275,000.00
275,000.00
275,000.00
195,000.00
1,495,000.00
200,000.00
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
600,000.00
320,000.00
0.4%
0.2%
0.4%
0.2%
75,000.00
75,000.00
75,000.00
75,000.00
75,000.00
375,000.00
0.3%
0.3%
1,158,333.33
50,000.00
1,270,833.33
50,000.00
1,158,333.33
50,000.00
125,000.00
50,000.00
0.00
3,712,500.00
200,000.00
766,666.67
112,500.00
766,666.67
766,666.67
112,500.00
2,300,000.00
2.5%
0.1%
0.1%
1.6%
2.5%
0.1%
1.6%
0.5%
266,666.67
266,666.67
266,666.67
800,000.00
0.5%
0.0%
75,000.00
1,000,000.00
75,000.00
4,640,000.00
75,000.00
3,640,000.00
300,000.00
10,560,000.00
0.2%
7.2%
0.2%
7.2%
7,000,000.00
160,000.00
0.0%
4.8%
0.1%
0.0%
4.8%
0.1%
0.1%
0.1%
2.0%
0.1%
0.1%
2.0%
14.6%
0.0%
0.0%
14.6%
0.0%
0.0%
4. Advocacy activities
75,000.00
640,000.00
640,000.00
4,000,000.00
3,000,000.00
40,000.00
200,000.00
40,000.00
40,000.00
40,000.00
40,000.00
200,000.00
200,000.00
600,000
4,820,000.00
600,000
4,410,000.00
600,000
4,160,000.00
600,000
3,960,000.00
600,000
3,960,000.00
3,000,000
21,310,000.00
160,000.00
96
3,960,000.00
3,960,000.00
250,000
80,000
200,000.00
250,000
200,000.00
3,960,000.00
3,960,000.00
3,960,000.00
200,000.00
330,000.00
19,800,000.00
0.00
500,000.00
13.5%
0.0%
0.3%
0.0%
0.0%
0.0%
80,000.00
600,000.00
0.1%
0.4%
0.0%
0.4%
0.00
0.0%
0.0%
330,000.00
0.2%
0.2%
135,000.00
1,735,000.00
1,735,000.00
135,000.00
135,000.00
3,875,000.00
2.6%
2.6%
135,000.00
135,000.00
135,000.00
135,000.00
135,000.00
675,000.00
0.5%
0.5%
1,600,000.00
1,600,000.00
3,200,000.00
316,800.00
1,641,800.00
316,800.00
941,800.00
266,800.00
3,484,000.00
60,000.00
60,000.00
700,000.00
60,000.00
60,000.00
60,000.00
300,000.00
700,000.00
100,000.00
1,034,000.00
2.2%
2.4%
0.0%
0.2%
0.5%
0.1%
0.7%
2.2%
2.4%
0.0%
0.2%
0.5%
0.1%
0.7%
206,800.00
206,800.00
1,350,000.00
0.9%
0.9%
MOOE
Grand Total
As a Percentage of Grand Total
50,000.00
206,800.00
50,000.00
206,800.00
206,800.00
675,000.00
675,000.00
347,500.00
60,000.00
260,000.00
60,000.00
260,000.00
987,500.00
0.7%
0.7%
60,000.00
60,000.00
60,000.00
60,000.00
60,000.00
300,000.00
87,500.00
0.2%
0.1%
0.2%
0.1%
200,000.00
600,000.00
0.4%
0.4%
11,361,961.33
7.8%
146,428,240.00
100.0%
87,500.00
200,000.00
39,645,411.33
0.27
200,000.00
65,884,411.33
45.0%
14,994,494.67
10.2%
14,541,961.33
9.9%
100.0%
97
Table 15.3. Health Investment Costs by Activity by Source of Financing, Province of Biliran
(Service Delivery Component)
Version No.
Date: December 14, 2005
Component/ Subcomponent/
Activity
SERVICE DELIVERY
Subcomponent 1. Increase bed capacity
of Biliran Provincial Hospital from 25 to
50 and upgrade capabilility to
secondary care hospital
Provincial
LGU Budget
Municipal
LGU Budget
DOH
EC Grant
LEAD
10,961,667.00
15,177,933.00
17,250,900.00
54,132,800.00
2,870,000.0
0
320,900.00
40,196,800.00
5,380,000.00
CULION
Foundation
PhilHealth
Cap/Claims
2,962,500.00
10,206,140.00
GTZ
1,387,500.0
0
JICA/Other
Donors
(ECCD)
Total
31,478,800.00
146,428,240.00
22,036,800.00
67,934,500.00
98
Capital Outlay
1. Const. & renovation of BPH
22,056,800.00
18,140,000.00
22,036,800.00
MOOE
1. Maintenance of constructed &
renovated areas of BPH
2. Maintenance of new equipment
3,540,000.00
1,840,000.00
320,900.00
10,667.00
2,670,933.00
600,000.00
1,970,000.00
5,836,000.00
970,000.00
0.00
4,532,000.00
2,436,000.00
2,436,000.00
2,800,000.00
600,000.00
10,667.00
5,600,000.00
1,732,000.00
1,732,000.00
0.00
1,152,000.00
0.00
487,200.00
346,400.00
96,000.00
0.00
2. Maintenance of equipment
a. SS certification
2,800,000.00
600,000.00
1,152,000.00
1,840,000.00
320,900.00
0.00
15,989,600.00
0.00
1,600,000.00
MOOE
0.00
1,000,000.00
c. TB-DOTS Package
0.00
0.00
44,093,600.00
18,140,000.00
0.00
3,540,000.00
487,200.00
346,400.00
85,333.00
970,000.00
970,000.00
1,940,000.00
99
0.00
1,430,000.00
800,000.00
3,300,000.00
0.00
0.00
0.00
Personal Services
1. New plantilla position for MD, Medical
Technologist
Capital Outlay
1. Construction of new RHU
MOOE
800,000.00
0.00
200,000.00
0.00
200,000.00
1,650,000.0
0
1,650,000.00
0.00
1,300,000.00
MOOE
1,300,000.0
0
350,000.00
1. TA - Organization of BHC's
3. Capability building of BHC's
Subcomponent 5. On Tuberculosis
Prevention and Control
32,000.00
32,000.00
500,000.00
826,640.00
350,000.00
0.00
1,390,640.00
300,000.00
0.00
200,000.00
300,000.00
MOOE
1. Organize PPM - DOTS
200,000.00
300,000.00
300,000.00
526,640.00
24,000
8000
32000
5,530,000.00
0.00
2,500,000.00
1,000,000.00
0.00
800,000.00
0.00
2,500,000.00
800,000.00
200,000.00
0.00
0.00
1,030,000.00
1,030,000.00
0.00
526,640.00
24,000.00
40,000.00
0.00
100
500,000.00
600,000.00
4,529,500.00
0.00
600,000.00
500,000.00
500,000.00
4,529,500.00
90,000.00
90,000.00
1. Advocacy activities
2. Capability building for health workers
90,000.00
90,000.00
400,000.00
2,000,000.00
2,580,000.00
2,000,000.00
180,000.00
400,000.00
2,000,000.00
0.00
425,000.00
400,000.00
320,000.00
200,000.00
600,000.00
320,000.00
150,000.00
225,000.00
0.00
0.00
375,000.00
0.00
3,712,500.00
800,000.00
0.00
0.00
0.00
0.00
0.00
2,912,500.00
200,000.00
112,500.00
0.00
0.00
0.00
0.00
0.00
0.00
1,495,000.00
200,000.00
1,070,000.00
200,000.00
300,000.00
400,000.00
4,529,500.00
300,000.00
5,929,500.00
600,000.00
Subcomponent 8: On Rabies
300,000.00
0.00
200,000.00
112,500.00
2,300,000.00
800,000.00
300,000.00
300,000.00
101
450,000.00
1,050,000.00
260,000.00
3,000,000.00
250,000.00
50,000.00
1,500,000.00
0.00
4,000,000.00
10,560,000.00
4,000,000.00
7,000,000.00
Capital Outlay
1. Renovation of BHS and hospital for
MCH
3,000,000.00
MOOE
2.Training of health workers on emergency
obstetric case
3Operating expense on maternal death
review
4. Advocacy activities
5. Provision of family planning
commodities and supplies
160,000.00
160,000.00
100,000.00
50,000.00
50,000.00
200,000.00
200,000.00
450,000.00
1,050,000.00
2,580,000.00
7,920,000.00
200,000.00
3,000,000.00
1,500,000.00
9,900,000.00
0.00
0.00
0.00
0.00
0.00
910,000.00
21,310,000.00
0.00
1,980,000.00
7,920,000.00
9,900,000.00
19,800,000.00
0.00
600,000.00
600,000.00
500,000.00
500,000.00
80,000.00
80,000.00
330,000.00
0.00
330,000.00
0.00
3,875,000.00
Capital Outlay
1. Purchase of 66 weighingscales on
identified BHS
Subcomponent
12:Environmental Health&
Sanitation
1. Operating expense on regular
chlorination of water
2. Provision of toilet bowls
Subcomponent 13: Oral Health
75,000.00
1,400,000.00
75,000.00
600,000.00
1,034,000.00
800,000.00
100,000.00
1,200,000.00
1,200,000.00
0.00
0.00
0.00
0.00
675,000.00
1,200,000.00
0.00
1,200,000.00
0.00
0.00
0.00
1,350,000.00
1,000,000.0
0.00
3,200,000.00
3,484,000.00
102
Program
MOOE
0.00
300,000.00
700,000.00
100,000.00
300,000.00
700,000.00
100,000.00
1,034,000.00
1,034,000.00
1,350,000.00
1,350,000.00
987,500.00
240,000.00
60,000.00
600,000.00
87,500.00
MOOE
Grand Total
As a Percentage of Grand Total
240,000.00
0.00
300,000.00
87,500.00
60,000.00
87,500.00
600,000.00
600,000.00
10,961,667.00
15,177,933.00
17,250,900.00
54,132,800.00
7.5%
10.4%
11.8%
37.0%
2,870,000.0
0
2.0%
2,962,500.00
10,206,140.00
2.0%
7.0%
1,387,500.0
0
0.9%
31,478,800.00
146,428,240.00
21.5%
100.0%
103
Type of Expenditure
MOOE - Training/Workshops
Training of BPH personnel
Training of RHU personnel on SS, Maternity
Care & TB-DOTS packages
Training of personnel in new Naval RHU
Capability building of BHC's
2006
2007
2008
2009
2010
Total
As a % of
Type of
Expenditure
As a %
of
Grand
Total
2,600,450.00
160,450.00
970,000.00
1,922,950.00
160,450.00
970,000.00
180,000.00
0.00
0.00
480,000.00
0.00
0.00
480,000.00
0.00
0.00
5,750,900.00
320,900.00
1,940,000.00
100.0%
5.6%
33.7%
3.9%
0.2%
1.3%
0.00
350,000.00
0.00
0.00
0.00
0.00
400,000.00
0.00
400,000.00
0.00
800,000.00
350,000.00
13.9%
6.1%
0.5%
0.2%
104
100,000.00
100,000.00
100,000.00
0.00
0.00
300,000.00
5.2%
0.2%
250,000.00
80,000.00
250,000.00
80,000.00
0.00
80,000.00
0.00
80,000.00
0.00
80,000.00
500,000.00
400,000.00
8.7%
7.0%
0.3%
0.3%
200,000.00
0.00
0.00
0.00
0.00
200,000.00
3.5%
0.1%
112,500.00
2.0%
0.1%
112,500.00
160,000.00
0.00
0.00
0.00
0.00
160,000.00
2.8%
0.1%
250,000.00
80,000.00
87,500.00
250,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
500,000.00
80,000.00
87,500.00
8.7%
1.4%
1.5%
0.3%
0.1%
0.1%
1,600,000.00
1,300,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,600,000.00
1,300,000.00
100.0%
81.3%
1.1%
0.9%
300,000.00
0.00
0.00
0.00
0.00
300,000.00
935,000.00
200,000.00
60,000.00
305,000.00
405,000.00
305,000.00
255,000.00
60,000.00
60,000.00
60,000.00
60,000.00
2,155,000.00
200,000.00
300,000.00
18.8%
0.0%
100.0%
9.3%
13.9%
0.2%
0.0%
1.5%
0.1%
0.2%
180,000.00
0.00
0.00
0.00
0.00
180,000.00
8.4%
0.1%
75,000.00
50,000.00
200,000.00
75,000.00
50,000.00
75,000.00
50,000.00
75,000.00
50,000.00
75,000.00
0.00
375,000.00
200,000.00
200,000.00
17.4%
9.3%
9.3%
0.3%
0.1%
0.1%
0.00
0.00
50,000.00
0.00
0.00
0.00
0.0%
0.0%
0.0%
0.0%
60,000.00
60,000.00
60,000.00
60,000.00
60,000.00
300,000.00
13.9%
105
50,000.00
60,000.00
60,000.00
60,000.00
60,000.00
1,756,000.00
576,000.00
1,180,000.00
1,180,000.00
0.00
1,180,000.00
576,000.00
576,000.00
0.00
0.00
50,000.00
613,333.33
613,333.33
100,000.00
4.6%
60,000.00
300,000.00
13.9%
1,180,000.00
1,180,000.00
4,692,000.00
100.0%
3.2%
1,180,000.00
1,180,000.00
3,540,000.00
75.4%
2.4%
1,152,000.00
24.6%
0.8%
100.0%
66.4%
17.6%
12.5%
1.9%
1.3%
0.3%
0.2%
3.5%
0.1%
1,078,133.33
613,333.33
243,600.00
173,200.00
1,078,133.33
613,333.33
243,600.00
173,200.00
2,769,600.00
1,840,000.00
487,200.00
346,400.00
48,000.00
48,000.00
96,000.00
100.0%
25.8%
0.5%
1.4%
0.1%
0.4%
7,411,361.33
7,411,361.33
7,411,361.33
6,478,028.00
6,398,028.00
0.00
105,328.00
0.00
105,328.00
0.00
105,328.00
100,000.00
105,328.00
100,000.00
105,328.00
37,760,140.0
0
200,000.00
526,640.00
905,900.00
905,900.00
905,900.00
905,900.00
905,900.00
4,529,500.00
12.0%
3.1%
400,000.00
400,000.00
400,000.00
400,000.00
400,000.00
2,000,000.00
5.3%
1.4%
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
80,000.00
120,000.00
0.00
600,000.00
320,000.00
1.6%
0.8%
0.4%
0.2%
766,666.67
266,666.67
3,960,000.00
766,666.67
266,666.67
3,960,000.00
766,666.67
266,666.67
3,960,000.00
0.00
0.00
3,960,000.00
0.00
0.00
3,960,000.00
2,300,000.00
800,000.00
19,800,000.0
0
6.1%
2.1%
52.4%
1.6%
0.5%
13.5%
106
200,000.00
119,800.00
75,000.00
4,800.00
40,000.00
200,000.00
40,000.00
135,000.00
600,000.00
206,800.00
600,000.00
206,800.00
600,000.00
206,800.00
600,000.00
206,800.00
600,000.00
206,800.00
3,000,000.00
1,034,000.00
7.9%
2.7%
2.0%
0.7%
700,000.00
675,000.00
0.00
0.00
0.00
675,000.00
0.00
0.00
700,000.00
1,350,000.00
1.9%
3.6%
0.5%
0.9%
0.00
79,800.00
75,000.00
4,800.00
200,000.00
79,800.00
75,000.00
4,800.00
0.00
79,800.00
75,000.00
4,800.00
200,000.00
4,800.00
0.00
4,800.00
200,000.00
40,000.00
135,000.00
200,000.00
40,000.00
135,000.00
0.00
40,000.00
135,000.00
0.00
40,000.00
135,000.00
600,000.00
1,839,000.00
300,000.00
24,000.00
40,000.00
600,000.00
200,000.00
675,000.00
1.6%
100.0%
16.3%
1.3%
2.2%
32.6%
10.9%
36.7%
0.4%
1.3%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
24,736,800.00
30,556,800.00
3,000,000.00
2,500,000.00
0.00
100.0%
41.5%
22,036,800.00
22,056,800.00
0.00
0.00
0.00
72.5%
30.1%
600,000.00
2,100,000.00
1,000,000.00
3,500,000.00
0.00
0.00
0.00
0.00
0.00
0.00
60,793,600.0
0
44,093,600.0
0
1,600,000.00
5,600,000.00
2.6%
9.2%
1.1%
3.8%
0.00
2,179,500.00
0.00
4,000,000.00
21,658,500.00
0.00
3,000,000.00
0.00
2,500,000.00
0.00
500,000.00
0.00
0.00
500,000.00
4.1%
11.5%
100.0%
1.7%
4.8%
19.1%
0.00
18,140,000.00
0.00
0.00
0.00
64.7%
12.4%
0.00
649,500.00
2,436,000.00
1,082,500.00
0.00
0.00
0.00
0.00
0.00
0.00
2,500,000.00
7,000,000.00
28,038,000.0
0
18,140,000.0
0
2,436,000.00
1,732,000.00
8.7%
6.2%
1.7%
1.2%
600,000.00
0.00
0.00
0.00
0.00
600,000.00
2.1%
0.4%
0.00
600,000.00
330,000.00
0.00
0.00
500,000.00
500,000.00
0.00
1,600,000.00
0.00
0.00
0.00
1,600,000.00
0.00
0.00
0.00
0.00
515,000.00
515,000.00
0.00
0.00
515,000.00
515,000.00
1,000,000.00
600,000.00
330,000.00
3,200,000.00
1,030,000.00
1,030,000.00
3.6%
2.1%
1.2%
11.4%
100.0%
100.0%
0.7%
0.4%
0.0%
0.0%
0.7%
0.7%
0.00
0.00
107
Technologist
Grand Total
As a Percentage of Grand Total
41,338,911.33
62,510,411.33
12,869,494.67
13,115,961.33
10,410,961.33
28.2%
42.7%
8.8%
9.0%
7.1%
146,428,240.
00
100.0%
100.0%
100.0%
108
Table 15.5. Health Investment Costs by Type of Expenditure by Source of Financing, Biliran
Province (Service Delivery Component)
Version No.
Date: December 14, 2005
Type of Expenditure
MOOE - Training/Workshops
Provincial
LGU Budget
Municipal
LGU Budget
200,000.00
800,000.00
DOH
EC Grant
2,650,900.00
320,900.00
970,000.00
0.00
LEAD
1,320,000.00
CULION
Foundation
PhilHealth
Cap/Claims
112,500.00
0.00
GTZ
87,500.00
JICA/Oth
er
Donors
(ECCD)
580,000.00
Total
5,750,900.00
320,900.00
970,000.00
1,940,000.00
800,000.00
800,000.00
350,000.00
350,000.00
300,000.00
300,000.00
500,000.00
500,000.00
400,000.00
400,000.00
0.00
200,000.00
200,000.00
112,500.00
112,500.00
160,000.00
160,000.00
500,000.00
500,000.00
80,000.00
80,000.00
87,500.00
1,300,000.00
0.00
0.00
0.00
0.00
1,300,000.00
300,000.00
0.00
0.00
0.00
300,000.00
0.00
0.00
1,600,000.00
1,300,000.00
300,000.00
109
480,000.00
475,000.00
200,000.00
0.00
200,000.00
300,000.00
300,000.00
0.00
90,000.00
90,000.00
150,000.00
225,000.00
300,000.00
180,000.00
375,000.00
200,000.00
200,000.00
200,000.00
200,000.00
100,000.00
100,000.00
300,000.00
240,000.00
60,000.00
3,540,000.00
1,152,000.00
3,540,000.00
2,155,000.00
200,000.00
300,000.00
200,000.00
200,000.00
300,000.00
300,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4,692,000.00
3,540,000.00
1,152,000.00
1,152,000.00
0.00
1,850,667.00
1,840,000.00
918,933.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2,769,600.00
1,840,000.00
487,200.00
487,200.00
346,400.00
346,400.00
10,667.00
85,333.00
96,000.00
4,184,000.00
9,370,000.00
200,000.00
11,300,000.00
0.00
0.00
2,300,000.00
9,906,140.00
700,000.00
0.00
37,760,140.00
200,000.00
526,640.00
526,640.00
4,529,500.00
4,529,500.00
2,000,000.00
2,000,000.00
110
400,000.00
320,000.00
200,000.00
320,000.00
2,300,000.00
1,980,000.00
7,920,000.00
450,000.00
1,050,000.00
800,000.00
800,000.00
9,900,000.00
19,800,000.00
1,500,000.00
700,000.00
632,000.00
100,000.00
600,000.00
0.00
50,000.00
0.00
0.00
8,000.00
1,839,000.00
300,000.00
24,000.00
32,000.00
40,000.00
600,000.00
600,000.00
100,000.00
75,000.00
600,000.00
0.00
600,000.00
50,000.00
30,356,800.00
22,056,800.00
600,000.00
50,000.00
200,000.00
675,000.00
1,000,000.00
28,836,800
.00
22,036,800
.00
1,000,000.00
3,000,000.00
2,800,000.
00
2,500,000.00
1,000,000.00
1,200,000.00
24,376,000.00
600,000.00
200,000.00
28,038,000.00
1,732,000.00
600,000.00
600,000.00
800,000.00
1,000,000.00
600,000.00
330,000.00
1,200,000.00
7,000,000.00
2,436,000.00
1,732,000.
00
600,000.00
800,000.00
5,600,000.00
18,140,000.00
2,436,000.00
44,093,600.00
2,500,000.00
4,000,000.
00
2,062,000.
00
18,140,000.00
60,793,600.00
1,600,000.00
0.00
300,000.00
2,800,000.00
350,000.00
24,000.00
1,350,000.00
600,000.00
707,000.00
700,000.00
1,350,000.00
3,000,000.00
1,034,000.00
2,300,000.00
1,034,000.00
600,000.00
1,200,000.00
330,000.00
3,200,000.00
111
0.00
1,030,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,030,000.00
0.00
1,030,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,030,000.00
10,961,667.00
15,977,933.00
16,450,900.00
54,732,800.00
2,870,000.00
2,962,500.00
10,206,140.00
1,387,500.
31,478,800
146,428,240.
7.5%
10.9%
11.2%
37.4%
2.0%
2.0%
7.0%
0.9%
21.5%
100.0%
Grand Total
As a percentage of grand total
112
Description
Type of
Expenditur
e
Timing and
Duration
Source of
Financing
Other Remarks
REGULATORY
Subcomponent 1: Ensure availability of low-cost quality drugs
A. Establishment of BNBs
MOOE
1. Seed capital for BNBs
2006 - 2010
DOH/PCSO
2006 -2010
PLGU/MLGU
2006- 2010
PLGU/MLGU
TA cost = 600,000
3,500,000
2006
2006 -2010
GTZ
PLGU/MLGU
300,000
2006 -2010
Consultancy
Drugs/Meds
Description
Type of
Expenditur
e
Timing and
Duration
Other Remarks
113
REGULATORY
2. Training on drug supply and
management
2006
GTZ
2006
DOH / EC
MOOE
1. TEVs for training of BNB
operators
TEV allowance
800/dayx2x110= 176,000
2006
PLGU/MLGU
TEV allowance
800/dayx2x25= 80,000
2006-2010
PLGU/MLGU
200,000.00
LEAD
125,000.00
2007
DOH
Subcomponent 2. Develop Mechanisms for Enactment / Implementation of National and Local Laws
MOOE
1. TA for health workers Consultancy
incentives/disincentives
mechanism for TBAs, mandatory
dog vaccination, smoking - free
province
2. TA on establishing provincial
Training workshop
regulatory framework
3. Stakeholders' meetings for
adoption of laws and ordinances
Stakeholders' meeting
2006 - 2010
PLGU/MLGU/ Capitation
Fund
3,500.pax x 15 pax x
3days= 157,500
EC
TEV allowance
PLGU/MLGU
114
2006
2007
2008
2009
2010
3,170
,000
2,728
,500
1,595
,000
1,410
,000
1,470
,000
1,410
,000
1,470
,000
1,410
,000
1,470
,000
1,410
,000
9,17
As a % of
Componen
t Total
100.0%
As a % of
Grand
Total
100.0%
8,36
91.2%
91.2%
0.0%
0.0%
Total
5,000
8,500
MOOE
1. Seed capital for BNBs
2. Training of BNB operators
550,000
110,
000
550,
000
110,
000
550,
000
110,
000
550,
000
110,
000
550,
000
110,
000
000
0.0%
0.0%
30.0%
30.0%
6.0%
6.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
6.5%
6.5%
38.1%
38.1%
0.0%
0.0%
0.0%
0.0%
300,
3.3%
3.3%
125,
1.4%
1.4%
287,
3.1%
3.1%
0.0%
0.0%
1.9%
1.9%
As a % of
Componen
t Total
0.9%
As a % of
Grand
Total
0.9%
2,750,
550,
000
600,
000
700,
000
600,
000
700,
000
700,
000
700,
000
700,
000
3,500,
000
100,
000
125,
000
287,
500
50,
000
50,
000
50,
000
50,
000
000
000
500
OOE
1. TEVs for training of BNB
operators
Component/ Subcomponent/
Activity
2. TEVs for Therapeutic
176,
000
2006
176,
000
2007
80,
2008
2009
2010
Total
80,
115
Committee
000
000
Subcomponent 2. Develop
Mechanisms for Enactment /
Implementation of National and
Local Laws
MOOE
441
,500
200,
000
60
,000
60
,000
60
,000
6,500
80
8.8%
8.8%
0.0%
0.0%
200,
2.2%
2.2%
125,
1.4%
1.4%
300,
3.3%
3.3%
157,
1.7%
1.7%
24,
0.3%
0.3%
2. TA on establishing provincial
regulatory framework
3. Stakeholders' meetings for
adoption of laws and ordinances
000
157,
500
185
,000
000
60,
000
125,
000
60,
000
000
000
60,
000
60,
000
60,
000
500
24,
000
Grand Total
3,170,
000
1,595,
000
1,470,
000
1,470,
000
1,470,
000
34.6%
17.4%
16.0%
16.0%
16.0%
9,175,
000
100.0%
100.0%
116
Provincial
LGU Budget
Municipal
LGU Budget
2,165,00
0
2,153,00
0
2,165,00
0
2,153,00
0
DOH
Budget
1,787,5
00
1,662,5
00
EC Grant
357,500
200,000
LEAD
300,
000
100,
000
GTZ
725,
000
725,
000
CULION
Fndtn
-
PhilHealth
Capitation
/Claims
300,
000
PCSO
1,375,
000
1,375,
000
Total
9,175
,000
8,368
,500
As a % of
Component
Total
As a % of
Grand
Total
100.0%
100.0%
91.2%
91.2%
0.0%
0.0%
0.0%
0.0%
30.0%
30.0%
6.0%
6.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
6.5%
6.5%
38.1%
38.1%
0.0%
0.0%
0.0%
0.0%
As a % of
Component
Total
As a % of
Grand
Total
MOOE
1. Seed capital for BNBs
2. Training of BNB operators
1,375,0
00
275,00
0
1,375,
000
275,00
0
B. Establish a functional
Drug Management System
B.1. Earmark specific budget
allocation for drugs and
medicines
MOOE
2,750
,000
550
,000
-
1. TA on pooled/bulk
procurement
2. Purchase of drugs and
medicines
B.2. Functional Therapeutic
Committee
OOE
600,
000
1,750,00
0
600
,000
3,500
,000
1,750,00
0
Component/
Subcomponent/ Activity
Provincial
LGU Budget
Municipal
LGU Budget
DOH
Budget
EC Grant
LEAD
GTZ
CULION
Fndtn
PhilHealth
Capitation
/Claims
PCSO
Total
117
1. Organizational/
consultative meetings of
Therapeutic Committee
2. Training on drug supply
and management
200,
000
100,
000
125,
000
3. TA for Therapeutic
Committee to include
training on rational drug use
OOE
87,
200,000
500
300
,000
3.3%
3.3%
125
,000
1.4%
1.4%
287
,500
3.1%
3.1%
0.0%
0.0%
1.9%
1.9%
0.9%
0.9%
0.0%
0.0%
8.8%
8.8%
0.0%
0.0%
200
,000
2.2%
2.2%
125
,000
1.4%
1.4%
As a % of
Component
Total
As a % of
Grand
Total
300
,000
3.3%
3.3%
157
,500
1.7%
1.7%
88,00
0
88,00
176
,000
8
0,000
0
40,00
40,00
0
Subcomponent 2. Develop
Mechanisms for
Enactment /
Implementation of National
and Local Laws
MOOE
12,00
0
12,00
0
125,
000
157,500
200,
000
300,
000
806
,500
200,
000
125,
000
Provincial
LGU Budget
Municipal
LGU Budget
DOH
Budget
EC Grant
157,500
LEAD
GTZ
CULION
Fndtn
PhilHealth
Capitation
/Claims
300,
000
PCSO
Total
118
and resolutions
5. TEVs for writeshop
12,00
0
Grand Total
As a Percentage of Grand
Total
2,165,00
0
23.6%
12,00
0
2,165,00
0
23.6%
0.3%
0.3%
4,000
1,787,5
00
19.5%
357,500
3.9%
300,
000
3.3%
725,
000
7.9%
0.0%
300,
000
3.3%
1,375,
000
15.0%
9,175
,000
100.0%
100.0%
119
2006
TA on bulk/pooled procurement
640
,000
110,
000
125,
000
87,
500
100,
000
60,
000
157,
500
1,000
,000
600,000
200,000
2007
2008
2009
2010
220
,000
110,
000
220
,000
110,
000
220
,000
110,
000
220
,000
110,
000
50,
000
50,
000
60,
000
125
,000
50,
000
60,
000
50,
000
60,
000
60,
000
700,000
550,000
As a % of
Grand
Total
36.2%
6.0%
8.2%
1.4%
5.8%
1.0%
19.7%
3.3%
19.7%
3.3%
10.4%
1.7%
100.0%
12.3%
53.3%
6.5%
17.8%
2.2%
200,
17.8%
2.2%
11.1%
1.4%
100.0%
68.1%
56.0%
38.1%
44.0%
30.0%
Total
1,520
,000
550,
000
125,
000
87,
500
300,
000
300,
000
157,
500
1,125
,000
600,000
200,000
200,
000
1,250
,000
As a % of
Type of
Expenditu
re
100.0%
16.6%
000
125,
000
1,250
,000
1,250
,000
1,250
,000
1,250
,000
125,
000
6,250
,000
700,
000
550,000
700,
000
550,000
700,
000
550,000
700,
000
550,000
3,500,
000
2,750,000
120
Type of Expenditure
OOE - Other Expenses
TEVs for BNB operators
TEVs for Therapeutic Committee
TEVs for writeshop
Grand Total
As a Percentage of Grand Total
2006
280
,000
176,
000
80,
000
24,
000
3,170
,000
34.6%
2007
1,595
,000
17.4%
2008
1,470
,000
16.0%
2009
1,470
,000
16.0%
2010
1,470
,000
16.0%
Total
28
0,000
176,
000
80,
000
24,
000
9,175
,000
100.0%
As a % of
Type of
Expenditu
re
100.0%
As a % of
Grand
Total
62.9%
1.9%
28.6%
0.9%
8.6%
0.3%
3.1%
100.0%
121
Provincial
LGU Budget
Municipal
LGU Budget
275,
275,0
00
275,0
00
MOOE - Training/Meetings
000
Training of BNB operators
275,
000
DOH
Budget
28
7,500
EC Grant
157,5
00
GTZ
10
0,000
125,0
00
8
7,500
20
0,000
As a % of
Grand Total
1,520,00
0
550,00
0
125,00
0
87,50
0
300,00
0
300,00
0
157,50
0
1,125,00
0
600,00
0
200,00
0
200,00
0
100.0%
16.6%
36.2%
6.0%
8.2%
1.4%
5.8%
1.0%
19.7%
3.3%
19.7%
3.3%
10.4%
1.7%
100.0%
12.3%
53.3%
6.5%
17.8%
2.2%
17.8%
2.2%
11.1%
1.4%
1,37
5,000
125,00
0
6,250,00
0
100.0%
68.1%
56.0%
38.1%
1,37
5,000
3,500,00
0
2,750,00
0
44.0%
30.0%
300,
000
10
0,000
300,
000
12
5,000
157,5
00
200,0
00
20
0,000
TA on bulk/pooled procurement
TA for Therapeutic Committee
As a % of
Type of
Expenditure
PCSO
125,0
00
TA on incentives/disincentives
scheme for TBAs, mandatory dog
vaccination, smoking - free province
TA on establishing provincial
regulatory framework
MOOE Supplies/Drugs/Medicines/Seed
Capital
Purchase of drugs and medicines
PhilHealth
Capitation/
Claims
CULION
Fndtn
LEAD
600,0
00
600,0
00
200,0
00
20
0,000
1,750,
000
1,750,0
00
1,750,
000
1,750,0
00
12
5,000
1,37
5,000
1,37
5,000
Total
122
Type of Expenditure
Provincial
LGU Budget
Municipal
LGU Budget
140,
140,0
00
88,0
00
40,0
00
12,0
00
88,0
00
40,0
00
12,0
00
Grand Total
As a Percentage of Grand Total
2,165,
000
23.6%
2,165,0
00
23.6%
DOH
Budget
EC Grant
LEAD
-
PhilHealth
Capitation/
Claims
CULION
Fndtn
GTZ
-
PCSO
As a % of
Type of
Expenditure
As a % of
Grand Total
280,00
100.0%
3.1%
176,00
62.9%
1.9%
80,00
28.6%
0.9%
24,00
8.6%
0.3%
#REF!
Total
0
0
0
0
1,78
7,500
19.5%
357,5
00
3.9%
30
0,000
3.3%
725,0
00
7.9%
0.0%
300,
000
3.3%
1,37
5,000
15.0%
9,175,00
0
100.0%
0.0%
100.0%
2007
2008
2009
2010
Total
GOVERNANCE
4,887,723.00
8,713,723.00
11,973,723.00
4,211,723.00
4,211,723.00
33,998,615.00
FINANCING
5,285,320.00
5,661,980.00
7,487,640.00
9,321,300.00
11,154,960.00
38,911,200.00
39,645,411.33
65,884,411.33
14,994,494.67
14,541,961.34
11,361,961.33
146,428,240.00
3,170,000.00
1,595,000.00
1,470,000.00
1,470,000.00
1,470,000.00
52,988,454.33
81,855,114.33
35,925,857.67
29,544,984.34
28,198,644.33
SERVICEDELIVERY
REGULATORY
9,175,000.00
228,513,055.00
123
Provincial LGU
Budget
Municipal LGU
DOH
EC Grant
LEAD
GOVERNANCE
7,578,489.00
6,870,127.00
3,270,000.00
5,250,000.00
1,470,000.00
FINANCING
SERVICE
DELIVERY
23,538,200.00
13,373,000.00
87,500.00
200,000.00
87,500.00
10,961,667.00
15,177,933.00
17,250,900.00
54,132,800.00
2,870,000.00
REGULATORY
2,165,000.00
2,165,000.00
1,787,500.00
357,500.00
300,000.00
TOTAL
44,243,356.00
37,586,060.00
22,395,900.00
59,940,300.00
4,727,500.00
CULION
Foundation
PhilHealth
Cap/Claims
620,000.00
2,962,500.00
3,582,500.00
GTZ
3,220,000.00
JICA/Other
Donors (ECCD)
5,720,000.00
Total
33,998,616.00
625,000.00
1,000,000.00
38,911,200.00
10,206,140.00
1,387,500.00
31,478,800.00
146,428,240.00
300,000.00
725,000.00
1,375,000.00
9,175,000.00
11,131,140.00
6,332,500.00
38,573,800.00
228,513,056.00
124
Province
MUNICIPALITY
PROJEC
TED
Indigent
Househo
ld
Income
Class
Popn
AREA OF CONCERN:
CY 2005
YEAR NUMBER OF
IMPLEMENTATION
BILIRAN
ALMERIA
5th
BILIRAN
BILIRAN
5th
18,089
1,259
BILIRAN
CABUCGAYAN
5th
19,859
1,382
BILIRAN
CAIBIRAN
5th
22,155
1,542
BILIRAN
CULABA
5th
16,277
1,133
BILIRAN
KAWAYAN
5th
18,890
1,315
BILIRAN
MARIPIPI
5th
8,586
598
BILIRAN
NAVAL
4th
43,250
3,010
8
8
16,607
1,156
2006
2007
2008
*100% SS certified,
*100%RHU
accredited:
6/8OPB,TB DOTS
6/8MCP
*Hospital
Secondary(Philhealth)
*4th to 5th class
Municipalities
*100% SS
certified,
*100%RHU
accredited:
6/8OPB,TB
DOTS
6/8MCP
*Hospital
Tertiary
(Philhealth)
*4th to 5th
class
Municipalities
1,040
ENROLLED FAMILIES:
*100% SS
certified,
*100%RHU
accredited:
6/8OPB,TB
DOTS
6/8MCP
*Hospital
Tertiary
(Philhealth)
*4th to 5th
class
Municipalities
2009
*100% SS
certified,
*100%RHU
accredited:
6/8OPB,TB
DOTS
6/8MCP
*Hospital
Tertiary
(Philhealth)
*4th to 5th
class
Municipalitie
s
*100% SS
certified,
*100%RHU
accredited:
8/8OPB,TB
DOTS
6/8MCP
*Hospital
Tertiary
(Philhealth)
*4th to 5th
class
Municipalities
1,054
1,253
1,265
1,282
1,007
1,020
1,365
1,378
1,396
1,106
1,120
1,498
1,513
1,533
925
937
1,671
1,688
1,710
906
1,033
1,228
1,240
1,256
1,183
1,198
1,425
1,439
1,458
545
598
604
611
2,744
2,709
2,736
2,771
YEAR OF IMPLEMENTATION
538
2,408
2010
125
163,713
11,39
5
7,067
7,577
9,129
9,221
9,339
120
120
180
240
300
847,980
909,186
1,643,274
2,212,942
2,801,585
2,119,951
2,272,965
2,738,790
2,766,178
2,801,585
1,271,970
1,363,779
1,095,516
553,236
PHILHEALTH PAYMENTS:
SPONSORED SECTOR
-OPB Capitation
PCF LESS PREMIUM PAYT'S
YEAR OF IMPLEMENTATION
-Maternity Care
-TB DOTS
-Admission
-Day Surgery and
Procedures (DSP)
- Emergency
2006
2007
2008
2009
2010
19,079,555
20,456,689
24,649,111
17,426,921
15,128,559
1,879,690
2,015,363
2,428,394
2,452,678
1,242,036
19,432,880
20,835,517
25,105,576
25,356,631
25,681,196
5,299,876
5,682,414
6,846,975
6,915,445
7,003,963
1,766,625
1,894,138
2,282,325
2,305,148
2,334,654
48,730,597
52,247,900
62,407,896
55,010,059
51,390,408
5,273
5,537
5,814
6,104
5,022
3,125
1,453
1,816
1,997
2,179
8,147
6,726
7,353
7,811
8,283
1,833,075
2,269,939
3,308,653
4,393,677
5,591,188
-DSP
611,025
756,646
827,163
1,171,647
1,553,108
-Emergency
407,350
504,431
735,256
976,373
1,242,486
2,851,450
3,531,016
4,871,072
6,541,696
8,386,781
1,941,521
2,081,658
2,508,275
2,533,358
2,565,785
Sub-total SS
FORMAL AND INFORMAL
SECTOR
Enrolled Formal
-Admission
332,832
356,856
429,990
434,290
439,849
1,664,161
1,784,278
2,149,950
2,171,450
2,199,244
3,938,515
4,222,791
5,088,215
5,139,098
5,204,878
55,520,562
60,001,707
72,367,184
66,690,853
64,982,068
- Project Grants
- Donations
Sub-total
PROJECTED TOTAL REVENUES
To be initiated.
126
127
11.0
Program Management
The ILHZ Board, being the highest body for health concerns at the local level, shall provide
the direction and set the policies for the successful implementation of this plan. It shall oversee the
smooth and efficient implementation of the different interventions and projects under a unified
health program. Considering that the province has a lone ILHZ, and that the Governor chairs the
Board with all the municipal mayors sitting as members, the Board is in the best position to manage
the implementation of this investment plan. The Sangguniang Panlalawigan through a resolution
authorized the creation of the ILHZ in Biliran Province. Further, a Memorandum of Agreement
among local chief executives, the DOH, PhilHealth, and the GTZ for the establishment of an
effective and efficient ILHZ in the province already exists.
The management structure shall be so designed that decisions are made with proper
consultation and involvement of concerned stakeholders, especially the institutions at various levels
of governance such as but not limited to existing health boards, regional agencies of the national
government like the DOH-CHD and PHIC Regional Office, the GTZ, and private sector providers.
To ensure effective and responsive local health governance, the institutionalization of the
management structure shall be consistent with that of Fourmula One implementation.
Further, a reliable and updated management information system need to be established in
order to provide informed decisions to the members of the Board. The information system to be
adopted should facilitate the integrated and synchronized implementation of interventions. It shall
evolve from previously adopted systems that have been proven to work for the health sector, and
shall complement and integrate information systems, such as the FHIS, that are currently in use.
Where appropriate, the Health Investment Plan shall be endorsed by the Provincial
Development Council to the Sangguniang Panlalawigan upon the recommendation of the Interlocal Health Zone Board. To lend legitimacy to the plan document, the SP has to adopt it and
approve its implementation.
Budget support intended to make the plan fully operational shall be channeled directly from
the central office to the provincial government through the Department of Budget and Management.
Enforcement of agreements shall be in the form of contract of services between the DOH and the
LGU that shall implement the project.
The task of actually carrying out the interventions in term of specific projects and activities
that are proposed in this Health Investment Plan shall be vested upon the Technical Management
Committee (TMC), the implementing arm of the ILHZ Board. The Provincial Health Officer chairs
this body, which is consists of Municipal Health Officers, the Chief of Clinics and the Senior
Supervising Nurse of the BPH, and representatives of the DOH Reps, PhilHealth and GTZ.
Project monitoring shall be in accordance to a monitoring and evaluation system that shall
be developed for the Fourmula One for Health and the Sectoral Development Approach for Health.
Monitoring tools prescribed for the project shall be adopted.
In case there shall be a start-up fund, the money for such purpose shall be allocated
directly to the provincial government from the central office to avoid delays in implementation.
Monitoring and accounting shall be adopted based on the Memorandum of Agreement formulated
to implement the plan.
129