What is FOURmula ONE for Health

Background of how F1 was adapted (Administrative Order 2018-0014)

In response to the challenges brought about by the devolution of health services to local
government units (LGUs) as mandated by RA 7160 (Local Government Code of 1991) and the
enactment of RA 7875 (National Health Insurance Act of 1995) providing all citizens with
mechanism to gain financial access to health services, the DOH developed in 1999 the Health
Sector Reform Agenda (HSRA) as the policy framework for crucial reforms in the health sector.
The HSRA culminated in the adoption of the FOURmula One (F1) for Health as the
implementing framework for health reforms for 2005—2010.

F1 for Health established four major pillars, namely, financing, service delivery, regulation and
governance, as a single package of targeted reforms in the health sector. As a result of its
implementation, service capacities and performance of government health facilities at national
and local levels were enhanced. This resulted in improvement of health outcomes among
Filipinos and made the DOH one ofthe most trusted government agencies by 2009. Building on
the successes of F1 for Health, the DOH adopted the Universal Health Care or Kalusugang
Pangkalahatan (KP) as its strategic framework for 2011-2016.

POLICY FRAMEWORK

 Vision — The DOH envisions Filipinos as among the healthiest people in Southeast Asia
by 2022, and in Asia by 2040.
 Mission — The DOH shall lead the country in the development of a productive,resilient,
equitable, and people—centered health system.
 Core Values —- The DOH shall embody at all times integrity, excellence, and
compassion in carrying out its tasks and responsibilities.
 Goals — The F1+ for Health aims to ensure better health outcomes, a more responsive
health system, and a more equitable health care financing.
 Strategic Pillars - The DOH shall organize health sector initiatives into four (4) pillars,
namely: Financing, Service Delivery, Regulation, Governance, plus a cross-cutting
initiative on Performance Accountability
Each strategic pillar shall have its own objective, sub-pillars and key interventions, as
follows:
a. Strategic Pillar 1: Financing
 Objective - The objective of the financing pillar is to secure sustainable investments to
improve health outcomes and ensure efficient and equitable use of health resources.
 Sub-pillars and Key Interventions
1. Efficiently mobilize and equitably distribute more resources for health
2. Rationalize health spending
3. Focus financial resources towards high impact interventions
b. Strategic Pillar 2: Service Delivery
 Objective - The service delivery pillar’s objective is to ensure the accessibility of
essential quality health products and services at appropriate levels of care.
 Sub-pillars and Key Interventions
1. Increase access to quality essential health products and services
2. Ensure equitable access to quality health facilities
3. Ensure equitable distribution of human resources for health (HRH)
4. Engage SDNs to deliver comprehensive package of health services
c. Strategic Pillar 3: Regulation
 Objective - The objective of the regulation pillar is to ensure high quality and affordable
health products, devices, facilities, and services.
 Sub-pillars and Key Interventions
1. Harmonize and streamline regulatory systems and processes
2. Develop innovative regulatory mechanisms for equitable distribution of quality and
affordable health goods and services
d. Strategic Pillar 4: Governance
 Objective - The governance pillar aims to strengthen leadership and management
capacities, coordination, and support mechanisms necessary to ensure functional,
people-centered, and participatory health systems.
 Sub-pillars and Key Interventions
1. Strengthen sectoral leadership and management
2. Improve organizational development and performance
3. Improve processes for procurement and supply chain management to ensure
availability and quality of health commodities
4. Ensure generation and use of evidence in health policy development, decision
making, and program planning and implementation
e. “PLUS”: Performance Accountability across all Pillars
 Objective- The objective ofthe Performance Accountability initiative is to use systems
that would drive better execution of policies and programs in the DOH while ensuring
responsibility to all stakeholders.
 Sub-pillars and Key Interventions
1. Institute transparency and accountability measures at all levels
2. Shift to outcome-based management approach
https://hpdpb.doh.gov.ph/wp-content/uploads/2019/07/ao2018-0014-F1.pdf
DOH Secretary of Health, Franciso T. Duque III, 2005 vs 2009 message

2005 Message)
“As we implement health reforms, the FOURmula ONE for Health (F1) was launched as the
health sector’s blueprint for the implementation of reforms to bring about better health
outcomes, more responsive health system and more equitable healthcare financing.”

2009 Message
“FOURmula ONE for Health (F1), a strategy for implementing health reforms, has been put into
action by the different offices, bureaus, programs, and projects including attached agencies
since 2005. Numerous efforts and resources have been poured for the operationalization.
Despite this, the agency is still faced with remaining challenges. We are pleased to present the
progress of the Department of Health (DOH) in the implementation of F1. The accomplishments
are presented by pillars, such as governance, service delivery, regulation and financing.”

https://doh.gov.ph/sites/default/files/publications/DOHAnnual_Report2009a.pdf
https://doh.gov.ph/sites/default/files/publications/DOHAnnualReport2005a.pdf

Accomplishments (2009 report)

Since the FOURmula One for Health (F1) program was implemented in the country, the health
sector has, to a large extent, made significant progress in implementing these health reforms.
However, present efforts are not enough considering the challenges that still remain.

Increased access of Filipinos to low-cost quality essential medicines

 The implementation of the Maximum Drug Retail Price (MDRP) on August 15, 2009
 The establishment and institutionalization of Botika ng Barangay (BnBs) outlets (As of
December 2009, there are 14,814 BnBs nationwide.)
 P100 Project (The P100 Project provided packages of drug regimen worth 100 pesos or
lower, with 100% safety, quality, and efficacy. There is a total of 70 DOH hospitals and
16 provinces catering LGU hospitals to sell P100s. These P100 packets offer savings to
the public of Php 64.00 to Php 1,829.00 compared to leading brands.)

Disease-Free Zone Initiative (DOH did well in eliminating priority public health disease in
endemic provinces)
 Siquijor was declared rabies-free. Southern Leyte and Sorsogon were declared filariasis
free, while Bukidnon will soon be declared free from this disease.
 Provinces that were highly prevalent for leprosy were reduced to elimination level.
 Twenty-two (22) provinces were declared malaria-free status: Benguet, Cavite,
Marinduque, Catanduanes, Masbate, Albay , Sorsogon, Iloilo, Northern Samar,
Guimaras, Western Samar, Capiz, Eastern Samar, Aklan, Leyte, Cebu, South Leyte,
Bohol, Biliran, Siquijor, Camiguin, and Surigao del Norte.
 Bohol has sustained the status of zero-case of schistosomiasis for five consecutive
years and scheduled for evaluation.

Maternal, Neonatal and Child Health and Nutrition (MNCHN) Strategy Task Force
 the DOH created the Task Force To provide focus on achieving the Millennium
Development Goals (MDGs) 4 (Reduce child mortality) and 5 (Improve maternal health)
 Government Hospital Upgrading Project under the Health Facilities Program (HFEP)
of the DOH
 continually being pursued in support of one of the DOH’s strategic approaches to
improve the delivery of basic, essential as well as specialized health services
through the rationalization and critical upgrading of health facilities nationwide.
 aims to upgrade priority Barangay Health Stations (BHS) and Rural Health Units
(RHUs), nearest to the communities, in order to provide Basic Emergency Obstetrical
& Neonatal Care (BEmONC) services to reduce Maternal Mortality Ratio (MMR)
which is one of the Philippine commitments to attain MDG 5. This is also in line with
PGMA’s directive to upgrade “clinics” to provide emergency/primary care services,
thus improved “gatekeeping” function of primary care facilities.
 it also seeks to upgrade government Level 1 (primary) hospital to Level 2
(secondary); and Level 2 hospital to Level 3 (tertiary) and provide Comprehensive
Emergency Obstetrical & Neonatal Care (CEmONC) services to prevent congestion
of large tertiary hospitals. upgrading of health facilities assists government hospitals
to meet DOH Licensing & Philippine Health Insurance Corporation (PHIC)
accreditation requirements to provide quality and appropriate services, responsive to
the priority health needs of their catchment population.

DOH Achievements/Reputation
 Health Secretary Francisco T. Duque III won the Communication Excellence in
Organizations or CEO EXCEL Award for national and local government category on
March 30. (CEO EXCEL is a recognition given annually by the International
Communicators Philippines to chief executive officers, presidents or top-level executives
of companies and organizations for their skillful use of communication strategies and
tools to achieve business, environment or social development goals.).
 The Pulse Asia Survey that was released on March 18, 2009 placed the DOH as second
to the Department of Education (DepEd) in the least corrupt agencies. The DepEd was
rated 20 percent while DOH followed with 13 percent. Previous survey results from
Pulse Asia and Social Weather Station (SWS) , over the years yielded the same positive
findings.
 Surveys by the SWS from 2005 to 2009 have revealed that net satisfaction ratings for
both DOH and PhilHealth have been improving, though there was a slight dip in net
satisfaction in 2006, following a change in DOH and PhilHealth administrations, but
ratings have improved steadily in subsequent years
https://doh.gov.ph/sites/default/files/publications/DOHAnnual_Report2009a.pdf