URAF + NOH 2023-2028 Consultation Meeting

HEALTH SECTOR
STRATEGY 2023-2028

LINDSLEY JEREMIAH VILLARANTE

Chief, Performance Monitoring and Strategy Management Division
Health Policy Development and Planning Bureau
FOURmula One Plus for Health Health Sector Strategy 2023-2028
(AO No. 2018-0014) (AO No. 2022-0038)
The Philippines
health outcomes
improved incrementally
pre-COVID but
worsened during COVID.
 Hospital beds and doctors are available
mostly in well off areas of the country

Target: 2.7 beds per 1,000 population

Distribution of hospital bed to population ratio Availability of physician and poverty incidence, 2018
by region, 2021 Source: Raw data from Philippine Census, Philippine Statistics Authority
Source: Raw data from Department of Health’s 2021 list of licensed (light green = HUCs/ICCs; dark green = provinces; red = Philippines)
hospitals in the country and PSA 2021 projected population
50% of the population do not have Even prior to the Pandemic, DOH
access to a Primary Care Facility hospitals were already congested
within 30 minutes

80%-85%
IDEAL RATE

Note: Based on the 2019 Annual Hospital Statistical Reports and available data as of October 30, 2020, as
validated by the DOH hospitals through the Health Facility Development Units.
 COVID-19 Illuminated Gaps in the Health Sector
Lack of epidemiology &
surveillance at the local level Filipinos had no existing
relationship with the
Ill-prepared individuals Lack of testing capacity health system (no GP)
& communities, for
preventive care & hygiene Poor availability of data
Underdeveloped
Inflexible regulatory framework primary care system limited
Homes, workplaces, for laboratories & facilities to the public sector
& schools not ‘built’ to
support healthy behaviors No local production capacity for
vaccines, drugs, diagnostics and Lack of hospital beds,
fragmentation in the supply chain ICU capacity

Technical and leadership capacity of Generally underpaid, overstretched and

managing institutions limited mentally stressed workforce
● fragmented control and capacity on the ground
● Interagency coordination not institutionalized Pandemic brain drain
 Critical Mindset and Priority Shifts
Intersectoral Invest in Health Right care at the
collaboration for health appropriate level

Health services Chronic under Inefficient and

as the ONLY means to investments in health uncoordinated
improve health outcomes health care management

Building Management institutions Adequate provision of health care

for health as a priority worker compensation

Organizational strengthening Inadequate provision of health care worker

never a deliberate agenda compensation
Addressing Health Determinants will yield better health
outcomes
Intervention Areas

Socioeconomic
Factors ● Healthy Public
Policies
Physical ● Healthy Settings
Environment ○ Schools
○ Communities
○ Workplace
Health Behavior

Health ● Health facilities

● Medicines and
Services
equipment
● Human resources
● Health financing
9 Strategic Objectives

1.1. Citizens are health 2.1. Disease outbreaks are 3.1. Network of Primary 4.1. All government health
literate and have good health prevented and/or managed care and specialist care institutions are “right-sized”, and
seeking behavior providers are high quality efficient
2.2. Medicines and and well-distributed
1.2. Communities, workplaces technologies are assured to throughout the country 4.2. Health workers are
and schools are supportive of be of quality, safe, accessible, adequate, committed, fairly
healthy behaviors and affordable 3.2. Quality health compensated, and given
services are appropriately opportunities for professional
2.3. Health facilities and and fairly financed development in healthy working
services are safe and of environments
quality
 ENABLE to be Healthy

1.1 Citizens are health-literate, 1.2 Communities, workplaces,

and have good health-seeking and schools are supportive of
behavior healthy behaviors

✓ Implement the Healthy Settings Program

✓ Implement social and behavioral ○ Communities
change interventions ○ Workplaces
○ Learning Institutions
✓ Develop healthy public policies the across social
determinants of health
 PROTECT from Health Risks

2.1 Disease outbreaks are prevented and/or managed

✓ Strengthen health system structures

Centers for Local Philippine health Virology Institute Medical Reserve

Disease epidemiology laboratory of the Corps
Prevention and and surveillance systems Philippines
Control
 2.2. Medicines and 2.3 Health facilities and
technologies are assured to be services are safe and of
of quality, safe, accessible, and quality
affordable

✓ Facilitate regulatory pathways and

risk-based regulation
✓ Establish mechanisms for self-sufficiency ✓ Build resilient facilities
during emergencies ✓ Secure and sustain needed Capital
✓ Exempt tax for essential drugs and Assets
medicines ✓ Ensure quality through local and
✓ Correct non- competitive trade practices in international third-party
the pharmaceutical industry accreditation of health facilities
 CARE for Health and Wellness

3.1 Network of Primary care and specialist care providers

are high quality and well-distributed throughout the
country

✓ Register every Filipino to a Primary Care ✓ Build more health facilities

Provider ○ Increase access to functional Heart, Lung, Kidney,
Neonatal, & Cancer Specialty Centers
✓ Establish Functional Health Care Provider ○ Reduce Primary Care and Hospital Bed Gaps
Networks and Primary Care Provider
Networks in UHC Sites ✓ Implement specific mechanisms to reach the poor (e.g.
telemedicine, mobile clinics)
 CARE for Health and Wellness

3.2 Quality health

services are
appropriately and fairly
financed

✓ Ensure responsive and accurate

benefits development by PhilHealth
✓ Zero Copayment
 STRENGTHEN Institutions and
Workforce

4.1 All government health institutions are

“right-sized” and efficient

✓ Upgrade capacity of health ✓ Foster leadership in health ✓ Leverage good performance

institutions ○ Capacity Building for Health ○ Grants to speed up adoption of
○ Reorganize the Staffing Pattern management among local programs
and Qualification Standards leaders ○ Increase data literacy for decision
○ Systematic capacity building and ○ Health Agenda for key sectors in making
active recruitment Interagency /oversight bodies
4.2 Health care workers are adequate, committed,
fairly compensated, and given opportunities for
professional development in healthy working
environment

✓ Implement the National HRH Master Plan

○ Demand-based HRH production approach
○ Scholarships, Fellowships, Rotations in Partner
Institutions with Return Service Agreement
○ Competitive compensation and benefit package
 Implementing Guideline
● All DOH units and its attached agencies shall align PPAs to the strategy

● All health stakeholders are strongly encouraged to align their PPAs to the strategy

● Supported by other references: the NOH, AO on HSS M&E Framework and Plan, DOH
strategy map and scorecard (DO no. 2023-00116), DOH and health stakeholders
scorecards, P.R.E.T.L.E agendas (DO no. 2023-0084)

● All performance scorecards shall be updated to determine the accountabilities

● The DOH Functional management arrangements aligned to the strategy

● PGS as the main DOH governance framework, supported by the QMS and SPMS

● Necessary budgetary resources shall be determined and allocated accordingly

Health Sector Accountability Framework
 Timeline for UHC Act Implementation
All
Sandbox implementation Evaluation
background
of UHC reforms from by 1st
studies and
The UHC IRR and 2023 to 2025 Semester
its resulting
60 foundational (CATCH UHC)
policies
policies were EO on
conducted /
promulgated TA and Capacity Mandatory
issued in CY
Building to ensure Integration
2022 until by 2nd
functionality of UHC IS
2023 ONLY Semester

The DOH-NNC DTP was

Devolution Transition Full Devolution
developed and approved

Managerial & Technical Integration Financial Integration Mandatory Integration through EO

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
 Thank you!

URAF + NOH 2023-2028: External Health Partners Consultative Meeting