PHL 2013 DDO Strategy Plan Report.pdf

Five-Year Strategic Plan Report

2013-2017 Degenerative Disease Office

This document was prepared by the Development Academy of the Philippines (DAP) for the technical assistance on

the Development of a Strategic Plan Framework and 5-Year Strategic Plan for all the Degenerative Disease

Programs of the Department of Health.

TABLE OF CONTENTS

EXECUTIVE SUMMARY ....................................................................................................... 1

PART I ....................................................................................................................................... 7

INTRODUCTION ..................................................................................................................... 7

THE DDO’S STRATEGIC PLANNING PROCESS ............................................................ 9

The Change Management Framework ............................................................................... 9

CURRENT GAPS AND CHALLENGES ........................................................................... 11

IMPLEMENTING STRUCTURE ....................................................................................... 15

PART II ...................................................................................................................................... 1

DDO STRATEGICPLAN FOR 2013 - 2017 ............................................................................ 1

THE DDO STRATEGY MAP ............................................................................................... 1

Vision and Mission ............................................................................................................. 2

Strategic Objectives ............................................................................................................ 2

Core Values and Norms ...................................................................................................... 4

DDO SCORECARD .............................................................................................................. 6

PART III .................................................................................................................................. 20

DDO PROGRAMS ACTION PLAN (2013-2017) ................................................................. 20

LIFESTYLE-RELATED DISEASES PREVENTION AND CONTROL PROGRAM ..... 20

HEALTH AND WELLNESS PROGRAM FOR PERSONS WITH DISABILITIES ........ 31

VIOLENCE AND INJURY PREVENTION PROGRAM .................................................. 43

PREVENTION OF BLINDNESS PROGRAM ................................................................... 51

HEALTH AND WELL-BEING OF SENIOR CITIZENS PROGRAM ............................. 58

BIBLIOGRAPHY .................................................................................................................... 66

LIST OF FIGURES

Figure 1 Change Management Framework for DDO Strategic Planning Intervention ........... 10

Figure 2 Current NCDPC Organizational Structure ................................................................ 15

Figure 3: Current DDO Organizational Structure ................................................................... 16

Figure 4 Current Management Structure of the LRD Division ............................................... 16

Figure 5: Current Management Structure of Essential NCD Division .................................... 17

Figure 6 Degenerative Disease Office Strategy Map ................................................................ 2

LIST OF TABLES

Table 1 DDO Strategic Objectives ............................................................................................ 3

Table 2 DDO Scorecard on Strategic Objective 1 ..................................................................... 7

Table 3 DDO Scorecard on Strategic Objective 2 ................................................................... 10


Table 5: DDO Scorecard on Strategic Objective 4 .................................................................. 14





Table 10 Key Program Milestones of the LRD Program ........................................................ 24

Table 11 Key Program Milestones of HWPPWD ................................................................... 36

Table 12 Key Program Milestones for VIPP ........................................................................... 47

Table 13: Key Program Milestones of the HWSC Program .................................................... 61

LIST OF ACRONYMS

AO Administrative Order

ASEAN Association of Southeast Asian Nations

BLHD Bureau of Local Health Development

BSC Balanced Scorecard

CAR Cordillera Administrative Region

CBR Community-based Rehabilitation

CHD Center for Health Development

COPD Chronic Obstructive Pulmonary Disease

CPG Clinical Pathway Guidelines

CPH Census of Population and Housing

CRD Chronic Respiratory Disease

CSHD Center for Sustainable Human Development

CVD Cardiovascular Disease

DAP Development Academy of the Philippines

DBM Department of Budget and Management

DDO Degenerative Disease Office

DOH Department of Health

EMS Emergency Medical Services

ETS Electronic Tracking System

FHSIS Field Health Service Information System

GATS Global Adult Tobacco Survey

GYTS Global Youth Tobacco Survey

HFEP Health Facilities Expansion Plan

HPPWD Health Program for People with Disabilities

HPV Human Papilloma Virus

HWSCP Health and Well-being of Senior Citizens Program

ICF International Classification of Functioning, Disability and Health

IEC Information, education, and communication

IRR Implementing Rules and Regulations

KP Kalusugan Pangkalahatan

KPI Key Performance Indicator

LCE Local Chief Executive

LGU Local Government Unit

LRD Lifestyle-related Disease

LRDPCP Lifestyle-related Disease Prevention and Control Program

LRNCD Lifestyle-related Noncommunicable Disease

MDG Millennium Development Goal

MOP Manual of Operations

M&E Monitoring & Evaluation

NAPC National Anti-Poverty Commission

NCD Noncommunicable Diseases

NCDPC National Center for Disease Prevention and Control

NCHFD National Center for Health Facility Development

NCHP National Center for Health Promotion

NCSP National Committee for Sight Preservation

NGO Nongovernment Organization

NHRA National Health Research Agenda

NTG National Treatment Guidelines

OD Organization Development

ONEISS Online National Electronic Injury Surveillance System

OPIF Organizational Performance Indicators Framework

PBP Philippine Blindness Program

PDAO Persons with Disability Affairs Office

PDP Philippine Development Plan

PGS Performance Governance System

PHIC Philippine Health Insurance Corporation

PhilPEN Philippine Package of Essential Noncommunicable Disease

PIPH Province-wide Investment Plan for Health

PIR Program Implementation Review

PNIDMS Philippine Network for Injury Data Management System

PODTP Philippine Organ Donation and Transplantation Program

PRPWD Philippine Registry for People with Disabilities

PWD Persons with Disability

RHU Rural Health Unit

SOP Standard Operating Procedures

UHC Universal Health Care

UP-NIH University of the Philippines—National Institutes of Health

VIA Visual Inspection using Acetic Acid Wash

VIPP Violence and Injury Prevention Program

WHO World Health Organization

WI Work Instruction

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EXECUTIVE SUMMARY

Background and Rationale

Noncommunicable diseases (NCDs) are a group of conditions that include lifestyle-related

diseases (LRDs) such as cancer, cardiovascular diseases, diabetes mellitus, and chronic

respiratory diseases. They also encompass other degenerative conditions classified as

“essential NCDs” like visual impairment or blindness, some forms of functional disabilities,

and accidents due to violence, injury, etc. Lifestyle-related diseases (LRDs) are noted to share

common risk factors (e.g. tobacco use, unhealthy diet, lack of physical activity, and harmful

use of alcohol) and some of them are associated with essential NCDs (e.g. visual impairment

caused by diabetes mellitus). This relationship among NCDs entails a comprehensive and

integrated approach of prevention, control and treatment.

The Department of Health (DOH) through the Degenerative Disease Office (DDO) of the

National Center for Disease Prevention and Control (NCDPC) is the technical authority

dealing with NCDs in the country. The DDO is mandated to perform the following functions:

1. Develop policies, standards and guidelines for NCD prevention and control;

2. Develop plans, programs and projects to carry out preventive and control strategies

against NCDs;

3. Set health objectives and priorities for NCD prevention and control;

4. Assist and strengthen capacity to measure and analyze the burden of NCD; and

5. Provide monitoring and evaluation schemes to measure interventions in the

prevention and control of NCDs.

By its mandate, the DDO has been at the forefront of country efforts against NCD. It has

spearheaded the development and implementation of various packages of NCD prevention

and control which include relevant administrative policies, clinical practice guidelines, health

promotion and education programs, local health systems strengthening, capacity building,

linkage-building, monitoring and evaluation, among others. While all these have helped

mitigate the impact of NCDs, health statistics in the last decade indicate greater challenge

ahead.

According to the Department of Health (DOH) reports, LRDs particularly diseases of the

heart, cerebrovascular diseases and malignant neoplasms were the top three leading causes of

deaths from year 2000 to 2009. In the same period, chronic lower respiratory tract diseases,

diabetes mellitus, diseases of the kidney, and accidents and injuries were also among the top

ten causes of deaths. Collectively, these account for 70 percent of the mortalities in the

country annually (Villaverde, et. al 2012). As regards disability, the 2010 Census of

Population and Housing (2010 CPH) found that 1.44 million or 1.57% of the 92.1 million

Filipinos have a disability. Meanwhile, the prevalence of visual impairment was 4.62%

based on the 2002 national survey on blindness and low vision. As to violence and injury,

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about 7,000 Filipinos die each year due to road traffic crashes, and drowning comes as

leading cause of injury and death among children.

The Philippine situation relative to NCDs is not far from global trends. Chronic LRDs posed

as the leading causes of mortality and disability worldwide (WHO, 2011; Mathers CD.,

2006). Projected trends indicate that by 2020, NCDs are expected to account for 73% of

global mortalities and 60% of the disease burden (WHO). As regards persons with disability

(PWD), the 2012 WHO Fact Sheet states that over 1 billion people, or approximately 15% of

the world’s population, have some form of disability; 80% of them live in low-income

countries, wherein majority are poor and cannot access basic services. The same 2012 WHO

Fact Sheet reveals that there are about 285 million people having visual impairment, of

which 39 million are blind and 246 have low vision. Further, based on another WHO Report

(2012), violence and injuries accounted for approximately 1.2 million deaths in the Western

Pacific Region in 2008, which is about one quarter of global death toll from such causes.

The challenge and burden of NCDs has become significant. A WHO Report in 2005

(Preventing Chronic Diseases: A Vital Investment) noted that countries can incur national

income losses as a result of the impact of deaths from NCDs on the labor supply and savings.

Cognizant of the growing magnitude and burden of NCDs, the DDO recognized the need to

broaden the NCD response, intensify efforts and beef up capacities on NCD prevention and

control. This means bracing for greater demand for specialized health services and improving

access to such, higher investment on NCD programs, policy changes, enhancement of

technical and managerial capacities, improvement of operational system and procedures, etc.

Formulation of strategic interventions thus becomes an imperative, so the DDO initiated the

development of a strategic plan to draw its roadmap in the next five years (2013-2017). More

than setting directions, the DDO strategic plan also serves as basis of measuring program

results vis-à-vis desired outcomes and gauging overall DDO performance.

The DDO Strategic Planning Process

The DDO initiated its strategic planning process in 2012 with technical assistance from the

Development Academy of the Philippines (DAP). The process involves three major phases,

to wit: 1) development of the planning framework, 2) development of the 2013-2017 strategic

plan, and 3) institutionalization of the strategic plan.

The first two phases substantially referred from and aligned with the following framework

documents, among others:

1. WHO Global Strategy for the Prevention and Control of NCDs for a more

comprehensive, integrated approach and community-based framework adopted by

DOH in 2008 plus the Manual of Operations developed in 2009;

2. “Better Health for Persons with Disabilities,” Global Health Disability Action Plan

2014-2021 (Draft 1);

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3. Towards Universal Eye Health: Regional Action Plan for the Western Pacific Region

2014-2019 (Draft Plan);

4. The Organizational Performance Indicators Framework (OPIF) introduced by the

Department of Budget and Management;

5. The Performance Governance System (PGS) adopted by the DOH in 2009 as a

framework to better implement and sustain health reforms;

6. Universal Health Care/ Kalusugan Pangkalahatan (UHC/KP) that has three strategic

thrusts, to wit: (1) financial risk protection through the expansion of the National

Health Insurance Program enrolment and benefit delivery, (2) responsive health

system by way of improvement in health facilities and services, and (3) better public

health interventions to attain the Millennium Development Goals (MDG);

7. The National Objectives for Health 2011-2016; and

8. The NCDPC Strategic Plan (2013-2016).

The last phase ensures that the DDO strategic plan becomes a living document that will guide

the planning, implementation, monitoring, and evaluation of the Office’s performance

through its various programs and projects.

The DDO Strategic Plan

The DDO strategic plan articulates two levels of performance, i.e., organizational and

program levels. The organizational level presents an integrative perspective of the DDO

operations as a whole, that is, a consolidation of performances of each program under the

Office including cross-cutting concerns, and technical and administrative functions. At the

program level, on the other hand, the strategic plan spells out the program-specific

performance targets, key activities and milestones.

The organization-level strategic plan of the DDO benefits from the first phase of the process

since many of the identified needs, gaps and challenges cuts across programs and pertains to

overall DDO function. Following are the aspects of DDO operations, which are deemed

critical to its performance:

1. Advocacy and health promotion – need to harmonize approaches and improve

collaboration with other concerned offices in the DOH and partners at the national

and local levels; need to strengthen advocacy and health promotion programs to

include monitoring and evaluation of their effectiveness

2. Capacity-building – lack of capacity building activities and training programs for

health workers; use of information technology for technical know-how (e.g. online

courses)

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3. Health systems strengthening – lack of priority and appreciation of NCD programs

by local government units (LGUs), thus minimal resources allocated for NCDs; weak

referral systems in service delivery; inefficient distribution system for medicines and

health products; lack of human resources; inaccessibility of health facilities for

PWDs; lack of community participation

4. Health care financing – primary care facilities lack capacity and requirements

(equipment, personnel) to qualify for Philhealth benefit packages on NCD services;

limited LGU budget (scarcity of resources and low priority for NCDs); need to tap

resources for NCD programs

5. Network building and collaboration – weak collaboration causing overlaps,

duplication of functions, resources not maximized, and policies not localized or

implemented down to community level; need to enhance partnership mechanisms and

corresponding capacities

6. Policy development and regulation – need to amend/update/attune existing policies

with current situation; need to operationalize and localize policies; need to encourage

multi-sectoral participation in policy development and implementation

7. Research, surveillance, monitoring and evaluation (M&E) – need to intensify

research to keep abreast of NCD prevention and control strategies; need to develop

registries, upgrade and integrate database and information systems; lack of M&E

systems to analyze and measure the NCD burden, aid program implementation and

assess performance.

The DDO constructed its strategy map following its mandate, the WHO global strategy on

NCDs, the Global Health Disability Action Plan, the Western Pacific Region Action Plan for

Eye Health, national frameworks, and the aforementioned gaps and challenges. Furthermore,

the Office constructed its strategy map around three core values – integrity, excellence and

compassion - with a vision to be the Center for Excellence in the prevention and control of

NCDs and mission to direct and harmonize all efforts in the prevention and control of NCDs.

To execute its mission and achieve its vision in five years, the DDO identified strategic

objectives (SOs) along five perspectives based on the PGS – resources, organization, internal

processes, people empowerment, and social impact. The SOs are designed to synergize and

complement each other for better health outcomes in a span of five years. They are described

as follows:

Social Impact

o Strategic Objective 1. Reduced morbidity, mortality and disability due to

NCDs – The DDO aims to contribute to the national and global goal of

decreasing the prevalence and burden of NCDs

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People Empowerment

o Strategic Objective 2. Enhanced capacity of Centers for Health Development

(CHDs) and other stakeholders in NCD prevention and control – DDO intends

to capacitate CHDs and transfer technical know-how to CHD staff as

generalists so that by 2017, CHDs can handle all NCD-related concerns at the

sub-national and local levels.

Internal Processes

o Strategic Objective 3. Ensure the development and implementation of

evidence-based policies, standards and guidelines – The DDO shall not only

create policies but also pursue the implementation of such and periodically

undertake policy review for necessary amendments; doing so also ensures that

clinical practice guidelines, for example, serve as basis for Philhealth claims in

support of health financing

o Strategic Objective 4. Ensure relevant and efficient capability building – The

DDO must ensure that trainings and the like result in enhanced capacities of

individuals and the organization

o Strategic Objective 5. Strengthen collaboration with stakeholders–to maximize

resources, harmonize efforts and ensure multi-sectoral participation

o Strategic Objective 6. Ensure reliable, timely, and complete data and

researches – The DDO must be able to generate necessary and up-to-date

information to aid planning, policy-making, program management,

performance evaluation, clinical management, etc.; comprehensive

information is needed as well in measuring and analyzing the impact of NCDs

and interventions carried out

Organization

o Strategic Objective 7. Guarantee adequate, competent and expert DDO

personnel accountable for NCD programs - DDO aspires to be the technical

authority in the country with in-house experts/specialists in the field of NCDs

who are able to extend technical know-how to its clients, partners and relevant

stakeholders and manage programs toward desired outcomes.

Resources

o Strategic Objective 8. Establish an effective and efficient resource

management system—the DDO shall ensure adequacy and timeliness of

delivery of medicines and health products in health facilities. This also

includes improving systems to expand the absorptive capacity of the DDO viz.

more funds and investments to meet the growing demand for NCD-related

goods and services;

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At the program level, the DDO strategic plan considers the peculiarities of each program

although the components are basically similar. Each program sets its specific objectives

based on the SOs. Approaches differ since there are program-specific policies, standards and

guidelines. While LRDs programs, for instance, focus on prevention and control activities,

the health program for PWDs look into the accessibility of health services and rehabilitation

centers as well as the provision of “reasonable accommodation”.

In terms of measuring performance, the DDO developed its organization-level scorecard

whereby it defines the key performance indicators (KPIs) for each SO. The KPIs for social

impact are stated as percent reduction in NCD prevalence expressed in terms of mortality,

morbidity and disability. The KPIs for capacity building pertain to number and/or percent of

health facilities, CHDs and LGUs provided with the necessary trainings. The same constructs

of KPIs applies to the other SOs. Annual targets are set with the intention to refine these as

strategies that will evolve over time. Each of the DDO programs likewise defined their KPIs

and targets in the same measurable constructs.

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PART I

INTRODUCTION

Noncommunicable diseases (NCDs) are a group of conditions that include lifestyle-related

diseases such as cancer, cardiovascular diseases, diabetes mellitus, and chronic respiratory

diseases. They also encompass other degenerative diseases classified as “essential NCDs”

like visual impairment or blindness, some forms of functional disabilities, and accidents due

to violence, injury, etc. LRDs are noted to share common risk factors (e.g. tobacco use,

unhealthy diet, lack of physical activity, and harmful use of alcohol) and some of them are

associated with essential NCDs (e.g. visual impairment caused by diabetes mellitus). This

relationship among NCDs entails a comprehensive and integrated approach of prevention,

control and treatment.

Global trends show that chronic LRDs are the leading causes of mortality and disability

worldwide (WHO, 2011; Mathers CD., 2006) and by 2020, NCDs are expected to account for

73% of global mortalities and 60% of the disease burden (WHO). As regards persons with

disabilities (PWD), the 2012 WHO Fact Sheet states that over 1 billion people, or

approximately 15% of the world’s population, have some form of disability; 80% of them

live in low-income countries, wherein majority are poor and cannot access basic services.

The same 2012 WHO Fact Sheet reveals that there are about 285 million people having

visual impairment, of which 39 million are blind and 246 have low vision. Further, based on

another WHO Report (2012), violence and injuries accounted for approximately 1.2 million

deaths in the Western Pacific Region in 2008, which is about one quarter of global death toll

from such causes.

In the Philippines, health statistics show that seven (7) of the ten (10) leading causes of death

are noncommunicable in etiology in 2007 (NSO). NCDs, specifically diseases of the heart

and vascular system, have replaced the position of infectious diseases such as pneumonia and

tuberculosis as the topmost leading causes of death (DOH, 2009). DOH reported in 2005 that

lifestyle-related noncommunicable diseases (LRNCDs) caused 49.9% total deaths in the

country while almost one-third (30.8%) of all deaths were caused by heart and vascular

diseases (DOH, 2012). Malignant neoplasm, chronic obstructive pulmonary diseases (COPD)

and diabetes mellitus are included among the top list causes of death. On the other hand,

morbidity trends showed that NCDs such as hypertension and heart diseases are leading

causes of illness. The 2010 Census of Population and Housing (2010 CPH) found that 1.44

million or 1.57% of the 92.1 million Filipinos have a disability. Meanwhile, the prevalence of

visual impairment was 4.62% based on the 2002 national survey on blindness and low vision.

As to violence and injury, about 7,000 Filipinos die each year due to road traffic crashes, and

drowning comes as leading cause of injury and death among children.

8

The Philippine government through the Department of Health (DOH)-National Center for

Disease Prevention and Control (NCDPC) has been implementing NCD or degenerative

disease prevention and control programs in decades past. The DDO is mandated to perform

the following functions:

1. Develop policies, standards and guidelines for NCD prevention and control;

2. Develop plans, programs and projects to carry out preventive and control strategies

against NCDs;

3. Set health objectives and priorities for NCD prevention and control;

4. Assist and strengthen capacity to measure and analyze the burden of NCD;

5. Provide monitoring and evaluation schemes to measure interventions in the


By its mandate, the DDO has been at the forefront of country efforts against NCDs. It has

spearheaded the development and implementation of various packages of NCD prevention

and control which include relevant administrative policies, clinical practice guidelines, health

promotion and education programs, local health systems strengthening, capacity building,

linkage-building, monitoring and evaluation, among others.

However, better health outcomes remain a challenge to the Philippine government as

evidenced by the rising prevalence of NCDs. Thus, the health sector launched the Universal

Health Care (UHC) for All Filipinos, also known as Kalusugan Pangkalahatan (KP) to

address the burden of diseases, among others. UHC/KP deliberately focuses on the poor who

are at highest risk for ill-health. It builds on the gains of health reforms and aims to achieve

the following: (1) financial risk protection through the expansion of the National Health

Insurance Program enrolment and benefit delivery, (2) responsive health system by way of

improvement in health facilities and services, and (3) better public health interventions to

attain the Millennium Development Goals (MDG).

The challenge and burden of NCDs has become significant. A WHO Report in 2005

(Preventing Chronic Diseases: A Vital Investment) noted that countries can incur national

income losses as a result of the impact of deaths from NCDs on the labor supply and savings.

Cognizant of the growing magnitude and burden of NCDs, the DDO recognized the need to

broaden the NCD response, intensify efforts and beef up capacities on NCD prevention and

control. This means bracing for greater demand for specialized health services and improving

access to such, higher investment on NCD programs, policy changes, enhancement of

technical and managerial capacities, improvement of operational system and procedures, etc.

Formulation of strategic interventions thus becomes an imperative, so DDO initiated the

development of a strategic plan to draw its roadmap in the next five years (2013-2017). More

than setting directions, the DDO strategic plan also serves as basis of measuring program

results vis-à-vis desired outcomes and gauging overall DDO performance.

The DDO Strategic Plan is conceived to embody both organizational and program objectives.

Its development also gives an opportunity for it to convene the different players in the

prevention and control of NCDs and incorporate their inputs. Through this, the DDO will be

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able to establish a supportive environment at the national and local levels and forge a more

cohesive multi-sectoral partnership.

Several initiatives guide the development of the DDO strategic plan such as the NCDPC

Strategic Plan (2013-2014), the Organizational Performance Indicators Framework (OPIF)

introduced by the Department of Budget and Management (DBM), and the PGS adopted by

the DOH in 2009.

THE DDO’S STRATEGIC PLANNING PROCESS

In 2012, the DDO contracted the Development Academy of the Philippines (DAP) through

the Center for Sustainable Human Development (CSHD) to provide technical assistance in

the “Development of a Strategic Plan Framework and 5-year Strategic Plan for all

Degenerative Disease Programs.” This project aimed to support the development of the

DDO’s strategy, direction or road map that would lead the office from where it is now to

where it would like to be in the next five (5) years. It aimed to develop a strategic framework

and a five-year strategic plan for all DDO programs namely:

a. Lifestyle-related Disease Programs [Cancer, Diabetes Mellitus, Chronic Respiratory

Diseases(CRD), and Cardiovascular Disease (CVD)]; and

b. Essential Noncommunicable Disease (NCD) Programs [Health and Wellness Program

for Persons with Disabilities, Violence and Injury Prevention Program (VIPP),

Prevention of Blindness Program (PBP), and Health and Wellbeing of Senior Citizens

Program (HWSCP)].

The Change Management Framework

The DDO has taken basic phases in organizational development (OD) to facilitate the crafting

of its strategic directions and align the strategic plan with the NCDPC and DOH. These

phases are the following with the corresponding outputs shown in Figure 1:

1. Creating the climate for change;

2. Engaging and enabling the organization; and

3. Institutionalization and sustainability.

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The first phase involves establishing a climate for change within the organization, where it

sets perspectives and ownership of change among the management and staff. The second

phase engages and enables the organization to formulate its vision and mission statement,

identify its strategic objectives and scorecards. The last phase ensures that the strategic plan

of the DDO becomes incorporated in the office’s organizational culture. The strategic plan

serves as guide to the staff in planning, implementing, monitoring and evaluating the

performance of the office.

The key activities in the development of the DDO Strategic Plan include the following:

1. Gaps Analysis and Review of Related Literature

2. Series of Stakeholder Consultations

3. Strategic Planning Workshop and Coaching Sessions

The proceedings and outputs of these processes are contained in a separate report which is an

integral part of this Strategic Plan. (Please refer to said report for details).

Figure 1 Change Management Framework for DDO Strategic Planning Intervention

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CURRENT GAPS AND CHALLENGES

The development of the DDO Strategic Plan through the aforementioned processes revealed

certain gaps and challenges in the management of DDO programs. These serve as basis in the

formulation of the Strategic Plan framework. This section presents a summary of the

identified gaps and challenges. Please refer to the full reports (Policy Analysis and Program

Assessment, Literature Review, and Stakeholder Consultation) for the context and premises.

On Advocacy and Health Promotion

1. Need for harmonized and integrated action plan for NCD prevention and control. The

DDO should work closely with the National Center for Health Promotion (NCHP) to

have a communication plan for all the programs of the DDO to reflect a more holistic

and integrated plan to address both preventive and treatment interventions.

2. Insufficient advocacy campaigns on other NCD programs. Advocacy and health

promotion for other NCD programs still need to be strengthened. Other areas of

concerns such as road traffic accidents, child injuries and violence, poisoning, falls,

burns, and drowning should also be highlighted.

3. Lack of monitoring and evaluation system to assess existing advocacies. Although

there are existing advocacies and campaigns on healthy lifestyle and injury

prevention, the initiatives still need to be assessed to gauge their impacts. There is still

no clear evidence that these advocacy campaigns have involved and mobilized

communities. Due to the lack of monitoring and evaluation tools, health promotion at

the local level could not be verified.

4. Need for coalition-building for other NCD programs. The rest of the essential DDO

programs (PWD, VIPP, PBP, and PODTP) also recognized the need for multi-sectoral

actions to harmonize efforts. There should be more inclusive approaches in

implementing LRD and essential NCD programs to attain social and environmental

support. More involvement of other sectors may result in more support in advocacy.

5. Other advocacy concerns that need to be addressed for NCD programs. With limited

budgets allocated by LGUs to NCD prevention and control programs, there is then a

pressing need for the DDO, in collaboration with the Bureau of Local Health

Development (BLHD) and the CHDs, to convince the local chief executives (LCEs)

to provide additional funding support for NCD programs along with corresponding

local policies to expand health promotion and education activities even at the

community level.

On Capacity Building

1. Lack of capacity building activities for local health workers. Although there were

training programs conducted by the DDO over the past years, the number of training

programs that have been conducted on NCDs is not sufficient.

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2. Training programs for HL campaign is limited to public health workers. With the

increasing demand for NCD prevention and control, the need to expand and extend

these training programs to other service providers, medical professionals,

nongovernmental organizations (NGOs), private and corporate institutions, and other

community organizations is also increasing.

3. Maximizing technology for capacity development. The DDO, in collaboration with

other offices of the DOH, should develop and promote online courses to maximize

technology for capacity development.

On Health Systems Strengthening

1. NCDs are not a priority program of LGUs. Most LGUs do not consider NCD a

priority program, as manifested by the absence of a specific line item for NCDs in the

local health budgets. The DDO needs to work closely with the BLHD and CHDs to

advocate for local policies that would strengthen the response of LGUs to NCD

prevention and control.

2. Lack of appreciation of PHIL PEN. The implementation of the PHIL PEN is still a

major challenge, as there is still a need to strengthen its appreciation among the

management and staff of the DDO to integrate this service delivery package into their

strategic plans.

3. Weak referral system in service delivery. The DDO shall then facilitate the

development of referral procedures and guidelines to establish an effective public-

private referral system for NCD prevention and control.

4. Need to strengthen efficient distribution system of medicines and health products.

Delays in the supply of some health products (e.g., vaccines) and the absence of big

cold chains in the region and in the provinces were noted.

5. Inaccessibility of rehabilitation centers and other health programs for PWDs. The

DDO, in coordination with the National Center for Health Facility Development

(NCHFD), should ensure that habilitation and rehabilitation services in regional

hospitals to provide easier access and wider options for PWDs.

6. Inadequate human resources at the public health facilities. Scarcity of human

resources in government facilities, from primary care to tertiary levels, was noted to

be a major service gap in NCD program implementation.

7. Lack of community participation in the different program interventions. The

integration of community-level involvement is still lacking in the current

interventions.

On Healthcare Financing

1. Problem on the PHIC primary care benefit package. Most of the primary care

facilities, such as rural health units and barangay health stations are not yet well-

equipped and prepared in terms of human resources and equipment to offer primary

care benefit package.

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2. Limited budget of LGUs on NCD programs. LGUs have allocated limited budgets to

NCD programs, despite the fact that NCDs are major causes of mortality and

morbidity.

3. Need to tap other funding sources in program implementation. Mobilizing other

sources, not just the public health sources, for program implementation is still lacking

in the current initiatives.

On Network Building and Collaboration

1. Insufficient collaboration. Insufficient collaboration and the overlapping activities of

the DDO and other organizations were identified by the stakeholders as significant

barriers to the effective performance of the programs.

2. Weak collaborative initiatives at the local level. There is a need to localize coalitions

and partnerships to harmonize efforts toward lifestyle-related NCDs even at the

community level.

On Policy Development and Regulation

1. Existing policies not operationalized. With the existing AOs of the programs, there is

a need to ensure the effective and efficient management of the strategies stipulated in

these policy instruments.

2. Policy instrument on multi-sectoral participation is limited to AOs. There is also a

need to strengthen policy instruments (other than AOs) to ensure multi-sectoral

participation in the control and prevention of NCDs.

3. Lack of local policies to support NCD programs. With the situation that LGUs have

their own set of interests, priorities, and agenda separate from the national

government, it is then necessary for the DDO programs, through the CHDs and

BLHD, to build and facilitate a participative mechanism in the health policymaking

process of the local governments.

On Research

1. Lack of research agenda. With the rapid increase of NCDs and essential degenerative

diseases in the country, the DDO should intensify its research component in order to

develop evidence-based policies, standards, and guidelines for the prevention and

control of NCDs.

On Surveillance, Monitoring, and Evaluation

1. Problem on the registries. There is a need to upgrade the system and develop the

information architecture of the DOH’s website.

2. The Unified Registry System is not yet operationalized. The challenge is how this

specific system will be integrated into the national health information system,

especially with the fragmentation issue within the health information systems of

14

DOH. How the unified registry system will be operationalized at the different levels

of facilities and be harmonized and integrated into the other existing information

systems is also a big challenge for the DDO.

3. Lack of effective and consistent M&E systems. There is no standard monitoring tool

currently in place for the CHDs to adopt and utilize.

15

IMPLEMENTING STRUCTURE

The DDO is a sub-organization under the NCDPC, which is one of the bureaus or centers of

the DOH. It is where the NCD programs are lodged. The creation of DDO started with the

passage of Executive Order No. 119, which clustered the offices of Ministry of Health

(MOH) into Public Health Services, Hospital and Facilities Services, Standards and

Regulations, and Management Services. One of the units created under the Office for Public

Health Services was the Noncommunicable Disease Control Service. This unit focused on the

prevention and control of all NCDs as well as the conduct of studies and researches related to

mental illness, other noncommunicable diseases and occupational health.

It is in 1999 under the Executive Order No. 102 when the Office for Public Health Services

became the National Center for Disease Prevention and Control (NCDPC). The

Noncommunicable Disease Control Service was renamed to be Degenerative Disease Office

(DDO). Two divisions were lodged under the DDO: Plans, Program and Project

Development Division; and Technical Assistance and Resource Development Division. Due

to lack of funds, the office could not cover all NCDs. Hence, it was ordered to focus only on

degenerative diseases.

Currently, the DDO is composed of Essential DDO Division and Lifestyle-Related Disease

Division. However, with the existing implementation of the rationalization program of the

department, pursuant to Executive Order No. 366, the DDO management and staff shall brace

themselves with the impending structural implications within the NCDPC. If in any case the

DDO as an office will be affected, the two (2) divisions will be guided by the strategic plan

framework developed for the management of the various NCD programs.

Figure 2 below shows the current organizational structure of the DDO as part of the NCDPC.

Figure 2 Current NCDPC Organizational Structure

Infectious

Disease

Office

Environment

and

Occupational

Health

Office

Director IV

Director III

Family

Health

Office

Degenerative

Disease

Office

Director III

16

Figure 3 shows the current structure of the DDO.

Figure 3: Current DDO Organizational Structure

At the program level, the figures below represent how DDO manages its programs. Figures 4

and 5 show the management structure of the two (2) divisions under DDO, which are subject

to change over time based on DOH thrusts and directives.

Figure 4 Current Management Structure of the LRD Division

Degenerative

Disease Office

Essential DDO

Division

Lifestyle-related

Disease Division

Diabetes Mellitus Prevention and

Control Program

(Supervising Health Program

Officer)

Cardiovascular

Disease

Prevention and

Control Program

(Nurse IV)

Cancer

Prevention and

Control Program

(Nurse IV)

Chronic Respiratory

Diseases Prevention and

Control Program (Supervising

Health Program Officer)

Medical Specialist II Medical Specialist II

Medical Specialist IV

Division Chief

17

Figure 5: Current Management Structure of Essential NCD Division

Medical Specialist IV

Division Chief

Violence and Injury

Prevention Program

Medical

Specialist II

Prevention of Blindness Program

Medical Specialist II

Health Program for Persons with Disabilities

Chief Health

Program Officer

Policy

Capability Building

Coordination, Networking & Information Management

Research and M&E

1

PART II

DDO STRATEGICPLAN FOR 2013 - 2017

This section presents the overall DDO Strategic Plan Framework or Strategy Map and the

DDO Scorecard for each of the strategies. The DDO Scorecard contains the key performance

indicators and targets, and as such, also serves as a tool for monitoring and evaluation (M&E)

of program results (output/outcome/impact) and organizational (DDO) performance per year

and for the duration of the Strategic Plan. The DDO Strategic Plan is linked with the NCDPC

Strategic Plan such that its implementation, monitoring and evaluation are within the purview

of the Center.

THE DDO STRATEGY MAP

The strategy map is a visual framework of the cause and effect relationships among the

components of an organization’s strategy and is used to integrate the four perspectives of a

balanced scorecard (BSC), which are the following: financial; customer; internal; and

learning growth (Kaplan, 2004).

The DDO Strategy Map outlines the vision, mission, and strategic objectives to be attained by

the Office by 2017. The journey towards the pursuit of the DDO vision is organized into the

four basic perspectives of the BSC. In addition, they have also included a 5th

perspective

(Social Impact), which represents the value the DDO envisions to provide society. The DDO

strategy map is aligned and consistent with the DOH strategy map. It has five perspectives or

areas of excellence and eight strategic objectives. The strategic directions of the DDO as

expressed in the strategy map are aligned with the organizational thrusts of the DOH and the

strategic plan of the NCDPC.

2

Figure 6 Degenerative Disease Office Strategy Map

Vision and Mission

The DDO envisions itself to be the Center for Excellence in the prevention and control of

noncommunicable diseases by 2017. As a lead agency of the health sector, the DOH through

the NCDPC-DDO hopes to exemplify excellence in the management of its various programs

to avert and control the spread of NCDs and other degenerative diseases across the country.

In order to attain this vision, the DDO aims to direct and harmonize all efforts in the

prevention and control of noncommunicable diseases in the country. To fulfill its mandate,

the DDO shall lead all stakeholders towards an integrated and comprehensive action in NCD

prevention and control.

Strategic Objectives

Strategic objectives are broadly defined objectives that an organization must achieve to make

its strategy succeed. According to Peter Drucker (1954), strategic objectives are in general

externally focused and fall into eight major classifications (market standing, innovation,

human resources, financial resources, physical resources, productivity, social responsibility,

and profit requirements).

The DDO strategic objectives are grouped and focused on the different perspectives in the

strategy map, leading to the achievement of the Office’s vision. These objectives are as well

aligned to the KP and the MDGs. Table 1 below outlines the eight strategic broad objectives

of the DDO.

3

Table 1 DDO Strategic Objectives

Strategic Perspectives Strategic Objectives

Social Impact 1. Reduced morbidity, mortality, and disability due

to NCDs

People Empowerment 2. Enhanced capacity of CHDs and other

stakeholders in NCD prevention and control

Internal Processes 3. Ensure the development and implementation of

evidence-based policies, standards, and guidelines

4. Ensure relevant and efficient capacity building

5. Strengthen collaboration with stakeholders on

NCD programs

6. Ensure reliable, timely, and complete data and

researches

Organisation 7. Guarantee adequate, competent and expert DDO

personnel accountable for NCD programs

Resources 8. Establish an effective and efficient resource

management system

At the top of the strategy map is its societal goal of reducing morbidity, mortality, and

disability due to noncommunicable diseases. This is aligned to the DOH’s and NCDPC’s

societal goal that are both anchored to the Philippine Development Plan (PDP) and MDGs.

The PDP lays down the broad societal goals and specifies the sectoral goals and priorities of

the government.1

The DDO also intends to enhance the capacity of CHDs and other stakeholders in NCD

prevention and control. This is in line with one of the core functions of the DDO, which is to

assist and strengthen the capacities of CHDs and other stakeholders in implementing NCD

programs. This strategic objective is likewise related with the KP’s strategic thrust of

improving capacity of health workers in providing quality health care services to all Filipinos.

The DDO also aims to ensure the development and implementation of evidence-based

policies, standards, and guidelines. This is to make sure that all Filipinos have access to

health services, essential medicines and technologies of assured quality, availability and

safety.

1 Department of Budget and Management. 2012. Organisational Performance Indicator Framework: A Guide to

Results-Based Budgeting in the Philippines.Malacañang, Manila.

4

The DDO is also mandated to provide access to professional health care providers that are

capable of meeting the needs of all Filipinos with the appropriate level of care. The DDO is

therefore accountable of providing and ensuring relevant and efficient capacity building

program. In the same light, the DDO shall guarantee adequate, competent, and expert DDO

personnel accountable for NCD programs.

The Department (of Health) through its mandate and the Kalusugang Pangkalahatan

acknowledges the importance of stakeholders and maintaining collaboration. The DDO

intends to promote and even strengthen collaboration with stakeholders on NCD programs.

One of the functions of the Department (of Health) is articulating the national health research

agenda. In response to this, the DDO shall ensure reliable, timely, and complete data and

researches by establishing an effective monitoring and surveillance system.

The DDO aims to establish an effective and efficient resource management system within the

organization. This will ensure that services, equipment and products are properly cascaded to

its intended beneficiaries and clients at the regional and local level.

Core Values and Norms

A core value is an important component that governs the behavior of the people in an

organization. At the bottom of the DDO strategy map are the core values the Office would

adhere to in order to achieve its goals and objectives, namely integrity, excellence, and

compassion (see also Box 1).

5

Box 1: DDO Core Values and Norms

Note: Adopted from the NCDPC

Integrity

We comply with all rules and regulations of the government, the

organization and the office

We complete all transactions and documents for clients accurately and

without delay

We do not receive nor ask any gift from clients in return for services

provided

We avoid conflict of interest and political patronage

We practice moral ascendancy in dealings with clients

Compassion

We are equitably sensitive, responsive, and caring to our clients and their

needs

We gladly provide prompt and appropriate service/technical advice to all

clients

We show respect to all clients and co-workers

We deliver rights-based, gender and culture sensitive services in an

enabling environment

Excellence

We formulate evidence-based policies and guidelines

We establish, uphold and maintain quality standards for disease prevention

and control in the country, and in the performance of DDO duties

We encourage initiatives, innovation, and creativity

We recognize outstanding performance through incentives and rewards

6

DDO SCORECARD

The DDO Scorecard translates broad objectives into measurable items and actionable details

to help facilitate strategy execution, monitoring, and evaluation. The DDO scorecard contains

the key performance indicators and targets for each of the strategic objectives.

An indicator is a quantitative or qualitative factor or variable that provides a simple and

reliable means to measure achievement, to reflect changes connected to an intervention, or to

help assess the performance of a development actor.2 A performance indicator is a variable or

quantitative measure used to determine progress toward the achievement of strategic

objectives.

There are 85 key performance indicators (KPIs) in the DDO Scorecard. These KPIs are the

measures to be used to monitor and evaluate the success of the DDO in achieving its

objectives.

Social Impact

At the top of the strategy map is a societal goal that pronounces the intended desirable impact

of DDO programs, projects, and activities to society. The DDO’s societal goal is aligned with

the DOH’s and NCDPC’s societal goals that are both anchored in the PDP and the MDGs. It

is in this light that the DDO aims to contribute to a higher goal that is improving health

outcomes through the reduction of morbidity, mortality, and disability due to NCDs.

Strategic Objective 1. Reduced morbidity, mortality, and disability due to NCDs

General statistical data such as morbidity and mortality rates and prevalence rate on

noncommunicable and lifestyle-related diseases are important in determining the health status

of (certain) populations. The impact of the increase and decrease of these data aids in

monitoring and evaluating health systems.

The table below presents the key performance indicators for the first strategic objective with

2012 as baseline year. Annual targets have not been set for most of the indicators in the LRD

program because the indicators are more focused on the reduction of risk factors, which can

only be manifested in the change of behavior among high-risk individuals and patients. This

can only be measured after considerable years of continuing information, education and

communication activities for healthy lifestyle (e.g. FNRI survey is conducted every 5 years).

2Managing for Development Results (MfDR) Glossary of Terms.

7

Table 2 DDO Scorecard on Strategic Objective 1

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

1. Reduced

mortality,

morbidity

&

disability

due to

NCDs.

Prevalence of

adults’ current

tobacco use by 2%

per year

28.3%

(both sexes)

NOH,GATS,

2009

- 10%

reduction - -

-

Prevalence of

youths’ current

tobacco use by 2%

per year

13.7%

GYTS 2011 - 10%

reduction - - -

Prevalence rate of

raised blood

pressure

25.3%

(NNHS,

2008) - 22.0% - - -

Prevalence rate of

adults with high

fasting blood sugar

4.8%

(FNRI, 2008) - 4.3% - - -

Prevalence rate of

high total serum

cholesterol among

adults

10.2 %

(NNHS,

2008) - 9.0% - - -

Percent of

overweight and

obese among adults

26.6 %

(NNHS,

2008) - 23.5% - - -

Prevalence of

adults with high

physical inactivity

60.5% - 50.8% - - -

Mean population

intake of salt per

day in grams

3.3%

(NNHS,

2008) - <3.3% - - -

Percent increase in

mean one-day per

capita fruits and

vegetables intake in

grams

54g

(FNRI,2008)

110g

(WHO

Report)

110g (AO)

-

400 gms

133 gms

(AO)

- - -

Percent of women

aged 21-year old

and above screened

No data

available

80% within 5 years

(annual targets to be determined by LGUs)

8

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

for VIA

Percent of women

positive for VIA

aged 21-year old

and above managed

No data

available - - 100% 100% 100%

Proportion of adults

25 years old and

above screened for

PhilPEN

No data

available - - - 50% -

No. of patients aged

25-year old and

above diagnosed

and managed for

hypertension

No data


No. of patients aged

25-year old and

above diagnosed

and managed for

diabetes

No data


Percent of senior

citizens who have

consulted and

availed health

services

No data

available TBD

Percent of senior

citizens who have

been managed by

health facilities

No data

available TBD

Percent of PWDs

who have availed

health services

No data

available TBD based on the National

Disability Survey 10% 20%

Percent of PWDs

who have availed

rehabilitation and

habilitation services

including assistive

technology

No data

available TBD based on the National

Disability Survey 10% 20%

9

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

Percent prevalence

of deaths from

violence and injury

No data

available

Set

baselin

e

10% - - -

Percent prevalence

of disability caused

by violence and

injury

No data

available

Set

baselin

e

10% - - -

Prevalence of

bilateral blindness

due to all causes

565,305

(Philippine

National

Survey on

Blindness,

2002)

- - -

522,864

Less than

(<.05)

-

Prevalence of

cataract blindness

350,489

(Philippine

National

Survey on

Blindness,

2002)

320,07

9 280,546 229,154

162,354

(.50%)

Prevalence of

blindness and

visual impairment

due to refractive

errors

58,226

(Philippine

National

Survey on

Blindness,

2002)

- - - 56,469

(10%) -

Prevalence of

blindness and

visual impairment

in children

205,36

(Philippine

National

Survey on

Blindness,

2002)

- - - 110,167

(50%) -

Morbidity rates refer to the number of people within a certain unit of the general population

who have a certain disease or condition. Morbidity rates are used to determine how common

a particular condition is and the likelihood that other members of a population becomes

afflicted.

10

Mortality rate is a measure of the frequency of occurrence of death in a defined population

during a specified interval.3 Mortality rates are used to show the increase and decrease in a

cause of death over a lengthy time period.

Republic Act 72774 defines ‘disability’ as a physical or mental impairment that substantially

limits one or more psychological, physiological or anatomical function of an individual. It is

DDO’s intention to improve the functionality of persons with disabilities and prevent them

from further impairments or disability.

Reduction in morbidity, mortality, and disability data due to essential NCDs and LRDs is a

manifestation of improved access to quality health facilities.

People Empowerment

This strategic perspective pertains to empowering and capacitating DDO target beneficiaries,

which are the Centers for Health Development (CHDs), LGUs and other stakeholders in the


Strategic Objective 2. Enhanced capacity of CHDs and other stakeholders in NCD

prevention and control

The DDO is expected to function as a capacity-builder for CHDs, LGUs, government agencies and

other stakeholders for the effective implementation of essential NCD and LRD programs. These

groups are either directly or indirectly involved with the operation or management of NCD

programs. The DDO aims to enhance capacities of CHDs and other stakeholders in NCD

prevention and control through adoption of policies, creating structures and enabling

mechanisms, and allocating fund for implementation.

The achievement of this strategic objective can be measured using the following indicators

presented in the table below.


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

2. Enhanced

capacity of

CHDs and

No. of trained

CHDs/DOH

hospitals who

16 CHDs

51 DOH

hospitals

-

1 CHD

20

DOH

- - -

3As defined by the Center for Disease Control (CDC).

4Republic Act 7277. An Act Providing for the Rehabilitation, Self-Development and Self-Reliance of Disabled

Person and their Integration in the Mainstream of Society and for other Purposes. Approved on March 24, 1992.

11

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

other

stake-

holders in

NCD

prevention

and control

underwent training

on Smoking

Cessation

hospital

s

No. of CHDs able to

roll out training on

Smoking Cessation

16 16 17 17 17 17

No. of trained NGAs

who underwent

training on Smoking

Cessation

1 - 1 21 - -

No. of stakeholders

that adopted LRD

training/training

packages:

Training

institutions

Allied medical,

paramedical,

academic

institutions

Other

stakeholders

(NGAs, NGOs,

private sector)

0

0

0

-

-

-

4

-

1

4

1

1

4

1

1

-

-

-

Percent of LGUs

(cities and

municipalities) that

implemented a

comprehensive

program in the

prevention and

control of LRDs

2,123

RHU 0 10% 15% 20% 25%

No. of CHDs who

conducted PhilPEN

roll-out training

14 3 - - - -

Number of CHDs

trained on HWSCP

No data

available - - 17 - -

Number of CHDs

able to provide

technical assistance

on HWSCP

No data

available - - 17 17 17

12

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

Percent of

stakeholders trained

on HWSCP

No data

available - - - 50% 80%

Percent of target

LGUs trained by

CHDs

No data

available - - - 25% 50%

Number of CHDs

trained on

HWPPWD

No data


Number of CHDs

able to provide


on HWPPWD

No data


Number of


on HWPPWD

No data

available - - 5 5 5

Percent of target

LGUs trained on

HWPPWD by CHDs

No data

available - - 10% 20% 30%

Number of CHDs

trained on VIPP

No data

available - 17 - - -

Number of CHDs

able to provide


on VIPP

No data

available - 17 17 17 17

Number of


on VIPP

No data

available TBD

Percent of target

LGUs trained on

VIPP by CHDs

No data

available -

10%

(pilot) 30% 50% 80%

Percent of referral

and referring

facilities capacitated

on VIPP

TBD - - 30% 40% 50%

Number of CHDs

trained on PBP

No data

available - 17 - - -

Number of CHDs

able to provide


No data

available - 17 17 17 17

13

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

on PBP

Percent of health

facilities trained on

the PBP Registry

TBD - 10% 20% 30% 40%

Percent of target

LGUs trained on

PBP by CHDs

No data

available - - 10% 20% -

Internal Processes

Internal processes refer to all activities and key procedures required to deliver the services of

the organization. This strategic perspective focuses on how the DDO can improve as an

office to better perform its functions. It is concerned on the effective management of the

DDO programs in terms of its operations and customer satisfaction.

Strategic Objective 3. Ensure the development and implementation of evidence-based

policies, standards and guidelines

Health information and policy, standards and regulation are among the six strategic

instruments identified by the KP in achieving better health outcomes and responsive health

system for all Filipinos.

The DDO shall ensure that existing evidence-based policies, standards and guidelines are

developed and implemented at the national and local levels. These policies provide

mechanisms for equitable access to health services and technologies of quality. New policies

will be developed based on the identified needs, gaps and challenges.


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

3. Ensure the

development

and

implement-

tation of

evidence-

based

policies,

standards

No. of evidenced-

based policies,

standards and

guidelines developed

for the LRD Program

- 4 - 1 1

Number of evidence-

based policies,

standards and

guidelines

- - 4 - 1

14

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

and

guidelines

implemented for

LRD program

Number of evidence-

based policies,

standards and


for HWSCP

1 - 1 - -

Number of evidence-

based policies,

standards and


for HWPPWD

1 1 2 2 2 2

Number of evidence-

based policies,

standards and


for VIPP

0 3 1 - - -

Number of evidence-

based policies,

standards and


for PBP

0 2 2 - - -

Number of

community eye

health care model

piloted and evaluated

0 1 2 2 2 2

Number of

community model for

PWDs piloted and

evaluated

0 - 1 2 2 2

Strategic Objective 4. Ensure relevant and efficient capacity building

Capacity building is one of the several components of the DDO functions. The program shall

then make sure that capacity building activities will be developed and implemented to

provide technical assistance in the prevention and control of NCDs. This will guarantee

efficiency and quality services to be provided by health service providers at all levels of care.

Table 5: DDO Scorecard on Strategic Objective 4

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

4. Ensure

relevant &

No. of training

packages developed 0 8 8 9 - -

15

efficient

capability

building

for the LRD

program

No. of trainings

conducted on CRD

and Hospice &

Palliative Care

0 - - - 16 18

No. of LRD training

packages adopted by

training institutions

0 - - 1

- 1

Number of training

programs developed

for HWSCP

0 - - 1 - -

Number of training

programs developed

for HWPPWD

1 1 - 3 - -

Number of training

programs developed

for VIPP

0 - 1 - - -

Number of training

programs developed

for PBP

0 1 - - - -

Strategic Objective 5. Strengthen collaboration with stakeholders on NCD programs

In an environment with limited resources and high expectation of accountability such as the

health sector, collaboration and building networks are vital. The DDO acknowledges the

critical role of stakeholders in implementing NCD programs. This is evident in the policies of

the DDO where networking, inter-organizational linkages and collaboration are identified as

strategic components. The DDO shall broaden the range of their stakeholders and strengthen

collaboration with them on NCD programs.


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

5. Strengthen

collabora-

tion with

stake-

holders on

NCD

programs

Percent of policies,

guidelines, and

standards developed and

events conducted for the

LRD program in

collaboration with other

stakeholders

No data

available 100% 100% 100% 100% 100%

16

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

Percent of stakeholders

engaged in the HWSCP TBD 80% 80% 80% 80% 80%


engaged in the PWD

program

No data

available 10% 20% 30% 40% 50%

Number of government

partners capacitated for

PWD programs

1 1 1 1 1


engaged in the VIPP

program

0

50%

100%

- - -

Percent of LGUs with

operationalized EMSS 0 -

10%

(pilot) 40% 80% 100%


engaged in the PBP

program

0 20% 30% 40% 50% 60%

Number of public health

convention/summit/

conference on the

essential DDO

programs conducted

0 - 3 1 3 1

Number of a 5 year

communication/ health

promotion plan

developed by NCHP

with technical

assistance provided by

the Essential DDO

programs

0 3 - - -

Strategic Objective 6. Ensure reliable, timely, and complete data and researches

As a lead agency in the implementation of NCD programs, the DDO shall ensure that health

data and information are readily available and accurate. Reliable and complete data and

information will be critical in monitoring the progress of the interventions. This will also be

used in developing evidenced-based policies and plans of not only the Office, but also of the

various groups and stakeholders involved in the NCD prevention and control.

17


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

6. Ensure

reliable,

timely, and

complete

data &

researches

No. of researches on

LRD program

completed

No data

available -

1

1 1 2

Percent of health

facilities using

integrated NCD

Registry

2 out of 71

hospitals - - 10% 10% 10%

Number of researches

completed for

HWSCP

No data

available - 1 - 1 -

Number of indicators

for HWSCP included

in the FHSIS, LGU

scorecard or any

appropriate

mechanism

0 - -

1

indicator

(FHSIS)

1 indicator

(LGU

scorecard)

-

Number of functional

database registries

operationalized

(PRPWD, PBP

Registry, PNIDMS,

ONEISS)

0 4 - - - -

Number of research

proposals by essential

DDO programs

included in the

national research

agenda

0 3 3 3 3 3

Number of researches

completed for

essential DDO

programs

0 - 1 1 1 1

Percent of needed

data used for policy

making and program

development

available to all

stakeholders

0 100% 100% 100% 100% 100%

18

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

Number of indicators

for essential DDO

programs included in

the FHSIS, LGU

scorecard or any

appropriate

mechanism

0 - -

4

indicators

(FHSIS)

4

indicators

(LGU

scorecard)

-

Organization

This perspective is focused on DDO as an organization, which deploys health experts and

professionals to perform the functions of the Office.

Strategic Objective 7. Guarantee adequate, competent and expert DDO personnel

accountable for NCD programs

Given the mandate of DDO as technical assistance provider to prevent and control the surge

of NCDs and other degenerative diseases, the DDO is expected to deploy adequate,

competent and expert managers and staff accountable to NCD programs. The DDO

management shall work to instill a sense of responsibility in the mindset of program

managers and staff to ensure that the DDO programs are effective and responsive to the needs

of its clients.


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

7. Guarantee

adequate,

competent

and expert

DDO

personnel

accountabl

e for NCD

programs

No. of personnel who

attended relevant

local training courses,

seminars, and

workshops (training

outside programs e.g.

managerial,

leadership training

courses)

No data

available - 5 5 5 5

No. of personnel who

attended international

training courses,

seminars, and

workshops

No data

available - 1 1 1 1

19

STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

Percent of personnel

who attended relevant

local or international

training courses,

seminars, and

workshops (technical

competencies)

No data

available - 100% 100% 100% 100%

Resources

The core function of DDO to provide technical assistance in the prevention and control of

NCDs entails effective and efficient management of its resources to ensure that health

services, equipment and products are properly downloaded to its clients at the regional and

local level.

Strategic Objective 8. Ensure an effective and efficient resource management system

The DDO aims to install an effective and efficient resource management system within the

organization to monitor utilization and distribution of its resources.


STRATEGIC

OBJECTIVE

KEY

PERFORMANCE

INDICATOR

BASELINE TARGETS

2013 2014 2015 2016 2017

8. Ensure an

effective

and

efficient

resource

manageme

nt system

Utilization rate of

DDO yearly budget 80%

(2012) 80% 80% 80% 80% 80%

Distribution rate of

commodities 95% (2013) - 95% 95% 95% 95%

20

PART III

DDO PROGRAMS ACTION PLAN (2013-2017)

This section presents in detail the Strategic or Medium-Term Action Plan for each of the

DDO programs. It includes a description of the program, the strategic objectives and

components affected by the program, key activities, and milestones vis-à-vis program-

specific components. Also contained in this Part are the Program-level Scorecards deemed to

contribute to the overall DDO Scorecard discussed in the preceding section.

LIFESTYLE-RELATED DISEASES PREVENTION AND CONTROL

PROGRAM

(LRDPCP)

Lifestyle-related diseases (LRDs) refer to chronic, noncommunicable diseases particularly

cardiovascular diseases, cancers, chronic respiratory diseases, and diabetes. These diseases

are collectively known as LRDs because these diseases have common risk factors, which are

to a large extent related to unhealthy lifestyle.5

LRDs remain to be included in the top causes of mortality—CVD as the 1st, Cancer as 3rd

,

CLRD or COPD as 7th

and DM as the 8th

(PHS, 2009). In addition, Hypertension ranks 3rd

among the top ten causes of morbidity (FHSIS, 2011).

The top ten leading causes of mortality by sites are cancer of the breast, colon/rectum,

prostate and cervix ranking 2nd, 3rd, 5th, and 7th respectively. These diseases are to a large

extent related to unhealthy lifestyle and share common modifiable risk factors namely

tobacco use, unhealthy diet, physical inactivity and alcohol use.

The Smoking Cessation Program is one of the interventions being implemented on LRD. The

Smoking Cessation Program aims to promote and advocate smoking cessation in the

Philippines by providing smoking cessation services to current smokers who want to quit

smoking.

The most popular advocacy campaign for NCDs is the National Healthy Lifestyle Campaign

or better known as the “Mag HL Tayo,” which was launched in 2003 and was taken as one of

DOH’s priorities. The campaign promotes the following messages: don’t smoke; regular

exercise; eat a healthy diet; watch your weight; manage stress; and regular health check-up.

The DOH re-launched the campaign in 2009 as “HL to the Max.” Among the target

audiences of this campaign are executives and employees of local government units,

legislators and politicians, and the media.

5Department of Health. N.d.National Objectives for Health 2005-2010.

21

The challenge now for the LRD program is monitoring and verifying the implementation and

success of the various campaigns on lifestyle-related diseases at the local level. Another

challenge for the LRD program is the implementation of the Philippine Package of Essential

NCD Interventions (PhilPEN). The PhilPEN is an adoption of the WHO guidelines in

managing noncommunicable diseases in low resource settings. There is still a need to

strengthen appreciation on the PhilPEN. There is no monitoring mechanism in place to track

its implementation.

Program Description

To reduce mortality and morbidity from LRDs and its complications, the program, through

the CHDs, aims to develop an integrated, comprehensive and community based approach to

create policies, standards and increase awareness, information and continuing education of

health personnel, high-risk individuals and patients.

The program utilizes early detection through risk assessment and screening at the primary,

secondary, and tertiary levels of health care with the appropriate medical/therapeutic

management, rehabilitation and palliative care at both hospitals and community levels.

Program Objectives

The Lifestyle-Related Diseases Prevention and Control Program has the following objectives

categorized under the different strategic components:

Strategic Component: POLICY, STANDARDS AND REGULATIONS

OBJECTIVE 1: To develop evidence-based plans, programs, policies and standards

for LRDs

OBJECTIVE 2: To ensure health regulatory mechanisms for safe and quality health

care

OBJECTIVE 3: To ensure universal access to essential medicines

The program shall develop evidence-based plans, programs, policies and standards for LRDs.

These policies, standards and guidelines will ensure access to health services and medicines

of quality.

The LRD program shall ensure access to safe and quality health care to health service

beneficiaries by establishing regulatory mechanisms in service delivery.

Key Activities:

1. Development of service packages and national clinical pathway guidelines

for NCDs;

22

2. Development of an Administrative Order for chronic respiratory disease

that shall include a review of the WHO PEN;

3. Development of cancer guidelines for hospice and palliative care;

4. Development of a national treatment guidelines on LRD; and

5. Drafting of the Strategic Plan for 2016-2020 for the LRD Program.

Strategic Component: HUMAN RESOURCES FOR HEALTH

OBJECTIVE 4: To capacitate the CHDs and other stakeholders (LGUs) in the

management of LRD programs

The LRD program intends to capacitate its stakeholders specifically the CHDs and LGUs in

managing various LRD programs. One of the functions of the DDO is to capacitate its

stakeholders and other national government agencies in implementing health programs,

services.

Key Activities:

1. Finalization and pilot testing of the training module on Visual Inspection

using Acetic (VIA) Acid Wash;

2. Conduct of various training on the following: Training of Trainers on VIA;

Training on VIA for health service providers, Training on Smoking

Cessation, and Training on PEN;

3. Dissemination of the National Treatment Guidelines on LRD;

4. Integration of the PhilPEN to allied health professionals;

5. Development of training modules for hospice and palliative care; and

6. Development of training modules on Chronic Respiratory Disease.

Strategic Component: HEALTH INFORMATION

OBJECTIVE 5: To provide health information that is valid and accessible

Health information is essential in the formulation of evidence-based policies and program

development. The LRD program intends to provide health information that is valid and

accessible and at the same time to be able to contribute to the DOHs existing health

information systems. At the same time, health information are used in monitoring and

evaluating programs.

Key Activities:

1. Development of a monitoring plan for the different LRDs and come up

with an integrated plan that will be used to monitor implementation of the

LRD Program;

2. Development of LRD Reporting Forms;

3. Conduct of consultative workshop with stakeholders on the

implementation of PEN, Smoking Cessation Program, and VIA;

23

4. Conduct of an LRD PIR and Planning Workshop; and

5. Monitoring of VIA training and other programs being implemented by the

LRD Program.

Strategic Component: GOVERNANCE FOR HEALTH

OBJECTIVE 6: To strengthen governance structures through localization of LRD

programs

Localization of LRD programs and other health programs are one of the goals not only of the

DDO but of the Department of Health as well. The local government units together with the

CHDs are the ones implementing the different LRD programs at the local level. They are

expected to promote and advocate healthy lifestyle to their respective constituents. More

importantly, they are to educate the population on healthy living.

Key Activities:

1. Conduct of continuous promotional activities for the Belly Gud campaign;

2. Celebration of Cervical Cancer Awareness Month with a kick-off activity

in selected CHDs yearly;

3. Convene a Fitness Camp for DOH employees and other national

government agencies;

4. Convene an ASEAN Regional Forum;

5. Convene a yearly Lay Forum on Lifestyle-Related Diseases; and

6. Convene a Convention on NCD Public Health;

Strategic Component: HEALTH FINANCING

OBJECTIVE 7: To ensure the development of health financing and provider payment

scheme mechanisms for LRDs.

The program shall initiate and push for the development of health financing and provider

payment scheme mechanisms for LRDs to enhance access of patients to healthcare services

and facilities.

Key Activity:

1. Coordination with PhilHealth on the implementation of the Primary Care

Benefit Package.

24

Key Program Milestones

The table below presents the key milestones of the LRD program as identified from 2013

until 2017:

Table 10 Key Program Milestones of the LRD Program

YEAR PROGRAM

COMPONENTS PROGRAM MILESTONES

2013

Policy/Standards/

Guidelines Development

Developed Service Packages and

National Clinical Pathway Guidelines

for NCDs (UP-NIH)

IEC Material Development

Conceptualized content and format of

IEC Materials on LRD

Conceptualized content and format of

VIA Training Module

Health Promotion,

Education and Advocacy

Conducted Belly Gud for Health:

Executive Edition

Conducted Cervical Cancer

Awareness Month Kick-off Activity

in Selected CHDs

Convened a Fitness Camp for DOH

Employees and National

Government Agencies

Convened an ASEAN Regional

Forum

Capability Building Finalized and Pilot Tested Visual

Inspection using Acetic Acid Wash

Training Module

Conducted Training of Trainers on

VIA

Visual Inspection with Acetic Acid

(VIA) Training for Health Service

Providers

Service Delivery School – based HPV Vaccination

Project

Monitoring/Evaluation Developed monitoring plan for LRDs

Developed LRD Reporting Forms

Consultative Workshop on PEN,

Smoking Cessation, and VIA

Research Support to LIFECARE Study

25

YEAR PROGRAM


2014

Policy/Standards/

Guidelines Development Developed AO for CRD (Review of

WHO PEN on CRD)

Developed Cancer Guidelines for

Hospice and Palliative Care

Developed National Treatment

Guidelines on LRD

IEC Material Development

Developed LRD Communication

Plan & Conceptualization of IEC

Materials

Enhanced Smoking Cessation

Training Manual

Printed LRD IEC materials (TCL,

risk assessment form etc.)

Health Promotion,

Education and Advocacy

Belly Gud for Health to NGAs

Lay Forum on LRDs

Breast Cancer Awareness Month

Conducted Cervical Awareness

Month Kick-off activity in selected

RHUs

NCD Public Health Convention

Capability Building Training of Trainers on VIA

Conducted Training on Smoking

Cessation

Service Delivery Evaluated School-based HPV

Vaccination Project 1

Monitoring/Evaluation Integrated Monitoring of LRDP

Implementation

LRD PIR & Planning Workshop

Research National Nutrition and Health Survey

Support to LIFECARE

Financing Coordinated with PhilHealth

regarding Primary Care Benefit

Implementation

2015

Health Promotion,

Advocacy, Education, and

Communication

Belly Gud for Health to NGAs

Developed CRD Training

Modules

Breast Cancer Awareness

Month



RHUs

Conducted Hypertension and

26

YEAR PROGRAM


Diabetes Awareness Week Kick-off

activity in selected RHUs

Reproduced Smoking Cessation

Manual

Convened Lay Forum on LRDs

Capability Building Disseminated AO for CRD

Disseminated National Treatment

Guidelines on LRD

PhilPEN Integrated to Allied Health

Professionals

Developed Training Modules for


Pilot Tested Training Module for


Monitoring/Evaluation Integrated Monitoring of LRDP

Implementation

Consultative and Planning Workshop

on LRDs

2016

Policy/Standards/

Guidelines Development Strategic Plan 2016 – 2020

Health Promotion,

Advocacy, Education, and

Communication

Breast Cancer Awareness Month



RHUs

Conducted Hypertension and

Diabetes Awareness Week Kick-off

activity in selected RHUs

Capability Building Conducted Training for Hospice and

Palliative Care

27

LR

D P

rog

ram

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: L

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tyle

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ate

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TA

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20

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- - - - - - - - -

80

% w

ith

in 5

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(an

nu

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to b

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y L

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10

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- - - - - - - - -

10

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- - - - - - - - -

10

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uct

ion

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22

.0%

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20

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- - - - - - - - - -

BA

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28.3

% (

both

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)

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20

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(NN

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, 2

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)

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(NN

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(NN

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54

g (

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11

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(WH

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No

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le

KE

Y P

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RM

AN

CE

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ICA

TO

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Pre

val

ence

of

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curr

ent

tob

acco

use

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2%

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yea

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Pre

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ence

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Pre

val

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rat

e o

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tota

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ad

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Per

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t o

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eig

ht

and

ob

ese

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ad

ult

s

Pre

val

ence

of

adu

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h p

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sica

l in

acti

vit

y

Mea

n p

opu

lati

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in

tak

e o

f

salt

per

day

in

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ms

Per

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t in

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n m

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on

e-d

ay p

er c

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a fr

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s

and

veg

etab

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in

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Per

cen

t o

f w

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en a

ged

21

-yea

r o

ld a

nd

ab

ov

e

scre

ened

for

VIA

Per

cen

t o

f w

om

en p

osi

tiv

e

for

VIA

ag

ed 2

1-y

ear

old

and

abo

ve

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aged

ST

RA

TE

GIC

OB

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CT

IVE

1.

Red

uce

d m

ort

ali

ty,

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rbid

ity

& d

isa

bil

ity

du

e to

NC

Ds.

(S

oci

al

Imp

act

)

28

TA

RG

ET

S

20

17

- - - - 17

-

4V

IA

1 n

urs

ing

1

20

16

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%

10

0%

10

0%

- 17

-

4V

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1 n

urs

ing

1

20

15

- - - - 17

21

4 V

IA

1

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- - -

1 C

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20

DO

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spit

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17

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- - -

16

-

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No

dat

a

avai

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No

dat

a

avai

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No

dat

a

avai

lab

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16

CH

Ds

51

DO

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spit

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16

(to

be

chec

ked

)

1 0 0 0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Pro

po

rtio

n o

f ad

ult

s 2

5

yea

rs o

ld a

nd

abo

ve

scre

ened

for

Ph

ilP

EN

No

. o

f p

atie

nts

ag

ed 2

5-

yea

r o

ld a

nd

ab

ov

e

dia

gn

ose

d a

nd

man

aged

fo

r

hy

per

ten

sion

No

. o

f p

atie

nts

ag

ed 2

5-

yea

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ld a

nd

ab

ov

e

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gn

ose

d a

nd

man

aged

fo

r

dia

bet

es

No

. o

f tr

ained

CH

Ds/

DO

H

ho

spit

als

wh

o u

nd

erw

ent

trai

nin

g o

n S

mo

kin

g

Ces

sati

on

No

. o

f C

HD

s ab

le t

o r

oll

ou

t tr

ain

ing o

n S

mo

kin

g

Ces

sati

on

No

. o

f tr

ained

NG

As

wh

o

un

der

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ain

ing

on

Sm

ok

ing

Ces

sati

on

No

. o

f st

akeh

old

ers

that

ado

pte

d L

RD

tra

inin

g/t

rain

ing

pac

kag

es:

T

rain

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in

stit

uti

on

s

A

llie

d m

edic

al,

par

amed

ical

, a

cad

emic

inst

itu

tio

ns

Oth

er s

tak

eho

lder

s (N

GA

s,

NG

Os,

pri

vat

e se

cto

r)

ST

RA

TE

GIC

OB

JE

CT

IVE

2.

En

ha

nce

d c

ap

aci

ty

of

CH

Ds

& o

ther

sta

keh

old

ers

in N

CD

pre

ven

tio

n &

co

ntr

ol

29

TA

RG

ET

S

20

17

25

%

- 1

(PE

N

up

dat

e)

1 (

LR

D)

-

9 (

CR

D)

9

(Ho

spic

e)

1P

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(Med

icin

e)

20

16

20

%

- 1

(Rev

ised

AO

on

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-

8 (

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(Ho

spic

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%

- -

1 (

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1 (

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1 (

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1 (

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(H&

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20

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14

0

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Per

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t o

f L

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s (c

itie

s

and

mun

icip

alit

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th

at

imp

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ente

d a

com

pre

hen

siv

e p

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ram

in

the

pre

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tio

n a

nd

con

tro

l

of

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No

. o

f C

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s w

ho

con

du

cted

Ph

ilP

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ro

ll-

ou

t tr

ain

ing

No

. o

f ev

iden

ced

-bas

ed

po

lici

es,

stan

dar

ds

and

gu

idel

ines

dev

elop

ed f

or

the

LR

D P

rog

ram

Nu

mb

er o

f ev

iden

ce-b

ased

po

lici

es,

stan

dar

ds

and

gu

idel

ines

im

ple

men

ted

for

LR

D p

rog

ram

No

. o

f tr

ain

ing

pac

kag

es

dev

elo

ped

for

the L

RD

pro

gra

m

No

. o

f tr

ain

ing

s co

nd

uct

ed

on

CR

D a

nd

Ho

spic

e &

Pal

liat

ive

Car

e

No

. o

f L

RD

tra

inin

g

pac

kag

es a

dop

ted

by

trai

nin

g i

nst

itu

tio

ns

ST

RA

TE

GIC

OB

JE

CT

IVE

3.

En

sure

th

e

dev

elo

pm

ent

an

d

imp

lem

en

tati

on

of

evid

ence

-ba

sed

po

lici

es,

sta

nd

ard

s

an

d g

uid

elin

es

4.

En

sure

rele

va

nt

&

effi

cien

t ca

pa

bil

ity

bu

ild

ing

30

TA

RG

ET

S

20

17

10

0%

2

10

%

20

16

10

0%

1

10

%

20

15

10

0%

1

10

%

20

14

10

0%

1

10

%

20

13

10

0%

BA

SE

LIN

E

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Per

cen

t o

f po

lici

es,

gu

idel

ines

, an

d s

tan

dar

ds

dev

elo

ped

an

d e

ven

ts

con

du

cted

in

co

llab

ora

tio

n

wit

h o

ther

sta

keh

old

ers

No

. o

f re

sear

ches

on

LR

D

com

ple

ted

Per

cen

t o

f h

ealt

h f

acil

itie

s

usi

ng

in

teg

rate

d N

CD

Reg

istr

y

ST

RA

TE

GIC

OB

JE

CT

IVE

5.

Str

eng

then

coll

ab

ora

tio

n w

ith

sta

keh

old

ers

on

NC

D

pro

gra

ms

6.

En

sure

reli

ab

le,

tim

ely

,

an

d c

om

ple

te d

ata

&

rese

arc

hes

31

HEALTH AND WELLNESS PROGRAM FOR PERSONS

WITH DISABILITIES

(HWPPWD)

The International Classification of Functioning, Disability and Health (ICF) refers to

disability as “an umbrella term covering impairments, activity limitations, and participation

restrictions. An impairment is a problem in body function or structure; an activity limitation

is a difficulty encountered by an individual in executing a task or action; while a participation

restriction is a problem experienced by an individual in involvement in life situations”

(WHO, 2013). The ICF’s definition of disability denotes a negative interaction between a

person (with a health condition) and his or her contextual factors (environmental and personal

factors). A comprehensive approach in interventions is then necessary for persons with

disabilities (PWDs) as it entails actions beyond the context of health, but more on helping

them to overcome difficulties by removing environmental and social barriers (WHO, 2013).

The WHO fact sheet (2012) reveals that over 1 billion people, or approximately 15% of the

world’s population, have some form of disability. About 110 to 190 million people 15 years

and older have significant difficulties in functioning. Moreover, the rapid spread of chronic

diseases and population ageing contribute to the increasing rates of disability. About 80% of

the world’s PWDs live in low-income countries, wherein majority are poor and cannot access

basic services. With their conditions, PWDs need greater attention and considerations in

terms of health needs, without discrimination. However, reports show that PWDs have less

access to health services and therefore have greater unmet needs.

In the country, the results of the 2010 Census of Population and Housing (CPH, 2010) show

that of the household population of 92.1 million, 1,443 thousand persons, or 1.57%, have a

disability. Region IV-A, with 193 thousand PWDs, was recorded to have the highest number

of PWD among the 17 regions, while the Cordillera Administrative Region (CAR) had the

lowest number with 26 thousand PWDs. There were more males, who accounted for 50.9%

of the total PWD in 2010, compared to females, with 49.1% with disability. For every five (5)

PWD, one (18.9%) was aged 0 to 14 years, three (59.0%) were in the working age group (15-

64 years old), and one (22.1%) was aged 65 years and above (NSO, 2013).

The mandate of the DOH to come up with a national health program for PWD was based on

Republic Act No. 7277, “An Act Providing for the Rehabilitation and Self-Reliance of

Disabled Persons and Their Integration into the Mainstream of Society and for Other

Purposes” or otherwise known as “The Magna Carta for Disabled Persons”. This document

stipulated that the DOH is required to: (1) institute a national health program for PWDs, (2)

establish medical rehabilitation centers in provincial hospitals, and (3) adopt an integrated

and comprehensive program to the Health Development of PWD, which shall make essential

health services available to them at affordable cost (DOH, 2011).

In line with the Implementing Rules and Regulations (IRR) of RA 7277, the DOH needs to

address the health concern of PWDs. In response to this, the DOH issued AO no. 2006-0003,

32

which specifically provides the strategic framework and operational guidelines for the

implementation of Health Programs for PWDs.

However, in the implementation of the program in the past years, there were operational

issues and gaps identified that need to be addressed. These include the following: there is a

need to strengthen multi-sectoral action to harmonize efforts of stakeholders; unclear

delineation of roles and responsibilities of concerned agencies; lack of capacity building

activities for local health workers (e.g. sensitivity training, CBR, etc.); PWD is not a priority

program at the national and local levels thus inadequate funding; inaccessibility of health

facilities for PWDs; lack of human resources in handling the program; and the need to update

and upgrade the database for PWDs (Philippine Registry for People with Disabilities).

Considering all these situations, there is a need to revisit AO no. 2006-0003 to align the

current needs and challenges of the PWD health program with the thrusts and goals of KP

and UHC.

To be consistent with the Global Health Disability Action Plan (2014-2021), the development

of the strategies and approaches of the HWPPWD should also consider “prevention-related

activities focused on early identification and intervention to prevent the development of

secondary or co-morbid health conditions that are often associated with disability, prevention

of the development of new impairments and prevention of existing impairments becoming

worse through improving access to health care and population-based public health

programmes, and barrier removal” (WHO, 2013).

Program Description

The Health and Wellness Program for PWDs is designed to promote the highest attainable

standards of health of PWDs and prevent them from developing health conditions associated

with disability. This involves the development of policies, standards and guidelines, service

packages, health promotion packages, generation of data, capacity development and

rehabilitation interventions to ensure that PWDs have full access to health services at all

levels of care. It also fosters a multi-sectoral approach towards a disability inclusive health

agenda in order to achieve health and well-being of PWDs and promote and protect their

human rights and fundamental freedom and that of their caregivers and personal assistants.

Program Objectives

The Health and Wellness Program for PWDs aims to accomplish the following objectives

under the following strategic components:

33

Strategic Component: SERVICE DELIVERY

OBJECTIVE 1: To address barriers, and improve access of PWDs to health care

services and programs

OBJECTIVE 2: To ensure the accessibility, availability and affordability of

habilitation and rehabilitation services for PWDs, including children

with disabilities

The program shall work to ensure that quality health services and care are accorded to PWDs

on an equal basis with others. It shall improve general and specialized health services that

will provide necessary adjustments appropriate to accommodate the special needs of PWDs.

These services shall lead to the full enjoyment of PWDs of all human rights and fundamental

freedom.

The program shall ensure that habilitation and rehabilitation services are readily accessible,

available and affordable to PWDs and children with disabilities even in local areas. These

services intend to enable PWDs at the earliest possible stage to develop their skills and

abilities, and maintain maximum independence in order to improve their functionalities at

home and as they move and participate in the community. It shall work to promote

availability of community-based rehabilitation programs, including the use of assistive

devices, technologies and special programs designed for PWDs.

Key Activities:

1. Development of a 5-year package of health promotion activities for PWDs

in coordination with NCHP and relevant stakeholders;

2. Coordination with concerned DOH offices and other relevant partners to

come-up with a national plan to upgrade regional/provincial hospitals

rehabilitation centers for inclusion in the Health Facility Expansion Plan

(HFEP) of the DOH and/or any other system wide mechanism; and

3. Provide technical assistance to LGUs and other stakeholders in the scaling

up of model communities for PWDs.

34

Strategic Components: POLICY, STANDARDS AND REGULATION

HEALTH FINANCING

OBJECTIVE 3: To ensure the development and implementation of policies and

guidelines, health service packages, including financing and provider

payment schemes for health services of PWDs

The program aims to set standards, guidelines and policies in providing health services for

PWDs. This will guarantee efficiency and effectiveness, quality and affordability of these

services even in rural settings.

Key Activities:

1. Amendment of the Administrative Order No. 2006-0003 “Strategic

Framework and Operational Guidelines for the Implementation of Health

Programs for Persons with Disabilities (PWDs)”;

2. Development of service packages for PWDs specifically for disability due

to chronic illness, learning disability and cerebral palsy;

3. Advocacy for the development of financing and provider payment scheme

for health services of PWDs;

4. Development of a Manual of Operations for HWPPWD;

5. Provision of technical assistance to LGUs and other stakeholders in the

development of model communities for PWDs; and

a. Development of a policy promoting and advocating a non-handicapping

environment by ensuring that all government health facilities follow the

specifications for universal design for all its equipment, apparatuses and

facilities.


OBJECTIVE 4: To enhance capacity of health providers and stakeholders in

improving the health status of PWDs

As part of the key functions of the DDO as a technical assistance provider, the program

intends to develop the skills and capacity of health providers including the stakeholders to

provide quality and effective health services for PWDs. This includes ensuring that health

providers at all levels are well-trained, gender sensitive and committed to accommodate the

special needs of PWDs.

35

Key Activities:

1. Development of the following training programs: establishing or

implementing health programs for PWDs (HWPPWD) in local

communities; community-based rehabilitation services and sensitivity

training; and home care and peer counseling for PWDs; and

2. Capacitate CHDs/LGUs/other stakeholders on implementation of CBRS,

sensitivity training, peer counseling, training for homecare and on the

PRPWD.


OBJECTIVE 5: To strengthen collaboration and synergy with stakeholders to

improve response to the health services for PWDs through regular

dialogues and interactions

To align the program with the interventions of other groups, the program shall regularly

network and collaborate with various stakeholders to synergize efforts and resources towards

the improvement of health services for PWDs. This will be done by establishing regular

dialogues and interactions with the association and groups of PWDs, as well as NGOs and

private sector working to improve the functionalities of PWDs.

Key Activities:

1. Enhancement of multi-sectoral action through regular dialogues and

meetings with various stakeholders;

2. Support the capacity of government partners for PWD affairs particularly

National Anti-Poverty Commission/ Persons with Disability Affairs

Office; and

3. Conduct of Public Health Convention on Health Program for PWDs.


OBJECTIVE 6: To facilitate the collection, analysis and dissemination of reliable,

timely, complete and internationally comparable data and researches

on health-related issues of PWDs in order to develop and implement

evidence-based policies

As a lead agency for the health sector, the DOH through the program shall provide reliable,

timely and complete data and analysis about the health status of PWDs. It shall promote and

develop researches and studies to enhance and update information on health-related concerns

and issues of PWDs. This will guide various stakeholders in the development and

36

implementation of evidence-based policies and effective programs and interventions that suit

the special needs of PWDs.

Key Activities:

1. Conduct of National Disability Survey;

2. Ensure functional PRPWD;

3. Identification of a 5-year research agenda;

4. Inclusion of indicators in the FHSIS, LGU scorecard or any appropriate

mechanism in coordination with other DOH offices (e.g. PWDs availing of

various health services, rehabilitation and habilitation services including

assistive devices/technology); and

5. Conduct of regular monitoring and evaluation for the different activities

implemented by the program.


The table below presents the key milestones of the HWPPWD as identified from 2013 until

2017:

Table 11 Key Program Milestones of HWPPWD

YEAR PROGRAM MILESTONES

2013 Amended AO 2006-0003 for PWD

Developed service packages for PWDs specifically for

disability due to chronic illness, learning disability, and

cerebral palsy.

Advocated for the development of financing and provider

payment scheme for health services of PWDs.

Finalized training program on community-based rehabilitation

services and sensitivity training.

Functional PRPWD

Capacitated CHDs/LGUs/stakeholders on the use of PRPWD

Enhanced capacity of government partners for PWD affairs

particularly NAPC/PDAO

Enhanced multi-sectoral action with stakeholders through

regular dialogues and meetings.

Identified a 5 year research agenda

Coordinated with NCHP and relevant stakeholders

for the development of a 5 year package of health promotion

activities for PWDs

2014 Conducted National Disability Survey

Started the development of a Manual of Operations for

HWPPWD

37


Initiated the development of a training program for

establishing/implementing HWPPWD in local communities

Initiated the development of a training program/manual for

home care and peer counseling for PWDs

Coordinated with other DOH offices for the inclusion of

indicators in the FHSIS, LGU scorecard or any appropriate

mechanism

Coordinated with NCHFD to come-up with a national plan

to upgrade regional/provincial hospitals rehabilitation

centers for inclusion in the HFEP of the DOH and/or any

other system wide mechanism.

Provided technical assistance to LGUs and other

stakeholders in the development of model communities for

PWDs.

Capacitated CHDs/LGUs/other stakeholders on

implementation of CBRS, sensitivity training and on the

PRPWD

Conducted 1st Public Health Convention on Health

Program for PWDs

Developed policy promoting and advocating a non-

handicapping environment by ensuring that all government

health facilities follow the specifications for universal

design for all of its structures, equipment, and apparatuses

and to ensure reasonable accommodations for PWDs

Conducted Monitoring and Evaluation of the following :

Implementation of service packages for PWDs specifically

for disability due to chronic illness, learning disability, and

cerebral palsy.

An enhanced multi-sectoral action with stakeholders

A functional PRPWD

An enhanced capacity of government partners for PWD

affairs particularly NAPC/PDAO

Inclusion and implementation of 2014 research agenda to

the NHRA

Health promotion activities for PWDs

2015 Finalized Manual of Operations for HWPPWD and training

programs for HWPPWD, home care and peer counseling.


implementation of HPPWD, CBRS, sensitivity training, peer

counseling, and training for homecare and on the PRPWD

Provided technical assistance to LGUs and other stakeholders

in the scaling up of model communities for PWDs.

Conducted Monitoring and Evaluation of the following:

Implementation of the service packages for PWDs

specifically for disability due to chronic illness, learning

disability, and cerebral palsy.

Training programs for CBRS, sensitivity training, , PRPWD

38


Inclusion of indicators in the FHSIS, LGUs scorecard or any

appropriate mechanism


A functional PRPWD


affairs particularly NAPC/PDAO


the NHRA


Inclusion of the National Plan to upgrade regional/provincial

hospitals rehabilitation centers in the Health Facilities

Expansion Plan of the DOH and /or other system wide

mechanisms.

2016 Conducted 2nd Public Health Convention on Health Program

for PWDs


implementation of HWPPWD, CBRS, sensitivity training, peer

counseling, training of homecare and on the PRPWD.

Conducted Monitoring and Evaluation of the following:



cerebral palsy.

Training programs for HWPPWD, CBRS, sensitivity

training, peer counseling, and home care and PRPWD.




A functional PRPWD


affairs particularly PDAO


the NHRA


Implementation of Plan to upgrade regional/provincial

hospitals rehabilitation centers included in the Health

Facilities Expansion Plan of the DOH and/or other system

wide mechanisms.

2017 Reviewed Health Program for PWD

Developed 5 year strategic plan for 2018-2022

Conducted Monitoring and Evaluation of implementation of:



cerebral palsy.

Training programs for HWPPWD, CBRS, sensitivity

training, peer counseling, and home care.



39



A functional PRPWD


affairs particularly PDAO


the NHRA


Implementation of National Plan to upgrade

regional/provincial hospitals rehabilitation centers included

in the Health Facilities Expansion Plan of the DOH and or

other system wide mechanisms.

40

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41

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S

20

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2

2 -

50

%

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20

16

2

2 -

40

%

1

1

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-

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arc

hes

43

VIOLENCE AND INJURY PREVENTION PROGRAM

(VIPP)

Violence and injuries in the Western Pacific Region accounted for an estimated 1.2 million

deaths in 2008 representing about one quarter of the global death toll from such causes

(WHO, 2012). In the same year, around 350,000 people died on roads, 142,000 from falls and

100,000 from drowning. The remaining number of deaths due to violence and injuries is

attributed to suicide and other intentional and unintentional injuries.

In the Philippines, the Online National Electronic Injury Surveillance System (ONEISS)

recorded a total of 11,264 injuries in the first quarter of 2013. Reports came from 70

government and private hospitals, which account for 3.8% of the 1,821 total number of

hospitals in the country. More than half (60%) of the total reported cases of injuries occurred

among 20-59 age group. Injuries among children (aged 0-19) accounted for 36.3% of the total

reported cases including the 7.6% cases involving children less than 5 years of age. Injury

cases among older persons (60 years and over) accounted for 5.4%. The mean age is 27.3

while the median is 24 years old (DOH).

In response to these injury and violence problems, the DOH has issued the Administrative

Order 2007-0010, which serves as the implementing mechanism of the Violence and Injury

Prevention Program. The program is mandated to design, coordinate and integrate activities,

plans, and programs of various stakeholders into an effective and efficient system. As the

focal agency with respect to violence and injury prevention, the DOH shall also develop

national action plans and injury surveillance systems, strengthen pre-hospital and hospital

trauma care system, institutionalize capacity and human resources in injury and violence

prevention, and implement awareness campaigns on road safety and violence.

The implementation of the program shall address gaps and operational issues primarily on

advocacy and health promotion, and networking and collaboration. In addition to the

continuing efforts on fireworks-related injuries prevention, it is also necessary for the

program to focus on other areas such as interpersonal violence-related injuries and work-

related injuries prevention. The VIPP, similarly, needs to harmonize its works with internal

and external stakeholders; address the need to build the capacities of local health workers on

program management as well as pre-hospital care; and update and upgrade data registries

such as ONEISS and Philippine Network for Injury Data Management System (PNIDMS).

Program Description

The program is designed to reduce mortality, morbidity, and disability due to violence and

injuries in the following key areas of concern:

1. Road traffic injuries;

2. Burns and fireworks-related injuries;

44

3. Drowning;

4. Falls;

5. Sports and recreational injuries;

6. Interpersonal violence-related injuries including Violence Against Women and

Children (VAWC) and bullying;

7. Animal bites and stings;

8. Self-harm;

9. Occupational or work-related injuries;

10. Poisoning and drug toxicity.

Program Objectives

The Violence and Injury Prevention Program aims to accomplish the following objectives

under the following strategic components:


OBJECTIVE 1: To reduce the number of deaths from violence and injury (in the

following areas: burns, falls, road traffic, chemical, thermal,

drowning, poisoning, and firecrackers)

OBJECTIVE 2: To reduce disability caused by violence and injury

The program shall work towards the reduction of mortality rate from violence and injury in

specified areas through institutionalization of systems and procedures of services at the

community level.

The program shall ensure that there are care and services provided to prevent and mitigate the

consequences of violence and injury and thereby disability.


OBJECTIVE 3: To enhance capacity of CHDs and other stakeholders in the

prevention of injury and violence

As part of the key functions of the DDO as a technical assistance provider, the program

intends to develop and enhance the skills and capacity of healthcare providers at the local and

national level including the stakeholders in providing sufficient and relevant knowledge on

the prevention of violence and injury.

45

Key Activities:

1. Development of training modules on Emergency Services Prior to

Prehospital Care;

2. Development of training modules on Prehospital Emergency Medical

Services; and

3. Capacitate CHDs/LGUs/other stakeholders on VIPP.

Strategic Components: POLICY, STANDARDS AND REGULATION

OBJECTIVE 4: To develop and implement evidence-based policies, standards and

guidelines in the prevention of injury and violence

The program shall provide sectoral and community-based interventions through the

development and implementation of necessary policy instruments, standards and guidelines.

Key Activities:

1. Revision of the Administrative Order;

2. Development of guidelines for the establishment of emergency services

prior to hospital care;

3. Advocate passage of EMSS bill; and

4. Development of a Manual of Operations for Violence and Injury

Prevention Program.


OBJECTIVE 5: To advocate for alternative health financing schemes for trauma care

Financing schemes affect the efficiency with which the health care system produces and

supplies health care services. The program aims to promote to health financing institutions,

financial intermediaries, and insurance companies, the development and implementation of

an equitable financing scheme that would be beneficial to victims of violence and injury.

Key Activities:

1. Coordination with PHILHEALTH on the development of a financial

package for trauma care.

46


OBJECTIVE 6: To promote a culture of safety in key settings such as home, schools,

workplaces, and communities

OBJECTIVE 7: To strengthen collaboration with stakeholders in the prevention of

injury and violence

The program will advocate for health and safety at home, schools, workplaces, and

communities. It shall take a critical role of coordinating with stakeholders in promoting

mainstream environments, which are culturally competent.

The DDO shall promote partnership with various stakeholders to build alliances and networks

and ensure implementation of activities related to injury and violence prevention. The DDO

shall also initiate an alliance building through formal and informal instruments with

stakeholders to ascertain their commitment in implementing action plans and programs and in

mobilizing all available resources.

Key Activities:

1. Enhancement of multi-sectoral action through the establishment of an

alliance on VIPP;

2. Conduct of National Conference on VIPP; and

3. Coordination with the National Center for Health Promotion in the

development of advocacy campaigns on VIPP.


OBJECTIVE 8: To ensure reliable, timely and complete data and researches on

violence and injury.

As a lead agency for the health sector, the DOH through the program shall promote and

develop researches and studies to enhance and update information on violence and injuries.

This will guide the DDO and various stakeholders in the development and implementation of

evidence-based policies and effective programs and interventions on violence and injuries.

Key Activities:

1. Operationalization of the Philippine Network for Injury Data Management

System;

2. Upgrade Online National Electronic Injury Surveillance System;


47

4. Conduct study on the Determination on the Incidence of Injuries for

Vehicular Crashes in the Philippines; and




The table below presents the key milestones of the VIPP as identified from 2013 until 2017:

Table 12 Key Program Milestones for VIPP


2013 Revised AO for VIPP

Delineated functions between HEMS & DDO

Reviewed related (existing) policies, research

Strengthened collaboration with partner agencies in

operationalizing the PNIDMS

Established alliance on VIPP

Upgraded ONEISS

Drafted guidelines for the establishment of emergency services

prior to hospital care (MOP and SOP)

Conducted study on the Determination on the Incidence of

Injuries for Vehicular Crashes in the Philippines

Identified 5 year research / policy agenda

Conducted Users’ Conference on ONEISS

Strengthened the alliance on VIPP

Advocated passage of EMSS bill

Finalized training modules on Emergency Medical Services

Prior to Prehospital Care

2014 Developed MOP/training manual for VIPP

Piloted Emergency Services at the local level

Drafted training modules on Emergency Medical Services

Prior to Prehospital Care

Enhanced guidelines for the establishment of Emergency

Services prior to hospital care

Capacitated CHDs/LGUs/other stakeholders

Coordinated with PHILHEALTH on the development of a

financial package for trauma care


Operationalized PNIDMS

Conducted National Conference on VIPP

Coordinated with NCHP in the development of advocacy

campaigns on VIPP Ensured the conduct of research/policy

agenda for 2014

Conducted monitoring and evaluation on the program

implementation

48


2015 Continued capability building for CHDs/LGUs/other

stakeholders

Finalized guidelines for the establishment of emergency

services prior to hospital care

Enhanced PNIDMS (different dept. / organizations)



Ensured the conduct of research/policy agenda for 2015


implementation

2016 Continued capability building for CHDs/LGUs/other

stakeholders



Operationalized EMSS

Evaluated status of PNIDMS



implementation

2017 Reviewed VIPP Program

Developed 5 year strategic plan (2018-2022)





implementation

49

VIP

P S

CO

RE

CA

RD

PR

OG

RA

M T

ITL

E:

Vio

len

ce a

nd

In

jury

Pre

ven

tion

Pro

gra

m

TA

RG

ET

S

20

17

- - - 17

To

be

det

erm

ined

80

%

50

%

-

20

16

- - - 17

50

%

40

%

-

20

15

- - - 17

30

%

30

%

-

20

14

10

%

10

%

17

17

10

%

(pil

ot)

- 1

20

13

Set

bas

elin

e

Set

bas

elin

e

- 3

BA

SE

LIN

E

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

TB

D

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Per

cen

t p

rev

alen

ce o

f

dea

ths

fro

m v

iole

nce

an

d

inju

ry

Per

cen

t p

rev

alen

ce o

f

dis

abil

ity

cau

sed

by

vio

len

ce a

nd

in

jury

Nu

mb

er o

f C

HD

s tr

ain

ed

on

VIP

P

Nu

mb

er o

f C

HD

s ab

le t

o

pro

vid

e te

chn

ical

assi

stan

ce o

n V

IPP

Nu

mb

er o

f st

akeh

old

ers

trai

ned

on V

IPP

Per

cen

t o

f ta

rget

LG

Us

trai

ned

on V

IPP

by

CH

Ds

Per

cen

tag

e o

f re

ferr

al a

nd

refe

rrin

g f

acil

itie

s

cap

acit

ated

on

VIP

P

Nu

mb

er o

f ev

iden

ce-b

ased

po

lici

es,

stan

dar

ds

and

gu

idel

ines

dev

elop

ed f

or

VIP

P

ST

RA

TE

GIC

OB

JE

CT

IVE

1.

Red

uce

d m

ort

ali

ty,

mo

rbid

ity

& d

isa

bil

ity

du

e to

NC

Ds.

(S

oci

al

Imp

act

)

2.

En

ha

nce

d c

ap

aci

ty

of

CH

Ds

& o

ther

sta

keh

old

ers

in N

CD

pre

ven

tio

n &

co

ntr

ol

3.

En

sure

th

e

dev

elo

pm

ent

an

d

imp

lem

en

tati

on

of

evid

ence

-ba

sed

po

lici

es,

sta

nd

ard

s

an

d g

uid

elin

es

50

TA

RG

ET

S

20

17

- -

10

0%

1 - 1

1

1

20

16

- -

80

%

1 - 1

1

1

10

0%

20

15

- -

40

%

1 - 1

1

1

50

%

20

14

1

10

0%

10

%

(pil

ot)

1 - 1

1

1 -

20

13

-

50

%

- - 1 - 1 -

BA

SE

LIN

E

0

0

0

0

0

0

0

0

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Nu

mb

er o

f tr

ain

ing

pro

gra

ms

dev

elop

ed

Per

cen

t o

f st

akeh

old

ers

eng

aged

in

th

e V

IPP

pro

gra

m

Per

cen

tag

e o

f L

GU

s w

ith

op

erat

ion

aliz

ed E

MS

S

Nu

mb

er o

f co

nfe

ren

ce o

n

VIP

P c

on

du

cted

Nu

mb

er o

f fu

nct

ion

al

PN

IDM

S o

per

atio

nal

ized

Nu

mb

er o

f en

han

ced

ver

sio

n o

f P

NID

MS

Nu

mb

er o

f re

sear

ch

pro

po

sals

in

clu

ded

in

th

e

nat

ion

al r

esea

rch

ag

end

a

Nu

mb

er o

f re

sear

ches

com

ple

ted

Per

cen

t o

f n

eed

ed d

ata

use

d

for

po

licy

mak

ing

and

pro

gra

m d

evel

op

men

t

avai

lab

le

ST

RA

TE

GIC

OB

JE

CT

IVE

4.

En

sure

rele

va

nt

&

effi

cien

t ca

pa

bil

ity

bu

ild

ing

5.

Str

eng

then

coll

ab

ora

tio

n w

ith

sta

keh

old

ers

on

NC

D

pro

gra

ms

6.

En

sure

reli

ab

le,

tim

ely

, a

nd

co

mp

lete

da

ta &

res

earc

hes

51

PREVENTION OF BLINDNESS PROGRAM

(PBP)

The WHO fact sheet (2012) revealed that globally there are about 285 million people who are

visually impaired, of which 39 million are blind and 246 have low vision. The major causes

of visual impairment are uncorrected refractive errors such as myopia, hyperopia or

astigmatism (43%), cataract (33%) and glaucoma (2%). About 90% of the visually impaired

people come from developing countries. In 2010, 82% of those blind and 65% of those with

moderate and severe blindness were older than 50 years of age. There are about 19 million

children who are visually impaired, of which 12 million are caused by refractive errors, a

condition that could be easily diagnosed and corrected (WHO, 2012).

In the Philippines, the prevalence of visual impairment was 4.62% based on the 2002 national

survey on blindness and low vision. Among the 17 regions, Region 2 (7.75%) was recorded

to have the highest prevalence of visual impairment while CARAGA has the lowest at 1.67%.

The age groups 60 to 74 have the highest prevalence rates while those aged 0-20 have the

lowest prevalence rates. It was also recorded that errors of refraction is the leading cause of

visual impairment and of bilateral and monocular low vision while cataract is the leading

cause of bilateral and monocular blindness. Childhood blindness (with age group 0-19) has

prevalence rate of 0.06% (DOH, 2011).

To eliminate this growing public health problem, the DOH came up with a national health

program for the prevention of blindness. Guidelines for the operation of the program are

stipulated in Administrative Order No. 179 s.2004. This Administrative Order covers all

health and health-related professionals and offices involved in blindness prevention.

Similarly, the AO specified that the program is guided by the following approach: (1)

Strengthen partnership among and with stakeholder to eliminate avoidable blindness in the

Philippines; (2) Empower communities to take proactive roles in the promotion of eye health

and prevention of blindness; (3) Provide access to quality eye care services for all; and (4)

Work towards poverty alleviation through preservation and restoration of sight to indigent

Filipinos.

The PBP, in general, is working towards the reduction of avoidable visual impairment and

ensuring access to low vision and rehabilitation services for the visually impaired. This is

aligned with the Regional Action Plan for the Western Pacific Region (2014-2019). However,

in the implementation of the program, it was identified that there is a need to strengthen

information and education, and intersectoral collaboration on eye health care promotion and

visual impairment prevention. The PBP, likewise, needs to address the lack of information

management system for the CHDs and hospital to use. Preventive interventions are the core

of the program but this must be specified in AO 179 s.2004. With all these, revisiting the AO

might be necessary to further align the initiatives that the program has already started and

current needs and challenges with the thrusts of the KP and the WHO standards.

52

The Prevention of Blindness Program is a comprehensive eye and visual health program

designed to effectively control diseases causing avoidable blindness, capacity enhancement

of government health facilities, provision of capable public health oriented eye care

professionals and strategic partnerships. With the central feature of facilities and

infrastructure enhancement of government facilities, at national and local government level to

provide quality eye care services, referral systems connecting all health facilities from

community level up to tertiary level facilities will be established to ensure adequate

intervention for all eye diseases and conditions.

The Prevention of Blindness Program aims to accomplish the following objectives under the

following strategic components:


OBJECTIVE 1: To reduce the current prevalence of bilateral blindness

OBJECTIVE 2: To reduce the prevalence of cataract blindness

OBJECTIVE 3: To reduce blindness and visual impairment due to refractive errors

OBJECTIVE 4: To reduce the prevalence of blindness and visual impairment in

children

The program shall oversee the implementation of program plans and activities on blindness

prevention. It shall ensure eye care services are readily accessible, available at the local level

to reduce avoidable visual impairment as public health problem.


OBJECTIVE 5: To enhance capacity of CHDs and other stakeholders on blindness

prevention

This component ensures the provision of training for health coordinators and health workers

at national and local levels. It will also ensure the availability of and access to training

programs by program implementers.

Key Activities:

1. Development of training modules on PBP; and

2. Capacitate CHDs/LGUs/other stakeholders on PBP.

Program Description

Program Objectives

53

Strategic Component: POLICY, STANDARDS AND REGULATION

DEVELOPMENT

OBJECTIVE 6: To develop and implement evidence-based policies, standards, and

guidelines on blindness prevention

In partnership with the local government units and stakeholders, the program shall develop,

implement, and monitor national and sub-national policies, standards, and guidelines for

integration and provision of services at the community level.

Key Activities:

1. Amendment of Administrative Order;

2. Model Building on Integrated Eye Health Care;

3. Development of a Manual of Operations on PBP; and

4. Development of guidelines on service delivery and clinical pathway.

Strategic Component: HEALTH FINACING

OBJECTIVE 7: To ensure the development of health financing and provider payment

scheme mechanisms for the prevention of blindness

The DDO shall review the current approaches to financing eye-health care and recommend a

more responsive eye-health care financing scheme.

Key Activities:

1. Advocacy for the development of PhilHealth package for eye health care.


OBJECTIVE 8: To strengthen collaboration with stakeholders on blindness

prevention

To ensure that services are available at the local level, the program shall maintain partnership

with different stakeholders for the delivery of appropriate eye health care services at

affordable cost especially to the indigent sector.

Key Activities:

1. Establishment of a coalition on PBP;

2. Enhancement of multi-sectoral action through regular dialogues and

meetings with various stakeholders;

54

3. Conduct of PBP Summit; and

4. Provision of technical assistance to the NCHP for the development of

health promotion activities for PBP.


OBJECTIVE 9: To ensure reliable, timely, and complete data and researches on

blindness prevention

The conduct of studies and researches play an essential role in public health information and

education, policy formulation, planning and implementation. Thus, the DDO shall encourage

and support the conduct of researches on blindness and blindness prevention. This includes

studies on the socioeconomic impact of blindness, the cost–effectiveness of eye-health

interventions, and the financial benefits of early prevention of blindness and visual

impairment. The program shall also ensure the development and dissemination of clinical

practice guidelines for eye health.

Key Activities:


2. Inclusion of indicators in the FHSIS, LGU scorecard or any appropriate

mechanism in coordination with other DOH offices;

3. Establishment of functional PBP Registry; and



The table below presents the key milestones of the PBP as identified from 2013 until 2017:

TABLE 1: KEY PROGRAM MILESTONES OF PBP


2013 Amended AO for PBP

Distinct functions between National Committee

for Sight Preservation (NCSP) & other partners

Review related (existing) policies, research

Operationalized PBP Registry

Pilot tested; trained

Developed guidelines on service delivery and clinical

pathway

Identified 5 year research / policy agenda


55



Developed Training Modules on PBP

Pilot area testing (training module)

CHD orientation and planning

PBP registry

Formed a coalition for PBP

Provided technical assistance to the NCHP for the

development of Health promotion activities for PBP

Drafted MOP on PBP

Model Building on Integrated Eye Health Care

2014 Advocated for the development of PhilHealth package for

eye health care (e.g. diabetic retinopathy and childhood

blindness)


Developed indicators for the inclusion in LGUs scorecard

or any appropriate mechanism

Enhanced capacity of the referral and referring facilities

Coordination with HFEP

Development of guidelines on referral system (Included

in CPG)

Evaluated Model Building on Integrated Eye Health Care

Strengthened the PBP Coalition

Enhanced PBP Registry (upgrading, training)

Conducted PBP Summit / conference

Rolled out model on integrated eye healthcare

Conducted M & E

2015 Enhanced capacity of the referral and referring facilities

Enhanced PBP Registry

Continued capability building for CHDs/LGUs/other

stakeholders

Up scaling of Model on Integrated Eye Health Care

Conducted Monitoring and Evaluation


Enhanced PBP Registry

Continued capability building for CHDs/LGUs/other

stakeholders

Up scaling of Model on Integrated Eye Health Care

Conducted PBP Summit / conference


Evaluate status of PBP Registry


Reviewed PBP Program


Developed 5 year strategic plan (2018-2022)

56

PB

P S

CO

RE

CA

RD

PR

OG

RA

M T

ITL

E:

Pre

ven

tion

of

Bli

nd

nes

s P

rogra

m

TA

RG

ET

S

20

17

- - - - - 17

40

%

- -

20

16

52

2,8

64

Les

s th

an

(<.0

5)

16

2,3

54

(.5

0%

)

56

,46

9

(10

%)

11

0,1

67

(50

%)

- 17

30

%

20

%

-

20

15

-

22

9,1

54

- - - 17

20

%

10

%

-

20

14

-

28

0,5

46

- - 17

17

10

%

- 2

20

13

-

32

0,0

79

- - - - - - 2

BA

SE

LIN

E

56

5,3

05

35

0,4

89

58

,22

6

20

5,3

6

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

TB

D

No

dat

a

avai

lab

le

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Pre

val

ence

of

bil

ater

al

bli

nd

nes

s d

ue

to a

ll c

ause

s

Pre

val

ence

of

cata

ract

bli

nd

nes

s

Pre

val

ence

of

bli

nd

nes

s

and

vis

ual

im

pai

rmen

t du

e

to r

efra

ctiv

e er

rors

Pre

val

ence

of

bli

nd

nes

s

and

vis

ual

im

pai

rmen

t in

chil

dre

n

Nu

mb

er o

f C

HD

s tr

ain

ed

on

PB

P

Nu

mb

er o

f C

HD

s ab

le t

o

pro

vid

e te

chn

ical

assi

stan

ce o

n P

BP

Per

cen

t o

f h

ealt

h f

acili

tie

s

trai

ned

on

th

e P

BP

Reg

istr

y

Per

cen

t o

f ta

rget

LG

Us

trai

ned

on P

BP

by

CH

Ds

Nu

mb

er o

f ev

iden

ce-

bas

ed p

olic

ies,

sta

nd

ard

s

and

gu

idel

ines

dev

elo

ped

for

PB

P

ST

RA

TE

GIC

OB

JE

CT

IVE

1.

Red

uce

d m

ort

ali

ty,

mo

rbid

ity

& d

isa

bil

ity

du

e to

NC

Ds.

(S

oci

al

Imp

act

)

2.

En

ha

nce

d c

ap

aci

ty

of

CH

Ds

& o

ther

sta

keh

old

ers

in N

CD

pre

ven

tio

n &

co

ntr

ol

3.

En

sure

th

e

dev

elo

pm

ent

an

d

imp

lem

en

tati

on

of

evid

ence

-ba

sed

po

lici

es,

sta

nd

ard

s

an

d g

uid

elin

es

57

TA

RG

ET

S

20

17

2 -

60

%

- - 1

10

0%

20

16

2 -

50

%

1 - 1

10

0%

20

15

2 -

40

%

- - 1

10

0%

20

14

2 -

30

%

1 - 1

10

0%

20

13

1

1

20

%

- 1 -

10

0%

BA

SE

LIN

E

0

0

0

0 0

0

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Nu

mb

er o

f co

mm

un

ity

eye

hea

lth

car

e m

od

el p

ilote

d

and

eva

luat

ed

Nu

mb

er o

f Tr

ain

ing

pro

gram

s d

evel

op

ed

Per

cen

t o

f st

akeh

old

ers

eng

aged

in

th

e P

BP

pro

gra

m

Nu

mb

er o

f

sum

mit

/co

nfe

ren

ce o

n P

BP

con

du

cted

Nu

mb

er o

f F

un

ctio

nal

P

BP

Reg

istr

y o

per

atio

nal

ized

Nu

mb

er o

f re

sear

ch

pro

po

sals

in

clu

ded

in

th

e

nat

ion

al r

esea

rch

ag

end

a

Per

cen

t o

f n

eed

ed d

ata

use

d

for

po

licy

mak

ing

and

pro

gra

m d

evel

op

men

t

avai

lab

le

ST

RA

TE

GIC

OB

JE

CT

IVE

4.

En

sure

rele

va

nt

&

effi

cien

t ca

pa

bil

ity

bu

ild

ing

5.

Str

eng

then

coll

ab

ora

tio

n w

ith

sta

keh

old

ers

on

NC

D

pro

gra

ms

6.

En

sure

reli

ab

le,

tim

ely

, a

nd

co

mp

lete

da

ta &

res

earc

hes

58

HEALTH AND WELL-BEING OF SENIOR CITIZENS

PROGRAM

(HWSCP)

According to the WHO (2012), the percentage of the population that are aged 60 years and

above has rapidly increased worldwide and is projected to increase even more in the coming

years. The top five leading cause of death from this age group, according to the WHO (2010),

are the following: ischaemic heart disease; cerebrovascular disease; chronic obstructive

pulmonary diseases; lower respiratory infections; and trachea, lung and bronchus cancers.

In 2010, the National Statistics Office reported that 6.8 percent of the 92,337,852 population

are senior citizens or persons aged 60 years and over. Females were accounted to be 55.8%,

while males comprised 44.02%.

The growing community of our most vulnerable citizens is most susceptible to health

concerns. The leading cause of morbidity among senior citizens is lung illness followed by

acute diarrhea and tuberculosis. Disorder of the heart remains to be the leading cause of

mortality, with pneumonia and nutritional deficiency ranking among the top.

The Health and Well-being of Senior Citizens Program encompasses the development of

research-based programs implementing integrated geriatric health package, innovative

delivery of services in all levels of care, and community-based health care services, including

vaccination, towards promoting healthy ageing.

The Health and Well-being of Senior Citizens Program has the following objectives

categorized under the different strategic components:

Program Description

Program Objectives

59


OBJECTIVE 1: To promote better health for senior citizens through focused service

delivery packages and integrated continuum of quality care in various

settings

The program shall ensure that senior citizens have access to essential geriatric packages and

health services for wellness, prevention, treatment, and rehabilitation from the national to the

local levels.

Key Activities:

1. Conduct of annual monitoring of provisioned free vaccines (pneumococcal and

influenza)


OBJECTIVE 2: To achieve equitable health financing to develop, implement, sustain,

monitor and continuously improve quality health programs accessible

to senior citizens

The HWSCP shall ensure that health financing schemes and other funding support will be

promoted in all concerned government agencies and other private stakeholders to provide

programs that are accessible to senior citizens.

Key Activities:

1. Conduct of a Stakeholders Consultation Meeting on benefits and privileges

of the senior citizens annually in order to assess and discuss current needs

of the elderly

Strategic Component: POLICY, STANDARDS AND REGULATIONS

OBJECTIVE 3: To develop patient-centered and environment standards to ensure

safety and accessibility of all health facilities for the senior citizens

The program shall make sure that patient-centered and environment standards will be

developed to ensure safety and accessibility of all health facilities for senior citizens. These

standards shall be developed to promote healthy ageing across life course and prevent

functional decline disease among senior citizens.

Key Activities:

1. Finalization of the National Policy and Operational Guidelines on Health

and Well-Being of Senior Citizens

60

Strategic Component: HEALTH HUMAN RESOURCE

OBJECTIVE 4: To capacitate CHDs and other stakeholders in managing and implementing

health programs for senior citizens

The program shall ensure that health care providers in both national and local government are

able to effectively provide support and technical assistance in implementing services for

senior citizens.

Key Activities:

1. Conduct of a Training Development and Needs Assessment in order to

assess the current capacities and training needs of staff;

2. Development of a Training Module and Manual of Operations(MOP) on

Health and Well-Being of Filipino Senior Citizens; and

3. Conduct of trainings to CHDs on health and well-being of Filipino senior

citizens and MOP


OBJECTIVE 5: To establish and maintain complete, up to date, and reliable data on

senior citizens to be used in developing evidence-based policies

The program intends to establish and maintain a repository of data and management system

on evidence-based policies and research and other information on senior-citizens.

Key Activities:

1. Conduct of a profiling of senior citizens in order to have baseline

information; and

2. Conduct of an annual research on the situation and current trends on senior

citizens.

61


OBJECTIVE 6: To strengthen coordination and collaboration among government

agencies, NGOs, partner agencies, and other stakeholders involved in

the implementation of programs for senior citizens

Coordination and collaboration with the local government units and other stakeholders shall

be ensured for an effective and efficient implementation of health services at the hospital and

community level.

Key Activities:

1. Annual conduct of a Wellness Camp for Senior Citizens;

2. Conduct of Orientation on the Senior Citizen Program; and

3. Conduct of regular stakeholders consultation meetings to discuss how to

better implement programs and services for the senior citizens.

The table below presents the key milestones of the LRD program as identified from 2013

until 2017:

Table 13: Key Program Milestones of the HWSC Program

YEAR PROGRAM


2013 Service Delivery Monitored provisioned free vaccines

(pneumococcal and influenza)

Convened Wellness Camp for Senior

Citizens

Health Financing Conducted Stakeholders Consultation

Meeting on Benefits and Privileges

Under AO 2012-0007

Policy, Standards and

Guidelines Finalization of the National Policy

and Operational Guidelines on Health

& Well-being of Filipino Senior

Citizens

Governance for Health Conducted orientation on the SC

program

Convened stakeholders consultation

meeting on benefits and privileges


62

YEAR PROGRAM


Conducted Walk for Life 2013 for the

Elderly Filipino Week




Citizens



Under AO 2012-0007

Health Human Resource Conducted TDNA

Development of Training Module and

MOP on Health & Wellbeing of

Filipino Senior Citizens. (E.g.,

community hospitals and other

stakeholders)

Health Information Contracted out the conduct of

profiling of senior citizens

Governance for Health Convened stakeholders consultation








Under AO 2012-0007

Health Information Conducted research on senior citizens








Citizens



Under AO 2012-0007

Health Human Resource Conducted regional training on

Health & Wellbeing of Filipino

Senior Citizens. (E.g., community

hospitals and other stakeholders)

Conducted national training on


63

YEAR PROGRAM












Citizens



Under AO 2012-0007

Health Human Resource Conducted national training on





Governance for Health Conducted a Regional Stakeholders

Consultation Meeting on Benefits and

Privileges



64

HW

SC

P S

CO

RE

CA

RD

PR

OG

RA

M T

ITL

E:

Hea

lth

an

d W

ell-

bei

ng f

or

Sen

ior

Cit

izen

s P

rogram

TA

RG

ET

S

20

17

To

be

det

erm

ined

To

be

det

erm

ined

- 17

80

%

50

%

-

20

16

- 17

50

%

25

%

-

20

15

17

17

- - -

20

14

- - - - 1

20

13

- - - - -

BA

SE

LIN

E

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

No

dat

a

avai

lab

le

1

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Per

cen

t o

f S

Cs

wh

o

con

sult

ed a

nd a

vai

led

hea

lth

ser

vic

es

Per

cen

t o

f S

Cs

wh

o h

ave

bee

n m

anag

ed b

y h

ealt

h

faci

liti

es

Nu

mb

er o

f C

HD

s tr

ain

ed

on

SC

pro

gra

ms

Nu

mb

er o

f C

HD

s ab

le t

o

pro

vid

e te

chn

ical

assi

stan

ce o

n S

C p

rog

ram

s

Per

cen

t o

f st

akeh

old

ers

trai

ned

on S

C p

rog

ram

s

Per

cen

t o

f ta

rget

LG

Us

trai

ned

by C

HD

s

Nu

mb

er o

f ev

iden

ce-b

ased

po

lici

es,

stan

dar

ds

and

gu

idel

ines

dev

elop

ed (

e.g

.

AO

am

end

ed;

MO

P a

nd

serv

ice

pac

kag

es

dev

elo

ped

; H

ealt

h b

enef

it

pac

kag

es d

evel

op

ed i

n

coo

rdin

atio

n w

ith

Ph

ilh

ealt

h a

nd

oth

er

con

cern

ed a

gen

cies

)

ST

RA

TE

GIC

OB

JE

CT

IVE

1.

Red

uce

d m

ort

ali

ty,

mo

rbid

ity

& d

isa

bil

ity

du

e to

NC

Ds.

(S

oci

al

Imp

act

)

2.

En

ha

nce

d c

ap

aci

ty

of

CH

Ds

& o

ther

sta

keh

old

ers

in N

CD

pre

ven

tio

n &

co

ntr

ol

3.

En

sure

th

e

dev

elo

pm

ent

an

d

imp

lem

en

tati

on

of

evid

ence

-ba

sed

po

lici

es,

sta

nd

ard

s

an

d g

uid

elin

es

65

TA

RG

ET

S

20

17

-

80

%

- -

20

16

-

80

%

1

1 i

nd

icat

or

(LG

U

sco

reca

rd)

20

15

1

80

%

-

1 i

nd

icat

or

(FH

SIS

)

20

14

-

80

%

1 -

20

13

-

80

%

- -

BA

SE

LIN

E

0

TB

D

No

dat

a

avai

lab

le

0

KE

Y P

ER

FO

RM

AN

CE

IND

ICA

TO

R

Nu

mb

er o

f T

rain

ing

pro

gra

ms

dev

elop

ed o

n S

C

Per

cen

t o

f st

akeh

old

ers

eng

aged

in

th

e S

C p

rog

ram

Nu

mb

er o

f re

sear

ches

com

ple

ted

Nu

mb

er o

f in

dic

ato

rs

incl

ud

ed i

n t

he

FH

SIS

,

LG

Us

sco

reca

rd o

r an

y

app

rop

riat

e m

ech

anis

m

ST

RA

TE

GIC

OB

JE

CT

IVE

4.

En

sure

rele

va

nt

&

effi

cien

t ca

pa

bil

ity

bu

ild

ing

5.

Str

eng

then

coll

ab

ora

tio

n w

ith

sta

keh

old

ers

on

NC

D

pro

gra

ms

6.

En

sure

reli

ab

le,

tim

ely

, a

nd

co

mp

lete

da

ta &

res

earc

hes

66

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Documents

PHL 2013 DDO Strategy Plan Report.pdf