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Service Delivery
Health
Information
Governance
for Health
Health
Financing
Regulation
Human
Resource
for
Health
Local
I nvestment
Planning for
Health
Handbook on Principles, Guidelines, Procedures,
and Processes
Foreword
The Local Investment Planning for Health Handbook is aimed to provide
direction and guidance to devolved health managers in the Local Government
Units (Provinces, Cities and Municipalities). The publication of this handbook is in
line with the thrust of the Department of Health to develop the local health systems
throughout the country in support of Kalusugan Pangkalahatan, thus the enhanced
health investment plans will redound to goals of better health outcomes, financial
risk protection and responsive health systems.
Further, this Handbook was created to guide Local Chief Executives and
health managers on how to establish and maintain a process of inclusive and
participatory planning, and to integrate responsibly resources and investments in
their local plans and activities based on principles of good public management and
governance. Addressed mainly to local decision-makers and technical experts in
Local Government Units, it is hoped that the local officials, who are involved in the
process of investment planning for health make use of this Handbook.
It is with trust and optimism that this Handbook would be the primary guide for
regional health staff, donor agencies and other key stakeholders in enhancing
technical assistance and to improve local health systems and service delivery to
the populace, particularly to the poor and disadvantaged groups.
Acknowledgement
The following have shared their talents and skills, and have committed their
time toward the development of the Local Investment Planning for Health
Handbook:
The DOH-BLHSD group under the supervision and guidance of Dir. Nestor
F. Santiago, Jr. and Dir. Ferchito L. Avelino and the Project Management
Team composed of Engr. Raul Alamis, Ms. Teresita Guzman, Dr. Dax Edward
Nofuente, Ms. Marifel Santiago and Ms. Cristina Flor Marifosque for extending
technical and administrative advices and assistance in the project;
The UNICEF particularly Dr. Raoul Bermejo and Dr. Pura Angela Wee, as well
as Ms. Sonja Firth from the University of Queensland for providing technical
assistance and support;
The project participants who provided valuable insights and responses during
the key informant interviews, focused group discussions, and consultative
workshops:
from DOH Central Offices: Disease Prevention and Control
Bureau, Health Emergency Management Bureau, Health Facility
Development Bureau, Health Policy Development and Planning
Bureau and Bureau of International Health Cooperation;
from DOH Regional Offices and DOH-ARMM; and
from Local Government Units of: Abra, Benguet, Mountain Province,
Baguio City, La Union, Pangasinan, Ilocos Norte, Dagupan City,
Cagayan Valley, Isabela, Batanes, Quirino, Laguna, Rizal, Oriental
Mindoro, Occidental Mindoro, Marinduque, Puerto Princesa City,
Sorsogon, Albay, Catanduanes, Cebu, Siquijor, Bohol, Cebu City,
Eastern Samar, Leyte, Northern Samar, Ormoc City, Compostela
Valley, Davao del Norte, Davao del Sur, Davao City, Surigao del
Norte, Dinagat Islands, Butuan City, City of Manila, Muntinlupa City,
San Juan City, and Valenzuela City;
The FPLA Project Management Team and Subject Matter Experts composed
of Dr. Carmelita Canila, Dr. Glenn Roy Paraso, Professor Ma. Luisa Moguel,
Dr. Imelda Mateo, Mr. Ariel Vidanes, Ms. Jowena Maalac, Ms. Antonette
Dumo, Ms. Maan Barretto, Ms. Jay Ann Suarez, Mr. Roxell Vincent Remorento,
Ms. Gladys Antonio, Mr. Diowayne Dacayan, and Mr. John Paul Paragile.
iv |LIPH Handbook
Table of Contents
Foreword iii
Acknowledgement iv
List of Tables vii
List of Figures vii
List of Acronyms viii
Definition of Terms xi
INTRODUCTION 1
PART 1: PRINCIPLES AND GUIDELINES
23
27
LIPH Handbook | v
PART 3: ANNEXES 44
Annex A
45
55
56
57
Annex B
Annex C
67
73
74
Annex D
75
Annex E
84
Annex F
Development of Vision, Mission and
Goal Statement 92
Annex G
vi |LIPH Handbook
96
List of Tables
Table 1
18
Table 2
19
Table 3
32
Table 4
42
Table 5
List of Figures
Figure1
Planning Framework 5
Figure 2
24
Figure 3
29
Figure 4
40
Figure 5
SWOT Framework 96
Figure 6
100
Figure 7
Bottleneck Framework 101
Figure 8
103
105
Figure 10
106
Figure 11
108
109
Figure 9
List of Acronyms
ABC
AOP
BHW
BIHC
BLHSD
CHO
CO
Capital Outlay
CQI
CSO
DBM
DILG
DMO
DOF
Department of Finance
DOH
Department of Health
DOH RO
DP
Development Partner
DSWD
FHSIS
GIDA
HFEP
HPDPB
HRH
HUC
ICC
ICC/IPs
IEC
ILHZ
IMR
KP
Kalusugan Pangkalahatan
LCE
LGU
LHB
LHS
LIPH
MDG
M & E
ME3
MHO
MMR
NGAs
N/RAC
NOH
NEDA
NHIP
NHTS
NNC
PDP
PHIC
LIPH Handbook | ix
PHO
POs
Peoples Organizations
POPCOM
Commission on Population
PPA
Programs/Projects/Activities
Public-Private Partnership
P/CWHS
RDC
R/LICT
RUP
SDAH
SLA
TA
Technical Assistance
TCL
TOP
Terms of Partnership
UHC
UNICEF
VMG
WHO
x |LIPH Handbook
Definition of Terms
1. Agreement a binding instrument between the Department of Health and the LGU
that defines the outputs and performance milestones to be attained, the amount of
funds to be provided by the national agencies, institutions, and development partners,
and the conditions and requirements pertaining to the release of funds (e.g. Service
Level Agreement, Terms of Partnership)
2. Bottleneck Analysis an analytical approach developed by UNICEF and World
Bank that assesses costs of removing health system constraints or bottleneck to
scaling up coverage through proven interventions of high impact (www.devinfolive.info/
mbb/mbbsupport)
LIPH Handbook | xi
18. Stakeholders include person/s, group, and organization with interest or concern
in an organization and which affects or get affected by any or all actions, objectives,
programs, and policies of an organization
19. Strategy a careful plan or method for achieving a particular goal usually over a long
period of time
20. Urban Health Equity Assessment and Response Tool (Urban HEART) an
essential tool for situational assessment, planning, monitoring and identification of
health equity concerns, and priority sites for equity intervention in cities or urban areas
(Department Memorandum No. 2010-0207 dated 20 August 2010)
Introduction
The Province-wide Investment Planning for Health (PIPH) was introduced in
2006 to strengthen local health planning with significant consideration for
building capacities of devolved health managers in the local government
units, and localizing the Health Sector Reform Agenda (HSRA). PIPH was
implemented in 16 pilot convergence provinces1 in 2006. The Department of
Health (DOH) through the Bureau of Local Health Systems Development (then
called the Bureau of Local Health Development) provided the guidelines on the
PIPH. The implementation of PIPH was rolled out to 44 provinces and cities,
known as F44, in 2009 with the PIPH Operations Manual (POM) as the guide.
DOH issued Department Memorandum 2011-0202 dated 01 July 2011,
Revised Guidelines for Investment Plans for Health in Provinces and Cities to
assure alignment of the local investment planning activities of the LGUs with the
Kalusugan Pangkalahatan (KP) thrusts and strategies. However, the revision of
the guidelines did not include the review of DOH and LGU experiences on the
PIPH/CIPH approach since its implementation in 2006.
In 2014, on a collaborative project between the DOH-Bureau of Local Health
System Development and the United Nations Childrens Fund, a formal review
and revision of the PIPH/CIPH guidelines and procedures was undertaken. The
project significantly considered the DOH Regional Offices (DOH ROs) and
LGU experiences, challenges, and innovations in local health planning. The
consultation activities through interviews and focus group discussions identified
the need for simplification of procedures, planning templates and terminologies,
and synchronization of the planning phases and timelines. The LGUs also
sought for a continuing provision of technical assistance from DOH Regional
Offices, and the need to capacitate local planners in the planning process, and
in analyzing and managing data.
This edition of the Province/City-wide Investment Planning for Health (P/CIPH)
shall be called Local Investment Planning for Health (LIPH). This handbook
constitutes two major parts (1) Principles and Guidelines, and (2) Procedures
and Processes.
1
F16 provinces include Ilocos Norte, Pangasinan, Nueva Vizcaya, Ifugao, Mt. Province, Oriental Mindoro, Romblon, Capiz,
Negros Oriental, Eastern Samar, Biliran, Southern Leyte, Misamis Occidental, Agusan del Sur, South Cotabato, North
Cotabato
LIPH Handbook | 1
2 |LIPH Handbook
PART 1
Principles and Guidelines
LIPH Handbook | 3
4 |LIPH Handbook
Service
Delivery
Governance
for
Health
Regulation
Health
Financing
CQI
CQI
Equity, Effectiveness,
Efficiency
Human
Resource
for
Health
Municipal/Comp. City
PROVINCE-WIDE
ILHZ
Barangay
District
CITY-WIDE
LIPH Handbook | 5
A. The LIPH and AOP are founded on national and local objectives for
health, guided by the vision and mission of the LGUs.
Ensuring that all Filipinos are
healthy and have access to
equitable, effective, efficient
and quality health care is
the compelling motivation in
crafting the Local Investment
Plan for Health (LIPH). The
LIPH prioritizes interventions
that will address health needs
and health inequities among the
underprivileged, Geographically
Isolated and Disadvantaged
Areas (GIDAs), Indigenous
Cultural
Communities/
Indigenous Peoples (ICCs/IPs),
Urban Poor, Senior Citizens,
Persons
with
Disabilities
(PWDs), women and children.
1. The LIPH shall be guided by the National Objectives for Health (NOH),
DOH implementation framework, LGUs Development Plans and Health
Goals;
2. The LIPHs directional plan shall be detailed in the Annual Operational
Plans (AOP). Both the LIPH and AOP specify the localitys desired
health goals;
3. The LIPH and AOPs are the local expression of the DOH national
implementation framework that in turn supports the Philippine
Development Plan (PDP) towards achieving sustainable development
goals;
4. LGUs, as autonomous units of government, can aspire more than the
DOH benchmark, depending on their needs and resources. These
aspirations shall be embodied in the LIPH and AOP; and
5. Both national and local objectives for health are interlinked, complementary
and contributory to each others accomplishments.
6 |LIPH Handbook
Municipal/Comp. City
PROVINCE-WIDE
ILHZ
Barangay
District
CITY-WIDE
LIPH Handbook | 7
LIPH Handbook | 9
Municipal/Comp. City
ILHZ
Barangay
District
10 |LIPH Handbook
5. The LIPH and AOP shall be harmonized with the planning activities,
budget preparation cycle, budget allocation, targets and timelines of
national and regional agencies, such as the DOH and development
partners;
6. The LIPH and AOP shall be utilized to leverage better performance of the
local health system;
7. Performance of local health systems shall be regularly monitored and
evaluated. It is therefore essential that the LIPH and AOP shall define key
interventions that are critical to improving province or city-wide health
system. Costs for these critical interventions shall be appropriately
determined and sources of funds are identified;
8. Identified indicators in the LIPH shall be the basis for assessing
performance of local health systems. Results of the regular performance
assessment shall become the basis for further technical and logistics
assistance;
9. LIPH and AOP planning and review processes, monitoring and
supervision, shall be simplified and streamlined to reduce administrative
and transaction costs, and inefficient practices; and
10. The Planning Team of the DOH Regional Offices shall supervise the
planning process. The Provincial/City Planning Team shall likewise be
cognizant to supervise the timing, quality of planning process and the
output.
LIPH Handbook | 11
12 |LIPH Handbook
14 |LIPH Handbook
1. A
Continuous
Quality
Improvement (CQI) process
shall ensure that incremental
developmental
changes
happen
annually.
These
annual incremental changes
in public health outputs will
enable LGUs to achieve their
desired health outcomes,
thus decreasing disparities
in performance among LGUs,
among
government
and
private health care institutions,
as well as decreasing
inequities among populations;
CQI
CQI
CQI
Equity, Effectiveness,
Efficiency
Administrative No. 2010 0036, The Aquino Health Agenda: Achieving Universal Health Care for All
Filipinos describes the building blocks of a responsive health system - service delivery regulation, health
workforce, health financing, health information, and governance for health.
16 |LIPH Handbook
6. It shall have an enabling information system that shall (a) provide evidence
for policy and program development, and (b) support for immediate and
efficient provision of health care and management of province/city-wide
health systems;
7. It shall ensure a functioning, equitable financing mechanism, increasing
resources for health that will be effectively allocated and utilized to
improve the financial protection of the poor and the vulnerable sectors;
8. It shall maximize resources present (whether pooled or shared) among
inter-LGU (e.g. ILHZ Common Health Trust Fund or human resource
sharing) and inter-sectoral cooperation (ex. Public-Private Partnerships
for health);
9. It shall reflect investments to be poured into the first year of operation
(AOP Year 1) that can maximize the outputs, in turn, create high impact
on the second and third year of operations (AOP Year 2 and AOP Year
3);
10. It shall make use of resources from the national government and
Development Partners with counterpart local resources; and
11. It shall improve capacities of leaders who can transform governance for
health to establish mechanisms for efficiency, effectiveness, transparency
and accountability.
LIPH Handbook | 17
Proposed Composition
Barangay
Municipal/City
ILHZ/District
Provincial
Regional Office
1. The Planning Team shall have the appropriate competencies. The DOH
RO shall look into the competencies of the Planning Teams based on a
competency checklist. The DOH RO shall identify competency gaps and
plan training program to address these gaps. For details of the Planning
Teams competencies, please refer to Annex E Competencies of Planning
Teams;
2. The appointment of the LGU Planning Team shall be supported by an
appropriate policy such as an Executive Order or a Sangguniang Resolution.
The policy defines the roles and responsibilities, the funding allotment, and
other logistical resources to ensure the functionality of the team;
3. The Planning Team shall ensure participation of civil society organizations
and private health sector stakeholders in both the planning process and
implementation of the LIPH and AOP, and encourage the engagement of
other concerned government agencies;
4. The Planning Team shall be accountable for the results-based planning;
18 |LIPH Handbook
5. The Planning Team shall have in its disposal sets of technical, financial,
technological resources to enable it to plan accordingly and to complete the
LIPH and AOP on time; and
6. The Planning Team shall be equipped with planning and appraisal tools,
including but not necessarily limited to the checklist for the situational
analysis, planning matrices and costing tools for LIPH and AOP, appraisal
tools to be used by the PHOs, CHOs and ROs.
Focal Points
Timeliness
Methodology
Content
Appraisal
LIPH Handbook | 19
20 |LIPH Handbook
d. Ensure availability of funds for the fixed and variable tranches of the
LGUs through the DOH ROs, and DOH-ARMM; and
e. Conduct monitoring of DOH ROs, LGUs and DOH-ARMM on LIPH
implementation.
D. Development Partner/s
a. Identify technical assistance needs based on LIPH/AOP;
b. Develop technical assistance packages based on the identified
needs in the LIPH/AOP; and
c. Provide technical assistance to the development and implementation
of LIPH/AOP, as appropriate.
22 |LIPH Handbook
PART 2
Procedures and Processes
LIPH Handbook | 23
A. Planning Workflow
The Planning Teams and the Local Chief Executives must have a clear grasp of
the direction of the planning process. Figure 2 illustrates the rigorous, sequential,
participatory and evidence-based approach in planning for health to ensure
community ownership and accountability.
LIPH Process for ICCs and HUCs
After planning
Consultation
with
concerned
barangays,
M/
CHOs, ILHZ by
PHO & CHOs,
and
other
key
stakeholders
Before planning
Analysis of disaggregated vital
data by HUC, ICC, Provincial
& Regional Teams to determine
places & communities at risk
24 |LIPH Handbook
LIPH Handbook | 25
The mission statement is a brief description of the reason and purpose of the
health sector in relation to fulfilling the desired future state of peoples health in
the locality and the national objectives for health.
The following parameters help in evaluating the soundness and meaningfulness
of a mission statement:
1. Clear stakeholders
2. Focused on concern for inclusive growth
3. Contributes to nation building or national objectives
26 |LIPH Handbook
A goal is the general aim sought to be accomplished over a specific time period.
For LIPH purposes, a goal is achievable in three years time.
The localitys vision, mission, and goals provide the inspiration and basis for
the LIPH and AOP. If the vision, mission, goals need to be updated, revised, or
are non-existent, the local health planners shall draft the VMG, and ensure that
these VMGs are shared by the stakeholders.
Refer to Annex F Development of Vision, Mission, and Goal Statement.
LIPH Handbook | 27
28 |LIPH Handbook
Consolidate, Integrate,
Write LIPH, AOP
Implement LIPH, AOP
Communication for
appraisal from LCE
to DOH
Communication
from DOH to LGU
on Approval of LIPH,
AOP
Enhanced LIPH/AOP
30 |LIPH Handbook
Gather/update accurate,
complete, verifiable data
LIPH Handbook | 31
32 |LIPH Handbook
Epidemiological data-significant diseases and
conditions; causes of illnesses and death; preventable
factors, risk identification etc; disability-adjusted life
years
Morbidity, mortality data (top 10 leading causes of
morbidity, mortality, rates and causes of illnesses,
MMR, IMR, etc)
Unmet needs for family health derived from health use
plans, TCLs, FHSIS, other client identification tools
Annual statistical reports from hospitals
MDG-related data
Indicators in the LGU scorecard
Service Delivery Networks, partnerships, clinical
support
iii. Health
Indices
Specific Data
ii. Demographic
i. Environment
Type of Data
Provincial or city or
municipal planning office
Philippine Statistical
Authority
DILG, DSWD, NEDA
Special government
offices for Indigenous
Peoples
Environmental
Management Bureau of
DENR, City or Provincial
Disaster Risk Reduction
and Management Offices
Possible Sources
LIPH Handbook | 33
v. Human Resource
for Health
Specific Data
Type of Data
Identify local, national funding
resources for each critical
investment for health
Determine PhilHealth coverage of
vulnerable populations & utilization
of their PhilHealth benefits
Determine income from PhilHealth
if utilized to improve healthcare
services
Human Resource
Management Office
(HRMO) of the LGU or
health care facility
PHO or MHO or CHO
HR training unit of DOH
ROs
Possible Sources
34 |LIPH Handbook
Presence or absence of health information system
that binds the entire local health system
If there is, status of this health information system
(electronic or paper based)
Indicators tracked by the Health Information System
viii. Health
Information
System (HIS)
Political divisions
ILHZ structure
Policies implemented
Partnerships/agreements
Specific Data
vii. Governance
Structure
Type of Data
Identify policies that are
developed, implemented,
monitored, evaluated
Identify strategies to enhance
government structure and
stewardship
Possible Sources
LIPH Handbook | 35
3. The Planning Team may adopt the following process for strategy formulation:
a. Develop local roadmaps aligned with national objectives and thrusts
(e.g. NOH and KP Road Map)
b. Based on the result of the Situational Analysis, define objectives,
determine Key Result Areas, targets and critical interventions
c. Prioritize critical interventions based on:
i. results of health needs assessment: magnitude, urgency,
consistency, feasibility, sensitivity of the situation , risk
ii. identified target groups or beneficiaries
iii. current and future resources
iv. government directions
v. current and future resources
vi. local strategies proven to be effective and efficient
d. Discuss and agree with NGAs, development partners, private sector
and other stakeholders for potential health investment (type of
intervention and financial requirements)
4. Build the strategies for the LIPH and AOP using the matrix below:
Long Term Goal: ______________________________
SMART
Objectives
Key
Result
Areas
Evidence-based PPAs
Targets
36 |LIPH Handbook
Means of
verification
Programs
Projects
Activities
Timeline
Responsible
person
Required
resources
E. Costing of Strategies
1. Based
on
the
identified
strategies, Planning Teams shall
weigh evidences and invest on
priority interventions that will
have an impact and sustained
effect when implemented;
2. Determine
the
required
investment costs and sources of
funds (from both local, national
and international) for each year
for the next three years;
4. The DOH Regional Office shall provide advisory on the cost of goods and
services necessary for the strategies to be implemented.
Realistic costing provides cost to interventions that respond best to
identified priority needs. The cost is context-specific to geographic
characteristics. It also follows existing guidelines set by the National
Government on cost of goods and services, and adheres to government
accounting, auditing and procurement principles.
Consolidate, integrate,
write liph, aop
38 |LIPH Handbook
Communication
for appraisal
from LCE to
DOH
Communication
from DOH to
LGUs on approval
of LIPH,AOP
LIPH Handbook | 39
Final LIPH/AOP
DOH RO conducts
appraisal of LIPH
LGU revision/enhancement
of LIPH/AOP
No
with
major comments and
recommendations
Yes
with
major comments and
recommendations
No
Yes
DOH RO approves AOP
DOH Central Office
reviews the final LIPH
with
major comments and
recommendations
No
DOH Central Office
approves/concurs LIPH
and informs DOH RO
Implementation of
approved
LIPH/AOP
LIPH Handbook | 41
42 |LIPH Handbook
Identify evidence-based
ppas
Do a situational analysis,
identify gaps, determine &
analyze health needs & their
causes, prioritize needs
Gather/update
accurate, complete,
verifiable data
Workflow
Processes
3 weeks
1 week
Timeline
Critical
Interventions
and
Investments
Planning and
development office of
LGU and DOH RO
Validated
standardized
DOH
approved
health and
health-related
data.
Situational
Analysis
DOH Regional
Planning Unit
Responsible
Offices
Concurrence
from LCEs
& Planning
Teams
Expected
Output
Refer to Guide
questions
for strategy
formulation
Refer to Annex B
LIPH Appraisal
Checklist and
Annex D AOP
Appraisal
Checklist
Refer to Table
3 Types of Data
and Possible
Sources
Letters to LGUs
Tools
LIPH Handbook | 43
Enhanced liph/aop
do Costing Schedule,
Identify fund sources
LIPH, AOP
implementation
Capture all
agreements into
the plan
a. Implement M&E
b. Feedback M&E results to
stakeholders
c. Utilize M&E results for
planning to adjust health
investments for the next AOP
and subsquent LIPH
Communication
from DOH to
LGU on Approval
of LIPH, AOP
Communication
for appraisal
from LCE to DOH
As input to
next years
AOP
3 years(LIPH)
1 year(AOP)
2 weeks
4 weeks
Satisfactorily
monitored and
evaluated plan
Accomplished
targets in the
LIPH/AOPs
LIPH/AOPs
Planning Team
Consider LGU
scorecard and
other M&E tools
Refer to Annex A
for LIPH Content
and Forms
PART 3
annexes
44 |LIPH Handbook
Annex A
LIPH Content and Forms
I. Cover Letter (1 page)
The Local Chief Executive (Mayor for HUC/ICC and Governor) shall sign this
letter endorsing the LIPH to the DOH Regional Office through the Development
Management Officer Representative assigned in the locality, signaling the start
of initial review or appraisal of the LIPH.
II. Narrative Section
A. Executive Summary (1 page)
This one-page summary provides an overview of the whole LIPH.
It highlights different sections and puts emphasis on the evidence-based
situation analysis, important gaps and deficiencies, critical interventions with
clear strategies and activities, cost of investments, financing of investments,
sources of funding, and timing of investments, expected output and outcomes
from these interventions.
B. Introduction (1-2 pages)
This chapter describes the processes, participatory approaches and
methodologies employed by the Planning Team in developing, drafting, finalizing
the LIPH and the AOP. This may include the following, but not necessarily limited
to:
1. Orientation of local decision-makers and stakeholders on health situation
and need to invest in health;
2. Composition of Planning Team and relevant policy which mandated the
creation of the team;
3. Field data gathering and analysis using LGU Scorecard and hospital
statistical reports, FHSIS, Philippine Integrated Disease Surveillance
(PIDSR), PhilHealth, monitoring activities of LGUs, Program
Implementation Reviews conducted in all municipalities, component
cities and highly urbanized cities; and
4. Various workshops conducted (either individually by local health offices,
hospitals, public and private sectors, or as a group through ILHZs or
districts) and relevant stakeholders who participated.
LIPH Handbook | 45
LIPH Handbook | 47
48 |LIPH Handbook
LIPH Handbook | 49
Interventions
PHIC coverage
of the near
poor not
covered by the
NHTS
PHIC
accreditation of
health facilities
and health
providers
Health
Financing
Expand NHIP
enrollment
and increase
utilization of
PhilHealth
benefits
Health
promotion on
PHIC benefits
and processes
Targets
# of near poor
enrolled in the
PHIC
# of health
facilities &
providers
accredited by
PHIC annually
50 |LIPH Handbook
Identification
and validation of
near poor using
the NHTS by the
DSWD
Improvement of
infrastructure,
equipment
Annually
# of trained
CHT
Training of
community
volunteers or
BHWs as CHT
members
Conduct of
community
dissemination
forum/ advocacy
Campaign on
utilization of
NHIP benefits
Tracking of
PhilHealth
income
Means of
Verification
DSWDs Master
list of households
in near poor
bracket
NHIPs Master
list of enrolled
households in
near poor bracket
Annually
Training of health
providers
Writing of IEC
Lay-outing
Editing
Printing
# of
PhilHealth
claims
Timeline
Enrolment of the
near poor not
covered by the
NHTS
# of IEC
materials
produced
# of health
promotion
activities
conducted
annually
Systematization
of financial
systems in
hospitals and
primary health
care facilities to
reflect income
from PhilHealth
Activities
Annually
Certificate of
accreditation
issued by
PhilHealth
# and type of
IEC materials
produced
Quarterly
Attendance
sheets and/or
Certificate of
participation
Monthly
or every
two
months
Attendance
sheets during
promotion
activities
PhilHealth claim
forms submitted
to PhilHealth;
Monthly
Vouchers of
PhilHealth
reimbursements
LIPH Handbook | 51
52 |LIPH Handbook
LIPH Handbook | 53
The LGU shall collaborate with the DOH RO in monitoring and evaluating the
LGU performance vis-a-vis the agreed performance targets based on the agreed
M&E system developed. This M&E system will include a feedback mechanism
that will provide relevant information on what has happened or happening, where
it happened and why it is happening.
The feedback will basically tell the implementers, stewards, managers and
leaders how far they are from the desired objectives. It shall allow the planners to
do small-scale planning (i.e., catch-up plan, supplemental plan, reprogramming,
etc.) for priority or urgent projects in the middle of the year.
III. Planning and Costing Matrices
1. Description
2. Forms
Form1: Summary of Investment Cost by Instrument by Source of
Financing
Form 2: Cost Assumptions by Instrument by PPAs by Resource
Requirements
Form 3: Cost Assumptions by Instrument by PPAs by Source of
Financing
54 |LIPH Handbook
LIPH Handbook | 55
LGU
Others
Regular
Others
DOH
NATIONAL
COUNTERPART
SOURCEOFFINANCING(PhP)
OTHERSOURCES
Date:
GRANDTOTAL
(PhP)
ANNEXA
%ofInstrumentsto
GrandTotal
AsaPercentageofGrandTotal
a
InstrumentsrefertoHealthServiceDelivery,Financing,Regulation,Governance,HumanResourcesforHealth,andHealthInformation
Note:
b
OtherSourcesrefertofundingfromothersectorseitherlocalorforeigne.g.UNAgencies,otherdevelopmentpartners,othernationalagencies,NGOs
GrandTotal
INSTRUMENTSa
C/MLGU
PLGU
LIPHCY:
PROVINCE/CITY:
REGION:
Form1.SummaryofInvestmentCostbyInstrumentbySourceofFinancing
56 |LIPH Handbook
Performance
Indicatorc
Total
Target
Items
Description
Expense
Category
Unit
Cost
CostperYear
ResourceRequirements(InPhP)
Date:
TotalCost
As%oftheGrand
Total
ANNEXA
a
InstrumentsrefertoHealthServiceDelivery,Financing,Regulation,Governance,HumanResourcesforHealth,andHealthInformation
b
Projects/Programs/Activitiesareidentifiedpriorityinterventionsthataddresshealthneedsandhealthinequitiesamongtheunderprivileged,GIDAs,ICCs/IPs,UrbanPoor,
PersonswithDisabilities(PWDs),SeniorCitizens,women,andchildren
c
PerformanceIndicatorreferstoprescribedhealthstandardsthatareeitherquantitativelyand/orqualitativelymeasurable
Note:
Program/Project/Activitiesb
INSTRUMENTS
Target&Time
Frame
LIPHCY:
PROVINCE/CITY:
REGION:
Form2.CostAssumptionsbyInstrumentbyPPAsbyResourceRequirements
LIPH Handbook | 57
Performance
Indicatorc
Note:
Total
Target
UnitCost TotalCost
PLGU
C/M
LGU
LGU
Date:
DOH
SOURCEOFFINANCINGd
ANNEXA
OtherSourcese
InstrumentsrefertoHealthServiceDelivery,Financing,Regulation,Governance,HumanResourcesforHealth,andHealthInformation
b
Projects/Programs/Activitiesareidentifiedpriorityinterventionsthataddresshealthneedsandhealthinequitiesamongtheunderprivileged,GIDAs,ICCs/IPs,UrbanPoor,
PersonswithDisabilities(PWDs),SeniorCitizens,women,andchildren
c
PerformanceIndicatorreferstoprescribedhealthstandardsthatareeitherquantitativelyand/orqualitativelymeasurable
d
SourcesofFinancingreferstofundingfromothersectorseitherlocalorforeigne.g.UNAgencies,otherdevelopmentpartners
e
OtherSourcesrefertofundingfromothersectorseitherlocalorforeigne.g.UNAgencies,otherdevelopmentpartners,othernationalagencies,NGOs
Program/Project/
Activitiesb
INSTRUMENTSa
Target&Time
Frame
PROVINCE/CITY:
LIPHCY:
REGION:
Form3.CostAssumptionsbyInstrumentbyPPAsbySourceofFinancing
58 |LIPH Handbook
I.
II.
III.
IV.
LIPH
Population:
Province/City:
DESCRIPTION/ANALYSIS
(year
Chairperson
DOHRegionalOfficeReviewCommittee
EXECUTIVESUMMARY
INTRODUCTION
PROVINCEORCITYPROFILE
HEALTHSITUATIONER
A. HealthNeeds
B. HealthServiceDelivery
C. HealthFinancing
D. Regulation
E. Governance
F. HumanResourcesforHealth
G. HealthInformation
V. OVERALLHEALTHSTRATEGYANDSPECIFICINTERVENTIONS
A. Vision,Mission,Goals,andStrategies,CriticalInterventions,withSMARTobjectives
B. Criticaltargets,activities,outputsandoutcomes
C. Criticalinvestments
VI. COSTINGOFCRITICALINTERVENTION
A. FinancialPlan(Costingtables)
B. Timetable
VII. PLANMANAGEMENT
VIII. MONITORINGANDEVALUATION
TotalPerfectPoints
MinimumPassingLevel=75%ofoverallTotalpoints(133.5points)
Reviewof(Year)
Region:
SummaryScoreSheet:LIPHAPPRAISALCHECKLIST
8
4
6
10
14
4
14
14
14
14
14
14
SubtotalScore
Annex B
LIPH Appraisal Checklist
7%
3%
6%
100%
30
12
5
10
178
Date
17%
Page1of9
4%
3%
11%
49%
PERCENTAGE
7
6
20
88
HighestRowScore
NumberofBarangays:
LIPH Handbook | 59
LIPH
Population:
(year
No.ofBarangays:
IncomeClass:
TheprocessundergonebytheplanningteaminLIPHpreparationincludes:
1. Orientationoflocaldecisionmakersandstakeholdersonhealthsituationandneeds
resultinginamandatetoplan/designateaplanningteam
2. Dataarevalidated&verifiablefromexistinggovernmentrecognizedinformation
gatheringtools&systems
3. Datausedintheplanningprovidearealisticandcompletehealthstatusoftheentire
province
4. Datausedinplanningprovidearealisticbasisforprojectingincrementalchangesinterms
ofperformanceoutput,oroutcome
II. INTRODUCTION(Totalpoints6)
Highlightson:
1. EvidencebasedLocalHealthSituation
2. Gapsinhealthservicedelivery,financing,regulations,humanresources,information,
governance&supportservices
3. Criticalinterventionswithclearstrategiesandactivitiesinresponsetotheidentifiedgaps
andotherchallenges
4. TotalcostofinvestmentsforeachPPA
5. Highlightsofinvestmentsperyear(timingofcriticalinterventionsandcostingperyear)
6. Sourcesoffunding
7. Expectedoutputandoutcomesfromtheseinterventions
I. EXECUTIVESUMMARY(Totalpoints7)
DESCRIPTION/ANALYSIS
Note:MinimumPassingLevel=133.5pointsor75%ofoveralltotal178points
YES|NO
YES|NO
ANALYZED
STATED
TOTAL
ROW
SCORE
InstructionsonscoringtheLIPH
1. Ifrequireddata/informationisstatedonly,put1asscore;ifrequireddata/informationisstatedandanalyzed,put2asscore.
2. DonotputascoreinshadedareasunderthecolumnAnalyzed.
3. Putascoreonlyonthenumbereditems.
4. IndicatetherevisionsneededintheRemarkscolumn.
5. InformtheLGUsonanyrecommendedrevisions.
6. Determinethetotalscoreandpercentageattheendoftheappraisalchecklist.
Province/City:
Reviewof(Year)
DOHRegionalOffice:
LIPHAppraisalChecklist
Page2of9
REMARKS
ANNEXB
60 |LIPH Handbook
DESCRIPTION/ANALYSIS
III. PROVINCEORCITYPROFILE(Totalpoints20)
5. Planningworkshopsarestreamlinedandfollowtherecommendedlogicalprocessesand
procedures
6. Participationofkeystakeholdersinbothpublic&privatehealthsectorsfromconcerned
barangays,municipal,city,provincialLGUs,CSOsinLIPHpreparationandplanning
YES|NO
YES|NO
ANALYZED
STATED
TOTAL
ROW
SCORE
REMARKS
ANNEXB
1. Mostcurrentvitalhealthindicesbasedonlocalcivilregistry,FHSIS,healthsurveillance
reports,environmental&sanitation,surveys,burdenofdiseases(e.g.tobaccouse),
nutritionstatus,reportonleadingcausesofmorbiditiesandmortalitiesfromRHUs,
CHOs,publicandprivatehospitals,LGUscorecard.
2. Identificationofatrisksubpopulationsandtheirhealthneedssuchasvulnerablewomen
&children,IPs,teenagers,poor,SeniorCitizens,thoselivinginGIDAs,UrbanPoor
Note:Lookfortheanalysis/relationshipofpresenteddatatoMDGgoals,NOH,ROH,PPAs,localtargets
B. HealthServiceDelivery(Totalpoints14)
Quantificationandqualificationofthecomponentsofthehealthdeliverysystemsintermsof
(deliverysystemalsoincludereporting,recording,registry):
A. HealthNeeds(Totalpoints4)
Adequatedescriptionofhealththreatsthroughanalysisof:
IV. HEALTHSITUATIONER:(SituationalAnalysisincludingGapsandDeficiencies)(Totalpoints88)
Page3of9
1. Physicalenvironment
Geohazardmapping(i.e.,areaspronetoerosionsandflooding,presenceoffaultlines
andvolcanoes)
Riskorhazards(i.e.,occurrenceoftyphoons,landslides,stormsurge)
2. Demographicprofile(i.e.,population,populationdensity,growth,fertility,anddeathrate)
3. Vulnerablepopulationneedingmorehealthcaresuchasyouth,IndigenousPeoples,
womenandchildrenindifficultsituations,thoselivinginGIDAs,UrbanPoor,Personswith
Disability(PWD)andSeniorCitizensinspecificgeographicallocations
4. Environmentalsanitation,sourcesandstatusofpotablewater
5. Economicsituation(i.e.,majoreconomicactivities,peoplessourcesofincome,andpoverty
incidenceandareasofconcentration)
6. Socialsituation(i.e.,education,peaceandorder)
7. Source(s)offood
8. Supportfacilitiessuchastransportation,communication,accesstoinformation
9. Ethnicityandreligion
10. Politicalsubdivision,administrativejurisdiction,incomeclass
Note:Analysisshouldincludepossibleimplicationsofdemographicandsocioeconomicprofileforhealthrisks,healthseekingbehaviorandconstraintsoropportunitiesfor
serviceprovision,serviceutilizationbycommunities&continuumofcare
LIPHAppraisalChecklist
LIPH Handbook | 61
DESCRIPTION/ANALYSIS
1. Publicandprivatehealthcarefacilitiesandtheirgeographicaldistribution(locational
map)
a. Countbytype(No.offacilityperpopulationserved)
Hospital(Standard:PrivateandPubliccombined1bed:1000popn)
o Hospital(Private)
o Hospital(Public)
Clinic
o Public(healthcenters,maternityandlyingin,socialhygieneclinic,teencenters/
teenbayan,healthandnutritionpost,birthingcenter,etc.)
o Private(Medicalclinics,birthinghomes,SpecialtyClinics)
RHUs(1:20,000)
BHS(1:5,000)
b. Typeofservicesprovided(Accreditation/licensing)
Hospital(fromLevels13)
Primaryhealthcarelevel(ex.RHUwithPhilHealthOPB,TBDOTS,MCPPackage
Accreditation,privatebirthinghomeswithPhilHealthaccreditation&DOHLicensing)
2. ServiceUtilization
BedOccupancyRatio
AverageLengthofStay(asprescribedperlevel)
AdmissiontoConsultationRatio(std:1:10)
Typeofserviceutilized(Medical,Surgical,Obstetrics,Pediatrics)
Leadingcausesofadmissionandconsultation
Patientclassificationbytypeofpayment(Categories:paypatient,PhilHealth,
Nonpay/Charity)
UtilizationrateofPhilHealthbenefitsdisaggregatedintoquintiles&healthfacilities
bymunicipality,city,province
Utilizationofservicesasmanifestedbytheincomeofpublichealthfacilitiesfrom
PhilHealthcapitationsandreimbursements
3. Statusofsupplyofcommodities,suppliesandmedicines
4. Equipment
EquipmentinventorybasedonDOHlicensing/PHICaccreditationrequirements
5. Infrastructure(listofthoseneedingrepair,renovationandconstruction,aspartof
strategiestoimprovehealthofpopulationsorcommunitiesneedinginvestmentforhealth
(e.g.GIDAs)
6. Surveillanceunits,presenceandutilizationofreports
a. PESU/MESU/CESU/DESU
LIPHAppraisalChecklist
YES|NO
YES|NO
ANALYZED
STATED
TOTAL
ROW
SCORE
Page4of9
REMARKS
ANNEXB
62 |LIPH Handbook
DESCRIPTION/ANALYSIS
7. EmergencyPreparedness,DisasterRiskMitigation&ManagementandDisasterResponse
Plan
C. HealthFinancing(Totalpoints14)
1. Sourcesofhealthcarefundsforthelast3years
a. Amount/ProportionofPS,MOOE,CapitalOutlay
b. SourcesProvincial/Municipal/City,othersources
2. ProportionofbudgetallocationforRHUandhospitalspreventive&curativecare
3. FundutilizationreportsofDOH&ODAgrants,reasonsforlowornonutilization
4. Percentageoflocallymobilizedfunds(orLGU)incomeutilizedforhealth
5. PhilHealth(proportionoftargetednumberofpopulationwithpaidupPHICpremium)
a. PercentageofpopulationenrolledwithPhilHealth(coverageofthepoorestofthepoor,
women)
b. PremiumsubsidiesandsharingschemesamongLGUs
6. Utilizationofrevenuesfromreimbursementsandcapitationfundsforquality
improvementofservices(RevenuesusedforinvestingforRHUs,hospitals,birthinghomes)
7. Ongoingspecialassistedprojects(localorforeignassisted)
D. Regulation(Totalpoints14)
1. ProportionofRHUaccreditedas:
a.PCBI,TBDOTS,andMaternityPackage
2. Proportionofpublic&privatebirthinghomeswithPhilHealthaccreditation&DOH
Licensing
3. HospitalLicensureandaccreditation(DOH&PHIC)
4. Drugmanagementsystempresenceofpublicandprivateoutletsthatprovideregular
supplyofessentialmedicinesandfamilyhealthcommodities(ex.BnB:Standard:BnB:
2Brgys,alternativedistributionpoints)
5. Recognition/Adoption/Implementationoflocalordinancesrelatedto:
o Hospital
MotherBabyFriendlyHospital
MilkCode
Breastfeeding
Newbornscreening(NBS)
WasteManagement
NationalVoluntaryBloodDonationProgram
o Field/RHU
MilkCode
ASINLaw
ResponsiblePetOwnership
LIPHAppraisalChecklist
YES|NO
YES|NO
ANALYZED
STATED
TOTAL
ROW
SCORE
Page5of9
REMARKS
ANNEXB
LIPH Handbook | 63
DESCRIPTION/ANALYSIS
Otherthematicareasthatareinneedbythelocality
6. Localpoliciesrelatedtoimproveneonatal,infant,childhealth,andimprovematernal
health(i.e.,SkilledBirthAttendance&FacilityBasedDeliveries)
7. Localpoliciesrelatedtodisasterriskreductionandmanagement
E.Governance(Totalpoints14)
1. Structuresandstandardsthatgovernthelocalhealthsystemssuchaslocalhealthboards
ofindividualLGUs,ILHZs:
2. Financialmanagementsystem
3. Publicprivatepartnershipforhealth
4. Procurementsystem
5. PublicprivateReferralSystem
6. Monitoringsystemfortechnicalandfinancialaspects;operationalforM&Eboth
strategic3yearplan&AOP,withteamsmandatedtodoit
7. PlanforEmergencyPreparednessandResponse,DisasterRiskReduction&Management
F.HumanResourcesforHealth(Totalpoints14)
1. Currenthealthpersonneldistributionbytypeoffacility,inbothpublicandprivatesectors
o Preventive(MD/RN/MWtopopulationratio)
o CurativelicensingandPhilHealthaccreditationdeficiencies
2. Currenthealthpersonneldistributionbytheirgeographicallocation
3. Currenthealthpersonneldistributionbytheirtechnicalskillsortrainings(e.g.distribution
ofdoctors,nurses,midwives,etc.)
4. Competenciesofcurrenthumanresourcesforhealth
5. Capabilitybuildinggaps
6. Factorsthathinderorprogressdevelopmentofhumanresourcesforhealthof
implementation
7. Factorsthathinderorfacilitateimplementationofmanagementanddevelopmentofthe
HumanResourceforHealth
G.HealthInformation(Totalpoints14)
1. Structuresandstandardsonlocalhealthinformationsystem
2. UpdatedFieldHealthServiceInformationSystem(FHSIS)data
3. UpdateddatafromPhilippineIntegratedDiseaseSurveillanceandResponse(PIDSR)/
HospitalOperationsandManagementInformationSystem(HOMIS)/SurveillanceinPost
ExtremeEmergenciesandDisasters(SPEED)
4. UpdateddatafromSurveillanceunitsinplace,reportsgenerated
5. Otherhealthinformationsystemcurrentlyinplacesuchastrainingdatabases,
commoditymanagementsystem,etc.
6. Feedbackingoftheseinformationtorelevantstakeholders
LIPHAppraisalChecklist
ANALYZED
YES|NO
STATED
YES|NO
TOTAL
ROW
SCORE
Page6of9
REMARKS
ANNEXB
64 |LIPH Handbook
STATED
StrategyGeneralstatementasbasisforimplementingdifferentactivities
ObjectivesStatedSMART
ANALYZED
TOTAL
ROW
SCORE
ANNEXB
Page7of9
3. Criticalinterventionstoaddresshealththreats,theidentifiedgapsanddeficiencies
(shouldbeinconsonancewithVMGs,addressesobjectivesandarealignedwithPPAs)
B. CriticalTargets,Activities,OutputsAndOutcomes(TotalPoints10)
1. Clearobjectivesforeachinterventions,correlatedwithnational/regionalhealthsector
goals,targetsundereachpillarofDOHNationalImplementingFramework(e.g.6pillarsof
UniversalHealthCare)
2. Performanceindicators,guidedbyDOHImplementingFramework
3. Matrixoftarget,activities,outputs,outcomesforeachstrategy/intervention
4. Technicallyconsistent,doable,evidencebasedinterventions
5. Interventions:
a. Areprioritized
b. Havecriteriautilizedforprioritization
c. Withspecificinterventions/strategiesfortheyouth,women,poor,marginalizedorIPs
orGIDA
SinceservicedeliverycomponentofthePPAsdealswithhealthneeds,goalsareexpressedashealthoutcomes.Infinancing,regulationandgovernanceusegoalsasexpressedin
theNOH.Exampleofgoal/outcomederivedfrommaternalmortalityratioistoreducematernalmortalityratioconsistentwithMDG.
Definition:
A. Vision,Mission,Goals,andStrategies,CriticalInterventions,withSMARTobjectives(Totalpoints6)
1. Broaderperspectiveofthelocality:
a. Provincial/CityVision
b. Provincial/CityMission
c. Provincial/CityGoalsforHealth
d. Socioeconomicandpoliticalfactorsaffectingpeople'shealthinthelocality
2. Strategiesandobjectivestoaddresstheidentifiedproblems
V. OVERALLHEALTHSTRATEGYANDSPECIFICINTERVENTIONS(Totalpoints30)
DESCRIPTION/ANALYSIS
REMARKS
YES|NO YES|NO
7. Statusofinfrastructure
*Thesearethefactorsthatexplainwhyperformanceindicatorsarebelow(inmostcases)nationalorregionalbenchmarks.Thesefactorsarethosethathavesomethingtodo
withconsumerhealthseekingbehavior,providercapacitytodeliverqualityservicesinaccessibleoutlets,M/CLGUcapacitytoprovidefinancingandenablingpolicies,PLGU
capacity to provide financing support, enabling policies and technical assistance to component LGUs, and NGA capacity to provide enabling policies, technical guidelines,
technicalassistance,etc.Thesearethefactorsthatarefoundinthesituationalanalysismatrix.
LIPHAppraisalChecklist
LIPH Handbook | 65
DESCRIPTION/ANALYSIS
YES|NO
YES|NO
ANALYZED
STATED
TOTAL
ROW
SCORE
REMARKS
ANNEXB
1.Managementstructure(definewhowillmanageServiceDeliveryNetworks,procurement,
civilworks,logistics,communicationandcoordination,amongothers)
VII. PLANMANAGEMENT(Totalpoints5)
A. FinancialPlan(Costingtables)Totalpoints8
1. Sourcesoffunds(LGU,grantsfromDOHandotheragencies,otherfinancialoptions
includingincome/revenuefrominvestments)specificallydefinedbyLGU
2. Annualbreakdownofthecostshowingpriorityinterventions
3. Costsarewithintheallowableprices/feesforgoodsandservices,asmandatedby
governmentauditingandaccountingprocedures
4. Financialplanfollowsthegeneralprincipleofefficiency(valueformoney)
B. Timetable(Totalpoints4)
1. Timingofexpenditure(phasingofinvestmentsbasedonthecostingtables.The
timeframeshouldspecifywhentheseinterventionsandexpendituresaretooccur.
2. Timingofexpendituresareinconsonancewiththeexpectedattainmentoftargets
VI. COSTINGOFCRITICALINTERVENTION(TOTALPOINTS12)
Page8of9
Toaddressmajorgapsanddeficiencies,pleaseconsiderthefollowing:
i. Interventionhastobeexpressedasspecificactionandnotmerelystatementoftheproblem.Forexampleinfinancing,ifthegapislowandinconsistenttrendinLGU
budgetforhealth,theinterventionmayinvolvenotjustincreaseofbudgetorlobbyingtothemayorbutshouldincludeacomponentactionthatcanbringin
financingfromothersourcesandequivalentresourcemobilizationactivities,and
ii. Bringinnewandinnovativeinterventionthatcanmakeasignificantimpactinaddressinggapsanddeficienciesasopposedtousualtraditionalactivitiesalreadybeing
financedfromregularbudget.
1. Linktotheattainmentofsetgoals(clearandexplicit)
2. Doableinterventionsassupportedbyexistingorganizationalstructures(presenceof
managementstructure,policysupport)
3. Evidencebasedinterventionsthatrespondtotheidentifiedhealthneeds
4. Logicalsequencingandphasingofintervention
5. Measurabilityofinterventionsinterventionsarequantifiable
6. Investmentcostforthepoor,marginalizedorIPsorGIDAasapplicable
7. Realisticcostingofeachinterventionisfoundinthecosttables
(Thesearecoststobeincurredtoimplementaparticularintervention.Notethatthesearenewinvestmentsneedingresourcesinadditiontoregularbudgetstostrengthen
currenteffortsandtoundertakenewandinnovativeinterventions.SummaryTableandTableofAssumptionsintheCosting/FinancingSectionaregoodreferencesfor
reviewingthecostsintheLIPH.)
a. Unitcostavailable
b. Completecosting
Note:Lookfortheverticalandhorizontallogicofobjectiveswithproposedstrategiesandactivities
C. CriticalInvestments(TotalPoints14)
LIPHAppraisalChecklist
66 |LIPH Handbook
DESCRIPTION/ANALYSIS
2.Publicfinancemanagementaccompaniestheinvestmentplan
3.Technicalassistanceneedsandpossiblesourcesoftechnicalassistanceareproperly
identified
4.CommunicationstrategiesfortheLIPH
5. ContractualarrangementswithDOH,othernationalgovernmentagencies,private
organizationstoimplementtheLIPH
Chairperson
ViceChairperson
Member
Member
1.Withpeoplewhoaremandated/taskedtomanagetheM&Esystem
2.Evidencebasedwithverifiableaccurateinformation
3.Monitorsandevaluatesprogressoftargetaccomplishmentswithmeansofverification
4.Monitorsandevaluatesfundutilizationwithmeansofverification
5.Monitorsandevaluatesdistributionofaccomplishmentswithmeansofverification
6.Withfeedbackmechanism
7.MonitoringandEvaluationtoolsareidentified
8.WithclearmechanismforutilizationofM&Eresults
9.Withclearprocessformonitoring,evaluation(e.g.,Frequencyofmonitoring)
10.InvolvementorroleofDOHRegionalOfficeintheM&Esystem
TOTALSCORE:Points
PERCENTAGE:%(ActualScore/TotalPerfectScoreX100)
RECOMMENDATION:
EndorseforDOHNationalAppraisalCommitteereview
RevisebasedonDOHRO'sCommentsandRecommendations
DOHRegionalOfficeReviewCommittee
VIII. MONITORINGANDEVALUATION(Totalpoints10)
LIPHAppraisalChecklist
YES|NO
YES|NO
ANALYZED
STATED
Member
Member
Date:
0
0.00%
TOTAL
ROW
SCORE
Page9of9
REMARKS
ANNEXB
Annex C
AOP Content and Forms
I. Cover Letter (1 page)
The Local Chief Executive (Mayor of the HUC/ICC and Governor) shall sign this
letter endorsing the AOP to the DOH RO through the Development Management
Officer (DOH Representative) assigned in the locality.
II. General Description
1. The Health Situation in the Province/City at the end of (Year)
Content of this can be culled out from the situational analysis exercises
for the LIPH. In particular, the Health Situation discusses the priority
problems that need to be addressed by the AOP. This may contain the
following, but not necessarily limited to:
a. Local Health System Performance as measured by the most current
LGU Scorecard, FHSIS, hospital statistical reports, surveillance data,
progress reports, and other local health data/information;
b. LGU performance that has impacted on peoples health, such as,
budgetary allocation for health, utilization of GAD resources, etc.;
c. Problems, challenges or positive learning on utilization of healthcare
services, PhilHealth benefits;
d. Proven best practices that can be expanded and scaled up. Report
of accomplishments in the preceding year, vis--vis what have been
planned; and
e. Narrative report on how much of the investment plan for health has
already been accomplished.
68 |LIPH Handbook
5. Performance Indicators
The AOP costing table shows the details with reference to the year under
consideration in the three-year investment or LIPH.
The activities in the AOP shall be appropriately timed and are interlinked to
ensure that the expected outputs are achieved. Costing and scheduling of
budgetary allocation shall be based on the sequencing of these activities.
The cost for each resource that is required for the conduct of an activity
may be estimated based on:
a. Target number persons participating in the activity;
b. The task itself; and
c. The duration or frequency of conduct.
Total cost of all activities in the annual operational plan will be reflected in
the total cost for the year. There should be value for money and efficiency
in quantifying the costs. The local resources shall be leveraged to ensure
institutionalization.
The AOP for the succeeding years (year 2 & year 3) should result in
incremental positive changes leading to the expected outcome of the
LIPH.
LIPH Handbook | 69
2. Forms
Form 1: Summary of Investment Cost by Instrument by Source
of Financing
Form 2: Cost Assumptions by Instrument by PPAs by Source of
Financing
Form 3: Annual Training Plan
Form 4: Annual Procurement Management Plan (Optional)
70 |LIPH Handbook
LIPH Handbook | 71
PLGU
LGU
Others
DOH
OTHERSOURCES
Date:
GRANDTOTAL
(PhP)
ANNEXC
%ofInstrumentsto
GrandTotal
AsaPercentageofGrandTotal
a
InstrumentsrefertoHealthServiceDelivery,Financing,Regulation,Governance,HumanResourcesforHealth,andHealthInformation
Note:
b
OtherSourcesrefertofundingfromothersectorseitherlocalorforeigne.g.UNAgencies,otherdevelopmentpartners,othernationalagencies,NGOs
GrandTotal
INSTRUMENTSa
INVESTMENTCOSTBYSOURCE(PhP)
AOPCY:
PROVINCE/CITY:
REGION:
Form1.SummaryofInvestmentCostbyInstrumentbySourceofFinancing
72 |LIPH Handbook
Note:
Performance
Indicatorc
Q1 Q2 Q3 Q4
Total
Target
TARGET&TIMEFRAME
Unit
Expense Total
Coverage
Itemse
Cost
Categoryf Costs
LGU
Date:
DOH
ANNEXC
OTHERSOURCESg
SOURCEOFFINANCING
InstrumentsrefertoHealthServiceDelivery,Financing,Regulation,Governance,HumanResourcesforHealth,andHealthInformation
Programs/Projects/Activities(PPAs)areidentifiedpriorityinterventionsthataddresshealthneedsandhealthinequitiesamongtheunderprivileged,GIDAs,ICCs/IPs,
UrbanPoor,PersonswithDisabilities(PWDs),SeniorCitizens,women,andchildren
c
PerformanceIndicatorreferstoprescribedhealthstandardsthatareeitherquantitativelyand/orqualitativelymeasurable
d
Coveragerefertolocationalcoverageofintervention
e
Itemsrefertosupplies,materials,andothergoods/commodities
f
ExpenseCategorye.g.training,gasoline,transportation,honorarium,etc.
g
OtherSourcesrefertofundingfromothersectorseitherlocalorforeigne.g.UNAgencies,otherdevelopmentpartners,othernationalagencies,NGOs
Programs/Projects/
Activitiesb
INSTRUMENTSa
REGION:
PROVINCE/CITY:
AOPCY:
Form2.CostAssumptionsbyInstrumentbyPPAsbySourceofFinancing
LIPH Handbook | 73
Preparedby:
B.ContractOut
Scheme
A.Inhouse
TotalCost
COURSE/TRAININGPACKAGE
PARTICIPANTS
CATEGORY
NO.PERCATEGORY
(MHO,PHN,RHM)
AOPCY:
DURATION
(indays)
Province/City:
Region:
Form3.AnnualTrainingPlan
Approved:
FACILITATOR/
RESOURCESPEAKER
TOTALNO.
HeadofAgency
SCHEMEa
Date:
COST
ANNEXC
SOURCEOFFUNDING
74 |LIPH Handbook
Description
ContractPackage
No.
Preparedby:
TotalCost
Program/Project/
Activities
NAMEOFPROCURINGENTITY:
NAMEOFTHEPROJECT:
FUNDINGSOURCE:
AOP(Year):
PROCUREMENTSCHEDULE
Date:
Date
Date
Approved:
Date
Date
Date
HeadofAgency
Date
Date
Estimated
Modeof
Pre
Submission
Budget
Eligibility
Post
Procurement Procurement Advertisement/ PreBid
andReceipt Evaluation
(inPhP)
Posting
Conference Screening
Qualification
Conference
ofBids
Form4.AnnualProcurementManagementPlan(Optional)
Date
Awardof
Contract
ANNEXC
LIPH Handbook | 75
(year)
a) InternalBenchmark(performancelowerthanpreviousyear)?
b) ExternalBenchmark(RedPerformanceRatingasseeninLGU
scorecard)?
c) Emerging&reemergingdiseasesbasedonthetrackingofvital
indices&surveillanceunits?
B. LocalPrioritiesinHealth
1. Arethelocalhealthprioritiesandtheircausesidentifiedbasedon:
YES NO
Markwithan
(X)
Response
(year
A. HealthSituationintheProvince/City
1. ArethefollowingadequatelydescribedintheHealthSituation?
a) ForAOP1,isthereabaselineforeachspecificindicator
mentionedintheLIPH?
b) Arethereprevioushealthassessmentsthatcanbecomebasisfor
AOP1baselines?
c) ForAOP23,isthereapercentageincreaseordecreasefromthe
baselineforeachspecificindicatormentionedintheLIPH?
d) Aretherehealthrelated,nonhealthproblemsorchallenges
(socioeconomic,geographical/physical,andpolitical)thatneed
tobereflectedintheAOP?
e) Aretherebestpracticesthatneedtobescaledupintermsof
coverage°reeofactivitiesthatneedtobecostintheAOP?
QUESTIONS
NumberofBarangays:
Population:
Reviewof
AOP
Province/City:
PartI.GeneralDescription
AOPAppraisalChecklist
LIPHSituationalAnalysisvisvistheAOP'ssituational
analysis:
LGUscorecard
Surveillanceunitreports
FHSIS,etc.
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
REMARKS
vitalhealthindices
PhilHealth data on enrolment, utilization of PhilHealth
benefits,etc.
Status of Human Resources for health (BHS, RHU, CHO
andhospitals)
MEANSOFVERIFICATION
IncomeClass:
Date:
Annex D
AOP Appraisal Checklist
76 |LIPH Handbook
QUESTIONS
A. Interventions
1. AretheactivitiesforallinterventionsofpriorityPPAsaretimed
appropriatelywithcost&fundingsource?
a) HealthFinancing
b) HealthServiceDelivery
c) Policy,StandardsandRegulations
d) GovernanceforHealth
PartII.PlanningandCostingMatrices
d) Nationalpriorityhealthprograminitiativesareallpresentinlocal
healthprograms?
e) Environment,environmentalhealthanddisasterrelatedevents?
C. MajorThrustsoftheAOP
1. Willtheexpectedoutputofthelocalthrustscontributetothe
attainmentofRegional,NationalObjectivesforHealthandthe
MDGs?
2. DoestheAOPcontainSMART(Specific,Measurable,Attainable,
Realistic,Timebound)objectivesachievablewithintheyear?
3. Aretheprogramobjectivesdoneinresponsetothelocalhealth
needsrequiringprioritizationfortheyear?
4. Arethetargetsconsistentwithprovince's/city'sVision,Mission,
Goalsforhealth,andcountrysMDGs/PDP/NOHforObjectives?
5. Arethereobjectivesaddedfrompreviousyearduetoemerginglocal
situation?
D. AdjustmentsinProposedInterventionsandInvestments
1. IsthereanydeviationintheAOPcostingfromtheexpectedcost
basedontheLIPH?
2. Isthereajustificationorexplanationonthecostdeviations?
3. Summarylistingoflocalhealthprioritieswithjustification
AOPAppraisalChecklist
YES NO
Markwithan
(X)
Response
CheckforinclusionofallinterventionsintheAOP
Matrices
InvestmentCost
Narrative
SituationalAnalysis
Justificationforthecostdeviation
TableofGoalsandObjectivesinthepriorityPPAsforthe
yearandcompareoranalyzethemvisvisthelocal
healthsituationandpriorities
DOHRegionalOffice
REMARKS
Narrative/SituationalAnalysis
MEANSOFVERIFICATION
LocalthrustsvisvisRegionalandNationalObjectives
forHealthandtheMDGs
ANNEXD
Page2of9
DOHRegionalOffice
RECOMMENDATIONS
LIPH Handbook | 77
QUESTIONS
YES NO
ConsistencyofthePPA&inthefinancialplan
Checkforinterventionsprioritizingthepoor(ruraland
urban),GIDA/IPareasincludedintheAOP
PhilHealthdatafromtheProvincial&RegionalOffices
includedintheAOP
DOHRegionalOffice
REMARKS
LGUplanning&developmentofficeincludedintheAOP
MEANSOFVERIFICATION
ValidateiftheactivitiesandtargetsspecifiedintheAOP
areappropriateandsufficient.Appropriatemeansthey
conformtothetechnicalstandardsprovidedbythe
differentDOHbureausandofficesthroughthe
respectiveDOHROs.Sufficientmeanstheyareadequate
toattaintheobjectivesorcarryoutthestrategiesbased
onLGUScorecardresults.
RedLGUScorecardResultswillrequiremoreorbetter
supportinterventionsthanpreviousyear
Verifyifthetimeframeorscheduleisproperlyindicated
foreachactivity.
Checkthepropersequenceofactivitiestoensurethat
therearenooverlapsanddelays.
Checkifresourcesidentified(staffing,budget,facilities,
equipment,etc.)visvistheresourcesneededand
technicalstandardsareadequateandappropriate.
(Qualitativeassessmentintheabsenceofprogram
standards)
LGUbudgetincludedintheAOP
Markwithan
(X)
Response
3. Areresourcessufficienttoreachthetargets?
a) Humanresourcesarecompetent,withcompleteteams;havethe
toolstocarryoutthetasks?
b) EnoughlogisticsfortheyearperactivityperPPA?
c) Eachtask/activityisproperlybudgeted?
4. DoestheAOPincludeprograminterventions/activitiesforEquity?
IsthereabudgetearmarkedforidentificationofthePoor?
DidtheProvince/CitymakeuseoftheNHTSforidentificationofthe
poor?
Isthereanincreasedenrolmentoftheidentifiedpoorfromlast
year'senrolment?
IstherebudgetearmarkedforLGUshareintheannualNHIP
premiumpaymentfornonNHTSfamilies?
Aretherestrategies/activitiesforthepoor,GIDAandother
disadvantages/marginalizedgroups/populations?
ForHUCs:WastheUrbanHEART/RUPusedforidentificationof
problematicbarangaysandequityconcernsforpriority
implementation?
e) HumanResourcesforHealth
f) HealthInformation
2. Aretheactivitiesandtargetsprogrammedforsupportinterventions
sufficienttocarryouttheinterventions/strategiesintermsoftiming
&resources?
a) HealthFinancing
b) HealthServiceDelivery
c) Policy,StandardsandRegulations
d) GovernanceforHealth
e) HumanResourcesforHealth
f) HealthInformation
AOPAppraisalChecklist
ANNEXD
Page3of9
DOHRegionalOffice
RECOMMENDATIONS
78 |LIPH Handbook
QUESTIONS
AretheM&Eresultscommunicatedandutilizedtoimprove
intervention?
6. DoestheAOPimplementtheprograminterventions/activitiesin
lightofeffectiveness?
Istherematchingofappropriateinterventions,resourceallocation,
visavispeopleshealthneeds?
AretheidentifiedPPAsadequatelyandcorrectlyfunded?
Arethereappropriatemonitoringandevaluationinstrumentsfor
eachidentifiedcriticalinterventions?
7. ArethereidentifiedContinuingQualityImprovement(CQI)activities
establishedtoenhanceimplementationprocessesandresults?
a) HealthFinancing
b) ServiceDelivery
c) Policy,StandardsandRegulations
d) GovernanceforHealth
e) HumanResourcesforHealth
f) HealthInformation
8. DoestheAOPreflectafocusonResultsOrientation?
Isthebudgetedamountforeachcriticalinterventionproperly
dispensedandreported?
Arethereenoughqualified,competentserviceproviderstocater
totheneedsofthepoor?
Arethepooraccessingandutilizingthehealthservices?
PercentageofwomenwhoarePhilHealthenrolled,percentageof
pregnantwomendeliveringinMCPaccreditedbirthinghomes
5. DoestheAOPimplementtheprograminterventions/activitiesin
lightofefficiency?
Arethecompetencyandskillsappropriatelydistributedtorespond
tothecriticalinterventionsidentified?
AOPAppraisalChecklist
YES NO
Markwithan
(X)
Response
MEANSOFVERIFICATION
CheckforinclusionofallinterventionsintheAOP
Matrices
SituationalanalysisbasedonLGUscorecard,FHSIS,etc.
PPAs
CostingMatrices
TrainingPlan
HumanResourceManagementandDevelopmentPlan
PScostforadditionalHumanResourcesforhealthas
LGUcounterpart
CostingMatrices
FundUtilizationReport
ProgressMonitoringReport
M&EPlan
ProgressMonitoringReport
Utilizationrateofhealthservices,&PhilHealthbenefits,
presenceofdemandgenerationactivitiesintheAOP
ANNEXD
Page4of9
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
REMARKS
LIPH Handbook | 79
Markwithan
(X)
Response
QUESTIONS
LocalGovernmentUnits(LGUs)
DepartmentofHealth(DOH)
DevelopmentPartners(DP)
Others
Amountand
Percentage
(Denominator
isTotalAOP
Cost)
(Pleaseindicatetheitemsrequested)
2. TotalcostofAOP
3. %ofAnnualCostfor:
a) MaintenanceandOtherOperatingExpenses(MOOEforHealth)
[vs.TotalBudgetforHealth]
*Thisisforconsiderationasbenchmarkinassessment.Thisisnot
prescribed.
b) CapitalOutlay(CO):
1) Hospital:
a. Infrastructure
b. Equipment
a)
b)
c)
d)
YES NO
IsthelinkbetweenInterventionandCostwithProblems/Major
Gaps,Goals,Objectives&Targetsgenerallyestablishedformostof
theprograminterventions(atleastfortheMDGs)?
Doestheinterventionconsiderthelifecycleapproachand
continuumofcareasabasisforensuingAOPs(AOP2,AOP3)?
9. Questiononunimplementedinterventions/activities?
Percentageofpreviousyear'sunimplementedinterventions/
activitiestocurrentyear'sinterventions/activities.
QUESTIONS
B. Costing
1. Aresourcesoffundsproperlyascribedto:
AOPAppraisalChecklist
MEANSOFVERIFICATION
AOPCostMatrices:CostofExpenditures,i.e.MOOE
HealthFacilityDevelopmentsectionoftheAOP
Compareinvestmentsforhospitalsandhealthcenters
LGUcounterpartforthehealthfacilitydevelopment
LGUbudget
SummaryofInvestmentCost
MEANSOFVERIFICATION
Checkifsourceoffundsareproperlyand
correspondinglyindicatedforeachactivity.
Aretherepossiblesourcesoffundswhichwerenot
included?(DOH,PLGU,MLGU,CityBarangay,Other
NationalGovernmentAgencies,NGOs,PrivateSector
Others)
AOPCostMatrices
Narrative/SituationalAnalysis
Justification
Narrative/SituationalAnalysis
Interventions
Performanceindicatorsandtargets,etc.
Costing
Page5of9
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
REMARKS
ANNEXD
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
REMARKS
80 |LIPH Handbook
5) AreInvestmentsprogrammedappropriately?
4. Areinvestmentsfairlydistributed?
QUESTIONS
2) HealthCenter:
a. Infrastructure
b. Equipment
3) Others:
a. Infrastructure
b. Equipment
c. Vehicles
4) TotalCO:
c) ByFundSource(AnnualCost):
1) DepartmentofHealth(DOH)
2) LocalGovernmentUnits(LGUs)
a. Province
b. City/Municipality
c. Barangay
3) DevelopmentPartners
4) Others
QUESTIONS
a) Averagecostperperson
b) Averagecostperbarangay
c) Averagecostpermunicipality+componentcity/ies
Optional:
d) Lowesttotalinvestmentfora:
1) Barangay
2) Municipality
e) Highesttotalinvestmentfora:
AOPAppraisalChecklist
YES NO
Markwithan
(X)
Response
Amountand
Percentage
(Denominator
isTotalAOP
Cost)
MEANSOFVERIFICATION
Assessdisparityfromaveragevaluefor
barangay/municipality
Checkconsistencywithfundagreement
Comparewithhistoricaldataorcomparableprovinces
aftercomputation:
o Totalcost/TotalPopulation
o Totalcost/#ofbrgys
o Totalcost/#ofmunicipalities
MEANSOFVERIFICATION
SummaryofInvestmentCost
DOHRegionalOffice
REMARKS
DOHRegionalOffice
REMARKS
ANNEXD
Page6of9
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
RECOMMENDATIONS
LIPH Handbook | 81
6. DoestheAOPcontainthesignaturesoftheapprovingofficialsofthe
LGUs?
1) Barangay
2) Municipality
5. Doestheplanreflectinterventionsforthevulnerableand
marginalizedsector?
QUESTIONS
(Pleaseindicatetheitemsrequested)
3. TotalPersonstobetrained
4. TotalDaysofTraining
5. CostofTraining:
a) TotalCostofTraining
b) TotalCostofTrainingas%ofAOPCost
c) AverageCostofTrainingperday
d) Averagecostperpersontrained
QUESTIONS
2. Willthetrainingplanenablehumanresourcestobecompetentin
addressingorcarryingtasksexpected?
A. TrainingPlan(refertoAnnexCForm3)
1. ArethecontentsoftheTrainingPlanconsistentwiththetraining
activitiesfoundintheAnnualOperationalPlan?
PartIII.AOPSupplementalPlans
AOPAppraisalChecklist
Amountand
Percentage
(Denominator
isTotalAOP
Cost)
YES NO
Markwithan
(X)
Response
MEANSOFVERIFICATION
(6a)/(5)
(6a)/(4)
MEANSOFVERIFICATION
CheckthevalidityofthetrainingactivitieswiththeAOP.
Seeifthetargetsandotherrequireddataareconsistent
withthosefoundintheAOP.
Checkthepropersequenceofthetrainingactivitiesto
ensurenooverlaps&delays,whoaretheparticipantsto
betrained,areclear.
Signaturesoftheapprovingofficialsoftheprovince/city
ontheAOP.
PlanisproperlyendorsedbytheLCEstotheDOH
RegionalOffices.
BudgetforNHTSandGIDA/IP,etc.
DOHRegionalOffice
REMARKS
DOHRegionalOffice
REMARKS
ANNEXD
Page7of9
DOHRegionalOffice
RECOMMENDATIONS
DOHRegionalOffice
RECOMMENDATIONS
82 |LIPH Handbook
QUESTIONS
Markwithan
(X)
Response
C. FinancialPlan
1. Isthefinancialplanconsistentwiththetargetstobeachievedwithin
theyear,plannedactivities,andtasksperPPA?
2. Isthereaunifiedandstandardprocessfordisbursementand
reporting?
3. Isthereadequatetimingforthefinancialplantorealizeabudget?
7. DoesthePlanadequatelyfollowascheduledtimeandprocess?
5. Arethespecificitemstobeprocuredconsistentwithinternational
technologystandards,DOHstandards/priorities,rationalization
plans?
6. Arethereitemswhereprocuringasmallerquantitywillnonetheless
meetprogramgoalsandobjectives?
4. Arethecontractpackagesanditemspecificationsconsistentwith
thespecificationsrequiredbytheDepartmentofHealth?
YES NO
B. ProcurementPlan(Optional)
1. DothecontentsofthePlansupporttherequiredgoodsandservices
toachievethetargetsfortheyear?
2. IsthePlanconsistentwiththeprocurementactivitiesfoundinthe
AOP?
3. DoesthePlanoftheProvince/Cityconformtotherequirements
specifiedunderRA9184?
AOPAppraisalChecklist
MEANSOFVERIFICATION
ANNEXD
Page8of9
DOHRegionalOffice
RECOMMENDATIONS
Checktimingforexecutionoffinancialplan
DOHRegionalOffice
REMARKS
CheckstandardDOHprocessfordisbursementand
reporting
Checktimeprocurementprocessfromprebidsto
awards
Checklogicalconnection/arrangementfromtimeof
procurementprocess(fromprebidstoawards),training
activities,financialplanandtheiralignmenttotargets,
activities,tasksperPPA.
Checkquantityofitemstobeprocured
CheckPlanifitemstobeprocuredwilldirectlycontribute
orsupportprogramgoalsandobjectives.
CheckthevalidityofthePlanactivitieswiththeAOP.See
iftheconsistentwiththosefoundintheAOP.
ChecktheconsistencyofthePlanwiththerequirements
ofRA9184.RefertoHandbookonPhilippine
GovernmentProcurement.
Checkifthecontractpackagedescriptionanditem
specificationsconformwithDOHspecifications:
o www.doh.gov.ph/hcrs
o SpecificationofMedicalEquipmentinHealth
CommoditiesReferenceSpecificationInformation
SystemDatabase,23November2009
LIPH Handbook | 83
DOHROReviewCommittee
Chairperson
ViceChair
OtherComments:
Recommendation:
Finalapproval
ForRevisionbasedonDOHRO'sCommentsandRecommendations
AOPAppraisalChecklist
Member
Member
Member
Member
Date:
Page9of9
ANNEXD
Annex E
Competencies of Planning Teams
A. Technical Competencies
1. Problem Solving Skills
Definition:
Builds a logical approach to address problems or opportunities or
manage the situation at hand by drawing on ones knowledge and
experience base, and calling on other references and resources as
necessary.
Behavioral Indicators:
a. Undertakes a complex task by breaking it down into manageable
parts in a systematic, detailed way;
b. Thinks of several possible explanations or alternatives for a situation
and anticipates potential obstacles and develops contingency plans
to overcome them;
c. Identifies the information needed to solve a problem effectively;
d. Presents problem analysis and recommended solution to others
rather than just identifying or describing the problem itself; and
e. Acknowledges when one doesnt know something and takes steps
to find out.
2. Organizing and Prioritization Skills
Definition:
Establishes a systematic course of action for self and/or others to
ensure accomplishment of a specific objective.
Behavioral Indicators:
a. Develops or uses systems to organize and keep track of information
(e.g., to-do lists, appointment calendars, follow-up file systems);
b. Sets priorities with an appropriate sense of what is most important
and weighs the demand involved;
c. Keeps track of activities completed and yet to be done, to accomplish
stated objectives;
d. Keeps clear, detailed records of activities related to accomplishing
stated objectives; and
e. Knows status of ones own work at all times.
84 |LIPH Handbook
3. Analytical Skills
Definition:
The ability to visualize, articulate, and solve both complex and
uncomplicated problems and concepts and make decisions that
make sense based on all available information.
Behavioral Indicators:
a. Demonstrates appropriate problem identification skills based on all
relevant information and prioritizes them in relation to the goals and
objectives;
b. Applies planning concepts and visualize solutions to identified
problems and corresponding data gathered in a logical manner;
c. Arrives at decision points in response to an identified solutions set/
menu; and
d. Applies planning tools relevant to the identified solutions set/menu.
4. Aptitude for Technology
Definition:
The ability to apply in-depth specialized knowledge, skills, and
judgment by assessing and translating information technology into
responsive and effective planning solutions. Demonstrating how you
can use or manipulate data using Excel is a typical competency.
Behavioral Indicators:
a. Identifies information needed, gathers, groups and analyzes them as
to significance;
b. Uses database and employ data management programs to assist in
data analysis; and
c. Translates data into meaningful narrative description to aid in
explanation of data.
LIPH Handbook | 85
5. Results-focused
Definition:
Refers to ability and drive for achieving and surpassing targets. This
is about showing passion for improving the delivery of services with a
commitment to continuous improvement in your planning process.
Behavioral Indicators:
a. Demonstrates zeal and enthusiasm to stay the course with
consistency;
b. Identifies targets and achieve them;
c. Consciously plans the time relevant to realistically achieve targets;
and
d. Applies continuous quality improvement mechanisms to improve
outputs and outcomes.
B. Non-Technical Competencies
1. Time Management
Definition:
Sets priorities, goals, and timetables to achieve maximum productivity.
Behavioral Indicators:
a. Sets a realistic time appropriate to achieve the objectives and goals;
b. Keeps track of activities completed and yet to be done, to accomplish
stated objectives;
c. Keeps clear, detailed records of activities related to accomplishing
stated objectives; and
d. Knows status of ones own work at all times.
2. Teamwork
Definition:
Demonstrating ability to work as part of a multifunctional team to
meet desired business goals. Simply put, show understanding of the
concept of collaborative effort for collective goals.
Behavioral Indicators:
a. Knows ones role in the effort;
b. Appreciates and understands the role that other team members play,
maximizes talents of other members;
86 |LIPH Handbook
LIPH Handbook | 87
5. Professionalism
Definition:
The ability to think carefully about the likely effects on others of ones
words, actions, appearance, and mode of behaviour. The consummate
professional selects the words and actions most likely to have the
desired effect on the group or individual in question.
Behavioural Indicators:
a. Ability to think and reflect carefully about actions, words and behaviour
before, during and after they are made;
b. Keeps mode of behaviour appropriate to the situation at hand so as
to place oneself in proper perspective; and
c. Demonstrates composure towards co-workers, stakeholders and
clients/customers as appropriate and decorum befitting training.
References:
Web sources
a. http://humanresources.syr.edu/ online
b. http://www.morganmckinley.ie/article/top-10-competenciesplanning-professionals
88 |LIPH Handbook
Assessment Worksheet1
PLAN TO FIT, FIT TO PLAN
NAME:
POSITION/DESIGNATION:
OFFICE:
Instruction:
Kindly rate yourself using the following scale:
3 Highly Competent, 2 Competent, 1 Needs Improvement
Use the results of this assessment checklist for capacity development initiatives
for the Planning Teams
COMPETENCIES
RATINGS
3
A. TECHNICAL COMPETENCIES
I.
Analytical Skills
LIPH Handbook | 89
COMPETENCIES
RATINGS
3
IV.
Results Focused
Time Management
Teamwork
Relationship/Conflict Management
Customer/Client Focused
90 |LIPH Handbook
COMPETENCIES
RATINGS
3
V.
Professionalism
LIPH Handbook | 91
Annex F
Development of Vision, Mission, and Goal Statement
I. Vision Statement
Process: The development of the vision statement is best done in a workshop.
An initial brainstorming or similar guided creative process should
be done to allow the participants to come up with their pictures of
the future for health in their area as well as for their organization.
The following steps are suggested to arrive at a shared Vision.
Step 1: The Creative Process - The participants are asked
to describe how they would like the health situation in
their area/organization/facility to be by the end of the
three-year plan. Key words/phrases are the desired
responses here.
Step 2: Writing a Statement - The participants are then
asked to use each of the key words/phrases and write
them down in statements.
Step 3: Filling out the Worksheet - To facilitate the process,
the participants responses are written on the worksheet
column 1 is for key words/phrases; column 2 is for the
statements on the vision or how the participants would
like the health situation to be.
Step 4: Identifying Preferred Statements - All the
statements in column 2 are then rank-ordered according
to the preferences expressed collectively by the group.
Step 5: Crafting the Vision Statement - The ranked
statements are then reviewed and the group agrees as
to which of the top statements will be incorporated into
a single Vision Statement.
92 |LIPH Handbook
Sample Worksheet
Key Words
Productive constituents
Access to socialized health
services
Better quality of life
Complete and excellent
primary and secondary health
care services
NGO/GO/PO/LGU
Partnership
Healthy and productive
citizenry
Competent, dedicated
and committed health care
workers
Rank
4
3
1
Reference: Manual on The Integrated Health Planning System- Annex D-1. Dept of Health Internal Planning
Service and Asian Development Bank. December 2003
LIPH Handbook | 93
II.
Mission Statement
Process: Like the Vision Statement, a Mission Statement is best done in a
workshop. The process is similar to that of the Visioning process,
though the questions that are asked are different.
Step 1: The Creative Process The participants are asked
to respond (key words or phrases) to the following
questions.
1. Who are our primary clients?
2. What client needs should we serve?
3. What are our primary technologies?
4. Why or what for are we doing this?
Step 2: Writing a Statement The participants are then asked
to use each of the key words/phrases and write them
down in statements.
Step 3: Filling out the Worksheet To facilitate the process,
the participants responses are written on the worksheet
column 1 is for key words/phrases; column 2 is for
the statements on why are the participants doing what
they are doing.
Step 4: Identifying Preferred Statements All the statements
in column 2 are then rank-ordered according to the
preferences expressed collectively by the group.
Step 5: Crafting the Mision Statement The ranked
statements are then reviewed and the group agrees as
to which of the top statements will be incorporated into
a single Mission Statement.
94 |LIPH Handbook
Sample Worksheet
Key Words
All the residents covered
by the GMA ILHZ
Provide preventive and
curative health services
Sound
health
interventions
care
Health education
Defined minimum package
of services at each health
organization
Affordable to the poorest
of the poor
Sustainable
Judicious use of resources
With support of LGU
Peoples involvement
Rank
Reference: Manual on The Integrated Health Planning System- Annex E-1& 2. Department of
Health Internal Planning Service and Asian Development Bank. December 2003
III. Goals
Process: Goal setting is essential to good management.
The
accomplishment of the desired vision for health is hinged on the
proper identification of specific, measurable results that the health
facility organization will work on in the short term. These results
will reflect the key areas where efforts will be concentrated. It is
presumed that the collective effort of all the entities composing
the health organization will bring about the realization of the goals.
LIPH Handbook | 95
Annex G
Tools or Data Analysis
SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis
What is a SWOT Analysis?
SWOT analysis1 is a strategic planning tool used to identify the strengths,
weaknesses, opportunities and threats to an organization, process, or program.
SWOT analysis has been used extensively as a planning tool in business. In health
planning, it should be used only to inform key strategic decisions or changes in
direction. The SWOT framework or matrix (Figure 5) assists in understanding
the interaction between factors perceived to be favourable or unfavourable to a
specified goal. The purpose of the exercise is to emphasize strengths, minimize
weaknesses, capitalise on opportunities and mitigate threats for the key factors
related to this goal.
SWOT ANALYSIS
Helpful
Harmful
Strengths
Weaknesses
Threats
Opportunities
W
T
1. Strengths:
characteristics
of
the
organization, process or program that
give it an advantage in achieving a stated
objective.
2. Weaknesses: characteristics that place
the organization, process or program
at a disadvantage in achieving a stated
objective.
3. Opportunities:
elements
that
the
organization, process or program could
exploit to its advantage.
4. Threats: elements in the environment that
could cause trouble for the organization,
process or program.
12 Tools to Make Better Strategic Decisions SECOND EDITION By Babette Bensoussan and Craig Fleisher FT Press(October 2012)
96 |LIPH Handbook
Data requirements are not specified, although research and preparation on the
key items under discussion is recommended prior to analysis.
What are the limitations of SWOT analysis
SWOT is necessarily broad and the simplistic framework can lead to a less
systematic (brainstorming) analysis which provides many ideas but few solutions.
A skillful facilitator is needed to ensure discussions and results, provide
meaningful and actionable information. For best results, additional input both
prior to (assessment of internal and external factors) and following (prioritization)
the analysis is recommended. Additional tools can be utilized for this purpose2.
When and how would you use SWOT analysis?
SWOT analysis can be used to kick start a strategic discussion, or as part of
a more involved strategic planning process. It is usually applied broadly and at
a high level (at a health system or organizational level), particularly at times of
restructure or significant change. It can also be used to identify factors favorable
and unfavorable, to the introduction of a new health service or, for instance, a
health financing mechanism.
What are the steps in the SWOT analysis
SWOT analysis can be done individually but is best done in a group so that
different opinions and perspectives can be sought.
1. Decide on the objective or focus of your SWOT analysis
The scope of analysis will depend on questions such as whether it is
being used to analyze an organization or system as a whole or whether
there is a particular objective. SWOT might be used periodically to assess
the overall effectiveness of the health system and to identify specific
problems requiring sustained attention or changes in strategic direction.
For example, a push towards universal health coverage might identify
some key areas to focus on across a number of years. The SWOT might
be more specifically focused on the delivery of a specific priority health
program or to help develop the strategy for delivering a new program or
service.
For example, EFQM model a tool to explore deficits in leadership, process and performance (internal factors)
PEST-analysis a tool that identifies political, economic, social and technological developments (external factors)
MCDS Multiple Criteria Decision Support methods (prioritisation)
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Strengths
Weaknesses
Opportunities
Threats
BOTTLENECK ANALYSIS
Commodities
Human Resources
Physical Access
First Use
Continued Use
Quality
SUPPLY
DEMAND
QUALITY
This step should involve a consideration of the main causes of death and
disability that exist in your target population in order to improve services
addressing these health issues. For instance, if pneumonia is a major
cause of death in children under five, services to prevent and treat this
illness might be selected. There might be a particular disadvantaged
population you want to consider in terms of health services (e.g. GIDA
population) or you might want to include the whole population in the
analysis.
SUPPLY
COMMODITIES
HUMAN
RESOURCES
DEMAND
ACCESS
QUALITY
FIRST USE
CONTINUED USE
QUALITY
1 These might include health planners and policymakers, health facility managers, a variety of health professionals, representatives from the private sector, NGOs and civil society, barangay health workers and
hospital managers.
22%
93.40%
88.10%
53.20%
48.60%
27.90%
Prefer
hilots
Low
knowledge of
FBD
Weak
enforcement of
legislation on
hilots
Poor quality of
ANC counseling
No monitoring of
ANC quality
Incentive to
hilots to refer
BCC information
campaign of
benefits of FBD
Create ANC birth
preparedness
checklist form.
Use for quality and
monitoring
EFFECTS
Ultimate effect
(e.g mortality, morbidity)
Interim effect
Interim effect
Interim effect
CORE
PROBLEM
ISSUE/TOPIC
Contributing
cause
Contributing
cause
Underlying
problem
Underlying
problem
Contributing
cause
Contributing
cause
Contributing
cause
Contributing
cause
CAUSE
ROOT CAUSE
Underlying
problem
a. The problems associated with the issue under discussion are explored
with a relevant group of stakeholders. Only problems related to the
issue under discussion, that are real (not merely perceived) and that
are considered key issues should be included.
b. When all problems associated with a particular topic have been
identified, they are organized according to cause and effect and
the relationship they have with each other (see example Figure 11.
Simple Problem Tree Analysis Example).
High risk
pregnancies
unknown
Fewer interventions
to improve
outcomes for
mother and baby
LOW ANC 4+
Community
perceptions
Limited
knowledge
Communication
skills
Quality
of care
Access to
services
Geographical
access
Financial
access
CAUSE
Cultural
factors
Midwife
skills
CORE
PROBLEM
Fewer
facility- based
deliveries
EFFECTS
2. Objectives analysis:
EFFECTS
Reduced maternal
and neonatal
mortality and
Increased FBD
Increased
interventions to
improve outcomes
INCREASED
ANC 4+
Culturally
appropriate
ANC care
Improved
community
knowledge on
ANC
Improved
midwife skills
Improved
midwife
ommunication
skills
Improved
quality on
ANC service
Increased
access
Improved
physical
access
Improved
financial
access
STRATEGIES
CAUSE
ROOT CAUSE
Improved community
perceptions
CORE
PROBLEM
Identifed
high risk
pregnancies
3. Development of strategies
For the objectives defined, strategies and activities that are actionable
need to be developed. Such strategies and activities should be
monitored to check that they are achieving the expected outcomes.
Subsequent problem tree analysis can be done periodically to check
whether existing problems have been addressed and whether new
problems have arisen.