Republic of the Philippines

Department of Health
OFFICE OF THE SECRETARY

November 14, 2022

DEPARTMENT MEMORANDUM
No. 2022 -_0507
FOR: ALL UNDERSECRETARIES OF THE FIELD IMPLEMENTATION
AND COORDINATION TEAMS (FICT); DIRECTORS OF
CENTERS FOR HEALTH DEVELOPMENT (CHD); MINISTER OF
HEALTH - BANGSAMORO AUTONOMOUS’ REGION IN
MUSLIM MINDANAO (MOM-BARM™M); EXECUTIVE
DIRECTORS OF SPECIALTY HOSPITALS; CHIEFS OF
MEDICAL CENTERS, HOSPITALS AND SANITARIA; AND ALL
OTHERS CONCERNED
SUBJECT: Crafting and Submission of Hospital Development Plans (HDP)

I. RATIONALE

The Universal Health Care Act (UHC) of 2019, or the Republic Act 11223, declares
that all Filipinos are guaranteed equitable access to quality and affordable health care goods
and services. The Department of Health (DOH) developed the Philippine Health Facility
Development Plan (PHFDP) 2020-2040' which articulates the required capital outlay
investments for health facilities to achieve UHC and uses a needs-based approach, accounting
for the future burden of disease in estimating the needed health facilities in the medium to
long-term.

The PHFDP envisions accessible, appropriate, climate-resilient, and adequate Primary

Care Facilities, hospital beds, Specialty Centers, and other special facilities in the country.
The plan follows the service delivery model envisioned in the UHC Act: a primary
care-oriented and integrated health system.” The PHFDP 2020 2040 paved to
roadmap for
infrastructural expansion to meet the healthcare demands of Filipinos. The alignment of goals
the
and objectives from national to local levels is
critical to successfully fill in the gaps identified
in the PHFDP. Evidence-based and deliberate development planning all levels ensures that
the needs of the public are indeed met and facilitates efficient implementation of strategies.
at
Hospital development plans (HDPs) embody the DOH’s commitment to improving
health services and the performance of its hospitals through evidence-based development
priorities. It signals the transparency and accountability of DOH hospitals to deliver the
promise of UHC to the Filipino people. These development plans aim to communicate to
stakeholders, especially funding partners, that support is indeed warranted and justified.

pit. lvIPHEDP2020_2040
?
Administrative Order 2021-0032 entitled “Implementation of the Philippine Health Facility Development Plan (PHFDP)”

Building 1, San Lazaro Compound, Rizal Avenue, Sta. Cruz, 1003 Manila ¢ Trunk Line 651-7860 local 1108, 1111, 1112, 1113
Direct Line: 8711-9502; 8711-9503 Fax: 8743-1829 ¢ URL: wwwdol.gov.ph @ E-mail: [email protected]
“TI OBJECTIVE

This issuance aims to provide guidance on crafting hospital development plans to

reinforce evidence-based and sustainable development planning by utilizing strategic
management techniques and methods.

Il. SCOPE OF APPLICATION

These guidelines shall apply to concerned DOH Central Office bureaus, Centers for
Health Development (CHD), the Ministry of Health-Bangsamoro Autonomous Region in
Muslim Mindanao (MOH-BARMM), and DOH hospitals in all regions in the Philippines.

IV. IMPLEMENTING GUIDELINES

A. Crafting Hospital Development Plans. All DOH hospitals shall follow the
processes, outline, timelines, writing style, prioritization, and document structure of
HDPs.

1. Strategic Planning Process. The stages of strategic planning® are (1) strategy
formulation, (2) strategy implementation, and (3) strategy evaluation (see Annex
A). The strategic planning process is a cycle and is conducted regularly. All DOH
hospitals are recommended to conduct strategic planning activities at least once
yearly before October (see B. Monitoring and Evaluation). This process enables
organizations to adapt to changing needs and demands. Strategic planning is a
team effort. The recommended stakeholders involved in development planning are
listed below.

Medical Center Chief or Chief of Hospital and department heads

op
Chief Medical Professional Staff or Chief of Clinics and department heads
Chief of Allied Health Prof Service and department heads
mone
Chief Nurse and department heads
Chief Administrative Officer and department heads
Chief Finance Officer and department heads

While a bottom-up approach to development planning is recommended, the DOH

hospital management may include or exclude stakeholders to be involved in
strategic planning.

Components & Outline. A development plan is comprised of internal and

1)
external analysis (or situational analysis), 2) goals and objectives, 3) strategies
formulation and selection, 4) implementation or action plan, and 5) monitoring
and. evaluation mechanisms. See Annex B for the outline and contents of each
chapter. The hospital management, HDP authors, and key stakeholders may
identify which internal and external factors are relevant to their organization.

Timeline. To improve the intersectoral alignment of development goals and

streamline monitoring and evaluation activities at all levels of government, all
DOH hospitals shall synchronize the time frames of their HDPs with political
administration periods (i.e. an existing Hospital A will have a development plan
for 2023 to 2028 and a new Hospital B to be built in 2024 will have a
development plan for 2024 to 2028).

(2017). Strategic Management, Global Edition (16th ed). Pearson.

>
David, F., David, F.
 4. Hierarchy of Prioritizations. All DOH hospitals will craft development plans
that follow the hierarchy of prioritizations as listed below in descending order of
priority.

a. Requirements — This pertains to regulatory requirements, DBM staffing

patterns, and/or legal provisions (i.e. RA and IRR)
b. National Designation, Standards, and Operations — This pertains to
designations through policy (e.g, Specialty Centers), manuals of standards,
and/or developmental goals to maintain usual operations.
c. Further Development — This pertains to strategies that are directed toward
streamlining operations and processes, increasing capacity, and improving the
quality of goods and services.
d. Wants — This pertains to all other strategies and development goals that cannot
be placed under the preceding categories.

5. Writing Style and Document Structure. HDPs are communication tools to

stakeholders and are intended for various types of readers — whether with or
without a background in hospitals or health. HDPs are technical documents but
the writing style should be simple, concise, and precise without sacrificing
analytical content. HDP authors shall use graphs, tables, diagrams, and charts to
convey information and ideas. To maintain the reader's focus and attention, each
HDP
is expected to be 100 pages long or less (excluding annexes). HDP authors
shall deliberate which information warrants inclusion in the development plan.

Furthermore, proper referencing is a vital foundation of technical writing. This

gives due credit to the author/s of the words, data, or ideas used in the
development plan. It allows the reader to locate the information provided for
validation and further studies.* The recommended citation style is the APA format.

If Annexes are added to the document, HDP authors shall link and reference these
Annexes in the sections where they are related and are indicated in the discussion
text of the main document (i.e. indicate ‘see Annex X for the complete floor area
measurements’ in the discussion text of Physical Resources in Chapter 3).

6. Submissions. Timely submissions signal readiness for implementation and

financial support as HDPs demonstrate an astute plan is in place before budget
deliberations begin.’ All official HDPs will be submitted through an online portal
via bit. ly/HDPsubmissions on or before December 16, 2022.

a. The main document is in PDF format with the hospital name as the
document’s file name with ‘HDP’ at the end (e.g. Juan Dela Cruz Medical
Center HDP).
b. Annexes (see Annex B) are uploaded in either Excel or PDF format with the
hospital name as the document’s file name with ‘Annexes’ at the end (e.g.
Juan Dela Cruz Medical Center Annexes).
c. Revised documents will be submitted through the same portal. The hospital
name is
the file name of the revised document with ‘HDP’ or ‘Annexes’ and
the version number at the end (e.g. Juan Dela Cruz Medical Center HDP
version 2).

Retrieved November 2022 from iti a

Calvin T. Ryan Library (2020). Identifying Parts of Citation: Why Citing Sources is tmportant. University of Nebraska.
.
5
See basic requirements in Administrative Order 2022-0008 titled “Guidelines on the Availment and Prioritization of Projects for
Health Facilities Enhancement Program Fiscal Year 2023”
 Follow the format shown in the examples above (i.e. DO NOT abbreviate the
hospital name file name, DO NOT add unnecessary text in the file name, and DO
NOT write the file name
in
all capitalized letters). A copy of the submission will
be sent to the indicated email address in the form to confirm receipt of the
submission.

B. Monitoring and Evaluation. All DOH hospitals, the Health Facility Development
Bureau (HFDB), and Centers for Health Development - Health Facility Development
Units (CHD-HFDUs) shall implement monitoring and evaluation mechanisms
the progress and quality of HDPs.
track to
1. Internal Monitoring and Evaluation. As part of the last stage of the strategic
planning process, all DOH hospitals shall conduct internal monitoring and
evaluation of their respective HDP and submit annual progress reports to the
Health Systems Development and Management Support Division of HFDB and
the CHD-HFDUs. Annual progress reports shall be submitted through an online
portal on or before the second week of December of each year following the
submission of the official HDP.

2. Oversight. In the first year after the submission of HDPs and to the prior
submission of annual progress reports, HFDB and CHD-HFDUs shall schedule
quarterly meetings to discuss the progress of implementation plans, track success
indicators, and/ or discuss if there are any changes in strategic directions and
priorities (see revisions under A.5. Submissions). The timeline of meetings is as
follows:

Qls Q2 Q3 Q4’

late February to April to June July to September October

March
The frequency and timing of the meetings are subject to change depending on the
progress of development plans, changes in budget screening timelines, and/or as
determined by HFDB.

HFDB shall review HDPs as deemed necessary or if requested by the sending

institution. The evaluation aims to provide recommendations on additional or
alternative evidence to be used for the plan to guide decision-making, and/or ways
to improve or substitute strategies. The following dimensions of the development
plan will be evaluated:

a. Completeness — HDPs have all the main components described above under
Section IV.A.
b. Alignment — Hospital Development Plans should aim to contribute to
delivering national health goals as set forth by DOH. Evaluation is focused on
determining what gaps and targets in national development plans will the HDP
contribute to. This dimension also evaluates if goals are aligned with
international or local requirements or standards (e.g. licensing, manual of
standards, staffing patterns, resource stratified frameworks).
is
c. Cohesiveness ~ A cohesive development plan critical, especially when used
for lobbying activities for additional funding and when presented to
stakeholders providing financial support. This dimension assesses strategies if
®
conducted before the Steering Committee and Technical Working Group convenes to screen the Health Facilities
Enhancement Program (HFEP) budget proposals and to sync with the regular budget cycle
*
conducted after the hospitals’ internal strategic planning activities (see A.1. Strategic Planning Process)
 are evidence-based and how factors discussed in the external and internal
analyses are tied to the strategies and implementation plan.
d. Sustainability — This dimension evaluates if the plan is feasible and
sustainable based on presented and available information such as but not
limited to historical and projected financial data. The evaluation also extends
to whether a plan can be realistically achieved given the timelines and
resources indicated.

The HFDB will provide an evaluation report to the hospital involved and will
furnish a copy to concerned offices such as but not limited to the HFEP
Management Office (HFEP-MO) and the
Field Implementation and Coordination
Team (FICT).

V. ROLES AND RESPONSIBILITIES

The listed concerned offices shall perform the following roles and are accountable
the indicated responsibilities:
to
A. All hospitals under the Department of Health shall:
1. Conduct regular strategic planning activities;
2. Craft and submit their respective HDPs and annual progress reports on the
prescribed dates via the online portal;
3. Ensure that the submitted HDP and annual progress reports are vetted by the
Medical Center Chief, Chief of Hospital, or personnel authorized by management;
and
4. Participate in regular monitoring and evaluation meetings.

B. The Health Facility Development Bureau shall:

1, Provide capacity-building materials and support on development planning to DOH
hospitals as deemed necessary or when requested;
Create and disseminate (1) a progress report template for and to all DOH
hospitals, and (2) progress tracker tools for CHD-HFDU;
we Orient CHD-HFDUs on the utilization of the progress tracker tools;
we
Coordinate with CHD-HFDUs regarding the monitoring of submissions;
Consolidate and analyze annual progress reports, and produce a summarized
report to be furnished to all concerned offices including but not limited to DOH
hospitals, FICT, and HFEP-MO;
6. Review and evaluate HDPs as deemed necessary; and
7. Facilitate Q1, Q4, and succeeding monitoring and evaluation meetings.

C. The Centers for Health Development and Ministry of Health-Bangsamoro

Autonomous Region in Muslim Mindanao through their respective Health Facility
Development Units shall:
lL. Monitor HDP and progress report submissions of DOH hospitals under their
administrative governance;
2. Facilitate Q2, Q3, and succeeding monitoring and evaluation meetings; and
3. Utilize the progress tracker tools provided by HFDB.
“VI. REPEALING CLAUSE

Given the dynamic nature of development planning, the HDP templates indicated in
Department Memoranda 2021-0080 and 2019-0469 are hereby amended to allow the
expansion of internal and external analyses, liberate HDP authors of the unintended
limitations intrinsic to templates, and entitle hospitals to identify factors that are relevant to
their development strategies. The development plan components and outline discussed under
Section IV and Annex B will replace the templates previously issued as guidance.

For your information and strict compliance.

ve
By Authority of the of Health:

LILIBETH C. DAVID, MD, MPH, MPM, CESOI

Undersecretary of Health
Health Policy and Infrastructure Development Team
 ANNEX A
STRATEGIC PLANNING PROCESS*?”

INTERNAL
ANALYSIS VISION & STRATEGY *

FORMULATING STRATEGY STRATEGY

MISSION GENERATION
ACTION PLANS EXECUTION MONITORING
EXTERNAL ANALYSIS & SELECTION
:

ANALYSIS :

STRATEGY STRATEGY STRATEGY

FORMULATION IMPLEMENTATION PEEPVale)

The strategic planning process starts with strategy formulation that includes internal and external analyses, assessing an
organization’s vision and mission, and strategy generation and selection. The second stage is strategy implementation
where action plans are formulated and strategy execution happens. The third stage involves strategy monitoring and
evaluation. The strategic planning process is a cycle. The strategic process can be patterned in several types of
industries and sectors.

David, F., David, F. (2017). Strategic Management, Global Edition (16th ed). Pearson.
®

*
adopted from “How Companies Define Their Mission,” Long Range Planning 22, no. 3 (June 1988): 40.
 ANNEX B
OUTLINE AND CONTENTS OF A DEVELOPMENT PLAN

Content tagged as ‘recommended’ (see bulleted lists and footnotes belew) is subject to the
discretion of hospital management, development plan authors, and key stakeholders if these
sections are to be incorporated in the official HDP. Should additional “recommended” sections be
included, they are expected to be relevant to the development plan (see Cohesiveness evaluation
criterion under Section IV.B.2.).

outline number of pages

Cover Page 1

Executive Summary 1-2

Table of Contents 1

CHAPTER
1. Mandate
1: of
Introduction
the Facility
1-2

2. Mission and Vision

Recommended additional section:

e Historical Background

CHAPTER
2: External Analysisat
Includes a Summary/Conclusion” the end of the chapter. The
<40

Summary/Conclusion section pertains to a rundown of significant external

factors.

Recommended sections:
© Socio-Demographic Profile
e Health Statistics, Epidemiological Indices, Hospital Statistics,
Patient Flow, and Referrals
Natural & Environmental Factors
Political and Government Profile
Cultural Profile
Economic Profile
Technological Factors

CHAPTER
1.
3: Internal Analysis
Service Capabilities"! and other access markers (includes operating
<40

hours)
Physical Resources!”
Human Resources?”
Abws

Organizational Resources”
Summary/Conclusion’? (the Summary/Conclusion section pertains
to a rundown of significant external factors)

* It is recommended
to categorize factors in Chapter 2 into opportunities and threats.
™

*?
to
Full listing of service capabilities is recommended
Resource-Based View (RBV) by F. David & F. David (2017)
be included in the Annexes
"3 it is recommended to categorize factors in Chapter
3 into strengths and weaknesses.
 outline number of pages
CHAPTER
4: Development Plan
Goals & Objectives
1.
20-40

2. Strategies" (include strategy map)

3. Implementation or Action Plan*
- including prioritization and Gantt chart/s
- indicate specific tasks or activities, target date of
completion, expected outputs, responsible units, resources
needed, and budget requirements
4. Financial or Investment Plan* and Costing Analysis (include
consolidated investment plan and financial projections)

CHAPTER
5:
Monitoring & Evaluation
Yearly Targets & Success Indicators (indicate data sources and
1.
3-5

baseline values)
2. Monitoring & Evaluation Plan (indicate frequency, process, unit
responsible, and repository of data sources and tools)

Recommended additional section:

e Hospital Scorecards

ANNEX/ES* no number
Annex A: Itemized Financial or Investment Plan** (uploaded as an Excel prescribed
file)

Recommended additional annexes:

e Annex X: Full List of Service Capabilities
Annex X: Floor Area
Annex X: Bed Capacity and Utilization Rates
Annex X: Full List of Equipment and Gaps
Annex X: Ongoing and Committed Projects
Annex X: Full List of HRH and Gaps
Anned X: Trained HRH and Gaps

*Annexes are supporting/supplementary documents that are often too long to be included in the
main text. Link annexes to
the discussion text (ie, indicate ‘see Annex X for the complete floor area
measurements’ in the discussion text of Physical Resources in Chapter 3).
**Values indicated in the itemized financial or investment plan are equal to
those indicated in the
consolidated version in Chapter 4. All financial or investment plans are tied to the implementation
or action plans.

‘4
Other recommended discussion points: strategy selection and/or methodology