MHA course

1. STRATEGY MAP 2025
VISION
Carmel Hospital is a well renowned tertiary healthcare facility that offers the
highest standard of quality services to people of Central Luzon
Impact
Support
Process
Core
Process
MISSION
The Carmel Hospital is committed to deliver advanced, quality, and affordable multi-specialty
health care services with the highest degree of standards for the health & welfare of Filipino
families.
CORE VALUES
Patient-Centered
Excellence in Service I Integity
Position Carmel Hospital as Tertiary healthcare facility offering complete medical, surgical,
palliative and diagnostic services in Central Luzon by 2025
HUMAN RESOURCE
Ensure proficient and
competent human
resource
MEDICINE & SUPPLIES
Ensure adequate
medicine & supplies
INFRASTRUCTURE,
EQUIPMENT
Expansion of health services
& functional infrastructure &
modernize equipment
FINANCE Ensure financial sustainability thru fiscal responsibility
Strategic
Position
Better Health Outcome
RESEARCH
Encourage collaborative research to
develop and improve local health
systems
PATIENT CARE
Provide advance specialty healthcare
services attuned to the needs of the
community
TRAINING
Establish Complete Residency Training
in All Major Clinical Departments
Responsive Health System
INFO CAPITAL
Use modern technology to
leverage data management

2. ANGEL R REYES JR RMT, MD, FPSP
REFERENCE:
The Filipino’s Guide to Personal Governance. Jesus P. Estanislao
Institute for Solidarity in Asia (ISA) Publication. 2019
Performance Governance System, 2016. Strategy Design Toolkit
Institute for Solidarity in Asia (ISA) Publication

3. Strategic Map and
Project Design
Matrix
MAIN OUTPUT NUMBER 1 FOR AFPME MODULE 3

4. PART 1
As you develop this plan, remember the following:
◦ End goal:
◦ Ensure quality primary healthcare service provision
◦ provide quality training to primary health care physicians and health care
teams in your network who are practice ready to implement Universal
Health Care
◦ Remember the challenge
◦ Train 1500 MHOs by 2019 as a commitment to the Department of Health

5. DOH VISION & MISSION
A global leader for attaining better health outcomes,
competitive and responsive health care system, and
equitable health financing.
To guarantee equitable, sustainable and quality health for all Filipinos,
especially the poor, and to lead the quest for excellence in health.

6. PAFP VISION
We look forward to achieving the unifying vision of a “Filipino
Family Physician for every Filipino Family”.
The PAFP commits to…
C omprehensive, patient-centered, family-focused quality
care.
A dvocacies for the rights and welfare of families &
communities
R esearch and evidence-based practice
E xcellence in education and training in Family Medicine
and its subspecialties
Service for its members

7. CERTIFIED PRIMARY CARE
PROVIDER TRAINING

8. PAFP response to the following challenges…
1. Need to training 1,500 primary care providers to YEAR 1 pilot sites
for UHC – preferably deployed at GIDA areas
• DTTBs and MHOs
2. Counter action to proposals of other interest groups in providing
1 year training (fellowship or MS degree) in primary care
3. Contribute to produce critical mass of trained primary care
providers with estimated number of 10,000 in 10 years to
provide desired 1 PCP:10,000 patients

9. Characteristics of the Program
✓Year Level of the ladderized FCM Residency Training – of the
DOH Practice Based Residency Training in Family and
Community Medicine
✓It follows the same standards of regular residency training of
PAFP
✓Emphasis on enabling “practice-ready” skills (fit-for purpose
and appropriate skill mix of HRH 2030)

10. Healthy Population
Health
Promoti
on
Disease
Prevention &
Wellness
Programs
Population at Risk
Risk
Identification
Screening
& Early
Detection
Sick Population
Clinical Primary Care
(Diagnosis & Treatment)
Continuing & Coordinated
Secondary, Tertiary &
Quaternary Level Care
(Admissions in the ward/
ICU and for surgical
procedures)
Specialized/
Chronic Care
Health Service per Population Groups
Health
Promotion
Disease
Prevention
Diagnosis &
Treatment
Rehabilitative
Supportive
and
Palliative
Spectrum of Care
Note: All the white colored boxes is in the domain of Primary Care
Levels of
Care

11. Curricular Framework
Patient
Centered
Primary Care
Family
Focused
Primary Care
Community
Oriented
Primary Care

12. Ladderized Program
Level 1
Certified
Primary Care
Physician
Level 2
Y1
Level 2
Y2
Level 3
CERTIFIED FAMILY PHYSICIAN (CFP)
BOARD ELIGIBLE CFP

13. CERTIFIED PRIMARY CARE PROVIDER PROGRAM
PATIENT-CENTERED FAMILY FOCUSED COMMUNITY
ORIENTED
Primary care diseases
(NCD and CD)
Family Assessment National health concerns such
as Disaster Medicine
Wellness and disease
prevention
Primary care counselling COPC
Home care and supportive care Motivational counselling Health Management: Team
work and collaboration for
effective SDN; strategic health
agenda planning
Occupational/School health
and safety
Family Health Program Multi-disciplinary Care
Triaging and Urgent Care
EVIDENCE-BASED MEDICINE
COMMUNICATION AND RELATIONAL SKILLS
MEDICAL ETHICS AND PROFESSIONALISM

14. What is the Call for CHANGE?
• Membership of “Certified Primary Care Providers” in the Academy
• UNIFIED EFFORT of training programs to provide this type of
training
• PAFP Residency Committee and Foundation for Family Medicine
Educators to work on INNOVATIVE (and transformative)
APPROACHES to capacitate faculty, training program managers,
trainers and trainees to meet the demand for UHC.
• STRONG family and community medicine courses in the basic
medical education.

15. Task Number 1
SWOT ANALYSIS - Internal Scanning
Strength – current factors
within your organization
that contribute to success
Weaknesses –
organizational factors that
hamper from achieving
program goals
Opportunities – factors
outside the organization
that support growth and
expansion
Threat – external factors
that could negatively
affect organizational
growth

16. Task
Number 1
In analyzing opportunities
and threats think of the
following external factors
that influence the
organization

17. Task 2
Create a Strategy Map

18. IMPACT

20. Strategic Position
is concerned with the impact on strategy of the external environment, internal
resources and competences, and the expectations and influence of
stakeholders.
Together, a consideration of the environment, strategic capability, the
expectations and the purposes within the cultural and political framework of
the organisation provides a basis for understanding the strategic position of an
organisation.
Johnson and Scholes, 2005

21. Department of Health Commitment

22. PAFP STARS
Service to members
Training and Education
Advocacies
Research and Publication
Social Collaboration

23. Core Processes
is a process with a set of related
and interdependent activities that
transform an input to a system to
an output with added value to a
customer. It is the transformation
of people, money, materials or
information that is the value-
added work of the organization.

24. Support
Processes
Activity or function that
supports the day to day
operations of the
organization or are done
in support of the core
processes

25. STRATEGY MAP 2022
PAFP
VISION
FILIPINO FAMILY PHYSICIAN FOR EVERY FILIPINO FAMILY
Impact
Support
Process
Core
Process
MISSION PAFP commits to…C omprehensive, patient-centered, family-focused quality care.
A dvocacies for the rights and welfare of families & communities
R esearch and evidence-based practice
E xcellence in education and training in Family Medicine and its subspecialties
Service for its members
CORE VALUES Compassion
Altruism | Respect
Excellence | Solidarity
Lead specialty organization in primary care provision and education/training
Ensure continuing
professional
development of PCPs
through a
certification scheme
Development of
information systems
to support primary
care networks
Development of
primary care
practice
guidelines and
pathways
Generate funding support and manage resources efficiently
Strategic
Position
Better health outcomes
Establish primary care
networks in support of
SDNs
Health care service
provision that is
patient-centered,
family focused and
community oriented in
the frontlines
Establish Primary care
research networks for
evidence based policy
making
Provision of
standardized
training programs
for primary care
providers (PCPs)
Responsive health systems
Partner with PHIC for
the Accreditation of
primary care clinics
as PCB Providers

26. Administrative Concerns