FINAL | NOVEMBER 2019

Application of Organizational
Design and WISN - National
Tuberculosis Control Program
(NTP) of DOH
 2

Contents

Contents................................................................................................................................................................................................ ii
Abbreviations ...................................................................................................................................................................................... iii
Executive Summary............................................................................................................................................................................. 4
Introduction .......................................................................................................................................................................................... 6
Organizational Design and WISN Process Overview ............................................................................................................... 6
Process and Output ............................................................................................................................................................... 6
Assumptions ............................................................................................................................................................................ 7
Limitations ................................................................................................................................................................................ 7
NTP Goals and Objectives ............................................................................................................................................................... 8
Alignment to PhilSTEP 1 ....................................................................................................................................................... 8
Role and Coverage ................................................................................................................................................................. 9
NTP Functions ................................................................................................................................................................................... 10
Value Chain ............................................................................................................................................................................ 10
Core Workload and Output ............................................................................................................................................. 11
Support Activities and Statistics ....................................................................................................................................... 15
Select Individual Activities and Statistics ........................................................................................................................ 15
NTP Staffing ........................................................................................................................................................................................ 16
Career Band Distribution and Functional Unit Distribution ..................................................................................... 16
NTP Structure ................................................................................................................................................................................... 17
Recommendations ............................................................................................................................................................................ 21
Annexes ............................................................................................................................................................................................... 23

This publication was produced for review by the United States Agency for International Development. It was prepared by members of the
HRH2030 consortium.

November 26, 2019

Cooperative Agreement No. AID-OAA-A-15-00046
Cover photo: Dr. Redentor Rabino, one of the first doctors to the barrios in Bongao, Tawi-tawi, conducts the Snellen’s test to one of his
patients. (Credit: Blue Motus, USAID HRH2030/Philippines)

DISCLAIMER
This material is made possible by the generous support of the American people through the United States Agency for International
Development (USAID) under the terms of cooperative agreement no. AID-OAA-A-15-00046 (2015-2020). The contents are the
responsibility of Chemonics International and do not necessarily reflect the views of USAID or the United States Government.
 iii

Abbreviations
AA Administrative Assistant PhilSTEP1 Philippine Strategic TB. Elimination Plan:
Phase 1
ACHIEVE Activate, Collaborate, Harmonize,
Innovate, Enforce, Value, Engage (PhilSTEP PMO Project Management Office
1 Framework)
SAP Sustainability Action Plan
AO Administrative Officer
SCM Supply Chain Management
BAC Bids and Awards Committee
SDG Sustainable Development Goals
BEM Behavioral Engineering Model
SDN Service Delivery Network
CHDs Centers for Health Development
SG Salary Grade
CHED Commission on Higher Education
SIAPS Systems for Improved Access to
DepEd Department of Education Pharmaceuticals and Services
DPCB Disease Prevention and Control Bureau TA Technical Assistance
DOH Department of Health TB Tuberculosis
DQC Data Quality Check DOTS Directly Observed Treatment Short
Course
FDA Food and Drug Administration
UHC Universal Health Care
HHRDB Health Human Resource Development
Bureau USAID United States Agency for International
Development
HIV/AIDs Human Immunodeficiency Virus /Acquired
Immunodeficiency Syndrome WHO World Health Organization
HPO Health Program Officer WISN Workload Indicators of Staffing Need
HRH Human Resources for Health
IAS Individual Allowance Standard
IAF Individual Allowance Factor
IDO Infectious Disease Office
IEC Information, Education and
Communication
ITIS Integrated Tuberculosis Information
System
M&E Monitoring and Evaluation
MDR Multi-Drug Resistant
MO Medical Officer
MS Medical Specialist
MOP Manual of Procedures
NCD Noncommunicable Disease
NOH National Objectives for Health
NTP National Tuberculosis Control Program
PIA Philippine Information Agency
PDP Philippine Development Plan
 4

Executive Summary
USAID HRH2030/Philippines performed an Support. Subsequently, a review of bureau and office process
documents, interviews of job holders, and benchmarking with
organizational design process and workload
practices of similar local and international organizations
review to revisit the mandate and propose contributed to the production of a comprehensive list of
a reflective structure, functions, and staffing function-specific outputs, activities, workload components,
level of the National Tuberculosis Control and performance statistics. These defined and delineated the
scope of the NTP organizational structure and the work of
Program (NTP) that is responsive the
staff in relation to the PhilSTEP 1 implementation and in
provisions of Republic Act 10767 otherwise adherence to other strategy documents.
known as the “Comprehensive Tuberculosis USAID HRH2030/Philippines incorporated this substantial
Elimination Plan Act of 2016 (TB Law)”1 and data into the WISN tool of the World Health Organization
to Philippine Strategic TB. Elimination Plan: (WHO) to project staffing numbers. The WISN tool
Phase 1 (PhilSTEP1)2. calculated a minimum NTP central staffing requirement of 58
employees (up from the current 16 DOH central level staff,
The United States Agency for International Development inclusive of the current Global Fund supported staff). This
(USAID) Human Resources for Health in 2030 Philippines staffing figure assumes that the proposed NTP structure will
activity (HRH2030/Philippines) conducted an organizational be installed in the next three years to enable DOH
design and Workload Indicators of Staffing Need (WISN) implementation of the PhilSTEP 1, the accomplishment of the
process, which resulted in examining the goals and objectives TB targets in the Philippine Development Plan (PDP) 2017-
of NTP in the Infections Disease Office (IDO) at the 2022,6 and the Fourmula One Plus, all to help advance the
Department of Health (DOH) that emphasizes the function Universal Health Care Law. Likewise, this assumes that the
and responsibility of the organization to provide policies, NTP staff are competent and highly motivated to deliver
systems, and services to the public related to tuberculosis against the identified functions of the organization in the
(TB) promotion, treatment, care, and prevention. This is proposed value chain. An increase in the proposed staffing
based on the analysis and consideration of the National number may be considered with additional workload input
Objectives for Health (NOH) 2017-20223, the DOH into the WISN tool.
Fourmula One Plus4, Ambisyon Natin 20405, the TB Law and
PhilSTEP 1and other strategy documents, along with the It is recommended that the proposed organizational structure
expectations set by the DOH leadership and key of NTP, designed through the organizational design and
stakeholders obtained through individual interviews. WISN process, be adopted by DOH and remain within the
Disease Prevention and Control Bureau (DPCB), and
Stemming from identified goals and objectives, the NTP complemented by a similar application to the rest of the IDO
functions were revisited and now include value chain and the DPCB, in the mid-term to offer an integrated health
elements of Data, Knowledge Management, and Research; care service approach and transition towards sustainability.
Policy, Planning and Finance Management and Standards; The Health Human Resource Development Bureau (HHRDB)
Advocacy and Partnerships; Capacity Building; Supply Chain may facilitate the organizational design and application of the
Management; Monitoring and Evaluation; and Administrative WISN methodology to the rest of the IDO, following the
activity standards set by the NTP example detailed in this
report. In parallel, current team members of these offices
1
should be evaluated through a talent review to determine fit
Republic Act No. 10767: Comprehensive Tuberculosis Elimination Plan
relative to the updated job descriptions of the proposed
Act (http://www.ntp.doh.gov.ph/downloads/issuances/otherpdf/mc2016-
0013.pdf) positions, and competency gaps can be addressed through
2
http://www.ntp.doh.gov.ph/downloads/ntp_data/ntp_vmg_and_org_and_tb_
burden.pdf
3
https://www.doh.gov.ph/sites/default/files/publications/NOH-2017-2022-
030619-1.pdf
4
https://drive.google.com/file/d/1ce2aVAdjnJnja-lsUU6dlSKlDyHG6xT1/view
5 6
http://2040.neda.gov.ph/wp-content/uploads/2016/04/A-Long-Term-Vision- http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-
for-the-Philippines.pdf 2022_Final.pdf
 5

learning and development interventions. Regional Offices

should mirror the central office functions in structure,
staffing, and competence. A Sustainability Action Plan (SAP)
should be prepared and carried out to manage the
institutional change. The goals and objectives of NTP and its
proposed functions, staffing, and structure should be
reviewed and validated for its capacity to respond to
identified outcomes after a year from its installation. Wherein
this report on the NTP central office structure complements
the USAID HRH2030/Philippines Report, “Preparing for the
Transition of Global Fund Supported HRH in TB”, in
describing structural and staffing scenarios for the
development and implementation of the Global Fund TB
grant for 2021-2024, with a focus on sustainability and the
gradual transition of Global Fund investments to DOH and
local partners.
 6

Introduction
The USAID HRH2030/Philippines activity is part of a global initiative that helps low- and middle-income countries
develop the health workforce needed to prevent maternal and child deaths, support the goals of Family Planning 2020,
and protect communities from infectious diseases, including TB. HRH2030/Philippines contributes to USAID’s goal of
“Family Health Improved” by strengthening the health workforce for improved family planning (FP) and TB outcomes.
Likewise, the activity contributes to the DOH’s goal of “Adequate number of health human resources at all levels with
competence to deliver Universal Health Care (UHC) through the continuum of preventive, promotive, curative, and
rehabilitative health interventions.” To further these goals, USAID HRH2030/Philippines performed an organizational
design and WISN process to re-emphasize the goals and objectives of NTP, and to propose an updated structure,
functions, and staffing that is grounded on the objectives set by the TB Law and responsive to strategies and
performance targets of PhilSTEP 1.

Organizational Design and WISN Process Overview

Process and Output

Table 1 offers an overview of the organizational design and WISN process that USAID HRH2030/Philippines undertook. The first
phase revisits the goals and objectives of NTP through reviewing strategic documents such as the NOH 2017-2022, the PDP 2017-
2022, and PhilSTEP 1. These are complemented by insights on bureau and program directions and expectations provided by key
internal stakeholders obtained through individual interviews. The second phase expounds on the goals and objectives of NTP to
project core functions based on the developed value chain. In the third phase, the core and support workload components, aligned
to the functions, are listed in detail into specific activities and workload statistics for every cadre. This data is input into the WISN7
tool to calculate the staffing requirements by cadre or career band and then by functional unit. At this point, a complete proposed
structure of -NTP is presented. Benchmark information from similar local and international organizations enhance the findings of the
organizational design and WISN process at every phase. The remaining phases of validation and sustainability action planning form
part of the recommended next steps.

7
The WISN methodology is a facility-based human resource management and planning tool which considers differences in the services and complexity of care being
provided by different health workers in different health facilities. The WISN methodology incorporates a mixture of professional judgement and activity measurement
to determine workload pressure and staffing norms.
WISN results can influence decisions such as:
• Determining how best to improve current staffing situations
• Determining the best way to allocate new functions and/or transfer existing functions to different health worker categories
• Improving current professional standards for particular work performance
• Future staffing of health facilities
• Examining the impact of different conditions of employment on staff requirements
(https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
 7

Table 1. Organizational Design and WISN Phases, Processes, and Output

Phase Process Output
I. Review and Alignment of ▪ Review of strategy documents Revisited Goals and
Mandate to Strategic o Identification of organizational outcomes Objectives
Directions and Outcomes and scope
▪ Conduct of interviews with the organizational
leadership and internal and external stakeholders
II. Functional Analysis ▪ Value chain analysis and development Proposed Functions
▪ Core and support workload components
identification
▪ Benchmark functions with similar local and
international organizations
III. Workforce Assessment ▪ WISN tool calculation Proposed Staffing
and Job Analysis o Projection of functional staff requirement
▪ Job analysis
o Leveling of positions by career bands
o Projection of required positions by
functional area
▪ Benchmark staffing with similar local and
international organizations
IV. Structural Analysis ▪ Departmentalization by core functions Proposed Structure
V. Validation ▪ Validation of proposed mandate and functions Validation Report
▪ Vetting of workload components and staffing
figures
VI. Sustainability Action ▪ Formulation and implementation of a Sustainability Sustainability Action Plan
Planning Action Plan

To complement the work covered in this report by USAID HRH2030/Philippines for the NTP organization, the organizational design
and WISN process may be replicated for the remaining units under IDO and DPCB.

Assumptions
The re-emphasized goals and objectives and the proposed functions, staffing, and structure of NTP are based on the following
assumptions:

• The target installation of the proposed structure of NTP is in the mid-term or within a three-year period.
• The proposed functions, associated workload components, activities, and statistics assume that in the mid-term, NTP
has established or developed fundamental policies, processes, and systems and are operational.
• The individuals occupying the positions in the proposed structure of NTP are highly competent and
motivated.
• The established goals and objectives of NTP and the proposed functions, structure, and staffing levels assume that the
responsibilities carried out contribute to the integrated health care delivery of DPCB.

Limitations
The limitations of this process are:
• The results of this report determine the proposed structure of only NTP under the IDO and offers a Project
Management Office (PMO) setup applicable to the future endeavor of proposing structures and projecting
staffing for the other offices of IDO, and subsequently, DPCB
• The identified NTP functions are based on information about similar benchmark local and international
organizations that are accessible to USAID HRH2030/Philippines at the time of the organizational design and
WISN process.
• The projected headcount using the WISN tool will require further validation of workload components as
each are to be performed with the actual implementation of the proposed structure.
• The proposed structure will need to undergo steps to validate the way NTP units are departmentalized and
their inter-operability within IDO, DPCB, and DOH during the period when the proposed structure is fully installed.
 8

• The projected number of staff is the minimum number required to maintain a functioning bureau, and additional staff
may be needed to compensate for a lack of policies, processes, and systems and/or as more workload is placed upon NTP,
particularly as the Global Fund withdraws funding direct staff to the NTP.8
• The proposed structure and staffing are limited to the NTP central office organization and does not cover regional
offices, local government unit personnel, and the health facility employees associated.

NTP Goals and Objectives

The intended impact on NTP for TB, along with other disease groups, is listed in the National Objectives for Health (NOH)
2017-2022. They are as follows:
“Strategic Goal 1. Better Health Outcomes - The health sector will sustain gains and address new challenges especially in
maternal, newborn and child health, nutrition, communicable disease elimination, and noncommunicable disease
(NCD) prevention and treatment. Improvements in health outcomes will be measured through sentinel indicators
such as life expectancy, maternal and infant mortalities, NCD mortalities, TB incidence, and stunting among under-five
year-olds.”
“Specific Objective 4. Increased Access to Quality Essential Health Products and Services - Strategies to reduce public health
threats will be intensified through the acceleration of disease-free zone initiatives for endemic diseases targeted for
elimination as major public health problems (e.g. malaria, filariasis, rabies). In addition, implementation of strategies for
the prevention and control of communicable diseases (e.g. TB, HIV/AIDs9), NCDs, and emerging and reemerging
diseases will be strengthened alongside efforts to improve disease surveillance. Data systems will be reviewed,
streamlined, and harmonized. Opportunities for improving the current health information system in the country will
likewise be explored given new technologies and emerging systems that are getting more affordable.”10
These NTP Goals are grounded on and responsive to the WHO Multisectoral Accountability Framework to Accelerate
Progress to End Tuberculosis by 2030 (WHO End TB by 2030 Framework)11 which addresses the global TB burden with
strategies in line with the Sustainable Development Goals (SDGs). Case in point, SDG 3 to “Ensure healthy lives and promote well-being
for all at all ages” specifies that the TB epidemic should be ended by 2030. Aside from reducing the incidence rates of TB, the SDGs
include addressing TB under the universal health coverage framework. Likewise, SDG 17 to “Strengthen the means of implementation
and revitalize the global partnership for sustainable development” aims to increase the availability of data and further disaggregate the
data appropriately for improved implementation and monitoring of programs such as NTP.

Alignment to PhilSTEP 1
Furthermore, the NTP sector objectives as described in PhilSTEP 1 are:
1. High TB Treatment Success Rate – increase treatment success rate for Drug-Susceptible TB and Multi-Drug Resistant
(MDR) TB, decrease case fatality ratio and mortality, and improve TB care and prevention services.
2. High Latent TB Infection Coverage - Increase the number of Directly Observed Treatment Short-course (DOTS)
facilities that are providing integrated patient centered TB care and prevention services.
3. Increased Case Notification – increase TB case finding and case notification rate
4. Reduced Out-of-Pocket Expenses – Reduce catastrophic cost of TB-affected households accessing DOTS facilities

These also entail that there should be adequate and competent human resources in TB prevention and treatment efforts, and that all
TB diagnostic and DOTS facilities are complying with NTP standards and with adequate quality NTP products.12

8
Preparing for the Transition of Global Fund Supported HRH in TB: A Sustainability Roadmap for the Philippines, October 2019 (USAID 2030/Philippines)
9
Acquired immunodeficiency syndrome (AIDS) is a chronic, potentially life-threatening condition caused by the human immunodeficiency virus (HIV). By damaging
your immune system, HIV interferes with your body's ability to fight the organisms that cause disease. HIV is a sexually transmitted infection (STI)
10
From the National Objectives for Health 2017-2022, pg. 27 & 67, available online at https://www.doh.gov.ph/sites/default/files/publications/NOH-2017-2022-
030619-1.pdf
11
https://www.who.int/tb/WHO_Multisectoral_Framework_web.pdf?ua=1
12
Framework of the PhilSTEP1 and Targets, available online at http://www.ntp.doh.gov.ph/downloads/ntp_data/ntp_vmg_and_org_and_tb_burden.pdf
 9

Role and Coverage

The role and coverage of NTP, in relation to these goals and objectives, is found in the TB Law of 2016, and listed as follows13:
1. Comprehensive Philippine Plan of Action to Eliminate Tuberculosis – the comprehensive plan shall serve as the
overall strategic roadmap of all entities and organizations, whether public or private, in implementing relevant programs,
projects, and activities, and in setting targets to eliminate TB as a public health problem in the country.
2. Strengthened National and Regional Coordinating Committees – improve the capability of the existing National
and Regional Coordinating Committees in ensuring efficiency in the implementation, monitoring, and evaluation of the
Philippine plan of action and in the coordination of efforts of various sectors.
3. Strengthened Regional Centers for Health Development (CHDs) in the Provision of Health Services to
Eliminate TB – strengthen CHDs in the provision of health services to eliminate TB through the provision of free
laboratory services in DOH-retained hospitals, provision of free drugs in the local health centers, adoption of educational
program on preventing spread of TB, capacity building of health providers for both public and private hospitals, and
extensive and proper monitoring of TB cases.
4. Research, Demonstration Projects, Education, and Training – DOH to conduct basic and clinical research, pursue
demonstration projects to generate evidence, conduct clinical skills improvement activities for health providers, support
model centers, and collaborate with local or foreign organizations for technical and funding support.
5. Medical and Allied Medical Education Programs, Basic Education, and Media Campaign
a. Education Programs – DOH, in coordination with the Commission on Higher Education (CHED), shall encourage
the faculty of schools of medicine, nursing, or medical technology and allied health institutions to intensify
information and education programs, including the development of curricula, and to significantly increase the
opportunities for students and practicing providers to learn the principles and practices of preventing, detecting,
managing, and controlling TB.
b. Basic Education - DOH, in coordination with the Department of Education (DepEd), shall work for the inclusion of
modules on the principles and practices of preventing, detecting, managing, and controlling TB in the health
curriculum of every public and private elementary and high school.
c. Media Campaign - DOH, in coordination with the Philippine Information Agency (PIA), shall encourage local media
outlets to launch a media campaign on TB control, treatment and management, using all forms of multimedia and
other electronic means of communication.
6. Regulation on Sale and Use of TB Drugs – the Food and Drug Administration (FDA) shall strengthen its
implementation of the “No prescription, No anti-TB drugs” and shall ensure the quality of TB drugs in the market.
7. Notification on TB Cases – All public and private health centers, hospitals and facilities, shall observe the national
protocol on TB management and shall notify DOH of all TB cases as prescribed under the NTP Manual of Procedures
(MOP).
8. Philippine Health Insurance Corporation (PhilHealth) TB Packages – expand PhilHealth benefit package for TB
patients to include new, relapse, and return-after-default cases and extension of treatment.

In an exercise using the USAID Behavioral Engineering Model (BEM)14 to examine the performance of an organization, USAID
HRH2030/Philippines obtained the below list (Table 2) of short and mid-term objectives of NTP identified through interviews by a
majority of the Executive Committee members of DOH.

13
http://www.ntp.doh.gov.ph/downloads/issuances/otherpdf/mc2016-0013.pdf
14
https://www.usaid.gov/sites/default/files/documents/1865/253saj.pdf
 10

Table 2. Summary of the DOH Executive Committee Input on the NTP Short and Mid-Term Objectives
Short-Term Objectives (1-Year) Mid-Term Objectives (3-Year)
▪ Creation of a Global Fund Transition Plan15 ▪ Allocation of enough (internal) budget for the program
▪ Faithful implementation of PhilSTEP1 ▪ Monitoring and evaluation of PhilSTEP1
▪ Review existing policies and processes ▪ Pursue partnership and involvement of private sector
▪ Revisit the program strategy and mandate ▪ Extensively engage DOH regional offices to achieve
▪ Structural review and analysis of the program program indicators and deliver outcomes
▪ Improve the Program Implementation Review (PIR) process ▪ Achieve the target indicators on the 2022 commitment
▪ Decentralization of program implementation ▪ Integration of TB information system to the Knowledge
▪ Build strong partnership with LGUs Management and Information Technology Services
▪ Decision-makers to push for more plantilla (permanent) (KMITS)
positions ▪ Documentation of best practices and scale up
▪ Intensify TB case-finding and default tracking ▪ Access TB medication through PhilHealth
▪ Integrate the use of Health Technology Assessment (HTA) in ▪ Expansion of pool of TB experts
planning and procurement ▪ Expand the training program given to HRH beyond
▪ Improve supply and logistics management technical training to include areas such as project
management, communication, monitoring and evaluation,
etc.

All these clearly coincide with what NTP’s MOP16 articulates as their mandate “to develop TB control policies,
standards and guidelines, formulate the national strategic plan, manage program logistics, provide
leadership and technical assistance (TA) to the lower health offices/units, manage data, and monitor and
evaluate the program.”

NTP Functions
Value Chain
The NTP value chain was framed using information from various activities and resources. Process owners and leaders of NTP shared
actual activities performed that shed insight to their potential core processes. The BEM Analysis interviews with the Executive
Committee further indicated the broad set of functions the NTP covers. USAID HRH2030/Philippines employed benchmarking
information from comparable units of these local and international organizations:
• Philippines Department of Social Welfare and Development Pantawid Pamilyang Pilipino Program (Annex 1)
• India Central TB Division (Annex 2)
• Nepal National TB Center
• Uganda Central TB Unit
• Myanmar National Tuberculosis Programme

The NTP value chain (Figure 1) begins with data, knowledge management, and research, which allows the program to obtain the
right data to get a clear view and complete understanding of the TB situation and burden, along with its programmatic needs and
challenges. From this data, policies, plans, and standards are developed, coupled with the necessary budget and funding, to create an
enabling environment in addressing the burden of TB. To guarantee that these plans and policies are supported by the sector in its

15
The Global Fund to Fight AIDS, Tuberculosis and Malaria (Global Fund) is the Philippines’ largest development partner for combatting tuberculosis (TB). Over the
last several years, Global Fund TB grants have played a major role in contributing to the Philippine’s TB progress to date. In 2020, the Philippines will develop the
proposal for the next Global Fund TB grant (2021-2024), with a focus on sustainability and the gradual transition of Global Fund investments to local partners. The
Government of the Philippines, under the leadership of the Department of Health (DOH) and the National Tuberculosis Program (NTP), already is preparing for this
eventual transition. (Preparing for the Transition of Global Fund Supported HRH in TB: A Sustainability Roadmap for the Philippines, October 2019, USAID
2030/Philippines)
16
http://www.ntp.doh.gov.ph/downloads/NTP_MOP_5th_Edition.pdf
 11

implementation, strong advocacy and partnerships are pursued by NTP through all relevant stakeholders. Parallel to this, efficient
supply chain management is employed that will allow TB commodities and logistics to reach their respective facilities, and capacity
building efforts are undertaken for central office staff and technical assistance is provided to regional offices. Monitoring and
evaluation is undertaken to ensure proper implementation of strategies and accurate measurement of its effect. Finally,
administrative support such as procurement, budget management, inventory management, and others are provided to the whole
bureau and its units.
Figure 1. Proposed NTP Value Chain

Core Workload and Output

Table 3 presents the core workload components and outputs of most of the NTP value chain elements and functions:
Table 3. NTP Value Chain Elements and Workload Components
Value Chain Element Workload Component Output
- Integrated Tuberculosis Information System (ITIS)
Data Consolidation and Analysis - Consolidated Regional Reports
- TB Program Reports
Database Maintenance - TB Program Database (Internal)
- NTP Website
Website Development and Maintenance - Website Feedback Reports
Data, Knowledge - Updated Dashboard of TB Performance Indicators
Management and - Research Agenda Consultation Meetings
Research Agenda Formulation
Research - Research Agenda on TB
- Approved Research Protocols
- Research Study Contracts
Research Management - Research Monitoring Reports
- Research Feedback Meetings
- Research Progress Reports
- Knowledge Management System and Database
Knowledge Management
- Knowledge Management Products and Programs
Policy and Plans - Policy and Standards Data Matrix
Policy and Standards Development
Development, and - Policy and Standards Consultation Meeting
 12

Value Chain Element Workload Component Output

Finance Management, and - Reviewed Policy and Standards Issuances
Standards Position Paper Preparation - Position Papers
- Policy Review Consultation Workshops
Policy Review
- Policy Review Documents
- Policy Research Protocols
- Policy Research Study Contracts
Policy Research Management - Policy Research Monitoring Reports
- Policy Research Progress Reports
- Policy Research Feedback Meetings
- Policy Scoping/Mapping Document
Policy Note (Brief) Development - Policy Note Development Consultation Meetings
- Policy Notes
- Strategic Plan Consultation Meetings
- Situational Analysis Report
Strategic Plan Development
- Draft Strategic Plan
- Strategic Plan
- Reviewed Program Reports
Operational Plan Development - Operational Plan
- Catch-up Plans
Budget Utilization Review - Budget Utilization Report
- Communication Plan Development Workshop
Communication Plan Development - Media Channels
Advocacy and - Communication Plan including SBCC
Partnerships Information, Education and Communication - IEC Materials
(IEC) Materials Development
Stakeholders' Meetings - Stakeholders' meeting and meetings report
- Reviewed Regional SCM reports
Preparation of Allocation List - Reviewed Commodity Requests
- Annual Procurement Plan/Allocation List
- Reviewed BAC documents
Attendance to Bids and Awards Committee
- BAC Conferences/Meetings
Supply Chain (BAC) Conferences/Meetings
- BAC endorsement documents
Management (SCM)
- Procurement Documents
- Inventory Management Reports
Procurement Management and Monitoring - Commodity Request Documents
- Allocation List for Additional Commodities
- SCM Report
- Training Needs Assessment (TNA) results
Training Needs Analysis
- TNA Report
- Learning Materials & Training Design
Course Development - Training Course Evaluation Workshops
Capacity Building
- Approved Training Course
- Program Materials and Presentation Decks
Provision of Technical Assistance to DOH-
- Program Trainings and Workshops
Regional Offices
- Post-activity Reports
- M&E Indicators
- M&E Data
Monitoring and
Monitoring and Evaluation - Data Quality Check (DQC) Reports
Evaluation
- M&E Database
- M&E Reports
Office Facilities Management - Purchase Requests
Office Procurement - Vendor List
Administrative Support
- Purchase Orders
Office Inventory Management - Payment Vouchers
 13

Table 4 provides a sample of the comprehensive list of Core Workload Components, Activities, and Outputs applicable to the
Workload Component 1 of the WISN tool available in Annex 3.
Table 4. Sample Core Workload Components, Activity Standards and Statistics
Annual workload
List of workload components Activity standards
statistics
1 Write policies, guidelines, and issuances 720 min/policy document 12
2 Draft program reports 931.76 min/ 34
program report
3 Facilitate program-related activities 810.77 min/ 156
program activity facilitation
4 Formulate and review program plans and 510.23 min/technical 131
technical documents document
5 Participate in program-related meetings 360 min/program-related 10
meeting
6 Review technical reports 508.62 min/technical report 109
7 Review admin documents 10.37 min/HR and admin 972
document review

The elements of the proposed NTP value chain comprise the central functions. In line with each element and function are core
workload components17 and outputs with related workload statistics,18 drawn from individual interviews with NTP team members
and DOH leadership, DOH strategy and process documents, and previously cited benchmark references of similar local and
international organizations.19 Table 5 lists the strategy alignment of each value chain element and their respective functions with the
exception of the administrative function that is a standard set of activities to any office.
Table 5. NTP Value Chain Elements, Functions, and Strategy Alignment
Value Chain
Functions Strategy Document Strategy Alignment
Element
Data Consolidation DOH-NOH 2017-2020 Specific Objective 4
and Analysis PhilSTEP1 ACHIEVE Strategy 4
Database DOH-NOH 2017-2020 Specific Objective 4
Maintenance PhilSTEP1 ACHIEVE Strategy 4
Website DOH-NOH 2017-2020 Specific Objective 4
Development and PhilSTEP1 ACHIEVE Strategy 4
Maintenance
Comprehensive Tuberculosis Research, Demonstration Projects, Education and Training
Data,
Elimination Plan Act of 2016 (TB
Knowledge
Law)
Management
Research Agenda WHO Multisectoral Accountability Intensified Research and Innovation
and Research
Formulation Framework to Accelerate Progress
to End Tuberculosis by 2030
(WHO End TB by 2030
Framework)
Research TB Law Research, Demonstration Projects, Education and Training
Management WHO End TB by 2030 Framework Intensified Research and Innovation
Knowledge DOH NOH 2017-2020 Specific Objective 4
Management PhilSTEP1 ACHIEVE Strategy 4

17
Workload Component: One of the main work activities that take up most of a health worker’s daily working time.
(https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
18
https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf
19
Philippines Pantawid Pamilyang Pilipino Program, India Central TB Division, Nepal National TB Center, Uganda Central TB Unit, Myanmar National Tuberculosis
Programme
 14

Value Chain
Functions Strategy Document Strategy Alignment
Element
PhilSTEP1 ACHIEVE Strategy 5
Policy and Standards
TB Law Notification of TB Cases
Development
WHO End TB by 2030 Framework Bold Policies and Supportive Systems
Position Paper WHO End TB by 2030 Framework Bold Policies and Supportive System
Preparation
PhilSTEP1 ACHIEVE Strategy 5
Policy Review TB Law Notification of TB Cases
WHO End TB by 2030 Framework Bold Policies and Supportive Systems
Policy Research TB Law Research, Demonstration Projects, Education and Training
Management WHO End TB by 2030 Framework Intensified Research and Innovation
Policy and Plans PhilSTEP1 ACHIEVE Strategy 5
Development, Policy Note (Brief) Notification of TB Cases
TB Law
and Finance Development
WHO End TB by 2030 Framework Bold Policies and Supportive Systems
Management,
DOH-NOH 2017-2020 Strategic Goal 1
and Standards
PhilSTEP1 ACHIEVE Strategy 7
Strategic Plan TB Law Comprehensive Philippine Plan of Action to Eliminate
Development Tuberculosis
WHO End TB by 2030 Framework Bold Policies and Support System

TB Law Strengthened National and Regional Coordinating Committees

Operational Plan
Development
PhilSTEP1 ACHIEVE Strategy 3
PhilSTEP1 ACHIEVE Strategy 2
Budget Utilization
Review WHO End TB by 2030 Framework Bold and Supportive Systems

PhilSTEP1 ACHIEVE Strategy 1

Communication Plan TB Law Medical and Allied Medical Education Programs, Basic Education,
Development and Media Campaign
Advocacy and
TB Law Medical and Allied Medical Education Programs, Basic Education,
Partnerships IEC Materials
Development and Media Campaign

Stakeholders' PhilSTEP1 ACHIEVE Strategy 7

Meetings WHO End TB by 2030 Framework Bold Policies and Supportive Systems
DOH-NOH 2017-2020 Strategic Goal 1
Preparation of
Allocation List PhilSTEP1 ACHIEVE Strategy 5
TB Law Regulation on sale and use of TB Drugs
Supply Chain DOH-NOH 2017-2020 Strategic Goal 1
Attendance to BAC
Management PhilSTEP1 ACHIEVE Strategy 5
Conferences/Meetings
TB Law Regulation on sale and use of TB Drugs
Procurement DOH-NOH 2017-2020 Strategic Goal 1
Management and PhilSTEP1 ACHIEVE Strategy 5
Monitoring TB Law Regulation on sale and use of TB Drugs
Training Needs TB Law Research, Demonstration Projects, Education and Training
Analysis (TNA)
TB Law Strengthened Regional CHDs in the Provision of Health Services
Capacity Course Development to Eliminate TB
Building WHO End TB by 2030 Framework Intensified Research and Innovation
Provision of Technical TB Law Strengthened Regional CHDs in the Provision of Health Services
Assistance to DOH- to Eliminate TB
Regional Offices
Monitoring and Monitoring and TB Law Strengthened National and Regional Coordinating Committees
Evaluation Evaluation

The detailed list of Table 5 with the specific strategy document citation is available in Annex 4.
 15

Support Activities and Statistics

In addition to the core workload of the NTP set of functions are support activities. Support activities performed by all members are
also included in the total workload of NTP (Table 6) and form the input under Workload Component 2 of the WISN tool. The
Category Allowance Standards (CAS)20 data were triangulated with similar activities listed in the USAID HRH2030/Philippines WISN
Service Delivery Network (SDN)21 data, the information gathered from individual interviews with HHRDB team members, and
international references from Namibia22 and South Africa.23
Table 6. Sample IDO-NTP Category Allowance Standard (CAS)24 Activities and Statistics

No. Workload components Category Allowance Factor

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year
4 Program Implementation Review (PIR) 24 hours/year
5 Team building activity 8 hours/year
6 General administrative activities 2 hours/day
7 Attend internal meetings 16 hours/ month
8 Technical Working Group (TWG) representation 4 hours/week

Select Individual Activities and Statistics

Another set of activities that were identified in this organizational design and WISN process are Individual Allowance Standards
(IAS)25 that are comprised of activities performed by only a specific or select set of personnel. From the collected and compiled
activities drawn from the expanded list of NTP functions, activities done uniquely by a team member or a particular group were
classified as IAS. This data served as input under Workload Component 3 of the WISN tool and the related Individual Allowance
Factor (IAF).26 An example of this is presented in Table 7 below:

Table 7. Sample IDO-NTP Individual Allowance Standard (IAS) Activities and Statistics
Individual
Number of
No. Workload components Allowance
Staff
Factor
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hours/year 1

20
Category allowance standards (CAS) are determined for support activities that all members of a staff category perform.
(https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
21
Service Delivery Network –(SDN) - the network of health facilities and providers within the
province- or city-wide health system, offering core packages of health care services
in an integrated and coordinated manner (https://www.doh.gov.ph/sites/default/files/publications/Guidelines%20EstablishingSDN.pdf)
22
https://www.capacityplus.org/files/resources/rapid-retention-study-Namibia.pdf
23
http://www.mrc.ac.za/sites/default/files/files/2016-07-14/StaffingNorms.pdf
24
Category allowance standard (CAS): Allowance standard for support activities, performed by all members of a staff category.
(https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
25
Individual allowance standard (IAS): Allowance standard for additional activities, performed by certain (not all) members of a staff category.
(https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
26
Individual allowance factor (IAF): Staff requirement to cover additional activities of certain
cadre members. IAF is added to staff requirement of health service and support activities. (https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
 16

NTP Staffing
Career Band Distribution and Functional Unit Distribution
After entering the workload components and activity standards into the WISN software, it automatically calculates the projected
staffing need. To achieve this, four career bands patterned after the standard of the Society of Human Resource Management,27 were
first established, compliant to the Department of Budget and Management organization and staffing standards and guidelines.28 The
Career Bands group specific positions according to their covered functions as shown in Table 8.
Table 8. IDO-NTP Positions-Career Band Functions
CAREER BAND
POSITIONS FUNCTION
/ CADRE
MO V, MS IV SG 25 Supervisory / • Accountable for managing people, setting direction and deploying
SG 24 Management resources; typically, is responsible for performance evaluation, pay
Band reviews and hire/fire decisions
• Results are primarily achieved through the work of others and typically
depend on the manager's ability to influence and negotiate with parts of
the organization where formal authority is not held
• Progression within career band reflects acquisition of broad technical
expertise, business and industry knowledge, and process and people
leadership capabilities
• Accountable for organizational, functional or operational areas,
processes or programs
MO III, MS II, SG 24 Professional / • Work is primarily achieved by an individual or through project teams
CHPO, SG 22 Technical Band • Requires the application of expertise in professional area(s) to achieve
SupHPO, SG 18 results
SrHPO, Nurse • Progression within the Career Band reflects increasing depth of
IV professional knowledge, project management and ability to influence
others
• Majority of time is spent on:
o Contributing to and managing projects (mid-career)
o Providing advice/direction in primary areas of expertise
(seasoned and expert)
o Leveraging professional expertise and relationships to
contribute to strategy and drive business results (thought
leader)
Nurse III, SG 15 Technical • Performs specialized technical tasks required to support operations
Nurse II, SG 14 Support Band (e.g., IT development, research support, skilled trade)
AO IV SG 15 • Majority of time is spent on:
Nurse I SG 11 o Performing routine professional-based activities (early in
career)
AO II, AA IV, SG 11 Administrative • Performs clerical/administrative or specialized support tasks in an
AA III SG 11 Support Band office or field setting
SG 10
SG 9
SG 7

The workload activities were distributed to the respective career bands or cadres performing each task. For example, under the
function of training needs analysis, the activity of training needs analysis report preparation is distributed to three cadres. The

27
https://www.shrm.org/resourcesandtools/business-solutions/documents/twds_csr_general_industry_human_resources.pdf
28
https://www.dbm.gov.ph/wp-content/uploads/OPCCB/resolution1.pdf
 17

administrative support cadre collates training evaluation forms, the technical support cadre consolidates the training evaluation data
gathered, and finally, the technical or professional cadre reviews and prepares the training needs analysis report and lists
recommendations. The level of effort of each step of the process for each cadre are detailed in the complete tables of Workload
Components, Activity Standards, and Allowance Factor for NTP in Annexes 5 and 6.
The WISN tool was populated with the details of the core and support workload components and the related statistics to
determine NTP staffing requirements. The WISN calculated requirement by cadre and further into functional units presents a total
of 58 staff (Table 9). Staff are distributed by four career bands under seven functional units based on the value chain elements and an
added unit of administrative support. Fractional results of staffing need were rounded up to account for a full position (see Annex 8
for further details).29
Table 9. NTP Functions and WISN Calculated Requirement and Projected Staff

Career Bands / Cadre

Supervisory / Professional / Technical Admin

Function Management Technical Support Support
Band
MO III, MS II,
Nurse III, AO II, AA
MO V, MS IV CHPO, SupHPO,
Nurse II, Nurse I IV, AA III
SrHPO, Nurse IV
Data, Knowledge Management and
4 10 1
Research
Policy and Plans Development, and
3 7 0
Finance Management, and Standards
Advocacy and Partnerships 2 2 1
Supply Chain Management 1
2 2 0
Capacity Building 6 5 1
Monitoring and Evaluation 3 3 1
Administrative Support 1 1 2
Total (N=58) 1 21 30 6

NTP Structure
The proposed NTP structure (Figure 2) in the diagram below ascribes to a Project Management Office (PMO) set-up because public
sector organizations worldwide are under pressure to increase efficiency while delivering improved and integrated services.30
Because of similar circumstances, the PMO setup is recommended for the programs under IDO, including the NTP, as
the leadership of DPCB and of DOH have directed the programs to align to an integrated health care approach at
the primary care level.
Likewise, the cited performance gaps in the BEM analysis and expectation expressed in the interviews by the DOH leadership of
NTP are addressed given the following common potential benefits in the implementation of a PMO in a public sector organization:31

29
Fractional results: The final total of required staff is often a fraction. You need to round this to a whole number. The impact of rounding a number up or down is
much greater in a health facility with only a few workers in the WISN cadre than in a better-staffed facility. Therefore, you should be more generous in rounding up a
small calculated staff requirement (for example, one or two) than a large one. (https://www.who.int/hrh/resources/WISN_Eng_UsersManual.pdf)
30
Crawford L, Costello K, Pollack J, Bentley L. Managing soft change projects in the public sector. International Journal of Project Management 2003; 21: 443–448.
31
Santosa, V. & Varajãoc, J., 2015. PMO as a key ingredient of public sector projects’ success - position paper. Procedia Computer Science, 64, pp.1190-99.
 18

• proactive project risks/issues management

• better evaluations in terms of time and budget
• increased effectiveness and efficiency in project management
• increased output quality
• increased percentage of successful project activities
• better coordination and control of tasks and resources
• availability and circulation of information; creation of data-clearing house of information and project best-practices
• implementation of project management competencies and know-how within the organization; increased
transparency due to information sharing; increased predisposition to change and innovation
• identification of synergies among activities and projects
• gaps fulfillment, especially during feasibility analysis, due to increased attention and awareness
• better definition of project priority and possibility of negotiations in order to manage urgencies

The Project Management Institute defines a project as "a temporary endeavor undertaken to create a unique product, service or
result." Kerzner (2006) complements it by stating that "a project is a venture with a well-defined objective, which consumes
resources and operates under strict deadlines, budgets and quality standards.32” According to Pfeiffer (2004), government projects
have the following characteristics: they are created from the need to solve major problems in society; there is no business
competitiveness; and they have to deal with a very complex structure of stakeholders.33 Project management best practices can be
adapted for public sector projects because the practices follow these common lines.34 As public policy, in a government setting such
as this case, is implemented through programs and programs consist of projects, the establishment of PMO seems to be a
reasonable means to achieve effectiveness of the programs.35
The proposed IDO organization, whether it is NTP or other programs, should be setup as follows:
• The bureau should be supervised by the bureau director and his/her office that oversees IDO
• IDO, as a division, should be accountable for the overall portfolio management of all programs under its coverage. IDO
will enforce the collaboration among functional units in its division, as well as the end-to-end implementation of the
value chain in the program-level processes.
• Each program, such as the NTP, should organize units and personnel around the core functions of the program
including Data Management and Research, Policy, Plans and Financial Management, Advocacy and Partnerships, Capacity
Building, and Monitoring and Evaluation.
• As the bureau, division, program, and the shared services align at the national-level management of the program, the
regional offices should receive from them directions and resources to implement the program at the regional and local
government levels.

In addition, a shared services group will enhance the PMO setup of IDO-NTP. A shared service is one where the provision
of a back-office service is consolidated within a single area of an organization.36 It typically replaces arrangements where there is a
duplication of efforts among different business units. Shared services that have been embraced by the private, and increasingly, the
public sectors, can be an efficient solution in this context.37 There should be units designated as “shared services” as they provide
common transactional services and support to the various programs in the division such as Supply Chain
Management. The USAID SIAPS (Systems for Improved Access to Pharmaceuticals and Services) Program developed a Supply

32
Kerzner, H. (2006). Gestão de projetos: as melhores práticas. tradução Lene Belon Ribeiro. 2. ed. –
Porto Alegre: Bookman.
33
Pfeiffer, P. (2004). Gerenciamento de projetos de desenvolvimento: conceitos, instrumentos e aplicações. Rio de Janeiro: Brasport.
34
Esquierro, J. C., do’Volle, A. B., Soares, C. A. P., & Vivas, D. C. (2014). Implementation of a project management office in a public sector organization: A case study
involving a sanitation institution. International Review of Management and marketing, 4(1), 1-12.
35
Pilkaitė, A., & Chmieliauskas, A. (2015). Changes in Public Sector Management: Establishment of Project Management Offices–A Comparative Case Study of
Lithuania and Denmark. Viesoji Politika ir Administravimas,14(2), 291-306.
36
Janssen M, Joha A, Weerakkody V. Exploring relationships of shared service arrangements in local government. Transforming Government: People, Process &
Policy 2007; 1: 271–284.
37
Borman M, Janssen M. Reconciling two approaches to critical success factors: The case of shared services in the public sector. International Journal of Information
Management 2013; 33: 390– 400.
 19

Chain Governance Framework38 for which the shared services arrangement for the PMO setup of IDO-NTP may capitalize on as it
outsources this function in this division of DOH.
Figure 2. Proposed IDO-NTP Organizational Structure by Functional Areas

38
http://siapsprogram.org/publication/altdown/strengthening-the-supply-chain-governance-framework-for-pharmaceuticals-and-health-products-in-the-
philippines/english/
 20

With this step of departmentalization into functional units and the WISN tool calculations of staffing for each unit and considerations
of government rules and regulations over agency structures, a detailed organogram, capturing the functions, staffing distribution, and
position levels as a result of the organizational design and WISN process, is presented below in Figure 3:
Figure 3. Proposed IDO-NTP Organizational Structure and Staffing

From this figure, Table 9 shows the staffing distribution by position, unit, division, and office. The total projected bureau staffing
level of 58 of the proposed IDO-NTP structure are plantilla or permanent positions and are considered the
minimum headcount for IDO-NTP in the central office and does not include regional staff. The proposed staffing level
of 58 is an increase in the current staffing of 16 employees wherein 1539 are non-permanent and under the current Global Fund TB
grant for the DOH Central Office.

39
Preparing for the Transition of Global Fund Supported HRH in TB: A Sustainability Roadmap for the Philippines, October 2019 (USAID 2030/Philippines)
 21

Benchmarking to an international government organization with similar functions and context, the IDO-NTP staff figure of 58 is
below the counterpart organization of Myanmar with 164 staff, which currently covers the span of central office manpower but is
different as Myanmar does not have a devolved arrangement (Table 10). These comparisons are indicative of the gap between the
existing staffing of IDO-NTP and that of the proposed 58 permanent staff aligned to a more responsive mandate and structure.
Table 10. Benchmark Information on International Tuberculosis Prevention and Control Program
Variables DOH NTP40 Myanmar NTP41

Levels of Government Devolved Parliamentary Republic

Central Level Program Staffing Level 16 164

Total Program Staffing Level (Central

67 675
and Regional Office)

Country Population 107,834,99** 54,045,420**

TB Burden Mortality Rate: 25* Mortality Rate: 51*

Incidence Rate: 554* Incidence Rate: 358*

Per 100,000 population Per 100,000 population

*2017 figures, **2019 figures,

Recommendations
USAID HRH2030/Philippines offers these recommendations to DOH based on the findings drawn from the process of conducting
the organizational design and WISN to propose and updated mandate, functions, staffing, and structure of IDO-NTP:
1. Installation of the proposed structure and staffing of IDO-NTP within the next three years and WISN
application to the rest of DPCB – The proposed IDO-NTP structure, as a result of this organizational design and
WISN process, assumes its installation in three years in support of the implementation of PhilSTEP 1 and the
accomplishment of the TB targets in the PDP 2017-2022. Likewise, the projected number of 58 staff is the minimum
number of permanent positions, assuming they are competent and highly motivated to meet the expectations and targets
set in these strategy documents.
2. HHRDB to facilitate the organizational design and WISN process for the remaining units in IDO - The roles
and functions at a position, unit, and division levels in the bureau have become clarified given the new structure that
captures detailed workload components which list activity standards applicable to the whole of IDO. In addition, the PMO
setup and shared services arrangement in the organizational design of NTP is also applicable to the whole of IDO. To
complete the full IDO structure and staffing projections, HHRDB can utilize these and reference the example of NTP in this
report to perform the organizational design and WISN process for the remainder of the IDO units. An innovation that
emerges is having a shared Administrative Unit and Supply Chain Unit, for the whole of IDO that centralizes centers of
excellence in transactional functions.
3. Conduct a talent review to evaluate the competencies of the current team members and assign suitable
staff to the appropriate positions – The proposed IDO-NTP structure contains positions that cover specific functions
and require certain competencies to perform. Carrying out a talent review of the existing team members against these
competencies will facilitate the identification of the best fit between employee and position.

40
Data provided by the DOH NTPMO, April 2019
41
National Strategic Plan For Tuberculosis 2016-2020, Ministry of Health in Myanmar, pgs. 123-125, Retrieved online at
http://mohs.gov.mm/Main/content/publication/tuberculosis-national-strategic-plan-2016-2020
 22

4. Update job descriptions of IDO-NTP to reflect the formulated workload components – The organizational
design and WISN process produced and consolidated a list of workload components with details of related activities,
outputs, and performance statistics. IDO-NTP may reference this list to revise job descriptions of positions in the bureau
to come up with workload and output-focused job responsibilities and tasks that are responsive to the updated mandate
and function of the bureau.
5. Upskill current staff and ensure quality of recruitment for additional staff to match competency
requirements of the proposed functions of IDO-NTP – The proposed IDO-NTP structure adopts a complete set of
functions that the current bureau does not scope in and may not be performing. From the talent review, competency gaps
will be identified, and the appropriate learning and development initiatives and proper recruitment of talent may be planned
and undertaken to enable IDO-NTP and its team members with skills and knowledge to meet the comprehensive functions
of the division.
6. Maintain a gender balance in the staffing of IDO-NTP. There are significant findings in examining the current staffing
using a gender lens as detailed in Annex 9 Aside from workload, there are observations using gender analysis that provides
workforce-related insight. Women’s share of employment is high in the DPCB –IDO, with staff composed of 68% women
and 32% men. However, between female and male staff, there is a bigger share of plantilla positions among men than
women (not in absolute number). More than half of men in the DPCB-IDO are in plantilla positions, while only a third of
women are in plantilla positions. Given these and other observations, gender balance and equity are best considered in the
staffing process of the bureau, ensuring that the diversity of the IDO-NTP staff reflects the population which the bureau
services and impacts
7. Regional DOH offices should mirror the proposed structure and functions of IDO-NTP. With the shift to more
defined functions in the central office, the regional counterparts should align their functional scope and, as needed, their
staffing pattern. In the application of the UHC Law42 and its Implementing Rules and Regulations,43 the changes and
expansion of roles and scope ripples to the regional and LGU levels which requires the programs of DPCB, including IDO-
NTP to evolve into an integrated health care service delivery setup at the regional and local government unit levels.
8. Validate the proposed structure after three years or upon installation – The initial three phases of this
organizational design and WISN process of IDO-NTP proposes a structure that arranges the bureau into functional areas
reflective of its value chain processes. Subsequently, recommended staffing levels are drawn from the application of WISN
calculations through workload analysis. As these analyses offer preliminary guidance and estimates, it is suggested that an
expanded study be performed that correlates projected staffing requirements with the number of facilities, the number of
health care providers, and other variables that will “grow” the bureau workload along with the requirements of the
implementation of the UHC Law. The advantage of DPCB, in this case, is that HHRDB, having undergone the same process,
has access to the WISN Toolkit of USAID HRH2030/Philippines and is capacitated in the process which they may use to
support this undertaking for DPCB.
9. Develop and implement a Sustainability Action Plan to institutionalize the proposed IDO-NTP structure
and to complement the Global Fund Transition – The sixth phase of the organizational review and design is the
formulation of a Sustainability Action Plan (SAP). With the development of this plan, deliberate activities laid out along
multi-year timeline should be identified to enable IDO-NTP to move the proposed structure from a stage of installation to
full institutionalization. Likewise, resources and activity owners will be listed with each activity and monitoring and
evaluation of this plan proceeds. The creation of this SAP will enable adequate efforts to manage the change, to
communicate to stakeholders, and to engage involved partners. More importantly, given the potential Global Fund
Transition, a synchronized effort between the structural changes at the central office and in the regions and local
government unit levels will be required.

42
https://www.officialgazette.gov.ph/downloads/2019/02feb/20190220-RA-11223-RRD.pdf
43
https://www.doh.gov.ph/sites/default/files/health_magazine/UHC-IRR-signed.pdf
 23

Annexes

Annex 1

Philippines Department of Social Welfare and Development Pantawid Pamilyang Pilipino Program

Project Management Structure in a Philippine National Government Program

NTP is likened to the Pantawid Pamilyang Pilipino Program (4Ps) of the Department of Social Welfare (DSWD) as both have a
comparable regional organizational set-up and a devolved functional arrangement with the local government units (LGU).

Current Organogram/Organizational Structure of the DSWD 4Ps as of July 2019

As the above structure of DSWD presents, national programs servicing the regions maintain a project management organizational
set up.
 24

Current Organogram/Organizational Structure of the DSWD 4Ps – National Office as of July 2019

Moreover, with the structure above that is focused on the Central Office 4Ps personnel, the PMO approach is still consistently
applied while dividing the functional groups into operational and technical area from a set of support divisions.

Pantawid Pamilyang Pilipino Program Project Organizational Structure

(ADB Project Manual or the 4Ps)
With the 4Ps program recognized by the Asian Development Bank (ADB), from a comprehensive and rigorous evaluation, has had a
robust impact in improving education and health outcomes as well as utilization of maternal health services44, thus serving as a
reliable benchmark for government programs with nationwide coverage. Following DSWD’s 4Ps model, there is value with having a
PMO setup at the national level with DPCB and IDO applying a portfolio management approach, and the NTP managing its end-to-
end set of functions with a separation of operations/technical units from support units while still ensuring synergies on service
delivery at the regional level and farther below.

44
https://www.adb.org/sites/default/files/linked-documents/43407-014-sd-01.pdf
 25

Annex 2

India National TB program: Organogram

 26

Annex 3

Core Workload Components, Activities, and Outputs applicable to the Workload Component 1
Value Chain Workload
Output Activities
Element Component
- Data extraction from updated database /
Manual collection of data needs
- Integrated Tuberculosis - Consolidation of data needs
Data Consolidation and Information System (ITIS) - Performs data clean up
Analysis - Consolidated Regional Reports - Feed updated data / information to database
- TB Program Reports system
- Produce reports (monthly, quarterly, or as
needed)
- Encoding of Data to Database
Database Maintenance - TB Program Database (Internal) - Maintain overall integrity and quality of database
- Performs Database backup
- NTP website - Develop website
Website Development - Website feedback reports - Monitor Website Activity
and Maintenance - Updated Dashboard of TB - Generate Feedback reports from website
performance indicators - Regular security and content update
Data, Knowledge
- Research Agenda Consultation - Consultation with relevant stakeholders
Management and
Meetings - Prioritization of research topics
Research Research Agenda
- Research Agenda Consultation - Draft research agenda
Formulation
Meetings
- Research Agenda on TB
- Review research proposals/protocols
- Commission research to external
- Approved Research Protocols
consultants/teams
- Research Study Contracts
- Monitor and manage research
Research Management - Research Monitoring Reports
consultants/teams and review progress of
- Research feedback meetings
research study
- Research progress reports
- Provide necessary feedback and guidance
- Write progress reports
- Knowledge Management System - Manage knowledge libraries and databases
and Database - Tacit knowledge gathering activities
Knowledge Management
- Knowledge Management
Products and Programs
- Policy and standards data matrix - Gather necessary data
- Policy and standards - Conduct consultation meetings
Policy and Standards
consultation meeting - Revise and finalize policy papers
Development
- Reviewed policy and standards
issuances
- Review TB-related legislative document
Position Paper - Conduct desk research and gather expert’s
- Position Papers
Preparation opinion
- Draft position paper
Policy and Plans - Initiate review (or commission by central to
Development, and - Policy review consultation review) of existing policy
Finance Management, Policy Review workshops - Consultation with stakeholders including region
and Standards - Policy Review - Draft policy review document / report
- Communicate with HPDPB on the results
- Policy Research Protocols - Commission research to external
- Policy Research Study Contracts consultants/teams
- Policy Research Monitoring - Monitor and manage research
Policy Research Reports consultants/teams
Management - Policy Research Progress - Review progress of research study
Reports - Provide necessary feedback and guidance
- Policy Research Feedback - Write progress reports
Meetings
 27

Value Chain Workload

Output Activities
Element Component
- Consolidate findings from reviews and research
- Policy Scoping/Mapping
studies
Document
Policy Note (Brief) - Collect inputs from key stakeholders (internal
- Policy Note Development
Development and external)
Consultation Meetings
- Draft Policy Note
- Policy Notes
- Endorse to HPDPB for clearance and approval
- Consult and collaborate with relevant
- Strategic Plan Consultation
stakeholders
Meetings
Strategic Plan - Conduct environmental scan and
- Situational Analysis Report
Development - Conduct gap analysis of workforce"
- Draft Strategic Plan
- Set program priorities and develop strategies
- Strategic Plan
- Draft and Finalize Plan
- Review of annual performance (budget, key
- Reviewed Program Reports
Operational Plan results area, etc.)
- Operational Plan
Development - Develop operational plan
- Catch-up Plans
- Develop catch-up plans, as necessary
- Generate/Draft budget utilization report
Budget Utilization Review - Budget Utilization Report - Review budget utilization report
- Endorse budget utilization report
- Communication Plan - Define objectives and key audience
Communication Plan Development Workshop - Identify media channels and establish a time
Development - Media Channels table
- Communication Plan - Develop the plan
- Draft/Craft IEC material (internal)
- Review IEC material and provide inputs
Information, Education (internal)
and Communication (IEC) - IEC materials - Review IEC materials from Development
Advocacy and
Materials Development partners as endorsed by health promotion unit
Partnerships
- Approve and endorse IEC material to health
promotion and communication services
- Assist in the preparation of the meeting
- Provide admin support during the meeting
- Stakeholders' meeting - Attend Stakeholder's Meeting
Stakeholders' Meetings
- Meeting Reports - Facilitate Stakeholders' Meeting
- Prepare post activity/meeting report
- Approve meeting report
- Review submitted SCM report from DOH -
- Reviewed Regional SCM reports Regional Offices
- Reviewed Commodity Requests - Review commodity requests from DOH -
Preparation of Allocation - Annual Procurement Regional Offices
List Plan/Allocation List - Make projections and recommendations
- Annual Procurement (demand planning)
Plan/Allocation List - Prepare and submit Annual Procurement Plan
(APP) - Allocation List
- Reviewed BAC documents - Review BAC documents prior to meeting
Attendance to BAC
- BAC Conferences/Meetings - Participate in BAC conferences/meetings
Supply Chain Conferences/Meetings
BAC endorsement documents - Provide recommendations
Management
- Review and endorse procurement documents
- Review inventory management reports
- Procurement Documents
(monthly/contingent) from the DOH-Regional
- Inventory Management Reports
Offices
Procurement - Commodity Request
- Review request of additional commodities (new
Management and Documents
and special cases)
Monitoring - Allocation List for Additional
- Prepare and submit allocation list for additional
Commodities
commodities (new and special cases)
- SCM Report
- Coordinate with Supply Chain Management
Team on the delivery of health commodities
- Training Needs Assessment - Conduct training needs assessment
Capacity Building Training Needs Analysis (TNA) results - Prepare training needs analysis report
- TNA Report - Review training needs analysis report
 28

Value Chain Workload

Output Activities
Element Component
- Approve and endorse to HHRDB
- Gather information and develop course
elements
- Develop and design learning materials and
incorporate current technology in developing
specific learning curricula
- Learning Materials Design
- -Define training goals and objectives
- Training Design
- -Outline training content
Course Development - Training Course Evaluation
- -Develop instructional activities"
Workshops
- Prepare the written training design
- Approved Training Course
- Vet training course to stakeholders and service
providers
- Revise and finalize training course
- Coordinate with HHRDB on the development
of e-learning courses
- Program Materials and - Prepare materials and presentation deck
Presentation Decks - Facilitate trainings/workshops
Provision of Technical - Program Trainings and - Participate as a resource speaker
Assistance to DOH- Workshops - Draft post-activity report
Regional Offices - Program Trainings and - Review post-activity report
Workshops - Approve post-activity report
- Post-activity Reports
- Establish appropriate indicators and coordinate
monitoring systems including data collection,
analysis and review
- M&E Indicators
- Collect data on a regular basis to measure
- M&E Data
Monitoring and achievement against the performance indicators
Monitoring and Evaluation - DQC Reports
Evaluation - Conduct Data Quality Checks (DQC)
- M&E Database
- Maintain and administer the M&E database;
- M&E Reports
analyze and aggregate findings
- Produce reports on M&E findings and prepare
presentations based on M&E data as required.
- Ensure management of all physical facilities,
equipment, furniture, fixtures and vehicles
Office Facilities - Office Facility Management
- Manage building and office equipment repair and
Management Report
maintenance through close coordination with
DOH-General Services Division
- Facilitate need identification / review purchasing
request
- Conduct vendor selection process
- Purchase Requests
- Coordinate purchase requisition with
- Vendor List
Office Procurement requesting unit
Administrative - Purchase Orders
- Generate purchase order
Support - Payment Vouchers
- Complete payment process
- Receive and audit delivery of requested good or
services
- Perform inventory management and stock
control
- Monitor Inventory Levels
Office Inventory
- Inventory Reports - Make projections and recommendations
Management
- Complete Regular Inventory Reports
- Manage office documents including their
receipt, delivery, tracking and security
 29

Annex 4

IDO-NTP Value Chain Elements, Functions, Strategy Alignment and Strategy Document
Citation

Value Chain Strategy

Functions Output Strategy Alignment
Element Document
DOH-NOH Specific “...Data systems will be reviewed, streamlined and
- Integrated 2017-2020 Objective 4 harmonized. Opportunities for improving the
Tuberculosis current health information system in the country
Data Information System will likewise be explored given new technologies
Consolidation (ITIS) and emerging systems that are getting more
and Analysis - Consolidated affordable.”
Regional Reports
PhilSTEP1 ACHIEVE “Innovate TB information generation and
- TB Program Reports
Strategy 4 utilization for decision making”
DOH-NOH Specific “...Data systems will be reviewed, streamlined and
2017-2020 Objective 4 harmonized. Opportunities for improving the
current health information system in the country
Database - TB Program will likewise be explored given new technologies
Maintenance Database (Internal) and emerging systems that are getting more
affordable.”
PhilSTEP1 ACHIEVE “Innovate TB information generation and
Strategy 4 utilization for decision making”
DOH-NOH Specific “...Data systems will be reviewed, streamlined and
- NTP website 2017-2020 Objective 4 harmonized. Opportunities for improving the
Website - Website feedback current health information system in the country
Development reports will likewise be explored given new technologies
and - Updated Dashboard and emerging systems that are getting more
Maintenance of TB performance affordable.”
indicators PhilSTEP1 ACHIEVE “Innovate TB information generation and
Data, Strategy 4 utilization for decision making”
Knowledge TB Law Research, “DOH to conduct basic and clinical research,
Management - Research Agenda Demonstration pursue demonstration projects to generate
and Research Consultation Projects, evidences, conduct clinical skills improvement
Meetings Education and activities for health providers, support model
Research Training
- Research Agenda centers, and collaborate with local or foreign
Agenda
Consultation organizations for technical and funding
Formulation
Meetings support”
- Research Agenda on WHO End TB Intensified “…Research to optimize implementation and
TB by 2030 Research and impact, and promote innovations”
Framework Innovation
- Approved Research TB Law Research, “DOH to conduct basic and clinical research,
Protocols Demonstration pursue demonstration projects to generate
- Research Study Projects, evidences, conduct clinical skills improvement
Contracts Education and activities for health providers, support model
Research - Research Monitoring Training centers, and collaborate with local or foreign
Management Reports organizations for technical and funding
- Research feedback support”
meetings WHO End TB Intensified “…Research to optimize implementation and
- Research progress by 2030 Research and impact, and promote innovations”
reports Framework Innovation
DOH-NOH Specific “...Data systems will be reviewed, streamlined and
- Knowledge
2017-2020 Objective 4 harmonized. Opportunities for improving the
Management System
Knowledge current health information system in the country
and Database
Management will likewise be explored given new technologies
- Knowledge
and emerging systems that are getting more
Management
affordable.”
 30

Value Chain Strategy

Functions Output Strategy Alignment
Element Document
Products and PhilSTEP1 ACHIEVE “Innovate TB information generation and
Programs Strategy 4 utilization for decision making”
- PhilSTEP ACHIEVE “Enforce standards on TB care and prevention and
1 Strategy 5 use of quality products”
- Policy and standards Notification of “All public and private health centers, hospitals
data matrix - TB Law TB Cases and facilities, shall observe the national protocol on
Policy and TB management and shall notify DOH of all TB
- Policy and standards
Standards cases as prescribed under the NTP MOP.”
consultation meeting
Development
- Reviewed policy and WHO End TB Bold Policies “Universal health coverage policy, and regulatory
standards issuances by 2030 and Supportive frameworks for case notification, vital registration,
Framework Systems quality and rational use of medicines, and infection
control”
WHO End TB Bold Policies “Political commitment with adequate
by 2030 and Supportive resources for TB care and prevention”
Framework System
Position Paper
- Position Papers “Universal health coverage policy, and regulatory
Preparation
frameworks for case notification, vital registration,
quality and rational use of medicines, and infection
control”
PhilSTEP1 ACHIEVE “Enforce standards on TB care and prevention and
Strategy 5 use of quality products”
TB Law Notification of “All public and private health centers, hospitals
- Policy review TB Cases and facilities, shall observe the national protocol on
consultation TB management and shall notify DOH of all TB
Policy Review
workshops cases as prescribed under the NTP MOP.”
- Policy Review WHO End TB Bold Policies “Universal health coverage policy, and regulatory
by 2030 and Supportive frameworks for case notification, vital registration,
Framework Systems quality and rational use of medicines, and infection
control”
Policy and
Plans TB Law Research, “DOH to conduct basic and clinical research,
- Policy Research
Development, Demonstration pursue demonstration projects to generate
Protocols
and Finance Projects, evidences, conduct clinical skills improvement
- Policy Research
Management, Education and activities for health providers, support model
Study Contracts
and Standards Policy Training centers, and collaborate with local or foreign
- Policy Research
Research organizations for technical and funding
Monitoring Reports
Management support”
- Policy Research
Progress Reports
WHO End TB Intensified “…Research to optimize implementation and
- Policy Research
by 2030 Research and impact, and promote innovations”
Feedback Meetings
Framework Innovation
PhilSTEP1 ACHIEVE “Enforce standards on TB care and prevention and
- Policy Strategy 5 use of quality products”
Scoping/Mapping TB Law Notification of “All public and private health centers, hospitals
Document TB Cases and facilities, shall observe the national protocol on
Policy Note
- Policy Note TB management and shall notify DOH of all TB
(Brief)
Development cases as prescribed under the NTP MOP.”
Development
Consultation WHO End TB Bold Policies “Universal health coverage policy, and regulatory
Meetings by 2030 and Supportive frameworks for case notification, vital registration,
- Policy Notes Framework Systems quality and rational use of medicines, and infection
control”
DOH-NOH Strategic Goal 1 “The health sector will sustain gains and address
2017-2020 new challenges especially in maternal, newborn
- Strategic Plan and child health, nutrition, communicable disease
Consultation elimination, and Noncommunicable Disease (NCD)
Meetings prevention and treatment…”
Strategic Plan
- Situational Analysis PhilSTEP1 ACHIEVE “Engage local government units on multi-sectoral
Development
Report Strategy 7 implementation of TB elimination plan”
- Draft Strategic Plan TB Law Comprehensive “the comprehensive plan shall serve as the overall
- Strategic Plan Philippine Plan strategic roadmap of all entities and organizations,
of Action to whether public or private, in implementing relevant
Eliminate programs, projects, and, activities, and in setting
 31

Value Chain Strategy

Functions Output Strategy Alignment
Element Document
Tuberculosis targets to eliminate TB as a public health problem
in the country.”
WHO End TB Bold Policies “Engagement of communities, civil society
by 2030 and Support organizations, and public and private care
Framework System providers”
TB Law Strengthened “improve the capability of the existing National
National and and Regional Coordinating Committees in ensuring
- Reviewed Program Regional efficiency in the implementation, monitoring and
Operational
Reports Coordinating evaluation of the Philippine plan of action and in
Plan
- Operational Plan Committees the coordination of efforts of various sectors”
Development
- Catch-up Plans
PhilSTEP1 ACHIEVE “Harmonize efforts to mobilize adequate human
Strategy 3 resources”
PhilSTEP1 ACHIEVE “Collaborate to reduce out-of-pocket expenses and
Budget Strategy 2 expand social protection programs”
Utilization Budget Utilization Report WHO End TB Bold and “Political commitment with adequate resources for
Review by 2030 Supportive TB care and prevention”
Framework Systems
PhilSTEP1 ACHIEVE “Activate communities and patient groups to
Strategy 1 access quality TB services.”
- Communication Plan TB Law Medical and “DOH, in coordination with the Philippine
Communicati Development Allied Medical Information Agency (PIA), shall encourage local
on Plan Workshop media outlets to launch a media campaign on
Education
Development - Media Channels tuberculosis control, treatment and management,
Programs, Basic
- Communication Plan using all forms of multimedia and other electronic
Education, and
Media Campaign means of communication.”
Information, TB Law Medical and “DOH, in coordination with the Philippine
Advocacy and Allied Medical Information Agency (PIA), shall encourage local
Education and
Partnerships media outlets to launch a media campaign on
Communicati Education
IEC materials tuberculosis control, treatment and management,
on (IEC) Programs, Basic
Materials Education, and using all forms of multimedia and other electronic
Development Media Campaign means of communication.”
PhilSTEP1 ACHIEVE “Engage local government units on multi-sectoral
- Stakeholders' Strategy 7 implementation of TB elimination plan”
Stakeholders' Bold Policies “Engagement of communities, civil society
meeting WHO End TB
Meetings and Supportive organizations, and public and private care
- Meeting Reports by 2030
Framework Systems providers”
DOH-NOH Strategic Goal 1 The health sector will sustain gains and address
2017-2020 new challenges especially in maternal, newborn
- Reviewed Regional and child health, nutrition, communicable disease
SCM reports elimination, and Noncommunicable Disease (NCD)
- Reviewed prevention and treatment…”
Preparation of
Commodity PhilSTEP1 ACHIEVE “Enforce standards on TB care and prevention and
Allocation List
Requests Strategy 5 use of quality products”
- Annual Procurement TB Law Regulation on “the Food and Drug Administration (FDA) shall
Plan/Allocation List sale and use of strengthen its implementation of the “No
TB Drugs prescription, No anti-TB drugs” and shall ensure
the quality of TB drugs in the market”
Supply Chain
DOH-NOH Strategic Goal 1 The health sector will sustain gains and address
Management
2017-2020 new challenges especially in maternal, newborn
- Reviewed BAC and child health, nutrition, communicable disease
documents elimination, and Noncommunicable Disease (NCD)
Attendance to
- BAC prevention and treatment…”
BAC
Conferences/Meetin PhilSTEP1 ACHIEVE “Enforce standards on TB care and prevention and
Conferences/
gs BAC Strategy 5 use of quality products”
Meetings
endorsement TB Law Regulation on “the Food and Drug Administration (FDA) shall
documents sale and use of strengthen its implementation of the “No
TB Drugs prescription, No anti-TB drugs” and shall ensure
the quality of TB drugs in the market”
Procurement - Procurement DOH-NOH Strategic Goal 1 The health sector will sustain gains and address
 32

Value Chain Strategy

Functions Output Strategy Alignment
Element Document
Management Documents 2017-2020 new challenges especially in maternal, newborn
and - Inventory and child health, nutrition, communicable disease
Monitoring Management elimination, and Noncommunicable Disease (NCD)
Reports prevention and treatment…”
- Commodity Request PhilSTEP1 ACHIEVE “Enforce standards on TB care and prevention and
Documents Strategy 5 use of quality products”
- Allocation List for TB Law Regulation on “the Food and Drug Administration (FDA) shall
Additional sale and use of strengthen its implementation of the “No
Commodities TB Drugs prescription, No anti-TB drugs” and shall ensure
- SCM Report the quality of TB drugs in the market”
- Training Needs TB Law Research, “DOH to conduct basic and clinical research,
Assessment (TNA) Demonstration pursue demonstration projects to generate
Training
results Projects, evidences, conduct clinical skills improvement
Needs
- Training Needs Education and activities for health providers, support model
Analysis
Analysis (TNA) Training centers, and collaborate with local or foreign
Report organizations for technical and funding support”
TB Law Strengthened “strengthen the CHDs in the provision of health
- Learning Materials Regional CHDs services to eliminate TB through the provision of
Design in the Provision free laboratory services in DOH-retained hospitals,
- Training Design of Health provision of free drugs in the local health centers,
- Training Course Services to adoption of educational program on preventing
Course Eliminate TB spread of TB, capacity building of health providers
Evaluation
Capacity Development for both public and private hospitals, and extensive
Workshops
Building and proper monitoring of TB cases.”
- Approved Training
Course WHO End TB Intensified “Discovery, development and rapid uptake of new
by 2030 Research and tools, interventions and Strategies”
Framework Innovation
TB Law Strengthened “strengthen the CHDs in the provision of health
Provision of - Program Materials Regional CHDs services to eliminate TB through the provision of
Technical and Presentation in the Provision free laboratory services in DOH-retained hospitals,
Assistance to Decks of Health provision of free drugs in the local health centers,
DOH- - Program Trainings Services to adoption of educational program on preventing
Regional and Workshops Eliminate TB spread of TB, capacity building of health providers
Offices - Post-activity Reports for both public and private hospitals, and extensive
and proper monitoring of TB cases.”
- M&E Indicators TB Law Strengthened “improve the capability of the existing National
Monitoring - M&E Data National and and Regional Coordinating Committees in ensuring
Monitoring
and - DQC Reports Regional efficiency in the implementation, monitoring and
and Evaluation
Evaluation - M&E Database Coordinating evaluation of the Philippine plan of action and in
- M&E Reports the coordination of efforts of various sectors”
 33

Annex 5

IDO-NTP Workload Components, Activity Standards, and Allowance Factor

1. ADMINISTRATIVE SUPPORT BAND (AO II, AA IV, AO III, AA III)

Workload Group 1 : Core Activities

List of workload components Activity standards Annual workload
statistics

1 Consolidate admin and program data 120 min/program data 12

consolidation
2 Manage logistics, supplies, and equipment 91.11 min/logistics 324
management
3 Provide administrative support to program- 1,265.05 min/admin support 107
related processes provision

4 Prepare admin documents and forms 30 min/HR and admin 960

document
5 Support to meetings 720 min/ support to meeting 24

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1
 34

II. TECHNICAL SUPPORT BAND

Workload Group 1 : Core Activities

List of workload components Activity standards Annual workload
statistics

1 Encode and update program data 822.86 min/program data 84

encoding
2 Administer program-related processes 1,731.72 min/program 116
(Facilitate/conduct) process
3 Collect program-related data 1,044.36 min/program data 101
collection
4 Perform data management activities 702.22 min/data 54
management activity
5 Draft program plans and technical documents 1,003.33 min/draft program 72
plan or technical document
6 Draft program reports 1,084.29 min/program report 56

7 Draft admin documents 150 min/HR and admin 48

document
8 Assist and participate in program-related 1,020.63 min/ assistance and 95
meetings participation
9 Facilitate program-related activities 1,680 min/facilitation 24
10 Formulate and review program plans and 144 min/review and 35
technical documents formulation
11 Review technical reports 960 min/review 4

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week
 35

III. TECHNICAL PROFESSIONAL BAND

Workload Group 1 : Core Activities

List of workload components Activity standards Annual workload
statistics

1 Write policies, guidelines, and issuances 720 min/policy document 12

2 Draft program reports 931.76 min/ 34
program report
3 Facilitate program-related activities 810.77 min/ 156
program activity facilitation
4 Formulate and review program plans and 510.23 min/technical 131
technical documents document

5 Participate in program-related meetings 360 min/program-related 10

meeting

6 Review technical reports 508.62 min/technical report 109

7 Review admin documents 10.37 min/HR and admin 972

document review

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation
 36

IV. SUPERVISORY BAND

Workload Group 1 : Core Activities

List of workload components Activity standards Annual workload
statistics

1 Check and approve admin documents45 3.75 min/approval of HR and 960

admin documents

2 Review and endorse technical reports 46 74.08 min/technical report 98

3 Assess and endorse technical documents47 79.4 min/technical document 133
48
4 Facilitate program-related activities 560 min/program-related 24
activities
5 Participate in program-related meetings 49 218.57 min/program-related 56
meeting
6 Formulate and review program plans and 240 min/formulation and 1
technical documents review

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 64 hours/year

2 Staff supervision 30 min/day coaching, mentoring
3 Supervisory HR activities 48 hrs/yr recruitment of staff,
performance
management (IPCR,
DPCR), staff
orientation, talent
review
4 Program Implementation Review (PIR) 24 hrs/yr
5
Team building activity 8 hrs/yr

6 General administrative activities 1.5 hrs/day e-mail, calls, etc.

7 Attend internal meetings 12 hrs/ month bureau, division
8 Technical Working Group (TWG) 8 hrs/month
representation

45
Admin documents: vouchers, purchase orders, purchase requests, payment vouchers
46
Technical reports: TB program reports, research progress reports, policy research progress reports, budget utilization reports, meeting reports, Training Needs
Analysis (TNA) Report, Program Materials and Presentation Decks, post-activity reports
47
Technical documents: research agenda, research protocols, policy and standards issuances, position papers, policy review, policy research protocols, policy notes,
strategic plan, operational plan, catch-up plans, communication plans, IEC materials, allocation list, BAC documents,
48
Program-related activities: program trainings and workshops
49
Program-related meetings: policy and standards consultation meeting, strategic plan consultation meetings, communication plan development workshop,
stakeholder’s meeting, BAC conferences/meetings, training course evaluation workshops
 37

Annex 6
Workload Components, Activity Standards, and Allowance Factor by Unit

I. ADMINISTRATIVE SUPPORT BAND (AO II, AA IV, AO III, AA III)

A. Administrative Support Services

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
91.11 min/logistics
1 Manage logistics, supplies and equipment 324
management
2 Prepare admin documents and forms 30.00 min/admin document 960
Provide administrative support to program- 480.00 min/program-related
3 12
related processes process

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1

B. Advocacy and Partnerships

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Provide administrative support to program- 553.85 min/program-related
26
related processes process
2 Support to meetings 720.00 min/support to meeting 24
 38

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1

C. Capacity Building
Workload Group 1 : Core Activities
Annual
Workload Component Activity standards workload
statistics
1 Consolidate admin and program data 1,440 min/consolidation 1
2 Provide administrative support to program- 3, 000 min/program-related
16
related processes process admin support

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1
 39

D. Data, Knowledge Management, and Research

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Provide administrative support to program- 960 min/program-related
16
related processes process admin support

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1

E. Policy and Plans Development, Finance Management, and Standards

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Provide administrative support to program- 37 min/program-related
23.35
related processes process admin support
 40

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Staff & outsourced services supervision 30 min/day

2 Administrative HR activities 5 hours/year IPCR
3 Program Implementation Review (PIR) 24 hours/year
4 Team building activity 8 hours/year
5 General administrative activities 2 hours/day e-mail, calls, face to
face, receiving and
dispatching letters,
etc.
6 Attend internal meetings 10 hours/month division, team
7 Records Management 8 hours/week filing of documents

Workload Group 3: Additional Activities

Individual Number
Workload components Activity details
allowance factor of staff
1 Prepare and follow up vouchers 2 hours/week 2
2 Prepare travels 2 hours/week 2
3 ISO documentation 3 hour/month 2
4 Coordination with DOH-General Services 48 hrs/yr 1

1I. TECHNICAL SUPPORT BAND

A. Administrative Support Services

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Draft HR and admin documents 48 150.00

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week
 41

B. Advocacy and Partnerships

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Draft admin documents 150 min/draft admin 48
document
2 2880 min/ program-related
Administer program-related processes process 1
3 Assist and participate in program-related 600 min/ program-related
meetings meeting 48
4 Draft program plans and technical 960 min/ program plan and
documents technical document 10

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

C. Capacity Building
Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 3634.29 min/ program-related
Administer program-related processes processes 28
2 Draft program plans and technical 1,440 min/program plans and
documents technical document 8
3 Draft program reports 1,476.92 min/ program report 13
4 1,920 min/ data management
Perform data management activities activity 1
 42

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

D. Data, Knowledge Management, and Research

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 240 min/program-related
Administer program-related processes process 48
2 Assist and participate in program-related 2,400 min/program-related
meetings meeting 24
3 Collect program-related data 1,440 min/collection 12
4 Draft program plans and technical 960 min/program plan and
documents technical document 1
5 Draft program reports 840 min/program report 24
6 Encode and update program data 822.86 min/encoding 84
7 Facilitate program-related activities 1,680 min/facilitation 24
8 Perform data management activities 720 min/data management 36

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

E. Monitoring and Evaluation

 43

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Collect program-related data 24,480 min/collection 2
2 Draft program plans and technical
documents 960 min/draft 12
3 Draft program reports 960 min/draft 12
4 1,440 min/data
Perform data management activities management activity 2

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

F. Policy and Plans Development, Finance Management, and Standards

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Administer program-related processes 4,160 min/administration 18
2 Assist and participate in program-related
meetings 480 min/assistance 19
3 Collect program-related data 580 min/collection 36
4 Draft program plans and technical
documents 942.44 min/draft 41
5 Draft program reports 1,405.71 min/draft 7
6 Formulate and review program plans and 960 min/formulation and
technical documents review 1
7 480 min/data management
Perform data management activities activity 15
8 Review technical reports 960 min/review 4

Workload Group 2: Support Activities

 44

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

G. Supply Chain Management

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 21 min/ program-related
Administer program-related processes processes 468.57
2 Assist and participate in program-related 4 min/ program-related
meetings meetings 360.00
3 Collect program-related data 51 min/collection 360.00
4 Formulate and review program plans and
technical documents 34 min/formulation and review 120.00

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 400 hours/year

2 Staff & outsourced services supervision 30 min/day
3 Administrative HR activities 5 hours/year IPCR
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 1 hour/day e-mail, calls, etc.

7 Attend internal meetings 12 hours/month division, team
8 Records management 2 hours/week

III. TECHNICAL PROFESSIONAL BAND

A. Administrative Support Services

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Review HR and admin documents 10.37 min/admin document 972
 45

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

B. Advocacy and Partnerships

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Facilitate program-related activities 843.24 min/program-related
activity 37
2 Formulate and review program plans and
technical documents 672 min/technical document 10
3 Review technical reports 240 min/technical report 24

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

C. Capacity Building
 46

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Facilitate program-related activities 3,104 min/program-related 30
activity
2 Formulate and review program plans and 2,080 min/technical document 24
technical documents
3 Review technical reports 1,008 min/technical report 10

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

D. Data, Knowledge Management, and Research

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Draft program reports 720 min/program report 24
2 Facilitate program-related activities 960 min/program-related 48
activity
3 Formulate and review program plans and 1,440 min technical document 1
technical documents
4 Review technical reports 720 min/technical report 24

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
 47

5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

E. Monitoring and Evaluation

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Collect program-related data 24,480 min/program-related data 2
2 Facilitate program-related activities 720 min per/program related- 12
activities
3 Review technical reports 480 min/technical report 24

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

F. Policy and Plans Development, Finance Management, and Standards

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Draft program reports 864 min/program report 10
2 Facilitate program-related activities 851.61 min/program-related
31
activities
3 Formulate and review program plans and 526.45 min/technical
31
technical documents document
4 Review technical reports 672 min/technical document 10
5 Write policies, guidelines, and issuances 720 min/policy 12
 48

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation

G. Supply Chain Management

Workload Group 1 : Core Activities

Annual
Workload Component Activity standards workload
statistics
1 Facilitate program-related activities 331.43 min/program-related 21
activity
2 Formulate and review program plans and 196.07 min/technical 112
technical documents document
3 Participate in program-related meetings 360 min/program-related 10
meeting
4 Review technical reports 240.00 min/technical report 17

Workload Group 2: Support Activities

Workload components Category allowance factor Activity details

1 Attend stakeholders’ meetings 208 hours/year

2 Staff supervision 1 hour/day
3 Supervisory HR activities 34 hours/year recruitment of staff,
performance
management (IPCR),
staff orientation
4 Program Implementation Review (PIR) 24 hours/year
5
Team building activity 8 hours/year

6 General administrative activities 2 hours/day e-mail, calls, etc.

7 Attend internal meetings 16 hours/ month division, team
8 Technical Working Group (TWG) 4 hours/week
representation
 49

Annex 7

Screenshot of WISN Projected Staff by Cadre

 50

Annex 8
Screenshot of WISN Projected Staff by Functional Unit and Cadre

NTP Technical Professional Band

NTP Technical Support Band

NTP Administrative Support Band

 51

Annex 9

IDO-NTP Gender Analysis

It is worth noting that although this WISN analysis was limited to the positions under IDO and the NTP for its calculations, the
other programs under IDO may gain insight into their own units and how they are best organized and staff from the obtained results
and recommendations.

Aside from workload, there are observations using gender analysis that provides workforce-related insight. Women’s share of
employment is high in the DPCB –IDO with staff composed of 68% women and 32% men. However, between female and male staff,
there is a bigger share of plantilla (permanent) positions among men than women (not in absolute number). More than half of men in
the DPCB-IDO are in plantilla positions, while only a third of women are in plantilla positions:

Position classification refers to plantilla and contractual positions. Total bar stocks for position classifications are based on percentage share of gender, not absolute
value.
Source: DOH DPCB

Figure 6. Distribution of DPCB-IDO personnel by gender and position classification

In terms of the gender pay gap, we compare the composition of women and men at DPCB in five equal categories (quintiles) of
salary grades (SG) from SG 1 to SG 27. The highest share among female staff in the IDO belong in the 2nd quintile (SGs 7-11).
Among all, the salary grades, the 2nd quintile is the least paid category. On the other hand, the last quintile (SGs 22-27), this has the
highest share among male staff in the IDO. It is important to note though that this percentage share is calculated for the sum
between the genders and not compared in absolute number. For example, within the IDO, at the highest paid quintile, 24% among
women (n=7) is higher than 60% among men (n=6). But the percentage share provides a better comparative perspective on the
gender gap based on where the share of women or men belong to a particular salary grade category, as all shown below:
 52

Salary Grade (SG) Quintiles (Q) are as follows: Q1: SG 1-6, Q2: SG 7-11; Q3: SG 12-16; Q4: SG 17-21; Q5: SG 22-27. Total bar stocks are based on percentage
share of gender, not absolute value. Missing data for 4 men and 1 woman. Min: SG 9; Max: SG 25.
Source: DOH DPCB

Figure 7. Distribution of DPCB-IDO personnel by gender and salary grades in quintiles

The occupational gender segregation in the bureau can be analyzed by comparing where women and men’s percentage share are
found for each division in IDO. The IDO has two divisions: the Infectious Disease Control and Prevention Division (IDCPD) and the
Infectious Disease Elimination Division (IDED):

Total bar stocks are based on percentage share of gender, not absolute value. Highest share = division with highest % per gender. Least share = division with
lowest % per gender.
Source: DOH DPCB

Figure 8. Distribution of DPCB-NTP personnel by gender and division

There is not much implication when analyzing for the gender segregation in the IDO. For both women and men in the IDO, the
highest share for staff is found in the third category: those working in both the IDCPD and IDED.
 53

About HRH2030
USAID HRH2030 strives to build the accessible,
available, acceptable, and high-quality health workforce
needed to improve health outcomes.

Goal
To build the capacity of the Government of the
Philippines towards a strengthened health workforce to
improve family planning, maternal and child health
A nurse at Datu Sakilan Memorial Hospital in Bongao, Tawi-tawi, a USAID (FP/MCH), and tuberculosis (TB) services.
pilot site for staffing and workload analysis, administers medication to
patients. Photo Credit: Blue Motus/Chemonics International

Program Objectives
Global Program Partners
1. Improve health workforce planning and systems
– Chemonics International with a focus on FP/MCH and TB.
– American International Health Alliance (AIHA) 2. Strengthen FP/MCH and TB performance
– Amref Health Africa management and development.

– Open Development 3. Advance the use of data for human resources for
health decision-making at central and regional
– Palladium levels.
– ThinkWell
– University Research Company (URC)

Target Areas
Department of Health (DOH) central level and select
regional and service delivery network pilot sites.

www.hrh2030program.org
This material is made possible by the generous support of the American people
through the United States Agency for International Development (USAID) under the
terms of cooperative agreement no. AID-OAA-A-15-00046 (2015-2020). The
contents are the responsibility of Chemonics International and do not necessarily
reflect the views of USAID or the United States Government.
© Chemonics 2019. All rights reserved.

@HRH2030Program @HRH2030
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