Resources For Human Health

The Philippines Human
Resources for Health

Master Plan
2005-2030
Kenneth G. Ronquillo, MD
Director, Health Human Resource
Development Bureau
Department of Health, Philippines
Human Resource for Health Master Plan 2005-2030 10 1

I. Introduction:
What is the Philippine HRH Masterplan?

A long term strategic plan that:
• Provides a framework for phased
operational planning;
• Describes short , medium, and long term
strategies that may still be refined;
• Dynamic plan that can be evaluated and
revised between phases;
• Utilizes various planning tools like SWOT
analysis, LFA, workforce planning
software;
• Allows customized responses of partner
stakeholders.

I. Introduction:
Goal 1: This plan will ensure that Philippine health

services have an effective and well-motivated
workforce and are appropriately managed.
These services should have:

– The right number of people,
– With the right category,
– Having the right skills,
– And the right motivation and attitude,
– Working in the right place,
– At the right time,
– Under the right working conditions,
– Doing the right work,
– At the right cost..

I. Introduction:
Goal 2 : Develop and install HRHMD systems that will

support Health Sector Reforms
– Human Resource for Health Master Plan

– Job Analysis and organizational & job role
competencies
– Career Development and Management
Subsystems
– Strategic Capacity Enhancement Programs
– Human Resource for Health Information
System

II. Situational Analysis
Weak Health System
Increased
Increased
Migration
Migration
of Health
Low of
professionals
Health
Quality
11. Inequitable
Inequitable 5. Other
Other health
health
distribution of health professionals going
Low
Low
professionals into nursing
Productivity
Productivit
y of
of Health
Health
Professiona
Profession
Variable cost of Proliferation of all Dissatisfactio
Dissatisfaction Inappropriate
health sciences substandard schools n or outdated
10 Inadequacy in Salaries of
education (eg. nursing schools) skill and skill
Budgeted Items 6.Poor Working resident
mix
for HRH resource Conditions; doctors and
4.Compensation:
in government Lack of system Limited Career nurses pale
Low; Large gap
and private for local 7. No rational Progression in
exists between HR Standards
facilities at the recruitment and basis for opening Opportunities; comparison
salaries of outdated or
provincial and deployment of health science Unfavorable terns to
government and inappropriate
municipal levels schools of employment professional
private based
s in other
health workers
sectors
Lack of integrated HRH systems in general: Information system, HRH development, compensation/ benefits/ incentives, production, regulation,
deployment/ placement, utilization, monitoring/ evaluation, policy and standard development, HRH planning
Functions of organizations with HR Inadequate HRH

National HHRD Plan Management Systems
roles are not integrated
(DOH, PRC. CHED, DBM, POEA, of 1994 not
DOLE, DILG, TESDA, Private implemented
Hospitals)
2. Weak HRH info 3. Lack of Operations

system to support other Research to
HR systems (eg. health rationalize HR
1. No integrated policies on HHR
facilities, HRH stock standards
and needs)

Philippine Human Resource for Health Context

No Rational Basis for Opening of Schools
(CHED, 2005)

(CHED, 2005)

(CHED, 2005)

(CHED, 2005)

(CHED, 2005)

(CHED, 2005)

Stock of Filipino Health Workers
Table 1. Distribution of Health Workers Produced in the Philippines, 1998
Government Abroad Private Others Total
Nurses
9778 39174 nd 214959 263911
Dentists
1963 242 10513 18320 31038
Doctors
7671 495 18425 38546 65137
Pharma.
229 302 nd 28324 28855
Midwives
15893 1196 nd 103412 120501
MedTech
1560 2090 nd 27396 31046
OT/PT
76 3300 nd 2602 5978

Health Professional Outflows
Fig. 1 Number of Selected Health Workers Who Left the

Country and Worked Abroad, 1998-2003
DENTISTS
20000
DIETITIANS AND PUBLIC

18000 HEALTH NUTRITIONISTS
16000 DOCTORS MEDICAL
14000
MIDWIVES
Number
12000
NURSES
10000
OPTOMETRISTS AND
8000
OPTICIANS
6000 PHARMACISTS
4000
PHYSIOTHERAPISTS AND
2000 OCCUPATIONAL
THERAPISTS
TECHNICIANS MEDICAL
0 X-RAY
1998 1999 2000 2001 2002 2003
CAREGIVERS AND
Year CARETAKERS

Table 3 Regional Distribution of Health Human Resources Employed in the Government Sector: Philippines 2002
Health Human Resources in Government
Region Doctors Dentists Nurses Midwives
CAR 85 33 159 579
NCR 658 540 745 1,165
Reg. 1 158 96 203 1033
Reg. 2 175 58 267 801
Reg. 3 297 161 382 1,573
Reg. 4 350 256 648 2,282
Reg. 5 190 85 338 1026
Reg. 6 226 112 433 1,791
Reg. 7 229 115 379 1,473
Reg. 8 153 109 233 887
Reg. 9 90 55 196 675
Reg. 10 99 71 189 803
Reg. 11 79 71 161 791
Reg. 12 84 32 158 671
ARMM 69 23 99 371
CARAGA 79 54 130 613
Phil. 3021 1871 4720 16534
SOURCE: 2004 Philippine Statistical Yearbook National Statistical Coordination Board

Table 4. Urban-Rural Distribution of Health Human Resources Employed in the Government Sector: Philippines 1997
Health Human Resources in Government
Medical
Doctors Dentists Nurses Midwives Pharmacists PT/OT* BHW**
Technologists
Urban 3536 (47%) 901 (45%) 4067 (42%) 485 3762 126 60 28942
NCR 2759 (36%) 640 (33%) 3094 (32%) 356 (23%) 1552 (10%) 117 (51%) 54 (71%) 4218 (2%)
Reg. 4 777 (11%) 261 (12%) 973 (10%) 129 (9%) 2210 (14%) 9 (4%) 6 (6%) 24724 (15%)
Rural 4135 (53%) 1062 (55%) 5711 (58%) 1075 (68%) 12131 (76%) 103 (45%) 16 (23%) 140558 (83%)
CAR 248 (3%) 50 (3%) 325 (3%) 48 (3%) 597 (4%) 6 (3%) ND 5283 (3%)
Reg. 1 324 (4%) 94 (5%) 430 (4%) 34 (2%) 1026 (6%) 5 (2%) 1 (1%) 19068 (11%)
Reg. 2 246 (3%) 69 (4%) 417 (4%) 61 (4%) 866 (5%) 9 (4%) 1 (1%) 7870 (5%)
Reg. 3 497 (6%) 161 (7%) 626 (6%) 156 (11%) 1342 (8%) 7 (3%) ND 9055 (5%)
Reg. 5 426 (6%) 81 (4%) 428 (4%) 132 (8%) 1012 (6%) 6 (3%) 4 (5%) 11222 (7%)
Reg. 6 454 (6%) 129 (7%) 696 (7%) 65 (4%) 1586 (10%) 11 (5%) 3 (4%) 21204 (13%)
Reg. 7 530 (7%) 115 (6%) 807 (8%) 161 (10%) 1391 (9%) 13 (6%) 2 (3%) 14910 (9%)
Reg. 8 291 (4%) 92 (5%) 371 (4%) 91 (6%) 821 (5%) 10 (4%) 2 (3%) 16307 (10%)
Reg. 9 231 (3%) 59 (3%) 368 (4%) 97 (6%) 748 (5%) 7 (3%) 1 (1%) 7132 (4%)
Reg. 10 216 (3%) 62 (3%) 362 (4%) 83 (5%) 759 (5%) 3 (1%) 1 (1%) 10991 (6%)
Reg. 11 320 (4%) 34 (2%) 315 (3%) 39 (3%) 348 (2%) 17 (7%) 3 (4%) 3707 (2%)
Reg. 12 187 (2%) 36 (2%) 270 (3%) 51 (3%) 625 (4%) 9 (4%) ND 3693 (2%)
ARMM 89 (1%) 28 (1%) 149 (2%) 22 (1%) 402 (3%) ND ND 2244 (1%)
CARAGA 76 (1%) 52 (3%) 147 (2%) 35 (2%) 608 (4%) ND ND 7872 (5%)
Phil. 7671 (100%) 1963 (100%) 9778 (100%) 1560 15893 229 76 169500

HRH Compensation
Figure 2. Average Monthly Wage Rates of Private Medical and Other Health
Professionals
14000
12000
Wage Rates (in pesos)
Medical Doctors
10000
Medical
8000
Technologists
PTs/Ots/SPs
6000
4000 Professional
Nurses
2000 Professional
Midwives
1997 1999 2002
Year

II. Situational Analysis Summary:
Strengths / Opportunities
1. Presence of Organizations with HRH

functions and existence of informal ties
2. DOH: Ability to solve HRH problems that
surface
3. New emphasis on HRH globally and
nationally
4. Competitiveness of Health Sciences
Professions; Popularity of Health Sciences
programs over other professional programs

II. Situational Analysis Summary:
Weaknesses and Threats
1. Government organizations have fragmented

HRH functions
2. Non- integrated organizational policies
3. No evidence-based staffing standards–
politicized, limited and outdated
4. Contractualization of HRH: Job Order, Labor
List
5. Lack of Functional HRH systems in general
6. Inequitable distribution of HRH
7. Inadequately budgeted items for HRH

Workforce projections for various health
professions for 2005-2010 Philippines
Years MDs RNs DMD MW Pharm MT PT OT
2005 17,797 170,423 8,629 17,338 53,931 5,670 6,639 5,195
2006 18,107 173,386 8,779 17,639 54,869 5,770 6,801 5,274
2007 18,422 176,404 8,932 17,945 55,824 5,872 6,965 5,358
2008 18,743 179,476 9,087 18,257 56,796 5,975 7,131 5,447
2009 19,069 182,604 9,246 18,574 57,786 6,080 7,300 5,539
2010 19,402 185,788 15,954 18,897 58,794 6,187 7,470 5,634
Average 18,590 178,013 10,104 18,108 56,333 5,926 7,051 5,408

Surplus /Deficits in HRH based on workforce
projections for various health professions for
2005-2010 Philippines
2005 33,641 53,070 30,946 104,387 (25,463) 33,957 19,453 (3,033)
2006 26,247 42,617 33,768 105,675 (28,008) 33,346 26,001 (3,592)
2007 20,764 33,257 36,588 106,958 (29,829) 32,936 32,546 (3,818)
2008 16,526 24,432 39,404 108,235 (31,356) 32,686 39,089 (4,002)
2009 13,146 16,090 42,218 109,507 (32,741) 32,564 45,631 (4,159)
2010 10,386 8,182 45,029 110,773 (34,041) 32,546 52,170 (4,298)
Average 20,118 29,608 37,992 107,589 (30,240) 33,006 35,815 (3,817)

Cost projections (Training) for various health
professions for 2005-2010 Philippines (in
Billions Php)

2005 1.28 0.795 0.825 0.072 0.144 0.439 1.02 0.083
2006 1.38 0.858 0.891 0.078 0.155 0.474 1.10 0.089
2007 1.49 0.927 0.962 0.084 0.168 0.512 1.18 0.096
2008 1.61 1.00 1.04 0.091 0.181 0.553 1.28 0.104
2009 1.74 1.08 1.12 0.098 0.196 0.597 1.38 0.112
2010 1.88 1.17 1.21 0.106 0.211 0.645 1.49 0.121
Average 1.56 0.972 1.01 0.088 0.176 0.537 1.24 0.101

Cost projections (Salaries) for various health
professions for 2005-2010 Philippines (in
Billions Php)

2005 14.7 67.0 5.62 11.1 6.79 4.97 3.09 0.281
2006 13.0 66.9 6.22 11.6 6.60 5.06 4.00 0.233
2007 11.9 66.9 6.86 12.1 6.58 5.17 4.97 0.223
2008 11.0 67.0 7.53 12.6 6.63 5.30 5.98 0.219
2009 10.3 67.2 8.23 13.2 6.72 5.46 7.06 0.217
2010 9.85 67.6 8.96 13.7 6.84 5.63 8.19 0.219
Average 11.8 67.1 7.24 12.4 6.69 5.26 5.55 0.232

The Human Resource for
Health Master Plan
Human Resource for Health Master Plan 2005-2030 10

III. HRH Master Plan
Planning Bases
1. UN Millennium Development Goals

2. Medium Term Development Plan NEDA 2005-2010
3. Health Sector Reforms (Governance, Service Delivery,
Regulations, Health Care Financing)
4. Devolution
• Inter-local Health Zones
5. Health Needs (Disease Patterns; Triple burden of Disease)
6. Health financing (Philhealth, commercial, community)
7. Domestic HRH demand based on socio-demographic trends
8. Foreign HRH demand based on known demand trends
9. Regulatory standards e.g. AO 70, AO 147
10. National Health Plan 1994-2020

III. HRH Master Plan
Planning Assumptions
1. Implementation of Health Sector Reforms until 2030

2. Workforce plans based on following requirements:
a. population
b. equitable distribution based on needs, geographic characteristics
and socio-economic factors
c. Regulatory standards
3. Phased HRHD planning feasible

a. 12 HRH categories covered in phase I
(MDs, NSEs, MWs, MTs, PT/OTs, Dents, Pharms, Nut Diet,
Opto, CVHWs, HCgivers)
b. 11 HRH categories covered in phase II
4. Each HRH category is assumed to have possible multiple roles
as clinicians, educators and researchers
5. Rationalization among government agencies (EO 366 is
implemented)

Phase I 2005-2010
1. Ensure equitable distribution of HRH

2. Manage HRH Migration
3. Install critical basic HR systems
• HRH Information System
• Job Analysis and Competency Development
• Career Development and Management
• Capacity Enhancement
4. Training for Workforce Plan Validation
5. Policy Development
6. Monitoring of Phase 1 progress

Phase II 2011-2020
1. Expand and institutionalize HRH Systems

• HRH Planning
• CDMS Systems (Individual Career Plan, Career
Path, Succession Plan, Retention Plan)
• Competency Development & Proficiency
Assessment
2. Establish Public-Private Partnerships
3. Promote development of quality schools
and health facilities
4. Maintain an integrated HRHIS
5. Policy Development
6. Monitoring of Phase II progress
Phase III 2021-2030
1. Implement CDMS in public and private

sectors
2. Maintain and monitor HRH Systems
implementation
3. Evaluate attainment of the goals of
HRHMP
4. Synthesize results of HRHMP monitoring
and evaluation
5. Plan for the next HRHMP

WHO BIENNIUM HUMAN
RESOURCE MANAGEMENT &
DEVELOPMENT PROJECT
COMPONENTS

Competency-Based Job Analysis
(CBJA): Component Outputs
• Competency Model for CHD, DOH

Hospitals, LGU Managed Health
Facilities
• Competency-Based Job Descriptions for 772
plantilla positions in CHDs, medical centers,
regional, provincial and district hospitals,
provincial and city health offices, and RHUs
(in addition to the 1224 JDs established by
HHRDB)
• Proposed CHD structure

Career Development and Management System
(CDMS): Subsystems and Outputs
Personal Vision & Corporate Vision&

Mission Individual Mission Competency
Attributes and Requirements HR
Competencies Forecast
Individual Career Planning Succession Planning

Career Pathing Retention Planning
- Sourcebook Development - HRHIS CDMS variables

- Proficiency Assessment - Competency Assessment
Tool (PAT)
- Training and Development
- Competency Standards Plan and Interventions including
Development for 1st, 2nd Fellowship Guidelines
and 3rd level positions
Capacity Enhancement Program for DOH
Representatives (CEP):
Training and Development System
Outputs:
• Phase I - Training and Development Plan for

DOH Representatives
• Phase II – Conduct of Training and

Development Intervention for 400 DOH
Representatives

Human Resource for Health Information
System (HRHIS) doh.gov.ph/hrhis
• Components
• Employee records
• Job information
• Competency assessment
• Performance management
• Learning and development
• Plantilla position management
• HRH projections of professional categories
• Scope of work
• To install and implement enhanced HRHIS at all levels of
health service management and provision
• To establish electronic connections among DOH-Central
Office, Centers for Health Development, Hospitals and
Local Government Units

The Proposed HRH DTI
Implementing
Organization
Domestic
Funding
Deployment
PHIC/
DOLE &
International
League of NGOs
DOF Donors like
Municipalitie
WHO
s and Cities
POPCOM Planning, PITAC

Resource Mgmt,
Coordination ,
Int’l Champion Regulation
Deployment DOH PRC,
BLHD, Professional
HHRDB,,IMS, Regulatory
POEA, DFA Boards,
HPDPB, BIHC,
& OWWA BHFS, NCFHD CHED,
TESDA &
PHIC Data
source:
DILG Partners LGU’s
Retention, Proposed Production
Compensa- Academe &
Implementers of the
tion & Plan Accredited
Career Dev’t Professiona
DBM, PHA &
l
LGUs
Organization
s
Support &
coordinating
CSC
NEDA agencies

Preconditions to HRH Support Systems
• Available health workforce organized into health

care teams, and equitably distributed
• Organizational issues addressed
• Collaborative and coherent policy making and
program management
• Critical HRH issues addressed while systems are
developed
• Strong political will

HRH Support Systems
National and local HRH support systems

• HRH Information System (HRHIS)
• Workforce Planning , staffing and budgeting
• HRH production and deployment Components
Organizational HRH Support Systems
• Job Design and evaluation
• Recruitment, Selection, Retention
• Job pricing and the Rewards System
• Career development and management system
• Employee training and development
• Labor Relations and Discipline
• Occupational Health Programs
• Succession planning

Strategic Thrusts: National and Local
• Production of quality, relevant and highly

motivated workforce
• Equitable distribution of human resources in
areas of need
• Maximizing HRH productivity and efficiency
• Maintaining health teams with the right skill mix
• Monitoring and evaluation
• Retention, and support systems

Strategic Thrusts:
Organizational/Institutional
• Human resource acquisition and placement

• Maximize human resource productivity
• Retain human resources
• Strategic separation

Policy Goals and Directions
• Equity in the distribution and deployment of

health workers in the domestic market
• Effectiveness in production, domestic deployment
and international HRH migration management
• Efficiency in migration management schemes
such as brain circulation
• Efficiency in productivity enhancement
• Security and development in HRH positions

Thank you!
Human Resource for Health Master Plan 2005-2030 10


2011 19,741 189,031 10,949 19,226 59,820 6,296 7,642 5,731
2012 20,085 192,333 11,141 19,561 60,865 6,406 7,817 5,830
2013 20,436 195,695 11,335 19,902 61,929 6,519 7,994 5,932
2014 20,794 199,118 11,534 20,249 63,012 6,633 8,173 6,036
2015 21,158 202,603 11,735 20,603 64,115 6,749 8,354 6,142
2016 21,529 206,152 11,941 20,963 65,238 6,867 8,538 6,250
2017 21,906 209,766 12,150 21,329 66,382 6,987 8,724 6,360
2018 22,290 213,447 12,364 21,702 67,546 7,109 8,913 6,472
2019 22,682 217,194 12,581 22,082 68,732 7,234 9,104 6,586
2020 23,080 221,010 12,802 22,469 69,940 7,360 9,297 6,702
Average 21,370 204,635 11,853 20,809 64,758 6,816 8,456 6,204

2021 23,486 224,896 11,599 22,863 71,170 7,488 9,493 6,820
2022 23,899 228,853 1,107 23,264 72,422 7,619 9,692 6,941
2023 24,320 232,883 5,604 23,673 73,697 7,752 9,893 7,064
2024 24,749 236,987 5,912 24,089 74,996 7,887 10,098 7,189
2025 25,185 241,166 1,963 24,513 76,318 8,024 10,304 7,316
2026 25,629 245,422 3,897 24,944 77,665 8,164 10,514 7,446
2027 26,082 249,756 3,036 25,384 79,037 8,306 10,727 7,578
2028 26,543 254,170 4,966 25,831 80,434 8,451 10,942 7,713
2029 27,013 258,666 2,094 26,287 81,856 8,598 11,161 7,850
2030 27,491 263,244 2,694 26,751 83,305 8,748 11,382 7,990
Average 25,440 243,604 892 24,760 77,090 7,900 10,421 7,391

Surplus /Deficits in HRH based on workforce projections
for various health professions for 2011-2020 Philippines

2011 8,085 666 47,837 112,033 (35,282) 32,612 58,707 (4,426)
2012 6,134 (6,498) 50,642 113,287 (36,478) 32,746 65,241 (4,548)
2013 4,452 (13,346) 53,444 114,535 (37,637) 32,935 71,774 (4,666)
2014 2,982 (19,910) 56,243 115,777 (38,767) 30,567 67,021 (4,782)
2015 1,664 (26,220) 59,039 117,012 (38,030) 30,292 71,521 (4,897)
2016 480 (32,303) 61,677 118,257 (37,646) 30,049 76,019 (5,013)
2017 (597) (38,185) 64,250 119,512 (37,520) 29,755 80,515 (5,130)
2018 (1,586) (43,887) 66,707 120,776 (37,588) 29,455 85,008 (5,247)
2019 (2,506) (49,431) 69,174 122,049 (37,803) 29,174 89,499 (5,367)
2020 (3,368) (54,835) 71,651 123,331 (38,129) 28,909 93,987 (5,489)
Average 1,574 (28,395) 60,067 117,657 (37,488) 30,649 75,929 (4,956)

Surplus /Deficits in HRH based on workforce
projections for various health professions for
2021-2030 Philippines

2021 (4,183) (60,118) 73,981 124,622 (38,541) 28,656 98,473 (5,612)
2022 (4,959) (65,296) 75,938 125,922 (39,020) 28,414 102,955 (5,737)
2023 (5,704) (70,383) 77,865 127,230 (39,552) 28,183 107,435 (5,865)
2024 (6,424) (75,394) 79,800 128,547 (40,127) 27,959 111,913 (5,995)
2025 (7,123) (80,547) 81,127 129,872 (40,738) 27,742 116,347 (6,128)
2026 (7,805) (86,177) 81,666 131,206 (41,656) 27,531 120,758 (6,262)
2027 (8,474) (91,766) 82,210 132,547 (43,060) 27,326 125,167 (6,399)
2028 (9,132) (97,325) 82,759 133,897 (44,489) 27,125 129,474 (6,539)
2029 (9,783) (102,862) 83,313 135,254 (45,943) 26,928 133,437 (6,681)
2030 (10,427) (108,387) 83,821 136,619 (47,421) 26,734 137,397 (6,826)
Average (7,401) (83,826) 80,248 130,572 (42,055) 33,791 118,336 (6,205)

professions for 2011-2020 Philippines (in Billions
Php)
2011 2.03 1.26 1.31 0.114 0.228 0.696 1.61 0.131
2012 2.19 1.36 1.41 0.123 0.246 0.752 1.74 0.142
2013 2.36 1.47 1.53 0.133 0.2.66 0.812 1.88 0.153
2014 2.54 1.59 1.65 0.144 0.591 0.877 2.03 0.165
2015 2.74 1.72 1.79 0.157 0.638 0.947 2.19 0.178
2016 2.96 1.85 1.94 0.171 0.689 1.02 2.37 0.193
2017 3.20 2.00 2.11 0.187 0.745 1.11 2.56 0.208
2018 3.45 2.16 2.29 0.204 0.804 1.19 2.76 0.225
2019 3.73 2.33 2.49 0.222 0.868 1.29 2.98 0.243
2020 4.03 2.52 2.70 0.242 0.938 1.39 3.22 0.262
Average 2.92 1.83 1.92 0.170 0.601 1.01 2.33 0.190

professions for 2021-2030 Philippines (in Billions
Php)
2021 4.35 2.72 2.93 0.264 1.01 1.50 3.48 0.283
2022 4.69 2.94 3.18 0.288 1.09 1.62 3.76 0.306
2023 5.07 3.18 3.46 0.313 1.18 1.75 4.06 0.330
2024 5.48 3.43 3.75 0.342 1.28 1.89 4.38 0.356
2025 5.91 3.70 4.07 0.372 1.38 2.05 4.73 0.385
2026 6.39 4.00 4.42 0.406 1.49 2.21 5.11 0.416
2027 6.90 4.32 4.80 0.442 1.61 2.39 5.52 0.449
2028 7.45 4.67 5.21 0.482 1.74 2.58 5.96 0.485
2029 8.05 5.04 5.65 0.525 1.87 2.78 6.44 0.524
2030 8.69 5.44 6.13 0.572 2.02 3.01 6.95 0.566
Average 6.30 3.94 4.36 0.400 1.47 1.47 5.04 0.410

Cost projections (Salaries) for various health
professions for 2021-2030 Philippines (in Billions Php)

2021 8.83 79.5 19.5 21.6 12.5 7.26 20.5 0.288
2022 8.93 81.3 20.5 22.5 13.2 7.45 22.0 0.297
2023 9.04 83.2 21.7 23.4 13.9 7.65 23.6 0.305
2024 9.16 85.2 22.9 24.4 14.6 7.86 25.3 0.315
2025 9.30 87.2 23.9 25.4 15.3 8.08 27.0 0.3.24
2026 9.45 89.1 24.9 26.5 16.0 8.30 28.9 0.334
2027 9.62 91.0 25.8 27.6 16.4 8.53 30.8 0.344
2028 9.80 93.1 26.8 28.8 16.9 8.77 32.7 0.354
2029 9.99 95.2 27.8 30.0 17.4 9.02 34.7 0.365
2030 10.2 97.5 28.9 31.2 17.9 9.28 36.8 0.376
Average 9.43 88.2 24.3 26.2 15.4 7.58 28.2 0.330

Policy Goals and Directions (CHED)
• No policy on distribution of schools

• Study geographical distribution of schools and
program offering per region
• Problems on infrastructure, resources and
facilities
• Partnership between schools and DOH
accredited health facilities to upgrade facilities of
substandard hospitals.
• Review and formulate affiliation guidelines for
standard implementation.

Policy Goals and Directions (CHED)
• Mismatch between what is being taught in school

vs. knowledge and skills needed to do the job
• Development of National Core Competency
Standards for specific health profession
• Proliferation of substandard schools and low
performance on board examination
• Policies on gradual phase-out of non-conforming
health programs

Policy Goals and Directions (POEA)
• Promote ethical recruitment strategies to host

governments, e.g. compensation to sending
countries for loss of health professionals
• 2003 RP-UK Memorandum of Agreement on

Healthcare Cooperation
• Identified need: Refocus thrust from recruitment

to areas of long term value in bilateral relations

Policy Goals and Directions (POEA)
2003 RP-UK Memorandum of Agreement on

Healthcare Cooperation
More priority must be given on these areas
• Training and education, specially upgrading of skills

• Mutual recognition of academic degrees and
professional qualifications
• Regular exchanges of policy thinking and best
practices

VII. HRHMP Time Frame (Phase I)
Year (2005-2010)
HRHMP Outputs Phase I 2005 2006 2007 2008 2009 2010
Finalization of HRH Master Plan

Workforce planning in local levels
Pilot: Staffing Plan, 16 Pilot sites
Establishment: HRH units and HRHIS
Career Development Management Systems
Interventions
Competency-Based Job Analysis
Interventions
Program Development: domestic and
international deployment
Formulation: Evaluation scheme forHRH
systems
Establishment : HRH Implementing Org.
Monitoring the HRHMP Phase I

Policy Development and Research

VII. HRHMP Time Frame (Phase II)
Year (2011-2020)
HRHMP Outputs
Phase II 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Deployment Projections:
medium and long terms
CDMS Implementation:
expansion areas
Programs
implementation: Quality
health science schools
HRHIS expansion: 46 sites
Maintenance of HRHIS
Staffing Components
Implementation: 46 sites
Maintenance of HRHIO
Conferences between
private and public sectors
Monitoring of the HRHMP
Policy Development and
Research

VII. HRHMP Time Frame (Phase III)
HRHMP Activities/ Year (2021-2030)
Outputs Phase III

2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
CDMS Implementation
(entire public sector)
Implementation of
Management Systems
Continued
Evaluation of HR
management Systems and
HRHMP
Monitoring of Staff
Performance and
Satisfaction
Review of Master Plan
Revision of HRH programs
based on monitoring and
evaluation
Planning for the next
master plan

Framework for Human Resource for Health

Resources For Human Health

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The Philippines Human

Resources for Health

Human Resource for Health Master Plan 2005-2030 10 1

What is the Philippine HRH Masterplan?

Human Resource for Health Master Plan 2005-2030 10 2

Goal 1: This plan will ensure that Philippine health

These services should have:

Human Resource for Health Master Plan 2005-2030 10 3

Goal 2 : Develop and install HRHMD systems that will

– Human Resource for Health Master Plan

Human Resource for Health Master Plan 2005-2030 10 4

Functions of organizations with HR Inadequate HRH

2. Weak HRH info 3. Lack of Operations

Human Resource for Health Master Plan 2005-2030 10 5

Human Resource for Health Master Plan 2005-2030 10 6

Human Resource for Health Master Plan 2005-2030 10 7

Human Resource for Health Master Plan 2005-2030 10 8

Human Resource for Health Master Plan 2005-2030 10 9

Human Resource for Health Master Plan 2005-2030 10 10

Human Resource for Health Master Plan 2005-2030 10 11

Human Resource for Health Master Plan 2005-2030 10 12

Table 1. Distribution of Health Workers Produced in the Philippines, 1998

Government Abroad Private Others Total

Human Resource for Health Master Plan 2005-2030 10 13

Fig. 1 Number of Selected Health Workers Who Left the

DIETITIANS AND PUBLIC

16000 DOCTORS MEDICAL

Human Resource for Health Master Plan 2005-2030 10 14

Health Human Resources in Government

Region Doctors Dentists Nurses Midwives

CAR 85 33 159 579

NCR 658 540 745 1,165

Reg. 1 158 96 203 1033

Reg. 2 175 58 267 801

Reg. 3 297 161 382 1,573

Reg. 4 350 256 648 2,282

Reg. 5 190 85 338 1026

Reg. 6 226 112 433 1,791

Reg. 7 229 115 379 1,473

Reg. 8 153 109 233 887

Reg. 9 90 55 196 675

Reg. 10 99 71 189 803

Reg. 11 79 71 161 791

Reg. 12 84 32 158 671

CARAGA 79 54 130 613

Phil. 3021 1871 4720 16534

SOURCE: 2004 Philippine Statistical Yearbook National Statistical Coordination Board

Human Resource for Health Master Plan 2005-2030 10 15

Health Human Resources in Government

Human Resource for Health Master Plan 2005-2030 10 16

1997 1999 2002

Human Resource for Health Master Plan 2005-2030 10 17

1. Presence of Organizations with HRH

Human Resource for Health Master Plan 2005-2030 10 18

1. Government organizations have fragmented

Human Resource for Health Master Plan 2005-2030 10 19

Years MDs RNs DMD MW Pharm MT PT OT

2005 17,797 170,423 8,629 17,338 53,931 5,670 6,639 5,195

2006 18,107 173,386 8,779 17,639 54,869 5,770 6,801 5,274

2007 18,422 176,404 8,932 17,945 55,824 5,872 6,965 5,358

2008 18,743 179,476 9,087 18,257 56,796 5,975 7,131 5,447

2009 19,069 182,604 9,246 18,574 57,786 6,080 7,300 5,539

2010 19,402 185,788 15,954 18,897 58,794 6,187 7,470 5,634