Mindanao Central Sanitarium

Department of Health
Pasobolong, Zamboanga City
Region IX, Philippines

HANNAH R. TURCO, MD, FPOGS, FICS, DIH

Chief of Hospital II
www.mcs.doh.gov.ph
reportsmcs@gmail.com
(062) 957-1494
The Mindanao Central Sanitarium Five (5)- Year Hospital Development Plans was
conceived in response to Department Memorandum No. 2019-0469 dated December
04, 2019, issued by the DOH Secretary- Francisco T. Duque III, MSC. A concerted effort
of the different Units of the Hospital, the plan aims to provide direction to policy
formulation for the next five years in support to the Universal Health Coverage as
provided in RA No. 11223. Moreover, this is in preparation for the implementation of
Republic Act. No. 11325, “An Act Upgrading the Mindanao Central Sanitarium into 200
Beds Tertiary Level Hospital.”

In line with the vision and mission, this will serve as blueprints in laying down the direction
of the hospital in the next five years. This is an important tool in which bricks are carefully
laid and founded to ensure equitable access to quality health care for the populace
within the catchment areas. The Mindanao Central Sanitarium aim to address the
remaining gaps and challenges on equity of health that affects the lives of the
Zamboanganeos most especially the indigent and the poorest of the poor in the society.

As we move forward hand in hand in the provision of quality health care, the plan will be
the avenue in which future programs and activities are set. Changes may be constant
along the way, but we hope future captains who are conquering leaders with genuine
commitment to serve will honor the plans for this to flourish beautifully into a realization.

At this point I would like to extend my sincerest appreciation, to all those in one way of
the other have generously contributed their time, effort and insights to make this Five (5)-
Year Hospital Development Plans possible. As public servant, we are all called to serve,
however, not all are able to make a significant difference as they translate their service
into action. Indeed, all your contributions are appreciated, and with prayers that this will
make a significant difference.

To God be the glory.

HANNAH R. TURCO, MD., FPOGS, FICS, DIH

Chief of Hospital II
 TABLE OF CONTENTS

Chapter I. Introduction to the Health Facility Page

A. Historical Background 1
B. Mandate of the Facility 2
C. Primary and Secondary Catchment Area 3

Chapter II: The Facility and its External Environment

A. Socio-Demographic Profile 4
B. Health Statistics and Epidemiological Indices 6
C. Patient Flow and Referrals 16
D. Conclusions (derived from External Environment assessment) 16

CHAPTER III. The Facility and Its Internal Environment

A. Scope of Services 18
B. Management System (both Top and Middle Management) 19
C. Human Resources 30
D. Financial Information 31
E. Procurement of Supplies, Drugs, Projects, Services 31
F. Facility Buildings and Grounds 32
G. Status of Operations (per Department or Area)
H. Performance Scorecard
I. Conclusions (derived from Internal Environment assessment)

Chapter IV: Proposed Development Options for the Facility

A. 2020-2025 targets 35
B. Summary of Proposed Projects 37

Chapter V: Financial Analysis of the Proposed Development Options

A. Financial Analysis of the Proposed Development Plan 38

Chapter VI. Key Areas of Investment

A. Adolescent Medicine 39
B. Geriatric Medicine 39

Annexes
 TABLE OF FIGURES
PAGE
Figure A. 2

Populations in the East Coast Barangays of Zamboanga City as of 2015 per

Philippine Statistic Authority.
Figure B. 4
2018 Poverty and Subsistence Incidence (%) by Highly Urbanized City (HUC)
Figure C. 4

Number of Pregnancy cases identified for Teenagers for the year 2015-2017
between the age group of 10-14 and 15-19 years of age.
Figure D. 5
List of Hemodialysis units in Region IX.
Figure E.1. 6
Top 10 OPD cases for the year 2018 with Soft tissue injury is with the most case.
Figure E.2. 6

Top 10 OPD cases for the year 2019 with Community acquired pneumonia is with
the most case.
Figure E.3. 7

A graphical presentation showing the total number of OPD consultation for the
year 2017-2019. A 5,705 (12.5%) increase in OPD consultation is seen from 2018 to
2019.
Figure F. 1. 7
Top 10 ER cases for the year 2018 with Soft tissue injury is with the most case.
Figure F. 2. 8

Top 10 ER cases for the year 2019 with Normal Spontaneous Vaginal Delivery
(NSVD) is with the most case.
Figure F.3. 8

A graphical presentation showing the total number of OPD consultation for the
year 2017-2019. A 3,080 (15%) increase in ER Consultation is seen from 2018-2019.
Figure G. 1. 9

Top 10 Admission cases for the year 2018 with Normal Spontaneous Vaginal
Delivery (NSVD) as with the most case.
Figure G. 2. 9

Top 10 Admission cases for the year 2019 with Normal Spontaneous Vaginal
Delivery (NSVD) as with the most case.
Figure G.3. 10

A graphical presentation showing the total number of OPD consultation for the
year 2017-2019. A 627 (7%) increase in ER Consultation was seen from 2018-2019.
Figure H. 1. 11

Top 10 Referred cases for the year 2018 with Soft Tissue Injury as with the most
case.
Figure H. 2. 11

Top 10 Referred cases for the year 2019 with Soft Tissue Injury as with the most
case.
Figure H.3. 12

A graphical presentation showing the total number of Referred patients for the
year 2018-2019. A 145 (38%) decrease in referred patients was seen from 2018-
2019.
Figure I. 13

Total Number of Laboratory Diagnostic Test conducted for the year 2017-2019.
An increase of 21040 (31%) was seen in diagnostic procedure from 2018-2019
Figure J. 13

Total Number of Imaging conducted for the year 2017-2019. An increase of 656
(11%) was seen in Radiology procedure from 2018-2019.
Figure K. 14
Total Number of Deliveries conducted for the year 2017-2019. An increase of 353
(23%) was seen in Delivery procedure from 2018-2019.
Figure L. 14
Total Number of Major Operations conducted for the year 2017-2019. A
decrease of 60 (52%) was seen in Major Operating procedures from 2018-2019.
Figure M. 15

Total Number of Minor Operations conducted for the year 2017-2019. A

decrease of 458 (42%) was seen in Minor Operating procedures from 2018-2019.
Figure N. 15

The following cases were among the most recurrent and numbered cases from
2017-2019.
Figure O. 16
As per Hospital QMS, the figure is the identified Process Map of MCS.
Figure P. 18
The scope of the MCS Quality Management System is provision of integrated
hospital services which covers the following services.