SAMAR ISLAND MEDICAL CENTER HDP DOHEVCHD Planning

Executive Summary
The Samar Island Medical Center (SIMC) was enacted into law on April 16,
2022, when President Rodrigo Roa Duterte signed the proposed House Bill 8195 into
law as Republic Act 11703 “An Act Establishing in the City of Calbayog, Province
of Samar, a Tertiary Hospital to be known as the Samar Island Medical Center, and
Appropriating Funds Therefor.” The hospital will be a 300-bed capacity
DOH-retained hospital and will largely address the gap in tertiary hospital beds in the
three islands of Samar in Eastern Visayas.
The Samar Island Medical Center Hospital Development Plan will identify the
needs and gaps of the three islands of Samar in terms of health service delivery. It will
outline a 6-year development plan (2023-2028) in the establishment and equipping of
SIMC in order to fulfill its mandate of achieving Universal Health Care and fulfilling the
requirement for the Healthcare Provider Network in the Samar islands.
Highlights of the Plan:

● By 2025 the region has addressed the gap in health service delivery by
establishing the Samar Island Medical Center to operate as a 100-bed capacity
hospital in its first year of operation.
● Historical background of the creation of Samar Island Medical Center.
● Identified catchment areas to be covered by the Samar Island Medical Center.
● Sociodemographic and Health Statistics Data of the three provinces are
presented as a guide in the prioritization of service delivery of SIMC as part of
the facility and its external environment.
● Comparative timelines of current Patient Referral Flow vis-a-vis expected referral
flow with the establishment of SIMC in selected areas of the Samar provinces.
● Proposed plantilla positions for SIMC as a tertiary hospital with a 300-bed
capacity. Hiring of plantilla positions will be spread across a three-year period,
with an increase in human resources proportional to the increase in hospital
beds.
● Site development plan and initial project proposal for 2023-2025, and subsequent
hospital development plans for 2026-2028 for additional health services.
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Table of Contents
Executive Summary …………………………………………………………………………. i.
Chapter 1: Introduction ………………………………………………………………………. 1-3

A. Historical Background ………………………………………………………………. 1
B. Mandate of the Facility ……………………………………………………………… 1
C. Vision, Mission and Strategic ………………………………………………………. 1
Directions and Commitments
D. Primary Catchment Areas …………………………………………………………. 2-3
Chapter 2: External Analysis ……………………………………………………………….. 3-19

A. Sociodemographic Profile ………………………………………………………….. 3
B. Health Statistics and Epidemiology ……………………………………………….. 8
C. Patient Flow Referrals ……………………………………………………………… 16
D. Conclusion …………………………………………………………………………… 19
Chapter 3. Internal Analysis ………………………………………………………………… 19-39

A. Scope of Services …………………………………………………………………... 19-20
B. Management System ……………………………………………………………….. 20-21
C. Summary of Proposed Plantilla Position …………………………………………. 21-36
for a 300-bed Capacity Hospital by Year of Implementation
D. Financial Information ……………………………………………………………….. 36-38
E. Procurement of Supplies, Drugs, Projects and Services ……………………….. 38
F. Facility Buildings and Grounds …………………………………………………….. 38
G. Conclusion …………………………………………………………………………… 38
Chapter 4. Development Plan 39-40

A. Proposed Development Plan for SIMC ………………………………...…………. 39-40
B. Budget Proposal for SIMC ………………………………………………………….. 40
Chapter 5. Monitoring and Evaluation ……………………………………………….……. 41
Annexes ………………………………………………………………………………………… 42-48
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Chapter I: Introduction
A. Historical Background
The Samar Island Medical Center (SIMC) emanated from House Bill No.
1153 entitled “An Act Establishing a Tertiary Hospital Under the Control,
Supervision, and Management of the Department of Health in the City of
Calbayog, Samar to be known as the Samar Island Medical Center,
Appropriating Funds therefore, and for other purpose,” which was filed on July 2,
2019, by Congresswoman Yedda Romualdez, Congressman Ferdinand Martin
Romualdez, and co-authored by Congressman Edgar Sarmiento. After the
successful third reading in Congress, the bill was substituted as House Bill 8195
and was given approval by the Senate on January 31, 2022. As highlighted in
the House Bill’s explanatory note, one of the most crucial challenges of Eastern
Visayas is the unavailability of adequate hospitals, especially for patients coming
from indigent families.
The establishment of Samar Island Medical Center will complement the

recently passed Universal Health Care Act and substantially tackle the
requirements of the Healthcare Provider Network in particular areas of the Samar
islands. It will effectively close the gap in the region’s hospital bed capacity, as
well as ensure wider access to affordable and quality healthcare services.
Initially proposed as a 100-bed capacity hospital, the bill was signed into
law by President Rodrigo Roa Duterte as Republic Act 11703 “An Act
Establishing in the City of Calbayog, Province of Samar, a Tertiary Hospital
to be known as the Samar Island Medical Center, and Appropriating Funds
Therefor,” and is proposed to be a 300-bed capacity general hospital with
specialty services that will address the region’s gap in tertiary level hospital beds.
The hospital will be under the direct supervision and control of the Department of
Health and is set to be constructed in a 33,888 square meter lot donated by the
City of Calbayog, specifically located in Barangay Gadgaran.
B. Mandate of the Facility
Samar Island Medical Center will be a 300-bed capacity tertiary hospital initially
to operate with 100 beds in its first year of operation with four major clinical
departments, and support services. It will serve as the referral center for the
three provinces of Samar and cater to the more specialized needs of the people
of the Samar Islands.
As a tertiary hospital, its future commission is to become a teaching, training and

end-referral health facility for the specialized health needs of the people of the
islands of Samar.
C. Vision, Mission, and Strategic Directions and Commitments
Vision:
Samar Island Medical Center shall be a nationally recognized Center of Progress

in Health that provides quality health services to the people of the Samar Islands
by 2040.
Mission:
To pilot the delivery of quality resilient health care services as the end-referral
hospital of the Samar Islands, especially to the susceptible population by
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involving empowered, compassionate, and highly skilled healthcare providers,
contributing significantly to the health and well-being of the people of the Samar
Island.
D. Primary and Secondary Catchment Areas
District Hospitals / Private

Primary Catchment Areas City / Rural Health Units
Hospitals
Gandara District Hospital Almagro RHU
Tarangnan Community Hospital Basey RHU
Samar Provincial Hospital Calbayog CHO and DHCs
Calbayog District Hospital Calbiga RHU
Camp Lukban Station Hospital Catbalogan CHO and DHCs
Adventist Hospital Daram RHU
St. Camillus Hospital Gandara RHU
Catbalogan Doctors Hospital Hinabangan RHU
Jiabong RHU
Marabut RHU
Matuguinao RHU
Motiong RHU
Pagsanghan RHU
Western Samar
Paranas RHU
Pinabacdao RHU
San Jorge RHU
San Jose De Buan RHU
San Sebastian RHU
Sta. Margarita RHU
Sta. Rita RHU
Sto. Niño RHU
Tagapul-an RHU
Talalora RHU
Tarangnan RHU
Villareal RHU
Zumarraga RHU
Catubig District Hospital Allen RHU
G.B. Tan Memorial Hospital Biri RHU
Northern Samar Gamay District Hospital Bobon RHU
Capul District Hospital Capul RHU
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Biri District Hospital Catarman RHU
San Antonio District Hospital Catubig RHU
Our Lady of Peace Hospital Gamay RHU
Catarman Doctors Hospital Laoang RHU
St. Scholastica’s Hospital Lapinig RHU
Gamay Doctors Hospital Las Navas RHU
Lavezares RHU
Lope De Vega RHU
Mapanas RHU
Mondragon RHU
Palapag RHU
Pambujan RHU
Rosario RHU
San Antonio RHU
San Isidro RHU
San Jose RHU
San Roque RHU
San Vicente RHU
Silvino Lubos RHU
Victoria RHU
Secondary Catchment Area District Hospitals/Private Hospital City/Rural Health Units
Eastern Samar Arteche District Hospital Arteche RHU
Oras District Hospital Dolores RHU
Can-Avid Municipal Hospital Maslog RHU
Taft District Hospital Oras RHU
Oras Doctors Hospital San Policarpo RHU
Domingo Casano Hospital Sulat RHU
Taft RHU
Can-Avid RHU
San Julian RHU
Jipapad RHU
Table 1. Primary and Secondary Catchment Areas of SIMC.
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Chapter II. External Analysis
A. Sociodemographic Profile
The Philippine Health Facility Development Plan (PHFDP) 2020-2040 is the

macroplan of the government geared towards the achievement of the Philippine Health
Agenda (PHA) 2040 through upgrading of all the health facilities in the country. PHFDP
identified the need to accomplish the Healthcare Provider Network by ensuring that
health systems within the HCPN have all the required health facilities with equivalent
services to deliver holistic health services to every individual.
To further emphasize the need for island provinces and priority tourism areas, in
this case, the Samar Islands, the establishment of a tertiary hospital will provide
specialized care to the citizens of Western Samar, Northern Samar, and Eastern Samar
will pave the way to better healthcare, especially in GIDA areas.
The core referral hospitals of the district and rural health units in all the inter-local
health zones within the three provinces are the provincial hospitals. Therefore, the
increased burden of delivering healthcare falls on them to address the growing health
needs of the whole population of the island (SIMC Feasibility Study, 2019). The future
contribution of SIMC as a general hospital will provide equilibrium to the growing
population of the Samar Islands, making it a very important player in the HCPN.
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Tables 2, 4, and 6 below show the summary of sociodemographic data for each
of the provinces. It presents the service capability for each province and how it
contributes to the system-wide health delivery as a whole.
Indicator Value
No. of Barangays 951

No. of BHS 145
BHS:Barangay Ratio 0.15
Population 854,877 (Projected Population 2025)
No. of PCF 35
PCF per 20,000 people 1:24,425
No. of Infirmaries beds 20
(government)
No. of Infirmaries beds (Private) 0
Level 1 beds (government) 210
Level 1 beds (private) 165

Table 2. Profile of the Province of Western Samar
Tables 3, 5 and 7 are the GIDA barangays listed for each municipality. This data
will give direction and prioritization of health services for clients based on specific health
needs. GIDA municipalities are identified as areas with more incidence of malnutrition
among children, low vaccination coverage, prone to diarrheal outbreaks due to
inadequate water supply among others.
PROVINCE MUNICIPALITY/CITY NUMBER OF GIDA BARANGAYS

SAMAR ALMAGRO 9
SAMAR BASEY 2
SAMAR CALBAYOG CITY 21
SAMAR CALBIGA 5
SAMAR CITY OF CATBALOGAN (Capital) 3
SAMAR DARAM 17
SAMAR GANDARA 17
SAMAR HINABANGAN 6
SAMAR JIABONG 6
SAMAR MATUGUINAO 17
SAMAR MOTIONG 5
SAMAR PAGSANGHAN 2
SAMAR PARANAS (WRIGHT) 3
SAMAR PINABACDAO 5
5
SAMAR SAN JORGE 15
SAMAR SAN JOSE DE BUAN 3
SAMAR SANTA MARGARITA 12
SAMAR SANTA RITA 1
SAMAR SANTO NIÑO 3
SAMAR TAGAPUL-AN 2
SAMAR TALALORA 2
SAMAR TARANGNAN 2
SAMAR VILLAREAL 6
SAMAR ZUMARRAGA 3
Table 3. Number of GIDA Barangays in Western Samar as of December 31, 2020
Indicator Value
No. of BHS 131
No. of PCF 25
No. of Infirmaries beds (government) 77
No. of Infirmaries beds (Private) 10
Table 4. Profile of the Province of Northern Samar

NORTHERN SAMAR BIRI 1
NORTHERN SAMAR BOBON 4
NORTHERN SAMAR CATARMAN (Capital) 3
NORTHERN SAMAR CATUBIG 4
NORTHERN SAMAR GAMAY 2
NORTHERN SAMAR LAOANG 4
NORTHERN SAMAR LAPINIG 2
NORTHERN SAMAR LAS NAVAS 14
NORTHERN SAMAR LAVEZARES 2
NORTHERN SAMAR LOPE DE VEGA 6
NORTHERN SAMAR MAPANAS 2
NORTHERN SAMAR MONDRAGON 3
NORTHERN SAMAR PALAPAG 1
NORTHERN SAMAR PAMBUJAN 8
NORTHERN SAMAR SAN ROQUE 2
NORTHERN SAMAR SAN VICENTE 1
NORTHERN SAMAR SILVINO LOBOS 16
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Table 5. Number of GIDA Barangays in Northern Samar as of December 31, 2020
Indicator Value
No. of BHS 95
No. of PCF 26
No. of Infirmaries (government) 112
No. of Infirmaries (Private) 0
Table 6. Profile of the Province of Eastern Samar

EASTERN SAMAR ARTECHE 1
EASTERN SAMAR CAN-AVID 2
EASTERN SAMAR CITY OF BORONGAN (Capital) 4
EASTERN SAMAR DOLORES 3
EASTERN SAMAR GENERAL MACARTHUR 7
EASTERN SAMAR GIPORLOS 3
EASTERN SAMAR GUIUAN 1
EASTERN SAMAR JIPAPAD 5
EASTERN SAMAR LLORENTE 1
EASTERN SAMAR MASLOG 1
EASTERN SAMAR ORAS 5
EASTERN SAMAR QUINAPONDAN 2
EASTERN SAMAR SALCEDO 2
EASTERN SAMAR SAN POLICARPO 1
EASTERN SAMAR SULAT 1
EASTERN SAMAR TAFT 1
Table 7. Number of GIDA Barangays in Eastern Samar as of December 31, 2020
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B. Health Statistics and Epidemiology
HEALTH SITUATION FOR THE PROVINCE OF WESTERN SAMAR
Health Indicators
Health indicators are variables that are susceptible to direct measurement that
reflects the state of the health of the population. It helps to measure the extent to which
the objectives and targets of health programs are attained. This is used as a guide for
health care policies and health service provision. The following are the health indicators
that are vital to health system performance.
Provincial
Vital Health Indicator No. Rate
1. Crude Birth Rate 9,901 11 /1,000 population
2. Crude Death Rate 629 76 /1,000 population
3. Infant Mortality 11 1.11/1,000 LB
4. Maternal Mortality Rate 6 60.5/ 100,000 LB
Table 8. Vital Health Indices, Province of Samar, 2020. (Source: Samar Provincial Health Office, 2022)
Table 8 contains the vital health indicators as presented in the Crude Birth Rate,
Crude Death Rate, Infant Mortality and Maternal Mortality. These data are the
quantifiable characteristics of a population which describe the health status of the
population. In the table presented, there is an alarming result as to the rate of maternal
mortality. This will require decisions to address these health problems. There is a need
to strengthen information about the risk factors and the interventions covering health
services and other health system aspects in the Province of Samar, among other things.
Maternal Neonatal
Infants Under Five
Births Rate Death Rate Mortality Mortality
YEAR Mortality Rate Mortality Rate
Rate Rate
No. Rate No. Rate No. Rate No Rate No Rate No Rate
2020 9,901 11.00 629 76 11 1.11 6 60.5 36 3.6 10 1.009

2019 10,131 16.20 1,101 1.76 8 1.08 4 39.48 13 3.90 6 0.70
2018 10,775 16.37 956 1.45 22 2.04 3 27.84 30 2.70 18 1.67
2017 11,118 17.20 1,495 2.30 41 6.30 7 63.00 67 10.37 17 2.60
2016 12,222 20.10 913 1.50 72 11.90 6 56.8 117 19.30 24 3.90
2015 11,487 19.20 1,435 2.40 85 14.20 9 78.3 140 23.40 29 4.90
Table 9. Health Status Number and Rate of Births, Deaths, Infants, Maternal, Child and
Neonatal, Province of Samar, 2015-2020. (Source: Samar Provincial Health Office, 2022)
Deliveries by Attendance Number % to Total

Doctor 5614 56.70
Nurses 415 4.19
Midwives 3,151 31.83
Trained Hilots 721 7.28
Total 9,901 100
Table 10. Number and Percent of Deliveries by Attendance, Province Of Samar, 2020.
(Source: Samar Provincial Health Office, 2022)
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Table 10 above shows that there is a high percentage of deliveries attended by
Doctors with 56.70%, followed by Midwives with 31.83% and nurses at 4.19%. The
7.28% of deliveries attended by Trained Hilots need to be given attention. It might be
that the recorded maternal mortalities were attributed to these findings. There is a
need to strengthen advocacy on the facility-based deliveries.
Deliveries by Place Number % to Total

Public health facilities 8,046 81.27
Private Health Facilities 1,134 11.45
Non Facility 721 7.28
Total 9,901 100
Table 11. Number and Percent of Deliveries by Place, Province of Samar, 2020. (Source:
Samar Provincial Health Office, 2022)
In 2020, nine thousand nine hundred one (9,901) registered births were recorded
in the province. The crude birth rate was 11 per 1000 population. Out of this, 1,490
newborns weighed less than 2500 grams. These are infants delivered smaller than the
gestational age. The need to establish a health facility to care for small babies is part of
the mandate of SIMC, as a tertiary hospital with NICU health services. On the other
hand, 7,690 newborns were delivered with a weight of 2,500 grams or more which is the
normal birth weight, while 721 newborn weights were undetermined because they were
delivered at home or these are non-facility deliveries. It is noteworthy that within the
five-year record of births, there is a big decline of the birth rate from 2016-2020 with
20.10% in 2016 to 11.0% in 2020. As shown in table 92, there is a 92.72% of deliveries
performed by health professionals with 7.28% still done by trained “hilots” which is not
recommended by DOH because of the possibility of maternal complications and death.
Death Rate
The table below shows the Top Ten Leading Causes of Mortality or death in
2020. The top three leading causes of deaths were: death due to undetermined natural
causes, pneumonia and cardiovascular diseases which are considered as lifestyle
diseases and are preventable. Other diseases from 4-10 are also preventable through
lifestyle modification. A total of 629 deaths were recorded, or an equivalent of 76/1000
individuals. Part of the task of Samar Island Medical Center is to address the primary
health needs of its catchment areas through the historical health data of the provinces.
This includes prioritizing services and counselling of lifestyle diseases, as well as
addressing the current threat of the COVID-19 pandemic.
2020
Causes Number Rate
1. Undetermined Natural Cause 59 7.13
2. Pneumonia 57 6.89
3. HPN Cardiovascular Disease 56 6.76
4. Congestive Heart Failure 41 4.95
5. Cerebrovascular accident 37 4.47
6. Cancer (ALL FORMS) 29 3.50
7. Diabetes Mellitus 24 2.90
8. Bronchial Asthma 21 2.54
9. Multiple Organ Failure 17 2.05
10. Cardiopulmonary arrest / Stroke COPD 15 1.81
Table 12. Ten Leading Causes of Mortality, Number and Rate per 100,000 pop. Province of
Samar, 2020 (Source: Samar Provincial Health Office, 2022)
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Lifestyle Related Diseases
Table 11 below shows that Hypertension, Upper Respiratory Tract Infection
(URTI), and Pneumonia remains to be in the top leading causes of morbidity or
incidence of illness for the past six (6) years. This is despite the intensive promotion of
the government on healthy lifestyle activities to prevent the incidence of heart diseases
especially to the adults, ages twenty-five (25) years old and older who are considered
the vulnerable group. Smoking and intake of unhealthy food with irresponsible drinking
of alcoholic beverages are among the culprits aggravated by radicals coming from the
environment.
2020
Causes Number Rate
1. Hypertension 6254 755.55
2. Upper Respiratory Tract Infection (URTI) 6241 753.98
3. Pneumonia 1867 225.55

Table 13. Leading Causes of Morbidity, Province of Samar, 2020 (Source: Samar Provincial Health
Office, 2022)
Infant Mortality
Infant mortality for the year 2020 is 1.11 per 1,000 live births, which is higher than
the previous year of 1.08 per 1,000 live births. For 2020, Pneumonia is still the leading
cause; followed by cardio respiratory arrest secondary to pneumonia due to low
breastfeeding initiation; septic shock; neonatal distress syndrome; anemia and
prematurity. The increase in infant mortality in the province of Samar points to an
urgent need for a well-established tertiary hospital, dedicated to addressing the health
needs of the under-five age group.
2019 2020
Causes Causes
Number Rate Number Rate
1. Pneumonia 3 0.29 1. Pneumonia 3 0.85
2. Dehydration 2 0.19 2. Cardiorespiratory Arrest 1 0.17
secondary to pneumonia
3. Prematurity 1 0.09 3. Septic Shock 1 0.17
4. Respiratory 1 4. Neonatal Distress Syndrome 1 0.09
Failure
5. Anemia 1 0.09
6. Prematurity 1 0.09
5. Unknown Cause 1 0.09 7. Unknown Cause 1 0.09

Total 8 1.08 Total 10 1.11
Table 14. Leading Causes of Infant Mortality, Number and Rate per 1,000 Live Births Province
of Samar, 2019-2020 (Source: Samar Provincial Health Office, 2022)
Maternal Mortality
The reported death cases among pregnant women increased from 4 cases in
2019 to 6 cases or 58 per 100,000 live births in 2020. Among the leading causes were
hemorrhage secondary to retained placenta with one (1) case, community acquired
pneumonia high risk (COVID-19 suspect), uterine rupture secondary to multigravida, 1
case of acute respiratory failure, acute respiratory failure secondary to postpartum
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cardiomyopathy and high output failure from anemia very severe postpartum (Table
13).
High incidence of maternal mortality is attributed to the 7.28 percent of the total
deliveries handled by “hilots'', and still delivered at home rather than in the health
facility. Thus, the need to increase facility based deliveries wherein all RHUs must
become a birthing facility; and also there is a need to strengthen deliveries where health
professionals perform deliveries to reduce the risk of postpartum hemorrhage, placental
problems and puerperal sepsis as the direct causes of maternal related mortalities. The
rise in maternal mortality may also be related to the rise in COVID-19 cases among
pregnant women, and the need to refer these patients to a higher facility on the
neighboring island of Leyte. With Samar Island Medical Center as the end-referral
health facility, the need to transport patients will be minimized, hence contributing to
lowering maternal deaths in the islands of Samar.
2019 2020
Cause Causes
No. Rate No. Rate
1. Pulmonary Congestion
secondary to post-partum 1. Hemorrhage secondary to
1 9.69 1 25.60
e-eclampsia. retained placenta
2. Uterine atony, cardio
respiratory failure, hypovolemic 2. Community Acquired
shock, amniotic fluid embolism 1 9.69 pneumonia High Risk 1 17.07
COVID-19 suspected
3. Cardiogenic shock secondary
to high output failure secondary 3. Uterine Rupture secondary
to severe anemia, Urinary tract 1 9.69 1 8.53
to multigravida
infection (UTI)
4. Symptoms Prior to Death:

Dob, Chest Pain, Pitting Edema
Of Lower Extremities (Both) 1 9.69 4. Acute Respiratory Failure 1 8.53
Dx: Embolism
5. Acute Respiratory Failure

Secondary to Postpartum 1 8.53
Cardiomyopathy.
6. High output failure from

anemia very severe 1 8.53
postpartum
TOTAL 4 38.78 TOTAL 6 59.38

Table 15. Leading Causes of Maternal Mortality per 100,000 LB Province of Samar, 2019-2020
(Source: Samar Provincial Health Office, 2022)
Description and analysis of health and health-related threats and situations, and
health systems problems/concerns.
The source of data in this Health Indices for the Province of Samar was PHO
Samar. The situational analysis was made complete through their data gathering. This
serves as a useful tool for determining the strengths, weaknesses, opportunities, and
threats within and outside the organization. It is an assessment of the current health
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situation and is fundamental in designing and making plans like the Local Investment
Plan for Health (LIPH).
The Field Health Service Information System (FHSIS) which is a major
component of information networks has been designed to assess the performance of
the health programs. In this document, FHSIS is used to obtain data sources from other
health facilities within the Province-wide Healthcare System. These data on health
service delivery and selected program accomplishments from different levels can be a
powerful tool in improving the effectiveness of health services delivery and ultimately
the improvement of our health system.
Likewise, the Local Government Health Scorecard (LGU HS) is one of the tools
used in monitoring and evaluating the effectiveness of the strategies implemented by
local government units at the provincial level. It is a performance assessment of the
combined efforts of stakeholders within the province-wide health system, which includes
clients and public-private providers within the municipalities and cities of the province.
Improvements in the scorecard will mean improvement of the health system and
consequently improvement in the health situation of the province. This will also be the
basis for prioritizing health programs of the government.
Both the FHSIS data and the 2020 LGU Health Scorecard results were used to
analyze the health situation of the province. Together with the Universal Health Care
maturity level status of the province, the health situation was analyzed and came up
with the identification of the major gaps, problems and concerns in the provincial health
system.
HEALTH SITUATION FOR THE PROVINCE OF NORTHERN SAMAR

(Source Provincial Health Office of Northern Samar)
DEMOGRAPHIC PROFILE
Northern Samar is a 2nd class province located in the Eastern Visayas Region of
the Philippines. It is composed of 24 municipalities and 569 barangays, with each
municipality having a Rural Health Unit (RHU). There are 105 barangay health stations
(BHS) with 129,991 households. The public health complement is composed of 23
health officers, 17 dentists, 26 public health nurses, 143 rural health midwives, 21
medical technologists, 45 sanitation inspectors, and 3,288 active barangay health
workers.
The 2020 projected population of Northern Samar was 668,766. There were
9,702 live births and a crude death rate of 0.16, 7 of which were maternal deaths, 10
were deaths under 5 years of age, and 12 infant deaths.
There is a difference between the 2020 actual and projected population.
Catarman (97,879) is the most populated municipality, while San Vicente (6,928) is the
least populated. Other populated towns include Laoang (60,607) and Mondragon
(41,415).
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Figure 1. Population by Sex and Age Group, Northern Samar, 2020
Majority of the population in Northern Samar belong to the 20-49 years old age
group (157,798 males and 146,700 females). Males dominate the majority of the age
groups, except the 60 years and above age group.
Population (projected) 668,766

Live Births 9,702
Crude Birth Rate 1.4 per 100,000 live births
Crude Death Rate 0.16 per 100,000 live births
Maternal Deaths 7
Maternal Mortality Ratio 72 per 100,000 live births
Infant Deaths 12
Infant Mortality Ratio 1.2 per 1,000 live births
Under Five Deaths 10
Under Five Mortality Ratio 1.03 per 1,000 live births
Perinatal Deaths 21
Neonatal Deaths 5
Fetal Deaths 18
Table 16. Vital Health Indices, Northern Samar, 2020 (FHSIS)
Province 1995-2000 2000-2005 2005-2010 2010-2015 2015-2020

Eastern Samar 4.85 4.32 3.86 3.44 3.07
Leyte (including Biliran) 4.64 4.14 3.69 3.30 2.94
Northern Samar 5.32 4.75 4.24 3.78 3.38
Southern Leyte 4.36 3.89 3.47 3.10 2.76
Samar 5.21 4.65 4.15 3.70 3.30
Table 17 . Projected Total Fertility Rate by Province, Eastern Visayas, 1995-2020
(Source: PopCom Region VIII)
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No. Name of Diseases Number of Cases Rate per 100,000 population
1 Hypertension 168 25
2 Acute Myocardial Infarction 120 18
3 Pneumonia, unspecified 92 14
4 Cardiovascular Disease 84 13
5 Undetermined 71 11
6 Diabetes Mellitus Type II 34 5
7 Pulmonary Tuberculosis 31 5
8 Sepsis 29 4
9 Community Acquired Pneumonia 28 4
10 Congestive Heart Failure 27 4
Table 18 . Ten Leading Causes of Mortality in All Age Groups, Northern Samar, 2020 (FHSIS)
Note: COVID-19 mortality was not included. Total number of COVID-19 deaths for 2020 in
Northern Samar was 19. (PESU)
Half of the top ten causes of mortality are non-communicable diseases with
Hypertension leading to 168 deaths last 2020. Pneumonia (92) and Tuberculosis (31)
remain to be the top infections causing mortality in 2020.

1 Acute Upper Respiratory Tract Infection 7,915 1184
2 Essential Hypertension 2,606 390
3 COVID-19 Infection 1,313 196
4 Acute Watery Diarrhea 850 127
5 Fever of Unknown Origin 673 101
6 Urinary Tract Infection 636 95
7 Wounds, all types 411 61
8 Influenza 204 31
9 Diseases of the Heart 197 29
10 Animal Bites 183 27
Table 19 . Ten Leading Causes of Morbidity in All Age Groups, Northern Samar, 2020 (FHSIS +
PESU)

1 Acute Upper Respiratory Infection 2,714 406
4 Pneumonia 170 25
5 Skin Diseases 77 12
6 Acute Lower Respiratory Tract Infection 61 9
7 Influenza 53 8
9 Systemic Viral Infection 38 6
10 Animal Bites 23 3
Table 20. Ten Leading Causes of Morbidity in Under-five Children, Northern Samar, 2020
(FHSIS)
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1 Acute Upper Respiratory Tract Infection 724 108

5 Influenza 34 5
6 Pneumonia 32 5
7 Animal Bites 30 4
8 Wounds 21 3
9 Typhoid & paratyphoid 10 1
10 Tuberculosis, all forms 8 1
Table 21. Ten Leading Causes of Morbidity in Adolescents 10-19 Years Old, Northern Samar,
2020 (FHSIS)
1 Essential Hypertension 1,444 216

2 Acute Upper Respiratory Tract Infection 576 86
3 Diseases of the Heart 142 21
6 Non-Insulin-Dependent Diabetes Mellitus 91 14
7 Wounds, all types 45 7
8 Rheumatoid Arthritis 43 6
9 Pneumonia 42 6
10 Bronchitis 30 4
Table 22. Ten Leading Causes of Morbidity in Senior Citizens ≥ 60 years old, Northern Samar,
2020 (FHSIS)
Acute Upper Respiratory Tract Infection (ARI) remains to be the leading cause of
morbidity across all age groups, except for senior citizens 60 years old and above, where
Hypertension became the leading cause of morbidity. Other causes of morbidity across all age
groups include Acute Watery Diarrhea, COVID-19, and Urinary Tract Infection.
15
C. Patient Flow Referrals
The three tables below give a utilitarian comparison of the distance and travel
time of referrals for the three Samar provinces to the referral health facility, Eastern
Visayas Medical Center, the only government tertiary hospital in the region at present.
With the establishment of SIMC, with a projected 300-bed capacity, accessibility of the
SIMC by district hospitals, private hospitals and rural/city health units in selected ILHZs
will be significantly shortened.
The patient flow for different health services within the hospital premises shall be
incorporated in future updated versions of the hospital development plans.
EVMC SIMC
Nearest Higher Level
NAME OF ILHZ/LGU POPULATION
Health Facility
KM Time KM Time
SALT Total Population

(30,597)
Calbayog District
Sto. Nino 12,519 Hospital 195 5 hrs 23 2 hr (Sea)
Almagro 9,273 203 7 hrs 31 4 hr (Sea)
Tagapul-an 8,805 223 5 hr 30 min 51 2 hr 20 min (Sea)
SM CITY Total Population

(213,776) Calbayog District
Hospital
Calbayog 186,960 172 4 hrs
Sta. Margarita 26,816 153 3 hr 30 min 12 12 min
SAMAR CENTRAL Total Population

(167,637)
Catbalogan 106,440 95.5 2 hr 13 min 46.3 54 min

Samar Provincial
Tarangnan 25,713 Hospital 131 3 hr 6 min 44.6 1 hr
Jiabong 19,205 85.5 1 hr 57 min 45.7 1 hr 11 min
Zumarraga 16,279 111 3 hr 43 min 61 2 hr 30 min
PAHIMOSAN Total Population

(69,110)
Paranas 32,374 92 2 hr 17 min 93.4 2 hr 9 min

Samar Provincial
Hinabangan 13,693 Hospital 61.4 1 hr 31 min 105 2 hr 25 min
Motiong 15,276 77.2 1 hr 52 min 89.3 2 hr 4 min
San Jose de Buan 7,767 116 2 hr 46 min 93.4 2 hr 9 min
SMB Health Net Total Population

(127,008)
Villareal 27,394 Samar Provincial 51.9 1 hr 18 min 133 3 hr 14 min

Hospital
Calbiga 23,310 49.4 1 hr 13 min 117 2 hr 43 min
Pinabacdao 18,136 47.8 1 hr 11 min 126 2 hr 56 min
16
San Sebastian 8,704 62.2 1 hr 34 min 113 2 hr 38 min
Talalora 7,856 68.3 2 hr 4 min 148 3 hr 53 min
Daram 41,608 112.5 4 hr 13 min 63.3 2 hr 54 min
PGMS Total Population

(68,145)
Pagsanghan 7,959 149 3 hr 57 min 49.2 1 hr 33 min

Gandara District
Gandara 35,242 Hospital 137 3 hr 15 min 30.3 43 min
Matuguinao 7,364 158 3 hr 50 min 52.1 1hr 17 min
San Jorge 17,579 130 3 hr 8 min 36 50 min
SOUTH SAMAR Total Population

(116,911)
Basey 56,685 Basey District 16.7 25 min 165 3 hr 52 min

Hospital
Marabut 17,842 51.7 1hr 10 min 200 4 hr 36 min
Sta. Rita 42,384 38.7 55 min 150 3 hr 36 min

Table 23. Samar Referral Flow (Highlighted in green, has the least travel time)
EVMC SIMC
Nearest Higher Level
NAME OF ILHZ/LGU
POPULATION Health Facility
KM Time KM Time
ALLEN Total Population Northern Samar

(134,993) Provincial Hospital
Allen 27,439 Allen District Hospital 240 5 hr 16 min 74 1 hr 41 min
Capul 13,660 Capul District Hospital 240 6 hr 10 min 71 2 hr 34 min
Lavezares 30,996 Allen District Hospital 249 5 hr 27 min 86.2 2 hr
San Antonio 9,759 San Antonio District 230 5 hr 54 min 61 2 hr 14 min

Hospital
San Isidro 28,712 Allen District Hospital 224 4 hr 54 min 55 1 hr 14 min
San Vicente 8,464 San Vicente District 254 6 hr 24 min 85 4 hr 14 min

Hospital
Victoria 15,963 Allen District Hospital 232 5 hr 3 min 64.6 1 hr 28 min
CATULAS Total Population Northern Samar

Catubig 35,580 Catubig District 306 6 hr 36 min 138 2 hr 57 min

Hospital
Las Navas 40,883 Catubig District 317 6 hr 50 min 149 3 hr 8 min

Hospital
GAMALA Total Population Northern Samar

17
Gamay 25,330 Gamay District 242 5 hr 27 min 265 6 hr 3 min
Hospital
Lapinig 14,027 Gamay District 230 5 hr 7 min 254 5 hr 42 min

Hospital
Mapanas 15,110 Gamay District 258 5 hr 50 min 280 6 hr 22 min

Hospital
PALAO Total Population Northern Samar

Laoang 66,106 Dr. Gregorio B. Tan 290 6 hr 25 min 124 3 hr 4 min

Memorial Hospital
Palapag 36,938 Dr. Gregorio B. Tan 283 6 hr 24 min 138 3 hr 48 min

Memorial Hospital
PSALMS Total Population Northern Samar

Mondragon 41,722 NSPH 258 5 hr 44 min 93.8 2 hr 8 min
Pambujan 35,620 St. Scholastica's 279 6 hr 10 min 112 2 hr 30 min

Hospital
San Roque 32,946 St. Scholastica's 267 5 hr 53 min 104 2 hr 20 min

Hospital
Silvino Lubos 16,483 St. Scholastica's 283 6 hr 25 min 115 2 hr 46 min

Hospital
ROBICLOBS Total Population Northern Samar

Biri 12,677 Biri District Hospital 264 7 hr 102 3 hr 30 mi
Bobon 25,499 NSPH 251 5 hr 34 min 83.3 1 hr 56 min
Catarman 101,312 NSPH 243 5 hr 26 min 75.5 1 hr 48 min
Lope De Vega 11,334 NSPH 209 4 hr 40 41.2 1 hr 2 min
Rosario 15,823 NSPH 261 5 hr 44 min 93 2 hr 13 min
San Jose 18,919 NSPH 260 5 hr 45 min 92.5 2 hr 6 min

Table 24. Northern Samar Referral Flow (Highlighted in green, has the least travel time)
Nearest Higher Level EVMC SIMC

NAME OF ILHZ/LGU POPULATION Health Facility
KM Time KM Time
Arteche 17,812 Arteche District 205 4 hr 34 min 229 5 hr 6 min

Hospital
Dolores 47,643 Domingo Casano 151 3 hr 17 min 175 3 hr 49 min

Hospital
Maslog 8,764 Domingo Casano 200 7 hrs 17 min 220 7 hrs 49 min
Hospital
18
Oras 40,612 Oras District 168 3 hr 42 min 191 4 hr 14
Hospital
San Policarpo 16,324 Oras District 185 4 hr 6 min 230 4 hr 38 min

Hospital
Sulat 17,091 Taft District Hospital 148 3 hr 12 min 171 3 hr 43 min
Taft 21,023 Taft District Hospital 134 2 hr 54 min 158 3 hr 26 min
Can-Avid 23,357 Taft District Hospital 144 3 hr 5 min 168 3hr 38
San Julian 16,114 Taft District Hospital 157 3 hr 22 min 181 3 hr 54 min
Jipapad 8,764 Arteche District 233 5 hr 16 min 257 5 hr 48 min

Hospital
Table 25. Eastern Samar Referral Flow (Highlighted in yellow, has the least travel time, but they
may still refer for non-emergency cases)
D. Conclusion
Eastern Visayas ranks among one of the poorest regions in the country, with a
poverty index of 28.9% (PSA, 2021). Two of the three Samar provinces namely Eastern
Samar and Northern Samar belong to the 15 poorest provinces in the country with a
poverty incidence of 39.8% and 25.8% respectively (PSA, 2021).
GIDA municipalities, prone to health service delivery inequities, are also

predominantly located in the three provinces of Samar in the region. Travelling from the
GIDA area to the mainland is time-consuming, and the family often shoulders the
expenses incurred. The out-of-pocket expenditures contribute to the existing economic
deprivation of the marginalized citizens of the provinces, and travelling again from the
mainland to EVMC, which is the only next higher level facility available in the region,
takes a toll on both patients and their relatives.
The Philippine Health Facility Development Plan (PHFDP) 2020 - 2040
articulates the required investments for health to increase accessibility to health care
services. With the addition of the Samar Island Medical Center in the network of health
facilities, it is prudent to conclude that health service delivery will improve over time.
Chapter III. Internal Analysis
A. Scope of Services
The Samar island Medical Center will be a licensed 300-bed capacity

tertiary hospital with specialty services having the following proposed health
services:
Services Remarks
Clinical In-patient Departments Pediatric, Obstetrics and Gynecology, Internal

Medicine, Surgery
Emergency Department Emergency Care Services, Triaging, HEMS
19
Out-patient Department Cater to OPD consultations of the 4 clinical
departments, Immunization, OTC Services
(Malnutrition), Out-patient surgical
procedures and medical procedures, Animal
Bite Unit, Cardiopulmonary Clearances,
Public Health Unit, Family Planning, ESU,
COVID-19 vaccination, Telemedicine
Pharmacy Dispensing of drugs and medicines, Clinical

Pharmacy, Drug Information Service,
Compounding
Laboratory Hematology, Chemistry, Clinical Microscopy,

Immunochemistry, Virology
Radiology X-RAY/ULTRASOUND:
Whole Abdomen, Cranial Ultrasound,
Thoraco-Lumbar, KUB & Prostate, W-Abd &
Prostate, Chest PAL, KUB 12. W-Abd &
Pelvic, PARA Nasal, NECK, W-Abd & Pelvic,
ABD FPU, Inguinoscrotal, Chest PA X-ray,
Extremities, Breast, Chest APL (X-ray),
Lumbar APL, Inguinal (Ultrasound), Cervical
APL, KUB Pelvic, Cardiac Ultrasound,
Hemithorax/Chest/Thorax, HBT
(HepatoBiliary Utz), Pelvic Ob/gyne, Thoraco,
Soft tissues (ultrasound)
Operating Room Department Surgical Procedures and Cesarean Section

deliveries
Delivery Room Department NSVD, complicated NSVD
PICU Pediatric intensive Care Admissions
NICU Monitoring of Small Babies and Neonates
ICU Medical/Surgical Intensive Care Admissions

Table 26. Scope of Services in SIMC
B. Management System
As a DOH-retained tertiary hospital, SIMC will follow the organizational structure

as prescribed. It will be headed by a Medical Center Chief II, supervising the four (4)
major division heads namely; the Chief Medical Professional Staff of the Medical/Allied
and Ancillary Division; the Chief Nurse of the Nursing Division; the Chief Administrative
Officer of the Hospital Operation and Support Services Division (HOPS) and the
Financial Management Officer II (FMO) of the Finance Division. It will endeavor to
become a teaching-training hospital with a Training Officer Designate.
The composition of the EXECOM will also include the Legal Officer, the Chief
Accountant, the Budget Officer and SIMC Employees Association President who will be
non-voting members of the EXECOM who will meet regularly on a weekly basis.
However, on exceptional occasions, EXECOM meetings will be held when there are
urgent matters pertaining to hospital operations and management that need immediate
action.
The Management Committee will be comprised by the EXECOM, and the

respective Department Heads and Training Officer of the Clinical Departments,
20
Medical/Allied and Ancillary Division; Unit/Section Heads from the Nursing Division, Unit
and Section heads from the HOPS and Finance Divisions, who meets at least once a
month to discuss and follow-up progress of implementation of action on the respective
areas of concern. It will strictly adhere to the DOH Administrative issuances on function
delegations and authority as provided in the circulars.
A semi-annual/as needed arises EXECOM Management Review will be

conducted to follow through actions implemented by the different division on the gaps,
issues and needs of different areas focusing the continuous quality improvement on the
service provision responsive to the needs of patients and employees. A quarterly
division management review will be done by the four (4) major divisions, and a monthly
management review for every department/sections/unit.
C. Summary of Proposed Plantilla Position for a 300-bed Capacity Hospital by

Year of Implementation
(Source: Revised Organizational Structure and Staffing Standards for Government
Hospitals, CY 2013)
OFFICE 2025 (100 beds) 2026 (200 beds) 2027 (300 beds)
Office of the Chief of 4 12 14
Hospital/Medical Center Chief
Medical Services 122 306 455
Nursing Service 122 211 299
Hospital Operations and Patient 44 44 58
Support Services
Finance Service NA 36 44
Total 296 609 870
Table 27. Summary of Standard Staffing Pattern of Government Hospitals based on
Hospital Beds.
Staffing Pattern for the 100 Bed Capacity

Org. Unit and Position Title No. of Pos. SG
A. Office of the Medical Center Chief
1. Office of the Medical Center Chief
Medical Center Chief I 1 26
Administrative Assistant III 1 9
2
2. Integrated Hospital Operations and Management Program
Computer Maintenance Technologist II 1 15
Computer Maintenance Technologist I 1 11
2
B. Medical Service
1. Office of the Chief of Medical Professional Staff
Chief of Medical Professional Staff I 1 25
Administrative Assistant I 1 7
2
2. Outpatient Department
Medical Specialist III 1 24
Medical Specialist II 1 23
Medical Officer IV 1 23
Nurse III 1 17
21
Psychologist II 1 15
Health Education and Promotion Officer II 1 14
Nurse I 2 11
Nursing Attendant I 1 4
9
3. Emergency Medicine Department
Medical Officer III 4 21
Nurse III 1 17
Nurse II 7 15
Nursing Attendant II 4 6
19
4. Clinical Departments
26
5. Special Care Areas
4
6. Department of Pathology
Administrative Aide VI 1 6
2
a. Blood Bank
Medical Technologist III 1 18
Medical Technologist II 2 15
Nurse II 2 15
6
b. Anatomic and Clinical Laboratory
Medical Technologist III 1 18
Chemist II 1 15
Medical Technologist II 2 15
Medical Technologist I 3 11
Medical Laboratory Technician II 2 8
Laboratory Aide II 3 4
13
7. Department of Radiology
Radiologic Technologist III 1 15
Radiologic Technologist II 2 13
22
Radiologic Technologist I 2 11
Administrative Aide IV 1 4
8
8. Dental
Dentist IV 1 23
Dentist II 1 17
Dental Aide 1 4
3
9. Health Information Management
Administrative Officer V 1 18
Statistician II 1 15
Administrative Officer IV 1 15
Administrative Officer I 1 10
Data Controller II 1 8
5
a. Admitting/Information
Administrative Officer II 1 11
5
10. Nutrition and Dietetics
Nutritionist-Dietitian III 1 18
Nutritionist-Dietitian I 1 11
Cook II 3 5
Administrative Aide III 4 3
9
11. Pharmacy
Pharmacist III 1 18
Pharmacist I 5 11
Administrative Assistant II 1 8
7
12. Medical Social Work
Social Welfare Officer III 1 18
Social Welfare Officer I 2 11
Social Welfare Assistant 1 8
4
C. Nursing Service
1. Office of the Chief Nurse
Nurse VI 1 22
Nurse V 1 20
Nurse IV 1 19
4
2. Clinical Nursing Units
Nurse III 1 17
Nurse II 3 15
Nurse I 34 11
23
55
3. Operating Room
Nurse III 1 17
Nurse II 1 15
Nurse I 8 11
14
4. Delivery Room
Nurse III 1 17
Nurse II 4 15
Nurse I 3 11
Midwife I 3 9
11
5. Special Care Areas
a. Post Anesthesia Care Unit
Nurse III 1 17
Nurse II 4 15
7
b. Intensive Care Unit
Nurse III 1 17
Nurse II 4 15
6
c. Neonatal Intensive Care Unit (NICU)
Nurse III 1 17
Nurse II 9 15
14
d. Pulmonary/Respiratory Unit
Respiratory Therapist II 1 14
Respiratory Therapist I 2 10
Laboratory Aide II 2 4
5
6. Central Supply and Sterilization
Nurse II 1 15
6
D. Hospital Operations and Patient Support Department
1. Office of the Administrative Officer

Supervising Administrative Officer 1 22
2
2. Human Resource Management
24
4
3. Procurement
Administrative Officer III 1 14
Administrative Assistant III 1 9
4
4. Materials Management
Warehouseman II 1 8
5
5. Engineering and Facilities Management
Engineer III 1 19
Engineer II 1 16
Medical Equipment Technician II 1 8
Medical Equipment Technician I 1 6
8
a. Housekeeping/Laundry
Hospital Housekeeper 8 1
Laundry Worker II 3 1
Seamstress 2 1
3
6. Budget
3
7. Accounting
Accountant III 1 19
Accountant II 1 16
5
a. Billing and Claims
5
8. Cash Operations
Administrative Officer I 3 10
25
5
9. Security
(to be contracted out)
Total 292
Table. Detailed number of minimum staff per organizational unit for the 100 bed capacity
ORGANIZATION UNIT / POSITION TITLE 200 BEDS 300 BEDS SG

I. OFFICE OF THE CHIEF OF HOSPITAL/MEDICAL CENTER CHIEF
Office of the Chief of Hospital/Medical Center Chief 52 52
Medical Center Chief II 1 1 27
Administrative Officer IV 1 1 15
Administrative Assistant III (Secretary II) 1 1 9
Sub-total 3 3
Management SupporT
A. Legal Service Unit
Attorney IV 1 1 23
Legal Assistant II 1 1 12
Legal Assistant I 1 1 10
Sub-total 3 3
B. Planning Unit
Planning Officer III 1 1 18
Planning Officer I 1 1 11
Planning Assistant 1 1 8
Sub-total 3 3
C. Quality Improvement and Patient Safety Unit
Medical Specialist IV (Quality Officer) 1 1 25
Medical Officer IV (Medical Eval) 2 2 23
Nurse V 1 1 20
Records Officer III (DCO) 1 1 18
Nurse III (Compliance Officer) 1 1 17
Administrative Assistant II 2 2 8
Sub-total 9 9
C.1 Customer Service Unit

Administrative Officer III 1 1 14
Public Relation Officer I 1 1 10
Administrative Assistant III 5 5 9
Administrative Aide IV 1 1 4
Sub-total 13 13
D. Internal Audit Unit
Internal Auditor II 1 1 15
Internal Auditor I 1 1 11
Internal Auditing Assistant 2 2 8
Sub-total 4 4
PETRU
26
Medical Specialist IV 1 1 25
Training Specialist IV 1 1 22
Science Research Specialist II 1 1 16
Librarian III 0 0 18
Librarian II 1 1 15
Statistician I 1 1 11
Science Research Assistant 1 1 9
Training Assistant 2 2 8
Chaplain 1 1 16
Sub-total 9 9
PHU
Medical Specialist III (Public Health) 1 1 24
Medical Officer IV 1 1 23
Nurse III 1 1 17
Health Education and Promotion Officer III 3 3 18
Health Education and Promotion Officer II 1 1 14
Administrative Assistant II (encoder) 1 1 8

Sub-total 8 8
II. MEDICAL SERVICE 599 718

Office of the Chief of the Medical Service
Chief of the Medical Service II 1 1 26
Sub-total 2 2
A. Clinical Departments
Medical Specialist III 46 49 24
Medical Specialist II 51 54 23
Medical Officer III (Training Resident) 100 120 21
Ward Assistant 10 15 7
Sub-total 257 333
A.1 Special Care Areas
(PACU/SICU/MICU/NICU/PICU)
Medical Specialist III (Intensive Care) 5 5 24
Medical Officer III 10 12 21
Sub-total 15 17
A.2 Family Medicine
Ward Assistant (Encoder) 4 4 7
Sub-total 32 33
B. Outpatient Department
27
Psychologist III 0 0 18
Psychologist II 1 2 15
Sub-total 3 4
C. Emergency Medicine Department
Sub-total 24 30
D. Department of Pathology
Sub-total 1 1
D.1 Blood Bank with additional functions
Medical Technologist V 1 1 22
Medical Technologist IV 1 1 20
Medical Technologist III 4 4 18
Medical Technologist II 4 6 15
Medical Technologist I 3 3 11
Nurse II (Blood Donor Recruitment Officer/ Nurse 8 8 15
Phlebotomist)
Laboratory Aide II 1 1 4
Sub-total 26 29
D.2 Anatomic and Clinical Laboratory
Medical Technologist V 1 1 22
Medical Technologist IV 7 7 20
Medical Technologist III 9 9 18
Chemist III 1 1 18
Medical Technologist II 4 6 15
Chemist II 15
Medical Technologist I 15 18 11
Medical Laboratory Technician III 5 6 10
Laboratory Aide II 13 15 4
Administrative Assistant I 1 1 7
Sub-total 67 78
E. Department of Radiology
28
E.1 Diagnostic Radiology and Ultrasound,
CT-Scan
Health Physicist III 1 1 22
Radiologic Technologist V 1 1 22
Radiologic Technologist IV 4 4 20
Radiologic Technologist III 5 5 18
Radiologic Technologist II 5 6 15
Radiologic Technologist I 5 6 11
Administrative Assistant I (Radiologic Aide) 3 3 7
Sub-total 33 38
F. Physical Medicine and Rehabilitation Department
Occupational Therapist IV 1 1 22
Physical Therapist IV 1 1 22
Occupational Therapist III 1 1 18
Physical Therapist III 1 1 18
Occupational Therapist II 3 3 15
Physical Therapist II 3 3 15
Speech Therapist II (optional) 2 2 14
Nurse II (Audiologist) 1 1 15
Medical Equipment Technician II (Hearing Lab 1 1 8
Technician)
Occupational Therapist I 3 4 11
Physical Therapist I 4 5 11
Nurse II (Orthotic/Prosthesis Specialist) 1 1 15
Physical Therapy Technician II (Wheelchair 2 2 8
Technician)
Artificial Limb and Brace Maker III 1 1 9
Shoemaker 1 1 4
Sub-total 41 43
G. Dental Department
Dentist V 1 1 24
Dentist III 2 4 20
Dentist II 2 4 17
Dental Hygienist 1 1 10
Dental Aide 4 8 4
Sub-total 10 18
H. Health Emergency and Disaster Management Unit
29
Senior Health Program Officer 2 2 18
Nurse II 4 4 15
Administrative Assistant II (Driver III) 2 2 8
Nursing Attendant II 2 2 6
Sub-total 13 13
I. Pulmonary/Respiratory Therapy Unit
Respiratory Therapist III 1 1 17

Respiratory Therapist II 2 3 14
Respiratory Therapist I 4 5 10
Respiratory Therapy Technician I 4 5 6
Sub-total 11 14
J. Heart Station
Nurse III 3 3 17
Nurse II 21 21 15
Medical Equipment Technician III 2 2 11
Medical Equipment Technician II 3 4 8
Sub-total 35 36
K. Acute Stroke Unit
Nurse III 3 3 17
Nurse II 21 21 15
Sub-total 29 29
III. ALLIED HEALTH PROFESSIONAL SERVICE 133 161

Office of the Chief of the Allied Health Services
Chief of the Medical Professional Staff I 1 1 25
Sub-total 2 2
A. Nutrition and Dietetics Department
Nutritionist-Dietitian V 1 1 22
Nutritionist-Dietitian IV 1 1 20
Nutritionist-Dietitian III 3 3 18
Nutritionist-Dietitian II 3 4 15
Chef 1 1 11
Assistant Chef 1 1 8
Food Service Supervisor II 3 3 11
Cook II 11 13 5
Administrative Aide IV (Food Service Worker) 22 22 4
Sub-total 47 50
B. Pharmacy Department
Pharmacist V 1 1 22
30
Pharmacist IV 1 1 20
Pharmacist III (Clinical Pharmacist) 8 12 18
Pharmacist II 11 15 15
Pharmacist I 4 6 11
Sub-total 25 35
C. Medical Social Work Department
Social Welfare Officer IV 1 1 22
Social Welfare Officer III 2 4 18
Social Welfare Officer II 8 9 15
Social Welfare Officer I 10 15 11
Social Welfare Assistant 5 6 8
Sub-total 26 35
D. Health Information Management Department
Supervising Records Management Analyst 1 1 22
Senior Records Management Analyst 3 3 18
Statistician III 1 1 18
Statistician II 1 1 15
Administrative Officer II 16 20 11
Administrative Assistant I 4 4 7
Sub-total 33 39
IV. NURSING SERVICE 719 872

Office of the Chief Nurse
Nurse VII 1 1 24
Nurse VI (Clinical, Special Area & Training) 3 3 22
Nurse V (Patient Safety, Infection Prevention and 4 7 20

Control Supervisor)
Nurse III (Infection Prevention and Control Nurse) 1 2 17
Sub-total 11 15
A. Clinical Nursing Units

Nurse V 1 1 20
Nurse IV 16 16 19
Nurse III 60 60 17
Nurse II 94 138 15
Nurse I 94 138 11
Sub-total 318 419
B. Operating Room (4/6/8/10 Operating Theaters)
Nurse V 1 1 20
Nurse IV 2 2 19
31
Nurse III 18 22 17
Nurse II 21 22 15
Sub-total 59 64
C. Special Care Areas (PACU/SICU/MICU/NICU/PICU)
BEDS (20/30/40/50 Beds)

Nurse V 1 1 20
Nurse IV 6 6 19
Nurse III 28 32 17
Nurse II 46 66 15
Sub-total 105 131
D. OBSTETRIC COMPLEX
Nurse V 1 1 20
Nurse IV 1 1 19
Nurse III 2 3 17
Midwife IV 17
Midwife III 3 3 15
Sub-total 9 11
D.1 Labor Room (12 Beds)
Nurse II 5 5 15
Midwife II 5 8 11
Sub-total 10 13
D.2 Delivery Room (3/4/5/6 Delivery Tables)
Nurse III 1 1 17
Nurse II 5 6 15
Midwife II 4 5 11
Midwife I 8 10 9
Sub-total 18 22
D.3 Obstetrical OR
D.3.1 CS OR (2 rooms)
Nurse II 6 9 15
Midwife I 2 3 9
Sub-total 8 12
D.3.2 Ligation Room (2 Tables)
Midwife II 2 2 11
Sub-total 2 2
D.4 Recovery Room / PACU (12 Beds)
Nurse IV 1 1 19
Nurse III 4 4 17
Nurse II 12 12 15
Sub-total 20 20
E. Emergency Room
32
Nurse V 1 1 20
Nurse IV 4 4 19
Nurse III 15 15 17
Nurse II 14 14 15
Sub-total 44 44
F. Out-Patient Department
Nurse IV 1 1 19
Nurse III 1 1 17
Nurse II 15 15 15
Nurse I 15 15 11
Sub-total 47 47
G. Central Supply and Sterilization
Nurse IV 0 0 19
Nurse III 1 1 17
Nursing Attendant I 4 5 4
Sub-total 12 14
H. Burn Unit
Nurse III 1 1 17
Nurse II 4 6 15
Sub-total 11 13
I. Dialysis Unit (1 nurse: 2 patient)
I.1 Hemodialysis Unit
Nurse III 1 1 17
Nurse II 21 21 15
Dialysis Technician 1 1 8
I.2 CAPD Unit ( 1 nurse : 2 patients)
Nurse III 1 1 17
Nurse II 21 21 15
Sub-total 45 45
V. HOSPITAL OPERATIONS AND PATIENT SUPPORT SERVICE 156 170
Office of the Administrative Officer

Chief Administrative Officer 1 1 24
Administrative Assistant I (Comp. Optr. I) 1 1 7
Sub-total 3 3
A. Human Resource Management Office
Supervising Administrative Officer 1 1 22
Administrative Officer V 2 2 18
Administrative Officer IV (HRMO II) 4 4 15
33
Administrative Officer III (Records Officer) 2 2 14
Administrative Officer II (HRMO I) 6 6 11
Administrative Assistant II (HRM Assistant) 6 7 8
Sub-total 21 22
B. Procurement Section
Supervising Administrative Officer (P.O. IV) 1 1 22
Administrative Officer V (Proc. Officer III) 1 1 18
Administrative Officer III (Proc. Officer II) 3 3 14
Administrative Officer I (Supply Officer) 5 5 10
Administrative Assistant III (Buyer III) 3 4 9
Sub-total 17 19
C. Materials Management
Supervising Administrative Officer (S.O IV) 1 1 22
Administrative Officer V (Supply Officer III) 1 1 18
Administrative Officer III (S.O II) 3 3 14
Warehouseman III 6 7 11
Sub-total 15 17
D. Engineering and Facilities Management
Engineer IV 1 1 22
Architect III 1 1 19
Engineer III (Biomedical Engineer/water treatment, 4 5 19
Electrical, Civil, Mechanical, Sanitary, Safety)
Engineer II 3 3 16
Medical Equipment Technician IV 1 1 13
Medical Equipment Technician III 3 3 11
Administrative Assistant III 4 4 9
Medical Equipment Technician II 7 8 8
Medical Equipment Technician I 7 8 6
Administrative Aide VI (Electrician II/Mechanic, 17 20 6
Driver, Utility Foreman)
Administrative Aide IV 8 9 4
Sub-total 56 63
D.1 Housekeeping, Linen and Laundry
Hospital Housekeeper 13 13 8
Laundry Worker II (In-house laundry) 10 10 3
Seamstress 4 4 2
Sub-total 28 28
E. Integrated Hospital Operations and Management
Section (IHOMS)
Information Technology Officer II (Chief) 1 1 22

Computer Programmer III 1 1 18
34
Computer Programmer II 2 3 15
Computer Programmer I 4 4 11
Computer Maintenance Technologist III 1 1 17
Computer Maintenance Technologist II 2 3 15
Computer Maintenance Technologist I 5 5 11
Sub-total 16 18
VI. FINANCE SERVICE 84 94

A. Office of the Finance Officer
Financial and Management Officer II 1 1 24
Administrative Assistant I (Comp. Optr I) 1 1 7
Sub-total 2 2
B. Budget
Supervising Administrative Officer (Budget.Officer IV) 1 1 22
Administrative Officer V (Budget.Officer III) 1 1 18

Administrative Officer IV (Budget.Officer II) 1 1 15
Administrative Assistant II (Budgeting Asst.) 1 2 8
Sub-total 4 5
C. Accounting
Accountant IV 1 1 22
Accountant III 5 5 19
Accountant II 3 3 16
Accountant I 1 1 12
Administrative Assistant III (Senior Bookkeeper) 1 2 9
Administrative Assistant II (Accounting Clerk III) 6 7 8
Sub-total 17 19
D. Billing and Claims
Sub-total 1 1
D.1 Billing
Administrative Officer II (Clinical Coder/Claims 4 5 11
Specialist)
Administrative Assistant III (Comp. Optr II) 11 12 9
Sub-total 17 19
D.2 Claims
Administrative Officer II (Clinical Coder/Claims 4 5 11
Specialist)
Administrative Assistant III (Comp. Optr II) 11 12 9
Sub-total 17 19
E. Cash Operations
35
Administrative Officer III (Cashier II) 1 1 14
Administrative Officer I (Cashier I) 16 19 10
Administrative Assistant II (Disbursing Officer ) 7 7 8
Sub-total 26 29
GRAND TOTAL (until Mandatory) 1743 2067
Table 28. Detailed number of minimum staff per organizational unit for the 200 & 300 bed
capacity
D. Financial Information
Based on the Philippine Health Facility Development Plan 2020-2040, the total
health financing requirement for a 300-bed capacity hospital, including infrastructure,
equipping and operations will be Php 1,397,922,000. Funding will be provided by the
national government. Other sources of financing may also come from well-meaning
non-government organizations, which also contributed funding for other hospitals in the
region, like the Eastern Visayas Medical Center (EVMC).
The infrastructure implementation will be for the period from 2023-2027, with an
initial Phase 1 funding proposed through the HFEP for 2023. A summary of the budget
proposal is included in the section on proposed development plan for SIMC.
A financial analysis was undertaken for the proposed Samar Island Medical
Center Project using the projected revenues, operating expenses and assumptions
provided by the proponent, as follows:
Assumptions
The basic assumption in the preparation of the financial projections was that
putting up the Samar Island Medical Center in Calbayog City would attract service and
pay patients alike to the new tertiary hospital primarily due to the expansion of its
coverage/service area which will now include the provinces of Western Samar, Northern
Samar, and accessible areas of Eastern Samar.
Based on the feasibility study by NEDA (2019), the following financial models
may be assumed once operations starts:
Revenues
Increase in revenues is one of the major benefits of the project, resulting in the
proposed medical center becoming gradually less dependent on government subsidy,
such that on the 11th year of its operation, it is possible that the subsidy will go down and
on the 16th year it will further go down to an estimated PhP50 million. Growth in revenue
will be coming from rate adjustments in room rates, as well as hospital charges from
ancillary services. Volume increase is due to increase in bed occupancy rate. The shift
to out-patient services was likewise considered but this was gradually spread over the
20-year projection period.
a) Average Room Rate: The average room rate for service patients in the
first year of the projection period was pegged at P700 which is the
current PhilHealth room rate. Private room rate was averaged at
P1,500 reflecting the hospital’s current average room rate for pay
patients. It is projected that with better facilities and improved hospital
amenities and the increase in bed occupancy for pay patients, the
36
average room rate will gradually increase during the projection period
at an average of 5% per year.
b) Patient Mix: Patient mix was projected at 10% pay patients and 90%
service patients throughout the projection period.
c) Bed occupancy rate: Bed occupancy rate was projected based on the
bed capacity for the projected year and the projected average length of
stay. Bed occupancy will increase gradually as public acceptance of
the new hospital increases. The first year average length of stay
(ALOS) is high at 5 days, primarily due to service patients’ longer
ALOS. This is projected to stabilize at 4 days with improvement in
medical management supported by high technology hospital
equipment and facilities.
d) Ancillary Services (A/S) ratio: The A/S ratio is an indicator of the level
of utilization of ancillary services by in-patient. This would refer to
pharmacy, central supplies, operating room, laboratory, radiology,
rehab, pulmonary, etc. Patient admission will be closely monitored
against length of stay to ensure that this A/S ratio is achieved. It is
understood that the increasing ratio indicates increasing level of
utilization, particularly in the light of better facilities and newer
equipment being made available to patients. The increase should
cover both the increase in volume of operations as projected in the
increasing occupancy rate and the adjustment in hospital rates.
e) Out-Patient (OP) Revenue: The revenue mix of out-patient against

in-patient is an indicator on the level of revenue contributions
generated by the type of patients serviced by the hospital. Increasing
mix ratio indicates the implementation of a radical shift to ambulatory
services, which is the current mode of medical management in private
hospitals, both local and international. An amount of Php 200 OP
consultation fee will be charged. Included in the OP revenue is
revenue from minor surgical procedures, which have been projected to
significantly increase with the shift in medical management to
ambulatory services. An Emergency Room Fee of PhP200 will be
charged and an ER ancillary service currently at Php 500 is assumed
to increase at 5% per year.
f) Quantified Free Services (QFS) and Discounts: QFS and discounts

are projected at a fixed rate of 15% of gross revenue for the entire
period. While the percentage is the same throughout the projection
period, it is important to note that the absolute amounts will continue to
increase. The hospital’s gross revenue will continue to support the
cost of free services to indigent patients, coming from a decreasing
subsidy from the national government.
Other strategies to ensure continuous operations of the Samar Island Medical Center
are as follows:
1. Establish a Malasakit Center where all non-Philhealth members are automatically

enrolled once they avail of the hospital services.
2. Endeavor to be a recipient of the Medical Assistance for Indigent Patients
Program.
3. Apply to be a service provider for private health insurance companies and HMOs.
4. Ensure good Philhealth submissions.
37
5. Complete medical and ancillary services for pay and indigent patients.
6. Partnerships with medical and nursing schools as a teaching and training
hospital.
7. Develop Local Economic Enterprises.
8. Become a self-sustaining health facility by following mandates on Green and
Safe Health Facilities, using sustainable energy.
E. Procurement of Supplies, Drugs, Projects and Services
The procurement of supplies, drugs, projects and services shall be

determined once the Samar Island Medical Center and its management will
formally start its first year of operation.
F. Facility Buildings and Grounds
G. Conclusion
Despite the daunting financial responsibility that is needed for the

implementation and sustainable operation of the Samar Island Medical Center, it is a
fact that the rising need for equitable healthcare in one of the poorest regions of the
country is a more urgent need. The completion of the infrastructure and equipment
needs of SIMC can be attained through several financing tranches, while gradual hiring
of health workers can be started in preparation for the first year of operations of the
hospital.
Based on the health statistics of the three Samar provinces, and the challenge in
transporting patient from the Samar island across the Leyte Island, it is high time that
the overlooked islands of Samar will have their own tertiary hospital that is easier to
access and will deliver excellent health services while limiting out-of-pocket-expenditure
for most of the marginalized population of the Samar provinces. Furthermore, the gap
in hospital beds for tertiary hospitals has for far too long been a problem. The SIMC will
38
address not only this gap, but will also be able to address future health crises, such as
pandemics and other outbreaks.
The plantilla positions that will be created for SIMC will also contribute to the
economy of the provinces and will open business opportunities and investments in the
provinces. More importantly, the establishment of SIMC will pave the way to better
health outcomes and brighter future for the Samar islands.
Chapter IV. Development Plan
A. Proposed Development Plan for SIMC
Proposed Development Plan for SIMC

Target Start Project Description
Site Levelling, Ground Clearing, Retaining Wall, Drainage

Site Development
& Road Networking
Construction of Main Building - Structural Foundation &

Construction of 4-Storey Main
Ground Floor Level Medical Service Building (Emergency
Building Ground Floor Level Medical
Department, Radiology Department, Laboratory, Drug
Service Building (Phase 1)
Testing, Blood Bank Department)
2023 Construction of Mother & Child Building (Emergency

Construction of 4-Storey Mother &
Department, Radiology Department, Laboratory, Milk
Child Building
Bank, Obstetrics, Gynecology Department)
Construction of Out-Patient Department Building (OPD

Construction of 3-Storey Out-Patient Clinics, Rehabilitation Medicine, Hemodialysis, Surgery,
Department Building Executive & Staffs Offices, Records Section, Library &
Function Hall)
Construction of Second Floor Level Medical Service

Completion of 4-Storey Main
Building (Surgical Department, Intensive care Unit
Building: 2nd Floor Level Medical
2024 Department, Central Sterile Supply Room & Surgical
Ward)
Completion of 4-Storey Main Construction of Third Floor Level Medical Service Building
Building: 3rd Floor Level Medical (Surgical Nursing Wards & Internal Medicine Wards)
Construction of Medical Support Construction of Medical Service Support Buildings

2025 Services Buildings (Laundry & Linen, Nutrition & Dietetics, Central Supply,
Warehouse, Engineering & Motor Pool, Morgue, Central
Waste Disposal Area, Powerhouse)
Hiring of Plantilla Positions. Hiring of 292 staffs
Completion of 4-Storey Main

Construction of Fourth Floor Level Medical Service
2026 Building: 4th Floor Level Medical
Building (Pediatric Wards)
Construction of 3-Storey Dormitory, Construction of teaching rooms, multi-purpose hall,

2027 Teaching & Training Building reception, staff & visitors quarters
Application for GREEN Health 95-100% Compliant to the Green Viability.

2028 Facility
Table 29. Proposed Hospital development Plan for SIMC 2023-2028.
39
This version of the Hospital Development Plan will cover CY 2023-2028, based
on the Regional Health Facility Development Plan 2021-2025 and will reflect the
Provincial Development Plans of the catchment areas covered by SIMC. The
construction of the facility will start on FY 2023 to be included in the budget proposal by
the Health Facility Enhancement Program Unit. The expected operations of the hospital
will start in 2026, following completion of the initial 100 beds, with equivalent equipment
and hiring of healthcare providers.
Barring any unexpected obstacle, it is anticipated that the SIMC will be providing
much needed health care in the provinces of Western Samar, Northern Samar and
selected areas of eastern Samar by 2028.
B. Budget Proposal for SIMC
PROJECT NAME & TARGET START TOTAL CAPITAL OUTLAY COST
YEAR SUB-TOTAL INFRA EQUIPMENT HUMAN

RESOURCE
2023
Construction of 4-Storey Main Building 400,000,000 400,000,000

Ground Floor Level Medical Service
Building (Phase 1)
Construction of 4-Storey Mother & 300,000,000 300,000,000

Child Building (DPWH)
Construction of 3-Storey Out-Patient 200,000,000 200,000,000

Department Building (DPWH)
2024
Completion of 4-Storey Main Building: 243,972,000 243,972,000

2nd Floor Level Medical Service
Building (Phase 2)
2025
Completion of 4-Storey Main Building: 451,564,000 201,564,000 250,000,000

3rd Floor Level Medical Service
Building (Phase 3)
Construction of Medical Support

Services Buildings
Hiring of 292 Staff 50,000,000
2026
Completion of 4-Storey Main Building: 395,836,000 145,836,000 250,000,000

4th Floor Level Medical Service
Building (Phase 4)
2027
Construction of 3-Storey Dormitory, 56,430,000 56,430,000

Teaching & Training Building
Operation. Date of Initial Operations of the Hospital with 100-bed capacity will be in 2025.
Subsequent adding of beds will be in 2026 - 2028 for the Last Phase of the Project to complete the
300-bed capacity by 2028.
Table 30. Budget Proposal for Samar Island Medical Center.
40
CHAPTER 5: Monitoring and Evaluation
The Hospital Development Plan will be monitored and evaluated quarterly using
this tool.
Samar Island Medical Center HDP Monitoring and Evaluation Tool
41
Annexes
Annex A- Legal Mandate
42
43
44
Annex B. Legal Documents of Land
Tax Declaration of Real Property.
45
Annex C. Floor Areas
ITEM NO. DESCRIPTION QTY UNIT

I Main Building 15,196.30 sq.m
Ground Floor 4,237.80 sq.m
a. Emergency Department 1,086.00 sq.m
b. Laboratory Department, Blood Bank and Drug Testing Center 865.00 sq.m
c. Radiology & Imaging Department 661.00 sq.m
d. Pharmacy Department 158.00 sq.m
e. Business Center (incl. Social Services & Malasakit Center) 230.00 sq.m
f. Front Desk, Waiting Area & Main Lobby 187.00 sq.m
g. Information, Communication Technology Unit 38.00 sq.m
h. Prayer Hall 73.50 sq.m
i. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets) 939.30 sq.m
Second Floor 4,066.00 sq.m
j. Surgical Department 1,519.00 sq.m
k. Intensive Care Unit (PICU,SICU,MICU, CCICU) 879.00 sq.m
l. Centralized Sterilizing and Supply Room 158.00 sq.m
m. Surgical Wards (1) 750.00 sq.m
n. Prayer Area 18.00 sq.m
o. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets) 742.00 sq.m
Third Floor 3,359.40
p. Surgical Wards (2) 750.00 sq.m
q. Internal Medicine Wards 1,984.00 sq.m
r. Concessionnaires' Area 65.00 sq.m
s. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets) 560.40 sq.m
Fourth Floor 2,430.60 sq.m
t. Pediatric Wards 1,984.00 sq.m
u. Concessionnaires' Area 65.00 sq.m
v. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets) 381.60 sq.m
Others:
w. Service Ramp (Ground - Fourth Floor) 1,102.50 sq.m
II Mother & Child Building 5,318.10 sq.m

46
a. Emergency Department
b. Out-Patient Department
c. Laboratory Department
d. Radiology & Imaging Department
e. Pharmacy Department
f. Business Center (incl. Social Services & Malasakit Center)
g. Common Staffs Lounge & Offices
h. Service/Utility Areas (Plant Room, Elevators, Stairs, Hallways, Corridors, Public
Toilets)
i. Delivery Department
j. Neonatal Intensive Care Unit
k. Common Staffs Lounge & Offices
l. Lactation Station, Milk Bank & Central Supply
m. Service/Utility Areas (Plant Room, Elevators, Stairs, Hallways, Corridors,
Public Toilets)
Third Floor 861.80 sq.m
n. Obstetrics Nursing Wards (incl. Service/Utility Areas) 861.80 sq.m
Fourth Floor 861.80 sq.m
o. Gynecology Nursing Wards (incl. Service/Utility Areas) 861.80
Others: 1,288.50 sq.m
p. Service Ramp (Ground - Fourth Floor) 1,102.50 sq.m
q. Connecting Bridge to Main Building (Second-Fourth Floor) 186.00 sq.m
III Out-Patient Department Building 5,892.00 sq.m

a. Front Desk, Waiting Area & Main Lobby
b. Business Center (incl. Social Services & Malasakit Center)
c. Medical Records Section
d. Physical Rehabilitation Medicine Department
e. Hemodialysis Department
f. Laboratory Department
g. Radiology & Imaging Department
h. TB-Dots Clinic
i. Service/Utility Areas (Plant Room, Elevators, Stairs, Hallways, Corridors, Public
Toilets)
j. Surgery Department
k. OPD Clinics (Optha, ENT, Family Med, Dental, Psych, HIV, Dermatology)
l. Files Storage Area
m. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets)
Third Floor 1,944.00 sq.m
n. Offices
o. Library
p. Function Hall
q. Service/Utility Areas (Elevators, Stairs, Hallways, Corridors, Public Toilets)
IV Medical Service Support Buildings 3,605.00 sq.m

a. Nutrition & Dietetics
b. Canteen/Dining Hall 1,955.00 sq.m
c. Laundry & Linen
d. Central Supply Building 150.00 sq.m
47
e. Engineering Maintenance & Motorpool 740.00 sq.m
f. Waste Holding Area 250.00 sq.m
g. Morgue 150.00 sq.m
h. Warehouse 360.00 sq.m
V Teaching and Training Building 855.00 sq.m

Ground Floor 225.00 sq.m
a.Main Lobby & Reception 45.00 sq.m
b. Training Rooms 180.00 sq.m
Second Floor 225.00 sq.m
c. Dormitory 225.00 sq.m
Third Floor 405.00 sq.m
d. Auditorium 405.00 sq.m
48

SAMAR ISLAND MEDICAL CENTER HDP DOHEVCHD Planning

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SAMAR ISLAND MEDICAL CENTER HDP DOHEVCHD Planning

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Executive Summary

Highlights of the Plan:

Executive Summary …………………………………………………………………………. i.

Chapter 1: Introduction ………………………………………………………………………. 1-3

Chapter 2: External Analysis ……………………………………………………………….. 3-19

Chapter 3. Internal Analysis ………………………………………………………………… 19-39

Chapter 4. Development Plan 39-40

Chapter 5. Monitoring and Evaluation ……………………………………………….……. 41

Annexes ………………………………………………………………………………………… 42-48

The establishment of Samar Island Medical Center will complement the

B. Mandate of the Facility

As a tertiary hospital, its future commission is to become a teaching, training and

C. Vision, Mission, and Strategic Directions and Commitments

Samar Island Medical Center shall be a nationally recognized Center of Progress

D. Primary and Secondary Catchment Areas

District Hospitals / Private

Gandara District Hospital Almagro RHU

Tarangnan Community Hospital Basey RHU

Samar Provincial Hospital Calbayog CHO and DHCs

Calbayog District Hospital Calbiga RHU

Camp Lukban Station Hospital Catbalogan CHO and DHCs

Adventist Hospital Daram RHU

St. Camillus Hospital Gandara RHU

Catbalogan Doctors Hospital Hinabangan RHU

San Jorge RHU

San Jose De Buan RHU

San Sebastian RHU

Sta. Margarita RHU

Sta. Rita RHU

Sto. Niño RHU

Secondary Catchment Area District Hospitals/Private Hospital City/Rural Health Units

Eastern Samar Arteche District Hospital Arteche RHU

Oras District Hospital Dolores RHU

Can-Avid Municipal Hospital Maslog RHU

Taft District Hospital Oras RHU

Oras Doctors Hospital San Policarpo RHU

Domingo Casano Hospital Sulat RHU

San Julian RHU

Table 1. Primary and Secondary Catchment Areas of SIMC.

The Philippine Health Facility Development Plan (PHFDP) 2020-2040 is the

No. of Barangays 951

Population 854,877 (Projected Population 2025)

No. of Infirmaries beds (Private) 0

Level 1 beds (government) 210

Level 1 beds (private) 165

Level 2 beds (government) 0

Level 2 beds (private) 0

Level 3 beds (government) 0

Level 3 beds (private) 0

PROVINCE MUNICIPALITY/CITY NUMBER OF GIDA BARANGAYS

PROVINCE MUNICIPALITY/CITY NUMBER OF GIDA BARANGAYS

PROVINCE MUNICIPALITY/CITY NUMBER OF GIDA BARANGAYS

HEALTH SITUATION FOR THE PROVINCE OF WESTERN SAMAR

No. Rate No. Rate No. Rate No Rate No Rate No Rate

2020 9,901 11.00 629 76 11 1.11 6 60.5 36 3.6 10 1.009

Deliveries by Attendance Number % to Total

Deliveries by Place Number % to Total

2. Upper Respiratory Tract Infection (URTI) 6241 753.98

3. Pneumonia 1867 225.55

5. Unknown Cause 1 0.09 7. Unknown Cause 1 0.09

4. Symptoms Prior to Death:

5. Acute Respiratory Failure

6. High output failure from