Facilitator Strategic Planning

Policy Unit
Contraceptive Self-reliance Plus (CSR+) Strategic Planning Workshop

(Facilitators Manual)
Deliverable No. 31a

September 30, 2005
This report was made possible through support provided by the U.S. Agency for International Development, under the terms of Contract No. 492-C-00-03-00024-00. The opinions expressed herein are those of the author(s) and do not necessarily reflect the views of the U.S. Agency for International Development.
CSR+ Strategic Planning Workshop

Facilitators Manual
Developed by:
Sponsored by:
CSR+ Strategic Planning Workshop Manual
This CSR+ Strategic Planning Workshop Manual for Facilitators and Resource Persons was prepared by MSH Lead Staff and Consultants (authors) with the assistance of Mary Margaret Que and Gerard Suanes and made possible through the support provided by the United States Agency for International Development (USAID) under the terms of Contract No. 492-C-00-03-00024-00 for the Local Enhancement and Development (LEAD) for HEALTH Project of the Management Sciences for Health. The processes and approaches adopted in this Manual are methodologies used to strengthen the LGUs capability to respond to the challenges of AO 158 and self-reliance, and do not necessarily reflect the views of USAID.
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TABLE OF CONTENTS
Page Acknowledgements List of Abbreviations List of Annexes INTRODUCTION i
PART 1: FACILITATORS GUIDE

1. 2. 3. 4. 5. 6. Introduction to Workshop Management Workshop Management Workshop Cast Inviting LGUs to host a CSR+ STRATEGIC PLANNING Workshop Workshop Planning with the LGU Logistics Preparation 6.1. Workshop Venue 6.2. Room (Venue) Arrangements 6.3. Accommodations 6.4. Banquet / Food and Beverage 6.5. Equipment 6.6. Supplies 7. Day Set-Up and Logistics Arrangement 1 2 3 4 6 6 7 9 10 12 12 13
Workshop Manual
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Page 8. Workshop Activities 8.1. Ground Rules 8.2. Parking Lot 8.3. Ice Breakers 9. Workshop Flow and Sequence 10. Post Session and Post Workshop Activities 10.1. 10.2. 10.3. 10.4. Post Session / End-of-Day Activities End-of-Day Assessment Post Workshop Activities Workshop Assessment 15 15 16 17 19 38 38 39 40 41 42
11. Tips for Facilitators
PART 2: RESOURCE PERSONS GUIDE

CSR+ Overview and Workshop Flow Guidelines on the Use of the Presentation Materials Tips for Resource Persons Compilation of Session Guides 1. 2. 3. 4. 5. CSR+ Strategic Planning Workshop Objectives Enhancing the Local Health Sector: A Framework for Decision Makers Update on LGU Initiatives/Interventions on the Health Sector DOH CSR Strategy and AO 158 The CSR Roadmap 1 6 8 10 11 13 15 17 19
Workshop Manual
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Page 6. Elements of CSR 6.1. 6.2. 6.3. 6.4. 7. Forecasting Financing / Resource Mobilization Procurement and Warehousing Distribution and Service Delivery 21 23 25 27
Elements of CSR+ (CSR+CSS = CSR+) 7.1. 7.2. 7.3. Securing Anti-TB Drug Supply Vitamin A Supplementation HIV / AIDS Detection and Control (Optional) 30 32 34 36
8.
Identify options : LGU Planning Workshop = CSR + Plan
PART 3: CSR+ STRATEGIC PLANNING WORKSHOP MATERIALS (POWERPOINT) 1. 2. 3. 4. 5. 6. CSR+ Strategic Planning Workshop Objectives and Outline Enhancing the Local Health Sector: A Framework for Decision Makers Update on LGU Initiatives/Interventions on the Health Sector DOH CSR Strategy and AO 158 The CSR Roadmap Elements of CSR 6.1. Forecasting 6.2. Financing / Resource Mobilization 6.3. Procurement and Warehousing 6.4. Distribution and Service Delivery
Workshop Manual
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7. Elements of CSR+ (CSR+CSS = CSR+) and identification of options 7.1. Securing Anti-TB Drug Supply 7.2. Vitamin A Supplementation 7.3. HIV / AIDS Detection and Control (Optional) 8. Identify options : LGU Planning Workshop = CSR + Plan 9. Presentation of CSR+ Plan 10. Synthesis and Integration
Annexes
Workshop Manual
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LIST OF ABBREVIATIONS
AIDS AO ARI BHS BHW BNH CBDO CBMIS CHD CPR CSR CSR+ CSS DMS DOH DPRC G DTC DTI ECCD FDC FHIS FLSW FFSW FP G2G GAD GPRA HC HES HIV
Acquired Immune Deficiency Syndrome Administrative Order Barangay Health Station Barangay Health Worker Community-Based Drug Outlet Community-Based Monitoring and Information System Center for Health Development Contraceptive Prevalence Rate Contraceptive Self-Reliance Contraceptive Self-Reliance Plus Commodity Supply Security Drug Management System Department of Health Drug Therapeutic Committee Department of Trade and Industry Fixed Dose Formulation Field Health Services Information System Family Planning Government to Government Gender and Development Government Procurement Reform Act Health Center Human Immunodeficiency Virus
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HMO HRG IDU ILHZ IRA IRR IT IU IUD LAM LGU LHS MSM MWRA NEDA NFP NGO OPB PhilHealth Php PITC PLMT PNDF POPCOM Q RCSW RDF RFSW RHU SDF SES SHC SIO SK SSS STD
Health Maintenance Organization High Risk Group Injection (or Intravenous) Drug User Inter Local Health Zone Internal Revenue Allotment Implementing Rules and Regulations Information Technology International Units Intra Uterine Device Lactational Amenorrhea Method Local Government Unit Local Health System (Sector) Men Having Sex With Men Married Women of Reproductive Age National Economic and Development Authority Natural Family Planning Non-Government Organization Out Patient Benefit Philippine Health Insurance Corporation Philippine Peso Philippine International Trade Corporation Philippine National Drug Formulary Population Commission Quadrant Registered Commercial Sex Worker Revolving Drug Fund Rural Health Unit Single Dose Formulation Socio Economic Status Service Implementing Organization Sangguniang Kabataan? Social Security System Sexually Transmitted Disease
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STI TB TB-DOTS TWG UNICEF USAID USD VAC WHO
Tuberculosis Tuberculosis - Directly Observed Treatment Short Course Technical Working Group United Nations International Childrens Education Fund United States Agency for International Development US Dollar Vitamin A Capsule? World Health Organization
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Introduction
INTRODUCTION
In 1999, the national government of the Philippines produced a draft of the Contraceptive Independence Initiative to launch the countrys bid to be more self-reliant in securing its own contraceptive supply. This was spearheaded by, Dr. Albert Romualdez, the former Secretary of the Department of Health (DOH). Soon after, a multi-sectoral task force was convened by the POPCOM that led to the issuance by the DOH of a National Family Planning Program Policy in September 2001 signed by the DOH Secretary Dr. Manuel Dayrit. This policy categorically states that the Philippine Government will now assume greater responsibility for the Family Planning (FP) program of the Philippines. In response to this development, the United States Agency for International Development (USAID) initiated the program for the phase-down of its contraceptive assistance to the Philippine government. Several consultative meetings followed to present USAIDs contraceptive self-reliance initiative to all stakeholders in the phase-down of contraceptive assistance --- the donor community, officials from DOH, POPCOM, PhilHealth and the NEDA, business leaders and the non-government Organizations (NGO). In September 2002, USAID officially announced its phase-down plan to the public. What is the history behind the countrys supply of contraceptives? Prior to this phase-down, USAID has been providing 80% of the countrys contraceptive supply pills, condoms, IUDs and injectables, amounting to around USD 3 million yearly. With the phase down already in effect amid a booming population and increasing poverty, achieving self-reliance at a faster rate is vital. The continuing support of USAID shall now be focused on the countrys poorest and the neediest coming from the socio-economic brackets D1 (earning roughly PhP 5,209 to PhP 7,291 per month) and E (PhP 5,208 and below per month). Several studies already show that many contraceptive users are actually willing to pay for their supplies, that is, of 4.6 million women who use contraceptives, 1/3 or 3.22 million come from middle and high income classes who can afford and are willing to pay for their supplies. Thus, USAID assistance is increased to projects that aim to strengthen the private sector alternative source of FP services and supplies catering to the C and D groups. This way, the governments limited financial and human resources will be focused on the neediest. When shall the phasedown happen? The phasedown schedule began in March 2003 with the last shipment of condoms to the country. Phasedown of pills began in 2004, and will be completely phased out by 2007. Injectables shall begin in 2005 and will be completely phased-out by 2008. IUDs is
Introduction
planned for a later date because of the lack of availability of other brands and sources in the country. Projections show that stock-out will occur 6 months after the last shipments of these supplies. Who will immediately feel the crunch? The most vulnerable to the contraceptive phase-down are the 4.6 million women of reproductive age who use modern method of contraception. The public sector supply 72 % of these womens contraceptive supply. Another 2.3 million women who are currently not using modern methods but reported intent to use are also vulnerable to the contraceptive phase down. What should the country/LGU do to be self-reliant in securing its own contraceptive supply? The most important determinant to self-reliance is having the political will to foster an environment where ALL stakeholders share in the responsibility to provide a wide array of quality and affordable FP services to all Filipinos. The government will continue to bear the main responsibility to meet the FP needs of the country. However, given the devolved setting of health services in the country --this capacity should be present in every LGU. Each should be equipped with an independent capacity for planning, budgeting, and managing the donated supplies that remain in the pipeline over the next few years to reach the appropriate clients. This strategy of capacitating the LGUs shall also work towards self-reliance in procuring their own contraceptives at a reasonable price from their own budget. In areas where there are no private sector facilities currently available, LGUs should have the capacity to implement cost-recovery schemes that include a system to collect and account for fees from FP services including exemption mechanisms for the poor. As the LGUs ensure the accessibility of FP methods for all clients given its limited resources, it should be able to identify and mobilize resources from other institutions which can play an important role in sustaining the countrys FP program --- such as PhilHealth, Currently, it offers reimbursements for sterilization and IUD procedures. The burden on government will be further reduced if the PhilHealths benefit package is expanded to include other methods such as pills, IUD devices and injectables. What assistance is available to LGUs to achieve this capacity? The LEAD for Health Project is a three-year project funded by the United States Agency for International Development (USAID). It aims to: (1) strengthen local level support for, and the management and provision of family planning (FP), tuberculosis (TB) and other selected health services by: (a) increasing local level support for FP and other health services; (b) improving management and information systems for local government units (LGUs); (c) increasing the availability of LGU financial resources for health services;
Introduction
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and (d) improving the quality of FP, TB, and other selected health services, and the performance of service providers. LEAD will also (2) support the improvement of national-level policies to facilitate efficient delivery of quality FP and selected health services by LGUs. The project will work towards: (a) improving national and local policies for increased financing of FP; (b) developing policies for mobilizing financing resources for services; and (c) improving legal and regulatory policies for health service delivery. LEAD Project will principally provide Technical Assistance (TA) to the local government units (LGUs) in order to achieve the objectives described above. One of the key activities is providing assistance for LGUs to identify strategic initiatives to work towards commodity security/self-reliance in FP and in other health programs. The LGU CSR Strategy enjoins the ingenuity of the LGUs to devise strategic initiatives to complement the efforts of other national and sub-national stakeholders in support of AO158. LGU CSR initiatives are seen to set new directions toward increased domestic FP financing, particularly for procuring contraceptives for free distribution, and expanded private sector participation. These two strategic responses are deemed to ensure the establishment of essential structures for LGUs to sustain and expand the FP programs and eventually, the health programs in the years to come. The LEAD assistance starts with engaging LGUs in iterative processes which aims: 1. To revisit the LGU Plans developed in the Assessment and Planning Workshop, particularly, securing commodity/achieving self-reliance as a strategic intervention to sustain and expand the local health programs; 2. To build awareness on the total health sector response to the challenge of contraceptive self-reliance/commodity security (CSR+) and AO 158; 3. To assist LGU teams in assessing their respective CSR+ requirements and in formulating their own local CSR + strategies; 4. To discuss with LGUs possible options to develop/establish systems and structures in the LGUs for forecasting, resource mobilization, procurement, and distribution of commodities and service delivery in order to achieve self-reliance in the FP Program and to secure commodity supplies for TB, Vitamin A supplementation and STD/HIV/AIDS programs; 5. To share with participants various LGU-initiated interventions toward achieving commodity self-reliance; and 6. To assist LGU teams in developing an LGU CSR+ plan to implement their respective CSR+ strategies and to identify a list of policies needed towards achieving self-reliance. Similar to other planning processes, the LGUs will undertake series of workshops to identify their options and develop an implementation plan whereby specific activities are defined to establish CSR strategies and policies. The workshops are expected to build upon efforts of LGU to develop a CSR+ Implementation Plan. The Plan will consolidate multi-sectoral initiatives (including private sector) in the next years to develop systems and structures in the LGUs for forecasting, resource mobilization, procurement, and distribution of commodities/service delivery to ensure self-reliance in the FP Program and to secure commodity supplies for TB, Vitamin A supplementation and STD/HIV/AIDS programs.
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To ensure the smooth and efficient conduct of these workshops, this manual has been prepared to guide key individuals responsible for implementing these workshops. The Manual has two versions, one for Facilitators and another for Participants. The Facilitators Manual is divided into three parts: Part 1: The Facilitators Guide Part 2: The Resource Persons Guide Part 3: CSR+ Workshop Materials
Part 1 contains all the necessary guidelines for the conduct of the workshop from the pre-planning, actual workshop and postworkshop activities. It is intended to assist Facilitators and Workshop Managers in preparing for and managing the workshop. Part 2 includes an overview of the workshop and a guide for Resource Persons who will deliver the workshop topics. There is some duplication that appears in Part 2 (e.g., Introduction, Workshop Flow) to facilitate the reproduction of the appropriate pages / sections for the Resource Persons use. Thus the Resource Person will get Part 2 of the Manual and the presentation materials, notes and guide specific to the topic he/she will deliver. Part 3 contains the workshop materials. In the Facilitators Manual, the workshop materials (per topic) include the presentation slides, the Resource Persons guide and notes to presentation materials. This Part will form the body of the Participants Manual, but without the Resource Persons Guide and notes to the presentation materials. The second manual, the Participants Manual is for the workshop participant to take-home as a handy reference for the various presentations and discussions during the workshop. The Participants Manual will contain the presentation slides and introductory pages. Together, it is hoped that these manuals, will enable the LGU stakeholders to implement their plans to achieve the objectives of the Contraceptive Security Reliance efficiently and effectively for the benefit of the LGUs health programs.
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FACILITATORS GUIDE
CSR+ Strategic Planning Workshop Manual November 2005
Introduction to Workshop Management
INTRODUCTION TO WORKSHOP MANAGEMENT

Putting together a Workshop takes time and a lot of effort, aside from the technical (content) preparation, there are a lot of logistical requirements that need to be addressed. When will the workshop be held? Where will the workshop be held? Who will be tapped to be part of the Workshop Cast? Where will the cast and the participants stay? What kind of equipment will be needed? When? How many? What food will be served? What supplies will be needed? What will be distributed to the participants? Ensuring that the logistical requirements of the CSR+ Workshop are all in order is the primary responsibility of the Events Organizer as supervised by the Overall Program Coordinator. The Overall Program Coordinator and Events Organizer must coordinate with the host LGU and the organizer / main office. Note that some of the arrangements may be delegated to either the host LGU or may be absorbed by the organizer / main office. However, overall responsibility remains with the Overall Program Coordinator. The following section is aimed at assisting the Overall Program Coordinator, Facilitators, and Events Organizer/s in ensuring that logistical requirements are handled well. It presents the processes involved in workshop planning and preparation, day activities, end day / session and workshop activities. It uses checklists (see Annexes) to facilitate monitoring compliance with the defined tasks.
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WORKSHOP MANAGEMENT
Proper workshop management contributes to a successful workshop. Aside from the workshops contents, it is important to ensure that all logistics necessary to run the workshop are in place, put together the workshop cast and assign specific roles, and manage a smooth flow of activities. This section of the Manual focuses on the activities related to workshop management, beginning with workshop planning. Some activities can be facilitated by checklists (presented as annexes). These checklists are presented as part of the Annexes to assist the Overall Program Coordinator and Events Organizer in ensuring that the workshop is properly planned. Note the workshop planning flow process:
Invite LGU to host a CSR+ Strategic Planning Workshop
Workshop Planning with LGU
Logistics Preparation
Day Set-Up / Preparation
During Workshop Activities
Post Session & Post Workshop Activities
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WORKSHOP CAST
Before going to the workshop management process, it is important to identify the persons who will form part of the Workshop Cast. The Workshop is planned and implemented by a number of people. Each person involved in the Workshop has a specific role. Annex F1 details the roles of each member of the Workshop Cast. It also contains the preferred competencies of the person tasked to perform each role. These competencies have been provided to guide the Overall Program Coordinator in selecting the appropriate person for each role. Note that some people can multi-task, i.e., they can perform different roles in one Workshop. He/she should also ensure that the workload resulting from multi-tasking is reasonable in order to ensure that the quality of output does not suffer.
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INVITING LGUS TO HOST A CSR+ STRATEGIC PLANNING WORKSHOP
The process commences upon the initiative of the LGU, or its agreement to host a CSR+ Strategic Planning Workshop. It is the responsibility of the Overall Program Coordinator to initiate arrangements with the LGU. The process is as follows: 1. Research to determine / gauge LGUs openness to CSR+ initiatives and how to best approach LGU officials. 2. Send letter to the LGU Head to provide information on CSR+ and inquire about the LGUs interest to host a CSR+ Strategic Planning Workshop. When introducing CSR+ to local executives, ensure that CSR+ objectives are linked to local development objectives and interventions. 3. Follow-up LGU response to the invitation. Meet with and present the idea to the LGU as necessary.
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WORKSHOP PLANNING WITH THE LGU
Once the LGU agrees to host a CSR+ Strategic Planning Workshop, the process of planning the workshop with the LGU begins. Note that the CSR+ Workshop is hosted by LGUs. MSH-LEAD provides technical assistance by providing the resources (including Resource Persons) necessary to run a CSR+ Workshop1.
The LGU should be actively involved in planning and implementing the CSR+ Strategic Planning Workshop.
CSR+ Strategic Planning Workshop planning involves the following activities. At this stage, all activities are the responsibility of the Overall Program Coordinator. The process is as follows: 1. Secure acceptance / confirmation of LGU. As much as possible, document LGU acceptance / confirmation of participation. 2. Explain CSR+ workshop objectives to LGU. 3. Discuss roles and responsibilities of the different parties (LGU, LEAD etc.). a. See Annex F2 for the Roles of Different DOH Offices, LGUs and Partners in the CSR+ Strategic Planning b. Generally, LGU shoulders transportation of participants. c. Participants are not entitled to any per diem during the workshop. However, all meals and lodging are provided. 4. Set / agree on workshop date and venue. Have an alternative date and venue, in case the preferred date and venue will not be available during desired dates. See section on Venue and Accommodations for more details.
1
For LEAD sites.
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5. Ask LGU to decide on the list of workshop participants.
a. See Annex F3for Target List of Participants. b. Manage the number of participants for budget considerations. c. Ensure that the targeted participants are prioritized. 6. Prepare and send out Letter of Invitation to targeted participants. The Overall Program Coordinator should ensure that this activity is done. However, it is best that the letter is signed by LGU head.
7. Provide LGU with list of data requirements for workshop
a. See Annex F4 for the Data Requirements Checklist. b. Emphasize that the information will be used and should therefore be available during the workshop.
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LOGISTICS PREPARATION
A workshop entails a lot of logistics to ensure a smooth flow of activities. Logistics preparation includes ensuring appropriate venue and accommodation, food and beverage, supplies and equipment, etc.
WORKSHOP VENUE
The CSR+ Workshop is a three-day session that requires one plenary and a few break-out rooms. There are also participants and the workshop staff to consider. Venue and accommodations is the primary responsibility of the Events Organizer, under supervision of the Overall Program Coordinator. The LGU host may assist in identifying some options and in securing good rates. Note that accommodations need to be arranged for participants and workshop staff. When deciding on the workshop venue, the suggested process to follow is as follows: 1. Identify venue options. a. Refer to the Venue Checklist (Annex F5) when evaluating venue options. b. Refer to Equipment Checklist (Annex F6) when evaluating venue options. 2. Check availability of workshop venue during target workshop dates (desired and alternative dates). 3. Ensure that rent of workshop venue is within budget. a. Consider Package Inclusions when comparing different alternatives
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4. Conduct ocular inspection of venue to ensure compliance with Workshops requirements. 5. Reserve / sign contract with venue. a. Document / specify package inclusions (arrangements re venue configuration, break out rooms, meals, etc.) b. Note that some hotels may require down payment. 6. One day before workshop, inspect venue and all necessary arrangements. a. This is best done by the Overall Program Coordinator, Head Facilitator, and Events Organizer. b. Ensure that all arrangements are in order as per the Contract with the Venue provider. c. Eliminate all probable sources of distraction.
ROOM (VENUE) ARRANGEMENTS

The workshop will require two types of rooms. The first requirement is a room big enough to accommodate all the participants during the plenary session. Ideally, the participants should be seated and provided with desks / tables where they can write and put their workshop materials / manual. Because the plenary session is expected to be attended by a big number of people, the ideal U-shape will be difficult to manage. Thus, classroom style may be more appropriate. For the break-out sessions, participants will be grouped according to LGU. Break-out sessions may either be individual rooms or a big room that can be divided into several sections. If a divider is used, it is important to ensure that the different LGUs can discuss with each other without disturbing the other groups. Ideally, to facilitate the input-workshop process which will be observed all through the workshop, a function room big enough to accommodate both planning and workshop sessions is recommended. Effective set-up using dividers are important to ensure that the different LGU teams can discuss without disturbing the other groups.
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Room Arrangement for Plenary Session
Room Arrangement for Break-out Session
It is important that the room/venue arrangement will be able to promote a comfortable, friendly and conducive environment for productive and open exchanges of ideas among participants.
ACCOMMODATIONS
Ideally, the accommodations / lodging of the participants and the workshop cast should be the same as the venue of the workshop sessions. This would save a lot of time transporting the participants to and from the venue. The Events Organizer is the lead person responsible for ensuring appropriate accommodations for the participants and the workshop cast. The process involved is as follows: 1. Identify possible options. a. Consult with LGU host. b. Consult the directory for a listing of hotels and lodging options.
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c. Consider: i. ii. iii. iv. 2. 3. 4. 5. Availability during the target dates Cost Proximity to the workshop venue (if not the same as) Facilities and amenities
Short list options based on initial criteria. Conduct ocular inspection of short-listed options. Evaluate options. Select best alternative. a. The final selection is the responsibility of the Overall Program Coordinator.
6. Block / reserve the required number of rooms on the desired dates. a. This would require having the final list of the participants and room sharing arrangements. b. This will also require having the final list or number of workshop cast. c. Consider the itinerary of participants and workshop cast to be able to determine early/late check in/out. 7. Make reservations considering: a. Total number of rooms b. Total room nights given early check in and early/late check out c. Room arrangements and preferences of Resource Persons, Consultants and Guests 8. Negotiate terms and conditions, total package. a. Avail of corporate rate / group discounts b. Note package inclusions (breakfast, hotel transfers, etc). c. Ask the venue for flexibility in finalizing the arrangements a few days before the check in date (e.g., three days before) in case there are cancellations / additions without penalty (in case of cancellation).
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BANQUET / FOOD & BEVERAGE

Meal arrangements cover meals during the Workshop and before (breakfast) or after the workshop (dinner), while the participants and Workshop Cast are billeted in the hotel. This is primarily the responsibility of the Events Organizer as supervised by the Overall Program Coordinator. The activities related to meal arrangements and the corresponding considerations are as follows: 1. Identify number and types of meals to be served. Consider: a. Number of participants and workshop cast b. Budget 2. Meet with venues F&B group or source / choose caterer if separate arrangements need to be made. If hotel / venue allows or does not provide meals choose a caterer considering: a. Budget b. Reliability c. Quality 3. Select menu for the different meals. a. You may want to consider food allergies / restrictions. b. Do a taste test if necessary. 4. Inform F&B (caterer) about the meal arrangements (time, serving arrangements, etc.) a. Does budget provide for flowing tea and coffee? b. Request for candies to be made available throughout the sessions. 5. Sign contract with F&B (caterer).
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a. The terms and form of the Contract should consider Administrative Requirements. b. Request for a specific contact / liaison person. c. Request for a standby waiter all throughout the sessions. 6. Coordinate with F&B (caterer) regularly during the day regarding meal arrangements a. Consult with the Contract with Venue (inclusive of F&B) / Caterer as basis of agreements.
7. Note and coordinate current developments on workshop flow that may affect meal schedule, etc.
EQUIPMENT
For the proper conduct of the Workshop, there are certain equipment requirements. The checklist is presented in Annex F6. also indicates options that can be considered if the desired equipment is not available. It
This is primarily the responsibility of the Events Organizer as supervised by the Overall Program Coordinator. Note that some of the equipment may be provided by the hotel / venue as part of the venue rental. If it is not part of the venue rental, making the equipment requirement available may entail additional cost. Ensure availability of equipment or possible alternate arrangements a week before the actual conduct of the workshop.
SUPPLIES
The supplies checklist is presented in Annex F7. The checklist includes supplies for distribution to the participants and those that will be used during the workshop. This is primarily the responsibility of the Events Organizer as supervised by the Overall Program Coordinator.
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DAY SET-UP AND LOGISTICS ARRANGEMENTS
Set-up of venue pertains to the arrangement of the function room, break-out rooms, position of equipment, etc. This should be part of the instructions / agreements made with the hotel / venue by the Overall Program Coordinator / Head Facilitator / Event Organizer. However, the day before the workshop, the Head Facilitator and the Event Organizer/s should ensure that everything is in order. The Overall Program Coordinator / Head Facilitator / Event Organizers should allocate approximately two hours for this activity. The activities are as follows: 1. Check the plenary hall / main session hall. a. See that tables and chairs are arranged in the manner specified. b. Note / check the assigned seats / area of: i. Participants ii. Guests iii. Secretariat iv. Resource Persons v. Documenters c. Ensure that the streamers / backdrop are in place. d. Ensure that there is a Philippine flag available for the opening session. e. Check the location of the projector, laptop, and screen. f. Test the equipment. g. Ensure that the room is clean and neat before participants walk in and form their first impressions. h. Familiarize ones self and the rest of the workshop staff with the location of the secretariat breakout rooms, meal venues, and rest rooms. i. Ensure that tables and chairs for Resource Persons / Facilitators have been provided for (with access to electrical outlet / extension cords). 2. Ensure that all the supplies that will be needed during the workshop are sufficient and organized.
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a. Consult Annex F7 for the Supplies Checklist. b. Ensure that Registration Forms / Attendance Sheet, Name Cards and Participants Kits (which include Pencil / Pen and Participants Manual) are ready for distribution. c. Organize supplies on the secretariats table. 3. Ensure that all the equipment that will be needed is ready, appropriately set up, and in working order. a. Consult Annex F6 for the Equipment Checklist. 4. Coordinate with Banquet / Caterer a. Confirm / adjust meal schedules b. Validate other meal arrangements, e.g., special menu for participants for medical or religious reasons. c. Request for at least one waiter to be assigned to the venue to act as a runner, coordinate with the banquet staff, etc.
It is ideal if there is a clock that is clearly visible to Facilitators and Resource Persons. This will help Facilitators and Resource Persons manage the time. It is important to have the Overall Program Coordinator and the Head Facilitator on hand to personally greet each participant upon arrival.
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WORKSHOP ACTIVITIES
During the workshop, the Facilitator is tasked with certain activities (See Annex F1), part of his role is to handle the introductory sessions including leveling of expectations, setting of ground rules, facilitating / introducing ice breakers, etc. Following are some guidelines for the Facilitator:
GROUND RULES
Ground Rules are norms for the group to follow. At the beginning of the workshop, it is important to set Ground Rules. It is important manage themselves. At any time during the Workshop, refer to the Ground Rules when the group needs to be reminded of the agreements. The Facilitator should allocate approximately ten minutes for this session. Ground Rules usually cover punctuality, interruptions, number of breaks, etc. Some of the common Ground Rules are as follows: Courtesy There should only be one speaker at a time. Wait for you turn. Listen to the speaker. Managing time. Sessions will start at _____ and end at ________. There will be breaks at ________ and _________.
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Limiting unnecessary noise in the room. All cellular phones must be switched off or on silent mode during sessions. If any participant needs to take or make a call, please do so during breaks, or step out of the room and attend to your call outside the session hall. Instead of the Facilitator setting the Ground Rules, if time allows, it is also possible for the Facilitator to draw these Rules from the workshop participants themselves.
PARKING LOT
Like any other session, the CSR+ Workshop has a specific agenda and schedule. However, it is likely that in the course of the discussion, there will be issues raised that are important but are not part of the agenda, or are part of the agenda but cannot be resolved during the Workshop proper because the appropriate personnel that can address it or make a decision is not present, or because more time is needed to study the issue. In order to focus on the Workshops agenda and ensure proper time management, issues like these will be placed on the Parking Lot. The Facilitator should allocate approximately ten minutes for this session.
Process: 1. The Head Facilitator should have an easel sheet or a portion of the white board designated as the parking lot. An icon of a car can be used to illustrate this. 2. The Head Facilitator must ensure that issues that cannot be resolved during the session are parked. 3. The Documenter should include note and consolidate all parked issues. 4. All parked issues should be forwarded to the Overall Program Coordinator for appropriate action.
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ICE BREAKERS
Ice breakers are used to help people get to know each other better, increase the participants feelings of comfort, develop feelings of connectedness with each other, break down walls / masks / barriers / territoriality, and foster energy and enthusiasm. They also serve as a clearing technique, helping participants to forget about other issues and focus on the seminar. An ice breaker can be used to provide an overview of the next topic or the purpose of the seminar. Some tips to consider: It is ideal to have an activity that somehow relates to topics of the workshop (e.g., decision-making, idea generation, etc.) More physical activities are ideal at the beginning and after any break. Start with lower risk activities and build up to higher risk ones. Always model / give an example before the activity. Model enthusiasm and energy. Built in a low risk amount of physical contact. Encourage laughter. Vary the membership of the groupings and the size of the groups. Use dyads and triads for high risk-sharing activities. Always process key points of activity to show relevance to overall seminar. Show cultural sensitivity. Use activities / language that will not offend people.
Fluegelman, A. (Ed.) 1976. The New Games Book. NY: Doubleday.
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WORKSHOP FLOW AND SEQUENCE

The Workshop Flow and Sequence is presented in the following section. This also an overview of each session and contains suggested opening and closing spiels for the Facilitator.
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WORKSHOP SCOPE AND SEQUENCE
This section presents the workshop scope and sequence / flow. It also presents suggested opening and closing spiels for the Facilitator. There are also specific reminders / preparations that need to be made for some sessions.
DAY 1
I. REGISTRATION
Time
9:00 - 9:30am
Scope
The registration process should begin at least 30 minutes (or one hour depending on volume of participants and registration staff) before the workshop session begins. The registration forms should be preprepared from the preworkshop activities.
Opening Spiel
Closing Spiel
Tips to Facilitator
Coordinate with the Secretariat to remind participants to be punctual for the registration and attendance of sessions. Usually, this can be done through the LGU delegates OICs, telephone brigade and other effective means. It is recommended that appropriate background music be played while participants are waiting for the start of the program to sustain the energy/ interest level coming into the workshop.
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DAY 1
II. OPENING Invocation National Anthem Introduction of Participants Welcome Messages
Time
9:30-10:00am
Scope
This is the formal opening activity of the workshop. This is basically a standard activity to introduce the participants, the workshop cast, and special guests who are supporting the conduct of this workshop.
Opening Spiel
For the Invocation & National Anthem: As provided in the workshop schedule, ask all participants to rise for the following: Invocation, National Anthem. Afterwards: Good morning to all of you. (Introduce the participants by LGU team and ask them to rise to be acknowledged.) Today, we are thankful that all of you have taken time out from your regular working duties to be part of this major undertaking which is the Contraceptive SelfReliance Plus (CSR+) Strategic Planning Workshop.
Closing Spiel
After the Special Messages are delivered: Thank you very much to our guest speaker (state the name/s). Truly, your words serve to inspire the fruitful conduct of our three-day workshop. We look forward to seeing you again very soon.
Tips to Facilitator
Ensure that day-set up activities have been accomplished and all the logistics are in place. There are checklists in the Facilitators Toolbox (Annex to the Facilitators Guide) that can be consulted. Before the start of workshop, it may be proper to coordinate with the speakers to check if they are also consistent in their messages regarding the purpose/context of the workshop.)
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DAY 1
Time
Scope
Opening Spiel
This workshop is another assistance being provided by the LEAD project funded by USAID to help you the LGUs in moving your health program in a more systematic and effective manner. We truly hope that you will come out of this workshop better equipped to manage your health program. After this spiel, introduce the speaker/s for the welcome remarks.
Closing Spiel
Tips to Facilitator
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DAY 1
III. INTRODUCTION Session 1: Workshop Objectives and Outline Norming / Leveling of Expectations Rationale/ Objectives Ground Rules Parking Lot
Time
10:00-10:30am
Scope
The workshop objectives and outline (flow of topics) are presented to the participants. Presenter should encourage participants to ask questions or seek clarification regarding these. For those who have undergone a prior workshop on assessment and planning, it is possible that they will ask how this workshop relates to the prior workshop. This should be explained clearly by the Presenter to ensure a healthy flow of understanding from the previous workshop.
Opening Spiel
Norming /Leveling of expectations: Before we proceed with the first topic, let us also find out what you the participants are expecting from this workshop. May we ask each one of you to share this with us? Ground Rules: Let us now agree on what we would follow us ground rules for the duration of the workshop. Parking Lot: We propose that all issues / concerns not related to this workshop be parked in our parking lot. These issues will be summarized and forwarded to the concerned parties for appropriate action.
Closing Spiel
Now that we have clarified the objectives, we may now proceed with the first topic of the workshop.
Tips to Facilitator
Usually, for the expectations, the metacard scheme is used. It is recommended that while participants are waiting after registration, they are asked to fill up the metacards regarding their expectations. During the program, these are posted on the whiteboard and facilitator reads them one at a time and groups them accordingly. Ensure that the expectations are leveled vis--vis workshop objectives. Meta cards can also be used for the ground rules. This is also the time to make any domestic announcements, share house rules of hotel, etc. This is the responsibility of the Events Organizer.
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DAY 1
Session 2: Enhancing the Local Health Sector and
Time
10:30 11:00am
Scope
This session endeavors to present a health framework which integrates all the components of running an efficient and effective health program. This framework will also be the reference framework which the following topics will use as an anchor. It is expected that the participants will develop a good understanding of the dynamics of the health framework to enable them to continuously improve the management of their respective health programs.
Opening Spiel
We would like to open the workshop with this first topic which endeavors to present a health framework that integrates all the components of running an efficient and effective health program. This framework will also be the reference framework for the following topic in this workshop. We have invited (name of resource person) who will take us through this Health Framework to help you a good understanding of the dynamics of the health framework so that you may continuously improve the management of their respective health programs.
Closing Spiel
In this session, we hope that we have now given you a broad picture of the health framework in which all of us work in to bring about our health programs to fruition. However, we acknowledge the fact that a good number of you have already started assessing and developing your health programs in the past few months. For our next session, we would like to take this opportunity to take another look at the results of our Assessment and Planning focusing on the interventions already identified or initiated to secure commodities or initiate contraceptives self-reliance and see if these fit into the Health Framework that can be our common guide across the country when we plan and monitor our health programs.
Tips to Facilitator
Assist Resource Persons as necessary for the presentation of his/her Powerpoint.
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DAY 1
Session 3: Updates on LGU Teams Initiatives/ Interventions after the Assessment and Planning Workshop (For LEAD sites)
Time
11:00-11:30am
Scope
This session hopes to monitor the previous LGU initiatives/ interventions agreed on or identified during the previous Assessment and Planning Workshop but this time in the context of the health framework in Session 2. The objective is to organize the initiatives/ interventions based on this framework to be able to move forward with the health program more efficiently and effectively.
Opening Spiel
In the previous session, you were introduced to the Health Framework that serves as the reference for all the elements of the health program that you will develop from now on. In this next session, you will have the opportunity to revisit the previous LGU initiatives/interventions agreed on or identified during the previous Assessment and Planning Workshop but this time in the context of the health framework in Session 2. In this session, we have invited (name of resource person) who will help you organize the initiatives/ interventions based on this framework to be able to move forward with the health program more efficiently and effectively.
Closing Spiel
In this session, we hope that you are now able to appreciate the link of the outcomes from the previous Assessment and Planning Workshop and organized them into the Health Framework presented in Session 2. However, there is another important factor that will now affect the strategies and plans for your Health Program. That is the topic of our next session.
Tips to Facilitator
There are 2 options for this session: Preferably after the Presentation of Enhancing the Local Health Sector Framework. If this is chosen, the Initiatives presented should be already cast using the Health Sector Framework discussed. Alternatively before the Presentation of Enhancing the Local Health Sector Framework. If this is chosen, the initiatives will still be in a format not consistent with the Local Health Sector Framework. Be ready to assist Resource Person Guide as necessary.
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DAY 1
Session 3: LGU Teams Initiatives on the health sector (For non-LEAD sites)
Time
11:00-11:30am
Scope
This session hopes to identify previous / existing LGU initiatives/ interventions related to the health sector. The objective is to organize the initiatives / interventions based on this framework to be able to move forward with the health program more efficiently and effectively.
Opening Spiel
In the previous session, you were introduced to the Health Framework that serves as the reference for all the elements of the health program that you will develop from now on. In this next session, you will have the opportunity to revisit the existing or planned LGU initiatives/interventions related to health programs the context of the health framework in Session 2. In this session, we have invited (name of resource person) who will help you organize the initiatives/interventions based on this framework to be able to move forward with the health program more efficiently and effectively.
Closing Spiel
In this session, we hope that you are now able to appreciate the link between your existing and planned health program interventions and have organized them into the Health Framework presented in Session 2. However, there is another important factor that will now affect the strategies and plans for your Health Program. That is the topic of our next session.
Tips to Facilitator
This notes that there are LGUs who are nonLEAD sites and / or have not had an Assessment and Planning Workshop. The 2 options for this session, as presented above, still apply. Be ready to assist Resource Person Guide as necessary.
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DAY 1
Session 4: CSR Strategy and AO 158
Time
11:30-12:00nn
Scope
This session will present the Administrative Order 158 and CSR Strategy and hopefully create a sense of urgency among the LGUs to initiate immediate action on the CSR strategy for their areas of governance because of the phase-down program of (contraceptive) supplies from donors.
Opening Spiel
At this point, it is important to note that certain initiatives are already being undertaken to respond to the health program needs of your respective municipalities. However, there is another important national policy direction that would bear impact on your programs and plans and we hope to present this in this next session so you may determine if there are certain modifications or improvements you need to introduce into your current programs and plans. Please welcome our resource person (name of resource person) to discuss the CSR Strategy and Administrative Order 158.
Closing Spiel
Thank you to (name of resource person). As we can see, the AO 158 is posing a big challenge to all of us in being able to ensure that our programs can respond efficiently and effectively to the needs of the family planning program in our areas of coverage.
Tips to Facilitator
It is important that materials are prepared and positioned beforehand to ensure time-efficient conduct of this session according to the estimated time. Provide each LGU group/team copies of the A.O. 158 for further reading outside the workshop. This is usually one of the Annexes of the Participants Manual. Be ready to assist Resource Person Guide as necessary.
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DAY 1
Time
Scope
Opening Spiel
Closing Spiel
Tips to Facilitator
It is recommended to have a mid-afternoon energizer. Facilitator may introduce his/ her own energizer or may coordinate with the Host Team for the day if any designation has been made. On top of the regular equipment and supplies, please ensure provision of: Compass for the True North Exercise Bristol board for flowcharting shapes exercise
Lunch Break
12:00-1:00pm
Session 5: CSR Roadmap Policy Decision Areas
1:00 1:45pm
In this portion, the participants will be presented with possible key strategies for the management of their CSR program. These are the options they will consider in coming up with an action plan in Session 8.
In the previous session, you learned about the urgency of the situation that Administrative Order 158 brings to all of you in the local government as far as managing your contraceptive supplies are concerned. In this session, you shall learn about the direction or roadmap that you may pursue to address this situation. We have invited (name of resource person) who will take us through this CSR roadmap and help you solidify your thinking on what direction or directions to pursue as far as managing your CSR is concerned.
In this session, we hope that we have given you the broad directions that you may pursue for the planning of your CSR+ Strategies and Options. Our next sessions will now give you the detailed discussions of the elements in the CSR strategy that will help you come up with a systematic and efficient action plan.
Be ready to assist Resource Person Guide as necessary.
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DAY 1
IV. PLANNING Session 6: Introduction to the Elements of CSR and Identification of Strategic Options for FP:
Time
Scope
Essentially, this is a skills-building session that aims to equip the participants with the basic tools/elements in managing their CSR program more systematically and timely. Certain tools will be more relevant to particular participants where the skill is relevant to their function in the LGU. However, it is important that the other participants are also exposed to the tools so they can appreciate the interrelatedness of all the elements in coming up with a good plan.
Opening Spiel
We now go to the skillsbuilding session that aims to equip the participants with the basic elements (tools or processes) in managing their CSR program. We understand that certain tools will be more relevant to some participants where the skill is relevant to their function in the LGU. However, it is also important for other participants to be exposed to the tools so they can appreciate the interrelatedness of all the elements in coming up with a good plan.
Closing Spiel
We now go to the first element of CSR+, Forecasting.
Tips to Facilitator
Often, there is a need to have a short introduction on the elements before proceeding with the individual elements.
1:45 2:00pm
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DAY 1
Session 6.1 : (1/4) Elements of CSR and Identification of Strategic Options for FP: Input Presentation on Forecasting
Time
Scope
This session discusses the first element of CSR, forecasting. It covers basic forecasting concepts. MSH-LEAD has developed a simple tool using Microsoft Excel to facilitate the computation. As with the other elements, forecasting will first be applied to Family Planning Commodities.
Opening Spiel
In order to achieve commodity self-reliance, we need to be able to determine the quantity of commodities needed. Our first element, forecasting, will help us do this. The session on forecasting will be presented by (name of resource person).
Closing Spiel
Now that we have determined how much commodities we need, we note that providing these commodities will impact on our existing resources. Most of the LGUs do not have existing budgets for these commodities and will need to figure out how to support the FP program given the reality of AO 158. The other elements will help us come up with strategies to achieve this.
Tips to Facilitator
2:00 3:00pm
Exercise: Computing FP Commodity Requirements
3:00 - 4:00pm
As this is skills-based, there will be a forecasting exercise that will allow the participants to apply what they have learned. LGU teams will be asked to determine their 2005, 2006, 2007 and 2008 requirements. After the exercise, the participants will then forecast their FP commodity requirements using local data.
Each LGU sits together with an assigned facilitator or resource person for each group Ensure that each LGU team has 1 computer / laptop (should have MS excel program installed; with USB drive; running on windows XP)
If computers are not available, make sure the participants have calculators.
Ask participants to refer to the Users guide Distribute printed copies of the exercise (scenario)
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DAY 1
Session 6.2: (2/4) Elements of CSR and Identification of Strategic Options for FP: Input Presentation on Financing / Resource Mobilization
Time
Scope
After the LGUs have determined their FP commodity requirements, the next question is how to acquire the necessary funds to finance these requirements. This session focuses on helping the LGUs identify possible sources of financing. It also discusses how LGUs can mobilize existing resources and how it can access other resources that are currently untapped. At this session, LGUs will also begin to realize that they may not be in a position to continue providing all goods and services to their constituents for free.
Opening Spiel
How do we come up with the money required to fund the FP programs commodity requirements? Most LGU budgets have no provisions for this. Our Resource Person (name of resource person) will tackle financing and resource mobilization. He/she will assist us in identifying options we can consider in order to be able to come up with the resources we need based on our LGUs FP requirements.
Closing Spiel
Thank you, (name of resource person) for enlightening us on financing and resource mobilization options. There are several options that each LGU can consider in order to increase the availability of resources and financing to meet FP requirements. Assuming that the resources can be made available, our next challenge is to ensure efficient and effective procurement of commodities.
Tips to Facilitator
4:00 4:45pm
Ensure that LGU brings the Statement of Income and Expenditure for _____ (Secure latest data available). Have flipcharts / white board / idea cards ready for brainstorming session.
Workshop: Identifying Strategic Options
4:45 - 5:45pm
This is the workshop portion where the strategic options are discussed by the LGU teams with the help of a facilitator and assigned documenter. Workshop 1: Templates A & B are provided to
After hearing all the available options, our next session is a workshop wherein each individual LGU teams will discuss these options and identify which would be considered as part of the LGUs strategies to
Let us all ourselves a round of applause for generating very comprehensive outputs for this session.
Facilitation in small groups (LGU groups) should employ TOP effectively to ensure productive discussions and consensus in
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DAY 1
Time
Scope
identify the chosen options which are doable in the LGU.
Opening Spiel
mobilize resources to achieve CSR in FP.
Closing Spiel
Tips to Facilitator
decisions. Documenter should be able to document highlights of the discussions especially the reasons why the team has chosen each particular option. Templates A & B shall be provided and accomplished as indicated in Annex F8.
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DAY 2
OPENERS Prayer Energizer Recap
Time
8:00 - 8:30am
Scope
The opening of the following day begins with the prayer, the energizer to be conducted by the Host Team and a recap of the prior days learnings. Most LGUs have not had the challenge of procuring their own commodity requirements, though some LGUs may have experience in procuring other supplies. This session discusses commodity procurement and includes the facet of ensuring proper warehousing to safeguard the commodities.
Opening Spiel
Good morning everyone. We hope that you had a good nights sleep and a hearty breakfast. Let us call on our Host Team for the day to lead us in prayer, to give us some energizers and a recap of yesterdays sessions. Commodities used to be delivered to the LGUs doorstep or close to it. Now each LGU is responsible not only for estimating its requirements, coming up with the necessary resources to fund these requirements, but also for procuring the commodities and ensuring that they are appropriately stored until they are distributed. The session on procurement will be presented by (name of resource person).
Closing Spiel
Thank you very much to our Host Team. We will now continue to discuss the other elements of CSR and the identification of strategic options for FP. Wed like to thank (name of resource person) for discussing procurement and warehousing options. After procuring the commodity requirements, LGUs will need to look at how to efficiently distribute these commodities to its constituents.
Tips to Facilitator
Ensure that Day Set-Up activities are accomplished. Coordinate with the Host Team for the morning opening activities. It is ideal for the participants to know the following: Existing procurement and warehousing practices in the LGUs, specifically those dealing with commodities (if any) Presence / absence of an Inter Local Health Zone and their procurement related activities or inclinations. Current / past challenges experienced by the LGUs regarding procurement and warehousing of commodities.
Session 6.3: (3/4) Elements of CSR and Identification of Strategic Options for FP: Input Presentation on Procurement & Warehousing 8:30 - 9:15am
9:15 - 10:00am
This is the workshop portion where the strategic options are discussed by the LGU
After hearing all the available options, our next session is a workshop wherein each
Let us all ourselves a round of applause for generating very comprehensive outputs
Facilitation in small groups (LGU groups) should employ TOP

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Facilitators Guide
teams with the help of a facilitator and assigned documenter. Workshop 1: Templates A & B are provided to identify the chosen options which are doable in the LGU.
individual LGU teams will discuss these options and identify which would be considered as part of the LGUs strategies to mobilize resources to achieve CSR in FP.
for this session.
effectively to ensure productive discussions and consensus in decisions. Documenter should be able to document highlights of the discussions especially the reasons why the team has chosen each particular option. Templates A & B shall be provided and accomplished as indicated in Annex F8.
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DAY 2
Session 6.4: (4/4) Elements of CSR and Identification of Strategic Options for FP: Input Presentation on Distribution & Service Delivery
Time
Scope
LGUs are mandated to ensure efficient delivery goods and services to their constituents. This session will tackle distribution and service delivery options, with the perspective of efficiency and effectiveness in meeting local government development goals. The need to prioritize the poor, given limited resources is highlighted. Options will need to be considered on how to address the needs of the other segments of the market.
Opening Spiel
LGUs are also responsible for ensuring that commodities procured are efficiently distributed to their constituents. We now welcome (name of resource person) who will present the last CSR element -- distribution and service delivery.
Closing Spiel
Wed like to thank (name of resource person) for presenting our distribution and service delivery options. We have now completed the discussion / presentation of the 4 elements of CSR as applied to FP commodities.
Tips to Facilitator
Ensure that the following information is available: Population, MWRA, CPR, Method Mix, Forecasted Commodity Requirements (GAP analysis on demand for commodities vs. supply), Ratio of public health workers to client, inventory of private service providers (Supply Analysis)
10:00 11:00am
11:00 - 12nn
This is the workshop portion where the strategic options are discussed by the LGU teams with the help of a facilitator and assigned documenter. Workshop 1: Templates A & B are provided to identify the chosen options which are
After hearing all the available options, our next session is a workshop wherein each individual LGU teams will discuss these options and identify which would be considered as part of the LGUs strategies to mobilize resources to achieve CSR in FP.
Let us all ourselves a round of applause for generating very comprehensive outputs for this session.
Facilitation in small groups (LGU groups) should employ TOP effectively to ensure productive discussions and consensus in decisions. Documenter should be able to document
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doable in the LGU.
highlights of the discussions especially the reasons why the team has chosen each particular option. Templates A & B shall be provided and accomplished as indicated in Annex F8.
Lunch Break
12:00-1:30pm
It is recommended to have a mid-afternoon energizer. Facilitator may introduce his/ her own energizer or may coordinate with the Host Team for the day if any designation has been made.
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DAY 2
Session 7: Input Presentation on Elements of CSR+ in other Health Programs and Identification of Strategic Options for Securing AntiTB Drugs Vitamin A Supplementati on and STD/HIV/AIDS Detection and Control (when applicable)
Time
Scope
The CSR elements will now be applied to the other health areas of the health program (i.e. FP, TB DOTS, Vitamin A Supplementation and HIV/AIDS/STD) so that the LGUs may also have a complete/ summary picture of resources needed for all their health programs and if necessary come with a priority action plan.
Opening Spiel
After discussing the four elements and applying them to FP, we now go to the other health programs, Anti TB Drug Supply, Vitamin A Supplementation, HIV/AIDS Detection and Control (if applicable). We will do this to focus you LGUs on arriving at a complete/summary picture of resources needed for all their health programs and if necessary come with a priority action plan. The elements of CSR can be applied to these programs because they share the following characteristics with FP: they are commodity dependent, the commodities are currently donated/ provided to LGUs for free, and they are important to LGUs development goals. Introduce resource person/s.
Closing Spiel
Like FP, these other health programs are commodity-dependent. While their supply is currently not being withdrawn (compared to FP), it is nevertheless important for the LGU to be pro-active.
Tips to Facilitator
Securing Anti-TB Drugs, Vitamin A Supplementation, and Detection and Control of HIV/AIDS/STD (when applicable) input sessions are presented one after the other. The workshop for strategic options identification pertaining to these health programs is held after the Vit. A (or HIV/AIDS/STD) presentation. Note that the strategic options identified or developed for FP and the other health programs may also be applicable to TB drugs supply. Ensure that LGU has the following information at least for the previous year: TB cases (per category), Vit. A deficiency cases, HIV/AIDS cases (when applicable).
1:30 - 2:00pm 2:00 - 2:30pm 2:30 - 3:00pm
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Exercises: Computing Commodity Requirements
3:00 - 3:30pm
As this is skills-based, there will be a forecasting exercise that will allow the participants to apply what they have learned. LGU teams will be asked to determine their 2005, 2006, 2007 and 2008 requirements. After the exercise, the participants will then forecast their FP commodity requirements using local data.
Each LGU sits together with an assigned facilitator or resource person for each group Ensure that each LGU team has 1 computer / laptop (should have MS excel program installed; with USB drive; running on windows XP)
If computers are not available, make sure the participants have calculators.
3:30 - 4:30pm
This is the workshop portion where the strategic options are discussed by the LGU teams with the help of a facilitator and assigned documenter. Workshop 1: Templates A & B are provided to identify the chosen options which are doable in the LGU.
With the interest of integrating the strategies for our four programs, at this point, each LGU will now discuss which among the strategies identified for FP can be applied to the other health programs. However, LGUs may review the other options presented and assess their applicability as you have in the previous workshops for FP. At the end of the workshop, the LGU should be able to identify their strategy for these four programs.
Ask participants to refer to the Users guide Distribute printed copies of the exercise (scenario)
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DAY 2
Session 8: (Workshop) Summarizing Strategic Options and Developing CSR+ Plans by LGUs
Time
4:30-6:00pm
Scope
This is the workshop portion wherein all strategies and options are discussed and finalized by each LGU team. After this, each LGU team will develop a plan of activities to implement the strategies identified for the four programs. Workshop 2 template is provided to develop the CSR+ Plan.
Opening Spiel
This is the workshop portion. We would like to ensure that LGUs have a specific take away from this Strategic Planning Workshop. What we would each LGU team to do is discuss and finalize their strategies and options for the 3 elements (financing and resource mobilization, procurement and warehousing, and distribution and service delivery) for the different health programs. Note that some of the strategies and options identified for FP may be applicable to the other health programs. A template is provided for this workshop. The output will be specific action plans to pursue after the conduct of this workshop. This will form the core of your CSR+ Plan.
Closing Spiel
Congratulations! You are now well on your way to drafting your CSR+ Plan. Each LGU team will be assisted by a Facilitator and a Documenter in preparing their CSR+ Plan. Tomorrow, each LGU will be given 15 minutes to present a synthesis of their plan.
Tips to Facilitator
This session is generally handled by the Lead Facilitator, with the support of CoFacilitators. Ideally, there should be 1 CoFacilitator for every 2 LGUs. Ensure that the following are available: Selected slides on the CSR+ Processes Summary of Strategic Options for each of the CSR+ Processes Forecasting Formula to compute for commodity requirements for FP, TB, Vitamin A and STD/HIV/AIDS. Workshop 1 Template A Workshop 1 Template Notes on CSR+ Processes
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DAY 3
OPENERS Prayer Energizer Recap
Time
8:00-8:30am
Scope
The opening of the following day begins with the prayer, the energizer to be conducted by the Host Team and a recap of the prior days learnings.
Opening Spiel
Good morning everyone. We hope once again that you had a good nights sleep and a hearty breakfast. Let us call on our Host Team for the day to lead us in prayer, to give us some energizers and a recap of yesterdays sessions.
Closing Spiel
Thank you very much to our Host Team. For our first session of the day, please welcome (name of the resource person) to continue the discussion on our topic: Developing CSR+ Plans by LGUs.
Tips to Facilitator
Ensure that Day Set-Up activities are accomplished. Coordinate with the Host Team for the morning opening activities.
Session 8: (Workshop Continuation) Developing CSR+ Plans by LGUs Lunch Break
8:30-12:00am
12:00-1:30pm
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DAY 3
PRESENTATION OF OUTPUTS Session 9: (Plenary) Presentation of LGU CSR+ Plans (Approx. 10 mins per LGU)
Time
Scope
Each LGU will be requested to present their workshop outputs so that the other participants may also suggest, comment or identify possible areas for collaboration if appropriate. This is intended to result to a better management of their health program. The reporting session is intended to facilitate the sharing of decisions and plans of specific LGUs. It is important to note that clarificatory questions can only be entertained as the decision of the teams should be respected and should not be questioned per se. The sharing of outputs is intended for other LGUs to learn and identify options for convergence and complementation.
Opening Spiel
Each LGU is now ready to present their workshop outputs and draft CSR+ Plans. We are also joined by some of our LGU officials (when applicable) who would be present to share their inputs or support to the decisions and suggestions made by the team. We will be following the order of presentations agreed upon yesterday. Let us now welcome the first LGU: ___.
Closing Spiel
Note that the different LGUs represented here belong to one (or two) provinces, or are geographically proximate. Provincial officers / heads, when reviewing the individual plans of the LGUs can identify possible areas for collaboration and ensure that the strategic options of the different LGUs can co-exist efficiently. This is intended to result to a better management of their health program.
Tips to Facilitator
The estimated time will depend on the number of LGUs participating in the workshop. Generally, three hours are allotted for this, the presentations are scheduled to commence immediately after lunch break of Day 3. Each LGU is given a specific time allotment to present their CSR+ Plans. The Facilitator will need to decide on the schedule of presentations. A sample format of the presentation is provided in Annex F9.
1:30-2:30pm
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Session 10: (Plenary) Synthesis and Integration
2:30-3:00pm
The Head Facilitator will integrate the entire proceedings of the workshop, identifying common agreements reached and further studies necessary, and make recommendations for next steps after the workshop to ensure continuous action towards the Implementation of the CSR+ Plans.
First of all, let us congratulate each team for their enlightening presentations. At this juncture, allow me to synthesize and integrate what we have discussed and achieved these past few days.
We shall be furnishing you copies of this synthesis to serve as your guide for further activities outside this workshop.
This requires examining all the different strategic options identified by the LGUs in order to be able to make the appropriate summary and integration, and then be able to identify the next steps.
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DAY 3
V. CLOSING Responses Impressions Closing Remarks Prayer
Time
3:00-4:00pm
Scope
This is the formal closing activity of the workshop.
Opening Spiel
We come to the concluding portion of our workshop. At this point, we would like to invite some of our participants to share their impressions on our CSR+ Strategic Planning Workshop. When we opened the workshop, we enumerated our objectives and expectations. Revisiting these, I believe that we have accomplished our objectives. At this point, we would also like to welcome _____ to deliver the Closing Remarks.
Closing Spiel
Today, we are all armed with the strategic options and CSR+ Plans that we can present to our colleagues in our respective Local Governments for appropriate action. Allow me, in behalf of the host LGU (name of LGU) and the entire CSR+ Strategic Planning Workshop Cast, to thank all of you participants for the enthusiasm and commitment you have demonstrated during these three days of the workshop.
Tips to Facilitator
When facilitating the responses / impressions of the participants, be sure to take note of the time. If the schedule is running late, there may be a need to limit the time for this portion. The Lead Facilitator will do a walkthrough and link up to the session dates.
The Overall Lead Coordinator, together with the host LGU will agree on who will be delivering the Closing Remarks.
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POST-SESSION AND POST WORKSHOP ACTIVITIES
The following checklist is intended to assist Overall Program Coordinator and Head Facilitators in ensuring that all post session, endof-day, and post workshop activities are accomplished.
POST SESSION / END-OF-DAY ACTIVITIES

The following checklist is intended to help the Workshop Cast ensure that the Post Session Activities / end-of-day activities are conducted. These post session and end-of-day activities are necessary to gather feedback and be able to assess or evaluate how the session / day went and allow the Workshop Cast to make the appropriate adjustments to improve the conduct of the next sessions, address concerns, and prepare for the next session / days activities. 1. The Head Facilitator shall administer the End-Day Assessment Form (See Annex F8). a. The rationale of the End-Day Assessment and the process is discussed in the following section. b. Forward filled-in End-Day Assessment Form to Overall Program Coordinator. 2. The Head Facilitator and Lead Documenter shall collect all materials / submissions from participants (Workshop Outputs and related information materials/data sheets used by participants to produce the outputs). 3. The Overall Program Coordinator will conduct a debriefing session to review what happened during the session. This is important to ensure quality control. Agreements should be made regarding adjustments that will be done during the following days sessions. a. The results of the End-Day Assessment Form should be discussed. The Cast shall agree on any adjustments that need to be made. b. This session should be attended by the Workshop Cast.
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c. When there are Resource Persons who are not able to stay until the end of the day for the debriefing, the Overall Program Coordinator may want to hold a short meeting with the Resource Person when there are issues that need to be addressed. 4. The Overall Program Coordinator shall ensure that any adjustments on logistics, workshop flow etc. are implemented. 5. The Head Facilitator, assisted by the Events Organizers shall ensure that the logistics, set-up for next days session, etc. are prepared.
END-OF-DAY ASSESSMENT
The End-of-Day assessment is conducted primarily in order to provide the Overall Program Coordinator and Workshop Cast with feedback regarding the delivery and effectiveness of the Resource Persons. It is also intended to gather feedback regarding necessary adjustments that need to be made (in any aspect, e.g., logistics and workshop management, time management, etc.) in order to improve the overall quality of the Workshop.
Feedback is the breakfast of champions!

To allow the Overall Program Coordinator to consolidate the results of the Assessment and have the results ready for discussion during the end of day debriefing, it is suggested that the End-of-Day Assessment be conducted during or around the time of the PM snack. The administration of this Assessment should take about 15 minutes. Process: 1. The Head Facilitator will inform participants that there will be a short break from the Workshop session for the End Day Assessment. 2. The Head Facilitator will give the following reminders to the participants: 2.1. The Assessment is confidential. Participants will not be asked to put their names on the Assessment Sheet. 2.2. Honesty is important in order to ensure the quality of this Workshop and future Workshops. 2.3. Instructions are indicated on the Assessment Sheet, participants should approach the Head Facilitator if there are any questions.
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3. The Event Organizer/s will distribute the End Day Assessment Sheets (see Annex 1) to participants. One Assessment Sheet per participant. 4. The participants will be given 5 minutes to fill-in the Assessment Sheets. 5. The Event Organizer/s will collect the filled in Assessment Sheets from the participants and forward them to the Overall Program Coordinator. 6. The Head Facilitator will thank the participants for providing feedback. 7. The Overall Program Coordinator will consolidate the results of the End Day Assessment and discuss pertinent results during the debriefing and make the necessary adjustments in the conduct of the Workshop. 7.1. It is ideal to discuss feedback specific to Resource Persons with the person concerned in private, especially if the feedback is sensitive. 7.2. On the other hand, positive feedback can and should be shared with the group. The results of the Assessment should be used by the Overall Program Coordinator in determining the choice of Resource Persons for future workshop sessions.
POST WORKSHOP ACTIVITIES

Similar to the post session and end-of-day activities, it is also important to conduct post workshop activities in order to gather feedback to allow the workshop cast to improve the conduct of future activities. The post-session activities are also necessary to determine and follow through the next steps towards the implementation of the CSR+ Plan. At the end of the entire workshop, the following activities should happen: 1. The Head Facilitator shall administer the Workshop Assessment Form (See Annex F9). a. The Head Facilitator shall consolidate results of evaluation. b. The Documenter shall include evaluation results (summary) in workshop documentation. 2. Documentation a. The Lead Documenter shall submit the draft documentation to the Overall Program Coordinator.
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b. The Overall Program Coordinator is responsible for approving / finalizing workshop documentation. c. The Overall Program Coordinator shall provide LGU with copy of workshop documentation. 3. CSR+ Plan Implementation a. The Overall Program Coordinator is responsible for monitoring the implementation of the CSR+ Plan. b. The Overall Program Coordinator shall help the LGUs determine next steps (after the workshop). i. Identify technical assistance requirements. ii. Coordinate with MSH LEAD for technical assistance requirements. c. The Plan should first be presented and approved by the appropriate LGU officials. d. Mobilize the local CSR implementing team e.g. forming / calling on the Technical Working Group (TWG) or CSR+ Task Force.
WORKSHOP ASSESSMENT
The Workshop / Program assessment is conducted primarily in order to provide the Overall Program Coordinator and Workshop Cast with feedback regarding the overall effectiveness, relevance, and delivery of the CSR+ Workshop. It is also intended to gather feedback regarding necessary adjustments that need to be made (in any aspect, e.g., logistics and workshop management, time management, etc.) in order to improve subsequent runs of the Workshop and other similar endeavors.
Feedback is the breakfast of champions!

To allow the Overall Program Coordinator to consolidate the results of the Assessment and have the results ready for discussion during the final debriefing, it is suggested that the Workshop Assessment be conducted during or around the time of the last break (lunch or snack). The administration of this Assessment should take about 15 minutes.
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Process: 1. The Head Facilitator will inform participants that there will be a short break from the Workshop session for the Overall Workshop Assessment. 2. The Head Facilitator will explain that while the End-Day Assessment focused on getting feedback about Resource Persons and how the run of the workshop can be improved, the Overall Workshop Assessment will focus on getting feedback regarding overall Workshop effectiveness, relevance, and delivery in order to continuously improve subsequent runs. 3. The Head Facilitator will give the following reminders to the participants: 3.1. The Assessment is confidential. Participants will not be asked to put their names on the Assessment Sheet. 3.2. Honesty is important in order to ensure the quality of this Workshop and future Workshops. 3.3. Instructions are indicated on the Assessment Sheet, participants should approach the Head Facilitator if there are any questions. 4. The Event Organizer/s will distribute the Workshop Assessment Sheets (see Annex 2) to participants. There will be one Assessment Sheet per participant. 5. The participants will be given 5 minutes to fill-in the Assessment Sheets. 6. The Event Organizer/s will collect the filled in Assessment Sheets from the participants and forward them to the Overall Program Coordinator. 7. The Head Facilitator will thank the participants for providing feedback. 8. The Overall Program Coordinator will consolidate the results of the Workshop Assessment and discuss pertinent results during the final debriefing. 8.1. It is ideal to discuss feedback specific to Resource Persons with the person concerned in private, especially if the feedback is sensitive. 8.2. On the other hand, positive feedback can and should be shared with the group.
The results of the Workshop Assessment should be used documented and reported by the Overall Program Coordinator to the Workshop organizers, especially if there are suggestions / improvements that can be adapted for future runs.
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TIPS FOR FACILITATORS
As a Facilitator, your role is to create an environment in which people can direct their own learning. Each group of participants will be different. They will have different backgrounds and different levels of experience. This requires you to be responsive to participants different needs and learning styles. It is helpful to remember the following tips: Facilitation3 Structure program activities Establish program schedules and norms Coordinate exercises Stimulate discussion Ask questions Clarify key points Guide problem solving Guide and respect the process Recognize that participants are adults and experts in their own fields Support participants during moments of confusion and doubt Allow participants to air their views / comments Reinforce ideas on flipcharts Reflect, expand and summarize participant comments Emphasize application and use
Quality Action Teams: Facilitator Manual. 1990. Organizational Dynamics, Inc.
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Language Considerations4 Use short, easy to understand sentences and phrases. Use the active voice. Use colorful / descriptive words to paint images Use repetition to emphasize key points. Always explain jargon / terms / technical words. Use very inclusive language and examples. Stay away from sexist / racist / heterosexist language. Avoid or always explain clichs. Avoid using absolutes: always, never, should. Do not infer lack of knowledge of participants. Do not infer that a concept or skill is easy to learn or that they should know it already. Avoid or always define acronyms.
What to Wear5 Dress equal to or just a tad better than participants. Wear very comfortable shoes. Avoid noisy jewelry Be aware how perspiration may show with some outfits. Wear an outfit you are used to presenting in.
4 5
Excerpts from Kathy Obear. 1991. Ibid.
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RESOURCE PERSONS GUIDE

CSR+ Overview and Workshop Flow
CSR+ OVERVIEW AND WORKSHOP FLOW
The introduction already lays the foundation for the importance of the CSR+ Workshop. This portion gives an overview of the workshop and the process flow for the Resource Persons guidance. WORKSHOP OBJECTIVES To revisit the IPHO Plans developed in the Assessment and Planning Workshop, particularly, securing /achieving commodity self-reliance as a strategic intervention to sustain and expand the local health programs To build awareness on the total health sector response to the challenge of contraceptive self-reliance/commodity security (CSR+) and AO 158 To assist LGU teams in identifying their respective CSR+ requirements and in formulating their own local CSR + strategies To discuss with LGUs possible options to develop/establish systems and structures in the LGUs for forecasting, resource mobilization, procurement, and distribution of commodities/service delivery in order to achieve self-reliance in the FP Program and to secure commodity supplies for TB, Vitamin A supplementation and STD//AIDS programs To assist LGU teams in developing LGU CSR+ plan to implement their respective CSR+ strategies and to identify list of policies needed to work towards self-reliance To share with participants various LGU-initiated interventions toward achieving commodity self-reliance
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WORKSHOP FLOW
Revisiting the LGU Plans (A&P)
Defining CSR+ Strategic
Options
Developing Action Plan to Implement the

CSR+ Options in the LGU Plans
Sharing of LGUs CSR Policy Agenda, Plans and Support
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Part 1: Where we are Revisiting the LGU Plans to focus on initiatives toward achieving CSR+ Review of A&P interventions (Health Inputs: Staff/Facilities, Technology & Commodity) From the list of interventions identified, which of these interventions will help LGUs secure the availability of commodity supplies and assist LGUs to achieve commodity self-reliance?
Part 2-A: Exploring and Weighing Options which are Doable Defining CSR+ (Commodity Self-Reliance) Strategies and Options How do we achieve commodity self-reliance? Goals and Objectives of CSR (FP, TB, Vit. A & STI/HIV/AIDS) Define important concepts and strategic options Series of Input presentation and workshop sessions on the Four Elements of CSR: (1) Forecasting, (2) Financing / Resource Mobilization, (3) Procurement & Warehousing, (4) Distribution & Service Delivery Part 2-B: Exploring and Weighing Options which are Doable Identifying CSR+ (Commodity Self-Reliance) Strategies and Options Which of the options are DOABLE in our LGU? Assess doability using a suggested Rating template considering six critical areas: 1) Potential impact on access to services 2) Complexity of establishing the structure / system* 3) Ease of decision to change existing policy* 4) Potential support 5) Time required for change* 6) Resource requirements*
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* Are there existing structures/systems? Supporting policies or fund allotments?
Part 2-C: Exploring and Weighing Options which are Doable Prioritizing Options What are final options the LGU want to implement? Prioritize --Highest Score of 30; Lowest score 5 --- the higher the score the more likely it can be operationalized at the LGU Like the bidding process, LGUs may have a second look at the list of options to consider other factors aside from the 6, to prioritize final options
Part 3: Defining Plan of Action CSR+ Workplan (Enhancing the LGU A&P Plan) What will be the critical activities to implement the options selected on the Four Elements? Series of Workshop Discussion for FP, TB, Vitamin A & STI/HIV/AIDS Programs to define activities on: Information generation and use (Education Campaigns, Informing LCEs & Influentials) Setting-up Organization, Systems and Structures Allocating/Utilizing of funds & resources Drafting and Passage of Policies and Guidelines
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Part 4: Ensuring Success Sharing LGU Outputs, Identifying Next Steps & Agreements ! Presentation of WS Outputs: Options, Major Activities & CSR+ Milestones Immediate Next Steps Building Commitments
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GUIDELINES ON THE USE OF PRESENTATION MATERIALS
This CSR+ Workshop Manual has been prepared in order to ensure efficient and effective delivery of the CSR+ Workshop. It is designed to ensure that there is a common message delivered to the different participants regardless of the designated Resource Persons delivering the sessions. The design also takes into account the flow of the sessions vis-vis the objectives and expected output. 1. Presentation Materials a. Presentation materials have been developed for use by Resource Persons in order to minimize the variance of information shared with all the workshop participants across the country. b. The Resource Person will be provided with a soft and a hard copy of the presentation materials pertaining to his/her session/s. The soft copy should be returned to the Head Facilitator after the session.
c. Any additional materials that the Resource Person may want to provide should: Be cleared and subsequently approved by the Head Facilitator. If approved, a soft and hard copy should be provided to the Head Facilitator at least 48 hours before the Workshop (not the session) starts to provide adequate time for reproduction and distribution.
d. The Resource Person may want to alter the animation, background, template design of the workshop material; or present additional slides. However, the following guidelines must be observed:
Ensure that the font colors are appropriately adjusted vis--vis background / template design, to ensure readability. Text and graphics may be displaced as a result of changing template designs. These should be appropriately adjusted. Font type should be simple, block, not fancy to ensure that it can be easily read.
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Number of lines per slide should, as much as possible, not be more than 7. Size of the smallest text font should at least be 20. Limit the number of font colors to 3 per slide. Use red sparingly, and never as part of a long text.
2. Notes to Presentation Materials a. Some slides are accompanied by NOTES. These notes provide additional information for the Resource Person to better understand and explain the slides. b. The Notes do not duplicate the information contained in the slides, but rather supplement it. 3. Ownership of Presentation Materials a. This Manual, inclusive of the presentation materials have been developed for and by the MSH, and funded by USAID. They have ownership of these materials. b. These materials can be used only as specified by MSH and USAID.
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TIPS FOR RESOURCE PERSONS1

As a Resource Person, your role is to share information on a particular topic / area. It is also your responsibility to ensure that common understanding is reached at the end of the session. Each group of participants will be different. They will have different backgrounds and different levels of experience. This requires you to be responsive to participants different needs and learning styles. It is helpful to remember the following tips: Language Considerations Use short, easy to understand sentences and phrases. Use the active voice. Use colorful / descriptive words to paint images Use repetition to emphasize key points. Always explain jargon / terms / technical words. Use very inclusive language and examples. Stay away from sexist / racist / heterosexist language. Avoid or always explain clichs. Avoid using absolutes: always, never, should. Do not infer lack of knowledge of participants. Do not infer that a concept or skill is easy to learn or that they should know it already. Avoid or always define acronyms.
What to Wear Dress equal to or just a tad better than participants. Wear very comfortable shoes. Avoid noisy jewelry
1
Excerpts from Kathy Obear. 1991.
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Be aware how perspiration may show with some outfits. Wear an outfit you are used to presenting in. Equipment / Audio-Visual Do a sound / equipment check before the participants enter the session hall. Check your slides. Check your materials / handouts.
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COMPILATION OF SESSION GUIDES
This section presents a compilation of a per session guide for Resource Persons and / or Facilitators (some sessions are handled by the Head Facilitator). This guide is best provided to Resource Persons tasked to deliver specific sessions. Only the guide pertaining to the specific session should be provided. This guide will help ensure that the Resource Persons / Facilitators deliver / facilitate the session according to the intended design of the CSR+ Strategic Planning Workshop. Each guide contains the time allocated for each session, specific session objectives (cognitive, affective, and behavioral), preparation required for the session and related activities / exercises, the suggested procedure of handling the session, questions that can be used to facilitate interaction with the participants and check back understanding, and key points for the participants to note. Each session has a specific Powerpoint presentation material. To ensure common understanding, it is recommended that the prepared materials be used. Any deviation should be discussed / cleared with the Overall Program Coordinator at least two weeks before the scheduled workshop date. In addition to the specific Resource Person / Facilitators Guide for each session, each presentation material also has accompanying notes to aid the Resource Person / Facilitator in his / her presentation. Note that only the requirements specific to the sessions are contained in the guides, standard (common to all) requirements such as LCD projector, computer, and Powerpoint material, are no longer repeated. It is suggested that the sessions be as interactive as possible, the Resource Person / Facilitator should ensure that common understanding is reached. You are encouraged to ask questions to elicit participation validate understanding, integrate concepts or application.
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Session 1
Presentation
CSR+ Strategic Planning Workshop Objectives
Estimated Time
This session is estimated to last 30 minutes.
Objective
Cognitive Objectives: To provide participants the importance of pursuing the CSR Strategic Initiative in moving forward with their LGU Health Programs Affective Objectives: To present the various factors that present immediate challenges to their plans regarding FP programs thus requiring accelerated action. Behavioral Objectives: To encourage participants to respond to the challenges via developing their CSR+ plans early on to achieve self-reliance in their health program. Flipchart Papers/ Metacards / Writing Implements for questions/ concerns that may be raised by participants during the presentation
Preparation
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Session 1 (continuation)
Procedure
1. Discuss the objectives one by one. 2. Discuss the workshop schedule. 3. Discuss designation of host teams. Ask the participants to express any concern or raise any questions regarding the objectives. It is possible that some participants may have important points to raise regarding the objectives and how they relate to the conduct of the previous A and P Workshop (for LEAD sites) for which some of the elements may be overlapping with this workshop.
Suggested Questions
Key Points Not applicable.
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Session 2
Presentation
Enhancing the Local Health Sector: Framework for Decision-Makers
Estimated Time This session is estimated to last for 1 hour.
Purpose
Cognitive Objectives: To provide the participants an understanding of the workings of the Local Health Sector Framework Affective Objectives: To help decision-makers identify decision areas that would enhance the performance of the local health sector Behavioral Objectives: To help Identify major decision-makers in the local health sector 1. Discuss the outline of the presentation (refer to Sequence of Slides in the Powerpoint) first to give a broad perspective to the participants of the contents. 2. Present and discuss the Health Framework. It is best to use analogies vis--vis the LGUs own operations when discussing these elements so they can follow better the logic of the framework. 3. Discuss Major Policy Decision Areas.
Procedure
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Suggested Questions
1. What do you understand by the term health sector? 2. What are the important problems facing the health sector? 3. Given these problems, what are key decisions that have to be made to address these problems? 4. Who makes these decisions? 1. Local Health Sector Framework 2. Key problems of the health sector 3. Decision areas involved in enhancing the performance of the health sector
Key Points
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Session 3
Presentation
Update on LGU Initiatives/Interventions on the Health Sector
Estimated Time
This session is estimated to last 30 minutes.
Purpose
Cognitive Objectives: To provide the participants with an opportunity to review the results of the assessment and planning workshop this time in the context of the local health sector framework. Affective Objectives: To demonstrate that the outputs of the assessment and planning workshops are continually useful and better applied by using this local health framework. Behavioral Objectives: To encourage the participants to take swifter action and firm resolve regarding their CSR+ program. For LEAD sites, prepare Powerpoint presentation by geographical area (e.g., ILHZ) of the consolidated results of the A/P. For non-LEAD sites, summarize health related interventions. Have Metacards and writing implement for each LGU group/ team. Flipchart paper per LGU group/ team.
Preparation
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Procedure
1. After presenting the health framework, use the templates to solicit inputs from the participants. 2. Remind participants to refer to their previous A/P notes/documentation for LEAD sites) to answer / fill-in the templates on the Powerpoint presentation. 3. Co-facilitators should ask the participants to put the answers in metacards and post this on the flipchart which echoes the filled in template shown on the Powerpoint. 1. Did we capture the main results of the workshop? 2. Particularly with respect to the problems and interventions?
Suggested Questions
Key Points
1. Chronological sequence of events of the LGU engagement /initiatives 2. Process of the A/P workshop 3. Results by program (FP, Securing Anti TB Drug Supply, Vit A Supplementation, and HIV/AIDS Detection and Control) 4. Results classified according to the framework productivity/quality of input; supply of health services; demand for health services; organization of delivery and financing.
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Session 4
Presentation
DOH CSR Strategy and AO 158
Estimated Time
This session is estimated to last for 1 hour.
Purpose
Cognitive Objectives: To provide participants an understanding of the CSR strategy alongside A.O. 158 and its implications on actions that the LGUs should consider to explore. Affective Objectives: To demonstrate the need for the LGU to respond positively to AO 158 to avoid possible consequences of inadequate action. Behavioral Objectives: To present and explain to participants the various responses from the LGUs to be able to address the impact of A.O. 158 on the LGU health program. Provide each LGU group/team copies of the A.O. 158 for further reading outside the workshop.
Preparation
Procedure
Certain slides provide statistics so that you may emphasize/ dramatize the key messages provided in the Powerpoint.
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Suggested Questions
1. 2. 3. 4. 5.
What is a CSR strategy? What are the broad responses arising due to this CSR strategy? How does A.O. 158 impact on the CSR strategy? What are the expected actions/ responses from the LGUs arising from this? What are consequences of not addressing this CSR Strategy and A.O. 158?
Key Points
1. CSR Strategy 2. A.O. 158 impact on CSR Strategy 3. Expected action/ responses resulting from CSR Strategy and A.O. 158
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Session 5
Presentation
The CSR Road Map
Estimated Time
This session is estimated to last 35 45 minutes.
Purpose
Cognitive Objectives: To provide participants a lay of the land and a road map that would provide directions in the implementation of CSR. To familiarize the participants with the common terms associated with CSR. Affective Objectives: To demonstrate that AO 158 presents several challenges for paradigm shifting regarding local health systems. To provide a deeper appreciation of the issues and significance of a roadmap in the context of total CSR efforts Behavioral Objectives: To present and explain to participants the various policy options available related to CSR. Compass for the True North Exercise Bristol board for flowcharting shapes exercise
Preparation
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Procedure
1. 2. 3. 4. 5. 6. 7.
After discussing session objectives, proceed with the conduct of the True North Exercise. Perform Parade of the Shapes to introduce session objectives and format of road map. Walk the participants through the CSR Roadmap Explore the CSR Roadmap with the participants and emphasize the following: What are the adverse reactions to be avoided (slide 8)? What are the desired responses that should be encouraged (slide 9)? Then explain the three possible strategic responses to the phase-down of contraceptive commodities.
Suggested Questions
In exploring the CSR Road map: 1. What scenario would an LGU be in if the mayor wants to provide FP goods and services for all but has the resources only for the poor? 2. What options should he explore? 3. What scenario would an LGU be in if they have sufficient resources to provide for everyone? 4. What options should the LCE of this LGU explore? 5. What do we do about an LCE who says that he is not willing to do anything extra for CSR over and above what he receives as free commodities? For the recap and integration: 1. 2. 3. 4. Why is CSR important? What are the basic requirements for CSR? What are the three possible scenarios in implementing CSR? What considerations ought to be taken under the three scenarios? Importance of CSR Basic requirements for CSR Three possible scenarios for implementing CSR Considerations under the three scenarios.
Key Points
1. 2. 3. 4.
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Session 6.1
Presentation
Forecasting
Estimated Time
This session is estimated to last for 120 minutes, including forecasting exercise and workshop to compute for FP requirements. Cognitive Objective Make Participants understand the meaning and purpose of forecasting Affective Objective Have the participants use and understand the tool for forecasting the requirements for family planning commodities and services Behavioral Objective Have the participants calculate their LGU requirements for family planning commodities and services using the forecasting tool 1. Each LGU sits together with an assigned Facilitator or Resource Person for each group 2. Ensure that each LGU team has 1 computer / laptop (should have MS excel program installed; with USB drive; running on windows XP) a. If computer does not have USB drive, ensure that diskette with forecasting tool file is available. b. If computers are not available, make sure the participants have calculators. 3. Remind participants to refer to the Users guide. 4. Distribute printed copies of the exercise (scenario).
Purpose
Preparation
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Session 6.1 (continuation)

Procedure 1) After the discussing the concepts and walking the participants through the process, participants are assigned to go their assigned rooms / tables (with computers) and are given the opportunity to apply what they have learned using the forecasting exercise. 2) The Resource Person or Facilitator checks the answers and ensures that the participants correctly applied the forecasting tool. a) The Resource Person or Facilitator answers any question / makes the necessary clarifications. 3) The LGUs are now instructed to compute their requirements using their own data. 4) The Resource Person or Facilitator assigned to the LGU then ensures that the LGU is able to compute their requirements. 1. 2. 3. 4. Did you find it easy or difficult to use the forecasting tool? Why? What challenges do you foresee, if any, in using the tool? How confident are you with the results of your forecasting? What insights have you learned from the exercise?
Suggested Questions
Key Points
5. There is no such thing as a perfect forecast. Forecasting is necessary in order to be able to estimate and prepare for requirements. 6. Forecasting is guided by assumptions, e.g., past demand, expected growth rates, etc. 7. Forecasts / targets should be regularly reviewed and adjusted as necessary.
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Session 6.2
Presentation
Finance and Resource Mobilization
Estimated Time
This session is estimated to last for 1 hour and 45 minutes
Purpose
Cognitive Objectives: To presented background information on and rationale for resource mobilization. Affective Objectives: To provide decision makers with possible resource mobilization options to fund health programs. Behavioral Objectives: Decision makers / LGU teams will decide on resource mobilization options to explore and include these in their CSR+ Plans. 1. Ensure that LGU brings the Statement of Income and Expenditure for _____ (Secure latest data available). 2. Have flipcharts / white board / idea cards ready for brainstorming session. 1. Open the session by holding a brainstorming session on: a. Current sources of health funds b. Other schemes for resource mobilization 2. Note responses / ideas generated on flipcharts / white board / idea cards which will be referred to during the presentation. 3. Proceed to formal presentation starting with the objectives of the session. 4. After the presentation, break group by LGU and provide 45 minutes for the workshop. 5. Fill-in Finance and Resource Mobilization template. 6. Present output to the big group for critiquing
Preparation
Procedure
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LGUs have programs and projects, with different sources of funds. 1. How important is the health sector in the LGU in terms of its share to total expenditures? How is it compared with other LGUs? 2. What are your current sources of health funds? 3. Other than these, do you have other schemes to mobilize resources? The LGU by itself does not have sufficient resources to fund development needs. Resource mobilization is needed to achieve local development. The LGU needs to identify health priorities consistent with its local development goals. The LGU needs to develop financing strategies to fund health expenditure requirements.
Suggested Questions
Key Points
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Session 6.3
Presentation
Procurement and Warehousing
Estimated Time
This session is estimated to last for 1 hour and 30 minutes. Cognitive Objectives: To presented background information on and rationale for an effective and efficient procurement and drug management system. Affective Objectives: To provide decision makers with procurement options to ensure adequate supply of commodities. Behavioral Objectives: Decision makers / LGU teams will identify procurement options to explore and include these in their CSR+ Plans. Do preliminary data gathering to know: 1. Existing procurement and warehousing practices in the LGUs, specifically those dealing with commodities (if any) 2. Presence / absence of an Inter Local Health Zone and their procurement related activities or inclinations. 3. Current / past challenges experienced by the LGUs regarding procurement and warehousing of commodities. 1) Open the session by holding a brainstorming session on: a) Current procurement procedures b) Alternative procurement options 2) Note responses / ideas generated on flipcharts / white board / idea cards which will be referred to during the presentation. 3) Proceed to formal presentation starting with the objectives of the session 4) After the presentation, break group by LGU and provide about 45 minutes for a workshop 5) Present summary of output to the big group for critiquing
Purpose
Preparation
Procedure
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1. 2. 3. 4. What are the possible procurement options for your LGU? What are the advantages and disadvantages of these options? What factor will make you decide on a particular procurement option? What other interventions are necessary for your LGU in order to implement a specific option?
Suggested Questions
Key Points
There are procurement options that the LGU can consider in order to establish an efficient commodity supply system. Each option has its advantages (or benefits) and disadvantages. The option that the LGU will consider will depend on its requirements and resources. An efficient and effective procurement and warehousing system is critical in ensuring commodity self-reliance.
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Session 6.4
Presentation
Distribution & Service Delivery
Estimated Time
This session is estimated to last for 2 hours, including 1 hour for the workshop. Cognitive To present the current challenges in providing and sustaining service delivery in FP (and other health programs) To discuss key (users and providers) players in the SD and key considerations (Demand and supply) in SD Affective Faced with the challenge of reduced commodity assistance, increasing demand for services and limited resources, LGUs would have recognized: the need to prioritize* services for marginalized sectors in the community as part of good governance that fulfilling its mandate is ensuring families achieve well-being importance of ensuring equitable distribution and service delivery to sustain and expand FP and health programs importance of involving all sectors to guarantee provision of services for all men and women (When & Where)
Purpose / Objectives
To prioritize we need to identify them from a client classification tool. Subsequently, all other client segments are identified.
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Purpose / Objectives (cont.) Behavioral To present and explain to participants options to ensure/implement equitable distribution and delivery of services that will: continue subsidizing the poor (through direct provision or through private sector groups) shift those who can afford to pay (and willing to pay) to the private sector Ensure that the following information is available: Population, MWRA, CPR, Method Mix, Forecasted Commodity Requirements (GAP analysis on demand for commodities vs. supply), Ratio of public health workers to client, inventory of private service providers (Supply Analysis) 1. 2. 3. 4. After the Powerpoint presentation, elicit questions from participants. Discuss Workshop to Identify Quadrants. Present Options to provide/ensure delivery of services. Conduct Workshop to identify options of specific LGUs
Preparation
Procedure
Suggested Questions / Key Points
1) Who are the key players in Distribution & Service Delivery? a) Demand and Supply (commodities and service provision) b) Users and Providers 2) What is the system (policy) of Distribution & Service Delivery do we envision under CSR+ Strategy? Why? a) Reduced commodity b) Increasing population and increasing demand c) Limited LGU resources (Resource Mobilization/Procurement) d) Results of Demand and Supply Analysis Forecasting) i) How do we implement these Strategic Options (Interventions) for specific segments of clients
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Suggested Questions / Key Points (cont) Key Points 3) Classifying clients as crucial to equitable SD? Are there existing segmentation tools? What is the added value of LSS compared with the other tools? CSR Quadrants 4) Strategic Options, Requirements and Implications. We need to identify our priority clients, we need to classify our clients in order to target the poor ---since LGUs are guarantors of ensuring services for all ----- non-poor has to be served through private sector. When there is public and private sector collaboration, the market has transformed!
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Session 7.1
Presentation Securing Anti-TB Drug Supply
Estimated Time Purpose
30 minutes Cognitive Objectives: To familiarize participants with the situation regarding TB incidence rates in the country (or locality, if local statistics are available). Affective Objectives: To highlight the impact of TB as a health concern, its impact on health outcomes, and its reliance on commodities. Behavioral Objectives: To encourage LGUs to develop commodity self-reliance in TB drugs. Ensure that LGU has information regarding TB cases (per category) at least for the previous year.
Preparation
Procedure
Securing Anti-TB Drug Supply, Vitamin A Supplementation, and Detection and Control of HIV/AIDS/STD (when applicable) input sessions are presented one after the other. The one hour workshop for strategic options identification pertaining to these health programs is held after the Vit. A (or HIV/AIDS/STD) presentation. Note that the strategic options identified or developed for FP and the other health programs may also be applicable to TB drugs supply.
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1. How would you describe TB incidence rates in your locality? 2. What is your experience regarding the supply of TB drugs? Have you experienced any delays in supply or shortages? 3. Do you have specific targets pertaining to TB detection and cure? 4. What is the status of the implementation of TB DOTS in your locality? What do you think are the reason/s behind its success (or failure)? TB is one of the top health concerns of the country. Its cure is dependent on early detection and compliance with medication / dosage requirements. TB cure is commodity-dependent. Currently, TB drugs are supplied by DOT. Since ensuring continuous supply of TB drugs is critical, it is ideal for LGUs to achieve commodity self-reliance.
Suggested Questions
Key Points
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Session 7.2
Presentation
Vitamin A Supplementation
Estimated Time Purpose
30 minutes Cognitive Objectives: To familiarize participants with the situation regarding Vitamin A deficiency rates in the country (or locality, if local statistics are available). Affective Objectives: To highlight the impact of Vitamin A deficiency as a health concern, its impact on health outcomes, and its reliance on commodities. Behavioral Objectives: To encourage LGUs to develop commodity self-reliance in Vit. A. Ensure that LGU has information regarding Vit. A deficiency cases at least for the previous year.
Preparation
Procedure
Securing Anti-TB Drug Supply, Vitamin A Supplementation, and Detection and Control of HIV/AIDS/STD (when applicable) input sessions are presented one after the other. The one hour workshop for strategic options identification pertaining to these health programs is held after the Vit. A (or HIV/AIDS/STD) presentation. Note that the strategic options identified or developed for FP and the other health programs may also be applicable to Vit. A supplementation.
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1. How would you describe Vit. A deficiency rates in your locality? 2. What is your experience regarding the supply of Vit. A? Have you experienced any delays in supply or shortages? 3. Do you have specific targets pertaining to Vit. A supplementation? 4. What is the status of the implementation of Vit. A supplementation in your locality? What do you think are the reason/s behind its success (or failure)? Vitamin A deficiency is an important health concern of the country. Vitamin A supplementation is easy and inexpensive. Vit. A supplementation is commodity-dependent. Currently, Vit. A is supplied by DOT. Since ensuring continuous supply of Vit. A is critical, it is ideal for LGUs to achieve commodity selfreliance.
Suggested Questions
Key Points
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Session 7.3 (For Sentinel Sites Only)

Presentation HIV / AIDS DETECTION AND CONTROL
Estimated Time
This is only applicable to Sentinel sites. If there are Sentinel sites, the time allocation for health programs should be increased by another 30 minutes to include this portion. As with TB and Vitamin A, strategic options identified may also apply to HIV/AIDS detection and control.
Purpose
Cognitive Objectives: To familiarize participants with the situation regarding HIV/AIDS incidence rates in the country (or locality, if local statistics are available). Affective Objectives: To highlight the impact of HIV/AIDS as a potential health concern, its impact on health outcomes, and its reliance on commodities. Behavioral Objectives: To encourage LGUs to develop commodity self-reliance in HIV/AIDS. Ensure that LGU has information regarding HIV/AIDS cases at least for the previous year.
Preparation
Procedure
Securing Anti-TB Drug Supply, Vitamin A Supplementation, and Detection and Control of HIV/AIDS/STD (when applicable) input sessions are presented one after the other. The one hour workshop for strategic options identification pertaining to these health programs is held after the Vit. A (or HIV/AIDS/STD) presentation. Note that the strategic options identified or developed for FP and the other health programs may also be applicable to HIV/AIDS detection and control.
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1. How would you describe HIV/AIDS incidence rates in your locality? 2. What is your experience regarding the supply of HIV/AIDS drugs? Have you experienced any delays in supply or shortages? 3. Do you have specific targets pertaining to HIV/AIDS detection and control? 4. What is the status of the implementation of HIV/AIDS detection and control in your locality? What do you think are the reason/s behind its success (or failure)? HIV/AIDS incidence rates are generally low in our country but it is an important potential health concern. HIV/AIDS detection and control is commodity-dependent. Currently, HIV/AIDS drugs are supplied by DOT. Since ensuring continuous supply of HIV/AIDS drugs is critical, it is ideal for LGUs to achieve commodity self-reliance.
Suggested Questions
Key Points
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Session 8 (Development CSR+ Plan)

Presentation Workshop Generation of Strategic Options
Estimated Time
Allocation for this activity is 1.5 hours.
Purpose
At the end of the workshop, the participants shall have: Cognitive Objectives: Understood the processes (forecasting, resource mobilization, procurement and warehousing and distribution and service delivery) in achieving contraceptive self-reliance (CSR) in the implementation of the different health programs (FP, TB, Vitamin A, HIV/AIDS/STD (when applicable)). Affective Objectives: Obtained a list of options to strategically establish systems and structures for CSR in FP and the other health programs at the LGU and the list of structure/systems already in place Realized the need to consider the commodity requirement in identifying strategies for resource mobilization, procurement and warehousing and distribution and service delivery. Behavioral Objectives: Completed the Workshop 1 Template A to assist them in evaluating the options for each of the CSR processes Selected the most doable options and proposed them as their respective CSR strategies. Summarized their selected CSR Strategies in Workshop 1 Template B.
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Preparation 1. This session is generally handled by the Lead Facilitator, with the support of Co-Facilitators. Ideally, there should be 1 Co-Facilitator for every 2 LGUs. 2. Ensure that the following are available: Selected slides on the CSR+ Processes Summary of Strategic Options for each of the CSR+ Processes Forecasting Formula to compute for commodity requirements for FP, TB, Vitamin A and STD/HIV/AIDS. Workshop 1 Template A Workshop 1 Template B Notes on CSR+ Processes 1. The identification of strategic options for FP was done after each element. This session is for the generation of strategic options for the other health programs. 2. The Facilitator gives a short introduction about the workshop session, highlighting on the expected output at the end of the workshop and the time allotted for the LGU to complete the session. He/she presents the templates which the LGU team has to complete during the session. 3. Facilitator gives a short review of the CSR+ process (e.g. forecasting) to follow through each input presentation made by the Resource Person and to make sure that the options mentioned are understood and kept in mind all throughout the workshop. a. For Forecasting: the Facilitator gives a short review on the two options: (a) LGU allocation based on the provincial plan; and (b) based on the computed value using the worksheet. To determine the requirement based on the second option, the facilitator reviews the worksheet with the group then asks them to compute for 2005, 2006, 2007 and 2008. After the LGU completes the exercise, the Facilitator reviews the results with the group and presents the computed requirements alongside with its allocation based on the provincial allocation plan. Together, they evaluate the two options using Workshop 1 Template A and proceed to deciding which of the options is more strategic to take (i.e. doable because it requires resources that the LGU can actually provide).
Procedure
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Procedure (cont) b. For the resource mobilization, procurement/warehousing, and distribution/service delivery: after each input, the Facilitator gives a short review on the options presented by the resource person and asks the LGU team to summarize these using Workshop 1 Template A. Using the same template, the LGU team goes on evaluating the options, for each of the processes, with the assistance of the facilitator and eventually, chose which ones they will enlist as their strategies to implement each of the strategies. 4. Do tasks 2a and 2b for the CSS (CSR+) Strategies for TB, Vitamin A and STD/HIV/AIDS. In order for the LGU team to select/identify the most doable option/s, the Facilitator employs the Technology of Participation (technique) for small group discussion. Each member will have to think and decide by himself/herself using the template and then discusses with the group to arrive at a consensus 1. How easy or difficult is it to arrive at the strategic options? 2. What have been your main considerations in choosing from among the options? 3. What kinds of intervention are necessary in order to facilitate implementation of these options?
Suggested Questions
Key Points
Depending on each LGUs situation, resources, etc., it can consider different options for the three elements (except forecasting) in order to achieve CSR. At the end of the workshop, each LGU should complete Workshop 1 Templates A and B
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CSR+ Strategic Planning Workshop Objectives
COMMODITY SELF-RELIANCE Contraceptive Self-Reliance Plus (CSR+) Strategic Planning Workshop Workshop Objectives
1. To revisit the LGU Plans developed in the A&P Workshop, particularly, LGU initiatives in securing commodity/ achieving self-reliance as a strategic intervention to sustain and expand the local health programs; 2. To build awareness on the details of the total health sector response to the challenge of contraceptive self-reliance and commodity security; 3. To present the CSR Road Map as guide to identify policy decision areas in implementing contraceptive self-reliance in the LGUs; 4. To assist LGU teams in assessing their respective CSR+ requirements and in formulating their own local CSR + strategies for FP and other health programs; 5. To discuss with LGUs possible options to strengthen/establish systems and structures in the LGUs for forecasting, resource mobilization, procurement and distribution of commodities/service delivery in order to achieve self-reliance in the FP Program and to secure commodity supplies for TB, Vitamin A supplementation and STD/HIV/AIDS programs; 6. To assist LGU teams to develop LGU CSR+ plan to implement their respective CSR+ strategies and to identify list of policies needed to work toward achieving self-reliance;
7.
To share with participants various LGU-initiated interventions toward achieving commodity self-reliance.
Contraceptive Self-Reliance Plus (CSR+) Strategic Planning Workshop
Expectations from the Workshop
What participants intend to contribute to make this workshop successful

I. II.
Looking Back
Program Coordinators Workshop LGU Teams have completed the LGU Governance and Health Service Capability Development Planning (Assessment and Planning Workshop)
III. Follow-on activities
LGU PLANS DEVELOPED IN THE A&P (interventions to secure commodities)
Workshop Flow
V. Closing
I. Registration
LGU CSR+ Plans*

*
IV. Planning
Identifying activities/initiatives identified in the A&P and how this will help the LGUs work toward Contraceptive Self-Reliance (and securing commodities for TB, Vit. A and STD/HIV/AIDS
II. Opening
III. Introduction
Objectives
To revisit the LGU Plans developed in the Assessment and Planning Workshop, particularly, securing /achieving commodity self-reliance as a strategic intervention to sustain and expand the local health programs;
Objectives
To build awareness on the total health sector response to the challenge of contraceptive self-reliance/commodity security (CSR+) and AO 158; To assist LGU teams in identifying their respective CSR+ requirements and in formulating their own local CSR + strategies;
Objectives
To discuss with LGUs possible options to develop/establish systems and structures in the LGUs for forecasting, resource mobilization, procurement, and distribution of commodities/service delivery in order to achieve self-reliance in the FP Program and to secure commodity supplies for TB, Vitamin A supplementation and STD/HIV/AIDS programs;
Objectives
To assist LGU teams in developing LGU CSR+ plan to implement their respective CSR+ strategies and to identify list of policies needed to work towards self-reliance; To share with participants various LGUinitiated interventions toward achieving commodity self-reliance
Workshop Schedule
DAY 1 I. REGISTRATION II. OPENING Invocation National Anthem Introduction of Participants Welcome Messages III. INTRODUCTION Session 1: Workshop Objectives and Outline Norming / Leveling of Expectations Rationale/Objectives Session 2: Enhancing the Local Health Sector: A Framework for Decision Makers Session 3: Updates on LGU Teams Initiatives/Interventions after the Assessment and Planning Workshop Session 4: AO 158 and DOH CSR Strategy Lunch Break Time 8:30-9:00am 9:00-9:30am
DAY 1
Workshop Schedule
Time Session 5: CSR Roadmap - Policy Decision Areas Session 6: Elements of CSR and Identification of Strategic Options on: Forecasting 1:45 3:45pm 3:45 5:45pm 1:00 1:45pm
9:30-10:00am
Financing / Resource Mobilization
10:00 11:00am 11:00 11:30am 11:30-12:00nn 12:00-1:00pm
Workshop Schedule
DAY 2 RECAP Session 6: Elements of CSR and Identification of Strategic Options on: Input Presentation on Procurement & Warehousing Workshop: Identifying Strategic Options Input Presentation on Distribution & Service Delivery Workshop: Identifying Strategic Options Lunch Break Session 7: (Input Presentation) Elements of CSR+ in other Health Programs and Identification of Strategic Options for TB, Vitamin A and STD/HIV/AIDS: TB Vitamin A Supplementation STD/HIV/AIDS Exercises: Computing FP Commodity Requirements Workshop: Identifying Strategic Options Session 8: Summarizing Strategic Options and Planning Workshop to Develop CSR+ Plans by LGUs 1:30 2:00pm 2:00-2:30pm 2:30-3:00pm 3:00-3:30pm 3:30-4:30pm 4:30-6:00pm 8:30-9:15am 9:15-10:00am 10:00-11:00am 11:00-12nn 12:30-1:30pm Time 8:00-8:30am
Workshop Schedule
DAY 3 RECAP Session 8: Workshop (Continuation) Developing CSR+ Plans by LGUs PRESENTATION OF OUTPUTS Session 9: (Plenary) Presentation of LGU CSR+ Plans Lunch Break Session 10: (Plenary)Synthesis and Integration Session 11: (Plenary)Next Steps 10:30-12:00nn 12:00-1:30pm 1:30-2:15pm 2:15-2:30pm Time 8:00-8:30am 8:30-10:30am
V. CLOSING
2:30-3:30pm
By the end of the WS, LGU Teams have:

identified strategies to initiate commodity selfreliance (CSR+) in FP and in health programs developed LGU CSR+ Plan to implement selfreliance initiatives
Workshop 1 of 2:
Presentation of Inputs: What are possible ways to establish the CSR+ systems and structures? Workshop: From among these options, what are doable options for your LGU? What are other options the LGU wants to consider? Workshop 1 Template 1 Workshop 1 Template 2
Output 1: LGU CSR+ Strategic Options
Plenary Discussion: A Second Look at the CSR+ Strategic Options Workshop 2 of 2: Formulating CSR+
Plan to implement options Workshop 2 Template Output 2: LGU CSR+ Plan
Ground Rules
Plenary Discussion: Presentation of LGU CSR+ Plans
Parking Lot
Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it.
-Lee Holz
CSR+ Process
Contraceptive Self-Reliance Plus PROCESSES
Why do we need to initiate commodity security/self-reliance?

RECOGNIZE and ADDRESS the impact on individuals of unavailability of commodities (FP commodities, Vit. A, and TB drugs)
Dropouts (method shifts), unplanned pregnancies Multi-drug resistance, lesser chances of treatment success Exposure to health risks and other illnesses
Why do we need to initiate commodity security/self-reliance?

ANTICIPATE disruption in commodity supplies as a MAJOR PROBLEM CONSTRAINT in the service performance (Current Users and New targets)MWRA currently using pills and injectables Women with unmet FP need Category 3 TB patients Sick children, Lactating and pregnant mothers
How do we work towards CSR/CSS?

LGU should ensure a conducive environment where all sectors share in the responsibility to build local capacity to forecast requirements, finance, procure commodities and deliver good-quality and affordable commodities and a complete array of services to all men and women who need them.
What interventions should LGUs undertake for CSR+?

Enhance information and data systems Strengthen systems and organizational structures (particularly local capacity for forecasting requirements, procurement, resource mobilization and service delivery) Allocate budget (particularly for procurement of commodities for FP, Vitamin A and TB) Formulate or reform policies conducive to CSR+ and TB (Line item budgeting)
Forecasting
To identify processes in order to determine commodity requirements (supplies and other services) of all clients/target clients:
For whom will the LGU provide the commodities/services? How much will the LGU need? What is required/desired commodity mix or commodity package?
Forecasting
Profiling of clients (including client classification) is a key concern of this component, since the LGU has to determine the capabilities of the various market sectors and decide which among them should continuously benefit from its limited public resources and who could avail services from the private sector
Resource Mobilization (Fund Collection & Management)

To identify all possible funding sources (complementary sources for commodities and services); evaluate the level of assistance each source can contribute To enable the local program managers to match the projected cost of commodity and services requirements with LGU resources To develop a system of generating and safeguarding revenues from the sale of commodities and how income can be plowed back to and utilized by the health and family planning programs.
Resource Mobilization
Amount of funding for commodity procurement depends largely on the LGUs service delivery strategy (provide for all? Focus on the highly vulnerable sectors?) Investment cost will be less if LGUs will only concentrate on the poor Resource mobilization includes increasing financing for improvement of other services to accommodate shifting users and new acceptors (services, conducive policy environment for private sector)
Procurement & Warehousing

To identify processes necessary to acquire the commodities from the supplier at affordable prices and ensure custodial requirements to safeguard the quality of the inventory. How to synchronize local procurement with the overall management (allocation & distribution) of donated commodities
Distribution and Service Delivery

To determine where the various commodities and services will be placed to make them available to different target clients (Matching appropriate providers with users) To develop distinct strategies to manage the commodity demands resulting from changes in method mix and focusing on different market sectors

Actual client classification/identification is a key concern of this component, since the LGU has to implement structures to effectively reach these clients and provide necessary structures to ensure appropriate providers cater to their needs
CSR+ Processes
Developed by all stakeholders Operationalized and legitimized based on timely/sound information Implemented/maintained by a mandated organization or personnel Provided with resources, including funds, to operate Supported by a policy (Sustained)
When do we say that we have achieved Self-Reliance in FP and health programs?

LGU has sustained and expanded their local programs (public-private mix) LGU has improved service delivery and increased financing (including commodity procurement; presence of complementary sources) Market has been transformed
Enhancing the Local Health Sector: A Framework for Decision Makers
A Framework of the Local Health Sector
ENHANCING THE LOCAL HEALTH SECTOR: A Framework for Decision Makers
Local policies WellWellbeing being
The Local Health Sector

Nonhealth outcomes
National policies
Thank You

Local policies Organization of delivery and financing: privatepublic sector mix Health outcomes (utilization and coverage)
FP, TB-DOTS, Vitamin A, HIV/AIDS Others
Health Outcomes (utilization and coverage)

Family Planning
Contraceptive prevalence rate (modern methods)
WellWellbeing being
TB-DOTS
Detection rate Treatment success rate
National policies
Health care production, supply and demand
Nonhealth outcomes
Vitamin A
Vitamin A coverage rate
HIV/AIDS
Seroprevalence rate among high risk groups
Thank You
3
Framework

Health Outcomes and Well-Being

Use of family planning services
WellWellbeing being
Capability to achieve desired fertility according to ones preferences and resources
Capability to be free from premature death Nonhealth outcomes
National policies
TB-DOTS Vitamin A HIV/AIDS
Capability to be free from preventable illness Capability to be well nourished Capability to do productive and rewarding work Capability to enjoy interaction with friends and family
Thank You
Framework
The poor are less able to achieve their fertility goals than the rich
Wealth status Low Second Middle Fourth High Total fertility rate Wanted fertility rate Difference (TFRWTFR) 5.9 3.8 2.1 4.6 3.1 1.5 3.5 2.6 0.9 2.8 2.2 0.6 2.0 1.7 0.3 Total 3.5 2.5 1.0

WellWellbeing being
National policies
Nonhealth outcomes
Source: NSO and ORC Macro, 2003 NDHS, 2003

Framework 7
Thank You
Organization of Delivery and Financing

Taxes and other sources of revenues
Local health care providers and commodity dispensers

Inter-local health zone i Public providers Hospitals RHU BHS BHW Private providers Hospitals/clinics Drugstores Traditional practitioners Volunteer/peoples organizations Inter-local health zone j Public providers Hospitals RHU BHS BHW Private providers Hospitals/clinics Drugstores Traditional practitioners Volunteer/peoples organizations
Delivery/financing
10
PhilHealth; other financing agents premium Households economic & social groups
premium
Local & National Government net subsidy
reimbursements; capitation funds
services
Providers/ dispensers: Public and user charges private
Decision Areas
Framework

Households/Clients
Economic status: poor and non-poor; living standards (representing capacity to pay for health care and commodities) Demographic: age and sex (representing different health care needs in different stages of the life cycle) Cultural and ethnic groups (representing clients with special needs)
Delivery/financing
12
premium
services
Decision Areas
Framework
11

Health Care Service Production, Demand and Utilization

Households
Household/individual demand: income, prices, special needs, preferences information
Providers/dispensers
Health inputs: Staff, facilities, commodities, technology
premium
Health services
FP, TB-DOTS, Vit. A supplementation, HIV/AIDS surveillance; others
services
Service utilization
Well-being
Decision Areas Framework
13
Delivery/financing
Framework
14


PhilHealth; other financing agents premium Households economic & social groups services premium Local & National Government net subsidy 4. Organize financing and delivery in support of supply and demand expansion.
premium
services
1.Improve quality of inputs
3. Expand demand Decision Areas Framework

15
2. Expand supply
16
Improve Quality of Health Inputs: Policy Decision Areas

Staff Facilities Commodities Technology
Train staff and volunteer workers Train staff and volunteer workers in critical skills? in critical skills? Upgrade to Sentrong Sigla certification Upgrade to Sentrong Sigla certification and PhilHealth accreditation? and PhilHealth accreditation? Adopt and implement CSR* + plan? Adopt and implement CSR* + plan? Adopt new FP technology, TB-DOTS Adopt new FP technology, TB-DOTS and recommended HIV/AIDS and recommended HIV/AIDS surveillance techniques? surveillance techniques?

*CSR=Contraceptive Self-Reliance
Plan to include forecasting, local financing, and procurement and distribution systems. 3. Expand demand Decision areas
17
2. Expand supply
18
Expand Supply of Health Services: Decision Areas

Expand supply/service outlets through Expand supply/service outlets through public and private financing (e.g., include public and private financing (e.g., include FP, TB-DOTS in PhilHealth and private FP, TB-DOTS in PhilHealth and private company benefits)? company benefits)? Expand supply by easing entry into Expand supply by easing entry into provider/dispensing market through provider/dispensing market through accreditation and regulation/standards of accreditation and regulation/standards of practice of certain providers/dispensers, practice of certain providers/dispensers, e.g., private midwives? e.g., private midwives? Expand supply through community Expand supply through community outreach networks for focused targeting of outreach networks for focused targeting of clients with special needs? clients with special needs? Expand supply through integrated interExpand supply through integrated interlocal health systems? local health systems? Decision areas 19

Health services in various institutional settings for different target groups
3. Expand demand
2. Expand supply
20
Expand Demand for Services: Policy Decision Areas

Family planning
Address major reasons for non-use of Address major reasons for non-use of contraception that include: contraception that include: Want children? Want children? information on small information on small family norm across all income groups. family norm across all income groups. Lack of knowledge? Lack of knowledge? provide full provide full information on all methods of information on all methods of contraception, their availability and costs. contraception, their availability and costs. Method-related reasons, principally health Method-related reasons, principally health concerns? concerns? provide full information on provide full information on risks and assure safety of FP and health risks and assure safety of FP and health services services Consider public subsidies to indigents; Consider public subsidies to indigents; include FP services/commodities in include FP services/commodities in insurance benefits insurance benefits

TB-DOTS Vitamin A HIV/AIDS
Provide full information; public subsidies; Provide full information; public subsidies; include services/commodities in insurance include services/commodities in insurance benefits benefits Decision areas
21
3. Expand demand
2. Expand supply
22
Organize Delivery and Financing: Policy Decision Areas

Expand insurance coverage of IPP and private employees (2) Enroll indigents (2) PhilHealth; other financing agents Mobilize additional revenues (1) Local government Taxes and other sources of revenues
Organization of Delivery and Financing in Support of Supply, Demand and Utilization

1. 2. 3. 4. Increase local financing for key services Expand financing through PhilHealth Expand financing from private sources Expand the role of private sector in service delivery
premium
Tap other premium private sources (3) Households: economic & social groups Identify the poor/ private demand (1)
Increase budget for FP and others (1)
net subsidy
Upgrade facilities, e.g., SS certification & PhilHealth accreditation (2)
services user charges
Providers/ dispensers: Public and private
Charge fees (1) Referral system (4) Voucher system (4)
Expand private sector participation (4)

23
Services
24

WellWellbeing being
THANK YOU
National policies
Nonhealth outcomes
Thank You
25
26
CSR Strategy and AO 158
Outline
CSR Strategy and AO 158
CSR and key points of AO 158 Local health sector response to CSR: financing and delivery issues Consequences of inadequate response
Background
For 30 years, the FP program had always relied on contraceptive donations. Donations made contraceptive supplies widely available, but may have made the FP program too dependent on donations. Starting 2004, gradual phase-down of foreign donations of contraceptive commodities (pills, condoms and injectables) to end in 2008.
3
Background
Phase-down of donated contraceptive supplies provides an opportunity for the country to assume responsibility for assuring availability of contraceptive supplies for current and future users. Government response: formulation and implementation of a Contraceptive SelfReliance (CSR) strategy.
4
What is CSR strategy?
CSR Strategy and Key Points of AO 158
The CSR strategy is a set of measures to assure that supplies for FP services will continue to be provided for increasing numbers of current and potential users to eventually eliminate unmet needs for FP. In the provision of these services all sectors have roles to play and each share in the responsibility for the outcome.
5 6
CSR encourages response of key sectors along three broad directions:

Assure no disruption in contraceptive supplies to current users during the phase out of external donations particularly among the poorest users. Develop complementary means of financing contraceptives through a variety of options such as PhilHealth, employer benefits, out-of-pocket financing. Expand complementary private sources of contraceptive supplies through such options as self-help community based distribution, NGO outlets, private and commercial providers, and workplace-based outlets.
7
Mandate of LGUs under LGC

The responsibility for the provision of basic health services, including FP services, was devolved to LGUs. This is specifically provided for in Section 17 of Republic Act 7160 (Local Government Code of 1991).
Key Players in CSR Implementation

National Government: DOH PhilHealth POPCOM Local Government:
Role of LGUs under the contraceptive phase-down

Develop contraceptive distribution guidelines to cover their catchment cities, municipalities, and devolved health facilities. Conduct campaigns to inform their catchment cities, municipalities and devolved health facilities, of the LGUs contraceptive distribution guidelines. Provide resources for the delivery of contraceptives to their catchment cities, municipalities, and devolved health facilities.
9 10
CSR
Provinces Municipalities Cities Barangays
Private Sector
Role of LGUs under the contraceptive phase-down

Undertake measures to guarantee local availability of contraceptives to include any or all of the following:
Allocate budget to procure contraceptives for free distribution. Make available contraceptives for sale at cost recovery basis or at margins above cost. Allow consigned supplies from social marketing sources or commercial sources to be made available to clients in LGU outlets.
11
Summary: Key Points of the CSR Strategy and AO 158

Eliminating unmet need for FP remains the goal Phase-down of contraceptive donation should stimulate positive domestic response Desired domestic response has three parts:
government guarantees availability; more immediately to prevent disruption in supplies especially among the poor increased financing to include government and other sources expanded service sources to include government and others
12
No disruption of contraceptive supplies, especially for the poor

Mobilize additional revenues Taxes and other sources of revenues
Total Local Health Sector Response to CSR
PhilHealth; other financing agents
premium
Local and national government
premium Households: economic & social groups

Identify the poor / private demand
Increase budget for FP and others
net subsidy

Charge fees
13
14
Develop complementary means of financing

Expand insurance coverage of IPP and private employees. Enroll indigents Taxes and other sources of revenues
Expand private sources of supplies

premium
Local and national government net subsidy

Upgrade facilities, e.g., SS certification & PhilHealth accreditation
premium
Local and national government net subsidy
Tap other premium private sources
premium Households: economic & social groups

Households: economic & social groups


Charge fees Referral system Voucher system

Expand private sector participation
16
15
Total health sector response to CSR

Expand insurance coverage of IPP and private employees. Enroll indigents Mobilize additional revenues Taxes and other sources of revenues
premium
Local and national government
Tap other private premium sources Provide FP information; advocate small family size norm
Increase budget for FP and others
net subsidy
Upgrade facilities, e.g., SS certification & PhilHealth accreditation, and improve quality of services
Households: economic & social groups


Charge fees Referral system Voucher system

Why is there an urgent need to respond positively (or the consequences of inadequate response)?
17
18
The goal of CSR strategy is to eliminate unmet need. We are still a long way from achieving this goal, especially among the poor.
Wealth status Low Unmet need for spacing Unmet need for limiting Second Middle Fourth High Total
The phase-down of donated pills and injectables will affect public sector delivery of modern methods
F. ster. Public Hospital RHU/BHS Others Private Hospital Pharmacy Others Other source No. of women 75.8 68.3 7.0 0.5 23.2 22.1 0.0 1.1 0.0 947 Pill 56.6 1.0 55.5 0.0 38.6 1.4 35.0 2.2 4.5 1,148 IUD 80.1 10.8 69.2 0.0 18.0 14.8 0.0 3.1 2.0 359 Inject. 92.5 3.4 89.2 0.0 7.5 5.2 1.2 1.1 0.0 268 Condom 27.0 1.8 25.2 0.0 59.6 0.8 57.7 1.0 11.5 169 Total 67.2 24.5 42.4 0.2 29.3 10.2 17.2 1.7 2.7 2,920
20
10.9
8.6
7.7
6.5
6.1
7.9
15.8
11
7.3
6.9
6.2
9.4
Total unmet need
26.7
19.6
15
13.4
12.3
17.3
19
Modern FP use methods may decline, especially among the poor

Wealth status Low Total fertility rate FP use, any method FP use, modern methods FP use, traditional methods 5.9 37.4 23.8 13.6 Second Middle Fourth 4.6 48.8 33.8 15.0 3.5 52.7 35.7 17.0 2.8 54.4 37.9 16.5 High 2.0 50.6 35.2 15.3 Total
The poor will be less able to achieve their fertility goals than the rich
Wealth status Low Second Middle Fourth High Total 3.5 2.5 1.0
22
3.5 Total fertility rate 48.9 33.4 15.5

21
5.9 3.8 2.1
4.6 3.1 1.5
3.5 2.6 0.9
2.8 2.2 0.6
2.0 1.7 0.3
Wanted fertility rate Difference (TFRWTFR)
Due to high fertility, the poor will suffer the most in terms of infant and child mortality
Wealth status Low Infant mortality Under-five mortality Second Middle Fourth High Total
Millions
Population growth will remain high, implying a doubling of the population over a short period of time
Population Growth: Philippines
90 80 70 60 2.9 3.0 2.7 48.1 36.7 27.1 19.2 60.7 2.3 2.3 76.5 4 3.5 3 2.5 Percent 2 1.5 1 0.5 0 1948 1960 1970 1980 1990 2000 Population Growth rate
42
32
26
22
19
30
50 40 30 20
66
47
32
26
21
42
23
10 0
*Rates refer to the 10-year period preceding the survey. Source: NSO and ORC Macro, 2003 NDHS, 2003
Source: NSO
24
Philippines will continue to lag behind neighboring countries

Total Population in millions fertility rate Laos Cambodia Philippines Malaysia Indonesia Vietnam Thailand Singapore 5.8 13.1 83.7 25.6 218.7 81.5 63.8 4.2 4.9 4.5 3.5 3.3 2.6 2.1 1.7 1.3 FP use, any method 32 24 49 55 60 75 72 62 FP use, modern methods 29 19 33 30 57 64 70 55
25 26
The Future?
How the results of the 2008 and 2013 NDHS would look like depend on how far we succeed in implementing the CSR strategy
Source: 2004 World Population Data Sheet as reported in S. Abejo (2004)
Success is in your hands!
Thank You
27
28
Department of Health Administrative Order 158
The CSR Roadmap
The CSR Challenge

Due to the phase-down of donated contraceptives, LGUs need to plan on how to cope with this new challenge to be able to continue providing quality and accessible FP services and commodities. Already, the national government has addressed this problem by formulating a CSR strategy and embodying this in AO 158. But the ground-level implementation of this strategy lies in the LGUs initiatives
1 2
The CSR Roadmap
Where are we headed . . . .

3. Expand demand
3
2. Expand supply
4
Parade of the Shapes

Document/input Process Predefined process Decision
The CSR Road Map

Local Health System Framework
DOH AO 158 Objectives of the CSR Strategy

Goals of CSR Strategy at LGU Level/ LGU Mandate
1. Serving the replacement market of current users 2. Serving the larger market of future new users 1. LGU as guarantor of contraceptive availability 2. Sufficient contraceptives for the poor 3. Commercial sources of contraceptives
Enhanced and expanded FP Program Determine CSR Requirements 5
Demand Analysis: forecasting

Population-based Usage-based
Supply Analysis: Market Mapping

Service Providers Service Facilities Commodity Providers
Gap Analysis 6
The CSR Road Map

Gap Analysis
The CSR Road Map

Scenario 1
Provide FP goods and services for all?
3 Basic Responses to the CSR Strategy
Financing and Resource Mobilization
Procurement and Distribution
Service Provision
Options for Financing Strategies
Options for drug management system
Options for service priorities
Scenario 1
Scenario 2
Provide FP goods and services only for the poor?
Scenario 3
Provide only what is available?
Options for Phil Health Programs in LGUs
Options for distribution guidelines
Options for improving quality and access to care
CSR PLAN
LGU is contraceptive Self Reliant
8
Back to Road Map
The CSR Road Map

Scenario 2
The CSR Road Map

Scenario 3 Provide only what is available?
Expansion of Commercial Sources
Procurement and Distribution
Service Provision
Options for Financing Strategies
Options for drug management system
Options for service priorities
Options for Market Segmentation
Options for Phil Health Programs in LGUs
Options for distribution guidelines
Options for improving quality and access to care
Private-Public Sector Dialogue
Health Governance Workshops
Policy Advocacy
CSR PLAN LGU is contraceptive Self Reliant
Options for Referral System
10
Back to Road Map
Back to Road Map
In summary . . . .
Why is CSR important? What are the basic requirements for CSR? What are the three possible scenarios in implementing CSR? What considerations ought to be taken under the three scenarios?
11 12
Thank You!
Forecasting the Requirements for Family Planning Commodities and Services
Forecasting the Requirements for Family Planning Commodities and Services

Elements of CSR+
Presentation Outline
Brief introduction to Forecasting FP Forecasting tool Forecasting exercise
What is Forecasting?
Process of estimating the quantities of various commodities and services required for a specific period of time in the future, as well as the corresponding budget necessary to meet future requirements
Purposes of Forecasting
Allows us to establish a sound and reliable database for budgeting Reliable budget serves as an important input to procurement planning Properly budgeted commodities and planned procurement translate to quality of commodities we are to procure Prevent supply imbalances such as cases of stock out where supply could not respond to the demand
Sources of Data for Forecasting FP Requirements

Logistics data
Sources of Data for Forecasting

Distribution system capacity
Consumption
current users
Demographic data
Population and population growth rate Commodities and Services at the local level Commodities and services expected to be donated from the province, or from other donors
5
Current Market Prices Data on Expected Donations
Storage facilities Transportation links Training Costs
Other Costs
Features of the Tool

Option in scaling up or down the number of users for each of the FP method Calculate the total health center requirements for contraceptives and FP services Factor in the expected quantities of donated contraceptives to determine the gap or unfunded quantities of the needed FP commodities and services
FP FORECASTING TOOL
Forecasting Requirements for Family Planning Commodities and Services

X BUKIDNON Municipality/City: KADINGILAN Growth Rate: 2.46%
Region: Province: YEAR 1: Population: YEAR 2: Population:
Year 2 Expected Donations and Outside Support

Pill Cycles: Injectable Vials: Condoms: SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy:
Features of the Tool

Quantify the proportion of the unfunded quantities of the needed FP commodities and services the LGU elects to provide (e.g. purchase only 30% of the unfunded requirement for pills to be given for free to the poorest of the poor) Calculate the cost of each FP commodity based on the prevailing price at the locality
2004 26,674 2005 27,330
2,150 306 0 0 79 0 (Number of clients) 0 (Number of clients)
FP Commodities and Services to be Supported by the LGU and its Cost Requirement FOR
YEAR 1: 2004
FP Method
Reported Number of Current Users B CPR by Method Targeted Number of Users D CPR by Method
YEAR 2:
Commodity Commodity per user per and Service year Requirement F G Cost Per Unit / Service H
2005
Total Cost of FP Commodities and Services Without Donations I Expected Donations for FP Commodities and Services J UNFUNDED FP Commodities and Services K Total Cost of UNFUNDED FP Commodities and Services L
YEAR 2: 2005
Percentage of UNFUNDED FP Total Cost commodities and Requirement to the services the LGU is LGU willing to support M N
Pills Injectables Condom SDM IUD Tubal Ligation Vasectomy Billings Method Basal Body Temp Symptothermal LAM
241 98 29 0 237 0 0 0 0 0 0 TOTAL 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
2,150 306 0 0 79 0 0 -
2,192 426 3,842 0 0 39 39 0 0 0 0 -
37,264 29,394 11,526 0 0 19,500 1,950 0 0 0 0 PHP 99,634
100% 100% 0% 0% 0% 100% 100% 0% 0% 0% 0% 36%
37,264 29,394 0 0 0 19,500 1,950 0 0 0 0 PHP 88,108
Data Inputs
X BUKIDNON Province: Municipality/City: KADINGILAN 2.46% Growth Rate:
Region: YEAR 1: Population: YEAR 2: Population:
Data Inputs
Pill Cycles: Injectable Vials: Condoms:
2004 26,674 2005 27,330
The tool automatically computes the estimated year2 population based the current growth rate
SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy:
This data refers to what you expect to receive from the province or region based on the scheduled phase-out, or those that we expect to receive from other donors
YEAR 1: 2004
FP Method
Reported Number of Current Users B CPR by Method
Column C: CPR by Method = Once we have inputted data for column B, the forecasting tool automatically computes the CPR by method and the total CPR Current users (method) Year 1 Population X 14.5%* Total CPR = Current users Year 1 Population X 14.5%* * estimated proportion of married women of reproductive age (MWRA) in the general population
Pills Injectables Condom SDM IUD Tubal Ligation Vasectomy Billings Method Basal Body Temp Symptothermal LAM TOTAL
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
YEAR 1: 2004
FP Method
YEAR 2:
2005
Total Cost of FP Commodities and Services Without Donations I
Column D (Decision Pt 1): Targeted Number of Users for Year 2 = provide the target number of FP users per method this figure, we will depend on factors unique to each municipality, but generally: be guided by the data on your current users and CPR achieved for Year1 ideally, we want to address potential new users and unmet needs to be able to achieve an increase in CPR for Year2 consider the provincial targets
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
16
YEAR 1: 2004
FP Method
YEAR 2:
2005
Column E: CPR by Method (Year2) = Targeted # of Users for Year 2 (method) Year 2 Population X 14.5%* Total CPR (Year 2) = Current users (Year 2) Year 2 Population X 14.5%* * estimated proportion of married women of reproductive age (MWRA) in the general population
18
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
17
YEAR 1: 2004
FP Method
YEAR 2:
2005
Column F: Commodity per user/year = Quantity of FP commodity needed by one client in a year woman on pills 13 cycles for 1 year woman on injectables 4 vials for 1 year man using condoms 113 condoms in 1 year woman using IUD 1 IUD ligation 1 BTL service
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
19
20
YEAR 1: 2004
FP Method
YEAR 2:
2005
Column G: Commodity & Service Requirements (for pills, injectibles and condoms), using cumulative target number of users = Targeted Number of Users for Year 2 (Column D) X Commodity per User per year (Column F) Commodity & Service Requirements* (for SDM, IUD, BTL, Vasectomy, BM, BBT, Symptothermal & LAM ), using net number of additl users for Year2 = [(Targeted Number of Users for Year 2 (Column D) Reported Number of Users for Year 1 (Column B)] X Commodity per User per year (Column F)
*- for permanent methods & one-time cost commodities
22
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
21
YEAR 1: 2004
FP Method
YEAR 2:
2005
YEAR 1: 2004
FP Method
YEAR 2:
2005
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75%
334 183 34
8.43% 4.62% 0.86%
13 4 113 1 334
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
Pills Injectables Condom SDM IUD Tubal Ligation Vasectomy Billings Method
241 98 29 0 237 0 0 0
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00%
334 183 34 0 316 39 39 0
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
0.00% 0 Targeted 6.13% 0.00%
0.00% Users (yr2) 7.97% 0.98%
316 39
Comm39 Serv 0.98% Reqt 0.00%

0.00% 0.00% 0.00% 0.00% 15.64% 0 0 0 0 945 0.00% 0.00% 0.00% 0.00% 23.85%
X 13 1 1002 334 4,342 -
Targeted Users (yr2) 316 Basal Body Temp 0 0.00% 0.00% Reported number of 0 - 237 Users 0for Yr 1 _______ Symptothermal 0.00% 0 0.00% Commodity Serv Reqt 79
LAM 0 0.00% 0 0.00% TOTAL 605 15.64% 945
23.85%
23
24
YEAR 1: 2004
FP Method
YEAR 2:
2005
Column H: Cost Per Unit/ Service= Local prevailing cost for each of FP commodity or service for Year 2: Current Prices in Iloilo: - Trust Pills - DMPA - Trust Condom - IUD - SDM Beads P 28.00 P 80.00/ vial P 2.50 (4 pieces= P10.00/box) P 75.00 / piece P 50.00 (Mla price)
26
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
25
YEAR 1: 2004
FP Method
YEAR 2:
2005
Column I: Total Costs of FP Commodities w/o Donations - Total costs of FP commodity or service requirement based on calculated quantity of commodity and service reqt. for year 2 and the cost per unit/ service. Column I = Commodity service requirement (Column G) X Cost per Unit/ Service (Column H)
28
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
27
YEAR 2:
Targeted Number of Users D CPR by Method Commodity Commodity per user per and Service year Requirement F G Cost Per Unit / Service H
2005
Column J: = Expected Donations for FP commodities and Services Column K: Unfunded FP Commodities and Services = quantity of calculated commodity reqts. for Year2 minus the expected quantities of donated commodities Commodity Service Reqt
(Column G)
or t pp t side Supp or50,508 4 732 Out 69.00 Su and Out side na tions and tions pected Do na cted Do 342 Ex 0.86% 113 3,842 3.00 11,526 Ye ar 2 Ex pe Ye ar 2,150 2,150 0 0.00% 1 0 50.00 0 306 6 s: Cycles: 30 Pill Cycle Pill als:: 0 316 le Vi 7.97% 1 790 75.00 5,925 Injectab le Vials Injectab 0 s: 0 Condom s: Condom 0.98% 39 39 500.00 19,500 79 ads: 79 ents) SD M Be ads: SD M Be ofcli ts) umberrof clien er T: er T: 39 0 (N umbe 0 (N 50.00 clients)1,950 D IU39Copp 0.98% IU D Copp rrof clients) ation:: 0 (Numbe of 0 (Numbe TuballLig ation Tuba Lig
183 4.62%
334
8.43%
13
4,342
17.00
73,814
2,150 306 0 0 79 0 0 -
2,192 426 3,842 0 0 39 39 0 0 0 0 -
37,264 29,394 11,526 0 0 19,500 1,950 0 0 0 0 PHP 99,634
my: Vasecto my: Vasecto

0 0 0 945
0.00% 0.00% 0.00% 0.00%
0 0 0 0
200.00 200.00 200.00 200.00 -
0 0 0 0
Expected Donations for FP Commodities & Services

(Column J)
23.85%
PHP 163,223
- instances of surplus
30
Number of clients) Number of clients)
YEAR 2: 2005
Expected Donations for FP Commodities and Services J UNFUNDED FP Commodities and Services K Total Cost of UNFUNDED FP Commodities and Services L Percentage of Total Cost UNFUNDED FP commodities and Requirement to the LGU services the LGU is willing to support M N
Column L: Total Cost of Unfunded FP Commodities= Reflects the total costs of unfunded FP commodities or service reqt. for Year 2 Unfunded FP Commodities & Services (Column K) X Cost per Unit/ Service (Column H)
2,150 306 0 0 79 0 0 -
2,192 426 3,842 0 0 39 39 0 0 0 0 -
37,264 29,394 11,526 0 0 19,500 1,950 0 0 0 0 PHP 99,634
100% 100% 0% 0% 0% 100% 100% 0% 0% 0% 0% 36%
37,264 29,394 0 0 0 19,500 1,950 0 0 0 0 PHP 88,108
32
Number of clients) Number of clients)
Column M (Decision Point 2): = percentage of unfunded FP commodities and services the LGU is willing to support Here, the LGU can elect to provide full or partial support to the unfunded FP commodities and services Decision would depend on local situation: ability to provide for these resources (funds available, other service inputs) willingness to provide for the commodities LGUs plan with respect to shifting clients to more appropriate methods
33 34
YEAR 2: 2005
Expected Donations for FP Commodities and Services J UNFUNDED FP Commodities and Services K Total Cost of UNFUNDED FP Commodities and Services L Percentage of UNFUNDED FP Total Cost commodities and Requirement to the services the LGU is LGU willing to support M N
2,150 306 0 0 79 0 0 -
2,192 426 3,842 0 0 39 39 0 0 0 0 -
37,264 29,394 11,526 0 0 19,500 1,950 0 0 0 0 PHP 99,634
100% 100% 0% 0% 0% 100% 100% 0% 0% 0% 0% 36%
37,264 29,394 0 0 0 19,500 1,950 0 0 0 0 PHP 88,108

X BUKIDNON Municipality/City: KADINGILAN Growth Rate: 2.46%
Region: Province: YEAR 1: Population: YEAR 2: Population:

Pill Cycles: Injectable Vials: Condoms: SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy:
2004 26,674 2005 27,330
YEAR 1: 2004
FP Method
YEAR 2:
2005
YEAR 2: 2005
241 98 29 0 237 0 0 0 0 0 0 605
6.23% 2.53% 0.75% 0.00% 6.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 15.64%
334 183 34 0 316 39 39 0 0 0 0 945
8.43% 4.62% 0.86% 0.00% 7.97% 0.98% 0.98% 0.00% 0.00% 0.00% 0.00% 23.85%
13 4 113 1 1 -
4,342 732 3,842 0 79 39 39 0 0 0 0 -
17.00 69.00 3.00 50.00 75.00 500.00 50.00 200.00 200.00 200.00 200.00 -
73,814 50,508 11,526 0 5,925 19,500 1,950 0 0 0 0 PHP 163,223
2,150 306 0 0 79 0 0 -
2,192 426 3,842 0 0 39 39 0 0 0 0 -
37,264 29,394 11,526 0 0 19,500 1,950 0 0 0 0 PHP 99,634
100% 100% 0% 0% 0% 100% 100% 0% 0% 0% 0% 36%
37,264 29,394 0 0 0 19,500 1,950 0 0 0 0 PHP 88,108
Column N: Total Cost Requirement to the LGU = Total cost of Percentage of Ununfunded FP Commodities X funded FP comm. and Services & services that the LGU is willing to provide (Column L) X (Column M)
36
POINTS TO REMEMBER:
The success of every journey greatly depends on how much the traveler has prepared for it.let our CSR journey be a successful one
37
1.Emphasize that the main purpose is to build their capacity and equip them with a tool guide for coming up with a reliable estimates of their future FP commodity requirements 2.That the tool has its limitations also, since it has made certain assumptions that may not exactly be true to 100% of the LGUs (outliers exist) 3. It is good to emphasize that the LGUs make the final decision on how much funds they will allocate and how much they could afford to allocate but we should remind them that such decision has significant implications
38
POINTS TO REMEMBER: 4. It should be stressed that the data they derive from the forecasting exercise is not set in stone and that they can always come back to it after they have identified their options for resource mobilization and consulted with their respective LCEs 5. Relevant information such as the data on expected donations should be ready at hand critical is the role that the province plays if provincial guidelines on the allocation and distribution of contraceptives are not yet ready, then the province can allocate based on consumption data or on population data If provincial guideline does not exist: Simple Allocation Methods: 1. Straight Line the easiest way is to distribute it equally regardless of the consumption. If this is the strategy, you may include the provincially devolved hospitals in the list and do the straight / equal allocation not so reliable as this does not consider population or consumption data. (This was the strategy preferred and adopted by the second batch of LGUs in Leyte when we did their forecasting last May)
39
40
POINTS TO REMEMBER: Simple Allocation Methods: 2. Proportionate Allocation based on population, MWRA or by consumption The second method would be to proportionately allocate the remaining donated contraceptives to the municipalities / cities based on any of the following: - Population - MWRA - Pill / DMPA consumption 3. %share based on the phase down
41
FP FORECASTING TOOL PRACTICE SESSION
Practice Session Overview

Using the sample data provided, each LGU team will use the tool on Forecasting the Requirements for Family Planning Commodities and Services One team shares the data in plenary, answers questions from the group, and corrects its forms as necessary After the plenary presentation, each LGU team will then calculate their own LGU requirement for family planning commodities and services using the forecasting tool
43
Practice Session Objectives

At the end of the session, the participants will have: formed a clear understanding of the meaning and purpose of forecasting used and understood the tool for forecasting the requirements for family planning commodities and services calculated their LGU requirements for family planning commodities and services using the forecasting tool
44
Practice Session Materials

The materials needed for this session include: Users Guide on Forecasting The Requirements For Family Planning Commodities And Services Forecasting exercise Microsoft Office Excel file of the forecasting tool Computers and printer
45
Practice Session Tasks

The tasks involved in preparing for and implementing this session: 1. Read the Users Guide on Forecasting The Requirements For Family Planning Commodities And Services 2. Practice using the forecasting tool using the data provided in the forecasting exercise
46
Practice Session Tasks

The tasks involved in preparing for and implementing this session: 3. Present the output in a plenary session, lead a discussion, and answer any questions and correct the entries as needed 4. Calculate the LGU requirements for family planning commodities and services using the forecasting tool
47
Practice Session Output

By the end of this session, each LGU team will have: Calculated their LGU requirements for family planning commodities and services using the forecasting tool
48
The success of every journey greatly depends on how much the traveler has prepared for it.let our CSR journey be a successful one
Forecasting tool for Family Planning Commodities and Services: A Users Guide
Forecasting Tool for Family Planning Commodities and Services (FP Forecasting Tool)
A Users Guide
Dr. Nicolas T. Catindig MIS Specialist
Local Enhancement and Development (LEAD) for Health Project Management Sciences for Health February 2005
CSR+ Workshop Manual
Introduction For more than thirty years external donors have supported the Family Planning (FP) program through donation of the different FP commodities and services but the donations were never intended to go on indefinitely. The Philippines will have to assume the full responsibility for providing the needs for this program. In 2004, a gradual phase-down of foreign donations of contraceptive commodities have started and will end in 2008 with the complete phase-out of all donated supplies of condoms, pills and injectables. There are still no plans at present to phase-out donations of IUDs. The Philippine Department of Health formulated a Contraceptive Self -Reliance (CSR) Strategy that provides guidance for the orderly transition from externally donated contraceptives to domestically provided commodities for family planning. This guide intends to provide the LGU health managers a simple tool that they can use in forecasting their local requirements for FP commodities and services. Phase Down Schedule of Oral Contraceptives and DMPA The distribution of donated contraceptives during the phase-out period will be based on the forecasts and estimates of actual consumption as monitored by the Contraceptive Distribution and Logistics Management Information System (CDLMIS). Annex A shows the actual year-byyear reductions in quantities of donated contraceptives to be distributed to each group of LGUs and expressed in terms of declining percentages of estimated consumption that will be covered by donated supplies. Annex B shows the list of Provinces and LGUs per batch of the phase down according to poverty index.
Forecasting Users Guide
Page 1 of 17
Family Planning Commodities and Services Forecasting Tool (FP Forecasting Tool) Overview This forecasting tool is a simple and practical tool designed to facilitate the process of determining the requirements for FP commodities and services of the health center or rural health unit. It is a one-page program created using Microsoft Office Excel 2003 that allows the health staff to calculate the needs for contraceptives and family planning services by using actual LGU data on the number of FP current users. Features of the program include: 1. Option in scaling up or down the number of users for each of the FP method. 2. Calculating the total health center requirements for contraceptives and FP services 3. Factoring the expected quantities of donated contraceptives to determine the gap or unfunded quantities of the needed FP commodities and services. 4. Quantifying the proportion of the unfunded quantities of the needed FP commodities and services the LGU elects to provide (e.g. purchase only 30% of the unfunded requirement for pills to be given for free to the poorest of the poor). 5. Calculating the cost of each FP commodity based on the prevailing price at the locality. This tool can help minimize errors and facilitate correct calculations in forecasting the requirements for FP commodities and services. Formulas are pre-programmed to eliminate mathematical errors and recalculate estimates and costs whenever changes in the data are made. It also, in effect, becomes a thinking tool for those users figuring out the level of contraceptive prevalence rate (CPR) per method or the total CPR they want to achieve. The user can also try to shift FP clients among the different FP methods and see its effect on the estimates and costs of each FP commodity or against the total costs requirement. Just like any other programmed calculation, however, its accuracy depends entirely on the accuracy of the data inputs. Note that it cannot create or collect data or distinguish between accurate and erroneous data. It cannot determine what commodities should be ordered or purchased. It is only a tool and it cannot replace experience and human judgment in interpreting the results. Using the FP Forecasting Tool It is expected that the users of this tool are program managers, procurement and supply staff and other health care professionals. Basic knowledge of computer and Microsoft Office Excel 2003 would be favorable but those who do not have a basic understanding of data entries would find this program easy to learn and user friendly.
Figure 1 below shows the screenshot of the one-page FP forecasting tool. A larger version in landscape format is in Annex C. Figure 1. FP Forecasting Tool
Region: Province: Municipality/City: Growth Rate: YEAR 1: Population: YEAR 2: Population: Pill Cycles: Injectable Vials: Condoms: SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy: (Number of clients) (Number of clients)
YEAR 1:
FP Method
Reported Number of Current Users B
0
CPR by Method Targeted Number of Users D CPR by Method
YEAR 2:
0
YEAR 2: 0
13 4 113 1 1 #DIV/0!
The following will deal with the detailed description of all the entries in the forecasting form. Screenshots of the portions being discussed are included in the description to further assist the reader in understanding the form. Figure 2. Demographic Data
Region: Province: Municipality/City: Growth Rate: YEAR 1: Population:
Provide the name of the region, province, municipality or city and the local growth rate. Use the provincial growth rate if the municipal or city growth rate is not known. Year 1 is the reference year or the present year. Provide for the population for Year 1. (e.g. 2005)
0
YEAR 1: 2: Population: Population: YEAR 2: Population:
Following Year 1 is Year 2 which the forecasting will refer to, (e.g. 2006). The population for year 2 will be automatically computed using the growth rate data and Year 1 population.
Figure 3. Year 2 Expected Donations and Outside Support


Pill Cycles: Injectable Vials: Condoms: SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy: (Number of clients) (Number of clients)
Provide for the Year 2 expected donations for each of the FP method listed. The annual quantities of the donated pill cycles and the injectable vials you expect to receive for Year 2 will be provided by the province or region based on the scheduled phase down of these commodities. You may also ask your PHO and CHD if they will be providing you with free condoms, SDM beads, IUDs, and free services for tubal ligation and vasectomy. Do not leave the spaces blank. Write 0 (zero) if you are not expecting any donations or support for each method for Year 2.
Figure 4. Reported Number of Current Users
YEAR 1:
FP Method
Reported Number of Current Users B
0
CPR by Method
Column A: FP Method This portion lists all the modern family planning methods being offered by the health center. Column B: Reported Number of Current Users For each FP method listed in Column A, provide the Year 1 reported number of current users as reflected in the health center database. This can be taken from the Field Health Services Information System (FHSIS), Community-based Monitoring and Information System (CBMIS) or other existing information system at the LGU, PHO or CHD. Make sure that the reported numbers of current users are those of Year 1. Column C: CPR by Method The CPR by method will be automatically computed using the following formula: Current users (method) Year 1 Population x 14.5%*
Pills Injectables Condom SDM IUD Tubal Ligation Vasectomy Billings Method Basal Body Temp Symptothermal
fig
LAM TOTAL
The Total CPR will also be automatically computed using the following formula: Total Current users Year 1 Population x 14.5%* * Estimated proportion of married women of reproductive age (MWRA) in the general population
Figure 5. Targeted Number of Current Users for Year 2
YEAR 1:
FP Method
Reported Number of Current Users B Targeted Number of Users D CPR by Method
YEAR 2:
0
13 4 113 1 1 -
Column D: Targeted Number of Users Across each FP method listed in column A, provide the number of FP users per method you want to achieve for Year 2. Be guided with the data in Column B that will serve as your reference in setting your targets. Targets can be lower or higher depending on what the LGU wants to achieve and on other factors unique to each locality including but not limited to: the trend in the number of years per method over several years, the availability of data on unmet needs for specific methods in FP (CBMIS data) and plan to shift some clients form one method to another. Column E: CPR by Method The CPR by method will be automatically computed using the following formula:
Current users (method) ___________________________________________________________________________ Year 2 Population x 14.5% The Total CPR will also be automatically computed using the following formula: Total Current users ____________________________________________________________________________ Year 2 Population x 14.5%
Figure 5. Targeted Number of Current Users for Year 2 (Continuation)

YEAR 1:
FP Method
YEAR 2:
0
13 4 113 1 1 -
Column F: Commodity per User per Year This column reflects the quantity of the FP commodity needed by one client in a year: - one woman on pills would require 13 cycles for one year - one woman on Injectables would require 4 vials for one year - one man needs 113 condoms in a year Column G: Commodity and Service Requirement This column reflects the total annual requirement per FP method of the targeted number of users for Year 2 (Column D). This will be automatically computed based on the following preprogrammed formula: Column G = Targeted Number of Users x Commodity per User per Year (Column D) (Column F)
Column H: Cost per Unit / Service For this column, provide the expected local prevailing cost for each FP commodity or service for Year 2. Examples: - one pill cycle may cost Php 17.00 - one vial of Injectable may cost Php 69.00 - a condom may cost Php 3.50 each - SDM beads at Php 50.00 - IUD may be at Php 75.00 - Tubal ligation services under local anesthesia at Php 500.00 per client - Vasectomy services at Php 50.00 per client Do not leave the spaces blank.
Figure 5. Targeted Number of Current Users for Year 2 (Continuation)
YEAR 1:
FP Method
YEAR 2:
0
13 4 113 1 1 -
Column I: Total Costs of FP Commodities and Services without Donations This column reflects the total costs of each FP commodity or service requirement based on the calculated quantity of the commodity and service requirements for Year 2 and the Cost per Unit / Service. Note that the expected quantities of donated FP commodities and services are not yet deducted in this column. The costs will be automatically computed based on the following preprogrammed formula: Column I = Commodity and Service Requirement x Cost per Unit / Service (Column G) (Column H)
Figure 6. Expected Donations for FP Commodities and Services

YE
FP Method
Expected Donations for FP Commodities and Services J UNFUNDED FP Commodities and Services K Total Cost of UNFUNDED FP Commodities and Services L
Pills
Y ea
xp 2E
ed ec t
tio ona
ns
a nd
sid Ou t
o Injectables up p eS
Condom SDM IUD
rt
les: : C yc ials Pill le V ctab : Inje s d om s: C on e ad T: MB SD p er C op n: atio IUD l Lig : uba T my ecto V as
Tubal Ligation ) s ent f cli er o Vasectomy lients) mb fc (Nu er o mb Billings Method (Nu Basal Body Temp Symptothermal LAM TOTAL
Column J: Expected Donations for FP Commodities and Services This column reflects the expected quantities of donated FP commodities and Services for each method for Year 2. Entries here will be automatically copied from the entries made in Figure 3 Year 2 Expected Donations and Outside Support. Column K: Unfunded FP Commodities and Services This column shows the quantities of unfunded FP commodities and services for Year 2. Unfunded means the quantity of the calculated FP commodity and service requirements for Year 2 minus the expected quantities of donated commodities. To put it simply, it is the difference between the total calculated requirements and the quantity of expected donations for Year 2. This will be automatically computed based on the following preprogrammed formula: Column K =
Commodity and Service Requirements

(Column G)
Expected Donations for FP Commodities and Services

(Column J)
There would be instances when the computed values will be in parentheses and this would mean a surplus of that particular commodity. This happens when the quantities of expected donated commodities exceeds the forecasted requirement. For example, a total requirement of 2000 cycles for pills less expected donations of 3500 cycles will have a value of (1500). This means that a surplus of 1500 cycles is expected for Year 2.
Figure 6. Expected Donations for FP Commodities and Services (Continuation)
YE
FP Method
Pills
Yea
xp 2E
ed ect
ns atio Do n
a nd
sid Out
up Injectables eS
Condom SDM IUD
por
les: : C yc ials Pill eV ab l ect Inj s: d o m s: C on ead B T: SD M per C op n: atio IUD Lig b al y: Tu om ect V as
Tubal Ligation nts) e f cli ) er o nts mb Vasectomy f clie (Nu o ber m (Nu Billings Method Basal Body Temp Symptothermal LAM TOTAL
Column L: Total Cost of Unfunded FP Commodities and Services This column reflects the total costs of the unfunded FP commodity or service requirement for Year 2. Note that the expected quantities of donated FP commodities and services have been excluded from this column. The costs will be automatically computed based on the following preprogrammed formula: Column L = Unfunded FP Commodities and Services x Cost per Unit / Service (Column K) (Column H)
Figure 7. FP Commodities and Services to be supported by the LGU and its Cost Requirement for Year 2
FP Commodities and Services to be Supported by the LGU and its Cost Requirement
YE
FP Method
FOR
YEAR 2: 0
Percentage of Total Cost UNFUNDED FP commodities and Requirement to the LGU services the LGU is willing to support M N
#DIV/0!
Column M: Percentage of Unfunded FP Commodities and Services the LGU is willing to support Once the total cost of the unfunded FP commodities and services has been calculated, the LGU can elect to provide full or partial support to these unfunded FP commodities and services. For example, the LGU may choose to purchase only 30% of the total unfunded requirement for pills, 50% of the total unfunded requirement for Injectables and 100% for tubal ligation and vasectomy. The decision to support full or a part of the unfunded requirements depends on the local situation, the LGUs plan to shift clients to more appropriate methods, and the ability and willingness of the LGU to provide for these commodities. Column N: Total Cost Requirement to the LGU After deciding on the percentage of support the LGU is willing to provide for each commodity requirement, the total cost requirement will be automatically computed based on the following preprogrammed formula: Column N =
Percentage of Unfunded FP Commodities and Services the LGU is willing to support
Total Cost of Unfunded FP Commodities and Services
(Column M)
(Column L)
Annex A. Table 1.Quantity of Donated Pills to be distributed to LGUs during the Phase-out Period 2004 BATCH Quarter 3 1st Batch 2nd Batch 3rd Batch 4 1 50 80 90 2005 Quarter 2 50 80 90 3 30 60 70 4 30 60 70 1 20 40 50 2006 Quarter 2 20 40 50 3 0 20 30 4 0 20 30 1 0 0 30 2007 Quarter 2 0 0 30 3 0 0 30 4 0 0 30
80 80
Based upon percentages of 2003 consumption (all figures in %)
Table 2.Quantity of Donated Injectables to be distributed to LGUs during the Phase-out Period 2005 BATCH 1 1st Batch 2nd Batch 3rd Batch Quarter 2 3 4 1 2006 Quarter 2 3 4 1 2007 Quarter 2 3 0 4 0 1 0 0 2008 Quarter 2 0 0 3 0 0 4 0 0
80 80 70 70 60 60 40 40 20 20
90 90 80 80 70 70 60 60 40 40 20 20
100 100 90 90 80 80 70 70 60 60 40 40 30 30 30 30
Based upon percentages of 2003 consumption (all figures in %)
Annex B. List of Provinces and LGUs Per Batch (According to Poverty Index) Batch First Batch City = 23 Province = 13 Province Bataan Batanes Batangas Benguet (including Baguio City) Bulacan Cagayan Cavite Davao Del Sur (including Davao City) Ilocos Norte Laguna Nueva Viscaya Pampanga (including Angeles City) Rizal City Caloocan city Las Pinas City Makati City Malabon Mandaluyong City Manila City Marikina City Muntinlupa City Navotas Paraaque Pasay city Pasig City Pateros Quezon City San Juan Taguig Valenzuela
Second Batch City = 9 Province = 35
Agusan Del Norte Aklan Albay Antique Apayao Aurora Biliran Bukidnon Cebu (including Cebu City) Davao Del Norte Davao Oriental Guimaras Ilocos Sur Iloilo (including Iloilo City) Isabela Kalinga La Union
List of Provinces and LGUs Per Batch (According to Poverty Index) Batch Province City
Leyte (including Tacloban City) Misamis Or. (including Cagayan de Oro City) Negros Oriental Northern Samar Nueva Ecija (including San Jose City and Cabanatuan City) Palawan Pangasinan (including Dagupan City) Quezon (including Lucena City) Quirino Siquijor South Cotabato (including Gen Santos City) Southern Leyte Surigao del sur Tarlac Western Samar Zambales (including Olongapo City) Zamboanga Del Sur (including Zamboanga City) Note: Zamboanga City is actually part of Zamboanga Sibugay. However, Zamboanga Sibugay, as a recently created province, does not appear in the current CDLMIS list. Third Batch City = 2 Province = 29 Abra Agusan Del Sur Basilan Bohol Camarines Norte Camarines Sur (including Naga City) Camiguin Capiz Catanduanes Eastern Samar Ifugao Lanao Del Norte (including Iligan City) Lanao Del sur Maguindanao (including Cotabato City) Marinduque Masbate
List of Provinces and LGUs Per Batch (According to Poverty Index) Batch Province Misamis Occidental Mountain Province Negros Occidental North Cotabato Occidental Mindoro Oriental Mindoro Romblon Sarangani Sorsogon Sultan Kudarat Sulu Surigao Del Norte Tawi-Tawi Zamboanga Del Norte Source: AO 158: Guidelines on the Management of Contraceptive Supplies for Family Planning under the Contraceptive Self-Reliance Strategy City

Pill Cycles: Injectable Vials: Condoms: SDM Beads: IUD Copper T: Tubal Ligation: Vasectomy: (Number of clients) (Number of clients)
Region:
Province:
ANNEX C
Municipality/City:
Growth Rate:
YEAR 1:
Population:
YEAR 2:
Population:
YEAR 1:
Targeted Number of Users CPR by Method D E F G H I J Commodity Commodity per user per and Service year Requirement Cost Per Unit / Service Total Cost of FP Commodities and Services Without Donations Expected Donations for FP Commodities and Services
YEAR 2:
0
UNFUNDED FP Commodities and Services K Total Cost of UNFUNDED FP Commodities and Services L
YEAR 2: 0
Percentage of Total Cost UNFUNDED FP commodities and Requirement to the LGU services the LGU is willing to support M N
FP Method
Reported Number of Current Users
CPR by Method
Pills 4 113 1 1 -
13
Injectables
Condom
SDM
IUD
Tubal Ligation
Vasectomy
Billings Method
#DIV/0!
Basal Body Temp
Symptothermal
LAM
TOTAL
FINANCING AND RESOURCE MOBILIZATION

Elements of CSR+
Objectives
To form a clear understanding of the meaning and purpose of resource mobilization To highlight the importance of resource mobilization To discuss possible ways of mobilizing resources for health programs
Outline
Overview of Resource Mobilization Financing and Resource Mobilization for Health Financing Strategies / Options
Resource Mobilization: An Overview
Development can happen only if there is a disciplined execution of a plan to achieve the shared vision
Building commitment Political will Good governance Participation of Stakeholders
What is Resource Mobilization?
It is the process where LGUs create social and economic benefit through the exercise of their exclusive governance powers.
Sufficient Resources Others
5 6
The Relationship Between Resource and Revenue

Revenue Raising Resource Mobilization
The Relationship Between Resource and Revenue
LGU has exclusive authority
LGU develops partnerships with private sector/NGOs
Revenue Raising
What is the objective of LGU Resource Mobilization?
Why is Resource Mobilization necessary?
To identify and increase available resources for use

for health programs
E.g., LGUs financial resources
Local autonomy increased not only local powers, but also obligations
service delivery local development
10
Why is Resource Mobilization necessary?
Who are responsible for mobilizing LGU resources?

Mayor Vice Mayor Local Finance Committee Sanggunian Assessor Accountant
LGU, by itself, lacks resources for projects essential to support effective local economic and social growth
Treasurer Planning and Development Coordinator Budget Officer
Coordination is imperative!
11 12
What resources can be mobilized?

Internal Sources taxes, fees, charges income from local enterprises External Sources central transfer loans & other forms of credit grants, donations private sector partnerships social insurance
13
LGUs power to mobilize resources is built on its dual nature

LGU Resource Mobilization Powers
CORPORATE AND PROPRIETARY POWERS

(private function) charge for services run an enterprise enter into contracts
TAXING AND POLICE POWERS

(government function) impose taxes issue permits
14
LGU Resources
Comparative Summary of LGU Impositions

TYPE
Taxes
Comparative Summary of LGU Impositions

TYPE
Service Fees
DEFINITION
Impositions under the taxing power of LGUs for the purpose of raising revenues
REMARKS
Allocation among LGUs of taxing powers defined by law
EXAMPLE
Property taxes Business taxes
DEFINITION
Fees collected for services rendered or for conveniences furnished by the LGU Imposition for the operation of public enterprises
REMARKS
In an amount commensurate to such services
EXAMPLE
Sanitary inspection fees Secretarys fees
Permits Fees
Charges made by law or Based on cost of Mayors ordinance for the regulation of the permit regulation or inspection of activity Large cattle business or activities registration fees
15
Charges
Full cost recovery Market fees as basis for Corral fees amount of charge Slaughter to be imposed fees
16
Resource Mobilization towards Achieving CSR+ Health Programs Goals
Financing and Resource Mobilization for Health
Procurement of contraceptives considering the phase-down of donated contraceptive supply (CSR) Procurement of commodity requirements for TB, HIV / AIDS & Vitamin A under the CSS strategy
18
The Local Health System

Local decisionmaking: policies and strategies Organization of delivery and financing: privatepublic sector mix Health inputs: staff facilities commodities technology Health outcomes: FP, TBDOTS, Vitamin A, HIV/AIDS Others Wellbeing
Organize Delivery and Financing: Policy Decision Areas

Expand insurance coverage of IPP and private employees (2) Enroll indigents (2) PhilHealth; other financing agents Mobilize additional revenues (1) Local government Taxes and other sources of revenues
premium
Tap other premium private sources (3) Households: economic & social groups Identify the poor/ private demand (1)
19
Increase budget for FP and others (1)
net subsidy
Upgrade facilities, e.g., SS certification & PhilHealth accreditation (2)
National policies and strategies
Nonhealth outcomes
Charge fees (1) Referral system (4) Voucher system (4)
Expand private sector participation (4)

20
Income and Expenditures, 20_____

Income/ Exp Item Mun. 1 Mun. 2 Amt. % Amt. % Amt.
INCOME Local Sources External Sources EXPENDITURES Gen. Public Services Social Services - Health Services Economic Services Debt and other services
Mun. 3 %
Financing Strategies
21
Increase budgetary allocation for commodities and services
budget cycle)
Avail of the PhilHealth capitation fund and reimbursements (OPB and TB DOTS) to procure contraceptives and other essential drugs
Requirements (next slide):
Lobby for an increase in budget (regular Request for a supplemental budget Re-align from other expenditure items Tap discretionary funds GAD allocation HES
23
24
Requirements:
Increase existing fees & charges Impose new fees & charges
SS certification and PhilHealth Accreditation of RHUs/HCs
OPB TB-DOTS Center Safe Maternity Package
Increase enrollment of indigents
Issue Ordinance Update the Local Revenue Code Institutionalize socialized rates structure Accrue proceeds to a special account to
finance health programs on FP,TB, HIV/AIDS, and Vitamin A
Premium-sharing schemes
Congressman, Governor, Barangay, HHs
25
26
Cost-recovery schemes for commodities Explore the feasibility of converting LGU hospitals and RHUs/HCs as economic enterprises. Create an Inter-Local Health Zone Fund
Improve tax administration
computerization
Tax mapping Organizational improvement and Enforce sanitary laws and ordinances
Part of the increase in collection shall be earmarked to procure contraceptives and other essential drugs/medicines
27 28
Donations / participation of NGOs and the private sector
Delivery and Financing: Decision Areas

Increase financing through insurance, user fees, and other private sources Provide FP and other health information Enroll indigents Financing agents premium Local government reimbursements; capitation funds Mobilize additional revenues
Taxes and other sources of revenues Increase budget for FP and others
premium
net subsidy Upgrade facilities, e.g., SS certification and PhilHealth accreditation
Clients: poor and non-poor non-
user charges
Providers: Public and private
Identify unmet needs and private demand: e.g., CBMIS

29

30
Resource Mobilization: Summary of Options & Requirements

Strategies Option 1: Increase budgetary allocation for commodities and services Requirements Market segmentation tool or at least an estimate of size of poor population Estimate of how much is needed by the poor Budget allocation

Strategies Option 2: Avail of the PhilHealth capitation fund Requirements Budget to enroll indigent clients Improvement of facilities to meet PhilHealth accreditation requirements Guidelines on use of PhilHealth fund
32
31

Requirements Strategies Option 3: Local ordinance Increase existing allowing revenue fees & charges and collection impose new fees & Strong commitment charges (e.g., from LGU officials to through Ordinance or support the program Updated Local Revenue Code)
33

Strategies Option 4: Cost-recovery schemes for commodities Requirements Client classification tool Advocacy to encourage non-poor to pay for the commodities Strong commitment from LGU officials to support the program Financial and inventory management systems
34

Requirements Strategies Option 5: Explore the Local ordinance feasibility of allowing sale of converting LGU consigned commodities hospitals and in LGU health facilities RHUs/HCs as Strong commitment economic from LGU officials to enterprises. support the program Financial & inventory management systems
35

Strategies Option 6: Create an Inter-Local Health Zone Fund a pooled fund from various public and private agencies Requirements Strong commitment from LGU officials to support the program Financial and inventory management systems
36

Strategies Option 7: Improve tax administration Requirements Strong commitment from LGU officials to support the program Financial and inventory management systems

Strategies Option 8: Donations, participation of NGOs and the private sector Requirements Accounting system to keep track of donations Clear guidelines on when the client can opt to donate, instead of paying the fees
38
37
Summary of Challenges
Sufficiency of LGU funds Sustainability of strategy Identification of the poor and non-poor Insufficiency of donations (minimal) Development of new systems Training of staff on these new systems
Thank you!
39
Access to Medicines
The Drug Management Cycle

Selection
Access to Medicines
Drug Management System (DMS) Procurement Options for LGUs
Use
Management Support Organization Financing Information Management Human Resources
Procurement
Distribution Policy & Legal Framework
DMS Models (Features)

Private sector
Community-based drug outlets Consignment or vendor-managed inventory
Current Drug Supply

IRA/Drug Supplies/ Commodity LGU Drugs RHU or BHS
Public sector
ILHZ pooled procurement Government-to-government (G2G) procurement Outsourced delivery Storage practices
Patients
Problems
IRA
Irregular arrival Insufficient
Procurement & Distribution Options for LGUs
Procurement through bidding is long and tedious (GPRA) Quality of drugs not verified No cost recovery
Even patients who can afford to buy get drugs free
Storage conditions inadequate
ILHZ Pooled Procurement

Pooled funds PITC, Province, DOH hospital, or CHD
Procurement from PITC

Consolidated orders PITC
LGU 1
LGU 1
LGU 2
Outsourced delivery
LGU 2
Outsourced delivery LGU 3 Medicines LGU 3 Medicines
Benefits
Procurement and distribution outsourced to another government agency
Long bidding avoided
Consignment
PHIC capitation fund RHU or BHS LGU Money for voucher
Bulk buying
Lowers purchase price Lowers transaction costs Assures uniform drug quality
Voucher
Medicines for voucher Medicine stocks for money
Medicines for money
Drug supplier Indigent Patients Pay Patients
Benefits
Market segmented
No need to pay for those who can afford LGU pays only for true indigents
Community-based Drug Outlet

PHIC capitation fund Health Plus outlet LGU Money for voucher Medicines for voucher Medicines for money
Drug supplier or vendor

Performs procurement and distribution functions for LGU (outsourcing) Assures quality of drugs
Voucher RHU or BHS
Good storage practices for RHU or BHS

Prescription Indigent Patients Pay Patients
Benefits
Market segmented
No need to pay for those who can afford LGU pays only for true indigents
Procurement & Distribution Options

Options ILHZ pooled procurement (ex. PITC, DKT) Procurement from PITC Requirements
ILHZ essential drug list Pooled funds ILHZ accounting system Budget allotment for procurement of commodities Establishing agreements with PITC Early placement of orders Prompt payment Cost-recovery ordinance Market segmentation Pharmacy voucher system
Health Plus outlet

Performs procurement and distribution functions for LGU (outsourcing) Assures quality of drugs Stores drugs well
Consignment
Procurement & Distribution Options

Options Community-based drug outlets Regular Procurement Options Requirements
Qualified NGOs, cooperatives, and POs Market segmentation Pharmacy voucher system Budget allotment for procurement of commodities Regular Bidding process Early placement and payment
Other Requirements for P&W

Forecasting tool (Procurement) Approved budget (Available cash allotment) Training on Quality Control for Procurement Capacity for drug selection and use (specifications) Tapping Medical Schools Inventory and Warehousing (in LGU or drug outlets)
Thank You!
Distribution and Services Delivery
Objectives
Elements of CSR+
To identify key considerations in distribution and service delivery decisions To discuss the concept of client classification / market segmentation To identify LGU distribution and service delivery options, their corresponding requirements, advantages and disadvantages
Have we provided the services to help the couples achieve their fertility preferences? Contraceptive Prevalence Rate
Type of Contraceptive No method Any method Any traditional method Any modern method Pill Female sterilization IUD Injectable Male condom LAM Male sterilization Mucus/Billings/Ovulation Modern NFP % of Users 51.1 48.9 15.5 33.4 13.2 10.5 4.1 3.1 1.9 0.3 0.1 0.1 0.1 3
Organization of Service Delivery and Financing

premium
Local and National government
premium Households economic & social groups
net subsidy
Source: 2003 National Demographics and Health Survey, PNSO
Demand vs. Supply

Past Situation
CPR limited by both demand and supply conditions; far from goal of elimination of all unmet need for contraception Supply of commodities mainly from donations through the public sector Limited private sector supply.
Current Situation
Phase-down of donated contraceptives. National government will not fill shortfall, insists LGUs should do it if they want to. If allowed to persist, CPR will decline; unmet need will expand.
With the current situation --How do we provide continued services?
What is Distribution & Service Delivery as an Element of CSR?
Forecasting Distribution & Service Delivery Resource Mobilization Procurement & Warehousing
Distribution and Service Delivery ---- is the process of identifying the clients (users) and determining where the various commodities and services (providers) will be placed to make these available to them.
7
Elements of CSR +
Recall.The CSR Road Map

Gap Analysis
3 Basic Responses to the CSR Strategy
With the current situation, how do we ensure continued provision of services?

Equitable Focus on the poor Maintaining CPR (Replacement) Reducing unmet FP need
10
Scenario 1
Scenario 2
Scenario 3
Provide only what is available?
Service Delivery
Client Classification ensures equitable distribution of commodities and services

Client classification/identification is a key concern since the LGU has to implement structures to effectively reach its priority clients and provide necessary structures to ensure efficient distribution of available services and commodities
Provide service delivery considering the marginalized sectors (poor) ---protect the poor --- protect POOR (AO 158)
11
12
Examples of Ways to Segment /Classify CLIENTS

Geographic Classification
Geographical Segmentation: Advantages Vs. Disadvantages

Type of Client Classification
Advantages
Less costly; does not require complete surveys (census) Can utilize existing criteria by LGUs in identifying priority areas in the implementation of other LGU projects
Disadvantages
High chance to commit errors in classification Difficulty in setting standard for classification across brgys, LGUs
Priority sites (Poverty Levels; CPR levels) Clusters of homogenous groups (Municipalities, Barangay Level)
Geographical Classification/ Clusters
Individual Classification
Income With unmet FP need age group other characteristics which serve as focus of assistance
13
14
Individual Classification: Advantages Vs. Disadvantages

Type of Client Classification
Advantages
Error in classification is reduced Allows setting standard for classification across brgys, LGUs Allows sufficient profiling of individual clients Readily applicable to implement cost-recovery schemes or charging fees
Disadvantages Requires sufficient time & resources to conduct surveys (census) Requires effort to reconcile with other existing classification schemes in the LGU
Individual Classification
Scenarios for Service Delivery under CSR
15
Option 1: Provide FP goods and services for all (Free or user fees) REQUIREMENTS
Option 1: Provide FP goods and services for all (Free or User Fees)
IMPLICATIONS
Enough funds in the LGUs (internal & external) to fill-in 100% of the gap LGU can allocate and procure commodities LGU is accredited with PhilHealth and Sentrong Sigla Other FP methods are accessible for shifting clients (from pill or injectables) If LGU decides to implement user fee: established systems for collection and fund management
CPR is sustained and increased; unmet need may be eliminated No need to classify clients Heavy burden on LGUs; Need to mobilize resources outside LGUs (to be utilized by LGUs) May eventually crowd public health facilities; difficulty in ensuring quality care with increasing clientele May not be sustainable
17
18
Option 2.1: Provide free FP goods and services only for the poor and charge non-poor
REQUIREMENTS
Option 2.2: Provide free FP goods and services only for the poor and refer non-poor to the private sector
REQUIREMENTS
Policy on the targeted service (only for poor) Classification of clients in place to identify the
poor and initiate cost recovery schemes (socialized pricing for the non-poor) Enough funds in the LGUs to fully subsidize the poor or lower economic brackets (internal & external to cover resource gap, especially from PhilHealth) Policy on charging fees (non-poor) Effective fund collection and management systems in place
19
Policy on the targeted service (only for poor) Classification of clients in place to identify the
poor and initiate cost recovery schemes (socialized pricing for the non-poor) A strong and willing private sector Strong campaign to inform non-poor to seek services from private sector Public-Private Referral System
20
Option 2: Provide free FP goods and services only for the poor
IMPLICATIONS
Option 3: Provide only what is available

REQUIREMENTS
Gap is smaller CPR is sustained and increased when services for non-poor are secured Unmet need especially among the poor or highly vulnerable groups may be reduced/eliminated May be more sustainable; lesser burden to LGU Greater chance to improve quality care Provide an entry to the private sector participation Promote personal and social responsibility among FP clients
21
Strong campaign to inform clients on the limited available commodities thus, change health seeking behavior leaning towards individuals being fully responsible for their own contraceptive needs; nonpoor to seek services from private sector Full entry of private sector in service delivery thru referral system or complementation to accommodate non-poor or reforming policies that impede private sector participation
22
Option 3: Provide only what is available

IMPLICATIONS
Gap is not recognized. CPR will decline; drastic increase in unmet need Unmet need especially among the poor or highly vulnerable groups may increase No immediate financial burden; but heavier burden due to consequences
Scenarios for Service Delivery under CSR : when Individual Classification is NOT possible
23
Client Segments
High
P O V E R T Y I N D E X
Q1
People need to practice FP Cannot pay nor buy FP services
Q2
Many people practice FP May be willing to pay for FP
Matching Users with Providers: MARKET TRANSFORMATION

PUBLIC
Q1 Q2 Q3 Q4
PRIVATE
Q3
Q4
Not too many people Many people practice FP practice FP People can pay for FP People are willing and able to pay services
C P R
Low
High25
26
Client Segments: Interventions

High

High
Q1 People need to practice FP Cannot pay nor buy FP services

House-to-house targeting Provide free commodities/services (ID system, voucher system for distribution of free commodities) Expand service delivery outlets and strengthen FP services to include methods preferred by this sector (permanent, etc.)
Q2 Many people practice FP May be willing to pay for FP

Characteristic targeting (willing, capable) Poor and non-poor, socialized fees/user fees Public-private referral system
Low
High27
Low
High28

High

High
Q3 Not too many people practice FP People can pay for FP services
Full campaign for FP social acceptance (public-sector led) Characteristic targeting (willing, capable, with unmet FP need) Socialized fees/user fees Strong Private Sector (service delivery)
C P R
Q4 Many people practice FP People are willing and able to pay

Self targeting Expand service delivery by Private Sector Mainly a Private Sector service delivery (drugstores for commodities)
Low
High29
Low
High30

High
Q1 Prioritize
People need to practice FP Cannot pay nor buy FP services
Q2 Optimize
Many people practice FP May be willing to pay for FP
When do we say that we have achieved Self-Reliance in FP and the other health programs? LGU would have the local capacity to forecast, finance, procure and distribute quality FP goods and services LGU would have sustained and expanded their local programs (public-private mix) LGU would have improved service delivery and increased financing (including commodity procurement and presence of complementary sources)
32
Q3 Minimize
Not too many people practice FP People can pay for FP services
C
Q4 Privatize
Many people practice FP People are willing and able to pay
Low
High31
When do we say that we have achieved Self-Reliance in FP and the other health programs? Market would have transformed Drugstore sales of contraceptives shall have increased Buyer behavior, specially among the nonpoor, shall have changed Private providers offering FP services shall have increased
33
Thank You
CSR+ Securing Anti-TB Drug Supply
Objectives CSR + Securing Anti-TB Drug Supply

Health Programs
To highlight the importance of controlling TB To estimate the cost of including TBDOTS among the LGUs health programs. To apply the 4 CSR elements to TBDOTS To identify strategic options for LGUs to consider in implementing TB-DOTS
Outline
Importance of regular anti-TB drug supply Ways of ensuring uninterrupted drug supply Process of ensuring LGU counterpart
Forecasting Resource mobilization Procurement Delivery of services
What are we worried about?

Meningococcemia 100 cases SARS: 14 cases
Bird Flu: 0 case
Why are we not worried about TB?

When:
It is the no. 6 cause of death Everyday, 75 Filipinos die from TB Most who perished were male and in the productive age group Drug-resistant cases cost Php 150,000 to treat
What is our goal in TB?

Reduce TB mortality and morbidity by half in 2015
What should we do to control TB?
(1) Detect at least 70% of TB cases (2) Cure at least 85%
How: DOTS Strategy

(Directly Observed Treatment Short Course)
Five elements
1. Sputum microscopy for diagnosis is available 2. Anti-TB drugs are regularly supplied 3. Drug intake is supervised 4. Treatment outcome is monitored 5. Political will is evident
Why is regular drug supply important?

Complete treatment gets TB patient cured It prevents TB bacteria from becoming drug resistant (treatment costs Php 150,000) It fosters good relationship between patient and health center staff It shows that local government is responsive
What are the categories of TB patients?

Category 1:
new smear positive; new smear negative cases but with x-ray finding suggestive of TB with extensive lesion
What are the categories of TB patients?

Category 2:
re-treatment cases (failure, relapse and return after default)
How do we treat a TB patient?

Category 1: 6 months (2HRZE / 4 HR) Category 2: 8 months (2HRZES/HRZE/5HRE) Category 3: 6 months (2HRZ / 4 HR) Where: H: INH; R: Rifampicin; Z:Pyrazinamide, E:Ethambutol; S:Streptomycin
Category 3:
new smear (-) but with x-ray findings suggestive of TB with minimal lesion
Who provides the anti-TB drugs?

DOH through the Center for Health Development
For cat. 1 and 2 (about 80% total TB cases)
How do you ensure uninterrupted anti-TB drug supply?

Adequate supply from DOH and LGU Effective local drug supply management system for anti-TB drugs
no stock-outs, no expired drugs
Counterpart of the LGUs

For cat. 1 and 2 cases who are under treatment and with adverse reactions (5% of cat. 1 and 2 cases) For cat. 3 (20% of all TB cases)
Forecasting Distribution & Service Delivery Resource Mobilization Procurement & Warehousing
ELEMENT 1: Forecast LGU budgetary requirements

Step 3. Compute total budget requirement 2b. Decide what drug formulation (FDC or SDF) to use for cat. 3 Step 2. Estimate budget needs for cat. 3 cases Step 1. Estimate budget needs for cat. 1 and 2 with adverse reactions
Elements of Securing LGU Counterpart
1A: Estimate Cat. 1 and 2 with adverse reactions:

5% of total cat 1 and 2 cases, example:
Total cases last year: Target increase: Total cases this year: Percent with reaction: Cat 1 & 2 with reaction 80 10% 88 5% 88 x .05 = 4.4
Step 1: Estimate budget needs for Cat. 1 and 2 with adverse reactions
1B. Compute cost of SDF per cat. 1 or 2 case with adverse reactions
Drugs Rifampicin cap 450 mg INH tab 300 mg PZA tab 500 mg Ethambutol 400mg Unit Cost (Php) 13.00 1.20 4.00 8.00 No. of Tab or Cap 168 168 112 112 Total (Php) 2,184.00 201.60 448.00 896.00 3,729.60
1C. Compute the total cost for those with adverse reactions
Formula: cost per patient x no. of cases
Example: Php 3,729.60 x 4.4 cases = Php 16,410.24
SDF cost per pt. w/ adverse reaction
2A. Approaches in Estimation

Based on actual cases the previous year OR 20% of total TB cases the previous year
Example: 100 cases x 20% = 20
Step 2. Estimate number of Cat. 3 cases
2B: Decide what drug formulation to buy for Cat. 3

Option 1: (SDF) Single drug formulation
Option 1: Cost of SDF per Cat. 3 patient

Unit cost Total (Php) Quantity (Php) Drugs Rifampicin cap P 13.00 168 2,184.00 450 mg INH tab 300 P 1.20 168 201.60 mg PZA tab 500 P 4.00 112 448.00 mg SDF cost per cat. 3 case 2,833.60
Option 2: (FDC)
Fixed dose combination
Compute total cost for Cat. 3 using SDF

Formula: cost per patient x no. of cat. 3 cases
Example: Php 2,833.60 x 20 cases = Php 56,672.00
Option 2: Cost of FDC per Cat. 3 patient

Unit cost Quantity (Php) 3-drug (RHZ) P 9.50 168 2-drug (RH) P 8.50 336 FDC cost per Cat. 3 patient Drug Total (Php) 1,596 2,856 4,452
Compute total cost for FDC option
Step 3: Compute total budget needed

Drug Cost per patient
2,833.60 3,729.60
Formula: cost per patient x no. of Cat. 3 cases

Example: Php 4,452 x 20 = Php 89,040
No. of cases
20 4
Total budget
56,672.00 16,410.24 73,082.24 89,040.00 16,410.24 105,450.24
Option 1: SDF Cat. 3 W/ reaction Total Option 2: FDC Cat. 3 W/ reaction Total
4,452.00 3, 729.60
20 4
ELEMENT 2: Resource Mobilization

LGU budget Reimbursement funds from PhilHealth if accredited as TB-DOTS center
ELEMENT 3: Procurement
Individual local procurement Pooled local procurement (e.g. province) PITC-DTI Global Drug Facility for FDC (possibility?)
ELEMENT 4: Distribution and Service Delivery

Improve logistics management Allocate drugs for entire treatment to TB patient Preliminary diagnosis of Cat. 3 cases should be reviewed by TB Diagnostic Committee Supervise drug intake by treatment partner
SUMMARY
Uninterrupted anti-TB drug supply is important in controlling TB LGU should purchase drugs for Cat. 1 and 2 with adverse reactions and Cat. 3 Process of forecasting, resource mobilization, procurement and delivery Decision point (SDF or FDC) for Cat. 3
Thank you!
Objectives VITAMIN A SUPPLEMENTATION

Health Programs
To provide basic information regarding Vitamin A. To highlight the importance of Vitamin A Supplementation. To estimate the cost of including Vitamin A Supplementation among the LGUs health programs. To identify strategic options for LGUs to consider in implementing Vitamin A Supplementation.
Why is Vitamin A Supplementation for sick children important ?

It reduces total deaths among children by 23- 35% It reduces deaths due to measles by 50%
Why is Vitamin A supplementation for sick children important ?

It reduces deaths due to diarrhea by 40% It prevents further infection and Vitamin A deficiency
What is the status of Vitamin A deficiency disorder?

4 in 10 children (aged 6 mos. 5 yrs.) lack Vitamin A in the blood. This means:
Their growth is affected They easily get infections They may suffer from bad eye condition, e.g., night blindness There are more deaths among these children
Why does Vitamin A deficiency occur?

Low intake of Vitamin A rich food especially from animal sources; Rapid use of Vitamin A in the body due to acute and chronic illnesses; Poor absorption of Vitamin A such as low fat intake and due to diarrhea.
What are the strategies to address Vitamin A deficiency?

Vitamin A supplementation Food Fortification Promotion of intake of Vitamin A - rich foods
Why is Vitamin A Supplementation supported by LEAD?

It reduces illnesses and deaths among children Supplementation is easily done Vitamin A capsule is very cheap
What are DOHs targets for Vitamin A Supplementation?

95% universal Vitamin A supplementation 100 % Vitamin A supplementation for sick children 90% Vitamin A supplementation for postpartum / lactating women
What are the logistics required?

Vitamin A capsules:
100,000 IU for infants 6-11 months 200,000 IU for children 12 months to 71 months 200,000 IU for postpartum / lactating women
Who provides Vitamin A capsules?

DOH provides for the universal Vitamin A supplementation but it cannot provide for supplementation of sick children and postpartum / lactating women due to lack of funds.
How do we ensure timely availability and adequacy of Vitamin A capsules?

Efficient procurement, distribution, storage, monitoring & supplementation of Vitamin A capsules
Forecasting Vitamin A Requirement for Sick Children

1. Estimate your target population
6-11 months = Total population x 1.5% 12 71 months = Total population x 15%
Application of 4 CSR+ Elements to: Vitamin A Supplementation

2. Estimate the expected number of children with measles, severe pneumonia, chronic / persistent diarrhea, and those who are malnourished
Target population x 32%

3. Compute for total number of capsules required for the year
One capsule per case x estimated number of cases

4. Estimate total budget required
Total capsules needed x unit cost
Forecasting for Vitamin A Capsules for Postpartum / Lactating Women

Estimated number of lactating women
total population x 3%
Estimated Vitamin A capsules

estimated number of lactating women x 1 capsule

Population of Municipality A with a population of 35,200
Estimated budget required for 6-11 months
Total pop x 1.5% x 32% x 1 cap x Php 3 = Php 507
Example of Forecasting Vitamin A for Sick Children

Population of Municipality A with a population of 35,200
Estimated budget required for 12-71 months
Total population x 15% x 32% x 1 cap x Php 6 = Php 10,140
Total Cost = Php 10,647
Estimated Budget Requirement for Vitamin A capsules for Sick Children

City/Municipality of A Total Population
Estimated number of children B 528 5,280
35,200
Estimated Estimated number of number of Vit A children to get capsules* sick needed C 169 1,690 D
(1 capsule per child)
Estimated Budget for Postpartum Women

Estimated postpartum women
Total population x 3% x 1 capsule x Php 6 = Php 6,336
Age group
Unit Cost
Total cost
A 6-11 months old 12-71 months old
(Population x 1.5%) (Population x 32%)
F PHP 507 PHP 10,138
169 PHP 3.00 1,690 PHP 6.00
Estimated total Budget Requirement for Vitamin A capsules for Sick Children
PHP 10,644
*100,000 iu/capsule of Vitamin A for 6-11 months old 200,000 iu/capsule of Vitamin A for 12-71 months old
Total Budget Requirement for Vitamin A Supplementation

TOTAL COST (Php) Sick Children Postpartum Women TOTAL 10,647 6,336 16,983
Resource Mobilization - Options

Barangay funds SK funds Nutrition program budget Local government budget Local GAD budget Other sources
E.g., private sector, NGOs
Procurement - Options
Through local distributors / suppliers who participated in the DOH bidding Through CHDs UNICEF Through PITC Through HealthPlus Outlets

Vitamin A supplementation of sick children and postpartum women is regularly done:
During consultations in health centers and barangay health stations

To increase coverage, supplementation can be done:
In hospitals (out-patient and inpatient) Home visits or door-to-door During nutrition month celebration
Thank you!
HIV/AIDS/STI Prevention and Control
What is the Philippine HIV/AIDS/STI Situation?

HIV/AIDS Registry
HIV/AIDS/STI Prevention and Control

Health Programs
January 1984 October 2004 (Source: DOH-NEC)

2,176 HIV + cases 69% asymptomatic 31% AIDS cases 69% - 20-39 years age group 63% - males Sexual intercourse leading mode
Active Surveillance
(Source: DOH-NEC 2003 Technical Report)
STI Etiologic Surveillance

229,148 consultations 93% of the consultations were females
(9% - were found positive for STI)
0.03% HIV seroprevalence among high risk groups 1-4% syphilis rates among high risk groups Median no. of sex partners: RFSW 2, FLSW 4 per week (range of 1-80/week for female sex workers) < 30% consistent condom use among HRG Needle sharing (>60%) Bleach cleaning of injecting equipment (10%)
7% of the consultations were males

(8% - were found positive for STI)
41% of the males were clients of sex workers Gonorrhea- males Non-gonococcal infection - females
What do these numbers tell us?

Passive surveillance increases in reported numbers of HIV+ cases Active surveillance no rapid increase in HIV transmission, low prevalence Presence of high risk behaviors:
Low condom use Sharing of needles High prevalence of STIs among high risk groups Poor health seeking behavior
However, the situation could change if the presence of the dangerous trends are not sufficiently addressed.
What can we do to prevent an epidemic?

Concept of focused prevention
Interrupt transmission among subpopulations at highest risk Focus prevention efforts to those with highest risk Limited general population efforts to create a more supportive environment
The country has no reason to be complacent because ingredients for an epidemic explosion are present.
Why treat STIs?

Linked to the spread of HIV/AIDS Early diagnosis and treatment of STI play an important role in the prevention and management of HIV/AIDS
Why promote condoms?

A key factor in the sexual transmission of HIV is the lack of condom use in commercial sex work.
Forecasting
Is a combination
Science Art Common sense Experience
Forecasting Condoms
Assess current condom usage Assess the number of persons having sex with non-regular and regular partners Estimate the average number of sexual acts Estimate increased demand as an outcome of specific promotional activities or increase in distribution points
Six Rights of Condom Logistics

(Source: WHO, 100% CUP)
STI Drugs
Criteria for choosing drugs:
Right drug for the organism High efficacy Few side effects Organism resistance unlikely to be developed One dose or few doses for a short time Oral administration Acceptable for pregnant or lactating women
The right quantities of the right condom in the right condition to the right place at the right time for the right cost.
STI Drugs
Cefixime 400 mg. Ceftriaxone 250 mg. Doxycycline 100 mg. Azithromycin 1 gm. Metronidazole 500 mg. Clotrimazole 500 mg. vagl. supp. PCN G 2.4 M units
Forecasting STI Drugs

Identify total STI cases the past year/ STI rates Breakdown by STIs Identify whether syndromic or etiologic approach of STI case management forecast drugs as necessary
Where are we now?

High Risk Group: Population Size estimation do we have data on this? Different experiences in forecasting STD drugs and condoms
Site specific recognizing constraints and enabling factors per site
Sample Computation:
STD Drugs
Total cases of gonorrhea x STI drug (tabs/complete treatment) = total drugs needed Assumption: Cefixime 200 mg tab: 2 tabs x P118/tab = 236.00 Doxycyline 100 mg: 14 tabs x P6.50 = 91.00* Clotrimazole 500 mg supp: 1 x 433.00 = 433.00 Metronidazole 500 mg tab: 4 x 5.25 = 21.00*
(*generic drug)
Vaginal Discharge Syndrome

Cefixime
complete Tx
Drug Combination
Urethral Discharge Syndrome

Cefixime Ceftriaxone 360.00 Doxycycline 100.00 Azithromycin 700.00 Total
Ceftriaxone 360.00
Doxycy cline* 100.00
Azithro mycin 700.00
Metroni dazole* 30.00
Clotrim azole 450.00
Total
Complete Tx
240.00
240.00
Drug Combination
Option 1 Option 2 Option 3 Option 4
820.00 1420.00 940.00 1540.00
340.00 940.00 460.00 1060.00
Etiologic Management of STIs

Cost: Complete treatment/patient
GC: Cefixime = P240.00 GC: Ceftriaxone = P360.00 Non-GC: Doxycycline = P100.00* Non-GC: Azithromycin = P700.00 Trichomoniasis: Metronidazole = P30.00* Candidiasis: Clotrimazole = P450.00 Syphilis: PCN 2.4 M units = P410.00
Condoms
P7.00 per pack of 3 For RCSWs total registered at SHC For FFSWs population? Other targets MSMs, IDUs, male customers population?
HIV/AIDS Strategy: LEAD Project

Strengthening local support/local multi-sectoral response to HIV/AIDS Strengthening HIV/AIDS information systems Strengthening capacity to provide health services Improving national/LGU financing of HIV/AIDS programs Improving policies for delivery of HIV/AIDS/STI services
Thank You!
Implementing the Governors CSR Vision
IMPLEMENTING THE GOVERNORS CSR GOVERNOR VISION

Sustainable and Quality Family Planning Program in Pangasinan
Luzviminda N. Muego
Provincial Population Officer
pangasinan
www.pangasinan.com
pangasinan
www.pangasinan.com
Key Program Implementors
FP Roles and Responsibilities
KEY IMPLEMENTORS OF FAMILY PLANNING PROGRAM - Provincial Health Office Provincial Population Office
PHO
Clinic/hospital based FP services FP as public health policy: Clinic & hospital FP standards & protocols Oversee C/MLGU FP service delivery implementation in health facilities
PPO
Service Delivery Planning, Policy & Advocacy Management & Coordination
Outreach support to FP services FP as PopMan policyintegration to LGU plans & programs Over-all coordination & management of population/FP programs
pangasinan
www.pangasinan.com
pangasinan
www.pangasinan.com
Organizational Set-Up & Features
PHO and PPO:

Directly accountable to the Governor Maintain provincial paid personnel up to the district level Support and coordinate city/municipal paid health and population staff including community volunteers:
HealthBarangay Health Workers PopulationBarangay Service Point Officers pangasinan
www.pangasinan.com
PLANNED CSR IMPLEMENTATION PROCESS
pangasinan
www.pangasinan.com
Getting Started
Getting Started
Governor and provincial officials made aware on the two major challenges of the population/FP programs:
High unmet need for family planning Reduction of support for FP commodities
Governors policy directive to reform some aspects of the population/FP program to prepare the province cope with the challenges Agreement on the CSR Initiative implementation sites. Adopted the Inter-Local Health Zone approach- 9 municipalities/city and another city outside of the ILHZ
pangasinan
www.pangasinan.com
pangasinan
www.pangasinan.com
Getting Started
Getting Started
CSR Provincial Management Team
Provincial CSR Management Team Established By An Executive Order Organized the CSR Implementing Teams According To Key Activities Designated PPO as Secretariat of the MultiSectoral CSR- WG
pangasinan
www.pangasinan.com
CSR Provincial Management Team

Implementing Teams by Key Activities
Reforms on operational barriers
Planning and finance
Advocacy and networking
Local capacity building
Strategies for FP unmet need
pangasinan
www.pangasinan.com
Getting Started
Multi-Sectoral and Participatory Approach to Implementation

Supplies Coverage PHIC
Commercial Sector
Provincial CSR Management Team Established By An Executive Order Organized the CSR Implementing Teams According To Key Activities Designated PPO as Secretariat of the MultiSectoral CSR- WG
pangasinan
www.pangasinan.com
Mandate
Executive/ Program Implementers
LGU
NGOs Advocacy
Legislative
Coordination
pangasinan
www.pangasinan.com
Budget Office
Resources
Getting the Work Done
What is CSR?
CSR Goal & Objectives

pangasinan
www.pangasinan.com
The ability to forecast, finance, procure and deliver good-quality and reliable contraceptives to all men and women who need themwhen they need them.
pangasinan
www.pangasinan.com
CSR Processes:
Goal
Forecasting
Collection & Fund Mgt Distribution & Service Delivery
Resource Mobilization Procurement & Warehousing pangasinan

www.pangasinan.com
To promote LGUs ability to sustain the provision of good quality and affordable FP services and commodities within the context of:
high unmet FP need reduced donated commodity assistance.
pangasinan
www.pangasinan.com
Objectives
Objectives
Focus LGU resources on the poor and the marginalized sector Commit new/additional resources for contraceptive procurement Remove operational policy barriers to CSR
pangasinan
www.pangasinan.com
Promote private sector participation Reduce unmet need for family planning Sustain the local FP program
pangasinan
www.pangasinan.com
Strategies
Enhance Information Generation and Use for Advocacy & Policy Analysis
Strategies
Capacity Building for Key Program Stakeholders in
Intensify Awareness Raising Multi-level Advocacy on CSR and the New Policy Shifts Policy Dialogues on Operational Barriers and Policy Reforms Multi-sectoral, Participatory Strategic Planning and Budgeting
pangasinan
www.pangasinan.com
Data Analysis for Policy Reforms and Development Advocacy and Networking Strategic Planning Participatory, Info-based Policymaking
pangasinan
www.pangasinan.com
Strategies
Improve Policy Directions on CSR Processes
Strategies
Increased participation of the private sector in the CSR initiative
Establish systems/tools for determining FP commodity requirements Allocate LGU funds for commodity procurement and mobilize resources to strengthen LGU capacity for CSR Procure commodities to fill commodity gap Establish cost recovery systems for non-poor clients
pangasinan
www.pangasinan.com
Mapping of Public and Private Sector FP Facilities Establishing Public-Private Referral Systems Segmenting FP Market
pangasinan
www.pangasinan.com
PHASE 1: Building commitment to undertake CSR initiative

Feb 27 03. MOU signed Budget Commitments; Review Policy Directions
Phases of CSR Initiative Implementation
EO creating a multi-sectoral working CSR Working Committee

(Prov & M/LGUs)
Public & Private Sector Stakeholders Mobilized to Support CSR
Awareness Raising and Policy Dialogues
pangasinan
www.pangasinan.com
Indicative CSR Plans
Information & Data Collection
pangasinan
www.pangasinan.com
PHASE 2: Drafting Favorable Policies & Plans

CSR Advocacy Plans Finalized and Implemented by Multi-Sectoral Working CSR Working Committee PHASE 2
PHASE 2: Drafting Favorable Policies & Plans

Identify Strategic Initiatives and Options Review of Policy Implications
Drafting Favorable Policies and CSR Operational Plans
Drafting Favorable Policies and CSR Operational Plans
Develop Provincial, C/MLGU and ILHZ Plans, Approval of Plans and Allocation of Resources
LGU Adopted Market Segmentation Budget Allocation for Contraceptives, Procurement and Distribution Prioritized the Poor
pangasinan
www.pangasinan.com
pangasinan
www.pangasinan.com
PHASE 3: Operationalization & Test-Run of Strategies

Develop systems and structures to implement CSR processes Formulate necessary CSR policies and program guidelines Monitor and evaluate Provincial, C/MLGU and ILHZ Plans
PHASE 3 Implementation of CSR Operational Plans
LGU Funding for FP Commodities In-Place
Lessons And Challenges
pangasinan
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pangasinan
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Lessons
Challenges
Foremost, political will, leadership & commitment Timing of reform is crucial Information empowers Multi-sectoral group works Non-health personnel as strong advocates Advocate, network, advocate, network, advocate!
pangasinan
www.pangasinan.com
Reluctance and resistance to targeted FP services

Political sensitivity of targeted services and means testing FP commodity Free-for-all mentality
pangasinan
www.pangasinan.com
Challenges
Challenges
Low private sector preparedness

Existing policy barriers to private sector participation No accreditation criteria for private FP providers
Low programmatic capacity of C/M LGU on CSR processes Limited LGU resources for competing needs Need for alternative FP financing source
PhilHealth LGU capitation funds Expansion of FP benefits
Low awareness and utilization of PhilHealth FP benefits & reimbursement guidelines

pangasinan
www.pangasinan.com
Limited source of affordable FP commodity

pangasinan
www.pangasinan.com
2004
Provincial CSR Guidelines SES Survey
2005
2006
2007
2008
PANGASINAN CSR ROADMAP

Household ranking for targeted FP service Interface CBFPMIS with SES Client classification, Unmet Need
Expected Outcomes
Orientation & Planning workshops of all ILHZs on CSR ++
2004
Institutionalized CSR plus policies, funding and systems in LGU service delivery structures
Budget Allocation / Procurement Accreditation, refinement of procurement system + + Vitamin A, TB DOTS CSR & CSR ++ strat planning Market Segmentation for FP service
Public-Private Sector FP Provider Mapping
Forecasting Training
Public-private referral scheme
Cost-Recovery Model LGU FP financing
pangasinan
www.pangasinan.com
Forecasting CSR Requirement NFP capacity building & support institutions
pangasinan
www.pangasinan.com
2005 2006 2007 2008
Policies & systems for the transition from donated to locally procured commodities in-place in the LGU service delivery structure FP market prepared for the participation of the private sector FP targeted services operational at the facility level LGU funding and CSR processes & systems institutionalized Pangasinan declared CSR PROVINCE
balbaleg ya pisasalamat mi tan masantos ya agew ed sicayon amin amin
pangasinan
www.pangasinan.com
Workshop Templates
WORKSHOP 1 Template 1
Identifying Strategic Options LGU: Program Area: Process:
Options Potential impact on access to FP/TB/Vit A/ STD/HIV/AIDS services
5= Very High 4= High 3= Medium 2= Low 1= Very Low
Complexity of establishing the structure/system
Ease of decision to change existing policy (evidence of top-level commitment)

5= Highly manageable 4= Less Complicated 3= Complicated 2= Very Complicated 1= Highly Complicated
Potential support
Time required for change
Resource requirements
Total Points
5= Not complicated 4= Less Complicated 3= Complicated 2= Very Complicated 1= Highly Complicated
5= Very High 4= High 3= Medium 2= Low 1= Very Low
5= 1 month or less 4= 1 month < x < 1 Qtr 3= 1 Qtr < x < Half a Year 2= Half a Year < x < 3 Qtrs 1= 1 Year or more
5= Very Low 4= Low 3= Medium 2= High 1= Very High
Highest Score=30 points=most doable Lowest Score=6 points = least doable
Notes:
Potential impact on access to FP/TB/Vit A/STD/HIV/AIDS The option gets high points if it could facilitate better identification of target clients or expanded service coverage. Overall, the option improves the service delivery as it allows greater access among target clients Complexity of establishing the structure/system when the option needs several infrastructures (information or consensus building among stakeholders) set in place for it to be established, then the option gets low points. The less complicated the steps or procedure to set-up the structure or system the more doable for the LGU and therefore gets the higher points. Ease of decision to change existing policy (evidence of top-level commitment) This applies to an option which requires policy action. Are there existing policies that support the new policy to be set in place? If it does, then legitimizing the new policy would be easier and thus, gets higher points. Potential support or opposition Is this an option that will naturally gain many supporters than oppositors? The option that would have broader support base, popular or political, gets high points. Time required for change An option that will take a long while to implement may not be strategic, especially when time is of the essence and the challenge prompts urgency. The LGU should be able to differentiate a strategy which can serve as a stop gap measure versus a long term solution. This way, the options should be able to obtain points commensurate to what is expected to contribute. Resource requirements Under limited LGU resources, options requiring more resources may not be as attractive as those demanding lesser fund allocations or human capital. Moreover, optimizing existing resources is far more rational than allocating fresh funds. Since this may be one of the most critical indicators, the LGU should be able to distinguish the resources required by each option as careful as possible. The option which requires the least gets high points. Total Points Lowest score is 6 and the highest score is 30. The options having scores higher than 15 may be considered by the LGUs as more doable than those below 15. However, in the final analysis the LGUs may include other deciding factors which will come into play with the six indicators.
WORKSHOP 1 Template 2
CSR+ STRATEGIC OPTIONS LGU: Program Area: CSR+ Process
FORECASTING
Options Selected
Why?
RESOURCE MOBILIZATION
PROCUREMENT & WAREHOUSING
DISTRIBUTION & SERVICE DELIVERY
WORKSHOP 2 TEMPLATE
Indicative Plan of Action to finalize CSR+ Strategic Options LGU: Program Area: Strategic Option/Activity Expected Outputs Target Date of Completion Budget Requirements Person(s) Responsible
Sample Presentation
Valencia City
Team Members:
PROFILE
Population (2005): Growth rate : class city Major income sources Topography
We are proud of
We noted that
CPR TB Cure rate Case Detection rate Vit A
We noted that we. . .
Estimated resource requirements

Forecast for FP 2006 Amt (P)
Estimated Total cost of contraceptives * Proposed portion to be funded by LGU
2007 % Amt (P) %
Total financing GAP

* Estimated amount after expected donations have been deducted
Estimated resource requirement for TB and Vitamin A

PROGRAM 2006 2007
Our Program Policy Directions

Family Planning Program Our LGU will only provide free goods and services only to the poor and charge the non-poor or refer to the private sector TB Program
TB-DOTS VITAMIN A
Provide free goods and services only to the poor and charge the nonpoor or refer to the private sector
Vitamin A Program Provide free services and commodities for ALL sick children, pre-natal mothers and postpartum women
Our STRATEGIES
After carefully considering the various options available to the LGU, we recommend the adoption of the following options:
Our Strategies. . .
Recommended Options Distribution and Service Delivery
Recommended Options
Procurement
HIGHLIGHTS OF OUR CSR ACTION PLAN

Advocacy
Ordinances supporting FP, TB and Vitamin A programs Allocation of funds for 2006 Passage of policies/legislative measures/guidelines MOA on consignment of commodities
Summary of Policy Action Required

Ordinances on financial suport for all LEAD focus programs Ordinances on collecting fees for commodities
MILESTONES OF OUR PLAN

We intend to achieve the following in the next 30 days. . .
Within the next 30 days, we hope to

CSR task force has reviewed and recommended
client classification tool to be adopted by LGU Executive and legislative department has decided on which scenarios to undertake Procurement of FP/NTP/Vit A commodities to fill in gap
By the end of 2005, we hope to Ordinance allowing cost recovery scheme

for commodities drafted and filed in council Negotiations with private sector providers started
By 2006-2007, we hope to
Amendment to tax ordinance approved Referral system with private sector approved
WE would like to request assistance in terms of

Province - Technical assistance and provision of available FP, TB & Vit. A commodities - Lakbay-aral to Pangasinan or other sites for best practices Technical assistance - Technical & financial assistance - IEC materials
WE would like to request assistance in terms of . . .

Philhealth - Capitation fund Others - Mariestopes for BTL and NSV
NGOs - CCF, SPPMPC Private sectors - Hinunangan Circle of
LEAD-MSH
DOH-CHD POPCOM
America, Hinunangan Association of Belgium
SLOGAN
Annexes
FACILITATORS TOOLBOX
ANNEX F1
DEFINITION OF ROLES AND TASK SCHEDULE

The Workshop is planned and implemented by a number of people. Each person involved in the Workshop has a specific role. The following definition of roles has been prepared to guide the Overall Program Manager in ensuring that the appropriate tasks are assigned to the appropriate people. Note that some people can multi-task, i.e., they can perform different roles in one Workshop. The Overall Program Coordinator should ensure that people assigned to perform a certain role (or roles) have the preferred competencies. He/she should also ensure that the workload resulting from multi-tasking is reasonable in order to ensure that the quality of output does not suffer.
ROLE
TASK
DUTIES & RESPONSIBILITIES
CONSIDERATIONS
PREFERRED COMPETENCIES
A. Pre-Workshop
Overall Lead Coordinator
Planning and implementation of the CSR+ workshop for the designated territories in consultation with the Policy Unit. Coordination with Head Facilitator, Resource Persons, Events Organizer, SIO and Host Team
1. Coordinate and discuss with the respective LGUs regarding the conduct of the CSR+ Workshop. Determine basic information such as: date, location, participants/ invitees, possible workshop manpower team (resource persons, facilitators, co-facilitators, host team(s), specific assistance required from LEAD project. 2. Based on information derived from the LGU coordination meeting, organize the workshop manpower team for the area: Head Facilitator, Co-Facilitators,
NOTE: Impress on the LGU that LEAD is providing initial assistance so subsequent workshop runs can be prime moved by the LGU. This may be a pool of experts shared between the SIO, LEAD Project Team, partner
Familiarity with the workshop participants and workshop content Experience in organizing workshops Facilitation skills an advantage Access to target workshop participants
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Annex F1
ROLE
TASK
CONSIDERATIONS
Event Organizer, Resource Persons. 3. Conduct proper screening of manpower based on the job description to ensure maximum performance of duties and responsibilities.
4. As CSR+ Workshops implemented under the LEAD for Health Project is supervised and monitored by the Policy Unit, submit a proposal to Policy Unit Director for approval. Proposal should include the following minimum necessary information : Date & Location Proposed Participants Canvass of Options for workshop manpower, venue, lodging, etc. Budget 5. Execute the necessary contracts for hiring of manpower, workshop venue, lodging, and meals. 6. Manage closely the tasks of the Events Organizer on the all logistical requirements / arrangements, i.e., venue, equipment, materials and supplies, communications (invitations and confirmations), secretariat support, meal and beverage, amenities, travel and lodging for the workshop. 7. Convene a general coordination
Annex F1
sub national government agencies and the LGU. The services of a SIO can be tapped primarily for all the manpower and logistics coordination requirements.
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ROLE
TASK
CONSIDERATIONS
meeting with the Head Facilitator, CoFacilitators, and Resource Persons at least one day before the workshop to discuss the workshop details specified in the respective job descriptions. B. Actual Workshop 1. During the workshop, monitor the quality control for both the workshop content and format and call the attention of the respective in-charge for any corrective action. 2. Provide general troubleshooting assistance during the workshop should the need arise. 3. Be ready to substitute for any role when the designated person suddenly is unable to perform the task. 4. Make decisions on resource allocation necessary for the conduct of the workshop. 5. Conduct evaluation procedures and process results for proper reporting to persons concerned C. Post Workshop 1. Collect the workshop report documentation and provide copies to persons concerned. 2. Conduct follow-on activities including conduct of meetings with the
Annex F1 Page 3 of 18
This can be done during the daily briefing/debriefing to be presided by the Head Facilitator.
ROLE
TASK
CONSIDERATIONS
respective LGUs for the provision of technical assistance. 3. Secure report form the Events Organizer regarding the logistical aspects of the workshop paying attention to highlights, problems encountered and budgets incurred. 4. Based on the above report, prepare and submit a report on achievements & recommendations to the Policy Unit.
Head Facilitator
Responsible for the overall coordination with the resource persons and cofacilitators for the presentations and breakout sessions during the workshop. The Head Facilitator shall also moderate the entire proceedings of the workshop to ensure continuity and smooth flow of program activities. Supervises the CoFacilitators and coordinates with the Overall Lead
A. Coordination with resource persons and co-facilitators 1. Pre-Workshop - Conduct a general coordination meeting with the resource persons, co-facilitators, and events organizer at least one day before the workshop to discuss and/or prepare the following aspects: detailed briefing on the workshop schedule, logistical arrangements, profile of LGU teams and participants and other expected guests readiness of presentation materials (PowerPoint), handouts, forms, data requirements instructions from resource
Facilitating experience in similar workshops Public speaking communic ation skills Familiarity with the workshop participants and workshop content
Annex F1
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ROLE
TASK
CONSIDERATIONS
Coordinator
person to the co-facilitators on the conduct of the workshop per module discussion of technical supports 2. Actual Workshop Check on the following at least one hour before the start of the workshop: Physical arrangements (seating arrangement, breakout rooms, resource persons and documenters assigned areas, etc.) Technical supports are in place and functioning properly e.g. sound system, microphone, projector, backdrop, lighting, etc. Presentation material is tested with the projector to avoid technical problems Conduct daily briefing/debriefing to surface important leanings or adjustments necessary for the next Day. 3. Post Workshop check on the outputs submitted by cofacilitators to the documenter for proper reporting, compilation and submission to the Overall Lead
Annex F1
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ROLE
TASK
CONSIDERATIONS
Coordinator. B. Moderator of the Workshop Program 1. Using the workshop flow / program, introduce the sessions and assigned persons for the indicated portions of the program and provide appropriate spiels to ensure audience interest in all the program activities. Specific sessions can be handled by the head facilitator, which include presentation of the workshop objectives, discussion of mechanics on how to conduct the workshop groups, summary at the end of the day and recap of session on the subsequent day. 2. Provide cue to the resource person to be ready for his/ her turn to minimize waiting time between modules, as well as, the time reminder (cue cards) to the resource person to ensure compliance with the time slot in the program 3. Monitor the workshop sessions of the co-facilitators and determine any assistance needed from the resource person in the discussion and make sure the workshops are kept on time
ROLE
TASK
DUTIES & RESPONSIBILITIES 4. Synthesize the outputs of the co-
CONSIDERATIONS
facilitators for presentation to the workshop body and proper reporting by the documenter
CoFacilitator
Responsible for the general assistance to the Head Facilitator in the conduct of the workshop breakout sessions. The CoFacilitator is assigned to supervise two to three workshop groups simultaneously during the workshop. Supervises the Workshop Breakout Groups and coordinates with Head Facilitator.
A. Pre-Workshop Participate in the general coordination meeting with the resource persons, head facilitator, and events organizer at least one day before the workshop to discuss and/or prepare the following aspects: 1. Detailed briefing on the workshop schedule including assignment of workshop groups to handle, profile of LGU teams and participants and workshop templates to be completed by the LGU teams 2. Get familiarized with resource persons presentation materials (PowerPoint), handouts, forms, data requirements and especially, the list of summary of options to be discussed with the LGU teams to be assisted 3. Receive instructions from the head facilitator on the conduct of the workshop per module 4. Check on availability of data requirements with the assigned workshop groups beforehand and report any problems to the head facilitator and/or resource persons for proper handling before the
Facilitation experience in similar workshops Public speaking communication skills Familiarity with the workshop participants and workshop content
Annex F1
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ROLE
TASK
CONSIDERATIONS
actual workshop. B. Actual Workshop 1. Check on the amenities (e.g. seating arrangements, forms, workshop materials, templates) availability for each of the assigned workshop group. 2. Note time allotments for workshops and additional instructions made by the Head facilitator in the conduct of breakout sessions 3. Note any changes or additional instructions made by the resource persons to ensure its proper handling during the breakout sessions. 4. Handle questions/ clarifications during the breakout sessions and make sure that they are properly reported by the documenter 5. Ensure outputs are completed by active participation of all members of the LGU teams (facilitate group discussion by using Technology of Participation) 6. Refer any questions/clarifications that need resource persons feedback 7. Submit outputs to documenter for proper reporting and submission to LGU teams and the head
ROLE
TASK
CONSIDERATIONS
facilitator 8. Provide necessary follow-through instructions to the assigned workshop groups. 9. Participate in the daily briefing/debriefing to be led by the Head Facilitator to surface any important leanings and adjustments necessary for the next day. C. Post Workshop 1. Submit workshop groups outputs as planned/ required to the documenters and to the head facilitator for synthesis. 2. Review documentation of proceedings in the breakout sessions noting proper reporting of workshop outputs and discussion of participants to resolve issues.
Resource Person
Responsible for the delivery of specific sessions in the workshop based on the standard content and format contained in the Facilitators/ Resource Persons workshop manual.
A. Pre-Workshop Participate in the general coordination meeting with the head facilitator and co-facilitators at least one day before the workshop to discuss and/or prepare the following aspects: 1. Detailed briefing on the workshop schedule, profile of LGU teams /participants and other logistical arrangements 2. Readiness of presentation
Expertise and/ or familiarity with the topic assigned Public speaking communication skills Familiarity with the workshop participants
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Annex F1
ROLE
TASK
CONSIDERATIONS
Coordinates with the Head Facilitator and assists the CoFacilitators during Workshops
materials (PowerPoint), handouts, forms, data requirements. NOTE: should there be changes, deviations, improvements in any of the materials and methodologies, discuss it during this meeting so that proper preparations may be made before the actual workshop. 3. Instructions for co-facilitators on the technical aspects of managing the workshop sessions 4. Enumeration of technical supports needed. B. Actual Workshop Check on the following at least one hour before the start of the workshop: 1. coordinate with the Head Facilitator to test presentation material and equipment 2. stay put during the workshop slot to provide assistance to the cofacilitators should the need for clarification/ advice arise C. Post Workshop report any important observations/ recommendations to the Head Facilitator for the improvement of future workshops A. Pre-Workshop 1. Discuss with the Overall Lead
and workshop content
Events Organizer
Responsible for handling all logistical
General Secretariat skills

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Annex F1
ROLE
TASK
CONSIDERATIONS
requirements / arrangements, i.e., venue, equipment, workshop materials and supplies, communications, secretariat support, meal and beverage, amenities, travel and lodging for the workshop. Coordinates with the Overall Lead Coordinator and the Head Facilitator
Coordinator logistical requirements for the workshop being planned for: Make sure there is sufficient lead time for the preparations required based on the readiness of the amenities available in the locale where the workshop will be held. Secure basic details from the Overall Lead Coordinator: workshop date and location, number of participants, special requirements for logistics if any. This will serve as inputs for the canvassing of amenities. Canvass the options (at least three) for the workshop venue, participants lodging facilities and meals. Include details regarding available workshop equipment/ gadgets, function room, seats, sound system, etc. Submit to the Overall Lead Coordinator for selection and approval. Prepare rooming lists, bulletin of information or advisory for the participants. Coordinate with the Overall Lead Coordinator for the finalization, printing and distribution/ dissemination of this material.
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Annex F1
ROLE
TASK
CONSIDERATIONS
Prepare in advance materials and equipments for the workshop e.g. Participants Manual (includes handout of presentations, Program of Activities, Advisory/ House Rules), Workshop kits (pens and writing pads), supplies, templates, additional handouts for breakout sessions, attendance/ registration sheets, petty cash, cassettes, diskettes/CDs, and equipments (cassette recorder, computers, printers, LCD) Be ready with materials and facilities (e.g. photocopying/risograph) for last minute printing during the workshop. Take charge of travel arrangements for the manpower of the workshop.
2. Participate in the general coordination meeting with the head facilitator, co-facilitators, and resource persons at least one day before the workshop to discuss and/or prepare the following aspects: Detailed briefing on the workshop schedule, logistical arrangements, technical and
ROLE
TASK
CONSIDERATIONS
secretariat support Get familiarized with resource persons presentation materials (PowerPoint), handouts, forms, data requirements and workshop templates Receive additional/final instructions from persons requiring technical and secretariat supports
B. Actual Workshop 5. Check on the readiness of amenities for all workshop participants as previously discussed (e.g. rooming arrangements, workshop seating arrangements, workshop kits and equipments) at least one hour before the actual workshop. 6. Monitor venue amenities sound system, lighting, air-conditioning, backdrop, equipment/ gadgets, food/ meals for any seeming malfunction for speedy corrective action. 7. Provide general secretariat assistance during the workshop at the appropriate workstation e.g. signing of attendance/registration sheets, distribution of workshop kits and materials, coordination with hotel/ venue, communications with
ROLE
TASK
CONSIDERATIONS
external parties, typing and printing services 8. Monitor any changes or additional instructions made by the resource persons/ facilitators before and during the workshop to ensure its proper handling. 9. Provide administrative support in the breakout sessions including posting templates, distribution of handout and other workshop materials and collection of workshop outputs from the co-facilitator and submission to documenters for proper reporting. 10. Participate in the daily briefing/debriefing to be led by the Head Facilitator to surface any important leanings and adjustments necessary for the next day. C. Post Workshop 1. Settle all billings with the workshop venue. 2. Supervise clean-up of materials, packing and transmittal to designated office. 3. Monitor/collect evaluation forms and submit to overall lead Coordinator and Policy Unit Director for further processing/ discussion. Host Team
Annex F1
Responsible for the
A. Pre-Workshop
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ROLE
TASK
CONSIDERATIONS
marshalling of participants for timely attendance, conduct of opening rites (prayer, introductions), presentation of the recap of prior days activities, leanings and agreements and conduct of energizer activities for the day. There will be one host team per day of the workshop. This kind of participation will help impress on the participants their ownership of this workshop activity Coordinates with Head Facilitator after being endorsed by the Overall Lead Coordinator
1. Overall lead Coordinator should assign the host teams per day of the workshop and give the contact information to the Head Facilitator and in turn the Co-Facilitator. 2. The Head facilitator should discuss with the Host Teams representative to determine what kind of energizers they are planning. Head facilitator should determine appropriateness and possible sensitivities of the proposed energizers. 3. Host team should take charge of emceeing its own energizer and preparing necessary props (and prizes of appropriate). For technical requirements not within their means, they may request assistance from the Events Organizer through the CoFacilitator. B. Actual Workshop 1. Host team should secure list of participants contact details (e.g. room assignments or cell phone numbers) so they can mobilize a phone brigade one hour before the start of the workshop. 2. Host Team should confer with the Head Facilitator for any important
Prior experience in the duties of a host team enumerated above
Annex F1
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ROLE
TASK
CONSIDERATIONS
pointers arrived at the briefing/debriefing from the prior day. 3. Host Team should prepare the opening and closing prayer for the day (as appropriate) and the presentation of the prior days synthesis of activities. The latter can be requested from the Head facilitator. It is important that this information is presented with visual aids (e.g. PowerPoint) to ensure audience attention to the subject matter. 4. Conduct the morning energizer and afternoon energizer at the agreed time slot. As much as possible this should be limited to a maximum of 15 minutes so as not to derail the main topics of the workshop.
Documenter
Responsible for the documentation, processing, organizing, editing and packaging of the workshop proceedings and outputs. Coordinates with the Head Facilitator , CoFacilitators, Events
A. Pre-Workshop Conduct advance review workshop design, confer and discuss with the Head Facilitator the focal points of the workshop that need greater attention or more emphasis in terms of documentation.. However, same should also participate in the general coordination meeting with the head facilitator and co-facilitators the at least one day before the workshop to discuss and/or prepare the following aspects:
College graduate Computer literate Good in English writing and composition Experience in organizing, editing and
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Annex F1
ROLE
TASK
CONSIDERATIONS
Organizer 1. Detailed briefing on the workshop schedule including assignment of workshop groups to handle, logistical arrangements, technical and secretariat support 2. Get familiarized with resource persons presentation materials (PowerPoint), handouts, forms, data requirements, workshop (breakout sessions) mechanics, and workshop templates B. Actual Workshop Ensure that all necessary information are generated and documented from sessions/activities based on the expected outputs:. This shall include: 1. Workshop outputs using the prescribed templates and any pertinent discussions to reach consensus 2. discussions on important issues and concerns related to the presentations in plenary sessions and open forum 3. agreements made and immediate next steps 4. whenever necessary, include recording of the proceedings with a tape recorder and transcribe recorded sessions and
Annex F1
packaging reports At the minimum, a one year experience in documenting proceedings and reports for workshops, training, conferences, seminars and summits, preferably health related events that have local and national government representative s as well as representative s from bilateral and multilateral organizations, and Ability to understand and fully comprehend major highlights, capture issues
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ROLE
TASK
CONSIDERATIONS
discussions; C. Post Workshop 1. Submit the complete documentation of the workshop outputs as described above following the schedule below, a. 1st draft - at the latest, 2 working days after the activity/event b. Final Report at least 2 working days AFTER the comments on the first t draft have been received
and concerns raised in these events.
Annex F1
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ANNEX F2
ROLES OF DIFFERENT DOH OFFICES, LGUS AND PARTNERS IN CSR+

As provided for by AO 158, the responsibilities of the different DOH officers, local government units, and other partners relative to the contraceptive phase down plan as follows: A. Offices / Units at DOH Central Office
1. The CSR Technical Working Group (CSR-TWG) is responsible for continuing to develop plans, systems, policies, and guidelines to assist LGUs achieve contraceptive self reliance. This shall include:
a. b. c. d. e.
Identifying appropriate FP service delivery schemes; Defining market segmentation methodologies; Developing targeting approaches; Enhancing PhilHealth and private sector participation; and Strengthening cost-recovery and referral systems
2. The National Center for Disease Prevention and Control Family Health Office (NCDPC-FHO) is tasked to: a. Provide technical assistance to CHDs/LGUs relative to the implementation of the contraceptive phasedown plan; b. Review and approve summary delivery reports to be sent to the different provinces and cities and provide CHDs with a copy of the approved summary delivery reports; and c. Monitor, evaluate and submit periodic reports on the progress of the contraceptive phase down. Implementation to the CSR-TWG and to the Secretary of Health. 3. The Procurement and Logistic Service (PLS) is tasked to: a. b. c. d. e. f. Receive, encode, analyze, and consolidate the distribution and consumption report submitted by the LGUs; Submit a copy of the consolidated LGU distribution and consumption report to the NCDPC; Manage the distribution of commodities to the LGUs, consistent with the phase down plan; Recommended modification(s) to the CDLMIS, consistent with the guidelines in this order; Continue conducting periodic table / field monitoring in accordance to CDLMIS procedures; and, Provide technical assistance to LGUs with regards to distribution of contraceptives.
Annex F 2
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4. The Bureau of Food and Drugs (including National Policy Unit) is tasked to formulate essential drug policy to support contraceptive self-reliance strategy.
5. The Health Policy Development and Planning Bureau (HPDPB), as the secretariat of the National Health Planning Committee (NHPC), shall help LGUs achieve contraceptive security by proposing strategies to allocate resources for FP commodities in the local budget.
6. The Bureau of Local Health Development (BLHD) is tasked to: a. Provide technical assistance in setting up systems for inter-LGU cooperation, cost-sharing schemes and referral; and b. Support CHDs and LGUs in the formulation of the contraceptive phase down plan and in the identification of technical inputs and packages to implement the plan.
7. The Bureau of International Health Cooperation (BIHC) is tasked to ensure that the concerned foreign funded projects shall provide financial and technical support in the implementation of the contraceptive phase down plan such as contraceptive management training for national, CHD, provincial, city and municipal offices.
B. The Centers for Health Development (CHDs) of the DOH and Regional ARMM shall: 1. Formulate and initiate campaigns to inform the LGUs, NGOs, and industrial clinics of the contraceptive phase down plan; 2. Assist the provincial/city governments formulate their own contraceptive distribution guidelines for the catchment cities and municipalities; 3. Assist the provinces in informing the catchment cities and municipalities about the provincial contraceptive distribution guidelines; 4. Collect and conduct a preliminary analysis of the CDLMIS reports of the provinces and cities; 5. Monitor the FP and CSR strategy implementation in their respective regions; and 6. Provide technical assistance in the expansion and improvement of FP services towards eliminating unmet needs.
Annex F 2
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C. Agencies Attached to the DOH Agencies attached to the DOH, specifically PhilHealth and POPCOM, are enjoined to formulate complementary policies in support of the CSR strategy in coordination with the TWG-CSR. D. Local Government Units (Provincial and City) and ARMM To ensure provision of direct family planning services in their respective areas, LGUs and ARMM are expected, under this AO, to undertake the following role and responsibilities: 1. Develop contraceptive distribution guidelines to cover their catchment cities, municipalities, and devolved health facilities; 2. Conduct campaigns to inform their catchment cities, municipalities and devolved health facilities, of the LGUs contraceptive distribution guidelines; 3. Provide resources for the delivery of contraceptives to their catchment cities, municipalities, and devolved health facilities; 4. Undertake measures to guarantee local availability of contraceptive to include any or all of the following: a. Allocate budget to procure contraceptives for free distribution; b. Make available contraceptive for sale at cost recovery basis or at margins above cost; and/or c. Allow consigned supplies from social sources marketing or commercial sources to be made available to clients in LGU outlets. 5. Continue with the quarterly distribution and inventory of the contraceptive stocks at the public health and NGO facilities; 6. Consolidate the CDLMIS reports; and 7. Ensure the prompt, quarterly submission of CDLMIS reports to PLS copy furnished the CHD.
Annex F 2
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During the CSR+ Workshop, the following stakeholders have specific roles: STAKEHOLDER LGU (Provincial) ROLE Invocation Opening Remarks Closing Remarks (Also assists in / handles some of logistical arrangements) Technical assistance including CSR+ workshop (meals, workshop delivery and venue) REMARKS Give guidelines re time limit and focus on CSR+.
MSH LEAD
Annex F 2
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ANNEX F3
TARGET LIST OF PARTICIPANTS

Following is the list of target participants for the CSR+ Strategic Planning Workshop. These positions were chosen based on their role in ensuring the successful planning and implementation of CSR+ initiatives. 1. Provincial Health Officer 2. Provincial Planning and Development Officer/ Provincial Administrator 3. Provincial Budget Officer/Treasurer 4. SP on Finance or Ways & Means 5. Provincial Population Officer/Popcom 6. Governors Representative 7. SP on Health 8. Municipal LGU counterparts of Nos. 1 to 7 as indicated above. 9. DOH-CHD/Program Coordinators TB, FP, HIV/AIDS, MCH (Vitamin A) 10. Regional PHIC Representative 11. Regional POPCOM Representative 12. Provincial Hospital Representative 13. District Hospital Representative 14. Private Sector Groups (e.g. Chamber of Commerce, Organized Private Sector and/or Local Health Board 15. Provincial Director of DILG 16. Advocacy Teams/Networks
Annex F3
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ANNEX F4
DATA REQUIREMENTS
There are specific sessions in the Workshop that requires the availability of local data, i.e., statistics specific to the participant LGUs. The list of data requirements should be given to the LGUs during the Workshop Planning portion in order for the LGUs to have time to prepare / obtain the information. This is primarily the responsibility of the Events Organizer as supervised by the Overall Program Coordinator. Coordination with specific Resource Persons is also necessary.
In the Status Column, indicate whether or not the activity has been completed by writing YES or NO. A Remarks Column has been provided in case some notations need to be made.
SESSION Update on LGU Initiatives/ Interventions after Assessment and Planning Workshop Forecasting
DATA REQUIREMENTS A and P Workshop Documentation and updates on interventions; OR LGU health sector interventions Population of locality (2004/2005) Population growth rate (2004/2005) No of users per FP method (from CBMIS or FHIS) Cost of FP commodities in the locality (pills, injectables, anti-TB drugs (FDC/ SDF), Vitamin A capsules, antibiotics)
REMARKS
STATUS (Y/N)
Annex F4
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Financing / Resource Mobilization Procurement and Warehousing
2003, 2004 delivery reports of pills, injectables and other donated commodities from USAID and other donor agencies. Income and Expense Data for previous year. % of expenses on health
It is ideal for the participants to know the following: Existing procurement and warehousing practices in the LGUs, specifically those dealing with commodities (if any) Presence / absence of an Inter Local Health Zone and their procurement related activities or inclinations. Current / past challenges experienced by the LGUs regarding procurement and warehousing of commodities. Presence of community-based drug outlets (e.g. Botika ng Barangay, Health Plus outlets)
Population (CBMIS or FHIS) MWRA (CBMIS or FHIS) CPR (CBMIS or FHIS) Commodity Mix (CBMIS or FHIS) Forecasted Commodity Requirements (GAP analysis on demand for commodities vs. supply) Ratio of public health workers to client, inventory of private service providers (Supply Analysis) Available FP services offered by private sector (private physicians, private clinics /hospitals or NGOs)
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Annex F4
SESSION TB DOTS
DATA REQUIREMENTS Total Category 1, 2, and 3 cases last year Cost of TB drugs in the locality (SDF/ FDC) Detection Rate (2005 targets & 2003/2004 accomplishments) Cure Rate (2005 targets & 2003/2004 accomplishments) Population of children 6-11 and 12-71 months old; lactating and post-partum women Unit cost of Vit A capsules in the locality (100,000 i.u. ; 200,000 i.u.) % coverage (sick children and post partum/ lactating women (targets & accomplishments) Prevalence rate Population of high risk groups Unit cost of antibiotics
REMARKS
STATUS (Y/N)
STD/ HIV/ AIDS
Annex F4
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CSR+ Strategic Planning Manual
ANNEX F5
VENUE CHECKLIST
ITEM Can the venue accommodate the number of expected participants and workshop staff? Does the venue have the required room configuration/s (e.g., plenary hall, break out rooms) for the session?
INFORMATION REQUIREMENTS
REMARKS
YES / NO
Number of participants Number of workshop cast Number of LGUs (for the break out sessions)
During input workshops, it is best to also use one big room where both plenary and breakout sessions for workshops per CSR element can be accommodated. This will be faster for trafficking the participants between input and output sessions.
Can the rooms (plenary hall, break-out rooms) be organized / arranged to comfortably accommodate workshops requirements? Does the venue come with the necessary equipment?
Equipments Checklist
Annex F5
Page 1 of 2
ITEM Does venue present an appropriate environment for workshop?
INFORMATION REQUIREMENTS
REMARKS
YES / NO
Is air conditioning ok? Does venue have standby generator in case of brown out? Does Venue have wide walls for posting templates?
Are there sufficient power outlets to support equipment that will be used during the workshop? Can the food be ordered from the venue? Is the venue accessible to the living quarters of the participants?
Can extension cords be provided? To minimize coordination efforts, It is ideal that the food also be provided by the venue.
Annex F5
Page 2 of 2
ANNEX F6
EQUIPMENT CHECKLIST
This checklist also includes furniture and other fixtures that are needed for the workshop. In the Status Column, indicate whether or not the activity has been completed by writing YES or NO. A Remarks Column has been provided in case some notations need to be made.
EQUIPMENT, ETC. PC / Laptop with UPS
QUANTITY 1 for presentor 1 for each LGU team
WHEN NEEDED Entire session
REMARKS For use by Presenters (Resource Persons) For documenters (running documentation & workshop output preparation) For use during Forecasting exercise (consider number of participants) o If computers are not available, ask participants to bring calculators for the forecasting exercise.
STATUS (Y/N)
Annex F6
Page 1 of 2
EQUIPMENT, ETC. Printer
QUANTITY 1 for each LGU team
WHEN NEEDED Entire session
REMARKS Ensure compatibility with PC / Laptop Or bring the CD Installer For prompt printing of Workshop Outputs and for review of LGU teams and facilitators. Or overhead projector, in such case, the Powerpoint slides need to be printed (or transferred) into transparencies Number of computers that will be used, including those brought by Resource Persons. For Resource Person / Facilitator (one) For plenary (two)
STATUS (Y/N)
Multi-media / LCD projector Extension cords Microphones
1 unit Est 4 1 for facilitator 1 for resource speaker
Entire session Entire session Entire session
Sound system Easel (for flipchart) Philippine Flag with stand White board Camera
3 for plenary 1 Entire session 1 1 1 for each LGU team Entire session Opening session Entire session Optional
Should include CD / tape of National Anthem (Opening Session)
Or walls where easel sheets / manila paper can be posted When possible, for documentation.
Annex F6
Page 2 of 2
ANNEX F7
SUPPLIES REQUIREMENT
SUPPLIES Participants Manual Name Card
QUANTITY No. of participants No. of participants No of participants One per Day One per Day plus Total Workshop No of participants
WHEN NEEDED Upon registration of participants Upon registration of participants
REMARKS
STATUS (Y/N)
Ideally the size and the type of font on the Name Card should be big enough and can be clearly read by the Facilitator / Resource Person
Pen / Pencil Attendance Sheets Assessment Sheets Certificates
Upon registration of participants At the beginning of each day At the end of the day / workshop Last day of workshop Ensure participants names are correctly spelled With logo of appropriate offices Signed by appropriate signatories
Annex F7
Page 1 of 2
SUPPLIES First Aid Kit Whiteboard markers Permanent markers Manila paper / easel sheets Title Cards Idea cards Colored Paper Masking tape Facilitators Manual & Resource Persons Kit CSR+ WS CD copy (which contains presentation materials , WS templates and Forecasting sheets)
QUANTITY
WHEN NEEDED Throughout workshop - do - do - do - do - do - do - do - do -
REMARKS
STATUS (Y/N)
2 times the number of resource persons invited
Manuals should be returned to the organizers after the end of the workshop CD should be returned to the organizers after the end of the workshop
- do -
Annex F7
Page 2 of 2
CSR+ STRATEGIC PLANNING WORKSHOP END DAY ASSESSMENT FORM

Please complete the questionnaire below. This will help us improve our activities. Be totally frank, we are interested in your opinion whether it is positive or negative. We shall take your feedback into account to improve future sessions. LGU : __________________ Venue : __________________ Day : __________________
Instructions: a) For each question, please put a check mark ( ) to indicate your response, using a scale of 1 (Strongly Disagree) to 5 (Strongly Agree). b) If the statement does not apply, or you do not have the information needed to make a response, choose the No Opinion option. c) Give only one rating to each statement.
STRONGLY DISAGREE (1) STRONGLY AGREE (5) NO OPINION
(2)
(3)
(4)
PART 1: RESOURCE PERSONS

Resource Person 1 :__________________________ (Pls. indicate name) 1) The objectives of the session were clear. 2) The objectives of the session were met. 3) The learning methodology/s used were appropriate. 4) He/she showed mastery of the subject matter. 5) He/she explained clearly and to the point. 6) His/her style is appropriate for the workshop 7) He/she has effective presentation skills. 8) He/she was generally competent and effective in his/her role. 9) He/she should CONTINUE to 10) He/she should STOP to Resource Person 2 :__________________________ (Pls. indicate name) 11) The objectives of the session were clear. 12) The objectives of the session were met. 13) The learning methodology/s used was/were appropriate. 14) He/she showed mastery of the subject matter. 15) He/she explained clearly and to the point. End Day Assessment
Page 1 of 3
STRONGLY DISAGREE (1) 16) His/her style is appropriate for the workshop 17) He/she has effective presentation skills. 18) He/she was generally competent and effective in his/her role. 19) He/she should CONTINUE to 20) He/she should STOP to
(2)
(3)
(4)
STRONGLY AGREE (5)
NO OPINION
Resource Person 3 :__________________________ (Pls. indicate name) 21) The objectives of the session were clear. 22) The objectives of the session were met. 23) The learning methodology/s used were appropriate. 24) He/she showed mastery of the subject matter. 25) He/she explained clearly and to the point. 26) His/her style is appropriate for the workshop 27) He/she has effective presentation skills. 28) He/she was generally competent and effective in his/her role. 29) He/she should CONTINUE to 30) He/she should STOP to Resource Person 4 :__________________________ (Pls. indicate name) 31) The objectives of the session were clear. 32) The objectives of the session were met. 33) The learning methodology/s used were appropriate. 34) He/she showed mastery of the subject matter. 35) He/she explained clearly and to the point. 36) His/her style is appropriate for the workshop 37) He/she has effective presentation skills. 38) He/she was generally competent and effective in his/her role. End Day Assessment Page 2 of 3
STRONGLY DISAGREE (1) 39) He/she should CONTINUE to 40) He/she should STOP to
(2)
(3)
(4)
STRONGLY AGREE (5)
NO OPINION
Resource Person 5 :__________________________ (Pls. indicate name) 41) The objectives of the session were clear. 42) The objectives of the session were met. 43) The learning methodology/s used were appropriate. 44) He/she showed mastery of the subject matter. 45) He/she explained clearly and to the point. 46) His/her style is appropriate for the workshop 47) He/she has effective presentation skills. 48) He/she was generally competent and effective in his/her role. 49) He/she should CONTINUE to 50) He/she should STOP to
51) What should the organizers CONTINUE to do to improve next session? 52) What should the organizers STOP to do to improve next session?
End Day Assessment
Page 3 of 3
CSR+ STRATEGIC PLANNING WORKSHOP ASSESSMENT FORM

Please complete the questionnaire below. This will help us improve our activities. Be totally frank, we are interested in your opinion whether it is positive or negative. We shall take your feedback into account to improve future sessions. LGU : __________________ Venue : __________________ Date : __________________
Instructions: a) For each question, please put a check mark ( ) to indicate your response, using a scale of 1 (Strongly Disagree) to 5 (Strongly Agree). b) If the statement does not apply, or you do not have the information needed to make a response, choose the No Opinion option. c) Give only one rating to each statement.
STRONGLY DISAGREE (1) 1) 2) 3) I was clear about the overall objectives, contents & methods of the workshop. The workshops objectives were achieved. Given the objectives, the workshops contents were appropriate. STRONGLY AGREE (5) NO OPINION
(2)
(3)
(4)
PART 1: WORKSHOP OBJECTIVES AND CONTENT
PART 2: FACILITATORS
HEAD FACILITATOR :__________________________ (Pls. indicate name) 4) His/her style is appropriate for the workshop 5) He/she introduced Resource Persons well. 6) He/she handled the transition between topics well. 7) He/she ensured that the participants concerns/ questions were addressed. 8) He/she handled workshop activities well. 9) He/she was generally competent and effective in his/her role. 10) He/she should CONTINUE to 11) He/she should STOP to
Program Assessment
Page 1 of 2
STRONGLY DISAGREE (1)
(2)
(3)
(4)
STRONGLY AGREE (5)
NO OPINION
CO-FACILITATOR:__________________________ (Pls. indicate name) 12) He/she handled workshop activities well. 13) He/she ensured that the participants concerns/ questions were addressed. 14) He/she was generally competent and effective in his/her role. 15) He/she handled workshop activities well. 16) He/she should CONTINUE to 17) He/she should STOP to
PART 3: GROUP OF PARTICIPANTS

18) My co participants contributed to my learning. 19) The number of participants was too many.
PART 4: TRAINING MATERIALS

20) The materials used during the training were appropriate
PART 5: VENUE AND FOOD

21) The training venue was conducive to learning. 22) The meals/snacks served were good.
PART 5: ORGANIZATION
23) The workshop was well-organized. 24) The secretariat was efficient.
PART 6: SATISFACTION AND RELEVANCE

25) I am satisfied with the quality of the workshop. 26) I will apply what I have learned. 27) My office/agency will benefit from my participation in this workshop.
PART 7: PARTICIPANTS COMMENTS

28) What organizers should CONTINUE doing: 29) What organizers should STOP doing:
PART 8: ACTION PLAN

30) What I will START doing to implement what I learned from this workshop.
Program Assessment
Page 2 of 2
Resource Person: ______________________ Stating session objectives Meeting session objectives Appropriateness of methodology Mastery of the subject matter Clarity & conciseness of explanations. Appropriateness of (delivery) style Effectiveness of presentation skills General competence & effectiveness as resource person Others 1 Others 2 Others 3
Session: ______________________ DELTA (Areas for Improvement)
PLUS (Strengths)
Resource Person: ______________________ Stating session objectives Meeting session objectives Appropriateness of methodology Mastery of the subject matter Clarity & conciseness of explanations. Appropriateness of (delivery) style Effectiveness of presentation skills General competence & effectiveness as resource person Others 1 Others 2 Others 3
Session: ______________________ DELTA (Areas for Improvement)
PLUS (Strengths)

Facilitator Strategic Planning

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Contraceptive Self-reliance Plus (CSR+) Strategic Planning Workshop

Deliverable No. 31a

CSR+ Strategic Planning Workshop

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

Page Acknowledgements List of Abbreviations List of Annexes INTRODUCTION i

PART 1: FACILITATORS GUIDE

CSR+ Strategic Planning Workshop Manual

11. Tips for Facilitators

PART 2: RESOURCE PERSONS GUIDE

CSR+ Strategic Planning Workshop Manual

Identify options : LGU Planning Workshop = CSR + Plan

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

STI TB TB-DOTS TWG UNICEF USAID USD VAC WHO

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

Introduction to Workshop Management

CSR+ Strategic Planning Workshop Manual

INTRODUCTION TO WORKSHOP MANAGEMENT

CSR+ Strategic Planning Workshop Manual

Invite LGU to host a CSR+ Strategic Planning Workshop

Workshop Planning with LGU

Day Set-Up / Preparation

During Workshop Activities

Post Session & Post Workshop Activities

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

INVITING LGUS TO HOST A CSR+ STRATEGIC PLANNING WORKSHOP

CSR+ Strategic Planning Workshop Manual

WORKSHOP PLANNING WITH THE LGU

For LEAD sites.

CSR+ Strategic Planning Workshop Manual

5. Ask LGU to decide on the list of workshop participants.

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

ROOM (VENUE) ARRANGEMENTS

CSR+ Strategic Planning Workshop Manual

Room Arrangement for Plenary Session

Room Arrangement for Break-out Session

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

BANQUET / FOOD & BEVERAGE

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

DAY SET-UP AND LOGISTICS ARRANGEMENTS

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

Fluegelman, A. (Ed.) 1976. The New Games Book. NY: Doubleday.

CSR+ Strategic Planning Workshop Manual

WORKSHOP FLOW AND SEQUENCE

CSR+ Strategic Planning Workshop Manual

WORKSHOP SCOPE AND SEQUENCE

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual

CSR+ Strategic Planning Workshop Manual