INFIRMARY FY 2014 TO PRESENT

AUTHORIZED BED CAPACITY (ABC) (15) BEDS FROM FY 2009 TO PRESENT

“PHILHEALTH ACCREDITED”

ISO CERTIFIED  9001:2008
APRIL 28,2015
IMPLEMENTING BED: 32

BED OCCUPANCY RATE: 213.33%

 

GENERAL INFORMATION

Diffun District Hospital is located at the heart of Barangay Andres Bonifacio,  Diffun, Quirino.

Its email address is This email address is being protected from spambots. You need JavaScript enabled to view it..

(ISO CERTIFIED  9001:2008; April 28,2015)
 

 

DIFFUN DISTRICT HOSPITAL PROFILE
 
The birth of Diffun District Hospital was through R.A. 2447 of the late Congressman Leonardo Perez with the initiative of the late Mayor Silverio Pascua and was named Northeastern Nueva Vizcaya Emergency Hospital (NENVEH). The name was again changed in honor of the late President Ferdinand E. Marcos Emergency Hospital on September 17, l977 during the administration of the former Chief of Hospital, Dr. Gaudencio V. Acosta and the name of the same has improved as an offshoot of the EDSA Revolution that crashed the Marcos Regime into its present name DIFFUN DISTRICT HOSPITAL on 1986. Finally, this hospital has been devolved to the Provincial Government of Quirino on April 1, 1994 during the term of the former Governor, Hon. Pedro L. Bacani.  Due to incomplete hospital set up particularly on the medical specialists’ capabilities and equipment from National as Secondary Level Hospital was re-categorized into a Primary Category.

Diffun District Hospital is the only hospital established with in the municipality of Diffun, Quirino. It caters the health needs of the thirty-three (33) barangays in the municipality and its nearby municipalities like Saguday, Cabarroguis, Aglipay and nearby towns of Isabela like Cordon and Diadi of Nueva Vizcaya.
 
Diffun District Hospital has been accredited of 25-bed capacity hospital categorized as Primary Level 1 from 1994 to 2008 respectively, but due to the result of the RATIONALIZATION PLAN (RATPLAN) that was undertaken during the term of the former Governor, Hon. Dakila Carlo E. Cua, sometime on 2008, this hospital has been downsized into 15-bed by the Department of Health (DOH) Health Regulations as Primary Care Facility –Level 1 until 2013 respectively But to the desire of the present Governor, Hon. Junie E. Cua, envisioning the Quirino Province Medical Center to be a real Medical Center per se, this hospital has been reclassified into INFIRMARY . As per DOH regulations in Licensing Requirements has been consistently complied, this hospital has been PHILHEALTH  ACCREDITED intensively.  The hospital services being offered in catering its clienteles are Medicines, Pediatrics, Minor Surgery, Basic Obstetrics, New Born Screening, 2nd Level Laboratory, and Pharmacy. It is noted for its Mother and Child Friendly Hospital by the Department of Health with its well functional Lactation Room being recognized for its proper implementation on the year 2010.


This hospital is being managed by a Chief of Hospital and supported by two (2) Medical Officers, a Chief Nurse and the Supervising Administrative Officer.  Other services like the Pharmacy has two (2) Pharmacists taking in-charged in dispensing the prescriptions of the physicians and two (2) Medical Technologists for its Laboratory services respectively. With the increasing number of patients being served day to day in 24/7 hours on duty, it is important to likewise increase the number of personnel to compliment the necessary services to its clientele.

For its Management Information System (MIS) capability, this hospital has improved much due to the result of the recently concluded ISO Certification done for the Provincial Health of Quirino covering the four (4) hospitals in the province. The Administrative Central Documents/Records being established could prove that most i, documentations and other related data needed in the different area of services are all computerized.  On records keepings most of which are keep in a USB and diskettes, hard copies as well are produced for ready references. We have created three (3) Monitoring Team as the Monitoring Board for the proper implementation and monitoring of the available designed “Continuing Quality Assurance Improvements (CQI).  This is created for a sustainable management of our services in the respective work sector and its work environment including conduct of personnel in pursuit to public service as mandated to us as government employees.

Every year thereafter, from the concluded RATPLAN for Health in the province, we used to administer Annual Operation Planning as a result an  Annual Operation Plan (AOP) with the help and support of the Center of Health Regional Office R02 Staff, a working AOP has improved the services, physical plant and equipment of this hospital. This also include the Environment Management Bureau (EMB) requiring us to have an operational Pollution Officer to be responsible in making reports to the said bureau  on the status of water discharge and at  the same , the implementation of R.A. 9003, on Solid Waste Management and Disposal.  This is enforced for the safety, security and orderliness in the work area. That of the infectious and sharps, it is disposed in a concrete vault at the back of the hospital while the biodegradable waste is disposed at the composed heap and the non-biodegradable waste is being collected by the Diffun Local Government for at least once a week, thereafter.
 

In order  to be certain on the  maintenance of the cleanliness and  orderliness of our vicinity, the Work Improvement Team has been regularly performing its  support functions on Quality Housekeeping,  as we all agreed to maintain cleanliness, orderliness, fix and monitor work area  for at least 15 minutes before and after official time  including outside being assigned to the team. 

Recently, we established a Leadership Model for this hospital in order to defeat any interferences of whether  a negative impression to one or any one among the personnel, we have undertaken a workshop and collaborated among ourselves to treat each fellow employees as no other than the member of our immediate family by making a workable flow of communication to whether destructive or constructive criticism, we must set aside a time to communicate and discuss then among us, we have to achieve the BEST for the organization by exerting our very for  best to deliver a quality health care services to our clienteles. That we state, through COMMUNICATION UNIFYING ACHIEVEMENTS (CUA),  In failure or in Success, we will bind our services together as CUA in  good governance.

 

OFFICE/DEPARTMENT :   DIFFUN DISTRICT HOSPITAL
TARGET YEAR               :   2017-2019

 
VISION
 
QUALITY HEALTH FOR ALL
 
MISSION
 
TO GUARANTEE REASONABLE, AFFORDABLE AND SUSTAINABLE QUALITY HEALTH CARE FOR ALL IN PURSUIT TO EXCELLENT SERVICE
 
FUNCTIONAL STATEMENT
 
TO PROVIDE 24-HOUR QUALITY HEALTH CARE TO THE COMMUNITY THROUGH EFFECTIVE AND EFFICIENT MANAGEMENT RESPONSIVE STRATEGIES AND POLICIES GOVERNING THE DELIVERY OF HEALTH AND MEDICAL SERVICES.
 
ORGANIZATIONAL OUTCOME
 
BEST QUALITY HEALTH CARE SERVICE DELIVERY FOR ALL
 
VALUE STATEMENT
 
PUBLIC HEALTH WORKERS SHALL SERVE AT ALL TIMES WITH HONESTY, INTEGRITY, RESPECT, AND BENEVOLENCE AND IN DOIING GOOD TO ALL MEN
 
GOAL
 
TO PROVIDE, PRESERVE, AND PROTECT THE HEALTH OF THE PEOPLE THROUGH THE DELIVERY OF VARIOUS QUALITY HEALTH SERVICES

 

 

SERVICES OFFERED 24/7

  • MEDICINES
  • PEDIATRICS
  • MINOR SURGERY
  • BASIC OBSTETRICS
  • NEW BORN SCREENING
  • 2ND LEVEL LABORATORY
  • PHARMACY
  • DENTAL
  • OPD FROM 8:00AM-4:00PM
     

PHYSICIANS

  • DR. MOISES V. LAZARO
  • DR. MA. ELIZABETH T. VAQUILAR
  • DR. MARY JANE M. TALLOD
  • DR. HERMINIA G. MOLINA


 

Organizational Chart

 

Clean-up Drive