Galing Pook Foundation

Transcription

Galing Pook 2011 • 1
2011
Galing Pook
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The Galing Pook
Global Public Innovation Network
Message from President Benigno S. Aquino III
Honoring the Brilliance of LGUs DILG Secretary Jesse Robredo
Promoting a More Inclusive Growth Process GPF Chair Ma. Nieves Confesor
Development Strategies Worth Emulating LBP Pres. and CEO Gilda Pico
Supporting Innovative LGU Initiatives DBP Pres. and CEO Francisco del Rosario, Jr.
Justice on Wheels Sarangani
Poor Municipality Can Eliminate Malnutrition Limasawa, Southern Leyte
Turning Red to Green Misamis Oriental
Rural Community e-Center Upi, Maguindanao
LGU-Led Cadastral Survey Maribojoc, Bohol
Empowering the Subanen People Zamboanga del Norte
Community-Based Mental Health Management Real, Infanta, Gen. Nakar, Panukulan
Bringing High Schools Closer to Home Alimodian, Iloilo
Rabies Prevention and Elimination Bohol
Health Strategy for MDG Attainment Albay
2011 Galing Pook Awards Finalists
2011 National Selection Committee
Galing Pook Foundation Board of Trustees and Secretariat
Galing Pook Hymn
Cover Design, Layout and Main Articles by Allen M. Mariano • References supplied by LGUs • Photos courtesy of LGUs and from Galing Pook File Photos
2 • Galing Pook 2011
The Galing PPook
ook
T
he Galing Pook awards is a pioneering program
that recognizes innovation and excellence in local
governance.
It started in October 21, 1993 under the joint initiative
of the Local Government Academy-Department of
the Interior and Local Government, the Ford
Foundation, and other individual advocates of good
governance from the academe, civil society and the
government.
The Asian Institute of Management carried on the
awards program until 2001. Earlier in 1998, the Galing
Pook Foundation was formed as a juridical institution
to sustain the program.
Since 1994, more than 250 programs from at least
160 local government units and alliances have already
won recognition. The Galing Pook winners are chosen
each year from a wide array of programs from local
governments after undergoing a rigorous multi-level
screening process.
The winning programs are selected based on positive
results and impact, promotion of people’s participation
and empowerment, innovation, transferability and
sustainability, and efficiency of program service
delivery.
Vision
We are a leading resource institution that promotes
innovation, sustainability, citizen empowerment, and
excellence in local governance.
Mission
We promote excellence in local governance through
recognition, sharing of information and support of
efforts to replicate best practices at the local level.
We encourage partnerships among civil society
organizations, private sector, and government
agencies at local, national and global levels to improve
quality of life.
Par
tners
artners
Global Public Innovation Network
T
he Global Public Innovation Network, established
in 2002, is a collaborative network of 10 public policy awards
programs from around the globe. With support from the Ford
Foundation and contributions by the individual programs, the
Innovation Network gathers and disseminates knowledge about
innovations in public service provision, public action, and governance.
These innovations represent significant contributions to the collective
well-being of citizens and to the reduction of social, economic, political,
gender, and ethnic inequalities. By sharing successful local practices
through an international network, the impact of each awards program
can extend far beyond its country’s borders. Innovation Network
activities include workshops, research, and publications.
Partner Programs
The Global Public Innovation Network includes the following programs:
American Indian Tribes in the United
States of America: Honoring Nations
Program
Brazil: Public Management and
Citizenship Program
Chile: Citizen Participation and Public
Politics Program
China: The Innovations and
Excellence in Chinese Local
Governance Program
East Africa: The Mashariki Innovations
in Local Governance Awards
Program
Mexico: Government and Local
Management Award
Peru: Participation and Local
Management Program
Philippines: The Galing Pook
Foundation Awards for Outstanding
Local Government Programs
South Africa: Impumelelo Innovations
Award Trust
United States of America: Innovations
in American Government Awards
Program
Source: Harvard Kennedy Sc hool: Ash Center for Democratic Governance and Innovation Website (http://
www.ash.harvard.edu/Home/Programs/Innovations-in-Government/Global-Public-Innovation-Network), accessed
January 5, 2012.
Malacañan Palace
Manila
It is my pleasure to congratulate the recipients and finalists of the 2011 Galing Pook Awards, and I
commend the Galing Pook Foundation for spearheading this annual recognition of exemplary community
programs.
Local government units are our key partners in implementing reforms at the grassroots level, serving
as the national government’s arm in ensuring an environment of equitable progress. This occasion
demonstrates your commitment to uphold the system of decentralization with efficiency and excellence.
The innovative activities that the awardees and finalists have carried out in their respective localities
redound significantly to our agenda of good governance, which includes the resolution of socioeconomic issues such as poverty, health, and peace. Thus, I applaud your steadfast dedication to
work toward the fullest development of your territories. Your initiatives indeed strongly contribute to
forging self-reliant communities. May your endeavors inspire others to foster dynamism in public
service.
I exhort our LGUs, represented by the different local leaders, to sustain accountability and transparency
in fulfilling our Social Contract with the Filipino people. May our paths be guided by our aspiration
for genuine reforms in this time of renewal.
BENIGNO S. AQUINO III
Manila
January 2012
Honoring the Brilliance of LGUs
T
he Department of the Interior and Local Government would like to extend its sincerest
congratulations to the 2011 winners of Galing Pook Awards.
Galing Pook Awards does not only recognize but more importantly honors the brilliance of
local government units that continue to provide stories of hope and inspiration as a proof
that good governance is alive and thriving in the country.
I salute the LGUs that have taken part and showcased the best practices in their localities.
It is my fervent hope that they sustain and upscale the efforts they started.
I would also like to acknowledge our strategic partners from the private sector and the civil
society organizations for their continued efforts in helping us promote good local governance.
Jesse M. Robredo
Secretary
I believe that by working hand in hand we can make positive changes in the lives of our
Department of the Interior people.
and Local Government
Congratulations and Mabuhay!
Promoting a More Inclusive Growth Process
T
oday, we recognize that millions of poor Filipino families,
including many women and children, in both rural and
urban areas, continue to be left behind even as the country's
economic prospects have improved. The challenge is to
promote a more inclusive growth process --- one that sustains
competitiveness and robust economic growth performance,
while ensuring that wealth creation provides the widest
possible benefits, notably for the expanding low-income
population. Growth alone, while critically important, does
not necessarily alleviate poverty and reduce inequality. There
is convincing evidence that inequality does retard growth
and render growth to be "sporadic" and short-lived in
developing economies such as ours.
Thus, eighteen years and more than 250 awardees later, the
search for innovative sustainable arrangements are "cocreated" by local governments and communities, even in the
most challenging of conflict conditions, to ensure that growth
is for ALL, and not captured by an elite. "Acting locally",
such local governance mechanisms have been sustained by
transparency, clear accountability, expanding inclusion of all
stakeholders, and their increasing empowerment.
For many of those in leadership, whether exercised with
authority or not, the choice to lead has been marked by
courage to create. For many of those who have been
recognized, the programs have produced leaders, not with
the capital "L", but by a growing band of innovators, leaders
with a "small l", as some would say. Such courage would
account for re-configuring the system and multi-sectoral
relationships for the early attainment of millennium
development goals in the province of Albay; mobilizing a
systemic approach to eliminate rabies in the province of Bohol;
for achieving zero-mortality rates for Limasawa, Southern
Leyte; for an LGU-led cadastral survey, with simultaneous
systematic adjudication to address the conflict "fall-out" from
clearly plotted lines and boundaries; establishment of an
inter-local health zone for community-based mental/psychosocial health management; creation of strategically located
and much needed high schools in barangay clusters in
Alimodian; and the first community e-center in the country in
Upi. Peace-building initiatives, through Misamis Oriental
province's Lantad Peace-building Experience and
Zamboanga del Norte's program to bring the lumads to access
mainstream services, continue to be recognized. Sarangani's
JEEP (Justice Enhancement and Empowerment Program)
creates "inclusive growth" by bringing the justice system to
the people, by setting up mobile courts, among others, with
clear results.
Organizations, be they public or private, fail to create the
future not because they fail to predict it but because they fail
to imagine it. Congratulations to the awardees and finalists!
They have imagined and they have created.
Ma. Nieves R. Confesor
Chairperson
Development Strategies Worth Emulating
F
or yet another remarkable year of worthy causes, LANDBANK commends all
the winners of the 2011 Galing Pook Awards who have made tireless efforts to
effect changes especially in hard-to-reach communities.
We also laud the Foundation for continually finding new and innovative measures
to help people attain economic growth and sustain livelihood projects. Having
programs sparked by local governance is a clear indication of the significant
strides of LGUs in empowering people and their communities toward a culture of
responsible economy. We are more than grateful for the commitment they have
shown in providing lasting opportunities of employment and development strategies
worth emulating by other institutions and societies.
With the success of LGUs in implementing projects of socio-economic influence, the
nation is well on its way to a quality of service that is anchored on efficient
delivery of basic needs in education, health, housing, and other basic services that
will soon be standard among all Filipinos. As the LGUs continue to promote avenues
for model countryside development, so shall LANDBANK remain a dedicated
partner in advancing your public service objectives ripe with sustainable impact.
Gilda E. Pico
President and CEO
Land Bank of the Philippines
To the 2011 Galing Pook Awardees, a well-deserved congratulations!
Supporting Innovative LGU Initiatives
T
he Development Bank of the Philippines congratulates the winners of the 2011
Galing Pook Awards. Truly, your stories have shown how powerful our local
government units are in promoting progress in their communities, particularly those
in the countryside.
Francisco F. Del Rosario, Jr.
President and CEO
Development Bank of the Philippines
DBP has been a staunch ally of the Galing Pook Foundation in recognizing the
best practices in local government in line with the bank’s commitment to promote
good governance in the country, particularly on the local level. We in DBP believe
that good governance results to the responsible use of public funds, growth of
local communities and efficient delivery of services. We encourage our local
government units to adhere to the anti-corruption and good governance directives
set by President Benigno S. Aquino III.
As one of the two policy banks of government, DBP will remain steadfast in
supporting the initiatives of our local government units. We have more than P69billion in available funds to support various priority projects, particularly in the
areas of infrastructure and logistics, environment, social services, and micro and
small enterprises. We can help LGUs in their funding requirements for projects
such as farm-to-market roads, public markets, housing, mariculture parks, schools,
hospitals, clinics, water supply and sanitation, solid waste management, sanitary
landfill, among others.
Again, congratulations to the winners! May you all continue to be shining examples
of how genuine public service can bring a positive effect on the lives of millions of
Filipinos.
Sarangani
limited access of litigants and witnesses to the courts—
physically as the farthest municipality is about 117
kilometers from the lone Regional Trial Court and
financially as most of the litigants were impoverished
and have limited funds to pursue court cases, let alone
pay fare for transport. The confluence of these factors
ustice dictates that the punishment should fit the left many of the detainees serving more than the
crime. But in the real world, justice is not efficiently mandated length of sentence if they were convicted
carried out. Take the case of the farmer in Sarangani of their crimes.
who remained a detainee for 13 years for stealing a
carabao and a cheap loaf of bread. The injustice of Armed with the findings, the Sarangani LGU designed
his plight is so glaring especially when personalities JEEP to hasten the disposition of cases involving
accused of graver crimes do not spend even a night indigent litigants whose family member remained a
detainee in jail because of the slow pace of litigation.
in jail.
JEEP involved the provision of a mobile court dubbed
There are other poor souls in Sarangani’s jail who “Justice on Wheels” or JOWs. Essentially, it is a bus
remain detainees longer than they should because of that has been reconfigured into a court room so that
the slow disposition of their cases. Learning about their hearings can be conducted inside it when the bus is
plight prompted the provincial government to put in deployed to the municipalities. It is the only mobile
place a program that would hasten the resolution of court with a permanently assigned judge and which
court cases and reduce jail congestion. Thus, was born has been authorized by the Supreme Court to assist
the Justice Enhancement and Empowerment Program the regional trial court. In 2008, this mobile court was
deployed to the municipalities to improve access to
(JEEP) in 2006.
indigent litigants and witnesses.
Sarangani’s jail was designed to accommodate only
220 inmates, but it is now home to more than 600. A As part of JEEP, an Alternative Dispute Resolution
baseline study done by the LGU revealed that the component was institutionalized to encourage litigants
jails are congested mainly due to the snail-paced to arrive at an amicable settlement instead of
disposition of cases, which in turn was due to the very elevating their case to a court litigation. A Provincial
limited number of trial courts. The study also cited the Mediation Center was established for this purpose.
Justice on Wheels
J
This component is also covered by the Court Annex
Mediation (CAM) program of the Supreme Court,
which involves court-trained mediators in the settlement
of disputes.
Lastly, JEEP also organized Barangay Justice
Advocates (BJAs) who would detect and help settle
brewing disputes at the community level so that the
petty disputes are managed and do not needlessly
get elevated to a lengthy trial process.
When the program started, 60 percent of the pending
cases at the RTC were turned over to JOWs for
litigation, considerably de-clogging the docket of the
RTC. The JOWs program has conducted hearings for
more than a thousand cases since then. As a result,
detainees who have practically been serving more
lengthy sentences than if they were convicted have
been released from jail. JOWs has also halved the
number of provincial jail inmates from 600 to 286 as
of June 2011and this has also translated into reduced
maintenance expenses for the jail.
Meanwhile, 43 percent of cases referred to CAM
between 2008 and 2010 were successfully settled
through mediation. Needless to say, this reduced the
number of cases that were elevated to court litigation.
More importantly, the community leaders who were
trained as BJAs have been quite successful in resolving
petty conflicts at the family or clan level. More
Sarangani residents have also taken legal awareness
trainings at the community level and this mechanism
has effectively reduced the cases that get elevated
to the Barangay Court and Trial Courts.
CONTACT
With so much accomplished in just a few years, the
JEEP program indicates that the wheels of justice can
spin much faster with the proper impetus. Sarangani’s
example also shows that with a little inventiveness,
poverty-stricken provinces can still make substantial
gains even with very limited resources at their disposal.
Gov. Miguel Rene A. Dominguez
pgo_govmigs@yahoo.com
Fax (083) 508-2258
“Justice on Wheels” is a bus
that has been reconfigured into a court room.
It is the only mobile court with a permanently
assigned judge and which has been authorized
by the Supreme Court to assist
the Regional Trial Court.
Limasawa, Southern Leyte
Poor Municipality Can Eliminate Malnutrition
M
any advertisements are trying to sell products
that purportedly help improve the health of
buyers. But, Limasawa’s program on proper nutrition
and healthy living seems to be much more effective
in convincing people to pursue a healthy lifestyle.
Limasawa’s LGU was able to accomplish this feat by
developing an innovative nutrition plan with clearly
defined roles for the stakeholders. This plan aimed to
reduce the prevalence of malnutrition among preschool and school children and promote healthy living
among adults. The plan was designed with the help of
the Municipal Nutrition Committee (MNC), which is multisectoral and is composed of the Sangguniang Bayan
Members, National Agency representatives, Municipal
Government Department Heads, Barangay Captains,
Sc hool Administrators and non-government
organization representatives.
The Municipal Social Welfare and Development
Office spearheaded the feeding program for the
malnourished pre-sc hool and sc hoolc hildren.
Meanwhile, the Barangay Nutrition Scholars and
Elementary School Class Advisers were tasked to
monitor the weekly growth status of the pre-school
c hildren and the monthly weighing of the
schoolchildren.
The Women’s Health Teams (WHTs) and Breastfeeding
Support Groups (BSGs) were tasked to monitor the
children’s nutritional status from womb to birth.
Pregnant women were closely tracked to ensure that
they complete their prenatal visits and develop their
birth plans in cooperation with the Rural Health Unit
(RHU). A “Healthy Baby Contest” was regularly held
to promote exclusive breastfeeding.
Interestingly, the fathers were also trained about the
proper care and feeding of infants and schoolchildren.
Under the “Tatay Ko, Kaagapay sa Kalusogan Ko”
Program, the fathers in the barangays are gathered
every quarter for a lecture on good nutrition,
breastfeeding and responsible parenthood.
Under the “Gulay Bawat Bahay, Hahaba Ang Buhay”
Program, households, schools and barangays were
encouraged to maintain vegetable gardens for
household consumption. The Municipal Agriculture
Office (MAO) provided seeds, seedlings, planting
materials and technical assistance. To motivate the
residents and school children, cash prizes were
awarded to winners of the “Best Barangay Garden”
and the “Best School Garden” contests that were
organized yearly by the MAO.
Livelihood skills trainings were also provided to
families with malnourished children so they can
augment their income and buy sufficient food. In
addition, motor bancas with fishing gear were given
to these families.
To promote proper hygiene among its residents, the
LGU launched the “Handog Pamasko sa LGU”
Program. Households without toilets were given a
toilet bowl, a bag of cement and iron bars so that
they can build their own under the supervision of the
Rural Sanitary Inspector.
With these programs in place, the residents of
Limasawa are now healthier than before. The regular
supplemental feeding helped bring up the nutritional
status of children from below normal to normal. The
prevalence of malnutrition among pre-school children
went down from a high of 8.8% in 2004 to 2.61% in
2009 and from 6.0% to 2.17% among school children.
The close tracking of pregnant women by the RHU
resulted in a zero mortality rate since 2007. Almost
all infants from 0-6 months old were also exclusively
breastfed.
In just a few years, food production in the locality
blossomed to a point where the need for vegetable
supply in the municipality was also addressed.
Remarkably, the household gardens used organic
fertilizer from the vermiculture project to produce the
varieties of vegetables.
Limasawa showed that even
a poor, 6th class island-municipality
can eliminate malnutrition through
innovative strategies.
CONTACT
Every quarter, residents who are 20 years old and
above are encouraged to report to the Barangay
Nutrition Outpost for the calculation of their Body
Mass Index (BMI). Those categorized as at risk,
overweight and obese are then urged to participate
in the “Healthy Lifestyle” campaign. An Executive
Order was issued requiring Municipal Officials and
Employees to participate in an hour-long exercise
session every Monday afternoon and sports activities
every Friday afternoon. The municipality also holds a
“Biggest Loser” contest to encourage people to lose
weight.
Mayor Melchor P. Petracorta
petracorta06@yahoo.com
032-3433612
To augment its limited budget, the LGU used various
fund generation schemes such as solicitations, raffle
draws, placing coin banks in strategic places for
donations, fines from illegal fishing, diving fees and
forging partnerships with donors.
Just recently, Limasawa earned the Nutrition Honor
Award—the first for Region VIII—given by the
National Nutrition Council. For a 6 th class islandmunicipality, eliminating malnutrition is quite a feat,
but one that is easily replicated. Among the key
factors to the program’s success are innovative
strategies, eliciting active community participation and
judicious enactment of ordinances.
Misamis Oriental
Turning RRed
ed to Green
I
solated communities, especially those that seldom
receive government social services, fall prey easily
into the hands of insurgents. More so, when the
insurgents offer alternatives that seem better than
nothing. Sitio Lantad in Brgy. Kibanban, Balingasag
not only fell prey; it became an insurgent stronghold
in the hinterlands of Misamis Oriental.
Accessible only by foot or by horse, Lantad is home
to an indigenous people, the Higaonons. A valley with
rough terrain, treacherous trails, steep elevations and
hairpin curves, it was physically isolated and neglected
for a long time by the government. During its fight
against the Marcos regime, the Northern Mindanao
Revolutionary Committee of the CPP-NPA-NDF
transformed Lantad into its Regional Headquarters
and the area soon erupted into a war-zone. Caught
in the cross-fire between government and insurgent
forces, the settlers either had to flee or join the
insurgents to survive. Hundreds died in the fighting
and many residents fled.
The conflict continued even well after the Marcos
regime had been ousted. The difference this time was
that the Higaonons began their struggle to reclaim
their ancestral domain. For the most part, government
remained deaf to their pleas, while the NDF provided
land titles which had no legal teeth.
Eventually in 2005, when the Provincial Peace and
Order Council was already in place, the Misamis
Oriental LGU began to literally pave the way to peace
and development. After a visit to the area showed
them the extent of government neglect in Lantad, the
provincial government employees painstakingly
brought in sand and gravel by the kilo to initially
construct a solar dryer for the community and to start
the construction of a road. Sand and gravel had to
be brought up the mountain by foot because there
was no road yet. This painstaking effort by the LGU
helped them gain the trust of the residents of Lantad.
During the crucial road opening phase, the community
expressed its support and ownership of the road
building project by voluntarily mobilizing Higaonons
to guard and protect the heavy equipment of the
Provincial Engineering Office. This motivated the
engineering team to hasten the completion of what
was back then an inconceivable road development
project. The 25-kilometer road development project
stretched from the national highway into the heart of
the once isolated Higaonon community. In July 2006,
Lantad finally became accessible to wheeled vehicles
and the 16-vehicle convoy of the provincial
government was welcomed warmly by the residents
when they came to visit again.
In 2007, Lantad was declared as a Special Agrarian
Reform Community by the Department of Agrarian
Reform (DAR). Subsequently, the community became
a beneficiary of DAR’s Solar Power Technology
Support (SPOTS) program, which provided electricity
to 128 homes, to the community area, and to the
school building. The community also obtained a DVD
player and TV set for the education of the children.
Lantad also erected a health center with a freezer
for medicine storage and a properly lit community
center for public meetings and activities. The SPOTS
program also included the construction of a multipurpose building, which housed the AC-10 solar power
station as well as the mini theater, mini grinder, chipping
machine, peanut sheller, videoke, and computers of
the community.
In addition, the Department of Environment and
Natural Resources implemented a 60-hectare
Reforestation Program for the community. Meanwhile,
the Department of Education provided school buildings
and facilities and implemented the Mobile Teacher
Program which taught 106 residents to read and write.
Subsequently, the new Lantad Multi-Purpose
Cooperative was formed as a vehicle for socioeconomic empowerment. Corn, banana and peanut
production improved. Families who fled in the 90’s
have also returned to Lantad. From 500 residents in
2005, a total of 1,033 people now reside in Lantad
and the Internal Revenue Allotment of its mother
barangay has also increased.
Today, Lantad is a showcase of how peace and
development efforts should be pursued—not by might
but through sincere and concrete efforts to reach out
and make a difference in the lives of people. The
PPOC was successful in making inroads into Lantad
because it was able to re-engineer its organizational
structure towards greater transparency and
participation. Its membership includes the broadest
spectrum of possible peace and development
stakeholders. Tribal leaders are now key members of
the Council. In sum, building the capacities of the
people and empowering them to stand on their own
paved the way to a successful peace and development
campaign.
Misamis Oriental’s success has bolstered its confidence
in pursuing similar peace-building initiatives in Sitio
Sio-An, Barangay Malinao, Gingoog City in the coming
years.
The Lantad peace-building
experience demonstrates
the paradigm shift of the
Provincial Peace and Order
Council from reactive, sometimes
passive approaches,
towards a pro-active Council
advancing Social Equity, People
Empowerment, Building of Roads
and Bridges, and Access to the
best possible social services.
CONTACT
Balay Mindanaw, an NGO and active PPOC member,
assisted in the formulation of a Barangay Peace and
Development Plan through a participatory process that
encouraged the community to share their own peace
and development agenda and to hold discussions
concerning local governance, barangay peace and
development and partnership initiatives.
Gov. Oscar S. Moreno
ocamoreno@hotmail.com
Tel. (08822) 729995
Fax. (08822) 729894
Upi, Maguindanao
Rural Community e-Center
I
nternet access is prevalent in
urban communities these days but
is still almost absent in most rural
communities. As a result, many rural
communities get left behind in terms
of access to information that is vital
to their development.
Such was the case of Upi’s residents
before 2004. Back then, the
Municipality of Upi used to be an
isolated rural area with very limited
telecommunications services. There
were no landline phones nor fax
ser vices, let alone broadband
internet services. Calls made to
trading centers were expensive as
these were carried out through
mobile phones. Thus, the LGU had
difficulty transacting business with
regional offices and its trading
partners. Limited courier service
meant that those who needed to
send packages had to travel for
two hours over dilapidated roads
to Cotabato City to mail urgent
documents. The delivery of local
and national newspapers was
always delayed and Cotabato
radio stations were the only reliable
source for local and national news.
Students also had difficulty
conducting research because there
was no public library.
Realizing that better access to
information could substantially
improve their situation, Upi’s LGU
proceeded to install wireless
broadband Internet connection in
October 2004 and establish their
Community e-Center (CeC). This
move encouraged other government agencies to pursue their
Information and Communications
Technology (ICT) projects in the
municipality.
Similar to most privately-run
internet access businesses, the CeC
offers a host of ICT services such
as internet access, document
encoding, scanning, photocopying,
printing, CD/DVD writing, PC repair
and maintenance, IT consultancy,
system development, IT training
and tutorials. What sets it apart was
that it ventured into broadcast
media to expand its reach. The CeC
helped establish the local radio
station DXUP-FM and now also
manages a local TV channel which
airs LGU activities and projects
through its daily public affairs
program, The Working Public
Servant. The CeC is now also
responsible for the photo and
video documentations of events in
the municipality.
In addition, the CeC maintains the
LGU’s eNational Government
Accounting System in partnership
with the Commission on Audit. It also
hosts the Legislative Tracking
System and the municipality’s
official website. These services
helped improve the financial
efficiency of the LGU, the
legislative transparency of the
Sangguniang
Bayan,
and
introduced Upi to the world.
The community has since been
transformed and empowered in
various ways. Business transactions
between Upi’s residents and their
domestic or foreign partners could
now be conducted daily and almost
in real-time. Communication
expenses were reduced to almost
nil and Upi residents had better
access to more information and
income-earning opportunities. The
CeC made it to the top ten ecenters in the country that
represented the country in the
2005 APEC Digital Opportunity
Center contest in Taipei, Taiwan.
While remaining a rural community,
Upi and its residents now enjoy
urban amenities and services.
The Upi CeC helped improve the
computer literacy of the women
and youth of Upi through the StepUP Project, a partnership between
the Visayan Forum and the Local
Government’s Gender and
Advocacy Program. It also helped
in the computerization of Datu
Paglas Municipality. The CeC now
plans to train barangay officials on
computer literacy and to conduct
a campaign against internet crimes
in the schools so that students can
avoid becoming victims. In terms of
economic development, the Upi
CeC also plans to accept web
advertisements, engage in eticketing, e-banking, and ecommerce. It has plans to organize
Upi residents working abroad and
create a foundation for ICT projects
and programs in Upi.
While the CeC was established by
the LGU, it is managed by an ICT
Council which is composed of 13
representatives from various
sectors—LGU, women’s, indigenous people’s organization,
REACT, student council, out-ofschool youth, federation of PTCAs,
business sector and the academe.
This multi-sectoral composition of
the council encouraged broader
participation in the planning, decision-making, and
approval of the CeC’s annual work plans. The council
sets the directions, guidelines and strategies for the
e-Center and ensures that the program framework is
consistent with the community’s culture. The council also
sets the policies and procedures relating to the CeC’s
membership, usage, data collection, financial
management, and other operations.
Like most privately-run internet
access businesses,
the CeC offers a host of ICT
services. What sets it apart is that
it ventured into broadcast media
to expand its reach.
CONTACT
The Upi CeC has been operational for seven years
and is now located in a new, separate building with
15 units of computers for instructional and research
purposes, 3 work stations, and 2 computer servers. It
also has image, video capture and printing equipment.
There are more than 750 Community eCenters
established in the country. But Upi CeC remains as the
only fully operational CeC in Maguindanao Province.
With its success and service expansion, it hopes to
inspire neighboring municipalities to follow its footsteps
and is willing to help other Maguindanao municipalities
establish their own CeCs.
Mayor Ramon A. Piang, Sr.
upi_sk@yahoo.com
Maribojoc
Maribojoc,, Bohol
LGU-Led
Cadastral Sur
Survvey
T
he primary objective of a cadastral survey is land
titling. Other land use information that are obtained
in the process are gathered to support tenure or legal
hold. However, the results of the cadastral survey can
also be used as basis for Internal Revenue Allotment
or IRA. The IRA is the money received by all LGUs
from the national government. Its amount is based on
an LGU’s land area, population and tax collections
remitted to the Bureau of Internal Revenue.
The Department of Environment and Natural Resources
(DENR) first commissioned a surveyor in the 1960s to
conduct cadastral surveys of the coastal town of
Maribojoc in Bohol. This was followed by a series of
surveyors who failed to produce the desired results.
In 2003, the town’s LGU commissioned three surveying
companies to conduct cadastral surveys. But these also
went to naught.
Fed up with the lacklustre performance of the
sur veyors, the Sangguniang Bayan issued an
ordinance rescinding the contract of one of the
companies and urging the others to hasten the process.
The LGU also lobbied for inclusion in the DENR’s Land
Administration and Management Project 2 (LAMP2),
which aimed to automate land records through
computerization.
In 2008, Maribojoc became the first LGU-led
participant to the LAMP2. In the agreement between
the Maribojoc LGU and DENR-PENRO Bohol,
Maribojoc will oversee the overall conduct of the
cadastral survey and land titling; appoint Community
Development Assistants (CDAs) and adjudicators;
provide funds for the CDAs and adjudicators, office
supplies, computers and transportation expenses;
provide office space; conduct initial sketching in
coordination with the survey team; mediate initially
on land disputes; conduct information dissemination;
and mobilize barangay officials to assist the survey
team in their areas.
DENR-PENRO’s responsibilities were to: provide
technical supervision and the survey team; monitor
the actual progress of the survey with the LGU; verify
the completed survey to avoid overlaps; approve
technical descriptions of the cadastral surveys;
determine barangay boundaries; provide cadastral
map of the approved survey; delineate or exclude
land considered as salvage zones, watersheds and
municipal/barangay roads; train LGU personnel
assigned as CDAs and adjudicators and to process
free patent applications (FPAs) with DENR Project
Implementation Office and the Register of Deeds.
Land valuation has since appreciated and there has
been a significant increase in Real Property Tax (RPT)
collection. The LGU has earned additional income from
certification fees and payments of arrears. The
acquisition of land titles is now simplified and faster
to process. More importantly, the tenurial status of
title holders have been secured at a minimal cost and
land grabbing has been reduced or eliminated.
Boundary disputes that were resolved led to improved
relations between neighbors.
The intensive Information, Education and
Communication campaigns undertaken by LGU-led
LAMP2 team encouraged the participation of
stakeholders in the cadastral sur vey. Sur vey
applications were religiously scrutinized for accuracy.
The applications were then submitted to the DENRLAMP 2 office for screening and validation. In turn,
the Register of Deeds approved the FPAs and issued
land titles to qualified land owners. As of June 30,
2011, 830 land titles have been issued to land owners.
Eliciting active community participation and a
committed LGU leadership were the key ingredients
in the successful implementation of the cadastral
survey project of Maribojoc. So far, the Maribojoc
LAMP 2 project has been replicated in the towns of
Talibon, Garcia-Hernandez, Balilihan, Candijay and
Trinidad.
CONTACT
Mayor Leoncio B. Evasco, Jr.
tribukauswagan@yahoo.com
Tel. (O38) 504-9979
Fax. (038) 504-9555
The tenurial status of title holders have been
secured at a minimal cost and land grabbing
has been reduced or eliminated. Boundary
disputes that were resolved led to improved
relations between neighbors.
Zamboanga del Nor
te
Norte
Empo
wering the Subanen PPeople
eople
Empow
R
iver
dwellers
who
now
reside
in upland areas—these are the Subanens, the
indigenous people (IP) of the Province of Zamboanga
del Norte. Like most of their IP brethrens, the
Subanens are largely marginalized. Forced to
relocate upland by the migration of people from the
Visayas and Luzon and by the intrusion of large mining
campaigns in their ancestral domains, the Subanens
suffered countless indignities, discrimination and
ridicule. And for several decades, the Subanens were
left with limited education and livelihood opportunities
and lacked access to government services.
Their situation changed for the better recently when
the provincial leadership intervened to bring them
back into the mainstream of government processes.
On February 26, 2008, the provincial government
issued Executive Order No. 08-03-A to create the
Provincial Indigenous People Coordinating Unit
(PIPCU), which was primarily tasked with promoting
the welfare of the Subanen people and empowering
them economically, socially and politically. In 2011,
the Subanen numbered 367,906 or 38.4 percent of
the total provincial population of 957,230.
Subsequently, the PIPCU introduced and implemented
the following programs and activities, namely: Kasalan
ng Bayan Program; Free Registration of Marriages
and Live Births of Children; Livelihood Activities;
Documentation of Subanen Culture, Customs and
Traditions, Arts and Music; and Formal Organization
of the Subanen People in the Barangays. Formal
organization of the Subanens aims to provide them
legal personality and enable them to access
government services.
The Kasalan ng Bayan serves to formalize and
solemnize the relationship between common-law
couples who number in the thousands among the
Subanen. In conducting the marriage rite, Subanen
customs and traditions are followed. To date, a total
of 2,501 common-law couples have been formally
married under the program.
The free registration of marriages ensures that the
event and the births of the couple’s children are
recorded with the Local Civil Registrar’s Office and
the National Statistics Office (NSO). So far, 1,552
live births have been registered with the MCRO and
NSO. This activity effectively provides legal
documentation to the Subanens which they can then
show when accessing government services, enrolling
their children in school, getting a job or obtaining
medical services.
The provision of livelihood activities is primarily carried
out through the introduction of appropriate farming
technology so that the Subanen farmers can increase
the productivity of their farms, attain food security
The creation of the Provincial
Indigenous People Coordinating
Unit (PIPCU) encouraged the
Subanen people to participate in
community development and in
government processes.
tasked to coordinate the collective participation of
the Subanens in various development processes. The
Councils of Elders were also formally organized at
the barangay level to serve as mediators during
disputes among the Subanens. Composed of Timuay
Labis, Timuays and Salilings, the members of the
Councils of Elders now total 4,343.
PIPCU has been tasked to continually document
Subanen culture, customs, arts and traditions, and it
now has a compilation of Subanen rituals, clothing and
ornaments, and musical instruments. To further
preserve the Subanen culture, PIPCU also organized
Tribal Dance Congresses, Costume Parades and a
Battle of Festivals showcasing Subanen art, tradition
and culture.
With these programs in place, the bond between
married Subanen couples have been strengthened
and responsible parenthood is now more widely
practiced. More importantly, the Subanens can now
provide marriage contracts or birth certificates in
transactions requiring such legal documents. For
instance, they can now access government programs
such as Philhealth and the Pantawid Gutom Program
(Conditional Cash Transfer) to name a few. They now
have legal instruments that enable the enrolment of
their children as well as facilitate their employment
and travel abroad.
CONTACT
With the introduction of appropriate farming
technology and the establishment of formal linkages
with agricultural agencies, the Subanen Indigenous
Councils were able to profit from the sales of their
agricultural produce. While their total earnings were
modest, it was a feat that they had never experienced
before.
Gov. Rolando E. Yebes
d_governor@zanorte.gov.ph
Tel No. (065) 212 2597
Fax No. (065) 212 3563
for their households, judiciously manage their
environment, and increase their family’s income.
To facilitate the delivery of basic services to the
Subanen communities, PIPCU helped organize 19
councils which were registered with the Department
of Labor and Employment. These 19 councils are
Clearly, the creation of PIPCU encouraged the
Subanen people to participate in community
development and in government processes. They
readily provided labor and project sites as
counterparts for the government programs. This shows
that the “pahina” or “bayanihan” spirit is also practiced
by the Subanen people. Slowly but surely, the
Subanens in Zamboanga del Norte are now getting
integrated into the mainstream. And this was simply
accomplished by putting in place a coordinative
mechanism that elicited cooperation and participation;
an innovation that can be easily replicated by other
LGUs with an IP constituency.
R eal, Inf
anta, Gen. Nakar
Infanta,
Nakar,,
and Panukulan, Quezon
Community-Based Mental
Health Management
I
n the aftermath of the flash floods
that claimed hundreds of lives in
Infanta and General Nakar in
November 2004, mental distress
afflicted the survivors. Psychosocial
intervention was provided so they
could move on. This intervention
led to the partnership between the
Infanta Integrated Community
Development Assistance, Inc.
(ICDAI), the University of the
Philippines-Philippine General
Hospital (UP-PGH) and the World
Association for Psyc hosocial
Rehabilitation-Philippines (WAPRPhil). They developed the
Community-Based Mental/Psychosocial Health Management
Program which the Inter-Local
Health Zone (ILHZ) II adopted in
2008.
The community-based mental/
psychosocial health management
program pools together resources
from various sectors to address and
fill in the gaps in mental/
psychosocial health care and the
shortage of mental health
professionals in the ReINaPan
(Real, Infanta, Gen. Nakar, and
Panukulan) area. Over time, the
program broadened its scope
from psychosocial processing and
stress debriefing to mental and
psychosocial health consultation
and treatment.
In 2006, a partnership with the
Claro M. Recto Memorial District
Hospital (CMRMDH) led to the
establishment of a psychiatric clinic.
The program is now managed by
the ReINaPan local government
units of the ILHZ II in partnership
with ICDAI, CMRMDH and UP-PGHWAPR-Phil.
Several
strategies
were
implemented, namely: establishment of a psychiatric clinic; conduct
of psychiatric consultation and
treatment; implementation of
socialized rate of psychotropic
medicines; telepsychiatry; mental
and psychosocial health education
and information dissemination;
formation of family support
groups; and, capability building on
mental health service delivery.
After four years of implementation,
the program increased the
knowledge and skills of LGUs in
mental health care. It improved
delivery of general health care in
the municipalities, with mental and
psychosocial health now included
in the LGU’s regular health care
program and with municipal health
officers and area-based physicians
providing psychiatric consultation
and treatment.
The Psychiatric Clinic in CMRMDH
was established with the assistance
of the Northern Quezon Medical
Society in whic h the partnerpsychiatrists and trained general
physicians in the locality hold
consultations. Prior to the
establishment of the clinic, visiting
psychiatrists held consultations in
barangay halls.
Since medications for mental
disorders are available only in
Metro Manila health institutions
and pharmacies, the ILHZ II
purc hased medicines from the
Philippine General Hospital (PGH)
and National Mental Health Center
(NMHC) for stockpiling and retail
to patients. The availability of
medicines in the ILHZ II Pharmacy
bridged the physical distance of
ReINaPan municipalities from PGH
and NMHC. The ILHZ II also ensured
that medicines would be more
accessible to indigent patients. A
socialized scheme was developed
where indigents pay only 25% of
the actual medicine cost, while
those who could afford pay the full
amount.
The psyc hiatric consultations,
coupled with the administration of
medicines, proved to be successful
in addressing mental health
problems in the area. From 2006
to 2010, additional cases were
recorded each year albeit in a
decreasing pattern—from 110
new cases in 2006; 59 additional
cases in 2007; 55 new ones in
The communitybased mental health
management
program pools
together resources
from various sectors
to address and fill in
the gaps in mental
health care and the
shortage of mental
health professionals in
the ReINaPan area.
2008; 36 more in 2009; and
another 28 cases in 2010. These
figures indicate improved awareness about mental health care.
In 2009, a radio program dubbed
as “ILHZ II in Action” served as
medium for ILHZ II to reach a wide
number of people and encourage
more families to bring their patients
for consultation and treatment. The
program also convinced the
community to show more
compassion for mental patients.
There is now a growing acceptance
among families that this condition
is not something to be ashamed of;
that it is manageable and that
mental patients deserve mental
health care.
Many of those with mental
disorders have been brought back
to normalcy. Some of the
sc hizophrenic patients who
exhibited violent behavior,
auditory hallucination, and
unhygienic practice are now able
to help in household chores and
are doing productive work outside
their homes.
The formation of family support
groups also contributed in hastening
the recuperation of patients.
Dialogues and activities between
the families strengthened their
resolve to provide proper mental
health care for their patient and
gradually break the stigma of
mental disorder.
CONTACT
What is notable is that the program
is being successfully managed by
medical personnel who are not
mental health professionals. This
Mayor Filipina Grace R. America
filipinagrace_america@yahoo.com
Tel. (042) 535-4045
Fax. (042) 535-2281
suggests that any LGU can provide
mental health care service and that
the absence or lack of mental
health professionals in the area is
not at all a hindrance as there are
external stakeholders that can be
tapped to assist the LGUs in
developing their capacity in the
delivery of mental health care
service.
Telepsychiatry in CMRMDH allows
real-time communication between
the remote site in CMRMDH and the
hub site in the Department of
Psyc hiatry/National Telehealth
Center in UP-PGH. A teleconference among the stakeholders is
now also possible through Skype.
With this mechanism in place, the
partner psychiatrists are able to
remotely assist the trained
municipal health officers and
general physicians in diagnosing
and formulating mental health care
plans for the patients. In addition,
the psychiatrists could also provide
continuous capacity development/
enhancement through telementoring.
and human resource limitations
were addressed by the pooling of
resources among the partners. UPPGH-WAPR-Phil provided their
tec hnical
knowledge
and
professional expertise to the ILHZ
II so it could identify those who
needed care.
Meanwhile, ICDAI provided
financial support and technical
expertise, and took the lead in
building family support groups. On
the other hand, the LGUs together
with the CMRMDH provided
funding, human resources and
created mechanisms to enhance the
program.
The cooperation of the families of
individuals with mental disorders
was also crucial. Without their
support, their patients would not
have been referred for
consultations and treatment.
Lastly, capacity development of the
LGU’s health personnel and
volunteer health workers, and
general physicians in CMRMDH
ensures sustainability in the
Partnership building is the key provision of mental health care in
factor that made the implemen- the area.
tation of the program in the
ReINaPan area successful. Funding
Alimodian, Iloilo
Bringing High Schools Closer to Home
D
istant education facilities are
among the reasons why there
is low attendance and low
academic performance in rural high
schools. This is especially true in
communities with rough terrain such
as Seven Cities of the Municipality
of Alimodian.
A 3rd class municipality, Alimodian
is composed of 51 barangays
clustered into nine districts.
Transportation is scarce especially
during bad weather because of the
mountainous and steep terrain. The
lone jeepney ferries passengers
only twice a day—once in the
morning and another in the
afternoon, while motorcycles are
rented at PhP150.00 per trip for
the 25-kilometer or one-hour drive
from Seven Cities to the poblacion.
A large number of students coming
from the upland barangays cannot
afford secondary education
because of high costs for board,
lodging,
allowances
and
transportation and are consigned to
helping their parents in crop and
vegetable farming.
In 2005, there were only two
secondary sc hools in the
municipality—the
Alimodian
National Comprehensive High
School (ANCHS) and the Gines
National High School (GNHS), which
are located in the Poblacion and in
Barangay Gines. The congested
classrooms forced the teachers to
hold classes in hallways and even
under the trees.
Consultations between the
Department of Education (DepEd),
the LGU and the Parent-Teacher
Association (PTA) led to the
proposed establishment of four
new high schools. This proposal
was developed into the program
called Hugpong Barangay,
Edukasyon Parapit sa Balay or
Bringing Education Closer to Home.
The program aims to bring
secondary education closer to
students by establishing secondary
schools in strategically-clustered
barangays. The aim was to provide
secondary sc hools whic h are
accessible and affordable to the
community, improve the quality of
living through education, train
people to become economically
efficient in livelihood programs and
projects, and to lower the
percentage rate of out-of-school
youth in the community.
In the construction of the high
sc hools, community residents
contributed bamboo poles or tracts
of land. Meanwhile sc hool
equipment were provided or
purchased through donations and
fund raising activities.
Association of Barangay Councils
and PTA was passed to ensure that
sc hool
improvements
are
implemented and given priority.
Provincial School Board resolutions
were also passed to support the
program.
Normally, approval for the
establishment of a new school takes
a long time. But the collective effort
of the communities, ParentsTeachers Association (PTA), DepEd,
private associations and individuals,
non-government organizations
(NGOs), and the LGUs hastened
the process. Thus, the first extension
sc hool of the ANCHS was
established
in
Barangay
Cabacanan, which was identified as
the most accessible site within the
Seven Cities area. The school was
later renamed Adriano Cabardo
National High School in honor of
the lot donor. Three more campuses
were established in 2008, 2009
and 2010.
The strong leadership of the Local
Sc hool Board (LSB) was
instrumental in the success of the
program. The LSB took the lead in
conceptualizing, implementing,
monitoring and evaluating the
program. The PTA and Barangay
Council took the lead in the public
meetings and consultations,
identification of proposed sites,
pooling of materials, construction
of buildings, and monitoring of
progress. In addition, the PTA
campaigned for support, raised
funds and helped in the completion
of the documentary requirements
of the DepEd.
Eventually, the schools produced
342 graduates who went on to
pursue college education through
scholarships and work student
programs.
The high schools also encouraged
over-aged (17 and above)
individuals to resume their studies
and pursue a high school diploma
as in the case of the 22-year old
mother who graduated Class
Valedictorian last March 2011. A
total of 809 out-of-school and
over-aged individuals were given
the opportunity to go back to
school because of the program.
New schools meant employment
opportunities for licensed teachers
and 48 were hired.
Barangay
and
Municipal
resolutions and ordinances were
passed adopting the establishment
of the secondary schools through
the “Hugpong Barangay, Edukasyon
Parapit sa Balay”. A bill was also
passed in Congress for the Adriano
NHS. A Joint Resolution of the
Constructing four secondary
schools in a municipality within five
years may seem impossible for
other LGUs. But through Hugpong
Barangay, Edukasyon Parapit sa
Balay, the people of Alimodian
showed that innovation and
dedicated action can bring about
the desired results.
The establishment of
the high schools closer
to the communities
allowed the families to
reduce their school
expenses. It also led
to improved academic
performance among
the students.
CONTACT
The establishment of the high
schools closer to the communities
allowed the families to reduce their
school expenses. It also led to
improved academic performance
among the students.
On the other hand, the local DepEd
took responsibility in the
completion of all the required
paper work. Through the LGUCommunity-DepEd partnership,
Barangay Officials enhanced their
capacity to prioritize projects and
efficiently allocate their budget.
Local NGOs such as Taus Puso
Foundation, Inc. and Tagipusuon
Foundation, Inc. were involved in
the consultation and implementation process, together with
religious
groups,
youth
representatives and senior citizens.
The Department of Education later
ranked Bancal National High
School as 2nd and 3rd in the search
for Outstanding Schools in the 2nd
Congressional District in 2009 and
2010, respectively.
Mayor Juanito T. Alipao
lgualimodian@gmail.com
Tel. (033) 331-0288
Fax. (033) 331-0450
Bohol
Rabies Prev
ention and Elimination
Prevention
R
abies is a fatal disease that is
easily preventable. Yet, it still
poses a significant public health
problem in many countries in Asia
and Africa. More than 99% of all
global human rabies deaths occur
as a result of being exposed to
infected dogs.
been no reports of death by rabies
since October 8, 2008.
barangay (Bantay Rabies sa
Barangay or BRB) levels.
A Knowledge, Attitude, Practices
(KAP) survey in 2009 revealed that
94% of local people already knew
about rabies, 61% had knowledge
about rabies transmission, and 89%
were aware of the rabies
elimination program. More people
were also seeking medical
assistance for dog bites. The
number of potential rabies carriers
was also reduced by 24% as the
dog population in Bohol decreased
from 100,572 in 2007 to 76,407 in
2009 as reflected in the barangay
master list of dogs. About 70% of
the dog population was also
registered and vaccinated within
that period.
The BRB organized Barangay
Rabies Elimination Task Forces that
compiled a master list of dogs and
dog owners through house-tohouse surveys and arranged mass
vaccination in their areas. It was
the responsibility of the BRBs to
secure the registration of dogs,
collect fees and facilitate the
sharing of the collected fees with
the provincial and municipal LGUs.
They also helped settle disputes
arising from dog bite incidents or
other violations of the program.
In the Philippines, about 250
people die eac h year due to
rabies because victims failed to
seek immediate treatment or
vaccination. About ten of those
who die are reported in Bohol,
which made the province rank 4th
among the top ten provinces in the
country for human rabies deaths.
To correct the situation, the
provincial LGU of Bohol developed
its Rabies Prevention and
Elimination Program (BRPEP) in
March 2007, with the goal of Bohol’s LGU attributes the
eliminating rabies cases in the successful program implementation
to the collaboration and
province by 2010.
cooperation of various stakeInstitutionalized through an holders. Community participation
ordinance, the BRPEP initially was deemed crucial in various
involved
124
government aspects of the program namely,
employees from the provincial dog population control, mass dog
down to the barangay level, who vaccination, dog bite management,
spearheaded a massive infor- veterinary quarantine, surveilmation drive. To hasten program lance and monitoring.
implementation, community participation was enlisted in carrying out At the provincial level, the program
various aspects of the program. is managed by the Bohol Rabies
And to help defray the high Prevention and Eradication Council,
program costs, the LGU developed which is chaired by the provincial
partnerships with private sector governor and whose members
represent various sectors and
organizations.
agencies. This multi-sectoral
The results were dramatic. In the composition of the council is
first half of 2008, the number of mirrored at the municipal (the
human rabies deaths decreased by Municipal Rabies Prevention and
50%. More importantly, there have Elimination Council or MRPEC) and
Today, there are more than 15,000
people actively involved in
implementing the program. The
bulk are made up of community
volunteers and teachers. Various
organizations such as the Bohol TriMedia Association and different
government agencies such as the
Department of Health and the
Department of Education continue
to work in concert to implement the
program. This cooperation has
effectively transformed the
awareness campaign on rabies
prevention and elimination from a
government-led to a community or
people-led program. The Philippine
National Rabies Awareness Month
in March and the World Rabies
Day on September 28 are
regularly observed by the province
to continually remind people about
the importance of eliminating
rabies in Bohol.
Bohol has since become one of the
first provinces in the country to
integrate lessons on rabies and
responsible pet ownership in the
curriculum of all its elementary
schools. Given that 25 percent of
the rabies fatalities have been
children below the age of 15, this
innovation is very effective at
increasing awareness on rabies
prevention, especially among
school-aged children. This also
helps inculcate responsible pet
ownership for the next generation.
International recognition of Bohol’s
success is now evident as the
provincial government has also
been invited to share its
experience in rabies elimination to
an international audience. The LGU
sent its program manager to
present the program during the
International Conference on Rabies
in Vietnam in September 2009, in
Indonesia in March 2010, and in
Mexico in October 2010 during
the 21st Conference on Rabies.
Transforming the public’s attitude
and cultural practices towards
responsible pet ownership is
perhaps Bohol’s longest lasting
contribution to the global campaign
to eliminate rabies. With rabies
elimination and responsible pet
ownership integrated into the
public
elementary
sc hool
curriculum, the younger generation
will surely grow up to be more
aware about responsible pet
ownership and help eradicate the
disease altogether.
Transforming the public’s attitude
and cultural practices towards
responsible pet ownership is
perhaps Bohol’s longest lasting
contribution to the global campaign
to eliminate rabies.
CONTACT
The Global Alliance of Rabies
Control is helping replicate the
Bohol Program in the Bicol Region
and Palawan. Last July,
international rabies experts met in
Bohol to learn from the province’s
experience and to explore the
possibility of replication in other
countries with high incidence of
rabies.
Gov. Edgardo M. Chatto
edchatto@yahoo.com
Tel. (038) 412-3300
Fax. (038) 412-3063
Albay
Health Strate
gy ffor
or MDG Attainment
Strategy
M
ayon Volcano comes to mind
when the Province of Albay
is mentioned because it is its most
prominent landmark and tourist
attraction. It is an active volcano
that has erupted 47 times since
1616, with the recent ones
occurring in August 2006 and
December 2009. Albay also
happens to be one of the most
typhoon-prone provinces in the
Philippines. In late 2006, the
province was also hit by two major
typhoons, Milenyo and Reming.
These series of disasters in that year
posed a significant threat to the
health situation of the people in the
province.
In the following year, the newly
elected
governor’s
policy
declaration was to “make MDG the
goal and the rest follows.” He meant
that policies, resource mobilization,
program implementation and
institution building should be
geared towards achieving the
Millennium Development Goals
(MDGs). The MDGs are eight international development goals that all
United Nations member states have
agreed to achieve by the year
2015. They include eradicating extreme poverty, reducing child mortality rates, fighting
disease epidemics such as AIDS,
and developing a global
partnership for development, to
name a few.
To improve the health situation of
Albay’s residents, the provincial
LGU implemented a health
improvement strategy that was
aimed at mitigating the negative
impacts of the 2006 disasters and
hastening the attainment of the
health-related MDGs. The LGU
aimed to “build a health system by
and for the public whic h is
sustainable through multi-sectoral
contributions, revenue shares, and
a domestic-universal health
insurance to help anc hor the
provincial health reform program
on a realistic solid base.”
The Albay Health Strategy towards
Early Attainment of MDGs became
a focused approach to health
reform implementation to ensure
that all Albay residents, especially
the poor, could receive the benefits
of health reform and the province
can attain the health-related MDGs
much earlier than 2015.
The health program is composed of
six strategic instruments, namely:
providing financial risk protection
through reimbursements; improving
access to quality medical facilities;
ensuring equitable access to health
ser vices,
medicines
and
tec hnologies;
establishing
mec hanisms for efficiency,
transparency and accountability
and public-private partnerships;
enhancing the capacities of health
workers; and, supporting the
immediate and efficient provision
of health care through health
information.
To date, Albay is either close to
achieving or has achieved the
major indicators under MDG 4
(Reduce Child Mortality), MDG 5
(Improve Maternal Health Care),
MDG 6 (Combat HIV/AIDS, Malaria
and Other Diseases), MDG 1
(Eradicate Extreme Poverty and
Hunger) and MDG 7 (Ensure
Environmental Sustainability).
Albay has been certified by
Philhealth as having close to
universal health coverage. The
health budget of the province
likewise increased from 2007 to
2010 by 67.66%. This improved
access to health ser vices and
expanded the supply of health
services.
A total of 30 Basic Emergency
Obstetric and Newborn Care
Centers and 3 Comprehensive
Emergency Obstetric and Newborn
The DOH and the World Health
Organization have certified Albay
as a malaria-free province and the
provincial government is now
aiming to eradicate measles,
filariasis and leprosy in the next
five years. To combat rabies, the
LGU implements a responsible pet
ownership program and offers free
treatment to dog bite victims. It also
implements a DOH approved
program to combat dengue.
With the support of AECID, a
Spanish donor agency and DOH,
Albay has started to renovate and
re-equip all the hospitals and
health centers throughout the
province, including the water
systems of five resettlement sites.
Its disaster risk reduction program
was enhanced to include preemptive medical care, post-disaster
health inter vention, and rapid
health assessment sur veys of
evacuation
centers
and
establishment of the Albay Health
Emergency Management (AHEM)
for pre-hospital care. Bicol
University conducts LGU-subsidized
emergency paramedic training for
government personnel and the
province now has 457 paramedics.
In terms of policy support, the
Committee Chairman on Health in
the Sangguniang Panlalawigan
pushed for the passage of
evidence-based ordinances for the
TB, Rabies, Dengue Programs and
for the Maternal, Child Health and
Nutrition Programs. The province
also issued ordinances for SmokeFree Albay and the creation of the
Albay AIDS Council.
By identifying strategic priorities
through the five year provincewide investment plan for health
and the annual operations plan, the
Albay provincial government
managed to build on its health
initiatives.
The
provincial
government also utilized DOHmandated governance structures
such as the Local Health Boards
(LHBs) and the Inter-Local Health
Zones (ILHZs), Public Finance
Management (PFM) and Local
Health Accounts (LHA).
The skills of Albay’s health workers
are continually improved through
trainings, orientation seminars and
refresher courses. The provincial
doctors also enhance their skills
through the residency program of
the Bicol Regional Training and
Teaching Hospital.
To date, Albay is either close to achieving or
has achieved the major indicators under MDG
4 (Reduce Child Mortality), MDG 5 (Improve
Maternal Health Care), MDG 6 (Combat HIV/
AIDS, Malaria and Other Diseases), MDG 1
(Eradicate Extreme Poverty and Hunger) and
MDG 7 (Ensure Environmental Sustainability).
In sum, the provincial government
managed to successfully pursue its
strategy because of the
involvement of various stakeholders in program implementation
and during the planning stage of
the Province-Wide Investment Plan
for Health in Albay. The health
sector alliances that have been
organized include the federations
of barangay health workers, the TB
patrol (TB management councils in
the barangays) and the
organization of Tambal-Tandok
healers. There are also organizations that are actively involved
in specific health programs in their
respective target areas like MIDAS
(Mayon Integrated Development
Alternatives and Services) and
Gay-on Bicol for STI and HIV/
AIDS.
Ordinances and executive orders
are already in place, ensuring the
sustainability of Albay’s health
sector reform strategy. When the
province-wide investment plan for
health is completed by 2012,
another sector-wide planning
session for the next 5 years will be
undertaken to sustain the gains and
to scale up community participation
in the program.
Pursuing the attainment of the
MDGs diligently has worked for
Albay. The strategy could work
wonders for other provinces as
well.
CONTACT
Care Centers cater to expectant
mothers. Community Health Teams
actively track pregnant women and
help them with their birth plan. The
province has 63 ambulances
distributed among the local LGUs
and deployed to hard-to-reach
areas to ferry expectant mothers
to birthing centers. The province
also conducts an annual door-todoor immunization program for
children.
Gov. Joey S. Salceda
jssalceda@yahoo.com
Tel (052)481-2555
Fax (052)480-3444
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Iloilo City
Promoting Good Governance and Human
Capital through the Dinagyang Festival
From merely promoting religious and cultural practices,
Iloilo’s Dinagyang Festival has evolved into a green festival
of sorts. A project called “Squeak for Dinagyang” has become
an integral part of the celebration. And like the festival, it
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Mayor Jed Patrick E. Mabilog
Fax: (033) 3350689
benitojimena@yahoo.com
also involves the cooperation of practically the whole city. In
December, the festival organizing committees spearhead a
clean-up and beautification campaign to prepare Iloilo City
for the arrival of visitors. Barangay residents along the parade
route help in cleaning the city streets. Schools in the area
require the students to help in the civic action on two Saturdays
preceding Dinagyang. The fire trucks of the Bureau of Fire
Protection and other fire fighting volunteer groups conduct
the water flushing of the performance areas. While the
festival activities still puts emphasis in arousing interest for
Iloilo’s arts, culture and heritage, it has prompted the city to
also pursue clean and green initiatives such as deploying
electric driven vehicles and using recyclable materials for
the costumes. Dinagyang shows that festivals can be effective
vehicles to promote worthy causes and is an excellent
showcase of government-private sector-NGO cooperation.
The LGU of the municipality of Leon implemented a program
that improved the operations of its market. It strictly
implemented several measures such as zero waste disposal
through the daily collection of segregated garbage. It
imposed a no permit-no sale policy, no calibration-no sale
policy and observed the price monitoring board. Curfew
hours were imposed in the market and a grievance committee
was in place to settle disputes between vendors. The meat
and produce are categorized to provide consumers with
correct information on the quality of the products they are
buying. In addition, the vendors were organized into various
associations with clearly identified responsibilities such as
garbage collection, price monitoring and policing of ranks.
To further encourage cleanliness, the LGU also holds contests
such as the “Shoot for a Cause” which entails throwing empty
plastic bottles into a big receptacle in the Public Market. As
a result of the strict enforcement of policies and the
cooperation of the vendor associations, the municipal market
has become a clean, safe and hazard-free environment for
the sale of agricultural products.
CONTACT
Leon, Iloilo
Market Development through People
Empowerment
Mayor Rolito C. Cajilig
camando_leon@yahoo.com
Fax: (033) 3310036
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Health was not a priority issue of the Dao LGU. But after Dao
was included in the pilot batch of the Zuellig Family
Foundation’s Community Health Partnership Program (ZFFCHPP), the LGU began to have a better appreciation of
health issues. After that, the LGU took the lead in introducing
innovations in the areas of maternal and child health care,
nutrition, and health information. The LGU has since increased
its budget allocation for health and expanded the membership
of its Local Health Board and PhilHealth programs. Expectant
mothers were closely monitored and taught about pre and
post natal care. The creation of Nanay Buhay Alagaan Teams
(NBA teams) contributed significantly to the zero maternal
and infant death in 2010. With the renovation of Dao’s RHU,
the number of patient consultations increased from only 4%
in 2008 to 62% in 2010. The LGU also regularly sent health
workers including midwives and barangay health workers to
attend skills upgrade trainings and professional education
courses. And the LGU also reactivated a feeding program
for pre-school and school children to reduce malnutrition.
With an improved health care program in place, Dao’s
residents are now in better shape than before.
CONTACT
Dao, Capiz
Leading and Managing Health Innovations
Mayor Joselito Y. Escutin
effie_aranas@yahoo.com
Fax: (036) 6580018
CONTACT
Sta. Cruz, Davao del Sur
Investment and Tourism Promotion
Sta. Cruz was a battlefield between government and rebel
forces in the late 1980s to early 1990s. When the hostilities
died down, a major policy shift from the government
emboldened the LGU to transform the municipality into an
Agri-Industrial Center (AIC) of the province of Davao del
Sur. Subsequently, Sta. Cruz became part of the 11 Provincial
AICs in Region XI. Through its Investments and Tourism
Promotions Program, the LGU of Sta. Cruz was able to entice
corporations to invest in the municipality. The two investors in
1994 grew to 23 multi-national investors in 2011. And total
investments have now reached 21 Billion pesos. The
employment rate has also increased to 64.73% in 2011
from 31% in year 2003. Community-based tourism enterprises
and tourism-related establishments have also grown, as has
tourist arrivals, which increased by 56% from 4,161 in 2006.
Mayor Joel Ray L. Lopez
csinfiesto@yahoo.com
Fax: (082) 2720741
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Alaminos City, Pangasinan
Bright Child Program
Mayor Hernani A. Braganza
nanibraganza@yahoo.com
Fax: (075) 5527109
In Alaminos, Pangasinan, the LGU implemented the Bright Child Program
which was designed to support the physical and intellectual growth of
children from birth to graduation in college. A major component of the
program is the supplemental feeding program which aims to eliminate
malnutrition, one of the leading causes of low scholastic performance,
absences and high drop out rates among pupils. The program aims to
reduce the malnutrition rate by at least 5% yearly among children so
that there are no more malnourished children in the city by 2013. With
the assistance of the City Agriculture Office, households plant vegetables
and raise animals, which the city government then purchases. The feeding
program also increased economic activity in the city, particularly in
raising the income of the farmers because their produce are ingredients
in the nutritious meals. The parents and teachers prepare the nutritious
meals, which are served three times a week. Because of the program,
Alaminos no longer holds the dishonor of being number one in
malnutrition in Region I. The city government is also implementing a
scholarship program for poor but deserving college students. It has
established 14 computer laboratories, provided internet connectivity in
43 schools, and is implementing a sports program for the students. In
2012, the LGU will broaden the feeding program to include high school
students.
The experience of Barangay San Jose Sico residents in
Batangas shows that cooperative efforts go a long way
towards improving people’s lives. When the City Government
of Batangas relocated the city dumpsite within the barangay
in December 2000, it helped organize 13 residents into the
San Jose Sico Sorters Association, which sorted garbage
and collected recyclables. Eventually, the Office of the City
Veterinary and Agricultural Services (OCVAS) helped the
sorters and community leaders form the San Jose Sico Landfill
Multipurpose Cooperative with 29 female and 26 male
members and with a paid-up capital of PhP84,600.00. After
two years of learning the ropes, the Board of Directors and
officers of the cooperative took over the management of
the cooperative from the LGU. Operations expanded from
scavenging to direct buying of recyclables. With financial
assistance from the Department of Labor and Employment
and the City LGU, the cooperative has branched out into
hollow block making. The cooperative now also offers credit
and loan services to its members. To date it has 187 members
with a paid-up capital of PhP428,000.00 and PhP3 million
in assets, indicating that indeed there is money in garbage.
CONTACT
Batangas City
SWM Enterprise through LGU-Cooperative
Partnership
Mayor Vilma A. Dimacuha
leticiacasino75@yahoo.com
Tel. (043) 7231511
Fax. (043) 7231558
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CONTACT
The Tagum City LGU addressed several problems—i.e. flooding, forest
denudation, eroded accretion zone, siltation and people living in danger
zones— through a multi-dimensional program dubbed the Watershed, River
Management, Livelihood and Disaster Risk Reduction. The project involves
the management of the upland, lowland and coastal environments. It involves
sustainable reforestation, urban greening, Hijo River accretion reforestation
and livelihood development through Inter-Cropping Farming System,
dredging and re-channeling of the river, mangrove rehabilitation and
reforestation and desiltation of the river mouths. To ensure the successful
implementation of the program, the LGU consulted and elicited the
participation and cooperation of the affected families in the design,
implementation and monitoring of the program. It also partnered with the
private sector, the academe, other government institutions, religious sector,
military and the police. The denuded hills along the Hijo River Accretion
Zone, mangroves along the coastal area and hills in the urban and lowland
areas were replanted with various tree species. This regenerated and
rehabilitated the ecosystem in the upland, lowland and coastal areas. As
a result, flooding along the Hijo River has been totally eradicated, and
288 families have been relocated away from high-risk areas to safer
environments. Family incomes have also risen by as much as 135% because
of the livelihood projects.
Mayor Quintin B. Saludaga
rodel_c24@yahoo.com
CONTACT
Tagum City
Watershed, River Management, Livelihood and Disaster
Risk Reduction
Mayor Rey T. Uy
tagummayorsoffice@gmail.com
Fax: (084) 2181957
Lavezares, Northern Samar
Integrated Eco Farm
A 4.6 hectare garbage dumpsite was transformed by
Lavezares LGU into what is now an Integrated Eco Farm that
produces organic fertilizer through vermicomposting. Today,
the Eco Farm is a model of integrated services and programs.
It has a housing project whose beneficiaries were families
displaced by typhoons, and are the ones who manage the
Materials Recovery Facility and Vermicomposting Facility.
Together with other farmers, these families produce hollowblocks made up of pulverized non-biodegradable wastes
and vermicasts from biodegradable wastes that help fertilize
barren and unproductive lots. The Eco Farm is also a training
facility for farmers. The organic farms that were established
as a result of the Eco Farm now supply organic vegetables
in the local market. Through its livestock and poultry
production and dispersal program, the Eco Farm also supplies
the demand for nutritious meat and poultry products in the
market. Almost nothing is wasted as the manures of these
animals are used in enriching the vermicompost. Local officials
from three nearby municipalities have paid a visit to learn
how the ecofarm operates.
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NERIC ACOSTA, Ph. D. is an experienced legislator, an
educator, an ardent advocate of the environment, and an
international sc holar. He is Presidential Adviser for Environmental Protection and concurrently head of
the Laguna Lake Development Authority. He is Secretary
General of the Council of Asian Liberals and Democrats
(CALD) and Vice-President for International Affairs of the
Liberal Party of the Philippines. Dr. Acosta was named the
first Filipino World Fellow of Yale University in 2004 in
recognition of his advocacies on education and the
environment. As a former congressional representative, he is
the principal author of the landmark 1999 Clean Air Act, the
2004 Clean Water Act and the 2001 Solid Waste
Management Act.
VICTOR GERARDO BULATAO represents agrarian reform
beneficiaries and serves as an Independent Director in the
Board of the Land Bank of the Philippines, the leading lender
to local government units, as well as small farmers and fishers.
He continues to be active in NGOs pursuing participatory
local governance in 200 rural barangays. In the 1970s Mr.
Bulatao worked with the Federation of Free Farmers and
the Association of Major Religious Superiors of Men in the
Philippines. In the 1980s and 1990s he served in the
Department of Agrarian Reform in various capacities, the
last as Undersecretary for Field Operations and Support
Services. He has a Master of Public Administration degree
from the Harvard Kennedy School.
MA. NIEVES CONFESOR presently teaches at the Asian
Institute of Management, with special research and training
focus on general management, public policy development
and analysis, leadership development, strategic negotiations
and conflict management, labor-management relations,
human resources development and general management.
She had served as Secretary of Labor and Employment, as
well as consultant/ trustee to various companies, educational
institutions, and multi-lateral organizations. She has also
served as Chairperson of the Government Panel negotiating
with the CPP-NDF-NPA. She is also Executive Director of the
AIM-TeaM Energy Center for Bridging Leadership, a research
and training center for leadership development at the AIM.
She currently serves as Chairperson of the Galing Pook
Foundation as well as the Kaunlaran ng Manggagawang
Pilipino, Inc., both NGOs.
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RAFAEL L. COSCOLLUELA, immediate past Chairman of
Galing Pook Foundation and National Selection Committee
Chairman for 2011, recently served as Administrator of the
Sugar Regulatory Administration, Vice Chairman of the
National Biofuel Board and Chairman of the Philippine Sugar
Corporation. Prior to that, he was Presidential Adviser on
Cooperatives and Presidential Adviser for Western Visayas
after serving as Governor of Negros Occidental for three
consecutive terms, during which time the province garnered
two Galing Pook Awards. He is currently a member of the
Board of Trustees of Synergeia Foundation and also serves
as President of the Philippine Biodiversity Conservation
Foundation.
MA. LOURDES FERNANDO is currently the Vice-Chairperson
of the Galing Pook Foundation. She served as an awardwinning Mayor of Marikina City from July 2001 to June
2010. Under her leadership, Marikina City was judged as
one of the most competitive metropolitan cities in the
Philippines. She is also a Founding Chair of the Alliance for
Healthy Cities.
JAIME GALVEZ TAN has the rare combination of the following
expertise: solid grassroots community work in far flung
doctorless rural areas; national and international health
planning and programming; a faculty of colleges of medicine
and health sciences; clinical practice combining North American
and European medicine with Asian and Filipino traditional
medicine; national health policy development, national health
field operations management, private sector health business
development, research management and local government
health development. He has worked with NGOs, international
development agencies, the academe and government
agencies. He is currently a Professor of the University of the
Philippines College of Medicine and the President of Health
Futures Foundation, Inc.
JOSE RENE GAYO, DBA is the Executive Director of the MFI
Farm Business Institute and President of the Foundations for
People Development. He was the Executive Director of PAREF
Southridge School in Alabang and was the Founding Dean
of the School of Management, University of Asia and the
Pacific. His academic interests include agricultural and rural
development, agribusiness, management of NGOs, and
environmental issues.
KENNETH HARTIGAN-GO, MD is a member of the World
Health Organization Advisory Committee on Safety of
Medicinal Products and Global Advisory Committee on
Vaccine Safety, a consultant to the EU- FP7 Monitoring
Medicines and member of the Health Policy Steering
Committee of NUS Initiative to Improve Health in Asia (NIHA).
In June 2010, he joined AIM as core faculty at the Center for
Development Management and in September, appointed
Executive Director of the Dr. Stephen Zuellig Center for Asian
Business Transformation. A member of the Board of Regents
of the Philippine College of Physicians, he is currently the
president of the Philippine Society of Experimental and
Clinical Pharmacology. His consultancy work with multilateral
agencies in different Asian countries, including leadership
positions in various medical organizations and government
(Department of Health, PhilHealth, Department of Science
and Technology, Congressional Commission) provides unique
health systems perspective.
ELISEA "Bebet" G. GOZUN is the Presidential Assistant II for
Climate Change. She also serves as a member of the Manila
Bay Advisory Committee providing support to the Supreme
Court in implementing the continuing mandamus for the Manila
Bay clean up. She served as Secretary of the Department
of Environment and Natural Resources from December 2002
to September 2004. Before rejoining the government, she
chaired and was President of the Earth Day Network
Philippines, a movement which aims to make caring for mother
earth the concern of all. She was also the Program Director
for the environment of Gawad Kalinga and the Project
Director of the City Development Strategy (CDS) project of
Cities Alliance with League of Cities of the Philippines. An
activist involved with many NGOs, she also served as
consultant on environmental management and urban
development for many development agencies and was the
2007 UNEP Champion of the Earth for Asia and the Pacific.
MILWIDA GUEVARA is the 2nd recipient of the Haydee Yorac
Award for Public Service. She is the President and CEO of
Synergeia Foundation with a mission to provide every Filipino
child with access to quality basic education. She built a career
in Public Finance and served as Career Undersecretary of
Finance under President Ramos. She also served as Chair of
the Movement for Good Governance from 2007 to 2010
and Chair of the Galing Pook Foundation from 2003 to 2007.
TINA MONZON-PALMA is the Program Director of ABSCBN Sagip Kapamilya and Bantay Bata 163, co-anchor of
The World Tonight over the ABS-CBN News Channel (ANC),
and host of Talkback aired at ANC. Ms. Monzon-Palma is a
board member of the Philippine Center for Investigative
Journalism and Center for Media Freedom and Responsibility.
EMMA PORIO is Professor of Sociology and chairman of
the Department of Sociology and Anthropology, School of
Social Sciences of the Ateneo de Manila University. She sits
on the Executive Council of the International Sociological
Association (Madrid, Spain), Board of Directors of the Global
Development Network (Washington D.C.), as well as edits
the Philippine Sociological Review (Journal-on-Line). Dr. Porio
has done extensive research as well as published widely on
development issues related to urban governance, children,
women, housing, poverty and climate change.
MARIVEL SACENDONCILLO is the Executive Director of the
Local Government Academy. She is also the President of the
Local Government Training and Research Institutes – Philippine
Network. Ms. Sacendoncillo’s areas of competence include
local governance and capability building, strategic
management, institutional development, participatory
assessment, poverty reduction, and community-based resource
management, among many others.
MARION MACEDA VILLANUEVA is currently the Canadian
Field Director of CIDA’s 8-year Local Governance Support
Program for Local Economic Development (LGSP-LED), which
assists clusters of local governments to grow their economies.
Over the past decade, Marion has played senior roles in the
management of the Canadian International Development
Agency’s (CIDA) programming in the Philippines. She has indepth knowledge of institutional development and public
policy issues related to governance reform, decentralization
and more recently in complex post-conflict regions which is
further enhanced by her educational, personal and
professional experiences. Marion also has extensive program
management experience in NGO capacity development,
participatory rural development and community
empowerment.
VERONICA FENIX-VILLAVICENCIO has devoted most of her
working years with social development organizations - as
program developer, manager, writer and evaluator,
particularly in the areas of biodiversity conservation and
community resources management, gender and development,
and community mobilization for poverty reduction. She has
served as Executive Director of the Peace and Equity
Foundation. She is a member of Pilipina and of InciteGov,
which both embody her ideal of social change through
people’s empowerment.
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Board of TTrustees
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Ma. Nieves R. Confesor Chairperson. Executive Director, AIM-TeaM
Energy Center for Bridging Leadership.
Ma. Lourdes C. Fernando Vice-Chairperson. Former Mayor, Marikina
City.
Austere A. Panadero Corporate Secretary. Undersecretary for Local
Government, Department of the Interior and Local Government.
Alex B. Brillantes, Jr. Treasurer. Professor, National College of
Public Administration and Governance, University of the Philippines
Diliman.
Yasmin Busran-Lao Trustee. Founding Chairperson, Nisa Ul-Haqq Fi
Bangsamoro (Women for Truth and Justice in the Bangsamoro).
Karen Davila Trustee. News Anchor and Correspondent, ABS-CBN
Broadcasting Corporation.
Ma. Josefina M. dela Cruz Trustee. Postmaster General and CEO,
Philippine Postal Corporation.
Jaime Galvez Tan Trustee. President, Health Futures Foundation.
Cielito F. Habito Trustee. Director, Ateneo Center for Economic
Research and Development.
Secretariat
Eddie Dorotan, MD, MPA • Executive Director
Lorenzo Ubalde, MDM • Program Officer
Marie Guzman • Administration and Finance Officer
Adrian Adove • Program Assistant
Monette Montemayor • Program Assistant
Edith Ramos • Administration and Finance Assistant
Christine Beltran • Administrative Assistant
CONTACT
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25 Mahusay cor. Malinis Streets
UP Village, Diliman, Quezon City
1101 Philippines
Tel. Nos. (+632) 4334731 to 32
(+632) 9264136
www.galingpook.org
Galing Pook
music and lyrics by Gary Granada
vocals: Gary Granada, Bayang Barrios, Noel Cabangon,
Shane and Dave of Crazy as Pinoy, PETA kids, Luke Granada
Ang aming adhikain
Ay simple lang naman
Sapat sa pangunahing
Mga pangangailangan
Saan mahahagilap
Ang mga munting pangarap
Makaigpaw sa hirap
Maalwang hinaharap
Sa punyagi at kusa
Munting pamayanan
Sa husay kinilala
Umani ng karangalan
Kayraming nagsasabing
Ang galing galing daw namin
Saan ba nanggagaling
Ano ba’ng anting-anting?
Simple lang yan
Kaya mo yan, Bay!
Sa malikhaing paraan, sa paraang malikhain
Kasama ang mamamayan, mamamaya’y pagsamahin
Pagbabago na lantad, lantad na pagbabago
Tuluy-tuloy na pag-unlad, tuluy-tuloy na pag-asenso
Sa dami ng balakid
Sa dami ng hadlang
Ang diwang nalulupig
Nagtitiis na lang
Ngunit huwag kang papayag
Huwag kang pabubuway
Tadhanang ating palad
Nasa ating kamay
Chorus counterpoint:
Galing Pook..
Ang sabi ng iba, ang galing ng Pilipino
Magaling na mang-isa, mandaraya, manloloko
Ang sakit sa tenga, kahit di mo matanggap
Ganyan daw talaga, yan ang sabi ng lahat
Subalit doon sa aming mumunting komunidad
Namayani ang maraming kabutihan ang hangad
Pinaghusay ang lokal na gobyernong niluklok
Pinagpala’t natanghal na isang Galing Pook!
Ang sabi ng marami, Pilipino ay tamad
Walang respeto sa sarili, dangal at dignidad
Palakasang palasak, boto na nilalako
Lider na nagbubuhat ng sarili ring bangko
Di man maikakaila ay huwag nating lahatin
Di mo rin maitatatwa, di man sukat akalain
Magandang mga balita sa mga suluk-sulok
Kayraming halimbawa ng mga Galing Pook
Visit www.galingpook.org to download lyrics and music

Galing Pook Foundation

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